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NSW LONG TERM

TRANSPORT MASTER PLAN
December 2012

NSW Long Term Transport Master Plan

December 2012
ISBN: 978-1-922030-31-3

Disclaimer
While every reasonable effort has been made to ensure that this
document 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 in
respect of anything or the consequences of anything done or omitted to
be 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 NSW

18 Lee Street
Chippendale NSW 2008

NSW LONG TERM TRANSPORT MASTER PLAN

MINISTERS MESSAGE
Over the past 12 months, we have embarked on
the most extensive integrated transport planning
process ever undertaken in NSW. In November
2011 the NSW Government announced we would
spend the next year consulting and undertaking
detailed analysis to develop a comprehensive
transport plan for all of NSW.
We are proud to present the final NSW Long Term
Transport Master Plan.
This Transport Master Plan is the first integrated
transport strategy we have had in NSW. It brings
together land use planning with transport planning,
and it integrates planning for freight and passenger
movements, as well as all modes of transport. It
includes actions for road, rail, bus, ferries, light rail,
cycling and walking.
The opportunities and challenges we face over the
next 20 years are exciting but also demanding. For
NSW to reach its potential, we need a transport
system that focuses on the customer.
As our collective transport needs increase and
become more complex, we need a transport
system that responds to those needs by enabling
us to move seamlessly across transport modes
when and where we need to, and that also allows
freight to move efficiently.

The NSW Long Term Transport Master Plan sets

the path that will deliver the transport system
we need, with a strong focus on customer needs,
integration, modernisation and meeting projected
growth. It sets the clear direction we need to take
to make the most of our future potential in NSW.
With the Master Plan in place we can continue to
focus on implementation, building on the many
achievements we have already made over the past
18 months, knowing that each measure we put
in place is another step towards the world-class
transport system NSW deserves.
On behalf of the NSW Government, we thank the
countless people in the community and transport
industry who have taken the time to contribute to
this planning process.
We look forward to working with you as we
continue to improve and develop the NSW
transport system.

Gladys Berejiklian
Minister for Transport

Duncan Gay
Minister for Roads
and Ports

NSW LONG TERM TRANSPORT MASTER PLAN

1
WHY TRANSPORT MATTERS
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NSW LONG TERM TRANSPORT MASTER PLAN

INTRODUCTION 9
1 WHY TRANSPORT MATTERS
1.1 Our transport objectives
1.2 What transport means to us as customers
1.3 Transport and the economy
1.4 Transport and our cities and centres
1.5 Regional NSW improving connectivity and accessibility
1.6 Transport and freight
1.7 Transport and the environment
1.8 Transport and strong communities
1.9 Transport and land use planning

2 CUSTOMER-FOCUSED INTEGRATED TRANSPORT PLANNING

2.1 Introduction
2.2 Putting our customers first
2.3 Integrate, modernise, grow and manage
2.4 Our approach to transport planning
2.5 How network planning underpins our decisions

3 INTEGRATING MODES TO MEET CUSTOMER NEEDS

Our transport challenges
3.1 Matching the world on electronic ticketing
3.2 Creating modern, integratedand user-friendlyinterchanges
3.3 Aligning timetables to better suit our customers
3.4 Providing real-time information for customers
3.5 Increasing the number of car parks and bicycle spaces atinterchanges
3.6 Modernising the public transport fleet
Taking action
3.7 Information and ticketing
3.8 Seamless interchanging
3.9 Investingina modern public transport fleet

4 GETTING SYDNEY MOVING AGAIN

Sydney is growing strongly
Our transport challenges
4.1 Accommodating land use, growth and urban renewal
4.2 Connecting Sydneys strategic centres keeping our major corridors moving
4.3 Congestion is clogging our transport network
4.4 Supporting the Sydney City Centre
4.5 Providing transport to a growing CBD
4.6 Customers travel needs are changing
Taking action Getting Sydney moving again
4.7 Meeting the increasing demand for Sydneys growing travelneeds
4.8 Expanding capacity on our most constrained corridors
4.9 Creating a vibrant, attractive CBD the heart of GlobalSydney

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NSW LONG TERM TRANSPORT MASTER PLAN

5 SUSTAINING GROWTH IN GREATER SYDNEY

Growth challenges in Greater Sydney
5.1 Improving public transport and cutting congestion
5.2 Equipping Greater Sydney for jobs growth
5.3 Connecting new growth centres
5.4 Protecting critical strategic and growth corridors
Taking action in GreaterSydney
5.5 Improving public transport
5.6 Congestion and pinch point management
5.7 Supporting Greater Sydneys employment centres
5.8 Providing essential greenfield infrastructure for growth centres
5.9 Protecting Greater Sydneys transport corridors

6 PROVIDING ESSENTIAL ACCESS FOR REGIONAL NSW

Our transport challenges
6.1 Growing regional cities
6.2 Improving the mix of transport options across regional NSW
6.3 Convenient, reliable travel
6.4 Rural roads
6.5 Preserving the amenity and character of regional towns
6.6 Meeting the needs of an ageing regional population
Taking action
6.7 Connecting communities
6.8 Moving regional freight more efficiently
6.9 Your region

7 SUPPORTING EFFICIENT AND PRODUCTIVE FREIGHT

Our transport challenges
7.1 The freight customer
7.2 Investment in Infrastructure
7.3 Increasing network efficiency
7.4 Growing future freight network capacity
7.5 Managing community and environmental impacts
7.6 Improving network efficiency
Taking action
7.7 Growing future freight network capacity
7.8 Managing community and environmental impacts

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NSW LONG TERM TRANSPORT MASTER PLAN

8 STATEWIDE ACTIONS
Our transport challenges
8.1 Reducing transport inequality
8.2 Making travel safer
8.3 Promoting sustainability and protecting the environment
8.4Maintaining our transport infrastructure
8.5 Integrating land use and transport planning
Taking action
8.6 Moving towards an accessible transport system
8.7 Improving the safety of our transport system
8.8 Protecting the environment
8.9 Maintaining our infrastructure
8.10 Managing demand andmaking better travelchoices
8.11 Using technology for better customerexperiences

9 TIMETABLE FOR ACTION

9.1 Public transport
9.2 Rail
9.3 Light rail
9.4 Bus
9.5 Ferries
9.6 Roads
9.7 Cycling
9.8 Walking
9.9 Non-government transport services

10 FUNDING
10.1 Introduction
10.2 Funding our transportsystem
10.3 Funding our MasterPlan projects
10.4 Considering our options

11 DELIVERING THE NSW LONG TERM TRANSPORT MASTER PLAN

11.1 An integrated transport authority for NSW
11.2 Next steps

12 WHAT OUR CUSTOMERS SAY

12.1 Consultation to develop the Master Plan
12.2 What changed as a result of your contributions
12.3 What we heard in response to the draft Master Plan
12.4 What next
12.5 Thank you

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GLOSSARY 414

INTRODUCTION
A Long Term Transport Master Plan for NSW
INTRODUCTION

The NSW Long Term Transport Master Plan sets

the framework for the NSW Government to deliver
an integrated, modern transport system that puts
the customer first.

Second, it identifies a planned and coordinated

set of actions (reforms, service improvements
and investments) to address those challenges. It
provides a map of future service and infrastructure
developments which future decisions will be
required to support, and against which proposed
investments can be evaluated.
The NSW Long Term Transport Master Plan will
guide the NSW Governments transport funding
priorities over the next 20 years, providing the
overall framework for how our transport system
develops, whether it is the services that are
delivered or the infrastructure that underpins them.

The Master Plan plays two fundamental roles.

First, it identifies the challenges that the transport
system in NSW needs to address to support the
States economic and social performance over
the next 20 years. It guides decision-makers
to prioritise actions which address the most
pressingchallenges.

The Transport Master Plan is not intended to

be a detailed step by step plan for all transport
initiatives. Rather, it is an overarching framework
that guides subsequent and more detailed
transport plans, policy decisions, reforms and
funding decisions. A series of funding decisions and
timings are given for the near term. For the medium
and longer term, decisions around timing and
funding will be determined by changing levels of
demand and the level of availability of funds. There
will be a myriad of issues and changes arising in
NSW over the next 20 years, given the complexity
and scale of transport in the state, which will also
inform decision making.
The Master Plan provides the evidence, the
challenges and the right priorities to guide the
many investment and service delivery decisions
that will need to be made in the future. It sets the
strategy and the direction required to deliver the
customer-focused, integrated transport system that
NSW needs.

NSW LONG TERM TRANSPORT MASTER PLAN

The Master Plan will guide billions of dollars

of investment in our transport system

INTRODUCTION

In 2012-13 the NSW Government allocated a record

$13.2 billion in funding to transport, with a total
of more than $53 billion allocated for the first
four years of the Master Plan. Over the 20 year
life of the Master Plan this level of funding would
equate to around $260 billion delivering transport
services and infrastructure across the State. This
will fund operation and maintenance as well as
expansion and modernisation with new capital
infrastructure.
This investment is both a significant opportunity
and a significant responsibility. An investment of this
scale needs to be guided by a clear long term plan.
The Master Plan sets the framework and the
overall priorities to guide where we invest these
funds. Individual proposals and initiatives, whether
they be new capital projects to construct new
lines or stations, or proposals to expand transport
services into new areas, will be tested against the
strategic direction of the Master Plan, giving us
confidence as a community that our funds are
taking us towards the transport system we need.

10

The Master Planning process our approach

The NSW Long Term Transport Master Plan is both
strongly evidence-based and the result of a highly
consultative process.
Within Transport for NSW, a significant level
of evidence gathering and analysis has been
undertaken. This underpins the identification of
the challenges we face and the actions identified
in the Master Plan.
Having first set the objectives, outlined on
page22, we analysed current and future demands
and challenges on the NSW network, making
sure that the challenges and their true causes
were properly understood. We then identified the
potential options to meet those challenges.
We considered all travel modes simultaneously
and examined land use and transport together.
We developed integrated packages of projects,
regulations, pricing and other policy initiatives,
then used rigorous modelling and assessment to
prioritise actions against our objectives.

NSW LONG TERM TRANSPORT MASTER PLAN

How you helped the consultation process

Our consultation approach was broad, inviting

and encouraging a diverse and large number
of voices to tell us what the transport system
should be like. Anyone interested in improving
transport in NSW was encouraged to participate,
whether a commuter or a truck driver, an
industry representative, a business person or
localgovernment representative.
We designed focused stakeholder forums to make
sure transport experts in industry, community
groups, academia and local government had
theirsay.

130,000

over
hits on our website

130

Stakeholders at
launchevent

1,000

over
people at 14 regional forums

This approach to consultation included

submissions through email and our website; Advisory
Groups covering the full range of customers;
government; industry and other interests; 14 regional
forums across the State between February and May
2012, involving over 1,000 participants; ongoing
stakeholder meetings; over 1,700 submissions on
the Discussion Paper and the Draft Plan; and over
65,000 hits on the dedicated website.

INTRODUCTION

In developing the NSW Long Term Transport

Master Plan, we have implemented a fresh
approach to planning that has involved
unprecedented consultation with those who know
the system intimately because they use it every
day our customers.

Our customers gave us rich and detailed insight

into what is important in their city, region and
across the State.
The result is a Master Plan that responds to the
communitys needs. Using the analysis and evidence
we have gathered and applying the customer view
gained through this extensive consultation, we have
developed a Transport Master Plan which will deliver
the transport system we need for the future.

818

followers on Twitter

55 representatives
on 4 Advisory Groups

140

representatives at an
industry briefing

480

over
comments on the
draftdocument

1,200

more than
Discussion Paper
submissions

12 months

24hr 1800 number

11

NSW LONG TERM TRANSPORT MASTER PLAN

Whats in the Master Plan?

INTRODUCTION

The Master Plan is principally focused on the

six key transport challenges that emerged
from our analysis and our engagement with
our customers. These six challenges have been
identified by looking at the transport system from
the 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 challenges
through four types of action:
Integrate transport services
Modernise our system
Grow our networks to meet future
demand (including the important tasks of
corridorpreservation)
Maintain important road and public
transportassets.
It also requires properly sequenced delivery to
maximise the benefits from any investments made.
The Master Plan includes 220 short, medium and long
term actions that are focused on our commitment to
make NSW number one and transform our transport
system over the next 20 years.

These actions will deliver very real benefits for

customers of the NSW transport system.
1.  A fully integrated transport system, where
customers move seamlessly across modes
and between services, supported by the Opal
ticketingsystem
2.  A modern railway system Sydneys Rail
Future to reform, improve and grow services
on our rail network, leading to an overall
capacity increase of 60 percent
3. A modern light rail system Sydneys Light
Rail Future expanding the public transport
network to address CBD congestion and
provide reliable turn up and go services for
city commuters
4.  A modern bus system that meets changing
needs, particularly in growth areas, and
complements the heavy and light rail networks
5.  A connected motorway network in Sydney,
beginning with WestConnex, which will
provide a step change in Sydneys connectivity,
then the F3(M1)/M2 link, and then the F6(M1),
alongside significant investments in arterial
roads throughout regionalNSW
6.  Unclogging the Sydney CBD to create a new
level of amenity, by removing the monorail,
building the Wynyard Walk, introducing more
light rail, undertaking a major redesign of the
bus network, increasing ferry use, providing
more capacity on the rail system and better
walking and cyclinginfrastructure
7.  Supporting the growth of new economic
centres through investments in the North
West Rail Link and the South West Rail Link,
new roads in growth corridors, and new
businfrastructure
8.  Connecting regional communities through
major highway upgrades, improved NSW
Trains services including better connections
with bus services, more community transport
services, and protecting regional flights to
Sydney Airport

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NSW LONG TERM TRANSPORT MASTER PLAN

The NSW Government is

taking action now

10. I mprove access to international gateways,

addressing road access pinch points around
Port Botany and Sydney Airport and improving
public transport access to the airport, through
better rail and bus services and WestConnex
serving the whole Port Botany and Sydney
Airport precinct
11. Boost walking and cycling and support its
integration with public transport, including
extensions and improvements to the States
walking and cycling networks, better storage
facilities and signs, and new interchanges
that are attractive activity hubs for
localcommunities
12. P
 reserve future transport corridors to ensure
that as demand increases the transport
networks can be expanded, covering 19
corridors in Greater Sydney and others across
regional NSW, including a possible Outer
Sydney Orbital route (the M9), the Bells Line
of Road (B59) serving the Central West,
the Maldon-Dombarton rail line, as well as a
potential north-south high speed rail corridor.

The NSW Government has already allocated over

$53 million in recurrent and capital funding to
deliver the first four years of the Master Plan. This
means that over the next four years we will design,
plan, invest and build many projects and initiatives
that make a difference to customers across the
State.
We have already identified and made significant
progress on important major projects and
initiatives across the State:
The South West Rail Link is under construction
and the North West Rail Link is in the third major
stage of the contract process. These projects will
expand the heavy rail system in Sydney to serve
the South West and North West Growth Centres
and better connect people in these areas to jobs,
education and other services. Track duplication
on the Richmond line is also improving transport
services in North West Sydney. New Waratah
trains are progressively being delivered, enabling
the retirement of non air-conditioned trains across
thenetwork.

INTRODUCTION

9.  Improving freight efficiency and productivity

through major investments and efficiencies in
the road and rail freight networks and at ports,
airports and intermodal terminals, and through
the Bridges for the Bush program to improve
regional connectivity

The Sydney Motorways Project Office has been

established, and planning has commenced on
WestConnex, Sydneys next motorway priority.

13

NSW LONG TERM TRANSPORT MASTER PLAN

INTRODUCTION

The M5 West widening will expand the motorway

from two to three lanes in each direction between
Camden Valley Way and King Georges Road.
Construction has commenced and will take
around two years to complete. This will reduce
travel times for motorists using the motorway and
surrounding roads and support planned residential
and employment growth in South West Sydney.
The M2 motorway is currently being widened and
four new ramps are being built to improve access
to and from the motorway. Construction work is
expected to be complete in the first half of 2013.

A number of additional ferry services have been

introduced to provide better harbour connections
for people in Northern and Western Sydney,
including an additional 25 weekly services along
the Parramatta River. The new Sydney Ferries
operator commenced services in July this year,
five months early, providing better value for
money for taxpayers and improved customer
service for passengers.
A trial has begun of the new electronic ticketing
system, Opal, which will make travelling on public
transport easier, simpler and more convenient.

The NSW Government is committed to upgrading

Camden Valley Way to a four lane divided road
between Narellan and Prestons by 2015. Tenders
for the 4.4 kilometre stage between south of
Denham Court Road and south of Raby Road
at Catherine Field have been invited and a
construction contract is expected to be awarded
later this year. The Erskine Park Link Road is under
construction and will unlock development potential
in the Western Sydney Employment Area.

The light rail system is being extended in

Sydneys Inner West from Lilyfield to Dulwich
Hill. The existing light rail service has been
incorporated into the MyZone ticket system.

14

The Southern Sydney Freight line is under

construction and will establish a dedicated rail
link between Port Botany and Macarthur. This will
allow the movement of freight at any time of day
and provide greater efficiency for both commuter
and freight services, supporting the development
of Port Botany. The planned Northern Sydney
Freight Corridor is jointly funded by the Australian
and NSW Governments. This will improve the
capacity and reliability of freight trains on the
Main North Line between North Strathfield
andNewcastle. Replacement and upgrade of an
initial 17 key bridges in regional NSW has been
committed through the Bridges for the Bush
program.

NSW LONG TERM TRANSPORT MASTER PLAN

What happens next?

The Pacific Highway is a high priority for the NSW

Government. Upgrade works between Hexham
and Port Macquarie are due to be completed in
2012. The Kempsey Bypass will be completed
in 2013. The upgrades between Coffs Harbour
and Woolgoolga and between Ballina and the
Queensland border are due for completion in
2014. Construction of two further major sections
between Port Macquarie and Coffs Harbour
Frederickton to Eungai and Nambucca Heads to
Urunga is expected to begin in 2013.
Work is also underway on the Holbrook Bypass on
the Hume Highway. This is due to be completed in
2013. This is the final project required to complete
the Hume Highway upgrade to a minimum four
lane divided route between Sydney and Melbourne.
The Great Western Highway is being upgraded to
four lanes between Emu Plains and Katoomba, with
completion expected by the end of 2014.

The Master Plan is as much about planning and

investing for the long term as it is about short
term action. Therefore we are taking action on our
medium and longer term projects too we have
already commenced detailed planning and design
on many of these projects, including those for
which corridor preservation will be an important
early step.
The Master Plan provides the framework for a
series of more detailed plans and strategies (see
Figure i), including individual Modal Strategies,
Sydney Transport Plans, Regional Transport Plans
and a NSW Freight and Ports Strategy. These more
detailed plans will provide a greater level of detail
for specific modes or for specific locations. They
will directly address local and precinct level issues,
and will contain a greater amount of operational
detail than is appropriate in the MasterPlan.

INTRODUCTION

The delivery of transport infrastructure in rural

and regional NSW is focused on a number of
major highway upgrades, including upgrades of
the Hume, Pacific, Princes, Great Western, and
Newell Highways. These will deliver improved
safety and travel times for all road users, better
freight efficiency and increased amenity for local
communities. Construction is well underway on
the $1.7 billion, 40 kilometre Hunter Expressway
due to be completed in 2013. The Hunter
Expressway involves the construction of a four
lane freeway link between the F3 Freeway (M1)
near Seahampton, and the New England Highway,
west of Branxton. The Expressway will provide a
new east-west connection between Newcastle and
the Lower Hunter.

In doing so, they will also provide more detailed

planning for individual projects and policies.
For example, Sydneys Rail Future and Sydneys
Light Rail Future, set out more detailed plans for
the metropolitan rail and light rail systems, have
already been published.
These plans will be closely aligned with the draft
Metropolitan Strategy for Sydney, which sets
the long term direction to 2031 for land use and
planning in Sydney. This integration will ensure
that transport planning is closely aligned with
future growth, that appropriate transport services
are provided to meet need, and that best use is
made of infrastructure and investment.
Individual transport plans are being developed
for the 10 regions across NSW. They will provide
a more detailed analysis of local transport needs
and priorities of each region and respond to the
issues raised during regional consultation.
Regional Transport Plans will be linked to the
Regional Strategies developed by the Department of
Planning and Infrastructure to ensure that expected
growth and changes to each region areconsidered.
Figure i also highlights the important links between
the Master Plan and NSW 2021, the Metropolitan
Strategy for Sydney, the State Infrastructure
Strategy, and national plans such as Infrastructure
Australias National Freight Strategy.
15

NSW LONG TERM TRANSPORT MASTER PLAN

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

NSW 2021
INTRODUCTION

INTEGRATION WITH INFRASTRUCTURE AND LAND USE PLANNING

Transport for NSW

LINKS TO NATIONAL STRATEGIES AND PLANS

The NSW Long Term Transport Master Plan

Chapter 1 Why transport matters
Chapter 2 Customer-focused integrated transport planning
Chapter 10 Funding
Chapter 11 Delivering the Long Term Transport Master Plan
Chapter 3
Integrating modes to
meet customer needs

Chapter 4
Getting Sydney
Movingagain

Chapter 9
Timetable for action

Chapter 5
Sustaining growth
in Greater Sydney

Chapter 6

Chapter 7

Chapter 8

Providing essential
access for regional
NSW

Supporting
efficientand
productive freight

Statewide
actions

Detailed Planning
Regional
Transport Plans

Freight
Transport Plan

Statewide Plans

Interchange
Strategy

Corridor Strategy

Western

NSW Freight and

Ports Strategy

Major Airports

Modal Delivery
Plans

City Access Plans

Central West

NSW Roads
Delivery Plan

MurrayMurrumbidgee

NSW Trains
Strategy

Southern

Environment and
Sustainability Plan

New England

Access and
inclusion policies

Walking
Cycling
Ferry
Light rail
Bus

Northern Rivers

Road
Hunter
Rail
Mid North Coast

Central Coast

Illawarra

Customer Services Strategy

16

STATE INFRASTRUCTURE STRATEGY

Sydney
Transport Plans

METROPOLITAN STRATEGY FOR SYDNEY AND REGIONAL STRATEGIES

Integrated
Modal
Delivery Plans

NSW LONG TERM TRANSPORT MASTER PLAN

The Long Term Transport Master Plan ataglance

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

Chapter Two explains how we have taken a fully

integrated and customer-focused approach to
developing the Master Plan. It explains how we
will continue to use these integrated transport
planning principles to guide the more detailed
modal and location specific plans that will follow
this Master Plan.
Chapters Three to Eight correspond to the six
key transport challenges that emerged from our
analysis and our engagement with customers.
Each chapter starts with comprehensive evidence
and analysis which demonstrates the nature and
scale of the challenge. The second half each
chapter outlines the response to the challenge.
Chapter Three covers the important task of
integrating modes to create seamless journeys
that meet customers needs.

Chapters Four, Five and Six consider the specific

transport tasks in the different places across
NSW where people live: the tasks of getting
Sydney moving again; sustaining growth in
GreaterSydney; and providing essential access to
regional NSW.

INTRODUCTION

Chapter One provides a detailed analysis of

why the transport system matters to customers
and how it impacts the economic, social and
environmental goals of the people of NSW. The
chapter also sets out eight formal objectives for
the NSW transport system, which cover customer
service, economic, liveability, social, safety and
environmental outcomes.

Chapter Seven looks at the freight transport

network and the need to support efficient
and productive freight movement throughout
theState.
Chapter Eight assesses a series of statewide
actions, including reducing transport inequality,
promoting safety and enhancing sustainability.
Chapter Nine provides a summary of actions at a
modal level to provide clarity about the future of
the different networks within the overall system.
Chapters Ten and Eleven look at the two issues
which will influence the successful delivery of
the Master Plan. Chapter Ten considers funding
and financing issues. Chapter Eleven looks at
governance for the successful ongoing delivery of
the Master Plan.
Chapter Twelve provides a detailed guide to the
intensive consultation process which underpinned
the development of the Master Plan. The chapter
describes the process as well as a summary of the
results of the consultations.

17

NSW LONG TERM TRANSPORT MASTER PLAN

Integrated strategic planning for NSW

Infrastructure planning and delivery in NSW
sits within a framework of NSW Government
strategic planning that guides priority action and
investment for the long-term benefit of the State.

INTRODUCTION

The principal planning document is NSW 2021,

the overarching plan to make NSW number
one. Under this, separate sectoral plans guide
land use and development, infrastructure, and
transport. The Long Term Transport Master Plan
is the overarching plan for transport. It will be
supportedby regional, modal and city access
plans (shown in Figure i).

Figure iiLinkages in key NSW strategic plans

Budget: Wise choices within taxpayers means

2012/13

18

NSW
Governments
overall
10year plan

NSW
2021
A PLAN TO MAKE NSW NUMBER ONE

New
long term
strategies
and
delivery plans

METROPOLITAN AND REGIONAL STRATEGIES

Short term
community
driven
actions

STATE INFRASTRUCTURE STRATEGY

NSW LONG TERM TRANSPORT MASTER PLAN

Two year
Regional
Action
Plans

2021

2031

19

WHY TRANSPORT
MATTERS
1

Transport is one of the basic building blocks of

modern life, and each time we make a journey or
move goods, we become customers of the NSW
transport system. Whether we live in the city or live
in regional NSW, our mobility supports the lives
we lead, how and where we live and work, and the
goods and services we consume.
This chapter examines why transport matters
to everyone in NSW and what matters most. It
describes how transport improvements can benefit
our economy, our environment and our community.
As our population grows, we must make sure that
our transport system can keep up with growth and
meet our changing travel needs. A fully integrated,
modern transport system will secure the ongoing
success of Sydney as a global city and sustain
prosperity across regional NSW. It will help our
businesses and industries lift their productivity and
remain competitive.
The NSW Government has listened closely to
what our transport customers want from the NSW
transport system: customers want timely services,
reliable connections, comfortable journeys, a
genuine choice of travel options and services that
respond to where and when they need to travel.

In our regions, people want more flexible and

convenient options, and public transport services
that keep pace with growing and changing regional
cities, towns, communities and industries.
We need to understand the role that each mode
plays in meeting customer needs and how they
can be integrated to provide a seamless travel
experience. We need to recognise, for example,
that buses, motorbikes and bicycles use our road
networks as well as cars, and that people may
arrive at their train station by car, bus, bike or by
foot. True integration will allow people to choose
the quickest, easiest and most convenient ways to
make their journeys across modes.

WHY TRANSPORT MATTERS

CHAPTER SUMMARY

Our objectives for the NSW transport system

(Section 1.1) reflect the central role transport plays
in our lives.
With transport playing such an important role, long
term planning for the States transport system is
important for the future of NSW and Australia, and
for shaping our cities and towns in the years ahead.
We also have to build flexibility into our transport
planning to ensure that we can adapt quickly to
change and be ready for emerging trends and
fresh challenges.

In Sydney, people want a modern transport system

that is integrated, meets a range of needs, and
supports Sydneys role as an exciting, dynamic and
globally connected city.

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NSW LONG TERM TRANSPORT MASTER PLAN

1.1 Our transport objectives

1
WHY TRANSPORT MATTERS

In developing the Long Term Transport Master Plan, we have considered how transport services and
infrastructure can help us reach our economic, social and environmental goals over the next 20 years. We
have thought carefully about what sort of place we want NSW to be and how transport can contribute
to our quality of life and standard of living. We have listened to the views of our customers and the
community about what our transport objectives should be. Weve also matched our approach to the
directions set by the NSW Governments 10 year strategic plan, NSW 2021.
This work has led to the identification of eight objectives for the NSW transport system:

Improve quality of service by putting the customer at the centre of transport planning
and service delivery, improving the quality of travel experiences, offering more travel
choices 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, and
facilitating ease of movement in our major cities and activity centres
Support economic growth and productivity by providing a transport system that
responds directly to customer needs, is more efficient, increases freight efficiency and
improves the connectivity and accessibility of people to other people, opportunities,
goods and services
Support regional development by improving accessibility to jobs, services and
people, improving freight connections to markets and providing better links between
clusters of business activity
Improve safety and security by placing a high priority on addressing the causes and
risks of transport accidents and security incidents

Reduce social disadvantage by improving access to goods, services and

employment and education opportunities for people across all parts of the State

Improve sustainability by maintaining and optimising the use of the transport

network, easing congestion, growing the proportion of travel by sustainable modes
such as public transport, walking and cycling, and becoming more energy efficient
Strengthen transport planning processes by improving integrated transport
planning processes, including with land use planning; identifying areas where
evidence should be collected for future decision making; and continually improving
governance and administration of the transport system.

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

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NSW LONG TERM TRANSPORT MASTER PLAN

1.2 What transport means to us as customers

When we make these journeys, we become

customers of the NSW transport system. Through
our extensive consultation and customer research,
we have learnt about the things that matter most
to customers when they use the transport system.
Well-targeted improvements that better meet
ourneeds as customers will help us achieve our
stated objectives of improving quality of service
and liveability.
Customers have told us what they value most:
shorter and more predictable travel times,
reliability, efficiency, convenience, safety and
comfort whether they are using public transport
modes or driving their own cars.
In valuing journey time most, customers want fast
transport services that save time and a system that
makes buying tickets quick and easy.
They particularly value comfort for longer journeys
and want safe, secure and clean services, as well
as a transport system that is convenient to access,
and reliable in all weather conditions. Customers
also want an efficient transport system that is
simple to use, easy to connect to other modes and
which provides a pleasant travel experience.

As more of us use the Internet, smartphones and

other mobile technologies, we want real-time,
relevant and personalised information about
our 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 to
navigate with clear signage, timetable and service
information at train stations and bus stops, and
current traffic updates on our roads.
Increasingly, our transport system is used to
meet growing demand for access to services. In
an economy more focused on services, highly
mobile commercial service providers such as
tradespeople, couriers and delivery services need
to be able to move quickly around Sydney, between
Sydney and growing cities such as Newcastle and
Wollongong, and across the State.

WHY TRANSPORT MATTERS

Our freedom to move around easily and safely,

and our ability to travel at the times and in the
ways we choose means we can participate in
our communities, access services, pursue our
recreational and social interests, receive an
education, undertake productive employment and
stay in touch with people.

Cyclists want routes that are safe, easy to access

and link directly with the places they need to
visit and public transport. Pedestrians want easy
access, strong connections with other modes, and
well signposted routes.

Transport impacts most of us every day. Whether

travelling to work, attending school, picking
up the weeks supplies from the supermarket
or visiting family and friends and whether we
are driving, travelling by train or bus, or walking
or cycling we rely on different transport
services and infrastructure to get us to and from
ourdestinations.

Our transport system moves goods from ports and

airports to our local shops and supermarkets, and
from NSW businesses to interstate and overseas
markets. The provision of these goods underpins
our standard of living, giving us ready access to
a choice of products. The efficient movement of
goods through international and national gateways
keeps local firms competitive and productive, and
helps to create jobs.
Transport also helps shape our major cities. Where
people choose to live is linked to their access to jobs,
services and education. Achieving the settlement
patterns and city form that we want, while
retaining our mobility, requires careful planning.
To shape the future of Sydney and NSW, we
need to make critical decisions now. We need
to understand not only the travel choices and
journeys we are making today, but also how these
journeys might change over the next 20 to 30
years. We need to consider how Sydney will grow
and change, where we will be living in the decades
ahead and how we want our cities, towns and

23

NSW LONG TERM TRANSPORT MASTER PLAN

communities to look. We need to think about the

direction our economy might take, the global and
local connections our businesses will need and how
best to support the jobs of the future.

WHY TRANSPORT MATTERS

We need to anticipate environmental constraints

and consider our limited natural resources wisely
when making transport decisions.
We need to consider how new technologies
might change our lives and our travel patterns,
and how they might help us to use our transport
infrastructure more efficiently and intelligently.

Perhaps most importantly, we need to make

choices that do not severely constrain the options
of future generations.
This will involve making informed, well-judged choices
about how our transport services and infrastructure
should look in the years ahead. Some of these
choices will be difficult to make. But the rapid
pace of economic, demographic and technological
change means that we cannot postpone these
decisions. We know that infrastructure can take
many years to plan, design and build, and that the
decisions we take today will determine how our
transport system operates in 2031.

MAKING PUBLIC TRANSPORT AN ATTRACTIVE OPTION

Our research suggests there are four broad propositions that will encourage more people to
use public transport. These propositions reflect the trade-offs customers consider in making
their travel choices and evaluating where they get the best value for money. They also provide
the basisof actions we can take to target, evaluate and measure strategies to improve public
transport services.
What our customers say they value most

Time

Travel time
Frequency
Reliability
Convenience

Systems and efficiency

Information and technology

Ticketing
Interchange

Reassurance

Safety
Accessibility
Friendly and helpful staff

Comfort

Environment, including temperature,

space and cleanliness
Other passengers

24

NSW LONG TERM TRANSPORT MASTER PLAN

Transport now and into the future

Today

Looking ahead

Our growing population is increasing our demand for travel

By 2031, the population of NSW will be
around 9.1million.

In 2011, Sydneys population is 4.3 million.

By 2031, there will be a further 1.3 million

people living in Sydney.

Each working day, Sydneysiders make around

16.2million trips across the city.

By 2031, the number of daily trips being

madeby Sydneysiders will have increased by
31percent.

Bicycle trips account for about one percent of all

daily Greater Metropolitan Area trips, and about
1.9percent of all Greater Metropolitan Area trips
under10kilometres.

By 2016, our target is for the number of

bicycle trips in Metropolitan Sydney to double,
with further growth in cycling for all trips in
NSW, particularly in urban centres, by2031.

WHY TRANSPORT MATTERS

Today, the NSW population is just over 7.2 million.

There are about 370,000 bicycle trips in Metropolitan

Sydney every day. About 330,000 ofthese are
10kilometres orshorter.
Our transport network is coming under greater pressure
While around 11 percent of all trips taken in Sydney
each weekday are by public transport, 23.9percent of
Sydneysiders use public transport to get to work.

Based on current trends, the proportion of

commuters using public transport to get to
work inSydney is expected to increase by
three percent by 2031.

Commuter trips currently account for around 16percent Based on current trends, there would be a
of all weekday trips.
34percent increase in commuter trips by 2031.
CityRail carried 303.5 million passengers in 2011-12,
providing 2,781 daily services on weekdays and 1,943
daily services on weekends.

The number of trips made by rail is expected

to increase by 26 percent by 2031, based on
current trends.

CountryLink served 365 destinations and 1.9million

passengers in 2010.
Approximately 850 bus routes operated in the Greater
By 2031, based on current trends, the
Metropolitan Area, servicing 223.4 million passengers in numberof weekday trips made by bus is
2010-11.
expected to increase by 29percent.
529 bus routes operated in rural and regional areas,
carrying 5.7 million passengers in 2010-11.
Around 68 percent of all weekday trips by Sydneysiders
are made by car.

Under a do nothing scenario, most travel

in Sydney would continue to be by motor
vehicle, with roughly the same percentage of
trips still made by car in 2031.

25

NSW LONG TERM TRANSPORT MASTER PLAN

1.3 Transport and the economy

Virtually all economic activity in NSW involves or

relies upon transport at some level, from getting
people to and from work to shifting goods from
suppliers to customers and bringing services
directly to our homes and offices.

WHY TRANSPORT MATTERS

In Sydney and our major centres, transport plays

a vital role in connecting people and businesses
in a way that drives growth and innovation in a
modern, knowledge-based services economy.
In our regions, vital agricultural and resource
industries rely on transport to connect goods
with domestic and international markets, with the
transport component often the single biggest
cost facing these industries and the single biggest
opportunity for improving their productivity
andcompetitiveness.
Transport creates economic value. Goods are
worth more in the hands of consumers than
suppliers, and services acquire value when
provided person-to-person or business-tobusiness. But transport and logistics also represent
a significant cost of doing business in Australia,
with up to 10 percent of the final cost of a product
derived from its transportation. This means that
improvements in transport can deliver a major
productivity boost to the NSW economy by
lowering the costs of distribution, increasing
access to new markets and enhancing competition
between businesses.
By making the right decisions to improve our
transport system, we can achieve our stated
objective of supporting economic growth and
productivity. We can also increase the diversity
and resilience of the economy as benefits are
spread across a range of industry sectors.

26

1.3.1 The NSW economy

NSW enjoys a large and diverse economy. NSW
contributed $421 billion or almost one third of
Australias Gross Domestic Product (GDP) in
2010, with Sydney alone accounting for almost
15percent of the nations economic activity.
The NSW economy is primarily a services economy,
with much of this activity located in the States
major centres, predominantly Greater Sydney. As
shown in Figure 1.1, service industries comprise
75 percent of the States economic value and 78
percent of all employment statewide. The services
sector can be difficult to define, but the majority of
NSW employees are engaged in service provision.
Sectors such as finance, insurance, retail,
health, government, education, biotechnology,
engineering, design and transport itself are all part
of the services sector and are increasingly the way
in which we earn our living. Health and education
services are growing in most parts of NSW, while
information and communications services are
experiencing strong growth in Sydney and our
major cities.
NSW has other significant industry sectors; in
particular, our agriculture sector contributes a
large share of Australias total production in areas
such as wool, beef, wheat, fruit, rice, oilseeds
andvegetables.
Tourism contributes more than $11 billion to
our Gross State Product (GSP) each year and
is particularly important to the economies of
Sydney and regional destinations such as the
Blue Mountains, the Hunter Valley and Byron Bay.
In relation to other states, NSW is the largest
contributor to the total value of tourism goods and
services produced in Australia, contributing 34
percent. NSW provides and promotes transport
and education-related tourism. For example,
our State attracts the greatest share of day and
overnight cycling tourists in Australia.

NSW LONG TERM TRANSPORT MASTER PLAN

Manufacturing now makes up a smaller part of

the NSW economy than in the past. However,
it remains an important industry for Western
Sydney, including in Bankstown, Campbelltown,
Fairfield and Liverpool. As the industry moves into
high-value products and advanced production
processes, it will require more efficient land and air
links to suppliers and customers.
Industries are spread across the State and have
diverse transport needs depending on their
location, the markets they need to reach and the
volumes and types of goods they need to shift.
These requirements need to be addressed to
ensure that our most important industries remain
competitive and continue to grow.

Figure 1.1Share of key industry sectors in NSW, 2010

2%

3%

A well-functioning transport system provides many

productivity benefits to the NSW economy. At the
macro-economic level, transport improvements
can lift productivity levels by supporting greater
labour mobility, increasing the productive
capacity of the overall economy and facilitating
effective competition. At the micro-economic
level, transport can influence the efficiency and
productivity of businesses by delivering time and
cost savings, providing access to a larger pool
of workers, enabling trade over wider areas and
reducing the costs of being part of national and
global supply chains.

WHY TRANSPORT MATTERS

In 2011 freight and logistics contributed

approximately $58 billion (13.8 percent) of
NSWGSP.

Congestion imposes costs to our economy.

Transport for NSW will assess the cost of congestion
for freight users to inform decision making.

While the mining industry only accounts for three

percent of NSWs GSP today, strong growth is
expected in the resources sector (see Figure 1.2).
This will require substantial investment in landbased transport and port capacity to connect
mines with markets.

In particular, more efficient and reliable supply

chains across multiple transport modes (road, rail
and sea) will be critical to productivity growth in
our heavy industries and manufacturing sector.
In our growing services sector, improvements
to transport accessibility and connectivity will
underpin productivity linking different parts
of our cities, connecting cities with other cities,
connecting cities with our regions, and linking
NSW with the world.

Figure 1.2E xpected growth in key industry sectors in NSW,

2010 to 2020
70%

10%

60%

2%

8%

50%
40%
66%

30%

54%
44%

20%

30%
10%

75%

18%

11%

Construction

Manufacturing

Services

Services

Utilities

Construction

Utilities

Mining

Manufacturing

Agriculture

Mining

Agriculture

27

NSW LONG TERM TRANSPORT MASTER PLAN

1.4 Transport and our cities and centres

1
WHY TRANSPORT MATTERS

We derive many economic benefits and advantages from living and working close to each other in a city
or regional centre. From a business perspective, firms offering the same kind of goods or services often
benefit from locating near each other. This clustering of activity supports collaboration and innovation
by bringing businesses, workers, consumers and suppliers closer together. It gives industry access to a
larger pool of specialised labour and generates the economies of scale that attract multiple competing
suppliers, reducing the cost of supplies to businesses.

1.4.1 Business clusters in NSW

There is already a pattern of industries and
businesses clustering near each other in Sydney
and regional NSW:
In Sydney, professional services tend to
concentrate in the CBD, with manufacturing,
wholesale trade and other services, such as
health and education, clustered in suburbs
outside the centre (shown in Figure 1.3).
In recent years, new campus-style business
parks have attracted businesses out of the
traditional Sydney employment centres with
growth in locations including Macquarie Park,
Norwest and Marsden Park.
In regional NSW, a large area is dominated by
agriculture. Mining activity is centred around
the Hunter Valley and the Western Region, with
tourism and port-related activity along the coast
(shown in Figure 1.4).
Better transport services can enhance the
benefitsof these clusters by reducing the
costs associated with connectivity and access,
supporting business diversity and employment
opportunities, and by significantly improving the
links within and between clusters of activity and
their various markets.
Specialist precincts will attract top businesses and
talent, and better connections with our regions will
give people across NSW access to employment
and business opportunities.

1.4.2 Supporting Sydney as

Australias only global city
Global cities are those that service and support
the complex and specialised economic activities of
global markets. Global cities are not constrained
by international borders and are known for driving
innovation, creativity, and positive economic,
environmental and social outcomes.
Sydney holds the unique position of being
Australias only global city. A study by the
Globalisation and World Centres Research Network
indicated that Sydney was one of several Pacific
Rim cities that had experienced a rapid rise to an
alpha city status, reflecting Sydneys position in
the global economic network.
As global competition increases, governments
around the world are investing in infrastructure to
increase the attractiveness of their major centres
and improve their rankings in a number of global
city indicators. For Sydney to retain its position as
one of the worlds global cities, we must recognise
the need for investment.
The Metropolitan Strategy for Sydney establishes
a vision for Global Sydney as the dominant centre
and the location for finance and other service
sector industries active in the global economy.
It recognises the importance of the Sydney
City Centre as a key destination for visitors and
Sydneysiders as the location for significant cultural,
tourism and recreational facilities and venue for
key international events.
Transport has an important role in supporting
Sydney as a global city. Strong connectivity
across the city, quality public transport networks
and opportunities for walking and cycling can all
contribute to maintaining Sydneys role as a centre
of economic and social activity.

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NSW LONG TERM TRANSPORT MASTER PLAN

Figure 1.3Primary employment sectors by Local Government Area, Sydney

1 Ryde
2 Willoughby
3 Manly

4 Lane Cove
5 Hunters Hill
6 North Sydney

WHY TRANSPORT MATTERS

7 Mosman
8 Canada Bay
9 Leichhardt
10 Sydney
11 Woollahra
12 Waverley
13 Strathfield
14 Burwood
15 Ashfield
16 Marrickville
17 Canterbury
18 Rockdale
19 Botany Bay
20 Randwick
21 Hurstville
22 Kogarah

Accommodation and food services

Manufacturing

Arts and recreation services

Mining

Construction

Professional, scientific and technical services

Education and training

Public administration and safety

Electricity, gas, water and waste services

Rental, hiring and real estate services

Financial and insurance Services

Retail trade

Health care and social assistance

Transport, postal and warehousing

Information media and telecommunications

Wholesale trade

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

29

NSW LONG TERM TRANSPORT MASTER PLAN

SYDNEY A VISION OF THE FUTURE

1
WHY TRANSPORT MATTERS

In the next 20 years, Sydney will become a more compact, multi-centred, connected city, with a
transport network that provides quick and convenient public transport connections across the
city and frequent links to other cities.
To realise this vision, Sydney will maintain well
connected urban centres. It will increasingly
use state-of-the-art hardware the highly
sophisticated transport, communications and
energy infrastructure essential to give Sydney
a competitive edge and improve its global
citystatus.

such as Liverpool, Penrith and Parramatta, our

premier regional city with a growing role as
Sydneys second CBD. They will also support
employment growth in specialised precincts
including Macquarie Park, Sydney Airport,
the Norwest business park and the Penrith
education and health precinct.

Sydney will attract the brightest and best

people and invest in its knowledge economy,
improve business innovation and compete
successfully for new business and investment
opportunities. It will continue to strengthen
its skill base and build capacity for a mobile,
flexible and diverse labour force.

Freight customers will experience efficient

and reliable journey times that meet growing
demand, improve productivity and reduce the
costs of doing business. Reliable, secure and
capable transport networks will support the
vessels, vehicles and rolling stock that move
freight across Sydney and beyond. There will
be initiatives to mitigate the impact of freight
movements on the community.

The city will become more liveable by

improving the design of buildings and public
areas, developing mixed-use spaces where
people work and live, and creating more
opportunities for people to walk and cycle to
work and major service centres. Protecting
our natural environment, improving access to
green spaces andimproving air quality will be
critical. The Metropolitan Strategy for Sydney
underpins this land use and planning vision for
Metropolitan Sydney to 2031.
Central to these outcomes will be an integrated
and efficient transport system that is closely
aligned with land use planning. Sydneys
transport infrastructure and services will
cater to the customer, providing diverse
transport options and reduced travel times,
while being readily accessible across all
parts of the city. Improved public transport
networks will increase productivity and
globalcompetitiveness.
Better transport hubs and improved
connections will support revitalisation of
neighbourhoods and the success of centres

30

The Sydney CBD and the Global Economic

Corridor will have stronger transport
connections to each other, to the regional cities
of Parramatta, Liverpool and Penrith, and to
the wider Sydney region and adjoining regions
to support productivity and economic growth.
Public transport services will link people to the
jobs available in the Global Economic Corridor
and other employment areas, including
Western Sydney.
Development within the walking and cycling
catchments of local centres will improve access
to local services and public transport that links
to major centres, with seamless interchange
opportunities. Outer suburbs will be supported
by enhanced road connections and interchange
improvements that make it easier to use
publictransport.
With an integrated and more effective
transport system, a future Sydney will be more
sustainable, more liveable and will be a strong
global city.

NSW LONG TERM TRANSPORT MASTER PLAN

1.5 Regional NSW improving connectivity and accessibility

In many regional areas, the provision of good

public transport services requires careful planning
to take account of long travel distances and
dispersed demand. Levels of car ownership are
very high and motor vehicles are the main way
people choose to move around.

Transport also facilitates the movement of

goods produced in our regions to domestic and
international markets, contributing to the NSW
economy. The regional freight network supports
agricultural, manufacturing and mining industries
and the local businesses associated with these
sectors. Regional ports and airports also support
the movement of freight to export markets. With
both freight movements and demand for goods
increasing, efficient freight networks and improved
movement across these networks is essential.

WHY TRANSPORT MATTERS

Transport plays a vital social function in regional

NSW, connecting communities with services,
education opportunities, jobs and recreational
activities. It provides people with good access to
each other, their communities and key services
especially given the dispersed nature of townships
across regional NSW and the development of
peninsula communities along the coast. To achieve
our objective of supporting regional development,
we need good transport services within our
regional towns and cities, between those towns
and cities and between regional areas and Sydney.

Providing park and ride facilities, or links from

motorways to train stations and bus interchanges,
will allow people in regional areas to link car trips
to public transport services as part of their journey.
Maintaining good connectivity and accessibility will
require innovative solutions.

Our regions rely on a well connected, efficient

transport network to sustain community wellbeing
and quality of life, support vital industries and link
firms to markets.

Ongoing and indexed NSW Government

funding for the maintenance and upgrade of the
Country Regional Network around $1.5 billion
over 10years will improve connectivity and
accessibility in regional NSW. This includes funding
for replacement sleepers and upgrade of the
Coonamble to Dubbo line.
Road safety is fundamentally important for
regional NSW. While the rate of fatalities and
serious injuries on regional roads has declined,
we must continue to make every effort to tackle
theissue.

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NSW LONG TERM TRANSPORT MASTER PLAN

Figure 1.4Primary employment sectors by Local Government Area, regional NSW

1
WHY TRANSPORT MATTERS
Accommodation and food services

Health care and social assistance

Agriculture, forestry and fishing

Mining

Arts and recreation services

Public administration and safety

Education and training

Retail trade

Electricity, gas, water and waste services

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

32

NSW LONG TERM TRANSPORT MASTER PLAN

OUR REGIONS A VISION OF THE FUTURE

To support existing industries, we will identify

and embrace emerging opportunities in the
region, including in the renewable energy
sector and the creative, environmental and
knowledge-based services sectors.
Our regions will continue to attract and retain
skilled people. Communities will offer diverse
employment and lifestyle choices and provide
access to many services and amenities. Local
workforces will enjoy good access to education
and training, whether near where they live or
through advanced distance-learning programs.
Countries around the world with strong regional
identities have good access between their
regions and their major cities, with frequent and
reliable public transport connections.
The modern transport network will be
seamlessly integrated across all modes,
driving and sustaining regional development,

competitiveness and prosperity. Regional

transport connections will shift freight and
people safely and quickly between economic
centres. More public transport options will
beavailable.
Fast connections to and through Sydney will
be increasingly important to firms in cities such
as Newcastle and Wollongong, and in thriving
centres such as Bathurst, Orange, Gosford, Port
Macquarie, Dubbo and Albury, as they look to
link growing populations to jobs and to forge
global connections.

WHY TRANSPORT MATTERS

To make this vision a reality, we must support

and enhance the competitive advantages of
each region. In some regions, this requires
actions to support targeted growth industries;
in other regions, such as the Central Coast,
rail services with Sydney will be upgraded and
tailored to meet customer needs.

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

Regional freight networks will be less

constrained, meet growing demand and
support increased regional productivity while
meeting customer needs.
In remote parts of the State, such as the far
west, smooth and safe roads and strong freight
connections will generate new opportunities
and revitalise disadvantaged communities.
Transport improvements will ensure that
our regions have the strength and capacity
to meet new challenges and, in turn, offer
more opportunities to people, businesses and
communities living in regionalNSW.

33

NSW LONG TERM TRANSPORT MASTER PLAN

1.6 Transport and freight

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

Our road and rail networks, and our ports and

airports, enable the movement of goods from
supplier to consumer, shifting raw materials,
intermediate goods and finished products between
import and export markets, across the NSW
domestic market and across State borders. An
efficient and accessible freight network, along with
the ability to maintain efficient freight operations
and reduce freight costs, is vitally important to
the competitiveness of firms in many industries
and to our economy more broadly. The Australian
Logistics Council has estimated that each one
percent increase in freight efficiency will save our
national economy around $1.5 billion.

A well-planned freight and logistics network is

particularly important to regional NSW, giving our
farmers, regional producers and mining companies
access to markets for their goods, whether those
markets are in Sydney, interstate or overseas.
This network also supports regional freight hubs,
providing better connections to and between hubs
and opening up opportunities for new businesses
to emerge and grow. With the freight and logistics
sector accounting for over 11 percent of the NSW
economy, a successful sector can itself make a
strong contribution to regional economies in a
challenging global environment.

One result of our burgeoning demand for goods

and services is a rapidly increasing freight task
across NSW.

WHY TRANSPORT MATTERS

The timely and safe transportation of goods

along the entire supply chain also underpins the
economic growth and development of Greater

Australias freight task is expected to double

between now and 2030, and be triple its current
size by 2050. With many key freight routes already
congested, managing this growth presents some
difficult challenges and choices.

Freight now and into the future

Today

Looking ahead

Our growing population is increasing our demand for travel

Around 67 billion tonne-kilometres of freight More than 115 billion tonne-kilometres of freight will be
movements occur in NSW each year(2010). moved annually in NSW by 2031.

34

Annual container trade through Port

Botany is around two million twenty-foot
equivalent units (TEUs) in 2010.

Container throughput at Port Botany is presently growing

between six and seven percent annually.

More than 92 million tonnes of coal is

exported from NSW each year. Around
121 million tonnes of coal are targeted for
export through the Port of Newcastle this
year and 14 million through Port Kembla
(2010-2011).

The Port of Newcastle with Terminal 3 and Terminal 4 will

have capacity for throughput of 200 million tonnes plus
per annum (expected at the end of 2016) and capacity
in Port Kembla Coal Terminal will reach over 20 million
tonnes per annum by 2013-14.

Around 36 million passengers and

656,000tonnes of cargo pass through
Sydney Airport every year.

By 2035, Sydney Airport will be dealing with around

77million passengers and more than 1.5 million tonnes of
cargo each year.

Sydneys annual road freight movements

are around 11.2 billion tonne-kilometres
(2007).

By 2030, Sydney will be moving at least 18 billion tonnekilometres of road freight each year an increase of more
than 67 percent. It is estimated that by 2031 the logistics task
in NSW will have almost doubled to 794 million tonnes.

NSW LONG TERM TRANSPORT MASTER PLAN

1.7 Transport and the environment

Our freight task also has diverse requirements,

including the sea transport of large shipping
containers from international markets into Port
Botany, bulk freight movements along the NSW
and interstate rail networks, the movement of
freight trucks across Sydney and the door-to- door
delivery services provided by courier vans. We
need to understand the way these components
interact to ensure that the overall freight network
functions effectively for the ultimate benefit
ofconsumers.
While recognising the many benefits delivered by
the freight network, we also have to acknowledge
and address the negative impacts associated with
moving ever-increasing volumes of freight around
NSW: increased traffic congestion, displaced local
economic activities and impacts on communities
from higher numbers of trucks moving through
urban areas. Allowing the efficient flow of goods to
the market has inherent benefits for the environment
and community. Lower costs, better management of
impacts like noise, reduced emissions and increased
use of green technology contribute to efficiency.
Protecting communities and the environment
from the outset also reduces longer term costs to
government due to remediation and retrofitting.

Currently, around 14 percent of greenhouse gas

(GHG) emissions produced in NSW come from
the transport sector, making it the States second
highest source of emissions. In the context of
population growth and increasing travel demand,
mitigating GHG emissions is a major challenge for
the future.
Providing people with opportunities to use public
transport instead of private vehicles will help to
reduce the environmental impact of transport in
NSW. Increased walking and cycling, particularly
for short, local trips, will also contribute to
improved environmental outcomes.

WHY TRANSPORT MATTERS

Airports face curfews and other problems in

juggling high volumes of passenger travel with
the carriage of freight that is often high-value,
perishable or requiring rapid delivery.

The journeys we make each day on the transport

network have a direct impact on the environment.
To improve sustainability, we must consider how
we can minimise this impact when planning our
transportsystem.

In particular, we face challenges in using

infrastructure that is shared between freight and
passenger journeys. Some roads are not suited
to carrying heavy vehicles due to factors such
as geometric or structural constraints (such as
pavements and/or bridges) and there can be
tension between adjacent residential land use and
noise/vibration from heavy vehicles. Many rail lines
are constrained in their capacity to carry passenger
and freight services.

The cost and availability of oil and the rising cost

of electricity will also have a direct influence
on the choices we make in procuring the most
environmentally sustainable and energy efficient
technologies to power our transport fleets.
The growing travel task is also a challenge
for preserving the amenity of many of our
communities. The movement of freight is rarely
silent and the generation of noise on a shared
network in proximity to residential areas is a
recognised issue.
Large-scale transport developments can also
disrupt long-established local communities and
threaten our cultural and natural heritage. NSW
is rich in European and Indigenous heritage with
many items of cultural significance dispersed
across the State. Managing our impact on these
links to our past is important when planning future
transport solutions.

The NSW freight network is also a critical part of

the national freight network. Improvements or
constraints within our network can increase or
impede the efficiency of the national network, with
flow-on impacts for national productivity. We will
seek national solutions to many of our challenges.

35

NSW LONG TERM TRANSPORT MASTER PLAN

1.8 Transport and strong communities

1
WHY TRANSPORT MATTERS

Social connections are important to our quality of

life, giving us a sense of belonging and the ability
to participate in work, education and community
life. Accessible and affordable transport is essential
to maintaining these connections and giving
all of us the opportunity to gain work, obtain
an education and become active and engaged
members of our communities.
Good access to transport can help to address social
exclusion amongst people with disability, those on
low incomes and both younger and older people who
are more likely to have some limits on their mobility.
Across Australia, more than half of people with
a reported disability do not use public transport,
even though 75 percent have public transport
available in their local areas, primarily because of
difficulties in getting to bus stops or train stations
and getting in and out of vehicles with steps.
In 2010, over one million people aged 65 years and
older lived in NSW, with the highest proportion
living in the Mid North Coast, Central Coast, and
Northern Rivers regions. With the proportion of
people aged over 65 years set to increase in the
next 20 years, dependence on public transport and
community transport services is likely to increase
as peoples independent mobility decreases. Public
and community transport access in areas with
ageing populations will support independence for
those over 65.

Regular physical activity is important to our health

and wellbeing. Recent research shows that many
people get an additional eight to 10 minutes of
exercise each day when they use public transport.
Importantly, being active for part of our journey to
work or school incorporates exercise into our daily
routines. The NSW Centre for Population Health
has observed that public transport use, walking
and cycling are associated with a number of health
benefits, including a reduced incidence of obesity,
higher levels of exercise and improved mental health.
Building social and community goals into our
transport planning will strengthen communities,
reduce disadvantage and open up opportunities.
To meet our objective of reducing social
disadvantage, we will require new ways of thinking
about how to distribute transport services more
evenly across the State. We will need to give
people healthier travel options, such as making
it easier and safer to cycle to work or walk to the
nearest train station. We will also need to integrate
our transport system more closely with land
use planning, creating well-designed cities and
suburban centres that reduce our reliance on cars,
encourage us to be more active and produce safe,
attractive and well-used urban spaces.

A SAFE TRANSPORT SYSTEM

Improving safety and security is a key objective
as we develop our transport system. Whether
it is the risk of an accident while driving a car
or feeling unsafe while waiting at a train station
or bus stop, safety and security while moving
around is an important community concern.
While service factors such as timeliness and
frequency are important to customers, surveys
conducted by Transport for NSW identified
safety when using public transport as the
most important service factor after timeliness
andfrequency.

36

Road crashes cost the NSW economy nearly

$5billion each year. While the rate of fatalities
in road crashes has decreased, the rate of
injury has remained relatively constant and
has ongoing impacts on our society in people
suffering permanent injury and trauma. The
highest risks for these crashes continue to be
borne by the most vulnerable road users such as
pedestrians, cyclists and motorcyclists. Continued
efforts are also required to ensure that the growth
in freight is managed safely, particularly in
relation to safer workplaces, road and rail
safety and the transport of dangerous goods.

NSW LONG TERM TRANSPORT MASTER PLAN

1.9 Transport and land use planning

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

Integration needs to be considered at regional and

local levels. At the regional level, development
patterns, location and transport networks combine
to make regional destinations easy to reach.

The Long Term Transport Master Plan takes into

account future land use planning, particularly in
areas where significant growth will occur both
from greenfield developments and infill in existing
residential areas.
Ensuring that land use and transport planning
continue to be fully integrated will help us
strengthen our transport planning processes.

WHY TRANSPORT MATTERS

Effectively integrated land use patterns and

transport systems make it possible to move
people and freight in ways that make the most of
economic, environmental and human resources.

A growing population and changing patterns to

where we live and where our jobs are located will
create new pressures that require far-sighted and
flexible planning for our future transport system.

Integrated planning recognises that land use

generates demand for travel while the transport
system influences how land is used for a particular
purpose. Our ability to access employment, education
and other services from where we live impacts on the
quality of our lives. Likewise, the ability of a business
to move its goods and people affects profitability.

At the local level, the development pattern and

transport 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, cycling
and public transport.

37

38

CUSTOMER-FOCUSED
INTEGRATED
TRANSPORT PLANNING
2

We have undertaken extensive consultation and

research into what our customers want now
and into the future. A key focus of this Long
Term Transport Master Plan is how we meet
these customer requirements as we develop our
transport networks and deliver our services.
Transport for NSWs consultation has confirmed
that to meet the travel needs of our customers,
we need to move towards a fully integrated and
seamless transport system that responds to where
people need or want to go.
Building this system will take time; we need to
modernise existing services, grow our networks to
meet future capacity requirements and effectively
manage our existing services and assets.

The Long Term Transport Master Plan is based on

the following themes:
Putting our customers first. Improving our
customers journey experience is our top priority.
Our analysis has been informed by statewide
consultation and extensive market research to
better understand transport customers needs.
Integrating, modernising, growing and
managing the transport system. To create a
modern and customer-focused system, we need
to integrate transport services, make better
use of existing assets, expand various networks
and manage our assets and the impacts on our
communities and the environment.
Aligning transport and land use planning. This
Long Term Transport Master Plan integrates
transport planning with land use planning across
the transport network, and adopts a modeneutral corridor approach to transport planning.

CUSTOMER-FOCUSED INTEGRATED TRANSPORT PLANNING

CHAPTER SUMMARY

39

NSW LONG TERM TRANSPORT MASTER PLAN

2.1 Introduction

2
CUSTOMER-FOCUSED INTEGRATED TRANSPORT PLANNING
40

The Long Term Transport Master Plan has

been developed with a clear definition of our
communitys economic, social and environmental
objectives. Using a strong evidence base to
identify the key transport challenges facing NSW
over the next 20 years, the Long Term Transport
Master Plan identifies the best solutions and
actions that are needed to modernise and grow
the NSW transport system.
Our customers want us to move away from modal
silos towards a fully integrated and seamless
transport system that responds to where people
need and want to go. We need to modernise
our existing services, grow the network to meet
changing customer needs and efficiently manage
our transport services and assets.
Another important consideration in focusing on
customers is developing a transport system that
will contribute to the liveability of our cities and
centres and support the entire population of NSW.
For example, to continue to develop Sydney as
a liveable, world-class city we need to recognise
the unique geographical constraints of a CBD that
is confined by water on two sides and needs to
provide good access to jobs for people living in
Greater Sydney and inter-city locations.
This means we need to strike the right balance
between investing in public transport and roads
to support the movement of private vehicles,
investing in passenger transport and freight across
the city, and supporting walking and cycling for
local trips.

The following elements underpin the Long Term

Transport Master Plan:
Put our customers first. Improving our
customers journey experience is our top
priority. As a result, our analysis has been
informed by statewide consultation and
research to better understand transport
customers needs.
Respond to changing customer needs by
integrating, modernising, growing and
managing the system. We need to modernise
our existing services, make better use of
existing assets, expand the various networks in
response to a growing population and changing
customer needs and manage the impacts on
our communities and the environment.
Align transport and land use plans to meet
customers needs. This Master Plan integrates
transport planning with land use planning
across the transport network. The first step
in this approach involves the identification
of transport corridors. We assess the current
and future requirements of these corridors
in terms of capacity, speed and frequencies
to identify the most appropriate service and
network response to meet customer needs on
eachcorridor.

NSW LONG TERM TRANSPORT MASTER PLAN

2.2 Putting our customers first

Our detailed analysis considered:
Our annual Household Travel Survey

Around 1,280 written submissions on the

Discussion Paper and over 460 submissions on
the Draft Long Term Master Plan
Comments and ideas from four Advisory Groups
and 14 regional forums with more than 1,000
participants and
Other customer centric market research.

Other important aspects of the transport system

identified by customers were efficiency (including
convenience, ease of connecting and ease of
buying tickets), and safety and comfort (including
cleanliness, available seating and helpful staff).
Responding to customer needs and ensuring
customer satisfaction across modes requires a
planned approach to service delivery and a strong
framework for determining priorities and making
the best investment decisions.

Figure 2.1Customer research areas of satisfaction by mode

Mode

Rail

Light rail

What customers are most

satisfied with

What customers are least

satisfied with

What factors are most

important

What will increase

patronage

1. Ease of buying a ticket

1. Car parking at station

1. Frequency

2. Ease of getting on/off

2. Clean seats on train

2. Being on time

1. Services arriving and

departing as scheduled

3. Ease of navigating
around station

3. Other passengers

3. Travel time

2. More frequent trains

1. Smooth journey

1. Convenient light rail stop

1. More frequent services

2. Safety

2. Rubbish bins

1. A convenient light rail

stop

3. Ease of getting on/off

3. Safety at light rail stop

2. Frequency

3. Reliable arrival time

1. Feeling safe
Bus

Ferry

Roads/
Private
Vehicle

3. Connecting to other
modes

3. Reduced trip time

2. Extended network
4. Electronic ticketing
across modes

1. Being informed of
service changes

1. Frequency

1. Reduced waiting time

2. Reduced trip time

3. Ease of getting on/off

the bus

2. Comfortable bus stop

2. Travel time
3. Being on time

3. Air-conditioning and
heating

1. Safety on the ferry

1. Car parking

1. Frequency

1. More frequent services

2. Safety at wharf

2. Convenient wharf

2. Convenient wharf

2. Reliable arrival time

3. Safety boarding

3. Feedback was
addressed

3. Connecting to other
modes

3. Consistent travel time

1. Convenience

1. Timeliness

2. Personal safety/security

2. Information

1. Personal safety/
security

3. Accessibility

3. Cleanliness

2. Convenient bus stop

3. Frequency

CUSTOMER-FOCUSED INTEGRATED TRANSPORT PLANNING

Detailed market segmentation analysis across all

public transport modes

Our annual customer survey

Detailed analysis of customer needs has shown

that time-related factors, such as speed, frequency
and reliability are the central priority for transport
customers (see Figure 2.1).

2. Timeliness
3. Convenience

41

NSW LONG TERM TRANSPORT MASTER PLAN

2.3 Integrate, modernise, grow and manage

The analysis undertaken in developing the Long Term Transport Master Plan has identified the critical
elements of our decision making framework.

2
CUSTOMER-FOCUSED INTEGRATED TRANSPORT PLANNING
42

Integrate

Modernise

Provide a seamless transport system for

our customers

Improve the efficiency, reliability and

performance of the currentnetwork

Our customers often rely on a combination

of transport modes. They want simple
and convenient end-to-end journeys,
convenient electronic ticketing, aligned
timetables, modern interchanges, better
real-time information and functional freight
intermodal terminals. To respond, we need
to develop policy and plan the network in
an integrated way and align land use and
transportplanning.

To make the best use of our transport

system and improve its efficiency, we
need to modernise our network and
fleet to increase flexibility and reliability.
New technology will help us improve
the performance of the current network
and will help us to get the most from our
pastinvestment.

Grow

Manage

Expand the current network to meet

changing customer needs, driven by land
use changes and population growth

Move people and freight efficiently, reduce

the impact of transport on the environment,
keep customers safe and communities
strong and protect our transport assets

In some instances, responding to customer

demand will require us to grow what we
have, expand the network into new places
and provide new services. This is likely to
require new investment in transport projects
and infrastructure.

Not all initiatives in the Long Term

Transport Master Plan are about providing
new services or building more transport
infrastructure many focus on how
transport impacts the community and the
environment, ensuring the system is safe
and secure for customers and maintaining
our vital transport assets.

NSW LONG TERM TRANSPORT MASTER PLAN

2.4 Our approach to transport planning

Figure 2.2Relationship between land use, corridors

and network planning

nd

La

us

or
tw

e
tn

or

sp

n
Tra

The Department of Planning and Infrastructure

develops land use plans to guide and facilitate
sustainable growth in NSW. These plans aim to
carefully manage the expansion of residential and
commercial development across NSW to ensure
that our cities, towns, suburbs and neighbourhoods
retain their amenity and liveability.
Central to the Department of Planning and
Infrastructures approach is the centres hierarchy
that classifies different types of urban centres
according to their function. Through this approach,
the Department of Planning and Infrastructure and
Transport for NSW will support the development
of strategic centres and precincts that are
highly accessible through good transport links,
making them attractive locations for economic
development and employment growth.
The hierarchy enables us to identify which centres
and precincts need better transport access and
plan accordingly. As these centres develop and
evolve, transport planning will need to evolve to
match the changing needs of those centres.

or

rid

r
Co

Transport for NSW has worked closely with the

Department of Planning and Infrastructure in
developing this Long Term Transport Master Plan.
This collaboration will continue as the Plan is
implemented, and as the Department of Planning
and Infrastructure finalises its Metropolitan Strategy
for Sydney and regional land use plans.

CUSTOMER-FOCUSED INTEGRATED TRANSPORT PLANNING

This Long Term Transport Master Plan has adopted

an approach that takes an integrated planning
perspective across all transport modes and the
whole transport network. It brings together land
use and transport planning, to identify transport
corridors of demand which link the places between
which people want to travel. It considers the level
of demand along each corridor, the capacity of
the corridor to meet current and future demand,
and the type of transport service and network
response required to meet customer needs on that
corridor. This concept is illustrated in Figure 2.2.

2.4.1 Step one: Integrating

transportwith land use planning

Many of the transport challenges NSW faces are

the consequence of ad hoc planning in response
to a particular project, modal or geographic issue.
This has led to a system that is complex and not
focused on meeting the specific transport needs of
individuals, businesses and communities.

Transport for NSW and the Department of

Planning and Infrastructure and working to
develop Regional Transport Plans alongside
regional land use plans for the ten regions of NSW.
These plans will be closely aligned to respond to
the specific land use and transport challenges of
each of our regions.

43

NSW LONG TERM TRANSPORT MASTER PLAN

2.4.2 Step two: Identifying corridors of demand

2
CUSTOMER-FOCUSED INTEGRATED TRANSPORT PLANNING

The next step in our transport planning process

takes land use plans, and forecasts the travel
demand that will be created by the location and
type of population and employment growth. By
looking at transport needs in a mode-neutral
way, broad patterns or corridors of movement
emerge. These corridors connect activity centres
such as CBDs, airports, ports or residential centres.
They are held together by interchanges where
people (and often goods) begin or end journeys,
change modes or switch between services on the
same mode.
Figure 2.3Sydneys main demand corridors

Global Sydney
Regional city
Major centre

44

While this approach will be applied across NSW,

we have developed a corridor map specifically for
Sydney (Figure 2.3). This map illustrates how key
demand corridors can be identified from land use
forecasts, with customers demands for mobility
between activity centres evident in the form of 46
demand corridors connecting Sydneys centres.

Specialised precinct
Potential specialised precinct
Planned major centre
Potential major centre

NSW LONG TERM TRANSPORT MASTER PLAN

2.4.3 Step three: Defining the performance required from the

transportnetwork

A series of road planning hierarchies that

defineroad standards across NSW, including
how the road system should provide for
pedestrians and cyclists
An interchange hierarchy that defines how the
public transport network and the road network
willinteract through facilities such as park and
rideschemes
An urban road freight hierarchy to prioritise
works across the State road network and
identify the most economically important roads.
Each tier of these hierarchies and the customer
service standards that underpin them will be
the basis for future transport planning in NSW,
providing the core planning framework for an
integrated transport system.

1. Define the function and role of each corridor

or interchange on the basis of demand data
(what type of customer journeys it serves) and
therefore define the service standards required
to fulfil that function (service capacity, speed
and frequency)
2. Use data to identify when a particular corridor
or interchange needs to be upgraded to meet
new customer demand, based on a requirement
for upgraded service standards (for example,
a corridor may move up the hierarchy as
population growth in a particular centre
generates new travel needs)
3. Prioritise trade-offs on the network, with priority
given to corridor users who are using the core
function of the particular stretch of network (for
example, supporting long-distance journeys
ahead of local journeys)
4. Develop design standards for the provision of
assets (such as engineering design standards for
on-ramps along freeways)
5. Align governance and funding processes to
different tiers, where relevant (for example,
determining whether a local interchange is
the responsibility of the local council or the
NSWGovernment).

CUSTOMER-FOCUSED INTEGRATED TRANSPORT PLANNING

A new Strategic Transit Network that defines

public transport service standards between
activity centres through a hierarchy of service
requirements and the public transport networks
relationship with the road system along
those corridors for example, through bus
priorityrequirements

Specifically, the network hierarchies will be used to:

Once demand corridors are identified, the next

step is to assess the nature of demand along
each corridor to define the appropriate transport
network service levels required to meet the
demand. To do this, we use a series of transport
planning tools, including:

Figure 2.4NSW transport planning hierarchies

Network

Land use
classification

Public transport

Roads

Road Freight

Interchange

Level 1

Major centre

Mass Transit
Network

Arterial network
(includes motorways)

Primary

Regional cities
and major centres

Level 2

Town centre

Intermediate
Transit Network

Sub-arterial network

Secondary

Town centres

Level 3

Village

Local Transit
Network

Local network

Tertiary

Local villages

45

NSW LONG TERM TRANSPORT MASTER PLAN

Figure 2.52012 Sydney Strategic Transit Network

2
CUSTOMER-FOCUSED INTEGRATED TRANSPORT PLANNING
Global Sydney
Regional city

Major centre

Specialised precinct

Mass transit

Planned major centre

Intermediate transit

Potential major centre

Local transit

Interchange/terminus

46

2012 Network

Potential specialised precinct

NSW LONG TERM TRANSPORT MASTER PLAN

The Strategic Transit Network

The Strategic Transit Network in Metropolitan

Sydney in 2012 is provided at Figure 2.5.

The Strategic Transit Network hierarchy

The proposed public transport hierarchy within the
Strategic Transit Network comprises three levels:
1. The Mass Transit Network is formed by the
most important corridors and the corridors
with the highest levels of demand in a region.
The network is made up of the corridors that
connect major centres and form the backbone
of a citys transport system. Heavy rail, T-ways
and major interchanges serving multiple modes
and large volumes of people (for example
Wynyard, Central and Town Hall) are good
examples of the Mass Transit Network.

3. The Local Transit Network is based on small

local routes that serve local destinations or
connect local customers to the Intermediate
Transit Network and on to the Mass Transit
Network. In a city or a region, customers
typically use the Local Transit Network to
travel short distances. From an interchange
perspective, a bus stop or train station that
serves small volumes of people and does not
connect with other modes would be considered
part of a Local Transit Network.
Figure 2.6 illustrates how these three transit types
will interact to form the Strategic Transit Network.
Each tier of the public transport hierarchy delivers
different levels of services. Figure 2.7 shows the
core attributes of each tier.

CUSTOMER-FOCUSED INTEGRATED TRANSPORT PLANNING

While each corridor has unique characteristics, to

give clarity to the planning process the Strategic
Transit Network defines three broad tiers of service
requirements. This hierarchy responds to the
hierarchy of centres identified by the Department
of Planning and Infrastructure (as outlined in
Section 2.4.1).

The Strategic Transit Network sets out the required

public transport service levels based on an
assessment of customer requirements along each
corridor, taking into account capacity, speed and
frequency. Importantly, it does not set out modal
requirements deciding which transport mode
best delivers the required service levels is the next
step in the planning process.

2. The Intermediate Transit Network has lower

levels of service and volumes than the Mass
Transit Network. It is formed by corridors of
regional importance that do not have the
highest levels of demand or service level
requirement. These secondary corridors link
town centres and regions to major centres
and connect people to the Mass Transit
Network. Bus Rapid Transit, other buses, light
rail and interchanges connecting one or more
modes are the most common aspects of an
Intermediate Transit Network.

Figure 2.6Schematic of network formed by the three transit types

Regional city
Major centre or specialised precinct
Local centre
Mass Transit Network
Intermediate Transit Network
Local Transit Network

47

NSW LONG TERM TRANSPORT MASTER PLAN

Figure 2.7The Strategic Transit Network tiers - service levels and attributes

Mass Transit Network

Intermediate Transit
Network

Local Transit Network

Service type

Rapid, express and

all-stop services

Express services in
peak periods and allstop all day services

All-stop services only

Frequency

High frequency in peak

periods. Good all day
frequencies in off-peak
periods

All day frequencies

with higher frequency
in peak periods

Relatively low
frequency due to
extensive coverage.
Moderate frequencies
in peak periods

Service span

Operates all day

Operates all day

May not operate during

some periods

Priority

Operates mostly in
separate right of way

Combination of
separated right of way
and on-street

Predominantly
on-street

Speed (average,
includes scheduled
stops at bus stops,
stations, and other
stops such as traffic
lights or signals)

All stop services with

speeds in the range
25 to 60 km/h; express
services with speeds
up to 70 km/h

All stop services with

speeds in the range
15 to 25 km/h

All stops services

with speeds less than
20km/h

Network coverage

Confined to a relatively
small set of direct, high
volume corridors

May have coverage

over a wider area than
Mass Transit Network.
Still has a focus on
direct connections

Extensive coverage
over wide area. Mostly
indirect and sometimes
circuitous connections

Capacity

High

Medium

Lower

Station/stop spacing

Longer spacing to
provide faster travel
times. Typically at least
800 metres for bus and
longer for rail

Generally long stop

spacing (400 metres to
800metres)

Short stop spacing to

improve accessibility

Station access

Long access distances.

Important role for park
and ride in outer areas

Shorter access trips.

Mostly walking access
and some local bus

Predominantly walking
access

Service attribute

CUSTOMER-FOCUSED INTEGRATED TRANSPORT PLANNING

48

NSW LONG TERM TRANSPORT MASTER PLAN

Road network hierarchy

Functional
classification

Role and network management principles

Arterial road
network

Motorways:
Highest form of arterial road, primarily dedicated to supporting traffic functions
Key portions of the motorway network as part of the National Land
TransportNetwork
Commercial and freight access to strategically important ports, airports,
employment areas, industrial areas, freight terminals and intermodal terminals
Major inter-regional traffic movement in a safe and operationally efficient manner
Strict access control, grade separated interchanges and carriageway separation
Traffic movement function and related aspects of capacity, congestion, speed and
safety dominate network management.
Primary arterial roads:
Major regional and inter-regional traffic movement in a safe and operationally
efficient manner
Key routes for commercial, business and longer distance public transport travel

CUSTOMER-FOCUSED INTEGRATED TRANSPORT PLANNING

Figure 2.8Functional classification and standards used in NSW for the road hierarchy

The NSW road network is administered under three administrative classifications State Roads, Regional
Roads and Local Roads. These define the governance and funding arrangements between the NSW
Government and local government. Improvements are identified and service and design standards are
setaccording to the separate functional classification of the road. The functional classification of urban
roads is shown in Figure 2.8. The administrative classification of the regional NSW road network is shown
in Figure2.9.

Freight links between ports, airports, industrial areas and motorways

Kerbside lanes allocated to bus lanes, transit lanes or clearways over
significantlengths
Prioritised traffic movement, focusing on capacity, congestion management, speed
and safety
Higher speed limits than transit arterial roads
Transit arterial roads:
Key routes to support road-based public transport
Significant bus priority bus lanes, bus bays, bus jump starts at traffic signals and
electronic priority
Direct property access restricted (where possible)

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NSW LONG TERM TRANSPORT MASTER PLAN

2
CUSTOMER-FOCUSED INTEGRATED TRANSPORT PLANNING
50

Functional
classification

Role and network management principles

Sub-arterial
road network

Desirable community environment, balancing exposure to passing traffic and trade

with lower vehicle speeds
A potential support role to urban arterial roads for the movement of traffic during
peak periods
Connection between arterial roads and local roads
Distribution of traffic and bus services within residential, commercial and industrial
built-up areas
Some local streets that have additional traffic functions, usually serving major traffic
generators or non-local traffic movements
Strategies that reflect a balance between the traffic movement function and the
need for access
Appearance that is appropriate to the surrounding living environment.

Local road
network

Vehicular access to abutting property and surrounding streets

Access for emergency and service vehicles
A network for the movement of pedestrians and cyclists
A means to enable social interaction within a neighbourhood, such as serving as
community open space
Visual contribution to the living environment
Connection to sub-arterial roads where practicable
Strategies and design that convey to users that the local road is not solely for
motor vehicles.

NSW LONG TERM TRANSPORT MASTER PLAN

Roads in Regional NSW

Figure 2.9Regional NSW road hierarchy

National Road network

State Road network

CUSTOMER-FOCUSED INTEGRATED TRANSPORT PLANNING

Land Transport Network. The NSW Government

sets design and service standards for the State
Road network using a six point ranking system.
The Regional Road network and local roads are
maintained by local governments.

Country roads in NSW also use the same three

administrative classifications as the urban
network State Road network, Regional Road
network and Local Road network. In addition,
the Australian Government recognises key NSW
interstate and freight routes as part of the National

Regional Road network

51

NSW LONG TERM TRANSPORT MASTER PLAN

Urban freight road hierarchy

2
CUSTOMER-FOCUSED INTEGRATED TRANSPORT PLANNING

To identify the most economically important

freight roads and manage, plan and prioritise
works across the State Road system, an urban
freight hierarchy has been developed. This
hierarchy comprises:
Primary freight routes, which provide
freight transport with access interstate or
to strategically important ports, link major
metropolitan areas to each other or to rural
regions, incorporate the national network or
carry high volumes of freight vehicles
Secondary freight routes, which provide links for
significant freight flows within regions
Tertiary freight routes, which provide
connections from the general local road
systemand the lower order elements of the
state road system to the primary and secondary
freight routes (these are often where last-mile
issues occur).

Interchange network hierarchy integrating

the networks
As highlighted in Figure 2.10, the interchange
hierarchy is part of the decision making process
about how interchanges will be developed in
thefuture.

If all bus stops are included, there are over 30,000

interchange locations across the Sydney Greater
Metropolitan Area. Primarily the responsibility of local
government, local interchanges are the entry point to
the public transport network for many customers.
Across the Greater Metropolitan Area, more than
580 major interchanges have been identified. This
number includes:
All rail stations
All major ferry wharves
All bus T-way stops
Major bus stops along trunk bus corridors.
These interchanges are the principal focus of
our work, which is being managed as part of the
Transport Access Program. Decisions for this
program are informed by a prioritisation process
that considers the level of demand, the role of the
interchange and the local demographics or users
of the interchange (see Figure 2.10). These criteria
will continue to influence investment decisions for
the ongoing program of interchange upgrades.
As part of the roll-out of the Long Term Transport
Master Plan, an Interchange Strategy will
include service standards principles for each
tier of interchange and support appropriate
servicefrequencies.

Figure 2.10Current classification and characteristics of interchanges in NSW

Service characteristics

Service
level

52

Major centres and

regional cities

Town centres

Village/Local

Large interchange places:

multi-purpose trips

Transport hub linking rail, bus,

bike, walk, drop-off facilities

Localised interchange
infrastructure

Good commercial potential

Medium sized interchange

places

Entry to network rather than

interchange between modes

Integrated with town

centres vibrant and busy

Residential/small commercial
potential

Shelter, lighting, network and

timetable information

Major interchange facilities

rail, bus, ferry, bike, walk,
drop-off facilities

Integrated with town centres

vibrant and busy

Walk, drop-off facilities, bus

to rail, bus to ferry

Minimal commuter
carparking

Some have commuter

carparking

Some have commuter

carparking

NSW LONG TERM TRANSPORT MASTER PLAN

Planning cycle routes

In an ideal world, customers could always travel

directly to their destination with no interchange
between major transport modes. In the real world,
there are trade-offs between the directness and
speed of a journey, and between service frequency
and the number of stops along a given route
that need to be addressed through the use of
interchanges on the transport network.
The overall viability of the transport network is
important. Simple and consistent service patterns
improve network legibility and support the
development of connecting services. Systems that
attempt to meet all markets through numerous
and complex patterns ultimately provide a
compromised transit option. Incorporating a degree

1. Greater interchange can expand travel

opportunities
A radial system requires all customers to travel
to the city centre. However, a transport system
that embraces interchange in its design (and that
makes interchanging between services easy and
quick) expands travel opportunities, including
new opportunities for creating cross-regional
connections between regional centres.
Imagine a bus system in a small town with only two
routes: if the two lines are not connected, customers
travel options are limited to the stops on each line.
However, if the lines are coordinated and cross at
an interchange point, customers have double the
transport opportunities they can get to twice
as many places in the same amount of time at no
additional cost to the transport service provider.

CUSTOMER-FOCUSED INTEGRATED TRANSPORT PLANNING

2.4.4 Step four: Moving towards a

connected and integrated system

In conjunction with the network hierarchies, the

planning of the States future transport system
must strike a balance between maximising direct
journeys and using interchanges between services
to improve overall journey speeds and the number
of destinations. Determining this balance will rely
on two important network planning principles:

We are investigating investments to support

cycling, using a set of criteria that considers the
type of cycling path required, the purpose for
which it will be used, the required capacity and the
connections that the investment will support. The
development of a hierarchy for cycling investments
will help to plan cycleways as part of the road
system (in particular, planning that will occur for
new roads).

of interchange in the transport system means the

needs of the majority of customers are met, while
travel options for other trips are retained.

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NSW LONG TERM TRANSPORT MASTER PLAN

2.5 How network planning

underpins our decisions
2. A connected network better
servescustomers

2
CUSTOMER-FOCUSED INTEGRATED TRANSPORT PLANNING

Many modern cities and centres, such as

Copenhagen and Singapore, rely on easy
connection of different modes to increase choice
for customers and to provide more diverse
travelopportunities.
A transport network with a high level of
interchange can be formed as a radial network or
a connected network. A radial network is one in
which corridors and transport services feed into
a central point and back out again. A connected
network is formed by corridors and transport
services that both feed into a central point and
operate cross-regionally. As a result, service
coverage improves and service frequencies can
increase. This concept is illustrated in Figure 2.11.
Sydneys network is much more of a radial system
than a connected system. Our future transport
planning will focus on moving the transport
network closer to a connected transport system
to give our customers new travel opportunities
and choices through increased interchange. This
will support more cross-city and cross-region
journeys. The development of effective and easy to
navigate interchanges will be an important part of
this approach. These interchanges will be focused
on frequency of service or aligned timetables to
ensure that modes can work together and journeys
are as seamless as possible.

The Strategic Transit Network and the series

of public transport, road and interchange
hierarchies proposed in this Master Plan provide
the foundations of the transport planning process.
These approaches help to define the transport
service requirements for each corridor and
interchange. Building on these approaches, the
next step in the planning process is to assess
where the existing network does not meet (or is
forecast to not meet) those service requirements,
and to take appropriate action.
The challenges and solutions set out in Chapters
Three to Eight of this Long Term Transport Master
Plan present the results of this assessment process,
together with our detailed analysis, that highlights
the need for an integrated and seamless transport
system based on a connected approach to
planning and investment.
In particular, Chapters Four and Five provide detail
on Sydneys most constrained transport corridors,
and explain our proposed actions to address
thoseconstraints.

Figure 2.11Interchange opportunities on a radial versus a connected network

54

City
Centre

City
Centre

Radial

Connected

2
CUSTOMER-FOCUSED INTEGRATED TRANSPORT PLANNING

55

56

INTEGRATING MODES TO
MEET CUSTOMER NEEDS
3

Our transport challenges

Taking action

This chapter sets out the challenges that must be

addressed to build an integrated transport system
that responds to customers expectations:

A range of initiatives will address these integration

challenges. These initiatives are underpinned by
a strong customer-focus that aims to provide the
mix and balance of services that match travel
requirements. Highlights include:

Delivering an integrated and customer- focused

ticketing system that promotes public transport
use and helps make customers journeys simple
and easy
Ensuring that interchanges facilitate ease of
travel, improve the customer experience and add
value and amenity to their neighbourhoods
Aligning timetables across all transport modes
to make cross-modal journeys as fast and
convenient as possible
Giving customers access to real-time and
reliable travel information so that they can plan
their journeys while on the move
Modernising our transport fleet to provide
high levels of comfort and support greater
interchange and high frequencyservices.

The Opal card - a new integrated electronic

ticketing system for Sydney, the Hunter, the
Illawarra and the Blue Mountains
Actions to target future investment in
interchanges through the Transport Access
Program, including an Interchange Strategy
to set the overall direction for improving the
management of interchanges, the definition of
interchange design principles and guidelines,
and planning interchange upgrades

INTEGRATED MODES TO MEET CUSTOMER NEEDS

CHAPTER SUMMARY

Increased park and ride facilities, including as

part of the North West Rail Link
Aligning, improving and simplifying public
transport timetables across modes
Accurate and modern real-time information and
wayfinding to support seamless use of public
transport systems within Sydney and NSW
Investment in a modern public transport fleet,
including new trains and ferries, and new buses
in growth areas and on strategic corridors.
These practical initiatives are complemented
by theintegrated planning approach outlined in
Chapter Two.

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NSW LONG TERM TRANSPORT MASTER PLAN

Our transport challenges

3
INTEGRATED MODES TO MEET CUSTOMER NEEDS

As our population grows and we make more and

more trips, our travel patterns are becoming more
varied. To cope with this increasing demand and
complexity, our transport system needs to become
more connected and networked. We need to join up
the different modes of transport so that interchange
becomes a simple and easy process that genuinely
opens up new options for travel and ensures that
the transport system works for its customers.
Currently, about 15 percent of public transport
journeys to work in Greater Sydney use more than
one mode of public transport. If we can make
the process of interchange as fast and simple as
possible, this proportion would increase, allowing
travellers to take better advantage of the full reach
of our public transport system.
Integration is not just an issue for the public transport
network. We need to balance modal solutions to
recognise the individual strengths and roles of each
mode in supporting wider network outcomes.
Well integrated transport systems combine private
road-based transport with public transport, for
instance, through the provision of park and ride
facilities and secure bicycle parking at interchanges.
Historically, each transport mode in NSW has
operated largely independently, with little
consideration given to the best ways in which
people can move quickly and easily across modes.

The Long Term Transport Master Plan will meet

a number of challenges to building an integrated
transport system for Sydney and NSW:
Integrated electronic ticketing: As Australias
only global city, Sydneys public transport
ticketing system should match the best systems
used by other large, globally connected cities to
make cross-modal journeys easier.
Modern interchanges: Our transport
interchanges need to facilitate efficient travel
and help to manage travel demand during
peak periods, while contributing to positive
customer experiences. They also need to be
the cornerstones of lively, safe and attractive
precincts that add value and amenity to
theirneighbourhoods.
Aligned timetables: Timetables across modes
need to be better aligned to provide a strong
operational basis for an integrated system, and
to help customers navigate the system quickly
and easily.
Real-time information: Giving customers access
to real-time, reliable travel information will
be critical to encouraging people to change
between modes as part of an integrated
transport system. Legible wayfinding that
guides customers within and through the system
should align with real-time information.
Modernise the transport fleet: Providing
customers with modern and comfortable
trains, buses and ferries will be essential
to provide a reliable system aligned with
customersexpectations.

58

NSW LONG TERM TRANSPORT MASTER PLAN

3.2 Creating modern,

integratedand userfriendlyinterchanges

3.1 Matching the world on

electronic ticketing

Tickets are not readily available beyond the

physical network. With a few exceptions, tickets for
rail travel have to be purchased at stations, but bus
tickets must be purchased at designated outlets
prior to boarding a bus during peak periods.
As a means to deliver integrated ticketing, the
NSW Government is developing an electronic
ticketing solution. Asked why they were attracted
to electronic ticketing in a recent survey by
Transport for NSW, customers indicated that
they seek a solution that is easy to use, quick and
convenient (see Figure 3.1).

In a well-integrated and coordinated system,

interchanges facilitate efficient travel and make
it easy to move between different transport
services quickly and seamlessly. When customers
have to wait, they should be able to do so in
safe, comfortable surroundings. Interchanges
can also offer shops, toilet and baby change
facilities, information and first aid, among
otherconveniences.

INTEGRATED MODES TO MEET CUSTOMER NEEDS

There are separate tickets for each mode

of transport and multiple ticket types, with
customers generally required to buy a separate
ticket at each point where they change from
onemode to another. In all, there are currently
176 ticket types across all modes in Sydney.

Public transport interchanges are the gateway

to the public transport network. They are where
customers join or transfer between modes on the
transport system, including combinations of rail,
bus, car, taxi, ferry, light rail, bicycle and walking
and are key focal points within town centres.
Transport interchanges encompass infrastructure
facilities that allow for safe, quick and informed
customer access to the transport network such as
pedestrian flow paths, cycle access, drop off/pick
up, taxi ranks, bike racks, park and ride facilities,
safety and security systems, customer and journey
information systems and one-stop shop customer
information centres.

Around the world, the best transport systems

make it easy to cross between modes. Most of
these systems, such as those in London, Hong
Kong and Zrich, have electronic ticketing. In
comparison, a number of ticketing problems
in Sydney can make using public transport
frustrating, confusing and unattractive:

Figure 3.1Customers perspective on electronic ticketing Transport for NSW 2012

Why electronic ticketing is attractive
Easy/better management/efficient
Quick/saves times
Convenient
One card/dont have to worry about tickets
Reduce queuing
Cashless
Used elsewhere in the world
0%

5%

10%

15%

20%

25%

30%

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NSW LONG TERM TRANSPORT MASTER PLAN

3
INTEGRATED MODES TO MEET CUSTOMER NEEDS
60

Improving the design, management and operation

of interchanges across Sydney and our regions
will provide public transport users with more
comfortable and pleasant journeys, and will
encourage more people to travel by public
transport. Better integrated interchanges will
help to manage the increasing demand for public
transport services to the CBD during peak periods
and the growing requirement for cross-town travel.
Well-designed and configured interchanges have
the potential to be places that add value and
amenity to their surrounding communities, over
and above their transport functions.
Each day, some 600,000 interchange movements
are made across Sydney as people transfer
between trains, buses, light rail and ferries. While
our interchanges are effective in enabling this
important basic function, many interchanges are
old and lack the modern facilities and service
standards rightly expected by customers.
At some busy interchanges, bus, ferry and train
connections are not close to each other and
the process of interchange can be unclear. For
example, many people want to change between
ferry and train at Circular Quay, but the concourse
is congested with pedestrians, entrances are far
apart and signs are obscure. At Wynyard Station,
where 20 different bus stops are dispersed on the
surrounding road network, access to the station is
confusing for interchanging passengers.

Following recent investments, many interchanges

incorporate facilities designed to encourage
people to walk or cycle to connect with other
modes of travel. These facilities include safe
walking routes, storage and secure bike racks.
Addressing these practical issues presents a great
opportunity to make moving around Sydney by
public transport a far more attractive experience.
Improving our interchanges to better meet the
needs of customers will greatly enhance our public
transport system.
Cost-benefit analysis of interchange upgrades
indicates that there is a demonstrated case for
this type of investment. The economic benefits
of a recent program to upgrade 13interchange
locations across Sydney were measured as $1.80 of
benefit for every $1.00invested.
Until the establishment of Transport for NSW,
there has been no clear lead agency or single
body responsible for designing, developing and
managing interchanges. Responsibilities have
been shared between the NSW Government, its
various agencies and local government, which
is responsible for the majority of bus stops. This
can mean services and facilities that do not fit
easily within a particular transport mode can
be overlooked. It also means that planning for
interchanges responds to the requirements of
each separate transport mode, rather than to meet
customerneeds.

NSW LONG TERM TRANSPORT MASTER PLAN

3.3 Aligning timetables to better suit our customers

Aligning timetables between different public

transport modes will help to minimise transfer
times between different services across the
transport system. When combined with integrated
ticketing and modern, integrated interchanges,
fast overall journey times can be achieved and
customers will enjoy a seamless journey.

3.4 Providing real-time information for customers

Customers want real-time information about the
status of their journey. They want to know if their
service is running late, where they need to get on
or off a train or bus, whether they will make their
connection with another service, whether their
drive will take longer than usual and how they can
link journeystogether.
While many rail customers can access real-time
information at busier stations, customers on other
modes have limited information, and less if they

are still at home or the office. For example, drivers

can access predicted journey times on some major
routes and congestion data. Ferry customers can
receive audio announcements when on wharves.
With more people using smartphones and
other GPS-enabled portable devices, transport
customers expect greater access to reliable realtime information about services at all stages of
their journey.

INTEGRATED MODES TO MEET CUSTOMER NEEDS

Historically, timetables have focused on achieving

the best outcomes for individual modes. This
can misalign services, hampering multi-modal

integration. Examples include bus services arriving

at rail stations just minutes after the rail service has
left, increasing wait time and overall journey time.

There is complexity in planning and aligning

timetables across transport modes. When
developing transport timetables, planners need
to determine service frequency to match demand,
minimise customer transfer times and cater for
crew and vehicle usage.

3.5 Increasing the number of car parks and bicycle spaces

atinterchanges
A public transport customer survey of 20,000
people in 2011 showed that 32 percent of rail
passengers are dissatisfied with parking at rail
stations. Customer dissatisfaction with car and
bicycle parking at rail stations, particularly in
outer urban areas, was also raised through the
consultation process for the Long Term Transport
Master Plan.

Opportunities exist to increase park and ride,

drop off points and secure bike lockers or racks,
particularly at new stations. Commuter car parks
for park and ride are most appropriate away
from commercial centres to minimise conflict
with local employment trips, shopping trips and
urbanamenity.

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NSW LONG TERM TRANSPORT MASTER PLAN

3.6 Modernising the public transport fleet

3
INTEGRATED MODES TO MEET CUSTOMER NEEDS
62

The public transport fleet of trains, buses, light rail

and ferries is at the heart of our public transport
system. An efficient, integrated and modern
transport system needs vehicles that are reliable,
efficient, comfortable and are designed to meet the
specific needs of customers for particular journeys.
A state as large as NSW, and a capital city as
extensive as Sydney, requires a large fleet of
carriages, vehicles and vessels.
The challenge is to continually maintain and
modernise and grow the fleet to meet increasing
travel demand.
The L, R and S train carriage sets have been in
service for up to 40 years and are being replaced
to improve customer accessibility, comfort and
security, and to increase rail capacity in Sydney.
On our CountryLink network, the XPT rolling
stock has typically covered more kilometres than
comparable trains in Europe, due to our small fleet
size and high levels of use. The XPT rolling stock
has exceeded its original design life with all trains
needing either a significant upgrade or retirement.
The metropolitan and regional bus network has a mix
of older and newer fleet. The bus fleet is progressively
being replaced to improve customer accessibility,
comfort, security and passenger capacity.

The expectations of customers are changing in

respect to rolling stock and the transport system
needs to change with them. Our customers tell us
they expect clean and comfortable vehicles that
feel safe (people value being able to clearly see
from one end of a carriage to the other, and to feel
connected to the driver on a train or a bus), and
where internal temperature control works on days
of extreme heat or cold. Fleet refurbishment will
renew ageing assets to modern standards suitable
for use on the Sydney or NSW transport network.
Likewise much of the Sydney Ferries fleet requires
refurbishment and replacement to ensure reliability
and meet customer expectations for a modern and
comfortable service.
Different service patterns and demands in
different customer segments will increasingly
require different rolling stock design. For example,
busy routes with high frequency services will
require trains that place more emphasis on
speedy boarding and alighting through large and
numerous doors. Longer distance journeys to
regional destinations will place greater emphasis
on comfortable and spacious seating.
Finally, tougher emissions standards and a greater
need for energy efficiency will also drive the need
for fleet modernisation across all modes.

NSW LONG TERM TRANSPORT MASTER PLAN

Taking action

3.7 Information and ticketing

Improvements to interchanges and service

alignment, including upgrades to make
interchanges more user-friendly and better
aligned timetables
Investments in new public transport fleets
to support greater interchange and higher
frequency services.

Figure 3.2Public transport integration

Cycling

Walking

Road

Ferry

Light rail

Bus

Rail

Modes

Network deployment of the card electronic

ticketing system is scheduled over two
years, which has commenced with a trial for
SydneyFerries.
There are three key incentives to encourage
uptake of the Opal card and greater public
transport use:
A weekly reward providing free travel after
eight paid journeys in a week;
A $2.50 daily cap on Sundays for Opal card
customers; and
A daily travel cap of $15 from Monday to
Saturday helping tourists and one-off users
with travel affordability.
In addition to the benefits delivered to
passengers, the Opal card will enable other
opportunities, such as:
Improving data collection and our
understanding of origin-destination and
loading data to inform planning and
investment decisions

INTEGRATED MODES TO MEET CUSTOMER NEEDS

Improvements to information and ticketing,

including the deployment of the electronic
ticketing through the Opal card and
better provision of real-time information
for customers and improved signage
atinterchanges

Action D
 eliver a new, integrated, electronic
ticketing system the Opal card

Integrating transport modes will create

opportunities for flexible, targeted and blended
services. The Long Term Transport Master Plan
proposes three interconnected sets of actions to
help deliver an integrated journey experience for
our customers:

Offering the possibility to expand the system

beyond the Greater Sydney region
Providing the potential for customers to
use the Opal card to pay for other types
ofservices.

Interchange

Integrated services

Ticketing
Timetabling
Information
Personal safety

adult

Customer scorecards
Child cards

Long-life disposable card

Customer promise and customer relations

(as at 9th November 2012)

People: culture, skills and behaviour

Child - Mountain

concession
Child - Country

senior/pensioner
Child - Minerals

63

NSW LONG TERM TRANSPORT MASTER PLAN

OPAL OUR NEW INTEGRATED TICKETING SYSTEM

3
INTEGRATED MODES TO MEET CUSTOMER NEEDS

The electronic ticketing system, accessed using

an Opal card, will make customer journeys
seamless. The Opal card will provide an easy,
convenient and fast new way of travelling on
public transport. It is a smartcard similar in size
to a credit card and will work much like an e-tag.
Customers using the Opal card will tap on at the
start of their journey and tap off at the end.
The Opal card uses proven and secure
technology based on Londons Oyster card
with new development for Sydneys unique
transportrequirements.
The card is being introduced on a limited basis
on Sydney ferries from December 2012 and
will become progressively available across
further ferry routes throughout 2013. The first

Action P
 rovide accurate, real-time and
customised travel information
Providing accurate and timely information to
transport customers is a critical element of
operating and managing the transport system.
We will continue to refine and expand our
approach to providing real-time information that
is based on customer needs across all modes and
delivered through a variety of channels. We will
ensure that we have the right control systems and
processes in place to provide this information.
A number of programs are already in place to enhance
the capacity of Transport for NSW to engage with
its customers and enhance their travelexperiences.
The Public Transport Information and Priority
System (PTIPS) has been deployed to over 3,300
buses, including all STA buses and buses from nine
private bus companies, and will be deployed to the
remainder of the NSW private bus fleet by June
2013. It gives bus operators a valuable real-time
service monitoring tool and provides priority at
more than 1,100 traffic lights for these buses when
they are running late, to improve punctuality.

64

customer trial starts on the Neutral Bay service

on 7December and will then move to the Manly
ferry service and later other ferry services. From
mid 2013 it will be introduced on Sydneys trains
and on buses after that.
Come 2015, 42 ferry wharves, 307 train stations
and more than 5,000 bus and light rail vehicles
will have Opal card equipment operating in
Sydney, the Hunter, Central Coast, the Illawarra,
Southern Highlands and the Blue Mountains.
Customers wont have to queue for tickets or
worry about having the right change for their
fare, making entry onto public transport faster.
Customers can top up their Opal card accounts
with an auto top-up system, cash, over the
phone, online, or at Opal retail outlets.
The TXTBUS SMS service provides bus
passengers with real-time bus arrival prediction
information. This is particularly beneficial for
hearing-impaired customers as an alternative
to the 131 500 telephone service. The service is
currently receiving around 240,000 requests
per week. Applications for iPhone and Android
smartphones are being developed to provide
more user-friendly and enhanced features to
supplement the SMS service, together with a
publicly accessible real-time bus status data
feed for use by application developers. In
addition, Passenger Information Displays have
been installed at 11 bus stops on Sydneys Northern
Beaches. These signs display real-time bus arrival
prediction information provided by PTIPS.
The Live Traffic NSW website provides road users
with real-time information about hazards, traffic
cameras and traffic flow, travel time, major events,
and other road information. Upcoming features
include the ability for the public to register to
receive personalised email alerts for hazards on
defined personal journeys. A free Live Traffic NSW
iPhone application and mobile website are up and
running, and Android and iPad versions of the
application are being developed and are scheduled

NSW LONG TERM TRANSPORT MASTER PLAN

3.8 Seamless interchanging

We will also continue to install electronic real-time

indicator boards at major railway stations where
not already present.
Action I ntegrate and simplify wayfinding across
the public transport system
Transport for NSW is developing a multi-modal
approach to wayfinding for Sydney, the Greater
Metropolitan Area and regional NSW.
An integrated wayfinding system will make it easier
for customers to use the public transport network.
Design of a multi-modal system of standard sign
types, maps and other information elements is
underway. This system will address the needs of
customers using all modes of public transport,
including customers interchanging between modes.
Elements of the built environment such as
wayfinding signage and poster displays for maps, fare
and local information will be provided at key decision
points and will be coordinated with information
delivered through other channels. This will include
through websites, on mobile devices or through
electronic displays and will give customers access to
the information they need when they need it.

Improving the design, management and operation

of interchanges will give regular public transport
users more comfortable and pleasant journeys,
and will encourage more people to travel by
publictransport.
Actions to target future investment in
interchangesinclude:
We will upgrade existing Sydney CBD
interchanges, build new interchanges and
improve the precincts adjacent to them.
Upgrades will be considered for Wynyard,
Town Hall, Redfern, Central and Circular Quay
Stations. These projects will contribute to the
creation of attractive, safe pedestrian friendly
urban precincts throughout the CBD (see
Chapter Four).
Our Interchange Strategy will improve the
management and delivery of interchanges.
The Strategy will identify how interchanges
are planned, where they are placed, how they
are funded and how they are managed and
maintained. The Strategy will also consider park
and ride requirements.

INTEGRATED MODES TO MEET CUSTOMER NEEDS

Sydney Ferries $14 million investment in the Ferry

Operations and Customer Information System
(FOCIS), provides information through screens,
audio announcements and facilities on wharves
for hearing and vision impaired customers. It will
provide real-time customer information on all wharfs
serviced by Sydney Ferries, including information on
destinations served, departure times and routes. An
opt-in SMS service will also be available to provide
an early warning if a ferry is unavoidably delayed.

Action D
 eliver modern, integrated and
customer-focused interchanges

for release later this year. Real-time travel time

information services are provided on variable
message signs, and on the Live Traffic Website, to
motorists on the Sydney-Newcastle Freeway south
of Ourimbah (M1), the Westlink M7 and the Western
Motorway (M4). Implementation of travel time
information services for the F3 north of Ourimbah
(M1) is scheduled for completion by December
2012. Planning has commenced to extend travel
time information services to the rest of the Sydney
Motorway Orbital network (M2) including the
Lane Cove Tunnel, Gore Hill Freeway (M1), Eastern
Distributor (M1), Southern Cross Drive (M1), M5 and
Hume Highway from M7 to Narellan Road (M31).

We will apply consistent design principles and

guidelines for the urban design of interchanges
to help create active, vibrant, multipurpose
interchange environments that integrate with
surrounding areas.
We will continue to plan, prioritise and develop
business cases for investment in interchanges
to close any gap between current and proposed
service standards.
An integrated service delivery operating
model will manage interchanges more
effectively, including a model of ownership
and maintenance that clearly articulates
accountability for end to end management of
interchanges. A draft model is illustrated in
Figure 3.3.

65

NSW LONG TERM TRANSPORT MASTER PLAN

Action Increase park and ride at interchanges

3
INTEGRATED MODES TO MEET CUSTOMER NEEDS

Better park and ride, and bike and ride, facilities

at rail interchanges will increase the attractiveness
and use of public transport. Through the Transport
Access Program, we will commence construction
of nine new park and ride facilities in the next
two years, providing more than 1,200 additional
parking spaces. In the medium to long term, we
will make more investments to improve parking
for public transport customers. In addition, 4,000
commuter car parking spaces are planned as part
of the delivery of the North West Rail Link.

Public transport customers use a variety of modes

including non-public transport modes as part of
an overall trip. For many customers, interchanges
are an entry point to the public transport system.
Improving interchanges to facilitate easier entry
into the public transport system is important to
the transport experience of customers. Figure 3.4
outlines the many functions and characteristics
of interchanges, including convenience, amenity,
information and access to a range of modes.

TRANSPORT ACCESS PROGRAM

The Transport Access Program delivers accessible, modern, secure and integrated transport
infrastructure where it is needed most. This includes station upgrades, better interchanges,
ferry wharf upgrades and park and ride facilities. Over four years, more than $770 million will be
invested in the Transport Access Program.
The Transport Access Program integrates
planning and delivery of targeted works aimed
at providing:
Stations that are accessible to people
with a disability, older people and parents
withprams
Modern buildings and facilities for all modes
that meet the needs of a growing population
Modern interchanges that support an
integrated network and allow seamless
transfers between all modes for all customers
Safety improvements including extra lighting,
help points, fences and security measures for
car parks and interchanges
Signage improvements so customers can
more easily use public transport and transfer
between modes at interchanges
Upgrades of wharves that provides access
to people with disability, older people and
parents with prams.
Other improvements and maintenance
such as painting, new fencing and
roofreplacements.

66

Action D
 esign and build modern interchanges
that add value to local communities

The first round of funding will see

improvements at over 35 locations. The second
round of funding will build nine new park
and ride facilities, providing more than 1,200
additional car spaces at train stations across
the Sydney and NSW Trains networks.
Further planning and design work will identify
future projects through evidence-based
criteria including current and future patronage,
the needs and demographics of customers,
whether important services such as hospitals
or educational facilities are nearby, and
the accessibility of other nearby transport
interchanges and facilities.
In the five and 10 year periods beyond 2014-15
the Transport Access Program will continue
to focus on a combination of major transport
infrastructure upgrades and smaller tailored
projects. The investments made under the
Program will reflect the actions outlined in the
Long Term Transport Master Plan. Decisions
will reflect the service standards defined by
theStrategic Transit Network and will align
withmajor investment programs such as
Sydneys Rail Future.

NSW LONG TERM TRANSPORT MASTER PLAN

Figure 3.3Draft Integrated Service Operating Model for interchanges

Customer

INTEGRATED MODES TO MEET CUSTOMER NEEDS

Policy and planning

Transport for NSW
Insight and strategy

Customer
relations

Information

Personal
security

Ferry

Light rail

Bus

Rail

Road

Delivery

Integrated Services
Operators

Wayfinding

Modal Operators

Interchanging

Management

In major interchanges, one entity could be considered

for the end to end management of the interchange
In smaller and medium interchanges, a precinct manager role (Transport for NSW, local
government) could be identified with responsibility for delivering to consistent standards

Figure 3.4Functions of transport interchanges:

(ii) range of modes/access methods being connected

(i) range of services provided to customers

Pedestrians

Access

Convenience

Waiting
areas

Railway
stations

Taxi
stands

r t Interch

ne

c ti n

Light rail
stops

de

s
er

Retail

Toilets

s to c u

m
s to

po

Co

ce

vi

Cycles

es

Tran

Drop off/
pick up

es

Se

Town
Centre
integration

Ticketing

ha

Car parks

ng

po

ng

Wayfinding

r t Interc

Journey
information

Tran

Multi-purpose
facility

gt

he m

Ferry
wharves

Bus
Coach stops

67

NSW LONG TERM TRANSPORT MASTER PLAN

3
INTEGRATED MODES TO MEET CUSTOMER NEEDS
68

The Transport Access Program invests and delivers

targeted works at interchanges, stations and
wharves. These changes will facilitate easier entry
to the public transport system for customers.
In addition to the program, easier entry to the
public transport system can be supported by
strong urban design around interchanges and the
strengthening of walking links and cycling links
tointerchanges.
Action I ntegrate and align timetables across the
public transport system
We will integrate and align public transport
timetables to create more seamless, timely
journeys for customers.
We will identify priority services where
integratedtimetables can increase patronage
and improve the customer experience, based
on evidence of customer travel behaviours and
community feedback.
Timetable integration will commence around the
2013 rail timetable which will provide consistency
in the rail timetable and help to simplify and
coordinate timetable across other modes. The 2013
timetable will take account of our ability to add
additional peak services through the operational
changes being delivered through Sydneys Rail
Future. Benefits will include more frequent services
during peak times, improved journey times and
better reliability and punctuality.

The new 2013 rail timetable will be complemented

by bus timetable changes to closely align bus and
rail services. A review of the ferry network will
provide an opportunity for greater integration with
bus and rail services.
The timetabling process will be an ongoing activity,
with changes being made to incorporate new
services as initiatives in the Long Term Transport
Master Plan area delivered. As service frequencies
increase, timetabling on some of the network may
become less important as passengers will be able
to turn up and go, confident of short waiting times
between public transport services.
Action U
 pdate and modernise passenger
transport legislation
NSW passenger transport legislation focuses on
specific modes of transport. This means that the
way passenger transport services operate and are
managed in NSW is not always consistent across
modes. These inconsistencies can make it difficult
for the NSW Government to purchase or allow
new or innovative service types to operate. In
September 2012, the NSW Government released
a Discussion Paper reviewing passenger transport
legislation in NSW to emphasise outcomes for
customers rather than the types of vehicles which
are used to provide a service. The proposed
reforms would increase the NSW Governments
ability to deliver flexible and innovative transport
services in the future.

NSW LONG TERM TRANSPORT MASTER PLAN

3.9 Investingina modern public transport fleet

A description of the short to medium term plans

to manage the fleet is provided below. These plans
will be periodically reviewed and refreshed to
take account of changing patterns of growth and
service requirements.
Longer term fleet plans will be strongly influenced
and aligned with other reform and program
elements such as network extensions and
initiatives to support and contribute to growth
in public transport demand and better service
delivery. The plans will also be influenced by
funding considerations.
Action E
 xpand the Sydney Trains fleet to include
modernised double-deck and new singledeck trains
Over the next 10 years, approximately 52 percent
of the existing electric fleet will be replaced and the
total fleet size will grow by 28 percent. This means
that in 2020 there will be approximately 460 more
carriages on the network than there are today.
The logistical effort required to accept so many
new trains onto a busy network and of managing
the disposal of so many old ones, is a major
undertaking. Supporting infrastructure such as

Suburban fleet replacement and growth:

Waratah A-sets
Sydneys next-generation suburban passenger
trains the Waratah fleet will be the most
technically advanced on the Sydney Trains
network, improving reliability, safety and the travel
experience of commuters with new air-conditioned
carriages (78 sets and two spare carriages) being
progressively rolled out across the network.
These will replace life-expired non air-conditioned
suburban cars and accommodate increased
growth in rail services.
As part of the NSW Governments Rolling Stock
public private partnership, Reliance Rail will
ensure the Waratah trains are available until 2040
andbeyond.

INTEGRATED MODES TO MEET CUSTOMER NEEDS

Specifications for new fleet will be based on

service delivery needs and will take account of
existing system requirements and opportunities
to adopt improved or new technologies that
can improve reliability, capacity, sustainability
and customer comfort. For example, new
train specifications allow for the introduction
of Automatic Train Protection systems on the
rail network. Specifications and procurement
processes will also maximise the opportunities for
best value responses from suppliers.

traction supply capacity will need to change and

grow. The growth in trains will require more than
seven kilometres of additional stabling, additional
off-peak day stabling and a major increase in
capacity of the existing maintenance facilities. The
scale of the rolling stock program expansion and
renewal implies that contracts need to be carefully
monitored to ensure on time delivery.

Our fleet program provides for the ongoing

replacement of the existing fleet as the operational
life of units is exceeded, and for the expansion of
the fleet to increase capacity.

Tangara refurbishment
The Tangara fleet, now between 17 and 24 years
old, has been maintained on the basis that it
will require a substantial mid-life refurbishment
including installing up-to-date technology. A
substantial program of refurbishment is proposed
to mitigate the risk of fleet unavailability for
timetabled services and to reduce and remove
obsolete technology that is no longer supported by
industry. The refurbishment will extend the service
life of the Tangara fleet, providing a significant
financial benefit by deferring the replacement of
the Tangara fleet with new cars in the short to
medium term.

69

NSW LONG TERM TRANSPORT MASTER PLAN

3
INTEGRATED MODES TO MEET CUSTOMER NEEDS

New high capacity single-deck rolling stock

Action Modernise and expand Sydneys bus fleet

In the longer term, as part of Sydneys Rail Future,

new single-deck rolling stock will operate on
specific parts of the network, including on the
North West Rail Link. With single-deck rolling
stock, the overall capacity of the line will be higher
than can be achieved with the existing doubledeck fleet. While there will still be plenty of seats
on single-deck trains, increased standing room
and flexible spaces will be introduced to cater for
changing demand. Single-deck trains can load and
unload quickly at stations, allowing more trains per
hour on any given line.

We are expanding the bus asset base to meet

service needs including:

Future rail rolling stock will be carefully planned

through a rail fleet procurement strategy.
Action M
 odernise the NSW Trains fleet to meet
multiple journey requirements
A fleet management strategy addressing future
needs, including renewal of aged rolling stock, will
be developed as part of the overall NSW Trains
Passenger Rail Services Strategy, outlined in
Chapter Six, in order to provide the right services
for the right journey.

Existing capacity constraints and forecasts of

increasing demand anticipate that bus service
kilometres travelled in the Greater Metropolitan
Area will increase by over 16 percent from 2011
levels to 2031
New services are required for growth areas,
most notably the North West and South West
Growth Centres in Sydney
Higher frequency services are needed on
strategic corridors
Systemic service issues have been identified
through customer feedback
Dedicated school services are needed where
route services are not viable.
In addition to expanding the bus fleet, funding
programs will provide for the replacement of
the fleet over time. New buses will meet modern
standards, leading to a more fit-for-purpose,
sustainable fleet with improved capacity,
fuel efficiency, better comfort and improved
accessibility. Fleet expansion and renewal
will be carefully planned through a bus fleet
procurementstrategy.
Operating model options for bus asset
management will focus on promoting consistent
and reliable service standards.
Action M
 odernise and expand Sydneys ferry
fleet to meet new service requirements
A fleet procurement strategy will be developed
under the service contract with the new franchised
ferry operator following completion of the ferry
network review in the initial years of the contract.
This will deliver modern ferries for Sydney, with
fleet specification and procurement decisions
guided by service delivery requirements,
informed by technical advice from the private
sectoroperator.

70

3
INTEGRATED MODES TO MEET CUSTOMER NEEDS

71

GETTING SYDNEY
MOVING AGAIN
4

CHAPTER SUMMARY
The major transport challenges facing Sydney are:
Keeping the citys most important transport
corridors moving
Providing travel options that support and
enhance the strength and success of the CBD
Improving connections across an expanded
Sydney CBD
Building a fully integrated city-wide
transportsystem
Sustaining growth in Greater Sydneydiscussed
in more detail in Chapter Five
Providing better connections and services to
Sydneys growth areas
Adopting a customer focus and adapting to the
changing needs of customers.
This chapter recognises the challenges posed by
the unique geographical features of Sydney, with
a CBD that is confined by water on two sides and
which needs to provide efficient access to jobs and
services for communities in Greater Sydney and
inter-city areas.

A redesign of the citys bus network to create a

connected system that gives customers a wider
choice of services to reach more destinations
more often, including the new Bus Head Start
program to provide bus services for the North
West and South West Growth Centres as those
areas develop, and a redesigned bus network in
Sydneys urban area that covers more areas and
improves service reliability on inner Sydneys
congested corridors, such as Parramatta Road,
Oxford Street and Victoria Road
Build light rail in the CBD and South East, and
the Inner West Light Rail extension

GETTING SYDNEY MOVING AGAIN

Our Sydney transport challenges

Improvements to Wynyard precinct to

streamline bus operations and enhance
customer interchange facilities in the
northernCBD
Integrating roads, public transport and
freight to better meet customer needs across
transport modes
A long term plan to complete critical
links in Sydneys motorway network, with
the 33 kilometre WestConnex being the
immediatepriority

Taking action

A program of work to expand capacity on

Sydneys most congested corridors, including
road, rail and bus improvements

The Long Term Transport Master Plan proposes

a coordinated and integrated approach to meeting
these challenges. Highlights include:

Improved pedestrian infrastructure, including

better wayfinding at interchanges and priority
at signalised intersections

Sydneys Rail Future a once in a generation

modernisation of our metropolitan rail network,
including investment in network capacity, new
links to the citys South West and North West,
more frequent services and faster journey times,
and a second tunnel under Sydney Harbour as
part of a new CBD rail link.

Major upgrades to our busiest CBD interchanges

A Barangaroo Ferry Plan that will improve ferry
services to the CBD
An integrated electronic ticketing system and
other measures to integrate and align Sydneys
transport networks (described in Chapter Three)
A better cycling network around Sydneys
urban centres and the CBD and a cycling
investment program.

73

NSW LONG TERM TRANSPORT MASTER PLAN

Sydney is growing
strongly

4
GETTING SYDNEY MOVING AGAIN
74

Over the next 20years, Sydneys population is

forecast to increase from 4.3 million to 5.6 million.
By 2031, the number of trips madearound the
city each day will increase by 31percent from 16
to 21million trips, placing great demands on our
road, rail and bus networks.
Transport modelling shows that on a do nothing
scenario we cannot accommodate the increased
demand for travel on our existing networks without
generating more congestion, overcrowding along
key corridors and longer travel times.
This chapter examines the major challenges facing
Sydney over the next 20 years and potential
solutions and actions to meet these challenges. It
looks first at changes in land use and settlement
patterns, identifies our busiest transport corridors,

and shows how our networks need to evolve. It

then examines the impact of population growth
and economic development on our most important
transport corridors. As traffic volumes on these
corridors grow, there will be increasing strain on
our rail and road networks the implications of
which are examined in detail.
Many of these problems converge on Sydney
CBD. This chapter also examines the specific
transport challenges facing the Sydney City
Centre as it grows, and possible actions to tackle
thesechallenges.
We then map out actions to meet these
challenges, covering road, rail, bus, light rail, ferry,
walking and cycling.

NSW LONG TERM TRANSPORT MASTER PLAN

As Figure 4.1 shows, significant population growth

will occur in the North West and South West
Growth Centres, along rail corridors and around
Parramatta. Strong growth is also forecast for
Sydneys inner suburbs through infill and urban
renewaldevelopments.

Jobs in Sydney are expected to grow from

2.2million in 2012 to 2.8 million by 2031. These new
jobs will be spread across the city, with strong
growth occurring in Parramatta, Liverpool and
Penrith, the North West and South West Growth
Centres, the CBD and other centres such as
Macquarie Park, Olympic Park, Norwest and the
Port Botany and Sydney Airport precinct.

Figure 4.1Sydneys population growth forecast, 2011 to 2031

GETTING SYDNEY MOVING AGAIN

More jobs

More people

Forecast additional persons / hectare by 2031

No change

1-9

10-19

20 and above

75

NSW LONG TERM TRANSPORT MASTER PLAN

Figure 4.2Sydneys jobs growth forecast, 2011 to 2031

4
GETTING SYDNEY MOVING AGAIN
Forecast additional jobs / hectare by 2031
1-9

More travel
As population and employment grows,
Sydneysiders will need to make more and more
trips. By 2031, approximately 21 million trips will
be made in Sydney every day, with all transport
modes experiencing growth in demand.

10-19

20 and above

Figure 4.3 Daily trips in Sydney, 2011 and 2031

20
Average Weekday Trips (millions)

No change

18
16

+18%

+31%

14
12
10
8
6
4
2
0
2011

76

2021

2031

NSW LONG TERM TRANSPORT MASTER PLAN

Our transport challenges

The major transport challenges for Sydney are:

Improving connections across an expanded

Sydney CBD footprint: The CBD will host more
jobs across an expanded footprint, including
in growth precincts in Barangaroo, Pyrmont,
Ultimo and Darlinghurst. As the CBDs footprint
grows over the next 20 years, there will be
increased demand for transport connections
and the transport network will need to grow to
meet this emerging challenge.

Providing better connections and services to

Sydneys growth areas: Without action, growth
across Greater Sydney, particularly in the citys
west, will put a massive strain on our transport
networks. The challenges facing Sydneys
growth areas are also addressed in Chapter Five.

GETTING SYDNEY MOVING AGAIN

Providing travel options that support and

enhance the strength and success of the CBD:
As the heart of Sydney and the centre of the
NSW economy, Sydneys CBD must be easily
accessed, with less traffic congestion, better use
of street space to accommodate growth, and
improved amenity.

Sustaining growth in Greater Sydney: Outside

the CBD, Sydneys Regional Cities of Parramatta,
Penrith and Liverpool need better transport
connections locally and across Greater Sydney
to grow, prosper and serve their communities.
The challenges facing Greater Sydney are
addressed in Chapter Five.

Keeping the citys most important transport

corridors moving: As Sydneys population
and economy grows and changes, minimising
congestion and boosting capacity on our most
important transport corridors will become
increasingly important.

Building a fully integrated city-wide transport

system: Sydneys transport system is not well
integrated, restricting its reliability and capacity
over time and limiting its ability to meet
changing customer needs (see Chapter Three).

Adopting a customer focus and adapting to the

changing needs of customers: Sydneysiders
travel requirements, patterns, choices and
expectations are changing, and our transport
system must keep pace with these changes.

77

NSW LONG TERM TRANSPORT MASTER PLAN

4.1 Accommodating land use, growth and urban renewal

4
GETTING SYDNEY MOVING AGAIN

The challenges associated with getting Sydney

moving again are closely linked to the decisions
we make about land use, the position and density
of housing developments, the extent of urban
revitalisation and the locations of commercial,
industrial and employment centres across the city.
These decisions will influence the shape of Sydney
and the transport infrastructure, networks and
corridors needed to support these changes.
The Metropolitan Strategy for Sydney will outline
the NSW Governments vision for the renewal and
development of Sydney over the next 20 years.
Transport planning that is closely aligned to land
use plans can improve the liveability and amenity
of urban areas. Generally, urban areas with good
local accessibility have:
Higher buildings and more intense use of land
Mixed land uses
Proximity to local destinations including parks,
schools, shops and services
Small, walkable blocks
Convenient and safe access to a variety of
destinations by walking and bicycle
Good multi-modal transport connections.
These attributes are strongest in the Sydney City
Centre and in compact inner city suburbs. Beyond
the Sydney City Centre, the presence of these
qualities varies. For example, South West Sydney
lacks accessible, walkable local centres. In some
places, such as Penrith, Rockdale, Strathfield,
Seaforth, Epping and Ryde, local centres are
severed from neighbourhoods by high volume
arterial routes and rail lines, with negative impacts
on local accessibility and amenity.
Sydneys larger centres provide concentrations of
employment, shops and services and are hubs for
the public transport network. Many smaller centres
are dominated by low density developments,
making it challenging to operate efficient public
transportservices.
If were to achieve an efficient and liveable city
while accommodating a larger population we
need to make Sydney more multi-centred and
connected. Urban renewal will improve the

78

amenity and function of Sydneys large and small

centres, and support public transport, walking
and cycling. Strategic centres and specialised
precincts will be the focus of improved cross-city
connections.
Unlocking the development potential of Sydneys
suburbs and neighbourhoods can provide new
homes close to jobs and services, and help to
meet Sydneys growing housing demand. It also
provides an opportunity to revitalise housing
stock to match our changing household needs.
In particular, supporting residents to age in place
with good access to public transport will
be an important requirement for Sydney in the
comingdecades.
Medium and high density housing will be
encouraged within the walking catchments of
larger centres well serviced by public transport
and infrastructure.
Figure 4.4 shows Sydneys land use profile
and key urban centres, including Global
Sydney, Parramatta, Liverpool and Penrith, and
specialisedprecincts such as Sydney Airport and
Macquarie Park.
The North West and South West Growth Centres
will accommodate a significant part of Sydneys
housing and employment growth in the coming
two decades. These centres will be home to
200,000 and 300,000 people respectively. By
staging infrastructure and service improvements,
we can make sure these rapidly growing areas
are connected to the rest of Sydney, while also
encouraging a greater useof public transport and
ensuring communities are not disadvantaged by
poor access to transport.
Often In greenfield areas, local job creation
lags behind residential growth and residents
travel longer distances for work. By ensuring
links will extend outside these areas such as
good connections to the Sydney CBD and other
major activity centres we can give residents
access to the many employment opportunities,
social networks and recreational activities that
Sydneyoffers.

NSW LONG TERM TRANSPORT MASTER PLAN

Figure 4.4Sydneys urban centres and key land use profile

4
GETTING SYDNEY MOVING AGAIN

Land use
Compact community
Suburban community
Special use areas
Protected lands
Rural and agricultural
lands

Strategic centres
Global Sydney
Regional city

Local centres
Accessible Inaccessible

Town

Village

Major centre

Specialised precinct

Neighbourhood

Small village

Potential specialised precinct

Planned major centre
Potential major centre

79

NSW LONG TERM TRANSPORT MASTER PLAN

4
GETTING SYDNEY MOVING AGAIN

The integration of land use and transport is a

critical feature of the planning for the North
West Rail Link and South West Rail Link and the
Richmond rail line. Encouraging higher density
developments in appropriate centres and along
major transport corridors will help deliver
viable, efficient bus services, road networks
and interchanges. Good urban design not only
creates good places to live; it also contributes to
reliable, safe and easily accessible travel options.
The ways in which we will integrate land use and
transport are outlined in Chapter Eight.
Many centres in Metropolitan Sydney are
experiencing residential, commercial and
employment growth. Some places such as
the Port Botany precinct and the Randwick
Education and Health Specialised Precinct are
hubs of activity for strategic industries that are
important to Sydneys future. Some such as
Olympic Park and Macquarie Park generate
strong jobs growth, pulling in workers from
across the metropolitan area. Others such
as Sydney Airport are critical gateways to
Figure 4.5Relationship between land use, corridors
and network planning

n
La

Tra

80

We have aligned future areas of growth where

the demand for travel is likely to be the highest,
and the transport corridors that must be kept
flowing to support this demand. These transport
corridors are vital to sustaining population and
jobs growth in Sydneys centres and to support
the transport needs of key industries and
helping Sydneysiders get to work each day and
move freely around the city.

4.1.1 Alternative land use

scenarios

The ideal development scenario depends on

factors such as the infrastructure costs required
to support development, the environmental
and social impacts of development, commercial
feasibility and current market features (including
householder preferences for living in different
areas, affordability and types ofhousing).

rs

or
tw

e
tn

or

p
ns

Figure 4.5 illustrates the relationship between

the way we use land and the way we develop
our transport system. Land use is the built form
of the city. Sydney is characterised by compact
and suburban communities punctuated by
dense urban centres. Corridors represent the
main lines of travel demand and desire between
centres. The transport network is how we
service this demand for a variety of purposes
anddestinations.

There are many different ways in which our

growing population could be accommodated
in the Sydney City Centre and other centres in
Metropolitan Sydney over the next 20years.
Alternative scenarios have considered the extent
of development in greenfield areas relative to
infill areas.

us

rid

r
Co

Sydney that must be kept open and flowing.

These centres also rely on access to transport
networks and corridors that link them to each
other, to the CBD and beyond.

We are observing that while new areas will

continue to grow, current trends indicate that
people are increasingly choosing to live in
established areas with ready access to transport.

NSW LONG TERM TRANSPORT MASTER PLAN

4.2 Connecting Sydneys strategic centres

keeping our major corridors moving

GETTING SYDNEY MOVING AGAIN

As shown in Figure 4.6, without extra capacity

along these corridors, by 2031 the number of
corridors rated as highly constrained will increase
to six and those with medium constraints to 17.
This slowing down of Sydneys major transport
corridors will have followon effects right across
the citys transport system, reducing our ability to
keep high volumes of passenger and freight traffic
flowing freely and efficiently.

A note about transport performance

measures: Volume to Capacity Ratio
(V/C) is a measure that compares demand
(vehicle or passenger volumes) with
transport service or roadway supply (the
theoretical carrying capacity). The higher
the number, the more congested the
network. On roads where traffic demand
exceeds theoretical capacity (a V/C ratio
greater than 1.0), traffic flow breaks down
resulting in bottlenecks and highly variable
travel times. On public transport where
demand exceeds seated capacity, this
indicates a high level of crowding on some
services across a peak period. For example
where demand exceeds seated capacity
by greater than 35 percent (a V/C ratio of
1.35) some passengers will not be able to
boardtrains.

Across Sydneys Greater Metropolitan Area, we

have identified 46 strategic transport corridors, as
shown in Figure 2.3, that represent travel demands
between centres in Metropolitan Sydney and
are where high concentrations of travel demand
occur during peak periods on all travel modes.
In the future, patterns of growth are expected to
drive even higher demand along these corridors.
We assessed the baseline performance of the
transport network on each of the 46 corridors
in Sydney, combined with a projection of future
growth, to determine which corridors face the
highest constraints. At present, six corridors are
considered highly constrained in meeting travel
demand, while 11 face medium constraints.

81

NSW LONG TERM TRANSPORT MASTER PLAN

Figure 4.6Sydneys constrained strategic corridors in 2031

4
GETTING SYDNEY MOVING AGAIN
Global Sydney
Regional city

82

Major centre

Specialised precinct
Potential specialised precinct
Planned major centre
Potential major centre

Strategic transport corridor

with high constraints
Strategic transport corridor
with medium constraints

NSW LONG TERM TRANSPORT MASTER PLAN

4.2.1 Our most constrained strategic corridors

By 2031, these corridors will be even more

congested. Without a package of actions (the do
nothing scenario), they will not have sufficient
capacity to accommodate the volumes of traffic
moving along them.

Figure 4.7Peak travel times along strategic corridors for cars (in minutes), 2011 and 2031 do nothing scenario
2011

70

Liverpool to Sydney Airport

2031 do nothing

90

GETTING SYDNEY MOVING AGAIN

Without action, many of the medium constrained

corridors will also be performing very poorly by
2031. In particular, the forecast growth in the South
West and North West will put increasing pressure
on the existing road network. This is discussed in
more detail in Chapter Five.

Without action by 2031, the six most constrained

corridors will be dealing with increased demand
and much higher road congestion than at present,
leading to increased peak travel times (Figure 4.7).
For example, by 2031, peak travel times by
road are forecast to increase by an average of
15minutes between Parramatta and the CBD and
by 33minutes between Rouse Hill and Macquarie
Park in the morning peak period. The increase in
traffic congestion will lead to further delays and
unreliability for bus users on some corridors.

86

Mona Vale to Sydney via Dee Why

101

76

Parramatta to Sydney via Top Ryde

91

77

Parramatta to Sydney via Strathfield

92

63

Rouse Hill to Macquarie Park

96

34

Sydney Airport to Sydney City

37
0

20

40

60

80

100

120

140

Car travel times in minutes

83

NSW LONG TERM TRANSPORT MASTER PLAN

The six corridors already experiencing high

constraint are:

Figure 4.9 Sydney Airport to the CBD constrained corridor

4
GETTING SYDNEY MOVING AGAIN

Sydney Airport to the CBD The corridor linking

Sydney Airport to the CBD is serviced by a
Motorway link (Southern Cross Drive/Eastern
Distributor); an arterial road network that provides
access to Redfern, Central Station and the
southern end of the CBD; and the East Hills Rail
Line that connects the Airport to Central Station
and the City Circle.
Southern Cross Drive currently operates at
capacity during the morning peak period with
a V/C ratio exceeding 1.0 and average speeds
of 35 km/h. Due to congestion on the Eastern
Distributor, traffic diverts onto the adjacent
arterial road network including ORiordan and
Bourke Streets which are also congested. The
Airport Rail Line is approaching seated capacity
between Green Square and Central.
Increasing activity at Sydney Airport, population
and employment growth in the South Sydney and
Airport areas (including Green Square) and higher
traffic along strategic connections to the South
West Growth Centre, including the M5, will place
increasing pressure on this corridor. Travel demand
between the Airport and the CBD is forecast to

grow to 24,000 by 2031 for the morning peak, an

equivalent of six lanes of traffic or more than 25
train loads of seated passengers.
Traffic to and from the Airport mixes with throughtraffic to and from the CBD. A solution for the
corridor must address both types of traffic.

Figure 4.8Sydney Airport to the CBD, volume to capacity, 2011 and 2031 do nothing scenario
1.6
2011

2031

1.4
1.2

V/C Ratio

1.0
0.8

1.58

0.6
1.04

1.12

1.11

1.20
0.97

0.4
0.59

0.2

0.69

0
Key Links

Southern Cross
Drive

ORiordan
Street

Elizabeth
Street

The public transport passenger crowding levels are based on seated capacity only.

84

Green SquareCentral

NSW LONG TERM TRANSPORT MASTER PLAN

Forecast growth in this corridor is also high due to

growth at Ryde and Macquarie Park, inner Sydney
and Parramatta. Forecasts suggest 37percent
growth on bus patronage to 2031. This corridor
has a strong correlation with other corridors such
as Parramatta to the CBD via Strathfield and
Macquarie Park to the CBD via Chatswood.

GETTING SYDNEY MOVING AGAIN

The corridor is centred on Victoria Road, an

arterial road that connects Parramatta and the
CBD. The section of Victoria Road between
Drummoyne and the Anzac Bridge carries an
average of around 75,000 vehicles each weekday
across the Iron Cove Bridge. It is one of the most
congested road corridors in Sydney with average
speeds below 20 km/h between Hunters Hill and
Rozelle. This section of road is also one of the
busiest bus corridors in Sydney, with 19 bus routes
carrying an average 40,000 passengers across
the Anzac Bridge each weekday. With the recent
opening of the new Iron Cove Bridge, transit
lanes on Victoria Road have improved bus flow,
providing city-bound bus commuters with travel
time savings of up to 17 minutes in the morning
peak period. Even so, there is still variability in bus
travel times of between eight and 10 minutes due
to the volume of buses.

Figure 4.11 Parramatta to the CBD via Ryde

constrained corridor

Parramatta to the CBD via Ryde This corridor

services a range of demands for travel between
the CBD and Parramatta, centres in Sydneys north
such as Ryde and Macquarie Park, and further to
the citys North West.

Figure 4.10Parramatta to the CBD via Ryde, volume to capacity, 2011 and 2031 do nothing scenario
1.4
2011

2031

1.2

V/C Ratio

1.0
0.8
0.6

1.10

1.26
1.04

1.18

1.18

1.28

0.4
0.45

0.2

0.34

0.41

0.57

0
Key Links James Ruse Drive

Victoria Road
West Ryde

Victoria Road
Iron Cove

Victoria Road
Iron Cove

Victoria Road Top

Ryde Shopping Centre

The public transport passenger crowding levels are based on seated capacity only.

85

NSW LONG TERM TRANSPORT MASTER PLAN

4
GETTING SYDNEY MOVING AGAIN

Parramatta to the CBD via Strathfield This is the

main corridor connecting residents of Western
Sydney to the Global Economic Corridor and
carries the highest number of transit passengers
of any corridor in Sydney (with over 40,000 in the
peak hour period towards the CBD).

Figure 4.13 Parramatta to the CBD via Strathfield

constrained corridor

The corridor includes the M4 and Parramatta

Road, the main Western Rail Line and strategic
bus route 10 to Burwood. The majority of rail
services along the Western Line have load factors
greater than 100 percent of seated capacity from
Strathfield onwards in the morning peak period.
For drivers travelling between Parramatta and
the CBD, both the M4 and Parramatta Road are
congested and at capacity during peak periods.
Most bus services on Parramatta Road are full
during peak periods and experience variable travel
times, with an average variance of up to eight
minutes in the morning and evening peak periods
due to congestion at the CBD-end of the journey.
Growth in demand on this corridor is forecast to
result in car travel times increasing by 16 minutes
between the CBD and Parramatta. Rail demand is
forecast to exceed existing capacity.

Figure 4.12Parramatta to the CBD via Strathfield, volume to capacity, 2011 and 2031 do nothing scenario
1.4
2011

2031

1.2

V/C Ratio

1.0
0.8
0.6

1.13

1.25

1.24

1.36
1.21

1.47

1.33
0.93

0.4

0.65
0.52

0.2

0.65

0.78
0.35

0.44

0
Key Links Parramatta Road
Petersham

Dobroyd Parade

M4
Anzac Bridge

Parramatta Road Parramatta Road

Glebe
Chippendale

The public transport passenger crowding levels are based on seated capacity only.

86

M4
Anzac Bridge

Macdonaldtown
Redfern

NSW LONG TERM TRANSPORT MASTER PLAN

Figure 4.15 Rouse Hill to Macquarie Park constrained

corridor

4
GETTING SYDNEY MOVING AGAIN

Rouse Hill to Macquarie Park In addition to the

substantial growth occurring in the North West,
there is already high demand for travel from
the Hills District across to the Global Economic
Corridor, including to Macquarie Park, the lower
North Shore and the Sydney CBD. Currently, there
is a high level of car dependency for work trips into
this corridor.
The M2, Epping Road and Windsor and Old
Windsor Roads are the major traffic routes in this
corridor. The North West is serviced by bus to
the CBD and by rail between Macquarie Park and
Epping. Bus services experience congestion as they
approach the CBD. While the addition of the North
West Rail Link will relieve pressure on this corridor,
the demand for travel from the North West to
Global Sydney is likely to continue to grow.

Figure 4.14Rouse Hill to Macquarie Park, volume to capacity, 2011 and 2031 do nothing scenario
2.2
2.0

2011

2031 - do nothing

1.8
1.6
1.4

V/C Ratio

1.2
1.0

2.04

0.8
0.6

1.50

0.91

0.4

1.44

1.33

1.29

2.03

1.22
1.01

1.19

0.2
0
Key Links

M2
North Epping

Old Windsor Road

Kellyville

Windsor Road
Castle Hill Rd

M2
North Epping

Cherrybrook
Epping

The public transport passenger crowding levels are based on seated capacity only.

87

NSW LONG TERM TRANSPORT MASTER PLAN

4
GETTING SYDNEY MOVING AGAIN

Mona Vale to the CBD Most travel in this corridor

is between private residences in the citys north
and the CBD. No rail services operate along
this corridor; bus is the only public transport
option. Very high bus volumes operate along the
congested road network from Spit Junction to
the CBD. The corridor experiences very slow bus
speeds to the CBD due to interaction with other
traffic on most of the route. In addition, there is a
high variability in bus speeds, with bus travel times
varying by more than 10 minutes from service
to service. Traffic congestion occurs along this
route particularly between the Spit Bridge and the
Harbour Bridge, with the Spit Bridge having a
V/C ratio over 1.0.

Figure 4.17 Mona Vale to the CBD constrained

corridor

Population growth in this corridor is forecast to

be less than 20 percent to 2031, lower than the
Sydney average forecast growth.

Figure 4.16Mona Vale to the CBD, volume to capacity, 2011 and 2031 do nothing scenario
1.6
2011

2031

1.4
1.2

V/C Ratio

1.0
0.8
0.6

1.31

1.40

1.39

1.52

0.4

0.65 0.73

0.2

0.35

0.42

0.35

0.42

0.30 0.35

0
Key Links

Spit Road

Military Road

Pittwater Road

Military Road

The public transport passenger crowding levels are based on seated capacity only.

88

Manly Road

Pittwater Road

NSW LONG TERM TRANSPORT MASTER PLAN

Figure 4.19 Liverpool to Sydney Airport constrained

corridor

4
GETTING SYDNEY MOVING AGAIN

The Liverpool to Sydney Airport corridor This

corridor links regional NSW, South West Sydney,
the Airport and Sydney CBD. The M5 is very
congested during peak periods with a V/C ratio
over 1.0 and average speeds reducing to below
40 km/h. The high population growth forecast in
South West Sydney will place increasing pressure
on this corridor, further reducing speeds on the
M5 by 2031. The East Hills Rail Line is approaching
capacity at Wolli Creek and further growth has
implications for the capacity of the rail system to
accommodate demand at Sydney Airport.

Figure 4.18Liverpool to Sydney Airport, volume to capacity, 2011 and 2031 do nothing scenario
2.5
2011

2031

V/C Ratio

2.0

1.5

1.0
1.74
0.5

1.19

1.76
1.22

1.39
1.00

0
Key Links

M5 Salt Pan Creek Road

M5 Arncliffe Road

Turrella Wolli Creek

The public transport passenger crowding levels are based on seated capacity only.

89

NSW LONG TERM TRANSPORT MASTER PLAN

THE SYDNEY STRATEGIC TRANSIT NETWORK

4
GETTING SYDNEY MOVING AGAIN

The Strategic Transit Network is a high-level

approach to assessing capacity and defining
service standards across the entire network
in a mode-neutral way. The Strategic Transit
Network encompasses the public transport
network and does not represent the road
network, although public transport modes
likebuses rely on the road network, and the
road network interfaces with the Strategic
Transit Network.
The Strategic Transit Network defines the
service standards that we expect our transport
system to meet in terms of frequency and
throughput for each corridor. It also allows
us to prioritise future transport investments
and policies to meet the needs of a growing
population and growing economy and to
ensurethe development of an integrated and
effective network.
The Mass Transit Network is the foundation of
the transport system. We expect Mass Transit
Network corridors to provide high service
frequencies particularly during peak periods at
average speeds greater than 30 km/h at peak
times mostly in their own corridor.
The Intermediate Transit Network supports the
Mass Transit Network by providing good allday frequencies at average speeds generally
greater than 20 km/h.

90

The Sydney Strategic Transit Network reflects

a hierarchy of links between Sydneys strategic
centres. The hierarchy guides and prioritises
which investments should be made along the
corridors that make up the network.
The current configuration of the Strategic
Transit Network is shown in Chapter Two.
Figure 4.20 shows how we would like the
future network to look in 2031, following the
implementation of the Long Term Transport
Master Plan, and illustrates the actions we
will take to upgrade the physical network
to the standards defined by the Strategic
TransitNetwork.
Examples of specific investments in the
Strategic Transit Network include Sydneys
Rail Future, which will result in enhancements
on a number of rail lines to the West and
extensions to the North West and South
West. A proposed Bus Rapid Transit scheme
may enhance sections of the Strategic Transit
Network extending to the Northern Beaches,
and a potential new light rail line to Randwick
may enhance access for the South East section
of the Strategic Transit Network.

NSW LONG TERM TRANSPORT MASTER PLAN

Figure 4.202031 Sydney Strategic Transit Network with planned and potential upgrades

4
GETTING SYDNEY MOVING AGAIN

Global Sydney
Regional city

Major centre
Specialised precinct

Potential specialised precinct

Planned major centre
Potential major centre
Interchange / terminus

Mass transit
Intermediate transit
Committed extension
Potential extension
Committed enhancement

91

NSW LONG TERM TRANSPORT MASTER PLAN

4.3 Congestion is clogging our transport network

In addition to constraints on the busiest corridors, congestion is experienced across the transport
network on our rail network, on the citys main roads and arteries and on the bus network across Sydney.

4.3.1 We are moving around more

at different times of the day

GETTING SYDNEY MOVING AGAIN

The most critical period for our transport system

is the morning peak when people are travelling
to work, dropping their children at school,
transporting freight and making deliveries to
businesses. This demand puts a strain on the citys
entire transport network, not just its strategic
corridors. Our transport network also struggles
to service travel at other times of the day,
including off-peak times during week days and on
theweekends.

Figure 4.21 shows the various trip purposes that

contribute to the distribution of travel across
the day. The commuter peak period, drop offs
and education trips create the congestion we
experience in the morning peak. However,
discretionary travel such as shopping and
recreational trips contributes to the growth of
off-peak travel.
Figure 4.22 shows the growth in weekend travel
since 2001. On some parts of the network,
motorists now experience similar levels of
congestion on Saturdays to those occurring during
the weekday peak periods a common trend
shared with cities of a similar size around the world.

Figure 4.21Distribution of travel throughout an average weekday according to purpose

8am
511,000

Total travellers at key times

12pm
253,000

3:30pm
421,000

5:30pm
455,000

250,000

Number of travellers

200,000

150,000

100,000

50,000

0
am

92

12

10

11

12
pm

Commute

Education/child care

Work-related business

Drop-off/pick-up

Discretionary
Based on unlinked trips

10

11

12

NSW LONG TERM TRANSPORT MASTER PLAN

Figure 4.22Growth in weekend travel, 2001-02 to 2010-11

600,000
2010-11

500,000

2010-11 Weekday

400,000

300,000

200,000

100,000

0
am

12

10

11

12
pm

10

11

12

4.3.2 Our rail network needs to grow

Sydneys rail network is fundamental to how the
city functions. Approximately one million journeys
are undertaken by passengers on the CityRail
network on a typical workday, one third of which
occur between 6am and 9.30am. As Figure 4.23
illustrates, almost 50 percent of this morning peak
passenger demand is headed for stations within
the CBD mostly to Wynyard, Town Hall and
Central (see discussion on the Sydney CBD later in
this chapter).
Most of Sydneys rail network was built more than
100 years ago and is primarily centred on servicing
the CBD. There has been little recent expansion
of the network, with 39 kilometres of the total
CityRailsystem of 1,050 kilometres built in the
past33 years. As Sydney has grown and evolved
to a multi-centred city, its needs have changed and
our rail system needs to evolve to keep up with
these changes.
The strong demand for rail travel to Sydney CBD
destinations contributes to congestion along the
rail network, with a shortage of station capacity
in the central city a significant bottleneck in
the network. Congestion occurs on all rail lines

GETTING SYDNEY MOVING AGAIN

Number of travellers

2001-02

entering the CBD, apart from the Eastern Suburbs

line. Figure 4.24 shows what this congestion is
likely to be in 2031.
There is now significant crowding on most lines
at the height of the morning and evening peak
periods, with track capacity reached on the two
busiest lines, the Western and Illawarra Lines, and
on the East Hills and Airport Line, at these times.
A complex operating configuration designed to
provide through-services to Sydney on almost
every line means rail-to-rail interchanges are
concentrated at Central and Town Hall Stations,
creating major bottlenecks.
Detailed demand forecasts undertaken for the
Long Term Transport Master Plan show that
crowding levels on the network will increase and
many parts of the network will be near capacity
in 2031, even with service improvements that
are possible within the constraints of the current
network configuration. With demand for rail travel
expected to increase by more than the current 1.3
percent per year (if capacity allows), significant
levels of crowding are predicted for the East Hills
and Airport and Northern and Western Lines.

93

NSW LONG TERM TRANSPORT MASTER PLAN

Figure 4.23Number of people exiting rail stations in the morning peak on an average weekday (2010-11)

4
GETTING SYDNEY MOVING AGAIN
CityRail
network

2000

1000

500

250

*Total patronage for Sydney CBD stations: Wynyard, Town Hall, Central, Circular Quay, Museum, and St James.

94

NSW LONG TERM TRANSPORT MASTER PLAN

Figure 4.24Rail network performance (represented by volume-capacity ratio), AM peak, 2031 do nothing scenario

4
GETTING SYDNEY MOVING AGAIN

Crowding Level

Description of crowding for double deck trains

Very Low

Passengers are mostly seated

Low

Seated capacity is reached and people start too stand

Moderate

Standing space approaching full capacity for reliable running

High

Crowding with some reliability impact

Very High

Crowding starting to have material reliability impact

Passenger displacement

Additional passengers are unable to board the train

Note: The above passenger crowding levels are based on total capacity (including both seated and standing passengers). This is a
more generally accepted measure internationally rather than expressing capacity on the basis of seating alone.

95

NSW LONG TERM TRANSPORT MASTER PLAN

Figure 4.25 models the future demand for rail

travel on the Western Line depending on different
annual growth rates, showing that even a modest
increase in demandwill cause the line to reach
capacity within 20 years.

GETTING SYDNEY MOVING AGAIN

Growing congestion is reflected in increasing

travel times along a number of rail routes to
accommodate the extra time required at many
stations to allow passengers to board and alight
due to crowding. At the same time, the operational
constraints on the rail network and our desire
to continue running through-trains to the CBD,
which results in multiple services and lines using
common track have kept the number of trains
per hour at the same level for many years.
Sydneys double-decker fleet is slow to board
and causes delays at many stations. Limited
platform space and stair capacity at stations such
as Central, Town Hall and Wynyard also increase
dwell times. These delays reduce the networks
capacity to run more trains per hour and also have
impacts across the entire rail network.

It is often more difficult to travel by rail at

peak times. Crowding in trains at peak times is
consistently the most common reason given by
rail travellers for their dissatisfaction with CityRail
services. Because trains are crowded at peak
hours, commuters on some lines are often unable
to board trains and have to wait for a later service.
Major improvements to the existing rail network
are required to meet current customer needs and
to prepare for expected capacity demands. With
the network approaching its capacity limits, we
face the choice on some lines of either building
a new line now or changing to a simpler, more
effective operating model an approach adopted
by many other cities around the world. The
benefits would include savings intravel time, more
frequent services and greater reliability.

Figure 4.25Forecast rail demand loads, Western Line

33,000

Passenger
displacement
(>137.5%)

30,000

Significant crowding
(<137.5%)

27,000

Very high crowding

(<125%)

24,000

High crowding
(<112.5%)

21,000

Moderate crowding
(<100%)

18,000

Low crowding
(<87.5%)

Rail Passengers (AM Peak, 1 hour)

Impact of North West Rail Link

15,000

2012

2014

2016

2018

2020

2022 2024

Higher Growth Scenario 3.2%per annum

96

2026 2028 2030 2032

2034 2036

Lower Growth Scenario 1.7%per annum

NSW LONG TERM TRANSPORT MASTER PLAN

4.3.3 A bus network that works

forcustomers

Because buses compete for road space with

cars, the bus network is affected by the growing
congestion on Sydneys roads, especially along
arterial connections and routes to the Sydney
CityCentre.

Congestion in the Sydney City Centre causes a

bottleneck for a number of bus services, with
critical pinch points at Wynyard Station and
York Street. Bus operators report low passenger
numbers on many Sydney City Centre services,
indicating that services that do not need to
go to or through the Sydney City Centre may
unnecessarily contribute to congestion. As shown
in Figure 4.27, the highest volumes of buses enter
the Sydney City Centre across the Harbour Bridge,
from the east on Oxford Street and Anzac Parade,
from the South West on Broadway and from the
West over Anzac Bridge.

Congestion is slowing down many bus services,

with longer and more volatile travel times
recorded across the network during peak periods.
This unreliability has effects across the bus
network, with delays moving along the service

Approximately 48,530 trips are made by people

on buses into the Sydney City Centre in the
morning weekday peak. A limited number of
gateways provide entry points into the Sydney
City Centre from regional and inner area corridors,

GETTING SYDNEY MOVING AGAIN

Sydneys geography means that we rely heavily on

our bus network to connect with the rail network
and to service areas that are not accessible by
rail. The network operates about 850 routes that
together traverse 87 million kilometres, and provide
approximately 220 million passenger journeys
each year around the same number as our rail
network. The flexibility offered by bus travel means
buses service a larger catchment area and a wider
range of trip types than rail, while also servicing
shortertrips.

chain and holding up the next services, particularly

along congested routes such as Parramatta
Road and across the Harbour Bridge. Figure
4.26 illustrates the travel time variability that
occurs on bus routes in and around the CBD on a
typicalweekday.

Figure 4.26Travel time variability on buses travelling on corridors approaching the Sydney CBD.
8am

6pm

11
10

Variance from timetable (minutes)

9
8
7
6
5
4
3
2
King St

Anzac Pde
York St
Parramatta Rd
George St

Elizabeth St
Anzac Pde Busway

-1
-2
5
am

10

11

12
pm

10

11

97

NSW LONG TERM TRANSPORT MASTER PLAN

Figure 4.27Bus volumes entering the Sydney City Centre during the two hour morning peak 2012

4
GETTING SYDNEY MOVING AGAIN
Principal road

98

Secondary road

CityRail network

CityRail station

NSW LONG TERM TRANSPORT MASTER PLAN

Extending out from the CBD, services are slowed

down and delayed by route congestion along
Parramatta Road and Anzac Parade.

Bus service congestion in the CBD, variable travel

times and access to growing centres and areas
not serviced by rail are all issues that need to be
addressed to ensure that we manage the growing
demand for bus travel while maintaining an
efficient service that is an attractive alternative to
using our cars.

GETTING SYDNEY MOVING AGAIN

The Harbour Bridge acts as a gateway for an

average 620 inbound buses during the two hour
morning peak. Parramatta Road accommodates
an average of 270 inbound buses, Anzac Parade
brings about 270 buses into the city, and Oxford
Street carries an average of 170 buses. The average
number of buses entering the Sydney City Centre
in the morning peak is 1,610, as can be seen in
Figure4.27.

Demand for bus travel is forecast to grow by

30percent to 2031. Increased bus services
will be required, as this growth will increase
congestion along key routes and as a number of
these routes link growth centres beyond the CBD.
This increased congestion may adversely affect
business expansion and employment growth in
these centres.

particularly to/from the North and West, resulting

in a concentration of transport moving through
these gateways. This has impacted on the amenity
of Sydney City Centre locations, such as Railway
Square, Town Hall and Wynyard, which struggle
under high levels of passenger demand during
peak periods.

99

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NSW LONG TERM TRANSPORT MASTER PLAN

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GETTING SYDNEY MOVING AGAIN

d
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NSW LONG TERM TRANSPORT MASTER PLAN

4.3.4 Growth is putting our road

network under pressure

Congestion occurs mainly during the morning

and evening peak hours when many people are
commuting to and from work. This congestion
is concentrated on the main arteries leading to
employment centres.

Many arterial roads have average travel speeds of

less than 30 km/h in the morning peak as shown in
Figure 4.29. Speeds on the motorway network are
also low in places, with the M4 and M5 Motorways
experiencing travel speeds below 40 km/h and
50 km/h in some locations in the morning peak.
Motorists using the M2 experience travel speeds

As shown in Figure 4.30, weekday morning major

congestion occurs on the motorway network that
provides access to Sydneys CBD. The M2, M4 and

Figure 4.29Minimum, average and maximum AM peak travel speeds on key roads in Sydney
Range of travel speeds
80
Average travel speed
70
60
50
40
30
20
10

Windsor Road (Castle Hill to Parramatta)

Warringah Road (Frenchs Forest Brookvale)

Victoria Road (Hunters Hill to Rozelle)

Victoria Road (Parramatta to Hunters Hill)

Sunnyholt Road

Stoney Creek Road

King Georges Road (Kingsgrove to Strathfield)

Pittwater Road (Balgowlah to Brookvale)

Parramatta Road (Ashfield to Sydney)

Pacific Highway (Lane Cove to North Sydney)

Oxford Street

Old Windsor Road

Old South Head Road

Narellan Road

Mona Vale Road

Manly Road Spit Road Military Road

M5 and M5 East Motorways

M4 Motorway (Eastern Creek to Clyde)

M2 Hills Motorway (Carlingford to North Ryde)

M2 Hills Motorway (Seven Hills to Northmead)

Gore Hill Freeway Warringah Freeway

Forest Way

Epping Road

Eastern Valley Way

Cumberland Hwy (Carlingford to Nth Parramatta)

Camden Valley Way

0
Botany Road

AM Peak Inbound Min/Avg/Max Travel Speeds (km/h)

90

GETTING SYDNEY MOVING AGAIN

Figure 4.29 shows the high degree of travel speed

variability that occurs on the network during the peak
congested conditions. The speed variability on the
M5 ranges from below 40 km/h to above 80 km/h.

M5 are all operating at capacity during the morning

peak. Other key bottlenecks such as Victoria
Road, Spit Bridge and the Harbour Bridge are
at capacity. Congestion occurs on approaches to
the CBD, Sydney Airport and Port Botany and to
centres such as Parramatta. Some major crosscity routes such as Dee Why to Chatswood and
Hurstville to North Ryde are also congested.

101

NSW LONG TERM TRANSPORT MASTER PLAN

4
GETTING SYDNEY MOVING AGAIN

as low as 20 km/h in some sections. The high

variability in travel speeds and times along major
motorways and arterial roads decreases road
freight efficiency and productivity and adds time
to commuters journeys each day. An unreliable
network makes travel difficult to plan.
Forecast strong growth in car traffic over the
next 20 years means that road congestion will
get worse unless action is taken. Over the next
20years, congestion will increase on the motorway
network and on the arterial road network, which
has less capacity to accommodate through trips.

City-wide road congestion and travel delays are

impacted by gaps in Sydneys motorway network.
Our motorways and the arterial road network
that feeds into them are the major routes used
for direct access to Sydneys major centres from
other parts of the city and from our regions.
They are also critical to the efficient operation of
the road freight network. An efficient motorway
network must support major growth areas in
the North West and South West and support
the productivity of the freight and logistics
industry and its connections to the ports and
Sydney Airport, intermodal hubs and freight
activitycentres.

CONGESTION: AN INTEGRATED PROBLEM THAT REQUIRES

INTEGRATED SOLUTIONS
Congestion on the road network has many
causes and manifests itself in different
ways across the transport network.
It requires of solutions that address
problemssimultaneously.

The Long Term Transport Master Plan provides

measures that go beyond addressing the
visible incidence of congestion and extend
to the management of the States transport
systems as a whole*, by:

Congestion can either be characterised as

non-recurrent (caused by one-off events
such as crashes) or recurrent. Recurrent
congestion happens when a road regularly
reaches its maximum capacity. It is caused
by factors that affect demand for road space
such as the behaviour of transport users,
landuse patterns, employment patterns,
income levels, infrastructure levels or poor
trafficengineering.

Accommodating land use, growth and urban

renewal and ensuring land use policies make
a positive impact on congestion

Congestion on one mode of transport affects

other modes. For example, road traffic
congestion affects those who drive, catch the
bus and cycle and has subsequent effects for
those who catch the train.

Managing demand through priority

measures, demandresponsive technology,
better customer information and pricing
Managing congestion on roads by encouraging
the use of public transport by:
Developing an integrated, fast, and reliable
bus network
Improving public transport interchanges
Employing a coherent, whole-of-network
planning strategy through the Strategic
Transit Network.

*P20, Managing Urban Traffic Congestion, Transport

Research Centre, European conference of Ministers
ofTransport.

102

NSW LONG TERM TRANSPORT MASTER PLAN

Figure 4.30Road network performance (represented by volume-capacity ratio), AM peak, 2011 and 2031 under a
dominimum scenario

4
GETTING SYDNEY MOVING AGAIN

Ratios on orbital motorway and metroad network

< 100% Orbital Motorway and Metroad Network
100-120% High delay and travel time variability
> 120%

Very high delay and long queues

103

NSW LONG TERM TRANSPORT MASTER PLAN

Figure 4.31Motorways and major metropolitan roads in Sydney

4
GETTING SYDNEY MOVING AGAIN
Motorways and freeways
Major metropolitan roads

Missing sections in the motorway network cause

traffic congestion. These gaps include the M4 not
connecting to the Port and Airport; the F6 (M1) not
providing access to the motorway network from
the South; and the F3 (M1) and M2 not connecting
with each other. The gaps mean arterial routes are
at capacity during the morning peak period. Figure
4.31 depicts the main gaps in the Sydney motorway
network. Work is underway to widen the M2 and
M5. These works will help to ease congestion.

104

Growth centre

Major centres

motorways are the arteries of the city, particularly

for the growing freight task. Tackling road
congestion challenges will require ongoing
investment in Sydneys road network, to fill the
missing links that cause congestion, delays and
access problems on the motorway network and to
make sure the citys growth areas and centres have
good arterial road connections with each other and
to the Sydney City Centre.

NSW LONG TERM TRANSPORT MASTER PLAN

THE COST OF CONGESTION

While road congestion can reflect a growing economy, it also has a cost to our economy of around
$5.1 billion each year or nearly $1,100 for every person living in Sydney.
The cost of this is longer travel times, which make working days longer and means less time for
family and recreational activities. Congestion also leads to higher transport costs, which can drive
up the price we pay for goods and services and erode the competitiveness of our businesses.

Figure 4.32The economic cost of congestion in Sydney 1980-2020

10

Private vehicle

Light commercial and heavy vehicles

Billion $

7
6
5
4

GETTING SYDNEY MOVING AGAIN

The State of Australian Cities 2010 report noted that a failure to contain congestion costs in Sydney
and Australias other capital cities will impact adversely on national productivity and national, state
and local economies.

By 2020, the costs of congestion are expected to rise to $8.8 billion a year (see Figure 4.32) as
Sydneys population grows and as travel, particularly car travel, increases. Unless we act, the costs
of congestion will grow at 6.8 percent per year over the next decade double the growth rate of
congestion costs in the previous decade and nearly triple the expected rate of economic growth.
Once congestion costs start growing faster than economic growth, they consume a larger and
larger share of household budgets and business expenses.

3
2
1
0
1980

1990

2000

2010

projected

2020

Road congestion also has an impact on Sydneys air quality. Figure 4.33 shows that if we adopt
a do nothing approach to managing congestion, emissions from motor vehicles will increase,
reducing air quality and having negative consequences for community amenity and Sydneysiders
health and wellbeing.
Figure 4.33Forecast emissions from motor vehicles 2011, 2021 and 2031 under a do nothing scenario
600
2 hr AM Peak Emissions (in tonnes)

2011

2021

2031

500

400

300

200

100

0
CO (Carbon monoxide)

NOX
(Mono-nitrogen oxides)

PM10 (Particulate Matter

< 10m)

VOC (Volatile organic

compounds)

CO2 (Carbon Dioxide)

105

NSW LONG TERM TRANSPORT MASTER PLAN

4.4 Supporting the Sydney City Centre

4
GETTING SYDNEY MOVING AGAIN

Sydney CBD is the nations major financial

centre and is the Asia Pacific headquarters for
many of the worlds leading firms and national
and international businesses. Firms located in
the central city have access to a highly skilled
workforce that is increasingly concentrated in
knowledge-intensive industries and the services
sector. The CBD is our gateway through which
Sydney competes internationally, on behalf of
NSW and Australia, for people andinvestment.
As the home of some of Australias most popular
tourist attractions, the Sydney City Centre is also
a premier tourist destination. Most international
visitors arrive in Australia via Sydney and spend
time in the central city.
Over the years, Sydneys growth in conjunction
with the prime employment role of the CBD has
created pressures on all transport modes. With
the employment and population of the central
city expected to grow by about 100,000 and
20,000 respectively between 2011 and 2031, these
pressures will only increase.
The CBD needs to protect its core economic role
by managing these pressures in an efficient and
sustainable way. At the same time, with more
people wanting a central city lifestyle, we need
to improve the amenity and liveability of the
Sydney City Centre by reducing vehicle traffic and
allocating more space for walking and cycling.

4.4.1 Securing the CBDs success

Sydney CBDs ongoing strength and success
is based upon its capacity to perform several
critical functions, each of which generates specific
transport challenges.
The CBD has to support efficient connections in
moving people and goods between key hubs of
economic activity and the city centre, the Airport
and Port Botany. It also needs strong links with
other major cities in NSW and interstate.
The CBD has to maintain a high level of amenity,
liveability and vitality to attract international firms
and workers. These qualities are also important
to the growing number of residents moving into
innerSydney.

106

The productivity of businesses located in the

central city relies upon ready access to a supply
of skilled workers. With the largest single
concentration of jobs in Sydney, the CBD must
remain highly accessible for commuters from all
parts of the city.
The CBD is the base of growing financial,
professional and specialised services sectors, all
of which are generating more short trips in and
around the central city and its adjacent precincts.
The requirement for well integrated connections to
the rest of Global Sydney is also likely to increase
over time.
Easy access to tourist attractions, major events
and sporting and entertainment venues is vital to
the CBDs success.

4.4.2 The CBD is a focal point

ofdemand
Sydney CBDs various functions and roles generate
travel patterns and demands that are markedly
different from the rest of the city and that create
their own constraints and challenges.
On a typical weekday the number of people in
the centre of Sydney grows from around 50,000
residents overnight to half a million during work
hours the highest concentration of people and
jobs in the country. A total of 509,000 trips are
made into the city centre each weekday, including
205,000 in the morning peak. This is expected to
grow to around 242,000 trips by 2031 (an 18percent
increase in the CBD in the morning peak).
Nearly 150,000 people (or 72 percent of all
commuters) who come to the CBD in the morning
peak period use public transport, with volumes
forecast to increase by 31 percent (about 45,000
additional people) over the next 20 years. As
shown in Figure 4.35, around 90,600 come to
the city centre by train; 48,530 travel by bus and
8,900 come by ferry.
Around 50 percent (250,000) of all weekday trips
to the CBD come from adjacent suburban areas.
People travel from these areas for work, shopping,
education, entertainment, events and tourism.

NSW LONG TERM TRANSPORT MASTER PLAN

SYDNEY CBD AN ECONOMIC POWERHOUSE

Figure 4.34Sydney city centre, population and
employment distribution

GETTING SYDNEY MOVING AGAIN

Sydney CBD generates $70 billion of economic

activity each year equal to around 20 percent
of the NSW economy and six percent of
Australias Gross National Product.

Economic activity

Employment
Around 330,000 jobs (14 percent of all Sydney
jobs) are located in the CBD. This is forecast
to increase to 417,000 in 2031, a 27 percent
increase. About 50 percent of this growth will
occur in the northern part of the CBD.

Services sector
The services sector now makes up 75percent
of all jobs in NSW, many of which are
concentrated in the CBD. Within the CBD, there
is a high concentration of jobs in the finance
sector (around 20 percent of all employment
within those sectors in Australia), information
technology and the creative industries.

Residents
The CBD is home to around 55,000 residents,
with particularly strong growth over the last
15 years. This population will grow to 72,000
by 2031, outstripping the rate of employment
growth and reflecting the increasing popularity
of living in the central city.

Visitors
In 2009-10 more than 2.6 million international
visitors arrived in Sydney and 6.8 million
domestic visitors came to the city. Tourism in
Sydney contributes over $5 billion annually to
Australias economy, with most activity focused
in and around the CBD.
Population

Employment

5,000

5,000

2,000

2,000

100

100

107

NSW LONG TERM TRANSPORT MASTER PLAN

4.4.3 Better access is needed to and within the CBD

Access to the CBD will become more difficult

unless action is taken.

Sydneys road network

GETTING SYDNEY MOVING AGAIN

Travel times from outer areas will increase as traffic

congestion increases. The road network into the
Sydney CBD is not only important for car users, but
is also a vital part of the public transport network
and is critical to CBD commerce. Figure 4.36 maps
the expected travel time increases for people
travelling by public transport to the CBD from
the wider metropolitan area by 2031, showing an
increase in travel time for people who commute to
the CBD from within 10 kilometres those who rely
most heavily on buses for public transport to work.
For extended periods during weekdays and
weekends, the road network within and
surrounding the CBD is at capacity as cars,
buses and trucks compete for space. Important

gateways, such as the Harbour Bridge, Anzac

Bridge and the Eastern Distributor, are heavily
congested, primarily because traffic not destined
for the CBD is forced to use these arteries to reach
areas north and south of the Harbour and to the
east and west.
Within the CBD, major city streets such as George,
York and Clarence Streets, and intersections along
Market and Bathurst Streets, are often congested
with cars, buses, taxis and pedestrians.
With limited road space in the CBD, cars, buses,
commercial vans (light vehicles used for delivery
and specialised trades) and other service vehicles
all compete for parking and driving space. These
conflicting demands for space clog up city
thoroughfares, slow down bus services and reduce
pedestrian safety andamenity.

Figure 4.35Weekday trips into the city centre by mode, AM peak

Walk
Cycle

1,200

Rail

90,600

Bus and light rail

48,530

Ferry

8,900

Taxi

2,270

Vehicle passenger
Vehicle driver
Other

108

10,300

7,100
36,100
400

NSW LONG TERM TRANSPORT MASTER PLAN

Figure 4.36Forecast change in AM peak travel time by public transport to Sydney CBD (2011 2031 do nothing)

4
GETTING SYDNEY MOVING AGAIN

Waterways

Change in travel time (minutes)

Non-urbanised land
-10 0 10

109

NSW LONG TERM TRANSPORT MASTER PLAN

Public transport interchanges

With public transport used by three-quarters

of people travelling to the CBD, key stations
and interchanges are crowded and at, or close
to,capacity.

GETTING SYDNEY MOVING AGAIN

Around 28 million passengers pass through the

Circular Quay interchange each year, of whom
just over half (14.2 million) are ferry passengers.
Many visitors to Sydney will pass through the
interchange at least once. The Circular Quay
precinct experiences pedestrian congestion
andlinks with other transport services need to
be enhanced.
Town Hall Station, which facilitates more than
150,000 passenger movements each week
day,is crowded during the peaks. Traffic
congestion around the station contributes to
bus delays for those people seeking to change
between modes.
Platform capacity has been reached during
the evening peak period at Wynyard Station,
which has 110,000 passenger movements every

weekday, and 39,060 in the three and a half hour

morning peak period. Around the station, 58 bus
services terminate at 15 different stops. More
than 800 buses and 35,000 passengers arrive
in the precinct via York Street, and a further
400 buses and 18,000 passengers access the
precinct via George Street in the same three and
a half hour morning peak period. Wynyard has
a high volume of services converging on a small
space leading to congestion.
Central Station, which has more than 170,000
passenger movements each week day, is the
largest railway station in Australia, serving
almost all lines on the CityRail network and
serving as the terminus of intercity and
interstate rail services. Some platforms are also
crowded at peak periods, and the station is
poorly signposted and unconnected to other
modes such as buses.
Stations at Martin Place, Museum and St James
are relatively underused.

Figure 4.37Passengers exiting at CBD stations for AM peak based on 2011 barrier counts
45,000

Station exits AM peak (6-9.30am)

40,000
35,000
30,000
25,000
20,000

40,540

39,060

35,390

15,000
10,000
13,890

5,000

7,980

6,050

4,990

Museum

St James

0
Town Hall

110

Wynyard

Central

Martin Place

Circular Quay

NSW LONG TERM TRANSPORT MASTER PLAN

Walking in the CBD

Encouraging more people to walk in Sydney

has its own set of challenges. In many places
around the city, pedestrians are not given priority
even in places where many people walk. For
example, traffic signals are timed for optimal
flow of vehicles, not pedestrians meaning that
pedestrians spend longer waiting to cross streets
than they should.

Perceived and actual safety issues are a major

impediment to promoting walking. Safety issues
include poorly-lit footpaths and thoroughfares,
busy roads that lack median areas or islands,
poorly located pedestrian crossings and crossings
with walk times that are too short. Outside inner
suburban areas of Sydney, as settlement patterns
become more dispersed, many places are simply
not conducive to walking.

GETTING SYDNEY MOVING AGAIN

Right across the CBD, pedestrian amenity is

reduced at peak times by congestion. Recent
works have improved provision for pedestrians in
the CBD. New developments are being approved
with an increase in share of public transport and
walking. The Wynyard Walk, for example, will
provide safe and well managed walkways between
Wynyard and Barangaroo. This will be vital for this
precinct and the CBD as it continues to grow.

Many footpaths are not designed for easy access,

with narrow paths and poor surfaces impeding
journeys. Often, major thoroughfares and key
routes are not well signposted for pedestrians.
Walking is also poorly integrated with the public
transport network, with inadequate facilities for
pedestrians at many interchanges. Traffic design
guidelines for pedestrian paths do not always
create a quality environment. People are much less
likely to use unattractive paths.

As shown in Figure 4.38, around 93 percent of the

1,400,000 localised trips within the CBD each day
are made on foot. Volumes are forecast to increase
by 21 percent (260,000 additional people) over the
next 20 years.

Pedestrian delays at traffic signals can increase

walking times by 60 percent reducing travel
speeds from around 6.5 km/h to just 4 km/h.
When we are pressed for time even for a short
journey walking may simply take too long.

Figure 4.38Weekday trips within the city centre

Walk
All other modes

1,237,900
98,100

93%
7%

Cycle

400 0%

Rail

Bus and light rail

Ferry

Taxi

9,900 1%

Vehicle Passenger

4,800

0%

Vehicle Driver

24,000

2%

Other

13,000 1%

15,300 1%
30,000

2%

700 0%

111

NSW LONG TERM TRANSPORT MASTER PLAN

4
GETTING SYDNEY MOVING AGAIN

Cycling in the CBD

Sydneys ferries an Australian icon

Compared to other global cities, Sydneys cycling

links are not extensive. Routes mixed with high
volumes of vehicle traffic discourage some people
who would otherwise cycle into the CBD.

Sydneys ferries provide services across Sydney

Harbour and along the Parramatta River via eight
routes that serve 39 wharves. Sydneys ferries are
often referred to as an Australian icon, are popular
with visitors and perform an important function as
part of the transport network. However ferries are
expensive to operate compared to other transport
modes and are often underused.

However, cycling is growing in the Sydney CBD.

This growth has been fuelled by new bi-directional
bike paths to the CBD (such as along the Harbour
Bridge and Anzac Bridge) that are separated from
cars and that offer faster travel times to the central
city. For example, cycling on the Anzac Bridge has
risen from about 500 per day in 2002 to more than
1,500 per day in 2012. On Anzac Parade, cycling
over the same period has risen from about 250 per
day to about 1,250 per day. And on the Harbour
Bridge cycling has risen from just over 750 per day
to almost 2,500 per day over the last 10 years. This
growth demonstrates that when safe and convenient
facilities are provided, cyclists will use them.
The constraints in the CBD mean it is difficult and
expensive to solve all of these problems with large
scale projects. Rather, in creating a world-class
transport system, we need to look to innovative
solutions and clever improvements to make
the most efficient use of our existing services,
infrastructure and surface space.
We need to look at opportunities to improve
cycling connections including with other transport
modes. Interchanges and public transport that
support cyclists will encourage the use of this
mode. How cyclists are accommodated on the road
network will also continue to be an important issue.

Just two percent of Sydneysiders commuting to

the CBD use ferries. In the morning peak period,
ferries are on average about half full travelling
to the CBD. Customers are divided between
commuters and visitors, and 50 percent travel to
or from Manly. While annual ferry patronage has
stayed static at around 14 million per year over the
last decade, since the NSW Government increased
services 12 months ago, patronage has grown.
A number of issues constrain a substantial boost in
ferry services:
There is limited wharf capacity for vessels
at Circular Quay in peak periods, and
pedestrian access and interchange facilities
needimprovement.
Connecting bus services are typically designed
to serve the greater number of bus passengers
or those who need to connect to rail, rather than
those connecting to ferry services. This makes
it more difficult for ferry customers to rely on a
quick interchange.
There are limited locations where berthing,
mooring and repairing ferries can occur.
Ferries are capital and labour intensive to
operate, and highly seasonal in terms of revenue,
with a surge in travel occurring over the summer
months and on Sundays when Family Funday
Sunday fares are in place.
Ferry services pose particular accessibility
challenges and infrastructure needs to be
upgraded to comply with national disability
access standards.
While some locations and developments,
such as Barangaroo, may be suitable for ferry
services, providing the necessary capacity
requires significant capital investment.

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NSW LONG TERM TRANSPORT MASTER PLAN

4.5 Providing transport to a growing CBD

Figure 4.39 shows the precincts in inner Sydney

with significant forecasted population and jobs
growth between 2011 and 2031. This development
includes the intensification of jobs in Randwick
and the increase of employment in the urban
renewal areas of Barangaroo, Green Square and
Redfern-Waterloo.

Barangaroo
When the first office tower in Barangaroo opens
in 2015, it will be another significant step in the
gradual shift of CBD business activity towards the
west. It will also reinforce the Sydney CBD as a
major high-grade office location, with the northern
CBD as its financial hub.
Until Barangaroo is developed, there are only a
limited number of areas where the CBD interacts
directly with the Harbour. As this disused port
and storage facility is transformed, it will attract
commercial and residential development on a
scale not yet seen in this area, as well as being a
significant visitor attraction.
Forecasts indicate that some 23,000 people will
live or work in Barangaroo and another 33,000
people will visit the precinct every day.
The financial and professional services sectors are
expected to feature largely in business activity in
Barangaroo, requiring links back to the centre of
the CBD. There will be significant pedestrian traffic
between the two locations.
The commercial core of Barangaroo will be located
at Barangaroo South and will be the primary
generator of travel demand. Barangaroo Central

The rapid development of Barangaroo poses a

significant transport challenge. While close to the
core CBD, topographic and network barriers must
be overcome to deliver the high levels of public
transport envisaged for the area.
Such a central and high density location demands
an almost total focus on public transport, walking
and cycling. While the nearest rail station is
Wynyard, pedestrian links are not straightforward
and easily accessible.
In August 2011, the NSW Government set up
a Barangaroo Transport Taskforce which has
overseen the development of an Integrated
Transport Plan for Barangaroo. The taskforce was
chaired by the Director General of Transport for
NSW and included other stakeholders such as
the Barangaroo Delivery Authority, Lend Lease
(the developer of Barangaroo South), the City of
Sydney and other State agencies.

GETTING SYDNEY MOVING AGAIN

The growth in these places is predominantly

situated within reach of existing transport and
other supporting infrastructure. But the expansion
of the inner Sydney footprint will also create
challenges alongside opportunities. Travel demand
will grow and travel patterns will change as more
people choose to live and work in these areas.

and Headland Park will attract people visiting for

tourism, recreational and cultural purposes.

While Sydneys CBD is growing, so too is high volume

activity and high density living across Sydney City
and the Global Economic Corridor. New growth in
areas to the immediate west, north, south and south
east of the CBD are creating opportunities to expand
cultural, leisure, tourism and economic activity.

The Barangaroo Integrated Transport Plan sets

the framework for delivering transport services
and infrastructure to support the Barangaroo
development. Work has started on the Wynyard
Walk a grade-separated pedestrian link that will
directly connect Barangaroo South to Wynyard
Station via a short walk. Wynyard Walk will open
in 2015 and will provide connectivity and capacity
sufficient to meet a demand of up to 20,000
pedestrians in the one hour business day morning
peak in both directions.
Planning is also underway to ensure that all modes
service Barangaroo including a new midtown ferry
hub at Barangaroo South and new bus services
along Hickson Road.

Green Square
Green Square is Australias largest urban renewal
site and one of the inner citys fastest growing
areas. Since 2000, some 11,000 new residents have
settled in the area; by 2030 there will be capacity to
accommodate about 40,000 residents and 22,000
workers. The site is part of the Global Economic
Corridor and located 4.5kilometres to the south
east of the CBD en route to SydneyAirport.
113

NSW LONG TERM TRANSPORT MASTER PLAN

Figure 4.39Precincts with forecast significant population and employment growth between 2011 and 2031
in inner Sydney

4
GETTING SYDNEY MOVING AGAIN
Sydney CBD

114

Growth precincts

NSW LONG TERM TRANSPORT MASTER PLAN

Randwick
To the south east of the CBD, Randwick is
expected to experience 50 percent growth in
industry output between 2011 and 2031, reflecting
the substantial increase in jobs forecast for
the area. The main driver for this growth is the
Randwick Education and Health Specialised
Precinct, made up of the University of NSW and
the Randwick Hospitals precinct. Randwick is an
example of the influence being exerted in many
cities around the world by strong growth in health
and education services, with leading hospitals,
research institutions, universities and private
firms increasingly joining forces to commercialise
scientific research creating new jobs and
opportunities along the way.
The absence of a rail link from the CBD places
pressure on the bus network to meet the
Specialised Precincts increasing need for a high
capacity, reliable and fast transport service to the
CBD and beyond. While bus priority measures
have been implemented on this corridor, services
still experience delays due to interaction with
othertraffic.

Moore Park is home to the Sydney Cricket Ground

and the Sydney Football Stadium. These venues,
combined with a range of sporting activities in
the park itself, exhibition facilities at the Hordern
Pavilion and Royal Hall of Industries, and shopping
and dining in the Entertainment Quarter, put
Moore Park on a sound footing to remain an
important sports and events precinct in the central
citys south east.
Events in the precinct attract high numbers of people.
A demand estimate for major events in Sydney shows
that more than 488,000 people attend the SCG each
year for AFL and cricket matches; more than 668,000
attend football matches at the Sydney Football
Stadium; and a further 280,000 attend events and
concerts at Hordern Pavilion. These high numbers of
peoplecoming to the precinct generate congestion
along the Randwick corridor during major events.

GETTING SYDNEY MOVING AGAIN

However, the growth of Green Square does

present transport challenges. While Green Square
Station is on the Airport Rail Line and only a few
minutes to the CBD, much of the forecast growth
in the area will be beyond walking distance of
the station. Other mass transit solutions may be
needed to meet future travel demand and to
secure direct connections with the CBD and other
activity nodes such as the University of NSW.

Moore Park

Green Square is a good example of inner Sydneys

increasing diversity, with residents, shops, parks,
offices and commercial facilities coming together
to bring the area to life. It is also an example of our
willingness and desire to opt for higher density
living in inner city suburbs a shift that provides an
opportunity to meet our growing transport demand
through public transport services.

While public transport services to Moore Park

have increased, the easy availability of parking
means many people drive to events, adding to
congestion in and around the precinct and placing
pedestrians at risk. In 2010, only five to 20 percent
of people attending events at the SCG and the
Sydney Football Stadium used buses to get to
Moore Park (compared with an average public
transport mode share for major events at Sydney
Olympic Park of 55 percent).
An integrated ticketing system for the precinct will
include a train or bus ticket with entry to events at
the SCG, Sydney Football Stadium and Centennial
Parklands. As the Sydney Olympics showed, these
systems can encourage event-goers to use public
transport reducing congestion in the vicinity
of an event and quicklymoving large numbers
of people. This system is an important step in
improving access to Moore Park and supporting its
development and growth.

North Sydney
Global Sydney comprises the Sydney and North
Sydney CBDs. Due to the predominance of the
Sydney CBD and its proximity, North Sydney can be
overlooked as a centre in its own right. North Sydney
is an important business location with employment
density second only to the Sydney CBD.
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4
GETTING SYDNEY MOVING AGAIN

There were 44,000 jobs in North Sydney in 2011

and this is expected to increase to 56,000 by
2031. Employment is predominantly located in
high-rise office development in the core of the
CBD with lower density commercial and residential
around the fringes. North Sydney is home to
the telecommunications, and the finance and
insurance sectors, both engines of growth in the
modern services economy.
The rapid development of Macquarie Park as
a business centre further to the north-west
places North Sydney in a central location within
the Global Economic Corridor. Maintaining
connections along this line creates both transport
challenges andopportunities.
North Sydney enjoys good public transport access
and 54 percent of commuters travel to work by bus
and train while 39 percent drive to work. Over 56,000
people use the rail station every day, making it the
fifth busiest station on the CityRail network. North
Sydney was upgraded in 2010, providing capacity
to support the growth of North Sydney CBD.
North Sydney CBD is bound to the east by the
Warringah Expressway which separates its CBD
from residential areas to the east. The Expressway
provides convenient road access to the Sydney
CBD and locations to the North including
Chatswood and Macquarie Park. The Pacific
Highway runs through the centre of North Sydney,
creating a barrier to local pedestrian movement
which is addressed through grade crossings, a
footbridge and subsurface connections through
the Greenwood shopping centre.
North Sydneys location on the lower North Shore
and its proximity to the Sydney CBD creates
particular transport challenges. Many people pass
through North Sydney as they travel to and from
the Sydney CBD. This places pressure on the rail,
bus and road networks.
The transport challenges facing North Sydney over
the next 20 years include:
Rail and bus service capacity must meet the
needs of the Sydney CBD and North Sydney in the
peak periods. This can mean that the maximum
load on southbound services occurs immediately
prior to North Sydney in the morning peak period.

116

North Sydney interchange will help maintain the

attractiveness of public transport as a travel option.
Ensuring the interchange has sufficient capacity to
meet future transport needs will include pedestrian
paths, bus stop capacity and facilities.
Roads passing through North Sydney can be
heavily trafficked. Congestion impacts bus
services passing through the centre and impacts
on pedestrian amenity. Balancing the needs of
local development, car parking and throughtraffic will support the growth of North Sydney.
High quality, frequent transport connections
throughout the day are required to support
business-to-business travel, recognising North
Sydneys role within the Global Economic Corridor.

Port Botany precinct

The South Sydney Industrial Area, between
the CBD and Port Botany, is the second largest
employment area in Sydney after the CBD, with
employment in 2011 of about 65,000 and an
additional 16,300 people employed at the Airport.
Significant jobs growth is forecast for the precinct,
including a 31 percent increase at the Port and a
21percent increase at Sydney Airport. The precinct
is also a catalyst for much of the surrounding
economic activity and employment growth.
The growing volumes of freight moving through
the Port make the maintenance of efficient links
between the precinct, the CBD and the Global
Economic Corridor one of our most important
transport challenges not just for Sydney, but for
NSW and the national economy.
The area is serviced by the M5 and Eastern
Distributor and a dense, but low capacity arterial
road network between the Airport and the CBD.
This network is particularly congested during
peakperiods.
While the Illawarra and Airport Rail Lines provide
north-south connectivity, a number of areas are
not accessible by passenger rail and rely on buses
for public transport. The precinct is discussed in
greater detail in Chapters Five and Seven.

NSW LONG TERM TRANSPORT MASTER PLAN

4.6 Customers travel needs

are changing

TRIPS TO THE AIRPORT

Bays Precinct
Glebe Island and White Bay have been used as
a commercial port facility for 100 years. The site
occupies 39.7 ha and currently has eight berths, the
last remaining deep-water berths with backup land
for commercial port use in Sydney Harbour. The
berths and land area are used for various purposes
including commercial vessel lay-up, unloading of bulk
cement, general maritime use, and cruise passengers.
White Bay will continue to be a port facility.
We will progress decisions on related landside
transport requirements. At the eastern end of
White Bay, a new world-class cruise ship terminal
will be operational in 2013. As part of this
development, a new road link will connect the
terminal to the City.
We have established the Bays Precinct Taskforce
to advise on renewal opportunities and land
use and transport planning for the wider site. A
priority for the Taskforce is ensuring the precincts
continued operation as a freight port, balanced
with other mixed-use maritime, commercial, and
recreationalrequirements.

Sydneysiders travel patterns are changing, with

a trend emerging of more off-peak and weekend
travel. Frequency of services is listed by public
transport customers as one of the most important
factors in how satisfied they are with the services
they use. But at some times of the week, services
are much less frequent despite demand being
relatively high. In part, this is due to historic
reasons. Our transport system was developed
largely to cater to a nine to five, five-day working
week. As working patterns and lifestyles change,
many more of us now want and need to travel
outside peak times. The rise of the services sector
has contributed to this change in demand, with
more people now working on the weekends
and many more commercial and other vehicles
operating outside traditional business hours.

GETTING SYDNEY MOVING AGAIN

Activity at Sydney Airport is forecast to double

over the next 25 years: from 36 million trips
each year to 79 million trips. This means that
airport traffic by itself will have a major impact
on the corridor, before any other growing
demands are taken into account such as
travel from South West Sydney to the CBD or
an increase in freight bound for Port Botany.

4.6.1 Our growing demand for

offpeak and weekend travel

Travel demands associated with Sydney Airport

continue to grow. At present, around 100,000
trips are made every weekday to and from
the Airport. Roughly one third (36 percent) of
these trips start in the CBD and inner Sydney,
with the next greatest proportion of travellers
(13percent) coming from the North Shore/
Northern Beaches. The majority of these
travellers must pass along the Airport to
CBD corridor to reach the airport.

While Sydneys transport system serves many

communities well, it needs to adapt to the
changing requirements of some places and
people. The Long Term Transport Master Plan
has identified six travel requirements where our
transport system needs to provide better support.

But while our travel habits are changing, our public

transport services generally continue to provide
less frequent services on weekends than during
the week. Cities must respond to these changes: in
Melbourne, for example, train service frequencies
have increased on two rail lines to 10 minutes on
weekends to meet increased demand.
Across the city, our access to high frequency
transport services varies throughout the day
depending on provision and coverage of services.
In particular, bus service coverage and frequency
is highly variable. While rail service frequency
reduces in off-peak times, some bus services stop
altogether outside these while others operate at
low frequency or along different routes.
Public transport services will need to become
more demand-responsive, which requires a better
understanding of customers travel needs and also
better planning around demand generators, such
as universities and new developments.

117

NSW LONG TERM TRANSPORT MASTER PLAN

4
GETTING SYDNEY MOVING AGAIN

Figure 4.40 shows how bus services become

less frequent over the course of a day. The maps
show roads that have a frequency of more than
four buses per hour during: the morning peak,
middle of the day and in the evening. It shows that
frequent bus coverage drops considerably in the
middle of the day, and drops further in the evening,
particularly in the western and northern areas of
the city.

4.6.2 Cross-city trips are increasing

The growing demand for cross-town travel
indicates that a CBD-focused transport network
is no longer adequate to service the travel needs
of Sydneysiders. There is a growing need for trips
across the greater metropolitan area. Almost
half of travel into Sydney is not destined for the
CBD. Including the viaducts and tunnels, about
48 percent of traffic in the morning peak period
within the Sydney CBD is travelling through the
CBD. While the majority of through trips are
accommodated on the perimeter of the CBD,
through-traffic takes up road space on the
approaches that would otherwise be used for
access to the CBD. Over the next 20 years, as
employment centres beyond the CBD continue to
grow in size and importance, cross-town traffic
volumes will increase.

Figure 4.41 shows the combined journeys to work

for Parramatta, Liverpool, Penrith and Macquarie
Park. Many of these journeys are not to the CBD
and these types of trip will increase as more jobs
are generated in these centres.
As cross-town travel increases, congestion is
likely to spread further from the CBD, with areas
between 20 kilometres and 50 kilometres from
the CBD forecast to experience higher reductions
in average travel speeds than areas less than 20
kilometres from the CBD. There is also likely to
be a substantial increase in travel times for crosstown routes on some corridors. For example,
people travelling from Penrith to Campbelltown
or from Badgerys Creek to Blacktown can expect
increases in their travel times of about 20 minutes.
These predicted travel time increases highlight
the growing influence of Sydneys emerging
employment centres on travel demand and the
need to find ways to meet this demand in the
years ahead.

Figure 4.40Roads with buses approximately every 15minutes or more frequently

Average hourly bus frequencies

Roads with buses operating every 15 minutes or more frequently

118

NSW LONG TERM TRANSPORT MASTER PLAN

Figure 4.41Origins of workers travelling to Parramatta, Penrith, Liverpool and Macquarie Park

4
GETTING SYDNEY MOVING AGAIN

Parramatta

Liverpool

Penrith Macquarie Park

Daily journey to work trips (2006)

100-500

500-1000

1000-2500

2500-5000

5000+

119

NSW LONG TERM TRANSPORT MASTER PLAN

4.6.3 Jobs and services need to be more accessible

4
GETTING SYDNEY MOVING AGAIN

A key measure of how well an area is served by

transport is the accessibility residents have to jobs,
education and essential services, and how much
time and money it takes to get where they need to
go. Figure 4.42 shows the percentage of Sydneys
jobs that can be accessed within 30 minutes from
a location by public transport and by car. The
figures illustrate that accessibility of jobs varies
across different parts of the city and that, beyond
the CBD, accessibility by public transport is largely
determined by rail corridors.
People living close to a rail line or a public transport
connection have easier access to jobs; those living
some distance from public transport usually have
to rely on travel by car. Access to jobs by public
transport is poor in the North West and South West,
and in the Northern Beaches. The area serviced by
public transport can be widened by providing more
commuter car parking for park and ride and bicycle
parking at public transport interchanges. Current
programs to increase commuter car parking at rail
stations are being expanded to provide even more
parking spaces in the future.

While car travel provides broader access to

opportunities across Sydney, accessibility to
employment in the outer areas is much more
limited than in areas close to the city centre.
In the outer suburbs, roads designed years ago
to meet rural transport now need to have their
capacity increased to meet growing demand.
Improved network connections need to keep up
with population, employment and housing growth.
Dispersed patterns of residential development make
it difficult to provide a viable public transport service
and in these areas roads need to be expanded to
meet the needs of local residents and businesses,
particularly in the citys outermost areas.
The peripheral areas of Sydneys Greater
Metropolitan Area that are now experiencing
accessibility problems are the same areas that will
experience the greatest population growth, making
improvements to transport services to these areas
even more important.

Figure 4.42Proportion of metropolitan jobs accessible within 30 minutes by public transport and private vehicle

Public transport
CityRail network
Private vehicle
National and state roads and highways

120

% of metropolitan jobs accessible within 30 minutes in AM

peak
5% 10%

20%

30%

40%+

NSW LONG TERM TRANSPORT MASTER PLAN

4.6.4 Walking is an important transport mode

Adequate footpath widths

Safe and convenient pedestrian crossings of
roads at intersections and mid-block crossings
Convenient and legible access to public
transport stations or bus/light rail stops or
ferrywharves

As Figure 4.44 shows, more than two million of the

car trips we make every weekday are less than two
kilometres generally considered a comfortable
walking distance for most people. Walking, instead
of driving, would benefit our health and improve
neighbourhood amenity.
Figure 4.45 shows that walking mode share is
highest in the over 60 age group. This suggests
that walking activity may increase as a result of
our ageing population placing even greater
importance on providing safe and convenient
facilities for pedestrians.

GETTING SYDNEY MOVING AGAIN

Personal safety and security, including adequate

lighting and activated public spaces

Figure 4.43 shows that walking accounts for

18.3percent of all daily trips in the greater Sydney
area. Across the city, mode share for walking is
highest in inner Sydney (39 percent) and lowest
in outer Sydney (10 percent in outer South West
Sydney, 12 percent in the outer Western Sydney
and 13 percent in Liverpool/Fairfield).

Walking is not just good for us it is also good for

our transport system. Many transport journeys start
and end with a walk and journeys that only involve
walking reduce congestion. When homes and
jobs are within walking distance of each other and
within easy walking distance of public transport,
accessibility to jobs and services increases and our
commute is easier. Pedestrian-friendly interchanges
with more street-level activity are safer and more
secure. More people walking to catch the train,
bus or ferry also means less pressure on town
centre streets, busy bus services and commuter
car parking. A consideration when planning
new developments and supporting transport
infrastructure is to provide a network of pedestrian
connections, which requires consideration of:

At the other end of the age spectrum, there has

been a dramatic decline in school children walking
and cycling compared to 20 years ago.

Good signage and wayfinding to support

efficient pedestrianmovement.
Figure 4.43Mode share across the Greater Sydney area (all trips)

Vehicle driver

47.5%

Vehicle passenger

21.1%

Train

8.2%

Bus

7.8%

Ferry

0.4%

Walk only

13.4%

Other

1.6%

121

NSW LONG TERM TRANSPORT MASTER PLAN

4.6.5 Cycling is growing inpopularity

4
GETTING SYDNEY MOVING AGAIN

As with walking, cycling for short trips can reduce

congestion on roads and public transport. Cycling
habits are changing. While overall mode share for
cycling accounts for just one percent of all daily
trips and 1.9 percent of trips under 10 kilometres,
the number of cycling trips is growing, particularly
in inner Sydney. Recent surveys conducted in the
CBD show that cycling is a key part of Sydneys
transport system: every day in Sydney, there are
now 370,000 bicycle trips. About 20 percent of
these trips are for work purposes, and 20 percent

are to the shops, school or uni, or for personal

business. The rest of Sydneys daily bicycle trips
are for recreational and social purposes.
Forty-two percent of households in Sydney
own a bike. Around 90 percent of the bicycle
trips made each day in Sydney are less than
10 kilometres long, with the average distance
being 3.2kilometres. In other words, bicycles are
increasingly a mode of choice for shorter journeys
that are a little too far to walk, but do not justify
the use of our cars.

Figure 4.44Opportunity to replace short car trips with walking (average weekday trips by distance and mode, 2010-11)
9
8
7
* excludes walk linked trips

Trips (Million)

6
5
4
3
2
or
O pp

1
0

Vehicle
driver

Vehicle
passenger

0-1 km

tu n i

ty to

Train

sh

in
xi s t
if t e

g sh

Bus

or t

ip
a r tr

s to

wa l k

Ferry

1-2 km

ing

Taxi

2-5 km

Walk only*

Bicycle

5-10 km

Other

10 km+

Figure 4.45Walking mode share by age group, 2010-11

% of all trips made by walking

30%
25%
20%
15%
10%
5%
0
0-10

11-20

21-30

31-40

41-50
Age

122

51-60

61-70

70 +

NSW LONG TERM TRANSPORT MASTER PLAN

Safety concerns are often cited by people in

our consultations and surveys as a reason for
not cycling in Sydney. This suggests that further
programs to provide measures to separate bikes
from cars would increase cycling.
Further work is required to create a connected
network of cycleways. Despite ongoing investment in
cycle paths and routes in Sydney there are still many
gaps in the network that can create unpleasant
travel experiences and deter people from cycling.

Figure 4.46Benchmarking cycling mode share: cycling participation in a typical week by State and Territory
30%

GETTING SYDNEY MOVING AGAIN

An emerging exception is the Sydney CBD and

inner Sydney, where cycling is starting to grow at a
higher rate than the Greater Metropolitan Area. The
number of cyclists crossing the Harbour Bridge and
Anzac Bridge during a typical weekday has nearly
doubled between 2005 and 2010.

While the signs of greater cycling take-up are

encouraging, some important issues need to be
addressed for cycling to be a mainstream travel option.

While rates of walking in Sydney are on par with

other capital cities, the comparison is much less
favourable when it comes to cycling (Figure 4.46).
Surveys show that cycling is lower in NSW and
Sydney both in general participation and also
for transport purposes, than in any other State
inAustralia.

% of population riding in a typical week

% of population ride for transport in a typical week

25%

26%

20% 21.9%

22.1%
19.1%

18.1%

17.9%

15%

19.4%

17.8%

14.5%
10%
5%
0

11.1%

9.5%

6.1%

5.6%

5.9%

6.6%

6.9%

5.5%

3.6%
ACT

NSW

NT

QLD

SA

TAS

VIC

WA

Australia

4.6.6 Motorcyclists are important road users

Motorcycles provide a flexible, low cost, space and
fuel efficient travel option, particularly suited to
dense metropolitan areas. Motorcycle and scooter
use and registrations have also been growing
strongly in recent years. Both motorcyclists and
the NSW Government are keen to continue to
address safety concerns. Further opportunities
to improve motorcycling conditions, including
improvements to parking, will be investigated. For
example, a lane filtering trial for motorcycles will
begin in February2013.

We will examine opportunities to support motorcycling as part of our roads and parking strategies,
and continue to work with motorcycling stakeholders in developing and implementing actions.
A NSW Motorcycle Safety Strategy (2012-2021) is
being finalised to address motorcycle safety and
support the Road Safety Strategy for NSW.

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NSW LONG TERM TRANSPORT MASTER PLAN

Figure 4.47City of Sydney cycling counts, March 2012

4
GETTING SYDNEY MOVING AGAIN
Daily peak hour cyclists

124

1,000-2,500 cyclists

500-1,000 cyclists

250-500 cyclists

125-250 cyclists

58-125 cyclists

City of Sydney high priority cycle routes

Waterways
Urban areas (City of Sydney)
Parks

NSW LONG TERM TRANSPORT MASTER PLAN

Taking action Getting

Sydney moving again

20 YEAR VISION

Congestion and the travel demands of a growing

population can be tackled by many measures, but
each city or place requires its own solutions. We
must invest in new road and rail links so we can
tackle congestion and provide more services, and
it is also vital we take steps to make best use of the
network we already have. That means taking steps
to free up our network to make it more efficient, as
well as taking steps to manage demand through
measures such as pricing so that our investments
are not eroded as travel demand grows.
Heavy rail is the backbone of the public transport
network. The Long Term Master Plan reaffirms this
role through Sydneys Rail Future. We will also take
steps to preserve those corridors where heavy rail
will be needed in the years ahead.
Our action plan for buses links with heavy rail by
servicing the corridors where heavy rail does not
go, with buses being given priority, including Bus
Rapid Transit, where demand dictates.
Buses also provide local coverage to customers.
We will ensure the bus system is increasingly
flexible and responsive to customer needs by

reducing travel times and responding to growth

and land use changes with new services and a
large bus fleet.
Our road network will still meet the demand for the
journeys Sydneysiders make each day in private
motor vehicles and for the growing freight task.
The motorway network, arterial roads and local
roads, will each remain important.

GETTING SYDNEY MOVING AGAIN

Tackling the transport challenges that will face

Sydney in the future requires a whole-of-transport
system response. Our heavy rail, road and bus
networks will carry most of the task into the future
but they must work together to achieve the best
outcomes possible.

To respond to Sydneys challenges, we have identified actions to modernise and grow the
transport network. A modernised rail network, a fully completed motorway network and a fully
integrated and customerfocused transport system will ensure that Sydneys transport system
has the capacity to handle our rapidly growing transport demand, enabling people and goods to
move around Sydney quickly, conveniently and efficiently. Sydneysiders will be proud of the citys
state-of-the-art rail and bus networks, and the city will be acknowledged as having one of the best
metropolitan transport systems in the world.

The completion of the motorway network is a high

priority in the Long Term Transport Master Plan.
Motorway enhancements in the future include
the 33 kilometre WestConnex scheme in the M4
and M5 corridors, linking the F3 (M1) and M2.
Importantly, we have also identified the major
corridors we need to preserve and protect to allow
timely and planned development of the motorway
and arterial road networks. We will also examine
the benefits from reforming tolls on the motorway
network to match network improvements with
demand management and fairer pricing.
At the heart of the Sydney transport network is the
CBD, a major destination point for Sydneysiders
and the place where many of our transport
challenges combine. While roads in the CBD must
continue to play a supporting role, our Sydneys
Rail Future establishes public transport at the
centre of the Long Term Transport Master Plan
through a major boost to rail capacity by way
of a second Harbour Crossing, potential new
stations and planning for the efficient movement

125

NSW LONG TERM TRANSPORT MASTER PLAN

4.7 Meeting the increasing

demand for Sydneys
growing travelneeds

4
GETTING SYDNEY MOVING AGAIN
126

of people within the CBD. We will combine these

heavy rail changes with a review of bus routes
and network structure within the CBD to improve
flow and service capacity, as well as examining the
potential for a new light rail line through the CBD.
A new ferry terminal to the west of the CBD at
Barangaroo along with an upgraded Circular Quay
will further increase the destination options for
customers, with their service experience enhanced
through a new iconic fleet and service innovation.
Some of our priority actions for Sydney are shown
in Figure 4.48 below.

Figure 4.48Priority actions for Sydney

The centrepiece of our approach will be a

transformational change to, and modernisation of,
the metropolitan rail network as part of a five point
approach (Sydneys Rail Future) to expanding the
capacity of Sydneys transport system.
This approach also includes Modal Plans covering
road, bus, light rail, ferries, cycling and walking.

NSW LONG TERM TRANSPORT MASTER PLAN

Action I mplement efficiencies across the

railnetwork
We will introduce a series of essential rail operational
efficiencies that will provide the foundation for
further modernisation of the railsystem:
Timetable changes to introduce standardised
and regular stopping patterns

In planning Sydneys Rail Future, we have looked

to the best international examples to see what a
world-class city railway looks like. The best city
rail systems share several attributes: high capacity
trains and platforms, simple stopping patterns,
segregated tracks without complex junctions,
separation from freight and high speed rail
operations and advanced signalling.

Significantly improved management of dwell

times at stations

We will take action to build a rail system that has

these attributes.

Track infrastructure enhancement

We will follow the lead of other global cities and

move to a differentiated service approach. In
this hierarchical approach, there will be three
tiers of service with the implementation of high
capacity rapid transit being added to the current
two-tier arrangement of suburban and intercity
services. This new tier will provide high frequency
services, where the timetable is less significant and
customers can simply turn up and go. On these
lines, new single-deck trains will be introduced that
can run faster, more frequently and carry more
people. The development of the three tier network
will untangle the current system and ensure
fast, efficient and reliable services throughout
thenetwork.
The three tier network will be complemented by
a modern fleet, upgraded Sydney stations and
improved customer information.

Platform redesign, including de-cluttering to

allow clear passenger entrance and exit
Better incident recovery management through
improvement of operational processes and the
rollout of digital train radio systems

GETTING SYDNEY MOVING AGAIN

Over the next 20 years, we will build a modern

rail system for Sydney that will rank with the best
in the world, providing an efficient, reliable and
comfortable service that is recognised as one of
the great benefits of living in Sydney.

Short term

4.7.1 Sydneys Rail Future

modernising our metropolitan
railnetwork

Transition to dedicated fleet types for some lines

Introduction of simpler timetables across
thenetwork
The rollout of automatic train protection on
critical sections of the network.
Action Complete the South West Rail Link
We will complete the South West Rail Link, as well
as station upgrades and rail clearways projects.
Action U
 ndertake detailed planning for a second
Harbour Crossing and CBD rail line with
new stations
We will commence planning for the alignment of
the second Harbour Crossing and new rapid transit
line through the CBD.

Modernising our rail system cannot happen

overnight, we can make an immediate start on
getting the basics in place to enable us to build,
over time, a system that not only meets our travel
needs into the future but that is recognised as one
of Sydneys greatest assets.
More details are provided in Sydneys Rail Future,
our long term strategy for the citys rail network.

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NSW LONG TERM TRANSPORT MASTER PLAN

SYDNEYS RAIL FUTURE

Figure 4.49Sydneys Rail Future How our rail network will look

4
GETTING SYDNEY MOVING AGAIN
InterCity (double deck) and regional diesel

Suburban Network (double deck)

Mass Transit Network (single-deck)

The Long Term Transport Master Plan is

accompanied by Sydneys Rail Future which
details how we will deliver the four core elements
needed to give Sydney a world-class rail network
that can support the citys growth:
High capacity rapid transit services where
customers can simply turn up at the station
and expect to get on a train within a short time.
These mass transit services will be separated
from the current suburban and intercity services.

128

New rolling stock higher capacity singledeck trains that can carry more customers
and move around the network more quickly.
Compared with double-deck trains, singledeck trains are able to load and unload
passengers more quickly, enabling shorter
dwell times, and increasing train capacity at
busy rail stations.

NSW LONG TERM TRANSPORT MASTER PLAN

More trains operational changes to enable

us to operate more trains an hour during
peak times, alleviating capacity constraints.

Medium term
Action Build the North West Rail Link

This additional capacity will enable Sydney

Trains to carry another 90,000 to 100,000
people per hour in the peak, delivering sufficient
capacity to serve Sydney well into the future.

We will convert the Epping to Chatswood line

to operate single-deck, high frequency trains
to enable North West Rail Link services to run
from Rouse Hill to Chatswood as rapid transit
services. In the initial stage after the North West
Rail Link is opened, passengers will take a service
to Chatswood where they will change trains to
travel to the Sydney. We will develop a high-quality
interchange to accommodate these passengers.

The strategy will be delivered over five stages:

Stage one will improve the operational performance
of the rail network through better dwell
management, standardised stopping patterns
and improved incident recovery management.
Stage two will consist of initiatives to improve
network efficiency. This will include Automatic
Train Operations, a transition to dedicated
fleet types for certain lines, track infrastructure
enhancements and some platform redesign.
Stage three will introduce a new rapid
transitsystem.
The completion of the North West Rail Link
and the introduction of rapid transit trains will
provide comfortable, frequent and fast high
capacity services from Rouse Hill to Chatswood
(and later through to the CBD and south via the
Bankstown and Hurstville sectors). The Epping
to Chatswood Rail Link will be upgraded to
facilitate the high capacity rapid transit system.
Stage four will consist of the largest increase
in capacity to the Sydney rail network in 80
years with the completion of a second Harbour
Crossing allowing services from the North West
Rail Link to extend directly to Sydney CBD.

Action Epping to Chatswood conversion

Action I mprove rail safety through

technologyupgrades

GETTING SYDNEY MOVING AGAIN

We will complete the North West Rail Link,

our first high capacity rapid transit service
railway, designed to operate single-deck,
highfrequencytrains.

New capacity through the heart of the

network a new Harbour crossing and CBD
line will address growing demand in Sydneys
north-south travel corridor and provide greater
flexibility to respond to future requirements.

We will make a major investment in rail safety

programs, including Automatic Train Protection
and digital train radio systems.

Long term
Action B
 uild a Second Sydney Harbour rail
crossing, new CBD line and new
CBDstations
The centrepiece of the modernised rail system will
be a new Sydney Harbour crossing and CBD line that
will connect Redfern to Chatswood via the CBD. We
have commenced detailed planning for the second
Harbour Crossing. The new CBD line and Harbour
crossing will improve access and connectivity for
the North Shore Line, Epping to Chatswood Rail
Line and North West Rail Link, and will improve
travel times and capacity through the city from the
north and south. It will provide the largest increase
in capacity to the Sydney rail network for 80 years.
New stations will relieve pressure on Central,
Wynyard and Town Hall Stations.

Stage five will consist of a southern extension

of the rapid transit system through the
conversion of the Bankstown and Hurstville
sectors and major timetable changes to existing
suburban services to increase capacity across
the network.

129

NSW LONG TERM TRANSPORT MASTER PLAN

4
GETTING SYDNEY MOVING AGAIN

4.7.2 Sydneys bus future

Our vision for the bus network

Buses have an important role to play as part of an

integrated transport system. Buses are important
for mass transit and connecting centres and local
regions. They provide core services on corridors
with intermediate demand, as well as on the local
network servicing greenfield and other low density
areas (delivering attractive service frequencies
before rail is built, and filling gaps in or relieving
pressure on the rail network).

The bus system must be part of a seamlessly

integrated public transport network. Integration
means that the bus network is part of the
overarching Strategic Transit Network that
includes all other public and transport modes.
The Strategic Transit Network will guide future
decision making on what type of public transport
service should be provided. Corridors and
interchanges will form a connected system that
offers a greater range of bus travel opportunities
than the current radial system. The busiest,
development-rich bus corridors within this
network will be candidates for conversion to high
capacity modes such as Bus Rapid Transit (BRT).

As described in Chapter Two, we know that

customers most value a fast and reliable bus
journey. Therefore, reduced waiting and on-board
journey time, extended service hours and improved
service reliability are the leading factors that will
encourage customers to use the bus.
For public transport patronage to grow on
non-rail corridors, bus transport needs to be
competitive with car travel in terms of network
reach or coverage, door-to-door journey time,
and reliability. This means average speeds of 2530 km/h for selected highest priority corridors,
with implications for how bus network layout and
design can improve service speed, frequency,
reliability and network legibility, and generally
make for a more pleasant customer experience.
Some initiatives are already in progress to manage
congestion including:
Double decker bus trials
Introduction of bus marshalls
Traffic signaling and parking changes
Rerouting of bus services to avoid congestion
areas, including the diversion of services to
operators via the Cahill Expressway in early 2013
to improve overall reliability
Formation of a dedicated police motorcycle
team for the Sydney CBD to target and avoid
traffic stopping in intersections.

130

This all translates into the following actions:

Improve bus networks - improve the quality
of service offered to customers in terms of
frequency, reliability, travel speed and legibility,
improve the efficiency of operating the system
and reduce the impacts of bus congestion in
centres and structure bus networks to meet all
day demand and to support better connections
Fleet upgrades upgrade the bus fleet and move
toward a cleaner, quieter, fit-for-purpose fleet
Infrastructure upgrades implement bus
priority works to improve reliability and,
where possible, travel speeds, ranging from
improvements in bus lanes and intersection
treatments to the construction of dedicated
BRTinfrastructure
Customer experience improvements improve
amenity on buses and at bus stops, T-way
stations and multi-modal interchanges, by
working toward making stops compliant with
the Disability Discrimination Act 1992, and by
improving walking and cycling transport facilities
Integration across modes introduce electronic
ticketing and reformed fare structures,
improved and integrated service planning, and a
redesigned bus network to ensure that the bus
system can be easily navigated as part of multimodal public transport travel.

NSW LONG TERM TRANSPORT MASTER PLAN

The table below shows our actions to improve the bus network over the short, medium, and long term.
Fleet

Customer experience

Integration

Commence Bus Head

Start priority works on
key roads in Western
Sydney growth areas

Enhance service
frequencies on
Western Sydney Bus
Head Start routes
and other strategic
corridors

Complete whole-ofpublic transport system

timetable integration

Infrastructure

Short term (0-5 years)

Deliver bus service

reliability improvements
on other strategic
corridors

Upgrade vehicles,
stops and
interchanges, and
information
Progressively
achieve Disability
Discrimination Act
compliance

Deliver integrated
ticketing reforms
Commence bus network
realignment including
low-frequency route
consolidation
Contract bus services
based on outcomes for
customers
Realign Sydney CBD bus
network

GETTING SYDNEY MOVING AGAIN

Expand and upgrade

existing fleet and
deliver more services

Medium term (5-10 years)

Continue fit-forpurpose fleet
expansion

Northern Beaches Bus

Rapid Transit, subject to
feasibility

Operate more
frequent and reliable
services

Complement North West

Rail Link, other heavy rail
upgrades and light rail

Introduce highcapacity buses on

other key corridors

Study the development

of a major CBD bus
interchange

Add bus frequency to

meet demand

Adopt the three level

service hierarchy for
Sydneys bus system

Enable seamless
interchange to,
from and between
bus services across
entirenetwork

Complete transition
to fully connected
bus system based on
coherent spatialstrategy

Support emergence of
high frequency strategic
bus network for Sydney
with bus priority packages
Long term (10-20 years)
Continue investment
in quieter, cleaner, fitfor-purpose fleet
Meet worlds best
practice for noise
and emissions
standards

Introduce Bus Rapid

Transit on key established
corridors including
Victoria Road
Stage Bus Rapid
Transitdevelopment on
key city-shaping corridors
to service growth areas
and support sustainable
land use change

Develop bus route

networks for growth
centre expansion

The sections that follow describe the initiatives that comprise our bus strategy for the next 20 years.

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NSW LONG TERM TRANSPORT MASTER PLAN

Phase one (short term, 0-5 years): Improve the customer experience

Our most urgent suite of short term actions will be focused on improving the customer experience, and
reducing frustration caused by poor service reliability.

GETTING SYDNEY MOVING AGAIN

Action I mprove bus services and frequency as

the population changes and grows
We will extend operating hours and increase
frequencies to meet demand and improve
customer satisfaction. We will improve night and
weekend services, and enhance services to growth
areas, regional cities and employment areas such
as Sydney Airport. We will also develop targeted
bus transport service offerings where required.
For example, new late night bus services are being
offered from Kings Cross to city interchanges to
better meet customer needs.
Bus timetables will be revised to align with
the timetables for rail and other modes where
the frequencies do not already allow for quick
interchange between services.
Action P
 rovide bus priority and better bus
services on growth centre road networks
under the Bus Head Start Program
An early priority for the development of greenfield
areas will be the construction of bus priority
measures that have the potential to improve bus

132

speed and reliability for access to new suburbs.

We will provide service frequencies and priority
infrastructure as areas are developed, so that
service is not lagging behind. This will include
fleet acquisition, and service frequency to meet
identified minimum standards.
By investing in growth centres, we can provide
a high-standard public transport product at an
efficient cost, provide a reliable public transport
choice from the day people move in and shape
sustainable travel patterns.
Action E
 nhance bus priority on Strategic
BusCorridors
We will implement urgent priority measures on
existing Strategic Bus Corridors, as a means of
making travel time competitive in established
areas. For example, upgrades to enhance bus
priority on clearways and at intersections
is currently being investigated for the six
highest priority Strategic Bus Corridors across
Metropolitan Sydney.

NSW LONG TERM TRANSPORT MASTER PLAN

Phase two (short and medium term, 0-10 years): Create a more efficient,
integratedbusnetwork

Along with the construction of a Bus Rapid Transit

line to the Northern Beaches, we will adopt a new
three-tier service hierarchy for this and other major
corridors in Sydneys strategic bus network. For
the Northern Beaches corridor this will comprise
higher capacity services, frequent buses, larger
fleet for intermediate capacity services, and
standard route buses for all other services.
Action R
 edesign city-wide bus network to
meet customer needs, use buses more
efficiently, and better complement rail
and light rail
We will redesign the bus network based on the
Strategic Transit Network hierarchy (see Chapter
Two). The focus initially will be on the development
of a strategic bus network that complements
the rail network outlined in Sydneys Rail Future.
The strategic bus network will consist of links
with elevated service frequencies and on-road
bus priority features that provide cross-regional
connections between existing and emerging
centres, including in Western Sydney.
A redesign of the bus network will focus on
Sydney CBD. The reconfigured bus network will be
planned around the principles of through-routing
and some near-side termination, rather than farside termination. In the short to medium term, the

CBD bus routes and network will be restructured

to avoid the impacts caused by significant levels
of termination within the congested city centre.
Improved levels of bus capacity, speed, reliability
and legibility would be achieved by running buses
on a smaller number of dedicated routes and
through-routing a higher number of bus services.
Instead of the current arrangement under which
many bus routes enter the CBD, travel through and
terminate at the opposite side of the CBD, creating
congestion and layover challenges, the future
network will see additional cross-city Metrobusstyle routes that traverse the CBD, terminating at
destinations beyond. Local routes will throughroute, or, where necessary, terminate just inside
the CBD (the near side), allowing passengers to
connect to other high-capacity modes such as rail
or light rail, or to walk a short distance to their final
destination. This more efficient use of Sydneys
bus fleet will result in more frequent, more reliable
journeys for bus customers and relieve congestion
for pedestrians, cyclists and other road users.

GETTING SYDNEY MOVING AGAIN

Action A
 dopt simplified service types for buses,
to make the system easier to understand
and use

Short and medium term actions will focus on a more efficient bus network that is faster, more reliable,
more cost effective and better integrated with the rest of the public transport system.

The centrepiece of a redesigned bus network in

the CBD will be a high capacity north-south light
rail line as part of a pedestrian zone on George
Street. This light rail line will offer very frequent,
high capacity transit from the Eastern Suburbs to
the Harbour. It will enable convenient north-south
travel for passengers transferring from near-side
terminating local buses (see page 160).

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NSW LONG TERM TRANSPORT MASTER PLAN

A NEW STRUCTURE FOR SYDNEYS BUS SYSTEM

4
GETTING SYDNEY MOVING AGAIN

Sydneys highest demand, centre-to-centre core bus network will be serviced by frequent, fast, allday routes, using T-ways, full Bus Rapid Transit, or arterial roads with a high level of priority. The core
network will carry regular all-day, all-week services at a reliable and predictable minimum frequency.
Sydneys highest demand, centre-to-centre Strategic Bus Corridors will be serviced by the most
frequent, fastest, all-day routes, using T-ways, full Bus Rapid Transit, or arterial roads with a high
level of bus priority. The citys core network of standard bus routes will carry regular all-day, all-week
services at a reliable and predictable minimum frequency. These standard routes will enable people
to get around locally or connect to the wider transit network. Where needed to meet additional
patronage demand, the standard network will be augmented by extra services, such as peak express
services, school buses and NightRide services.
Bus priority infrastructure such as bus lanes, queue jumps and bus signals will be targeted at the
highest demand corridors or on sections of the road network where multiple routes converge. This will
improve the reliability and speed of all bus services, and particularly high demand bus routes. All bus
services will be equipped to operate under PTIPS (Public Transport Information and Priority System),
the traffic light operating module developed by RMS to help keep buses running to timetable.
The Long Term Transport Master Plan has defined tiers for all types of public transport as part of the
Strategic Transit Network:
Mass Transit high frequency, high capacity services that provide access to major destinations,
such as heavy rail
Intermediate Transit high frequency but moderate capacity
Local Transit getting around locally or providing access to the Mass or Intermediate Transit levels
Each service level in Sydneys restructured bus system will be associated with specified operating
standards for bus frequency, target speed and customer walking catchment. The highest demand
Strategic Bus Corridors will therefore align with the Mass and Intermediate tiers of the Strategic Transit
Network. Standard and demand-driven bus routes will align with the Intermediate and Local tiers.
Figure 4.50 shows the strategic routes of a restructured bus system for Sydney in 2031, representing
the Mass Transit and Intermediate Transit levels for buses. The network will operate to a high
frequency to service cross-metropolitan travel needs.
We will develop Sydneys bus system through the introduction of new services, rationalisation of
existing services and progressive delivery of packages of bus priority infrastructure over the short,
medium and long term towards 2031.

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NSW LONG TERM TRANSPORT MASTER PLAN

Figure 4.50Sydneys core bus network in 2031

GETTING SYDNEY MOVING AGAIN

Core bus network

Manly ferry

Potential expansion

CityRail network

Growth centre

North West and South West Rail Links

135

NSW LONG TERM TRANSPORT MASTER PLAN

Phase three (medium term, 5-10 years):

Build new bus infrastructure to support and
extend improved services.

GETTING SYDNEY MOVING AGAIN

This phase will see the construction of major new

bus infrastructure primarily a new Bus Rapid
Transit (BRT) line connecting to the Northern
Beaches, and a major bus interchange in the CBD.
Action B
 us Rapid Transit for the
NorthernBeaches
The Northern Beaches BRT system (see page 154)
will improve travel time to the CBD for more than
200,000 residents of the Northern Beaches. The
options identified in the recent pre-feasibility study
will now be subject to detailed analysis, allowing
the Government to make a long term decision
based on sound evidence and cost information.
Action Investigate a new CBD bus interchange
As a result of the Northern Beaches BRT and further
demand growth from North Western Sydney, new
bus interchanges will be needed. We will study the
feasibility of a new major bus passenger facility,
possibly at the northern end of the CBD, that would
link Northern Beaches BRT passengers, and other
Lower North Shore and North Western Sydney bus
customers, with the CityRail and wider bus networks,
and offer good walking connections to Barangaroo
and other CBD destinations.
Action New service hierarchy
We will adopt a new three-tier service hierarchy for
this and other major corridors in Sydneys strategic
bus network. For the Northern Beaches corridor
this will comprise a BRT spine for high capacity
services, frequent articulated bendy buses or other
larger fleet for intermediate capacity services, and
standard route buses for all other services. The
service hierarchy will align with the Mass Transit,
Intermediate Transit and Local Transit framework
outlined in the Strategic Transit Network.
Action C
 ontract bus operators to continually
improve service for customers
In the long term, we will move from inputbased contracting of bus services to a customer
outcomes orientation that will make bus providers
more responsive to changes in demand and other
customer needs, while still meeting all minimum
service requirements.

136

Phase four (long term, 10+ years):

A networked bus system
In the long term, we will make more investments in
the bus network as a fully connected system.
Action M
 ove from a radial to a networked
bussystem
The current radial one-seat bus service network,
which attempts to provide single-service bus
transport from many origins to many destinations
without interchange, has little capacity for growth
and is not adequate to the task of meeting
complex, modern travel patterns. Over time we
will transform Sydneys bus system from a radial
system of routes oriented towards a few major
centres to a connected system, scaling up bus
capacity on cross-city routes in response to
changes in demand. This will be enabled in part
by consolidating some existing low frequency bus
routes onto major corridors, and by reallocating
resources to provide a higher frequency on
trunk corridors and their rearranged intersecting
feeder routes. With a connected network, the
need for interchange may be increased, but the
inconvenience of interchange is reduced due to
higher service frequencies. The net effect is to
extend the bus travel possibilities available to the
public transport customer.
Action I nvestigate BRT or light rail on high
demand corridors
Bus system capacity will need to continue to
grow along with Sydneys population and travel
demand. The arrival of BRT on the Northern
Beaches will be accompanied by an investigation
of the use of high frequency and high capacity
buses, BRT infrastructure or light rail on other
corridors in Sydney that face high demand and
heavy traffic congestion. For example, the corridor
from Parramatta to the CBD via Victoria Road
will be investigated for potential BRT or light
raildevelopment.

NSW LONG TERM TRANSPORT MASTER PLAN

4.7.3 Sydneys road future

The following are considered priority projects

as part of a long term program to complete the
motorway network. Other projects, such as the F6
(M1), and F3 (M1) to M2, are described in the box
on page 140.
Action E
 stablish the Sydney Motorway Project
Office to lead the planning and delivery
of WestConnex
We will progressively deliver WestConnex in a
series of stages over the next decade, with key
project components to include:
The Northern Sector, comprising the M4
extension, upgrades to the existing M4 between
Parramatta and North Strathfield, and a new
motorway between North Strathfield and the
StPeters area

Delivering an appropriate setting for the

progressive urban renewal of Parramatta
Road, including enabling public transport
improvements in and across the corridor
Working closely with industry to drive the
best solution for WestConnex, including urban
renewal solutions for the Parramatta Road
corridor and strategies to optimise benefits from
new investment.
Action D
 evelop integrated land use and
transport outcomes to renew the
Parramatta Road corridor in conjunction
with the delivery of WestConnex

GETTING SYDNEY MOVING AGAIN

A fully connected motorway network will be the

cornerstone of a free flowing road network and a
significant transport asset for Sydney. The benefits
of the network will extend to improving travel on
arterial roads connecting urban growth centres
with each other and the CBD, Sydney Airport, Port
Botany, as well as improving access to the North
West and South West Growth Centres.

The Southern Sector, comprising the M5 East

expansion and the new connections proposed
around Sydney Airport to the St. Peters area

Sydneys motorway network is a vital transport

asset for the city that provides access to the
Sydney CBD and other main centres, as well
as supporting the citys major growth areas in
the North West and South West. With Sydney
growing, we need to fill the missing gaps, add
capacity and improve technology to address
the shortfalls that slow the network down and
contribute to congestion and delays.

Progressively contribute to the urban renewal of

Parramatta Road in response to the significant
urban amenity and public transport benefits
enabled by the WestConnex scheme.
Action I mplement a multi-modal package
of improvements for delivery with
WestConnex
Deliver an integrated package of transport
improvements with WestConnex, including
complementary enhancements to the existing
road network (including associated surface street
changes, bus priority measures, heavy vehicle
access improvements) redesign of bus services
and facilities, improved access to rail stations and
upgrades to cyclist and pedestrian facilities.

137

NSW LONG TERM TRANSPORT MASTER PLAN

NETWORK CHANGES TO SYDNEYS MOTORWAY TOLLS

4
GETTING SYDNEY MOVING AGAIN

The cost of the construction and operation of

the road network is typically borne by taxpayers:
national, state or local governments meet the
costs from general tax revenues, and the road is
then free at the point of use there is no charge
to roadusers when they choose to use the
roadsystem.
However, a number of different road charging
mechanisms around the world make a more
direct link between the use of a road and the
payment of a charge for the road user. The
earliest example of a tolling system in Sydney
was for financing the bridge over South Creek,
Windsor in 1802. Governor Macquarie was the
first to establish a tolling system to maintain
NSW roads on the colonys first main road from
Sydney to the Hawkesbury. Currently, about
two thirds of Sydneys motorway network is
tolled. Each of the nine toll roads has different
pricing arrangements: M2, M5, M7, Eastern
Distributor, Sydney Harbour Bridge and Tunnel,
Cross City Tunnel, Lane Cove Tunnel and
FalconStreetGateway.
Importantly, pricing mechanisms around the
world have different primary policy objectives:
to help pay construction costs, such as the
intercity motorway network in France and
several of Sydneys motorways; or to manage
congestion and pay for public transport
investment, such as in London and Singapore.
In many case, environmental objectives are also
aconsideration.
A number of these mechanisms are briefly
described in the following table. Charging
reforms introduced in other parts of the world
show that transport alternatives, in particular
additional public transport services, need to be
in place before any significant changes are made
to current road charges. Evidence suggests
that using the funds raised to pay for existing
and new infrastructure plays an important
role in securing public support for road user
chargingreforms.

138

In NSW, the primary objective behind the

introduction of further road pricing would be
to provide a revenue stream for much needed
investment in extending and enhancing the
current motorway network. It is importantthat
the funds raised from any new road user
charge for using the road network are spent
on the transport network. In addition, there is
opportunity to introduce consistent charging
across the network, so that users pay a similar
charge across the network.
An analysis of the options (including the
mechanisms in the table) for delivering these
two objectives suggests that the introduction of
distance-base tolling on the Sydney motorway
network offers the most benefits to NSW. It
will encourage greater network efficiency by
sending a consistent price signal to road users
and has been used successfully around the
world, including here on the M7.
This measure would recalibrate the existing tolls
on the Sydney motorway network to make them
consistent. For example, the use of a standard
rate per kilometre for general motorway network
travel would align the price to the travel time
benefit achieved by commuters rather than
to the cost of construction. The general per
kilometre ratewould also be capped, at a rate
that does not lead to excessive charging for
longer journeys.
Development and implementation of such
a regime would require discussion with the
private sector tollway operators currently
managing significant parts of the network
(seeChapterTen).

NSW LONG TERM TRANSPORT MASTER PLAN

DIFFERENT TYPES OF ROAD PRICING MECHANISMS USED AROUND THE WORLD

Description

Objectives

Sub-Options

Example(s)

Charges for

Raise revenue

Area-based licenses

UK

charging

access to a

Reduce

Cordon charging or

Singapore

specific area

congestion

Tollring

Norway

Fund public
transport
alternatives
2. Point
charges

Charges at fixed
points on the
network

Reduce
congestion
Fund

Tolls

Sydney

High Occupancy/Toll (HOT) US

lanes

infrastructure
3. Distance

Charges based

based

on the distance

charges

travelled by the
vehicle
Includes mass,
distance,

Fund
infrastructure
Improve
efficiency
through price
signals

location

charges

Charges for
parking in an

heavy vehicle only)

Periodic distance charge

France
Germany
US

Mass distance location

Road corridor
Fuel excise
Whole of network charging

variations
4. Parking

Vehicle Class options (eg;

GETTING SYDNEY MOVING AGAIN

1. Area-based

Option

Reduce
congestion

area

Parking levies

Worldwide

On-street parking fees

Off-street parking fees
Performance parking
Parking meters
Parking station

5. Heavy vehicle

Heavy vehicle

Assist

priority

route. Light

routes

vehicles charged Raise revenue

to use/banned

Ireland

freighttask

One-off periodic Fund

Driver licensing

charges

charges for

(Standing

access to the

Vehicle inspection fees

charges)

network

6. Fixed access

infrastructure
Fund regulation

Worldwide

Purchase charges Stamp

Duty, GST, etc
Vignette

7. Non-price
initiatives

Rationing and
other nonprice
measures
for reducing
congestion

Reduce
congestion

Registration

Worldwide

Restricted registration

Singapore

Car park space rationing

Fuel rationing

(weekend
use)

Road access rationing

139

NSW LONG TERM TRANSPORT MASTER PLAN

THE FUTURE OF SYDNEYS MOTORWAY NETWORK

4
GETTING SYDNEY MOVING AGAIN

The rationale for building major new road

infrastructure should be to generate substantial
productivity benefits by increasing the volume
of traffic the infrastructure can accommodate.
Reducing congestion does have productivity
benefits, but congestion itself is a symptom of a
market failure which is not necessarily solved by
increasing supply. The motorway networks ability to
fulfil its critical task of moving people and goods is
currently hindered by congestion congestion which
is expected to get worse over the next 20 years.
Congestion on Sydneys motorway network requires
an integrated package of solutions. One reason for

Investment in Sydneys motorway network will

have a negligible impact on congestion unless we
simultaneously address wider problems underlying
congestion. As the motorway network develops, an

Figure 4.51Potential connections to bridge gaps in the Sydney motorway network by 2031

140

congestion on the motorway network is that the

network itself is not complete many pieces of the
motorway network are not linked to each other. This
could be described as a supply problem. Another
set of problems are better characterised as demand
problems: smart road management technology,
better parking policy, and better public transport are
the types of solutions that could positively impact
the demand profile for Sydneys road network.

Motorways and freeways

Missing orbital motorway connections

Major metropolitan roads

Corridors for investigation

Major centres

Growth centre

NSW LONG TERM TRANSPORT MASTER PLAN

integrated policy response will be required to manage

growing demand and to preserve the productivity
benefits from new investment. This will require a
suite of measures that reduce reliance on car travel,
enhance public transport, manage congestion and
traffic flows efficiently, and reform road pricing and
access. Measures to improve the performance of the
motorway network over the next 20 years, include:

Supporting public transport and unblocking

Sydneys constrained corridors We will
improve and extend public transit on Sydneys
strategic transport corridors, prioritising the
most constrained corridors to make public
transport a more attractive option and mitigate
demand on the motorway network.
Arterial roads for a growing city We will
improve the flow and capacity of arterial roads
by providing intelligent traffic systems to reduce
congestion and introducing complementary
measures including clearway and on-street
parking measures, transit lane systems, long turn
bays, additional traffic lights, and bus bypass
lanes and B phasing at intersections.
Congestion action plan We will deploy
targeted investment at congestion pinch
points. We will also invest in managed
motorway technology to make the motorway
network more demand-responsive. Enhanced
traveller information will help drivers make
informed decisions and avoid congested roads.
Our approach to road pricing can improve the
flow of Sydneys motorways.

Our new motorway investments

We must complete the missing gaps that are
slowing the network down and contributing to
congestion and delays across the city. Combined
with the above initiatives, these motorway
investments will provide a fully connected,
smoothly flowing motorway network:

M2 widening Widening of the M2 West

from two to three lanes in both directions
eastbound between Windsor Road and Lane
Cove Road and westbound from Lane Cove
Road to Pennant Hills Road.
Missing links
WestConnex will be the first new motorway
project undertaken to complete the missing
links in Sydney
WestConnex Northern Sector The
NorthernSector comprises the M4 extension,
upgrades to the existing M4 between
Strathfield and Parramatta, and a tunnel
between the Taverners Hill area in Petersham
and the StPeters area.
WestConnex Southern Sector The
Southern Sector, comprises the M5 East
Expansion and the new connections
proposed around Sydney Airport.

GETTING SYDNEY MOVING AGAIN

Reducing reliance on car travel We will

build more park and ride and bike and ride
facilities to encourage commuters to use public
transport and ease congestion on the road. We
will make walking and cycling more viable and
attractive in Sydney to reduce reliance on cars.

M5 West widening Widening of the M5 West

from two lanes to three lanes in each direction
from Prestons to Beverly Hills.

Integrated planning: Sydneys roads hierarchy

Our approach to planning road investments
will create a cohesive road network that
features integration with land use planning,
integration across all modes and integration
with Sydneys wider public transport network.

Under construction

F3 (M1) to M2 link Connecting the existing

M2 at Seven Hills to the F3 (M1) at Wahroonga
with a tunnel under Pennant Hills Road.
F6 (M1) corridor Connecting the F6 (M1) to
Sydneys motorway network is a major long
term priority. We will progress a motorway
project between St Peters near Sydney Airport
and Loftus in Sydneys south.
Widening the M7 Widen various parts of the
M7 Motorway between Seven Hills and Prestons.
Enhanced north-south links We will identify
and preserve corridor for new subsurface
motorway links west of the CBD.
Corridor preservation
Outer Sydney Orbital (M9) Preservation
of an outer north-south corridor potentially
connecting the existing road and rail networks,
including the F3 north of Sydney with the
Hume Highway south of Campbelltown.
Bells Line of Road and Castlereagh Freeway
These are potential long term projects to
strengthen connections of Sydneys motorway
network to regional NSW.

141

NSW LONG TERM TRANSPORT MASTER PLAN

WESTCONNEX SYDNEYS NEXT MOTORWAY PRIORITY

Figure 4.52Proposed WestConnex alignment

4
GETTING SYDNEY MOVING AGAIN
Northern sector Parramatta to St Peters

142

Southern sector St Peters to Beverly Hills

NSW LONG TERM TRANSPORT MASTER PLAN

The WestConnex project will:

Support Sydneys long term economic
growth through improved motorway
access and connections linking Sydneys
international gateways and Western Sydney
and places of business across the city
Relieve road congestion so as to improve
the speed, reliability and safety of travel in
the M4 and M5 corridors, including parallel
arterial roads
Cater for the diverse travel demands
along these corridors that are best met by
roadinfrastructure
Create opportunities for urban renewal,
improved liveability, public and active
transport improvements along and around
Parramatta Road

Optimise user pays contributions to

support funding in a way that is affordable
andequitable.
WestConnex will improve economic
productivity through reduced freight operating
costs and increased freight productivity.
Increased capacity and connectivity to end
markets, freight activity centres and Sydneys
international gateways along the M4/M5
corridors will increase travel speeds and
reliability and reduce travel distances for freight
vehicles, with flow on effects to NSW freight
and economic productivity.
Preliminary strategic modelling of WestConnex
forecasts that it has the potential to deliver
travel time savings in the order of 15 minutes to
35 minutes by 2021 on the M4/M5 corridors.

GETTING SYDNEY MOVING AGAIN

Together, the combined Western Motorway

(M4) and South Western Motorway (M5)
corridors contain around 30 percent of Sydneys
population and employment and service the
diverse transport demands generated in the
corridor. Sydneys international gateways Sydney Airport and Port Botany and major
freight activity areas are concentrated around
the M4 and M5 corridors.

Enhance the productivity of commercial and

freight generating land uses strategically
located near transport infrastructure

The 33 kilometre WestConnex project is

Sydneys next motorway priority. It includes
capacity improvements on the existing roads
and new sections of motorway in the M4 and M5
corridors all combining to better link Western
Sydney with its international gateways and key
places of business.

Urban amenity will be improved as more

freight vehicles will use the Sydney motorway
network rather than Parramatta Road and other
lower order roads. Increased capacity and
connectivity on the M4/M5 corridors will make
Sydneys motorways more attractive for heavy
vehicle use and divert heavy vehicle traffic
away from Parramatta Road. This will improve
local travel speeds and reliability, and improve
urban amenity along the corridor as a result of
reduced congestion, improved green spaces,
mixed land uses (commercial and residential)
and improved public transport services.

143

NSW LONG TERM TRANSPORT MASTER PLAN

4.7.4 Reducing congestion and

better managing traffic

4
GETTING SYDNEY MOVING AGAIN

Transport for NSW will continue to manage the

urban road network in real-time through the
Transport Management Centre: detecting and
responding to incidents, traffic signal timing,
planning for major events and providing real-time
traveller information to motorists.
In addition, the Sydney Road Congestion
Management Program (CMP) will set the direction
for minimising congestion within the metropolitan
area. Initiatives taken through the CMP will include
bus priority measures, kerbside management,
addressing pinch points at rail level crossings,
incident management and actions to address
congestion hot spots. The CMP will focus not only
on motorways but also on alleviating pinch points
on Sydneys arterial roads.
Travel demand along the motorway network
currently exceeds capacity during peak periods.
This results in flow breakdown and associated
negative consequences. A Managed Motorway
System will make better use of the existing
motorway network by implementing new traffic
management systems and infrastructure to
manage traffic flows along the motorway network
and integrate the network with surrounding
arterial roads. It will minimise the incidence of flow
breakdown on the main motorway carriageway,
improve travel efficiency and reliability, reduce
emissions and improve safety.
The Managed Motorway System includes the
implementation of traffic management systems
and infrastructure including intelligent vehicle
monitoring, adaptive traffic control, incident
management and traveller information systems to
both the motorway and the surrounding arterial
road system to ensure integrated operations. The
infrastructure deployed includes roadway vehicle
sensors, variable message signs, closed circuit
television cameras, variable speed limits, on-ramp
metering signals including priority user (truck)
ramp access to the motorway at selected locations,
lane management systems off-ramp queue
detectors and pits and conduits for the connecting
power and communications.

144

Distance-based tolling, a standardised cents-perkilometre charge across the Sydney motorway

network, will mean that regardless of where people
drive or where they live, they will all pay the same
amount to use the network. Payment can also
be linked directly to the amount of use motorists
make of the network. It will help to improve traffic
flows and provide a revenue stream for much
needed investment in extending and enhancing
the current motorway network and other
transportinfrastructure.
Further details of distance-based tolling and the
principles that could be applied in adopting such
an approach are included in Chapter Ten.

Short term
Action A
 pply distance-based tolling on new and
upgraded motorways
We will investigate, develop and test a distancebased tolling model for Sydneys motorways. The
work program will involve extensive discussions
with private sector tollway operators, as well as
cross-disciplinary experts on planning, economics,
finance and engineering. Based on the results
of this investigation, we will consider options for
tolling new and upgraded roads on the Sydney
motorway network on a consistent cents per
kilometre basis. WestConnex will be the first trial of
a new distance-based tolling scheme for Sydneys
motorway network.
Action I mplement Managed Motorway Systems
and new technologies to better address
congestion
A Managed Motorway System will introduce new
traffic management systems and technologies to
better manage traffic flows along the motorway
network. It will allow an appropriate allocation
of road space to provide priority for buses, light
rail, trucks, taxis, cars, bicycles and pedestrians
according to the demand for road space and the
most efficient use that can be made of this space.
We will also enhance the efficiency of road use
overall in Sydney by improving priority access
according to the efficient use of space by various
types of road users.

NSW LONG TERM TRANSPORT MASTER PLAN

Action D
 eliver targeted investment and
efficiency improvements on the arterial
road network
The completion of the motorway network will
provide further opportunity to provide for
provision and priority for public transport users,
pedestrians and cyclists on arterial roads. On
intermediate or secondary city shaping corridors
(particularly those that form vital cross-city
links), we will target investments and efficiency
improvements that make better use of our
infrastructure, such as optimising intersection
operations and the use of on-street parking.
Subject to the result of our investigation into distancebased tolling, we will introduce pricing reforms to
enable the road network to be used more efficiently.
We will continue the Sydney Road Congestion
Management Program and continue the growth
centres roads networks program.

4.7.5 Promoting walking

We recognise that walking is a critical mode in a
successful integrated transport system. A package
of actions will be targeted at making walking a
more convenient and attractive transport choice.
We aim to make our neighbourhoods and suburbs
pedestrian friendly places and to get more people
walking, especially for short trips, as this will
increase the capacity of our transport system. We
will put pedestrians needs at the heart of CBD
access and interchange planning.

Over the next five years, we will deliver a package

of actions to support and encourage walking,
as a transport mode in its own right and to
improve access to public transport services for
longerjourneys.
Action D
 esign new links in off-road pathway
networks to provide walkers and cyclists
with separated space where feasible
We recognise that off-road cycleway projects may
also offer new incidental walking opportunities
for short local trips, exercise and recreation.
We will ensure that new paths used by both of
these active and sustainable transport modes are
designed appropriately for walkers and cyclists
and that conflicts are minimised. We will develop
and require the use of guidelines on providing and
managing separated space for the use of cyclists
where feasible.

GETTING SYDNEY MOVING AGAIN

Medium to longer term

Short term

We will plan and begin to implement the Sydney

Road Congestion Management Program, by
deploying a new approach and technologies to
managing congestion in urban centres. We will
establish a program of road improvements to expand
capacity along Sydneys most congested corridors.
This will include bus priority, incident management,
clearways and kerbside management, intersection
improvements and addressing congestion at urban
hot spots. We will invest in growth centres road
networks to serve new greenfield residential and
employment areas in Sydneys West (see Chapter
Five). Upgrades to the road network around Sydney
Airport to relieve pinch points will commence.

Action I mprove pedestrian facilities in

partnership with local councils
We will improve pedestrian access, safety and
amenity around the city and work with local
government and communities to make city
neighbourhoods and local centres more walkable.
Investment will focus on the walking catchments
around public transport interchanges and
localcentres.
Action I mprove pedestrian priority and upgrade
amenity in the CBD
We will investigate opportunities for new and
improved pedestrian links along George Street and
deliver new sub-surface pedestrian connections
in the CBD to serve areas with high pedestrian
demand, including the Wynyard Walk pedestrian
link between Wynyard and Barangaroo.
We will enhance pedestrian priority on the inner
Sydney road network through initiatives such as
improved safety, lighting and the prioritisation
of pedestrian desire lines. We will identify
opportunities to improve pedestrian priority at
signalised intersections on major urban centre
pedestrian desire lines.

145

NSW LONG TERM TRANSPORT MASTER PLAN

Medium and longer term

4
GETTING SYDNEY MOVING AGAIN

Over the medium and longer term, we will ensure

that pedestrian access, safety and amenity
are at the core of planning for public transport
interchanges and CBD access strategies.

We will provide improved bike parking at transport

interchanges will make cycling a more integral part
of the transit system.

Action D
 irectly invest in pedestrian links in
local centres and to public transport
interchanges.

Action C
 ontinue to invest in the cycling network
with a focus on dedicated cycling paths
and pinch point improvements

We will prioritise pedestrian access and mobility in

and around public transport interchanges through
improved safety and lighting, prioritisation of
pedestrian desire lines and enhanced walkability
of connecting streets and pathways. We will
expand the Roads and Maritime Services program
to connect walking desire lines safely in local
centres and across busy arterial roads with new
infrastructure, such as the pedestrian bridge over
Anzac Parade to the Moore Park sporting and
entertainment precinct.

A new NSW Cycling Investment Strategy will improve

the management and delivery of cycleway capital
programs. The program will deliver value for money
investments that meet the needs of different cycling
customer market segments in cost effective ways.
The Strategy will identify how and when cycleway
projects are planned and prioritised, where they are
located, what their design standards should be, and
how they are funded, managed and maintained.

New pedestrian infrastructure will include better

wayfinding at public transport interchanges.
Enhanced online customer walking information and
promotion tools will also be developed.

4.7.6 Encouraging more

Sydneysiders to cycle

The Strategy will establish a single set of project

prioritisation and funding allocation guidelines for
state and local government agencies targeting
areas of greatest need. It will include a flexible safe
cycleway hierarchy of design solutions to match
customer needs with cost effective solutions,
improved cycling experience, cycleway management,
monitoring and integrated approaches to cycleway
investment and land use planning.

We will invest in short and longterm initiatives to

support and grow cycling across Sydney.

The Strategy will consider funding for the North

Shore Cycleway for pre-construction detaileddesign.

Short term

Medium and longer term

Action B
 uild a connected cycling network within
a five km catchment of localcentres

Action C
 ontinue to extend the catchment of
connected cycling networks around local
centres in the long term

We will commence delivery of a clearly defined

and legible, safe network of cycleways on streets
that feed into Sydneys urban centres. Links will
include the Penrith to Emu Plains connection
(Nepean River Green Bridge).
In the short term, our cycling program will focus on
community partnerships and clearly defined bike
path networks based on a five kilometre catchment
from Sydney urban centres, in line with NSW 2021
targets for healthier, safer connected communities.

146

Action P
 rovide bike parking at transport
interchanges

In the longer term, we will extend cycling networks

to focus on the wider catchments for Sydneys
urban centres, based on demand and our internal
hierarchy of strategic cycling links. We will make
cycling part of the integrated transport network by
incorporating cycling facilities within train stations
and key interchanges.
Our medium to long term goal is to provide a
connected network of cycle routes that give
access to each urban centre from a 10 kilometre
catchment, with the busiest commuter routes
designed to provide bicycle-only space separated
from pedestrians.

NSW LONG TERM TRANSPORT MASTER PLAN

Our plans for action for Sydneys ferries are

designed to not only retain ferries as an important
part of Sydney, but to expand, modernise
and integrate ferries alongside the rest of our
transportsystem.

Action O
 ptimise the current ferry network
withimproved routes and services

We will ensure ferry services are an efficient

and important component of a seamless multimodal network. We will develop services around
customer needs and demand, not around historic
operational and infrastructure constraints, and we
will take action to modernise vessels and wharf
facilities to reflect modern customer expectations.
Deregulating the Manly to Circular Quay high
speed services has led to patronage growth and
improvements in customer service. We will remove
regulatory barriers to private ferry operations to
improve services, including opening up new routes
and providing better service.
We will replace the ageing and diverse fleet
with efficient new vessels. We will continue
to streamline the contracting and franchising
arrangements to leverage the best service delivery
improvements for NSW customers and to keep
pace with new growth areas and emerging
trends. To grow the network, we will undertake
an ambitious wharf upgrade program prioritised
according to the new routes and timetables and to
local needs.

The new franchised ferry operations will be

complemented by a redesign of the ferry network.
This is at the top of our short term priorities for
ferries heralding the start of a new era of service
quality and delivery. We will work with our ferry
contractors to analyse and restructure routes
and timetables to better reflect travel patterns
anddemand.
We will commence planning to introduce new
routes and destinations such as cross-harbour
trips, loops and services to King Street Wharf
and Barangaroo. Ferries will become part of the
integrated transport system, with fares, tickets
and timetables integrated with other modes. As
part of this, ferries will be at the forefront of the
delivery of our new integrated electronic ticketing
system Opal. We will continue to strengthen the
contracting and policy framework to better meet
customer needs and enable supplementary ferry
services on routes of high and growing demand
(such as high speed services to Manly).

GETTING SYDNEY MOVING AGAIN

Short term

4.7.7 Sydneys Ferry Future

Action P
 lan for long term ferry service, fleet and
infrastructure improvements to match
population and travel growth
We will develop a long term ferry strategy to
entrench a customer-focused vision for ferries and
guide the development of service, infrastructure
and policy initiatives.
Action W
 ork with tourism stakeholders to
develop the ferry leisure market
We will collaborate with tourism stakeholders such
as Destination NSW and the Tourism and Transport
Forum to improve services, information and
marketing for the ferry leisure market.

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NSW LONG TERM TRANSPORT MASTER PLAN

4.8 Expanding capacity on our

most constrained corridors
Action I ntegrate ferries with the wider public
transport network

4
GETTING SYDNEY MOVING AGAIN
148

We will further integrate ferries as part of the citys

transport network by aligning ferry timetables with
other transport modes, and by providing real-time
passenger information.

Medium and longer term

Action Build a new ferry hub at Barangaroo
New wharves will include a Barangaroo ferry hub
to support Barangaroo commercial development,
with new services from the Lower North Shore,
Manly, Parramatta and inner harbour. This will also
take pressure off Circular Quay.
Action Upgrade ferry facilities at Circular Quay
We will upgrade Circular Quay to improve modal
integration and wayfinding, in order to enhance its
functionality as an interchange.

In addition to modal plans, we will commence a

program of work designed to expand capacity on
Sydneys most constrained corridors.
As discussed in Section 4.2, journeys between
different parts of Sydney largely take place
along 46 strategic corridors that define the peak
demand for travel to centres in Sydney. Figure
4.6 shows these strategic corridors as they are
today, highlighting the six corridors that are highly
constrained at present and in most need of action.
We have examined what will be needed over the
next 20 years to keep these arteries flowing and
to keep Sydney moving. Our plan to free up these
corridors includes a mix of public transport and
road initiatives, delivered in a staged approach
across the life of the Long Term Transport
MasterPlan.

NSW LONG TERM TRANSPORT MASTER PLAN

4.8.1 Taking action to unblock Sydneys most constrained corridors

Figure 4.53Car and public transport travel times in 2031 on Sydneys constrained corridors under do nothing
and Long Term Transport Master Plan scenarios
40
32

Liverpool to Sydney Airport

90
76
108
104
101
97

Mona Vale to Sydney via Dee Why

GETTING SYDNEY MOVING AGAIN

quick service the Long Term Transport Master

Plan initiatives will include higher frequencies
for public transport. These will provide greater
capacity and shorter waiting times, helping
customers arrive at their destinations more
quickly. Figure 4.54 provides an overview of these
corridors and potential major initiatives to tackle
capacityconstraints.

Six corridors will be most constrained in the

future unless we take action. Figure 4.53 shows
benefits for forecast travel times along these
corridors for both public transport and cars with
the implementation of Long Term Transport
Master Plan initiatives. In addition to reductions
in travel times in all but two comparisons where
the current train service already provides a

95
86

Parramatta to Sydney via Top Ryde

91
83
35
35

Parramatta to Sydney via Strathfield

92
71
102
28

Rouse Hill to Macquarie Park

96
82
18
18

Sydney Airport to Sydney City

37
35

20

40

60

80

100

120

End-to-end travel times (minutes)

Public transport travel times in the AM peak

Car travel times in the AM peak

Do nothing scenario (2031)

Do nothing scenario (2031)

Long Term Transport Master Plan (2031)

Long Term Transport Master Plan (2031)

149

NSW LONG TERM TRANSPORT MASTER PLAN

Figure 4.54Potential capacity solutions for Sydneys six most constrained transport corridors

4
GETTING SYDNEY MOVING AGAIN

Specialised precinct

Global Sydney

Potential specialised precinct

Regional city

Planned major centre

Major centre

Potential major centre

150

Subject to INSW prioritisation

Constrained strategic
transport corridor
Corridor linking constrained
corridors to CBD
Growth centres

NSW LONG TERM TRANSPORT MASTER PLAN

Sydney Airport to the CBD

Rouse Hill to Macquarie Park

Add train capacity

Build the North West Rail Link

Shift more freight to rail

Implement a Western Sydney bus and

road upgrade package

Improve Botany Road

Movements between the Port Botany and Sydney
Airport precinct and the Sydney CBD are critical to
the economic success of Sydney and NSW.
Improving the flow of traffic along this corridor will
involve a mixture of rail and road improvements to
relieve pressure on the corridors main road and rail
arteries, which are already at capacity.
Broader improvements to Sydneys road and rail
networks will also expand capacity along the
corridor. Sydneys Rail Future will lift the capacity
of the Airport Line from eight trains per hour to
20trains per hour.
Much of the congestion on roads serving this
corridor, especially at its south, is the result of
taxi and private vehicle traffic serving the Airport.
Transport for NSW is identifying upgrades to
Botany Road to improve the flow of traffic,
especially bus traffic. These improvements may
include adding bus priority at critical pinch points,
optimising signals and crossings, and removing
some on-street parking to expand road capacity.
In the medium term, delivery of the WestConnex
scheme will improve links between Sydney Airport
and Port Botany and Western Sydney, relieving
pressure on the Eastern Distributor to the CBD.
New intermodal freight terminals in South West
and Western Sydney will enable a greater share of
freight to be moved out of Port Botany by rail, also
relieving pressure on roads.

North West Sydney is one of the fastest growing

parts of our State and requires transport services
and infrastructure to support this growth.
The North West Rail Link will provide an additional
rail service to up to 300,000 residents in the
North West and provide convenient access to
destinations across the Global Economic Corridor
area. The 23 kilometre link will include eight new
stations and provide services from Epping to
Rouse Hill that will complement the existing rail
network. The Rail Link will eventually be part of
an enhanced high capacity rail network featuring
a second Sydney Harbour crossing and new CBD
line. Precinct plans will complement the transitoriented development proposals for North West
Rail Link stations.

GETTING SYDNEY MOVING AGAIN

Key actions on the corridor

Key actions on the corridor

Bus services will integrate with the North West

Rail Link, while still servicing areas outside the rail
catchment, and will remain an important mode of
transport on this corridor. A bus and road upgrade
package will improve bus connections to the link
and increase the capacity of access roads.
The widening of the M2 will provide
additionalcapacity.

151

NSW LONG TERM TRANSPORT MASTER PLAN

Mona Vale to the CBD

Key actions on the corridor

Key actions on the corridor

Introduce Bus Rapid Transit to the CBD

Increase rail frequency

GETTING SYDNEY MOVING AGAIN

The Mona Vale to CBD corridor is a highly

constrained corridor leading from the Northern
Beaches to the CBD via the Spit Bridge. As the
corridor is an important bus corridor, we will focus
our short to medium term efforts on improving the
bus network.
The level of bus demand and current operating
conditions supports the implementation of a Bus
Rapid Transit (BRT) system to relieve congestion
and provide better services for customers.
BRT usually involves very frequent services,
exclusive bus roadways and high quality stations
and vehicles. BRT works well in delivering fast
travel times where demand is high, but not high
enough to make investing in heavy rail systems a
viablealternative.
The options identified in the recent pre-feasibility
study will now be subject to detailed analysis,
allowing the Government to make a long term
decision based on sound evidence and cost
information.
The first stage of developing the BRT will be to
provide dedicated lanes and address the key
bottlenecks along the corridor, such as Spit Bridge,
to provide improved bus travel times and reliability.
The redesign of the bus network will enable
the public transport network to better service
growingeast-west demand, such as between
DeeWhy and Chatswood.

152

Parramatta to the CBD via Strathfield

Connect the M4 to the Port/Airport as

part of WestConnex
This is one of the most important rail and road
corridors in Sydney, carrying the highest number
of public transport passengers. It is also one of the
citys most constrained corridors, with a high level
of road congestion and crowding on trains.
The Northern Sector of WestConnex, comprising
the M4 Extension, upgrades to the existing M4
between Strathfield and Parramatta, and a tunnel
between the Taverners Hill area in Petersham
and the St Peters area, will alleviate congestion
on Parramatta Road and improve conditions for
busservices.
One of the aims of the WestConnex program is to
support the regeneration of the Parramatta Road
corridor. A slotted road concept has been proposed
to enable this regeneration. The slotted concept
sinks the motorway below surface level while
constructing a new local road at surface level.
Improvements to rail infrastructure will improve
the capacity of the corridor by increasing the
frequency and speed of trains to and from the
CBD. In the short term, timetable and operational
changes and the new 2013 timetable will deliver
services at a reliable 20 trains per hour.
The construction of a new Harbour crossing and CBD
line will provide additional capacity on the Western
Line to the CBD, increasing the number of trains
per hour on the line by a further 14 trains per hour.

NSW LONG TERM TRANSPORT MASTER PLAN

Parramatta to the CBD via Ryde

Liverpool to Sydney Airport

Investigate the potential for BRT

Increase capacity on East Hills Line

Connect the M4 to the Port and Airport

as part of WestConnex

Duplicate and widen the M5 East as

part of WestConnex

Expanding the capacity of this corridor will rely on

improving bus priority and efficiency in the short
term, and deploying higher capacity road-based
transit in the longer term.
While many marginal improvements to bus routes
have been made recently, the corridor lacks a
pipeline of long term investments.
Between 2011 and 2031:
Bus demand is forecast to increase by up to 30
percent in the morning peak period, with around
2,000 to 3,000 passengers per hour moving
through the corridor
Traffic growth of approximately 10 percent will
be constrained by capacity on the corridor
The forecast strong growth in bus patronage
suggests further priority will need to be given
to buses. Transit design guidance such as the
Transportation Research Boards Transit Capacity
and Quality of Service Manual suggest that these
volumes warrant consideration of transit options
with their own right of way, segregated from
other traffic. We will investigate whether future
investment in BRT or light rail could be prudent
within the Long Term Transport Master Plan
timeframe.
Motorway initiatives such as the Northern Sector
of WestConnex could reduce traffic demand on
Victoria Road, providing the opportunity to create
more dedicated bus lanes.
Beyond the timeframe of the Long Term
TransportMaster Plan, we will investigate
opportunities to further expand the motorway
network including potential linkages between
theM2 and M4 via Gladesville.

This corridor supports growth in South West

Sydney and is also a well established route serving
suburbs and growth centres in South West Sydney.
Improvements to the rail network will provide
more capacity on the East Hills Line with capacity
to accommodate another 9,600 passengers in
the peak hour. In addition, the widening of the
M5 and the Southern Sector of WestConnex will
provide more capacity and improve travel times
and reliability from South West Sydney to Sydney
Airport, Port Botany and beyond to the CBD.

GETTING SYDNEY MOVING AGAIN

Key actions on the corridor

Key actions on the corridor

Even with these improvements, the M5 is

forecast to experience congestion due to growth,
particularly at the Liverpool end. Further
investigation is required to develop long term
solutions to manage traffic demand on the M5
and encourage mode shift to public transport
as part of an integrated study into growth in
SouthWestSydney.
The most significant travel time savings through
the actions taken under the Long Term Transport
Master Plan are forecast to be on the Liverpool
to Sydney Airport and Parramatta to Sydney via
Strathfield corridors in response to the additional
capacity provided by the upgrades of the M5 and
M4 respectively, with the 33 kilometre WestConnex
scheme. The Sydney Airport to CBD corridor is
expected to experience some congestion relief
due to the M4 connection, providing additional
capacity on that corridor. The other highly
constrained corridors will experience some
congestion relief due to people transferring from
car to public transport given the much improved
public transport service delivered by Sydneys Rail
Future and the revamp of the bus network.

153

NSW LONG TERM TRANSPORT MASTER PLAN

NORTHERN BEACHES BUSES

4
GETTING SYDNEY MOVING AGAIN

The Northern Beaches region of Sydney

is predominately served by two highly
constrained corridors: a north-south
corridor(Pittwater, Spit and Military Roads)
and an east-west corridor (Warringah Road).
The north-south corridor has been identifiedas
the second-slowest commuter route in Sydney.

The bus priority works undertaken over recent

years on the north-south corridor provide
a base from which to develop a future BRT
system. The clearway, bus lane and transit lane
provisions which apply to the kerbside lanes of
the roads along the north-south corridor are
familiar to motorists and other road users.

The Northern Beaches region is served

by buses which experience a high level of
unreliability and travel time variability. For
example, the travel time of a limited stops bus
between Spit Junction and Wynyard can vary
from the timetable by 15 to 20 minutes on
some mornings depending on congestion.

Transport for NSW has been identifying and

testing potential options for both corridors.
The north-south and east-west corridors are
shown in Figure 4.55. These options range
from short term investments such as better bus
priority on the corridors, to long term options
such as separated lanes and a bus tunnel under
SydneyHarbour.

Demand on the Northern Beaches transport

system will place pressure on existing services.
The population of 279,600 is forecast to
increase by 33,600 over the next 20 years and
employment of 105,500 is expected to grow by
22,000 over the same period. Already 128,000
commuter trips and 900,000 non-commute
trips are made in the region each weekday. To
meet this growing demand, a Bus Rapid Transit
(BRT) solution will be progressed as part of
program of upgrades to existing services.
The level of public transport demand and
current operating conditions within the
Northern Beaches may support the
implementation of a BRT system. A BRT
would provide congestion relief through the
provision of better public transport services
forcustomers.
BRT usually involves very frequent services,
exclusive bus roadways and high quality
stations and vehicles. BRT can deliver fast
travel times where demand is high, but not
high enough to make investing in a mass transit
system such as heavy rail a viable alternative.

154

Options include various combinations of

dedicated bus lanes (in the kerb lane or on the
median lane), peak tidal flow arrangements
and supporting infrastructure investments
including options that replace existing bridges
(at the Spit and Narrabeen) with wider bridges
(including possible clip-on options) and a
tunnel to bypass Military Road.
All options focus on the existing road corridors
complemented by a redesign of the bus
network aimed at making the network easier
to understand and use. We will consult with
stakeholders and the community as we progress
analysis of shortlisted options.

NSW LONG TERM TRANSPORT MASTER PLAN

Findings

Figure 4.55Potential route for Northern Beaches BRT

The potential impacts of the project on

general traffic, given that subject roads suffer
congestion at peak times and removing general
traffic lanes would make congestion worse
The potential impact of exclusive running lanes
for BRT on on-street parking and access for
both residents and businesses

GETTING SYDNEY MOVING AGAIN

Implementation of any option would need to take

into account:

An initial set of 15 options has been reduced to six

using a multi-criteria analysis. The six shortlisted
options are currently subject to more detailed
assessment of the feasibility of constructing
and delivering a package of measures on the
identified corridors in the Northern Beaches.
Options include infrastructure delivery as well as
operationalchanges to the network that could be
progressed with or without infrastructure changes.

The cost applicable to each option

The options identified in the recent prefeasibility study will now be subject to detailed
analysis, allowing the Government to make a
long term decision based on sound evidence
and cost information.

Potential BRT route

Potential improved bus facilities

Option

Description

Option 1: North-south priority works

Upgrade existing kerbside bus lanes to 24 hour

Option 2: North-south median BRT

Segregate median BRT lanes and local buses on the kerbside

Option 3: North-south kerbside BRT

Segregate kerbside BRT lanes and passing bays at all bus stops

Option 4: North-south northern

Segregate kerbside BRT lanes with rail interchange at

interchange BRT

NorthSydney

Option 5: North-south tunnel BRT

Kerbside BRT on Pittwater Road and bus tunnel under

MilitaryRoad

Option 6: Eastwest kerbside BRT

Upgrade existing kerbside bus lanes to 24 hour

155

NSW LONG TERM TRANSPORT MASTER PLAN

SYDNEY LIGHT RAIL STRATEGIC PLAN

Sydneys Light Rail Future is focused on

expanding light rail services for the CBD and
inner Sydney. It represents a step change for
transport in the city, significantly boosting capacity
and reliability.

GETTING SYDNEY MOVING AGAIN

The actions outlined in Sydneys Light Rail Future

will also grow public transport capacity, enhance
commuter experiences and reduce congestion,
leaving more space for vital commercial traffic as
well as pedestrians.
We are expanding Sydneys light rail and
streamlining the CBD bus network at the same
time to achieve an integrated transport solution
for our global city. This integration, together with
Sydneys Rail Future and actions we are taking
now, will reduce congestion in the CBD.
The light rail solution is about the right transport
mode for the right task. One light rail vehicle has
capacity to move up to 300 people compared
to a bendy bus which can move up to 100
people. Sydneys Light Rail Future will reduce
buses in the CBD by 180 in the mornings busiest
hour and when combined with bus network
changes this will increase up to 220, helping
to lower congestion caused by buses entering
and travelling along CBD streets. Light rail is
reliable with a forecasted 97 percent of all
services running within two to three minutes of
the timetable. Currently, only 19 to 34 percent
of buses achieve this in the Anzac Parade and
CBD corridor. There will also be more room for
walking, which currently accounts for 93 percent
of trips made in the CBD.

Putting the customer first

The NSW Government has put the customer at
the centre of Sydneys Light Rail Future. Light rail
in the CBD will benefit a wide range of customers,
including:
Commuters making short trips within the CBD
for business, shopping, tourism andrecreation
Commuters travelling from the South East
suburbs to the CBD for work, shopping
andentertainment

156

Students travelling to education at the

University of NSW, NIDA and schools along
theroute
Patrons travelling to major event precincts at
Moore Park and Royal Randwick Racecourse
Commuters making connections between
public transport services at key interchanges
in the CBD at Central, Town Hall, Wynyard and
Circular Quay
Staff, patients and visitors travelling to the
Randwick health precinct
Commuters on other bus services from the
north, west and south whose trips are delayed
by congestion in the CBD.

Turn up and go
Light rail services in the CBD will run every two
to three minutes in peak times, and slightly less
frequently in off-peak. This will offer commuters
a turn up and go service meaning spontaneous
trips can be taken without needing to consult a
timetable. Light rail will run throughout the day and
into the night, giving commuters confidence it will
be easy to get home late into the evening. Bus and
light rail services will have integrated timetables
providing easier and convenient interchanges.

A simpler system for all

The existing bus network serving inner Sydney is
complex, especially in the CBD. Introducing light
rail in the CBD will provide a comfortable, easy
to use and reliable service. For people travelling
to the Moore Park precinct it will offer an easy
journey to major events.
On George Street, pedestrians will experience
a quieter and less chaotic environment with
more space to move around. Light rail vehicles
can travel through the area at low speeds,
allowingpedestrians to comfortably share the
space with light rail. And because light rail
produces little noise and no local emissions, it
can be in Sydney without negative impacts to
local amenity.

NSW LONG TERM TRANSPORT MASTER PLAN

The four stages of Sydneys light rail future

Integration of light rail into the existing MyZone ticketing system

and 131 500 information line and website completed June 2012

Service integration
and improvements Introduction of the Opal card, the integrated electronic ticketing
system, on light rail to make travelling easier between modes.

Construction of the 5.6 kilometre Inner West Light Rail Extension

to connect Dulwich Hill to the CBD to be completed in 2014

Modernise and
extend the
existingnetwork

Modern light rail fleet introduced to improve

commuterexperience

Overhaul of CBD bus network to integrate with light rail and

better connect commuters

Deliver a new
CBD and south
east service

Longer term
investigations

GETTING SYDNEY MOVING AGAIN

Real time information and timetable updates.

Completion of light rail connecting Circular Quay, the CBD and

the south east including Moore Park and the University of NSW
Pedestrianisation of 40 percent of George Street.

Feasibility investigations of light rail or other high capacity public

transport, like Bus Rapid Transit, for additional corridors including
Victoria Road, Parramatta Road, Anzac Parade to Maroubra and
potentially Western Sydney
Continued support to councils investigating potential light rail schemes
Growing the light rail network in line with demand and integrated
with new urban development
Investigating potential extensions to the line such as to Malabar,
Walsh Bay and Barangaroo North.

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NSW LONG TERM TRANSPORT MASTER PLAN

Inner West Light Rail extension

The 5.6 kilometre Inner West Light Rail extension,

currently under construction and on track for
completion in 2014, is the first, vital stage of
extending light rail in Sydney.

GETTING SYDNEY MOVING AGAIN

The $176 million project will extend light rail

services from Lilyfield to Dulwich Hill, for
the first time connecting neighbourhoods
includingDulwich Hill, Leichhardt and Haberfield

to shopping and entertainment districts such as

the Sydney Fish Markets, Paddys Markets, Capitol
Square and Leichhardt Marketplace.
It will provide better public transport integration
allowing passengers to transfer between light
rail, bus, bike as well as heavy rail at Lewisham
and Dulwich Hill.

Key benefits Sydneys Light Rail Future

Increased capacity

Urban renewal opportunities

Space for 300 commuters on each

45metre long light rail service equivalent
to five standard length buses

Pedestrian friendly streets, open spaces

and revitalised public areas

Reduced crowding and congestion

Buses freed up to service other destinations.

Faster, simpler, more reliableservices

Turn up and go services every two to three
minutes in peak times

Reduced congestion at the heart of

theCBD
A more attractive, accessible environment
for visitors, businesses andworkers
Improved connections where people live,
work and visit.

97 percent reliability

Improved amenities

Services that are on time and fast

Integrated, electronic ticketing available at

outlets or on-board

Real-time information at all stops and on

vehicles, showing route and stop locations
Simple to navigate
Effective wayfinding at stops and
interchanges, to help you transfer to bus,
ferry or heavy rail.

Light rail stops maximise accessibility, with

multiple doors available to alight at your stop
Smooth, comfortable and quiet services,
with air-conditioned vehicles
Safe, clean, accessible and comfortable
environment.

Inner West Light Rail extension key facts

Uses old Rozelle Goods Line, originally opened in 1916
Includes nine new stops Leichhardt North, Hawthorne, Marion, Taverners Hill, Lewisham
West, Waratah Mills, Arlington, Dulwich Grove, Dulwich Hill Interchange
Upgrades to existing stops east of Lilyfield including longer platforms, real time information
and cycle parking
More frequent services by introducing new light rail vehicles in addition to existing vehicles.

158

NSW LONG TERM TRANSPORT MASTER PLAN

Figure 4.56Inner West Light Rail extension route

4
GETTING SYDNEY MOVING AGAIN

Extended light rail

Future stop

Existing light rail

Existing stop

CityRail
Main roads

159

NSW LONG TERM TRANSPORT MASTER PLAN

CBD and South East Light Rail

4
GETTING SYDNEY MOVING AGAIN

The project

The benefits

Following extensive feasibility investigations and

consultation, the NSW Government is proceeding
with a new light rail line extending from Circular
Quay through George Street to Central Station
and to the University of NSW via Anzac Parade
and Alison Road.

The new CBD and South East Light Rail will offer
a simple, user-friendly way to travel between key
attractions from the Rocks and Circular Quay to
the citys retail heart and on to Chinatown, linking
visitors staying in our world-class hotels to the
in-progress Sydney International Convention and
Exhibition Centre.

CBD and South East Light Rail Key facts

Opal card the electronic ticketing system will be implemented on all light rail servicces.
Circular Quay to Central Station

Central Station to Randwick

Three kilometre route along a dedicated

corridor with a 15 minute journey time

Six kilometre route along a dedicated

corridor with a 20 minute journey time

Service reliability of 97 percent

Seven stops between Central and Randwick,

serving the Prince of Wales Hospital,
University of NSW at Wansey Road,
Randwick Racecourse and Moore Park

Nine stops in the CBD between Circular

Quay and Central
Interchange with heavy rail, bus and ferry
services at Circular Quay, Wynyard, Town
Hall and Central Stations
Turn up and go services, with services every
two to three minutes during peak periods
and continued high frequency across the
day, evenings, weekends and nights
Pedestrianised zone between Hunter and
Bathurst Streets.
Central Station to Nine Ways at Kingsford
Six kilometre route along a dedicated
corridor with a 24 minute journey time
Seven stops between Central and
Kingsford, including the University of NSW
at Anzac Parade and Moore Park
Bus interchange at Kingsford
Turn up and go services across the day,
evenings, weekends and nights.

160

Potential to join two vehicles together for

special events at Moore Park doubling
capacity to move up to 18,000 commuters
each hour in each direction
Bus interchange at Randwick
Turn up and go services across the day,
evenings and weekends.
Light Rail Vehicles
Air-conditioned, accessible low-floor
design, electric powered
Capacity for approximately 100 seated and
200 standing passengers
Can carry up to 9,000 passengers per hour
in each direction on a highly reliable service
that is not impacted by traffic congestion.

NSW LONG TERM TRANSPORT MASTER PLAN

George Street how it will work

4
GETTING SYDNEY MOVING AGAIN

The CBD and South East Light Rail will change

the face of George Street. A one kilometre
pedestrianised zone shared with light rail along
George Street will be created between Bathurst
and Hunter Streets covering around 40 percent
of the 2.4 km street between Circular Quay and
Railway Square.

Figure 4.57CBD and South East Light Rail

extension route

Cars will still be able to access 60 percent of

George Street. In addition emergency vehicles,
property owners and small delivery trucks will
retain access to the pedestrianised zone 24 hours
a day. We will examine the best way for taxis and
hire cars to have access during the night. This will
help to support the night time economy, keeping
George Street activated at night.
Beyond the pedestrianised zone, there will be
a general traffic lane on either side of the light
rail on George Street. Motorists will still be able
to travel east-west along all cross streets in the
pedestrianised zone, as well as other north-south
streets within the CBD.
These changes will reduce bus and traffic
congestion, and improve travel time reliability
forcommuters travelling through the CBD.

Construction and cost

The CBD and South East Light Rail will cost
approximately $1.6 billion to complete,
funded from the transport budget and a PPP
arrangement, subject to testing the business
case, and value for money being met. We are also
working with the City of Sydney and our other
stakeholders who have committed additional
funding contributions.
Construction on the project will take place in stages,
with city streets closed in sections to minimise
disruption to residents, businesses and commuters.
We are consulting with the City of Sydney, Sydney
Business Chamber, NSW Property Council and
other stakeholders to understand how we can
support businesses during construction. Once
completed, light rail will significantly benefit
businesses along the route. Construction is likely
to take five to six years to complete.

Recommended light rail route

Potential stop location
CityRail network
Existing light rail network
Major trip generator

161

NSW LONG TERM TRANSPORT MASTER PLAN

4.9 Creating a vibrant, attractive CBD the heart of

GlobalSydney

The CBD is economically and culturally the heart

of global Sydney and is nationally important. A
highly efficient transport network will maintain and
improve Sydneys global status and amenity.

GETTING SYDNEY MOVING AGAIN

In the short term, we will take actions to ensure

that current infrastructure is used as efficiently as
possible. Beyond this, further actions will contribute
to a modern, state-of-the-art transit system.

4.9.1 A transit-friendly CBD

We will grow and improve Sydneys CBD transport
networks to improve accessibility.
Over the next 20 years, new public transport
initiatives in the CBD will transform mobility and
accessibility. The centrepiece of the future CBD
transport network will be a light rail line running
from Kingsford and Randwick to Circular Quay via
the University of NSW, Moore Park, Central Station
and George Street.
The new CBD and South East Light Rail will offer a
simple, user-friendly way to travel. Light rail will run
along George Street from Circular Quay to Central
Station in 15 minutes with a highly reliable service
in dedicated lanes and a shared pedestrianised
zone between Hunter and Bathurst Streets. Light
rail in the CBD will be the step-change needed to
transform Sydney.
Implementation of light rail will allow the
restructure of bus routes to avoid congestion
caused by the number of buses turning and
terminating in the CBD. Improved levels of bus
capacity, speed, reliability and legibility would be
achieved by running buses on a limited number
of dedicated routes and through-routing a higher
number of bus services.
Traffic signals in the CBD will give priority to
pedestrians, public transport and cyclists at
designated intersections.
Sydneys Rail Future will create a high capacity,
high frequency rail network that can operate more
than 30 trains per hour and deliver high capacity
mass transit services across the city.

162

A CBD expansion program will deliver the

upgrades required to establish this network. A new
tunnel under the Harbour and through the CBD
will provide direct rail access from Hurstville and
the Bankstown Line to Chatswood and the North
West Rail Link. This will improve connectivity with
the wider metropolitan rail network (including the
North Shore Line, the North West Rail Link, and the
Epping to Chatswood Line) as well as improving
travel times and capacity through the CBD from
the north and south.
The establishment of the Central Sydney Traffic and
Transport Committee is one of the first steps that has
been taken to streamline traffic planning in the CBD.
We will adopt an improved road hierarchy to guide
the allocation of road space in the CBD, recognising
the importance of different user groups, demand and
capacity, and how these factors change throughout
the day and across the week. The hierarchy will
take into account all road users and the costs
and benefits associated with travel modes to
manage the demand for services throughout the
day for different users and modes. The objectives
of the road hierarchy will be to reduce private
vehicle demand for access to the CBD and to
manage remaining demand in line with available
capacity. Public transport will be prioritised and
pedestrians, cyclists, taxis and motorcyclists will be
allocatedspace.
We will rationalise bus routes and timetables to
improve travel experiences. Bus journey times in
the CBD can be highly variable in peak periods.
There are relatively low numbers of passengers
per bus as services progress through the city to
far-side termination points in other words, we are
using these assets poorly but they are making a
significant contribution to road congestion.
We will improve intersection management across
the CBD through a better allocation of time
andpriorities.

NSW LONG TERM TRANSPORT MASTER PLAN

UPGRADING BUSY CBD INTERCHANGES

Circular Quay Station Circular Quay Station

will be upgraded to improve wayfinding and
layout to enable easier interchanging between
ferry, bus, rail and taxi. The upgrade will involve
better integration with private water transport
providers and an interface with the George
Street light rail line.
Wynyard Station In the long term, Wynyard
Station will need a comprehensive and multimodal upgrade to better accommodate rail and
bus passengers interchanging at the station and
Barangaroo. The upgrade will link with Wynyard
precinct bus improvements that will improve
efficiency, bus interchange and layoveroptions.
Central Station A comprehensive and
multi-modal upgrade would encompass and
integrate trains, coaches, taxis, buses and
light rail. The rail network efficiency program
provides opportunity to streamline rail services
to Central. The implementation of Sydneys
Rail Future and construction of light rail will
enhance the role of the Station and possibly
require an upgrade to better integrate with
surrounding transport infrastructure. The
upgrade will alleviate overcrowding on some

platforms and pedestrian congestion in the

passenger terminal at peak times. Wayfinding
will be improved within and outside the station.
Wynyard precinct bus improvements Actions
to improve bus system operations and reduce
delays in the Wynyard precinct in the short
term (up to two years), with capacity to meet
medium term needs (10 years). The upgrades
will also include changes in the way York, Druitt
and Clarence Streets are managed; changes to
bus routing; increased kerbside bus stops; and
investigating utilisation of the Sydney Harbour
Bridge toll plaza area to provide bus priority,
bus layover and possible bus stops.

GETTING SYDNEY MOVING AGAIN

Town Hall/Mid Town The redevelopment

of Town Hall Station to accommodate more
rail passengers is an early-stage concept that
would include a bus interchange which may
form part of the development of a light rail line
on George Street. This work could integrate
with the City of Sydneys proposal to create
Town Hall Square.

Potential upgrades to existing interchanges and new interchanges will improve customer
experience and create attractive centres and precincts for pedestrians.

Redfern Station A comprehensive and multimodal upgrade would address station access
and connectivity issues, including access
within and to the station, safe and convenient
interchange with bus, pedestrian and cycle
routes, and accommodating a corridor for
expansion of the CBD rail network.
Barangaroo ferry hub A new ferry hub will
be designed and constructed for Barangaroo.
Initial modelling and analysis of requirements
indicates that two ferry wharves (four berths)
will satisfy forecast patronage at 2021 and
beyond. The hub will provide convenient
access to the western edge of the CBD for
ferry passengers, help to reduce congestion on
other modes and relieve pressure on transport
infrastructure at Circular Quay.

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NSW LONG TERM TRANSPORT MASTER PLAN

We will review the operation of the bus network to

reduce far-side termination. We will also rationalise
bus stop arrangements to improve network and
service efficiency and ease of travel.

GETTING SYDNEY MOVING AGAIN

The public transport initiatives proposed in the

Long Term Transport Master Plan are forecast to
contribute to a significantly higher public transport
mode share and the mode share of pedestrians
and cyclists for commuter trips to the CBD by

2031. This equates to a 44 percent increase in

commuter public transport trips over the 20 year
period to 2031.
Figures 4.58 and 4.59 show the improvement
in travel time that is forecast to be experienced
by people travelling to the CBD during the
morning peak period by car and public transport
respectively due to the key Long Term Transport
Master Plan initiatives.

Figure 4.58Change in 2031 morning peak car travel time to the CBD due to Long Term Transport Master Plan initiatives

Modelled change from 2031 business as usual scenario as a result of the Long Term Transport Master Plan solutions packages
Waterways

Change in travel time (minutes)

Non-urbanised land
-5 0 5

164

NSW LONG TERM TRANSPORT MASTER PLAN

4.9.2 Growing and improving CBD transport networks

In the short term, we will take a number of actions

designed to deliver meaningful results from
getting the most out of the existing system. These
improvements include:
Action A
 dopt simplified service types for buses,
to make the system easier to understand
and use
We will redesign Sydneys inner urban bus network
based on the Strategic Transit Network hierarchy
(see Chapter Two) to improve services and make the
system easier to understand for customers. The focus
initially will be on the development of a strategic bus
network that complements the rail network outlined
in Sydneys Rail Future strategy. The strategic bus
network will consist of links with elevated service
frequencies, and on-road bus priority features,
that provide cross-regional connections between
existing and emerging centres, including in
Western Sydney. Bus systems redesigned around
strategic bus network links will also comprise
intermediate capacity all-day district services, and
connecting routes that meet local demand.
Action Northern Beaches bus network redesign
To complement the construction of Bus Rapid
Transit to the Northern Beaches, we will
redesign the areas bus network in line with clear
differentiated service types and new principles
aligned with the Strategic Transit Network
hierarchy (see Chapter Two). For the Northern
Beaches corridor this will mean a BRT spine
for high-capacity services, frequent articulated
bendy buses or other larger fleet for intermediate
capacity services, and standard route buses for all
other local services.

We will make operational efficiency changes to the

bus network, supported by improved passenger
facilities, traffic control and road space allocation
for buses.
Action D
 evelop and implement a plan to manage
CBD road space more efficiently
We will take steps to manage demand, with
respect to time of day usage, including the
implementation of demand management measures
for road space to manage private vehicle use. We
will implement a revised CBD street hierarchy to
favour public transport, pedestrians and cyclists
where appropriate.

Medium term

GETTING SYDNEY MOVING AGAIN

Short term

Action I mplement Wynyard Precinct Bus

Improvements Plan

We will grow and improve CBD transport networks

to improve accessibility, including a planned high
capacity light rail line along George Street. We
will also improve interchange amenity in the CBD
by upgrading interchanges and building new
interchanges to achieve high quality and seamless
transfers, as well as improving the precincts
adjacent to these interchanges.

Action U
 pgrade city interchanges at Town
Hall, Central, Redfern, Wynyard and
CircularQuay
We will plan for upgrades to develop key city
interchanges including Town Hall, Central, Redfern,
Wynyard and Circular Quay (see box on page 163).
Action Develop CBD transit network
Deliver the George Street light rail project,
which will include a redesign of bus services to
accommodate and complement the new light
rail lines. To coincide with the development of
Barangaroo, we will build a new ferry wharf at
Barangaroo and use this new facility to improve
ferry services.
Action E
 xpansion of light rail from Circular Quay
to Kingsford and Randwick
Sydneys Light Rail Future identified the extension
of light rail from the University of New South Wales
and Randwick to Circular Quay via Central Station
and George Street as the preferred route for light
rail. (This project is outlined on pages 160 and 161).

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NSW LONG TERM TRANSPORT MASTER PLAN

Figure 4.59Change in 2031 public transport travel time to the CBD due to Long Term Transport Master Plan initiatives

4
GETTING SYDNEY MOVING AGAIN
Modelled change from 2031 business as usual scenario as a result of the Long Term Transport Master Plan solutions packages
Waterways

Change in travel time (minutes)

Non-urbanised land
-5 0 5

166

NSW LONG TERM TRANSPORT MASTER PLAN

Longer term

4.9.3 A pedestrian friendly CBD

With 93 percent of all trips in the CBD made on
foot, we need to make much stronger efforts to
make the central city pedestrian friendly.
We will invest in new pedestrian infrastructure to
serve areas with high pedestrian demand.
Action C
 reate a pedestrian boulevard along
George Street
40 percent of George Street will be pedestrianised
as part of Sydneys Light Rail Future, to transform
the street into an attractive pedestrian and transit
boulevard with general traffic excluded between
Bathurst Street and Hunter Street.
Action C
 reate new dedicated pedestrian links in
the CBD
We will alleviate pedestrian congestion at
peak periods through additional sub-surface
(grade separated) pedestrian links at busy CBD
interchanges, which could include:
A continuation of Wynyard Walk from Wynyard
Station to Martin Place

A Central Station east-west link (parallel and

to the north of Devonshire Street tunnel and
providing a link across Pitt and George Streets
to the west).
We will prioritise pedestrian access and mobility
in and around busy CBD public transport
interchanges, contributing to the creation of
attractive, safe pedestrian friendly urban precincts.

4.9.4 Cycling as a viable

commuterchoice
Further work is needed to understand the potential
for continuing the steep growth in Sydney CBD
cycling and how best to support it. Much of this
work will be incorporated into our longer term
Cycling Strategy.

GETTING SYDNEY MOVING AGAIN

In the longer term, Sydneys Rail Future plans for a

second Harbour Crossing and CBD rail line, serving
trains from the North West Rail Link through to
the converted line to Bankstown and Western
Sydney. This initiative is described in the section on
Sydneys Rail Future (4.7.1).

Action B
 uild second Sydney Harbour rail
crossing, new CBD line and new
CBDstations

A link from St James Station to Town Hall (under

Elizabeth Street connecting to existing subsurface routes) to improve access from St James
to the area around Town Hall

Action M
 easure and respond to cycling demand
in theCBD
As part of developing a street hierarchy that takes
into account the needs of cyclists, we will introduce
temporary measures to establish and assess user
demand before making more permanent changes.
Action E
 xtend cycling connections to suburbs
surrounding the CBD
We will create a clearly defined and legible, safe
network of bike paths and quiet local streets that
feed into the CBD.

167

NSW LONG TERM TRANSPORT MASTER PLAN

EASING CBD CONGESTION

Transport investments taking place in the CBD over the next 20 years aim to address the
constraints of CBD congestion and reconfigure the way the CBD transport network functions.

GETTING SYDNEY MOVING AGAIN

Based on analysis of current travel patterns and future growth, the City Centre Access Strategy
will put forward an integrated, multi-modal response to the citys major transport challenges.

Sydney city centre a growing CBD

Issues facing the city centre

The scale of the transport task for the

city centre and its supporting networks is
challenging, and growing:

Congestion and capacity constraints

Congestion is a pressing challenge and growing
employment and activity means more peak
hour travel through the CBD. Public transport
services will need sustained improvement and
the capacity of the citys stretched transport
networks will need to be increased.

329,000 jobs (14 percent of the metropolitan

total) are located in the CBD. This is forecast
to increase to 417,000 over the next 20
years, almost three times as many jobs than
North Sydney CBD (48,000), Parramatta
CBD (49,000) and MacquariePark (45,000)
combined.
The number of people in the city centre
grows from around 50,000 to 500,000
every day.
Around 148,000 people coming to the
city centre in the morning peak use public
transport. This number is forecast to
increase by 45,000 over the next 20 years.
In the busiest one hour, 1,010 buses bring
41,000 people into the city, while 19,500 other
vehicles bring in a further 24,000 people.
Almost 50 percent (250,000) of people
travelling to the CBD come from nearby areas.
Lead by the development of Barangaroo,
about 50 percent of projected growth will
occur in the western CBD.
Over 90 percent (1.3 million) of weekday
trips within the city centre are walking trips.
These 1.3 million trips are forecast to increase
by 21 percent (an additional 260,000) over
the next 20 years.

168

An integrated approach to managing the

different modes in the city is needed to support
more people moving through the CBDs
constrained network. Individual projects need
to be part of a managed and coordinated
approach to achieve the best use of space as
demands change throughout the day.
Customer service Research has indicated
the following proportion of people would be
more likely to use buses if services were: faster
(34percent), more efficient (28 percent),
safer (21 percent) and more comfortable
(21percent). As the hub of the transport
network, the city centre is a critical focus for
efforts to improve bus reliability, comfort,
interchange and information.
Loss of urban amenity Sydney is famed for
its quality of life, but increasing congestion,
looming transport capacity constraints and
perceptions of inconvenient or inefficient
transport services are jeopardising the citys
amenity. Sometimes, as is the case with bus
services in George Street, the solution to one
problem may inadvertently create another.
Transport must nurture a liveable, modern and
productive CBD.

NSW LONG TERM TRANSPORT MASTER PLAN

We are underway with:

Coordinated and efficient decision-making
through the new Transport for NSW and
collaboration with the City of Sydney via the
recently established Central Sydney Traffic
and Transport Committee
More coordinated multi-modal incident
management in the CBD.
In the short term we will:
Build a light rail line for George Street.
Sydneys Light Rail Future will be the
catalyst for changing how the CBD works
and revitalise the CBD. With turn up and
go services across the day, it will take cars
off George Street, reduce bus congestion
around the north-south spine, provide
50 percent more capacity than buses
and achieve 97 percent on-time running.
Introducing light rail together with proposed
bus improvements will mean at least 220
fewer buses will enter the city centre in the
morning peak hour. We will also implement
public domain improvements such as
revitalised public spaces together with
partial pedestrianisation along George Street
between Town Hall and Wynyard Stations.
Light rail will provide a step change in travel
experience and will be simple, comfortable,
and easy to use.

A redesigned bus network will create simpler,

faster and better bus services for customers:
More buses on fewer streets with higher
bus priority levels
A redesigned inner urban bus network
toreduce bus numbers entering the
CBDby ensuring buses are full when
theyenter theCBD

GETTING SYDNEY MOVING AGAIN

A number of initiatives to improve the city

centres transport future are proposed or
underway. These actions combine getting the
most out of our existing system with expansion
to accommodate growth and new connections.
They will tackle congestion and the related
amenity challenges head on.

Implement a bus plan for all bus routes

to and through the CBD. Current bus
timetables are designed to transport
passengers into the central city with a
minimum number of transfers between
buses. This results in some 200 different bus
routes delivering an enormous number of
buses into the CBD along a limited number
of congested roads and is the cause of many
delays to customers.

Our 20 year plan for CBD congestion

More cross-city Metro-style bus routes,

avoiding termination in the city centre
Seamless transfers between buses, light
rail and heavy rail from higher frequency
and more reliable services
Easier to understand bus services for
customers.
Build Wynyard Walk to add capacity and
provide safe and well managed walkways
between Wynyard and Barangaroo.
Invest in the CBD cycle network.
Investigate using road space gained from
the removal of the Sydney Harbour Bridge
toll plaza to improve transport operations in
the northern city centre.

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NSW LONG TERM TRANSPORT MASTER PLAN

In the medium term we will build:

4
GETTING SYDNEY MOVING AGAIN

The North West Rail Link, which will

removea further 160 buses from the
Harbour Bridge during the two hour morning
peak period and deliver high capacity, single
deck trains every five minutes from the North
West into the CBD.

Figure 4.60Projects to enhance interchange

amenity in the Sydney City Centre

A ferry terminal at Barangaroo, providing

extra capacity for ferries and alleviating
congestion at Circular Quay wharves.
In the long term we will construct:
A new heavy rail line through the city with
new CBD stations, linking with the rest of the
rail network as announced in Sydneys Rail
Future. It will enable the CBD rail network to
carry up to 100,000 more people an hour,
provide new access to growing partsof
the CBD and create a significant incentive
for commuters to shift from cars to public
transport.
We will also undertake progressive
improvements to Circular Quay, Wynyard,
Town Hall, Central and Redfern Stations and
interchanges. Investment in interchanges
outside of the CBD will facilitate more public
transport use and relieve congestion in the CBD.
Our integrated approach to CBD congestion
and amenity will deliver significant outcomes
for our customers. We will work with
stakeholders including the City of Sydney,
residents and business to implement these
transport initiatives.
Proposed projects to enhance interchange
amenity in the Sydney City Centre are shown in
Figure 4.60.

City Rail
Existing light rail
Recommended light rail route

170

Figure 4.61Existing bus network am peak hour

(8:00 to 9:00am) bus volumes

Figure 4.62Light rail and redesigned bus network am

peak hour (8:00 to 9:00am) change in bus volumes

+3

To:
Through:
Total:

-5

To:
Through:
Total:

15
37 4
9

0
+4

IN

IN

1010

113
40

-227

22
45

OUT

458

-28
-2

+9

4
-2 7
-2

+1
4
+1

49
33

750

1000

-49
-33

Inbound buses

250

500

+8

-49

-33
-3

49

85
500

+63
-7

OUT

4
23

175
84

GETTING SYDNEY MOVING AGAIN

4
56

52
99

NSW LONG TERM TRANSPORT MASTER PLAN

750
1000 NETWORK
EXISTING

Inbound buses

Outbound buses

Outbound buses

Diverting buses onto the CahillExpressway

Starting in early 2013, we will re-direct more
than seven percent of current morning peak
bus services from the North West about 60
buses from the Harbour Bridge onto the Cahill
Expressway. This will reduce the queue of buses
waiting to enter York Street from the Harbour
Bridge, ease congestion at the busy Wynyard
interchange and help make bus services more
reliable for commuters. These buses would
terminate at Bridge Street.

Change in inbound buses

Change in outbound buses

Contributing to CBD congestion cuts

Sydneys Rail Future
Congestion cuts will continue with the North
West Rail Link, which will remove a further 160
buses from the Harbour Bridge and deliver high
capacity, single deck trains every five minutes
from the North West into the CBD. In the longer
term, the second Harbour rail crossing and new
CBD line will see the network carry up to 100,000
more people an hour offering significant
incentive for commuters to leave the car at home
and take public transport.

171

NSW LONG TERM TRANSPORT MASTER PLAN

4
GETTING SYDNEY MOVING AGAIN
172

Five steps to cut CBD congestion

1. Diverting 60 buses in 2013 onto the Cahill Expressway and other operational improvements,
including the double-decker bus trial, a dedicated police motorcycle team to keep traffic
moving and changes to traffic signalling and parking
2. Redesigning the bus network to make services simpler, faster and better for commuters,
whichtogether with light rail, would remove about 220 buses from entering the CBD in the
busiest hour
3. Light rail in the CBD and South East to move up to 9,000 people every hour, achieve 97
percent reliability and revitalise and activate city streets
4. North West Rail Link to deliver faster travel times to the CBD for more than 300,000
commuters with faster, single deck trains every five minutes in peak periods. Commuters
moving onto the NWRL will mean a further reduction of 160 buses entering the CBD
5. Second Harbour rail crossing and new CBD line with capacity to carry up to 100,000 more
people an hour a significant incentive to take public transport.

173

SUSTAINING GROWTH
IN GREATER SYDNEY
CHAPTER SUMMARY

Long Term Transport Master Plan consultations

highlighted concern around public transport
access, road congestion, commute times, and local
access to services. Chapter Five focuses on the
following transport challenges in GreaterSydney:

Western Sydney road and bus upgrades:

Optimise North West Rail Link access with
bus priority on surrounding road networks,
and improve road access to the South West
and around Werrington to address social
disadvantage in parts of Western Sydney

Improving public transport and cutting

congestion to improve the liveability of Greater
Sydney and meet growing demand by improving
transport services and minimising travel times

Bus Head Start Program: Bus priority

infrastructure on major road corridors on Sydneys
strategic bus network to improve publictransport
travel times to urban centres or interchanges

Equipping Greater Sydney for jobs growth to

support the development of Sydneys regional
economies with sustainable transport solutions
nearer to population centres

Delivering WestConnex: WestConnex integrates

the M4 Extension from Parramatta towards
the Airport with an expansion of the M5 East.
Regeneration of the Parramatta Rd corridor and
public transport improvements are integral parts
of the scheme

Developing new transport connections for

greenfield areas as they grow to support the
North West and South West Growth Centres and
the Western Sydney Employment Area
Protecting critical corridors to ensure the transport
system develops in tandem with communities in
Greater Sydney and to tacklecongestion.

Taking action
This chapter sets out our long term plans to
improve transport infrastructure and services to
sustain growth in Greater Sydney. These include:
Modernising Greater Sydneys rail network:
Boost capacity across Greater Sydney through
Sydneys Rail Future, with rapid transit services
and improved frequency and capacity on
suburban lines
Pinch point and congestion management:
Address growing pressure on Greater Sydneys
road network with targeted measures
Motorway infrastructure: Including the M5West
widening and Managed Motorway systems on the
M4 to improve real-time management of traffic

SUSTAINING GROWTH IN GREATER SYDNEY

As Sydney grows, so do its major centres across

Greater Sydney. Over the next 20 years, areas
of Greater Sydney will grow strongly and the
transport system will need to keep pace.

North West Rail Link and South West Rail Link:

New rail infrastructure and services for fast
growing outer suburbs, doubling services to the
South West and providing rapid transit services
to the North West

Our transport challenges

Greater Sydneys employment centres: Work

with local councils and communities to support
jobs and tailor transport and congestion
solutions in the regional cities Parramatta,
Penrith and Liverpool
Precinct Action Plan for Port Botany and Sydney
Airport: Reduce congestion by targeting traffic
pinch points, increasing rail services, investigating
additional bus service options to and from Sydney
Airport and improving the infrastructure that
supports freight flows to and from Port Botany
Growth centre roads: Develop the road network
in new growth centres to link the Greater Sydney
workforce to employment opportunities and to
national and international gateways
Interchanges: Improve our busiest interchanges,
with upgrades or car parks as park and ride
at Canley Vale, Fairfield, Granville, Guildford,
Parramatta, Gordon, Lindfield, Sutherland, Penrith
Rooty Hill and Strathfield and with more to follow
Corridor protection: Identify critical corridors and
protect them for future needs.
175

NSW LONG TERM TRANSPORT MASTER PLAN

Growth challenges in
Greater Sydney

5
SUSTAINING GROWTH IN GREATER SYDNEY

Sydney is a multi-centred city, with important

economic and population centres in its greater
metropolitan area. To realise our vision for Greater
Sydney as a liveable, global city, we will need
to focus on connecting our strategic centres to
drive economic growth and productivity, reducing
journey times and ensuring more people live closer
to services and to where they work.
These centres, including Parramatta, Penrith
and Liverpool, have well established commercial
industries and networks and are major origins and
destinations for trips across Sydney. However,
as their population and economies have grown,
Sydneys traditionally radial network has not
responded efficiently to support economic
development outside of Sydneys CBD.
The Transport Master Plan, alongside the draft
Metropolitan Strategy for Sydney, will shape
our network to support increasing growth and
economic development closer to where people
live, and drive transport infrastructure and service
improvements around these centres for the
longterm.
This chapter addresses the challenges and
solutions for Greater Sydney, and focuses on
Sydneys largest strategic centres and specialised
precincts Parramatta, Penrith, Liverpool,
Macquarie Park, and the Port Botany and Sydney
Airport precinct.
The pattern of settlement, employment and
economic activity across Greater Sydney brings
distinct transport challenges to its regions. There
are some areas of relatively low density and
dispersed residential development where residents
travel further on average, making public transport
more costly to provide. Manufacturing and freight
industries are well established in Western Sydney,
while the Port Botany and Sydney Airport precinct
has a combination of freight industry, emerging
business lands andmanufacturing.

176

The transport network in Greater Sydney needs

to provide connectivity to local centres and to the
Global Economic Corridor. It also needs to foster
its economy, supporting the growing centres
including Macquarie Park and North Sydney with
efficient links to labour, freight networks and
emerging business hubs.
This chapter focuses on the four challenges
for Greater Sydney that we need to address
to support a competitive economy and
strongcommunities.
1. Improving public transport and cutting
congestion to improve liveability of outer
suburbs and to meet growing demand by
improving existing transport networks and
services, and minimising travel times.
2. Equipping Greater Sydney for job growth to
serve jobs growth in outer Sydney centres as
population grows, to support self-containment
and to encourage jobs growth nearer to Greater
Sydney population centres.
3. Developing new transport connections for
greenfield growth areas as they grow to
support new residential and employment areas,
namely the North West Growth Centre, the
South West Growth Centre and the Western
Sydney Employment Area by embedding
public transport services and reducing car
dependency which can limit transport access
and increase vulnerability to oil price increases.
4. Protecting critical corridors to ensure the
transport system can develop in the future to
meet the changing needs of Greater Sydney
customers and to tackle congestion as corridors
become busier.

NSW LONG TERM TRANSPORT MASTER PLAN

5.1 Improving public transport and cutting congestion

Regions in the outer suburbs of Greater Sydney

have higher average levels of car use and
dependency than their counterparts in inner and
eastern Sydney, with a higher number of vehicles
per household, and with higher average vehicle
kilometres travelled per person. Figure 5.1 shows
how average vehicle kilometres travelled (VKT)
per person varies between regions across Sydney,
with a resident in Penrith travelling more than
three times more kilometres by car than a person
living in inner Sydney.

Figure 5.2 shows the relationship across Greater

Sydney between population density and the level
of scheduled bus services in 2011 for a typical
weekday. It shows that in Sydneys east and centre,
where population densities are consistently high,
bus service frequencies are also high. However,
further out, in similarly high density areas of
Greater Sydney, bus services are less frequent and
less intensive.

Parramatta

Penrith

Inner Sydney

Eastern
suburbs

VKT per person (km)

Campbelltown

Vehicles per household

Liverpool

% of trips as the vehicle driver

Botany Bay

Figure 5.1Summary of vehicle use across Sydney Local Government Areas and regions on an average weekday

64%

79%

79%

71%

82%

40%

58%

1.3

1.8

1.6

1.4

1.9

1.2

12.9

22.5

23.4

16.7

29.8

9.3

11.8

SUSTAINING GROWTH IN GREATER SYDNEY

Car dependency

There are historical reasons for this trend, including

a post-war trend towards dispersed, low density
development in some areas, which can make public
transport service provision difficult and costly to
provide. While in recent times the trend has shifted
towards greater densification around major urban
centres, ease of access can still be hindered in areas
of Greater Sydney by local infrastructure, such as
unsuitable footpaths or walkways, long walking
distances to places of interest or physical barriers
such as motorways, rail lines, rivers and bushland.

Greater Sydney has an established transport

network that includes bus, rail and motorway
networks. There are opportunities to use
Greater Sydneys existing network to optimise
public transport patronage, service levels and
frequencies and reduce network congestion.

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NSW LONG TERM TRANSPORT MASTER PLAN

Congestion

Greater Sydney faces congestion on its existing

transport networks during peak times.

SUSTAINING GROWTH IN GREATER SYDNEY

Greater Sydneys roads face increasing congestion

and declining performance on the orbital
motorway and arterial road network, as shown in
Figure 5.2Population density and bus service frequency

2011 Population Density (persons/ha)

178

Chapter Four. In particular, periods of high and

very high delays will gradually spread further
out from inner Sydney, occurring in areas around
Macquarie Park, west along the M5around
Liverpool, on the M4 west of Parramatta, and on
the M7 around the North West Growth Centre.

Total weekday service frequency at bus stops

1-9

1-49

10-19

50-99

20-39

100-299

40-59

300-599

60 and above

600 and above

NSW LONG TERM TRANSPORT MASTER PLAN

Such congestion results in reduced public

transport reliability. The Western Line, for
example, has average ontime running
performance in the morning peak of 63.7percent,
compared with Sydneys average double-deck
ontime performance of 79.6 percent. This level of
on-time performance on the Western Line is below
that of its international counterparts in terms of
trains per hour of trains running on schedule.
Bus network performance will also be affected by
emerging capacity constraints as the population
grows in parts of Western Sydney. Figure 5.3
shows that without concerted action the corridors
serving Parramatta and the South West will be
under considerable pressure by 2031.

The rail network was developed to convey

commuters to the Sydney CBD during the peak.
Cross-regional rail connections are fewer in
number and services can operate infrequently
outside of peak periods. This means that in Greater
Sydney, service gaps are more pronounced
at particular times of day, when coverage and
frequency drops outside peak periods.
Figure 5.4 shows how service frequencies on
the public transport network vary widely by
time of day. Service levels outside of the peak
are low, including those services connecting to
outer centres such as Penrith, Campbelltown
and Liverpool. This has implications for the
coordination of rail and connecting bus service
timetables in outer centres across the day.
Wherepublic transport frequencies outside the
peak are low, demand will be affected, reinforcing
car dependency.

SUSTAINING GROWTH IN GREATER SYDNEY

The Bankstown Line had the highest average load

in the morning peak hour at 150 percent. The two
faster services from Liverpool via Bankstown had
an average load of 140 percent at Campsie.

Service levels and frequency

On the rail network, performance data from March

2012 shows that the average load on all services
on the Western Line in the morning peak was
130 percent of seat capacity. Passenger growth
on the Western Line between 2011 and 2012 was
approximately seven percent (see Chapter Four).

Figure 5.3Bus passenger volume 2011 and base case forecast for 2031

2011

2,000 5,000 8,000

2031

Passengers in AM peak

2,000 5,000 8,000

Passengers in AM peak

179

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Figure 5.4Comparison of public transport services per hour in peak and off-peak periods

5
SUSTAINING GROWTH IN GREATER SYDNEY
Global Sydney
Regional city

Major centre

Specialised precinct
Potential specialised precinct
Planned major centre
Potential major centre
Interchange/terminus

180

Mass and intermediate transit network

peak and off-peak service frequencies
Peak service frequency,
inbound (all services per hour)
Off-peak service frequency,
inbound(allservicesper hour)

NSW LONG TERM TRANSPORT MASTER PLAN

5.2 Equipping Greater Sydney for jobs growth

The draft Metropolitan Strategy for Sydney sets out

the largest employment centres in Western Sydney
which are Parramatta (47,000), Penrith (16,000)
and Liverpool (22,000). The evidence indicates
that Western Sydneyresidents, who hold around
72 percent of Western Sydney jobs, want to work
closer tohome.
As employment increases across the metropolitan
region, centres in the Global Economic Corridor
of Sydney are likely to experience some capacity
constraints and rent increases, leading to nonessential CBD businesses and activities seeking
more cost effective locations elsewhere. Western
Sydneys centres offer an attractive, lower cost
location provided the land and workforce, and
business to business links are in place.

Figure 5.5Forecast jobs growth in Greater Sydneys

major centres and specialised precincts
80,000

70,000

60,000

50,000

Jobs

40,000

30,000

20,000

10,000

2011

2016

2021

2026

SUSTAINING GROWTH IN GREATER SYDNEY

The fastest growing part of Greater Sydney

is Western Sydney. Today, Western Sydney is
home to 47 percent of Sydneys residents, and
37percent of Sydneys jobs. Only around a quarter
of these jobs are located in Western Sydneys
centres, which means Western Sydney residents
on average have to commute further than people
elsewhere in Sydney. This challenge is increased
by lower density development in much of Western
Sydney, which increases car dependency and
tends towards street-based public transport that
can cover wider areas.

Figure 5.5 illustrates the forecast employment

growth at Macquarie Park, Liverpool, Parramatta,
Penrith, North Sydney, Sydney Airport and
environs and Port Botany and environs.

Greater Sydney has three regional cities,

Parramatta, and the river cities of Penrith and
Liverpool. Each has an established commercial
centre, regional industries and clusters, and
relatively more affordable land and office
space. While these cities have capacity to grow,
businesses often cite reduced connectivity and
lower quality transport connections as a barrier to
relocating to them. In addition, there are a number
of specialised precincts throughout Greater
Sydney, including Macquarie Park, Sydney Olympic
Park and the PortBotany precinct.

2031

Parramatta
Macquarie Park
North Sydney
Liverpool
Sydney Airport and environs
Port Botany and environs
Penrith

This trend is an opportunity for economic

centres located closer to where people live in
Greater Sydney to take advantage of spillover
economic activity, and to develop local industries
in their own right. In transport terms, this would
reduce the impacts of dispersed employment
in Greater Sydney, alleviate car dependency
and long commutes, and promote more
liveablecommunities.
The remainder of this section examines Greater
Sydneys economic centres that will face growth
pressures in the next 20 years and their specific
transport constraints.
181

NSW LONG TERM TRANSPORT MASTER PLAN

Parramatta

5
SUSTAINING GROWTH IN GREATER SYDNEY

Almost two million people live in Western Sydney,

which is around 47 percent of Sydneys population.
Parramatta is its major economic centre, with a
strong commercial core, a property and business
service focus, and living and cultural opportunities
as a city in its own right. The Greater Parramatta
area currently has more than 100,000 jobs, with
potential for further jobs growth and investment.
The Parramatta CBD is home to a range of
services and retail and entertainment venues. Its
wider catchment has established industrial and
service clusters, including health facilities around
Westmead, tertiary education facilities such as
the University of Western Sydney campus at
Rydalmere, and an industrial precinct at Camellia.
The nearby suburbs of Granville, HarrisPark and
North Parramatta offer comparatively affordable
living and space for small businesses.
Parramatta has well-established heavy rail and
T-way connections and an extensive bus network
focused on Parramatta CBD which complements
the rail network. T-ways provide priority for buses
through a dedicated right of way. Fifty bus routes
serve Parramatta, including those using the T-ways
and Metrobus services.
Currently, public transport is used for 15 percent
of all trips to Parramatta (40 percent during the
peak), which has remained relatively constant over
the past five years. Each day, around 26 percent
of commuters travel to and from Parramatta CBD
using public transport. This is expected to grow to
around 32 percent by 2031 without changes to the
transport system.
Figure 5.6 shows that commuters start
their journey to work in Parramatta from all
aroundSydney.

182

Several transport challenges need to be addressed

over the next 20 years:
Peak period congestion around Parramattas
city centre affects bus services and local
amenity. Parramatta Station is the fourth busiest
in Sydney, with 66,400 daily entries and exits.
Western Line services provide strong east-west
connectivity, but the line is reaching capacity in
the morning peak towards the Sydney CBD. Due
to the radial nature of services, buses terminate
or commence from Parramatta Interchange,
further adding to congestion and delays
around the Parramatta CBD and exacerbating
a shortage of layover space in the CBD itself.
Figure 5.7 projects the change in morning
peak travel times by road to the Parramatta
CBD from now to 2031 without upgrades to
thenetwork.
Local barriers to movement include Parramatta
River, Parramatta Park, major arterial roads and
rail lines. These barriers can make local travel
indirect and increase congestion as traffic is
funnelled atbridges.
Stronger transport connections to other parts
of Greater Sydney are required to provide for
commuters travelling from Greater Sydney and
to support business-to-business connections. In
addition, more efficient connections to the west
of Parramatta will be important to serve the
Parramatta CBDs primary catchment area.
Population growth to the west of Parramatta
has led to increased travel demand, and
additional travel on the road network has
affected travel times. Travel times to Parramatta
are projected to increase by up to 10 minutes
for a proportion of the centres immediate
catchment, and by 20 minutes or more for areas
further away from the centre. This will require
development of road and transit systems to the
west of Parramatta.

NSW LONG TERM TRANSPORT MASTER PLAN

Figure 5.6Parramattas catchment for journey to work trips, 2006

5
SUSTAINING GROWTH IN GREATER SYDNEY

CityRail network
North West Rail Link and
South West Rail Link

National parks
Urban area

1 dot represents 10 work trips

to Parramatta

Growth centres

183

NSW LONG TERM TRANSPORT MASTER PLAN

Figure 5.7Change in car travel times from 2011 to 2031 base case

5
SUSTAINING GROWTH IN GREATER SYDNEY
Waterways

Change in travel time (minutes)

Non-urbanised land
-10 0 10

184

NSW LONG TERM TRANSPORT MASTER PLAN

Penrith

Figure 5.8 shows that most commuters start their

journey to work in Penrith from a region close to
the Penrith centre.
Penrith is an important station for commuters
accessing the Sydney Trains network. Around
53percent of workers who live in the Penrith local
government area travel outside this area each day.
Park and ride car parking is provided at Penrith
Station and nearby at Emu Plains Station and
StMarys Station.

Local barriers need to be removed to improve

local access. The Western Line is a barrier to
north-south movement in the CBD and through
the broader local government area, as are major
arterial road routes. To the west of Penrith, the
Nepean River also affects local connectivity
By 2031, the number of people working in
Penrith is expected to increase to 37,000,
from16,000 in 2011. Around 27,000 of these
workers will be travelling to Penrith during the
morning peak
Improved public transport and road
connections to the North West Growth Centre
and South West Growth Centre will be required,
as will better north-south connections
Freight industry needs must be met throughout
the region
In 2008, 91 percent of all daily trips to
Penrith CBD originated inside the North West
Subregion the same proportion as in 2003.
Nearly 10,000 people travel to Penrith CBD for
work every day, of whom around three-quarters
drive. As noted above, the number of workers
in Penrith is expected to increase significantly
in the coming years. Without action, public
transport mode share will remain static at
around 16 percent by 2031.

SUSTAINING GROWTH IN GREATER SYDNEY

Penrith is well connected by road, with the

Great Western Highway (A44) providing direct
connections from the Blue Mountains and local
access to nearby suburbs to the east. The M4
Motorway is relatively uncongested for travel
westbound from the Sydney Orbital motorway
network during peak hours.

Several transport challenges need to be addressed

over the next 20 years:

Penrith is Sydneys western gateway and has

a wide catchment area, serving communities
extending from outer Western Sydney to beyond
the Blue Mountains. In recent years, Penrith has
developed commercially and now offers retail,
community and social facilities. It has capacity to
grow over the long term as a jobs and services
centre and as an important cultural and civic hub.
Penrith is located close to the Nepean River, the
Blue Mountains and Penrith Lakes, as well as key
infrastructure assets such as the Nepean Hospital
and a majoreducation hub at Werrington, and
urban growth areas.

185

NSW LONG TERM TRANSPORT MASTER PLAN

Figure 5.8Penriths catchment for trips to the Penrith city centre

5
SUSTAINING GROWTH IN GREATER SYDNEY
CityRail network
North West Rail Link and
South West Rail Link

186

National parks
Urban area
Growth centres

1 dot represents 10 work trips

to Penrith

NSW LONG TERM TRANSPORT MASTER PLAN

Liverpool

The city is home to the Liverpool teaching

hospital, an education-medical cluster (which
accounts for 30 percent of current employment
in Liverpool), Warwick Farm Racecourse and its
cluster of equine industries, and recreation and
cultural facilities. It is also close to the proposed
Moorebank Intermodal Terminal and a co-located
freight village which has the potential to generate
new jobs in the transport and logistics sector and
support commercial activity across South West
Sydney and the broader city.
Liverpool is serviced by rail connections operating
between Campbelltown and the Sydney CBD
and regional bus routes, including the Liverpool
Parramatta T-way services. A motorway and
arterial road network supports the city, including
the M5 and the M7. These roads experience
congestion at peak times. Car transport is the
main mode for all trips to Liverpool city centre,
accounting for 66 percent of all trips. Across the
day public transport mode share is around nine
percent but increases to around 15 percent during
the peak periods.

Several transport challenges will need to be

addressed over the next 20 years:
Local connectivity issues exist in relation to
the river and rail line (similar to Parramatta and
Penrith), which impact pedestrian access, safety
for cyclists and increase local road congestion.
The high level of growth forecast in South
West Sydney presents particular challenges
for Liverpool. Car travel dominates access to
Liverpool and congestion on the road network is
forecast to increase. Improved public transport
connections to Parramatta and the Sydney CBD,
and stronger links to nearby centres including
Campbelltown and Macarthur, will encourage
sustainable growth.

SUSTAINING GROWTH IN GREATER SYDNEY

As a result, Liverpools employment is expected to

increase from 22,000 in 2011 to 38,000 in 2031.

Without improvements to the network, much of

Liverpools immediate catchment will experience
car travel times up to 10 minutes longer than at
present by 2031 and a significant proportion of
other areas, including the South West Growth
Centre, will have car travel time increases of
greater than 20 minutes.

Liverpool is the major city servicing South West

Sydney and parts of regional NSW to Western
Sydney. It is a major employment centre, transport
hub and shopping district. Its riverside setting,
underlying grid layout and road and rail links to
Parramatta and Sydney CBD have made it an
attractive residential and business location. Major
urban growth areas, including the South West
Growth Centre and Edmondson Park/Middleton
Grange, are in the Liverpool catchment. Prestons/
Yarrunga is also a major new employment area.
The origin of people travelling to work in Liverpool
is shown in Figure 5.9.

Stronger local public transport links are needed

between Liverpool and its catchment. In
2008, 73 percent of all daily trips to Liverpool
city centre originated within the South West
Subregion. The next largest proportion of
trips was from the West Central Subregion,
predominantly from the Fairfield and Bankstown
local government areas.
Strong population growth in South West
Sydney will place pressure on existing road and
bus corridors and require more efficient links
toLiverpool.

187

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Figure 5.9Liverpools catchment for journey to work trips, 2006

5
SUSTAINING GROWTH IN GREATER SYDNEY
CityRail network

National parks

North West Rail Link and

South West Rail Link

Urban area
Growth centres

188

Western Sydney
Employment Areas

1 dot represents 10 work trips

to Liverpool

NSW LONG TERM TRANSPORT MASTER PLAN

Port Botany and Sydney Airport precinct

Many transport challenges will need to be

addressed over the next 20 years:
The precinct is served by four of Sydneys five
most congested roads, the Eastern Distributor,
M5 East Motorway, Western Motorway (M4),
General Holmes Drive and Southern Cross Drive.
Congestion lasts 11 hours or more each day on
all four routes. This congestion is the product
of multiple traffic generating sites in the
precinct that are close to each other. Other key
contributors are growing passenger traffic on
key arterials in the precinct and private vehicle
use, with less than 10 percent of road trips on
the M5 East, for example, being freight related.
These circumstances will require an integrated
approach to managing growing roaddemand.
20 percent of commuters living in the Botany
Bay area use public transport to travel to work.
There is growing urban and industrial density
in the Port Botany and Sydney Airport precinct
and its connecting east-west corridors. An extra
480,000 people (equal to 377,000 commuters)
are expected to live in this area within the
next20 years.
Only 15 percent of people travel to and from
Sydney Airport by rail or bus, compared with
more than 40 percent of people who travel to
London Heathrow. The public transport service
offered to Sydney Airport remains limited,
which reflects restrictions in the Airport Link
contract. There is only one bus route to Sydney

The passenger rail service charges a station

access fee, resulting in a premium ticket price
for passenger rail to Sydney Airport that may
encourage substitution with car or taxi travel.
For a 6.7kilometre train trip to the domestic
airport from Central Station, a passenger pays
$15(single) or $23(return).
Sydney Airport is the nations busiest airport.
In the next 20 years, passenger numbers
are set to more than double which will result
in increasing pressure on the surrounding
transport network. Sydney Airport experiences
a number of regulatory constraints that
affect its capacity, including a flight cap of 80
movements per hour, operational curfews, fixed
access arrangements for regional airlines and
constraints on extending the site.

SUSTAINING GROWTH IN GREATER SYDNEY

Many of the challenges facing the freight industry,

discussed in Chapter Seven, are felt most acutely
in this precinct.

Airport, the 400 bus route, which does not

travel to the CBD. There is also one passenger
rail line. Several other bus services pass near
Sydney Airport but do not stop, for example,
the 410, M20 and M30. This means that for
the majority of travellers to and from Sydney
Airport, public transport requires multiple
connections and is inconvenient.

The Port Botany and Sydney Airport precinct is

home to the States major container terminal and
only international airport. It is Sydneys second
largest job centre and home to heavy industry,
manufacturing, major distribution centres and
residential communities.

While airport capacity is subject to

Commonwealth regulations and to Australian
Government approval of master plans
submitted by Sydney Airports Corporation
Limited (SACL) every five years, the NSW
Government can support transport access by
road, footpath, cycleway and public transport.
The NSW Government is supporting SACL in
preparing the Ground Travel Plan to improve
public transport usage to the Airport.
Our actions in response to these challenges
can be found in Section 5.7.2, including the
development of an improvement plan for Port
Botany and Sydney Airport to address capacity
constraints associated with passenger and
freight transport.

189

NSW LONG TERM TRANSPORT MASTER PLAN

Macquarie Park

5
SUSTAINING GROWTH IN GREATER SYDNEY

Macquarie Park forms a key part of Sydneys

Global Economic Corridor and is rapidly
growing in importance. It attracts many local
and international companies from high-tech
fields including electronic, scientific, computing,
medical, communication, pharmaceutical and
business supply solutions. Good access to facilities
and services, and an attractive environment are
attractions for many corporations.
Employment at Macquarie Park is expected to
increase from 45,000 jobs in 2011 to 61,000
within 20 years. There is a growing residential
population focused on the eastern and western
ends of the corridor.
Macquarie University, located at the western end
of the corridor, has over 37,000 students and
2,700staff. The University has initiated a growth
program with additional academic space, a
business and research park, a private hospital and
student accommodation.
Macquarie Park is bounded to the north and east
by the M2 Motorway and the Lane Cove National
Park. To the south, Epping Road acts as a barrier
separating the business park from the residential
areas of Ryde LGA. The nature of development
limits road access to Macquarie Park, constraining
bus and vehicle movement. It also impacts the
attractiveness of walking and cycling.
The Epping-Chatswood Rail Link, opened in 2009,
provided three new stations in the area and rail
services to Epping, Chatswood and the Sydney
CBD. The completion of the North West Rail Link
will see Macquarie Park directly connected to
North West Sydney.
While much of Macquarie Parks success as a
business location can historically be linked to its
road access and connectivity to the Sydney CBD
and Sydney Airport, there is a need to recognise
the limited capacity of the network and prioritise
public transport use to support future growth.

190

The transport challenges facing Macquarie Park

over the next 20 years include:
The growth of Macquarie Park has put pressure
on the arterial and local road network.
Congestion on surrounding roads and within
Macquarie Park affects bus services, reducing
reliability and increasing journey times.
Facilitating bus priority to deliver improved
reliability and reduce travel times, particularly
during peak periods, encourage greater take up
of public transport.
Around 85 percent of commuters travel to and
from Macquarie Park by car. This level of car use is
supported by historically generous parking rates
and a low provision of public transport. Recent
public transport service improvements, including
the opening of the Epping Chatswood Rail
Link have increased public transport use but car
travel remains dominant.
Heavily trafficked arterial roads create barriers
to movement, funnelling traffic and making
walking and cycling routes unpleasant and
circuitous. Within Macquarie Park, heavy traffic,
a lack of well located road crossings and the
local topography can present an unattractive
pedestrian environment.
Improved connectivity to the Greater
Metropolitan Area is required, particularly south
to Sydney Olympic Park and west to Parramatta,
to support business-to-business connections.
Improved links to Western and North West
Sydney will ensure Macquarie Park maintains
access to a skilled workforce.

NSW LONG TERM TRANSPORT MASTER PLAN

5.3 Connecting new growth centres

In coming decades, we will need to ensure

qualityconnections for the Growth Centres and
other areas:
The North West Growth Centre covers more
than 10,000 hectares and will accommodate
70,000 new dwellings and 200,000 people.
The South West Growth Centre covers more
than 17,000 hectares and will accommodate
110,000 new dwellings and 300,000 people.
The Western Sydney Employment Area
comprises 2,200 hectares and has an
eventual capacity of 40,000 jobs. The area
has development potential for industrial land
uses such as major warehousing, distribution,
freight transport, industry, high technology and
research facilities.

In the North West, bus network development will

continue to be important as buses provide more
extensive coverage compared to rail. In addition,
once the North West Rail Link is operational,
an extensive bus network serving the North
West Growth Centre will extend the rail network
catchment, provide public transport access to
stations and ensure integrated, flexible public
transport coverage for newly developed areas.
Integrated planning of bus priority measures
with new road infrastructure in growth areas will
also be essential for providing competitive bus
servicesand reducing car dependency over the
longer term.
In the South West and around the Werrington
Enterprise Living and Learning Precinct, most of
the existing roads were not built to support the
level of demand now anticipated.

SUSTAINING GROWTH IN GREATER SYDNEY

Together, these centres will be home to some

500,000 residents. This represents a considerable
challenge in terms of planning for quality transport
connections to employment and services.

These new growth areas will require new transport

networks and the upgrading of existing links and
services as demand develops. The South West
Rail Link and North West Rail Link will provide
important access to the broader rail network and
will need to be integrated with the bus network to
optimise new rail capacity.

The North West and South West Growth Centres

are the focus of planned greenfield development
in Greater Sydney in comingdecades.

Norwest already provides around 15,000 jobs

and Castle Hill a further 9,000 jobs.

191

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5.4 Protecting critical strategic and growth corridors

As Greater Sydneys major centres expand,

transport demand will grow. The local economy
will depend on the successful development of
road and rail links to employment centres, national
networks and international gateways.

Parramatta and the Sydney CBD already above

available seated capacity in the morning peak.
Peak travel times for constrained Western Sydney
corridors are shown in Figure 5.10.

SUSTAINING GROWTH IN GREATER SYDNEY

Our work to identify Sydneys 46 strategic

transport corridors (see Chapter Four) has
identified the following:

The identification and protection of existing

strategic corridors and future growth corridors
should be a focus for precinct planning, long term
funding requirements and network development
to manage congestion and protect future
transport development.

Ten corridors provide bus and rail access to

Parramatta, including with the LiverpoolParramatta and North West T-ways.
Four corridors provide access to Liverpool and
provide links to the rest of Sydney, including
Parramatta, the Eastern Suburbs, the Global
Economic Corridor, Campbelltown and
residential areas.

In the past, land use and transport planning have

been poorly coordinated, leading to dispersed
population and employment patterns, car
dependency and inadequate infrastructure.

5.4.1 Greater Sydney strategic

corridors

Corridor development will be needed to support

the growth of Penrith. The corridor from Penrith
to Blacktown connects Penrith with the rest of
Sydney and includes the Western Line and M4.
Other corridors will connect Penrith to other
parts of Western Sydney, including to Rouse Hill,
Campbelltown and Prairiewood via the Western
Sydney Employment Area and Wetherill Park.

Some strategic corridors are already experiencing

capacity constraints, including rail and road
corridors into the three Western Sydney regional
cities. The Western, South and East Hills Lines
are limited by a lack of available line capacity in
the Sydney CBD, with the Western Line between

Figure 5.10Car and public transport am peak travel times for constrained corridors in Western Sydney.
Corridor End-to-End Car Travel Time (mins)

180

171

160
140
120
96

100

90

80
60

75
68

106

101

95

62

69

62
35
22 23

20

61

54

49

42

40

80

78

86

79
56

95

61

66

59
48

42
32

28 28

0
Rouse Hill to
Macquarie
Park

Campbelltown
/Macarthur to
Liverpool

Rouse Hill to
Parramatta

Penrith to
Leppington to
Campbelltown
Liverpool
/Macarthur

Penrith to
Prairiewood

Badgerys
Creek to
Blacktown

Strategic Corridors

192

Car 2011 Base

Public transport 2011 Base

Car 2031 do nothing

Public transport 2031 do nothing

Blacktown to
Fairfield

NSW LONG TERM TRANSPORT MASTER PLAN

5.4.2 Greater Sydney growthcorridors

Connecting the North West and South West Growth

Centres to established and emerging employment
centres is important in the medium and longer
term. These connecting corridors include:

Liverpool to Port Botany.

North West Growth Centre to Penrith then to

South West Centre and Campbelltown/Macarthur
Penrith to Western Sydney Employment Area

In the long term, planning for increased demand on

emerging corridors will be critical (see Figure 5.11).

Figure 5.11Western Sydney corridors facing increased demand

Global Sydney
Regional city
Major centre

Specialised precinct
Potential specialised precinct
Planned major centre
Potential major centre

SUSTAINING GROWTH IN GREATER SYDNEY

Rouse Hill/Norwest/Marsden Park to the Western

Sydney Employment Area, Liverpool and Fairfield

Early protection of future transport corridors

will ensure that the right infrastructure can be
developed at the right time for Western Sydney.
It will provide greater certainty that infrastructure
will be delivered in the future and also serve as an
important guide to precinct planning.

Corridors facing
increased demand
Key transport corridors
in Western Sydney
Growth centres

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NSW LONG TERM TRANSPORT MASTER PLAN

Taking action in
GreaterSydney

20 YEAR VISION

5
SUSTAINING GROWTH IN GREATER SYDNEY

In the next 20 years, the Long Term Transport Master Plan will support the development of Greater
Sydney as a network of centres with strong connectivity between growth centres and economic
centres such as Parramatta, Penrith, Liverpool, Macquarie Park, the Port Botany and Sydney Airport
precinct and North Sydney. The priority will be to develop a more integrated transport system
across Greater Sydney to attract businesses and investment, improve liveability and support
efficient freight movements.

As Greater Sydney grows, we will use the existing

transport network more effectively. Where
we do extend the network, develop transport
infrastructure with long term and sustainable
objectives in mind. Transport infrastructure in
Greater Sydney will be a major factor in the citys
economic development and productivity beyond
the life of this Long Term Transport Master Plan.
Our actions for Greater Sydney are directed at all
elements of the transport network in an integrated
package of measures designed to achieve better
overall transport outcomes.
Each of the major corridors identified in Greater
Sydney has been examined and analysed for the
investments needed in road and rail, for both
passenger and freight, and for the preservation and
protection of important corridors for the future.
The Sydneys Rail Future strategy expands the
heavy rail network to deal with the substantial
growth in North West and South West Sydney,
while the second Harbour Crossing has flow-on
impacts that expand capacity for all parts of
Greater Sydney.
The bus network will support heavy rail by
servicing the areas that heavy rail does not reach,
providing links on important corridors between
urban centres. The bus system will expand to meet
the demands of growth in Greater Sydney, with
more buses, new services to growth areas, more

194

rapid services through greater priority on roads

where demand requires it and through the pinch
point strategy.
The road network will continue to be critical in
the future. We will relieve road congestion on
important corridors through network expansion,
including the Motorway Network, and through a
pinch point strategy targeted at specific corridors
to improve bus services and improve motor
vehicle and heavy vehicle travel times.
At the more localised level within Greater Sydneys
major centres, our actions will provide multi-modal
solutions to specific centres including Parramatta,
Penrith, Liverpool and the Port Botanyprecinct.
The continued growth of Greater Sydney
means we must plan and prepare for the long
term by protecting and preserving our most
important transport corridors, both road and
rail. These corridors are necessary for our future
transportnetwork.
Our actions in relation to Greater Sydney will
improve public transport, cut road congestion,
enhance access to employment centres,
develop sustainable infrastructure for greenfield
growthareas and protect strategic and future
growth corridors.

NSW LONG TERM TRANSPORT MASTER PLAN

5.5 Improving public transport

Sydneys Rail Future will grow and improve the

rail network serving Greater Sydney. In addition,
new rolling stock, station upgrades and advanced
signalling will provide extra capacity on the busiest
lines in Greater Sydney. This will structurally
change how the rail, bus and road networks
interact across Greater Sydney.
Action I ncrease train capacity on the
WesternLine
The Western Line will enjoy reduced congestion
and overcrowding on trains once the North West
Rail Link is built. The first stage of works will
enable reliable operation of 20 trains per hour
for the busiest of the three Western Lines. This
represents a potential additional capacity of 3,600
passengers per hour. In the long term, the second
Harbour Crossing, CBD line and better use of all
three lines into the city from the west will increase
service capacity to the CBD by 35 percent an
extra 14 trains per hour.
Improvements on the line will allow more express
trains per hour from Blacktown and Penrith
to the CBD, with all-day frequent and reliable
Cumberland Line services, providing better
connections from Parramatta to Liverpool and the
South West.
Action I ncrease train capacity on the
BankstownLine
Bankstown Line customers will benefit from new
peak services from 2013, with a new turnback at
Lidcombe improving separation with the Western
Line and better reliability on both the Bankstown
and Western Lines. The Bankstown Line will be
converted for mass transit trains, which will allow
faster services and a doubling ofservices.

The existing train timetables will be rewritten for

the Airport and East Hills, South, Inner West and
Bankstown Lines to integrate the South West Rail
Link and to improve the performance of Greater
Sydneys rail network. This will reduce its operational
complexity, improve reliability and spacing of
services and ensure more user-friendly timetables
that integrate with bus connections.
Action B
 uild or upgrade commuter car parks
interchanges in Greater Sydney
New car parks as park and ride will extend
the existing rail catchment beyond the Transit
System through the Transport Access Program by
providing car access to the rail network.
Interchange upgrades and car parks for park
and ride at varying levels of development at
Canley Vale, Fairfield, Granville, Padstow, Gordon,
Lindfield, Sutherland and Parramatta. Targeted
works at Penrith, Rooty Hill and Strathfield
will also improve bus congestion around
thoseinterchanges.

SUSTAINING GROWTH IN GREATER SYDNEY

5.5.1 Greater Sydneys Rail Future

Action New rail timetables

Planning for public transport relies on a hierarchy

of centres in Greater Sydney supported by
a network of mass, intermediate and local
services. In the long term, we will need a network
with increased connectivity between centres,
more efficient use of infrastructure and more
seamlessinterchange.

In addition, Transport Access Program upgrades

to provide easier access for customers are being
developed for Oatley, Clyde and Ingleburn. With
minor works at Kingswood and Riverstone.

5.5.2 Greater Sydneys bus

prioritynetwork
Short term
Action D
 evelop Strategic Bus Corridors to
provide rapid and more frequent services
Sydneys strategic bus network program will
reduce delays for buses and improve travel
time reliability for public transport users during
weekday peak periods.
The strategic bus network supports access to
Sydneys regional centres and new growth areas
with work on identified Strategic Bus Corridors as
the focus for customer experience improvements,
increased service frequencies and investment in
bus priority roadworks to improve the speed and
flow of buses.

195

NSW LONG TERM TRANSPORT MASTER PLAN

Sydneys Bus Future will define directions for

Sydneys strategic bus network program to ensure
investment in infrastructure and services aligns
with the needs of Sydneys bus customers in the
short, medium and long term towards 2031.

SUSTAINING GROWTH IN GREATER SYDNEY

Studies have identified a range of bus corridors for

bus priority investment. These corridors include
the most significant routes in Sydneys strategic
bus network, as shown in Figure 5.12:

Miranda to Hurstville via Sylvania

Hurstville to Burwood
Liverpool to Burwood via Bankstown
Bankstown to Blacktown via Fairfield and
Wetherill Park
Penrith to Rouse Hill via Marsden Park

Mona Vale to Sydney CBD

Marsden Park to Prairiewood

Bondi Beach to Sydney CBD

Leppington to Camden via Oran Park.

Parramatta to Sydney CBD via Victoria Road

Additional long term future options for bus

corridor investment include Mount Druitt to
Parramatta via the Western Sydney Employment
Area, and Blacktown to Rouse Hill via
MarsdenPark.

Burwood to Sydney CBD via Parramatta Road

Maroubra Junction to Sydney CBD
Hurstville to Macquarie Park via Burwood
Rouse Hill to Hurstville via Parramatta
andBankstown
Castle Hill to Liverpool via Parramatta
Hornsby to Blacktown via Castle Hill
Parramatta to Macquarie Park
Rouse Hill to Blacktown via Marsden Park
Liverpool to Campbelltown via Leppington.
Studies have also identified the following major
cross-metropolitan routes for a more limited scope
of bus priority investigations:
Randwick to Sydney CBD
Bondi Junction to Burwood via Eastgardens
Bondi Junction to Miranda via Sydney Airport
andEastgardens
Bondi Junction to Burwood via Green Square
and Sydenham
Chatswood to Sydney Airport
Lane Cove to Eastgardens
Hurstville to Sydney CBD via Newtown
Belrose to Sydney CBD
Chatswood to Manly via Dee Why

196

Burwood to Chatswood via Drummoyne

Medium to long term

Action I ncrease bus priority measures and
investigate Bus Rapid Transit along
priority corridors
Sydneys Bus Future will define the strategic bus
network for the Sydney Metropolitan Area, and
the different levels of service to be provided by
the routes making up Sydneys total bus system.
The most important bus corridors will provide the
backbone for a connected public transport system,
meeting high-demand, centre-to-centre travel
needs with frequent, all-day services. To maximise
service reliability and congestion relief these
strategic corridors will be targeted with the highest
investment in operating priority, using T-ways, Bus
Rapid Transit (BRT) or arterial roads with significant
bus priority measures. Planning and delivery of bus
priority and full BRT solutions will be programmed
over the short, medium and long term.
Action E
 xplore mass transit options for the
Eastern Suburbs corridor through
toMalabar
In addition to the NSW Governments
consideration of a light rail solution from the CBD
to University of NSW, further investigation of mass
transit options to Malabar will be undertaken to
support expected densification and urban renewal
in the South Randwick corridor.

NSW LONG TERM TRANSPORT MASTER PLAN

Figure 5.12Strategic Bus Corridors and pinch point management in Greater Sydney

5
SUSTAINING GROWTH IN GREATER SYDNEY

Potential sites for treatment

New corridor for investigation

State road
Regional road

Pinch point corridor

Pinch point corridor

New corridors for investigation

Blacktown Road: Prospect to Blacktown

Pennant Hills Road: North Parramatta to Wahroonga

Campbelltown Road: Campbelltown to The Cross Roads

Mamre Road: St Marys to Kemps Creek

Cumberland Highway: Warwick Farm to Northmead

James Ruse Drive: Clyde to Northmead

Elizabeth Drive: Cecil Hills to Liverpool

Henry Lawson Drive: Peakhurst to Parramatta

Erskine Park Road Roper Road Carlisle Avenue: Orchard Hills to Mt Druitt

Hoxton Park Road: Hoxton Park to Liverpool

Great Western Highway: Eastern Creek to Wentworthville

Parramatta Road: Granville to Strathfield

Heathcote Road: Lucas Heights to Moorebank

Hume Highway: Ashfield to Liverpool (M31)

Hume Highway: The Cross Roads to Liverpool (M31)

Canterbury Road: Newtown to Liverpool

M4 Motorway (Interchanges Only)

10 Old Windsor Road: Constitution Hill to Glenwood

11 Richmond Road Blacktown Road: Blacktown to Richmond
12 Fairford Road Stacey Street Rookwood Road: Padstow to Yagoona
13 Windsor Road Northmead to Baulkham Hills

197

NSW LONG TERM TRANSPORT MASTER PLAN

5.6 Congestion and pinch point management

Action U
 pgrade motorway infrastructure and
expand the M5 West

5
SUSTAINING GROWTH IN GREATER SYDNEY

The M5 West widening project will expand the

South West Motorway from two to three lanes in
each direction from Camden Valley Way to King
Georges Road to support the planned residential
and employment growth in South West Sydney.
Construction has commenced and will take
approximately two and a half years to complete.
The M5 transport corridor is the main passenger,
commercial and freight route between Sydney
Airport, Port Botany and South West Sydney, and
links key areas across Sydney.
Other work will expand the existing motorway
network, starting with the M5 West widening,
and over the long term, completing the missing
links on the network. This will have important
benefits for Greater Sydney including reduced
travel times, enhanced road freight productivity,
improved safety and reduce conflicts between
road users, including freight vehicles, cyclists
and pedestrians. The 33 kilometre WestConnex
scheme in the M4 and M5 corridors is the
immediate priority for addressing missing links in
the SydneyMotorwayNetwork.
Action I mplement managed motorway
technology on the M4
The NSW Managed Motorways Program will better
manage high traffic and freight volumes to reduce
congestion and crashes, using technology on the
M4 Western Motorway to improve traffic flows
and reduce emissions. Real-time information can
be provided to traffic control centres such as the
Transport Management Centre and tocustomers.
Traffic management and control systems
and infrastructure include intelligent vehicle
monitoring, adaptive traffic control, incident
management and traveller information systems for
both the motorway and surrounding arterial road
system to ensure integrated operations. In the
long term, smart technologies will be considered
for other motorways following evaluation of the
M4 trial program.

Action D
 eliver targeted infrastructure
improvements and technology solutions
to manage congestion
We will implement a new approach to managing
congestion in centres, more efficiently managing
road space and priority between different road user
groups, and implementing clearways, real-time traffic
management, incident detection andresponse,
and targeted pinch point relief where required.
Action I mplement a program to address pinch
points across Greater Sydney
We will invest in targeted measures to improve
congestion and road safety and to respond to
growing pressure on the road network. Where these
corridors are also major bus routes, measures will
include targeted bus priority infrastructure. Studies
have been completed to inform priorities for targeted
improvements along the following corridors:
Blacktown Road from Prospect to Blacktown
Campbelltown Road from Campbelltown to the
Cross Roads
Cumberland Highway (A28) from Warwick Farm
toNorthmead
Elizabeth Drive from Cecil Hills to Liverpool
Erskine Park Road Roper Road from Carlisle
Avenue Orchard Hills to Mount Druitt
Great Western Highway (A44) from Eastern
Creek toWentworthville
Heathcote Road from Lucas Heights
toMoorebank
Hume Highway (M31) from the Cross Roads
toLiverpool
M4 Motorway (interchanges only)
Old Windsor Road from Constitution Hill
toGlenwood
Richmond Road Blacktown Road from
Blacktown to Richmond
Fairford Road Stacey Street Rookwood Road
from Padstow to Yagoona
Windsor Road from Northmead to
BaulkhamHills.

198

NSW LONG TERM TRANSPORT MASTER PLAN

5.7 Supporting Greater Sydneys

employment centres
Action C
 ontinue to identify and address pinch
points as growth occurs

Mamre Road from St Marys to Kemps Creek

James Ruse Drive from Clyde to Northmead
Henry Lawson Drive from Peakhurst to Parramatta
Hoxton Park Road from Hoxton Park to Liverpool
Parramatta Road from Granville to Strathfield
Hume Highway (M31) from Ashfield to Liverpool
Canterbury Road from Newtown to Liverpool.
Action C
 ontinue to build connected cycling
networks in Greater Sydney
We will improve cycling connections in and around
Greater Sydneys major centres.
As most bicycle trips begin and end on a local
road, we are matching funding for NSW local
councils to deliver improved bicycle networks,
starting with the following projects:
Milsons Point to Lane Cove cycleway
Design and development of the Nepean River
Green Bridge between Penrith and Emu Plains
Completion of the M4 Regional cycleway
between Wentworthville and Parramatta.

Sydneys three regional cities, Parramatta,

Liverpool and Penrith, are the focal points of their
regions. As well as being employment centres,
they offer essential services, shops, entertainment
venues and cultural facilities.
Supporting these centres with adequate
transport connections and capacity will attract
businesses and jobs. With more of us choosing
to live in or near these centres, good public
transport services will support for higher density
development, reducing our reliance on car travel
and relieving pressure on Global Sydney and the
Global Economic Corridor. Integrated rail and
bus solutions are required, with buses helping to
develop emerging transport corridors over time.

SUSTAINING GROWTH IN GREATER SYDNEY

Pennant Hills Road from North Parramatta

toWahroonga

We will continue to identify and alleviate other

congestion hot spots as they emerge. Future
corridors to be investigated for congestion
management measures include:

We will develop better connections and improved

service levels to the Sydney CBD and Global
Economic Corridor from Greater Sydneys major
centres to encourage more businesses to locate
in Greater Sydney. This will generate local jobs
and reduce the need for people to travel long
distances to work.

5.7.1 Achieving Parramattas

potential
Over the next 20 years, Parramatta will continue
to develop as a prime commercial and cultural
centre. To realise its potential, Parramatta will
require improved public transport links and travel
times to the Global Economic Corridor, and better
connections within other areas in Western Sydney
that support Parramattas role as the economic
centre of Western Sydney.

In addition, development is underway for the

following cycling infrastructure projects:
Construction of a cycleway from North Ryde
to Macquarie University (Waterloo Road,
MacquariePark)
Design and development of a cycleway from
Lidcombe to Strathfield (Rookwood Cemetery)
Construction of a cycleway from Prospect
toBlacktown
Construction of a cycleway bridge on Epping
Road at Marsfield.
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NSW LONG TERM TRANSPORT MASTER PLAN

Short term

The following actions will be implemented to lift

the public transportation mode share in Parramatta
to achieve the 2031 target:

SUSTAINING GROWTH IN GREATER SYDNEY

Action T
 arget bus priority enhancements within
30 minutes travel time ofParramatta
Targeted bus priority enhancements on the
road network, pinch point management and
the new 2013 rail timetable will extend the
catchment of public transport users living within
30 minutes by public transport of Parramatta.
These improvements will support more reliable
public transport to and from Parramatta, improve
congestion and provide faster travel times on
existing public transport routes.
Bus priority infrastructure is proposed between
Parramatta and the Sydney CBD and Parramatta
and Castle Hill providing continuity of bus
prioritywherever possible along Victoria Road
and Windsor Road. This is in addition to the
strategicbus corridors already identified for
Western Sydney.
Action P
 lan a major upgrade of the
Parramattainterchange
Initial planning for a major upgrade of transport
facilities at the Parramatta Interchange will enable
increased layover capacity for current and future
Parramatta bus services and help create a more
attractive and accessible precinct. This project
will be one of five major centre interchange
projects recommended for further planning
and development across Sydney. The upgrade
will improve local amenity and create a more
attractive precinct around the interchange.
Action C
 ollaborate with Parramatta City Council
on city centre improvements and light rail
We will work with Parramatta City Council to
enhance the Parramatta CBD and address the
oversupply of long-stay parking, which increases
congestion in the Parramatta CBD. There are
approximately 25,000 car parking spaces in the
city centre of which around 14,000 are private
parking spaces for residents or businesses. The
remainder are public spaces.

200

Options include better managing demand for

access to the Parramatta CBD by private vehicles
and improving the pedestrian amenity of the CBD.
We will work with Parramatta City Council as
it progresses plans to develop public transport
proposals focused on the Parramatta CBD,
including a long term light rail proposal that
would connect with Castle Hill, Chester Hill,
Bankstown, Blacktown and Carlingford. Upgrades
to congested bus corridors into Parramatta CBD
will need to align with plans to build up public
transport patronage.
Action Parramatta cycleway
Improved connections will be developed for
pedestrians and cyclists moving through
the Parramatta CBD. The Parramatta River
cycleway and connections to Sydney Olympic
Parkwill be progressed, and better connections
developedthrough or around Cumberland
Hospital to Westmead.
In addition to initiatives set out in Section 5.6, a
more comprehensive regional bike network will be
developed with the followingprojects:
Design, development and construction of a
cycleway along the northern side of Parramatta
River and eastern side of SubiacoCreek,
from 300 metres west of Pike Street to
SubiacoCreek
Construction of a cycleway and other access
improvements at Parramatta Park
Design and development of a cycleway
along the northern side of Parramatta River
from Charles Street Wharf to Macarthur
Street,Parramatta
Design, development and construction of a
cycleway along the northern side of Parramatta
River between Thackeray Street and Park
Road,Rydalmere.

NSW LONG TERM TRANSPORT MASTER PLAN

Medium to longer term

To boost integrated connections across the wider

Parramatta region, we will consider options to
improve efficient links between Parramatta and
Macquarie Park as demand develops. Better
links will be developed to facilities including high
schools, two major hospitals at Westmead and the
Cumberland Hospital and heritage precinct.
Action I mprove frequency of public transport
services to Parramatta CBD
Investment and service planning will improve the
frequency of services connecting Parramatta CBD
to Westmead, Rydalmere, Camellia, Granville and
Merrylands. This will support seamless interchange
and improve the relative competitiveness of public
transport compared to cartravel.
Action I mprove road connections to and around
Parramatta Road
We will consider further road corridor
improvements to address pinch points and target
road access to and around Parramatta, including:
Cumberland Highway (A28): Warwick Farm
toNorthmead
Pennant Hills Road: North Parramatta
toWahroonga
James Ruse Drive: Clyde to Northmead
Parramatta Road: Granville to Strathfield.

In the short term, we will focus on coordinating

transport planning and infrastructure provision,
building on committed projects such as the South
West Rail Link and the Revesby to Kingsgrove
quadruplication.
Action I mprove public transport services in
Penrith and Liverpool
In the short term, we will work towards NSW
2021 targets to grow Western Sydney commuter
patronage on public transport. Our first priority
will be to deliver customer-focused services that
improve the attractiveness, service levels and
reliability of public transport, with more reliable
corridor connections from new growth areas into
Penrith and Liverpool.

SUSTAINING GROWTH IN GREATER SYDNEY

We will undertake planning and investment to

deliver fast and reliable connections between
Parramatta and the Global Economic Corridor
to encourage and support businesses locating in
Parramatta. Options will focus on service levels
along the 10 strategic transport corridors that
access Parramatta by public transport, and will
also consider potential for new cross-regional bus
services and options for the Carlingford Line, which
currently offers a poor transport service option and
places operational constraints on the Western Line.

Over the next 20 years, Penrith and Liverpool will

develop their regional industries, enhance the role
of their city centres as transport hubsfor outer
Western Sydney, improve access to employment,
health care and education, encourage
agglomeration around their competitive local
industries and encourage thriving precincts for
business, retail andrecreation.

Action S
 trengthen public transport links
between Parramatta, the Sydney CBD,
North Sydney and Macquarie Park

5.7.2 Local access to Penrith

andLiverpool

Action C
 oordinate planning approaches
withPenrith City Council and Liverpool
CityCouncil
We will work with Penrith City Council to improve
park and ride policy to promote mode shift to
public transport, improve local amenity and plan
for future growth in the Penrith CBD.
Planning has begun for upgrades to the Penrith
Interchange aimed at improving pedestrian
amenity and providing better interchange
servicelevels.
We will work with Liverpool City Council to
improve park and ride policy to promote
mode shift to public transport, develop public
transportcorridors that support the economic
function of Liverpool CBD and encourage more
walking and cycling.

This work will be linked to the widening of the M4

as part of WestConnex and the implementation of
managed motorway initiatives on the M4.
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NSW LONG TERM TRANSPORT MASTER PLAN

Action P
 rovide faster and more frequent
services to major employment centres in
Penrith and Liverpool

SUSTAINING GROWTH IN GREATER SYDNEY

Penrith and Liverpool will need transport

connections that keep pace with the
developmentof their urban communities over
the next 20 years. Tailored transport solutions
will address areas of transport disadvantage,
support workforce participation and generate new
business andemployment opportunities across
GreaterSydney.
Penriths links with its Western Sydney workforce
will be strengthened, improving north-south links
and increasing the frequency of bus services to
local communitiesto extend the 30 minute public
transport catchment.
Improved connections will be required between
Penrith centre and the North Penrith development,
reducing the barrier created by the rail station and
stabling yards and encouraging residents to walk
and cycle.
For Liverpool, our priority will be to provide
faster and more frequent services that connect
the city to its immediate region and reduce car
dependency. In addition, better links to Parramatta
and Penrith will improve access to jobs and
services for local residents.
Action Upgrade Penrith Interchange
Planning has begun for an upgrade to the Penrith
Interchange (south of the rail line) to improve
pedestrian amenity and provide better interchange
service levels. This upgrade will complement
the car parks as park and ride that provides
1,000 spaces to help alleviate the acknowledged
difficulties in parking near the Station.
In addition, scoping works are underway for a
longer term station upgrade at Penrith under the
Transport Access Program to ensure alignment
with Landcoms development of a major land
parcel to the north of the rail line.

202

Action B
 uild the Nepean River Green Bridge for
pedestrians and cyclists
Walking and cycling will be supported by a
range of network improvements, including the
new Nepean River Green Bridge and improved
connections across the rail line.
In addition, a more comprehensive regional
bike network will be developed with the
followingprojects:
Design, development and construction of a
cycleway from Penrith to Mulgoa Road
Investigation of a cycleway for
VictoriaBridge,Penrith.
Action G
 eorges River Bridge for pedestrians
andcyclists
We will improve walking and cycling links in
Liverpool, offering safe and convenient travel
within the centre and between the city and its
surrounding suburbs. Subject to a feasibility
assessment, this will include a Georges River
pedestrian and cycle bridge.
In addition, construction of a cycleway will
be progressed to link Liverpool CBD to
ElizabethDrive.
Action I mprove public transport services to
education and health facilities
We will establish better transport links to integrate
Liverpool health precinct and tertiary education
facilities at Macarthur-Campbelltown with the
Liverpool centre, making the Liverpool CBD an
attractive location for specialist businesses and
supporting research links and employment growth.
Action D
 eliver incremental road improvements
on strategic corridors
Measures will be identified to improve the capacity
and performance of strategic corridors into Penrith
(Western Line, Blue Mountains Line and M4/Great
Western Highway (A44)) and plan for emerging
corridors to Rouse Hill (via the North West Growth
Centre). We will improve capacity and conditions
along these corridors.

NSW LONG TERM TRANSPORT MASTER PLAN

Action I nvestigate traffic flow enhancements to

Richmond Bridge

We will maintain the economic primacy of the Port

Botany and Sydney Airport precinct and ensure
that it effectively serves NSW and Australia. The
precinct is addressed both in this chapterand in
Chapter Seven which considers freight transport
and infrastructure around the Port and Airport.
Action D
 evelop an Improvement Plan for Port
Botany and Sydney Airport
We will finalise a precinct Improvement Plan
for Port Botany and Sydney Airport to address
capacity constraints, a growing passenger and
freight task, and surface access challenges caused
by competing demands on the road and rail
networks leading to and surrounding the precinct.
The Improvement Plan will provide certainty to
investors about the NSW Governments approach
to Port Botany and its commitment to ensure the
Port continues to deliver value to NSW. The NSW
Government strongly supports Sydney Airport
being the primary airport for the Sydney region.
The Improvement Plan will ensure that Port
Botany and Sydney Airport remain competitive
international gateways and have the capacity
to accommodate forecast growth with efficient
landside connections.
Action U
 pgrade public transport serving Port
Botany and Sydney Airport
A central part of the Improvement Plan is to
investigate options to improve public transport
services in the precinct for commuters and

Work with Airport Link Corporation to identify

ways to improve public transport services to and
from the Airport to service growing passenger
numbers, including:
New timetables to Sydney Airport in the
morning peak in 2013 and 2016
An increase in the number of peak hour
rail services on the Airport Line from eight
to 12 per hour, subject to available rolling
stockavailability
Investigate new and extended bus route options
to the Airport and work with Sydney Airport
Corporation Limited to provide appropriate
infrastructure to support additional bus services
in the precinct

SUSTAINING GROWTH IN GREATER SYDNEY

5.7.3 Port Botany and Sydney

Airport precinct

We will implement the following initiatives

by2016to improve public transport in the
PortBotany and Sydney Airport precinct:

We will work with the Australian Government

and Hawkesbury City Council on planning and
investigation work to address congestion on the
Richmond Bridge and adjoining approach roads. A
study is underway to investigate the potential for
short term traffic flow improvements and reserve
the road corridor that would be required for future
traffic needs.

travellers, and to mitigate growing passenger

vehicle congestion around Sydney Airport and on
the road network.

Work with Sydney Airport Corporation Limited

to provide additional signage and indicators
at the Airport and elsewhere to advertise and
encourage public transport use.
Action A
 ddress pinch points and
congestion in the Port Botany and
SydneyAirportprecinct
An efficient road network around Port Botany and
Sydney Airport will minimise congestion and make
better use of existing investments. We will relieve
pinch points and better manage road space in the
precinct, delivering a targeted package of works
that includes:
Planning for a light vehicle road underpass at
the General Holmes Drive rail level crossing.
This would remove an operational slow point on
the rail freight network (currently freight trains
need to slow down to below 10 km/h when
crossing the level crossing), reduce road traffic
congestion and remove a safety risk in an area
with high volumes of vehicular traffic

203

NSW LONG TERM TRANSPORT MASTER PLAN

5
SUSTAINING GROWTH IN GREATER SYDNEY

Developing a formalised truck layover area in

the Foreshore Road area with Sydney Ports
Corporation. The provision of container vehicle
parking close to the Port terminal reduces the
volume of container vehicle movements on the
road network. Potential benefits include:
Improved safety along Foreshore Road
through the reduction of the slow turn and
stopping movements of container vehicles
Reducing the use of Foreshore Road
shoulders as prime mover or trailer parking
while waiting for the Port Botany designated
time slot
Implementing one-way pairs road operation on
Bourke Road and ORiordan Street to manage
increased traffic, with complementary measures
including the removal of parking, provision of
bus priority, enhanced pedestrian movements
and examination of an alternative cycleway.
Thisaction:
Provides greater through capacity for Bourke
Road and ORiordan Street
Removes contra-flow turning conflicts on the
existing arterial roads, improving route safety
Enhances the through capacity for freight
movement along the two road corridors
Provides for a dedicated bus-lane on each
road to link Green Square and the Mascot
precinct supporting a future possible project
to provide bus priority along the ORiordan
Street corridor
Widening Mill Pond Road to support increased
taxi volumes and private bus operators
accessing the Airport precinct. This project
would provide enhanced connectivity for freight
and commercial vehicle movements to and from
key existing industrial and commercial precincts
and upgrade key links to access the Port and
surrounding industrial areas.

204

Action D
 esign the interchanges and
connectionsthat will allow WestConnex
to adequately serve the Port Botany and
Sydney Airport precinct
This work will provide high-quality access to both
airport terminals and access from industrial areas
in the Inner West and inner southern suburbs along
the Canal Road/Gardeners Road axis. This will
benefit freight access to the Port and surrounds as
well as reduce the conflict between heavy vehicle
and general traffic.
Action C
 ontinue to increase the number of bus
and train services to the Port Botany and
Sydney Airport precinct
We will develop a long term public transport plan
to deliver major improvements in public transport
capacity for the precinct. By 2031, we will provide
20 trains per hour in peak periods, multiple 24
hour bus routes serving the Airport for workers
and passengers, new dedicated bus interchanges
for each airline precinct and new dedicated
express bus services using new motorway links.
Port Botany is currently served by three bus
routes. In moving from a radial network towards
a more connected network, we will investigate
opportunities to improve the public transport
catchment of Port Botany and provide greater
choice of travel options.

NSW LONG TERM TRANSPORT MASTER PLAN

5.8 Providing essential greenfield infrastructure for growth centres

Action B
 uild the North West Rail Link from
Epping to Rouse Hill

A stabling and maintenance facility at

TallawongRoad.

The North West Rail Link is a high priority project

for the NSW Government, and an integral part
of Sydneys Rail Future. It will be built as the
first of Sydneys new rapid transit services and
will bethefirst rail line in Sydney to feature new
single-deck trains.
The North West Rail Link will provide eight new
stations and services over a 23 kilometre addition
to the rail network from Epping to Rouse Hill.
Stations are planned at Cherrybrook, Castle Hill,
Hills Centre, Norwest, Bella Vista, Kellyville, Rouse
Hill and Cudgegong Road. Bus, pedestrian, cycling
and customer-oriented access facilities will be
provided at all stations, with approximately 4,000
park and ride spaces across five sites.
Other features of the project include:
New high frequency single-deck train services
from Cudgegong Road through to Chatswood
at least 12 trains per hour in the peak
Convenient cross-platform interchange
atChatswood
In the future, use of the second Harbour
Crossing to access the Sydney CBD andbeyond
Upgrades to railway systems on the existing line
between Epping and Chatswood to integrate
with the North West Rail Link
Major bus interchange facilities at Rouse Hill
andCastle Hill
Bus, pedestrian, car, bicycle and accessible
facilities at all stations

Four underground stations one cutting, two

elevated and one at grade
A four kilometre elevated Skytrain between
Bella Vista and Rouse Hill

The majority of population and jobs growth in

North West Sydney will occur around the Hills
District and the planned North West Growth
Centre. New employment and education centres
are developing in North West Sydney, with Rouse
Hill emerging as the next major centre. This is a key
area for transit work trips, which lend themselves
to a turn up and go, fast and frequent service.
The new rail link will provide the following benefits:
Rail access for approximately 300,000
residentsin the North West to Epping,
Macquarie Park, Chatswood, StLeonards, North
Sydney and the CBD.

SUSTAINING GROWTH IN GREATER SYDNEY

Approximately 15 kilometres of new tunnels from

Epping to Bella Vista

In providing quality transport connections for

new growth areas, our priority will be to connect
these growth centres to established and emerging
employment centres, such as the Western Sydney
Employment Area, and make the best possible use
of existing transit links, such as the Richmond and
South rail lines and the North West T-way.

New rail services to existing suburbs in the

Hills District and to future areas planned for
residential and commercial development.
Frequent, regular rail services and
competitivetravel times and reliability compared
to car travel.
Travel time savings from many areas of the
North West to the Sydney CBD and Macquarie
Park, and within the region, including to the
Rouse Hill Town Centre.
An increase in train services to Macquarie
University and Macquarie Park.
Planning is underway on the North West Rail Link
the Environmental Impact Statement 1 (civil works)
was exhibited earlier in 2012, site readiness and
essential property demolition have commenced,
and expressions of interest for tunnelling works
were received in August 2012.

205

NSW LONG TERM TRANSPORT MASTER PLAN

5
SUSTAINING GROWTH IN GREATER SYDNEY

Short term

Camden to Leppington via Oran Park

Action C
 omplete the South West Rail Link
fromGlenfield to Leppington via
Edmonson Park

Bringelly to Campbelltown via Oran Park

The South West Rail Link will be operational

in 2016. The Link will connect residents in the
growing South West Sydney to the CBD through
the construction of 12 kilometres of rail line from
Glenfield to Leppington via Edmondson Park.

Mount Druitt to Schofields via Marsden Park.

Extra train services will follow implementation

of the new timetable in 2013. The Kingsgrove to
Revesby quadruplication will separate express
and all-station trains, allowing new trains on the
network and improvingreliability.
Services to Holsworthy, Glenfield and the South
West will bedoubled from eight to 16 services an
hour to serve theSouth West Growth Centre and
Campbelltownregion. This will provide additional
services and extra capacity for people in South
West Sydney travelling to the Sydney CBD.
Action I mplement bus priority measures and
infrastructure upgrades through the
Bus Head Start Program as the growth
centres develop
The Bus Head Start Program will support the
sustainable development of the North West and
South West Growth Centres with bus priority
measures and passenger infrastructure packages
for major road corridors. This will provide
integrated bus networks on road corridors as
greenfield residential areas develop that provide
access to urban centres or via interchange to heavy
rail. This Program will provide a wider range of
travel options while the North West Rail Link and
South West Rail Link are under development.
The Program will plan, develop and operate new
Strategic Bus Corridors servicing the North West
and South West Growth Centres, as extensions
to the identified Sydney strategic bus network.
Further, the Program will include discrete
projects around fleet acquisition, minimum
standards around service frequency, bus priority
improvements and marketing to new release area
communities to capture benefits early following
investment. Examples for investment include:

206

Rouse Hill to Schofields via The Ponds

Action Upgrade the M2

On a typical day, the M2 is used by more than
100,000 vehicles and 27,000 bus passengers.
The M2 upgrade will widen the existing motorway
between Windsor Road, Baulkham Hills and Lane
Cove Road, North Ryde. The widened M2 will mean
increased capacity and improved traffic flow for
motorists and buses. Once the work is complete,
motorists can expect improved travel times.
The 100 kilometre speed limit will be restored
westbound from Lane Cove Road to Beecroft
Road. The first stage of the upgrade is complete
and the full upgrade is expected to be completed
by the first half of 2013.
Action U
 pgrade the Greater Sydney bus and
road network
We will support the construction of the North West
Rail Link by investing in bus connections to the
Link and increasing the capacity of access roads.
The package will also meet growing transport
demand in areas without heavy rail and on crossregional routes where existing infrastructure is
insufficient for growing demand.
The works will be a step change in access to jobsand
key centres for the people of North West Sydney.
Bus infrastructure projects will include:
Construction of a bus-only link on Castle Hill
Road between Castlewood Drive and Highs
Road and a morning peak bus-only lane from
Aiken Road to Pennant Hills Road to improve
services from West Pennant Hills and Castle Hill to
Macquarie Park, North Sydney and Sydney CBD
Provision of bus lanes along Pennant Hills Road
from Church Street, Parramatta to Jenkins Road,
Carlingford to improve the reliability of the M54
bus route from Parramatta to Macquarie Park

NSW LONG TERM TRANSPORT MASTER PLAN

Bus priority measures at Showground Road

and Victoria, Gilbert and Carrington Roads to
improve the reliability of 10 bus routes
Bus priority measures at Hambledon Road and
Schofields Road intersection to provide bus
priority for the North West Growth Centre
Extension of Green Hills Drive, Rouse Hill
Bus priority measures at Boundary Road and
Pennant Hills Road intersection to provide more
reliability for the M61 between Parramatta,
Castle Hill and Hornsby.
Road upgrade projects will include:
Upgrade Richmond Road at Marsden Park, with
widening from a two-lane undivided road to a
four-lane divided road from Grange Avenue to
South Creek Flood Plains
Upgrade and extend Schofields Road between
Windsor Road and Richmond Road in three
stages, to support east-west arterial connections
through the North West Growth Centre from
Riverstone to Schofields and Marsden Park with
integrated bus priority
Complete the Green Hills Drive missing section
to improve access between Rouse Hill and the
North West Growth Centre

We will stage the upgrading of growth centre

road networks to provide integrated bus priority
from the outset. These road networks will provide
the basis for the development of high quality
transport links, providing access to the motorway
network and to national and international ports
and gateways. Growth centre road networks
will require appropriate infrastructure to
support walking, cycling, public transport and
vehiclemovements.
This initiative will focus particularly on the arc from
Castle Hill in the north to Campbelltown in the
south as well as arterial road improvements and
road network upgrades to support North West
Rail Link and South West Rail Link stations and
new bus services.

Medium to longer term

Action C
 omplete the Western Sydney
Employment Area arterial road network

SUSTAINING GROWTH IN GREATER SYDNEY

Provision of a bus-only link from Meurants Lane

to the North West T-way to bypass the congested
Norwest Boulevard and WindsorRoad

Action E
 xpand and upgrade roads in growth
centres, including bus priority measures

Provision of bus lanes along Windsor Road

and Old Northern Road from Church Street
Parramatta to Francis Street Castle Hill, to
improve the reliability and speed of numerous
bus routes including the M60 and M61

Our steps to complete the Western Sydney

Employment Area arterial road network will
include a program of road enhancements and new
investment: Erskine Park Link Road, an upgrade
of Old Wallgrove Road and the construction of
the Southern Link Road to provide north-south
and east-west access to Horsley Park, Eastern
Creek and Kemps Creek. These measures will
complement existing major road works that are
planned for Richmond Road, Camden Valley Way
and for the Werrington Arterial Stage 1. We will
also investigate public transport options to provide
the right level of accessibility to this area.

Upgrade Burns Road to Memorial Avenue from

a two-lane road between Old Windsor Road and
Windsor Road to a four-lane divided carriageway.

207

NSW LONG TERM TRANSPORT MASTER PLAN

Action P
 lan transit-oriented development as part
of the new North West Rail Link stations

5
SUSTAINING GROWTH IN GREATER SYDNEY
208

We will develop precinct plans to complement the

transit-oriented development proposals for North
West Rail Link stations, including the development
of employment and retail space at Rouse Hill,
Castle Hill and Norwest/Bella Vista.
Elsewhere, we will identify opportunities for transitoriented development at existing transport hubs
inpartnership with the Department of Planning
and Infrastructure.
Action U
 pgrade major arterial roads in West and
South West Sydney
We will deliver a package of upgrades to
major arterial roads to service growth in the
South West and around Werrington to address
socialdisadvantage experienced in parts of
Western Sydney.

The package includes:

Upgrade Narellan Road intersections at
MountAnnan which are at capacity, with
queuing extending onto the F5
Develop the Werrington Arterial in stages, with
additional ramps on to the M4 Motorway and
connection to the Great WesternHighway
Upgrade the Northern Road at Oran Park.
Action P
 lan for pedestrian, cycling and bus
networks as part of new land releases
and developments in Greater Sydney
We will implement minimum land use and
transport requirements for greenfield and infill
development areas. These requirements will ensure
that new developments represent best practice
with respect to land density, use and functional
diversity; that reasonable community expectations
are met around transport services; and that new
areas have pedestrian, cyclist and bus-friendly
street systems (see Chapter Eight).

NSW LONG TERM TRANSPORT MASTER PLAN

5.9 Protecting Greater Sydneys transport corridors

The process of reserving important transport

corridors will enable the cost efficient, long term
development of the transport network.

We will enhance major public transport corridors

in Greater Sydney that serve Sydneys strategic
centres (see Chapter Four), particularly:

Working with the Department of Planning and

Infrastructure, we will improve the process for
identifying and protecting corridors and, over
time, will secure the land required to deliver new
transport infrastructure. As detailed modal plans
are developed, the need for further corridor
preservation will arise.

Parramatta to Sydney CBD via Strathfield

Corridor preservations that we have identified

across Sydney for long term transport
requirements include (see Figure 5.13):
South West Rail Link extension
North West Rail Link extension Cudgegong
Road to Marsden Park via Schofields
Marsden Park to Mount Druitt to Western
Sydney Employment Area to Fairfield
andLeppington
Macquarie Park to Sydney Olympic Park
Parramatta to Bankstown to Hurstville
Parramatta to Macquarie Park
Castlereagh Freeway
Bells Line of Road
Outer Sydney Orbital/M9 (Central Coast to
Western Sydney to Wollongong)
Second Harbour Crossing
Western Sydney Freight Line
Enhanced north-south links.

Parramatta to Sydney CBD via Ryde

Liverpool to Sydney Airport.
We will also monitor and respond to emerging
capacity constraints over the medium to long
term, including on the eight Western Sydney
corridors that are expected to rapidly change in
coming years (see Figure 5.11). Current or potential
projects on these corridors include:
Liverpool to Leppington: the South West Rail
Link will provide a corridor transport link to
meet growing demand
Rouse Hill to North West Growth Centre: a
potential future North West Rail Link extension
through to Schofields may be required

SUSTAINING GROWTH IN GREATER SYDNEY

Action U
 ndertake incremental improvements to
major Greater Sydney strategic corridors
as growth occurs

Action P
 reserve 19 major transport corridors
across Sydney for future transport
requirements

Blacktown to Fairfield: may require improved

bus access
Penrith to Prairiewood: may require enhanced
services, including services via Blacktown that
use the rail line
Blacktown to Western Sydney Employment
Area: may require improved bus service
frequencies and coverage across the day
Liverpool to Campbelltown/Macarthur: may
require additional railservices across the day
Campbelltown to South West Growth Centre:
bus priority and new road links
Liverpool to Airport: rail line and motorway
network improvements, including the M5 West
widening project.

209

NSW LONG TERM TRANSPORT MASTER PLAN

Figure 5.13Protected corridors

5
SUSTAINING GROWTH IN GREATER SYDNEY
Global Sydney
Regional city

Potential specialised precinct

Protected corridor

Planned major centre

Corridor for protection

Potential major centre

Growth centres

Major centre
Specialised precinct
1 South West Rail Link extension

10 Outer Sydney Orbital/M9 (including Werrington arterial)

2 North West Rail Link extension Cudgegong Road

to Marsden Park via Schofields

12 Second Harbour Crossing

3 North West Rail Link

4 Marsden Park to Mount Druitt to Western Sydney
Employment Area to Fairfield and Leppington
5 Macquarie Park to Sydney Olympic Park
6 Parramatta to Bankstown to Hurstville
7 Parramatta to Macquarie Park
8 Castlereagh Freeway
9 Bells Line of Road corridor requirements

210

11 F6
13 Prospect Highway
14 F3 (M1) to M2
15 Georges River Parkway
16 WestConnex
17 Inner West Bypass and enhanced north-south links
18 Western Sydney Freight Line
19 Port Botany links

211

212

PROVIDING ESSENTIAL
ACCESS FOR
REGIONAL NSW
6

Our transport challenges

The transport challenges facing regional NSW are:
Delivering better transport links to and within
the growing regional cities of Newcastle and
Wollongong, and the Central Coast, with faster,
safer and more frequent rail services
Improving accessibility through a better
mixoftransport options available across
regionalNSW

Establishment of NSW Trains and the

development of a Country Passenger Rail
Services Strategy to improve regional NSW
railconnections
Better bus services for regional towns and
growing regional cities, focused on more
frequent services, wider network coverage and
better integration with other travel modes
A renewed focus on improving and
strengthening the community transport sector

Providing convenient, reliable and safe travel

by getting the best use out of our transport
networks and providing better road connections,
rail passenger services and public transport
within and between regional centres

Initiatives to move regional freight more

efficiently, including a Bridges for the Bush
program to replace and upgrade bridges to
address constraints on Higher Mass Limits
(HML)routes

Making sure our state roads can support

theneeds of customers, communities and
regional industries through improved road
maintenance and safety

The Growth Centres Roads Program to upgrade

major roads in growing regional centres to
improve travel times and reliability

Finding workable transport solutions that will

protect the vitality, amenity and character of
country towns

A program of town bypasses for regional

centres to reduce heavy truck traffic through
town, using priorities based on consultation with
the regions and on defined criteria

Facilitating access to vital services for an

ageingregional population with increasing
ratesof disability.

Working in partnership with local councils to

identify important rural roads for freight

Taking action
New actions will address these challenges and
improve the availability, reliability and timeliness of
travel options in our regions:
Rural highway upgrades, including a significant
investment in the Pacific Highway (M1) and
pinch points on the New England (A15), Newell
(A39), Princes (A1), Great Western (A32) and
Golden Highways (B84)

PROVIDING ESSENTIAL ACCESS FOR REGIONAL NSW

CHAPTER SUMMARY

Developing Regional Transport Plans with

local communities and integrating them with
land use plans so that transport services and
infrastructure are provided when and where
they are needed.
In addition, the 10 year Road Safety Strategy for
NSW will emphasise reducing fatalities and injuries
on country roads (see Chapter Eight).
This chapter also sets out how these actions are
likely to affect the 10 regions across NSW.

213

NSW LONG TERM TRANSPORT MASTER PLAN

Our transport challenges

6
PROVIDING ESSENTIAL ACCESS FOR REGIONAL NSW

Regional NSW is growing and changing, with

new opportunities being generated alongside
some difficult challenges. Across our regions,
many changes will influence travel demands over
the next two decades. Population growth has
averaged 1.2 percent per annum since 2006 and
is expected to average 0.8percent per annum
through to 2031. The population will continue
to get older, with 21 percent of the population
expected to be over 65 years in 2031.

Providing convenient, reliable and safe travel in

regional areas by modernising and making best
use of our transport networks especially our
bus, rail, and taxi services.

Fast-growing centres and regions must balance

increasing demand for housing, infrastructure and
services, while protecting productive agricultural
land and natural assets. Higher volumes of traffic
and increased freight flows have to be managed
while preserving the amenity and character of
towns and communities.

Making sure our state roads in the regions

support the needs of customers, communities
and regional industries. They must support
growing regional industries, as well as
contributing to lower business costs and
higherproductivity.

As our regional economy continues to diversify,

we need to accommodate new travel demands
and patterns that are being overlaid on routes,
corridors and infrastructure designed many
decades ago to suit markedly different industries
and circumstances.

Finding workable transport solutions that will

preserve the vitality, amenity and character of
small and medium-sized country towns. We
need to minimise heavy vehicle traffic through
regional town centres, make walking and cycling
easier and safer and give customers choice
when travelling within their towns.

Areas where populations are declining need to

ensure customers continue to have access to the
services, resources and opportunities they need.
The Long Term Transport MasterPlan identifies
major transport challenges to improving essential
access for regional NSW:
Delivering better transport links to and within
the growing regional cities of Newcastle
and Wollongong and also the Central Coast.
They will need faster and more efficient
transport links to Sydney, better public
transport connections and less congestion on
majorroads.

214

Improving accessibility through a better mix

of transport options across regional NSW. The
uneven population and jobs growth in regional
NSW will require a careful balance and mix of
options to improve transport access connecting
people to the centres they need to travel to.

Facilitating access to vital services for an ageing

regional NSW population and people with
disabilities. The regional population is ageing
faster than in Sydney; our transport system
must facilitate access to healthcare and other
vital services for our older citizens. Accessible
transport services and roadside infrastructure
are addressed in relation to the Disability Action
Plan in Chapter Eight.
Identifying and preserving key transport
corridors such as the Bells Line of Road (B59).

NSW LONG TERM TRANSPORT MASTER PLAN

REGIONAL NSW IS GROWING AND CHANGING

Uneven population growth

Figure 6.1Regional NSW population growth, 2011 to 2031

Central Coast
Central West
Northern Rivers
Hunter
Illawarra
Mid North Coast
Murray-Murrumbidgee
2011

New England

2031

Southern
Western
100,000

200,000

300,000

Strong but uneven employment growth

Regional employment growth has outstripped
Sydneys employment growth in the year
to November 2010 (2.9percent compared
to 1.6percent). Yet, like population growth,
employment growth is uneven in regional NSW.
In 2010, Newcastle recorded the strongest
growth (up by 8.8percent), followed by the
Illawarra (6.7percent), while employment in the
Western region fell by22percent.

An ageing population
Population growth in regional NSW will
be accompanied by a large change in the
demographic structure. The number of people
over the age of 65 will increase from 15 percent
of the regional population in 2011 to 21 percent
of the population in 2031 approximately
800,000people as shown in Figure 6.2.

400,000

500,000

600,000

700,000

800,000

Figure 6.2Regional NSW age profile, 1991 to 2031

3.5
21%

3.0
15%
2.5
Million People

PROVIDING ESSENTIAL ACCESS FOR REGIONAL NSW

Nearly 2.9 million people live in regional NSW an increase of 229,000 people since 2001. By 2031,
an extra 563,000 people will live in regional areas, taking the total regional population to just over
3.4 million. While the population in some regions such as the Hunter is expected to grow strongly,
other regions may experience reductions in population as shown in Figure 6.1.

12%
2.0
1.5

67%

62%

66%

1.0
0.5
22%

19%

17%

1991

2011

2031

0-14 years

15-64 years

65+ years

215

NSW LONG TERM TRANSPORT MASTER PLAN

HOW WE TRAVEL IN REGIONAL NSW

6
PROVIDING ESSENTIAL ACCESS FOR REGIONAL NSW
216

Every day, people in regional NSW make

around 7.5 million trips. Most journeys to work
are made by car, at approximately 90percent.
Journey to work trips by train or bus account
for only three percent of regional travel, as
illustrated in Figure 6.3.

Figure 6.3Journey to work trips in regional NSW

2006

Every year, regional bus services carry over

5.7million passengers, of which just one
percent are journeys to work.
CountryLink carries approximately 1.9 million
passengers each year, with 43 percent of
CountryLink trips being within regional NSW.
Community transport services make 1.4million
trips a year across the State.

Car driver

81%

Car passenger

8%

Train

2%

Bus

1%

Other

8%

NSW LONG TERM TRANSPORT MASTER PLAN

6.1 Growing regional cities

The population in our regional cities is growing

as new residents are attracted to their regional
amenity and urban, well-serviced lifestyles.
Between 2006 and 2011, the population of
Newcastle increased by 9,500, Wollongong
increased by 9,300 and the Central Coast
population by 16,900. Through to 2031 it
is estimated populations will increase by
approximately 47,300 people in Newcastle, 41,400
people in Wollongong and 95,900 people in the
Central Coast.
This population growth will generate an increasing
demand for travel. It is estimated that about
683,000 more weekday personal daily trips will
be made across Wollongong, Newcastle and the
Central Coast. Substantial increase in private
vehicle travel is expected.
Our regional cities will face several transport
challenges over the next 20 years:

With more people choosing to live in these

cities, improved public transport connections
must support urban renewal, economic
development and the creation of localjobs.
The number of arterial road corridors in the
Central Coast and Wollongong are limited due
to geographical constraints. Congestion results
where the same roads are used by local and interregional traffic, which also reduces the reliability
of bus travel.
Almost nine out of 10 trips in regional cities
are undertaken by car. Problems with the road
network have a big impact on peoples mobility.
Our transport solutions must be integrated with
land use planning to maintain the character and
attributes that attract people to these regional
cities, to avoid creating higher levels of car
dependency and to minimise our impact on
important natural habitats and assets.
Business and industries in our major regional cities
are increasingly tied into global networks. They
need fast and reliable connections to and through
Sydney to take advantage of Sydneys global city
status, participate in international supply chains
and access overseas markets.

PROVIDING ESSENTIAL ACCESS FOR REGIONAL NSW

These places are growing into dynamic and

diverse centres with their own unique attributes
and character. They are locations for commercial
activity, drivers of employment growth and
the engine rooms of their regions economies.
Between them, they make a substantial
contribution to the NSW economy and are home
to an expanding range of firms and industries. The
strongly growing service sectors are changing the
way people move around and conduct business.

With all three cities now facing emerging

congestion-related issues, action is needed
to keep regional arteries flowing, remove
bottlenecks in regional supply chains and
protect local amenity and liveability

Within a two hour drive of Sydney are two of

NSWs largest regional cities: Newcastle and
Wollongong. The Central Coast, a cluster of towns
between Sydney and Newcastle, is also a major,
growing urban area in its own right with strong
links to Sydney via rail services on the Newcastle
and Central Coast Line and by road on the Pacific
Highway (M1).

Customers also need reliable links to Sydney

toaccess businesses, services, entertainment
venues and major events, recreational activities
and to visit family and friends. The private car will
remain the primary choice for a large proportion
of this travel.

As Newcastle, Wollongong and the Central

Coast continue to grow in size and importance
to the NSW economy, they need faster and
more efficient road and rail links to Sydney
and through Sydney to the rest of the world

217

NSW LONG TERM TRANSPORT MASTER PLAN

6
PROVIDING ESSENTIAL ACCESS FOR REGIONAL NSW

Rail travel offers a comfortable, convenient

and affordable way to get to and from Sydney.
However travelling by train to Sydney is seen as
slow and inconvenient by many people living in
these cities. We need to improve rail connections
to Sydney during peak times. Customers in
Newcastle, Wollongong and the Central Coast
are likely to need more frequent train services,
especially during the evenings and on weekends.
Better rail connections to Sydney also attract
more visitors to these regional cities and their
surroundingregions.

London to Leicester, 160 kilometres to its north

and a city of approximately 300,000 people, takes
around one hour and 15 minutes.

Newcastle and Wollongong have major freight

routes connecting to the Port of Newcastle
and Port Kembla, as well as being major freight
destinations in their own right. Urban congestion
will impact on the productivity of businesses
within these cities.

Bus travel times that are not competitive against

private vehicle use

As our regional cities continue to change and

grow over the next 20 years, public transport
planning, infrastructure and services must also
keep up with evolving travel demands. Alternatives
to ever-increasing levels of car travel will need to
be developed, creating challenges in delivering
viablepublic transport services and a significant
lift in patronage.

6.1.1 Newcastle
Newcastle and the surrounding Lower Hunter
area represents the seventh largest city in
Australia and NSWs second largest city, with a
population of around 356,400 in 2011. The city
is a major employment centre and home to the
worlds largest coal export port. In 2010-11, a
record 1.2 million passengers passed through
Newcastle Airport. Newcastle is the regional city
for the Hunter and incorporates Charlestown and
emerging urban areas of Glendale/Cardiff and
Morisset. It is close to Maitland, Raymond Terrace
and Cessnock.
Newcastle is just under three hours by train from
Sydney. For many people, this journey time, often
as part of a multi-modal trip that may include
another train or bus service, makes driving a
faster and more convenient transport option. It
is also slow compared to similar journeys in other
countries. By comparison, a train trip from Central
218

Approximately 2.1 million trips are made daily by

residents from Newcastle and surrounding areas.
More than 80 percent of all trips are made by car
and public transport is used for just four percent
of all trips. A number of factors contribute to these
low levels of public transport use, including:
Low frequency of bus services with low
patronage and demand levels

Readily available, low-cost parking in the

Newcastle city centre
Dispersed destinations on the bus network,
resulting in indirect services.
Public transport connections to locations such
asNewcastle University, John Hunter Hospital and
Newcastle Airport are also less attractive than
cartravel.
The Hunters rail network remains primarily
focused on freight and there has been virtually
no expansion in the passenger rail network to
support residential growth over the last 30 years.
Challenges include finding ways to increase
patronage on some rail corridors while recognising
the freight requirements on these lines, better
integrating bus and rail services and improving
access to central Newcastle. Building the
Newcastle Rail Bypass will help to alleviate level
crossing delays, speed passenger movements and
improve urban amenity.
Newcastle is undertaking a dramatic revitalisation
of its downtown and waterfront areas, attracting
businesses and residents back to the central
city. Land use planning measures are supporting
this renewal project which includes a focus on
increased pedestrian,cycling and public transport
access to service population and employment
growth in the CBD. Figure 6.4 shows current
and forecast road congestion on the major road
network in the Newcastle area and shows where
problems are likely to emerge if no action istaken.

NSW LONG TERM TRANSPORT MASTER PLAN

Figure 6.4Newcastle and surrounds, current and

future(2031) road performance, peak hour
volume to capacity ratios

Traffic volumes will increase significantly

on the Newcastle arterial road network
without improvements. This will impact local
movements,affect bus operations and impede
efficient road freight travel.

2011

PROVIDING ESSENTIAL ACCESS FOR REGIONAL NSW

Public debate surrounds proposals to terminate

the Newcastle Rail Line at Wickham and remove
existing rail infrastructure from the city centre, to
improve pedestrian access between the CBD and
the waterfront.
Any decision about the Newcastle Rail Line will
reflect land use planning for the revitalisation of the
Newcastle City Centre. The Department of Planning
and Infrastructure is preparing land use plans for
Newcastle and the Lower Hunter which will assess
the rail corridor as part of the future transport
solutions for the region.
With or without the rail line, the existing
corridor will remain an important part of the
Citys transport network, and transport services
will respond to the increased population and
employment growth resulting from the urban
renewal of the Newcastle CBD.

2031

CHALLENGES FOR NEWCASTLE

Planning for and managing strong demand
for car travel and solutions forextremely
low levels of public transport use
Addressing the declining or static bususe
Addressing extended peak hours and
congestion on key routes
Developing an urban renewal program
that creates an attractive, accessible
citycentre
Planning for and managing strong growth
in freight to ensure the economic growth
of the city and to minimise the impact on
neighbourhood amenity
Providing better public transport
connectivity across the city, between
modes, and to major service centres.

< 80%

stable operations

80-100%

increasing delay

100-120% high delay and travel time variability

> 120%

very high delay and long queues

219

NSW LONG TERM TRANSPORT MASTER PLAN

Figure 6.5Wollongong and surrounds, current and

future (2031) road performance, peak hour
volume to capacity ratios

2011

6.1.2 Wollongong

PROVIDING ESSENTIAL ACCESS FOR REGIONAL NSW

Wollongong and the surrounding Illawarra region

represents the ninth largest city in Australia and
had a population of around 274,200 in 2011. While
the city is a liveable, seaside urban centre, a
number of constraints make it particularly difficult
to improve transport accessibility.
Wollongong takes up a narrow strip of land
between the Illawarra Escarpment and the
Pacific Ocean. This causes development to
occur in long, narrow corridors along a 50
kilometre stretch from Helensburgh in the north
to Shellharbour City in the south.
The city has few significant east-west transport
links and a poorly integrated bus network. Outer
areas of the Wollongong metropolitan area
are only connected with central Wollongong
by road. Public transport in the northern and
southern suburbs of the city is particularly poor.

2031

The level of car ownership is high and car travel

is generally the preferred means of moving
around the city.
Around 17 percent of the working population
(120,000 workers) in Wollongong commute to
jobs in Sydney, with 21 percent of these trips
made by rail. People commuting to Sydney
fromWollongong and the Illawarra region report
car travel provides the most direct access to
their workplaces.
Rail customers suggest the frequency of
services could be improved, especially
during peak periods. A rail journey between
Wollongong and Sydney currently takes one
hour and 30 minutes.

< 80%

stable operations

80-100%

increasing delay

100-120% high delay and travel time variability

> 120%

220

very high delay and long queues

A number of major local developments, such as

the Stockland Shellharbour retail expansion, GPT
Groups Keira West expansion, the development
of the University of Wollongongs Innovation
Campus and Port Kembla will drive higher
demand for travel. Improvements will be needed
to public transport services to ensure these sites

NSW LONG TERM TRANSPORT MASTER PLAN

CHALLENGES FOR
WOLLONGONG
Seventeen percent of the Illawarra
workforce travels to Sydney for work

Significant new residential development is

underway in Wollongong and the Illawarra region,
such as the construction of 17,000 new homes
as part of the West Dapto land release. Planning
for transport infrastructure and services, direct
and well connected bus services and a clear
road hierarchy will be needed to support a mode
shift to public transport, walking and cycling in
thesedevelopments.

Support for local jobs growth

In Wollongong, up to 20 percent of traffic volumes

on the arterial roads are heavy vehicles, mainly
moving coal, grain and other freight. Wollongong
and the Illawarra also have a number of rail level
crossings and more than 20 million tonnes of
rail freight moving through the region each year
(mainly headed for Port Kembla). These crossings
add to road congestion, increase travel times and
create additional safety hazards. Figure 6.5 shows
current and forecast congestion on the major
roads in the Illawarraregion.

Public transport is only used for

21percent of these journeys to work
inSydney

High car dependency

Poor east-west transport links
Strong growth in freight traffic
competing with general traffic for
roadspace.

PROVIDING ESSENTIAL ACCESS FOR REGIONAL NSW

Wollongong faces similar challenges to Newcastle

and the Central Coast in boosting public transport
use, including better integration between
transport modes, more frequent bus services
especially along major routes to the Wollongong
CBD and improved information andticketing.

and Wollongongs city centre are accessible from

new residential areas and able to support diverse
commercial uses and employment growth.

High amounts of through-traffic mean an

increasing volume of heavy vehicles interacting
with general traffic on local and arterial roads.
Better management of freight vehicles on local
roads is a particular concern for many residents in
these cities, with trucks having an adverse impact
on amenity in a number of places through noise
and air pollution, road congestionand the safety
issues associated with sharing local roads with
passenger vehicles, pedestrians and cyclists.
As well as impacting directly on amenity,
growth in traffic around and through the city
has the potential to create new bottlenecks in
regional supply chains, restricting expansion and
productivity in key industries.

221

NSW LONG TERM TRANSPORT MASTER PLAN

Figure 6.6Central Coast, current and future (2031)

roadperformance, peak hour volume to
capacity ratios

2011

6.1.3 Central Coast

PROVIDING ESSENTIAL ACCESS FOR REGIONAL NSW

The main population centres in the Central Coast

are Gosford, Wyong/Tuggerah, Woy Woy, Erina,
The Entrance and Toukley. The region has long
been a high growth area and this growth is
forecast to continue over the next 20 years.
Low density development, combined with a
number of regional cities spread across the region
has made the Central Coast highly car dependent.
Over a quarter of the workforce travels outside the
region to work.
With 95,900 more people calling the region home
over the next 20 years, weekday car trips could
increase by 25 percent on current levels, with most
of this increase occurring along already congested
corridors. Reducing this car dependency will be
particularly important to maintaining local amenity
and business productivity.
In particular, good public transport to Gosford,
Wyong/Tuggerah, Wyong Employment Zone
and the emerging Warnervale Town Centre will
support people commuting to jobs and accessing
services from around the region. Bus services
connecting with the north-south rail corridor
will also help to move more people more quickly
between major centres and to and from Sydney.

2031

Councils on the Central Coast are also investing in

new urban developments, including:
Warnervale Town Centre A 79 hectare
development consisting of a mix of retail,
commercial and residential areas that includes
cafes, restaurants and entertainment facilities
Tuggerah Town Centre A large mixeduse development incorporating a range of
residential, retail and commercial functions.

< 80%

stable operations

80-100%

increasing delay

100-120% high delay and travel time variability

> 120%

222

very high delay and long queues

NSW LONG TERM TRANSPORT MASTER PLAN

6.2 Improving the mix of transport

options across regional NSW

Figure 6.6 shows current and forecast congestion

on the major roads in the CentralCoast.

CHALLENGES FOR THE

CENTRAL COAST
Strong population growth over the next
20 years
Above-average share of people over 65
Very high car dependency, with car
ownership outgrowing the population
over the last 10 years
Only four percent of the population uses
public transport to get to work
Over 25 percent of the workforce travels
outside the region to work
Low density, dispersed residential
development
The need to create local
employmentgrowth.

These issues are complicated by the uneven

distribution of forecast growth for regional NSW;
most of the growth is expected to occur in the
eastern parts of the State, with the greatest
change forecast in the Hunter region where an
additional 152,000 people will reside by 2031 (an
increase of 24 percent). The Southern Region
will grow by 30 percent, the Central Coast by 25
percent and the Northern Rivers by 31 percent.
Reductions in population are forecast for the New
England and Western regions.
Uneven growth means fast growing areas need to
expand transport services while regions facing low
or a declining population may struggle to maintain
viable services. At the same time, regions will be
dealing with an increase in the number of people
over 65.

PROVIDING ESSENTIAL ACCESS FOR REGIONAL NSW

These developments must include cycling,

walking and public transport access in their
design toensure they become sustainable and
attractiveplaces.

Improving equitable access to transport is not

a one size fits all exercise. It requires getting
the right balance and mix of transport options
across regional NSW. While we can make broad
improvements to the statewide transport system,
we also need to consider the specific needs of
regional cities and centres, and the requirements
of different regional industries, business clusters
and supply chains.

Gosford waterfront A mixed-use

redevelopment of the Gosford waterfront
designed to be a stimulating and vibrant
commercial and residential community featuring
entertainment and dining options.

These factors have significant implications for the

transport system in regional NSW and will require
tailored responses. Regional Transport Plans
informed by local input will outline a package of
solutions to address the specific challenges of
each region.

223

NSW LONG TERM TRANSPORT MASTER PLAN

OUR STRATEGIC REGIONAL CORRIDORS

6
PROVIDING ESSENTIAL ACCESS FOR REGIONAL NSW

Across regional NSW, a number of road and rail corridors have strategic value in supporting
economic development and population and employment growth as shown in Figure 6.7. Keeping
these corridors open and performing well in moving both people and freight efficiently impacts on
the broader regional and NSW economies.
Newcastle to Tweed Heads/Kyogle This
provides highway and rail links from major
coastal centres to Brisbane and Sydney,
traversing some of the fastest growing regions
in NSW. The corridor is important for tourism,
providing connections to popular tourist
destinations on the north coast. It has a poor
safety record and experiences peak period
and seasonal congestion at various locations.
The duplication of the Pacific Highway (M1) will
address many road-based issues, but managing
strong growth in passenger and freight rail
demand will remain an ongoing challenge.

Lithgow to Dubbo This corridor links Dubbo

with Sydney and provides for passenger and
freight movement by road and rail. The corridors
main function is to provide access to Sydney and
the movement of commodities from the Central
West region to Port Botany and Port Kembla.
Localised road congestion is experienced around
the Blue Mountains, Bathurst, Orange and Dubbo.

Mittagong to Albury The corridor is the

majorrail and road freight route between
Sydney and Melbourne. Duplication of the
Hume Highway (M31) is largely complete, with
one town bypass (Holbrook) yet to be finished.
Work to improve the rail line has been carried
out recently, but poor track quality in places
limits speeds and capacity.

Wagga Wagga to Mildura This corridor provides

an interstate link between NSW and South
Australia. Primarily a road-based corridor along
the Sturt Highway (A20), it links the towns in the
Murray-Murrumbidgee region with Sydney and
Canberra. The majority of freight moved between
NSW and South Australia passes along this
corridor. Delays and congestion are experienced
around Wagga Wagga and approaching Mildura.

Newcastle to Wallangarra This diverse corridor

caters for major commodity movements, such
as wheat and coal to the Port of Newcastle,
together with passenger movements to the
New England region. The rail corridor between
Newcastle and Scone is close to capacity
and the New England Highway (A15) passes
through several growing towns where local
traffic movements impact on longer distance
passenger and freight travel markets.

Wollongong to the Victorian border Towns on

the southern coast connect to Wollongong and
Sydney via this corridor, which includes road and
rail links (with rail extending to Nowra/Bomaderry
from Sydney). The corridor supports the southern
coasts growing popularity as a tourist destination.
The majority of travel is road-based along the
Princes Highway (A1). Localised congestion occurs
at many centres along the corridor.

Tocumwal to Boggabilla (Victorian border to

Queensland border) This north-south corridor
links many inland regional towns with Victoria
and Queensland. The majority of interstate road
freight between Victoria and Queensland travels
along the Newell Highway (A39), which is also
the major road connecting centres along the
corridor. Localised congestion is experienced
around West Wyalong, Dubbo and Moree.
224

Public transport along this corridor is primarily

conducted by cross-regional coach services,
with coach-rail interchange over a number of
lines remaining an important consideration.

Dubbo/Orange to Broken Hill This is an

important corridor providing access to and
from Western NSW. The Mitchell and Barrier
Highways (A32) link Dubbo with Broken
Hill, while the Mitchell Highway (A32/B71)
links Bourke with Dubbo. The rail corridor to
Broken Hill passes through Parkes. The role of
these links is primarily for access, tourism and
movingfreight.

NSW LONG TERM TRANSPORT MASTER PLAN

OUR STRATEGIC REGIONAL CORRIDORS

Figure 6.7Key Strategic Regional Corridors in NSW

PROVIDING ESSENTIAL ACCESS FOR REGIONAL NSW

Strategic regional
corridors

National highway network

National rail network

225

NSW LONG TERM TRANSPORT MASTER PLAN

REGIONAL TRANSPORT
Regional NSWs extensive transport
networkrequires considerable upkeep
to support local, regional and interstate
passengerand freight movements.

Roads

PROVIDING ESSENTIAL ACCESS FOR REGIONAL NSW

The NSW Government manages 18,000

kilometres of state roads, more than 5,000
bridges and nearly 3,000 kilometres of
regionalroads. Alongside this network,
a further 145,000 kilometres of roads is
managed bylocal councils.
A high quality road network underpins the
economic viability of regional NSW and
Australia, as one third of the nations road
freight is moved through NSW. Maintaining
our roads in a sound and safe condition, and
making sure that businesses across the State
have access to an efficient road network, is
fundamental to economic and employment
growth in all parts of NSW.

Rail
Regional passenger rail connections from
Sydney are operated by CountryLink, with
services reaching more than 360 destinations
across four corridors:
Northern (between Sydney and
Casino/Brisbane)
North Western (to Armidale and Moree)
Western (to Dubbo and Broken Hill)
Southern (to Canberra, Griffth and Albury/
Melbourne).
These rail services are supported by a network
of coach services that provide connections to
train services at key points along the network.
Outside Sydney, the extent of the passenger
railnetwork in NSW is 3,450 kilometres. For
much of this network, the track is managed by
the Australian Rail Track Corporation (ARTC),
with passenger services operating on the same
track as freight services.
There are also around 3,000 kilometres of
disused rail lines and corridors across NSW
where trains no longer operate.

226

Bus
Three different types of bus services operate
in regional NSW, excluding dedicated school
bus services. Regulated timetable services are
managed under the bus contract system, with
the highest patronage for these services being
in Newcastle, the Central Coast and Illawarra.
Deregulated coach services are operated by
around 80 operators without any government
subsidy. They generally offer charter, school
and inter-city services.

Community transport
Community transport services support regional
and remote communities where regulated
bus services are not available or do not meet
local needs. Taxis also provide a critical service
in regional areas particularly wheelchair
accessible taxis.

Air
Air travel is important for regional NSW, mainly
because it provides timely access to Sydney.
Regional airlines and charter operators deliver
urgent documents, parts for breakdown recovery,
medical supplies and high-value food products.
Around 30 routes link regional centres directly
with Sydney Airport, with 20 percent of flight slots
at the Airport set aside for regional air services.
Communities across NSW view the retention
of these slots as a vital element in transport
accessibility. Newcastle and Canberra Airports
provide access to the national airline network.
Passenger movements by air on regulated
and non-regulated regional air services have
increased slightly since 2007-08. This reflects
both loss of services and recent economic
conditions. Total passenger movements
increased from two million passengers (200708) to 2.1 million passengers (2010-11), with the
biggest increases recorded at Port Macquarie,
Albury and Tamworth Airports. This figure
excludes passenger counts through Gold
Coast Airport and Newcastle Airport which
respectively serviced more than 5 million
passengers and 1.2 million in 2010/2011.
These services do not receive any publicsubsidy.

NSW LONG TERM TRANSPORT MASTER PLAN

6.3 Convenient, reliable travel

For many people in NSW, it is more convenient to

travel to other major Australian cities. Therefore,
making efficient connections between these other
cities and regional NSW is just as important. As
indicated in Figure 6.8, the influence of Brisbane,
Melbourne, Adelaide and Canberra extend well into
the state of NSW.

Figure 6.10 compares the travel times and travel costs

by mode from regional centres to Sydney, illustrating
the higher air travel costs and slower rail travel times.

Figure 6.9 compares travel times by car, rail and air

between regional NSW and Sydney, showing that
people living in the west and far north of the State
face the longest travel times to get to Sydney by
train or car.

These figures also show the importance of air travel

and access to Sydney Airport for regional NSW,
with travel times to Sydney of less than two hours
from almost all parts of the State and costs that are
comparable to road journeys (where competition in
air travel exists). For these reasons, many people in
regional NSW value the availability of air services
for emergencies, business trips or when they need
to get to Sydney as quickly and directly as possible.
Figure 6.12 illustrates the key air services and
airports across regional NSW.

Figure 6.8The influence of other State capital cities on regional NSW

PROVIDING ESSENTIAL ACCESS FOR REGIONAL NSW

These times in Figure 6.9 also show that rail or rail

with coach connections does not compare well
as a travel option for trips between many regional
centres and Sydney. For example, a trip to the Far
North or the Mid North Coast by rail is considerably
slower than a car journey. For some people, the
timetable for rail services is also not convenient.

Each day, many residents of NSW travel long

distances to undertake basic activities, such as
going to work or school, or doing the grocery
shopping. Regional communities often have to
travel even longer distances to a major regional
centre or to Sydney for medical services,
entertainment or personal business.

227

NSW LONG TERM TRANSPORT MASTER PLAN

Figure 6.9Travel times by air, rail and car from regional NSW to Sydney, 2012
Air

Central Coast

Rail (Coach)
Car

Central West

PROVIDING ESSENTIAL ACCESS FOR REGIONAL NSW

Far North Coast

Hunter
Illawarra
Mid North Coast
Murray-Murrumbidgee
New England
Southern
Western
0

10

12

14

16

Travel time to Sydney (hours)

Figure 6.10Relative travel times and costs from regional centres to Sydney, by mode

Journey

Air

Rail

Road

Time

Cost

Time

Cost

Time

Cost

Dubbo

1 hr 10 min

$160

6 hr 30 min

$55

5 hr 10 min

$70

Broken Hill

2 hr 40 min

$270

13 hr 50 min

$97

13 hr 10 min

$200

Grafton

2 hr 10 min

$190

9 hr 50 min

$72

7 hr 45 min

$110

Merimbula

1 hr 45 min

$200

N/A

N/A

6 hr 15 min

$80

Air and rail ticket: prices adult full fare one way. Road costs estimated based on fuel consumption for a large car one way.
Airline prices change by time of day. Costs represented are lower end calculations.

Figure 6.11CountryLink passenger rail services

Route

228

Average Time

Distance Travelled

Average Speed

Sydney to Melbourne

11 hours 24 minutes

952 km

84 km/h

Sydney to Brisbane

13 hours 36 minutes

987 km

73 km/h

Sydney to Dubbo

6 hours 30 minutes

462 km

70 km/h

Sydney to Broken Hill

13 hours 50 minutes

1125 km

81 km/h

Sydney to Canberra

4 hours 19 minutes

329 km

76 km/h

Sydney to Armidale

8 hours 10 minutes

579 km

70 km/h

Sydney to Moree

8 hours 53 minutes

666 km

74 km/h

Sydney to Griffith

9 hours

640 km

71 km/h

NSW LONG TERM TRANSPORT MASTER PLAN

6.3.1 Regional passenger rail travel

Despite a recent increase in patronage on

CountryLink services, the country passenger rail
network faces some significant challenges.
Rail patronage has maintained sustained growth
since 2007-8, following over five years of
patronage decline. Regional rail customers report
that services regularly run late and that infrequent
services and slow travel times make the network a
less attractive alternative to cartravel.
Outside Sydney, the 3,450 kilometre passenger
rail network is mostly managed by the ARTC.
Passenger services must operate on the same
track as freight trains where they have priority
over freight services. As a result, freight rail
services are constrained during peak commuter
hours and prior to the AM peak period. An
increase in freight rail activities and passenger
rail activities may not be achievable without
future network upgrades, such as longer
passing loops that allow trains to operate more
efficiently or track duplication in some locations.
Freight trains can be up to 1.8 kilometres long
and generally operate at a lower speed than
passenger services. It is likely that in the future
freight trains will become even longer, creating
further difficulties in coordinating freight and
passenger services on the same track without

Most of the interstate passenger train fleet is

reaching the end of its operational life. The
first series of XPT trains (which operate on
interstate routes to Melbourne and Brisbane)
entered service in 1981. They were originally
designed for 25 years of operation or 6.3million
kilometres of travel. By 2011, the trains had
travelled over 9.3million kilometres and were
28 years old. The second series XPT trains
entered service in 1993. A recent refurbishment
has extended their operational service life to
2016. The Xplorer fleet (which runs to Armidale,
Moree, Broken Hill, Griffith and Canberra)
entered service in 1993 and is likely to need
replacement between 2023 and 2028.
Ageing rolling stock makes it difficult to maintain
a reliable service, and undertake routine
maintenance due to the difficulty in acquiring
replacement parts.
Country passenger rail services are approaching
a critical decision point. We need to establish a
clear vision of how we modernise our regional
passenger rail service and determine how we can
best achieve this outcome.

PROVIDING ESSENTIAL ACCESS FOR REGIONAL NSW

CountryLink rail services are supported by

a network of coach services that provide
connections to train services along the network.
The most heavily used corridor is the Southern
corridor, which includes services to Melbourne
and Canberra. CountryLink also shares some train
paths with freight traffic.

new works. A review of the NSW rail access

regime to better manage conflicts between
passenger and freight transport is discussed in
Section 7.6.5.

Regional passenger rail travel has operated

for over 150 years in NSW. While routes
developed in the early years of the network are
still operational, some uneconomic services
have been discontinued. Figure 6.11 shows the
current CountryLink rail services and travel times
and Figure 6.13 shows the extent of existing
CountryLink rail and coach networks.

The NSW Government has established NSW Trains

to provide transport services to inter-city and
regional customers under the terms of a contract
with Transport for NSW. The services to be
operated by NSW Trains include between Sydney
and the Hunter, Central Coast, Blue Mountains,
Southern Highlands and South Coast regions as
well as the NSW Trains interstate network. NSW
Trains will roll out over the next 12 to 18 months.
We are also working on a Country Passenger Rail
Strategy to inform the strategic direction of NSW
Trains. It will inform decisions on a host of country
rail issues as well as fleet capacity and replacement
in regional NSW.

229

NSW LONG TERM TRANSPORT MASTER PLAN

Figure 6.12Regional air services in NSW

6
PROVIDING ESSENTIAL ACCESS FOR REGIONAL NSW

 Regulated linked
Sydneyservices

Regional commercial
air route

Figure 6.13CountryLink rail and coach services

 CountryLink rail network

230

 De-regulated linked
Sydneyservices

CountryLink coach network

Towns and cities

NSW LONG TERM TRANSPORT MASTER PLAN

6.4 Rural roads

The road environment impacts the severity of road

crashes. Three-quarters of fatal road crashes in
regional NSW occur on two-way undivided roads.
A high proportion of these crashes are run-off
road crashes. Improving our rural road network
will help reduce the number and severity of these
crashes but it is a challenging, substantial and
costly exercise.
The NSW Government has set performance
standards that cover the road network in regional
NSW based on the smoothness of roads to
support ride quality. While 91 percent of the
State road network meets these standards, a
considerable effort will be required to reach our
target of having 93 percent of the network at or
above these standards (see Section 8.4.1). An
even bigger task will be ensuring local roads,
maintained by local councils, are up to the
samestandard.

With many rural highways constructed as twoway roads, these higher volumes now exceed the
capacity of roads in cities and towns located along
these highways. Congestion and reliability issues
are now emerging, along a number of arteries and
corridors. These issues will need to be managed to
avoid creating freight bottlenecks, safety hazards
and travel delays.
Without constant attention to maintenance, rural
road quality will deteriorate. This is especially the
case for gravel and dirt roads, which deteriorate
at a faster rate than paved roads. Recent floods
have damaged roads and bridges in some regions,
placing further pressure on the quality of the road
network in the regions.

Figure 6.14 Fatal Crashes, NSW, 2010, Urbanisation

PROVIDING ESSENTIAL ACCESS FOR REGIONAL NSW

Road safety is a major concern for people living in

regional areas. Fatal road crashes in 2010 (shown
in Figure 6.14) reflect a consistent pattern over
many years: while the actual number of deaths
has reduced dramatically since the 1970s, fatal
crashes are higher in regional NSW than in the
metropolitan area. While only one third of people
live in regional NSW, two thirds of all fatal crashes
occur in regional areas. The fatality rate in regional
NSW is more than four times higher than for
metropolitan areas.

Traffic volumes are growing on the road network

in regional NSW as population increases and
economic activity generate more business and
freight related travel. Figure 6.15 indicates where
these volumes are highest: the biggest flows
are centred on our major regional cities, the Far
North and Mid North Coast regions and growing
regional centres such as Wagga Wagga, Bathurst
andOrange.

Residents of regional areas nominate the quality

of roads as one of their biggest transport
concerns. Ageing assets, higher volumes of traffic,
more heavy vehicles and higher rebuilding and
upgrading costs all contribute to the challenge of
maintaining our roads and impact on the quality of
sections of the road network. Most trips in regions
are undertaken by car. Poor quality roads mean
longer trips, less comfortable trips and, most
importantly, less safe trips.

Metropolitan
32%
Country
68%

231

NSW LONG TERM TRANSPORT MASTER PLAN

6
PROVIDING ESSENTIAL ACCESS FOR REGIONAL NSW
232

Roads classed as Regional and Local (Road and

Maritime Services classification) are the responsibility
of councils to fund, determine priorities and carry
out works. Regional roads are eligible for annual
assistance grants from the NSW Government in
recognition of their relative importance. Other
sources to funding work on regional roads include
local rates, developer contributions and funding
from the Australian Government. The NSW
Government provides only limited assistance
under special programs to local roads.

Better quality roads are safer for people and

reduce the transport costs to businesses, most
notably the mining sector and primary producers
who benefit from efficient road connections
between the farm gate and processing, storage or
intermodal facilities.

Figure 6.15Average daily traffic flows on NSW roads, 2011

25,000 or more

7,500 25,000

2,500 7,500

1,000 2,500

0 1,000

National highways
State roads

Towns and cities

NSW LONG TERM TRANSPORT MASTER PLAN

6.5 Preserving the amenity and 6.6 Meeting the needs of an

character of regional towns
ageing regional population

An increase in economic growth is also likely

to result in more freight vehicles travelling
through regional centres. Towns on major road
thoroughfares will experience greater traffic
impacts and reduced amenity and character. More
efficient road freight movement, town bypasses
and moving more regional freight by rail can
address these issues.

With 21 percent of our regional population aged

65 and over by 2031, our transport system will
increasingly be called upon to provide convenient
and safe access to health and other services for
this growing group in our community. Much of this
demand will need to be met by the community
transport sector. An increasing role will be also
played by bus, coach and regional rail depending
on the length and nature of journeys.
At present, community transport performs
a significant role in regional and remote
communities for people with disabilities or
reduced mobility. For those regions in NSW
with an ageing population, community transport
service providers will need further resources and
support (this is discussed further in ChapterEight).

PROVIDING ESSENTIAL ACCESS FOR REGIONAL NSW

Transport capacity is needed in these regional

towns and centres to meet the diverse transport
requirements of local communities ensuring
access to health, education and other essential
services. Where possible, the local amenity and
character of regional towns and centres should be
preserved and impacts limited.

As the population ages, the demand for public and

community transport connections between towns
and larger regional centres will grow. We will need
to find ways to respond to this increasing demand
to maintain equity and reduce disadvantage.

Our regional centres and small and medium towns,

contribute to the vitality and character of NSW.
Often attractive and amenable to walking and
cycling, these centres and towns also function
as important service and employment nodes
for the surrounding hinterlands. Yet, given the
dispersed nature of these towns and the growing
consolidation of services in larger centres,
car travel is often the only choice available to
residents of smaller communities to reach key
service centres in regional NSW.

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Taking action

20 YEAR VISION

6
PROVIDING ESSENTIAL ACCESS FOR REGIONAL NSW

Regional NSW will remain an attractive place where people want to live and visit. Residents in
regional areas will take advantage of new opportunities, supported by transport networks and
services that sustain the vitality of regional NSW. Our regions will contribute strongly to the NSW
economy through expanding mining, agriculture, education and tourism sectors.

While improving access to

public transport and reducing
our dependence on cars are
important objectives in many
places across regional NSW,
road-based transport will
remain the dominant mode of
travel in our regions. Ongoing
investment in road infrastructure
will continue to be essential
to support regional growth
andprosperity.
In responding to growth, our
approach will be a staged
process that begins with
measures to improve the
effectiveness of the existing
system before implementing
measures to grow the network.
Initiatives will be implemented
to modernise our regional
transport system through
various road programs and
to provide better integrated
transport system across
the state that provides
access to opportunities and
services sought by people in
regionalNSW.

234

People in regional NSW have

told us what they want and
need to meet the most pressing
challenges in their regions. We
will take action to:
Integrate land use and
transport planning Each
region will have a detailed
Regional Transport Plan that
is integrated with land use
planning and other NSW
Government initiatives such
as Regional Action Plans and
the Department of Planning
and Infrastructure regional
strategies to ensure transport
services and infrastructure
are provided in a timely
manner, particularly in
regions and centres that are
growingstrongly.
Connect communities
Regional and rural
communities will be better
connected through improved
travel links that are fast,
convenient, safe and secure,
with stronger community
transport and more travel
choice for residents
andvisitors.

Make our regional roads safer

Our 10 year Road Safety
Strategy for NSW will ensure
that we reduce the severity
and number of crashes
on regional roads, with a
corresponding decrease in
deaths and serious injuries.
Move regional freight
more efficiently The
long term strength and
prosperity of regional NSW
will be supported through
investment in road and rail
infrastructure to ensure
goods can be moved
efficiently around the State
while minimising adverse
impacts on communities and
theenvironment.
Partner with local
government Local
government is a key partner
in identifying, funding and
delivering the changes and
projects required to improve
the transport network at the
locallevel.

NSW LONG TERM TRANSPORT MASTER PLAN

We will prioritise initiatives in each of these areas

over the next 20 years:

Figure 6.16Initial plans for high speed rail,

Melbourne Sydney Brisbane

In the short term, we will continue our

program of investment in road infrastructure
improvements and public transport service
delivery to improve connections in and between
our regions and support growing and changing
travel needs.

In the long term, we will continue to identify

and deliver solutions to meet the future
demands on the transport system and continue
to modernise and protect our transport system
in regional NSW.This includes consideration of
high speed rail.
Action Protect corridor for high speed rail
We will work with the Department of Planning
and Infrastructure to protect a corridor for High
SpeedRail.

Study area for phase 1

Boundary of short-listed stations

PROVIDING ESSENTIAL ACCESS FOR REGIONAL NSW

In the medium term, we will continue to deliver

key programs and consider potential projects
identified through Regional Transport Plans
that will be developed alongside strategic
regional land use plans and other planning
processes. We will put in place evidence-based
and robust decision making frameworks to
determine which projects will be undertaken
(see ChapterEleven).

The NSW Government is assisting the Australian

Government with the high speed rail study. The
NSW Government supports the initiative to select
a high speed rail corridor between Brisbane and
Melbourne as shown in Figure 6.16.
Once the corridor has been identified we will
work with the Department of Planning and
Infrastructure to determine the best approach to
protecting the corridor. Work on the corridor will
need to be supported by an integrated approach
to land use and transport planning, including to
adjoining transport services and networks.
The NSW Government is also committed to
ensuring a high quality road corridor between
Sydney and Brisbane along the coast. The corridor
is required to support anticipated population
growth along the corridor.

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NSW LONG TERM TRANSPORT MASTER PLAN

6.7 Connecting communities

6
PROVIDING ESSENTIAL ACCESS FOR REGIONAL NSW

A package of initiatives will support economic

and socialopportunities, improved connectivity to
major regional centres and enhance connections
to national and international supply chains. We will
also ensure the transport system is responsive to
safety concerns, protects important corridors for
the future and supports new growth areas.
The NSW Government is strongly committed to
maintaining and enhancing essential access to
Sydney from regional NSW across all transport
modes. Road, rail and air transport will maintain
essential access and accommodate future growth
and demand.
Action D
 eliver rural highway upgrades, and
address black spots and safety across the
rural road network
We will undertake a targeted program of upgrades
to the rural highways network, focusing on
improving safety, supporting growth, increasing
accessibility and enhancing freight efficiency.
Rural highways in NSW have historically been
constructed as two-lane roads, built to standards
that are now superseded. The materials used along
most of the network are aged or of inadequate
strength to support larger High Productivity
Vehicles (HPVs), and general wear and tear means
that some highways cannot be repaired easily. Poor
alignment on sections of the network contributes
to vehicle crashes and lower operating speeds.
At locations along the rural highways network,
bottlenecks can cause unsafe overtaking practices.
Across the broader network, traffic volumes
are growing as NSWs population increases and
economic activity generates more business and
freight related travel. Investment in the rural
highways network will focus on improving travel
times, tackling congestion and reducing safety risks
to road users. Key measures will include localised
duplication where required or more frequent
and longer overtaking lanes. More frequent and
better rest areas for heavy vehicles will assist in
making the journey safer, and ensure and maintain
compliance to driver fatigue regulations. This
upgrade program will deliver substantial benefits
through better connectivity, improved safety and
more efficient movement of freight.

236

Various rural highways have been identified for

upgrade works, based on:
The road classification, as improvement to
higher order roads generate greater benefits
The extent to which the project will improve
safety by reducing the occurrence of fatal and
serious injury crashes
The extent to which the project will reduce
long distance and freight travel time which is
important to the NSW economy
The extent to which the project will address
congestion effects, where terrain, geometry, or
local development reduces the capacity of the
road network and creates localised delays
The extent to which the project reduces costs
byreplacing infrastructure that is not economic
to maintain.
To a lesser extent in rural areas other objectives
considered in the prioritisation of projects are
those that improve road-based public transport,
improve urban amenity or serve residential and
employment growth areas.
Action D
 eliver new arterial roads and upgrades
to meet growth in the Hunter, Central
Coast and Illawarra
We will deliver a program of arterial road
construction and major road upgrades as
population and employment growth in regional
cities and areas boosts the demand for road travel,
bus services and freight transport.
We will upgrade major highways and other
state roads. The growth areas supported by this
program are defined as the Hunter region south
of Singleton, the Central Coast and the Illawarra
region north of Nowra.
The Lower Hunter, the Central Coast and the
Illawarra are all forecast to grow significantly to
2031. There is already congestion in these areas.
Existing roads in these areas are often regional/
rural two-lane roads with simple intersections that
are not designed to cope with high levels of traffic
or buses. Adequate connectivity must also be

NSW LONG TERM TRANSPORT MASTER PLAN

Similar to rural highway upgrades, the Long

Term Transport Master Plan identifies roads for
improvements based on a range of criteria including:

Action E
 nhance rail passenger services
through timetable, fleet, and targeted
trackimprovements

The road hierarchy and the extent to which the

project would improve safety by reducing the
occurrence of fatal and serious injury crashes

We will develop a Country Passenger Rail Services

Strategy to deliver a better service outcome for
people in regional and ruralNSW.

The extent to which the project addresses

specific congestion effects resulting from
increasing demand

Determining the future direction of NSW country

rail passenger services and how these services
may develop over the next 20 years is asignificant
exercise. Our vision is that passenger rail services
will continue to perform an important role in
connecting regional and rural communities.

The extent to which the project improves access

to residential and employment growthareas
The extent to which the project improves the
operation of road-based public transport
The extent to which the project improves
urbanamenity through measures to mitigate
traffic impacts
The extent to which the project reduces costs
by replacing infrastructure that is not economic
to maintain.
To a lesser extent in regional growth centres
objectives to support freight and long distance
travel may also be considered.
Action I mprove regional road safety as part
ofthe new Road SafetyStrategy forNSW
Significant reductions in fatal and casualty crashes
have been achieved over the last 40 years through
improvements to driver behaviour, vehicles and the
road network, together with concerted enforcement
action and policy changes. This has been achieved
against a backdrop of a growing regional
population and an increasing number of vehicles.
The 10 year Road Safety Strategy for NSW will
guide road safety initiatives and investment to
reduce road trauma. The Strategy will focus on
reducing the number and severity of crashes on
country roads. Further details are included in
ChapterEight.

Passenger rail travel has operated for over 150years

in NSW. While it has undergone significant changes,
the network that was initially developed remains
operational although some passenger services that
were not viable have been discontinued. As discussed
earlier, country passenger rail is at a critical decision
point. Within the life of the Long Term Transport
Master Plan, the majority of regional passenger rolling
stock will reach the end of its design and operating
life. Timetables determined by the passage of trains
through Sydney and by the scheduling of interstate
services do not provide convenient travel times
for many regional centres. Over the next 20 years,
capacity constraints in the regional rail network
will also occur as a result of thegrowth in freight
services. This will be particularly acute in the Hunter
between Newcastle and Muswellbrook.

PROVIDING ESSENTIAL ACCESS FOR REGIONAL NSW

This program will address congestion and improve

travel times and reliability.

Other programs delivered as part of the Long

Term Transport Master Plan will contribute to
major improvements in road safety, including
targeted safety works, rural highway upgrades,
major arterial road upgrades in growing areas and
bypasses of town centres.

provided across the existing arterial road network

to improve access to and from these high growth
areas for both people and goods.

We recognise that timetables are focused on

Sydney and that there is a need for a greater focus
on services between regional centres. The Strategy
will address issues around more convenient
timetables, slow travel speeds, service frequency
and other concerns and devise solutions to create a
modernised regional rail service that is an attractive
option for regional communities. The strategy
will canvass initiatives to improve running times
network-wide and assess recommendations based
on potential customer benefit from these services.

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NSW LONG TERM TRANSPORT MASTER PLAN

6
PROVIDING ESSENTIAL ACCESS FOR REGIONAL NSW

Action I ntroduce innovative regional bus

services that are responsive to specific
customer needs

Action D
 eliver regional station upgrades and
access improvements as part of the
Transport Access Program

We will encourage increased public transport use

in regional areas by identifying and addressing
service gaps, with a major focus on extending and
improving bus services.

We will continue to support and enhance a public

transport infrastructure program that assists local
councils in making regional bus stops and rail
stations safer, accessible, attractive places that
comply with national disability access standards.
This will enable more people to use public
transport, provide greater confidence in using the
system and improve customer travel experiences.
In turn, this should encourage more people to use
public transport.

Figures from 2006 show only one percent of work

trips in regional areas are undertaken by bus. We
need to make public transport more accessible
and convenient in regional towns.
However, dispersed small population centres
make it difficult to provide people with greater
choice. Better frequency, greater reliability and
wider network coverage of bus services can make
public transport more attractive. A one-size fits
all approach will not be appropriate and service
options for various regions and centres will need
to be considered individually through service
planning, Regional Transport Plans and a review of
buscontract system guidelines.
To provide real transport choice in regional towns,
we will adopt a fresh approach to delivering
bus services. Route and timetable changes and
integration between different services will reduce
travel time. Greater customer confidence can
be achieved through upgrading bus stops and
ensuring information is accurate. Upgrades to bus
stops will assist people with special needs to use
bus services safely.
We will improve the quality and level of service
provided by focusing on more frequent services,
wider network coverage and better integration
between travel modes. To cater to different segments
of the community and their different needs, we
will promote and facilitate the introduction of
differentiated services to provide more choices for
customers. We will work with regional bus operators
and local communities to provide greater choice
and get the right balance and mix of services. As a
way of exploring what works best, we will consider
trial projects to guide future decisions about the
provision of regional bus services.

238

This program will focus on improving ease of

interchange access across NSW. We will improve
coach facilities and interchanges in Sydney CBD and
other areas to benefit long distance coach travel.
Action I mprove and strengthen community
transport in regional areas
We will provide additional funding for community
transport services and improve available
resourcesfor the community transport sector
following adetailed review that includes
identifying outcomes in individual regions.
Community transport provides transport services
for the elderly and disadvantaged. With an ageing
regional population, reliance on community
transport services will increase. However,
community transport is more costly to provide
compared with other transport services and needs
to be integrated into the overall transport system.
We recognise the vital role community transport
service providers play in regional and remote
communities and will work with community
organisations and local councils to deliver
community transport services. Our work will
focus on ensuring that organisations, vehicles and
drivers are cost effective and do not duplicate
other services or government funding. Our current
actions for community transport are discussed
further in Chapter Eight.

NSW LONG TERM TRANSPORT MASTER PLAN

Flexible transport or on-demand transport is

responsive to daily fluctuations in travel demand
and assists in meeting the accessibility gap in areas
where population densities struggle to justify the
provision of regular route bus services. Flexible
transport covers a range of services and includes
dial-a-bus, adaptable routes, smaller vehicles and
alternative payment systems. While this type of
transport has been deployed successfully in parts
of Europe and the US, it has not been widely
used in Australia and NSW due to legislative and
regulatory hurdles such as funding and fares, and
constraints on operator types covered by the NSW
Passenger Transport Act 1990 and associated
Passenger Transport Regulation.

Cycling provides greater travel choice to regional

communities and delivers health and environmental
benefits. In addition to statewide initiatives to
promote cycling, we will invest in better information
and infrastructure to support cycling in conjunction
with regional local councils. As part of the Cycling
Investment Program we will prioritise opportunities
for regional tourism in the assessment criteria and
seek to connect cycling networks around major
regional towns and centres.

We will work with local government and regional

transport providers to investigate the possibility
of introducing this type of service for areas in
regional areas.
If feasible, these services could improve
accessibility in regional NSW. Investigating
flexible transport will include an assessment
of current service provision in the regions and
determine whether or not more efficient and
effective service provision could facilitate greater
access to healthcare, education and other vital
services for the communities. If the investigation
of such services produces encouraging outcomes,
pilot programs could be developed to counter
social isolation and transport disadvantage.
Such transport services could ensure
greaterconnectivity:

Many regional roads were built without suitable

space for cycling. In some cases, these roads now
carry high levels of vehicle traffic that deter young
or inexperienced cyclists from riding. We will work
with councils to improve and enhance paths and
cycling routes in regional centres to increase the
number of people who choose to cycle. All new
road projects or road network upgrades will be
required to examine the feasibility of providing for
cycling as an essential component of the project.
Action Invest in regional footpaths in partnership
with local councils
Walking is an important element for mobility.
In addition to statewide initiatives to promote
walking, we will invest in better information and
infrastructure to support walking in conjunction
with regional local councils.

PROVIDING ESSENTIAL ACCESS FOR REGIONAL NSW

Action I nvest in local cycleways in partnership

with local councils

Action I nvestigate flexible or on-demand

transport solutions for regional NSW

Many regional roads were built without suitable

footpaths or space for walking. We will work to
improve and enhance walking paths in regional
centres to increase the number of people who walk.

inter-regionally not just to the major centres

of Sydney, Newcastle and Wollongong but also
to South East Queensland, Victoria and the
Australian Capital Territory
intra-regionally connecting communities with
major centres within the regions.
This work will be further developed in the Regional
Transport Plans.

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NSW LONG TERM TRANSPORT MASTER PLAN

Action S
 upport regional air services to and from
Sydney Airport

6
PROVIDING ESSENTIAL ACCESS FOR REGIONAL NSW

Air travel is vital to the economies and

communities of regional NSW. We will work with
airport owners and airline operators to continue to
support service access between our regions and
Sydney Airport.
Action I mprove the evidence base for regional
travel
Gaining knowledge of regional customers and their
travel patterns is a key requirement for planning
and improving regional transport services. We
will use targeted regional surveys to improve the
evidence base for regional travel and to better
understand the nature of regional transport
disadvantage as well as region-specific transport
issues, travel patterns and needs.

Action T
 ake action to identify, preserve and
protect future transport corridors in
regional NSW.
As well as the corridors identified in this plan,
the process of reserving important corridors will
enable the cost efficient long term development
of effective connections within regional NSW and
from regional NSW to Sydney,
Potential future corridors for protection will be
identified during the development of Regional
Transport Plans. Some corridors that are flagged
for development include the connections to
Sydney from the Illawarra and Central Coast
alongthe Outer Sydney Orbital Corridor and the
Bells Line of Road Corridor from the Central West
to Sydney.

BELLS LINE OF ROAD

Roads and Maritime Services (RMS) completed the Bells Line of Road Long Term Strategic
Corridor Plan in October 2012.
The key findings from this plan were:
Forecast traffic numbers do not reach the levels that would trigger a need to upgrade the full
length of Bells Line of Road (B59) to four-lanes in any foreseeable planning horizon.
There is a need for the reservation of an upgraded road corridor connecting the Bells Line of
Road corridor at Kurrajong Heights with the Sydney Motorway Network
The commencement of planning for the identification of a preferred route and reservation on
councils Local Environment Plans is identified as a short term priority (up to five years), and
could be expected to continue into the medium term (five to 20 years).
As a result, Transport for NSW and RMS will scope investigations into a potential corridor link
between the Bells Line of Road (B59) and the Sydney Motorway Network. RMS will also review the
existing Bells Line of Road (B59) to identify safety issues, including potential improvements such
as overtaking lanes, safer intersections and better local access arrangements.

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NSW LONG TERM TRANSPORT MASTER PLAN

6.8 Moving regional freight more efficiently

Action R
 eplace or upgrade key bridges in
regional NSW through the Bridges for the
Bush program
We plan to progressively upgrade, refurbish and
rebuild those parts of the network that are needed
to deliver productivity improvements and minimise
the costs of transporting goods.
Many regional bridges were built to standards that
are now no longer suitable. The introduction of
B-Doubles and other HPVs requires a new standard
for roads and bridges. At present, the standard of
road infrastructure results in vehicles either having
to make long detours to make the journey which
is expensive and inefficient or multiple vehicles to
carry out the task when a single vehicle will suffice,
again adding costs to the trip.
The Bridges for the Bush program will replace and
upgrade bridges across NSW at locations where
mass limit restrictions are imposed preventing HML
vehicles and HPVs from using the road network. The
program will deliver significant benefits to industry,
boosting productivity and reducing the cost of many
goods that are moved by road. The program has
two parts: the first being to replace or upgrade of
five high priority HML deficient bridges and the
upgrade of bridges to maintain the operability of

The NSW road network is heavily constrained in

trying to meet the growing freight task. Challenges
can include low-strength, ageing bridges, the
condition and strength of some rural State road
pavements and poor road geometry.
Between 10 and 20 percent of the road freight
task is mass constrained. Therefore, replacing
or strengthening bridges at strategically
important locations is necessary if mass limits
are to be raised. The balance of the freight task is
constrained by the dimensions of the heavy vehicle
combination. Opportunities to improve efficiency
and allow end-to-end productivity for longer
vehicles will generally arise from improvements to
road geometry and in particular at intersections.
Improving freight access has high economic
benefit. RMS has assessed the bridges on State,
regional and local roads and identified and
prioritised the constrained bridges. Currently 249
bridges have been assessed as unsuitable for HML
vehicles. On state roads, 152 of the 249 bridges
have restrictions; 70 of these are located outside
the Sydney metropolitan area. These structures
either require strengthening or replacement with
structure to meet the demands of HPVs.

PROVIDING ESSENTIAL ACCESS FOR REGIONAL NSW

Many local roads and parts of the State road

network cannot cater for HML vehicles or HPVs, as
either the road pavement or bridges do not have
sufficient strength. These gaps in the road freight
network create localised pinch points, which
reduce the overall efficiency of regional road
freight movements and have an adverse impact on
the amenity of a number of towns.

the road network; the second to replace six timber

truss bridges and upgrading six more timber
trussbridges.

Economic growth in regional NSW requires the

efficient movement of goods and services. A large
proportion of goods are moved by road across
regional NSW and this freight task will grow. While
every effort will be made to achieve a greater
mode share on rail, the road network will still be
required either to transfer freight from a terminal
to its final destination or for the whole journey. This
requires identified sections of the road network
to be capable of carrying higher mass limit (HML)
vehicles or high productivity vehicles (HPV).

The bridges were identified through a strategy

thatconsidered:
The priority of the road, based on the draft HML
priority routes determined through an analysis
of commodity flows and vehicle movements,
with bridges on higher priority routes provide
the greatest benefits
The extent to which the project extends the road
network available to HML vehicles and reduces
the distance of heavy vehicle detours
Potential increases in safety standards
The extent to which ongoing maintenance costs
are reduced by replacing the infrastructure or
upgrading the bridge.

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NSW LONG TERM TRANSPORT MASTER PLAN

To attract more bulk freight onto rail, over the next

five years, the NSW Government will put $277 million
towards maintaining and upgrading grain rail lines
therefore easing pressure on rural and regional roads.

PROVIDING ESSENTIAL ACCESS FOR REGIONAL NSW

In the last 18 months, the NSW Government has:

replaced 109,000 old timber sleepers with
modern steel sleepers
resurfaced 609 kilometres of track
constructed 27 new bridges and upgraded
18level crossings
laid 61, 000 tonnes of ballast
refurbished 20 kilometres of old worn rail.
Action B
 uild a targeted program of town
bypasses in regional areas
Our regional road network has developed as links
between towns. These connections are used for
long distance travel by cars and heavy vehicles

and local trips within and around town centres.

In some cases they also facilitate walking and
cycling. As towns have grown, the amount of
local activity has increased, leading to localised
congestion in some towns.
The Long Term Transport Master Plan proposes a
new program of town bypasses to improve travel
within towns, reduce delays caused to freight
traffic and increase safety.
A list of prioritised town bypasses will be
developed in consultation with local communities
as Regional Transport Plans are developed. Town
bypasses are not appropriate at all locations, but
they are highly beneficial in improving freight
efficiency and reducing travel times and costs.
Bypass projects allow us to improve safety for road
users and increase the amenity of towns through
reduced noise, lower emissions and less traffic.

BRIDGES FOR THE BUSH PROGRAM

Many goods are moved by road across regional NSW, yet some rural bridges and roads are ageing,
low-strength and struggling to keep up with the increasing loading demands from road freight.
To maintain the efficient movement of goods and improve access for HPVs, we will implement the
Bridges for the Bush program to progressively replace, upgrade and strengthen bridges and roads
at priority locations is necessary.
We have allocated $145 million to the replacement and upgrading of key bridges in regional NSW,
including:
Kapooka Bridge on Olympic Highway (A41), south of Wagga Wagga
Tulladunna Bridge on Kamilaroi Highway (B51), near Wee Waa
Gunnedah Railway Bridge on South Street/Oxley Highway (B56)
Murray River crossing at Echuca on Cobb Highway (B75)
Bridge over Bemboka River (Marons Crossing) near Cooma.
A new and dedicated infrastructure program over the next five years will fund the necessary
upgrade of the network, commencing with the priority HML deficient bridges, as shown in
Figure6.17. Over the next 30years, $200 million or 8,000 heavy vehicle trips will be saved in NSW
by replacing and upgrading these bridges.
Transport for NSW, in consultation with RMS, has also prepared a submission to Infrastructure
Australia seeking half of the $290 million program.

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NSW LONG TERM TRANSPORT MASTER PLAN

Figure 6.17Bridges for the Bush program

6
PROVIDING ESSENTIAL ACCESS FOR REGIONAL NSW
243

NSW LONG TERM TRANSPORT MASTER PLAN

The assessment of town bypass proposals

wouldconsider:

6
PROVIDING ESSENTIAL ACCESS FOR REGIONAL NSW

The road hierarchy classification of the road,

as higher-order roads carry higher levels of
through-traffic and generate greater benefits
than where through-traffic is much lower.
Under this system, the Hume Highway (M31)
and Pacific Highway (M1) have the highest
classification, and roads such as the Silver City
Highway (B79) and Kings Highway (B52) have
the lowest road hierarchy classification
Proportion of through-traffic for both light and
heavy vehicle traffic
Time travel time benefits
Town or regional centre size large towns
tend to have a lot of local trips and turning
movements which can impact through-traffic
and create localised congestion, and throughtraffic, as a proportion of all traffic, is lower
but could still be a reasonable number of
vehicletrips
Difficult terrain, major rivers and urban
development impact the project cost
and influence the decision to prioritise a
particularbypass
Dispersed urban development limits town
bypass options as does the nature of
development adjacent to an existing corridor.
Our approach would be to provide a bypass
on higher order roads adjacent to commercial
activity (shops and businesses).
The type of bypass is a also a key consideration.
Typically bypasses can be considered as:
A full bypass where the corridor is away from
town and typically where there are high traffic
volumes and a high proportion of throughtraffic. The main street should not rely on
business from through-traffic and typically full
bypass options are the most expensive.

244

Inner bypass where existing streets within

the town are upgraded and used to provide
analternative to the main street. Typically these
are considered where traffic volumes and the
proportion of through-traffic is lower. Sensible
urban planning can prevent the corridor from
unsuitable development. Further urban growth
may lead to the need for a full bypass in the future.
Heavy vehicle bypass typically considered
where heavy vehicles can be routed through
industrial areas. Similar to an inner bypass, this
type of bypass can be an intermediate solution
for a full bypass.
Bypass alternative in cases where land use
change can reorient and develop the town away
from the through road. This alternative will
take time to occur and requires strong land use
planning controls.
A detailed plan for NSW roads and the Regional
Transport Plans will include stakeholder and
community input into consideration of town
bypasses. The planning work will take into account
forecast road traffic demand that establishes need
and possible route options. Traffic and engineering
investigation, together with economic and urban
planning elements, combine to allow prioritisation
of proposed bypasses.
The Long Term Transport Master Plan
will be supported by dedicated Regional
Transport Plans for each of NSWs 10
regions. These will detail the transport
challenges and solutions for each region.
Specific strategies are also being developed
to improve regional and interstate
connections: a NSW Roads Strategy, a
Country Passenger Rail Services Strategy
and a Major Airports Plan.

NSW LONG TERM TRANSPORT MASTER PLAN

6.9 Your region

Regional Transport Plans will:

Regional Transport Plans will be linked to

land use and will identify important future
corridors, protect existing corridors from
incompatible adjacent development and
coordinate the releaseof new land with the
delivery of appropriate transport infrastructure
or promote development where strong transport
connectionscurrently exist.
The Master Plan will set principles and provide an
overarching direction for transport across NSW.
While some specific regional initiatives have been
identified in the Master Plan, greater detail is
required for implementation at the local level.

Address identified transport demands and

priorities at the regional and local levels
Support early transportprovision for new
residential areas in regional NSW, particularly in
our major regional cities andcentres
Ensure the right transport links are in
place to support and enable regional
economicdevelopment.
Regional Transport Plans will address local
transport needs and priorities, and integrate
transport planning with land use planning across
regional NSW. Figure 6.18 lists some of the Long
Term Transport Master Plan initiatives by region
to meet the needs of population and employment
growth and provide a mechanism for preserving
future corridors.
The strategies, programs and projects discussed
for each region will be finalised during the
development of the Regional Transport Plans.

PROVIDING ESSENTIAL ACCESS FOR REGIONAL NSW

Transport for NSW will soon commence work with

the Department of Planning and Infrastructure
and local councils to prepare detailed Regional
Transport Plans.

Translate the higher-level principles and

strategies from the Long Term Transport Master
Plan to actions taken at a local level

The Long Term Transport Master Plan will

influence land use patterns and the shape of
regional cities, towns and communities over
the next two decades. The Master Plan will
fit within a spatial framework for regional
NSW that defines how growth, demographic
and other changes will be managed. It will
complement the regional strategies being
prepared by Department of Planning and
Infrastructure that will manage long term
growth and land use change across NSW.

245

NSW LONG TERM TRANSPORT MASTER PLAN

Figure 6.18Long Term Transport Master Plan initiatives by region

6
PROVIDING ESSENTIAL ACCESS FOR REGIONAL NSW
246

NSW LONG TERM TRANSPORT MASTER PLAN

Hunter Newcastle

The region is linked by an extensive road network

and public transport which connects people to
centres. The major roads are the Golden Highway
(B84), F3 Freeway (M1), Pacific Highway (M1),
Lakes Way, New England Highway (A15), Bucketts
Way and Hunter Expressway (M15), which is under
construction. The main rail lines are the Main North
Line (freight and passenger), the North Coast Line
(freight and passenger), and the Hunter Valley Coal
Chain (freight).
The following sections outline the actions for the
Hunter Newcastle and Hunter Regional.

Short term
The Hunter regions growth will occur around
Newcastle, Lake Macquarie and Maitland. The
Growth Centre Roads Program will support this
growth, including delivering the Newcastle Inner
Bypass, Newcastle Link Road and Newcastle Road
corridor improvements. Capacity improvements
will improve travel time reliability and support an
expansion of bus services.
We will strengthen bus operations in the
regions major centres, as well as connections
between these centres through network and
timetable reviews in the context of the current

To increase the proportion of commuter trips

on public transport to Newcastle centre, we will
progressively implement Strategic Bus Corridors
to provide high quality bus services that reflect
demand and land use change. The strategic bus
corridors will be modelled on the successful
implementation of these services within Sydney.
Sydneys Rail Future and the development of the
Country Passenger Rail Services Strategy and the
creation of NSW Trains will improve rail services
between Newcastle and Sydney and benefit
the Central Coast. We will reduce travel time
between Newcastle and Sydney.
We will develop a Port Growth Plan for the Port
of Newcastle. We will work with Newcastle City
Council on a transport strategy for the CBD that
will assist in meeting the NSW 2021 target of
increasing commuter trips by public transport to
20 percent by 2016.
Northern Sydney Freight Corridor Stage 1
will boost freight capacity and improves
train operations for inter-city passengers and
freighttrains.

PROVIDING ESSENTIAL ACCESS FOR REGIONAL NSW

The coal industry, with its supporting

infrastructure requirements, and wineries and
tourism are the main drivers of the regional
economy. Total employment is around 219,100.
Other important employment sectors are retail
(13 percent of regional employment), health and
social assistance (13 percent), and manufacturing
(11 percent). The region is experiencing strong
growth in mining, particularly coal for export
which will increase demand for rail freight. Local
manufacturing also has strong freight distribution
needs. Effective transport services to and from
this region provide an opportunity to grow the
tourism opportunities provided by wineries and
regions proximity to Sydney.

Outer Metropolitan Bus Service Planning

Guidelines. Emerging customer needs will be
reflected in all bus contracts.

The Hunter region includes Newcastle and the

regional centres of Maitland, Muswellbrook,
Forster-Tuncurry and Singleton.

Medium to longer term

We will continue our investment in the
Newcastle road network to address capacity
constraints that impact on travel time reliability
and public transport operations.
We will continue to deliver the Newcastle
InnerBypass.
We will continue to enhance and expand bus
services and Strategic Bus Corridors to reflect
demand and land use change.
The development of the Newcastle Rail Bypass
and Northern Sydney Freight Corridor Stages
2 and 3 will add freight capacity, reduce
freighttransit times and alleviate key level
crossing delays.

247

NSW LONG TERM TRANSPORT MASTER PLAN

Hunter regional
Short term

6
PROVIDING ESSENTIAL ACCESS FOR REGIONAL NSW

The Hunter Expressway (M15) will provide a

new east-west connection between Newcastle
and the growing Lower Hunter and is one of the
biggest road infrastructure projects to be built
in the Hunter. It will alleviate road congestion on
the lower New England Highway (A15) between
Newcastle and Maitland and provide greater
reliability for freight and passenger travel on the
NewEnglandHighway (A15).
In conjunction with the Hunter Expressway
(M15), we will upgrade the link between the
F3 Freeway (M1)/Hunter Expressway (M15)
interchange and Broadmeadow in Newcastle.
We have committed $15 million to support Lake
Macquarie City Council to deliver improved road
connections at Glendale, improving access to
the Stocklands retail centre and surrounding
growth areas for all modes of transport,
including buses, taxis and private vehicles.
Enhanced bus services into the Lower Hunter
will complement the enhancements made
to the Newcastle bus system. The renewal
of bus contracts will provide an opportunity
to review and update Bus Service Planning
Guidelines to deliver enhanced services in the
regions centresthat reflect changes in the
urban environment and that are consistent with
emerging customer needs.
We will identify opportunities to enhance
local bus services in the Upper Hunter to
provide a real alternative to private vehicle
travel, with a focus on improving travel times,
service frequency and integration, passenger
information and comfort.
The competition for track access in the Hunter
Valley is acute and will require resolution if rail is
to fulfil its potential in the region. We will work
with stakeholders to develop an agreement that
supports the timely and efficient movement of
coal and freight, and supports our objectives for
passenger rail.

248

We will consider how best to reduce freight

movements in Scone, including evaluating
various options to eliminate the rail level
crossing between the New England Highway
(A15) at Kelly Street and the Main Northern
Railway Line at Werris Creek.

Medium to longer term

To ensure freight moves efficiently, we will
consider extending the F3 (M1) to Raymond
Terrace. We will also consider how best to
reduce the impacts of freight movements on
centres such as Muswellbrook and Singleton.
New England Highway (A15) upgrades will
address safety and congestion issues as
theyemerge.
We will implement improvements on the New
England Highway (A15) at Scone and Aberdeen
to improve pedestrian facilities and create
saferenvironments.
We will protect and plan for the construction of
the strategic rail freight corridor at Fassifern and
the Hexham rail bypass.
We will work with community groups, regional
transport coordinators, local councils and local
bus operators to continue to enhance the public
transport system.
We will increase public transport service levels
and coverage as new residential areas and
associated demand develops, including around
Branxton, Huntlee, Maitland, Catherine Hill Bay
and North Cooranbong.
We will develop a strategy to address the
constraints on rail operations in the Lower Hunter.
The Bridges for the Bush program will upgrade
or replace timber bridges at Glennies Creek,
Williams River and the Patterson River.

NSW LONG TERM TRANSPORT MASTER PLAN

Central Coast

The road and rail links to Sydney are critical to the

area for access to employment, services and social
activities. There is a need to ensure the region
develops a transport network that matches its
growth in population.

Short term
The Central Coast is very constrained
geographically and the State road network is
critical. Investment in the road network will
reduce congestion, improve travel time reliability
and facilitate enhanced bus operations. This
investment will focus on the Pacific Highway
(M1), Central Coast Highway (A49), Terrigal
Drive, Manns Road and Sparks Road.
Improvements to interchanges on the F3
(M1) will support the effective operation of
themotorway.
The Regional Transport Plan and the renewal
of bus contracts will provide an opportunity
to investigate better accessibility through
enhanced services and reflect changes in the
urban environment. Options will be explored
to deliver improved public transport services.

Sydneys Rail Future and the creation of NSW

Trains will improve rail services between the
Central Coast, Sydney and Newcastle. These
rail services will be supported by an integrated
bus service. We will reduce travel time between
Gosford and Sydney.
We will deliver a new transport interchange to
support the development of the Warnervale
town centre.

Medium to longer term

We will widen the F3 (M1) between Tuggerah
and Doyalson to improve the efficiency of the
interstate road network, improve travel time and
reduce transport costs.
Completing Stage 1 of the Northern Sydney
Freight Corridor will reduce interaction between
freight and passenger services and result in
more reliable operations. In the long term,
construction of Stage 2 will commence if current
traffic growth continues.

PROVIDING ESSENTIAL ACCESS FOR REGIONAL NSW

Over the next 20 years the Central Coast is

expected to grow strongly. The higher than
State average share of people over 65 provides a
transport challenge. Car dependency in the Central
Coast is very high. Only four percent of the Central
Coast population use public transport for the
commute to work, of which train trips to Sydney
are the major component. Over 25 percent of the
workforce travels outside the region to work.

This will occur through network and timetable

reviews in the context of the Outer Metropolitan
Bus Service Planning Guidelines. We will
consider improving Strategic Bus Corridors
servicing and connecting the main centres of
Gosford, Wyong and Terrigal to reflect demand
and land use changes.

The Central Coast has outstanding environmental

amenity and a diverse industry base with a
strongly growing population, particularly in the
north around Wyong, which requires good access
to local centres and to Sydney. Major employment
sectors are retail, health and social assistance, and
manufacturing. The major roads are the Central
Coast Highway (A49), F3 Freeway (M1) and Pacific
Highway (M1). The main rail line is the Newcastle
and Central Coast Line (freight and passenger).

We will continue our investment in the urban

road network to address capacity constraints
that impact on travel time reliability and public
transport operations.
We will ensure the North Wyong employment
zone has an appropriate level of bus service. We
will also provide appropriate public transport
services as required to support Warnervale
towncentre.

249

NSW LONG TERM TRANSPORT MASTER PLAN

Illawarra Wollongong

6
PROVIDING ESSENTIAL ACCESS FOR REGIONAL NSW

The Illawarra region includes Wollongong and

the major centres of Shellharbour and Kiama.
Over 90percent of the population lives in the
major centres. There are logistics and port-related
industries at Port Kembla. Significant employment
sectors are manufacturing, retail, health and
social assistance, and education. The major roads
are the Illawarra Highway (A48), Picton Road,
PrincesHighway (A1) and F6 Freeway (M1). The
main rail lines are the South Coast Line (freight
and passenger) and the Moss Vale to Unanderra
Line (freight).
The Illawarra will experience population growth
and demographic change. The transport system
needs to evolve to meet the requirements of both
new residential areas and new employment. Good
links between Sydney and the region are required
to support population growth and tourism. The
Princes Highway (M1) section upgrades and the
construction of bypasses will assist travel between
Sydney and the region.
The following sections outline the actions for
Wollongong and the wider Illawarra region.

Short term
The Growth Centres Roads Program will
continue to deliver a road network that supports
strong growth. We will continue to improve the
F6 (M1), Princes Highway (M1) and Mount Ousley
Road to boost capacity, improve travel time,
support public transport operations and provide
efficient freight connections to Port Kembla.
We will strengthen bus operations in major
centres, as well as connections between these
centres. This will occur through the development
of the Regional Transport Plan and network and
timetable reviews in the context of the Outer
Metropolitan Bus Service Planning Guidelines.
This will reflect emerging customer needs in all
our bus contracts.

250

The timetable changes being investigated for

Sydneys Rail Future, the creation of NSW Trains
and modern signalling technology will deliver
faster travel times and greater travel reliability
between Wollongong and Sydney. Our goal is
to reduce public transport travel time between
Wollongong and Sydney. We will support these
rail services with an integrated bus service.
We will deliver the Port Kembla Growth
Plan to plan for Port Kemblas future trade
requirements and ensure its long term access
(see ChapterSeven).
Work with Wollongong Council on a plan
for achieving the NSW 2021 public transport
mode share target by 15 percent (by 2016) for
Wollongong CBD and on a transport strategy for
key precincts such as West Dapto, as part of the
Illawarra Regional Transport Plan.

Medium to longer term

We will continue to enhance and expand bus
services and Strategic Bus Corridors to reflect
developing demand and land use changes.
Future inter-city train services will focus on the
needs of longer distance customers rather than
modifying short distance trains.

NSW LONG TERM TRANSPORT MASTER PLAN

Illawarra Regional
We will continue our investment in the urban
road network to address capacity constraints
that impact on travel time reliability and public
transport operations.

We will upgrade Picton Road to support

saferoperations.
As part of the NSW Governments Transport
Access Program, a new train station will be
built at Flinders and improvements will also be
carried out at Dapto, Albion Park, Wollongong,
Kiama and Gerringong Stations.

Transport services will be provided as early as

possible in new development areas, with an
appropriate level of bus service provided to
West Dapto. This will support and reflect our
vision for connected regional communities.
We will seek to establish connections to the
South West Growth Centre, The Southern
Highlands and the South Coast with upgrade
works to Picton Road, the Princes Highway (A1)
and the Illawarra Highway (A48) as required.
We will deliver previously identified regional
road upgrades to support the planned growth
around the new release areas of West Dapto,
Calderwood and Tallawarra, including the
widening of the F6 (M1) and sections of the
Princes (A1) and Illawarra (A48) Highways and
anumber of new ramps and interchanges on
theF6 (M1).

PROVIDING ESSENTIAL ACCESS FOR REGIONAL NSW

Medium to longer term

We will upgrade the Princes Highway (A1)

between Gerringong and Bomaderry, which
would include the proposed Foxground and
Berry bypass providing a four-lane divided
highway (two lanes in each direction) with
median separation for 11.6 kilometres between
Toolijooa Road and Schofield Lane. The upgrade
will provide enhanced freight connectivity to
Port Kembla.

Short term

251

NSW LONG TERM TRANSPORT MASTER PLAN

Northern Rivers

6
PROVIDING ESSENTIAL ACCESS FOR REGIONAL NSW

The Northern Rivers includes the regional centres

of Tweed Heads, Lismore, Ballina, Casino and Byron
Bay. The region has both high employment and
population growth, supported by migration from
Sydney, regional NSW and South East Queensland.
The high population and employment growth in
South East Queensland attracts Northern Rivers
residents across the border as commuters. The
growth of the Gold Coast-Tweed major city
will also create strong demand for transport
connections. The concentration of employment
in service industries in Tweed and Lismore is
increasing local congestion.
The regional economy is focused on the services
sector including retail, health and social assistance,
education, accommodation and food. The
manufacturing sector is also a significant employer
in the region.
The major roads are the Bruxner Highway (B60),
Pacific Highway (M1) and Summerland Way (B91).
The main rail line is the North Coast line.
The Northern Rivers has an ageing population
that needs to access health and aged care
services in regional centres. The population in
the Northern Rivers also has a high proportion
of social/economic disadvantage, where many
require access to health care, as well as education
andemployment.
The tourism sector is one of the strongest
industries within the region, especially around
Byron Bay. During the peak season there is a
marked seasonal impact on road use and local
transport services.

Short term
We will complete the duplication of the
PacificHighway (M1) and widening works and
upgrades to the Bruxner Highway (B60).
We will release the Casino to Murwillumbah
rail corridor investigation and consider
itsrecommendations.

252

The renewal of bus service contracts within the

next five years will be an opportunity to improve
outcomes for bus customers in the region. We
will consider possible new routes, additional
services and greater integration of services to
give the region a higher level of bus services and
take into account customer priorities.
We will continue to work with the Queensland
Government on cross-border issues that relate
to transport regulation and infrastructure that
supports travel into South East Queensland,
such as cross-border bus services or Gold
CoastAirport.

Medium to longer term

Population and employment growth in the
region will increase pressure on main arterial
roads. We will commence the necessary road
network planning for upgrades to support the
growth of Lismore, Ballina and the Tweed Coast,
and address congestion and capacity issues as
they emerge.
We will provide an additional crossing of the
Clarence River at Grafton that will improve
access across the region and provide an
alternative route to the Pacific Highway (M1).
We have identified the Tabulam Bridge across
the Clarence River for replacement in part two
of the Bridges for the Bush program.
We will improve bus services, including
frequency and coverage of the bus network,
as an ongoing priority to reduce social
disadvantage, particularly for a growing and
ageing population. We will work with local
operators and the community to consider
possible new routes, additional services and
greater integration to create better accessibility
for the Northern Rivers. This will also include
potential new connections to improve
integration between the Northern Rivers and
South East Queensland.

NSW LONG TERM TRANSPORT MASTER PLAN

Mid North Coast

The continued growth forecast for the Mid North

Coast over the next 20 years will demand a range of
transport responses. For example, transport planning
will be essential in any new low density suburban
development to ensure connections into the regional
centres. There is increased demand on road use
and local transport services in the tourism peaks.

Short term
We will complete the duplication of the Pacific
Highway (M1) running through the region. We
will also complete upgrades to sections of the
Oxley Highway (B56) between Port Macquarie
and Wauchope.
We have completed planning for the Coffs
Harbour bypass and will continue progressing
land acquisition for the project.

Medium to longer term

We will continue to invest in the Mid North Coast
road network to address localised congestion
as demand increases in the future. This will also
improve bus travel times.
We will work with community groups, regional
transport coordinators, local councils and local
bus operators to enhance the public transport
system to meet the needs of the regions
residents and businesses.
We will provide an additional crossing of the
Clarence River at Grafton to support Grafton as
a major regional centre and relieve congestion
on the existing bridge.

PROVIDING ESSENTIAL ACCESS FOR REGIONAL NSW

The main industry sectors are retail, health and

social assistance, accommodation and food
services, education and manufacturing. The major
roads are the Pacific Highway (M1), Oxley Highway
(B56), Waterfall Way (B78), Summerland Way
(B91) and Gwydir Highway (B76). The main rail line
is the North Coast Line (freight and passenger).

renewals provide opportunities to create a

service structure that better meets the needs of
communities between Taree and Grafton. We
envisage a system that operates services linking
larger centres along the Pacific Highway (M1),
supported by local services within each centre
and connections to smaller areas. An integrated
system will require suitable interchange locations,
which will need to be identified and developed.

The Mid North Coast region includes the regional

centres of Port Macquarie, Coffs Harbour, Grafton
and Taree. This region has one of the fastest ageing
populations in NSW, with the number of people
over 65 expected to double in the next 25years.
They will require much greater access to health
and aged care services in regional centres.

The Bridges for the Bush program part

two will upgrade the timber bridge over
Sportsman Creek Bridge at Lawrence.
Planning for a Coffs Harbour bypass hasbeen
completed and a route identified. We will deliver
the Coffs Harbour bypass in the longer term.

We will investigate opportunities to improve

accessibility through stronger bus operations
in the regions major centres and improve
connections between regional centres in
line with our vision of connected regional
communities. The Country Passenger Rail
Services Strategy and bus operator contract

253

NSW LONG TERM TRANSPORT MASTER PLAN

New England

6
PROVIDING ESSENTIAL ACCESS FOR REGIONAL NSW

The New England region includes the regional centres

of Tamworth, Armidale, Inverell, Moree, Narrabri and
Tenterfield. While population growth is expected in
Tamworth, the population of the region is expected
to remain relatively stable. An ageing population and
areas of social disadvantage present future transport
challenges in ensuring access to services and to
counteract isolation. Agriculture, forestry and fishing
have the highest employment with retail, health and
social assistance, education and manufacturing also
being significant contributors to the local economy.

Growth in heavy vehicle and long distance traffic

is likely in the medium to longer term in Moree
and Tenterfield. Within the next five years, we
will deliver stage two of the Moree Bypass and
undertake the planning study for the Tenterfield
bypass to fully assess these issues and identify
preferred bypass routes.

The major roads are the Newell Highway (A39),

Gwydir Highway (B76), New England Highway
(A15), Oxley Highway (B56), Thunderbolts Way,
Bruxner Highway (B60), Fossickers Way (B95) and
Kamilaroi Highway (B51). The main rail lines are the
Main North Line and the network of branch lines
that carry freight.

Medium to longer term

Large demand for freight transport from the

agricultural industries is impacted by seasonal
fluctuations and crop sizes. Demand for coal
movements is also increasing, particularly from
the Gunnedah Basin, to export facilities at the
PortofNewcastle.

General road freight will grow over the next 20

years, which will impact on the New England
(A15), Newell (A39) and Oxley (B56) Highways.
Road upgrade works to address access and
safety issues will be undertaken as required.

Short term
We will focus on road network upgrades for the
New England Highway (A15) near Tamworth to
address localised congestion.
Additional overtaking lanes will be provided
on the Newell Highway (A39) to improve
overtaking opportunities and safety.
We will complete heavy-duty pavement
construction on the Newell Highway (A39)
between Narrabri and the Queensland border.
The renewal of bus contracts within the next
five years offers an opportunity to improve
outcomes for bus customers in the region. We
will consider whether more flexible bus services
tailored to the regions needs will reduce
reliance on cars.
A strong focus on driver fatigue within our new
Road Safety Strategy for NSW means we will
provide additional rest areas, as well as upgrades
to some rest areas to a better standard. This
254

will be required on the Newell Highway (A39) to

accommodate High Productivity Vehicles (HPVs),
as well as the New EnglandHighway (A15).

Population in the region is forecast to decline,

but there is likely to be a move from smaller
settlements to the larger centres. This may result
in localised congestion, particularly around
Tamworth. Road network improvements will be
identified and delivered at the appropriate time.

We will work with community groups, regional

transport coordinators, local councils and local
bus operators to continue to enhance the public
transport system. Ongoing monitoring of bus
contracts will offer the opportunity to review
operational guidelines and address issues
thatemerge.
A high proportion of the coal freight growth in
the Gunnedah basin will be transported by rail.
There will also be a significant increase in road
freight. We will work with the mining industry
and local councils to ensure the road network
has the appropriate capacity to service the
industrys needs.
The Bridges for the Bush program identifies
Tulludunna Bridge on the Kamilaroi Highway
(B51) at Wee Waa and for replacement.
We will also complete upgrades to sections of
the New England Highway (A15) at Bolivia Hill
south of Tenterfield.
We will work with and assist Gunnedah Shire
Council to build a rail overbridge at New Street.

NSW LONG TERM TRANSPORT MASTER PLAN

Western
We are committed to providing accessibility
and equity to people in the Western region by
supporting good transport access to Broken
Hill, Dubbo, Sydney and Newcastle for goods
and services. Our longer term focus will ensure
realistic travel options exist, whether by air, rail
or bus. This will require continued investment to
maintain transport infrastructure and services to
a suitable standard.
Road safety infrastructure assessments for
Aboriginal communities have identified road
safety issues on state roads, the local road
network and roads in Aboriginal communities
that connect to the nearby towns with access to
goods and services.A program of infrastructure
works will include sealing roads, installing
delineation (such as line marking and signage)
and building pedestrian facilities.

PROVIDING ESSENTIAL ACCESS FOR REGIONAL NSW

The transport network in the Western region

comprises over 3,000 kilometres of state roads.
The major roads are the Silver City Highway (B79),
Mitchell Highway (A32/B71), Kidman Way (B87),
Kamilaroi Highway (B51), Castlereagh Highway
(B55), Gwydir Highway (B76), Barrier Highway
(A32), Cobb Highway (B75), Lachlan Valley Way
and Oxley Highway (B56). The main rail lines are
the Main Orange to Broken Hill Line (freight and
passenger), and an extensive branch line network
for freight movements.

Medium to longer term

The Western region is vast. It occupies about

39 percent of NSW or over 300,000 square
kilometres. It is characterised by very long
distances between settlements and a sparse
population. More than half of the population in
the Western region lives in remote areas, which
presents unique transport challenges, especially
in areas where social disadvantage and isolation
are endemic. The mining centre of Broken Hill in
the far west and the regional centres of Cobar,
Lightning Ridge, Coonamble, Bourke and Walgett
are the main centres in this region. Agriculture and
forestry is a major industry sector for the region
with health and social assistance, retail, education
and public administration sectors contributing to
regionalemployment.

Short term
The vastness of the Western region poses many
challenges. Road-based transport will remain
the primary mode for most travel in the region.
The Mitchell (A32) and Barrier (A32) Highways
are important to the economic viability of the
region. Our focus will be on maintaining the
regions roads to a suitablestandard.
Mining will remain a major industry in the Western
region, particularly around Broken Hill. We will
support a heavy vehicle haulage bypass of Broken
Hill to improve travel efficiency for the mining and
agriculture industries.
The Western region has the highest use of
community transport in regional NSW per
capita. We will continue to support community
transport services for the region and make
appropriate resources available.
255

NSW LONG TERM TRANSPORT MASTER PLAN

Central West

6
PROVIDING ESSENTIAL ACCESS FOR REGIONAL NSW

The Central West is a major agricultural, industrial

and commercial region, spanning the Central
Tablelands and plains. It includes the regional
centres of Orange, Dubbo, Bathurst, Lithgow,
Parkes, Forbes and Cowra. The Central West has
significant employment in retail, agriculture and
forestry, health and social assistance, education
and manufacturing sectors.
The major roads in the region are the Golden
Highway (B84), Newell Highway (A39), Mid
Western Highway (B64), Great Western (A32)
and Mitchell (A32) Highways, Lachlan Valley Way,
Bells Line of Road (B59) and Castlereagh Highway
(B55). The main rail lines are the Main West Line
(freight and passenger), the Main Orange to
Broken Hill Line (freight and passenger) and the
network of freight branch lines.
The region has major interstate corridors that need
to be maintained, including Sydney-Adelaide-Perth
(road and rail) and Melbourne-Brisbane (Newell
Highway - A39). Access to and across the Blue
Mountains is an ongoing priority for the region.
In October 2012, a new daily Bathurst to Sydney
return rail service was introduced. This express
service provides a fast and reliable rail link
between the growing Bathurst region and Sydney.

Short term
Our road network program will focus on the
Newell Highway (A39) upgrade including the
Trewilga realignment near Peak Hill. We will also
complete work to address localised congestion
on the Great Western Highway (A32) in the
Blue Mountains and in Kelso and on the Mitchell
Highway (A32) in Bathurst, Orange and Dubbo.
We completed the study into the Bells Line
of Road in October 2012 and will protect the
corridor for future transport needs.
We will work on the realignment of Goanna Hill
on the Mitchell Highway (A32) near Molong.
We are improving train services with the
introduction of a daily return service between
Bathurst and Sydney.

256

The development of the Central West Regional

Transport Plan and the renewal of bus contracts
within the next five years offer opportunities
to seek better outcomes for bus users in the
region. As part of our commitment to increasing
public transport use to reduce reliance on
cars, we will consider whether more flexible
bus services tailored to the regions needs will
achieve better outcomes.
We will conduct heavy-duty pavement upgrades
to accommodate heavy vehicle traffic on the
heavy vehicle bypass at West Wyalong.

Medium to longer term

As traffic levels increase on the Newell Highway
(A39), further upgrades and additional
overtaking lanes will be required to alleviate
constraints and unsafe operations. Similar
actions will be required on the Mitchell (A32),
Great Western (A32) and Mid Western (B64)
Highways to cater for growing travel between
Bathurst and Sydney and Bathurst andDubbo.
We will work with community groups, regional
transport coordinators, local councils and local
bus operators to continue to enhance the public
transport system so that it meets the needs of
the regions customers and businesses. Ongoing
monitoring of bus contracts will offer the
opportunity to review operational guidelines and
address issues that emerge.
We will provide pedestrian facilities in Cowra
on the Mid Western Highway (B64) to improve
pedestrian access and safety in the town centre.
We will enhance town and regional bus services
to increase access to the key regional centres
of Bathurst, Orange and Dubbo and to connect
smaller communities.
The Bridges for the Bush program part two
will upgrade three timber bridges in the
region: McKanes Bridge over the Cox River,
Warroo Bridge across the Lachlan River and
Gooloogong with the Holman Bridge on
NanimaRoad.

NSW LONG TERM TRANSPORT MASTER PLAN

MurrayMurrumbidgee

Short term
We will finish the duplication of the Hume
Highway (M31) by completing the remaining
bypass at Holbrook.
On the Newell Highway (A39), we will
complete upgrades with additional heavy
vehicle rest areas and addressing localised
capacityconstraints.
The Country Passenger Rail Services Strategy
will examine how to improve rail services
to Griffith and create better connections to
regional centres as well as to Sydney, Canberra
and Melbourne.
The development of a Regional Transport Plan
and renewal of bus contracts within the next five
years offers opportunities to build for the future
and achieve better outcomes for bus users in the
region taking into account emerging customer
needs. As part of our commitment to increasing
public transport use to reduce reliance on
cars, we will consider whether more flexible
bus services tailored to the regions needs will
achieve better outcomes.

We will realign the Newell Highway (A39) at

GrongGrong.

Medium to longer term

We will manage congestion and safety on the
major road corridors of the Newell Highway
(A39), Sturt Highway (A20) and the Mid Western
Highway (B64) through upgrades such as
additional overtaking lanes and heavy vehicle
rest areas when safety concerns arise.
We will work with community groups, regional
transport coordinators, local councils and local
bus operators to continue to enhance the public
transport system. Ongoing monitoring of bus
contracts will offer the opportunity to review
operational guidelines and address issues
thatemerge.

PROVIDING ESSENTIAL ACCESS FOR REGIONAL NSW

The major roads are the Silver City Highway (B79),

Sturt Highway (A20), Cobb Highway (B75), Mid
Western Highway (B64), Newell Highway (A39),
Olympic Highway (A41), Hume Highway (M31), The
Kidman Way (B87), Burley Griffin Way (B94) and
Riverina Highway (B58). The main rail lines are
the Main South line (freight and passenger), and a
number of freight branch lines.

We know that people in the region travel across

the border into Victoria and ACT to carry out
personal business. Improving transport options
is complicated by the various jurisdictional
regulatory arrangements and operations. The
NSW Government will continue to work with the
Victorian and ACT Governments to make travelling
to Melbourne, Canberra and Victoria easier and
more convenient.

The Murray-Murrumbidgee region adjoins the

border with Victoria. It includes the regional centres
of Wagga Wagga, Albury, Griffith and Young.
Agriculture is the highest employment sector for
the region with retail, manufacturing, health and
social assistance and education also contributing to
the regional economy.

We will identify and deliver options to improve

walking and cycling infrastructure in the
regions major centres, in particular additional
rivercrossings.
The Bridges for the Bush program part one has
identified replacement of the Kapooka Bridge on
the Olympic Highway (A41) and (in conjunction
with the Victorian Government) the Murray River
Bridge at Echuca on the Cobb Highway (B75).
We will deliver the Bridges for the Bush program
part two, with upgrade or replacement of
bridges at Tooleybuc over the Murray River and
Swan Hill over the Wakool River.
We will investigate upgrades to Gocup Road
to accommodate modern freight demands and
address vehicle safety requirements.

257

NSW LONG TERM TRANSPORT MASTER PLAN

6
PROVIDING ESSENTIAL ACCESS FOR REGIONAL NSW
258

Southern

Short term

The Southern region covers the areas south of

Mittagong and surrounds the ACT. It includes
the regional centres of Queanbeyan, NowraBomaderry, MittagongBowral-Moss Vale and
Goulburn and is growing strongly. The main
industries for the region are retail, health and social
assistance, accommodation and food services,
manufacturing and education.

Upgrades to the Princes Highway (A1) between

Gerringong and Bomaderry will increase
capacity, improve traffic flow, reduce travel
time and improve road safety. The upgrade
will provide enhanced freight connectivity to
PortKembla.

This region has been experiencing an in-migration

of retirees, and an out-migration of young people,
resulting in an ageing population. The population
aged over 65 is expected to increase by 2031. This
means that access to health and aged care services
will become more important, and community
transport will have a major role. Growth rates
across the region are uneven. In some areas the
population fluctuates seasonally, particularly
along the coast and in the Snowy Mountains,
requiring servicing by quality road and good public
transport connections. A number of locations
along the coast are isolated and not serviced by a
major regional centre.
The major roads are the Barton Highway (A25),
Federal Highway (M23), Hume Highway (M31),
Princes Highway (A1), Monaro Highway (B23),
Kings Highway (B52), Snowy Mountains Highway
(B72), Main Road 92, Alpine Way and Imlay Road.
The rail lines are the Main South Line (freight
and passenger), the Goulburn to Canberra Line
(freight and passenger) and the Moss Vale to
Unanderra (freight).

Princes Highway (A1) improvements to safety

and capacity will strengthen the connections
between centres along the coast from Nowra to
Eden. We will develop a system that offers these
communities a high quality bus system with
improved levels of operation.
We know that people in the region travel across
the border into Victoria and ACT to carry out
personal business. Improving transport options
is complicated by the various jurisdictional
regulatory arrangements and operations. The
NSW Government will continue to work with
the Victorian and ACT Governments to make
travelling to Melbourne, Canberra and Victoria
easier and more convenient.
We will strengthen bus operations in the
regions major centres, as well as improve
connections between regional communities.
The Country Passenger Rail Services Strategy
and bus operator contract renewals provides
opportunities to create a service structure
that meets the needs of communities along
the South Coast, and in Queanbeyan and
the Southern Highlands. The bus contract
renewal process offers the opportunity to
reflect emerging customer needs in new bus
contracts. We will plan a system that operates
services linking larger centres along the Princes
(A1), Kings (B52) and Hume (M31) Highways,
supported by local services within each centre
and connections to smaller outlying areas.
An integrated system will require suitable
interchange location, which will need to be
identified and developed.

NSW LONG TERM TRANSPORT MASTER PLAN

Medium to longer term

We will improve pedestrian facilities in Nowra on

the Princes Highway.
We will work with community groups, regional
transport coordinators, local councils and
local bus operators to continue to enhance the
public transport system to meet the needs of
the regions residents and businesses. We will
continue to integrate local and regional buses
with rail services to create a seamless public
transport network across the region.
We will protect a corridor between Sydney and
Canberra so high speed rail can be delivered
when required.

PROVIDING ESSENTIAL ACCESS FOR REGIONAL NSW

We will identify and provide improvements to

the corridor between Mittagong and Bowral to
reduce congestion and provide safer facilities for
walking and cycling.

The Rural Highway program will continue

investment in the Princes (A1), Barton (A25),
Kings (B52), Federal (M23), Monaro (B23)
and Snowy Mountain (B72) Highways to
address capacity constraints and unsafe
areas as they emerge. The environmental
assessment for Foxground and Berry bypass has
beenproposed.

The Bridges for the Bush program part one

identified the Bemboka River Bridge on the
Snowy Mountains Highway (B52) for upgrade to
create a HML route between the coast and the
Hume Highway (M31).

259

260

SUPPORTING
EFFICIENT AND
PRODUCTIVE FREIGHT
CHAPTER SUMMARY

Freight logistics is an enabler of almost all

economic activity in NSW. With the NSW freight
task set to almost double by 2031, the efficient
performance of the NSW freight network will have
a direct bearing on the transport and other costs
we pay for goods and raw products, and on the
competitiveness and productivity of NSW.
The transport challenges this chapter addresses
are to:
Increase network efficiency by fixing bottlenecks
on road and rail networks, improving
coordination, ensuring better regulation, better
using the existing network and removing
obstacles to improved freight productivity
Grow freight network capacity to meet the
future freight task through targeted investment
that expands road and rail capacity and
supports economic growth
Manage the community and environmental
impacts of freight to promote sustainability.

Taking action

Prepare an action plan for the

PortBotanyPrecinct
Establish NSW Cargo Movement Coordinator
Develop a project pipeline to support network
capacity, with a consistent approach to
evaluating freight projects on road and rail
networks together with ports and terminals
Undertake a pilot of next generation Higher
Productivity Vehicle (HPV) access on the
Hume Highway (M31) aimed at safely managing
growing freight volumes on NSWs most heavily
used road corridor, and improve last mile access
for critical freight journeys
Implement rail freight infrastructure
enhancements to increase the share of freight
carried on the rail network, with new investment
in rail pinch points, measures to improve rail
competitiveness and the development of a
metropolitan intermodal terminal network
Protect strategic freight corridors to support
growing population centres and production
regions in NSW, increase separation between
passenger and freight movements, and integrate
land use and transport development

The Long Term Transport Master Plan proposes better

use of existing assets, investment in new infrastructure,
and approaches that deliver a more level playing
field through balanced policy and regulation.

Implement a new measurement and reporting

framework to promote transparency and
allow assessment of network performance by
providers and users

The highlights of our response are:

Develop a package of measures to grow offpeak freight movements to better use the
transport network and reduce congestion and
conflicts with passenger movements

Finalise and implement the new NSW Freight and

Ports Strategy
Identify future demand for network capacityso
that revenue streams can be identified to fund
expansion of the network or new infrastructure

SUPPORTING EFFICIENT AND PRODUCTIVE FREIGHT

This chapter identifies a number of major

challenges facing the freight network over the
next 20 years, as it prepares to service significant
increases in demand, and increasingly globalised
supply chains and industries.

Develop Port Growth Plans for NSW Ports with

the Port Corporations and the new long term
lessees of Port Botany and Port Kembla. The focus
will be on driving efficiencies, transparency and
investment, and implementing a market-driven
approach to port operations for identified ports

Our network challenges

Protect strategic freight corridors from urban

encroachment to enable the freight network
to grow alongside population centres and
productive regions in NSW.
261

NSW LONG TERM TRANSPORT MASTER PLAN

Our transport challenges

7.1 The freight customer

7
SUPPORTING EFFICIENT AND PRODUCTIVE FREIGHT

Customer needs are at the centre of our freight and

ports strategy. Freight customers include industry
participants such as port operators, rail freight
operators and road freight carriers, and endusers connected by the transportation of goods
or raw materials, such as cargo owners, business
customers and end users of freight.
Different freight customers have different freight
requirements, depending on the characteristics of
their supply chains. For example, the horticultural
industry produces around 100 key commodities,
such as vegetables, fruit, and nuts. The freight
network enables this $1.3billion industry to sell

THE ROLE OF GOVERNMENT

INFREIGHT
The role of the NSW Government in freight
is to establish a market-driven regulatory
framework to support an efficient and
competitive freight system and remove
obstacles to productivity increases.
The NSW Government also plays a role in
strategic planning, in facilitating private
investment, in providing services and
infrastructure where the market will
not deliver solutions, and coordinating
economic activity where there are multiple
commercial players involved.
A competitive freight industry in NSW
requires a light touch approach where
possible, and also relies on a competitive
national freight industry. That is why efforts
to reduce the burden of compliance and
regulatory inconsistency across jurisdictions
must remain a focus for governments
across Australia. This will deliver improved
national productivity and provide the
right environment for investment. The
NSW Government is committed to
the harmonisation of regulation, and
the establishment of single national
regulatorsfor rail, heavy road vehicles and
maritime safety.

262

its product in domestic and international markets,

by transporting goods from regions such as the
Murrumbidgee Irrigation Area and the north coast,
mostly by road, ship or air freight. Produce is
seasonal, and is perishable, meaning that timely
and direct transport is a priority.
While different freight customers have different
needs, all freight customers want more efficient
journeys and reliable journey times, which can
impact on the costs of doing business, and the
costs of receiving or sending goods. Freight
customers value reliable, secure and capable
transport networks to support vessels, vehicles
and rolling stock.
Freight industry regulation and the freight network
must be designed to meet customers needs. To do
this, we will need to:
Increase network efficiency by fixing
bottlenecks on road and rail networks,
ensuring better regulation, modernising the
network, and removing obstacles to improved
freightproductivity
Grow future freight capacity to meet the
growing freight task through targeted
investment that expands road and rail capacity
to support the growth of critical industries and
by making better use of the existing network
Manage the community and environmental
impacts of freight to promote sustainability.
NSWs diverse economy means that our transport
system will have to accommodate the different
and changing needs of a range of industries. While
some of these industries share common transport
needs (such as the need to move large volumes
of heavy freight along particular routes), others
havespecific needs that may require fit-forpurpose infrastructure.

NSW LONG TERM TRANSPORT MASTER PLAN

Freight customers rely on a network of transport

infrastructure across NSW to move raw materials
and finished goods. Government primarily
provides this physical network, and governs its
access arrangements, which is why the decisions
and actions of government affect the performance
of the logistics task across the economy.

Four major commercial sea ports (Port Botany,

Port Jackson, Port Kembla and the Port of
Newcastle) and 27 smaller regional ports and
coastal harbours

The NSW freight network is a system of rail lines,

roads, ports, Sydney Airport and regionalairports,
and intermodal terminals.
The network comprises:

Sydney Airport and some regional airports

Intermodal container freight terminals and
various smaller multi-modal terminals and
railsidings.
The NSW regional freight network and major
freight corridors are shown in Figures 7.1 and 7.3.
Figure 7.2 illustrates the Sydney freight network.

185,000 kilometres of state and local roads

Figure 7.1The NSW freight network, including regional intermodal container freight terminals

Australian Rail Track

Corporation network
Country Regional Network
(operational)

Metropolitan Rail Network

Other rail

Operational terminals

National and state roads and

highways

Proposed terminals

Non-operational terminals

SUPPORTING EFFICIENT AND PRODUCTIVE FREIGHT

9,400 kilometres of rail line

7.1.1 The freight network

Freight centres

263

NSW LONG TERM TRANSPORT MASTER PLAN

Figure 7.2The Sydney freight network, including intermodal terminals

7
SUPPORTING EFFICIENT AND PRODUCTIVE FREIGHT
Dedicated freight rail

Proposed intermodal terminal

Shared freight rail

Existing intermodal terminal

CityRail network
Major freight road

Each section of the network relies on connections

with other network nodes. For example, freight
terminals require road and/or rail links to origin or
destination points, ports likewise require landside
road and rail connections. Integrated supply chains
need a consistency of capacity end-toend, and
consistent regulation. For example, freighttrucks
may be restricted on local roads, having to

264

transfer goods to smaller vehicles (or decoupling

larger ones) to travel the last mile of road trips
tointermodal terminals, distribution centres or
keycustomers.
Freight infrastructure networks are shared in many
places with passenger transport. While this can
reduce the total cost of transporting freight, it can
also lead to congestion or conflict on the network

NSW LONG TERM TRANSPORT MASTER PLAN

Figure 7.3Key non-bulk freight transport corridors in NSW

7
SUPPORTING EFFICIENT AND PRODUCTIVE FREIGHT

Freight corridors

National highway network

National rail network

where supply of road or rail space is limited and

impacts on freight operations. For example, rail
freight services cannot operate easily at certain
times on the RailCorp network when priority
access to passenger rail services is given. Road
freight traffic mixing with peak passenger vehicle
travel encounters congestion, and reduced travel
speeds. Ports and airports may be unable to
expand their operations if they are located near
suburban neighbourhoods.

7.1.2 Why freight matters

Freight enables the exchange of goods and
commodities within the economy, and distributes
the benefits of this economic activity across
our community. At the most basic level, freight
determines the availability of, and the prices we
pay, for goods. It helps to create a worldwide
market for NSW products by facilitating the
transport of goods from the place of production
to the place where they are consumed, including
assembly of raw materials and distribution of
finished goods. The Australian Bureau of Statistics
estimates that turnover by the freight sector is

265

NSW LONG TERM TRANSPORT MASTER PLAN

EXAMPLE NSW INDUSTRIES THAT RELY ON FREIGHT

7
SUPPORTING EFFICIENT AND PRODUCTIVE FREIGHT

Horticulture

Meat and Livestock

The NSW horticultural industry produced

$1.3billion of horticulture in 2009-10 (gross)

Forecast value of beef and veal exports total

$4.5billion. The NSW cattle industry is the second
largest in Australia

Building and Construction

Wool

The building and construction industry in

Australia contributes $11.7 billion in GDP

Nationally, wool production had an export value

of $2.6 billion in 2009-10. NSW produced nearly
600,000 bales of wool in 2011

NSW consumes 30 million tonnes of heavy

construction material a year
Cotton

Forestry and Timber

Australia is the fourth biggest cotton exporter

in the world

The forestry and timber industry contributes more

than $2 billion a year to the NSW economy

Wine

Motor Vehicles

NSW is the second largest wine producing

state, with over 30 percent of the $5 billion a
year wine industry

In 2011, some 314,594 vehicles were sold in NSW,

equal to 31.2 percent of total new sales in Australia.
Most are imported through PortKembla

Steel

Coal

The NSW steel sector generates $5-8 billion in

revenue each year (industry/investment)

NSW exported over $16 billion in coal in 2010-11

around $21.2billion, and that it directly employs

128,000 people. However, when considering
the wider impacts of transport activity in other
industries, this contribution is much higher. One
estimate is that in 2011, the gross value added for
freight and logistics in NSW was $58 billion, with
half a million people in NSW working in logistics
inNSW.
Freight is particularly critical to the economic
development of regions, by facilitating the
production of goods best suited to specific
regions, and enabling larger scale production than
would otherwise occur.
There are costs to the economy and to our
community from not supporting more efficient
freight movements. For example, when congestion

266

occurs on important freight corridors it imposes

costs on the community in the form of higher prices
due to extra travel time, increased unreliability and
higher vehicle and fuel costs. It imposes specific
costs on business, which needs to operate larger
fleets, making more trips at slower speeds.
Transport related inefficiencies and
congestion costs reduce our state and national
competitiveness and productivity. The Bureau of
Infrastructure, Transport and Regional Economics
estimates the cost of urban traffic congestion in
Sydney in 2005 was around $3.5 billion. Without
significant action this is expected to reach
approximately $8 billion in 2021.

NSW LONG TERM TRANSPORT MASTER PLAN

7.2 Investment in Infrastructure

Outer Harbour Expansion at Port Kembla

Further development of the Port of Newcastle,
including the T4 coal facility
Development of an intermodal terminal
atEnfield
Over $1 billion investment in improving capacity
on the rail network through Stage One of the
Northern Sydney Freight Corridor Program
$277 million over the next five years to maintain
and upgrade 996 kilometres of grain rail lines
Working with the Australian Rail Track
Corporation (ARTC) on the completion of the
Southern Sydney Freight Line will provide
a freight only rail line from Sefton Junction
toMacarthur

As part of the Port Botany Expansion, the

Penrhyn Road roundabout provides grade
separation between trains and trucks near the
main terminal entrance.
Providing ongoing and indexed funding for
the maintenance and upgrade of the Country
Regional Network including funding for
replacement sleepers and upgrade of the
CoonambleDubbo line
Road upgrades across the State, including the
Pacific Highway (M1), Great Western Highway
(A44), Holbrook Bypass on the Hume Highway
(M31), construction of the Hunter Expressway,
Newell Highway (A39) overtaking lane and rest
area improvements and Picton Road safety
upgrades (see Figure 7.4).

SUPPORTING EFFICIENT AND PRODUCTIVE FREIGHT

$1 billion investment in establishing the third

container terminal at Port Botany.

The NSW Government is investing in new infrastructure to deliver greater capacity across the freight
transport network. Improvements across existing road and rail networks will also unlock greater capacity
and performance to meet increasing demands over the next twenty years:

267

NSW LONG TERM TRANSPORT MASTER PLAN

Figure 7.4Commitments to date on network infrastructure tasks across NSW

7
SUPPORTING EFFICIENT AND PRODUCTIVE FREIGHT
Railways operational
National highway
State road

Freight centres

268

Operational intermodal terminals

Ports

NSW LONG TERM TRANSPORT MASTER PLAN

7.3 Increasing network efficiency

Most goods moving along a supply chain will

change hands a number of times. These points
of transfer involve transport and handling costs
and may involve some complexity. For this
reason, businesses along the supply chain seek
efficient end-to-end connections to minimise
delay for deliverables and to minimise the costs of
moving goods through the supply chain. However,
inefficiencies and poor coordination can arise
where there are network disconnections, poor
regulation and insufficient capacity.
A lack of integration can prevent the efficient
performance of the whole supply chain and lead
to existing infrastructure not being used optimally.
Fixing these integration obstacles is important
to the economy. The Australian Logistics Council
(2011) estimates that every one percent increase
in freight efficiency saves the national economy
$1.5billion.

Looking at the overall network, there are a number

of keyobstacles to end-to-end supply chain
efficiency, including:
Poor coordination and transparency along the
supply chain
Management of shared rail access between
passenger and freight rail trains
Management of shared road network between
general traffic and road freight traffic
Inconsistent regulation of road access including
interstate regulation for heavy vehicles and last
mile access on local roads in urban areas

SUPPORTING EFFICIENT AND PRODUCTIVE FREIGHT

Network efficiency is achieved when whole of

supply chain performance is optimised. This
requires a mix of the right physical infrastructure,
good control systems and efficient user
performance. Inefficiencies cause friction and lead
to unnecessary costs to industry and consumers.

An example of how supply chains transfer goods

is the food and beverage industry. Each day, raw
materials, ingredients, imports and packaging
are transported to factories in NSW or interstate
for processing and production, before being
transported by truck to distribution centres across
NSW. From there, food and beverage is transported
on pallets to one of 10 retail distribution centres
across NSW and packaged into cases for delivery to
retail outlets, before being purchased and consumed
by NSW households. Figure 7.5 outlines the journey
of typical food and beverage products across NSW.

To be efficient and effective, and to meet the

needs of freight customers, the freight network
must operate as a series of integrated end-to-end
supply chains. Freight customers need goods
and raw materials to move seamlessly to the next
stage of production or the end user, regardless of
the mode or location.

Rail freight competitiveness issues, such as a

lack of critical mass volumes in certain markets,
the relative short distance of imported container
movements, unreliability of journey times as
a result of shared network arrangements and
asset condition, pricing distortions and the
need for delivery points closer to customers
(for example, intermodal freight terminals in
Western Sydney).

Figure 7.5Food and beverage volumes supplied in NSW each average week
Materials
Ingredients
Imports
Packaging

Full
truckloads

Factories
(NSW or
interstate)

Suppliers
Distribution
Centres
(dozens in
NSW)
Full
truckloads

Retail
Distribution
Centres
(10 in NSW)
Full
pallets

Retail outlets
(1,000s in
NSW)

Full
cases

Homes
(millions in
NSW)

Items

269

NSW LONG TERM TRANSPORT MASTER PLAN

CASE STUDY NSW WINE

SUPPLY CHAIN

SUPPORTING EFFICIENT AND PRODUCTIVE FREIGHT

The NSW wine supply chain commences

where the grapes are grown, travels
to a winery for production and ends
eitheratadomestic retailer or packed for
export overseas.
In the initial stage of the supply chain,
grapes are delivered to wineries in bins
on trucks ranging in size from small farm
vehicles to B-Doubles.
The processed wine is then transported in
bulk or bottled/packed into wine casks, for
both the domestic and export market.
Road transport is currently the dominant
mode used for domestic distribution. In
the past, rail had been used to transport
bulk wine to Sydney for bottling; however
changes to track access resulted in this task
moving to road.
Rail is used for the transport of bulk
winepredominantly for export. However,
there have been some issues with leakage
from wine bladders when transported over
an undulating rail network or when train
stopping shunts the wine into one side
of the bladder. These issues can cause
containers to bulge, and a bulgingcontainer
cannot be exported. This has resulted in a
preference for shipping by road.
Transport is a key cost component of the
NSW wine supply chain. Savings through
more efficient transport will contribute to
the viability and continued growth of the
wine industry.

An example of how regulation impacts on supply

chain integration is the meat and livestock industry.
Livestock is transported in small and articulated
vehicles from rural farms to saleyard, then from
saleyard to feedlot and/or meat processor. Once
processed, containerised meat is transported to
port either by rail or by truck (usually a B-Double)
270

on to domestic or export markets. In the process

of moving from producer to market, the product
changes hands several times, and its handlers may
encounter differing rules around vehicle standards or
road access for heavy vehicles, or varying operational
standards such as rail gauge. These differing rules
and standards impose costs on the industry in the
form of over-handling, which cause delays and
requires administrative resources to comply with.
Improving the end-to-end performance of
supply chains can optimise existing transport
infrastructure and to ensure the global
competitiveness of our services, mining, agriculture
and manufacturing industries.

7.3.1 Supply chain coordination

Supply chains only function as well as their
weakest link. This means that actions will be
needed to improve the efficient coordination of
operations along the supply chain, enhance the
transparency of operations and target seamless
connections at points where freight transfers
between modes. Such actions will promote
the improved performance of the network and
optimise its existing capacity.
Poor supply chain coordination can cause delays in
the movement of goods and impose unnecessary
costs on businesses and their customers.
The underlying causes of poor supply chain
coordination relate to inefficiencies such
as different operating hours, unmatched
delivery times or poorly matched road access
arrangements, which mean that larger freight
vehicles cannot travel the last mile of their
journey on local roads without transferring goods
to smaller vehicles resulting in those goods
incurring a double-handling cost.
More broadly, new trends in many industries will
create new supply chains and change the pattern
of freight movements across NSW. These trends
include continuing strong growth in the services
sector, an increase in containerised freight, justin-time business practices and the growing use of
sophisticated logistics technologies. The failure of
the freight network to keep up with these trends

NSW LONG TERM TRANSPORT MASTER PLAN

A challenge for planning investment and

interventions for the freight network is a lack
of consistent data regarding growth, transport
patterns and supply chain requirements. Australia
lacks consistent national information on freight
transport across modes. Obtaining ongoing
accurate and nationally consistent freight data has
been identified as a high priority data gap by the
Australian Government and State and Territory
governments through various mechanisms
including the Australian Transport Data Action
Network (ATDAN). Transport for NSW has
established the Bureau of Freight Statistics to
manage strategic freight data.
In addition, the absence of a consistent national
approach to monitoring freight performance
inhibits decision making and consistent
performance measurement approaches.

7.3.2 Freight access to the

railnetwork
ARTC manages access to the Metropolitan Freight
Network (the dedicated freight line extending
from Port Botany), the Interstate Rail Network, and
the Hunter Valley Network. Access to the Country
Regional Network is managed by John Holland
Rail on behalf of Transport for NSW.
In order to remove the obstacles for increased rail
freight market share, rail access regulation needs
to promote transparency and provide certainty
in the form of reliable train paths for rail freight
operators on the shared rail network,and access
pricing needs to be basedon similar principles
toroad access to promote competition.

7.3.3 Freight access to the

roadnetwork
Freight on the road network is subject to regulation
by three tiers of government in Australia. This
creates increased compliance costs and red tape
for the industry, along with logistical inefficiencies
caused by complying with uneven regulation
of road and rail access and safety across state
borders. These uneven regulations aretraditionally
around safety, licensing, vehicle standards and
access to the road network.

SUPPORTING EFFICIENT AND PRODUCTIVE FREIGHT

The number of different players along a supply

chain makes coordination more difficult.
Initiatives aimed at improving supply chain
coordination include the Hunter Valley Coal
Chain Coordinator (HVCCC) and the Port Botany
Landside Improvement Strategy (PBLIS), which
bring together participants in the supply chain to
coordinate planning and activity.

Access issues for the regional rail network relate to

the existing access undertaking and whether the
current arrangements actually support competition
and efficient use on these networks. In its 2006
report, Road and Rail Freight Infrastructure Pricing,
the Productivity Commission found that there is
the need for a case by case approach to determine
if the benefits of mandated access are outweighed
by the costs. In particular, it noted in some cases,
low volumes on some regional networks strongly
suggest that there is limited capacity for above-rail
competition and separation may further reduce
their commercial viability. It then goes on to note
that a single operator on these networks may be
a more efficient outcome. Transport for NSW has
commenced a review of the NSW Rail Access
Regime. The review will assess the current regime
to ensure that it continues to facilitate efficient use
of the shared rail network.

will exacerbate existing bottlenecks, create fresh

constraints and undermine the global and national
competitiveness of our firms and industries.

For our agricultural industries, the role of local

roads in the supply chain is vital. Across regional
NSW, trucks carrying grain, dairy products and
other produce need to access farms, storage
facilities, silos and processing plants efficiently,
and this usually means using larger vehicles.
Many of these facilities rely on local road access.
Without access to these roads, double-handling is
prevalent and the productivity of some industries
suffers. Efficient intermodal connecting points are
also important to these industries, many of which
transfer goods from road to rail for moving to
export gateways.

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NSW LONG TERM TRANSPORT MASTER PLAN

EXAMPLE CHAIN ISSUES

7
SUPPORTING EFFICIENT AND PRODUCTIVE FREIGHT

Horticulture

Meat and Livestock

SUPPLY CHAIN: 100 commodities, mostly

seasonal, of vegetables, fruit and nuts, are
produced around the State in Sunraysia,
Murrumbidgee Irrigation Area and the north
coast. Goods are transported mostly by road,
from around the State and also from Queensland
and Victoria, to Sydney markets; exports are
often shipped from Brisbane or Melbourne or by
air freight.

SUPPLY CHAIN: Cattle farming is dispersed across

the State, often close to grain supplies, with the
top five feedlots in Riverina, Quirindi, Glen Innes,
Caroona and North Star. Livestock is transported
from rural farms to saleyard, to feedlot and meat
processor, using small and articulated vehicles,
with containerised produce travelling to port by
rail or B-Doubles to domestic/export markets.

CHALLENGES: Rail is not capable of point to point,

timely delivery, road congestion, heavy vehicle
curfews and constraints, lack of regional hubs
for transhipping produce, workforce (drivers).

CHALLENGES: Inconsistent interstate regulation

around vehicle standards, road and last mile
access for B-Doubles and larger vehicles,
related infrastructure like rest facilities, and an
ageing workforce.

Building and construction

Cotton

SUPPLY CHAIN: 600 quarries in NSW, focused

on Southern Highlands and north coast, with
75 percent destined for Greater Sydney. Raw
materials are transported from quarries to
manufacturing plants to customers for use in
infrastructure and construction projects. Cement
is imported from Tasmania and Queensland.

SUPPLY CHAIN: Cotton production occurs

mostly in northern NSW. As a seasonal industry,
cotton gins operate for three to five months a
year between April and September. Cotton is
transported from farm to the gin (processor)
to the purchaser/port by rail, semi-trailer or
B-Double trucks. From some locations in NSW
cotton is also exported through Brisbane.

CHALLENGES: Rail access, first/last mile access,

inconsistent (interstate) regulation

CHALLENGES: Inconsistent (interstate)

regulation, workforce, quality roads, reliable rail
access, port costs, power supply.

Wool

Wine

SUPPLY CHAIN: Wool is transported from

farms to one of 54 wool warehouses in NSW or
selling centres, which are often located nearby
in Sydney or Newcastle. After sale, wool is
compressed at compaction facilities in Yennora,
then to Port Botany by either road or rail. Wool
bales also travel to Victoria and South Australia
for sale or for processing, and some arrive
fromQueensland.

SUPPLY CHAIN: NSW has 14 official wine

regions, with the largest wine producing region
being the Riverina. The State has 10 of Australias
top 20 wine exporters. Wine production is
seasonal, with grapes being harvested between
January and late April. Once grapes are
harvested, they are transported by truck to
wineries for processing, and moved to tanks for
maturation or to another facility for blending.
Wine is then bottled or packed and placed in 20
foot containers for distribution. For domestic
markets, wine is transported by B-Doubles, road
tankers and semi trailers, and for export markets,
wine is often transported by rail.

CHALLENGES: Regulation for heavy vehicles

(mass loading regulations), unsealed local roads
and other inadequate road facilities, and rail
access on the metropolitan rail network for wool
heading to Port Botany.

CHALLENGES: Poor rail infrastructure and

access, congestion and delays around Port
Botany, rest facilities for drivers, workforce
issues, regulatory inconsistency around last mile
access and heavy vehicles, HPV access, high
operating costs in NSW.

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NSW LONG TERM TRANSPORT MASTER PLAN

The following figures show the current flows of coal, wool and cotton within NSW:

2,500 kilotonnes coal

5,000 kilotonnes coal

Significant commodity movement

Figure 7.8Cotton export commodity flows through

NSW in 2010-11 in kilotonnes

5 kilotonnes wool

20 kilotonnes wool
Significant commodity movement

SUPPORTING EFFICIENT AND PRODUCTIVE FREIGHT

Figure 7.7Wool export commodity flows through

NSW in 2010-11 in kilotonnes

Figure 7.6Coal export commodity flows through

NSW in 2010-11 in kilotonnes

50 kilotonnes cotton

1000 kilotonnes cotton

Significant commodity movement

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7
SUPPORTING EFFICIENT AND PRODUCTIVE FREIGHT

Inconsistent regulation and access conditions

for heavy vehicles between states, and even at
a local council level, is limiting the productivity
improvements that can be gained by industry in
the efficient use of HPVs and Higher Mass Limit
(HML) vehicles.

HML access for truck and dog (Quad and Quin)

Sub-optimal heavy vehicle charging arrangements

are also impacting NSWs ability to manage and
maintain the road freight network to the standards
required. These charging arrangements are also
impacting on small and medium sized operators
who do not necessarily undertake the same
level of travel as the higher level operators and
are effectively cross-subsidising high-kilometre
operators. This can mean that freight and supply
chain costs in areas where these businesses
operate are increased.

Stamp duty reform to improve uptake of High

Productivity Vehicles

Currently, restricted access vehicles operate on

a pre-approved network with access determined
through a Notice under the Road Transport Act or
a permit granted by RMS. Where a road has not
been assessed, a Local Council assessment may be
required and the decision to grant RAV approval
lies with local road managers, who may be
reluctant to grant approval due to local amenity
or community concerns, or because funding is
not available to enable upgrades for that HPV
access. Poor road access outcomes can lead to
more traffic on local roads and higher costs for
NSWindustry.

High Productivity Vehicle access pilot on

HumeHighway (M31)

7.3.4 Rail operating restrictions

Accommodating freight movements through the
metropolitan rail network creates challenges due to
operational constraints that apply to freight trains
where they share the same tracks as passenger
trains. On shared corridors, passenger services
have priority over freight services, with constraints
on rail freight activities operating during the peak
commuter hours, and also prior to the AM peak
period due to the need to position passenger trains
before the AM peak. Within the RailCorp network,
the peak passenger periods require the use of all
train paths for passenger trains, restricting freight
trains from running at these times.
These restrictions reduce rails responsiveness and
competitiveness, creating obstacles to increasing
the proportion of the freight task being moved on
rail and further contributing to congestion on the
road network, particularly around Port Botany and
Sydney Airport.

Recent reforms by NSW Government to improve

access regulation include:

7.3.5 Promoting off-peak freight

movements

Assessing an additional 600 kilometres of the

State road network as suitable for semi-trailers
and B-Doubles operating at higher mass limits.

With growth in traffic, particularly within the

Sydney metropolitan area, the peak periods are
becoming longer and congestion is spreading
further across the network. Coupled with the issue
of disconnected supply chain operating hours
and night time curfews in some local areas, this
congestion constrains the most efficient freight
delivery times being achieved, which can be a
drag on industry competitiveness.

Improving access restrictions for the movement

of livestock by approving the operation of
4.6metre high vehicles at all 108 identified
priority access points and for 38 of 70 priority
routes for HMLvehicles.
Modern road trains east of the Newell
Highway (A39) such as Narrabri to Gunnedah
RegionalSaleyards
New livestock transport and loading scheme

274

Expansion of B triple access west of the

Newell(A39)

At present, the most efficient window for freight

delivery to businesses is during regular business
hours but outside of peak periods, meaning that
efficient freight movements can occur for less than
one quarter of the day, as shown in Figure7.9.

NSW LONG TERM TRANSPORT MASTER PLAN

Figure 7.9Efficient Road freight delivery hours

Figure 7.10Split of freight trips across the

average weekday

80

40

20

0
% of daily freight trips

50

AM peak period (7am9am)

PM peak period (3pm6pm)

40

Non business hours (6pm7am)

Efficient freight delivery hours ( 9am-3pm)

This is borne out by the current trends of

freightvehicle travel showing the split of freight
trips over the average weekday as shown
in Figure7.10. Less than 20 percent of daily
freight trips take place over the evening period,
although heavy vehicles are more likely to use this
congestion free period with up to 25percent of
heavy vehicles travelling during the evening period.
The efficient management and effective
connectivity of the road network ensures that the
freight and logistics industry remains efficient and
assists our mining, retail, wholesale and agricultural
industries to remain globally competitive. In
addition, improvements to supply chain operations
such as increased operating hours to enable more
off-peak freight movements will considerably
improve the productivity and efficiency of the
freight task.

30

20

SUPPORTING EFFICIENT AND PRODUCTIVE FREIGHT

60

10

0
% of daily heavy vehicle freight trips

AM peak

PM peak

Inter peak

Evening

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NSW LONG TERM TRANSPORT MASTER PLAN

7.3.6 Managing travel time

volatility

7
SUPPORTING EFFICIENT AND PRODUCTIVE FREIGHT

Travel time volatility, usually caused by congestion,

is a key factor in businesses determining the
most efficient way of delivering their goods,
and therefore the number of trips they need
to undertake in a day to meet their delivery
requirements. A degree of uncertainty over how
long a particular trip will take constrains the
ability of businesses to be more efficient in how
they might link trips together. This results in not
only more freight trips, but also more vehicles
in theirfleets, resulting in lower productivity for
those businesses.
For example, a freight truck needing to travel
in the AM peak from Casula in Western Sydney,
to Port Botany or Sydney Airport to pick up
or deliver goods faces the possibility of the
29kilometre trip taking anywhere from 21 minutes
to 45 minutes, with an average time of around
38minutes. On this route, the AM peak can stretch
from 5.15am to8.15am.
This means that the freight operator carrying time
sensitive freight to the port or airport must make a
decision regarding whether this trip could also be
used to deliver or pick up other goods along the
way, or whether this trip is solely committed to the
one delivery or pickup.

7.3.7 Pricing
Current pricing and regulatory arrangements are
hampering the efficient provision and productive
use of road and rail infrastructure.
Road and rail have different pricing models and it
has been argued that road freight transport does
not pay the full cost of infrastructure use.
It is argued that uncaptured negative externalities
in the form of congestion, pollution and poor
amenity are not fully accounted for in road freight
pricing. The inability of road prices to capture and
pass on the costs of using the infrastructure can
distort consumption and investment decisions
and gives rise to a perception of an unlevel
playingfield.
On the other hand, the 2006 Productivity
Commission Inquiry into Road and Rail Freight
Infrastructure Pricing found limited price
distortions between road and rail once registration
and fuel charges were accounted for, and factoring
in externalities. The Commission argued that road
and rail have unique advantages and therefore the
opportunity for substitution between the modes is
relatively low: road freight is flexible and suited to
short distances and time-sensitive items, while rail
freight has higher fixed costs, with lower marginal
costs for higher volumes and longer hauls.
Nevertheless, a number of stakeholder groups
have identified that the differential pricing between
road and rail is a key barrier to more efficient
network use around congested containerports and
for increasing rails share of freight transport.
NSW is disadvantaged under the current
heavy vehicle charging arrangements, with
only about 60percent of the cost of providing
and maintaining the roads for heavy vehicles
being returned to NSW through heavy vehicle
registration charges and relevant Australian
Government funding (as assessed by the National
Transport Council). The NSW Financial Audit 2011
(the Lambert Report) estimates that replacing the
existing fuel excise and registration charges with
efficient heavy vehicle road pricing could raise over
$1 billion per year for NSW.

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NSW LONG TERM TRANSPORT MASTER PLAN

7.4 Growing future freight network capacity

For all intra and interstate truck freight across

Australia, around 50 percent uses the NSW
road network for some part of its journey. When
only considering interstate truck freight across
Australia, some 75 percent uses the NSW road
network for some part of its journey. This means
the NSW road network is supporting a large
proportion of total truck traffic and national freight
productivity by joining Melbourne to Brisbane, and
Canberra, Adelaide, and Perth.

7.4.1 Why is it growing?

Population and consumer growth
As a society, not only are we growing in
population, we are consuming more and
demanding more choice. The Australian Bureau
of Statistics identifies a measure of consumption
as final consumption expenditure. This measure
is considered relevant as it provides an aggregate
measure of societal living standards. From 199899 to 2008-09, final consumption expenditure
per capita rose by an average of two percent per
year, which was higher than the population growth
experienced over this period.
In addition to this growth in consumption,
consumers are also demanding more choice.
In 2011, research by the retailer Woolworths
identified that the number of items on Australian
supermarket shelves has more than doubled in the
past 20 years.
This growth in consumption, coupled with growing
consumer choice, means that the number of freight
journeys required to service this demand is also
growing rapidly.

The distance between links in the supply chain

and also the number of links in the supply chain
is increasing, particularly with the rise of imports
and the statewide and national centralisation
of major retailers and distributors. This means
that businesses must have alternative plans in
place in the event of disruption to ensure that
theircustomers receive their goods when they
ordered them.

THE MINING INDUSTRY

The surge in international demand for
Australias resources has yielded benefits to
the NSW economy, with mining investment
more than doubling over the past two years
to $5 billion in 2011, and with the industry
doubling its NSW workforce in the past
fouryears.
Mining products equal around half of the
current freight task. Coal is the largest and
fastest growing commodity freight task in
NSW (around 167 million tonnes in 2011),
and is forecast to continue growing at a
rate of four percent over the next 20 years.
This means the coal freight task will grow
from 167 million tonnes in 2011 to nearly
367 million tonnes in 2031. It will be NSWs
largest export commodity and rail network
activity for the foreseeable future.

SUPPORTING EFFICIENT AND PRODUCTIVE FREIGHT

In NSW, this rate of growth is supported by the

NSW Freight Movement Model which identifies
that the current freight task of around 409 million
tonnes in 2011 will almost double to an estimated
794 million tonnes by 2031.

Longer supply chains and faster

reactiontimes

Based on national forecasts, the domestic

freight task across Australia is set to triple by
the year2050 from around 504 billion tonnekilometresin 2008 to over 1,504 billion tonnekilometres in 2050.

The strong growth forecast for our

resources sector raises two other challenges
for the freight sector. The first is ensuring
adequate infrastructure access for nonresource industries, including efficient
connections to the ports at Newcastle and
Port Kembla.
The second is workforce shortages,
including for freight truck drivers,orin
freight-reliant industries such as horticulture,
and meat andlivestock.

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NSW LONG TERM TRANSPORT MASTER PLAN

In addition, we are demanding faster service,

primarily due to the rise of electronic commerce.

7
SUPPORTING EFFICIENT AND PRODUCTIVE FREIGHT

With road and rail capacity at a premium and the

cost of distribution high, businesses are continuing
to examine ways to reduce transportation costs.
This is changing the face of the freight task with
new distribution models emerging, with bigger
loads being moved over longer distances and
smaller loads being moved faster to meet just-intime delivery needs.

7.4.2 Growth on the rail network

Current rail mode share of the whole NSW freight
task is approximately 33 percent by tonnage in
2011. Based on a business as usual scenario,
where existing supply chains continue to be used,
rail freight mode share across both bulk and
container freight is expected to rise to 37 percent
in 2031. This increase in modal share is driven
by growth in coal exports, which are primarily
transported by rail.
Rail has varying success based on the type of
freight. In NSW, most of the bulk freight task is
carried by rail networks in the Hunter Valley and
Port of Newcastle area. Over 70 percent of the
coal task is carried on rail with coal being the
primary commodity for rail transport, followed by
the other bulk commodities of grain, cotton, wool,
steel and rice.
Based on this modal share and the growth
expected in the total freight task, the amount of
freight to be moved on the rail network will more
than double from 2011 to 2031. Figure 7.11 shows
the growth in the total commodity movements
in NSW between 2011 to 2031; note the dominant
increase in the coal task.
However, the relative share of container freight
that is moved by rail is far less. To and from
Port Botany, the current rail freight mode share
is around 14 percent. Total trade through Port
Botany was over two million TEU (twenty-foot
equivalent units) in 2010-11 and is expected to
reach 3.2 million TEUs between 2018 and 2021.

278

In order to maintain current rail freight mode

share, the numbers of containers on rail will
need to increase by around 50 percent from
around 300,000 TEU per annum to 448,000 TEU
perannum.

Lack of metropolitan intermodal

terminalinfrastructure
Metropolitan intermodal terminals are critical to
increasing the share of container freight moved
by rail and to manage growing import container
trade particularly in Sydney. Currently, 85 percent
of import containers are delivered to destinations
within 45 kilometres of Port Botany. Intermodal
terminals in the metropolitan area therefore enable
the delivery of container freight on rail close to
major road links and end users.
Intermodal terminals in Sydney include those
located at Cooks River, Yennora, Leightonfield
and Minto. Trains to and from Yennora and Minto
interact with passenger trains, which restricts
their effectiveness and reliability. The Chullora
intermodal is the only dedicated interstate
intermodal terminal.
Intermodal terminal infrastructure has the
potential to move the port gate inland, providing
points on the rail network for trains to take
freight for processing and delivery. This reduces
congestion around the port and uses capacity in
other areas of Sydney and provides an opportunity
to avoid bottlenecks occurring due to a single
point of focus for port related road freight
movements. It also provides some resilience in the
system in the event of incidents causing blockages
at the port.

Sustainability of regional intermodal

terminalinfrastructure
About 90 percent of export containers are
transported to Port Botany by rail which reinforces
the importance of intermodal container freight
terminals in regional areas. In regional NSW, there
are more than 200 intermodal terminals, including
grain silos. These intermodal terminals can enable
economies of scale to be achieved, particularly
when co-located with production or processing

NSW LONG TERM TRANSPORT MASTER PLAN

Figure 7.11Growth in total commodity movements in NSW 2011 2031, in million tonnes per annum (mtpa)
Not to scale: From 167 mtpa to 366 mtpa

Coal

Wholesale trade

SUPPORTING EFFICIENT AND PRODUCTIVE FREIGHT

Mining other
Food and live animals
Basic chemical and chemical product manufacturing
Building products
Grain
Machinery and equipment manufacturing
Forestry
Food product manufacturing other
FMCG
Beverage and Tobacco product manufacturing
Fuel
Aggregates
Petroleum and coal product manufacturing other
Non-metallic mineral product manufacturing other
Steel
Wood product manufacturing
Transport, postal and warehousing
Primary metal and metal product manufacturing other
Mineral fuels, lubricants and related materials
Sugar
Livestock
Fabricated metal products manufacturing
Meat
Rice
Pulp, paper and converted paper product manufacturing
Fertiliser
Dairy
Cotton
Horticulture/marine
Retail trade other
Agriculture, forestry and fishing other
Polymer product and rubber product manufacturing
Textile, leather clothing and footwear manufacturing
Transport equipment manufacturing
Printing
0

10

20

30

40

50

60

70

80

90

100

Volume (mtpa)

2011 commodity movement volumes

Additional commodity volume movement to 2031

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NSW LONG TERM TRANSPORT MASTER PLAN

Figure 7.122031 Hunter train path utilisation and freight volumes defined in kilotonnes per annum

7
SUPPORTING EFFICIENT AND PRODUCTIVE FREIGHT
Freight volumes

Train path utilisation

Less than 0.50

0.75 to 1.00

0.50 to 0.75

More than 1.00

2031
7,500

facilities. However, many are not designed for

modern trains, have varying infrastructure
requirements and different levels of commercial
viability. Ensuring the proper development and
assessment of freight related proposals will ensure
more sustainable regional intermodal terminals.

Growth in the coal task

Some rail network sections away from the
metropolitan area have heavy freight traffic,
including the Hunter Valley Network, the Illawarra
Line and the Moss Vale-Unanderra Line, where the
number of freight trains being moved is close to
the capacity of the current infrastructure. By 2031,
280

15,000 30,000

kt per annum

sections of the Sydney-Illawarra Line may be at

or approaching full capacity in terms of train path
utilisation. Further detailed work needs to be done
on demand and path availability to ensure future
needs are met.
In addition, while the bulk of the coal task is
carried on rail, a large amount is still carried on the
road network and this will need to be addressed in
the landside transport networks at Port Kembla.
The growth in the coal task at Port of Newcastle to
2031 levels is shown in Figure 7.12.

NSW LONG TERM TRANSPORT MASTER PLAN

7.4.3 Growth on the road network

In 2031, the road mode share is expected to be

around 59 percent of the total freight transport
task, or 468 million tonnes. It is anticipated this
will result in nearly 500,000 trips on an average
weekday for heavy vehicles and over 1.5 million
light commercial vehicle trips per day within
Sydney and between the Greater Metropolitan
Area and the rest of NSW and other states.
In Sydney, the number of heavy freight vehicle trips
is expected to increase by 56 percent from around
278,000 trips per day in 2011 to approximately
433,000 trips per day in 2031. The number of light
commercial vehicle trips in Sydney is anticipated
to increase by 25 percent from around one million
trips in 2011 to nearly 1.3 million trips in 2031.
Figure 7.13 shows the growth in the daily number
of heavy freight vehicle trips within Sydney from
2011 to 2031 and the critical role the Sydney
motorway network plays as part of the primary
freight network in Sydney.
To and from Port Botany, currently over 1.7 million
TEUs are transported on the road network, not
including transhipments. With no change to the
current road mode share, this task is set to increase to
over 2.7 million TEUs by 2017-18. Even if a significant
mode shift to rail can be achieved, the road task to
and from Port Botany will increase to over 2.3 million
TEU per annum, again not including transhipments.
The nations busiest interstate freight routes, the
Hume (M31) and Pacific Highways (M1), support
the majority of interstate road freight movements,
with the amount of freight to be transported along
this corridor predicted to increase significantly
between 2011 and 2031 as shown in Figure 7.14.

Total trade through Port Botany was over two million

TEU in 2010-11, making it the second largest port
for international container movements in Australia.
Container movements through Port Botany have
grown around seven percent each year, on average,
over the last 15 years. With the expansion of Port
Botany, Sydney Ports Corporation estimates that
there is the potential for Port Botany to cater for up
to seven million TEU in the longer term.

Port of Newcastle
At the Port of Newcastle, over 121 million tonnes of
coal was handled in 2011-12, with the total overall
trade reaching nearly 129 million tonnes. Approved
expansion at the Port of Newcastle provides
potential for coal export capacity to increase to 300
million tonnes per annum. In addition, the landside
transport infrastructure is struggling to meet this rise
in demand, resulting in the requirement for ships to
queue off the coast of Newcastle while awaiting
loading. This increases the cost of shipping hirerates, and results in increasing costs associated
with demurrage or late-loading fees paid by coal
companies to the ship owners. In May 2009, the
Australian Competition and Consumer Commission
(ACCC) identified that a queue of about 55 ships
would cost coal companies about US$400 million,
or almost AUD$600 million at the time.

SUPPORTING EFFICIENT AND PRODUCTIVE FREIGHT

This results in around 320,000 trips on an average

weekday for heavy vehicles and over 1.2 million
trips for light commercial vehicles within Sydney
and between the Greater Metropolitan Area and
the rest of NSW and other states.

Port Botany

The current road mode share of the NSW freight

task is around 63 percent in 2011 or 256 million
tonnes. If the coal task is viewed separately from
the total freight task, then road accounts for nearly
90 percent of the remaining freight task in NSW.

7.4.4 Growth through ports

andairports

Port Kembla
Port Kembla is the NSW port for vehicle imports
and also supports export trades such as coal, iron
ore, minerals and grains. Over 14 million tonnes of
coal was handled in 2010-11, with the total overall
trade reaching nearly 34 million tonnes. The current
capacity of the Port Kembla car import terminal is
estimated at around 847,000 vehicles per annum,
and it is estimated by Transport for NSW that the
freight task will approach 1.2 million by 2036.
The nominal capacity of the coal infrastructure at
the port is around 17-18 million tonnes per annum
and is proposed to be upgraded in two stages to
around 25.5 million tonnes per annum.

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NSW LONG TERM TRANSPORT MASTER PLAN

Figure 7.13Heavy vehicle movements in Sydney 2011 and 2031

7
SUPPORTING EFFICIENT AND PRODUCTIVE FREIGHT
Volume

Volume
2011

500

282

1,250 2,500 vehicles per day

2031
2,000 3,000 4,000 vehicles per day

NSW LONG TERM TRANSPORT MASTER PLAN

Figure 7.14Freight flows in kilotonnes per annum on major NSW roads 2011 and 2031

7
SUPPORTING EFFICIENT AND PRODUCTIVE FREIGHT

Volume

Volume
2031

2011
5,000 10,000 20,000

kt per annum

Sydney Airport
Sydney Airport is the nations busiest airport. In
the next 20 years, passenger numbers are set to
more than double which will result in increasing
pressure on the surrounding transport network.
Also, domestic and international air freight at
Sydney Airport will increase from over 500,000
tonnes in 2010 to 1,077,000 tonnes in 2029. While
only a small proportion of the freight task when
comparing the volume of freight moved, air freight
carries a higher proportion in terms of value.
For example, the average value of air cargo, by

12,250 25,000 50,000

kt per annum

weight, is in the order of 300 to 350times that of

sea cargo. Sydney Airport caters for over half of
international air freight task in Australia.
While airport capacity is subject to Australian
Government regulations and to Australian
Government approval of five yearly master plans
submitted by Sydney Airports Corporation (SACL),
the NSW Government supports road and public
transport access to Sydney Airport.

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7.4.5 Creating an integrated rail

freight network

7
SUPPORTING EFFICIENT AND PRODUCTIVE FREIGHT

Gaps and pinch points on the rail freight network

are restricting us from making the best use of
the assets we already have, and planning for
enhancements to the rail network to enable it to
meet the capacity requirements of the future.
These constraints include low speed junctions,
wagon weight limits, restricted train speeds,
single line sections of track and even some
areas with steep grades. Significant pinch points
being experienced in some of our busiest rail
freight areas include low speed junctions at
Chullora and constraints on the rail network in the
BlueMountains.
To the north of Sydney and up to Newcastle,
there are numerous constraints on the rail freight
network, including a shortage of holding loops
(overtaking lanes), several steep inclines, junctions
causing delays at critical locations and passenger
services restricting freight services in the Sydney
metropolitan area. Stage One of the Northern
Sydney Freight Corridor Program is addressing
some of these issues. However, with the growth in
the freight task, further stages of this project will
be required. This includes additional capacity to
support coal movement to Central Coast power
stations beyond 2015.
Due to expansion at Port Kembla, further rail
freight access planning is required to ensure that
landside freight connections are improved and
enhanced to service this expansion. Rail access to
Port Kembla is increasingly constrained, including
the Port Kembla branch line servicing the Outer
Harbour where the expansion proposal is focused.
Also, while the Southern Sydney Freight Line work
will considerably increase the capacity of rail
freight in the south of Sydney, there are capacity
constraints on the Illawarra Line for freight
travelling to and from Port Kembla.

284

Port Botany Rail Freight

Currently, the share of freight moving on rail from
Port Botany is around 14 percent of all container
freight. The Metropolitan Freight Network between
Port Botany and Enfield is underused, with an
average 14 trains scheduled in each direction each
day out of 36 potential train paths. This reflects a
range of inefficiencies and complexities in the rail
supply chain, including:
Currently available train paths and arrangements
that give passenger trains priority making
regional freight rail less reliable
Fixed schedules and poor coordination between
trains and stevedoring windows at the port
which causes delays and lost productivity
Pricing arrangements that create competitive
disparity between road and rail freight, due to
the extra handling costs for rail on shorthaul
trips within the metropolitan region.
An example of how poor reliability leads to
productivity losses and extra costs is illustrated
where a regional train operator purchases two
stevedore windows in case the train runs late for
its first slot. If the train is late, it is penalised for
missing the first slot, on top of the added cost
of purchasing the second slot. Moreover, this
hoarding prevents another user from using the
second time slot. In late 2011, 57percent of trains
were late.

NSW LONG TERM TRANSPORT MASTER PLAN

NORTHERN SYDNEY FREIGHT CORRIDOR

The volume of freight on this corridor is

currently greater than 20 million tonnes per
annum and is growing at approximately four
percent a year.
Currently, interstate freight rail has low mode
share. However, ARTC forecasts suggest that
demand for interstate rail freight will triple over
the next 10 years from 1.7 million tonnes to five
million tonnes per annum.
The movement of coal by rail to the Port of
Newcastle and to power stations on the Central
Coast is also forecast to increase significantly,
as are coal freight trains from the south of
Newcastle to the port. The Newcastle Rail
Bypass would provide alternative access to the
port facilities in Newcastle, providing increased
capacity, operational flexibility and improved
amenity through residential areas of Newcastle.

Relieving the most serious bottlenecks on

the East Coast interstate rail network
Improving freight train access through
northern Sydney to the metropolitan freight
network, Port Botany and intermodal terminals
Reducing freight transport operating costs
Easing peak hour restrictions on
freightservices
Improving reliability of passenger services on
the Main North Line.
To develop a whole of life solution to the issues
associated with rail freight in this corridor,
57 initial functional options were reviewed
against the functional requirements of freight
and passenger rail for the corridor and against
competing alternatives.
To ensure that investment in this important
freight link meets the long term objectives for
this corridor, 34 shortlisted options resulting
from the initial review were rigorously assessed
for performance, cost, decongestion benefits
and time savings, and community and
environmental impacts, resulting in a selection
of the 19 indicative projects making up NSFC
Program. This package of 19 indicative projects
will be delivered in stages as they are further
refined and prioritised.

SUPPORTING EFFICIENT AND PRODUCTIVE FREIGHT

The Northern Sydney Freight Corridor (NSFC)

Program is a rail corridor investment strategy
designed to resolve some of the constraints
on the rail network between Sydney and
Newcastle. The NSFC Program consists of
a package of 19 indicative projects that will
be delivered in stages as they are further
refined and prioritised. Stage One of the
NSFC Program includes North Strathfield rail
underpass, Epping to Thornleigh third track,
Gosford passing loops, and Hexham passing
loop. These will be complemented by planning
for a Newcastle Rail Bypass to provide
alternative access to the Port of Newcastle.

The NSFC Program, together with Newcastle

Rail Bypass, will contribute to a more efficient
freight rail network connecting Australias three
largest cities by:

The 155 kilometre section of the Main North

Line between Sydney (Strathfield) and
Newcastle (Broadmeadow) is an integral
part of the East Coast interstate rail network
between Sydney and Brisbane. The Sydney to
Brisbane rail line is part of Australias busiest
rail corridor, the East Coast rail network.

Rail capacity will become a limiting constraint

to coal throughput at the Port of Newcastle,
and hence economic growth from increased
trade by reducing the efficiency and reliability
of coal trains to service power stations in the
Hunter Valley and on the Central Coast.

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NSW LONG TERM TRANSPORT MASTER PLAN

7.4.6 Creating an integrated road

freight network

7
SUPPORTING EFFICIENT AND PRODUCTIVE FREIGHT

Major challenges on our road freight network

relate to motorway access and congestion within
Sydney and managing the increasing road freight
task productively on our major interstate routes,
particularly the Hume Highway (M31) and Pacific
Highway (M1). Freight trips on the motorway and
arterial road network within Sydney are set to
increase significantly, as shown in Figure 7.13.
Large sections of the primary road freight network
within Sydney are already operating at capacity in
the peak periods and will spread further by 2031.

The need to increase freight vehicle

productivity
More freight on the roads means either more
trucks and therefore congestion on our roads, or
more productive vehicles which are larger and
can move more freight per trip. More trucks has
impacts on local traffic and communities, and has
direct costs to business.
For example, in NSW, a B-Double truck is only able
to carry 56-60 cattle, whereas in Queensland, the
same vehicle can carry up to 66-72 cattle. The
cost of this difference is an extra $8 per animal.
Similarly, where a B-Double truck may take 26
trips to move 1,000 tonnes, a B-Triple truck
may take 20 trips to move the same tonnage,
taking six trucks off the road for the same freight
task. Therefore, we need to safely increase the
productivity of the road task through improved
HML and HPV access, as vehicle technology also
improves. Accommodating this growth, while
balancing community concerns about safety, noise
and amenity, is essential.
Road freight productivity has more than doubled
over the past 40 years, with productivity growth
of rigid and articulated trucks increasing nearly
six- fold. Modelling by the Bureau of Infrastructure,
Transport and Regional Economics (BITRE)
estimates that without these productivity
improvements overthe nearly four decades
from 1971 to 2007, the delivery of the 2007 road

286

freight task wouldhave required twice as many

freight vehicles on the road network than was
otherwiseexperienced.
Productivity improvements have been enabled by
improvements to freight vehicles, road conditions
and regulation, information technology, better
logistics management and market competition.
Improved fuel efficiency and labour productivity
have also contributed to these productivity gains.
While these productivity improvements have been
impressive, modelling by the BITRE indicates
that productivity growth for road freight has
slowed over the past few years and that, in
the absence of further productivity reforms,
future heavyvehicle productivity growth will be
relatively low. This will result in more congestion,
higher pricestoconsumers and reduced global
competitiveness for our mining, agricultural and
manufacturing industries.
Road freight productivity improvements can be
achieved by using modern HPVs, vehicles that
carry a greater mass than traditional road mass
limits and are restricted to roads capable of
supporting heavier vehicles. Under a nationally
agreed scheme, some approved HPVs can operate
at Higher Mass Limits (HML) on a restricted HML
network subject to specified conditions. However,
gaps on the HPV and HML networks particularly
on interstate routes prevent freight operators from
moving freight as efficiently as possible.
These gaps reflect constraints on the wider use
of HPVs on the NSW road network, and can be
physical, administrative or safety and amenity
related, such as community sensitivity about
heavy vehicles on public roads.
Physical constraints are primarily related to
structural capacity and geometric constraints,
particularly in urban and township areas.
Administrative constraints involve inconsistency
across jurisdictional boundaries, lack of regulatory
reform and pricing signals, and a lack of a
strategicfocus on improving the network for these
types of investment.

NSW LONG TERM TRANSPORT MASTER PLAN

Port Botany precinct roads

Truck restrictions are in place on Bunnerong

Road and Qantas Drive, Airport Drive, Southern
Cross Drive, M5 East main tunnel, Cooks River
tunnel and Airport tunnel. Dangerous goods are
prohibited in all tunnels. Monthly maintenance on
the M5 East can prevent HPVs operating outside
daytime periods. Other network access constraints
between the precinct and Western Sydney restrict
the operation of HPVs in terms of their height,
length and/or mass.
The growing air passenger task at Sydney Airport
is resulting in congestion on the road network,
which affects freight traffic in and around this
area. Given the prominence of the precinct in
the nations import and export task, this is not
sustainable in the longer term. Consideration
of more efficient ways to provide for the air
passenger task are required to ensure that this
precinct can operate at the optimum level for
the freight task in this area. A key driver of road
congestion in the precinct is low levels of public
transport use.

This is a welcome development private sector

investment needs to play a role in developing
freight networks. This needs to be viewed in
the context of acknowledging the influence
of the State over the preconditions to private
investmentdecisions.
The best way to encourage and foster private
investment in an efficient State freight network is
to provide certainty to industry on the future of
that network and a clear and unambiguous set of
rules for investment.

SUPPORTING EFFICIENT AND PRODUCTIVE FREIGHT

Road congestion is caused by growing passenger

traffic on key arterials in the precinct, with less
than 10 percent of road trips around the port area
being freight related. In addition, missing links on
Sydneys motorway network that require freight
trucks to travel through local areas and heavy
vehicle restrictions and other traffic pinch points
on the corridor reduce the overall efficiency of the
surrounding road network.

While freight terminals and logistics operations

are managed by industry, the freight transport
network has mostly been planned and delivered by
the State. Increasing private sector ownership and
direct involvement in key parts of network supply
chains, especially in the resources sector, has
increased the availability and appetite for private
investment in the freight network. Therefore,
encouraging private investment in freight
networks is important to grow these networks
for the long term and support greater separation
between freight and passengermovements.

The Port Botany and Sydney Airport precinct

is the origin of different traffic generators with
multiple destinations all over Sydney and NSW.
The trips radiating from this precinct interact with
traffic generated in other areas, including those
with a destination in the precinct and the Sydney
CBD. This complex interaction requires integrated
solutions that recognise the main functions of this
precinct and identify the most efficient way to
deliver the passenger and freight tasks passing
through this area.

7.4.7 Encouraging private

investment in freight networks

In order to provide certainty to industry, a

successful freight network framework must
include a long term vision and planning for
developing infrastructure capacity. In addition,
approval processes need to be simplified to
promote private investment in the development of
that infrastructure.

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NSW LONG TERM TRANSPORT MASTER PLAN

7.5 Managing community and environmental impacts

Efficient freight movement is critically important to ensuring the sustainability of the freight industry,
our economy, and our households and businesses. However, where freight operateson the same road
and rail networks as otherusers, conflicts can arise around the use of thatinfrastructure or where freight
traffic adversely impacts on community amenityortheenvironment.

SUPPORTING EFFICIENT AND PRODUCTIVE FREIGHT

7.5.1 Land use conflicts

Currently, strategic land use planning does
not specifically address the development of
freight facilities near to major transport links.
This can impose costs on industry through lost
productivity and increased freight times, as well
as costs on the community through increased
interaction with local traffic. Insufficient planning
for freight logistics chains when planning for
the location of businesses, services and housing
developments can hamper the efficient use of the
rail, road andair freight networks and prevent the
formationof economies.
Often, the local response to increased freight
movements is to regulate to minimise the impacts
of heavy vehicles in local areas, rather than make
allowance for essential freight requirements within
planning decisions. The result is that industries
such as waste disposal facilities and construction
materials are increasingly locating beyond
metropolitan boundaries, increasing the costs of
transportingmaterials for housing construction
and waste disposal.
In addition, delays to assessing and approving
freight developments can result in costs
toindustry and to the economy through lost
export opportunities.

7.5.2 Environmental and noise

impacts of freight
If growth on freight networks is not managed and
future networks are not well planned, increases in
freight volumes will adversely impact the natural
and built environment, particularly in the context
of increased emissions and noise pollution. This
will reinforce negative community views and
perceptions about freight,potentially driving a less
efficient outcome for all.

Emissions
Heavy vehicles make up just four percent of the
Australian vehicle fleet but contribute 22percent
of total transport emissions. Some estimates
indicate that by 2020 these emissions will account
for 25 percent of transport sector emissions, or
double that of 1990 levels.
Transport for NSW works with industry in
implementing two programs aimed at managing
the emissions from the road freight task.
The Green Truck Partnership seeks to identify and
test new technology to improve the environmental
performance of road freight vehicles. The aim of
the program is to assist road transport operators
to make an informed decision when purchasing
products that can improve the environmental
performance of their heavy vehicles.
The Clean Fleet Program is a vehicle maintenance
program for which freight companies can register.
It is designed to improveair quality by reducing
diesel vehicle emissions and also results in lower
vehicle maintenance costs.

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NSW LONG TERM TRANSPORT MASTER PLAN

Noise

Road noise arises from noise generated by tyres

on road surfaces, and also engine noise. Programs
work to reduce the effects of road noise from new
road projects and road developmentprojects.
Chapter Eight provides more detail around the
management of noise and emissions from the
transport task more generally.

7.5.3 A safer freight environment

Freight transport can be a dangerous workplace
and requires constant safety vigilance, particularly
in the context of road and rail safety and the
transport of dangerous goods. Currentefforts
in this area are considered to be world-class;
however, continued efforts are required to ensure
that the growth in freight is managed safely.
One way that Transport for NSW is tackling the
ongoing issue of road freight safety is by enforcing
the Chain of Responsibility legislation, introduced
in 2005. Also, the NSW Government, through its
Road Toll Response package has allocated funding
to investigate a Five Star Trucking Safety Rating
system. The proposed rating system aims to
encourage safety management and quality within
the heavy vehicle industry by rewarding effort.

On the rail network, the National Rail Safety

Regulator will commence on 20 January 2013.
The independent Transport Safety Regulator will
deliver rail safety regulation services on behalf of
the National Rail Safety Regulator under a service
agreement. A national rail safety investigator
will commence on 20 January by expanding the
role of the Australian Transport Safety Bureau
(ATSB). In NSW, the Office of Transport Safety
Investigation (OTSI) will deliver rail investigation
services on behalf of the ATSB under a
collaborationagreement.

7.5.4 Workforce constraints

The labour force for the freight industry is
shrinking, which adds another layer of cost to
freight movements. Semi-skilled labour upon
which the freight industry depends particularly
truck and train drivers are finding more attractive
employment options in the resources industry
and are able to demand higher salaries. Ageing
and shrinking populations in regions alsomean
that a smaller labour force is available to service a
growing freight task, further increasing costs.

SUPPORTING EFFICIENT AND PRODUCTIVE FREIGHT

Rail noise arises from a number of sources and

includes wheel squeal, shunting and loading,
wagon and locomotive noise. There is little
agreement around how best to manage rail
freightnoise.

Noise from rail or road freight transport

can adversely affect those living close to
thesecorridors.

In addition, the National Heavy Vehicle Regulator

(NHVR) will commence operating in 2013. The
NHVR will be responsible for implementing a new
national system for regulating all heavy vehicles
more than 4.5 tonnes. Transport for NSW is
currently preparing for the changes that the NHVR
will bring to NSW.

289

NSW LONG TERM TRANSPORT MASTER PLAN

Taking action

7.6 Improving network efficiency

7
SUPPORTING EFFICIENT AND PRODUCTIVE FREIGHT

The systematic and strategic coordination of

supply chains will ensure the competitiveness of
our freight and logistics industries. The key role
of government in contributing to effective supply
chains is its involvement in pricing and regulation,
governance, market participation and reform. It
also must ensure continuous improvement in its
own management of freight and supply chain
issues and measure and report critical freight
and supply chain data regularly to enable better
decision making. This will ensure the freight and
logistics industry can continue to do what it does
best: deliver best practice logistics functions to
support industry.

7.6.1 Identify freight movements

and network demand
We will develop a rigorous regime to measure
and monitor performance, asset management
and congestion which will form a cohesive
performance management tool across the supply
chain. This framework will promote greater
transparency across the supply chain, reduce
operational complexities caused by multiple
owners and operators, and inform targeted
efforts to optimise performance across modes.
This initiative will also include arrangements to
ensure improved data capture and analysis to
better identify freight movements and demand for
network capacity.
Action E
 stablish freight network performance
indicators and measure performance
In order to assess the performance of the current
network, the value of proposed improvements and
assist in coordination of supply chain activities, we
will define, measure and report on Key Performance
Indicators (KPIs) of freight network efficiency.
The establishment of KPIs will ensure government
and industry are working to a single performance
measurement regime.

290

Action I mprove freight data collection and

strategic analysis
Good, accurate data is the key to better
performance measurement, economic analysis
and forecasting of demand. Transparent data
collection, collation and modelling also supports
economic analysis that assists decision making
regarding deficiencies in the network and the
quantification of potential benefits of new
infrastructure investment.
Transport for NSW has established the Bureau
of Freight Statistics to streamline freight data
collection and strategic analysis and provide a
single, reliable source of data for analysing the
freight network. Transport for NSW will also
builda Sydney Metropolitan Cargo Movement
Model. This will be a model of the Port Botany
cargo movement chain from quayside through to
the inland logistic centres, incorporating both rail
androad.
Action U
 ndertake detailed economic analysis of
the impacts of freight transport in NSW
A detailed economic analysis will inform decision
making and cost benefit analysis of supply chain
efficiency and network capacity investments.
It will also assist in ensuring that all stakeholders
inthe freight network understand the economic
value of the freight transport task.Transport for
NSW will maintain a dataset that articulates the
value of the NSW transport and logistics task, the
value created by the efficient operation of the
network and future network demand.
Improving the measurement of future network
demand will enable revenue streams to be
identified to support investment in expanding
thenetwork.

NSW LONG TERM TRANSPORT MASTER PLAN

While heavy traffic during peak periods causes

significant congestion and impacts freight
efficiency, network capacity is underused at other
times of the day, impacts freight efficiency, network
capacity is under used at other times, particularly
in the evening, night or early morning. Limited
freight activity during off-peak periods is the
result of higher labour costs and the difficulty of
undertaking freight operations near residential
areas during the evening, night or early morning.

The NSW freight network plays a critical role in

the national freight network. The regulation of
the freight networks and operating conditions
across Australia must be better aligned to avoid
unnecessary duplication and imposition of costs
on freight operators who cross stateboundaries.

Action S
 upport a greater shift to off-peak
freight movements
In order to facilitate a move to more efficient
transport outcomes for supply chain operations,
we will:
Identify the infrastructure requirements for offpeak freight handling
Support reform of work practices to grow offpeak freight transport, including preparation
of a business case that takes into account
all relevant variables such as reduction in
congestion costs (including fuel), higher labour
costs and higher asset utilisation
Build the case for off-peak freight handling
for planning purposes to assist regulators and
business to achieve better value outcomes
including reductions in congestion, productivity
gains, higher employment and targeted
capitalinvestment
Identify the infrastructure requirements for offpeak freight handling that will help to minimise
urban amenity issues such as noise, light and
vibration impacts on residential areas.

Action A
 uthorise the system of national
transport safety regulators
NSW, together with other jurisdictions is finalising
legislation to authorise the system of national
transport safety regulators, which is planned to
become fully operational in all jurisdictions in
January 2013. We will continue to support these
initiatives to deliver a more seamless interstate
freight network that will enhance road and rail
freight productivity.
The national regulators include the establishment
of three bodies covering maritime, rail and
heavyvehicles:
The Australian Maritime Safety Authority
(AMSA)
The National Rail Safety Regulator (NRSR)

SUPPORTING EFFICIENT AND PRODUCTIVE FREIGHT

7.6.3 A seamless national freight

network

7.6.2 Shift more freight

movementsto off-peak periods

The National Heavy Vehicle Regulator (NHVR).

Action E
 xpand the National Road
FreightNetwork
Building on existing work with the Council of
Australian Governments Standing Committee on
Transport and Infrastructure, we will continue to
review the expansion of the road network available
to modern, safer and more productive heavy
vehicles, particularly the national modular B-Triple
network. We have already expanded B-Triple
access west of the Newell Highway (A39), and
will continue prioritising the assessment of the
B-Triple network with relevant local councils and
working on national access arrangements for next
generation HPVs.

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NSW LONG TERM TRANSPORT MASTER PLAN

7.6.4 Road freight network

productivity

Short term

SUPPORTING EFFICIENT AND PRODUCTIVE FREIGHT

Action R
 eform road access regulations for High
Productivity Vehicles
Greater use of HPVs can help drive productivity
improvements in the freight industry through lower
transport costs and reduced road wear. Transport
for NSW will work with the NHVR (in its capacity
as a safety regulator) and other jurisdictions to
develop consistent access conditions for HPVs
operating on key interstate freight routes.
We will review regulatory arrangements on
NSW roads for restricted access heavy vehicles.
Considerations will include a move from an adhoc, administrative system to a more standard
commercial access regime, similar to rail
and shipping wharves. This would allow the
access arrangements in NSW to become more
commercially oriented and would aim to promote
the efficient use of and investment in NSW roads
to support the NSW economy.
Action P
 ilot High Productivity Vehicle access on
the Hume Highway (M31)
Extending the network where HPVs can operate
requires investment in road and bridge upgrades
as well as monitoring and enforcement regimes.
We will investigate options to allow HPVs to
use the Hume Highway (M31) under a direct
chargingarrangement.
As part of this work, we will seek to work with the
Victorian Government on a potential HPV route
from Sydney to Melbourne via the Hume Highway
(M31). The duplication of the Hume Highway (M31),
due for completion in mid 2013, can enable HPV
access in the future, with only specific enabling
works such as driver rest areas and trailer change
over areas required to support HPV access.

292

Allowing HPVs on the Hume Highway (M31)

between Sydney and Melbourne could cut the
number of freight vehicles needed to service the
growing road freight task. On initial estimates,
this could result in almost a million less B-Double
equivalent trips over a 30 year period, with the
potential to improve congestion and safety to
passenger vehicles.
Under the proposed arrangement, HPV operators
who benefit directly from these enabling works
would contribute towards the cost of these. Initial
consideration indicates that charging for HPV
use on the Hume Highway (M31) between Sydney
and Melbourne could provide labour and fuel cost
savings to industry that would offset potential costs.
Action I mprove approval process for Restricted
Access Vehicles
The approval of Restricted Access Vehicles (RAVs)
can be a lengthy process, impacting on the ability
of industry to use these vehicles to improve
productivity. Often approval to use RAVs can be
denied or delayed due to protracted local council
processes or lack of resources. We will increase our
involvement in the approval process for RAVs by
facilitating assessments and ensuring a consistent,
efficient and transparent process for approvals that
aligns with key strategic freight links.
Action I ncorporate freight considerations into
Managed Motorway access decisions
As part of the introduction of the Managed
Motorway System, a program of freight access
considerations will be included. Safe and priority
access for heavy vehicles will be incorporated
by considering improvements to heavy vehicle
provisions at access ramps and the potential
introduction of dedicated freight lanes.
Action R
 eview efficient freight usage on
arterialroads
Transport for NSW will undertake a review of
arterial roads to identify important freight routes,
with a view to improving productivity and efficient
usage of these roads. This review will consider the
needs of both passenger vehicles, public transport
and freight movements, particularly with respect to
parking arrangements.

NSW LONG TERM TRANSPORT MASTER PLAN

Medium to longer term

Action Reform road pricing for heavy vehicles
While the road freight task is projected to double
over the next 20 years, road freight productivity
growth will slow without further reform in the
sector. NSW is providing support to the national
reforms looking at incremental charging and
activity-based charging for heavy vehicles. We
will continue to support these reforms, and look to
invest the revenue from heavy vehicles charges in
the roads used by heavy vehicles.

7.6.5 Reforming rail access

Action Review NSW rail access regime
We will assess and reform regulatory access
arrangements that apply to the Metropolitan
Rail Network, the Country Regional Network and
interfaces with ARTC access undertakings for the
metropolitan and regional freight networks. This
will improve the management of conflicts between
passenger and freight transport, improve the
reliability of rail freight to Port Botany and develop
a more integrated and contestable national
railmarket.
The planning for access arrangements on these
networks will also examine the provisions and
operation of the NSW Rail Access Undertaking
(RAU) and will inform recommendations to
government on the form and scope of future rail
access regulation applying to those networks that
remain in NSW Government control.

Port Botany will continue to serve as NSWs major

container port and will be supported to maintain
its productivity and competitiveness while
managing growing freight volumes. With the new
$1 billion Terminal T3 due to commence operations
soon, improving port productivity and capacity
will focus on improving the landside transport
network that enables goods to move to and from
the Port. In addition, changes in and around the
Port such as the refinancing of Sydney Ports
Corporation and the transfer of the responsibility
for the metropolitan freight network to the ARTC
will also result in a renewed focus on improving
supply chain performance.

Short term
Action R
 eform funding and governance of
PortBotany
We will proceed with the long term lease of
Port Botany to enhance the efficiency of port
operations and free up funds for investment in
priority infrastructure.
Action I nvestigate new NSW Cargo
MovementCoordinator
We will investigate the expansion of the Port
Botany Landside Improvement Strategy (PBLIS)
to include a new body, the NSW Cargo Movement
Coordinator. This should optimise landside
cargo transport to meet Port Botany and Port
Kembla demand growth, and minimise overall
supply chain costs including externalities such
as congestion. The coordinator would focus on
operational efficiency, capacity management,
advocacy and managing stakeholder relationships.
This reform would also include the potential for
market intervention in rail operations at the Port to
improve the competitiveness of rail.

SUPPORTING EFFICIENT AND PRODUCTIVE FREIGHT

To support the expansion of the HPV network, we

will work with communities and local government
to replace or upgrade regional bridges that
constrain the operation of HML and HPVs on
identified freight routes. These actions will assist in
improving productivity in the freight industry and
creating a better connected road freight network
(refer to Chapter Six).

7.6.6 A productive Port Botany

Action D
 eliver the Bridges for the Bush
program to support more efficient
freightmovement

The PBLIS seeks to reduce truck turnaround times,

smooth the flow of freight vehicles into off-peak
and weekend time slots, and ensure greater
transparency around stevedore time slots.

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NSW LONG TERM TRANSPORT MASTER PLAN

Action I mplement pinch points

improvementprogram

We will relieve pinch points and better manage

road space in the precinct, delivering a targeted
package of works that includes:

SUPPORTING EFFICIENT AND PRODUCTIVE FREIGHT

Replacing the General Holmes Drive level railway

crossing with a grade-separated solution and
related road infrastructure improvements to
maintain road network capacity
Implementing one-way pairs road operation on
Bourke Street and ORiordan Street to manage
increased traffic, with complementary measures
including the removal of parking, provision of bus
priority, enhanced pedestrian movements and
examination of an alternative cycleway
Widening Mill Pond Road to support increased
taxi volumes and private bus operators
accessing the Sydney Airport precinct.
Construction will commence this year on widening
the M5 South West Motorway from two to three
lanes in each direction between Camden Valley
Way and King Georges Road.
We will work with the Australian Government on
a comprehensive review of the land transport
system associated with the precinct to develop a
joint transport improvement plan that focuses on
improving the infrastructure required to support
productive long term freight flows.

Medium and longer term

With four of Sydneys five most congested roads
running through the precinct the Eastern
Distributor, the M5 East Motorway, General
Holmes Drive and Southern Cross Drive a suite
of measures will be required to manage growing
congestion and coinciding demand for road
spacebetween passenger and freight vehicles
during peak periods.

294

Action I mprove efficiency of road connections

in the Port Botany and Sydney Airport
precinct
An efficient road network around the Port and
Airport will minimise congestion and make better
use of existing investments, staving off the need
for costly new investment as the freight task
grows. Even with a targeted doubling of rail modal
share for freight, there will still be an increasing
number of heavy trucks servicing the precinct and
operating on Sydneys road network. This means
that reducing road congestion will remain a long
term priority.
Action I mplement intelligent road
managementsystems
We will deploy intelligent road management
systems to better manage the motorway network
around the precinct and make better use of
existing road capacity.
Action M
 anage growth in private vehicle
demand in the Port Botany and Sydney
Airport precinct to reduce congestion
If 40percent of journeys to Port Botany and
Sydney Airport were made by public transport,
there would be around 25,000 fewer people
travelling on the roads around the precinct
every day, reducing road congestion in the area.
However, only 15percent of airport users travel
to Sydney Airport by public transport, a low level
by international and local standards. Chapter Five
contains the public transport initiatives for relieving
congestion around the Sydney Airport precinct.

NSW LONG TERM TRANSPORT MASTER PLAN

7.7 Growing future freight network capacity

By coordinating regional infrastructure and

service delivery and developing and maintaining a
pipeline offreight infrastructure projects, we will
providegreater certainty to industry on the future
of thefreightnetwork.

Short to medium term

Action D
 evelop a metropolitan network of
intermodal terminals
We will seek to increase the share of freight that
istransported by rail by developing an efficient
and competitive network of intermodal terminals
in Sydney.
In the short to medium term, we will complete the
new Enfield intermodal terminal and work with
the Australian Government and industry on the
development of the Moorebank terminal precinct.
These intermodal container terminals will be
located on dedicated freight lines and will each
provide around one million additional TEUs of rail
capacity per year in the Sydney metropolitan area,
providing a more competitive rail alternative to
road freight.

Transport for NSW will support the completion

of the Southern Sydney Freight Line and
development of the Enfield staging roads to better
manage late trains and enable the splitting of loads
to support more efficient processing of trains that
arrive at the Port Botany yard.
Action D
 evelop intermodal terminals in the
regions in collaboration with councils
andindustry
To enhance the role of regional intermodal
terminals in the NSW freight system, we will work
with regional councils to develop the required
infrastructure at strategic locations.
We will engage regional councils on planning
issues around the sustainable development of
intermodal facilities in industrial precincts, and
adjoining land, road and rail access to proposed
sites. We will promote best practice terminal
development, including on noise mitigation and
heavy vehicle access.
We will work with councils and the private
sectorto identify future sites, preserve land where
required and work with proponents to design
facilities (including future proofing) on a case by
case basis.

SUPPORTING EFFICIENT AND PRODUCTIVE FREIGHT

We will work with industry and other State

agencies to grow the freight network with
targeted investments that expand capacity and
maintain strong international, intrastate and
interstate connectivity.

In the longer term, the intermodal terminal

proposal at Eastern Creek will require land and
associated transport corridors.

We will manage the growing freight task by

providing better access, encouraging more
efficient use of the existing network and removing
constraints to its improved productivity.

Development of the Moorebank intermodal

container terminal precinct will have impacts on
the local road network. Initial analysis suggests
that traffic on the M5 (between the Hume Highway
(M31) at Casula and Moorebank Avenue) could
exceed capacity as early as 2016, and capacity
will be exceeded at key intersections that provide
access to the precinct. We will work with the
Australian Government on a road access strategy
for the intermodal terminal precinct.

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NSW LONG TERM TRANSPORT MASTER PLAN

Action Facilitate individual Port Growth Plans

Transport for NSW will support the Port

Corporations and new long term lessees of Port
Botany and PortKembla.

SUPPORTING EFFICIENT AND PRODUCTIVE FREIGHT

Long term Port Growth Plans respond to the

specific requirements of each of our ports can
help us meet this challenge. These Port Growth
Plans will reflect the different challenges being
faced by each port and demonstrate how
infrastructure will be provided to meet the
forecast trade task over the next 25 to 30 years.
Equally important is the requirement for each of
these Port Growth Plan will be consistent with
national, state and regional planning schemes
including the National Ports Strategy and the
National Land Freight Network Strategy. NSWs
commercial ports are national assets that need to
be developed consistently with the themes and
priorities of the National Ports Strategy.
Much of the future investment and operation of
the ports will rely on the private sector. The ports
and freight supply chains involve long-life assets,
so optimal private investment and use of assets
depends on the Port Corporations providing
certainty about their future plans. In particular,
port users and investors require certainty about
the provision and use of port lands and access to
associated road and rail systems.
The operating and institutional environments for
bulk and container ports differ in location, the
extent of integration of stakeholders in the supply
chain, land transport arrangements, the markets
they serve and growth needs.
Given this diversity, port owners will develop Port
Growth Plans to clarify how their port will expand
to meet future freight volumes, and to integrate
planning of port and landside infrastructure needs.

296

Action I dentify and upgrade HML and HPV

networks within NSW
In addition to connecting interstate HPV networks,
we will continue to strengthen HML restricted
bridges on intra-state HML and HPV networks
as part of Bridges for the Bush, as outlined in
Chapter Six. In addition to the Bridges for the Bush
program, we will also identify and resolve other
restrictions to intrastate HML and HPV routes,
such as:
narrow and low strength irrigation structures in
South West NSW
low or narrow road and rail bridges over
HMLroutes
last mile issues on local roads that restrict
access to initial origins and final destinations by
these vehicles.
We will also develop a strategic road network
enabling greater movement of HML and HPV to
ports within NSW.
Action D
 evelop a Newell Highway (A39)
Corridor Strategy to support greater use
of high productivity vehicles
Strategy will provide access for HPVs along the
entire length of the highway in the short to medium
term. The Corridor Strategy will address road
safety, transport efficiency and asset performance
issues and set a framework for the management of
thecorridor.
Action D
 eliver the Northern Sydney Freight
Corridor Program (Stage One)
The NSFC Program has been designed to resolve
the constraints between Strathfield in Sydney and
Broadmeadow in Newcastle.
Over $1 billion to improve capacity on the rail
network will be invested through Stage One of
the Northern Sydney Freight Corridor Program.
The project is jointly funded by the Australian
and NSW Governments and will deliver a range
of benefits including speeding up freight trains
through the Sydney Metropolitan area, improving
the reliability of passenger trains and increasing
the capacity of the corridor.

NSW LONG TERM TRANSPORT MASTER PLAN

There are a number of more immediate short

term projects required to increase capacity in
the NSFC prior to the completion of Stage One.
These projects include crossing loops at Awaba
and traffic management solutions at Adamstown
to provide congestion relief for local residents.
The feasibility of grade separated options for
Adamstown will also beinvestigated.
This corridor, in addition to the nearly completed
Southern Sydney Freight Line providing dedicated
rail access between Macarthur and Port Botany,
will assist in the ongoing objective of separating
passenger and freight tasks on the rail network in
Greater Sydney.
Action E
 stablish a freight investment framework
and maintain a program of freight
infrastructure projects
We will prioritise freight infrastructure projects that
ensure value for money and that integrate different
modes, demands and networks for the benefits of our
customers. This approach will consider strategic long
term planning outcomes, project assessment and
evaluation, and governance and reform. Maintaining
a pipeline will provide a degree of certainty for
planning and investment, and support more efficient
delivery once funding becomes available.

Upgrade the Chullora Junction (operated by

ARTC) improvements to low speed junctions
at Chullora, including possible duplication of the
Chullora North/Chullora West connection
Duplicate the Port Botany line (operated by
ARTC) Stage One, Cooks River to Mascot and
Stage Two, Mascot to Port Botany following the
removal of the existing railway level crossing at
General Holmes Drive
Complete planning in preparation for delivery of
the Maldon-Dombarton Rail line.
Action Protect strategic rail freight corridors
Long term rail freight corridors and intermodal sites
are under pressure from urban growth, making future
development of strategic freight networks difficult to
achieve if these corridors are not protected in advance.
We will identify and protect strategic rail freight
corridors and sites, commencing with the proposed
Western Sydney Freight Line and Western Sydney
Intermodal Terminal.

SUPPORTING EFFICIENT AND PRODUCTIVE FREIGHT

The work on this corridor will also include planning

for the Newcastle Rail Bypass a bypass enabling
most freight trains operating on the Main North
Line to avoid the suburban areas of Newcastle and
several level crossings.

In the short to medium term, enhancements to

the Sydney rail network that may be implemented
(in addition to the Northern Sydney and Southern
Sydney Freight Corridors) include:

A package of 19 indicative projects will be

delivered in stages and will include further
enhancements to provide more separation of
passenger rail, passing loops, additional track
sections and the potential for signallingupgrades.

Other long term rail freight corridors currently

under investigation to service valuable export and
domestic demands include:
Newcastle Rail Bypass
Maldon-Dombarton Rail Link
(Long term) inland rail corridor
Coalcliff eastern loop extension
Outer Sydney Orbital (M9) potential multimodal corridor.

Medium term
Action Develop rail freight capacity projects
We will continue to identify infrastructure
enhancements to improve freight operations on
the shared rail network and will investigate the
protection and development of selected freight
only rail corridors to increase the overall capacity
and improve rail freight service delivery.

297

NSW LONG TERM TRANSPORT MASTER PLAN

Action Protect strategic road freight corridors

7
SUPPORTING EFFICIENT AND PRODUCTIVE FREIGHT
298

Long term road freight corridors are currently

under review to support the road freight task and
to provide important connections for intermodal
journeys. The long term road freight corridors
under investigation to service export and domestic
demands include:
Outer Sydney Orbital (M9)
M2 to F3 Link
WestConnex.
In addition, a number of town bypasses are
being considered that will ensure the continued
productivity of freight journeys and amenity
for town residents, as outlined in Chapter Six.
Appropriate land use surrounding these town
bypasses is also important to ensure throughtraffic is not impeded by local traffic movements.

Long term
Action P
 lan for a Western Sydney Freight Line
and Western Sydney Intermodal Terminal
Western Sydney is a major destination for freight
journeys, particularly for those coming in from
Port Botany and also Port Jackson. The most
recent additions to the motorway network have
assisted in the freight task to this area. However,
rail infrastructure (particularly dedicated rail
infrastructure) does not service this area well.
Without investment in this area, it is unlikely that
the targeted rail freight modal share will be met.
We will continue to work with the Australian
Government to identify further opportunities to
advance this corridor and look to protecting the
corridor to ensure its viability into the future.

Action C
 omplete missing Motorway
networklinks
Road congestion around freight nodes such
as freight precincts, ports and airports has a
noticeable impact on commercial freight operators
and businesses. It leads to slower travel times,
and the need for businesses to operate larger
fleets. Sydneys motorway network is part of the
primary freight network in Sydney and its efficient
operation is critical to the ongoing productivity of
the freight task. As outlined in Chapter Four, we
will continue to deliver the motorway network for
Sydney, to improve freight access, connectivity
and reliability across the greater Sydney area. The
motorway network will also be enhanced with the
introduction of managed motorway systems.
The 33 kilometre WestConnex project is Sydneys
next motorway priority. It includes capacity
improvements on the existing roads and new
sections of motorway in the M4 and M5 corridors
all combining to better link Western Sydney
with its international gateways and key places
ofbusiness.
Action C
 ontinue to work with the Australian
Government to develop the inland rail route
The Inland Rail Route is a national project
consisting of an inland route from Victoria,
through the central and north west of NSW
and then into Queensland. This rail project will
increase the capacity of freight rail paths between
Melbourne and Brisbane and free up capacity
on the coastal rail route through Sydney. We will
continue to work with the Australian Government
to support the development of this project.
The proposed inland railway comprises a 1,731
kilometre alignment between South Dynon in
Melbourne and Acacia Ridge in Brisbane. The
rail line would pass through the towns of Albury,
Parkes, Narrabri, Moree in NSW and Toowoomba
in Queensland.

NSW LONG TERM TRANSPORT MASTER PLAN

7.8 Managing community and environmental impacts

Delivering a sustainable freight system requires all levels of government and industry to work together.
Together, we can manage community and environmental impacts associated with the freight task.

We will engage with industry, the community and

local councils to develop effective guidelines,
information sharing and best practice partnerships
on land use planning for freight.
These initiatives will seek to resolve issues around
local access and ensure that planning decisions
about the location of businesses, services and
housing developments also consider freight
logistics needs and network implications. The
aim is to maximise the existing freight network,
minimise conflicts between local and freight traffic
where possible, and promote the development of
more efficient supply chains and transport access
in local areas by preventing encroachment by
incompatible development and sensitive land use.
We will also look at ways of working with industry
to optimise freight network management, which
can result in reduced emissions and improve the
productivity of thenetwork.
As part of this integration, planning for the
movement of waste and construction materials will
also be considered.
Action P
 rioritise safety on the Freight Transport
Network
We will continue to support the introduction of the
National Rail Safety Regulator and the National Heavy
Vehicle Regulator within the NSW environment and
ensure freight continues to be considered within
the Road Toll Response package. We will work with
industry to further investigate safety initiatives
in the other links in the freight networks such as
additional rest areas on the freight networks, safer
ports and intermodal terminals and also safer
workplaces for freight and transport workers.
This includes initiatives in the Road Safety
Strategy for NSW that focus on heavy vehicle
safetyincluding:
Developing enforcement and education
programs targeting speed

Developing programs for the testing of drivers

for the use of illicit substances
Developing education and awareness programs
on the use of seatbelts for heavy vehicle drivers
Investigating the feasibility of Five-Star Trucking
Safety Rating System designed to encourage
best driving practice and reward those operators
who foster safe driving.

Medium term
Action Address freight emissions and noise impacts
Chapter Eight outlines the measures that will be
undertaken to address emissions and noise from
the road transport task on a statewide basis.
In relation to the freight task, we will work with industry
to identify emission reduction measures, such as
supporting the adoption of alternative fuels and
vehicle technologies and continuing to support the
Green Truck Partnership and Clean Fleet programs.

SUPPORTING EFFICIENT AND PRODUCTIVE FREIGHT

Action Improve integration of land use and

freight planning

Developing compliance and accreditation

regimes for the management of heavy vehicle
driver fatigue

Short term

We will also work with industry to achieve further

reductions in road freight noise by promoting the
use of low noise tyres and reducing the impacts
of engine brake noise one of the more intrusive
noise emissions from road freight.
On the rail network, we will develop a comprehensive
approach to managing the impacts of rail freight noise
which will involve inputs from infrastructure owners,
developers, train operators and the community.
Recognition of the costs of congestion will be a key
component of this initiative, including transition to
a lower carbon future.

Long term
Action Maintain our freight workforce
We will support initiatives to attract and retain
skilled workers in the freight industry, such as
the Green Light Day. We will work with industry,
universities, TAFE and training organisations to
improve training and workforce opportunities.
299

300

STATEWIDE ACTIONS
CHAPTER SUMMARY

This chapter identifies statewide challenges that

we must address in the next 20 years, including:

A 10 year Road Safety Strategy for NSW to

reduce the road toll and improve safety for all
roadusers
Initiatives to manage and minimise the
environmental impacts of our transport system,
including a coordinated approach to addressing
environmental issues at all levels of transport
planning, sustainable design guidelines for
transport projects and better ways to assess the
environmental and social benefits of projects

Integrating land use and transport planning to

shape development such as transport plans for
greenfield development or urban renewal of
brown field sites

An Electric Vehicles Road Map to encourage the

uptake of electric vehicles in NSW.

Reducing transport inequality by addressing

affordability and making public transport more
convenient and more accessible

Actions to manage travel demand, including

facilitating Travel Management Associations,
Travel Access Guides and Workplace Travel Plans

Increasing the use of technology to modernise

the transport system

A comprehensive new Metropolitan Parking

Policy to promote mode shift to public transport,
improve local amenity and encourage more
active travel options

Stepping up efforts to provide safe travel

options and networks for car or heavy
vehicle drivers, passengers, pedestrians,
cyclists,motorcyclists and waterway users
Promoting sustainability and protecting the
environment in our transport planning, decisions
and projects
Maintaining our transport infrastructure.

Taking action
We will take action to meet statewide issues and
take up new opportunities. Highlights include:
New mechanisms to improve integrated land
use and transport planning to develop more
accessible and liveable communities, and
improve access to public transport
The delivery of more transit-oriented urban
renewal projects and the introduction of
minimum land use and transport requirements for
new residential developments

STATEWIDE ACTIONS

There are a number of transport challenges that

present across NSW. These include ensuring
accessibility for disadvantaged groups, meeting
community expectations in environmental
performance and sustainability, harnessing
technology to improve the customer experience,
improving maintenance, managing travel demand
and ensuring that the transport system is safe.
Over the next 20 years we will address these
challenges through statewide action.

A Social Access Framework and updated NSW

Disability Action Plan that will be integrated into
the Long Term Transport Master Plan to work
towards an inclusive transport system

Our transport challenges

A prioritised approach to maintenance of our

vital transport assets

Making better use of technology and improve

productivity across the transport system,
including progressive rollouts of realtime
information systems
A technology-enhanced Managed Motorways
program to improve travel efficiency
andreliability
A Transport information communication
technology and Innovation Strategy to
develop Transport for NSWs capability
to test, support and deploy information
communication technology solutions to address
transport challenges in a new way including
real-time transport information and road
networkmanagement
Collaboration with other governments to
assessoptions for high speed rail for the
east coast to support NSWs economic and
population growth.

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NSW LONG TERM TRANSPORT MASTER PLAN

Our transport challenges

The Long Term Transport Master Plan focuses on addressing six major statewide transport challenges
that apply to the entire transport network, that is they are not specific to any one city or region:

8
STATEWIDE ACTIONS

Integrating land use and transport planning

to shape development: Better integration
of land use and transport planning will
shape thepattern of economic and urban
development in Sydney and across NSW.
Reducing transport inequality: We will address
affordability and make public transport easier to
catch and more accessible.
Stepping up our efforts to provide safe travel
options and networks: Being able to travel
safely is an important feature of any transport
system. Road trauma continues to cost us
dearly and we must step up our efforts to
reduce deaths and serious injuries on our roads.
We also need to make sure our public transport
customers feel safe at all times of the day
andnight.
Taking up the opportunities provided by
modern online information communication
technologies: New technology will let us
modernise our transport networks and will drive
futureefficiencies.
Promoting sustainability and protecting the
environment in our transport planning, decision
making and projects: Our travel choices,
along with land use and transport planning
must minimise environmental degradation and
damage, reduce greenhouse gas emissions and
use energy more efficiently.
Maintaining our transport infrastructure: With
a modern, efficient transport system vital
to supporting our population and economic
growth, we will need to find the resources to
upgrade ageing infrastructure and assets and
maintain our transport networks.

302

The Long Term Transport Master Plan alsotakes

up important opportunities to re-shape our
transport system. These opportunities were
consistently nominated as matters of importance
in our consultations with public transport
customers, road users and communities
acrossNSW:
Using the best available technology solutions
to modernise our transport system and give
customers better travel experiences: We
must build our capacity to take advantage of
technological advances to give our customers
better travel experiences, improve transport
safety and manage our transport networks
moreefficiently.
Managing demand across our transport
system while making better use of existing
infrastructure and encouraging more
sustainable travel choices and practices:
We must better manage demand, especially
during peak periods and encourage alternative,
sustainable travel behaviour.
Exploring the options for high speed rail
along Australias east coast: Cooperation
with the Australian, Victorian and Queensland
Governments will support the future
development of high speed rail for Australias
east coast. We will need to identify a corridor to
ensure the future network is not compromised
by development.
Our future transport planning, actions and
investment will need to consider and address
these challenges and opportunities for all modes
of transport and across all parts of NSW.

NSW LONG TERM TRANSPORT MASTER PLAN

8.1 Reducing transport inequality

8.1.1 Areas of transport inequality

Transport inequality is experienced by people
living in geographic areas where public transport
services are infrequent, difficult to access or
nonexistent.
In Sydney, transport inequality is particularly
concentrated in the outlying areas of the north
west, west and south west (as shown in Figure8.1).
Factors that have led to this inequality include
a radial public transport network focused on
the CBD, poorly coordinated land use and
transport planning, and dispersed, low density
residential developments. Today, large numbers
of Sydneysiders, estimated to include around
700,000 in Western Sydney, travel long distances
for employment and/or have limited public
transport options.
In regional NSW, small towns and remote areas
rely mainly on car travel. Long travel distances,
small populations and difficult terrain are all
factors that affect on the viability of public
transport services.
Long distances tend to increase reliance on cars,
which can turn suburbs and towns into heavily caroriented environments, reducing the viability of
other modes of transport.

Addressing transport inequality is not only a

matter of providing more frequent public transport
services it also means getting the right transport
and other conditions in place so that more people
live closer to local jobs and have better and more
affordable daily travel options.

STATEWIDE ACTIONS

Groups most likely to be disadvantaged are elderly

people, young people, people with a disability,
single parents, people with poor health and low
incomeearners.

Low income households are particularly exposed

to transport inequality as they spend a larger
proportion of their household budgets on travel.
Low income households are also more exposed to
the combined effects of rising petrol prices and
mortgage stress. Figure 8.2 shows that in Sydney,
oil and mortgage vulnerability is closely aligned
with distance from the heavy rail network.

Transport provides people with mobility and

access. Without it, people can become isolated.
Transport disadvantage stems from non-existent
or infrequent public transport services, a lack of
access to private transport, and transport services
that are too expensive or that cannot be physically
accessed by people with mobility difficulties.

Measures such as more frequent bus services

willassist in reducing inequality in larger regional
centres. In small towns and remote communities
innovative, and better targeted solutions will
berequired.

EXTENDING THE
30 MINUTE CATCHMENT
The further away we live from where we
work, the more likely we are to need a
car. One aim of integrated land use and
transport planning is to reduce the time
it takes to get to a city or major centre by
public transport.
At present, 77 percent of all Sydneysiders
live within a 30 minute catchment of a major
centre. Many of those who are outside the
30 minute catchment live in Western Sydney.
Our challenge is to address transport
disadvantage by extending this catchment.
We need to increase the percentage of the
Western Sydney population living within
30 minutes by public transport of a major
centre through a combination of improved
land use planning and public transport
services. The North West Rail Link and South
West Rail Link are two examples of how we
are addressing transport inequality.

303

NSW LONG TERM TRANSPORT MASTER PLAN

Figure 8.1The distance and level of access of metropolitan areas in Sydney to public transport station and stops

8
STATEWIDE ACTIONS
Metropolitan areas within 400 metres of light rail stations or 800 metres of train stations that meet minimum
servicefrequencies
Metropolitan areas within 400 metres of bus stops or 800 metres of ferry stops that meet minimum service
frequencies
Metropolitan areas not within 400 metres of bus stops/light rail stations or 800 metres of train stations/ferry stops
that meet minimum service frequencies
Non-metropolitan areas
Waterways

304

NSW LONG TERM TRANSPORT MASTER PLAN

Figure 8.2Oil and mortgage vulnerability in Sydney, 2006

8
STATEWIDE ACTIONS

VAMPIRE (Vulnerability Assessment for Mortgages, Petroleum and Inflation Risks and Expenses)
Index of Oil and Mortgage Vulnerability Griffith University, 2008
0-9 (Minimal vulnerability)
10-14 (Low vulnerability)
15-16 (Moderate vulnerability)
17-18 (High vulnerability)
19-30 (Very high vulnerability)
No data

305

NSW LONG TERM TRANSPORT MASTER PLAN

8.1.2 Expanding the use of community transport

Community transport is an important option for

people with limited access to mainstream forms
of transport. Across the State, around 1.4million
community transport trips are made each year.

STATEWIDE ACTIONS

Community transport is not-for-profit transport

that is operated by local councils, volunteer
groups, community organisations and service
providers under the Australian Governments
Home and Community Care scheme. Community
transport services include assisted door-to-door
services, regular services to fill gaps in public
transport and occasional trips for people who
are ill or temporarily disabled. These services
help reduce transport disadvantage. They will,
however, come underincreasing pressure.
Our ageing population means the number of
people relying on community transport services
is expected to increase. This demand will
exceed the capacity of existing volunteer-based
services without higher levels of support and
resourcing.
The eligibility for using community transport
which is set by the Australian and State
Governments, community service providers
and health agencies needs updating to
ensure people do not fall into the service gaps
that occur when people are unable to access
public transport services, but do not qualify for
community transport. These people are at a
particular disadvantage as their mobility can be
significantly reduced, leaving them with few if
any affordable and accessible travel options.

306

While often subsidised by the State, most

community transport services are delivered
by a range of private groups and agencies.
Historical and organisational issues limit the
sharing of the community transport fleet,
leading to inefficiencies in the use of resources
and infrastructure. Legislative impediments to
community transport providers make fleet and
staff arrangements less efficient.
Reducing transport inequality across NSW will
require this small but important part of the
transport system to be better used. Community
transport is also discussed in Chapter Six.
As the reliance on community transport grows by
the most vulnerable members of the community,
the Government is considering strengthening
the safety framework for service delivery by
accrediting community transport operators.
City Access Strategies being developed as
part of the Long Term Transport Master Plan
will address mobility and access issues for
transport-disadvantaged parts of Sydney, while
Regional Transport Plans will address these
issues for specific regions, in conjunction with the
Metropolitan Strategy for Sydney and Regional
Land UsePlans.

NSW LONG TERM TRANSPORT MASTER PLAN

A MORE INTEGRATED ROLE FOR TAXIS

Taxis services are poorly integrated with the broader public transport network. There are a number
of barriers to taxis being used more effectively as a complement or alternative to community and
public transport services.
Many passengers with a disability continue to experience long waiting times for a taxi, making it
hard for them to participate in aspects of community life. Many people in wheelchairs depend on
Wheelchair Accessible Taxis (WATs) for transport. Transport for NSW has commenced work to
improve WAT service for customers. Further detail is provided in Section 8.6.

STATEWIDE ACTIONS

Taxis are particularly important for tourists and visitors and provide an essential means of transport
for people who cannot easily access public transport (such as people with disability) or when public
transport is not available (such as late at night, in small towns or where journeys start and end far
from a public transport route).

Taxis complement public transport by providing flexible, door-to-door services that give us a level
of mobility we cannot get from trains and buses.

Tackling these problems raises challenges for both the industry and government. Solutions need to
be found if taxis are to help address transport disadvantage and provide better support for people
with reduced mobility.

307

NSW LONG TERM TRANSPORT MASTER PLAN

8.2 Making travel safer

Being able to travel safely is an important feature

of any transport system. Safety is a shared
responsibility between transport system users,
governments and the community. Safe travel
environments are built into transport planning and
infrastructure design and development. We must
work to reduce road trauma and increase public
transport safety.

STATEWIDE ACTIONS

8.2.1 Reducing road trauma for

motorists, cyclists and pedestrians
Road trauma costs us dearly with lives lost, serious
injury and the devastation caused to families and
friends. Between 2006 and 2010, road crashes in
NSW claimed 2,163 lives and caused 124,061 injuries.
NSW road crashes cost the community over
$5billion in 2011. As Figures 8.3 and 8.4 illustrate,
while fatalities on our roads have reduced in the
last two decades, the number of people suffering
injuries has remained fairly constant. Ourmost
vulnerable road users pedestrians, cyclists
and motorcyclists continue to be at high risk.
Approximately two thirds of fatal crashes occur
in regional NSW, with the crash rate in regional areas
more than four times the rate for metropolitan areas.

Figure 8.3 also shows that policy reforms and the

economy correlate to rates of fatality and that
innovative improvements in safety can lead to
significant drops in fatalities.
We still have much to do to reduce road crashes
and trauma. The Road Safety Strategy for NSW
2012-2021 has targets to reduce annual fatalities
and serious injuries by 30 percent by 2021. This
Strategy sets the direction for road safety in NSW
for the next decade. It will also be supported
through the development of action plans.
Achieving this goal will require ongoing
investment to improve road infrastructure, delivery
of enforcement programs facilitate behaviour
change, safer vehicles and the uptake of safety
technology. We will identify, implement and
enforce effective safety measures as new evidence
becomes available.
The Road Safety Strategy for NSW 2012-2021
supports the short term actions contained in the
National Road Safety Strategy 2011-2020.

Figure 8.3Road traffic crash fatalities per 100,000 population, NSW, 1908-2011
1978 (1,384)

1400

Fatalities per 100,000 population

1200

1000

800

Oct 1971
Compulsory
Seat Belts

Peak of the
roaring 1920s
1950-60s
Rapid
Motorisation

600

Dec 1982
Random
Breath
Testing

2010
(405)
1992
Road Safety
2000 Strategy

400

2008
(374)

WWII
200

1930s
Depression

1908
(120)

2011
(364)

0
1908

308

1920

1930

1940

1950

1960

1970

1980

1990

2000

2011

NSW LONG TERM TRANSPORT MASTER PLAN

Figure 8.4 Number of road users injured, 1960 to 2011

1960

22,655

1965

29,157

1970

34,886

1975

38,141

1980

38,816

1985

39,336

1990

32,153

1995

25,963

2000

28,812

2005

25,209

2010

24,623

2011

26,366

THE 2011 ROAD TOLL IN NSW

364 people were killed in 336 fatal
roadcrashes
26,366 people were injured
Country roads accounted for 35
percent of all crashes, but 71 percent of
fatalcrashes
Crashes involving speeding represented
at least 41 percent of fatal crashes and 17
percent of all crashes
Alcohol was a contributing factor in 56
percent of fatal crashes on Thursday,
Friday and Saturday nights and 23
percent of all fatal crashes
Driver fatigue was assessed as being
involved in at least 19 percent of
fatalcrashes
Nearly one third of all speeding drivers
and motorcycle riders involved in fatal
crashes were males aged 17 to 25.

Crime, or a fear of crime, can affect the travel choices

we make and may deter people from using public
transport. Fear of crime is often reported to be of
most concern to people from minority groups, people
with disability, women and those on low incomes. Our
fears are not always justified or due to a known
threat, but feelings of vulnerability and insecurity
make many of us reluctant to use particular modes
of transport in certain locations or at night.
The factors contributing to a fear of crime include
witnessing or being a victim of crime, signs of
disorder and disrepair, feeling vulnerable or isolated,
the level of assistance or protection available and
being unfamiliar with our surroundings. These
factors suggest that we can reduce safety fears
through good lighting, extra security (including
CCTV and an increased police and security
presence), cleaner and more inviting facilities, more
frequent services and awareness campaigns.

STATEWIDE ACTIONS

Injured

Year

8.2.2 Feeling safe on

publictransport

The NSW Government is creating a dedicated,

centralised Police Transport Command within the
NSW Police Force. The Police Transport Command
is planned to be fully operational by the end of
December 2014. The Command will consist of
610 police officers who will deal with serious
crime and anti-social behaviour across all public
transportservices.
We will also develop Modal Strategies and an
Interchange Strategythat will address specific
safety issues on public transport.

8.2.3 Safe waterways

An estimate of 1.8 million people go boating
alongthe NSW coastline and on inland lakes, rivers
and estuaries during the course of the year. The
NSW Government has animportant role to play in
promoting community safety and understanding
around on-water risks and responsibilities, in
consultation with schools,communities and
industry organisations in this respect.
A Boating Safety Strategy will address safety
onwaterways.

309

NSW LONG TERM TRANSPORT MASTER PLAN

8.3 Promoting sustainability and

protecting the environment

MOTORCYCLE SAFETY

8
STATEWIDE ACTIONS

A number of submissions to the NSW Long

Term Transport Master Plan Discussion Paper
raised issues related to motorcycle safety.
Recognising the specific issues related
to the safety of motorcyclists, the Centre
for Road Safety is finalising the NSW
Motorcycle Safety Strategy 2012-2021 in
collaboration with stakeholders such as
NSW Police and motorcycling groups.
The Strategy will outline a number of road
safety initiatives to make riding motorcycles
safer and reduce motorcycle fatalities and
injuries in NSW.
The Strategy will recognise motorcyclists as
a unique road user group, acknowledging
the specific risks and counter-measures for
motorcyclists, and highlighting the need for
motorcyclists to be risk managers.
The Strategy will complement existing
measures to improve motorcycle safety,
including safety awareness campaigns
throughout the year, and facilities to report
motorcycle road hazards to the Roads and
Maritime Services.

The journeys and travel choices we make each day

have an impact on the environment. Over the next
two decades, our statewide transport network will
need to be upgraded and improved in ways that
minimise environmental degradation and protect
the natural assets and surroundings that contribute
to our wellbeing and quality of life. Our transport
infrastructure must be able to adapt to changing
weather patterns and be resilient in the face of
natural disasters.

8.3.1 Minimising damage to

ourenvironment
As we take action to improve our transport system,
careful planning and comprehensive assessments
will minimise our impact on iconic natural
assets (such as our national parks), ecosystems,
waterways and wildlife. In some places, we may
have to accept restrictions on our travel options
or take different approaches to how and where
we build transport infrastructure to preserve
important habitats, species or biodiversity.

8.3.2 Adapting our transport

infrastructure to be resilient
Our transport infrastructure must be able to
withstand the predicted impacts of a changing
climate, including an increase in adverse weather
patterns, storm surges and heatwaves. We will
need to understand the vulnerability of existing
transport infrastructure to these impacts, reinforce
and maintain these assets, and carefully plan
where we build infrastructure in the first place.
NSW experiences more natural disasters than
any other Australian state and the risk of these
disasters is expected to increase. Severe storms,
floods and bushfires are the most costly disasters,
with other hazards posed by tropical cyclones,
earthquakes and landslides.
A large proportion of our population lives
along the south eastern coastal strip, with
many settlements located in flood-prone river
catchments and close to extensive bushland. This
requires capacity to mitigate the impact of natural
catastrophes on our transport system.

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NSW LONG TERM TRANSPORT MASTER PLAN

8.3.3 Maintaining Sydneys

airquality

Australia has set a target of reducing greenhouse

gas (GHG) emissions by five percent on 2000
levels by 2020.
At present, approximately 14 percent of GHG
emissions in NSW come from the transport sector.
As shown in Figure 8.5, road transport makes
the greatest contribution to transportgenerated
CO2equivalent and particle emissions
83.3percent in 2008.
Figure 8.6 shows that emissions of all types from
road transport in NSW have declined or remained
stable since 1998, with the exception of CO2
(and CO2 equivalent) emissions. CO2 emissions
for NSW are projected to increase in line with
increases in vehicle sales and registrations, while
improvements in engine technology and shifts in
vehicle and fuel types are projected to decrease
overall emissions for certain types.

Coastal shipping is the most energy efficient

mode for moving domestic freight followed by rail,
pipelines, articulated trucks, rigid trucks and light
commercial vehicles.

STATEWIDE ACTIONS

8.3.4 Reducing emissions and

managing energy use

On a per-passenger kilometre basis, as shown in

Figure 8.7, domestic air is the least energy intensive
of the domestic passenger modes, followed
by heavy rail, buses, light rail, motorcycles,
unscheduled domestic airlines and passenger cars.
Ferries are the least efficient mode.

Cold start VOC (volatile organic compound)

emissions the emissions produced immediately
after the car starts contribute 54 percent of total
petrol passenger vehicle exhaust VOC emissions
and 39 percent of fleet total emissions. In other
words, numerous short journeys contribute
more pollution than the same total number of
kilometres travelled as a long journey. This means
that reversing the large increase in short car trips
that has occurred in recent years trips that
could be taken by walking or cycling can make a
significant contribution to improving air quality.

Reducing our reliance on car travel is just one way

of reducing CO2 emissions. We will also need to
reduce emissions from public transport by shifting
to low emissions energy sources and by using
energy more efficiently.

For overall energy consumption by road transport,

as shown in Figure 8.8, passenger cars are the
highest energy consumers, followed by trucks and
light commercial vehicles.
Transport energy use also depends how far and
how often we have to travel. In Sydney, energy use
rises with increasing distance from the city centre,
as shown in Figure 8.9.
These various dimensions of transport energy use
and efficiency demonstrate the inter-relationship
between land use and transportplanning,
reducing GHG emissions anddeveloping a more
energy efficient transport system.
NSW 2021 identifies a number of targets to help to
reduce our carbon emissions, including growing
patronage on public transport by making it a
more attractive choice. We will need to power our
transport system with more sustainable sources
of energy, adopt more energy efficient practices
across the system andmake land use choices that
will help to reduce car use.
Various Modal Strategies will address
environmental and energy issues in greater detail.

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NSW LONG TERM TRANSPORT MASTER PLAN

Figure 8.5Domestic transport CO2 equivalent emissions by mode, NSW, 1990 to 2010
30,000

8
25,000

CO2-e (Gg)

STATEWIDE ACTIONS

20,000

15,000

10,000

5,000

1990-91 1994-95 1997-98 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10

Road

Air

Rail

Sea and pipeline

Figure 8.6Historic emissions for NSW road transport, 1990 to 2010

25,000

1,200

CO2 and CO2-e (Gigagrams)

800
15,000
600
10,000
400

5,000

200

1990-91

1994-95

1997-98

2000-01

2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09

2009-10

CO2 (Carbon dioxide)

NOx (Mono-nitrogen oxides)

CO2e (Carbon dioxide equivalent)

VOC (Volatile organic compounds)

CO (Carbon monoxide)

312

2001-02

CO, NOx and VOC (Gigagrams)

1,000

20,000

NSW LONG TERM TRANSPORT MASTER PLAN

Figure 8.7Passenger task energy intensity, 2007-08

Ferries

Passenger cars
General aviation (unscheduled)

STATEWIDE ACTIONS

Motorcycles
International air
Light rail
Buses
Heavy rail
Domestic air
0

0.5

1.0
1.5
2.0
2.5
3.0
Megajoules (full fuel cycle)/passenger kilometre

3.5

4.0

Figure 8.8Energy consumed by road transport, NSW, 2009-10

Passenger vehicles
Motorcycles
Light commercial vehicles

198.05
1.44
54.06

60%
0%
17%

Rigid trucks

31.91

10%

Articulated trucks

32.41

10%

Buses

9.32

3%

Other trucks

0.43

0%

313

NSW LONG TERM TRANSPORT MASTER PLAN

Figure 8.9Energy consumed by transport in regions of Sydney, 2007

8
STATEWIDE ACTIONS
Energy consumed (gigajoules per capita)

314

Less than 17.5

19.5-20.0

17.5-18.5

20.0-20.5

18.5-19.5

20.5-21.0

Non-urbanised land
Water body

NSW LONG TERM TRANSPORT MASTER PLAN

8.4Maintaining our transport infrastructure

Alongside regular maintenance,

we need to respond promptly
to the maintenance needs
generated by natural disasters
such as floods and bushfires,
which can put extra pressure
on the States budget for road
and rail maintenance. The
implications of the flooding in
NSW are set out in Figure 8.10.

Expanding our transport

network with new assets also
adds to the overall ongoing
maintenance task.
Making sure that we have the
means and ability to maintain
our transport infrastructure is a
significant challenge for NSW in
the years ahead.

STATEWIDE ACTIONS

With more than 18,000

kilometres of state roads and
more than 4,500 kilometres of
operational rail lines many of
which extend for long stretches
and are subject to extremes in

weather conditions setting

priorities for maintenance works
is also a major challenge.

A modern, efficient transport

network requires ongoing
maintenance. Meeting this
commitmentin NSW, with
widely dispersed towns and
centres, is a constant, costly and
demanding exercise.

REPAIRING ROADS AFTER DISASTERS

Transport infrastructure is often hit hard by
natural disaster, particularly floods and storm
surges. Between February 2009 and October
2010, NSW experienced a series of major floods
that caused considerable damage to the States
road network. In the 2010-11, major expenditure
was required to rectify damage caused by:

Figure 8.10 Natural disaster expenditure, 2010-11

forroads

Five separate North Coast floods between

February 2009 and October 2009 costing
$22.6 million
North West NSW flooding in December
2009 $16.7 million
Mid-Western NSW flooding in December
2010 $43.2 million
Riverina flooding in March and October 2010
$25.4 million.
Much of the damage occurred on local roads.
The extent of many of these events means
restoration works will continue in 2011-12 and
beyond, with over $200 million in outstanding
damage still to be restored as at 30 June 2011.

State Roads
Crown Roads
Regional Roads
Local Roads

$25.8M

17%

$0.3M

0%

$13.4M

9%

$113.4M

74%

315

NSW LONG TERM TRANSPORT MASTER PLAN

8
STATEWIDE ACTIONS

The State Road network is one of our most

valuable assets. Each year, NSW spends more than
$1.2 billion to keep our roads in good condition.
Keeping up with this task is becoming more and
more difficult.
While the average expected life of a road is around
50 years, we are demanding more and more from
our roads. Modern traffic loads are higher than
many roads and bridges on the network were
designed to cope with. In particular:
The load limits for trucks have increased by
40percent over the last 40 years

Figure 8.11The age profile of roads in NSW 2012

(based on pavement area not length)
30%

25%

Percentage of pavement area

8.4.1 Keeping our roads in

goodcondition

Traffic on the network has almost doubled in

the last 25 years, and heavy vehicle traffic is
growing at a faster rate than other traffic

With heavy vehicle and commercial traffic

increasing, the remaining life of a road or bridge
will almost certainly become shorter. Along
many routes, we may have to undertake more
maintenance at shorter intervals.
Many of our roads are ageing as shown in
Figure8.11. Despite considerable road rebuilding
and new road construction in the 1990s, around
one third of the State Road network is more than
40 years old. Many of these roads are approaching
the end of their expected life and need upgrading.
Similarly, a significant proportion of the 5,000
bridges on the State Road network are more
than 40 years old, as shown in Figure 8.12. Older
bridges were built to different standards to those
built in the last 30 years and some need upgrading
to carry heavier vehicles safely. Whilethere are
now no structurally deficient bridges on the
network, 175 bridges are rated in poor condition.

316

15%

10%

5%

0
0-10

11-20

21-30

31-40

41-50

50+

Age (years)

Figure 8.12The age profile of bridges in NSW 2012

25%

20%
Percentage of bridges

Lower-profile, high pressure tyres on newer

trucks cause more wear and tear on our roads
than conventional tyres.

20%

15%

10%

5%

0
0-10

11-20

21-30

31-40

Age (years)

41-50

50+

NSW LONG TERM TRANSPORT MASTER PLAN

1.5%

Percentage of rebuilt roads

The costs of building new roads or rebuilding and

maintaining existing roads have escalated. At each
stage of a project, land acquisition, materials and
labour costs are now more expensive than they
were 10 or 20 years ago. The cost of maintaining
our ageing road assets has increased at a rate
faster than funding or consumer price index.

It is clear that ageing assets, higher volumes of

traffic, more heavy vehicles and higher rebuilding
and upgrading costs all combine to make the
challenge of maintaining our roads a particularly
difficult one. We must plan carefully to set
priorities, finance road rebuilding and strike the
right balance between funding road maintenance
and funding new infrastructure. This effort will
need to be a partnership between local, state and
national governments. Falling further behind in
road maintenance will lead to longer travel times,
greater unreliability and reduced safety for road
users, while also increasing the risk of widespread
and prolonged loss of serviceability on key road
connections and the potential for a critical failure
in the road network.
The NSW Roads Strategy, being prepared as
part of the Long Term Transport Master Plan, will
include a detailed road maintenance plan.

1.0%

0.5%

0
2005- 20062006 2007

20072008

2008- 20092009
2010

Maintenance

20102011

20112012

New works

Figure 8.14NSW 2021: 93 percent road

smoothness target
94%
Percentage of roads with good rating

The NSW Government has set a target of having

93 percent of the State road network at or above
smoothness standards, shown in Figure 8.14. The
average smoothness of state roads is currently
91.2percent.

STATEWIDE ACTIONS

To maintain an average expected life of 50 years

across the network, RMS has set a road rebuilding
target of two percent each year. As Figure 8.13
shows, our rate of rebuilding in NSW has been
consistently below this target since 2005-2006
and is currently around 1.4 percent.

Figure 8.13Annual rate of rebuilding roads against

40year target

The pace of road maintenance is behind where it

needs to be by 2016. Around 60 percent of assets
are being renewed on a sustainable basis making
their performance unpredictable and potentially
undermining the performance and threatening the
viability of the network.

92%

90%
Impacted by
wet weather
88%

86%

84%
2005-06

2006-07

2007-08

2008-09

2009-10

2010-11

2011-12

Rural (outside Sydney)

State Roads
Sydney roads
Target for State Roads

317

NSW LONG TERM TRANSPORT MASTER PLAN

ROAD RESPONSIBILITIES

8
STATEWIDE ACTIONS

The public road network in NSW is managed

by a range of government agencies, which
influences how we deliver solutions to our road
transport challenges.
The 152 councils across NSW are
thedesignated road authorities for local
roads within their local government areas.
RMS exercises the power of a road authority
on state roads and freeways.
Some assets and structures on public roads
are also owned and maintained by other
entities such as rail, port and irrigation
corporations, State Forests and National Parks.
The Australian Government contributes
funding for key inter-capital corridors and also
provides funding directly to local government
for the management of local roads.

Councils are solely responsible for decisions

regarding the management and application of
expenditure on regional roads and local roads.
Transport for NSW provides annual funding
support tocouncils for the management of
regional roads.
Road infrastructure investments compete for
limited funds, which impacts the standard
and timing of treatments and interventions.
As noted in Chapter Six, NSW councils have
identified a funding gap in excess of $600
million per annumfor the maintenance of
locally managed roads.
Regulatory standards for heavy vehicle access
are decided at the state and national level. This
can place pressure on council priorities and
resources to assess and upgrade road assets.

NSW ROAD USERS WANT BETTER ROADS

Aside from issues of safety and function, the views of road users are also an indication of the condition
of our roads. Private vehicle drivers in NSW have indicated a strong preference for safety and quality of
roads, while also valuing smoothness of traffic flow and safe and courteous driving from fellow motorists.
According to the Austroads 2010 User Satisfaction Index, NSW has the lowest road user
satisfaction in Australia and New Zealand, 2010.
Figure 8.15Road user satisfaction, 2010
4.0

2010 User Satisfaction Index

3.5
3.0
2.5
2.0
1.5
1.0
0.5
0
NSW

318

VIC

QLD

SA

WA

TAS

NT

ACT

New
Zealand

NSW LONG TERM TRANSPORT MASTER PLAN

As with our road network, keeping our rail system

in good shape is challenging and costly.

Boat ownership in NSW is forecast to increase by

approximately three percent per year, creating
a significant challenge in accommodating
demand for both on-water and off-water boat
storagefacilities.

Some of our rail assets are over 150 years old.

While structures such as tunnels may have long
life expectancies of over 100years, the life
expectancy of most railway assets varies from
around 15 years for electronic systems to 30 years
for rolling stock. Some of these older assets are
now highly unsuited to a modern, sophisticated
and technologically advanced railnetwork.
As well as the physical age of assets, the
performance of our rail network is hampered by:
Poor condition of assets some infrastructure
and fleets are fatigued or technologically
obsolete with no readily available replacement
parts. Poor asset condition translatesinto
adverse impacts on the reliability.

While there is sufficient capacity in some areas,

there are lengthy waiting lists in others. Increasing
boat ownership will also increase demand for
facilities and infrastructure which promote access
to waterways including boat ramps, public
wharves, public pontoons, dingy storage and
sewage pump-out facilities.

STATEWIDE ACTIONS

8.4.3 Wharf access and

maintenance

8.4.2 Replacing and upgrading our

rail assets

The Maritime Policy Agenda, released August 2012,

will guide the work of Transport for NSW agencies
over the next three years in the areas of boarding
safety, boat storage and safe waterway access
strategy, and reducing red tape.

Design limitations some assets were designed

to standards that limit their capacity to respond
to modern demands.
Gaining access to assets for maintenance is
difficult without causing major disruptions to the
networksoperations.
Speeds on our rail network are restricted when
conditions deteriorate below designated safety
thresholds. This provides a clear record of the link
between maintenance and the state of our rail assets.

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NSW LONG TERM TRANSPORT MASTER PLAN

Taking action

20 YEAR VISION

8
STATEWIDE ACTIONS

Residential developments will be well connected to public transport services and transit-oriented
urban renewal will be a major feature of Sydneys growth. Areas of transport disadvantage will be
significantly reduced and our transport system will be accessible to people with a disability. We
will optimise use of technology to provide better travel experiences, improve safety and manage
demand more efficiently. Effective and timely maintenance of our transport infrastructure will be the
foundation of a safe, reliable and efficient transport system across the State.
We will deliver a broad range of actions to address priority statewide transport issues and take up
the opportunities identified by our customers.

8.5 Integrating land use and transport planning

We aim to shape the pattern of development in
Sydney and across NSW by integrating land use and
transport planning, and influencing the location,
scale and density of development. We will plan
population and employment growth where there
is capacity on the transport network, and provide
transport services to meet growth in release areas.
Initiatives set out in this section focus on improving
local and regional accessibility through integrated
land use and transport solutions. These actions
have been developed with the Department of
Planning and Infrastructure and many actions
relate closely to the objectives for transport
being presented in the Metropolitan Strategy
for Sydney and Regional Strategies, currently
underdevelopment.
Action S
 upport Department of Planning and
Infrastructure in delivering urban renewal
We will support the Department of Planning and
Infrastructure and the Department of Housing in
establishing clear coordinated decision making
processes around future urban renewal locations,
as part of integrated regional and subregional land
use, transport and infrastructure plans.
This process will include identifying the transport
infrastructure required to service urban renewal
areas and assessing the relative benefits and costs
of urban renewal and associated transport and
other infrastructureproposals.
Urban renewal in the right locations will increase
the land use and transport efficiency of Sydney and
regional NSW. Sydney has relatively high population

320

density by Australian standards. However, in

Sydneys inner areas there are pockets of lower and
medium intensity development along passenger
railways that dont fully use the existing rail
network capacity. There are also low and medium
intensity areas where improved public transport
could facilitate redevelopment and better use of
the limited land available in Sydneys inner areas.
In recent years, campus style business parks have
increased and new housing is being provided in
new release areas. Urban renewal will balance
this development to take advantage of existing
infrastructure and deliver housing close to jobs
andservices.
Figure 8.16 shows the medium and long term
corridors currently identified for investigation
to support urban renewal outcomes in Sydney.
These corridors have been identified on the basis
of existing, planned or potential improvements
in transport services and capacity. For example,
within the next 10 years, there may be opportunities
for renewal around the new North West Rail Link
stations, along the Airport and East Hills Lines
(taking advantage of improved services from the
South West Rail Link), and new opportunities
associated with the WestConnex motorway and
South East light rail. In the longer term, investigation
for urban renewal will be focused on corridors
where increased population could support improved
transport services, including the Victoria Road
corridor and cross regional corridors linking northern
and southern Sydney.

NSW LONG TERM TRANSPORT MASTER PLAN

Action Encourage transit-oriented development

Figure 8.16Medium and long term transport corridors for investigation to support urban renewal in Sydney

Global Sydney
Regional city
Major centre

Specialised precinct
Potential specialised precinct
Planned major centre
Potential major centre

Medium term corridors

for investigation

 ong term corridors

L
for investigation

STATEWIDE ACTIONS

Identify the interventions required to support

urban renewal in different localities (potentially
ranging from providing technical advice to

Identify and champion wider mechanisms for

overcoming barriers inhibiting private sectordriven urban renewal

Transport for NSW will support transit-oriented

urban renewal across the Greater Metropolitan
Area by working with relevant agencies to:

local councils through to large scale urban

regeneration projects undertaken in partnership
with the private sector)

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NSW LONG TERM TRANSPORT MASTER PLAN

8
STATEWIDE ACTIONS

Establish a centre for excellence within NSW

Government on transit-oriented development
and work with the private sector to deliver
best practice examples of transit-oriented
development that demonstrate the social,
environmental and economic benefits and
address community concerns regarding
increasing urban density
Improve the rate of urban renewal across the
Greater Metropolitan Area, and meet housing
production and employment growth targets
while enhancing land use and transport
efficiency and supporting economic growth and
high quality of life.

Action I mplement minimum standards for

transport and land use integration
While good quality urban development has
taken place in NSW over recent years, some
developments lack good urban design and quality
transport infrastructure, in particular walking,
cycling and public transport infrastructure.
Transport for NSW will work with the Department
of Planning and Infrastructure to define
transport requirements to support better quality
development for greenfield and infill developments.
These requirements will ensure the transport
system is well integrated into new developments.
They will cover areas such as:
Building and land use intensity, with greater
intensity supported by appropriate transit
system capacity

Figure 8.17Model approach demonstrating connectivity for new developments

New development
incorporating walking,
cycling and transit
infrastructure in accordance
with local centres hierarchy

Rail line

Cycling catchment

Bus route

Centre

Walking catchment

322

Public transport catchment

New development centre

New development
walking catchment
New development
cycling catchment

NSW LONG TERM TRANSPORT MASTER PLAN

Proximity to local destinations including parks,

schools and shops and services

Transport networks will be developed to serve

new greenfield residential and employment areas
within growth areas. We will ensure appropriate
infrastructure is in place to support walking,
cycling, public transport and vehicle movements.
Chapter Five discusses these issues in relation to
Greater Sydney, but they also occur more broadly
across NSW.

Support for walking and cycling through

appropriate block size, with small, walkable
blocks preferable, safe access to a variety
ofdestinations and appropriate paths
Multi-modal circulation network connectivity to
the surrounding catchment and region.
In developing these minimum standards, we will
consider the cost impacts on development and,
where appropriate, examine options for joint State
and private sector initiatives to minimise costs and
overcome obstacles while still meeting reasonable
community expectations for connected and
accessible new developments.
Figure 8.17 shows one approach to catchment
and regional connectivity for new residential
developments that could be incorporated into the
new minimum requirements.
Action Engage with local councils
We will work with local councils to drive better
transport and land use outcomes, focusing on
the issues that influence public transport mode
share, access and congestion outcomes including
walking infrastructure, cycling links and parking
provision and control. As a first step, we will
engage Regional Organisations of Councils and
individual councils to agree to a governance and
coordination mechanism that will align State and
local government strategic plans.

By definition, greenfield sites are located in areas

that are not yet serviced by extensive urban
infrastructure, including transport infrastructure.
The arrival of significant development in these
areas will place considerable pressure on existing
transport infrastructure, particularly roads, over
the next 20 years. New residential and employment
areas will require high quality road networks and
public transportprovision.

STATEWIDE ACTIONS

Action D
 eliver new and improved public
transport, walking, cycling and road links
to growth centres across NSW

Land use mix and functional diversity is generally

preferable to create balanced demand flows into
or out of an area

Delivery of transport networks in greenfield areas

will include:
Arterial road improvements and new arterial
roads where appropriate
Corridor protection identified through
transportplans
Road networks to support public transport
infrastructure including train stations and new
bus services
Working with developers and government
agencies to incorporate local transport plans
into planning processes and developments as
appropriate and include the proper provision of
road and transport infrastructure.

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8.6 Moving towards an accessible transport system

Action Update the Disability Action Plan

We will work towards building a fully accessible

transport system for all users, including access
to physical facilities and transport modes and to
information services.

STATEWIDE ACTIONS

We will focus our actions on particular groups

of users such as the older people, parents with
prams, and customers with disability and reduced
mobility. In particular, there will be a focus on
providing access to the bus system that meets
the needs of people with mobility impairment
and complies with the Australian Governments
Disability Discrimination Act 1992 requirements.
Transport for NSW is updating the NSW Disability
Action Plan, reflecting broader transport portfolio
responsibilities and whole of government directions
under the National Disability Strategy, NSW
Implementation Plan, and the requirements of the
Disability Discrimination Act.
The NSW Disability Action Plan will be integrated
into all relevant aspects of the Long Term
Transport Master Plan initiatives and the supporting
ModalStrategies.
The updated Plan sets out a process of continuous
improvement over the five year period 2012-2017.
The strategies in the Plan cover five key areas of
development of accessible services:
Building an accessible transport network sets
accessibility as a performance criteria for all
public transport products and projects; and
sets out actions to progressively upgrade
accessibility of the network
Reducing transport disadvantage for people
with disability ensures that people with
disability are helped to cover the cost of
transport services and that alternative transport
options are available for people who are unable
to access mainstream services

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Improving the journey experience of people

with disability outlines efforts to improve
customer service, information and wayfinding
for people with disability
Enhancing customer insight and engagement
provides a commitment to qualitative research
into the journey experience of people with
disabilities and increasing opportunities for
ongoing engagement with people with disability,
their carers and peak organisations
Supporting accessibility through partnerships
recognises the important role played by
non-transport partners, most notably local
governments in the delivery and maintenance of
accessible infrastructure
There are significant difficulties with bus stop
and roadside infrastructure in both metropolitan
and rural and regional areas which is owned and
maintained by local government. Accessible bus
stop infrastructure and road and kerb treatments
that allow low floor buses to operate effectively
have been identified as the major impediment to
delivering completely accessible bus routes in NSW.
Supporting actions include:
Seeking funding to develop a multi-year
program to progressively upgrade the network
of bus stops to meet Transport Standards
requirements in partnership with local councils
Working with local councils to undertake risk
reviews to identify bus stops along major
corridors that need improvements to meet
the Disability Discrimination Act Standards for
Accessible Public Transport.

NSW LONG TERM TRANSPORT MASTER PLAN

Action I mprove Wheelchair Accessible

Taxiservices

STATEWIDE ACTIONS

The Social Access Framework currently being

developed will enhance our understanding of
the components of transport disadvantage
for particular population groups including frail
older people, Aboriginal communities, people
with disabilities, people from culturally and
linguistically diverse communities, young people
in outer metropolitan, regional and remote areas
and low income families, including single parent
families. The framework will identify strategies to
make better use of existing resources, including
community transport and improve transport
planning for social access.

Transport for NSW has commenced work to

improve Wheelchair Accessible Taxi (WAT) service
for customers. This will involve consultation with
WAT users and the taxi industry, and will assess
the effectiveness of the measures in place to
promote the availability and quality of WATs.
These measures include the Taxi Transport Subsidy
Scheme, subsidised training for WAT drivers and
reduced licence fees. A review of arrangements is
underway to further explore ways to improve WAT
services such as bookingarrangements.

Action Develop a Social Access Framework

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8.7 Improving the safety of our transport system

We will respond to the challenges of improving the safety of travel on NSW roads and our public
transport networks. Strategic safety initiatives are described below. Road safety improvements and
public transport improvements are described for Sydney and regional NSW in Chapters Four and Six
while freight safety is discussed in Chapter Seven. Technological initiatives described later in this chapter
offer the next stage for road safety innovation inNSW.

STATEWIDE ACTIONS

Safety on our transport system is also regulated by other independent bodies. The Office of Transport
Safety Investigations conducts transport safety investigations into rail, bus and ferry safety occurrences.
They investigate factors that contribute to a safety occurrence and make recommendations to prevent
recurrence. The Independent Transport Safety Regulator, an independent statutory authority of the NSW
Government, has the principal objective of facilitating the safe operation of transport services in NSW
through regulatory compliance activity
Action I mplement the Road Safety Strategy
forNSW
NSW has endorsed the three year actions included
in the National Road Safety Strategy 2011-2020
along with the target of an annual 30 percent
reduction in fatalities and serious injuries. NSW
2021 has set a goal to improve road safety
through a range of priority actions. The Road
Safety Strategy for NSW 2012-2021 will deliver a
10 year plan to guide road safety initiatives and
investment to reduce road trauma.
The Strategy will focus on improving and
upgrading roads, reducing roadside hazards,
promoting safer vehicles, providing more
rest areas for private and heavy vehicles,
matching speed limits to the road environment
and undertaking education, legislation and
enforcement to promote safer behaviour by
road users. These programs will target improved
behaviour across all road users, including safety
awareness in relation to vulnerable groups such as
motorcyclists, cyclists and pedestrians.
The Strategy will require a partnership approach
involving the all key stakeholders such as
Transport for NSW, NSW Police, Roads and
Maritime Services and local councils.

326

Action Improve road safety assessments

We will use the Austroads National Risk
Assessment Model as part of the National Road
Safety Strategy 2011-2020 to assess risk levels
for highest volume roads and to prioritise road
sections for safety improvement.
Action Develop a boating safety strategy
The Boat Storage and Safe Waterways Access
Strategy will include actions designed to increase
the capacity of boat storage, waterways access
and related facilities.
As part of the Maritime Policy Agenda, the
Strategy will include a range of actions focused
on personal responsibility issues such as skipper
responsibility and lifejacket wear.
Action I mplement Automated Train Protection
and Operation
Automatic Train Protection (ATP) and Automated
Train Operation (ATO) enhancements to trains and
lines will be an important element of Sydneys Rail
Future. ATP is a system and equipment responsible
for basic train safety that helps avoid collisions,
red signal overrunning and exceeding speed limits
by applying brakes automatically. It ensures trains
remain a safe distance apart and have sufficient
warning to allow them to stop without colliding
with another train.

NSW LONG TERM TRANSPORT MASTER PLAN

8.8 Protecting the environment

Action Improve rail safety

A Transport Environment and Sustainability

Policy Framework will establish a collective
and coordinated approach delivering the NSW
Governments environmental and sustainability
agenda across the transport sector. The Framework
will properly address environmental issues at all
levels of transport planning, policy development and
project delivery leading to better environmental
outcomes and reduced environmental impacts
across our cities, towns and suburbs.

Implement the national rail safety regulator and

supporting national rail safety law in NSW which
will harmonise rail safety requirements across the
country and promote improvements in safety and
productivity. The national regulator for rail safety
will be established on 20 January 2013.

8.8.1 Enhancing environmental and

sustainability outcomes
Action D
 evelop a coordinated Transport
Environmental and Sustainability
PolicyFramework

STATEWIDE ACTIONS

We will manage and minimise the environmental

impacts of our transport system. These actions
mark a fundamental change in the way we deliver
critical transport infrastructure and major projects
in terms of their impact on the environment and the
communities in which they are located.

ATO is commonly used on busy commuter lines.

It tells a train that is approaching a station exactly
where to stop so that the complete train is in the
platform. The system controls the acceleration
and deceleration of trains, which enables a higher
frequency of train service, consistent journey
times and highly reliable services. ATO does not
mean driverless trains. ATO is a technique to
improve the way trains accelerate and brake at
stations to enable more trains on the line. The
rapid transit lines will use single-deck trains, which
will also have ATO.

The Framework will comprise governance

arrangements that support the continuous
improvement of sustainability performance,
including targets, measures and action plans to
deliver positive environmental outcomes.
Action D
 evelop and implement an Environment
and Sustainability Plan for Transport
The Transport Environment and Sustainability Plan
will include actions for delivering environmentally
sustainable solutions that support the objective
of minimising the impact of transport on the
environment. This includes setting and applying
sound governance policies to drive, monitor
and report on environmental sustainability
across the portfolio, and collaborating with
other departments to influence and deliver
the NSW Governments environment and
sustainabilityagenda.
Action D
 evelop and promote Transport
Infrastructure Sustainable Design Guidance
We will develop a Transport Infrastructure
Sustainable Design Guidance to improve the quality
and standard of transport projects and minimise
their impact on the environment. We will also trial
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NSW LONG TERM TRANSPORT MASTER PLAN

industry examples, such as the Australian Green

Infrastructure Councils Infrastructure Sustainability
Tool to test their suitability as aquality benchmark
for transport infrastructure in NSW.

STATEWIDE ACTIONS

Action I ncorporate sustainability principles in

procurement policy
We will adopt a Sustainability in Procurement
Policy to incorporate sustainability criteria
into calls for tenders and general transport
procurement, and to set minimum standards for
the sustainable design, construction and delivery
of transport infrastructure and services. This will
improve environmental performance and energy
efficiency of the public transport fleet.

8.8.2 Improving air quality,

efficiency of energy use and
reducing GHG emissions
Action Develop an electric vehicles road map

8.8.3 Boosting our resilience

to climate change and
naturaldisasters
Action Assess transport climate resilience
We will strengthen the resilience of the transport
network to climate change. We will conduct
climate change adaptation assessments to
understand where our system is most vulnerable
and follow this up with a program of action to
future-proof vital transport infrastructure against
climate impacts of coastal surges, extreme storms,
floods and bushfires.
We will work in collaboration with the NSW Police
and State Emergency Services to help deliver
comprehensive and coordinated responses to
natural disasters.

8.8.4 Noise abatement

We will collaborate with the Standing Committee

on Transport and Infrastructure, other State
Governments and participants in the electric
vehicle market to develop an Electric Vehicles
Road Map. The map will identify goals, timeframes,
tasks and responsibilities to encourage the uptake
of electric vehicles across the State.

Operational noise from transport impacts

surrounding land uses, especially residential
areas, schools and hospitals. In some NSW
neighbourhoods and town centres, the noise
from transport has an adverse impact on quality
of life. We will continue to address transport
related noise issues as a matter of priority though
variousinitiatives.

Action C
 onsider the air quality impacts of
transportprojects

Action Mitigate noise from road projects

We will continue to explore opportunities to

reduce vehicle emissions, improve air quality and
lower GHG emissions from the NSW transport
sector. These opportunities will include initiatives
to reduce the need for travel, promote cycling and
walking, influence driver behaviour, use energy
more efficiently and support the adoption of low
emission vehicle and fuels.
Action R
 estructure motor vehicle
registrationcharges
We will restructure motor vehicle registration
charges to encourage the earlier adoption of
low emissions vehicle technologies that aim to
minimise environmental damage (discussed in
greater detail in Chapter Ten).

We will administer the Road Noise Abatement

Program to provide noise mitigation to locations
where road traffic noise is high and no road
upgrades or developments are planned.
Action Mitigate noise from rail projects
A Rail Noise Abatement Program will mitigate
noise in affected locations and establishing
permanent noise monitoring stations across the
rail network.
Action Mitigate noise from ports
Collaborating with the various Port Corporations,
we will ensure appropriate mitigation measures and
schemes are in place to manage port-related noise.
Action Mitigate noise from aircraft
We will work with the Australian Government and
local councils to ensure appropriate aircraft noise
mitigation measures are in place.

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8.9 Maintaining our infrastructure

Long lengths of lightly trafficked roads ensure all

communities have reasonable all-weather access
to towns, regional facilities and major cities.
Maintaining this network presents considerable
ongoing management and funding challenges. We
will meet these challenges through a structured
program of asset management, led by Transport
for NSW.
The risk of not performing maintenance is
significant loss of network or system availability.
However, the cost to the State for transport asset
maintenance has escalated above the rate of
inflation, due primarily to material costs. Without
additional funding sources, this is most likely
unsustainable over the longer term. Funding
for infrastructure maintenance is discussed in
ChapterTen.
Action Set maintenance priorities
We will identify critical service gaps through
ongoing monitoring and analysis of transport
system asset performance in order to address
the needs of our customers. Our priorities for
maintaining the transport system will be identified
using a risk-based approach with consideration
given to funding and delivery constraints.

Customer service requirements, including

passenger and freight travel
Government priorities and legislation
Performance standards and guidelines for safe
and reliable operations
Transport for NSW objectives

STATEWIDE ACTIONS

Transport for NSW holds or manages just over

1,600 kilometres of main line track in the CityRail
network; about 18,000 kilometres of state roads
and nearly 3,000 kilometres of regional and local
roads; more than 5,000 bridges and a range of
other road related assets; a state bus fleet of over
4,000 buses; a ferry fleet of 28 vessels; more than
4,300 kilometres of on- and off-road cycleways;
and specialised assets such as the Transport
Management Centre and transport interchanges.

Our approach for maintenance investment will

be to appraise and rank options and potential
projects according to their ability to address
critical gaps in system performance based on the
condition and useful life of transport assets. These
performance requirements will be defined by:

Transport for NSW holds infrastructure assets

with a written-down value of $91 billion, including
the land beneath assets. It also holds property,
plant and equipment, private sector funded
infrastructure and other non-current assets.

Minimising whole of life costs.

Action Improve asset maintenance
We will implement an asset maintenance
improvement program that introduces
greater contestability to provide best value
outcomes. Initially, we will establish a greater
understanding of the transport asset portfolio
and an understanding of asset condition and
performance. This will inform whole-of-transport
trade-offs between outcomes, funding and
delivery and also assist in establishing a long
term plan to address the backlog of local road
maintenance. The improvement approach will
develop a greater understanding of customer
issues and risks and maintenance effectiveness
and efficiency from which service performance
measures can be established. This will enable
monitoring of maintenance programs to achieve
value for money.
Action R
 evise and implement the wharf
accessregime
Roads and Maritime Services owns and maintains
a network of 69 public ferry wharves on Sydney
Harbour. These wharves are used by a range of
commercial vessel operators providing regulated
ferry services and deregulated tourist and
charterservices.

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8
STATEWIDE ACTIONS

We will develop a wharf access regime that

facilitates additional ferry services on Sydney
Harbour on a cost-neutral basis to taxpayers. A
consistent and transparent wharf access policy will
provide certainty to commercial ferry operators,
and also identify potential opportunities for access
by recreational boat users.
Governance arrangements will ensure that
Transport for NSW has appropriate control
over access for public transport services. Wharf
infrastructure requirements will be taken into
account in the long term Ferries Strategy.
Action D
 evelop the Boat Storage and Safe
Waterways Access Strategy
The Boat Storage and Safe Waterways Access
Strategy will include actions designed to increase
the capacity of boat storage, waterways access
and related facilities. The Strategy will also
consider boat storage capacity requirements in
NSW on a waterway-by-waterway basis. Starting
with Sydney Harbour we will explore options to
encourage the development of a major dry-stack
storage facility on the Harbour. We will also assist
councils to establish alternative off-road boat
trailer parking facilities.

8.9.1 Managing our road assets

Transport for NSW spends over $1.2 billion a
year on road maintenance, of which over $850
million is spent in rural areas. In more remote
parts of NSW, the maintenance task dominates
road investment. The Auditor Generals 2006
performance audit, Condition of state roads, made
14 recommendations for improvements: 12have
been initiated, with seven completed. Other
improvements that will continue to direct our road
asset management activities are:

330

Establishing an improved set of

performanceindicators
Developing a more rigorous and reliable method
to assess the future condition of bridges
Developing a pavement condition model
to predict structural performance of roads
andassets
Improving consistency in regional maintenance
decision making.

Maintenance of services
For ongoing road maintenance, Roads and
Maritime Services will oversee and deliver
maintenance activities associated with the physical
maintenance and long term renewal of state roads,
consisting of road pavements, bridges, traffic
facilities and roadside assets, and roads in the
unincorporated area of the State, as well as 160
bridges and vehicular ferries of State-significance
on regional and local roads.

Support for local councils

We will continue to provide formula based funding
assistance to local councils for the maintenance
and upgrade of their roads. Local councils have
autonomy to determine work priorities on their
regional and local roads networks.
Eighty-two NSW local councils currently provide
routine road maintenance services on state roads
under contract arrangements with Transport
for NSW. Transport for NSW is seeking greater
efficiencies in road network maintenance through
increased cooperation between adjacent councils and
increasing the size of some sub-contracted works.

NSW LONG TERM TRANSPORT MASTER PLAN

8.10 Managing demand andmaking better travelchoices

Peak demand management While it is often

the case that peak demands define the overall
capacity requirements for the transport system,
providing for peak demands can be inefficient if
it is possible to shape or influence the demand
profile to make better use of spare capacity
outside of peak periods.
Travel behaviour change Programs falling
under this banner seek to encourage more
sustainable travel choices by the community.
System wide policy These broader measures
aim to influence multiple parts and levels of the
transport system, such as parking policy.
The initiatives outlined below are targeted as high
priority for development and implementation.
In addition, measures described elsewhere in
the Long Term Transport Master Plan will also
contribute to managing demand, including better
transport and land use integration, and initiatives
to promote walking and cycling.

We will support the development of Travel Access

Guides for large trip-generating facilities such as
universities, TAFEs and hospitals. These guides
use similar measures to Workplace Travel Plans,
with a focus on informing visitors or users of the
transport options available to them. We will and
provide accessible and up to date information on
transport services.
Action Pilot transport management associations
We will pilot transport management associations
as a governance mechanism to develop
partnerships between multiple levels of
government and local businesses to implement
travel demand measures at a broader precinct
level. These can leverage transport outcomes
through small scale investment from multiple
stakeholders. Example transport outcomes where
transport management associations may have
a role include improved walking and cycling
outcomes at the precinct level such as through
bike lock up and or end of trip facilities.

STATEWIDE ACTIONS

Demand-related measures can occur across

all aspects of the transport system, involving
passenger and freight movements and different
modes. A comprehensive approach will be
developed over time across the following broad
categories of actions:

Action S
 upport the development of travel
accessguides

We will introduce policies and programs directed

towards managing the demand side of our
transport system. These measures will work
with supply side improvements (associated
withproviding new or enhanced infrastructure)
to achieve our broader transport objectives
andgoals.

Action Promote workplace travel plans

We will promote workplace travel plans to
encourage organisations to consider their
travel needs and impacts. This includes easing
the commute to and from the workplace for
employees, reducing dependence on the use of
private vehicles and supporting the use of public
transport, cycling, walking and car-pooling.

We will facilitate actions that will lead to the

development and implementation of travel
management plans. These actions will promotemore
sustainable travel practices such aswalking,
cycling, using public transport and car-pooling.

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NSW LONG TERM TRANSPORT MASTER PLAN

Action Implement a Metropolitan Parking Policy

Transport for NSW and the Department of

Planning and Infrastructure will work with
local councils across Sydney to prepare a
comprehensive new Metropolitan Parking Policy.

STATEWIDE ACTIONS

Parking impacts on the competitiveness between

individual developments within an area and can
affect the competitiveness of entire centres when
compared to other locations for development.
This includes centre-versus-centre competition
and centre-versus-out of centre competition. In
the longer term, a Metropolitan Parking Policy
for Sydney will enable management of parking to
support a shift towards public transport through
the introduction of a consistent set of principles
for parking that overcome concerns over
competition between localities.
In the short term, our first priority will be to focus
on parking policy for key centres, including the
Sydney CBD, North Sydney, Macquarie Park
and Sydneys regional cities. We will work with
Parramatta, Penrith and Liverpool city councils
to improve local car parking policies to promote
mode shift to public transport, improve local
amenity and encourage more sustainable
transport options.

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NSW LONG TERM TRANSPORT MASTER PLAN

8.11 Using technology for better customerexperiences

Transport Info 131500: trip planning and

transport service information for trains, buses
and ferries in the Greater Metropolitan Area
(including Newcastle and the Central Coast,
Wollongong and the Illawarra).
Public transport for Google Maps: directions
onpublic transport are available on Google
Maps and includes information on buses, ferries,
trains and light rail services in the Greater
Metropolitan Area

Action Improve traffic and road management

We will continue to support the role of the NSW
Transport Management Centre (TMC) in real-time
management of traffic flows across the NSW road
network. As discussed in Chapter Four, the trends
in AM and PM peak speeds on the seven major
routes to and from Sydney have remained broadly

STATEWIDE ACTIONS

A number of technology applications to assist and

improve customer experience are already in place
and these include:

As discussed in Chapter Three, real-time

information systems will be progressively
improved and new capabilities provided over
the 20 year span of the Long Term Transport
Master Plan. Further details regarding real-time
information are also available in Section 3.7
Information and Ticketing. Specific technology
initiatives that will be introduced over the life
of the Long Term Transport Master Plan are
described below.

Information and communication technology (ICT)

will support many of the initiatives and solutions
proposed in this Long Term Transport Master Plan.

HOW TECHNOLOGY WILL CHANGE TRANSPORT IN NSW

The use of ICT will change the face of transport in NSW over the next 20 years, giving us better
ways to do things and offering new solutions to old problems.
In five years

In 20 years

Intelligent transport systems (ITS) will be a

primary road safety countermeasure

Widespread deployment of smart vehicles

will prevent collisions or reduce their severity,
dramatically reducing crashes and pedestrian
accidents in NSW

A national ITS framework will promote

an open and interoperable platform for
application developers that will be available
at pilot sites in NSW
The Transport ICT and Innovation Strategy
will be guiding Transport for NSWs actions
and investment in technology-enabled,
customer-oriented transport solutions
ICT will be a core capability of all
businessand operational units of Transport
for NSW in achieving their strategic and
operational goals
Managed Motorways projects will have
improved road efficiency, reliability and
safety through the use of adaptive traffic
control, incident management and real-time
traveller information systems.

Information will be delivered to our

customers whenever, wherever and
however they want it
ICT-enabled innovation will continually
improve services and performance overtime
The majority of vehicles on the NSW road
network will be connected with each
other and with road managers, public
transport providers and emergency services
through a national ITS framework and
associatedarchitectures
Systems will be interoperable, with
international systems and standards in place
to cater for imported vehicles.

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NSW LONG TERM TRANSPORT MASTER PLAN

8
STATEWIDE ACTIONS

consistent despite a growth in traffic of 49 percent

since 1990. In part, this is due to the management
of traffic flows by the TMC. The TMCs systems and
facilities will be enhanced to improve congestion
and incident management, enable the TMC to
manage each peak period as a multi-modal major
event and provide real-time traveller information.
The TMCs functions in supporting public transport
operations will also beenhanced.
We will commence a Managed Motorway Program,
jointly funded with the Australian Government,
which will introduce new traffic management
systems and infrastructure to manage traffic
flows along the motorway network and integrate
the network with surrounding arterial roads. The
program will include intelligent vehicle monitoring,
adaptive traffic control, incident management
and traveller information systems, and will aim
to deliver significant benefits including improved
travel efficiency, reliability and productivity,
reduced emissions and improved safety. Further
detail is described in Section 5.6.
Action D
 evelop and implement a Transport ICT
and Innovation Strategy
We will work with industry to implement a centralised
Transport Information, communication, technology
and Innovation Strategy that develops Transport
for NSWs capability to test, support and deploy
ICT where it will improve transport safety, customer
service, network or administrative efficiency or
network responsiveness. The Strategy will also
coordinate and unify ICT decision making, service
delivery and systems across the transport cluster to
boost common capability and achieve efficiencies.
Through the Strategy, we will develop partnerships
with the private sector to set appropriate
service and procurement models that will
encourage a timely industry response to our
emerging requirements and support market-led
development of innovative transport applications.
Action D
 eploy Intelligent Speed Adaptation
andCollision Detection / Avoidance
across the State vehicle fleet
We will explore the deployment of Intelligent
Speed Adaptation (ISA) and collision detection/
avoidance (CDA) systems across the State vehicle

334

fleet to improve safety and support the diffusion

of these technologies across the broader NSW car
market. Research shows that these systems have
the potential to deliver an up to 20 percent saving
in work related crashes.
The state fleet of more than 27,000 vehicles is
the largest State Government fleet in Australia.
Deploying these systems across the fleet will
significantly reduce the annual costs of vehicle
crashes to the State currently around $110 million.
Each year the NSW Government moves around
$220 million worth of vehicles into the second hand
car market. Fleet vehicles sold with ISA and CDA
installed will help to boost the demand for these
systems, as well as improve road safety.

LIVE TRAFFIC NSW

In September 2010 the new Live Traffic NSW
website (livetraffic.rta.nsw.gov.au) launched,
providing motorists with up-to-the-minute
news of incidents and conditions that affect
their journeys. With access to 66 live traffic
cameras that update images every 60
seconds, the website helps motorists make
the best possible travel decisions, contributing
to the safe and efficient management of our
roads. Live Traffic features include:
Traffic flow information on major NSW
roads that shows if traffic is light,
mediumor heavy
Latest information about incidents,
road works, major events and
weatherconditions
Travel time information on the F3, M4
andM7
A trip planner that allows users to view
journeys on a map and filter information
to show current conditions or scheduled
road work and events for a specified date
Trip planning features such as heavy
vehicle checking stations, rest areas, train
stations, ferry wharves and more.

8
STATEWIDE ACTIONS

335

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TIMETABLE
FOR ACTION
9

The Long Term Transport Master Plan takes an

integrated and balanced approach to planning
and investing in our transport network. This
approach recognises the different strengths and
roles that individual transport modes play with
respect to the network as a whole.
This means that roads, public transport and
freight infrastructure all have a unique part
to play in meeting future requirements. While
public transport on road and rail will need to take
on a bigger share of the growing transport task,
competitive road and freight rail networks will
help to meet growing demand in our economy.

TIMETABLE FOR ACTION

CHAPTER SUMMARY

This chapter highlights how the actions in

the Master Plan will transform the customer
experience on individual modes like buses,
ferries and trains over the short, medium and
long term. It is the beginning of an action plan
for the delivery of the Master Plan, and a clear
statement of the infrastructure pipeline and
service reform program for the next 20 years.
Consistent with the approach we have taken in
developing the Master Plan, short term actions
are more detailed, and have more concrete
delivery timeframes than medium to long term
actions, for which delivery planning will be
progressed immediately.
This chapter summarises the initiatives
outlinedin the Master Plan by mode and
outlinesthe actions we are taking now to deliver
these initiatives.

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NSW LONG TERM TRANSPORT MASTER PLAN

9.1 Public transport

Actions proposed in the Master Plan for each of the key modes are summarised in Sections 9.2 to 9.5.

Many of these projects are being implemented and progressed now, while others are scheduled for
implementation in the medium term (five to 10 years) or long term (10 to 20 years). Other new measures
that will drive integration and take effect across the public transport system include:

TIMETABLE FOR ACTION

Measures in the Master Plan

Timetable for Action

Trial of a new integrated electronic ticketing

system known as Opal commencing in late
2012 on Sydney Ferries.

Actions in progress
We have allocated $124 million in 2012-13 budget
to the trial of a new integrated electronic ticketing
system. The trial commences on Sydney Ferries in
2012 and will be rolled out across the network over
the next two years, with Opal being available on
Sydney trains from mid 2013.
Medium to long term priorities
We will use data collection from the new Opal
system to improve service planning around
customers needs and will investigate options to
implement Opal outside Sydney and use it to pay
for other types of services that will be progressed.

Continued investment in interchanges under

the Transport Access Program, assessing
future priorities for car parks, facilities and
interchangeupgrades.

Actions in progress
We have allocated $770 million to the
Transport Access Program over four years and
implementation of this program is underway.
Medium to long term priorities
Future rounds of Transport Access Program funding
will continue major transport interchange upgrades
and targeted works and will consider supporting
public transport use at strategic interchange
locations between the road and bus networks.

An Interchange Strategy to ensure a seamless

operational model for managing and investing
in interchanges, with customer-centred design
principles and guidelines.

Actions in progress
The Interchange Strategy is under development.
Detailed assessment will soon be completed to
identify the next round of interchange upgrades,
with a continued focus on evidence-based criteria
to prioritise funding under the Transport Access
Plan, including patronage, customer demographic,
accessibility requirements and proximity to
criticalservices.
Medium to long term priorities
Implementation of the Interchange strategy,
including a new operating model, the roll-out
of customer-centred design guidelines and
improvedurban design, and the fostering of
commercial and transit-oriented development
opportunities around interchanges.

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Accurate and modern real-time and wayfinding

information to support customers using the
public transport systems within Sydney and
NSW, including initiatives to provide real-time
information on commuter car parking availability,
and on public transport services via Google Maps.

Actions in progress
We have allocated $2.2 million in the 2012-13
budget to develop and test improved customer
information and wayfinding for interchanges.
By June 2013 we will have a strategy for rolling out
improved customer information and wayfinding
across the public transport network.
The Public Transport Information and Priority
System (PTIPS) is now deployed to over 3,300
buses and more than 1100 traffic lights across
Sydney to prioritise late buses. The TXTBUS SMS
service provides real-time bus arrival prediction
information provided by PTIPS, while the Live
Traffic NSW website and iPhone application report
real-time traffic and incidents.

TIMETABLE FOR ACTION

Timetable for Action

Measures in the Master Plan

More applications for smartphones are under

development, including to supplement the TXTBUS
SMS service and Android and iPad versions of
LiveTraffic.
An integrated Strategic Transit Network model for
Sydney, supported by clear network hierarchies,
to clarify roles, functions and service standards
for specific transit corridors.

Actions in progress
Detailed planning on the Strategic Transit Network
is being used to inform the Modal Plans that
support the Master Plan.
Medium to long term priorities
Incremental improvement of public transport
service frequency, priority and infrastructure on
strategic corridors as demand develops.

Immediate work to align, improve and simplify

public transport timetables, beginning with work
to develop the new 2013 rail timetable.

Actions in progress
This planning work is ongoing, and the new Sydney
Trains timetable will commence in 2013.
Medium to long Term Priorities
Improved timetables and improved integration
across modes will be further implemented with
the 2016 timetables once the South West Rail Link
isoperational.

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TIMETABLE FOR ACTION

Measures in the Master Plan

Timetable for Action

Investment in a modern public transport

fleet, including new trains and ferries for
Sydney and new buses for growth areas and
strategiccorridors.

Actions in progress
We have allocated $127 million to new buses in the
2012-13 budget.

We will provide new high capacity single-deck

rolling stock on parts of the network including on
North West Rail Link.
A Passenger Transport Legislation Review to
support the NSW Governments vision for more
integrated transport services and innovative
and efficient procurement, focusing on
customeroutcomes.

340

Medium to long term priorities

We will replace 52 percent of Sydney Trains rolling
stock within 10 years, provide approximately 460
additional new carriages by 2020 and replace and
grow the ferry fleet as part of a fleet procurement
strategy developed with the new ferry operator.

Actions in progress
We released a discussion paper for the Passenger
Transport Legislation Review for public comment
in September 2012. Following completion of
the Review, reforms to public transport will be
introduced in Parliament in early 2013.

NSW LONG TERM TRANSPORT MASTER PLAN

9.2 Rail

Timetable for Action

North West Rail Link and South West Rail Link,

providing new rail infrastructure and services for
fast growing outer suburbs, doubling services
to the South West and providing mass transit
services to the North West.

Actions in progress
We have allocated $360 million to the North West
Rail Link in the 2012-13 budget for detailed planning
and assessments and $3.3 billion in the next
four years for construction. First stage planning
approval has been received and 22 tenders and 44
key contracts have been awarded so far.
We have allocated $397 million to the South
West Rail Link in the 2012-13 budget to continue
construction. We remain on schedule for
completion in 2016.

TIMETABLE FOR ACTION

Measures in the Master Plan

Rail is the backbone of the public transport system and provides a platform that supports all other
transport modes. It is a mass transit mode, able to move many people quickly. Our investments and
improvements to the rail network affect all other transport modes. The measures we are pursuing on the
rail network include:

Medium to long term priorities

The North West Rail Link will be operational,
providing rapid transit rail services for
approximately 300,000 residents in the North
West to Epping, Macquarie Park, Chatswood, St
Leonards, North Sydney and the CBD.
Sydneys Rail Future, a long term plan to modernise
Sydneys rail network that will progressively
implement rapid transit to the rail network. Major
components include the rail efficiency program
to maximise performance of the existing network
in the short to medium term, and the long term
addition of network capacity through a second
Harbour Crossing and new CBD line.

Actions in progress
Detailed planning has commenced and
improvements to operational efficiency are being
rolled out across the network. Over the next year,
these will include:
Timetable improvements
Improved dwell management
Platform decluttering
Better incident recovery management.
Medium to long term priorities
A program of network efficiency improvements
that transition towards a new rapid transit system,
introducing Automatic Train Operations, dedicated
fleet types for certain lines, completing track
enhancements and platform redesign.
Completion of the second Harbour Crossing will
enable a further 90,000 to 100,000 people to
travel on the network per hour in the peak.

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TIMETABLE FOR ACTION

Measures in the Master Plan

Timetable for Action

A comprehensive Country Passenger Rail

Services Strategy to guide the development of
NSW regional rail services over the next 20 years
and assess the investment required to support an
improved and efficient NSW Trains business and
operating strategy.

Actions in progress
We have allocated $182 million to country regional
network upgrades in the 2012-13 budget. Detailed
planning for improved country passenger services
is underway. We introduced a new daily Bathurst
to Sydney express train service and are examining
the potential for more frequent, faster, and more
convenient services.
Medium to long term priorities
A modern regional rail service with improved
services and new rolling stock will be in place.

Fleet upgrade programs to renew and expand

Sydney Trains and regional rolling stock, including
the provision of new single-deck trains as part of
Sydneys Rail Future.

Actions in progress
We have allocated $88 million to upgrade renew
and expand the rolling stock of Sydney Trains and
NSW Trains in the 2012-13 budget. Fourteen of the
new carriages are currently operational, with 20
expected to be operational by the end of 2012, and
a total of 78 by the end of 2013. Quiet carriages
have been introduced on the Newcastle/Central
Coast, Blue Mountains and South Coast lines.
Medium to long term priorities
A NSW Trains fleet management strategy will
address future needs, alongside a Sydney Trains
procurement strategy which includes over the short
to medium term the new Waratah fleet with airconditioned carriages to replace 498 life-expired
suburban cars, refurbishment of the Tangara fleet,
and new single-deck rolling stock to improve
overall line capacity on certain lines.

Major investment in rail safety and technology

Actions in progress
systems, including Automatic Train Protection and We have allocated $114.5 million in the 2012-13
digital train radio systems.
budget to rail safety systems. We completed
a trial of Automatic Train Protection (ATP) this
year, and will roll-out ATP and digital train radio
systems to improve the way trains accelerate and
brake at stations.

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Completion of the Northern Sydney Freight

Corridor Program and the Southern Sydney
Freight Line improvements.

Actions in progress
We have allocated $84.5 million in the 2012-13
budget to conduct an Environmental Impact
Statement and review of Environmental Factors in
relation to the Northern Sydney Freight Corridor
Program and enabling works have commenced. The
Southern Sydney Freight Line will be completed
in2012.
Medium to long term priorities
Progress planning for Stages 2 and 3 of the
Northern Sydney Freight Corridor will lead to
completion that will take 200,000 heavy vehicles
off the road each year.

Development of a metropolitan intermodal

terminal network and invest in rail freight capacity
projects to move more freight by rail and improve
rail competitiveness, including planning and
corridor protection for a future Western Sydney
freight line and intermodal terminal.

TIMETABLE FOR ACTION

Timetable for Action

Measures in the Master Plan

Actions in progress
Main construction works on the Enfield Intermodal
Logistics Centre began in July 2011 and will be
complete in 2013. Work is underway on a local
road access strategy for the Moorebank intermodal
terminal precinct.
Medium to long term priorities
We will preserve a corridor for a future
Western Sydney freight line and a site for an
intermodalterminal.

Rail maintenance programs to improve safety

and reliability across the Sydney Trains and
regional networks, including sleeper replacement
programs and bridge renewals.

Actions in progress
We have allocated $215.6 million in the 2012-13
budget to improve and maintain the Sydney Trains
and NSW Trains networks.

NSW Rail Access Review of regulatory

arrangements applying to the Metropolitan Rail
Network, Metropolitan Freight Network and
the Country Regional Network to improve the
management of the shared network between
passenger and freight trains.

Actions in progress
We are developing a new access regime for the
railnetwork.

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TIMETABLE FOR ACTION
344

Measures in the Master Plan

Timetable for Action

Continued collaboration with the Australian

Government to examine the feasibility of and
issues associated with high speed rail proposals.
This includes consideration of land use planning
issues, identification of routes and station
locations in the Sydney region, and accessibility of
existing public transport links for connection
to a potential high speed rail solution.

Actions in progress
In September 2012 we commenced consultation
with the Australian Government Department of
Infrastructure and Transport on options for routes
and stops for a potential high speed rail line. Two
options for stations in the South West Sydney area
will be proposed by the Australian Government.
Phase 2 of the high speed rail study will be
completed by early 2013.
Medium to long term priorities
We will identify and protect the corridor for future
high speed rail once identified and commence
planning for integrated land use and transport
networks andservices.

NSW LONG TERM TRANSPORT MASTER PLAN

9.3 Light rail

Light rail is an important intermediate mode of transport, providing for cross-regional connections while
also facilitating mass transit services. The key measures we are pursuing with regard to light rail are:

Timetable for Action

Completion of the 5.6 kilometre Inner West Light

Rail Extension from Lilyfield to Dulwich Hill.

Actions in progress
We have allocated $116 million in the 2012-13
budget for the Inner West Light Rail Extension.
Construction commenced in 2012 with operations
ready to commence in early 2014.

CBD and South East Light Rail

Around $1.6 billion project cost

The NSW Government is proceeding with a new
light rail line extending from Circular Quay through
George Street to Central Station and to the
University of NSW via Anzac Parade and Alison
Road. Detailed planning has commenced.

Consideration of light rail as part of future long

term corridor planning as an option to serve other
major centres as demand grows, consistent with
the modal hierarchy.

Actions in progress
We are preparing Sydneys Light Rail Future. This
will be NSW Governments plan for considering
extensions to the light rail network.

Collaboration with Parramatta City Council

as they progress plans to develop a light rail
network proposal focused on the Parramatta
CBD and connecting with Castle Hill, Chester Hill,
Bankstown, Blacktown and Carlingford.

Actions in progress
Transport for NSW is working collaboratively with
Parramatta City Council to understand future
public transport needs in Western Sydney and
determine the potential triggers for investment in
bus priority or light rail.

TIMETABLE FOR ACTION

Measures in the Master Plan

Medium to long term priorities

We will upgrade congested bus corridors into
Parramatta CBD that align with possible future light
rail routes to build up the use of public transport
services over time and support the case for
transition to light rail on those corridors.

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9.4 Bus

Buses are a key component of the overall transport system expanding the rail catchment area and
providing an important intermediate mode for cross-regional connections. The measures we are pursuing
with regard to buses include:

TIMETABLE FOR ACTION

Measures in the Master Plan

Timetable for Action

Increase bus priority measures and investigate

Bus Rapid Transit along priority corridors as part
of a bus strategy that includes a restructured
three-tier network of improved local, intermediate
and rapid mass transit services, supported by a
bus network redesign, and a better, modern fleet.

Actions in progress
We have completed a pre-feasibility study for Bus
Rapid Transit options for the Northern Beaches
corridor, and consultation with key stakeholders
is ongoing. We have also advanced planning for
Sydneys Bus Future and an Interchange Strategy
that will lay the groundwork for this new network.

A CBD bus plan for all bus routes to and through

the CBD, to reduce congestion and improve
bus travel time and reliability to the CBD and
complement Sydneys Light Rail Future.

Actions in progress
In early 2013, we will re-direct more than seven
percent of current morning peak bus services
from the North West about 60 buses from
the Harbour Bridge onto the Cahill Expressway.
This will ease congestion at the busy Wynyard
interchange and help make bus services more
reliable for customers
We will introduce more cross-city Metro-style bus
routes, avoiding termination in the City Centre. We
will also use road space gained from the removal
of the Sydney Harbour Bridge toll plaza to improve
transport operations in the Northern City Centre.
Medium to long term priorities
The implementation of light rail in the CBD will
provide further opportunities to reduce and
optimise bus operations in the CBD.

A detailed feasibility study for a new bus

interchange in Sydney CBD, consistent with the
CBD bus plan and Sydneys Light Rail Future.

Actions in progress
We have commenced detailed planning for
optimising bus routes in the CBD. We are
programming immediate improvements to bus
services in the Wynyard precinct.
Medium to long term priorities
We will develop long term options for a major
interchange in the northern CBD consistent with
the CBD bus plan and Sydneys Light Rail Future.

A bus fleet expansion and renewal program that

includes more than 500 new buses over five years
that provide modern standards of capacity, fuel
efficiency, comfort and accessibility.

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Actions in progress
$127 million allocated to new buses in 2012-13 budget.
Medium to long term priorities
Develop a fit-for-purpose bus fleet that supports
the performance needs of the bus servicehierarchy.

NSW LONG TERM TRANSPORT MASTER PLAN

Longer term investigation of Bus Rapid Transit on

Sydneys busiest corridors that are not served by
other mass transit modes.

Actions in progress
We are developing the draft Bus Strategy, to be
known as Sydneys Bus Future, which will identify
11 primary established bus corridors including the
Northern Beaches for investigation of extensive
bus priority treatments, elevated service standards,
and longer term Bus Rapid Transit investment.
Route upgrades are being categorised into short,
medium and long term actions. An additional
two greenfields corridors one each in the North
West and South West Growth Centres will be
highlighted in Sydneys Bus Future for route
identification and longer term development.

A Strategic Bus Network program focusing on

higher service frequencies and on-road priority
for buses along strategic corridors will improve
services and better manage road congestion,
offering better public transport travel times
and reliability at significant pinch points during
weekday peak periods.

Actions in progress
We are developing a long term plan for Sydneys
bus network, Sydneys Bus Future. The plan
will show the citys primary centre-to-centre
bus system, as well as the next tier of crossmetropolitan bus routes, which will benefit from
improved service standards and supporting bus
priority works.

A Bus Head Start program will embed bus priority

infrastructure on major road corridors close to
emerging growth centres. This will provide more
direct access to urban centres and heavy rail
interchanges. The program includes a package of
bus priority works in Western Sydney to optimise
access to the North West Rail Link.

Actions in progress
Detailed planning has commenced on a program to
embed bus priority in Growth Centre Roads.

TIMETABLE FOR ACTION

Timetable for Action

Measures in the Master Plan

We have submitted a joint funding proposal to the

Australian Government to develop a program of
bus infrastructure projects to improve bus services
in the North West and support access to the North
West Rail Link.
The South West Growth Centre Bus Servicing
Plan is being updated to take advantage of the
accelerated delivery of the South West Rail Link,
and to reflect the work in Sydneys Bus Future
identifying the most important Growth Centre bus
corridors. The updated South West Growth Centre
Bus Servicing Plan will guide investment under
the Growth Infrastructure Program in bus priority
infrastructure works and Growth Centre roads.

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TIMETABLE FOR ACTION

Measures in the Master Plan

Timetable for Action

Enhanced service coverage and frequencies to

promote public transport use and access in our
regions, particularly in the Lower Hunter, Central
Coast and Illawarra.

Actions in progress
Work has begun on Regional Transport Plans across
NSW that will develop bespoke public transport
solutions to better meet the needs of regional
customers. The focus will be on improving service
frequency and coverage and ensuring accessible
local bus stops, interchanges and coach facilities.
We have introduced four daily return bus services
to Dubbo for Narromine and Wellington residents.
Medium to long term priorities
We will develop differentiated services that respond
to localcustomers and transport demand and work
with regional bus operators to trial innovative
busservices.

Progress options to improve bus services to

Sydney Airport as part of the Port Botany and
Sydney Airport precinct Improvement Plan to
encourage public transport to and from the
Airport to manage growing road congestion.

Actions in progress
We have commenced detailed planning as part of
the Improvement Plan for Port Botany and Sydney
Airport precinct to address capacity constraints
caused by competing demands on the road and
rail networks in the precinct, and have begun
identifying potential new and extended bus route
options in the precinct.
Medium to long term priorities
By 2031, we will work towards multiple 24-hour
bus routes serving the Airport for workers and
passengers, new dedicated bus interchanges for
each airline precinct and new dedicated express
bus services using new motorway links.

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9.5 Ferries

Timetable for Action

Work with the new franchised operator of

Sydney Ferries to improve service quality,
develop fleet modernisation options and
provide reliable service delivery for our ferries.

Actions in progress
Collaboration with Harbour City Ferries is
underway and will continue to advance customer
service improvements, potential fleet options and
reliabilityimprovements.

Progressively provide new ferries for Sydney

through a fleet procurement strategy to be
developed under the service contract with the
new private operator.

Actions in progress
We are actively developing a fleet procurement
roadmap for ferries, underpinned by customer-focused
future network requirements.

Improving and growing the ferry network

through new wharves, new timetables
and new and extended routes, including
consideration of additional cross-harbour
trips, loops and services to Barangaroo.

Actions in progress
We are analysing options for network adjustments
and improvements to better match demand for ferries,
and to cater for and stimulate growth in ferry trips
over time. Options include new routes and services
across the week, new and upgraded infrastructure, and
extensions to the network including the Barangaroo
Ferry Plan.

TIMETABLE FOR ACTION

Measures in the Master Plan

Ferries are a specialised transport mode and an internationally recognised symbol of Sydney. We will
pursue opportunities to enhance the ferry services by encouraging greater service innovation, examining
options for private sector involvement in service delivery and building on the popularity of ferry services
with Sydneys tourism market. The measures we are pursuing with regard to ferries include:

Medium to long term priorities

Continue to strengthen the contracting and policy
framework to support the development of innovative
services on routes of high and growing demand.
A Sydney Harbour wharf upgrade program
to replace ageing wharves, make wharves
accessible to people with a disability and
create attractive ferry terminal precincts.

Actions in progress
We have allocated $17 million in the 2012-13 budget
for the upgrade of wharves. This includes $4.6 million
for wharf maintenance to replace hydraulic ramps at
ferry wharves at Circular Quay and Manly, which is
nowcomplete.
By the end of 2012, three wharf upgrades will have
been completed, with one additional on schedule for
completion in mid 2013. We have also commenced
planning on a comprehensive upgrade to Circular
Quayinterchange.

A Barangaroo Ferry Plan to support the

Barangaroo development and relieve pressure
on Circular Quay, including new routes and
services to the central city from Lower North
Shore, Manly, Parramatta River and Inner
Harbour areas, and a new city terminal.

Actions in progress
We have commenced detailed planning including
the development and assessment of options for new
routes, a new terminal, adjoining transport services and
supporting infrastructure.

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TIMETABLE FOR ACTION
350

Measures in the Master Plan

Timetable for Action

Better integration of ferries with other modes,

including improved alignment of timetables
with other modes and provision of real-time
information to ferry customers.

Actions in progress
We have commenced detailed planning across
all modes to improve integration and better align
timetables, with potential implementation in 2013.

Changing ferry operations to focus services

around customer needs and demand,
rather than around historic operational and
infrastructure constraints.

Actions in progress
We are undertaking a fresh customer and needsdriven approach to defining modern and future
service requirements. Operational and infrastructure
considerations will inform but not drive ferry services.

Continuing provision of deregulated high

speed ferry services on Sydney Harbour
that have increased patronage growth
and provided innovative services on
ourwaterways.

Actions in progress
We have implemented a new franchised operating
arrangement for Sydney Ferries and are analysing
options to enable continued private sector innovation
to improve ferry services for customers.

NSW LONG TERM TRANSPORT MASTER PLAN

9.6 Roads

Timetable for Action

A long term plan to complete critical links

in Sydneys motorway network, with the
33kilometre WestConnex scheme in the M4
andM5 corridors being the immediate priority
forSydney.

Actions in progress
We have committed $1.8 billion in funding
for WestConnex and detailed planning
hascommenced.

A Managed Motorway program will introduce new

traffic management systems and technologies on
the M4 to better manage traffic flows and reduce
travel times along the motorwaynetwork.

Actions in progress
We will introduce a trial of new traffic management
systems and technologies to be rolled out on the
M4 in the short term.

Medium to long term priorities

Planning will be progressed for future motorway
links including the F3 to M2 link, F6 corridor, the
M7 widening and enhanced north-south links. In
addition, corridor protection will be undertaken for
the Outer Sydney Orbital (M9), Bells Line of Road
and Castlereagh Freeway.

TIMETABLE FOR ACTION

Measures in the Master Plan

Roads support around half of all public transport services, enabling personal journeys including walking
and cycling and facilitating productivity and economic growth across the State. An integrated package of
solutions is proposed to ensure the right road infrastructure is supported by the right pricing, investment
and maintenance approaches. Actions across NSWs urban and rural road network include:

Medium to long term priorities

The Managed Motorway program will be rolled out
across the Sydney motorway network.
Pilot of HPV access on the Hume Highway to
safely improve freight vehicle productivity, using
direct charges to fund enabling works such as
additional driver rest areas, and collaboration with
the Victorian Government to potentially enable
HPVs to operate the full interstate route between
Sydney and Melbourne.

Actions in progress
We are in the process of commencing:
Developing a detailed business case
Commencing internal investigations and planning
Starting discussions with the Victorian
Government and othergovernment stakeholders
such as Infrastructure Australia
Exploring funding opportunities.
Medium to long term priorities
Seek more direct charging of heavy vehicles on the
basis of road usage with revenue being reinvested
in transport and continue to make the strong case
for national charging and investment reforms.

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TIMETABLE FOR ACTION

Measures in the Master Plan

Timetable for Action

Reform vehicle registration policy to promote

the growth of safer and more environmentally
friendly light vehicles on NSW roads and to make
registration payments easier and more convenient.

Actions in progress
We are preparing a Discussion Paper outlining
the proposed reforms to light vehicle registration
policy. This will be released in early 2013 for
community and stakeholder consultation.

Corridor protection for future road needs,

including the Bells Line of Road and the Outer
Sydney Orbital (M9).

Actions in progress
We have commenced detailed planning for
corridor protection for future road needs including
for WestConnex and the F3 to M2. Corridors
that are already protected include the F6,
Georges River Parkway, Bells Line of Road and
CastlereaghFreeway.

Investigate, develop and test a distance-based

tolling regime for Sydneys motorways in
consultation with private sector tollway operators
and cross-disciplinary experts.

Actions in progress
We are studying the feasibility of distance-based
tolling on new and improved motorways in Sydney
and we anticipate that WestConnex will be the first
trial of a new distance-based tolling system.
Medium to long term priorities
Tolling reform on Sydneys motorway network, many
move towards consistent distance-based tolling.

352

A new Growth Centres roads program to develop

the road network in new residential areas to link
the Greater Sydney workforce to employment
opportunities and to national and international
gateways. This includes completion of the Western
Sydney Employment Area arterial road network.

Actions in progress
Works currently under construction are
being accelerated with funds from the
Housing Acceleration Fund. Further works are
underdevelopment.

Upgrades to major highways to improve safety

and efficiency, including a significant investment
in the Pacific Highway.

Actions in progress
The NSW and Australian Governments have
committed $8 billion for the period 2009 to 2016.
Construction is currently underway.

A 10 year Road Safety Strategy for NSW to

improve safety on our roads and reduce road
crashes, with a focus on improving safety on
country roads for passengers and freight.

Actions in progress
We have completed consultation on the Road
Safety Strategy for NSW, and will roll out the
recommendations of the Strategy in the short term
and over the next 10 years.

NSW LONG TERM TRANSPORT MASTER PLAN

Connection of vital freight routes in regional NSW,

with Bridges for the Bush program to replace and
upgrade bridges at key locations to enable freight
vehicles on the HML network, and a program
of town bypasses to reduce heavy truck traffic
through town centres.

Actions in progress
We have allocated $145 million to the replacement
and upgrading of key bridges in regional NSW.
Bridges identified for strengthening and upgrade
include Tabulam Bridge in the Northern Rivers,
Glennies Creek Bridge in the Hunter, Gunnedah
Rail Bridge in New England and Sportsman Creek
Bridge in the Mid North Coast.

Two Western Sydney road packages, with

bus priority infrastructure, to optimise the
North West Rail Link and improve access for
growing communities in the South West and
aroundWerrington.

Actions in progress
Detailed planning work is underway on these
packages, and a submission has been made to the
Australian Government for funding to commence
construction in the short to medium term.

Requirement for all road initiatives to consider

the needs of all road users, including on-road
public transport, cyclists and pedestrians, as well
as the specific requirements of motorcycles. In
particular, road safety improvements will target
motorcycle and cycling safety.

Actions in progress
Major new road projects are being reviewed to
ensure that they consider the needs of public
transport, cyclists, motorcycles and pedestrians.

Support seamless national regulation by working

with other states and the Australian Government
on the introduction of the National Heavy Vehicle
Regulator and road pricing reform.

Actions in progress
NSW will introduce legislation for the National
Heavy Vehicle Regulator once the enabling
legislation has passed through the Queensland
Parliament, which will be the host jurisdiction for
the Regulator. This is expected in 2013. For road
pricing reform, NSW is on the Project Board of
Heavy Vehicle Charging and Investment Reform.
In 2013, options will be finalised for inclusion in a
Regulatory Impact Statement. In NSW, national
regulators will also be established on 20 January
2013 for rail safety and on 31 March for maritime
safety relating to commercial vessels.

More efficient management of road space in

theCBD by all users through the allocation of
road space to priority users.

Actions in progress
We are currently progressing a road user hierarchy
for Sydney CBD that will improve traffic flow by
prioritising different parts of the CBD road network
for different types of users. The hierarchy will be
tested in early 2013 and finalised by June 2013.

TIMETABLE FOR ACTION

Timetable for Action

Measures in the Master Plan

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TIMETABLE FOR ACTION

Measures in the Master Plan

Timetable for Action

Measures to fix Port Botany precinct pinch points,

with targeted road works designed to alleviate
congestion around the Port Botany and Sydney
Airport precinct.

Actions in progress
We have commenced detailed planning as part of
the Improvement Plan for Port Botany and Sydney
Airport. The Plan will address capacity constraints,
a growing passenger and freight task, and surface
access challenges caused by competing demands
on the road and rail networks leading to and
surrounding the precinct.

Investigating ways to support motorcycling

as part of the NSW Roads Strategies and the
Metropolitan Parking Policy, with a focus on
safety, security, environmental issues and parking.

Actions in progress
We have announced a trial of motorcycle filtering
lights for Sydney CBD. Through the trial, we will
test whether motorcycle filtering lights are a safe
way to enable motorcycles to move more quickly in
the CBD, reducing overall congestion for all drivers.

Congestion management across Greater Sydneys

road network with targeted measures to reduce
congestion, better use existing road capacity and
improve road safety.

Actions in progress
Transport for NSW and RMS are working together
on the Sydney Road Network Congestion
Management Program. The Program will deliver
targeted measures to reduce congestion, better
use existing road capacity and improve road safety.
These measures will include:
Operational protocols to provide dynamic multimodal road network management, including road
network allocation and priority by time of day
Real-time traveller information
A CBD Motorcycle response team to enable
a speedy response to identified points of
congestion to re-establish traffic flow and
minimise delays
Road network capital infrastructure projects.
Clearway and on-street parking
managementmeasures
Road network operations measures, intelligent
transport systems and devices.

Critical investment in the far west of NSW,

including road safety infrastructure for Aboriginal
community roads, and the Mitchell and Barrier
Highways on a needs basis.

354

Actions in progress
We have commenced detailed planning to improve
sections of the Mitchell and Barrier Highways.

NSW LONG TERM TRANSPORT MASTER PLAN

9.7 Cycling

Timetable for Action

Improved access to user-friendly,

biketripinformation.

Actions in progress
We are currently improving bike trip information by:
Making bike route information available on
bicycleinfo.nsw.gov.au and sharing this information with
third parties (eg. Google Maps)
Incorporating bike route information on 131 500 website
Incorporating bicycle routes into wayfinding information
available at public transport interchanges

TIMETABLE FOR ACTION

Measures in the Master Plan

Cycling represents both a transport mode and a recreational activity. New measures relating to cycling
will focus on safety (particularly around roads) and integration with public transport. The measures we
are pursuing with regard to cycling include:

Exploring opportunities for working with local

governments and bicycle user groups to establish a
consistent symbology and approach to bicycle signage
and maps
Exploring opportunities to incorporate bicycle trips in a
broad individualised social marketing strategy.
A long term NSW Cycling Investment
Program to improve the planning,
management and delivery of cycleway
capital programs, supported by design
solutions and standards to reflect
customer needs.

Actions in progress
We are consulting people who want to cycle but may be
discouraged by safety and other concerns to understand
the hierarchy of cycleway design standards that should
guide the provision of attractive cycling facilities in different
traffic conditions.

A program to increase and improve bike

parking at public transport interchanges.

Actions in progress
We are investigating options to deliver bike parking through
the Transport Access Program, and minimum standards
for the routine inclusion of bike racks and secure cages
as part of all public transport interchange upgrades.
Bike-and-ride criteria are being developed as part of the
InterchangeStrategy.

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9
TIMETABLE FOR ACTION

Measures in the Master Plan

Timetable for Action

A Connected Cycling Network that targets

investment in clearly defined cycleways
within a five kilometre radius of major
urban centres in the short term and 10
kilometre larger radius of centres in the
longer term.

Actions in progress
We are working with relevant local councils to plan and
deliver priority cycling infrastructure including:
Nepean River Green Bridge (Penrith)
North Ryde to Macquarie University link
Parramatta Valley Cycleway
Prospect to Blacktown link.
Medium to long term priorities
We are investigating major projects for medium-term
development to feed into our busiest bicycle routes on the
inner Sydney regional bicycle network, including the North
Shore Cycleway, a connection to Sydney CBD from the
east, completing the cycleway to the Airport and pathway
connections along the Cooks River to White Bay corridor
(parallel to the Inner West Light Rail Extension).
We are enhancing and connecting cycle routes as land
is released and developed in Sydneys Growth Centres,
working closely with the Department of Planning
andInfrastructure.

Enhanced cycling routes in regional

centres to increase the number of people
who cycle.

356

Actions in progress
We are continuing to co-fund projects with local councils
across NSW, to provide connected cycleway networks.

NSW LONG TERM TRANSPORT MASTER PLAN

9.8 Walking

Timetable for Action

Prioritised pedestrian access and amenity around

public transport interchanges.

Actions in progress
We are working to improve pedestrian access and
amenity around public transport interchanges.
This will include improved safety and lighting and
prioritisation of pedestrian desire lines.
It will also include better wayfinding through
standardised signage and pedestrian infrastructure
at public transport interchanges, and the
development of enhanced online walking customer
information and promotion tools.

A CBD Pedestrian Improvement Program,

including improved pedestrian links along George
Street and pedestrian infrastructure to support
Barangaroo, including the Wynyard Walk.

TIMETABLE FOR ACTION

Measures in the Master Plan

Walking is an important transport mode in our efforts to promote liveability around urban and regional
precincts and will be better integrated into the public transport network. The measures we are pursuing
with regard to walking include:

Actions in progress
A number of actions are currently underway to
improve pedestrian access in the Sydney CBD. We
have commenced planning for a Pedestrian Hazard
Removal Program in the city centre. Through the
ongoing city access planning we are identifying
areas for improved pedestrian connections. We
have allocated funding for the completion of the
Wynyard Walk in 2015.
Medium to long term priorities
Subject to light rail proceeding, we will develop
a pedestrian boulevard along George Street and
create new sub-surface pedestrian links around
busy CBD interchanges.

Identification of opportunities to improve

pedestrian priority at signalled intersections on
major urban centre desire lines.

Actions in progress
We are exploring the use of new traffic signal
technology and operating protocols to improve
pedestrian priority at signalled intersections
on major urban centre desire lines. We are also
evaluating a pilot scheme for the use of pedestrian
countdown timers to improve the safety and
convenience of crossings.

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9
TIMETABLE FOR ACTION
358

Measures in the Master Plan

Timetable for Action

Improved pedestrian connections in major urban

centres including Liverpool, Parramatta and
Penrith, offering safe and convenient travel within
and around centres.

Actions in progress
We are in the process of identifying and
mapping key catchments around major urban
centres. This information will be used to improve
pedestrian access in these catchments. We
are currently exploring Australian Government
funding opportunities for walking infrastructure,
and walkability design guidelines for
newdevelopments.

Expansion of the Walking Investment Program,

including the construction of pedestrian bridges
to connect walking paths safely across busy
roads, with a focus on pedestrian access to
centres with arterial through-traffic.

Actions in progress
We are developing a NSW walking strategy to
improve pedestrian access. The strategy will
include investments in better walking information,
and a review of support for local government
investment in walking networks.

NSW LONG TERM TRANSPORT MASTER PLAN

9.9 Non-government transport services

A number of initiatives can improve the delivery

of non-government transport services. The NSW
Government will work with transport service
providers, local councils, industry associations
and community and business groups to deliver
theseinitiatives.

TIMETABLE FOR ACTION

Measures in the Master Plan

There are opportunities to improve outcomes for

customers across the non-government transport
sector, particularly when offering customers
greater choice and flexibility in services.

The Long Term Transport Master Plan recognises

that the non-government transport sector is
a crucial part of the NSW transport system.
Generally, government does not provide direct
services in this sector. However, the NSW
Government does exert influence over the
sector through funding agreements, licensing or
regulation regimes to ensure safety for users and
determine how access to public infrastructure
should be organised and priced. The NSW
Government also steps in to fill gaps or provide
minimum levels of service where there is clear
evidence of market failure.

Timetable for Action

Taxis
Review taxi network regulation.

Actions in progress
In September we released a Passenger Transport
Legislation Review Discussion Paper for public
comment and a stakeholder forum was held on
16 October 2012. We are continuing to consult
with customer and industry groups on the issue.
Implementation of our findings is expected in 2013.
Medium to long term priorities
We will improve integration between taxis and the
public transport network.

Consider improvements to booking services to

take advantage of new technologies.

Actions in progress
The Passenger Transport Legislation Review will
explore opportunities to enhance taxi services
through new booking services and technologies,
such as apps and private car services.

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9
TIMETABLE FOR ACTION

Measures in the Master Plan

Timetable for Action

Improve services for customers of Wheelchair

Accessible Taxis by examining the supply and
demand side incentives which support their
provision and service quality.

Actions in progress
We have introduced initiatives to reduce the cost
of owning/operating Wheelchair Accessible Taxis
(WAT) and help the industry to meet Transport
Standards requirements for parity between
standard and WAT service response times. These
include WAT licences being made available in
urban areas for $1,000 per annum and at no cost
in regional NSW. The need for a new vehicle has
been removed (but a 10 year age limit has been
retained) and interest-free loans are available for
the purchase of WATs by regional operators. We
also assist WAT customers through subsidising the
cost of taxi fares.
We are conducting a customer survey in early 2013
to get customers views on how to improve services.

Incorporate requirements for taxis at public

transport interchanges into transport planning
and delivery to help integrate these services with
public transport systems.

Actions in progress
We are considering these requirements in the
planning for each individual interchange as
investment in the interchanges is rolled out through
the Transport Access Program.
Medium to long term priorities
We will improve integration between taxis and the
public transport network.

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NSW LONG TERM TRANSPORT MASTER PLAN

Measures in the Master Plan

Timetable for Action

Community transport
Actions in progress
We have allocated $2 million to community
transport in 2012-13 budget. Consultation with
the community transport sector is underway, and
we will implement the recommendations of the
consultation in 2013.

Improve driver standards for community

transport by strengthening requirements relating
to driving history and police and medical checks
for community transport operators contracted to
Transport for NSW.

Actions in progress
Following our consultation with the community
transport sector, we will implement new standards
for community transport sector in 2013.

Re-license intrastate air transport routes for five

years, pursuant to the Air Transport Act 1964.

Actions in progress
We have re-licensed airlines for five years for all 14
regulated routes in NSW.

Medium to long term priorities

We will ensure the safe and reliable provision
of community transport services for the ageing
population.

TIMETABLE FOR ACTION

A renewed approach to resourcing the

community transport sector to ensure it can
meet increasing demand for service.

NSW waterways
A wharf access regime that provides sustainable
funding and transport access for a range of
services and waterway users.

Actions in progress
We are developing the Boat Storage and Safe
Waterways Access Strategy that will include actions
designed to increase the capacity of boat storage,
waterways access and related facilities.

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10

362

FUNDING
10

Our transport challenges

Taking action

Maintaining and growing our transport

systemrequires significant ongoing investment.
When making transport investment decisions,
we consider how we will afford to maintain our
existing system at the level we require andextend
the system into new areas and newservices.

The Long Term Transport Master Plan sets out

initiatives for funding our transport solutions,
allowing us to get on with modernising and
improving transport infrastructure and services in
NSW. These include:

The Long Term Transport Master Plan has

identified many challenges and the solutions
needed to maintain and improve our transport
system over the next 20 years. Delivering these
solutions requires choices about how to allocate
funding and which projects to prioritise.
We have identified four ways to increase
available funding for new capacity and
serviceimprovements:
Doing more with what we have, using our
existing funds and assets more efficiently
Finding smarter ways to deliver projects,
including innovative procurement models
Reforming pricing and revenue
Capturing value from public investment.
We will also need to be innovative. Finding new
ways to deliver infrastructure and transport
services can promote good partnerships with
the private sector, drive competition and give
incentives to more efficient operators.

FUNDING

CHAPTER SUMMARY

Efficient public sector operating models to

promote growth through better performance
and increased productivity, including a long
term program to reform transport operations
and improve the efficiency of service provision
which will incorporate the franchising of
Sydney ferry operations as well as the reform of
RailCorp into Sydney Rail and NSW Rail
Smarter project procurement to achieve
greater value for money from our investment in
transport assets
Consideration of the benefits of more efficient
road user charges for High Productivity
Vehicles (HPV) and users of the Sydney
motorway network, with pricing and revenue
reforms that better reflect the costs of
providing well maintained roads, the level of
road use and the safety and environmental
performance of vehicles
Capturing value from major investments to help
fund transport infrastructure and to encourage
private investment and urban renewal around
public facilities such as rail interchanges
A new Community Road Safety Fund, with all
revenue raised from camera-detected speeding
and traffic light offences to directly fund road
safety projects in NSW
Identifying future funding opportunities by
working with NSW Treasury to explore how
additional revenue from transport can be used
to fund specific projects and initiatives.

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NSW LONG TERM TRANSPORT MASTER PLAN

10.1 Introduction

10
FUNDING

The Long Term Transport Master Plan will guide

the NSW Governments transport funding priorities
over thenext 20 years, providing the overall
framework for our transport system both the
services that are delivered and the infrastructure
that underpinsthem.
The Long Term Transport Master Plan sets out
the range of transport solutions that are required
to improve our transport systems over the next
20 years. It will guide the NSW Governments
decisions on how we respond to current challenges
and how we respond to emerging issues over the
next 20 years.
What we invest now will drive the change we need
to transform transport in NSW and shape our
State. In 2012-13 the NSW Government allocated
a record $13.2 billion in funding, with a total of
more than $53 billion for the first four years of the
Master Plan. Over the 20 year life of the Master
Plan this level of funding equates to around
$260 billion on deliveringtransport services and
infrastructure across the State.
Further to this, NSW Government funding will be
enhanced through public private partnerships,
additional Australian Government funding and
further revenue from transport networks, for
example, advertising in transport corridors.
This level of investment needs to be based on
a strong plan. The Long Term Transport Master
Plan can ensure we get the most out of future
investments and that we use the funds to shape
the transport systems we want for the future.
This Long Term Transport Master Plan examines
the funding that is currently available and our
options to grow that funding, armed with details
of the opportunities we have to invest in our
transport system.

364

10.2 Funding our

transportsystem
Transport services and infrastructure are
fundedthrough a combination of user
basedcharges and State and Australian
Government allocations.
In 2011-12, $13.1 billion was directed towards
transport in NSW, across all agencies and
modes, a 12 percent increase on 2010-11. In
2012-13, the funding allocation will be $13.2billion.
Transport investment represents around
40percent of total State infrastructure investment.
The deployment of those funds is split between
capital and operating activities, and across three
main categories:
Maintain first and foremost, funding is directed
towards maintaining and sustaining the assets
we have now over their design life.
Operate funding is also directed towards the
customer-centred provision of efficient and
effective transport services.
Grow once assets are maintained and
servicesprovided, available funding is directed
towards expansion and improvement projects
to ensure services can be increased to meet
growing demand.

NSW LONG TERM TRANSPORT MASTER PLAN

10.2.1 The sources of transport funding

Transport-related fees and charges, such as

motor vehicle registration, driver licensing and
mooring fees
Direct charges and land rental paid by the
users of port, rail and related infrastructure
and services for example, shipping and
stevedoringcompanies
An annual allocation to Transport for NSW in
the State Budget, which is then distributed to
transport service providers and agencies within
the transport cluster
Australian Government capital contributions
tospecific projects or programs, with fundspaid
under Australian Government funding programs
Council funding, particularly for local
roadmaintenance and improvements.

Public transport farebox revenue contributes

approximately a quarter of the costs of public
transport. In the case of rail, this proportion drops
to a fifth. Some but not all of the contribution
by taxpayers to the costs of public transport
represents the benefits to the broader community
from the provision of public transport services,
such as reduced congestion. NSW road user
charges contribute less than 70 percent of the
NSWGovernments expenditure on roads and
related services. Proposed national charging
and investment reforms, if agreed, will lead to
more direct charging of heavy vehicles for the
roads that they use, resulting in new funding
arrangements whereby collected funds will be
re-invested in transport. This would result in NSW
receiving heavy vehicle revenues based on heavy
vehicle use of the NSW road network. This is
discussed in Section 10.4.3.

FUNDING

Farebox revenue from public

transportcustomers

Transport is funded both on a user pays basis

through public transport fares and road user
charges, and through general taxation, with the
costs borne by the whole community.

10

Of the $13.1 billion funds allocated to transport

in 2011-12, two thirds were sourced from State
and Australian Government contributions,
while theremainder was from other sources
(seeFigure10.1):

Access to the road network requires drivers

to hold a licence and a registered vehicle. The
NSWGovernment regulates these fees to car users
with certainty in terms

Figure 10.1Sources of transport funding in $billions, 2011-12

NSW Government
contributions1

6.603 50.4%

Australian Government
contributions2

2.049 15.6%

Farebox revenue/
Sale of goods and
services and other revenue
Taxes and levies
Leases and investment
revenues

1.784

13.6%

1.62

12.4%

0.63 4.8%

Borrowings

0.377

2.9%

Asset sales

0.037

0.3%

Note:
(1) The above does not include fines and penalties which
are collected by the State Debt Recovery Office. In 2010-11
revenue from speed and safety cameras amounted to around
$51 million.
(2) includes funding for Pacific Highway of $1.055 billion

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NSW LONG TERM TRANSPORT MASTER PLAN

10

of charges, while also collecting an important

revenue stream that assists to maintain the
roadnetwork.

FUNDING

Again, the NSW Government must balance the

extent to which the cost of providing the road
system and traffic management services should be
borne by customers using the network, as opposed
to being born by the broader community through
general State revenue.

10.2.2 Transport funding in the

future steady state
As noted, $13.1 billion has been directed towards
transport in NSW in 2011-12, with an allocation of
$13.2 billion in 2012-13. Figure 10.2 sets out the
NSW Governments recurrent and capital funding
allocations to transport over the next four years. It
identifies the split of funding sources between the
State and Australian Governments.

Other pricing arrangements apply for associated

parts of the transport system, including tolls on
motorways and the parking space levy, a charge
on car parking in urban centres. Tolls paid by users
of Sydneys motorways are paid to the private
concessionaires managing the motorway.

THE FUNDING GAP

While many people would like to see an expansion of our transport system we facesome major
challenges in funding theseoptions.

Public transport
Around a quarter of the costs of our public
transport services are paid by customer
revenues. The other three-quarters comes from
the broader community through taxes.
While the Australian Government offers some
funding for specific projects (such as the
Pacific Highway), it does not directly fund
public transport in NSW.
The NSW Government is seeking to reduce
the costs of public transport services through
various reforms, such as franchising ferries and
reforming train operations.

Roads and traffic

Transport for NSW spent around $4.7 billion to
maintain, upgrade and operate the NSW and
local roads and traffic network in 2010-11. Road
users pay a majority (less than 70 percent) of
these costs through a combination of road user
charges, motor vehicle taxation (MVT) and tolls
on State-owned motorways. Local government

366

expenditure on the local and regional road

network is also significant and is the largest
spend area for many councils.
While the Australian Government receives more
than $17 billion per annum from total excise,
NSW has received only around $1.7 billion in
2011-12 through transport grants even though
NSW has over 30 percent of the Australian
population and contributes around 30 percent
of Australias GDP. NSW also carries by far the
largest proportion of interstate truck traffic
and, as a result, bears the higher crash and road
maintenance costs.
While substantial, our current level of roadfunding
is not sufficient to upgrade and maintain the
road network over the long term. The NSW
Government will explore innovative approaches to
managing and undertaking maintenance for both
roads and rail. This will include working effectively
with the private sector to encourage innovation
and best practice. We will also continue to
work with the Commonwealth Government on
this important issue, particularly as the freight
task grows over the longer term.

NSW LONG TERM TRANSPORT MASTER PLAN

Figure 10.2Recurrent and capital funding to transport, 2012-13 to 2015-16

NSW transport expenditure by type
16

10

14

Billion ($)

10

$5.89b

$7.16b

$6.65b

$5.65b

FUNDING

12

$7.31b

$6.93b

$6.91b

2012-13

2013-14

2014-15

$7.09b

Recurrent (excl. depreciation)

2015-16

Capital

Note: The decline shown in capital expenditure reflects the run-off of existing Commonwealth funding programs.
The extent of further Commonwealth funding over the forward estimates has not yet been determined.

Capital and recurrent transport expenditure

100%

80%
55%

49%

50%

1%

1%

55%

60%

1%

1%
40%
37%

32%

42%

37%

20%

13%

12%
0

2012-13

2013-14

6%
2014-15

7%
2015-16

Recurrent State

Capital State

Recurrent Australian Government

Capital Australian Government

367

NSW LONG TERM TRANSPORT MASTER PLAN

10.3 Funding our

MasterPlan projects

10
FUNDING

The large amount of funding needed to undertake

large-scale projects or substantive service
improvements highlights the difficult choices we
must make as a community to significantly improve
our transport system as well as the need to explore
new and innovative ways of generating additional
funds for investment.
Some $6 billion to $7 billion of funding each year
is directed towards transport capital expenditure.
Much of these capital funds go to major periodic
maintenance of, and necessary upgrades to,
existing assets. Growth of the system to meet
future demand is only a limited component of this
capital budget.
To achieve our transport goals, we will need to
explore new funding options, change the way we
operate and rethink how we price transport.

10.4 Considering our options

In delivering the Long Term Transport Master Plan,
we will explore new options across four critical areas:
Doing more with what we have increasing
the efficiency and effective use of our existing
transport infrastructure and making sure we
extract maximum value from these assets and
currently allocated funds
Finding smarter ways to deliver projects
making sure we get maximum value for money
from our investments in new transport assets
Reforming pricing and revenue improving and
changing the way we price transport to raise
new revenue and encourage better use of our
existing infrastructure
Capturing value from our public investments
introducing measures to capture a share of
the additional value that accrues to land and
properties from transport infrastructure.

MAINTENANCE IS A PRIORITY
Transport for NSW is one of the largest asset holders in Australia, holding infrastructure assets with
a written down value of about $93billion including land under assets.
Metropolitan rail network including 307
Sydney Trains stations, 69 NSW Trains stations,
1,604 kilometres of track main line, 1,141 bridges,
93tunnels, 641 embankments, 974 cuttings
Country rail network including 2,387
kilometres of track, 3,100 rail underbridges,
4,900 culverts and 3,139 kilometres of nonoperational railcorridor
Road network 18,082 kilometres of state
roads including 4,323 kilometres of national
highway, 23tunnels, around 70,000 culverts
and 2,500 kilometres of road safety barriers
Interchanges around 580 interchanges have
been identified by TfNSW
Ticketing including 272 automatic ticket
booking office machines, 404 ticket vending
machines and over 600 ticket gates

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Rolling stock fleet/depots including

1,671electric fleet cars, 144 diesel fleet cars,
477 work train wagons, 465 mobile plant/
track machines and 120 infrastructure
maintenancedepots
Public bus fleet/infrastructure/depots
2,252buses and 13 depots
Private bus fleet/infrastructure/depots
2,664 buses and 49 depots
Ferry fleet/maintenance depots including
28 vessels, two Newcastle ferries, one shipyard
and 43wharves
Light rail infrastructure including nine
underbridges, seven Variotrams, seven
kilometres of track and two viaducts.

NSW LONG TERM TRANSPORT MASTER PLAN

10.4.1 Doing more with what we have

Fixing the trains reforming rail servicedelivery

The franchising of Sydney ferry operations to the

private sector signals a new era of service quality,
modernisation and delivery for our ferries. In
addition to service improvements, franchising will
lead to greater efficiency and cost savings, giving
us further flexibility to invest more in transport
services without affecting the State Budget.

Franchising of ferry services

Transport for NSW one integrated
transportagency
Efficiency improvements across all NSW
Government departments and agencies.
Action I ntroduce whole-of-Government
efficiency improvements
The NSW Government will seek efficiency
improvements across the entire transport portfolio
over the next 10 years. These improvements
include re-tendering a number of major contracts
and reviews to drive efficiencies in contracting,
contract administration and business overheads.
Efficiency improvements such as these will improve
service delivery while also freeing up funds from
the NSW State Budget. These efficiencies will
deliver better customer service, more reliable and
frequent services, and more funds to re-invest in
infrastructure improvements.
The creation of Transport for NSW in November
2011 means one central agency is now responsible
for the coordination and integration of planning
and policy for transport, instead of multiple
agencies each preparing their own plans. Since
Transport for NSW commenced operations, a far
more efficient structure for the NSW transport
agencies has been developed one that brings
together previously disparate groups to plan and
integrate transport across all modes and sectors.
This approach allows customers to be placed at the
centre of all transport decision-making and service
delivery. The move to an integrated structure also
saves costs and increases efficiency. In particular,
operating in a more centralised and coordinated
way including through common planning cycles
removes a great deal of duplication that existed
within the transport cluster of agencies.

FUNDING

The NSW Government will complete the full-scale

restructuring of Transport for NSW and ensure that
the benefits of this central agency approach are
realised, measured and re-invested in transport
service improvements.

10

By extracting more value from our transport

infrastructure and reducing the costs of providing
transport services, we aim to free up funds for
reinvesting in new services and projects. Key
initiatives are:

The NSW Government has already announced the

private sector team to take over ferry operations,
bringing international expertise and efficiency
improvements to Sydney. Harbour City Ferries
has operated Sydney Ferries under the NSW
Governments franchise since 28 July 2012. The
Government has also announced that surplus
Government lands will be sold to help fund
infrastructure improvements.
Action Reform delivery of rail services
Recent work to benchmark the cost of providing
rail services in NSW has found that we have
one of the most costly systems in Australia and
internationally, as depicted in Figure 10.3.
Over the past four years, passenger numbers have
increased by over seven percent while operating
costs have increased by over 40 percent. This
highlights the need for greater efficiency in rail
service delivery.
The NSW Government has commenced a long
term program to reform the rail system and
improve customer experience. Train services will
be separated into NSW Trains for regional services
and Sydney Trains to serve city commuters.
These new entities will be structured to lift
customer service levels in their respective markets.
This means rationalising back office functions and
introducing new work practices to ensure we are
directing as many funds as possible to front line
services for customers.

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NSW LONG TERM TRANSPORT MASTER PLAN

10.4.2 Finding smarter ways to

deliver projects

10
FUNDING

Infrastructure will be procured differently

depending on the scale of the project, the funding
arrangements and the allocation of delivery risk
between the State and private sector organisations:
Transport for NSW will:
Deliver rail projects
Deliver transport interchange projects
Procure train rolling stock, buses and ferries.
Roads and Maritime Services (RMS) will:
Manage and deliver roads projects
Manage and procure traffic control systems
Manage maritime infrastructure projects.

Once assets are delivered, they are managed via

a Total Asset Management Plan that oversees all
assets that make up the transport system in NSW.
The Plan is updated annually to set out the service
standards, funding and priorities required to ensure
that the transport systems assets support the
delivery of transport services for the people of NSW.
The range of projects and areas of specialisation
needed to deliver transport initiatives means we need
to consider how major project procurement occurs
and how expert advice can be integrated into project
planning and procurement. The North West Rail Link
is an example of a large project that has involved
significant industry engagement that considers all
ideas as part of the procurementprocess.
Infrastructure delivery principles consistent with
industry best practice will put customers needs at the
forefront of transport infrastructure decision making
and delivery, so that the community and business
can expect value for money from the expenditure
of taxpayer funds. Through greater oversight and
application of these principles, we will achieve better
value for money in capital project procurement by:

Figure 10.3International benchmarking total operating cost/passenger kilometres

160

140

120

100

80

60

40

20

Asian

2007

370

European

North American

2008

CityRail

2009

NSW LONG TERM TRANSPORT MASTER PLAN

Adopting rigorous procurement analysis,

including expert advice, to ensure the most
appropriate procurement methodology is applied
to each particular project
Ensuring best practice standards of cost
estimation are applied.
In delivering initiatives under the Long Term
Transport Master Plan, we will focus on:
Improving the customer experience and
systemintegration
Making procurement decisions based on an
analysis of benefits and costs for capital projects
and programs
Developing a clear, committed pipeline of
transport projects that can be rolled out in a
strategic and coordinated way
Creating aligned programs or streams of workthat
have a standard approach to procurement
and contracting, enabling more efficient and
effective program management during delivery
Providing the right market conditions to attract
maximum private sector engagement and create
an infrastructure market, including structuring
projects appropriately to attract investors,
developing principles that make it clear to
industry which future projects are potential
public private partnerships (PPPs), simplifying
tender processes and opening discussions and
engaging with themarket before commencing
any procurement processes.
The creation of Transport for NSW enables a
more centralised and consistent application of
best practice project management, business
case development and procurement processes
acrossthe transport cluster. For example,
the NSWGovernment is now examining the
potentialfor greater contestability in the provision
of road maintenance.

Transport for NSW has conducted two

phases of industry consultation for the
North West Rail Link, with market sounding
conducted in the second half of 2011 and
a more detailed industry engagement
process conducted in the first half of 2012.
Consultation has included both interactive
sessions and written submissions.

FUNDING

Applying robust risk allocation principles where

there is private sector involvement in delivery

TESTING MARKET INTEREST

NORTH WEST RAIL LINK
CASESTUDY

10

Ensuring transport system integration principles

are rigorously applied in all infrastructure delivery,
through full analysis of all options

Both stages of consultation saw strong

interest in the project from a variety of
market segments. Over 30 organisations
participated in the engagement process,
including major civil contractors, tunnellers,
financiers, infrastructure maintenance
companies, rail systems providers and
rail operators. The engagement process
included participants from Australia, Canada,
China, France, Germany, Hong Kong, Italy,
Japan, Spain and the United Kingdom.
The process demonstrated that there are a
range of domestic and global players, across
a variety of disciplines, who have the interest,
capability and capacity to deliver transport
projects and services.

Action W
 ork with the Infrastructure
Financing Unit to identify innovative
financeopportunities
In the 2012-13 State Budget, the NSW Government
announced the creation of the Infrastructure
Financing Unit within NSW Treasury to provide
oversight of alternative procurements particularly
PPPs. The Infrastructure Financing Unit examines
opportunities to leverage private sector financing
in a way that ensures value for money for the State.
It also explores variations to the standard PPP
model to achieve the optimum mix of public and
private finance and risk allocation.

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NSW LONG TERM TRANSPORT MASTER PLAN

10

CREATING AN INFRASTRUCTURE MARKET

PRIVATE INVESTMENT IN TRANSPORT INFRASTRUCTURE

FUNDING

The debate around how to fund the transport infrastructure we need can become confused when
discussion turns to the use of private finance.
Ultimately, all public infrastructure is paid for by the community through general taxation or
through direct charges on users and beneficiaries of infrastructure such as public transport fares
and motorway tolls. The role that private investment plays is financing infrastructure, not funding
it. Funding is how infrastructure is paid for. Finance describes the money that must be raised to
deliver infrastructure and then must be repaid to lenders and investors.
Nevertheless, there is still a very important role for private finance in the provision of
transportinfrastructure. Public private partnerships (PPPs) have now been used successfully
in every State in Australia as a means of procuring infrastructure across many sectors, not
justtransport.
The use of PPPs as a procurement method has delivered good value-for-money outcomes to
governments when the offering to the market has encouraged design innovation, whole-of-life
asset management, efficient risk allocation and efficient capital structuring.
We will continue to actively explore opportunities to apply PPPs and private financing to transport
infrastructure procurement where there are clear value-for-money benefits for taxpayers, and the
newly established Infrastructure Financing Unit in NSW Treasury will develop new models to drive
innovation and greater private sector participation.
We will work with industry to encourage the development of a mature and substantial
infrastructure market in NSW and Australia.

10.4.3 Pricing and revenue reform

There are several options for pricing and funding
reform of direct user charges. Such reform will
create opportunities to bring forward many of the
initiatives identified in the Long Term Transport
Master Plan while increasing the efficiency of our
existing assets and services.
While some of these options could be introduced
in the short to medium term, others are likely to
only become effective and achievable over the
longer term.
The pricing reform options have been identified
as ideas that warrant serious consultation with the
community. They are described in this Long Term

372

Transport Master Plan to stimulate further debate

and to gauge community support for this new
approach to funding transport.
The funding options being considered by the NSW
Government to deliver the Long Term Transport
Master Plan include:
Consistent distance based charging for the
Sydney motorway network
Paying a fair share for heavy vehicle road use
Paying for the true cost of parking
Restructuring motor vehicle registration.

NSW LONG TERM TRANSPORT MASTER PLAN

Action I mplement distance based charging on

new or upgraded motorways

The potential timeframes for delivering direct

charging are:
WestConnex will deliver the next phase of
distance based tolling in the Sydney motorway
network.
In the medium term, distance charging for all
heavy vehicles on all routes
In the longer term, directly aligning the charge
(based on mass, distance or location) applied
to all vehicles with their frequency of use of the
road network.
The NSW Government has already introduced
direct charging on many parts of the Sydney
motorway system and has previously had tolls
on the F3 (M1) to Newcastle and the F6 (M1) to
Wollongong. The community has over 20 years
experience in road pricing on these select highvolume links and has shown an acceptance of
tolls when they provide the immediate benefit of
reduced travel times.
The objective of road pricing proposals is to
ensure that those drivers who travel less and
therefore use and damage the roads less pay
less, and that those who use the roads more pay
more. In the same way as any other product is
purchased by a customer, this is a more consistent
way of charging customers for using road and
traffic services. Just as importantly, this approach
is considered to significantly increase the
efficiency with which we use our road network.

In developing the most appropriate road

tolling options on Sydneys motorway
network and other possible changes to road
use charges in licensing and parking will be
based on the following policy goals:

FUNDING

We will investigate a consistent distance-based

tolling regime for the Sydney motorway network
Implementation will require discussions with
the private sector tollway operators currently
managing significant parts of the network.

OUR PRINCIPLES FOR ROAD

CHARGING REFORM

10

Direct charging or road pricing is a way of

raising revenue for new infrastructure and/or
lesseningcongestion.

Consistency on NSW roads Motorists

should expect to pay the same amount for
the same type of road use.
Responding to Sydneys growth
Directly allocate toll revenues to fund
publictransport and complete missing
motorway links.
Grow NSW freight productivity Introduce
higher productivity on key NSW freight
routes for a direct fee.

Under our current system, there are many costs

associated with road use that are not completely
borne by the individual road user. These costs
include the provision of road maintenance, the cost
of pollution from our vehicles, the cost of accidents
and the additional time cost to all road users
arising from increases in congestion.
As highlighted previously, parts of the Sydney
motorway network are subject to direct pricing
through tolls. The fact that some parts of the
motorway network are tolled and some parts
are not means that where people live or travel
largely dictates whether they have to pay to use
the network. In addition, different tolls across the
network are not priced to influence or optimise
the use of the network, meaning it is not used as
efficiently as it could be.
For example, the development and introductionof
a standardised cents-per-kilometre charge across
the entire Sydney motorway network has the
potential to deliver significant benefits, notably:

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NSW LONG TERM TRANSPORT MASTER PLAN

10
FUNDING

Consistency for motorway users Regardless

of the part of the network people use regularly
or where they live, motorists charges to use the
motorways will be directly linked to their level of
use of the motorways.

The NSW Government will continue to make the

strong case for national charging and investment
reforms to ensure NSW receives heavy vehicle
revenues based on heavy vehicle use of the NSW
roadnetwork.

New funds for roads New funds could be

generated and directed towards completing
the motorway network, maintaining existing
roads and increasing our investment in public
transport alternatives.

Action M
 ake parking charges more consistent
and efficient

Developing new road tolling options is a significant

undertaking and will require discussions with the
community and major contract renegotiations with
current motorway owners and future developers.
We must consider the benefits of the available
options and the extent to which these would
outweigh any negative impacts.
Action Reform pricing for heavy vehicle road use
The NSW road network supports a significant
proportion of total truck traffic across Australia,
generating high costs for our State in the
maintenance of our roads.
Because of the crucial role the road network plays
in the national land freight network, the condition
and upkeep of NSWs vital road freight links are
a national productivity issue, not just a NSW
issue. To increase productivity, access to our road
network is being sought by heavier trucks but
while these bigger, heavier vehicles with improved
technologies improve national productivity and
road safety, NSW motorists andtaxpayers bear
much of the cost of additionalmaintenance.
Building on recent moves by the Council of
Australian Governments (COAG) to introduce
heavy vehicle charging and investment reform,
NSW will seek more direct charging of heavy
vehicles for the roads that they use, with these
revenues being re-invested in transport. This
wouldresult in NSW receiving heavy vehicle
revenues based on heavy vehicle use on the NSW
road network.
The pilot of HPV access on the Hume Highway
discussed in ChapterSeven is a precursor to these
new arrangements.

374

As the demands on our road network increase,

the issue of how we use our limited road
space becomes increasingly complex. This
competition for road space is also relevant to
parking. Balancing the competing needs of
freight operators, buses, private motor vehicles,
motorcycles, bicycles and pedestrians for
valuable shop-front or kerbside parking spaces is
consistently raised as a transport planning issue.
There is considerable retail activity on some of our
most important roads as well as in the central
activity areas of our major centres where road
space is at a premium. Without the ability for
customers to park, many traders fear that their
businesses will suffer.
We have become accustomed to paying for a
car parking space via a ticket or parking meter in
recognition of the valuable space we occupy. The
amount and application of these charges needs to
be re-examined in light of the transport challenges
we need to meet over the next 20 years. There are
two important factors to consider:
If we want to prioritise road space to get the most
efficient use of our transport network, affording
more priority to buses and other users in busy
periods will become increasingly important.
To move larger numbers of people during peak
periods to busy activity centres such as the
Sydney CBD, we will need to encourage more
people to use high volume public transport
options rather than private motor vehicles.
The NSW Government already has parking space
levies in place in major centres in Sydney, with the
revenue raised invested directly in public transport
infrastructure. However, there is considerable
scope to improve how parking is charged in NSWs
major activity centres.

NSW LONG TERM TRANSPORT MASTER PLAN

In line with our policy approach to more closely

link vehicle use and registration to the associated
environmental and road wear impacts, we have
an opportunity to review and change the way we
pay for the registration of light vehicles in NSW. In
particular, we should consider changes to improve
safety and environmental outcomes.
Restructuring registration charges for light vehicles
from a mass-based (weight only) regime to one
that takes account of mass, safety, road use
and environmental criteria would promote such
outcomes by encouraging the early adoption of
safer and greener vehicles.
At the same time, we can improve customer
service and convenience for vehicle owners. For
example, the introduction of continuous direct
debit monthly payment arrangements for vehicle
owners can help people to manage their budgets
and make paying registration less onerous.
We will reform motor vehicle registration policy
to promote the growth of safer and more
environmentally friendly light vehicles on NSW
roads. In addition, we will implement reforms to
improve customer convenience in paying motor
vehicle registration.
To promote road safety, the NSW Government
introduced a 50 percent reduction on licence fees
from 1 July 2012 for safe drivers.
Action Identify future funding opportunities
Transport for NSW will work with NSW Treasury
to explore how additional revenue from transport
can be hypothecated for the purposes of funding
specific projects or initiatives.
Transport for NSW will investigate the potential
for industry contributions for infrastructure
development to support future mining
development and meet funding shortfalls where
the developments are State significant.

Action C
 apture land value uplift from major
transport investments
The development of new transport infrastructure
positively influences the appeal of new
neighbourhoods and communities as a result of
improved transport access regardless of whether
property development takes place before or after
the creation of the transport links.

FUNDING

Action Reform motor vehicle registration

10.4.4 Capturing value from

publicly funded investments

10

Future changes need to be made in consultation

with the broader community and local councils,
taking into account actions and strategies around
retail trade, the need to protect deliveries and the
shape and form of our urban centres and spaces.

Many countries, such as Hong Kong, Singapore,

Japan and the United States, have introduced
measures to capture a share of the additional
value to nearby properties, including developer
contributions and targeted levies. We have
reviewed such options and identified those with
the greatest potential for application in NSW.
Some examples of these measures are:
Tax increment financing (TIF) in Chicago where
there are presently 130 TIF districts which
account for approximately 29 percent of the
citys area and approximately 19 percent of the
property tax base
Developer contributions in the UK where
a charge is dependent upon the scale of
development
North Sydney station upgrade where the
collectable amount is linked to the amount of
increased floor space approved by the North
Sydney City Council and the Western Sydney
Growth Area contribution
Transit joint development (TJD) in Washington
where joint development projects include
revenue producing schemes (air rights leasing
and station-retail connections) and cost-sharing
arrangements. TJD is also operational in Toronto
subway and Mass Transit Railway (MTR) in Hong
Kong, generating a significant revenue stream
for MTR
Transport levies are imposed in Sunshine Coast
and in France to raise capital for investment in
local public transport infrastructure.

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NSW LONG TERM TRANSPORT MASTER PLAN

Action L
 everage commercial opportunities
associated with existing infrastructure

10
FUNDING

Building new train stations, ferry terminals

and interchanges or refurbishing these sites
can create opportunities for commercial
developmentsthat offset some of the capital cost
of a transport project.
In making these sites attractive places and
precincts, and integrating them with local areas,
they may also become attractive to investors for
developments such as retail and other services.
The sale of these commercial rights, or the lease
income over time, can help to reduce the cost of
the transport asset.
Southern Cross Station in Melbourne is one such
example, where a PPP project and the sale of
the adjacent retail and office development sites
partially offset the Victorian Governments total
project costs.
We will explore and consult further on the potential
options available to the NSW Government in
developing measures to capture additional value
arising from transport investments.

376

10.4.5 Community Road

SafetyFund
Action C
 reate a NSW Community Road
SafetyFund
As discussed in Chapter Eight, the NSW
Government is committed to stepping up actions
on road safety. In meeting this commitment,
we will implement more coherent road safety
arrangements particularly for speed management
on the NSW road network, with speeding the
largest cause of fatalities and injuries and a major
source of costs to the community.
As part of these arrangements, we have
established a NSW Community Road Safety Fund
so that all speed camera-related fines are invested
in road safety initiatives. This action aims to
improve safety while also eliminating the ongoing
perception that such cameras are simply revenue
raising devices.

10
FUNDING

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11

378

DELIVERING THE NSW

LONG TERM TRANSPORT
MASTER PLAN
11

Taking action
In line with leading international examples of
modern transport planning, we will adopt a
range of actions to ensure that the Long Term
Transport Master Plan is delivered and renewed
efficiently and effectively. Highlights of these
actions are:
Provide an annual update, with a full review
of the Master Plan every five years
More detailed regional, precinct, modal
and interchange delivery plans
A commitment to ensure decisions are
founded on a solid evidence base, including
the formal incorporation of customer priorities
into decision making processes
Continued collaboration with Regional
Organisations of Councils and other
stakeholders to develop detailed area plans
such as regional transport plans, city access
plans and precinct plans, and with the
Australian Government on transport issues of
national significance

DELIVERING THE NSW LONG TERM TRANSPORT MASTER PLAN

CHAPTER SUMMARY

A commitment to extensive community

engagement and customer consultation.

379

NSW LONG TERM TRANSPORT MASTER PLAN

11.1 An integrated transport authority for NSW

11
DELIVERING THE NSW LONG TERM TRANSPORT MASTER PLAN
380

11.1.1 Transport for NSW

11.1.2 Our progress so far

Transport for NSW was established in November

2011 as the lead agency for integrating the
transport system and improving the quality of
transport services in NSW.

Transport for NSW has a clear mandate and the

direction and leadership to plan and administer
transport programs and initiatives in a coordinated
and customer-focused way. This has enabled
action to be taken quickly.

Transport for NSW is an important component

of the NSW Governments whole-of-government
reform to restore economic growth, improve
service delivery, renovate infrastructure,
strengthen communities and restore accountability
to government. The creation of this new agency
marks a major shift in direction for the transport
sector and is the first step in enhancing the quality
of experiences for ourcustomers.
Transport for NSW promotes integration between
all transport modes and coordination across all
stages of transport planning and decision making.
Figure 11.1 shows how Transport for NSW relates to
the broader transport cluster and other transport
agencies. As this relationship evolves and
strengthens, the operating agencies will become
increasingly engaged as part of a fully integrated
transport system one that offers a quality,
seamless travel experience to our customers
as well as underpinning the productivity and
competitiveness of our economy.

Transport for NSW has:

Brought together the planning and decision
making functions within Transport for NSW from
operating agencies
Designed new structures to enable previously
separate areas to work together
Consolidated the transport budget as part of
Transport for NSW, allowing initiatives across
modes to be considered and prioritised in
oneplace.
The Long Term Transport Master Plan provides the
opportunity to adopt governance arrangements
for long term planning that will further reinforce
the strengths of customer-focused and integrated
transport planning, operation and delivery.

NSW LONG TERM TRANSPORT MASTER PLAN

Figure 11.1Transport for NSW, operating agencies and advisory structures

Transport
Advisory Board

Director General
Core divisions

Support divisions

Customer Experience

Freight and Regional

Development

Finance, Audit and Strategy

Planning
and Programs

Policy and
Regulation

Human Resources
and Business Services

Transport Projects

Transport Services

Port corporations

Service providers

Project office

Private operators

Sydney
Ports Corporation

Ferry Operators

Newcastle
Port Corporation

Private
Bus Operators

Port Kembla
Port Corporation

Light Rail
Operator

North West Rail Link

DELIVERING THE NSW LONG TERM TRANSPORT MASTER PLAN

Transport for NSW

11

Minister for Transport

Minister for Roadsand Ports

Operating agencies

Roads and
Maritime Services
RailCorp

State Transit Authority

381

NSW LONG TERM TRANSPORT MASTER PLAN

11.2 Next steps

11

Delivering the Long Term Transport Master Plan requires the right supporting strategies and plans, the
right structures for decision making, and the resources and funding to get things done. Our investment
prioritisation will be guided by strategic fit with the Long Term Transport Master Plan and criteria
including customer and economic benefits.

DELIVERING THE NSW LONG TERM TRANSPORT MASTER PLAN

11.2.1 Rolling out supporting plans

This Plan represents a major milestone in setting
priorities, strategic directions, actions and policies
for our transport system.
The Long Term Transport Master Plan allows the
NSW Government, local councils, industry and the
community to make decisions withconfidence.
More detailed plans for regional areas, key centres
and important precincts such as Sydney Airport
and Port Botany as well as detailed delivery
plans for all transport modes will follow from
the Long Term Transport Master Plan. These plans
will build on the strategic directions, initiatives
and statewide context provided by the Long Term
Transport Master Plan. The Master Plan alignment
and update program is shown in Figure 11.2

11.2.2 A framework for decisions

Transport for NSW will deliver the Long Term
Transport Master Plan through a best practice
decision making and strategic planning framework
that will ensure the right decisions are made at the
right times and followed through appropriately.

Armed with the long term strategy it is then

important to address the sequencing of projects
and initiatives using metrics. For transport, this
means looking at congestion and constraints on
the networks and addressing the worst first.
In addition, transport investment focuses on three
key service programs:
Asset maintenance
Services and operations
Growth and improvement.
Asset maintenance is the first priority for
investment since to provide services networks
must be serviceable and the communitys
investment must be protected.
Funds are then allocated to services such as trains
and buses and to operating the network so the
most can be achieved in transporting customers
and goods.

Figure 11.2Five year rolling alignment and update program

Action C
 reate a decision making framework
thatreflects Long Term Transport Master
Plan priorities

Supporting
Plans
(year 2-3)

Planning and investment decisions made by

Transport for NSW will align with the objectives of
the Long Term Transport Master Plan.
The Long Term Transport Master Plan sets the
long term direction by painting a picture of future
transport systems needed to support expected
land use development. It also identifies other policy
initiatives such as private sector involvement and
pricing that may make an important contribution in
meeting transport outcomes for the community.

Master
Plan update
(every 5 years)
Annual
reporting

New
Census
data

382

NSW LONG TERM TRANSPORT MASTER PLAN

The capital works program for growth and

improvement is built on five foundations. Theseare:

3. Identify those actions that need detailed work

to plan, design, scope, cost and determine
construction timeframes for medium to longer
term projects

Completing works in progress as quickly and as

cost effectively as possible
Strategic small to medium size investment in
existing systems and infrastructure to improve
its performance
Major works to be completed or commenced in
the current five year cycle
Planning for the next batch of projects
Planning to preserve future corridors.
Detailed costing and scheduling for projects
becomes available as projects development and
planning is completed.
Therefore, a rolling five year program is used to
manage capital works implementation:
1. Set the strategic direction for the next 20 years
through the Master Plan

4. Reserve key corridors to meet future

transportneeds.
The Long Term Transport Master Plan, informed by
strategic transport network assessments, will set the
objectives and expected outcomes that will be used
to determine investment decisions and to underpin
subsequent detailed modal and regional plans.
Detailed Delivery Plans as outlined in Figure
11.3 will set out the specific initiatives required
across different transport modes and in different
places to achieve the Long Term Transport Master
Plan objectives and outcomes. These plans will
be based on detailed assessments of demand,
travel behaviour, detailed customer analysis,
existing capacity of the system and modelling to
predict impacts of different scenarios to inform
investmentdecisions.

Figure 11.3Decision making and strategic planning framework

Understand and
categorise

Gather

Prioritise and balance

Regional and
Precinct
Transport Plans

Plan and deliver

DELIVERING THE NSW LONG TERM TRANSPORT MASTER PLAN

2. Establish the program for the first five years to

get started, focusing on maintaining, integrating
and growing services

11

An appropriate level of investment then needs to

be made in growth and improvement in response
to growing demand.

Transport
Delivery Plan

Long Term
Transport
Master Plan

and
Modal Delivery
Plans
Prioritisation and
programming

Transport Funding
Commitment

Interchange
Delivery Plans
Strategic
Transport Network
Assessment
Other
Delivery Plans

NSW Treasury
Submissions

383

NSW LONG TERM TRANSPORT MASTER PLAN

Initiatives will be assessed against:

Customer benefits

11

Capacity of the system to meet growing

demand and changing expectations

DELIVERING THE NSW LONG TERM TRANSPORT MASTER PLAN

Reliability and resilience of the system

Efficiency taking into account the initial
investment cost and whole-of-life costs
Achievability of the plan, taking into account
risk and impacts.
Decisions will be prioritised based on how they
meet the objectives of the Long Term Transport
Master Plan, available resources and an assessment
against the above criteria.
An appropriate mix of prioritised initiatives will be
determined to ensure the right balance is achieved
between operating and maintenance costs, capital
maintenance works and new capital projects.

11.2.3 Making evidence-based

decisions
Transport for NSW will base its decisions on
solid evidence beginning with analysis of land
use, objective assessment techniques and close
monitoring of the effectiveness of initiatives.
Action C
 ontinually improve the data used for
decision making
The data underpinning transport decisions will be
improved by:

Developing greater expertise in cost estimation,

particularly of infrastructure projects and
programs, to enable better informed economic
assessments and prioritisation
Continuing a strong program of community
consultation regarding transport priorities
and desired outcomes to better understand
community views and customer expectations
Rigorously monitoring indicators
ofperformance.
Action I mprove assessment techniques and
expertise used to assess projects,
programs and policy
Assessment techniques for projects, programs and
policy initiatives will be improved by:
Ensuring investment priorities are determined
based on strategic fit with the objectives and
priorities of the Long Term Transport Master
Plan, including triple bottom line assessments of
benefits and costs as well as sound data
Working with NSW Treasury to improve the
assessment to reflect the full benefits of
investing in public transport cycling and walking
infrastructure including to health and social capital

Incorporating insight on customers priorities

and travel experiences in the transport system
into decision making processes as more of this
information becomes available

Further developing existing skills and

capabilities in economic assessment to
better understand and assess the increasing
complexity of multi-modal projects and
programs, including undertaking further work
around wider economic impacts

Analysing the detailed travel information

captured through the new electronic
ticketingsystem

Requiring benefit cost analysis as a minimum

for all projects and programs costing more than
$100 million

Analysing the travel information captured

through the enhanced contract reporting
required of transport operators

Commissioning peer reviews by local and

international experts.

Utilising targeted regional surveys to better

understand the nature of regional transport
disadvantage, as well as region-specific
transport issues, travel patterns and needs.
384

Preparing and implementing a 10 year plan

to enhance transport demand modelling
capabilities that covers best practice, data
needs, governance and software platforms

NSW LONG TERM TRANSPORT MASTER PLAN

Continuing collaboration with other government

agencies is essential to the successful implementation
of the Long Term Transport MasterPlan.

The Long Term Transport Master Plan will enhance

transparency by setting strategic objectives
based on unprecedented public consultation,
a comprehensive analysis of the challenges
facing NSW and an examination of the various
options available to address these challenges.
These objectives provide a clear and transparent
basis for developing decision making criteria for
investing in transport projects and prioritising
particularinitiatives.

Action C
 ontinue to collaborate with our
stakeholders
In the immediate and short term, we will:
Collaborate with Regional Organisations of
Councils and other stakeholders to develop
detailed area plans such as regional transport
plans, city access plans and precinct plans
Explore opportunities for joint planning,
delivery and funding of programs with partner
agencies and councils, such as programs to
improve local walking and cycling, update
interchange and bus stop infrastructure and
deliver transit-oriented development
Continue to work with Australian and State
Government agencies to fully integrate transport
and land use planning.

Transport for NSW will further strengthen

transparency by continuing its extensive
community engagement and customer
consultation throughout the five years of the
planning cycle, improving the quality and
regularity of public reporting and making more use
of independent insight into planning activities.
Action U
 pdate the Long Term Transport
MasterPlan
We will provide an annual update with a full review
of the Master Plan every five years.
Action C
 ontinue to undertake community
consultation on future updates of the
Long Term Transport Master Plan
Transport for NSW will continue its community
engagement and customer consultation on
future updates of the Long Term Transport
Master Plan.

DELIVERING THE NSW LONG TERM TRANSPORT MASTER PLAN

11.2.5 Transparency

11

11.2.4 Working together

ALIGNMENT WITH NSW 2021

The Master Plan framework incorporates the NSW 2021 goals and targets. Transport for NSW
is the lead agency for the following NSW 2021 goals:
Goal 7 Reduce travel times (private and public transport)
Goal 8 Grow patronage on public transport by making it a more attractive choice
Goal 9 Improve customer experience with public transport services
Goal 10 Improve road safety
Transport for NSW will also contribute to the NSW 2021 goals of:
Goal 19 Invest in critical infrastructure
Goal 20 Build liveable cities

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12

386

WHAT OUR
CUSTOMERS SAY
12

The NSW Government took a new approach

to transport planning by drawing on the input
of the entire State to create the Master Plan.
Our extensive, 12 month engagement process
involved unprecedented collaboration with
our customers, experts (industry, government
and business) and the community. Anyone
interested in improving transport in NSW was
encouraged to participate, whether a commuter
or a truck driver, an industry representative, a
business person or part of local government.
Feedback on the draft Long Term Transport
Master Plan has strengthened the final Master
Plan. Some of the areas where the Master Plan
has been strengthened are:
Increased focus on the environment and the
integration of transport and land use
Commitment to planning and delivering
WestConnex
Bolstered discussion about the future ofbuses
Increased discussion around motorcycles
Included additional information about walking
and cycling
Strengthened the focus on regional NSW
Committed to the development of a social
access framework
Strengthened the linkages between funding
and delivery.

Our extensive consultation included:

A launch event attended by over 130experts
from across business, community,
government and industry
Over 130,000 hits on the dedicated website
Four Advisory Groups involving
54participants representing customers and
community, local government, industry and
transport specialists which have already
met four times. Freight customers are
being consulted in Reference Groups in a
parallelinitiative

WHAT OUR CUSTOMERS SAY

CHAPTER SUMMARY

Over 1,200 submissions on the Discussion

Paper received between 24 February and
27April 2012
Over 480 submissions to the draft Master
Plan, received between 4 September 2012 and
26 October 2012
Fourteen regional forums across the State
between February and May 2012, involving
over 1,000 participants. These forums
enabled us to hear and understand the views
of people in all parts of Sydney, and every
region of NSW
Consultation with Regional Organisations of
Councils and Regional Development Australia
representatives on the draft Master Plan
Industry briefing (on the Master Plan)
involving over 140 participants
1800 number, website and Twitter to talk with
our stakeholders and gain feedback.

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NSW LONG TERM TRANSPORT MASTER PLAN

12.1 Consultation to develop the Master Plan

Our 12 month Master Plan consultation process involved unprecedented engagement with our
customers, experts (industry, government and business) and the community (see Figure 12.1).

12

There were 5 steps in developing the Master Plan.

Figure 12.1 Master Plan Process

WHAT OUR CUSTOMERS SAY

30 November
2011
consultation
program
begins

24 February
Discussion
Paper

Launch event

Regional
forums

Regional
Consultation

Advisory
Groups

Stakeholder
meetings

Industry
Briefing

20 June
Sydneys Rail
Future

4 September
Draft Master
Plan

December
2012 Final
Master Plan

Twitter
Website
1800 number

1.12-month consultation begun with

launch of Master Plan Process

3. C
 ustomer priorities identified
through consultation

The consultation began with the launch of the

process in November 2011 at an event attended
by over 130 stakeholders. At this event we asked
people to identify their key transport priorities,
which were then used to inform the development
of the Discussion Paper.

There were a number of avenues for customers to

provide input on the 23 strategic questions. The
methods of consultation were:

Between November 2011 and February 2012

we received detailedinput through the Master
Plan website and we met with key stakeholders
including our Advisory Group members. The
insights gathered through this process informed
the development of the Discussion Paper.

Four Advisory Groups

2. Discussion paper
The Discussion Paper sought feedback on the
priorities, issues and solutions for meeting the
States transport needs over the next 20 years. It
asked 23 strategic questions to assist customers
and stakeholders to prepare submissions.
388

Fourteen Regional Forums across NSW

Over 1,200 submissions to the Discussion Paper

Ongoing consultation through our website,

1800number and Twitter
Feedback gathered through this consultation
directly informed our view on the long term
challenges and priorities for the States
transportsystem.
Sydneys Rail Future, our long term plan to expand
and modernise the rail system, was informed by
the consultation on the Discussion Paper.

NSW LONG TERM TRANSPORT MASTER PLAN

We took the priorities identified through feedback

on the Discussion Paper and developed an
evidence base to support action. We undertook
detailed analysis and modelling including:

Following the release of the draft Master Plan, we

sought feedback by:

Extensive modelling of transport scenarios

through the Strategic Transit Model
Systematic research of customer preferences
through the Customer Value Proposition work
Consideration of customer feedback gathered
through the Household Travel Survey
Initial results from a pilot Regional Household
Travel Survey

Opening the draft Master Plan for comments

on the Master Plan website. We received and
considered over 480 comments
Conducting meetings with each of the Regional
Organisations of Councils and Regional
Development Australia to get feedback on the
draft Master Plan
Continuing Advisory Group meetings
Briefing over 140 industry representatives on
thedraft Master Plan.

WHAT OUR CUSTOMERS SAY

5.Consultation leading to final

Master Plan

12

4.Gathering evidence and

developing actions

The latest Census data and land use projections,

gathered through close collaboration with the
NSW Department of Planning and Infrastructure.
We then developed actions to address those
priorities and meet the challenges. The draft
Master Plan includes 220 actions to address
customer priorities with evidence-based solutions.
Figure 12.2Consultation with our stakeholders

130,000

over
hits on our website

1,000

over
people at 14 regional forums

480

over
comments on the draft

55 representatives
on 4 Advisory Groups

270

Stakeholders at launch
and industry briefing

1,200

more than
Discussion Paper
submissions

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NSW LONG TERM TRANSPORT MASTER PLAN

12.2 
What changed as a result of your contributions
Feedback on the draft Master Plan has strengthened the final Master Plan. The areas where this has
occurred include:

12

Chapter 1, 2, 3
Strengthened the focus on environmental issues in transport

WHAT OUR CUSTOMERS SAY

Clarified the liveability objective of the Master Plan to include a specific reference to supporting more
jobs close to home
Strengthened the focus on the link between land use and transport planning and the importance
ofintegration
Increased the focus on interchanges and clarified support for car parking to support park and ride
Clarified that new rolling stock for NSW Trains will be fit for various journey types across the network.
Chapter 4
Included the planning and delivery of WestConnex including urban renewal solutions for the
Parramatta Road corridor and strategies to optimise benefits from new investment
Strengthened the focus on integrated road solutions to address concerns about new motorway
infrastructure inducing private vehicle travel demand
Provided additional detail on the need for single-deck rolling stock in Sydneys Rail Future including
the need to load and unload passengers more quickly, enabling shorter dwell times, and increasing
train capacity at busy rail stations
Strengthened discussion of bus network improvements to clarify the benefits of a more connected
bus network that is focused on simplifying the bus system through reducing route duplication and
increased connectivity, improved service frequency and coordinated timetables to make it faster for
customers to get where they need to go
Amended bus fleet action to support a more fit for purpose bus fleet, such as larger buses for high
demand routes
Added actions for motorcycles including the motorcycle lane filtering trial to begin in February 2013
Added further detail on cycling including the need for more bicycle parking at interchanges
Strengthened actions on walking initiatives including separated walking paths where possible,
working with councils to improve facilities, and investment in links around centres and interchanges.
Chapter 5
Emphasised the relationship of transport connections to the centres identified in the
MetropolitanStrategy
Included additional action to extend consideration of road corridor improvements to address
pinch points and target road access to and around Parramatta, including the Cumberland Highway,
Pennant Hills Road, James Ruse Drive and Parramatta Road
Added detail on new bus routes and roads as part of the precinct Improvement Plan for Port Botany
and Sydney Airport
Increased the focus on Macquarie Park
Added action on addressing the local traffic impacts of the Moorebank intermodal terminal.

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NSW LONG TERM TRANSPORT MASTER PLAN

Chapter 6
Added more detail and context to discussion and actions for each region

Included Gold Coast Airport as an example of cross-border infrastructure and transport access
Added detail on the importance of regional air services and Newcastle and Canberra airports
Committed to examine options to enhance passenger rail service levels for regional NSW
Enhancedreferences to improving travel times between Sydney and regional cities; and regions and
their centres
Introduced a new action supporting flexible transport to reflect submissions requesting more service
options in regional NSW
Added an action to preserve future transport corridors in regional NSW

WHAT OUR CUSTOMERS SAY

Noted the potential to prioritise regional tourism opportunities in the funding assessment criteria for
cycling infrastructure

12

Provided more detail on the Bridges for the Bush program

Brought forward an action to address freight impacts at Scone with a short term initiative to remove
the level crossing between the New England Highway at Kelly Street and the Main Northern Line at
Werris Creek
Provided further details on road upgrades such as on the Newell and Great Western Highways in the
Central West.
Chapter 7
Strengthened the focus on port growth plans and their priorities
Strengthened the proposed role of the Cargo Movement Coordinator role to drive increased rail
freight share for Port Botany and Port Kembla
Mitigated impacts of freight movements on local roads by committing to WestConnex and improving
freight access on Sydneys motorway network
Added a new action to develop a Newell Highway (A39) Corridor Strategy to support the safe use of
high productivity vehicles.
Reflected the Governments investment of $277 million over the next 5 years to maintain and
upgrade 996 kilometres of grain rail lines.

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NSW LONG TERM TRANSPORT MASTER PLAN

Chapter 8

12

Added a new action to prepare a social access framework to understand and address transport
disadvantage across NSW, and provided more detail on the Disability Action Plan

WHAT OUR CUSTOMERS SAY

Added a new action to establish a long term plan to address the backlog of local road maintenance
to enhance contestability in the market
Added a new action to ensure CBD and City Access Strategies review and identify appropriate and
safe taxi stopping areas.
Committed to create a single booking line for Wheelchair Accessible Taxis, allowing SMS bookings,
using customer database, and notification if WAT taxi not available
Committed to examine potential role of Workplace Travel Plans to improve transport outcomes
including through the provision of bike lock up and end of trip facilities
Emphasised our commitment to work with local councils on land use and transport integration
Added a new action to prepare an environment and sustainability plan for transport in NSW
Added a new action to develop the Boat Storage and Safe Waterways Access Strategy.
Chapter 9
Strengthened language on integrated road solutions to address concerns about new motorway
infrastructure inducing private vehicle travel demand
Explained rationale of single-deck rolling stock in Sydneys Rail Future that is to load and unload
passengers more quickly, enabling shorter dwell times, and increasing train capacity at busy
railstations
Amended bus fleet action to note a more fit-for-purpose bus fleet will be developed over the long
term, such as some larger buses for high demand or BRT routes
Committed that, on WestConnex, the Government will work closely with industry to drive the best
solution, including urban renewal solutions for the Parramatta Road corridor and strategies to
optimise benefits from new investment
Provided further detail on the status of key projects.
Chapter 10
Strengthened the linkages between funding for transport and the ability to deliver the plan
Reflected the NSW Governments decision to sell selected surplus lands and reinvest money from
these assets
Committed to investigate the potential for industry contributions for infrastructure development to
support future mining development and meet funding shortfalls.
Chapter 11
Provided more detail about the process for delivering the Master Plan
Strengthened discussion about project prioritisation and assessment to include the broad range of
benefits in active travel modes
Noted that we will continue to collaborate with our partners in government, in industry and the
people of NSW to prioritise initiatives that will help us to achieve an effective transport system.

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NSW LONG TERM TRANSPORT MASTER PLAN

12.3 What we heard in response to the draft Master Plan

Responses to the draft Master Plan included

strong feedback on the importance of integrating
land use and transport planning so that transport
is considered in terms of:

There is strong support for integrated, electronic

ticketing and the introduction of the Opal card.
Comments also suggested that pricing could be
used as a means of encouraging travel at different
times of the day to help spread demand on the
system. There was also feedback on not penalising
customers for changing between different modes
of transport.

Giving people access to jobs, services,

recreation activities, friends and family
Supporting businesses in providing goods and
services to society and in so doing, supports
jobs and economic productivity
Transports broader role in supporting vital,
interesting, attractive and resilient towns,
regions, suburbs and centres with minimal
negative social or environmental impacts.

12.3.2Chapter 2 Customerfocused integrated transport

planning
Initiatives putting the customer at the centre
of decision making, such as providing realtime information and transport interchanges
were strongly supported. There was also
support for the approach of integrating modes
and recognising the needs of business and
freightcustomers.

Wayfinding and real-time information initiatives

were supported. These actions were seen to
positively help customers to locate the right
service, find the right platform or bus stand or
plan a journey from home.
Interchanges are seen as a key aspect of a
customers journey with call for attractive, safe
and sheltered interchange facilities to enhance
commuter comfort. Park and ride facilities are
supported. Those who commented would like
to see more park and ride facilities at rail and
bus interchanges to encourage greater public
transport use.

WHAT OUR CUSTOMERS SAY

12.3.3Chapter 3 Integrating
modes to meet customer needs

12

12.3.1Chapter 1 Why
Transport Matters

New transport fleet was also mentioned as a

positive action in the draft Master Plan with
those commenting suggesting that this would
contributepositively to sustainability outcomes,
but also to the comfort and reliability of a public
transport journey.
Actions to simplify and align public
transport timetables were welcomed in the
commentsreceived.

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NSW LONG TERM TRANSPORT MASTER PLAN

12.3.4Chapter 4 Getting Sydney Moving Again and

Chapter 5 Sustaining Growth in Greater Sydney

12
WHAT OUR CUSTOMERS SAY

We have responded to feedback on the draft Master Plan about how to get Sydney moving again and
how we sustain growth in Greater Sydney. The table below outlines the key issues that we heard in
response to the draft Master Plan and how the final Master Plan responds.
Key issues raised

How the Long Term Transport Master Plan responds

Equitable transport access for

all types of customers in all
locations, not just the CBD

Actions including to update the Disability Access Plan towards a

fully accessible transport system for all users, including the elderly,
parents with prams and customers with reduced mobility.
Expanding the discussion of community transport to increase access
across different user groups, create a network that compliments the
city and is a feature of good urban design, get transport conditions
right so that more people live closer to jobs and economic centres.
Actions to improve reliability and safety on the weekends
and late at night through the new 2013 timetable and the
PoliceTransportCommand.

Reducing car use and place

public transport first

Actions to increase the number and capacity of commuter car

parks, improved infrastructure to make walking and cycling more
viable, new rail infrastructure, including South West Rail Link,
North West Rail Link, Strategic Bus Corridors and strengthen local
transportconnections.

Tackle congestion

Actions supporting management of demand, investigation of

a distance-based tolling model and maximising road space,
implementing a CBD street hierarchy to manage access.
Actions to improve public transport to cut congestion, meet
growing demand and improve existing travel times, and maximise
performance of the existing network.
Supporting improved management of the urban road network in realtime through the Transport Management Centre.

Rail network is at capacity in

particular city stations and on
high volume lines

Actions to implement five stages of Sydneys Rail Future, including

a Second Harbour rail crossing in the long term, and network
efficiencies in the short term.
Actions supporting the upgrade of busy city interchanges including
Town Hall, Wynyard, Central, Circular Quay and Redfern Stations.

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NSW LONG TERM TRANSPORT MASTER PLAN

How the Long Term Transport Master Plan responds

Active transport cycling and

walking. Make it safe, and make
it a priority.

Commitment to initiatives including user-friendly bike trip

information, facilities at transport interchanges, local cycling
infrastructure that feeds into Sydneys urban centres from a five
kilometre catchment e.g. Georges River Bridge for cyclists.

CBD Pedestrian Improvement Program including better links along

George Street, Barangaroo and Wynyard, wayfinding for customers
and visitors.
Actions to expand the walking investment program, including the
construction of pedestrian bridges.
Interchanges and connections/
integration between locations
and transport modes

Actions to improve ticketing with the introduction of the Opal card,

improve real-time information available to customers, user-friendly
and aligned timetables between transportmodes.

WHAT OUR CUSTOMERS SAY

Actions including prioritised pedestrian access and amenity at public

transport interchanges, give access to each urban centre from a
10kilometre catchment over the medium to long term.

12

Key issues raised

Commitment to investing in new public transport fleets to provide

higher frequency services.
Actions including the development of an Interchange Strategy, with
design based on principles and hierarchy, and standardised signage.
Plan for growth, and link
Actions to improve integrated land use and transport planning, work
transport and land use planning with the NSW Department of Planning and Infrastructure to define
transport requirements to support better quality development for
greenfield and infill developments.
Commitment to protect corridors for future transport infrastructure,
both public transport and for roadways.
Actions to compliment the expanding CBD footprint with new
transport options e.g. potential light rail, Wynyard Walk and a Ferry
Hub to support Barangaroo.
Commitment to progressively implement mass transit to the rail
network through Sydneys Rail Future.
Work with stakeholders and
commit to identified priorities,
bold decisions like second
airport and high speed rail, and
drive behavioural change

Commitment to a clear decision making framework that includes

detailed plans and funded actions, a cost benefit analysis as a
minimum for all projects.
Developing new mechanisms to improve the integration of land use
and transport planning.
Actions to develop detailed delivery plans, create the Infrastructure
Financing Unit within NSW Treasury.
Commitment to an annual Master Plan update with a review every
fiveyears.

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NSW LONG TERM TRANSPORT MASTER PLAN

12
WHAT OUR CUSTOMERS SAY

Key issues raised

How the Long Term Transport Master Plan responds

Use of the freight network to

transfer freight from road to
rail, ensure freight is carried
safely on roads, connect
toregions

Actions including the development of the precinct Improvement Plan

for Port Botany and Sydney Airport and building on Port Botany
Landside Improvement Strategy, and introducing a Cargo Movement
Coordinator to improve rail competitiveness at the port.

Network wide changes, e.g.

introduce a hierarchy of train
stations to limit number of
stops, and integrate this with
land use planning, encourage
employment closer to home

Actions to connect centres, move away from radial network, embrace

interchanges in the network-wide design.

Plans to invest in rail freight infrastructure enhancements including

in pinch points and measures to improve competitiveness and
development of a metropolitan intermodal terminal network.

Growth Centres Roads program.

Commitment to new high capacity mass transit services connecting
centres as part of Sydneys Rail Future.
Actions including new access points so customers can access the
transport system from more entry points in the network, for example
light rail in the city, completion of the light rail extension to Dulwich
Hill and also investigation of potential new light rail corridors, for
example Parramatta.

Overhaul bus network

Actions including to redesign bus network based on the Strategic

Transit Network Hierarchy to implement a restructured threetier network of local, intermediate and mass transit services,
supported by bus services, bus fleet expansion to improve
customerexperiences.
Continuing to develop a Strategic Bus Network Program focusing on
higher service frequencies and on-road priority.
Introducing the Bus Head Start Program including bus priority
infrastructure and improved cross-regional bus services including
north-south links.

396

Public campaign to promote

information about services and
public transport use, engaging
the community through high
profile public figures

Actions to enhance customer access to real-time information about

transport services and trip planning, improve passenger comfort
and safety, and enhance the reliability and efficiency of public
transportservices.

Complete the missing links in

Sydneys motorway network,
but balance this investment
with investment in public
transport particularly to
accessthe CBD

Actions committing to the development of WestConnex and

completing the missing gaps that are slowing the motorway network
down and contributing to congestion and delays across the city.

Actions to promote public transport use and to encourage business

to undertake workplace travel planning.

Actions to protect Outer Sydney Orbital corridor (M9).

NSW LONG TERM TRANSPORT MASTER PLAN

12.3.5Chapter 6: Providing essential access for regional NSW

Moving more freight from road to rail, reducing the impact of trucks on regional roads
Retaining air services from regional centres to Sydney Airport
Increasing community transport to meet the needs of our ageing population as well as people with a
disability, those living in remote areas and other transport disadvantaged customers
Creating better links between regional centres
Improving the frequency of public transport services
Improving road safety to reduce fatalities and serious injuries on country roads
Better integrating land use and transport planning.

WHAT OUR CUSTOMERS SAY

Some thoughts and suggestions were:

12

Following the release of the draft Master Plan, Transport for NSW met with representatives from Regional
Development Australia (RDA) and Regional Organisations of Councils (ROCs) to listen and understand issues
to help strengthen the Master Plan.

All feedback received throughout the 12-month consultation period will be used in the development of
Regional Transport Plans.

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NSW LONG TERM TRANSPORT MASTER PLAN

Key issues that we heard from the consultation on the draft Master Plan by each region and how the
Master Plan responds include:

12

Northern Rivers

WHAT OUR CUSTOMERS SAY

Key issues raised

How the Long Term Transport Master Plan responds

Additional capacity and

upgrades to address increased
regional road use, largely
driven by population increase,
tourism, recognise impact
of coal seam gas industry
onregion

Complete upgrades to road infrastructure focusing on improving

safety, supporting growth and enhancing freight efficiency, including
duplication of the Pacific Highway, widening works to the Bruxner
Highway, upgrades supporting the growth of Lismore, Ballina and the
Tweed Coast, additional crossing of the Clarence River at Grafton,
and replacing the Tabulam Bridge.

Transfer freight from road

torail

Manage freight task and make best use of current networks, then
grow networks with targeted investment that expands capacity,
implement rail freight infrastructure enhancements to increase share
of freight carried on the rail network, invest in rail pinch points, and
modernise freight networks by increasing their productivity.

Increase funding for

communitytransport and
improve bus services

Develop Regional Transport Plans, apply a renewed approach to

resourcing the community transport sector and a fresh approach to
delivering bus services including route and timetable changes and
better integration with other public transport modes.

Increase access for all residents

to public transport, recognise
that people use it to travel to
essential services including
health appointments

Develop a Country Passenger Rail Services Strategy to deliver a

better service outcome for people in regional NSW and continue to
enhance public transport infrastructure via programs that assist local
councils to make country bus stops and station safer, more accessible
and attractive.

Look at encouraging alternative Introduce a long term NSW Cycling Investment Program to improve
modes of transport such as
the planning, management and delivery of cycleway capital
cycling and walking
programs, enhance cycling routes in regional centres to increase the
number of people who cycle.
Cross boarder connectivity and
integration with South East
Queensland

Continue to work with the Queensland Government to overcome

various jurisdictional regulatory arrangements and improve
regionaltravel.

Casino to Murwillumbah
connection

Complete the Casino to Murwillumbah rail corridor investigation and

consider its recommendations.

Use technology better to

improve services

Provide real-time information based on customer needs, develop

journey planning information that is consistent, customer centred and
helpful for customers.

Provide increased funding to

Continue to provide formula based funding assistance to local
Councils to make improvements councils for the maintenance and upgrade of roads.
to rural roads
Importance of links with Gold
Coast Airport

398

Included Gold Coast Airport in the Plan to recognise the important

role that this airport plays in the regions travel network.

NSW LONG TERM TRANSPORT MASTER PLAN

Mid North Coast

Integrate land use and transport planning, coordinate decision
making between Transport for NSW and the NSW Department
of Planningand Infrastructure on future urban renewal locations,
and improve the way that customers interchange and access
transportinformation.

Shift freight off roads and onto Enhance rail infrastructure so that a greater share of freight is able to
rail, and upgrade regional roads be carried on the rail network, including investment in pinch points.
and wooden bridges
Get the most out of existing
infrastructure and systems,
develop and refurbish existing
infrastructure instead of letting
it degrade

Monitor and analyse transport system asset performance, upgrade,

refurbish and rebuild parts of the network needed to deliver
productivity improvements and minimise cost of transporting goods.

Funding managing
expectations about what is
possible, and the true cost
involved

Reduce cost of public transport services through various reforms.

Provide a more integrated

and flexible transport system,
accessible to all and meets the
needs of the community

Continue to support and enhance a public transport infrastructure

program, encourage increased public transport use in regional areas,
investigate opportunities to improve accessibility on different modes
of transport.

Ease congestion in Coffs

Harbour, both freight and
commuter traffic, base
decisions on bypasses on
economic analysis

Deliver the Coffs Harbour bypass in the long term and continue
to invest in the Mid North Coast Road network to address
localisecongestion.

Improve CountryLink,
includingconnectivity

Develop a Country Passenger Rail Services Strategy to deliver

a better service outcome for people in regional and rural NSW,
establish NSW Trains and develop a Country Passenger Rail Services
Strategy to improve regional NSW rail connections.

Effective corridor planning

Identify and protect strategic rail freight corridors and sites and
develop a Transport Environment and Sustainability Policy to deliver
the NSW Governments environmental and sustainability agenda
across the transport sector.

Regional air access ensure

continued access to Sydney
Airport

Work with aviation and airport stakeholders to ensure continued

access via air from Sydney Airport to the regions.

Equity of access to
publictransport

Work towards building a fully accessible transport system for all users
including access to physical facilities and transport modes, focusing
on particular groups of users such as the elderly and parents with
prams, customers with a disability and reduced mobility.

WHAT OUR CUSTOMERS SAY

How the Long Term Transport Master Plan responds

Transport that meets the

needsof an ageing and
changing population

12

Key issues raised

399

NSW LONG TERM TRANSPORT MASTER PLAN

New England

12
WHAT OUR CUSTOMERS SAY
400

Key issues raised

How the Long Term Transport Master Plan responds

Transport that meets the

needsof the community,
including the elderly and those
living with a disability

Provide ongoing funding for community transport services, including

access to physical facilities as well as information, focus on particular
groups of users including the elderly, parents with prams and
customers with disabilities and reduced mobility, review taxi network
regulation, renew approach to resourcing for community transport,
update the Disability Access Plan.

Make roads safer trucks,

railway crossings and road
upgrades

Deliver a targeted program of upgrades for the rural highway

focusing on safety, supporting growth and improving accessibility,
10 year Road Safety Strategy for NSW, program of town bypasses,
speed management on roads.

Planning for growth provide

appropriate infrastructure for
mining and agriculture, linking
land use planning to transport

Continue to review expansion of the road network available to

modern, safer and more productive heavy vehicles, coordinate
decision making around future urban renewal and industry locations
and identify service gaps through monitoring and analysis.

Improve links from Tamworth

to Sydney, Brisbane
andNewcastle

Focus attention on road network upgrades for the New England

Highway (near Tamworth), complete upgrades to sections at Bolivia
Hill (south of Tenterfield) and provide additional overtaking lanes and
complete pavement reconstruction of the Newell Highway between
Narrabri and Moree.

Maintain access for regional

services at Sydney Airport, and
better access and integration
between different transport
modes and Tamworth Airport

Maintain regional air services to Sydney Airport.

Improve integration between

public and private transport
services

Encourage public transport use in regional areas, improve quality

and level of service, wider network coverage and better integration
between modes, and to develop Regional Transport plans with input
from local communities.

Transfer freight from roads

torail

Manage freight task and make best use of current networks, then
grow networks with targeted investment that expands capacity,
implement rail freight infrastructure enhancements to increase share
of freight carried on the rail network, invest in rail pinch points, and
modernise freight networks by increasing their productivity.

Appropriate funding for

regional road services,
infrastructure and maintenance

Continue to provide formula based funding assistance to local

councils for road maintenance, prioritise investment in road
maintenance and improve contestability assessing projects against
critical system gaps.

Access to real-time public

transport information

Improve real-time information systems and provide new capabilities

over the 20 year span of the Long Term Transport Master Plan.

Share benefits of mining

royalties and reinvest in
thecommunity

Identify future funding opportunities to explore how additional

revenue from transport can be hypothecated for the purposes of
funding specific projects.

NSW LONG TERM TRANSPORT MASTER PLAN

Western
Seal roads to ensure allweather access

Focus on maintaining the regions roads at a suitable standard,

and a program of infrastructure works which allows for sealing of
roads, line markings and signage, implement a 10 year Road Safety
Strategy for NSW and a targeted program of upgrades to rural
highwaysnetwork.

Bypass/haulage route around

Broken Hill

Support for a heavy vehicle haulage bypass of Broken Hill which will
assist mining industry, agriculture and improve travel efficiencies.

Improve rail services to

BrokenHill

Develop a Country Passenger Rail Services Strategy to deliver a

better service outcome for people in regional and rural NSW and
establish NSW Trains and develop a Country Passenger Rail Services
Strategy to improve regional NSW rail connections.

Intermodal hub for Broken Hill

Work with councils and the private sector to identify future sites and
preserve land where required, on a case by case basis.

Invest royalties from

mining into local transport
infrastructure

Provide accessible and equitable transport options for people in

NSWs regions and support good access to Broken Hill and other
regional centres.

Upgrade Broken Hill airport

Work with airport owners and stakeholders to support service access

between our regions and Sydney Airport.

Consider relocating
government services to Broken
Hill, concern that the town is
too reliant on mining

Continue collaboration with Regional Organisations of Councils and

other stakeholders to develop detailed area plans such as transport
strategies, city access plans and precinct plans.

WHAT OUR CUSTOMERS SAY

How the Long Term Transport Master Plan responds

12

Key issues raised

Hunter
Key issues raised

How the Long Term Transport Master Plan responds

Capacity and frequency of

public transport services,
particularly rail

Identify and respond to service gaps, network and timetable reviews,

strategic bus corridor planning, creation of NSW Trains and the
Country Passenger Rail Services Strategy.

Improve community transport,

in particular for older
people, families and people
withdisabilities

Provide ongoing funding for community transport services, including

access to physical facilities as well as information, focus on particular
groups of users including the elderly, parents with prams and
customers with disabilities and reduced mobility, review taxi network
regulation, renew approach to resourcing for community transport,
update the Disability Access Plan.

Coordinated land use and

transport planning

Work with the NSW Department of Planning and Infrastructure to

define transport requirements and support development for new
greenfield areas. Establish clear decision making processes around
future urban renewal locations.

Revitalise the Newcastle CBD

The Department of Planning and Infrastructure is preparing a land

use plan for Newcastle and the Hunter which will assess the rail
corridor as part of the future transport solutions to support renewal
in the Newcastle city centre.

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12

Key issues raised

How the Long Term Transport Master Plan responds

Improved connections out

of Newcastle and within the
Hunter region

Implement Our Growth Centres roads plan and implement Strategic

Bus Corridors. Continue delivering key upgrades and projects:
Newcastle Inner Bypass

WHAT OUR CUSTOMERS SAY

Newcastle Link Road

New east-west connection between Newcastle and Lower Hunter
through the Hunter Expressway
Upgrade the link between the F3 Freeway/Hunter Expressway
interchange and Broadmeadow in Newcastle
Fast rail from Newcastle to Sydney through Sydneys Rail Future
network improvements.
Better interchanges and
connections between
transportmodes

Introduce the Opal card, continued investment in the Transport

Access Program to upgrade facilities at interchanges, introduction
of an Interchange Strategy, real-time information and work to align,
improve and simplify timetables.

Improve bus services and make

them more frequent

Implement Strategic Bus Corridors and monitor them to reflect

demand and land use changes.

Road and highway maintenance Safety improvements for the Pacific Highway, and investment in road
and upgrades
maintenance where projects are assessed against system gaps and
performance standards.

402

Active transport cycleways

and pedestrian paths

Improve planning, management and deliver of cycleway capital works

programs and improve access to bike trip information for customers.
Invest in cycleways within a five kilometre radius of major urban
centres through a Connected Cycling Network, and in facilities at
interchanges.

Shift freight off roads and

ontorail

Enhance rail infrastructure so that a greater share of freight is able to

be carried on the rail network, including investment in pinch points,
develop a Port Growth Plan for Newcastle as part of the Regional
Transport Plan for the Hunter, protect and plan for construction of the
Fassifern freight rail corridor and the Hexham railbypass.

A transport system that is

easy to use, quick, reliable
andaffordable

Introduce the Opal card for the Hunter and ongoing work with
stakeholders to deliver network benefits.

Safety

Create a Police Transport Command consisting of 610 Police

Officers who will deal with serious crime and anti-social behaviour
across all public transport services and incorporating safety into
interchangeplanning.

NSW LONG TERM TRANSPORT MASTER PLAN

Central Coast
Building and maintaining
infrastructure

Invest in the regions road network to reduce congestion, improve

travel time reliability. Specific improvements to including investment
in the urban road network, widening the F3 between Tuggerah and
Doyalson, F3 interchanges and upgrades to the Pacific Highway,
Central Coast Highway and Terrigal Drive, as well as Manns Road and
Sparks Road.

Delivering services for a

growing and aging population

Encourage increased public transport use by identifying and

addressing service gaps, including facilitating better bus operations
and resourcing the community transport sector.
Integrate community transport into the overall system, provide
funding, and improve services for customers of wheelchair taxis.

Improve road and rail

connections to Sydney and
to Newcastle, ease crowding
on trains and congestion
onroads

Develop a Country Passenger Rail Services Strategy to deliver a better

service outcome for people in regional and rural NSW, and implement
Sydneys Rail Future.

Public transport services are

infrequent

Consider options to deliver improved public transport services through

network and timetable reviews, and begin immediate work to align and
improve public transport timetables.

Improve the safety and

customer comfort of
using public transport and
encourage more people to
use it

Continue to support and enhance public transport through an

infrastructure program that assists local councils make bus stops and
railway interchanges safer, more attractive and more accessible for all
types of users.

Integrate fares and ticketing

and make more affordable for
young people

Introduce the Opal card, including for the Central Coast, from2013.

Move freight from road to rail

Complete the Northern Sydney Freight Corridor to separate freight

from passenger rail and make sure the two dont compete for the same
track space, enabling faster easier movement of freight.

Encouraging public transport

over cars, and behavioural
changes, such as teleworking

NSW Cycling Investment Program to improve planning, management

and delivery of cycling initiatives, increase and improve bike parking at
interchanges, enhance cycling routes in regional centres to increase the
number of people who cycle, expand the Walking Investment Program,
develop and implement travel management plans.

Integrate transport modes and

services and land use planning
engaging ROCs as they have a
regional perspective

Ensure land use and transport planning is fully integrated to strengthen

transport planning processes, encourage increased public transport
use in regional areas by adopting a corridor hierarchy approach and
identifying gaps in service, focusing on making improvements.

Invest in the regions road network to reduce congestion, improve

travel time reliability and facilitate enhanced bus operations, continue
investment in the urban road network that impacts on bus operations.

WHAT OUR CUSTOMERS SAY

How the Long Term Transport Master Plan responds

12

Key issues raised

Create a Police Transport Command consisting of 610 Police Officers

who will deal with serious crime and anti-social behaviour across all
public transport services and incorporating safety into interchange
planning.

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NSW LONG TERM TRANSPORT MASTER PLAN

Central West

12

Key issues raised

How the Long Term Transport Master Plan responds

Maintain regional flight access

to Sydney Airport

Work with airport owners and airline operators to continue to support

air access between Sydney and regional areas.

WHAT OUR CUSTOMERS SAY

Improve connectivity and

Introduce an Interchange Strategy to ensure seamless travel, real-time
integration of transport modes information, align, improve and simplify public transport timetables.
Improve public and
community transport access,
especially to support an
agingpopulation

Ongoing funding for community transport services, by identifying and

assessing gaps in service, operator accreditation, new approaches to
resourcing, and a program that assists local councils invest in making
country bus stops more accessible, stations safer and disability
accesscompliant.

Funding for transport services

and infrastructure

Obtain greater value for money from investments through smarter

procurement, consider benefits from road user charges, value capture
from major investments.

Move freight off the road and

on to rail, including improved
rail infrastructure

Invest in road and rail infrastructure to ensure goods can be moved

efficiently around the state, implement rail freight infrastructure
enhancements, invest in pinch points, identify strategic freight
corridors linked to supply chain movements and freight flows.

Coordinated approach to land

use planning and transport

Clear processes for coordinated transport and land use planning

decision making with the NSW Department of Planning
andInfrastructure.

Improving regional links for

Completed the Bells Line of Road Corridor Study and working to
example the Bells Line of Road protect the corridor for future transport needs.
and connections between
Mudgee to Orange

404

Prioritising key road and

railinfrastructure

Deliver upgrades and additional overtaking lanes and investigate

actions on the Mitchell, Great Western and Mid Western Highways,
deliver Newell Highway upgrades and complete work on the Great
Western Highway to address localised congestion in the Blue
Mountains, Bathurst and Orange.

Improving reliability and

frequency of rail

Introduce a daily return service between Bathurst and Sydney, develop

a Country Passenger Rail Services Strategy to deliver a better service
outcome for people in regional and rural NSW, establish NSW Trains.

Road safety and investment,

for the long term

Deliver targeted safety works, duplication or more frequent overtaking

lanes, more frequent and better rest areas, develop a pavement
condition model to predict structural performance of roads, improve
consistency in regional maintenance, implement Bridges for the Bush.

Collaboration between
industry and government

Collaborate with Regional Organisations of Councils and other stakeholders

to develop detailed area plans such as Regional Transport Plans.

Move freight off the road and

on to rail, including improved
rail infrastructure

Invest in road and rail infrastructure to ensure goods can be moved

efficiently around the state, implement rail freight infrastructure
enhancements, invest in pinch points, identify strategic freight
corridors linked to supply chain movements and freight flows.

Coordinate and integrate

transport that connects the
region with Sydney and other
regional centres

Continue to enhance regional bus services to increase access to key

regional centres of Bathurst, Orange and Dubbo and to connect
smaller communities.

NSW LONG TERM TRANSPORT MASTER PLAN

Illawarra
Transport that meets the needs
of a changing population

Provide connections to new development areas, through minimum

land use requirements, in particular West Dapto, to support and
reflect vision for connected regional communities, ensure integrated
planning for new greenfield areas, establish connections to the South
West Growth Centre, Southern Highlands and the south coast with
upgrades to Picton Road, Princes Highway and IllawarraHighway.

Manage freight task as it

grows, especially between Port
Kembla and Western Sydney

Develop Growth Plans for NSW Ports, with a focus on driving

efficiencies, complete the Port Kembla Growth Plan including
development of the ports Outer Harbour and multi-purpose berth in
the long term.

Shift freight off roads and

onto rail including Maldon to
Dombarton Rail Link

Enhance rail infrastructure so that a greater share of freight is able to

be carried on the rail network, including investment in pinch points.

Improving and integrating

different modes of transport
to make it attractive
andaccessible

Strengthen bus operations, accessible attractive stops and stations

and investment in partnership with local councils in infrastructure to
make stops safer, introduce the Opal card, continue investment in the
Transport Access Program, improvements to wayfinding, interchange
upgrades and timetable overhaul as part of Sydneys Rail Future and
creation of NSW Trains to make travel from Sydney to the Illawarra
faster and more reliable.

Making roads safer trucks,

black spots and school zones

Invest in road upgrades such as duplication, rest areas for heavy

vehicles, 10 year Road Safety Strategy for NSW, program of building
and upgrading town bypasses, upgrades to Picton Road and Princes
Highway between Gerringong and Bomaderry to increase capacity,
improve traffic flow, establish Community Road Safety Fund and new
speed management arrangements.

Improving links to and within

the Illawarra

Invest in urban road network, connect developing areas with

transport infrastructure and services, establish connections
between the South West Growth Centre, Southern Highlands and
south coast with upgrades to Picton Road, Princes Highway and
IllawarraHighway.

Extend the F6 to Sydney

Recognise this project as a major long term priority and progress a

project to connect Loftus and St Peters in the long term.

Accountability for funding

fortransport

Transparent reporting and measurement to allow for assessment by

providers and users, and Regional Transport Plans.

A reliable system that gets you

from A to B quickly

Invest in new Oscar outer suburban trains and rolling stock for the
journey from Sydney to the region, implement integrated ticketing,
Interchange Strategy, accurate and modern wayfinding and
immediate work on a timetable overhaul.

Safety on rail, particularly

atweekends

Creation of the Police Transport Command unit within the NSW

Police Force, consisting of 610 officers.

Improving transport to key

Illawarra destination

Growth Roads program and improvements to the F6, Princes

Highway and Mount Ousley Road to boost capacity for passengers
and freight.

WHAT OUR CUSTOMERS SAY

How the Long Term Transport Master Plan responds

12

Key issues raised

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NSW LONG TERM TRANSPORT MASTER PLAN

Murray-Murrumbidgee

12
WHAT OUR CUSTOMERS SAY
406

Key issues raised

How the Long Term Transport Master Plan responds

More integrated and flexible

transport system, accessible
to all and meets the needs of
the community, improving taxi
services in regional areas

Continue to support and enhance a public transport infrastructure

program, encourage increased public transport use in regional areas,
investigate opportunities to improve accessibility on different modes
of transport.

Maintenance and upgrade of

road and rail infrastructure

Undertake targeted program of upgrades to rural highway networks,

duplicate and increase overtaking lanes, manage congestion and
safety on major road corridors of the Newell Highway, Sturt Highway
and Mid Western Highway.

Increase access to public

transport including number and
timing of services and overhaul
CountryLink

Establish NSW Trains and develop a Country Passenger Rail Services

Strategy to improve regional NSW rail connections, operate country
rail passenger services through the region to Griffith and Melbourne,
improve quality and level of service, focusing on more frequent
services, wider network coverage and better integration between
modes, establish a Regional Transport Plan.

Move road freight to rail, and

decrease impact of trucks

Finish duplication of the Hume Highway by completing the remaining

bypass at Holbrook, complete upgrades on the Newell Highway,
including additional heavy vehicle rest areas, invest in rail freight
infrastructure enhancements, identify and protect strategic corridors
for future development, enhance rail infrastructure so that a greater
share of freight is able to be carried on the rail network, including
investment in pinch points.

Cross-boarder and interstate

connectivity to major cities

Continue to work with Victorian and ACT Governments to achieve a

better outcome that makes travel easier and more convenient.

Safe cycling and walking

NSW Cycling Investment Program, enhance cycling routes in regional

centres, implement a Walking Investment Program, including
construction of pedestrian bridges and walking paths.

Support local productivity with

rail and road infrastructure and
simplified freight regulation

Introduce initiatives to move regional freight more efficiently,

implement rail freight infrastructure enhancements to increase
the share of freight carried on the rail network. Improve local road
infrastructure including replacement of Kapooka Bridge on the
Olympic Highway and the Murray River Bridge at Echuca on the Cobb
Highway, continue to deliver Bridges for the Bush and connect vital
freight routes in regional NSW.

NSW LONG TERM TRANSPORT MASTER PLAN

Southern
Greater funding for community
transport, particularly to
meet the needs of a growing
ageingpopulation

Provide ongoing funding for community transport services following

a detailed review, ensure that organisations, vehicles and drivers are
cost effective, improve driver standards for community transport,
introduce operator accreditation for drivers.

Fair and equitable transport

funding to regional areas

Consider the specific needs of cities, towns and regions and the
requirements of different regional supply chairs, industries and
businesses in developing plans.

Improved maintenance of
regional roads and increased
funding to local government

Undertake targeted program of upgrades to the rural highway

network focusing on improving safety, supporting growth and
efficiency for freight. Examples of upgrades to include longer
overtaking lanes and more frequent and better rest areas for heavy
vehicles. Upgrade specific roads including the Princes Highway
between Gerringong and Bomaderry and also improve the safety and
capacity of Princes Highway along the coast from Nowra to Eden.

Move freight off the road and

on to rail, including improved
rail infrastructure

Invest in road and rail infrastructure to ensure goods can be moved

efficiently around the state, implement rail freight infrastructure
enhancements, invest in pinch points, identify strategic freight
corridors linked to supply chain movements and freight flows.

Also, use existing rail

infrastructure better through
improved timetabling

Develop a Country Passenger Rail Services Strategy to deliver a

better service outcome for regional NSW, establish NSW Trains.

Improve safety on public

transport and roads

Implement the 10 year Road Safety Strategy for NSW, upgrade

Princes Highway (as above), continue investing in the Princes, Barton,
Kings, Federal, Monaro and Snowy Mountain Highways under the
Rural Highway Program, target improved driver behaviour, Police
Transport Command for public transport and partner with NSW
Police, RMS and local councils for trouble spots.

Faster inter-regional transport

and faster transport between
Sydney, Goulburn and
Canberra. Better connections
for freight from Western
Sydney to the region

Highway upgrades, focusing on improving safety, supporting growth;

increasing accessibility and enhancing freight efficiency; integrate
and align public transport timetables, and the new 2013 Sydney Trains
timetable to provide better connections, support the initiative to
select a high speed rail corridor between Brisbane and Melbourne.

Improved customer service on

all public transport

Establish NSW Trains and Country Passenger Rail Services Strategy,

develop Regional Transport Plans, Transport Access Program,
opportunities to strengthen bus operations to connect regional
centres and communities, accurate and real-time wayfinding.

Wider roads to
encouragecycling

Support for the NSW Cycling and Investment Program, and develop a
Connected Cycling Network to target investment in priority projects.

WHAT OUR CUSTOMERS SAY

How the Long Term Transport Master Plan responds

12

Key issues raised

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NSW LONG TERM TRANSPORT MASTER PLAN

12
WHAT OUR CUSTOMERS SAY

12.3.6Chapter 7 Supporting
efficient and productive freight

12.3.7Chapter 8
StatewideActions

Feedback on the draft Master Plan confirmed that

the need to increase the share of freight moved
by rail is seen as a major transport priority, with
the Northern Sydney Freight Corridor cited as a
good initiative. Similarly, implementing dedicated
or separate freight lines in selected regional areas
was supported. The piloting of HPVs on the
Hume Highway was supported, particularly by
stakeholders in the freightindustry.

Comments called for greater clarity on how the

Master Plan, Sydney Metropolitan Strategy for
Sydney and State Infrastructure Strategy would
integrate to deliver on the goals of NSW 2021.
Collaboration between Transport for NSW, NSW
Department of Planning and Infrastructure and
Infrastructure NSW beyond the release of the
final Plan was viewed as integral to creating well
connected communities in the future.

There continued to be concern about the safety of

freight on roads and recognition that road freight
is the biggest cause of road deterioration. Councils,
in particular, mentioned the need to recognise the
impact of freight over the first and last mile of the
journey and for increased funding for local roads
as a result of road freight impact.

There was support for transit-oriented

development to create connected transport,
community and retail hubs across NSW,
particularly in key centres. Councils, in particular,
mentioned the need for local input in planning
transit-oriented development, to ensure
community needs are well considered.

Fostering intermodal terminal networks in the

Greater Sydney area was supported, closely linked
to land useplanning.

In addition, comments supported the update to

the Disability Access Plan, with some noting the
need to acknowledge the important role taxis play
in transporting people with disabilities, particularly
in regional areas where in some instances there are
limited taxis available.

There was support for the actions to improve

access and reduce congestion around Sydney
Airport and Port Botany. There was recognition
of the ongoing collaborative working between the
NSW Government and key stakeholders in the area
including the Sydney Airport Authority and the
Australian Government. There was also support
for the development of the Port Growths Plan for
NSWports.

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NSW LONG TERM TRANSPORT MASTER PLAN

To the extent that it would bring more consistency

in different areas in terms of parking availability
and cost, a new metropolitan parking strategy was
supported, however more detail was requested.
In addition, there was strong support for a high
speed rail network to provide fast connections
both interstate and between key regional centres,
offering an alternative to car travel.

The majority of commentsabout transport modes

focused on public transport, in particular rail, as
well as roads and the need to get the balance right
for the NSW transport network.

Roads
Councils in Western Sydney emphasised the need
for better access to key areas such as the Sydney
CBD and Port Botany, while at the same time
introducing urban renewal along key routes. There
was also support for the M5 widening and M4 East
extension, tempered by the need to manage local
construction impacts. Comments also indicated
that investment in and expansion of the motorway
network may increase car use and demand
management initiatives are needed to address this.

WHAT OUR CUSTOMERS SAY

Travel demand management was supported, and

mentioned as an area where government and
the private sector can work together to create
improved outcomes across the transport network,
for example, through workplace travel plans and
initiatives. Technology improvements across the
network were viewed as important, including realtime information and managed motorway systems.

12.3.8Chapter 9
Timetable forAction

12

There was strong support for the 10 year Road

Safety Strategy for NSW, however, more details
on its implementation and funding were sought.
Maintenance of transport assets was mentioned
as critical both broadly across the network and
in particular for roads, to ensure safety, reliability
and efficiency. Comments also indicated general
support for the environmental sustainability
initiatives mentioned in the draft Master Plan,
which included modernising the transport fleet,
managing congestion and investing in public
transport to minimise environmental impacts.

There was general consensus about the need for

tolling reform on Sydneys motorway network
and that it should be more equitable however,
there were differing views on whether distancebased tolling would achieve this. In the regions,
Councils reiterated earlier comments to the
Discussion Paper that adequate funding was
needed to maintain local roads, particularly those
with heavy freight vehicle movements.
There was strong support expressed for a second
Sydney Harbour crossing as part of Sydneys
Rail Future, however, more information on the
benefits of single-deck trains was requested.
Initiatives including the introduction of NSW Trains
and Sydney Trains, interchange and timetable
improvements were also supported. In addition,
comments noted the need to strengthen rail
connections between major employment centres
in Western Sydney and Northern Sydney to ensure
Sydney manages population growth in the future.
Protecting corridors for high speed rail to regional
centres and interstate also received support,
particularly amongst regional stakeholders who
said improving these connections was critical.

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NSW LONG TERM TRANSPORT MASTER PLAN

12
WHAT OUR CUSTOMERS SAY

Buses

Aviation

There was support for public transport

improvements to the Northern Beaches, with those
commenting often suggesting Bus Rapid Transit.
More broadly, comments recognised the need
for more buses and more high capacity buses on
strategic routes, along with more detail on specific
initiatives to improve and expand the bus network
in the future.

Regional stakeholders restated the importance of

continued access into Sydney Airport in the future,
to meet regional communities transport needs.
The need for further detail on the Governments
approach to airport strategies was requested, with
stakeholders noting the possibility of a second
Sydney airport in the long term.

Interchanges

Light rail initiatives identified in the draft

Master Plan attracted support in stakeholder
comments, however, many called for the network
to be expanded beyond the CBD to the broader
metropolitan area.

Comments noted the need for new or upgraded

interchanges to promote public transport uptake
and make it easier to change between modes.
The need for interchanges to be more accessible
to people with disabilities was also noted as
important in comments.

Ferries
While there were only a few submissions which
specifically commented on ferries as a mode,
those who did comment supported the roll-out of
new ferry infrastructure and services, in particular
at Barangaroo to support the new commercial,
residential and tourism development.

Cycling and walking

Comments supported the draft Master Plans
policy direction in relation to cycling in particular
increases to infrastructure investment around key
centres. Stakeholders requested further detail on
how it would be implemented.
Pedestrian and cycling interest groups in particular
emphasised the need for improved separate
cycling and walking paths, along with driver
education initiatives, to increase safety for both
cyclists and pedestrians. The need for connected
footpaths around centres was noted to encourage
more people to walk to localdestinations.

410

Light rail

Community transport and taxis

Community transport was recognised as a critical
transport service in the regions, but stakeholders
said there was a need to integrate it more
effectively within the wider transport network.
Comments also recognised the importance of taxis
in community transport delivery. The need for
more dedicated taxi parking bays, particularly in
busy urban areas, was also noted as important to
increasing safety.

NSW LONG TERM TRANSPORT MASTER PLAN

12.3.9Chapter 10 Funding

There was general consensus about the need for

tolling reform on Sydneys motorway network
and that it should be more equitable however,
there were differing views on whether distancebased tolling would achieve this.
Feedback also suggested the need to be clearer
in the final Master Plan about key priority projects
in the short term and the funding allocated to
delivering them.

Working in an integrated way across government

agencies including local and Australian
Government agencies to ensure a unified focus to
meet desired transport outcomes.
Comments from the private sector requested
stronger involvement in contributing ideas and
identifying future solutions and there is strong
support for annual updates and a full review of the
Master Plan every five years.

WHAT OUR CUSTOMERS SAY

Similar to feedback received on the Discussion

Paper, there were calls for ensuring that decision
making maximises existing infrastructure; aligns
land use, transport and infrastructure planning;
identifies and commits resources over the long
term; and increases transparency around funding
to transport projects.

There was strong support from local councils

across the regions for the development and
implementation of Regional Transport Plans.
Local councils have been clear about wanting
tosee these plans developed as soon as
possible in consultation with local councils and
localcommunities.

12

Comments received on the draft Master Plan noted

the benefits and considerations of increased private
investment through public private partnerships.

12.3.10Chapter 11
Delivering the Master Plan

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NSW LONG TERM TRANSPORT MASTER PLAN

12.4 What next

12
WHAT OUR CUSTOMERS SAY
412

Our extensive consultation in preparing the

MasterPlan sets a positive precedent for future
transport planning and engagement with
the community. A series of detailed Regional
Transport Plans together with detailed precinct
and modal plans will follow the release of the
Master Plan. We will closely consider local level
transport issues and work closely with all our
stakeholders and the community in developing
these specific plans and strategies.

We will undertake annual Master Plan updates

taking into account customer and community
feedback received over the course of each year.
Every five years, there will be a thorough review
of the Master Plan. It is anticipated that, as part of
this review, there will be a high level of stakeholder
consultation to understand how customer and
stakeholder needs and priorities have changed. But
most importantly, the NSW Government will now
deliver the Master Plan you helped to create.

NSW LONG TERM TRANSPORT MASTER PLAN

12.5 Thank you

NSW Commuter Council

Australian Institute of Traffic Planning

andManagement

NSW Taxi Council

Bicycle NSW
Bus NSW
Central Coast Regional Organisation of Councils
(CCROC)
Central NSW Councils (CENTROC)
City of Sydney Council

Orana Regional Organisation of Councils (OROC)

Pedestrian Council of Australia
Property Council Australia
Research Centre for Integrated Transport Innovation
Riverina and Murray Regional Organisation of Councils
(RAMROC)

City of Sydney Council

Riverina Eastern Regional Organisation of Councils

(REROC)

Community Transport Organisation

Ron Christie

Council of Social Service of NSW (NCOSS)

Shires Association of NSW

Council on the Ageing (COTA)

Shore Regional Organisation of Councils (SHOROC)

Dick Flemming

SMART Infrastructure Facility, Wollongong University

Gary Glazebrook

South East Regional Organisation of Councils

(SEROC)

Disability Council of NSW

Hunter Councils Inc

Southern Councils Group

Infrastructure Partnerships Australia (IPA)

Southern Sydney Regional Organisation of Councils

(SSROC)

Institute for Sustainable Futures

Sydney Business Chamber

Institute of Transport and Logistic Studies University

of Sydney (2 members)

Sydney Coastal Councils Group Inc

Local Government Association of NSW

Macarthur Regional Organisation of Councils
(MACROC)

WHAT OUR CUSTOMERS SAY

Action for Public Transport

12

We acknowledge and thank everyone who has provided input into the development of the Master Plan.
In particular we would like to thank the members of our Advisory Groups who worked with us as we
developed the Master Plan. They are:

The Sydney Alliance

Total Environment Centre (TEC)
Tourism and Transport Forum Australia (TTF)

Mid North Coast Group of Councils

University of Technology, Sydney

Motorcycle Council of NSW

Urban Development Institute Australia (UDIA)

Namoi Regional Organisation of Councils (NamoiROC)

Urban Taskforce Australia Ltd

New England Local Government Group

Warren Centre

Northern Rivers Regional Organisation of Councils

(NOROC)

Western Sydney Regional Organisation of Councils

(WSROC)

Northern Sydney Regional Organisation of Councils

(NSROC)

Youth Action and Policy Association

NRMA Motoring & Services

NSW Aboriginal Land Council
NSW Business Chamber Limited

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GLOSSARY
Amenity

Community transport

The extent to which a place, experience or service

is pleasant, attractive or comfortable. Improved
features, facilities or services may contribute to
increased amenity.

Programs and services that provide essential

transport to allow disadvantaged groups to
access essential services and social contact where
conventional public transport systems are not
generally viable or appropriate.

Arterial roads

A broad, linear geographic area between major

centres or trip generators.

Automatic Train Operation (ATO)

Cost-benefit Analysis

ATO tells a train that is approaching a station

exactly where to stop so that the complete
train is in the platform. The system controls
the acceleration and deceleration of trains,
which enables a higher frequency of train
service, consistent journey times and highly
reliableservices.

A systematic process to assess project viability by

calculating and comparing the costs and benefits
of the project.

Automatic Train Protection (ATP)

The system and equipment responsible for basic
train safety that helps avoid collisions, red signal
overrunning and exceeding speed limits by
applying brakes automatically. It ensures trains
remain a safe distance apart and have sufficient
warning to allow them to stop without colliding
with another train.

CBD
Short form for central business district, which is
the area of a town or city where a concentration of
major offices and businesses are located.

Centre
A place where varying concentrations and
combinations of retail, commercial, civic,
cultural and residential uses are focused around
transportfacilities.

CityRail
The passenger train service covering suburban
Sydney and extending to the Hunter, Central
Coast, Blue Mountains, Southern Highlands and
South Coast regions. CityRail operates under Rail
Corporation New South Wales (RailCorp).

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Corridor

Main roads that link centres that carry

high volumes and generally form the main
freightroutes.

CountryLink
Passenger rail and some coach services outside
the CityRail network in regional NSW. CountryLink
operates under Rail Corporation New South Wales
(RailCorp).

Customer
Everyone who uses transport services or
infrastructure is a customer of the NSW transport
system. Whenever a person drives, travels by train,
bus or light rail, or walks or cycles they become a
customer of the transport system. Our customers
also use our transport networks for business
purposes, to deliver goods and services, and to
move freight across the State and beyond.

Electronic ticketing
A ticketing system that allows a person to make a
journey on any public transport mode, or between
multiple modes using a single ticketing system.

Fleet
The collective vehicles of a transport company
orservice.

Freight
Goods or cargo transported by truck, rail, aircraft
or ship.

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Freight and Logistics Network

Gross Domestic Product (GDP)

The road, rail, ports, airports, intermodal terminals

and distribution centres

This is a measure of the economic output of

thecountry.

Global city

Gross State Product (GSP)

Those cities that service and support the complex

and specialised economic activities of global
markets. Sydney is a global city.

This is a measure of the economic output of a

state or territory. It is the sum of all value created
by industries within the state and serves as a
counterpart to the national measure of Gross
Domestic Product.

Global Economic Corridor

An corridor from Sydney Airport and Port
Botany to Macquarie Park via through Sydney
City, North Sydney, Chatswood and St Leonards,
encompassing significant high-value jobs and
economic activity.

Global Sydney

Growth centres
The North West and South West Growth Centres
are areas in Sydney that will accommodate over
180,000 new homes and land for employment over
the next 30 to 40 years.

Comprising the Sydney City Centre and North

Sydney, Global Sydney is the main focus for
national and international business, professional
services, specialised shops and tourism. It is also
a recreation and entertainment destination for the
Sydney region.

Heavy rail

Greater Metropolitan Area

High Productivity Vehicle (HPV)

The region stretching north to Newcastle and

south to Wollongong and containing the 51 local
government areas of: Ashfield, Auburn, Bankstown,
Blacktown, Blue Mountains, Botany, Burwood,
Canada Bay, Camden, Campbelltown, Canterbury,
Cessnock, Fairfield, Gosford, Hawkesbury, the Hills
Shire, Holroyd, Hornsby, Hunters Hill, Hurstville,
Kiama, Kogarah, Ku-ring-gai, Lake Macquarie,
Lane Cove, Leichhardt, Liverpool, Maitland,
Manly, Marrickville, Mosman, Newcastle, North
Sydney, Parramatta, Penrith, Pittwater, Port
Stephens, Randwick, Rockdale, Ryde, Shellharbour,
Shoalhaven, Strathfield, Sutherland, Sydney,
Warringah, Waverley, Willoughby, Wingecarribee,
Wollondilly, Wollongong, Woollahra, and Wyong.

A vehicle that carries a total mass exceeding

traditional road mass limits. When carrying a
higher mass these vehicles are limited to specific
roads capable of supporting heavier vehicles.

Greater Sydney

Information and communication technologies.

See Metropolitan Sydney.

A rail system which is built for large suburban

trains with braking, acceleration and maximum
speed characteristics, well suited to moving large
loads and reaching relatively high speeds. Sydneys
CityRail network is a heavy rail system.

Higher Mass Limits (HML)

A nationally agreed scheme that permits approved
heavy vehicles to operate with additional mass on
certain types of axle groups, on a restricted road
network and subject to specified conditions.

Household Travel Survey

An annual travel survey of personal travel of
residents of the Greater Metropolitan Area.

ICT
Independent Pricing and Regulatory
Tribunal (IPART)
The independent regulator that determines the
maximum prices that can be charged for certain
retail energy, water and transport services in NSW.
It also determines local government rates.

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Infrastructure

Journey

The fundamental facilities and physical systems

which service a city or region, such as railways,
roads, bridges or bike lanes.

For the purposes of this document, the term

journey refers to the door-to-door movements of a
customer through the transport system. A journey
may include several sections, or legs, and use more
than one mode of transport.

Integrated ticketing
An electronic ticketing system that allows a
personto make a journey on any public transport
mode, or between multiple modes using a single
ticketing system.

Intelligent Speed Adaptation (ISA)

A thousand tonnes of freight.

Land use planning

A system that constantly monitors vehicle speed

and the local speed limit on a road and implements
an action when the vehicle is detected to be
exceeding the speed limit.

Land use planning is the process of making

decisions and regulating the use of land to guide
future actions. It involves analysis of population
and employment and manages development,
infrastructure and services.

Interchange

Light rail

A facility to transfer from one mode of transport,

or one transport service, to another. For example, a
major rail station, bus facility or park and ride.

Light rail is a system of electrically propelled

passenger vehicles with steel wheels that are
propelled along a track constructed with steel rails.
The vehicles are capable of sharing streets with
vehicular traffic and pedestrians, but may also be
constructed within exclusive rights-of way such as a
segregated rail corridor, tunnel or elevated structure.

Intermediate transit network

The Intermediate Transit Network has a lower
level of service and volumes than the Mass Transit
Network. It is formed by corridors of regional
importance that do not have the highest levels
of demand or other service level requirements.
These secondary corridors link town centres and
regions to major centres and connect people to
the Mass Transit Network. Buses, light rail and
interchanges connecting one or more modes are
the most common aspects of an Intermediate
TransitNetwork.

Intermodal terminal
An intermodal terminal is an area of land used
to transfer freight between at least two modes
of transport. It is typically used to describe the
transfer of international shipping containers from
road to rail and vice versa.

International gateway
Key entry and exit points for goods and/or
passengers to/from overseas. These include
international ports and airports.

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Kilotonnes

Liveability
The way a place supports the quality of life and
wellbeing of its residents.

Major centre
The major shopping and business centre for the
district, usually including the council offices, taller
office and residential buildings, a large shopping
mall and central community facilities.

Market segmentation analysis

A detailed analysis that looks at individual
customers. In transport this analysis will take into
account customers reasons for travel, and their
transport mode choice.

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Mass transit network

Motorway

The Mass Transit Network is formed by the most

important corridors and the corridors with the
highest levels of demand in a region. The network
is made up of the corridors that connect major
centres and form the backbone of a citys transport
system. Heavy rail, Bus Rapid Transit, light rail
systems and interchanges serving multiple modes
and large volumes of people are good examples of
the Mass Transit Network.

A divided highway for through-traffic with no

access for traffic between interchanges and with
grade separation at intersections.

Metropolitan Strategy for Sydney

The Metropolitan Strategy for Sydney setsthe
Governments spatial framework for managing
growth and change in Sydney over the next
20years. The Strategy accommodates emerging
housing and employment needs andinforms
infrastructure investment and the use ofSydneys
land resources in accordance with along term vision.

Metropolitan Sydney
The metropolitan region including the 41 local
government areas of Ashfield, Auburn, Bankstown,
the Hills Shire, Blacktown, Blue Mountains, Botany,
Burwood, Canada Bay, Camden, Campbelltown,
Canterbury, Fairfield, Hawkesbury, Holroyd,
Hornsby, Hunters Hill, Hurstville, Kogarah,
Ku-ring-gai, Lane Cove, Leichhardt, Liverpool,
Manly, Marrickville, Mosman, North Sydney,
Parramatta, Penrith, Pittwater, Randwick, Rockdale,
Ryde, Strathfield, Sutherland, Sydney, Warringah,
Waverley, Willoughby, Wollondilly and Woollahra.

NSW 2021
The NSW Governments 10 year plan to rebuild
the economy, return quality services, renovate
infrastructure, strengthen the local environment
and communities and restore accountability
togovernment.

NSW Trains
A new specialist organisation that will serve
intercity, regional and country train customers who
travel longer distances and need comfortable and
reliable services, with onboardfacilities.

Opal
The name of the new, electronic ticketing system
that will allow a person to make a journey on any
public transport mode, or between multiple modes
using a single ticketing system.

Operators
Providers of bus, coach, taxi, hire car and intrastate
air services in NSW. As well as those public and
private operators contracted by Transport for NSW
to provide customer rail,bus and ferry services.

Orbital motorway network

The ability to move or be moved easily and

withoutconstraint.

Sydneys network of linked tolled and untolled

freeways made up of the Sydney Harbour Tunnel,
Eastern Distributor, M5, Westlink M7, M2, Lane
Cove Tunnel and the Warringah Freeway. See map
at Figure 4.31.

Mode

Park and ride

Mobility

The type of vehicle or method used for a trip.

For example train, bus, light rail, car, motorbike,
bicycle, ferry or walking.

Car parks located in close proximity to transport

services that allow people to park their car and
complete their journey using public transport.

Mode share

Peak travel

The proportion of use of each main travel mode.

Refers to travel taken during the periods of

6am-9am or 3pm-6pm on weekdays excluding
publicholidays.

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Portable devices

Rolling Stock

Hand held mobile phones, computers or

electronicdevices.

Refers to all vehicles that move on rail, including

passenger carriages, powered (locomotives) and
unpowered (wagons) rail vehicles.

Precinct
A geographical area with boundaries determined
by land use. For example, the Macquarie Park
business precinct, or the Port Botany and Sydney
Airport precinct.

Procurement
Processes for purchasing or obtaining goods and
services. The NSW Governments procurement
policy provides the framework for agencies to
achieve value for money from their procurement
while being fair, ethical and transparent.

RailCorp
The Transport for NSW agency that manages the
Metropolitan Passenger Network (MPN), extending
south to Nowra and Macarthur, west to Lithgow
and north to Newcastle. RailCorp also operates
CountryLink and CityRail trains, which are currently
undergoing restructure to become NSW Trains and
Sydney Trains.

Real-time information
Current, up-to-the-minute information about
transport services provided at rail stations,
bus stops or on roads, or via personal
electronicdevices.

Regional city
The three cities of Liverpool, Parramatta and
Penrith are Sydneys regional cities.

Restricted access vehicles

A vehicle that may be restricted from using certain
infrastructure due to height, length, width or
masslimits

Road pricing
The charges paid by motorists for use of roads.
It can take many forms including tolls or per
kilometre charges.

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Roads and Maritime Services (RMS)

The Transport for NSW agency responsible for
major road infrastructure, licensing of drivers,
registration of new vehicles and improving road
safety (previously Roads and Traffic Authority).

Services economy
The sector of the economy focused on
services provision sectors such as finance,
insurance, retail,health, government, education,
biotechnology, engineering, design or transport.
The majority of NSW employees are engaged in
service provision sectors.

Specialised precinct
Precincts that include specialised services such as
hospitals, education facilities or business centres
that perform vital economic, education and
employment roles across Sydney.

Stabling
Railway facility where trains not in service are
stored, generally overnight or during off peak
times during the day.

State Infrastructure Strategy

The State Infrastructure Strategy was developed
by Infrastructure NSW to provide the NSW
Government with independent advice on the
infrastructure needs of the State over the next
20years.

Strategic Bus Corridors

Designed to connect major centres across
Sydneyby bus, linking to important transport,
health and educational facilities and other
community facilities.

Strategic Transit Network

The Strategic Transit Network sets out the
requiredpublic transport service levels based on
an assessment of customer requirements along
each corridor, taking into account capacity, speed
and frequency.

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Sustainable

Transport disadvantage

Designed to meet present needs while also taking

into account future costs, including costs to the
environment and depletion of resources.

Sydney Airport

Where access to transport is unequally distributed,

low income earners, the elderly and the
unemployed can be disadvantaged with increased
social isolation and reduced opportunities for
employment, recreational and social activities.

Sydneys Kingsford Smith Airport located

atMascot.

Transport hub

Sydney CBD
Sydney Central Business District - see Sydney
CityCentre.

Sydney City Centre

Sydney City Centre is the primary economic
and cultural centre of Sydney. It is bound by
Woolloomooloo to the east, Surry Hills and
Redfern to the south and Blackwattle Bay to the
west. The Sydney City Centre is the primary focus
for national and international business, professional
services, shopping and tourism.

Sydney Metropolitan Area

See Metropolitan Sydney.

Sydney Trains
A new specialist organisation that will serve
customers who need quick, frequent and reliable
trains in the greater Sydney suburban area,
covering suburban Sydney and extending to the
Hunter, Central Coast, Blue Mountains, Southern
Highlands and South Coast regions

TEU
The short for of twenty-foot equivalent
unit, which describes the cargo carrying
capacity of a ship or the handling capacity of a
shippingterminal.

Tonne-kilometres
The number of tonnes moved multiplied by the
distance travelled in kilometres.

Transport Access Program

The Transport Access Program is a funded program
of station upgrades, interchange improvements,
ferry wharf upgrades and commuter car parks, with
investment in both major infrastructure upgrades
and smaller tailored projects.

Typically a public transport interchange, major

bus stop or major train station. In terms of freight,
typically a freight rail yard, intermodal terminal,
seaport or truck terminal. Major airports are also
considered transport hubs.

Transport for NSW

The centralised transport department responsible
for improving the customer experience, planning,
program administration, policy, regulation,
procuring transport services, infrastructure and
freight in NSW.

Urban Renewal
A planned approach to the improvement
and rehabilitation of city areas with new
infrastructure, improved services and renovation or
reconstruction of housing and public works.

Volume to capacity ratio (V/C)

A measure that reflects mobility and quality of
travel on a facility, such as a road or rail line, or a
section of a facility. It compares demand (vehicle
or passenger volumes) with supply (the theoretical
carrying capacity). The higher the number the
more congested the network.

Wayfinding
Wayfinding encompasses all of the ways in which
people orient themselves in physical space and
navigate from place to place.

Western Sydney Employment Area

An area at the intersection of the M4 and M7
motorways that will provide more than 2,200
hectares of employment land and will support
around 40,000 jobs.

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