Next Steps and Implementation
The Greater Sydney Services and Infrastructure Plan establishes a vision for supporting the transition to a metropolis of three cities where people can access their nearest centre within 30 minutes.
We are already making significant progress in implementing the Plan, with nearly 40 major initiatives being delivered or committed to by the NSW Government. Building on this, we will use the Plan to progress detailed planning for specific initiatives, consider funding and delivery options and track our performance in delivering on the customer outcomes. We will continue to engage with our customers, the community and stakeholders to ensure our plans are meeting the needs of customers and being responsive to new challenges and opportunities.
Continuing to engage with our customers
The Greater Sydney Services and Infrastructure Plan is a ‘living’ plan that will continue to be updated as the region changes, technology evolves and new opportunities emerge. An agile and flexible approach is the hallmark of our approach to planning in Future Transport 2056.
This means we will continue to engage closely with our customers, the community and stakeholders, including federal departments, state departments and agencies, local councils and industry. This will be important for ensuring that customer, community and stakeholder insights inform more detailed planning and that this planning is integrated across government and with industry.
In focus: Collaborating across Government
Collaboration across the three tiers of government and across State agencies is essential for coordinating land use and infrastructure planning and delivery. An example of this collaboration already underway is the Collaboration Areas led by the Greater Sydney Commission.
Collaboration Areas are places where the Greater Sydney Commission will facilitate the establishment of governance arrangements and support the coordination of activities across key stakeholders to deliver significant regional and district productivity, sustainability and liveability outcomes.
Collaboration Areas are nominated by the Greater Sydney Commission where a place-based approach to address complex multi-faceted issues is required. This may involve the alignment of the activities of councils and agencies at the NSW and/or Australian Government level and a range of public and private stakeholders such as hospitals, universities and research institutions.
A tailored approach for each Collaboration Area process is established through the following steps. Members of each Collaboration Area will:
establish a vision for the area
identify impediments and opportunities
agree to priorities for the Collaboration Area
identify projects and initiatives to deliver the vison.
These elements will be documented in a Place Strategy supported by a suite of supporting strategies that best deliver outcomes.
The Greater Sydney Commission has facilitated a collaborative process with key stakeholders to establish a shared vision and whole-of-government approach to GPOP (the Greater Parramatta and the Olympic Peninsula) and is piloting a growth infrastructure compact. The growth infrastructure compact will provide greater context for the NSW Department of Planning and Environment’s Greater Parramatta Interim Land Use and Infrastructure Implementation Plan on issues such as optimal integration of land use and transport through staging and sequencing.
Other collaboration roles by the Commission include providing expert advice on significant regional and district collaborations led by other government agencies such as NSW Department of Planning and Environment’s Planned Precincts at St Leonards, Frenchs Forest and Macquarie Park.
The Greater Sydney Commission will continue to identify, prioritise and lead Collaboration Areas across Greater Sydney. It will annually review the Collaboration Area program and priorities.
In consultation on the draft Plan, our customers told us that they want more input into the location of train lines, stations and the design of infrastructure. A number of key factors are considered when identifying potential station locations including:
- connectivity to other transport services
- proximity to key destinations such as employment, education and health facilities
- opportunities to increase accessibility and serve or stimulate development
- environmental and heritage constraints
The location of stations will be subject to further planning and consultation during the development of future train / mass transit links.
By closely engaging with our customers as we update the Plan and progress detailed planning, we will be responsive to this feedback. To build the transport network of the future we will use a ‘co-design’ approach which means that we will continue to work with customers, communities, industry and all levels of government on future strategy, policy, infrastructure and service planning. The co-design approach ensures that the people who use or are affected by our transport network have a place at the table in making planning decisions.
Progressing our plans
Establishing customer outcomes and a vision for our transport system, and identifying and prioritising initiatives to deliver on these is just the first step in planning for the future. To ensure we are delivering the best outcomes for customers and the community, we will undertake detailed planning and feasibility studies for specific initiatives.
Transport for NSW will immediately progress the planning for initiatives in the “0-10 for investigation” category in the Greater Sydney and Regional NSW Services and Infrastructure Plans. Prioritisation will be based on urgency of need, and the process will start with the place-based plans focussed on improved integrated outcomes for cities, regions, corridors or precincts. These plans will form the initiation phase of project initiatives and will be used to inform Gate 0, Investment Briefs, which will need to be aligned with the principles of the broader integrated place-based plans identified by Future Transport. This will be followed by Strategic Business Cases focussed on achieving key customer outcomes in line with the integrated plans developed that have informed the investment briefs, and not be focussed on single mode outcomes or outcomes for transport projects alone.
A critical next step to guide the above process is prioritisation. The cluster will work through the financial capacity and planning prioritisation to determine which initiatives can be focussed on over the next 4 years (budgeting process). Prioritisation will be based on:
- Alignment with Future Transport Outcomes and NSW Government Priorities
- NSW Government committed initiatives
- Initiatives supporting delivery the 30 Minute City in Greater Sydney and/or the Hub and Spoke Model
- Better use of existing infrastructure – including reallocation of road space, prioritisation of productive vehicles and creation and renewal of great places on and around transport networks
- Projects identified through the integrated place-based planning process to include consideration of wider benefits
Our immediate priority will be to develop more detailed corridor and place-based plans, exploring different options for meeting future demand on city-shaping, city-serving, centre-serving and dedicated freight corridors. As these plans are defined, we will then progress to detailed feasibility assessments of specific initiatives as part of the business case process. The business case process will ensure initiatives that are progressed for funding and delivery deliver value for money for the people of NSW.
In focus: Corridor and place plans
Guided by the Future Transport 2056 Strategy, Greater Sydney Services and Infrastructure Plan and supporting plans, we will develop more detailed corridor and place plans. These plans will focus on more regional and local transport needs and how these fit into the wider Greater Sydney transport vision. The plans will also enable us to assess in more detail where and when the identified initiatives are most appropriate for addressing the transport needs of these corridors and places to align with land use planning. Importantly, they will also enable us to address community feedback on specific regional and local initiatives we should investigate.
Rather than a specific road or train line, a corridor in the context of strategic planning is a broad, geographic linear area, such as Parramatta to the Harbour CBD (for example, see above). Planning for the needs of a corridor ensures that different transport investments work together as part of an integrated solution. Developing plans for the city-shaping corridors will be a particular focus. These corridors include:
1. WSA-Badgerys Creek Aerotropolis – Greater Parramatta
2. Greater Parramatta – Harbour CBD
3. Mount Victoria – Richmond-Windsor – Blacktown
4. Mount Victoria – Greater Penrith – St Marys – Mount Druitt – Blacktown – Greater Parramatta
5. WSA-Badgerys Creek Aerotropolis – St Marys / Greater Penrith– Marsden Park – Richmond-Windsor / Rouse Hill
6. WSA-Badgerys Creek Aerotropolis – Leppington – Liverpool – Bankstown
7. Picton – Campbelltown-Macarthur – Liverpool – Fairfield – Greater Parramatta
8. Campbelltown-Macarthur – Narellan – Camden - WSA-Badgerys Creek Aerotropolis
9. Rouse Hill – Norwest – Greater Parramatta
10. Mona Vale – Frenchs Forest/ Brookvale-Dee Why – Harbour CBD
11. Brooklyn – Hornsby – Chatswood – St Leonards – Harbour CBD
12. Rouse Hill – Norwest – Castle Hill – Epping – Macquarie Park – Chatswood / Harbour CBD
13. Greater Parramatta – Epping – Hornsby
14. Bankstown – Campsie – Sydney Kingsford Smith Airport
15. Greater Parramatta – Bankstown – Kogarah / Hurstville
16. Harbour CBD– Kogarah – Hurstville – Sutherland / Miranda – Waterfall
Funding and delivery
Our commitment is to ensure the transport system is financially sustainable, meeting the needs of our customers and the community and enabling us to continue investing in services and infrastructure. That is why we have prioritised initiatives, to ensure we can stage delivery starting with those that we believe will deliver the greatest benefit.
As initiatives progress to business case phase, we will investigate a range of funding and delivery options as part of assessing whether initiatives will deliver value for money.
Staging of initiatives
Our plan prioritises initiatives on the basis of existing NSW Government commitments and the challenges that are most important to address. Initiatives are staged over 0-10, 10-20 and 20+ year periods, with existing infrastructure commitments, upgrades and service and policy initiatives a key focus in the first decade and further city-shaping initiatives proposed for subsequent decades.
Infrastructure initiatives deliver significant benefits for our customers and the community, but they are capital-intensive and take time to plan and deliver, which is why initiatives are staged. On corridors where major new infrastructure is not yet needed, upgrades to existing infrastructure or service improvements may represent better value.
The staging of investment in each corridor or place will consider the appropriate initiative to align with land use changes and integrate with the wider transport network. The interventions will support and complement each other over time rather than compete for benefits. As we undertake more detailed planning, we will review the proposed staging to ensure we are achieving the best outcomes for our customers.
Sources of funding
One of our customer outcomes is to ensure the transport system is financially sustainable through informed decision-making and services and infrastructure being delivered, operated and maintained in a way that is affordable over the long-term.
There are many sources of funding for transport projects. User charging will remain a source of funding but is complemented by other measures as the way we build and operate transport becomes more sophisticated. As the public transport network grows, new and expanded interchanges and stations will be needed to meet demand. There are opportunities to fund this work through developments of airspace on the transport estate, and by playing a more active role in transport-led development.
We will investigate innovative and efficient ways to fund our transport projects including:
- Commercial approaches to asset ownership that involve a greater level of scrutiny of funding arrangements and tighter budgeting, performance and efficiency targets and cost constraints
- Making sure that in all future capital investment decisions we consider and pursue opportunities to deliver commercial returns on new assets beyond their core transportation uses
- Improving capital investment and upgrading practices to reduce whole of life costs
- Continuing the transition to partnering and service commissioning models for delivery of services
- Including tangible targets and benchmarks in planning, construction, operation and maintenance contracts
As part of evaluating initiatives, we will consider a range of delivery mechanisms, consistent with the directions in the Future Transport Strategy. Where appropriate, we will partner with industry to delivery transport initiatives – whether this be enabling new services and infrastructure to be developed by industry or continuing to engage the private sector to deliver, operate and maintain services and infrastructure.
Local government will also be a key partner for delivery for the Greater Sydney Services and Infrastructure Plan. For initiatives related to cycling paths, local road upgrades and local footpaths, local councils will be essential for delivery.
In focus: City Deal
Collaboration across the three tiers of government and across State agencies is essential for coordinating land use and infrastructure planning and delivery.
The Western Sydney City Deal is a partnership between the Australian Government, NSW Government, and local governments of the Blue Mountains, Camden, Campbelltown, Fairfield, Hawkesbury, Liverpool, Penrith and Wollondilly.
The Australian and NSW Governments jointly commit to deliver the first stage of the North South Rail Link from St Marys to Badgerys Creek Aerotropolis via Western Sydney Airport, with a joint objective of having rail connected to the Western Sydney Airport in time for its opening.
Work will immediately commence on a thorough design and investment case for the North South Rail Link (including the South West Rail Link) as part of an integrated planning and city-shaping approach.
Key features of the Connectivity part of the City Deal include:
North South Rail Link (from St Marys to the Aerotropolis via Western Sydney Airport) connecting people with new high-value jobs and the world
Rapid bus services linking Liverpool, Penrith and Campbelltown with the Aerotropolis by the opening of the airport
Exploring 5G network and smart digital technology to generate opportunities for creative, digital and technology businesses and better connected communities.
For more information on the City Deal see
Measuring and monitoring our progress
To track our progress in delivering on the outcomes established by the Future Transport 2056 Strategy we have established specific targets and measures. We will continue to explore opportunities for using new forms of data to provide insights on the performance of the transport system and how we are tracking against targets.
In addition, Transport for NSW is the lead on three State Priorities. We will continue to report on our performance against these priorities, which include improving road travel reliability, on-time running of public transport and reducing road fatalities.
The Greater Sydney Services and Infrastructure Plan is not a static document. Its purpose is to guide future transport planning in an unpredictable environment and help us respond and adapt to changes as they arise.
We will constantly monitor and report on our progress in delivering on the Future Transport objectives.
Accountability for keeping different elements of the Plan current will be delegated to specific areas across the Transport Cluster, with a document produced during 2018 providing clarity for all as to where these responsibilities lie.