Integrated Transport Strategic Plan 2o35 · 1.1 What is the Blue Mountains Integrated Transport Strategic Plan The Blue Mountains Integrated Transport Strategic Plan 2035 (ITSP) is

Integrated Transport Strategic Plan 2o35

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Blue Mountains City Council Integrated Transport Strategic Plan 2035

Transport FuturesThe transport systems in the Blue Mountains provide critical services linking people with jobs, education, healthcare, shopping and recreation, as well as facilitating the movement of goods and services.

Transport is an important component of the daily life in the Blue Mountains, linking people with jobs, education, local services, shopping and recreation/tourist facilities as well as facilitating the movement of goods. Transport services and infrastructure aims to provide practical and affordable transport options that enhance health and connectivity of the community, and sustainability for the environment. Addressing challenges around transport services and infrastructure will help ensure the ongoing attractiveness of the Blue Mountains as a great place to live, work and play into the future.

Sustainable Blue Mountains 2035 (SMB) sets out the council’s strategic values, aspirations and aims for the municipality. With regard to transport, 'Key Direction 3–moving around' states that:

• We value safe and accessible pathways of travel for all that improve ourconnections with destinations and each other.

• We have sustainable choices for safe and environmentally friendlytransport, including networks of walkways and cycleway, that areintegrated with reliable and accessible public transport services andfacilities.

• Through better management and creative urban design, the Great Western Highway is a safe, accessible and beautiful space that adds to our localamenity, economy and World Heritage identity.

• By 2035 we are a more accessible city.

This has been encapsulated in the following Vision Statement for this Integrated Transport Strategic Plan (ITSP) as follows:

Our vision is for an integrated transport system that is safe, healthy, accessible, sustainable and efficient and that supports the economic, environmental and social needs of the Blue Mountains over the next 20 years.

This Integrated Transport Strategic Plan will align with Sustainable Blue Mountains 2035 and help the Blue Mountains City Council to achieve this vision.

Blue Mountains City Council Integrated Transport Strategic Plan 2035 1

Executive SummaryThe Blue Mountains offers an exceptional lifestyle within a connected and safe community, while also being one of Australia’s premier tourist destinations.

The design of transport infrastructure has a fundamental impact on the health and wellbeing of people in the community. It helps addressing social isolation, improves overall accessibility and provides opportunities for active transport and daily physical activity.

In the Blue Mountains, private vehicles are the predominant mode of travel, even for short trips. It is likely that private vehicles will remain the principal transport mode for the foreseeable future. However, a number of characteristics of the car-centric transport network can be addressed so other more sustainable modes of transport can become safe and viable alternatives.

Annual tourist numbers are expected to increase from approximately 3 million to 4 million between 2015 and 2025. As visitation to the Blue Mountains grows, a key challenge will be to ensure that infrastructure and transport services evolve. This will help maintain and enhance the high quality of life opportunities its residents and visitors experience, while ensuring the community’s vision for environmental, social and economic sustainability is achieved.

Sustainable Blue Mountains outlines the community’s vision and aspirations for the Blue Mountains with respect to its social, economic and environmental progress. This Integrated Transport Strategic Plan will help expedite some of the key goals of the Sustainable Blue Mountains 2035 and assist in informing council’s Priority Infrastructure Plan.

This strategic plan will also guide future investment in the Blue Mountains’ transport networks. It proposes a suite of changes to the transport system, ensuring that sustainable and healthy modes of travel are a genuine option for residents and visitors wishing to access employment, community services and recreational and tourist attractions. The ITSP is intended to reduce reliance on private motor vehicles and encourage active, healthy lifestyles.

The ITSP identifies specific strategies and actions to address current issues and cater for future demands on the Blue Mountains’ traffic and transport networks.

A summary of the proposed ITSP Actions is provided in the figure below.

2 Blue Mountains City Council Integrated Transport Strategic Plan 2035


1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5

1.1 What is the Blue Mountains Integrated Transport Strategic Plan? . . . . .6

1.2 Integrated Transport Strategic Process . . . . . . . . . . . .6

1.3 Responsibilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6

2 Why an Integrated Transport Strategic Plan . . . . . . . . . . . . . . . . . . . . . . . .9

2.1 Defining the Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10

2.2 Achieving the Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10

2.3 Connected and vibrant communities . . . . . . . . . . . . . . . . . . . . . . . . . . .11

2.4 Balancing movement and access . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11

2.5 Usable bicycle riding and walking networks . . . . . . . . . . . . . . . . . . . . .15

2.6 Quality public transport . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .17

2.7 Efficient roads and parking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .19

2.8 Technology and Innovation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .24

3 Bicycle Riding and Walking Networks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .27

3.1 Proposed Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .28

4 Public Transport . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .37

5 Roads and Travel Demand . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .49


6 Parking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .60


7 Freight . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .69

7.1 Proposed Objective . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .70

8 Innovation and Technology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .74


9 Link and Place . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .77


10 Implementation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .80

Contents



Table index

Table 2-1 ITSP Principles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10

Table 10-1 Implementation Priorities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .82

Figure index

Figure 1-2 Blue Mountains Integrated Planning Framework . . . . . . . . . . . . .7

Figure 2-1 Link and Place Hierarchy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12

Figure 2-2 Balance movement and place . . . . . . . . . . . . . . . . . . . . . . . . . . .13

Figure 2-3 Movement and Place Framework . . . . . . . . . . . . . . . . . . . . . . . .14

1 Introduction


1.1 What is the Blue Mountains Integrated Transport Strategic Plan

The Blue Mountains Integrated Transport Strategic Plan 2035 (ITSP) is prepared to provide a framework that brings together strategies, actions and performance measures to deliver an integrated transport network. It was developed in two parts:

• provide a strategic context for BMCC to advocate to the NSW Government for improvementto state roads and public transport services;

• provide a policy framework to guide the detailed planning for the Blue Mountains’ traffic and transport services, and infrastructure; and

• provide a strategic context to enable BMCC to prioritise strategies and actions.

• assisting in the provision of community transport;

• the provision and maintenance of local roads, footpaths and bicycle networks;

• managing the local road network under delegation from Roads and MaritimeServices, including the introduction of Local Area Traffic Management measures;and

• advocating with state government authorities for improvements in public transport andarterial road networks.

Local councils are required to act in the best interest of the community and seek transport outcomes that:

• enable social connectivity through a safe and efficient transport network;

• support good access to community facilities;

• support transport options for the mobility impaired; and

• support walking and cycling as feasible forms of transport, particularly for short trips.

The Blue Mountains ITSP will assist in expediting these outcomes.


1.2 Integrated Transport Strategy ProcessUnderstanding the existing land use and transport interactions was vital in the development of the ITSP. It's development was also supported by the Council’s suite of policies, plans and strategies, which set out the vision for the Blue Mountains and how it is intended to be achieved.

The key themes and objectives of these documents, as they directly or indirectly influence the transport network, informs the strategies and actions as outlined in the ITSP.

BMCC’s overall planning framework is illustrated in Figure 1-2.

The ITSP is intended to form part of the “other strategic plans” beneath the Community Strategic Plan and will subsequently inform Council’s Delivery Program and Operational Plan.

1.3 ResponsibilitiesThe NSW Government is responsible for the planning, implementation and maintenance of the state road network, traffic signals, railway lines, train stations, train and bus services.

Local governments have a key role in transport planning and the provision of services and infrastructure, by:

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An effective partnership between BMCC and the NSW Government is one that promotes an open exchange of information and buy-in of all parties of a shared vision for the Blue Mountains’ traffic and transport networks.

Transport for NSW (TfNSW), and its key transport agencies Roads and Maritime Services and Sydney Trains, will be the primary state government departments that will assist BMCC in the delivery of the ITSP.

Figure 1-2 Blue Mountains Integrated Planning FrameworkSource: Blue Mountains City Council


Sustainable Blue Mountains 2035

Sustainable Blue Mountains outlines the community’s vision and aspirations for the Blue Mountains with respect to its social, economic and environmental progress.

Key objectives for 'move - an accessible city' are:

• The City has an integrated, accessible and sustainable transport network.

• The City has a safe, well designed and maintained network of roads.

Priority Infrastructure Plan

BMCC is currently developing a Priority Infrastructure Plan (PIP) which is expected to be delivered by December 2018. The PIP seeks to integrate land use and infrastructure planning by determining future transport related infrastructure requirements based on the Community Strategic Plan. It is proposed that the PIP will consist of three priority focus areas:1. Integrated Transport Strategic Plan

2. Urban Stormwater Catchment Strategic Plan

3. External Agency Infrastructure Strategic Plan–State Agencies, Service Providers andAuthorities.

This ITSP will assist in informing the development of PIP.

How will the Integrated Transport Strategic Plan be funded?

The funding program required to support the delivery of the strategic plan is currently being developed. This program will apply to its 17 year (2017-2035) lifespan.

It is anticipated that funding will be drawn from the:

• Operational budget;

• Special Variation;

• Active Transport Grant;

• Metropolitan Greenspace Grant;

• National Stronger Regions Fund Grant;

• Visitor Infrastructure Fund;

• Community Development Grant; and

• Pay & Display Reserve.

2 Why an Integrated Transport Strategic Plan?



2.1 Defining the Strategy

We will change the way people travel to, from, and within the Blue Mountains by providing an integrated strategy that supports the provision of viable active and public transport networks.

And

We will manage the traffic an d pa rking im pacts of vi sitors an d to urists wi thin th e Bl ue

Mountains.This strategic plan aims to change how transport is provided and used within the Blue Mountains.

It seeks to provide council with the framework and tools to achieve its transport vision for the future in line with the SBM and other key policy documents, such as the Blue Mountains Bike Plan, Pedestrian Access and Mobility Plan, and the Visitor Infrastructure Investment Strategic Plan.

2.2 Achieving the StrategyIn developing strategies and actions for the Blue Mountains it was helpful to have a set of guiding principles for the ITSP, these are presented in Table 2-1.

Table 2-1 – ITSP Principles

• To connect the Blue Mountains amenities andcommunities by a variety of types of transport,so that current and future residents canexercise transport choice.

Connected andvibrant communities

• To provide safe and convenient bicycle ridingand pedestrian networks, so that activetransport is a desirable option for short tripswithin the Blue Mountains, with associatedcommunity health and well-being benefits.

Useable bicycle ridingand walking networks

• To engage, support, and work with TfNSWto identify opportunities that can improvethe public transport experience, so thatexisting patrons will be retained andbenefited and new users attracted.

Quality PublicTransport

To pursue measures that improve the operation of the road network and support an equitable parking policy that manages increasing demand and supports the local economy.

Efficient Roads and Parking


The application of these principles and a detailed knowledge of key transport challenges facing the Blue Mountains (identified through site visits, a literature review and community feedback) have been used to inform the strategies and actions that are detailed in the following chapters.

It is intended the Vision, Mission and Principles will remain valid throughout the timeframe of the ITSP and should continue to be used as the plan is implemented and updated in the future.

2.3 Connected and vibrant communitiesA connected and vibrant community is one where interconnected networks enable people to come together and participate in community life, enhancing physical and mental wellbeing. Cities and neighbourhoods that increase connectivity between people and places are more dynamic and vibrant. They are spaces where people want to live, work and spend time, now and into the future. They are also places where residents and visitors can meet their daily needs by walking, riding their bikes and using public transport, as well as driving.

Key factors that contribute to connected and vibrant communities include:

• Streets with lower traffic volumes, speeds and low noise levels, these are more invitingfor walking/bicycle riding and are places where people and are more likely to socially interact and spend leisure time.

• Practical and pleasant inter-modal change between active and motorised transport,especially short walking distances to efficient public transport services.

• Reduced speed limits within town centres and on residential streets to improve communitysafety and amenity.

• Safe and efficient transport choices for people in the community that do not own a car.

• A clear road hierarchy that increases the safety and legibility of road users and optimisesthe road network for access and mobility.

A connected and vibrant community is informed by usable walking and cycling networks, quality public transport and efficient roads and parking.

2.4 Balancing movement and accessIt is important that an ITSP balances the needs of the community to move around with a safe, enjoyable environment that is attractive and an inviting place to be.

Link and Place is an approach to planning and designing that recognises that streets are an integral component to the liveability of urban centres, rather than just a way to facilitate the movement of vehicles.

As a 'linking' street, it enables the through movement of a variety of transport modes. The key requirement for a link is to provide a linear path that enables connection between destinations.

A street that functions as a 'place' is a destination in and of itself, where activities occur and people choose to spend time. A place is characterised by high volumes of pedestrian activity associated with shopping, socialising and working. Places can be adversely impacted by noise, air pollution and the general severance associated with vehicle activity. A hierarchy matrix (which can be modified t o suit specific locations) is in Figure 2-1.


Figure 2-1 Link and Place Hierarchy

Source: TfNSW (unpublished)

All streets can be mapped against the matrix to reflect the importance of their movement and place functions. A well-functioning city/region requires a variety of street-types that serve different roles and functions.

'Link' status is based on traffic volumes and a road’s place within a functional hierarchy, that provides the relative balance between mobility and access i.e. a motorway provides high levels of mobility and low levels of accessibility, while a local road provides high levels of accessibility and low levels of mobility.

Place status is based upon the degree of significance of a section of a street within a regional context. This can be determined by the number of visitors to the street (associated with retail, commercial and recreational trip attractors), the primacy of residential living or the historical/cultural value of the buildings on the street or the street itself.

A street/road may need to be divided into segments where the function or land uses on it change. An example of this is the Great Western Highway, which has a high movement function but also provides access to town centres in locations such as Blackheath.

The categories identified in Figure 2-1 are as follows:


• Motorway–Moves people and goods at higher speeds over long distances and has noproperty access. Pedestrians and bicycle riders are fully separated from this environment.

• Movement Corridors–Main roads that provide safe, reliable and efficient movementbetween regions and strategic centres. May be physically separated from surroundingproperties and pedestrians and bicycle riders are generally separated from vehiclemovements.

• Vibrant Street–High demand for movement as well as major destinations and activitycentres within the same road space. Pedestrian and bicycle rider access along and acrossthe corridor is important.

• Places for People– high demand for activities on or adjacent to the street and lower levelsof vehicle movement which attracts visitors and places that communities value.

• Local Streets–Streets that facilitate property access.

In accordance with some of the link based characteristics of the Blue Mountains (the majority of town centres are accessed via a single arterial road) and placed based characteristics (a number of towns are popular tourist destinations) the link and place analysis will be of significant utility to BMCC.

Figure 2-2 shows the relationship between numbers of vehicles, bicycles and people in the link and place hierarchy.

Figure 2-2 Balance movement and placeSource: Future Transport 2056

The sort of place we all want to live is one where it is a short walk to local shops, cafes, schools and basic services.

Our town centres are places of economic and community activity, where most jobs and services, and key attractions are located, including shops, restaurants and parks. Ensuring people can move easily around centres, while safe guarding them as attractive places for activities is particularly relevant to how our roads, public and active transport corridors are planned and operated.

The movement and place framework is illustrated in Figure 2-3.

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Figure 2-3 Movement and Place Framework

Source: Parramatta Road Urban Transformation Planning and Design Guidelines

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Cross-Out

Table 2-2


2.5 Usable bicycle riding and walking networks

2.5.1 Introduction

Walking and bicycle riding contribute to the liveability of a place and provide a range of environmental, social and health benefits. Walking and cycling, offers attractive, low-cost solution to reducing traffic congestion and parking demand as well as offering mobility to people who do not own a car.1

Pedestrian friendly environments are often locations people want to be, becoming tourist attractors in their own right and contributing to the economies of town centres. A good street becomes a place to spend time, enchancing economic and social vitality of place, rather than just a means of facilitating the movements of people and vehicles.

The development of a high-quality pedestrian environment also provides better access and mobility options for footpath-bound vehicles such as wheelchairs, prams and scooters, expediting the mobility of the young and old alike.

Cycling is an essential element of an integrated and sustainable transport network, providing both local and regional connectivity. The key to creating bicycle friendly communities is to provide cycling networks and end of trip facilities at places people want to travel to, including town centres, workplaces, community and educational facilities.

A quality pedestrian/bicycle riding network is crucial to encourage people to use these modes of transport within and between town centres.

Walking is considered a viable alternative to replace trips made by car of 2 km or less, while bicycle riding is a viable alternative for journeys of 5 km or less.

Walkability is a measure of how 'walker friendly' an environment is to pedestrians. Measures that can increase the priority of pedestrian and bicycle riding networks and facilitate walkable neighbourhoods include:

• moderation and traffic calming measures, such a built kerbs, raised thresholds androad narrowing;

• marked and raised pedestrian crossings;

• the provision of mid-block signal controlled pedestrian crossings in areas of high demand;

• the provision of bicycle rider paths either on-street (for vibrant streets and places for people)or fully segregated (on motorways and movement corridors);

• designing roads that provide priority for pedestrians and high levels of permeability;

• reducing speed limits, i.e. 40 km/h for high pedestrian activity areas and 10 km/h shared zones; and

• removing obstructions on active travel paths and providing adequate lighting.

It is expected that improvements to the current active transport facilities within the Blue Mountains will increase popularity of walking and cycling.

Household Travel Survey (HTS) data indicates 18 percent of trips are currently 'walk only' which is consistent with residents of the Blue Mountains undertaking short trips within the town centres they reside in. The HTS data does not provide information on bicycle riding. However, some publicly available data (e.g. strava heatmaps) shows that bicycle riding in the Blue Mountains is popular along arterial routes despite limited infrastructure.

1 2011 census data indicates 8 percent of households in the Blue Mountains do not own cars.


2.5.2 Policy Context

Sustainable Blue Mountains

SBM support sthe provision of active transport networks within the Blue Mountains include:

• supports the development of an integrated, accessible and linked transport networkthat meets the needs of pedestrians and cyclists;

• provide and promote sustainable choices for moving around the City that are safe, inclusiveand efficient;

• develop transport links for cyclists and pedestrians between villages and towns other thanthe Great Western Highway;

• promote transport solutions for those unable to access transport; and

• ensure new and retrofitted development is accessible to people with a disability, includingpathways of travel leading to accessible facilities.

Delivery Program 2017-2021, Operational Plan 2017-2018

The Delivery Program identifies the services council plan to deliver during the 2017-2018 financial year.

Key actions in the 2017-2018 Operational Plan intended to enhance the Blue Mountains’ active transport facilities are to:

• Implement the Pedestrian Access & Mobility Plan actions that relate to the footpath network.

• Cycleway Construction Program from Woodford to Linden.

Pedestrian Access and Mobility Plan 2025

The PAMP has been developed by the BMCC to identify and prioritise the pedestrian infrastructure required to realise key goals in SBM relating to sustainable transport.

The PAMP’s vision for pedestrians is:

To create safe and accessible pathways of travel that improves our connections with ourdestinations and each other and encourages people of all ages to walk for everydaytransportation and enjoyment.

Blue Mountains Bike Plan 2020

The Blue Mountains Bike Plan 2020 (Bike Plan) was developed by the BMCC to identify and prioritise the cycling infrastructure required to realise key goals in the SBM relating to sustainable transport.

The Bike Plan’s vision for bicycle riders is:

To create safe and accessible pathways of travel that improves our connections with ourdestinations and each other and encourages people of all ages to use their bicycles foreveryday transportation and enjoyment.

The strategies/actions identified in this ITSP are intended to assist council to expedite this vision.


2.6 Quality public transport

2.6.1 Introduction

Public transport plays a crucial role in reducing car dependency, managing congestion and improving the overall liveability of population centres. It supports an inclusive community by providing mobility to a wide range of people, regardless of age, occupation or socio-economic circumstances.

Contributing factors to levels of public transport utilisation are well known. Passengers want safe, comfortable, reliable, frequent, and fast travel services, with minimal wait times during intermodal transfers.

Public transport in the Blue Mountains is currently comprised of heavy rail and bus services. Community transport services fill the gaps that the scheduled services do not provide, particularly for the elderly and disabled. Research into community resilience has revealed that isolation is a significant issue for many people with mobility challenges.

Improvements in public and community transport are crucial to reducing social isolation, minimising risk in times of emergency, and addressing anxiety relating to safety concerns.2

As public transport services are managed by the NSW Government (with the exception of community services), BMCC will have limited capacity to implement initiatives and will be required to advocate to TfNSW for any proposed changes.

Given the importance of TfNSW in delivering improved transport outcomes for the Blue Mountains, a significant advocacy effort over the lifetime of the ITSP will be necessary.

Collaboration will be key to achieving a public transport network within the Blue Mountains that is characterised by:

• high levels of service coverage;

• short walking times to public transport stops/stations;

• direct, reliable and frequent services;

• minimal wait times during modal interchanges; and

• appropriate levels of commuter parking.

BMCC is seeking to undertake a feasibility study in partnership with community housing providers for an 'on-demand' bus service in the upper Blue Mountains area. This may consist of two small buses typically operating on a fixed route, with the ability to deviate from this route in response to the individual travel needs of customers. Bookings would be made by phone or by an app.

This would be a bespoke service to improve the community transport services within the Blue Mountains and increase the transport options for the mobility impaired. It is consistent with the SBM strategy of providing solutions for those unable to access transport.

On the 31 May 2017 TfNSW issued a media release3 specifying that as part of the More Trains More Services program additional train services will be provided on the Blue Mountains Line to support tourism and small businesses. These services comprise of:

• 24 new express services on weekends between Sydney and the Blue Mountains.

• the replacement of four carriage trains with eight carriage trains on six current weekendservices.

2 http://greatcommunitytransport.org.au

3 https://www.transport.nsw.gov.au/newsroom/media-releases/new-blue-mountains-express?t=87836




The SBM supports the provision of a quality public transport network in the Blue Mountains:

• Support the development of an integrated, accessible and linked transport network thatsupports the needs of public transport users.

• Provide and promote sustainable choices for moving around the City that are safe, inclusiveand efficient.

• Advocate for improved rail and bus services that are safe, meet the needs of the communityand reduce private car dependency.


Key actions in the 2017-2018 Operational Plan intended to enhance the Blue Mountains’ public transport services include:

• Finalise and implement the Integrated Transport Strategic Plan for the Blue Mountains.

State Government Studies

Sydney’s Rail Future aims to accommodate the increased demand for rail services by improving the customer experience, network reliability and service frequencies through investment in new services, increased passenger capacity and upgraded infrastructure.

The key recommendations the Sydney’s Rail Future makes with respect to the Blue Mountains, include:

• Install modern signalling technology on the Main Western Line to allow trains to run fasterand improve service reliability, with express signalling stopping patterns in peak periods.

• Ensure future intercity trains focus on the needs of long distance customers.

• Enable train services to Central Station to be lengthened as demand requires. The currentcommitment by TfNSW to provide additional carriage capacity on the Blue Mountains Lineon weekends is consistent with this recommendation.

The Western District Plan (prepared by the Greater Sydney Commission) details aspirations for Greater Sydney West District. The plan indicates that the TfNSW will investigate opportunities for improved train services to and from the Blue Mountains.

2.6.3 Current Issues

Some of the key issues the Blue Mountains experiences with respect to public transport include:

• Trains on the Blue Mountains Line can operate at crush conditions due to high volumes of tourists. This results in an uncomfortable environment for some passengers (who arerequired to stand) and a potentially unsafe environment for the mobility impaired.

• Between 2008 and 2013, there was an overall 10.6 percent reduction in patronage onthe Blue Mountains Line.4

• Current public transport services do not typically operate during periods to support the BlueMountains’ night-time economy.

4 Summary of Train Statistics 2014


• Journey to work data (JTW) indicates bus services are not being used by local residents toaccess their places of employment.

• Few bus services operate on Hawkesbury Road or the Bells Line of Road.

• Only six5 of twenty train stations in the Blue Mountains are accessible by wheelchair.

• It can take up to twice as long to catch public transport to and from major Blue Mountainscentres travel by private vehicle. Train and bus fares do not seem attractive enoughto encourage use in the Blue Mountains, especially with consideration oftopography, convenience and cost.

2.7 Efficient roads and parking

2.7.1 Introduction

Roads

The Blue Mountains has an extensive network of roads comprised of 678 km of sealed and 74 km of unsealed local roads. The NSW Government is responsible for managing the Blue Mountains arterial road network, which consists of the Great Western Highway, Hawkesbury Road and Bells Line of Road.

The Great Western Highway also provides a 'local' route for residents and visitors of the Blue Mountains, enabling connectivity between the majority of the population centres for shopping, recreational, social and employment.

Council is currently work with Roads and Maritime Services, Greater Sydney Commission and TfNSW on two major studies for intersection upgrades in the Blue Mountains. These being the intersections of the Great Western Highway at Yeaman Bridge, Katoomba and Hawkesbury Road, Springwood

The congestion issues at these locations have long been identified as an area of significant concern to the Council and Community. These locations are part of a network of intersections and traffic treatments that control the movements of vehicles on and off the highway into Katoomba and Springwood town centres.

The development of Woolworths on Parke Street, Katoomba and the significant increase of tourism traffic, in particular buses, have further added to the congestion at this location. The Hawkesbury Road intersection provides access to some of the large population areas of Springwood and Winmalee and is a major connector to the Hawkesbury Region.

The doubling of freight movements by heavy vehicle across the mountains in recent years is having an adverse impact on highway efficiencies and amenity. This increase is forecast to continue as infrastructure projects in the Sydney basin to draw quarry materials from west of Katoomba.

5 Bell, Blackheath, Blaxland, Katoomba, Springwood, Wentworth Falls

tdavis

Comment on Text

is this needed for a 2035 plan? some reference to the congestion is needed but this section is very in depth


This traffic study will provide a current and in depth understanding of the existing performance, constraints and issues that are impacting the local state road networks. Improvements to the efficiencies of the highway at this critical intersection will improve the economic prosperity of the broader western region, Katoomba town centre and large Blue Mountain communities. These two studies are due to be completed July 2018.

The management of local (and collector roads) is BMCC’s responsibility and requires balancing priorities such as:

• the movement of traffic;

• the requirements of pedestrians/bicycle riders and private vehicles (see section 2.4);

• access to residential properties; and

• heavy vehicles should be discouraged (wherever possible) from using the local roadnetwork.

Proposed Road Upgrades

The Australian and NSW Governments are funding a 10-year $3.6 billion road investment program in Western Sydney. This will deliver new and upgraded roads to support the economic growth of Western Sydney and the operation of the Western Sydney Airport.

As part of the Western Sydney Infrastructure Plan, the NSW Government will be installing new traffic signals at the intersection of Ross Street and the Great Western Highway, Glenbrook and an upgrade to Hare Street and Great Western Highway intersection in Glenbrook. Construction of these works is due to commence in June 2018.

These upgrades will enhance the operation of the Blue Mountains’ arterial road network. In the context of supporting the increased use of sustainable modes of travel (particularly train services), these road upgrades should be accompanied by improvements to the public transport services within the Blue Mountains.

Local Area Traffic Management

Local area traffic management (also referred to as traffic calming) and the provision of pedestrian refuges are key measures in creating shared spaces for different road users.

Local area traffic management measures (LATM) can include:

• lane narrowing/kerb extensions;

• blister islands;

• bicycle facilities;

• threshold treatments;

• tactile surface treatments;

• pedestrian crossings;

• speed restrictions such as 40 km/h high pedestrian activity areas; and

• roundabouts.

tdavis

Comment on Text

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As stated in the Austroads Guide to Traffic Management Part 8: Local Area Traffic Management, there is no agreed statement of traffic conditions at which a LATM must be implemented or below which they cannot be approved.

Because the judgement about what is a desirable level of operation on a local road network is to some extent subjective, councils can implement LATM measures based on its specific needs or circumstances rather than just quantifiable criteria.

However, quantifiable threshold conditions can be indicative of a requirement for the implementation of LATM measures, to support a safer environment for all road users.

Improving the safety and amenity of local roads is a key strategy of the BMCC. The Australian 'safe system' approach provides a framework for delivering road safety outcomes. The system recognises that while road crashes are likely to occur, crashes should not result in death or serious injuries.

Traffic signs are an essential t o h e l p a v o i d s e r i o u s r o a d s c r a s h e s . Appropriately designed, operated and maintained traffic signs can help ensure smooth flow and enhance the safety of all road users. When installing traffic signs, government authorities ensure that the signage does not generate unnecessary confusion, obstruction to essential services or a hazard. Information provided by BMCC indicates there is a potential overuse of signage within the Blue Mountains.

Governments can make roads safer through more effective engineering, enforcement and education. In particular, local councils can deliver a wide range of safety initiatives, including local area traffic management, and education and awareness campaigns.

The provision of a safe road environment within the Blue Mountains is the responsibility of both BMCC and the NSW Government.

Parking

Car parking policy can play an important role in influencing travel behaviour, either by restricting supply to encourage a shift to more sustainable modes of travel or by implementing restrictions (limited duration or paid parking) to encourage vehicle turnover.

Public parking within the Blue Mountains is typically provided free of charge, though some pay and display parking is located at Echo Point.

BMCC is currently reviewing visitor user-pays mechanisms, which would potentially include paid parking at key tourist destinations and town centres, with exemptions for local residents and businesses.

Within the Blue Mountains, car parking policy needs to support the economic robustness of town centres and enable vehicles access to key tourist destinations.

Managing the parking impacts of tourist vehicles is also a key challenge facing the Blue Mountains. Potential measures to address this are identified in the Leura Tourist Bus Strategy and the Destination Management Plan.

BMCC is currently developing parking precinct plans for key towns and tourist destinations. These plans will form the implementation framework to deliver recommendations from the Citywide Parking Strategic Plan and Visitor Infrastructure Investment Strategic Plan.

The intended purpose of the parking precinct plans are to set out a clear and proactive strategy to manage and facilitate the provision of on-street and off-street parking (and appropriate controls) within the Blue Mountains.

tdavis

Comment on Text

delete link

tgibbs

Highlight

Change to: Parking policy can play an essential role in influencing travel behaviour by restricting supply and increasing the cost of travel to encourage a shift to more sustainable modes or through implementing time restrictions and paid parking to encourage vehicle turnover.

tgibbs

Highlight

Change to "exemptions for eligible local residents under a permit scheme."


Freight

The efficient movement of freight in the Blue Mountains is required to provide goods that satisfy the needs of businesses, residents and visitors.

The Great Western Highway operates as key freight route between Sydney and the Central West of NSW. Roads and Maritime Services count station data (in proximity to Faulconbridge) indicates that during peak periods up to 17 percent of vehicles on the Great Western Highway consists of trucks including B-doubles and semi-trailers.

A change in state and federal government policy resulting in transportation of freight by rail to trucks has increased congestion, noise and environmental impacts within the Blue Mountains.

Where a high level of dependence on road based freight occurs, a key concern is to mitigate the impact on communities and other road users such as pedestrian and cyclists. As the Great Western Highway travels through the majority of the Blue Mountains’ population centres, this is of particular importance to BMCC and local residents.



SBM supports the provision of an efficient parking system and road network in the Blue Mountains:

• Support the provision of vehicle parking at key destinations in response to the expressedneed of businesses, customers and the community.

• Support the development of an integrated, accessible and linked transport network thatsupports the needs of vehicles.

• Develop transport links for vehicles between villages and towns other than the GreatWestern Highway.

• Improve the safety, amenity and linkages of the local road network.

• Complete the upgrade and widening of the Great Western Highway.

• Advocate for the reduced carriage of freight by large trucks on the Great Western Highwayand greater use of rail.


Key actions in the 2017-2018 Operational Plan intended to improve the Blue Mountains’ parking facilities and roads include:

• Implement priority actions from the Blue Mountains City Council Citywide Parking StrategicPlan 2017-2021.

• Prepare plans for managing parking at key tourist precinct sites.

• Implement Blackheath Village Parking Options and Leura Tourist Bus Strategy.

• Implement Lawson Town Centre Car Parking Plan.

• Implement Hazelbrook Master Plan car park actions.


Draft Citywide Parking Strategic Plan

The purpose of the Draft Parking Strategy is to:

• prepare a comprehensive parking supply and demand profile in nominated locations;

• provide a considered strategy to minimise conflict arising from car parking activity; and

• outline a program to implement the agreed directions.

The Draft Parking Strategic Plan specifies that:

• large car parks are inconsistent with the character of the Blue Mountains as well as beingcostly to construct and maintain;

• parking policy should be based on the gradual reduction in parking availability and acorresponding improvement in sustainable modes of travel; and

• in the short to medium term, a well-conceived parking strategy is required.

Any reduction in parking will need to correspond to improvements to Blue Mountains’ sustainable transport networks, and may not be achievable in the short to medium term.

Blue Mountains Road Safety Action Plan 2017-2018

The key target areas of the Action Plan (2017 - 2018) intended to provide safer roads within the Blue Mountains include:

• speed reduction;

• child restraints;

• young drivers;

• pedestrian safety;

• vulnerable road users; and

• road safety campaigns.

2.7.3 Current Issues

Parking

Some of the key issues the Blue Mountains experiences with respect to parking include:

• Commuter car parks, particularly at train stations in the Lower Blue Mountains are operatingat or near capacity.

• Bus/coach parking facilities at key tourist sites are operating at or near capacity during thepeak months of tourist activity.

• Large volumes of coaches are having a detrimental impact on local amenity in key touristcentres such as Leura.

• Coach operators struggle to find a safe place within Leura to pick up and set down theirpassengers.

• Parking audits have identified examples of inadequate or poorly designed signage acrossthe Blue Mountains.


Roads

Some of the key issues the Blue Mountains experiences with respect to roads include:

• The conflict between 'link' and 'place' functionality, particularly within populationscentres adjacent to the Great Western Highway and Hawkesbury Road.

• Transport data currency and quality limits effectiveness of roads management.

• An overuse or poor rationlisation of signage.

• Wide travel lanes that encourage vehicle usage in 'place' based town centres (such asKatoomba and Leura).

• Localised pinch points on the Blue Mountains’ arterial road network.

• Crashes on the Blue Mountains arterial road network and within town centres, such asKatoomba (refer to the data in Section 5.1 of Part A of the ITSP).

Freight

Some of the key issues the Blue Mountains experiences with respect to freight include:

• The noise of heavy vehicles adversely affects the amenity of the population centres theydrive through, particularly at night when background noises are lower.

2.8 Technology and InnovationEmerging technology has the capacity to fundamentally change how people travel by providing much more bespoke services tailored to the needs of individuals.

Emerging technologies and recent innovations that are potentially applicable within the Blue Mountains are detailed below.

2.8.1 Car Sharing

Provision for car share spaces and encouragement of the development of a car share scheme within the Blue Mountains could reduce the need for parking spaces. Car share schemes, such as GoGet, enable individuals to hire a vehicle for short periods of time and are increasing in popularity. Participating in a car share scheme can be a cheaper alternative to owning and maintaining a car, while providing the same convenience as owning a car.

Residents who participate in a car share scheme are less likely to own a car and may not want to pay additional costs for a property that has a parking space.

Car share schemes are typically most prevalent in inner-city areas where higher population densities in combination with extensive public transport networks and active transport discourage car ownership. Feasibility assessments would be required to assess the practicality of providing car sharing in larger town centres such as Katoomba.

2.8.2 Autonomous (driverless) Bus

An autonomous bus could potentially be trialled in the Blue Mountains, providing connectivity between key population centres and tourist attractors.

Autonomous vehicle technology is being trialled on a small scale in some Australian cities. A driverless bus is currently being trailed within the Sydney Olympic Park Precinct. The trial is focusing on how automated vehicle technology can improve the mobility of customers and interaction with other road users, e.g. vehicles, pedestrians and cyclists etc. The project is managed through NSW Government Smart Innovation Centre backed by TfNSW and Roads and Maritime Services.


Similarly, a driverless bus is currently being trialled in a suburban area of South Perth. The trial is intended to confirm the autonomous bus can perform all safety critical driving functions within a small number of locations.

Autonomous buses have lower capital and operating costs than regular buses and can be used as shuttles to support community club activities, as well as for transporting people in and around town centres/CBDs.

2.8.3 Self-driving and Autonomous Cars

Technology companies (such as Google and Apple) and car manufacturers (such as Tesla, Ford, General Motors and Volvo) are currently developing technology for autonomous cars. Key advantages of these vehicles (potentially) include:

• safety–the removal of driver error;

• cost–a significant cost saving associated with the reduction of accidents;

• convenience–individuals could utilise time previously spent driving for other purposes;

• mobility–assisting the mobility of the elderly and mobility impaired; and

• efficiency–autonomous vehicles will be able to communicate with each other enablingmore efficient utilisation of road networks.

Key disadvantages of autonomous cars include:

• Road Infrastructure would likely need upgrades to accommodate self-driving cars.

• The cost of self-driving cars would likely to be unaffordable to most people.

• Autonomous vehicles will transform population centres by enabling people to live furtheraway from their work places and encouraging urban sprawl. Councils will need to ensurethat land is appropriately zoned so that the introduction of self-driving cars does not detractfrom the urban form of towns and cities.

• Reduction in employment opportunities in the transportation industries.

2.8.4 Electric Cars and Trucks

Electric and petrol-electric cars are quieter and can significantly reduce greenhouse gas emissionsin comparison to traditional combustion engines. Information from the Australian Bureau ofStatistics indicates the number of electric and hybrid cars in Australia is increasing.

With the latest generation of battery technologies, electric heavy vehicles are also looking increasingly viable.

Charging stations are currently provided at a number of locations in the Blue Mountains including Scenic World Car Park, Hydro Majestic Hotel , and Wolgan Valley Resort.

In order to encourage the use of electric and petrol-electric cars, BMCC could establish additionalcharging stations within the Blue Mountains.


2.8.5 Road Safety Technology

Emerging road safety technologies include:

• apps such as SpeedAdviser that provide drivers information about speed limits andwarnings when they are exceeded;

• collision avoidance technology, which provides drivers with warnings of potential dangerssuch as pedestrians and cyclists; and

• intelligent road signs enable information such as curve speed advisory information todrivers. In the future, these signs will also be connected directly to smart vehicles to adaptvehicle speeds to congestion, environmental conditions and localised conditions such asspeed limits.

2.8.6 Smart Parking Technology

Smart parking technologies enables real-time reporting on parking spaces. Drivers can be guided quickly and easily to the nearest parking bays using apps and GPS display screens.

The use of this technology can reduce unnecessary 'circling' activity as well as reducing congestion within population centres. The technology can also be used to simplify payment for parking.

Parking technology can be used both on-street and off-street and includes in-ground vehicle detection sensors and Real-time Radio Frequency Identification (RFID) that gather information for management, payment and compliance monitoring of individual parking bays. Mosman council recently introduced a sensor based smart parking system, supported by an app that enables drivers to locate available parking bays.

2.8.7 Location Based Technology

Location technology has transformed transport by giving travellers real-time, personalised journey information direct to their smartphones. It’s an innovation that gives transport companies (such as Uber) the opportunity to provide more personalised trips and facilitate increased mobility.

In accordance with the infrequency of public transport services (particularly at night) and the localised nature of taxi services (services typically operate within rather than between centres), there is potential for services such as Uber to provide significant utility to residents and visitors of the Blue Mountains.

3 Bicycle Riding and Walking Networks



3.1 Proposed Objectives

The proposed ITSP strategies for the Blue Mountains walking and cycling networks are as follows:

• Facilitate the active transport network to allow a doubling of the number of walking andbicycle riding trips by 2025.

• Enhance the safety of pedestrians and bicycle riders.

This is consistent with the objectives of the PAMP and Bike Plan.

Improving pedestrian and bicycle rider safety is a key community concern (as identified in the SBM) and 'safety for pedestrians' was identified a s being o f t he highest importance t o t he community in the Blue Mountains City Council Community Survey 2016.

HTS indicates 18 percent of trips undertaken by Blue Mountains residents utilise active transport, the goal is to increase this to 36 percent by 2025.

The state government is currently 'working towards zero' fatalities on NSW Roads and enhancing the safety of pedestrians and bicycle riders is consistent with this objective.

3.1.1 Action 1 – Implement the PAMP and Bike Plan

This action is to implement the works programs identified i n t he P AMP and B ike P lan, o n a n ongoing basis. This will create safer and more connected pedestrian and bicycle riding networks within the Blue Mountains.

The PAMP and Bike Plan works program assigns a priority level to each recommended action:

• High Priority: essential for pedestrian/bicycle rider safety.

• Medium Priority: desirable for pedestrian/bicycle rider safety, convenience or amenity.

• Low Priority: little impact on pedestrian/bicycle rider safety, desirable for convenience oramenity.

Works identified as being of high priority should be allocated funding and completed as soon aspractically possible.

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3.1.2 Action 2 – Complete Great Blue Mountains Trail

The Great Blue Mountains Trail (GBMT) will connect east-west across the upper Blue Mountains and function as a walking and cycling route. The trail will be accessible from population centres and train stations, which will facilitate its operation both as a commuter and recreational route.

The entire route of the GBMT has been signposted, with the sections at Leura Cascades and Katoomba to Blackheath fully constructed. The section from Blackheath to Mount Victoria is currently under construction and will be completed early 2019.

ITSP Component Criteria

Policy Context PAMP – Chapter 4: Implementation and Evaluation, pages 46 - 52

Bike Plan – Chapter 4: Implementation and Evaluation, pages 51 - 60

Performance The portion of PAMP and Bike Plan works program completed.Measure

2017 - 2019 Complete the high priority works program.

Prepare a funding submission to identify funding to implement the PAMP and Bike Plan. Ensure active transport funding is incorporated into the asset works program (AWP).

Undertake a three yearly Active Transport Review.

Review and update the PAMP and Bike Plan route priorities and works programs.

Incorporate additional ‘walkability’ measures and data.

2020 - 2022 Complete the medium priority works program and update the funding submission. Ensure active transport funding is incorporated into the AWP.

Review and update PAMP and Bike Plan route priorities and works program; incorporating further walkability measures and data.

2023 - 2025 Complete the low priority works program and update the funding submission. Ensure active transport funding is incorporated into the AWP.

Review and update the PAMP and Bike Plan route priorities and works programs.

2025 - 2035 Review and update PAMP and Bike Plan route priorities and works program; incorporating walkability measures and data.


The State Government Sydney Regional Recreation Trails Framework lists the GBMT as a priority 1 project, which identifies it as being of significant importance to the regional and local bicycle network.

The trail will provide the only pedestrian and cycling facility off the Great Western Highway between Katoomba and Mount Victoria.

The project will contribute to one of the 'green grid' projects listed in the Draft Western District Plan (priority project 5) and creates a safe and separated east-west walking and cycling connection from Penrith to Blackheath.

Significant external funding resources from the federal and state governments and potentially the private sector will be required to expedite the construction of the trail.7 On completion, the trail could become a key tourist attractor within the Blue Mountains that contributes to the economic wellbeing of the region.


Policy Context Bike Plan – Spoke 2: Bikeway Network, pages 23 – 30.

Performance Percentage of trail completed.Measures

2017 - 2019 Construction of the Blackheath to Mount Victoria section of the GBMT.

Detailed design of the Leura Cascades to Echo Point section of the GBMT and construction of the Leura Cascade to Kiah Lookout section of the GBMT.

Seek funding from State and Federal Governments for the Kiah Lookout to Echo point construction.

2020 - 2022 Subject to available resources construction of Kiah Lookout to Echo Point section of the GBMT.

Seek funding from state & federal Governments for detail design and construction of Echo Point to Bathurst Road, Katoomba.

2023 - 2025 Construction of Echo Point to Bathurst Rd, Katoomba section of GBMT.

2025 - 2035 Review delivery of trail and if required seek funding.

Explore options for connections with other networks adjoining the LGA.

3.1.3 Action 3 - Provide more secure bicycle parking

Bicycle parking at key trip attractors and transport nodes is a critical component of an integrated transport system. As detailed in the Bike Plan very few community and recreational facilities within the Blue Mountains currently provide sufficient bicycle parking. A number of train stations within the Blue Mountains also do not provide bicycle parking.

7 A feasibility assessment indicates that the trail will cost up $7 million to plan and construct.


Residents who live within 5 km of these key trip attractors and transport nodes are considered to be within an easy cycling distance and would be more likely to cycle if secure bicycle facilities with good lighting and connections to a cycleway network provided.

In line with this bicycle parking should be provided at key council facilities such as libraries and pools.

An extensive bicycle parking network will be critical to achieving the goal of doubling the number of cycling trips by 2025.

As cycling is an important part of the tourist economy, additional parking facilities could also be used by visitors to the Blue Mountains.


Policy Context Bike Plan - Spoke 6: Bicycle Parking, pages 45 – 48.

Performance Numbers of bicycle parking spaces constructed.Measure

2017 - 2019 Undertake an audit of existing bicycle parking within the Blue Mountains and prioritise additional parking at key trip attractors.

Prepare an advocacy strategy for the provision of bike parking at all train stations within the Blue Mountains.

Ensure new developments provide bicycle parking in accordance with Development Control Plans specifications.

Prepare a communications strategy with shopping centres & supermarkets to encourage the provision of bicycle parking in proximity to their entrances.

Install bicycle parking at a minimum of two locations per year and monitor their use.


3.1.4 Action 4 – Separate cycle lanes on arterial roads

Safety, which is a key encourag new bicycle riders, can be enhanced through the separation from motorised traffic. Cycling facilities on the Great Western Highway are typically provided on shoulders.

The Great Western Highway typically has a speed limit of 80 km/h and experiences traffic volumes of approximately 15,000 vehicles/day/direction.8 In accordance the above data and the specifications in Roads and Maritime Services NSW Bicycle Guidelines, cycle paths along the Great Western Highway should be physically separated from traffic.

A key finding of the Great Western Highway Linden to Faulconbridge Road Safety Audit is that there are a number of severe cyclist pinch points that place cyclists in exposed and vulnerable positions. It is recommended that the BMCC advocate to provide separated bicycle paths along the Great Western Highway.

2020 - 2022 Install bicycle parking at a minimum of locations per year (in accordance with the results of the audit) and monitor their u .

2023 - 2035 Update advocacy strategy and communications strategy (if required).

Install bicycle parking a minimum of locations per year (in accordance with the results of the audits) and monitor their u .


Policy Context Bike Plan – Spoke 1: Bicycle Friendly Streets, pages 17–22 and Spoke 2: Bikeway Network, pages 23–30.

Performance Kilometres of separated cycleways constructed.Measure Funding received from NSW Government.

2017 - 2019 Undertake an audit of current cycle lanes and shoulder widths along the Great Western Highway and prioritise locations for future works.

Prepare an advocacy strategy9 to plan and construct separated cycling facilities on the Great Western Highway.

Hold annual meetings between the general manager, mayor and local Member of Parliament (MP) with the Minister for Roads to ensure all future upgrades on the Great Western Highway include separated cycle paths.

Prepare a funding submission and program of works for the upgrade of the bicycle paths on the Great Western Highway.

8 As recorded by Roads and Maritime Services count station west of Faulconbridge.

9 Advocacy strategies should include goal, objectives, target groups, specific activities, stakeholder roles, timeframesand expected outcomes


2020 - 2022 Subject to approval by the State Roads Minister and available funding, construct five km of separated cycle path, in accordance with the audit results.

2023 - 2035 Update the advocacy strategy, funding submission and program of works.

Subject to approval by the State Roads Minister and available funding, construct five km of separated cycle path, in accordance with the audit results.

3.1.5 Action 5 – Introduce more speed limit zones

Information provided by the Centre for Road Safety indicates that between 2010 and 2015 there were 97 recorded crashes involving bicycle riders and pedestrians. Research has demonstrated that where impact speeds can be reduced to 40 km/h or less, the risk of severe trauma or fatalities for pedestrian/cyclists is greatly reduced.

The introduction of 40 km/h speed limits is part of a nationwide strategy to improve safety in highly pedestrianised areas in the villages of Blackheath, Leura, Lawson, Springwood, and Glenbrook.

The Roads and Maritime Guide 40 km/h speed limits in high volumes pedestrian areas, specifies the criteria for the “high volume pedestrian areas” and is based upon proximity to key trip attractors such as commercial centres and transport hubs. The TfNSW Safer Speeds Policy and Guidelines provides criteria for 10 km/h shared zones based upon traffic flows, location and the adjoining urban form.



Policy Context PAMP – Step 1: Pedestrian Friendly Neighbourhood, pages 21–25.10

PerformanceMeasure

Number of new 40 km/h high pedestrian activity areas and 10 km/h shared zones within the Blue Mountains. Reduction in crashes involving pedestrian and bicycle riders.

2017 - 2019 Undertake audits within town centres to identify the key roads that meets Roads and Maritime criteria for high pedestrian activity areas or shared zones.

Prepare a funding submission for Roads and Maritime Services to finance 40 km/h high pedestrian activity areas and 10 km/h shared zones with supporting traffic calming measures. Design traffic calming measures within town centres (if required).11

Subject to approval by Roads and Maritime Services and available funding, implement a 40 km/h high pedestrian activity area or 10 km/h shared zone within a town centre every year.

2020 - 2022 Subject to approval by Roads and Maritime Services and available funding, implement a 40 km/h high pedestrian activity area or 10 km/h shared zone within a town centre every year.

2023 - 2035 Update the funding strategy.

Subject to approval by Roads and Maritime Services and available funding, implement a 40 km/h high pedestrian activity area or 10 km/h shared zone within a town centre every year.

10 The PAMP specifies that a safe system approach to reduce the likelihood of serious injury or death should be adoptedwithin the Blue Mountains.

11 Traffic calming may be required on road environments that do not produce low speeds.


3.1.6 Action 6–Encourage sustainable transport at schools

This action is consistent with a key recommendation of the PAMP to identify safer routes to schools. It is recommended that BMCC adopts the goal of doubling school walking and cycling trips by 2025.

Parents driving their children to school contribute to congested traffic conditions, particularly during peak morning periods of vehicle activity.

Conversely, walking and cycling to school provides a range of health benefits for students, and parents who accompany them. A study by the Heart Foundation12 indicates a higher portion of parents would allow their children to walk/cycle to and from school if suitable active transport infrastructure was provided.

12 Investment in Active Transport Survey


Policy Context PAMP – Step 1: Pedestrian Friendly Neighbourhood, pages 21 - 25 and Step 4: Promotion, pages 37 – 41.

Performance The percentage of schools with active travel plans and the number Measure of children at schools with audited travel routes.

2017 - 2019 Undertake surveys to identify current patterns of walking and cycling at schools every three years, i.e. establish baseline data.

Subject to available resources prepare a communication strategy to work with two schools per year to help prepare and implement their travel plans.


Maintain current commitments to road safety programs.

Audit safer pedestrian/bicycle rider routes to and from schools.

Prepare an engagement strategy with schools to provide bicycle parking, teach traffic safety education and encourage schools to get involved with the Bike-to-School Program.

2020 - 2022 Subject to available resources continue undertaking works identified in the audit to provide a safe and efficient route to at least two schools per year.

2023 - 2035 Update the communication and engagement strategies.

Re-do surveys to identify any changes in student travel patterns and undertake audits for new routes (if required).

4 Public Transport



• provide a connected, efficient and accessible public transport network;

• facilitate opportunities to double the number of public transport trips by 2025; and

• explore the provision of all modes of public transport to hospitals/ health services.

In order for public transport to be viable, journey times need to be consistent and comparable to other transport options. Public transport users expect a balance between availability, journey time, cost, coverage and frequency.

A key strategy of SBM is to advocate for improved public transport services that meet the travel needs of the community and reduce dependency of private vehicles.

The goal is to double trips taken by public transport by - increasing usage from 9 to 18 percent of total trips taken.

4.1.1 Action 1 – Improve bus services

There are 22 bus services in the Blue Mountains, excluding school services. These services are often characterised by low frequencies, circuitous routes and poor connectivity with other bus and train services. No bus services operate along the full length of the Great Western Highway in the Blue Mountains. While BMCC does not deliver the provision of bus services in the Blue Mountains, it is important for other external agencies to coordinate with stakeholders to provide improved bus frequencies and services.

The current frequencies, reliability and hours of service within the Blue Mountains means buses are not competitive with other forms of transport. Only 4 percent of trips in the Blue Mountains utilise buses.

Increased frequencies will allow for greater coordination between routes/modes, ensuring that more journeys are possible. Simplifying the route network would allow for greater legibility of the network to potential uses and lessen the duplication of routes.


The proposed objectives for the Blue Mountains public transport networks are to:



Policy Context SBM – Objective 5.1, page 56

Performance Measures

The mode share of buses operating in the Blue Mountains. The number of buses operating in the Blue Mountains. The frequency of buses operating in the Blue Mountains.

2017 - 2019 Prepare a bus improvement strategy and funding submission. As part of this strategy arrange annual meetings between the mayor, MP and State Minister for Transport to encourage improvements to Blue Mountains’ public transport network.

Undertake community surveys and review Household TravelSurvey to identify changes to the existing bus routes that would provide the greatest utility to the Blue Mountains Community.

Advocate for route improvements (including a high frequency service between major centres) to fill coverage gaps in transport poor areas and improve the accessibility and connectivity of bus services.

2020 - 2022 If funding is available, trial improved bus services in the Blue Mountains (including the on-demand service and a high frequency service between major centres) and monitor bus patronage levels using Opal data.

Engage with media to encourage articles about the Blue Mountains public transport services (one article per year).

2023 - 2035 Advocate to make the improved bus services permanent.

Continue to monitor the operation of bus services and advocate forroute upgrades to account for changes in population densities,demographics and geographic distribution (if required).

4.1.2 Action 2 - Improve night-time public transport

Bus services within the Blue Mountains typically do not operate during the night. On weekdays and Saturdays, the last train towards Katoomba departs Bell at approximately 11:00 pm and from Central Station at approximately midnight. The public transport services in the Blue Mountains provide limited support to the night-time economy.

Twenty six percent of trips are related to social activity and 17 percent are related to shopping. Advocating for night-time services (particularly on Friday and Saturday) could enhance the Blue Mountains’ economy, providing connectivity between population centres and recreational facilities (restaurants, bars, cinemas etc.) in different towns.

The provision of night-time public transport services is a key community priority as identified in the SBM and the community workshop undertaken during the the background research.

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Source: bluemountainsaustralia.com


Policy Context SBM – Objective 5.1, page 56.


Number of buses and train services operating in evening periods.

Patronage of night-time public transport services.

2017 - 2019 Prepare a strategy for improved nigh time public transport serviceswithin the Blue Mountains.

Undertake community surveys to identify the key night-time trip attractors within the Blue Mountains and the potential demand for night-time bus and train services.

Seek funding from TfNSW to trial nightrider bus services and monitor patronage levels.

Trial a night rider bus service.

Prepare promotional material to market nightrider services to residents and visitors.

Seek support from major hotels for a shuttle service around major hotels and population centres.

2020 - 2022 Transfer the operation of the nightrider bus services to TfNSW (ifpatronage levels warrant the continuation of these services).

2023 - 2035 Continue to monitor the operation of nightrider bus services and train services.

Advocate to expand and adapt nightrider bus services and train services in accordance with changing population demographics/densities and the entertainment requirements of the tourist market.


4.1.3 Action 3 –Support the tourist economy

Information provided by BMCC and comments made at the Community Workshop indicate that during peak tourist seasons, some trains (particularly with four carriages) operates under crush conditions. These conditions have the potention to increase safety risks and deter the increased use of public transport as an alternative mode of transport. This is reflected in an article (15/05/2017) in the Sydney Morning Herald.13 TfNSW announced on 31st May 2017 intention to provide additional train services/capacity on weekends to support the Blue Mountains’ tourist economy.

This is consistent with Sydney’s Rail Future which specifies that trains on the Blue Mountains Line will be lengthened as demand requires and the Western District Plan which specifies the TfNSW will investigate opportunities for improved train services to and from the Blue Mountains.14

Source: Sydney Morning Herald 2017

13 Taylor, A, 18 May 2017, 'NSW Tourism Operators fear overcrowded trains will deter visitors to the Blue

Mountains', Sydney Morning Herald

14 The NSW has announced a project to purchase 65 new trains which will commence operation on the Blue MountainsLine in 2019.


Policy Context Sydney’s Rail Future – page 20 and Draft West District Plan – page 56 and SBM – Objective 5.1, page 56

Blue Mountains Destination Management Plan, page 117.

Performance Portion of additional carriage capacity, compared to current Measure provision.

2017 - 2019 Engage with TfNSW to undertake (annual) surveys on the Blue Mountains Line during peak tourism periods to determine patronage levels. Use this data to identify if the additional carriage capacity is sufficient to accommodate demand.

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Advocate for additional carriage capacity on a needs basis.

2020 - 2022 Continue to monitor levels of patronage and advocate for additional carriage capacity on a needs basis.

Advocate for a direct link from the Western Sydney Airport Line (future interchange) to the Blue Mountains Line, including additional weekend capacity.

2023 - 2035 Continue to monitor levels of patronage and advocate for additionalcarriage capacity on a needs basis.

Prepare a strategy for the provision of direct train services betweenthe Blue Mountains and Western Sydney Airport.

4.1.4 Action 4 - Upgrade to disability standards

Only six of twenty train stations15 in the Blue Mountains are wheelchair accessible. A key strategy of the SBM relates to the provision of accessibility for people with a disability. Accessibility at stations for the mobility impaired is mandatory under the Disability Discrimination Act (DDA).

Consultation with elderly residents of the Blue Mountains, undertaken as part of the Blue Mountains City Council Ageing Strategic Plan indicates that they have difficulty with mobility and accessibility at stations is poor.

The Disability Standards for Accessible Public Transport (DSAPT) was developed to make public transport more accessible for the mobility impaired. The DSAPT recognises that access to public transport for the mobility impaired, their families and carers may also benefit older Australians and individuals with infants in prams.

In 2011, 10.3 percent of Blue Mountains residents are aged over 70 and 4.5 percent of residents identify themselves as needing help in their day to day lives. An upgrade of public transport facilities to DSAPT standards would help improve the mobility of a significant portion of the Blue Mountains’ (ageing) population.

Leura and Wentworth stations have recently been upgraded including the installation of lifts as part TfNSW’s Transport Access Program.

BMCC is currently planning to provide accessible boarding points and kerb ramps where required in accordance with AS 1428 to provide compliance with the DDA.

15 Bell, Blackheath, Blaxland, Katoomba, Springwood, Wentworth Falls



Policy Context Ageing Strategic Plan - Theme 2 Transportation, page 21 and SBM –Objective 5.1, page 56

Performance The number of stations and bus stops upgraded to DSAPTMeasures requirements.

2017 - 2019 Advocate to TfNSW to upgrade stations in the Blue Mountains to comply with their obligations under the DDA.

As part of this strategy, arrange annual meetings between the general manager, mayor, state MP and State Minister for Transport to encourage improvements to accessibility at stations and bus stops within the Blue Mountains.

Prepare a funding submission for the upgrade of bus stops within the Blue Mountains.

Seek to upgrade 12 bus stops per year to comply with DSAPT, subject to funding.

2020 - 2022 Seek to upgrade 12 bus stops per year to comply with DSAPT, subject to funding.

2023 - 2035 Update the advocacy strategy and funding submission.

Seek to upgrade 12 bus stops per year to comply with DSAPT, subject to funding.

Ensure bus stops for any new routes developed in response to changes in population densities, demographics and geographic distribution are constructed to comply with DSAPT.

4.1.5 Action 5 - Improve community transport

A key strategy in SBM is to provide transport solutions for those unable to access transport. The Ageing Strategic Plan indicates some elderly residents feel that community transport to medical services and social activities is limited and costly. Council’s Disability Inclusion Action Plan identifies providing transport options for people of all abilities as a key direction.

Community transport services within the Blue Mountains are currently provided by the Aboriginal Resource Centre and Great Community Transport. BMCC are seeking to trial an on-demand bus service that would improve the transport options of the mobility impaired.

With the projections for an ageing population,16 the demand for community transport in the Blue Mountains is expected to increase significantly. Accordingly, it is very important that the resourcing of community transport is commensurate to the existing and expected demand.

16 Population projection indicates the portion of residents aged 65 or more is expected to increase from 15 percent in2011 to 27 percent in 2041.



Policy Context Ageing Strategic Plan - Theme 2 Transportation, page 21, SBM –Objective 3.1, page 54. Disability Inclusion Action Plan, Direction 1.


The number of community vehicles and patronage levels. Area coverage in relation to community needs.

2017 - 2019 Establish a database of all community transport services, setting out the services provided, user eligibility criteria and booking arrangements.

Engage further with the elderly/mobility impaired to identify the transport solutions they require.

Develop a Community Transport Strategic Plan to identify measures to improve the quality and efficiency of community transport in partnership with key stakeholders.

Trial the on-demand community bus service.

Prepare a funding submission for the provision of additional transport services.

In partnership with community transport providers, explore the viability of providing an 'Uber like' service for the mobility impaired.

2020 - 2022 Identify resources within council to implement the Community Transport Strategic Plan and develop new community transport schemes.

Formalise the on-demand community bus service (if the trial is successful and funds are available).

2023 - 2035 Continue to monitor the operation of community services andupgrade them to account for changes in population demographicsand geographic distribution.

Source: http://greatcommunitytransport.org.au

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Any potential issues re: facial recognition?


17 Blue Mountains Tourism Industry Profile (Issue 1 2014/2015)

4.1.6 Action 6 – Encourage visitors to use sustainable transport

Tourism industries currently contribute up to $421 million per year to the Blue Mountains economy.17

2.9 million people visited the Blue Mountains in 2016 and visitation forecasts suggest that:

• by 2020, 3.4 million visitors per year are expected; and

• by 2025, 4.1 million visitors per year are expected.

Increases in tourism are likely to have a significant impact on the transport network, such as increased damage to roads due to coaches over the short to medium term. The Destination Management Plan identifies potential solutions to improve the management of coaches within the Blue Mountains.

Providing visitors with information about transport options to/from and within the Blue Mountains will encourage the use of sustainable modes of transport.



Policy Context SBM – Objective 5.1, page 56 and NSW Long Term Transport Master Plan, page 22.

Blue Mountains Destination Management Plan, page 117.

Performance Train and bus patronage during peak tourism periods.Measures

2017 - 2019 Prepare promotions to encourage sustainable travel to and within the Blue Mountains (one per year). Provide promotional materials to hotels and backpackers in Sydney.

Update the PAMP’s works program (if required) to ensure the availability of safe, convenient and attractive walking/cycling paths linking tourist destinations with accommodation areas.


4.1.7 Action 7 – Reconvene the Integrated Transport Forum

The Blue Mountains Integrated Transport Forum (BMITF) was formed in 1995 and is a group of stakeholders that seek to address some of the mass transit issues within the Blue Mountains. Membership of the forum includes the BMCC, community transport providers, local bus companies, community groups, local tourism companies and the State Member for Parliament.

The stated aim of the BMITF detailed in their draft terms of reference is:

Integrated and accessible transport services for the Blue Mountains Local Government Area that meets the needs of service providers, community including residents of all ages, visitors, workers and the business community.

The development of this strategic plan is consistent with the aims of the BMITF.

The BMITF is not currently active and it is recommended that it is reconvened to assist in the implementation of the ITSP and the supporting advocacy actions.

Investigate the feasibility of a bike hire scheme in the BlueMountains, potentially in coordination with the operation of theGreat Blue Mountains Trail.

2020 - 2022 Implement PAMP works program.

Undertake pedestrian wayfinding strategy to enhance the legibility of routes to key tourist attractors.

2023 - 2025 Implement bike hire scheme (if feasible) and monitor its use. Implement the pedestrian wayfinding strategy.

2025 - 2035 Continue to monitor performance or tourism related infrastructure and review relevant council strategies.


4.1.8 Action 8 - Improve commuter transport

Journey to work data indicates approximately of 14 percent of trips from the Blue Mountains are undertaken by train. Train services typically operate every 15 - 30 minute during peak morning and evening periods and sixty minute frequencies in off-peak periods.

The destinations with the highest portion of individuals that use trains to access their places of employment are:

• Sydney CBD–82 percent of trips;

• Parramatta CBD–67 percent of trips;

• Blacktown CBD–27 percent of trips; and

• Penrith CBD–15 percent of trips.

The congested nature of the road network along the M4 corridor towards the Sydney CBD and the difficulty/cost associated with parking in the CBD are likely to discourage the use of private motor vehicles. However, the Roads & Maritime Services M4 Smart Motorway Project, aims to maximise the performance of the motorway through a number of intelligent traffic technologies. It is important to advocate for corresponding improvements in efficiency on public transport networks.

Ensuring there is adequate peak hour capacity on the Blue Mountains Line to key employment destinations, will encourage the use of public transport for commuter trips.


Policy Context SBM – Objective 5.1, page 56 and Objective 5.2, page 57.

Performance Number of buses and train services operating in evening periods.Measures Number of ITSP actions that are implemented.

2017 - 2019 Prepare a communications strategy to encourage more interested stakeholders to join the BMITF.

Prepare a funding submission to support the ongoing operations of the BMITF.

Prepare an advocacy strategy for the improved operation of Blue Mountains’ public transport services.

Undertake BMITF meetings every three months.

2020 - 2022 Monitor the operation of the Blue Mountains’ traffic and transport facilities and services.


2023 - 2035 Update the communications strategy, funding submission and advocacy strategy.

Monitor the operation of the Blue Mountains’ traffic and transport facilities and services.


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Policy Context Sydney’s Rail Future – page 20 and Draft West District Plan – page 56 and SBM – Objective 5.1, page 56.

PerformanceMeasure

Portion of residents employed in Penrith, Parramatta, Blacktown and Sydney using public transport.

2017 - 2019 Engage with TfNSW to undertake annual surveys on the Blue Mountains Line during peak periods of activity to determine patronage levels. Use this data to identify if additional peak hour services are required accommodate demand to key employment centres.

Advocate for additional peak hour services on a needs basis.

Advocate for Westmead station to be included in express services.

2020 - 2022 Continue to monitor levels of patronage and advocate for additional services on a needs basis.

Advocate for a direct link from the Western Sydney Airport Line (future interchange) to Blue Mountains Line

2023 - 2035 Continue to monitor levels of patronage and advocate for additional services on a needs basis.

Prepare a strategy for the provision of direct train services between the Blue Mountains and the Western Sydney Airport.

5 Roads and Travel Demand




The proposed objectives for the Blue Mountains' road network are to:

• provide a road network that operates in an efficient manner;

• support the NSW Government’s Towards Zero approach to reduce serious injuries and fatalities on Blue Mountains’ road network ;

• manage traffic demand and congestion; and

• improve the safety and amenity of the road network.

A key part of local government's’ traditional role in transport has been in local roads management, including Local Area Traffic Management (LATM).

5.1.1 Action 1 - Manage the road network

Town centre studies and community inputs indicate that the roundabout at Macquarie Road/Hawkesbury Road in Springwood and the intersection of Yeaman Bridge Road/Great Western Highway in Katoomba, currently experience congestion during peak periods of road network operation. The Springwood Town Centre Traffic Modelling Study and the Katoomba Traffic, Parking and Transport Study were commissioned by BMCC to identify measures to mitigate these pinch points.

The Great Western Highway also experiences congestion during peak holiday periods such as Christmas and Easter, which can affect the operation of the M4 Western Motorway.

As outlined in Section 2.7, the council is working with state agencies to improve the key intersections on the Great Western Highway at Yeaman Bridge, Katoomba and Hawkesbury Road, Springwood.

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Performance The operation of the Blue Mountains’ road network (in accordance Measures with Roads and Maritime Level of Service Criteria).

2017 - 2019 Update traffic studies to ensure proposed mitigation measures are consistent with the current (and expected) traffic volumes.

Prepare plans to mitigate congested locations on the Blue Mountains’ arterial road network. As part of this strategy arrange annual meetings between the Mayor, State MP and State Minister for Roads to encourage improvements to Blue Mountains’ road network.

Prepare ongoing traffic studies on a needs basis, in accordance with changing conditions within the Blue Mountains.

2020 - 2022 Review the prioritisation of modes and traffic circulation withintown centres to ease congestion.

Monitor the operation of intersection upgrades to ensure therequired operational improvements are being achieved.

2023 - 2035 Monitor the operation of intersection upgrades to ensure therequired operational improvements are being achieved.

Monitor operation of the road network to identify any pinch pointsand prepare updated traffic studies (if required).

5.1.2 Action 2 - Prepare a road safety strategy 18

In February 2018 the NSW Government released the Road Safety Plan 2021 Towards Zero. This Road Safety Plan adopts the internationally recognized Safe System approach, which is a holistic and proven method that reduces death and serious injury through a safe system. The 4 components being: Safe roads; Safe speeds; Safe vehicles; and Safe people.

This ITSP is consistent with this Safe System approach and many of the actions reflect these shared outcomes.

The NSW Centre for Road Safety indicates that between 2010 and 2015 there were 2,238 crashes recorded within the Blue Mountains. The majority of these crashes occurred on the Blue Mountains’ arterial road network, indicates there is a 'cluster' of crashes on local roads, particularly within Katoomba and Leura.

Speed was identified as the main contributing factor to crashes in the Blue Mountains (38 percent of crashes), which is significantly higher than the overall Sydney region (12.2 percent) and is reflective of the relatively large volume of crashes occurring on the arterial road network.

It is recommended that BMCC prepares an advocacy strategy to work with Roads and Maritime Services to identify and implement measures to mitigate 'black spots' where relatively high volumes of crashes (particularly where crashes have caused serious injuries and fatalities) have occurred.19

18 The development of a Road Safety Action Plan and a review of black spots are actions in the 2016-2017 Operational Plan.

19 Council can seek blackspot funding from the Australian Government's Blackspot program or the NSW Governments Safer

Roads Program.




Performance The number of crashes and injuries/fatalities occurring annually Measure within the Blue Mountains.

2017 - 2019 Undertake a review of crash data and analyse trends and black spots on the local and arterial road networks. Prepare a strategy to engage Roads and Maritime Services to identify, prioritise and implement measures to mitigate black spots.

Undertake road safety reviews (subject to available resources) on roads within the Blue Mountains that have experienced relatively high volumes of crashes, such as Katoomba Street and Megalong Street.

Prepare a funding submission (Blackspot and Safe Roads Programs) for improving road safety in the Blue Mountains. Prepare a campaign every two years to encourage safe traffic and transport behaviour.

BMCC staff to undertake road safety audit training to provide 'in house' capability.

2020 - 2022 Implement measures to improve road safety in the Blue Mountains.

Update the funding submission.

2023 - 2035 Monitor the effectiveness of measures implemented to improveroad safety and update the funding and engagement strategies.


5.1.3 Action 3 - Promote sustainable travel

An important part of this strategy is to implement travel demand management measures to reduce the demand for car travel in the Blue Mountains. This action is consistent with Step 4 of the PAMP and Bike Plan to promote the use of active transport.

A Green Travel Plan (GTP) is a package of initiatives aimed at reducing single occupant car trips. by promoting car sharing, subsidising public transport and providing end of trip facilities. A GTP encourages greater use of public transport, walking and cycling by residents, employees and visitors, and reduces traffic and parking impacts within communities by preparing and regularly updating a GTP for its staff.20



Performance The number of organisations with GTPs and the mode share ofMeasure sustainable transport.

2017 - 2019 Consider updating the Blue Mountains DCP to encourage GTPs as part of the planning application for major new developments. Develop a standard GTP template for easy reference for developers and other organisations.

Monitor the application of GTP and provide advice to the public on an ad-hoc basis. Undertake a campaign every year to promote walking, cycling and public transport within the Blue Mountains.

Hold focus groups with the community or use 'Have Your Say' to identify barriers to people from using sustainable modes of travel and work to mitigate them.

2020 - 2022 Undertake studies to monitor the effectiveness of GTPs. Upgrade the Blue Mountains active and public transport networks to encourage their use.

2023 - 2035 Undertake studies to monitor the effectiveness of GTPs. Upgrade the Blue Mountains active and public transport networks to encourage their use.

20 A key recommendation of the PAMP is 'That the City takes a leadership role in encouraging and supporting walking asa mode of transportation for City staff'.


5.1.4 Action 4 – Improve asset management

The Asset Management Strategy 2013 - 2023 identifies how Council’s existing assets and income streams will meet the service delivery requirements outlined in the SBM.21

A service provision hierarchy is required that has documented service outcomes and service levels to ensure that council assets support an integrated transport service in a cost effective manner. Provision of an appropriate framework and integrated tools for maintenance management, managing assets and collecting data in the field, asset performance monitoring and data analysis will greatly improve business efficiencies and service outcomes for the community.

BMCC is currently using Civica Authority AIM as an asset register, Pitney Bowes MapInfo to show assets spatially and Vemax CMMS to manage maintenance activities. There is no effective integration between these systems and limited ability to collect data in the field. By better connecting these systems and improving processes, Council can understand the long term implications of the level of funding of integrated transport infrastructure on lifecycle costs and service levels.

These changes will move council from reactive asset management to proactive long-term asset management.22

21 The SBM identifies “Condition of council transport assets and their fitness for purpose” as a progress measure ofintegrated transport (Objective 5.1)

22 BMCC have commenced procurement for roads data collection modelling, footpath data collection modelling and anew asset management system for all asset classes.




Performance Measure

Fit For the Future results for assets supporting integrated transport

Data currency and quality for assets supporting integrated transport

Service levels for assets supporting integrated transport

2017 - 2019 Procurement and implementation of an integrated Asset Management Information System.

Data collection, modelling and valuation for roads and footpaths.

Modelling and valuation for all other integrated transport assets.

Development of an integrated transport service hierarchy, including documented service levels, targets and supporting infrastructure.

Documentation of framework and processes for data collection and maintenance, including condition assessments. Update relevant asset management plans to reflect service and performance of integrated transport assets.

Development and delivery of road reseal, road shoulder and kerb and gutter programs based on service hierarchy, as required.

2020 - 2022 Continue to monitor data quality, currency, asset performance and sustainability, and update the asset management plans accordingly

2023 - 2035 Continue to monitor data quality, currency, asset performance and sustainability, and update the asset management plans accordingly

5.1.5 Action 5 - Improve local access between towns

In August 1999 the council adopted the Local Link Roads Strategy which identified a list of local roads to provide alternatives to the Great Western Highway in the potential circumstances where it is blocked during an emergency.

The strategy provided the council with a list of opportunities for local roads and the indicative cost of their implementation. The long term objective of the strategy was to build up a local access network to minimise the impact of the Great Western Highway on the daily lives of residents.

In 2008 council reviewed the Links Road Strategy, which provided a summary of the status of the proposed link roads.

It is recommended that council prepare a new Local Link Roads Strategy to identify potential new routes that may facilitate the mobility of residents and visitors to the Blue Mountains.


5.1.6 Action 6 - Maintain primary transport corridors

The arterial roads within the Blue Mountains facilitate regional connectivity, and operate as local routes, connecting the majority of the population centres. The Blue Mountains Line is the region’s primary public transit network serving the majority of population centres in the Blue Mountains and is critical to support the tourist economy.

BMCC is concerned that the current levels of maintenance of the Blue Mountains primary transport networks is not to an appropriate standard.

Effective m anagement a nd m aintenance o f t he p rimary t ransport n etworks w ithin t he B lue Mountains is critical to facilitate the safe and efficient movement of residents and visitors.



Performance Funding received to implement proposed links.Measure

2017 - 2019 Update and review the Local Link Road Strategy to identify the status of the previously proposed links.

Undertake an audit of existing link roads within the Blue Mountains to identify those requiring upgrades. This could be informed by coucnil’s asset management strategy.

Use 'Have Your Say' to identify the community’ s preference for new link roads in the Blue Mountains.

Undertake a review of census data and population projections to identify future Blue Mountains residents.

Prioritise and undertake a budget estimate for proposed new links.

Prepare a funding strategy for proposed new link roads.

Review traffic studies prepared for new developments to inform the assessment of requirements for new link roads.

2020 - 2022 Update the funding strategy.

Undertake traffic studies to assess the potential impacts of any proposed new link roads on the adjoining road network.

Design and construct new link roads on a priority basis.

2023 - 2035 Undertake traffic studies to assess the potential impacts of any proposed new links on the adjoining road network.

Design and construct new link roads on a priority basis.


Council is currently developing a Water Sensitive Blue Mountains Strategic Plan to:

· Align Council’s water management activities with the vision in the Community StrategicPlan; and

· Act as the over-arching strategy to encourage a co-ordinated approach to watermanagement in the Blue Mountains.

The transport corridor has a major influence over the management of stormwater from its related infrastructure. Of particular importance are the high number of water detention basins the Roads and Maritime Services has installed in recent years as part of the Great Western highway upgrade. It is an action within this strategy to explore options around better water quality and reuse.

It is recommended that BMCC continue to work with Roads and Maritime Services and Sydney Trains to ensure that the transport corridors are maintained at an agreed service level so as to not adversely impact safety, efficiency, amenity and operational capacity.


Policy Context SBM – Objective 5.1 page 56 and Objective 5.2, page 57. The Western Sydney City Deal page 4.

Performance Funding received to maintain primary transport corridors.Measures Number of maintenance activities.

2017 - 2019

2020 - 2022

Undertake annual audits in conjunction with Sydney Trains and Roads and Maritime Services to assess the condition of the arterial road network (particularly the Great Western Highway) and Blue Mountains Line to prepare a preliminary program of works.

Prepare a transport corridor advocacy strategy and funding submission. As part of this strategy, arrange annual meetings between the general manager, mayor, State MP and State Minister for Transport to agree on appropriate maintenance service levels and encourage improvements to Blue Mountains’ transport networks.

Identify actions from the Water Sensitive Blue Mountains Strategic Plan relating to stormwater management.Undertake an annual audit to assess the condition of the arterial road network and Blue Mountains Line.

Update the advocacy strategy, funding submission and program of works.

2023 - 2035 Undertake an annual audit to assess the condition of the arterial road network and Blue Mountains Line.

Update the advocacy strategy, funding submission and program of works.


5.1.7 Action 7 – Review emergency vehicle access

Effective emergency planning is key to minimising the damage caused by emergencies such as fires and storms, and to facilitate preparedness.

Key transport related hazards in the Blue Mountains’ include bushfires, flash flooding, trees brought down by extreme weather events and major road crashes.

In a disaster situation, emergence services need to:

• gain access to properties in an efficient manner;

• have sufficient room to manoeuvre and operate appliances and emergency vehicles in proximity of the emergency; and

• ensure that access and egress routes within and to areas outside the Blue Mountains’ are maintained and able to be cleared for emergency services.

The ability to gain access is function of both traffic conditions and road design.

The majority of population centres in the Blue Mountains are located in close proximity to thearterial road network, which operates as the primary access route for emergency vehicles.


Policy Context SBM – Objective 5.1 page 56 and Objective 5.2.

Performance Funding received to improve emergency services vehicle access.Measures Number of audits undertaken.

2017 - 2019 Undertake annual audits of roads within the Blue Mountains and identify roads that do not comply to standards for emergency vehicle access (such as the Fire & Rescue NSW Guidelines for Emergency Vehicle Access).


Prepare a strategy for emergency services to identify impediments to the operation of emergency services vehicles.

Undertake a study (in accordance with the Local Link Roads Strategy) to identify alternative access routes for emergency services between population centres in cases of road closures/blockages.

Prepare a funding strategy for any road or alternate access work required to improve accessibility for emergency services vehicles within the Blue Mountains.

Consider use of Katoomba Air Field for emergence management

2020 - 2022

response.

Update the strategy and funding strategy.

2023 - 2035

Implement any required road upgrades, subject to resourcing.

Update the strategy and funding strategy. Implement any

required road upgrades, subject to resourcing.

6 Parking




The proposed objectives for the Blue Mountains parking strategy are to:

• manage the parking impacts of tourist vehicles within the Blue Mountains;

• manage growing demand for parking in key tourism precincts;

• implement the parking precinct plans; and

• provide sufficient parking to support town centres, based on regular monitoring of demand and effective regulation.

A key objective of SBM is to support the provision of vehicle parking at key destinations in response to the needs of residents, businesses and the community.

6.1.1 Action 1 - Provide strategic framework for parking

Council has prepared the Citywide Parking Strategic Plan to provide strategies to minimise conflict arising from car parking and deliver outcomes beneficial to the Blue Mountains Community. The main purpose of the strategy is to:

• review parking supply and demand within the LGA;

• identify parking issues and measures to address these issues; and

• develop strategies to minimise conflicts associated with car parking.

A key action of the Operational Plan 2017-2018 was to complete the Citywide Parking Strategic

Plan.


Policy Context SBM – Objective 5.2, page 57 and Draft City Wide Parking Strategic Plan.

Performance Finalise the Citywide Parking Strategic Plan. Measure

2017 - 2019 Complete the draft Citywide Parking Strategic Plan and implement the priority actions.

2020 - 2022 Implement the measures and priority actions identified in the strategy to encourage the efficient use of parking within the Blue Mountains.

As part of a City Wide Parking Strategic Plan review, undertake a study on the external cost associated with parking in the Blue Mountains.

As part of a City Wide Parking Strategic Plan review,

2023 - 2035

undertake a review of Council's Development Control Plan (DCP) parking requirements, in line with the direction of the parking strategy.

Implement the measures and priority actions identified in the strategy to encourage the efficient use of parking within the Blue Mountains.


6.1.2 Action 2 – Manage tourist bus impacts

The Leura Tourist Bus Strategy was prepared by council to identify measures to mitigate the impact of the large volumes of tourist buses that visit Leura. The Destination Management Plan identifies potential solutions to improve the management of coaches within the Blue Mountains, including:• Development of a coach layover hub for 20-30 vehicles within a central facility where

drivers can rest, in a location that can support tourism activity in Katoomba and Leura.

• Development of a dedicated drop off parking space in Leura where coaches can safely drop passengers before they travel to the proposed coach layover hub.

It is recommended that additional feasibility studies be undertaken into the measures proposed by the Destination Management Plan to manage the impact of coaches within the Blue Mountains.


Policy Context Destination Management Plan – page 117 and Leura Tourist Bus Strategy, Scenarios 1 -11. Visitor Infrastructure Investment Strategic Plan, pages 31-33.


Completion of the planning works and construction of the coach parking facilities and pick up/drop off areas.

2017 - 2019 Prepare a Local Area Traffic Management plan for Leura that address tourist bus parking and local traffic, parking and access issues



Implement actions/recommendations of the Destination Management Plan, Leura Tourist Bus Strategy and Visitor Infrastructure Investment Strategic Plan.

Prepare a funding submission for the proposed LATM in Leura.

Prepare a Communication Strategy for engaging with key stakeholders.

Undertake a study (including community consultation) to identify feasible locations for coach facilities in the Blue Mountains.

2020 - 2022 Prepare the detailed designs for the coach parking facilities.

Implement actions/recommendations of the Destination Management Plan, Leura LATM and Visitor Infrastructure Investment Strategic Plan and Parking Precinct Plans.

Construct the coach parking facilities (if funding is available).

2023 - 2035 Monitor coach parking activity at the facilities to ensure they are operating efficiently and minimising the impact of tourist vehicles.


6.1.3 Action 3 – Introduce additional paid parking

The Visitor Infrastructure Investment Strategic Plan identifies strategies for the development of visitor user-pays systems within the Blue Mountains. The options identified for further exploration include introducing paid parking in town centres with residents’ discounts or exemptions.

Paid parking (with the potential rollout of electronic sensor parking) would encourage vehicle turnover, increase parking availability in town centres and discourage the use of on-street parking associated with park and ride facilities operating at or near capacity. It would also discourage public parking in town centres being used by retail and office staff, to the detriment of other user groups and provide an equitable outcome for a variety of road users.

The introduction of paid parking should focus on areas with high levels of parking demand and tourism activity such as Katoomba, Leura and Wentworth Falls. This is consistent with the 'priority areas' identified in the parking strategy. Council is currently developing parking precinct plans to set out a clear and proactive strategy to manage and facilitate the efficient provision parking within the Blue Mountains.


Policy Context SBM – Objective 5.1, page 56 and Draft Citywide Parking Strategy, page 31. Visitor Infrastructure Investment Strategic Plan, Chapter 6.

Performance The number of paid parking spaces in the Blue Mountains.Measures

2017 - 2019 It is recommended that council develops parking precinct plans to specify:

- the desired outcomes i.e. encouraging vehicle turnover to provide parking opportunities for residents and visitors;


- the criteria for the introduction of paid parking at activity centres and residential streets; and

- appropriate paid parking technology.

2020 - 2022 Introduce bus parking meters at Echo Point.

Implement the recommendations of the Visitor Infrastructure Investment Strategic Plan, Citywide Parking Strategic Plan and Parking Precinct Plans.

2023 - 2035 Implement the recommendations of the Visitor Infrastructure Investment Strategic Plan, Citywide Parking Strategic Plan and Parking Precinct Plans.

6.1.4 Action 4 – Review commuter parking facilities

Commuter car parks in the Blue Mountains are owned by BMCC and the NSW Government. They are located at stations throughout the Blue Mountains, typically these are at grade but a multi-storey facility is located at Springwood.

Commuter parking spaces are expensive and can cost from $30,000 per space for a surface car park to $60,000 per space for a multi-deck car park.

The Citywide Parking Strategic Plan indicates some commuter car parks (particularly in the Lower Mountains) such as Springwood and Blaxland are operating at or near capacity.

Because the cost associated of providing new car parking spaces is so high the use of existing parking spaces through the development of parking precinct plans and providing appropriate amenities and facilities to promote active transport, should be a priority action for the council. The policies developed from this commuter parking review may be included in an updated City Wide Parking Strategy.23

Should the NSW Government seek to increase commuter parking in a way that minimises the impact on the urban form of the Blue Mountains, the BMCC may support it. Potential locations for new or enhanced commuter parking could be identified in centres with population growth or where there is evidence of public transport.

23 The Citywide Parking Strategic Plan specifies that large car parks are inconsistent with the urban character of towns in the Blue Mountains.


6.1.5 Action 5 – Develop parking wayfinding strategies

Signage is a critical component of parking, particularly for locations in the Blue Mountains that experience large volumes of visitors such as Katoomba, Springwood, Hazelbrook, Lawson, Blackheath and Wentworth Falls. As detailed in the parking strategy, a car parking signage audit undertaken by council identified illegible signs, damaged or poorly maintained signs and signs obscured by vegetation.

The wayfinding strategy would:

• assist drivers searching for parking and provide wayfinding signage when they need it;

• improve efficiency of car parks within the Blue Mountains; and

• minimise 'circling' associated with searching activity.


Policy Context SBM – Objective 5.1, page 56 and Draft Citywide Parking Strategic Plan, page 4.

Performance Measure

Number and quality of maintenance activities. Number

of new commuter car parking spaces provided.

2017 - 2019 Monitor demand at commuter car parks on an annual basis.

Maintain the parking infrastructure (line markings, wheel stops,bollards etc.) at council owned commuter parking facilities.

Work with TfNSW to minimise the impacts of new commuter carparks on the urban form of the Blue Mountains (if required).







•Options to rationlise signage across the Blue Mountains could also be considered.

The parking wayfinding strategy could be linked to a wider review of cycling and pedestrian signage and should connect key arrival points with significant attractions and destination.s.24

The introduction of 'smart parking' technologies would enable drivers to be guided quickly and easily to the nearest avavilable parking bays using apps and GPS display screens.

24 BMCC could apply for a 'smart cities' grant from the Australian Government which provides funding for technologicalsolutions to urban challenges that improve liveability and sustainability.

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delete and change to: "mode share of public transport"


6.1.6 Action 6 - Review accessible parking

The City Wide Parking Strategic Plan identifies the provision of accessible parking as an ongoing challenge with regards to an ageing population and the topographic constraints of some towns and villages. In line with the expected growth of an older demographic, it is likely that demand for accessible parking will increase.

An action plan should be in place to address these issues and enhance the mobility of the elderly and residents with a disability.

This is consistent with a key goal of the Aging Strategy to:

Ensure local road maintenance and parking facilities cater to older residents and provide safe and efficient access to key destinations.

It is also consistent with Direction 1 of the Disability Inclusion Action Plan is to enhance the mobility of individuals of all abilities.


Policy Context Draft Springwood Town Centre Masterplan, page 47, Katoomba Town Centre Precinct – Traffic, Parking and Transport Study, page 61 and Hazelbrook Village Centre Public Domain Master Plan, page 40.

Draft Citywide Parking Strategic Plan, page 32.

Performance The number of town centres with parking signage strategies.Measures

2017 - 2019 Update the audit of existing parking wayfinding. Update existing parking surveys (as required) to provide baseline data.

Undertake a community survey (Have Your Say) to assist in identifying current issues and understanding user needs.

Prepare car park wayfinding strategy in key population centres. Implement parking wayfinding signage with a town centre every year.

Undertake an investigation of emerging wayfinding technologies such as apps (potentially in conjunction with parking sensor systems) that provides road users with information (including directions) about parking availability in the Blue Mountains.

2020 - 2022 Implement parking wayfinding in a town centre every year. Monitor levels of parking use and vehicle circling activity.

2023 - 2035 Implement parking wayfinding signage in a town centre every year. Monitor levels of parking use and vehicle circling activity.



Policy Context Draft Citywide Parking Strategic Plan, page 28, Blue Mountains Ageing Strategic Plan, page 21, and Disability Inclusion Action Plan, page 13.

PerformanceMeasures

Percentage of public parking areas with compliant accessible parking.

2017 - 2019 Undertake an audit of all public parking spaces for the mobility impaired within the Blue Mountains to identify volumes, ensure layouts are compliant with Australian Standards and they are located in highly visible locations (in accordance with the Blue Mountains DCP and parking strategy specifications).

Develop a monitoring program to measure demand for mobility impaired parking and illegal parking in designated spots.

Develop standards that can be used as indicators to identify when additional parking for the mobility impaired is required. This could be based on demand or demographic changes (as identified in census data).

2020 - 2022 Maintain the monitoring program and implement additionalaccessible parking as determined by audit.

2023 - 2035 Maintain the monitoring program and implement accessible parkingas determined by audit.

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Percentage of public parking areas with compliant accessible parking

7 Freight



7.1 Proposed Objective

The proposed objective for the movement of freight is to:

• minimise the negative impacts (noise, environmental, road wear, and safety and amenity) of freight within the Blue Mountains.

The Great Western Highway operates as key freight route between Sydney and the central west.

Where a high level of dependence on road-based freight occurs, a key concern is to mitigate the impact on communities and other road users, such as pedestrian and cyclists. As the Great Western Highway travels through the majority of population centres, this is of particular importance to the council and local residents.

SMB identifies that the impact of large freight trucks travelling through the Blue Mountains is identified as an 'ongoing challenge' in SBM.

7.1.1 Action 1 – Deliver education campaigns

The council is taking a proactive advocacy approach to manage the impacts of heavy vehicles within the Blue Mountains via the Blue Mountains Heavy Vehicle Drive Neighbourly Agreement (DNA). The DNA Committee consists of council, Road Freight NSW, the State Member for the Blue Mountains, NSW Police, freight companies and the Blue Mountains Community.

The DNA Committee is seeking a commitment from the freight industry to enter into a voluntary agreement for drivers to operate in a safe and courteous manner. The key aims of the DNA (the mission statement) include:

• to respond to community concerns about freight impacts;

• to improve the relationship with the freight industry; and

• to help provide safer roads for all users.




Performance Number of complaints the BMCC receive about freight impacts. Measures

2017 - 2019 Prepare and deliver a communications strategy to encourage more freight companies to agree to the DNA.

Prepare a funding submission for implementing the DNA.

Prepare an advocacy strategy for greater use of rail based freight and increased utilisation of Bells Line of Road.

Undertake committee meetings every three months.

2020 - 2022 Monitor freight activity within the Blue Mountains to inform the DNA committee and identify population centres adversely impacted by truck movements.

2023 - 2035 Update the communications strategy, funding submission and advocacy strategy.

Monitor freight activity within the Blue Mountains to inform the DNA committee and identify population centres adversely impacted by truck movements.


Source: BMCC Heavy Vehicle Drive Neighbourly Agreement



Policy Context SBM – Objective 5.2, page 57

Performance Number of complaints the council receives about freight impacts.Measures

2017 - 2019 Prepare an advocacy strategy for greater use of rail-based freight and increased utilisation of Bells Line of Road.

Undertake audit of towns and villages adversely affected by heavy vehicles.

Undertake a Local Area Traffic Management study (where required) to identify appropriate traffic calming or operational changes within town centres to minimise freight impacts, e.g. truck curfews, landscaping and reduced of speed limits.

2020 - 2022 Advocate for the Office of Environment and Heritage to assess noise/pollution levels associated with service vehicle activity within town centres to inform decisions for the improved management of freight movement.

Advocate for freight companies to use cleaner fuel.

2023 - 2035 Monitor the freight activity within the Blue Mountains and provide data to the DNA committee.

Continue to advocate for greater use of rail based freight and increased use of Bells Line of Road.

7.1.2 Action 2 - Protect residential amenity

Council can implement measures to minimise the impacts on trucks travelling on local roads, such as applying load and height restrictions.

Additionally, council can restrict on the permitted hours of truck operations on local roads as part of development application approvals for new retail / commercial developments within the Blue Mountains.

However, as the majority of truck activity within the Blue Mountains occurs on the arterial road network, council will need to advocate to TfNSW and truck companies to assist in managing the impacts associated with the freight movements within the Blue Mountains.

8 Innovation and Technology




The proposed objective for technology and innovation within the Blue Mountains is to:

• identify transport technologies suitable for implementation within the Blue Mountains.

The transport sector is currently undergoing a rapid transformation as transport technologies such as the use of app-based ride sourcing, electric cars and car sharing become more prevalent in society. Autonomous vehicles are likely to further transform travel patterns in the next decade.

It is recommended that council work with TfNSW and technology providers to identify innovations suitable to the Blue Mountains and expedite their trial.




Performance Funding received for the implementation of transport technologies. Measures

2017 - 2019 Undertake a best practice review of the latest transport technologies, their operation and potential application within the Blue Mountains.

Prepare a communication strategy for engaging with technology providers and TfNSW.

Work with TfNSW and transport service providers to identify and prioritise the technologies best suited for the Blue Mountains.

Prepare a funding submission for trials of technologies within the Blue Mountains.

Trial the transport technologies agreed with TfNSW.

2020 - 2022 Update the funding and communications strategy.

Expand the technology if trials are successful.

2023 - 2035 Update the funding and communications strategy.

Expand the technology if trials are successful.

8.1.1 Action 1 - Introduce transport technologies

9 Link and Place




The proposed objective for the Link & Place within the Blue Mountains is to:

• to enhance the 'place' function of population centres within the Blue Mountains ensuring streets operate as destinations in their own rigth rather than just trasnport corridors.

To ensure this takes place traffic and transport infrastructure needs to be consistent with a road position in the link and place hierarchy. Measures to achieve this may include:

• reduction in speed limits;

• the provision of pedestrian refuges;

• narrowing of roads; and

• introducing travel calming measures.

Due to the importance of Leura and Katoomba to the Blue Mountains tourist economy, it is recommended that the link and place assessment for these areas be completed first.

9.1.1 Action 1 – Implement link and place recommendations


Policy Context SBM – Objective 5.1 page 56 and Objective 5.2, page 57.

Performance Funding received to implement link and place measures.Measures Number of link and place measures introduced.

2017 - 2019 Undertake link and place assessments for Mount Victoria, Blackheath, Medlow Bath, Katoomba, Leura, Wentworth Falls, Lawson, Hazelbrook, Blaxland, Winmalee and Glenbrook.

Prepare a funding strategy for the implementation of the link and place recommendations. Update PAMP, Bike Plan, master plans, Water Sensitive Strategic Plan with the proposed link and place recommendations.

Prepare a program of works for the proposed upgrades in Leura and Katoomba. Consult with the community to inform them of proposed upgrades.

Implement upgrades in Katoomba and Leura and monitor their operation.

Review and prioritise the other recommendations of the link and place assessment, i.e. medium to low priorities.


2020 - 2022 Prepare a funding strategy, program of works and communityengagement strategy for the medium priority upgrades.

Implement the medium priority upgrades and monitor theiroperation.

2023 - 2035 Prepare a funding strategy, program of works and communityengagement strategy for the low priority upgrades.

Implement the low priority upgrades and monitor their operation.

10 Implementation and Summary



The actions identified in the Blue Mountains Integrated Transport Strategic Plan 2035 (ITSP) have been developed in response to the specific needs of the Blue Mountains community with reference to existing best practice. They highlight the important role local government can play in providing a sustainable multi-modal transport network.

The aim of the ITSP is to build capacity to grow by implementing selective traffic and transport infrastructure. It contains strategies and actions to move the transport network forward in a sustainable way.

The priority and cost of the proposed actions are detailed in Table 10-1. Highest priorities have been allocated to those actions that will enhance the safety of the Blue Mountains community or address key community concerns. Preliminary cost estimates have been assessed as follows:

• $ = less than $100,000

• $$ = between $100,000 and $300,000

• $$$ = greater than $300,000.

It is noted that these estimates are based on the cost to the council. The costs associated with advocating for upgrades to arterial road network are relatively low, but the costs associated with their implementation which will be borne by Roads and Maritime will be high.

Table 10-1 Implementation Priorities

Bicycle Riding and Walking Networks

Strategy: Facilitate the active transport network to allow the doubling of thenumber of walking and bicycle riding trips by 2025.

Enhance the safety of pedestrians and bicycle riders.

Action Priority Cost

Action 1 Implement the PAMP and Bike Plan High $$$

Action 2 Complete theGreat Blue Mountains Trail High $$$

Action 3 Provide more secure parking for bicycles Medium $

Action 4 Separate cycle lanes on arterial roads Medium $

Action 5 Introduce more speed limit zones Medium $$

Action 6 Encourage sustainable transport at schools Low $

Public Transport

Strategy: Provide a connected, efficient and accessible public transport network.

Facilitate opportunities to double the number of public transport trips by2025.

Explore the provision of all modes of public transport to hospitals/ healthservices.



Action 1 Improve bus frequencies and services High $

Action 2 Improve night-time public transport services Medium $

Action 3 Support the tourist economy High $

Action 4 Upgrade access to Disability Standards High $$$

Action 5 Improve community transport High $$

Action 6 Encourage visitors to use sustainable transport Low $

Action 7 Reconvene the Integrated Transport Forum High $

Action 8 Improve commuter transport Medium $

Roads and Travel Demand

Strategy: Provide a road network that operates in an efficient manner.

Eliminate serious injuries and fatalities on the Blue Mountains’ road

network. Manage traffic demand and congestion.

Improve the safety and amenity of the road network.


Action 1 Manage arterial road networks Medium $

Action 2 Prepare a road safety strategy High $

Action 3 Promote sustainable travel Medium $

Action 4 Improve asset management High $$$

Action 5 Improve access between towns Medium $$$

Action 6 Maintain the primary transport corridors High $

Action 7 Review emergency vehicle access Medium $

Parking

Strategy: Manage the parking impacts of tourist vehicles within the Blue Mountains. Manage growing demand for parking in key tourism precincts. Implement

the parking precinct plans.Provide sufficient parking to support town centres, based on regular

monitoring of demand and effective regulation.


Action 1 Provide strategic framework for parking High $

Action 2 Manage tourist bus impacts High $$$

Action 3 Introduce additional paid parking High $$$

Action 4 Review the commuter parking facilities Medium $

Action 5 Develop parking wayfinding strategies Medium $$

Action 6 Review accessible parking Medium $


Freight

Strategy: Minimise the impact of freight within the Blue Mountains.


Action 1 Deliver education campaigns High $

Action 2 Protect residential amenity Medium $$

Technology


Action 1 Introduce transport technologies Medium $$

Link and Place


Action 1 Implement 'link' and 'place' recommendations. High $$$

Monitoring of the ITSP will be critical to achieve funding from the NSW Government and other sources, and to obtain ongoing support from the Blue Mountains community. In order to achieve these critical outcomes, the following monitoring methods are proposed:

• ITSP review: Ongoing review to ensure the ITSP accurately reflects the latest population data for the Blue Mountains remaining up-to- and relevant.

• Project delivery and coordination: Ongoing monitoring of the delivery of ITSP performance measures to ensure consistency with the vision and objectives of the SBM and community expectations.

• Monitoring impact of projects: Regular measurements of mode share, travel behaviour (as detailed in census data, household travel surveys) and assessment of how and when ITSP objectives will be achieved . This will assist council to to understand the impact and relevance of the ITSP, and make changes or adjustments as necessary.

• Opportunities for funding: Ongoing partnership with the NSW Government and other potential partners is required to identify funding opportunities and maximise the ability to present business cases for investment.

ContactKatoomba Office2 Civic Place Katoomba NSW 2780Phone: 02 4780 5000

Katoomba Office Postal AddressLocked Bag 1005 Katoomba NSW 2780

Springwood Office104 Macquarie Road Springwood NSW 2777Phone: 02 4723 5000

Springwood Office Postal AddressDocument Exchange DX 8305 Katoomba

Council [email protected]

Council Websitebmcc.nsw.gov.au

Have Your Say Websitebluemountainshaveyoursay.com.au

Copyright © 2018 Blue Mountains City Council. Publication Date: May 2018

Integrated Transport Strategic Plan 2o35 · 1.1 What is the Blue Mountains Integrated Transport Strategic Plan The Blue Mountains Integrated Transport Strategic Plan 2035 (ITSP) is

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