AITPM Technical Forum – SA Branch - 6 July 2005 Continuing our recent theme of exploring the public transport system Neil Smith, the Managing Director of Torrens Transit gave a presentation on how strategies within the public transport system can be developed to meet the recently released State Strategic Plan. Approximately 40 people turned up to hear Neil's presentation. In giving the background to the public transport system, Neil recognised that the model used in Adelaide was similar to that used in the UK, France and US, where the Government keeps control of the public transport system, while an ‘outside resource' manages the assets, employs the people and runs the buses, all under strict control and guidelines. The operation is very much a partnership between Torrens Transit and the Government, with decisions being made through a consultative process. A key target is to increase patronage by 2% per year over the next five years. To date, Torrens Transit has achieved growth in patronage while Government expenditure has decreased, so to this extent, the model being used is delivering some of the Government objectives. While there is a widespread move to encourage greater use of public transport, it is important to realise that public transport cannot solve all transport problems. There are some things that public transport can do well, and some that it cannot. It can collect a large number of people and deliver them to a common destination (eg the CBD). Used in this way, it should be able to make a city function better in an economic and social sense, making the city a better place to live. It cannot (economically) provide a service that enables all patrons to go wherever they want to go – that is, it cannot readily service widespread destinations. The Strategic Plan has a goal to double the market share for public transport, requiring a 4% growth over 18 years. However, social and structural changes within our society are not conducive to the (increasing) use of public transport. For example, a much greater proportion of the population run their own business than in the past. Also, there needs to be recognition that in Adelaide (which has a somewhat limited train service), buses carry 80% of the public transport patronage, while the fixed rail system, having a limited catchment area, carries only 20%. Therefore the level and quantum of funding that is given to each of these modes should reflect their ability to deliver outcomes that are in line with the Strategic Plan. So, in terms of delivering on the Strategic Plan, it is necessary to look at what public transport can do well, and where improvements can be made. Some of these factors include • Public transport can collect people and deliver them to specific destinations, such as the CBD. • The current market share to the CBD is approximately 20%. Given that the market share for Sydney is approximately 80%, there is clearly scope for growth. • Some key destinations, such as Adelaide Airport, are barely served at all. This destination could be served with a high quality bus service. • Marion Shopping Centre is the second largest retail centre in the southern hemisphere, and hence is a strong ‘destination' that could be better served. • Improved connector services can be made to the O'bahn, which already has strong patronage, and services the Tea Tree Plaza Shopping Centre. • Universities are a potent source of patronage, with students needing transport to and from campus. Adelaide has a number of decentralised campuses, including Flinders University and the University of South Australia. • One of Adelaide's great strengths is the relatively wide arterial road system, making it possible to cater for bus priority with no overall loss to other transport modes. • Electronic control of lanes could provide Bus Lanes (during peak periods) into the CBD, enabling a 3 – 5 minute service to be provided. • Establishment of a bus station in the city would allow the elimination of other bus stops, thereby improving traffic flow. One of the strategies that have already been successfully used include the ‘Go Zone', and this has been used as a powerful marketing tool. With a 15 minute frequency, patrons do not really need a time table – they can just walk to the bus stop and know that a fast, efficient service will come along in a few minutes. Given the above considerations, there is clearly scope for public transport services to provide an improved service in an innovative way. Neil's presentation was both informative and thought provoking, and gave an insight into how public transport could be improved to meet key Government objectives at an affordable cost. |
Sept. 2005 : Simulation Modelling Tools for Walking and Cycling : Bill Gehling July 2005 : : Transit Strategies - Neil Smith - Dorens Transit Bus Rapid
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