These reports are excerpted from the journal
TRANSIT AUSTRALIA - February 2004, Vol. 59, No. 2 , pp 41-43
We wish to thank the publishers for their kind permission to reprint these items.
4. Looking forward to 2018 - TransAdelaide's Strategy
At a People For Public Transport conference in Adelaide in November, Mr Roy Arnold, general manager of TransAdelaide, outlined the organisation's strategy for development over the next 15 years. This overview concentrates on infrastructure-related and service improvement proposals. Mr Arnold made it clear that the growth strategy outlined is that of TransAdelaide and not necessarily that of the State Government. However, he says that it is consistent with the major thrusts of the Government's Draft Transport Plan.
TransAdelaide is responsible for provision of Adelaide's passenger rail systems, both light and heavy rail. The network incorporates 120km of train track with 84 stations and 11km of tramway with 21 tram stops. The fleet comprises 93 operational railcars and 21 trams carrying 12 million passengers per annum.
The Draft Transport Plan targets doubling public transport share of passenger travel from 5% to 10%. TransAdelaide's target is for rail to at least hold its passenger modal share. To achieve this a quantum leap and considerable investment is required. Mr Arnold notes that marginal incremental improvement will not achieve TransAdelaide's long term objectives.
TransAdelaide will be working to influence transport policy through the Transport Plan.
Initiatives already under way include:
Glenelg Light Rail Project (approved and proceeding); Investigation of an on-board entertainment system on a pilot basis. This system will not only entertain, it will provide a basis for passenger information and security systems;
Investigation of the feasibility of a limited Barossa rail service;
New Central Train Control System by 2005.
Elements of the growth strategy include:
An alliance with freight;
Standardisation of TransAdelaide lines which will give connectivity with the national network, enabling extensions to the Barossa Valley and Mount Barker
Connectivity between light and heavy rail;
Electrification of the network;
New modern LRVs;
Refurbished, improved railcars;
Faster and more frequent services, peak and off peak, with a 30 minute service to all stations at night/weekends;
Smarter timetabling with passenger information systems on and off board;
Establishment of super-stations/interchanges;
Development of areas around rail stations with encouraging retail activities.
Optimise bus-rail connections and eliminate duplication of services;
Extend Glenelg tram line to Adelaide Railway Station and City West; Corridor development linkage with major urban renewal projects;
Corridor development linkage with major urban renewal projects;
Disability Discrimination Act compliance across network;
Investigate feasibility of the following projects:
light rail network in Port Adelaide connecting to heavy rail at Glanville and Alberton;
Light rail/heavy interchanges Goodwood and Adelaide Station;
Interchange of interstate trains with TransAdelaide railcars at Keswick ;
Line extension Noarlunga to Seaford;
Services to Barossa Valley and Mount Barker.
The 2018 Vision
The Vision for TransAdelaide in 2018 is that it operates passenger rail services for greater metropolitan Adelaide. 25m passengers a year are carried in its fleet of electric light and heavy rail vehicles running on concrete sleepers for speed, comfort and safety. The standardised track allows the network to be accessed for intra- and interstate freight and its state-of-the-art control system ensures that is done safely and swiftly. Urban regeneration and infill programs have increased its catchment areas, and well planned interchanges provide secure and ready access for all members of the community. Light and heavy rail, and buses, all connect for seamless modal change. Electronic passenger information, entertainment and protection systems make passenger journeys pleasant and secure, and the broader community has a less congested road system. Substantial investment is required but is not much more than twice the'stay-as-we-are' costs. Recurrent costs not significantly more than now allowing for increased revenue and improved overhead recovery.
2. The present arrangements require a lengthy walk, as explained on p.42
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