Bicycle infrastructure is being constructed in Australia to encourage safer and faster cycling trips. However, there has been limited evaluation of the impact of infrastructure investments. This study examined the behavioural impact of a new segment of a dedicated bikeway (Veloway 1 [V1] Stage C) that links southern suburbs with Brisbane city centre. The V1 Stage C opened in June, 2013. Cyclists who used a pre-existing shared path that links southern suburbs with the city centre completed an intercept survey pre-and post-V1 Stage C opening. Cyclists who used the V1 Stage C after it opened completed the same survey at the same time post-V1 Stage C opening. Survey data were complemented by GPS bicycle count data from cyclists riding on the main cycle routes into the city centre from southern suburbs:the V1 Stage C, the pre-existing shared path and a major arterial road. Survey data showed that pre-to post-V1 Stage C opening, average bicycle trip distance of cyclists using the shared path decreased (p=0.002), and the main catchment area of that path narrowed to suburbs to the west of it (p<0.001). Compared to cyclists using the shared path post-V1 Stage C opening, those using the V1 were travelling longer distances (p=0.02) and were more committed to making their trip by bicycle (p=0.001). The GPS bicycle counts increased monthly on the V1 Stage C after it opened (p<0.002). GPS bicycle counts on the alternative routes did not change (p=0.84). There were greater increases in monthly counts of cyclists approaching Brisbane from the south post-V1 Stage C opening than pre-opening. The findings suggest that veloways like the V1 can attract cyclists travelling from outer suburbs into a city centre.

The integration of land use planning and transport planning to achieve sustainable travel behaviour has been espoused as a desirable outcome for many years. Development and establishment of appropriate Institutional arrangements coupled zoith effective policy and planning processes is a crucial component in the achievement of this desirable outcome. The merging of the Western Australian Government's planning and transport agencies in 2001 provided the catalyst for the development of this institutional model with the aim to achieve desired land use and transport integration outcomes. The model draws together principles of transport planning, land use planning, public policy and organisational behaviour. A local case studi/ illustrates the piotential for the model's application in practice. An organisational structure is suggested that employs a matrix style ap-fproach, akin to a project-based approach, drawing on the multidisciplinary skills within the planning and infrastructure portfolio, and using the full range of non-traditional resources.

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Travel demand management or mobility management is growing in interest as political decision-makers realise that it is not financially and socially feasible to attempt to build enough roads to satisfy growing car use. In reaching this conclusion, political decision-makers confront a dilemma. Car users want quicker travel times for their car trips but they are not prepared to suffer the negative impacts of excessive car use. The solution lies in changing the travel behaviour of individuals but not through measures that are seen to constrain current car use. Therefore low-cost voluntary behaviour change programmes that deliver change are very appealing. The implementation of the Western Australian large scale TravelSmart programme proves that it is possible to motivate people to use their cars less without constraining access to their destinations. The outcome is a very cost-effective alternative to building expensive road infrastructure solutions and provides better use of public transport, cycling and walking infrastructure. The programme has been able to achieve a modal split which parallels that of the early 1980s and the planned programme will be implemented on a large scale reaching over 300 000 people. This programme provides a way forward in a field of transport that has been bereft of effective techniques acceptable to political decision-makers. The winning of resources for the programme has been undertaken within a ‘campaign’ framework comprising proof of public value, developing a capacity to deliver, and winning community support. TravelSmart has developed from an extensive knowledge of travel behaviour and applied within a leadership and community learning paradigm.

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