Across Australia and New Zealand, our cities and regions are growing at a pace that would have seemed ambitious a decade ago. Sydney is forecast to reach well over six million people in the coming decades.

Melbourne is on a similar trajectory, while Auckland continues to absorb significant population growth. Regional centres are expanding too, reshaping travel patterns and expectations.

With that growth comes a simple reality: more people need to move more often and more efficiently.

Mass transit is at the heart of that future, but the environment we’re operating in has changed. After a period of record investment in major infrastructure, governments and agencies are now facing tighter financial conditions. That doesn’t mean the ambition has gone away. It just means we need to think differently and more creatively about how we deliver it.

This is where the idea of “doing more with less” becomes not just relevant, but essential.

For me, it’s about getting the absolute best out of the networks we already have while being smarter about how and when we expand them.

It’s not about lowering expectations. If anything, customer expectations are higher than ever. People want reliable, frequent, easy-to-use services. We’ve had a glimpse of what demand can look like during recent fuel price spikes. When the alternative becomes more expensive, people quickly turn to public transport. The question is whether our systems are ready to meet that moment. The challenge is delivering that experience while large, capital-intensive projects are phased in.

One of the simplest ways to start is by looking at how we use existing services. Fast, frequent, reliable and safe networks are what drive customer behaviour.

In many cities, there is untapped capacity outside of peak hours. Shoulder periods present a particular opportunity. If drivers and assets are already in place, small adjustments to timetables can increase frequency and flexibility at relatively low cost. This increased frequency and improved customer experience – when communicated properly – leads to increased use of the network and more positive satisfaction for those who use it.

We’ve seen examples of this in cities such as Brisbane and Perth, where targeted service uplifts outside traditional peak times have improved network usability without requiring major new investment. It’s a good reminder that not every improvement needs a ribbon-cutting moment!

Large infrastructure projects will always play a role in growing cities, but in a constrained funding environment, the order in which we deliver them becomes critical.

Careful sequencing of projects can unlock benefits earlier and spread investment more effectively. It also allows agencies to align infrastructure delivery with service planning, land use changes and customer demand.

This kind of coordination is already happening across parts of Australia and New Zealand, where transport agencies are working more closely with planning authorities to ensure that new housing and employment areas are supported by viable transport options from day one. Building in well-serviced parts of the network makes the most economic sense – and leads to liveable, well-serviced and walkable cities.

It’s a shift towards more integrated and deliberate planning – to build the cities and regions that people want to live in.

“Doing more with less” isn’t just about services, it’s also about what sits behind them.

Rail networks often have hidden capacity that can be unlocked through targeted maintenance and upgrades. Improvements to signalling systems, for example, can allow trains to run closer together, increasing capacity without building new lines.

Sydney’s ongoing signalling upgrades and Auckland’s rail network improvements are good examples of how relatively contained investments can deliver meaningful gains. These kinds of projects don’t always capture public attention in the same way as new lines, but their impact on reliability and capacity can be just as significant.

Another part of the equation is how we bring in private sector capability and investment.

Public-private partnerships have been a feature of major infrastructure delivery for some time, but there is growing interest in how the private sector can contribute beyond construction. This includes operations, maintenance, technology and customer experience.

The key is ensuring that these partnerships are structured in a way that delivers value for both the public and private sectors, while keeping the customer at the centre.

In a tighter funding environment, leveraging private sector expertise and capital will continue to be an important part of the mix.

One of the most overlooked opportunities in public transport is often simply helping people to better understand and use the services that already exist.

Many networks are more capable than people realise – recent fuel shocks have made us acutely aware of this. But if customers don’t know what’s available or don’t feel confident using it, that capacity goes underutilised.

Clear, consistent communication at a localised level is critical. That includes real-time information, accurate journey planning tools and proactive updates about changes and improvements. When you land in an airport in a new city, rideshare apps are very good at telling you how to use them. Imagine if public transport did the same, meeting customers where they are and guiding them through their journey?

Technology plays a big role here. Mobile apps and digital platforms can make it easier for customers to see their options and make informed decisions. But it’s not just about digital. Physical wayfinding remains incredibly important, particularly in high-pressure environments such as major stations, airports and stadiums. How can you use public transport if you don’t know it’s there, don’t know how to pay to use it, and don’t know where to find it? Anyone catching a flight into Sydney knows the ease of using the train, even as a tourist.

If you’ve ever arrived at a busy station, airport or stadium and just wanted the fastest way home, you know how important clear signage is. At those moments, customers aren’t looking for complexity. They’re looking for certainty. And if we don’t provide it, they’ll look elsewhere.

Public transport doesn’t exist in isolation. For most people, it’s part of a broader journey that includes walking, cycling or other modes. Improving the connections between these modes is one of the most effective ways to increase overall network use.

This includes better integration between buses, trains and light rail as well as stronger links to active transport options such as cycling and walking. Safe, convenient access to stations and stops can be the difference between someone choosing public transport or not.

Cities such as Wellington and Melbourne have made progress, but there is still significant opportunity to go further, particularly when it comes to “last-mile” connections.

Investing in active transport doesn’t just support public transport use. It also delivers broader benefits, including improved health outcomes and more liveable communities, saving money for state and federal budgets.

Infrastructure and operations are only part of the story. Policy settings play a powerful role in shaping transport choices. Road user charging, for example, is increasingly being explored as a way to manage congestion and create a more balanced transport system. Similarly, tax incentives such as fringe benefits tax concessions for public transport can encourage greater uptake. New Zealand is increasingly using this lever.

There are also more creative approaches worth considering. Ideas like more flexible vehicle registration models could shift the cost equation in favour of public transport, particularly for people who don’t need to drive every day.

These kinds of policies require careful design and public support, but they have the potential to reinforce the role of public transport in a meaningful way.

Ultimately, “doing more with less” is not about compromise. It’s about being more deliberate, more connected and more focused on outcomes.

It requires agencies, operators, planners and policymakers to work together in new ways, as well as a willingness to learn from each other.

That’s why the upcoming PTAANZ New Zealand conference, centred on the theme “Travelling Together for Better Public Transport,” is so important.

Bringing together all government agencies from across Aotearoa New Zealand, alongside their Australian counterparts and the private sector, creates an opportunity to share practical insights and real-world experience. Discussions will cover everything from enabling infrastructure and procurement to customer experience and regional success stories.

Leaders including Transport Minister Chris Bishop and senior transport executives will contribute to conversations about what’s working, what’s not and what comes next. Held in an election year, the stakes have never been higher.

At a time of change, this kind of collaboration is invaluable. Because while the challenges we face are complex, they are also shared. And by working together, we can find smarter ways to deliver the public transport systems our growing cities and regions deserve. I can’t wait to see you there.