WHAT ‘IS’ THE VIEW? - NZ Transport Agency · PDF fileNZ TRANSPORT AGENCY Long Term Strategic View 1 ... The training and guidance materials will give you the information ... (listed

1NZ TRANSPORT AGENCY Long Term Strategic View

WHAT ‘IS’ THE VIEW?

It is the Transport Agency’s view of the land transport system; the priority challenges and opportunities it faces; and the interventions needed to enhance it.

This is the first step towards developing a shared view of the transport system that will allow the sector to work more effectively together to shape the future of the transport system.


It is not the definitive statement on the future of transport. It is the first step towards developing a shared view of the future of transport in New Zealand, but as a sector we need to work together using the knowledge and experience available to us to identify:

WHAT ‘ISN’T’ THE VIEW?

When these interventions will be delivered

The interventions needed to mitigate those challenges and realise those opportunities

The challenges and opportunities that we face both now and in the future

What we want to achieve in those areas of priority focus

Which parts of the transport system will be areas of priority focus

1 2 3 4 5


The Agency wants to work with our partners, across the sector, to deliver:

WHAT WILL THE VIEW ACHIEVE?

A safer system

Better connectivity

An effective urban system

A resilient system

Better key inter-regional journeys

Improving economic growth in our regional economic development areas


The View draws on a number of significant pieces of work and does not seek to relitigate the outcomes of agreed planning processes.

Agreed strategic direction and sources of evidence it draws on include:

WHAT ARE THE INPUTS INTO THE VIEW?1. Agreed growth strategies e.g. Auckland Plan,

Christchurch UDS2. Regional Land Transport Programmes3. Auckland Transport Alignment Project4. State Highway priority business cases5. MoT’s Freight Demand Study and pan-regional

freight stories6. NZTA and MoT future scenarios7. MBIE’s Regional Economic Activity Report8. Stats NZ data and forecasts9. PCE’s report on sea level rise


• What does the Agency need to achieve (in this area, on this journey etc.)?

• Are the current objectives appropriate?

• Are the priorities highlighted complete and appropriate?

• What’s causing the challenges or opportunities?

• What assumptions underpin the challenges or opportunities?

• How material are they?• Which are the highest

priorities and why?

• Are the demand pressures happening where we want/expect them to?

• Are there things happening external to the area that might be creating impacts within it?

• How, and how much, will these demand pressures impact on the system and when?

• How and where does the transport system need to evolve to meet these pressures?

• Have the 4 integrated elements been considered i.e.1. Regulation;2. Making better use of the existing system.3. Targeting investment and infrastructure, service and technology.4. Maximising new opportunities to influence travel demand in order to address transport challenges and move to a fully integrated transport system?

• Will the listed interventions fully resolve the challenge or opportunity?

• What else might be needed?

• What are the opportunities to look at other ‘system interventions’ (e.g. TDM, technology, system optimisation etc.)?

• What are the most appropriate intervention(s)?

• What is the timing and sequencing of interventions?

HOW SHOULD THE VIEW BE USED?

• Provides context for the NLTP adoption by describing the transport challenges and problems that are being faced across New Zealand (the GPS then tells us which ones to prioritise)

• Shapes and provides context for investment business cases and key strategies and plans

• Informs and shapes land use planning and other place based decisions where transport is a key factor (to be taken into account under s104 of the RMA)

Strategic Context Demand PressuresEmerging Challenges and Opportunities

Agency Strategic Approach

Interventions


Planning for New Zealand’s transport system needs on a national, regional and inter-regional scale.

Planning and optimising of key land transport system investment across a broad spectrum of intervention options, including infrastructure but also demand side management interventions, and technology and digital opportunities.

Interventions in response to the key drivers of change.

Key policy and legislative setting changes that are needed to support the delivery of the long term strategic view, and their optimal timing.

Understanding of the strategic contributions that transport can make to New Zealand’s economic and social wellbeing.

The decisions the government ultimately takes in setting its land transport investment strategy through the Government Policy Statement on Land Transport.

A long term strategic view will inform:

HOW SHOULD THE VIEW BE USED?

NZ TRANSPORT AGENCY Long Term Strategic View


Demand Pressures

HOW WE WILL USE THE VIEW


C H R I S T C H U R C H

R O L L E S T O N

B U R N H A M

K A I A P O I

R A N G I O R A

How will we use this

content

Key discussion areasEconomic, demographic and environmental changes will influence demand on the transport system over time• Are the demand pressures happening where

we want/expect them to?• Are there things happening external to the

area that might be creating impacts within it?• How, and how much, will these demand

pressures impact on the system and when?• How and where does the transport system

need to evolve the meet these pressures?


Challenges and Opportunities



A L B A N Y

G R E E N H I T H EG R E E N H I T H E

T E ATAT UP E N I N S U L A

T E ATAT UP E N I N S U L A A U C K L A N DA U C K L A N D

M T A L B E R TM T A L B E R T

M T W E L L I N G T O NM T W E L L I N G T O N

E A S T TA M A K IE A S T TA M A K I

M A N U K A UM A N U K A U

M A N G E R EM A N G E R E

P A P A K U R AP A P A K U R A

P U K E K O H EP U K E K O H E


content

Key discussion areas• Are the priorities highlighted complete

and appropriate?• What’s causing the challenges or

opportunities?• What assumptions underpin the

challenges or opportunities• How material are they?• Which are the highest priorities and why?


Objectives



BAY OF PLENTY

WAIKATO

WAIKATO

WAIKATOAUCKLAND

AUCKLAND

MATAMATA

PIARERE

CAMBRIDGE

HUNTLY

POKENO

WAIHI

KATIKATI

AUCKLAND

HAMILTON

TAURANGA


content

Key discussion areas• What does the Agency need to achieve

(in this area, on this journey etc)• Are the current objectives appropriate?


WHERE DOES THE VIEW FIT?

- Helps to shape investment business cases within the context of the Government Policy Statements (GPS)

- Sets out the Agency’s view of issues and opportunities and appropriate interventions

- Is an input into the Strategic Business Case stage- Informs strategic fit assessments under the IAF

The View identifies the emerging challenges, such as population and social, technological, economic and environmental change.

The View:

Context• Government priorities• NZTA strategy• One Network Road

Classification• Inter-regional routes• Growth strategies• RLTPs/RPTPs• Regional Economic

Development

Long Term Strategic View• identifies long

term pressures and priority issues and opportunities

Business Case Approach• process for testing

issues and developing potential interventions

IAF• method for assessing

alignment with GPS – short to medium term priorities

RLTPsRPTPsNLTP


WHERE DO I GO FOR HELP/SUPPORT?

1. The training and guidance materials will give you the information you need to start using the View.

2. Your leaders including Regional Managers and PIMs who are your first port of call should you have questions.

3. Staff who were heavily involved in the drafting of the View and therefore have a good knowledge including: James Bevan, Jeremy Blake, Michael Blyleven, Philip Eyles; Dave Gennard, Ross I’Anson, Andrew James, Tony MacColl, Claire Pascoe and Matt Richards.


RELEASE SCHEDULE FOR NEXT STAGES OF THE VIEW

• Late April 2017 the next stage will be released with more granular maps and updated REDs.

• August 2017 the next stage will be released incorporating feedback received from staff and stakeholders.


DEFINITIONS

The following definitions will assist in defining partners, key stakeholders and stakeholders.

TERM DEFINITION

Partner Key questions to ask to identify a partner:1. Does the stakeholder have funding or policy tools to achieve the outcomes that need to be achieved? (Required response: yes)2. Does the stakeholder have a role in implementing the outcome? (Required response: yes)

Key Stakeholder Key questions to ask to identify whether a person or organisation is a key stakeholder:1. Does the stakeholder have a fundamental impact on the organisation’s performance? (Required response: yes)2. Can you clearly identify what you want from the stakeholder? (Required response: yes)3. Is the relationship dynamic — that is, do you want it to grow? (Required response: yes)4. Can you exist without or easily replace the stakeholder? (Required response: no)5. Has the stakeholder already been identified through another relationship? (Required response: no)

Stakeholder A person, group or organisation that has an interest or concern in the outcomes of the business case. They can affect/be affected by the business case


FAQ RESPONSE

What is the process for updating and maintaining the View?

The process is being developed and we will advise once completed however the new content will be built with our Partners.

In the interim send any feedback to [email protected].

What is the Board’s view on the View? The Board has endorsed the View for initial engagement with our Partners.

What are the expectations regarding the timing of the conversations to be had with Partners and when feedback is to be sent through?

Next stage of the conversation needs to happen regionally. People know who the contacts are and have existing relationships.

Engagement commenced in February. It is a conversation engagement process with feedback to be provided before the end of June.

Where do we find the View? It will be on the intranet in March 2017. Guidance will be there also.

It will be on the internet in April 2017.


Investment• RLTPs, NLTP• Long Term Plans• Investment Proposals• Multi-party investments• Alternative funding sources• Perf. Measurement

Partners• Ministers• MoT• Councils and elected members• RTCs, RAGs, UNISA• ATAP• NZ Police• KiwiRail

Statutory• District Plan reviews• Plan Changes• LUDs• Evidence / Submissions• Operational Policy Reviews• Auckland Plan / Unitary Plan

Summary of comments in terms of areas in role (examples only):

HOW WILL I USE IT IN MY ROLE?

Non-Statutory / Strategy• Business Case Approach

(ILMs, Strategic Case etc.)• Growth Strategies i.e.

SmartGrowth / FutureProof.• Regional and local strategies

and plans.


PROVIDING FEEDBACK ON THE VIEW

The Agency is keen to develop a shared View of the transport system with the sector. Any feedback is welcome and might, for example, include comments on the View itself or your thoughts on resources, data or information that could be used to improve the View. To provide feedback you can:

1. Submit your comments directly to the team responsible for developing the View via the address: [email protected]

2. Provide your feedback to one of those positions/individuals who have an accountability for supporting the View (listed in slide 11) or your usual regional contact person. They will forward it on to the right people.

3. Provide feedback directly via a series of workshops that will be scheduled during April, and potentially again in July to collect feedback. These workshops will be open to staff and stakeholders.

Documents

WHAT ‘IS’ THE VIEW? - NZ Transport Agency · PDF fileNZ TRANSPORT AGENCY Long Term Strategic View 1 ... The training and guidance materials will give you the information ... (listed