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Aligning local government and NZTA planning & investment

processesHelen Lane / Jeremy Blake / Dr. Steven Finlay

SOLGM Workshop – August 2015

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PurposeIntroduce a range of tools intended to improve our understanding of the strategic context for transport:• Supporting regional economic development• Long term investment view• One Network Journey Approach• One Network Road ClassificationDiscuss how we can better align local government and Agency planning

processes under the LGA and LTMA.

How are we looking to work?Investing in outcomes

Collaboration to align evidence, expectations and investment

Working across legislation

Working within a legal framework, in a non-legalistic way

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Supporting economic developmentWorking with stakeholders (inc. central and local government) to support economic development.Transport can contribute by helping to realise regional opportunities by:•providing reliable journeys•supporting tourism•facilitating economic growth

Journey Approach and a Long Term ViewSmart planners and investors, know the key objectives they seek and can give clarity to what they want to achieve for the customer, where and why.We will develop a long term view to ensure we have the national picture and evidence to inform transport investment that supports economic and social outcomes. We take a whole of journey approach with our key partners, to shape and deliver integrated customer outcomes.We use our (three year) business rhythms (GPS, NLTP, RLTP, LTP) to align and prioritise our focus.

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Looking at the transport network in a different way

Working with partners to better understand:How customers use the networkThe benefits delivered by investmentCurrent and future pressures

Clarity around priorities when managing and investing in the network

Initial focus is on major inter-regional journeys

Journey ApproachUnderstanding the network from the customer perspective

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Upper North Island exampleTwo key journeys:• SH1/29 – Auckland to Tauranga• SH2 – Pokeno to Tauranga (via Waihi)

Differing strategic functions require different priorities and responses.

Journey Approach and Customer Benefits

Long term investment view• Provide view of the issues and

opportunities on the transport network

• Understanding drivers of transport demand

• Opportunities to help shape economic structure in regions

• One network approach• Input into business case and

strategic planning processes

Long term investment viewTwo stage process•Describe the ‘most likely’ plausible future scenario•Consider the implications of that scenario on:

Transport demandRevenueRegulatory frameworksNetwork resilienceCustomer levels of service

Customer OutcomeMeasure

Description

Target

• We will warn you about hazards

• We will guide you safely on the network

• We will maintain the form and infrastructure in safe condition

• For strategic roads, we will change the Form to adopt the appropriate level of Risk

• We will ensure we are Prepared for Emergencies and Incidents that could disrupt travel.

• We will provide Alternative Routes where feasible and appropriate

• We will inform you of Route Availability and Travel Choice

• We will Restore connectivity as soon as circumstances allow.

• We will carry out Mitigation to avoid route closure where appropriate

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• We will maintain the road environment and facilities that support an appropriate level of comfortable ride

• We will manage the impact of activities on the Network

• We will manage demand on the network

• We will maintain the network to an appropriate level.

• We will provide information on travel time to customers so they can choose when and where to travel. (Provide choice)

• We will operate the network to maximise its effective capacity.

• We will provide Guidance so you can navigate your way around the network.

• We will provide access to adjoining land to support the role in the transport network, where it does not affect others and the function of the road.

• We will provide infrastructure that meets an appropriate level of accessibility to users to perform their role.

• We will manage the network to ensure it is accessible for different uses where appropriate.

Customer Promise

Goal: ONRC Implemented by 2017/18 REG Support & Transition Plan Elements

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Strategic contextWe need to pull these elements together into a clear strategic context to deliver clarity on:•our investment position at both national and journey / regional level •place-based outcomes•where we want to be, where are we now and how do we get there.

Supported by agreed metrics, methods and evidence.

Rhythm of the BusinessTo ensure we deliver value for money, it is imperative that our decision making frameworks are well understood, and where there are interdependencies, these are identified, clarified and aligned.

There is a degree of misalignment across the central and local government rhythms, primarily due to the different legislative acts in play.

We have a general understanding of each of the ‘other’ business cycles, but lack an in-depth view and action plan to ensure we align.

This can create challenges in providing local government with clear direction regarding government’s investment priorities.

Workshop QuestionsThinking about our various shared business cycles i.e. GPS, SHAMP, AMPs, LTPs, RPTPs, RLTPs and the NLTP)1.What aspects of the business cycles work well together?2.What aspects don’t work well together and why?3.How would you improve the cycles to achieve better alignment and decision making across the transport sector?4.Are there any areas where the Agency’s processes are not as transparent as they could be (and vice versa)?

Aligning the Rhythms (and Beats)