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Learnings from a programme business case
- 1. Learnings from a programme business case Gavin Smith, Auckland Transport, Principal Transportation Planner
- 2. 2 • Multi- agency • Programme Business Case for future urban areas • Technical work completed in 9 months and full approval in 12 months • Large scale ($7.6-9.7b) What this project involved
- 3. 3 Auckland growth projections In the last three years Auckland has grown by 120,000 people
- 4. 4 Auckland’s growth – Future Urban
- 5. 5 What was Transport for Future Urban Growth?
- 6. 6 Why a Programme Business Case ? – The size of the geographic areas – Need for a combined agency response quickly – The scale of land use change – The lack of past assessments / projects – Start the MCA story and evaluate a wide range of options and alternatives – Develop a multi modal and land use response
- 7. 7 The preferred networks have been split into geographic regions identifying • New or improved public transport corridors • New or improved road corridors • Safety improvements • Walking and cycling infrastructure • Future land uses associated with the Auckland Council’s Future Urban Land Supply Strategy Outcomes of this project
- 8. 8 • Recently released public document at.govt.nz/projects- roadworks/supporting-growth- delivering-transport-networks/ www.nzta.govt.nz/supporting-growth- delivering-transport-networks Outcomes of this project
- 9. 9 Lessons Learnt - Working together Auckland Council – is the statutory planning authority for the Auckland region and leads the land use planning within the Auckland region. New Zealand Transport Agency – is responsible for planning, operating and managing the State Highway network, for delivering on the Government’s transport priorities, and is an investor in Auckland’s transport system. Auckland Transport – has responsibility for planning, delivery and operation of transport infrastructure and for delivering on the Auckland Plan, as a Council Controlled Organisation of Auckland Council
- 10. 10 Lessons Learnt - Working together • Partnership approach (joint governance, co-located) worked well for this phase • Helpful that all partners had ‘skin in the game’ and were motived • Helped achieve better land use and transport integration • Built mutual understanding (process, outcomes). Became forum for knowledge sharing
- 11. 11 Engagement for a PBC • Great opportunity for early discussions and understanding • Some challenges i.e. Expectations around level of detail and status of projects
- 12. 12 The process
- 13. 13 The process
- 14. 14 Level of detail – strategic vs details
- 16. 16 Success The Programme is moving onto the next stages • Indicative Business Cases • Detailed Business Cases, and • Route protection. The intention is to • Route protect the entire network within 5 years • Deliver on the first decade priorities from the Auckland Transport Alignment Project.
- 17. Thank you.
Editor's Notes
- ( Auckland Council September 2016, Auckland Transport and NZ Transport Agency October 2016) Identified preliminary routes for further assessment Multi-modal response Public Consultation highlighted public interest in Public Transport and Rapid Transit Networks.
- The information from our assessments, the information collected from the community, Local Boards and Mana Whenua, workshops and public sessions was collated and the preferred programme level network was determined This network, the process to get to where we are, and our next steps have been summarised in the recently released public document
- SmartGrowth is about place-making and creating new communities where transport and land-use decisions are integrated over a longer term time horizon. NZTA Correct Investment Value for Money Objectives Achieved AT Cognisant of NOR requirements Legal appreciation Stakeholder involvement AC Enables FULSS Develops Communities
- SmartGrowth is about place-making and creating new communities where transport and land-use decisions are integrated over a longer term time horizon. NZTA Correct Investment Value for Money Objectives Achieved AT Cognisant of NOR requirements Legal appreciation Stakeholder involvement AC Enables FULSS Develops Communities
- for projects as they proceed and will particularly reflect on five specific values: Marae, papakainga and Maori land Mana Whenua Heritage (tangible and intangible) Giving effect to Treaty settlement redress and the Treaty relationship Maori communities and Customary practices Te Taiao (air, land, water and taonga)
- for projects as they proceed and will particularly reflect on five specific values: Marae, papakainga and Maori land Mana Whenua Heritage (tangible and intangible) Giving effect to Treaty settlement redress and the Treaty relationship Maori communities and Customary practices Te Taiao (air, land, water and taonga)