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Workshop: Improving alignment between the Transport Agency and local government investment process’s
- 1. 1 Aligning local government and NZTA planning & investment processes Helen Lane / Jeremy Blake / Dr. Steven Finlay SOLGM Workshop – August 2015
- 2. 2 Purpose Introduce 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 Classification Discuss how we can better align local government and Agency planning processes under the LGA and LTMA.
- 3. 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
- 4. 4 Supporting economic development Working 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
- 5. Journey Approach and a Long Term View Smart 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.
- 6. 6 Looking at the transport network in a different way Working with partners to better understand: How customers use the network The benefits delivered by investment Current and future pressures Clarity around priorities when managing and investing in the network Journey Approach Understanding the network from the customer perspective
- 7. 7 Upper North Island example Two key journeys: • SH1/29 – Auckland to Tauranga • SH2 – Pokeno to Tauranga (via Waihi) Differing strategic functions require different priorities and responses.
- 8. Journey Approach and Customer Benefits
- 9. 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
- 10. Long term investment view Two stage process •Describe the ‘most likely’ plausible future scenario •Consider the implications of that scenario on: Transport demand Revenue Regulatory frameworks Network resilience Customer levels of service
- 12. Customer Outcome Customer Outcome MeasureMeasure DescriptionDescription TargetTarget • 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 • • 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 Customer Promise
- 13. Goal: ONRC Implemented by 2017/18 REG Support & Transition Plan Elements
- 14. 14 Strategic context We 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.
- 15. Rhythm of the Business To 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.
- 16. Workshop Questions Thinking 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)?
- 17. Aligning the Rhythms (and Beats)
Editor's Notes
- The Agency is working with partners and stakeholders to improve our understanding of who is using the network and how. This then helps us to understand the issues that are most relevant in different locations, on different sites and along different corridors. It will help to inform planning decision, especially around the management of movement and place, and the tension between the two that is the basis for almost all transport related planning controls. The tools that we are going to introduce today do have a strong focus on helping transport providers to manage networks better, but they can also deliver benefits in terms of how we plan for both land-use and transport. These tools are not rocket science. Instead they are based on using data more effectively and working collaboratively with partners and stakeholders to build a shared understanding of the pressures and opportunities on the transport network, which in turn can inform a range of planning processes.
- Continuing to move to an outcomes based approach Collaboration - early conversations to align evidence, expectations and investment
- Building on MBIE RED work in collaboration with local government – not transports role to determine growth areas, rather transport should support Four target regions at present Potential role for transport Encourage tourism Support communities and business with more reliable journeys Possible lead infrastructure to unlock growth potential i.e. Opotiki Wharf to support aquaculture Social accessibility to support education and training initiatives -
- Icons are: People People are our customers and we invest in their journeys. Place Place includes the origins and destinations of our customers’ journeys and the transport network in between. Partners As transport planners and investors we work collaboratively with our partners to deliver the best outcomes for our customers. Information We use best practice to gather, store and make easily accessible the evidence that underpins our planning and investment in journeys.
- The One Network Journey Approach looks at the transport network from the customer’s perspective. This means viewing the network as a series of end to end journeys, rather than being constrained by jurisdictional boundaries. The approach also acknowledges that we don’t necessarily want the same outcomes on each journey, which has flow on effects for the types of land-use activities that might be appropriate along different corridors. Working with partners and customers to develop a clear understanding of how the network is being used. Why a journey approach and not just regional planning? Transport opportunities, problems and risks don’t stop at regional or district boundaries. Customers don’t distinguish when they move between jurisdictions or from a State Highway to a local road. Many of our transport decisions can create upstream and downstream effects. We need to understand how we and our partners deliver on transport outcomes together. We need to understand and consider our plans and investments from a wider ‘place-based’ perspective. It’s early days for this work, and our initial focus is on key inter-regional journey. These key journeys form a transport backbone connecting urban centres and/or ports and in most cases each journey reaches beyond a single region. A journey is a geographical corridor, not just the state highway, i.e. it includes rail links, nearby and connected (and sometime parallel) local roads and public transport services. The key is to look at journeys end-to-end and be clear about strategic choices. The aim is to give effect to ‘one network for customers’. The JA will allow us to lead proactive discussions with stakeholders with a clear understanding of the outcomes and benefits we’re seeking. So this will be a useful input to planning processes, especially higher level planning processes such as strategic growth plans, Special Housing Areas, plan changes and major land-use consents. Previously worked on the basis that all benefits / outcomes are equally valuable on all routes – makes it difficult to assess trade-offs Projects often developed in relative isolation to address specific issue(s)…little consideration of broader context and how proposed investment might impact on other interventions. Worst case scenario is investments might act to undermine each other, despite having favourable BCR’s.
- Two journeys with similar origins and destinations, but quite different characteristics. SH1/29 – main route south out of Auckland linking to the rest of the country, main freight route between Auckland and Port of Tauranga SH2 - higher levels of local traffic, high levels of tourists and holiday traffic.
- Working with partners and stakeholders to build an evidence and shared understanding of transport issues and opportunities in the medium-long term. Help to understand where and when networks will come under pressure. One network approach so will work with KiwiRail, NZ Police and LG Compliments the 30 year infrastructure strategies required under the LGA…scope to work towards a shared evidence base around transport Will enable the Agency to input more effectively into Strategic growth planning Planning for State highways 30 year infrastructure strategies LTP and RLTP’s The 30 year view will inevitably be wrong, so we will be initiating a on-going monitoring and review process (probably a 3 year cycle)
- Future scenario developed using drivers of change approach. Builds on Agency’s existing work around mega-trends that shape transport demand – populations, economic structure, technology, resources. Looking to complete work by early 2016 to feed into the next RLTP/NLTP process
- The aim of the RTU is to provide targeted support for local authorities to strengthen strategic thinking which will help implement changes to Activity Management Plans which will facilitate improvement in transport-related activity management planning. In the later session we’ll talk about this in more detail.
- The Road Efficiency Group leads the development