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Section 3: Regional policy framework |Whiti 3: Te pou tarāwaho kaupapa here

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Section 3: Regional policy framework| Te pou tarāwaho kaupapa here ā-rohe

3.1 Introduction

Section 3 sets out the regional policy framework for the plan.This policy framework will implement the strategic responsefor transport identified by the Regional Transport Committee(RTC) through the Investment Logic Map (ILM) review process,and guide future transport investment and decision makingover the life of this plan.

A robust policy framework was developed for the 2015 RegionalLand Transport Plan, based on a set of policy templates thatrepresented the high level objectives for the plan. The ILMreview process has resulted in the refinement of the templateapproach for the 2018 update, with a focus on the prioritytransport problems the RTC wants to advance progress on.

Key policy requirementsLand Transport Management Act (LTMA) requirementfor the plan to set out the region’s land transportobjectives, policies and measures, as well as theidentification of transport priorities for the region forthe next 10 years.

Must contribute to the purpose of the LTMA and beconsistent with the Government Policy Statement (GPS)on Land Transport.

Must take into account the National Energy Efficiencyand Conservation Strategy (NEECS) and national andregional policy statements and plans.

Other core requirements as specified in the LTMA.

Growth in the upper North Island is impacting on strategic corridors and hindering economic development 40%

PROBLEM BENEFIT STRATEGIC RESPONSE

Move people and goods more e�ciently 40% Invest in strategic

corridors and network connectivity 40%

System failures and user behaviours expose road users to risk, resulting in a disproportionate number of deaths and serious injuries 35%

Reduced social and economic costs 30%

A changing social, demographic, economic, and technological landscape is impacting on the ability to connect people to essential services, employment and recreation.25%

Improved social and economic outcomes 30%

KPI 1: use of active transport modesKPI 2: public transport patronageKPI 3: investment in accessibility projects

KPI 1: in deaths and serious injuriesKPI 2: in network closure due to incidentKPI 3 annual social cost of road crashes

KPI 1: in travel time KPI 2: Transfer freight to strategic corridorsKPI 3: Maintain travel time reliability on key corridors

Improve road safety in the region by addressing areas of high risk 35%

Provide greater transport choices 25%

Figure 14 Investment Logic Map outcomes

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3.2 Our priority land transport problems

The ILM process has identified three priority transport issuesfor the updated 2018 plan, with the aim to make strongprogress on addressing these problems over the next threeyears to the end-life of this plan, and beyond. As we have seenin Section 1, these priority problems closely align with thestrategic approach for the 2015 plan.

The ILM has also identified the high level benefits of tacklingthese problems, which have been identified in Section 2 of theplan.

3.2.1 Problem 1: Protecting the function of ourstrategic corridors

The region’s top issue, with a 40 per cent weighting ofimportance, is around managing growth so the efficiency ofthe upper North Island’s strategic transport network is notcompromised, and economic development is not hindered.

We have seen in Section 2 of the plan, the rapid growth thathas been occurring over the last few years in Auckland, NorthWaikato and in and around the Hamilton and the Future Proofsubregion. We have also seen the critical role the region’sstrategic corridors play in facilitating economic developmentof the upper North Island and ‘New Zealand Inc'. Protectingthe efficiency of our strategic interregional and intraregionalcorridors, and the considerable investment that has alreadybeen made in these corridors (the Waikato Expressway inparticular), is a key regional and national priority. This isconsistent with the Government's access objective in the draftGPS for a land transport system that provides increased accessfor economic and social opportunities and the results theGovernment wants to see in providing better access to markets,business areas, and supporting tourism.

The high level benefit of managing this growth is that peopleand goods will be moved more efficiently through our regionand the upper North Island.

3.2.2 Problem 2: Road safety

The region’s second priority issue, with a 35 per cent weightingof importance, is to continue to tackle our road safety problem.System failures and user behaviours are exposing road usersto risk, resulting in a disproportionate number of deaths andserious injuries in the region, as has been discussed in Section2. This is a key priority for the Government under the draftGPS.

The high level benefit of addressing the road safety problemis reduced social and economic costs.

3.2.3 Problem 3: Providing access and mobilityneeds of our region

The region’s third priority issue, with a 25 per cent weightingof importance, reconfirms the 2015 plan’s focus on access andmobility. The problems associated with this issue are variedand complex, as we have seen in Section 2. As a society, weare facing demographic, social, economic and technologicalchange which is requiring a fresh approach to transportplanning to ensure that people can access the transport systemto meet their needs. This is a key priority for the Governmentunder the draft GPS.

The high level benefit of tackling this problem area isimproved social and economic outcomes for ourcommunities.

3.3 Our land transport objectives - where wewant to get to

The review process has reconfirmed the six 2015 plan objectiveareas, with three newly weighted objectives that align withthe three ILM problems identified by the RTC, and threeunweighted underpinning objectives. Collectively, theseobjectives represent the results the RTC wants to achieve forour regional land transport system.

The objectives have been reworded to give effect to theregion’s priority problems and are considered to be consistentwith the draft GPS (refer to figure 5, section 1.6).Together theywill contribute to the purpose of the LTMA which is aneffective, efficient and safe land transport system in the publicinterest.

RLTP WEIGHTED OBJECTIVES

Strategiccorridors andeconomicdevelopment

1. An efficient and resilient landtransport system that advancesregional economic wellbeing, andfacilitates freight movement onstrategic corridors in the upper NorthIsland.40%

2. A planned transport response thatsupports future growth areas.

Land transport in the Waikato region isa Safe System, working towards zerodeaths and serious injuries.

Road safety

35%

A transport system that provides aninclusive range of integrated, qualitytransport choices for all users to meettheir social, economic and cultural needs.

Access andmobility

25%

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RLTP UNDERPINNING OBJECTIVES

Collaboration around land use planningresults in an efficient, effective and safetransport system in the Waikato regionand upper North Island.

Integration andforwardplanning

An efficient land transport system wherecollaborative funding options result inoptimal delivery of transport outcomesthat best meet our communities’ needsin an affordable way.

Affordability

An environmentally sustainable andenergy efficient land transport systemthat is robust and resilient to externalinfluences.

Environmentalsustainabilityand resilience

3.4 Our strategic response - how we are goingto get there

The ILM process has identified the appropriate high levelstrategic response for addressing our priority transport issues,as outlined on the ILM map in Section 3.2 above. Across ourtransport problem areas, our strategic response is to:

invest in strategic corridors and network connectivity

improve road safety in the region by addressing areas ofhigh risk

provide greater transport choices.

The rest of this chapter outlines the detail around how theplan will implement this strategic approach.

3.5 Our land transport priorities

The RTC has identified key high level priorities to address ourtransport problems, which are detailed in the policy templatesin Sections 3.7 to 3.12 of this plan. The priorities highlight keyfocus areas for investment and action to drive progress towardsour transport objectives over the next ten years, as requiredunder the LTMA.

Summary of RLTP priorities

Strategic corridors

protecting the function of our interregional andintraregional strategic corridors (road and rail)

directing investment to priority strategic corridors

improving network resilience

growing connected regional cycle trails

Managing growth

providing transport options and infrastructure in highgrowth areas (Hamilton, North Waikato)

Safety

progressing key short term road safety priorities –leadership, safe speeds and safe road use

Maintaining what we have

maintenance of existing transport assets

maximising efficiencies/value for money

Access and mobility

growing public transport and active transport mode share

improving access and mobility for rural areas andtransport disadvantaged

growing interconnected cycle and pedestrian networksin urban areas

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3.6 Putting it all together - our policyframework for the plan

The policy framework for the 2015 plan was clearly articulatedvia a series of policy templates that represented each objectivearea for the plan; the key components of which are representedbelow.

OBJECTIVE AREA

Issue/Problem statement

Objective

Key priorities

Implementation measures

Policies

Long term results we are seeking

KEY PERFORMANCE INDICATORS

Figure 15 2015 Policy framework

The policy templates adopted for the 2015 plan have beenrevised as a result of the ILM review outcomes. The six policytemplates remain, but they are now aligned with the threeweighted problem statements and their correlating objectives,and the three underpinning transport objectives.

It is important to note that “business as usual” activities, suchas maintenance and operation activities and general planningactivities, are excluded from the templates so the focus isclearly on what we want to target, particularly over the nextthree years.

The review process has resulted in some changes to thetemplates; mainly the updating and refocusing of key priorities,policies and implementation measures to better reflect thecrux of the problems identified through the review. Keyperformance measures are now outlined in section 6,"monitoring the plan". Key changes across each problem areaare summarised in the following table.

New focus for economic development

New weighting – top priority 40 per cent.

New second objective relating to supporting futuregrowth areas, with a corresponding suite of priorities,policies and implementation measures.

Continued priority of Waikato Expressway but with newpriority to extend the expressway from Cambridge toPiarere.

New priority for Southern Links in recognition of thesupport the programme will provide in opening up futuregrowth areas in and around Hamilton city.

Elevated focus on resilience of strategic transportcorridors.

Focus on ensuring safe connections to touristdestinations.

Investigating potential role of passenger rail.

Greater emphasis on supporting regional cycling trails.

New focus for road safety

New weighting – second priority 35 per cent.

Sharper focus on short-term priorities identified throughreview of the Waikato Regional Road Safety Strategy2017-2021(WRRSS).

Empowering Regional Road Safety Forum to overseeplanning and delivery of road safety in the region.

New focus for access and mobility

New weighting - third priority 25 per cent.

Broadening of focus area, from managing demand andproviding transport choices, to trying to address theunderlying problems that affect people's ability to accessthe transport system.

Planning for public transport solutions for areas of highgrowth.

Strengthening the mandate of the Community TransportForum and Regional Cycling Steering Group to drivedesired outcomes.

Stronger focus on supporting local and regionalinitiatives to provide community transport options(supporting customised funding and delivery models).

New focus for underpinning objectives

Stronger focus on resilience to climate change (notenew link to economic development).

Planning for the uptake of new technology (electricvehicles and charging stations).

Continued focus on value for money and drivingefficiencies in transport sector.

Recognition of business case processes now drivingplanning outcomes.

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3.6.1 How to read the policy templates

For each template, a summary problem statement is presentedbased on the full problem description in Section 2 of thisplan. Updated objective, priority, policy and implementationmeasures are then outlined, all of which collectively contributeto the long term results we are seeking (also captured insummary form on the template).

The economic development template now has two objectivesso it is important to read the template with this in mind. Eachobjective has its own corresponding priorities, policies andimplementation measures. In addition, Map 6 'Summary ofstrategic corridor policies in the Waikato region' and Map7 'Summary of strategic corridor policies for the greaterHamilton area', at the back of the template, provide a newspatial overview of the strategic corridor policies that arecontained in the economic development template, for easyreference.

The road safety template also has an updated table outliningthe contribution of road policing activity to the plan, whichis a specific requirement under the LTMA 2003.

For the underpinning objectives, a summary “issue statement”based on the discussion in section 2 of this plan is provided ineach template to give context to the priorities and policies.

It is important to consider the policy templatesholistically. Many policies and measures will give effect tomore than one objective area. It is also important to understandthat the plan will be implemented through a range of measuresand by a range of stakeholders, of which the regionalprogramme of transport activities funded through the NationalLand Transport Fund is only one implementation mechanism.

The "RLTP at a glance" diagram in the executive summary,depicts the overall policy framework for the plan, encapsulatingthe key logical policy connections outlined in the followingtemplates.

Waikato Expressway, Longswamp section, Te Kauwhata. Photo: NZTA

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3.7 Strategic corridors and economicdevelopment template

STRATEGIC CORRIDORS AND ECONOMIC DEVELOPMENT - 40 PER CENT WEIGHTING

Problem statement Growth in the Upper North Island is impacting on strategic corridors and hindering economic development.

Objective 1An efficient and resilient land transport system that advances regional economic wellbeing and facilitates freight movementon strategic corridors in the upper North Island.

Objective 2A planned transport response that supports future growth areas.

Priorities for Objective 1

1. Complete the Waikato Expressway and continue to maximise associated benefits as the region’s number one transportpriority.

2. Extend the Waikato Expressway to the SH1/29 intersection as part of the region’s number one transport priority.

3. Commence implementation of the Southern Links package of activities.

4. Complete the Hamilton city Ring Road.

5. Undertake improvements on SH29 from the SH1/29 intersection through to Tauranga in accordance with business caseoutcomes.

6. Provide safe and appropriate transport connections to key regional tourist attractions.

7. Progress work and advocate for a passenger rail service between Hamilton and Auckland.

8. Resolve rail constraints in the upper North Island that impede the efficiency of freight movements and hinder potentialuptake of interregional passenger rail.

9. Maximise opportunities and grow a connected network of regional cycle trails.

10.Promote innovation and greater use of technology to increase benefits from land transport investment and use.

Priorities for Objective 2

11. Provide transport infrastructure to open up housing development in high growth urban areas and connect to wider transportnetworks.

12.Facilitate multimodal transport solutions for high growth urban areas in North Waikato and greater Hamilton.

Policies for Objective 1

Develop, maintain and promote the use of SH1/29 and the North Island Main Trunk (NIMT)/East Coast main Truck(ECMT) rail lines as the preferred strategic freight corridors between Auckland, Waikato and the Bay of Plenty regions.

P1

Manage growth to protect the efficiency of the strategic transport network, and in particular the Waikato Expressway. P2

Promote the use of rail for freight and future passenger movements. P3

Protect and promote the NIMT and ECMT rail corridors as primary strategic freight corridors for the upper NorthIsland, and the NIMT as a primary freight corridor connecting the upper and lower North Island.

P4

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Improve network resilience, route reliability and safety on key strategic corridors, including SH1 (particularly aroundLake Taupō in recognition of its function as the principle national route linking the upper North Island through toWellington); SH2 (in recognition of its key tourism function through to the Coromandel Peninsula and through

P5

Karangahake Gorge to the Bay of Plenty); SH3 (in recognition of its economic importance for the Taranaki region),SH5 (in recognition of its important interregional tourism function to Rotorua), and SH25 and 25A (in recognition ofits particular vulnerability to climate related events and competing access, tourism and economic functions).

Support other regions’ transport activities deemed to be of interregional significance to the Waikato region. P6

Develop and grow the use of regional cycling trails. P7

Policies for Objective 2

Develop transport infrastructure and services in high growth urban areas consistent with national policy requirementsincluding the National Policy Statement on Urban Development Capacity.

P8

Ensure regionally significant corridors are protected and developed to serve the future development and transportneeds of the region.

P9

Support key Hamilton city urban development projects that serve the economic development needs and desiredoutcomes of the greater Hamilton urban area.

P10

Key implementation measures

RTC to advocate for funding for safety and access improvements to the SH1 Cambridge to Piarere corridor, includingthe SH1/29 intersection.

M1

RTC to work alongside Bay of Plenty partners through the SH1/29 ECMT Working Group to provide support andadvocacy for planning and implementation of business cases between Piarere and Tauranga.

M2

Waikato Regional Council (WRC) and transport partners to progress the strategic business case on transport connectionsbetween Hamilton and Auckland, and to progress work on the start up Hamilton to Auckland passenger rail serviceas a matter of priority.

M3

RTC to advocate for future funding outside the region for key interregionally significant activities, where deemedappropriate, such as resolving key rail constraint issues in Auckland region.

M4

WRC to work in collaboration with interregional partners to ensure seamless land use and transport planning acrossthe Auckland and Waikato boundary.

M5

WRC and transport partners to continue to use the Upper North Island Strategic Alliance as a forum to progress upperNorth Island transport issues.

M6

Transport partners to continue to use a business case approach to determine investment outcomes on strategiccorridors.

M7

Road Controlling Authorities (RCAs) to maximise opportunities to develop and enhance tourist connections.M8

RCA's to plan and provide for transport links necessary to support freight and rail hubs.M9

RTC to provide support and advocacy for funding and implementation of Southern Links transport connections (bothState highway and local road components).

M10

Hamilton City Council (HCC) to implement Access Hamilton Strategy (2017 Implementation Programme).M11

RTC to continue to advocate and promote SH1 improvements from Piarere to Waiouru for interregional freight andsafety.

M12

Transport partners and other interested parties, in conjunction with tangata whenua, to consider how economicdevelopment can be effectively promoted, through development of the land transport network.

M13

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WRC to coordinate with transport partners to grow, enhance and connect regional cycle trails and to help realise fulleconomic benefits of the regional cycle trail network.

M14

WRC to promote, advocate and work with other transport partners to better understand new technologies andemerging trends.

M15


Move people and goods more efficiently (reliability of travel times on interregionally and intraregionally significant strategiccorridors to ensure better access to markets, business areas, and supporting tourism).

Increased access for social and economic opportunities.

Increased use of rail to enable efficient freight and passenger use.

Reduced social and economic costs and improved economic development outcomes.

A more resilient and effective integrated land transport system.

A transport system that provides better access and connections for new housing and interregional commuting.

New and infill growth areas are supported by multimodal transport infrastructure and services.

A transport system that supports access for high growth urban areas.

A transport system that supports regional development.

Te Awa River Trail. Photo: Hamilton-Waikato Tourism.

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37

2

1

1

1

1

1

1

25

25

25

25A

2

26

27

39

23

26

3

3

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31

29

5

5

5

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4

30

30

30

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24

North Island main trunk

East coast main trunkEast coast main trunk

Putaruru

TokoroaRotorua

Waihi

Tūrangi

Pukekohe

Taupō

Te Aroha

Whitianga

Tairua

Whangamata

Thames

Coromandel

Huntly

Raglan

Cambridge

Te Awamutu

Te Kūiti

HAMILTON

TAURANGA

TARANAKI

AUCKLAND

Morrinsville

Paeroa

Matamata

Lake Taupō

Ōtorohanga

Kāwhia

SH2Improve network resilience, route reliability and safety in recognition of its particular vulnerability to climate related events and key tourism function through to Coromandel and BoP.

SH1/29 NIMT/ECMTPriority strategic interregional freight route between Auckland, Hamilton and Bay of Plenty regions and between key sea and inland ports.

EXTENSION OF WAIKATO EXPRESSWAY TO PIAREREPart of region’s number one policy priority.

WAIKATO EXPRESSWAYRegion’s number one policy priority

BAY OF PLENTYSupport of interregionally significant transport activities:• Waikato Expressway• SH1/29 corridor improvements• Resilience and efficiency projects

to enhance ECMT• Safety outcomes SH2.

AUCKLANDSupport of inter-regionally significant transport activities:• Waikato Expressway• Southern corridor

optimisation• Hamilton to Auckland

corridor (including Hamilton to Auckland start up passenger rail service)

• Rail projects to resolve constraints on rail network

• Safety outcomes SH2.

NIMTPromote the use of rail for freight and future passenger movements.

Progress work and advocate for a passenger rail service between Hamilton and Auckland.

NIMTPromote as primary rail freight corridor connecting upper and lower North Island.

SH3Improve network resilience, route security and safety in recognition of its function as a key tourism, freight and energy corridor.

Develop and grow a connected network of regional cycling trails

Develop transport infrastructure and services in high growth urban areas e.g. North Waikato Public Transport options.

SOUTHERN LINKS AND HAMILTON RING ROAD

SH25 & 25AImprove network resilience, route reliability and safety in recognition of its particular vulnerability to climate related events and competing access tourism and economic functions.

SH5Improve network resilience supporting SH5’s tourism function through to Rotorua.

SH1 SOUTH OF TAUPŌImprove network resilience, route reliability and safety in recognition of its function as a principal route linking upper North Island to Wellington.

MANAWATU/WHANGANUISupport of interregionally significant transport activities.

Improvement projects to address resilience and safety.

TARANAKISupport of interregionally significant transport activities.

SH3 improvement projects to improve freight efficiency and safety.

MAP 6

SUMMARY OF STRATEGIC CORRIDOR POLICIES IN THE WAIKATO REGION

1

39

39A

23

21

Waikato Expressway

Cross-city

connect

or

Wairere D

rive extension

North-south connecto

r

Western c orridor

So

uthern links

Southern linksSouthern links

Wairere Drive

3

26

River Road

HuntlyHuntly

CambridgeCambridge

Ngāruawāhia

WAIPA DISTRICT

WAIKATO DISTRICT

HamiltonCity

Waikato Expressw

ay

Airport

Freight hub

Inland port

National high volume road corridor

Regional road corridor

National rail corridor

Arterial road corridor

Regional rail corridor

Local authority boundaries

National road corridor

Potential regional road corridor

Potential arterial road corridor

Potential national road corridor

(5827 - 1117)

* = as per Regional Land Transport Plan”

While the Waikato Regional Council has exercised all reasonable skill and care in preparing and controlling the contents of this report, the Council accepts no liability in contract, tort or otherwise, for any loss, damage, injury or expense (whether direct, indirect or consequential) arising out of the provision of this information or its use by you or any other party.

0 1 2 3 4 5km

FUNCTION OF KEY STRATEGIC ROAD AND RAIL CORRIDORS IN THE GREATER HAMILTON AREA*

MAP 3

MAP 7SUMMARY OF STRATEGIC CORRIDOR POLICIES FOR THE GREATER HAMILTON AREA

Support key Hamilton city urban development projects that serve the economic development needs and desired outcomes of the greater Hamilton Urban Area.

Plan and grow inter-connected cycle and pedestrian networks in urban areas.

Grow public transport and active mode share in Hamilton.

Prioritise and optimise networks and services for different modes, e.g. public transport.

Ensure regionally significant corridors are protected and developed to serve the future development and transport needs of the region.

Develop transport infrastructure services in high growth areas consistent with national policy requirements.

3.8 Road safety policy template

ROAD SAFETY - 35 PER CENT WEIGHTING

Problem statementSystem failures and user behaviours expose road users to risk, resulting in a disproportionate number of deaths and seriousinjuries.

ObjectiveLand transport in the Waikato region is a Safe System, working towards zero deaths and serious injuries.

Priorities

1. Make progress on the key short term road safety priorities in the Waikato Regional Road Safety Strategy 2017-2021(WRRSS) of leadership, collaboration and accountability; safe speeds; and safe road use.

2. Refresh the regional model for road safety delivery to collectively progress road safety initiatives.

3. Plan and implement speed management across the region.

4. Target behaviour change for highest risk and vulnerable users, and design and deliver safety initiatives for road users athighest risk.

Policies

The Waikato Regional Road Safety Forum is empowered as a key collaborative group to oversee planning anddelivery of road safety in the region.

P11

A regionally consistent approach to speed management is progressed.P12

Regionally integrated road safety programmes and interventions are targeted to highest risk users.P13


WRC and road safety partners to develop a Terms of Reference for the Waikato Regional Road Safety Forum andthe Regional Education Group that addresses the roles, responsibilities and reporting lines for each, and therelationship between the RTC, Regional Road Safety Forum, Regional Education Group and Road Safety ActionPlans.

M16

The Waikato Regional Road Safety Forum to oversee implementation of the WRRSS, including:M17

overseeing a coordinated approach with the Road Safety Action Plans and Regional Education Group

communicating with the public about regional road safety and the WRRSS

overseeing monitoring of road safety targets and KPIs.

The RTC and Waikato Regional Road Safety Forum to collectively advocate on road safety issues and national policies,including any proposed national road safety strategy, that have the potential to significantly impact on road safetyoutcomes, including implementation of the Safe System approach, setting of national targets, the safety of thevehicle fleet, automated enforcement tools for speed management, and funding and resourcing of road safetyactivities.

M18

RCAs to develop and implement district speed management plans to feed into a regional speed management plan.M19

The Waikato Regional Road Safety Forum to continue to support and provide guidance to RCAs on the developmentof speed management plans and implementation of the NZ Speed Management Guide.

M20

The Regional Education Group to develop a three year programme of road safety activities consistent with theWRRSS priorities and oversee implementation of region wide risk targeted education and behavioural campaigns.

M21

The Waikato Regional Road Safety Forum to prioritise and oversee actions required to address the future strategicpriority signals identified in the WRRSS.

M22

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ROAD SAFETY - 35 PER CENT WEIGHTING

HCC to implement road safety actions in Access Hamilton Strategy (2017 Implementation Programme).M23

The Waikato Regional Road Safety Forum and/or other relevant transport partners to investigate opportunities forjoint road safety initiatives with tangata whenua.

M24

The Waikato Regional Road Safety Forum to work with KiwiRail to address level crossing safety issues in the Waikatoregion.

M25


Zero deaths and serious injuries on Waikato roads.

Reduced social and economic costs.

Improved social, public health and economic benefits.

Contribution of road policing activity to the Waikato Regional Land Transport Plan

The New Zealand Police play a vital role in delivering road safety outcomes for the Waikato region. The Road Policing ActionPlan 2016-2020 has been developed to align with what is required to be delivered by 2020 for Safer Journeys. The RoadPolicing Action Plan identifies six areas of road policing activity that are aligned to the ‘safe system’. These activities are:

1. Speed

2. In car behaviour: distractions and restraints

3. Impaired driving: alcohol, drugs, fatigue

4. Vulnerable road users: pedestrians, cyclists, motorcyclists, elderly, inexperienced, visiting drivers

5. High risk driving: intersections, centre line offences, dangerous/reckless, fleeing drivers

6. Network maintenance and efficiency: crash attendance and event management

A key focus for Police is to take every opportunity to prevent harm, which will result in fewer victims, fewer offenders anda reduction in road related trauma. The strong relationship between partners allows Police to work together to identifycreative solutions and innovations that will help to achieve road safety and other benefits for all. Effective problem solvingcontributes to effective policing on our roads and in our communities, because it helps to support resilience and self sufficiency.

Within the region, the Waikato Regional Road Safety Strategy sets a framework for the coordinated delivery of multipleagency interventions to implement Safer Journeys. The Regional Transport Committee is responsible for setting the politicaldirection for road safety in the region and providing high level regional policy through the plan. The Waikato District RoadPolicing Manager sits on this committee as an advisor and also participates in the Waikato Regional Road Safety Forum thatadvises the Regional Transport Committee on road safety matters.

Waikato Police work with partner agencies to achieve the Safer Journeys vision of a safe road system increasingly free ofdeath and serious injury. Waikato Police contribute to the safe system approach using an intelligence and evidence basedapproach to identify risk. Clearly articulating the risk, providing recommended interventions and monitoring outcomesprovides a clearer view of what and where the problems are, so Police can deploy to risk more accurately. As an example, insummer there is a deployment focus on key routes in the eastern Waikato area with the increased summer break relatedactivity, while in winter there is a focus is on western routes and risk associated with recreational activities such as skiing.

Police activities, as part of the safe system approach, are captured in the road safety objective and priorities in this plan.

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3.9 Access and mobility template

ACCESS AND MOBILITY - 25 PER CENT WEIGHTING

Problem statementA changing social, demographic, economic and technological landscape is impacting on the ability to connect people toessential services, employment and recreation.

ObjectiveA transport system that provides an inclusive range of integrated, quality transport choices for all users to meet their social,economic and cultural needs.

Priorities

1. Grow public transport and active mode share in urban centres and new growth areas.

2. Collaboratively plan and provide transport infrastructure and service improvements to encourage modal shift to publictransport and active transport modes.

3. Develop customised approaches and coordinated funding and transport service models to enhance access and mobilityfor our communities.

4. Strengthen governance and leadership for access and mobility within and across stakeholder organisations.

5. Improve access and mobility for the transport disadvantaged.

6. Plan and grow interconnected cycle and pedestrian networks in urban areas.

7. Undertake a pilot study in South Waikato District to better understand the accessibility needs of the rural communityand develop coordinated transport approaches to address those needs.

Policies

Prioritise and optimise urban transport networks for different modes and types of road use. P14

Provide an effective, efficient and affordable public transport system in urban centres and emerging growth areas.P15

Maintain the existing rural public transport network and expand where there is identified demand and availablefunding.

P16

Support and progress local community-led transport initiatives to improve access in rural areas. P17

Continue collaboration, supported by strong governance and collective advocacy, to ensure the delivery of inclusiveregional access and mobility outcomes.

P18

Provide an inclusive transport system that is designed for all people, including those with mobility impairments.P19

Progressively improve accessibility for transport disadvantaged groups, particularly older people, youth and peoplewith a disability or limited mobility.

P20

Encourage the use of travel modes other than single occupancy vehicles and private vehicle use in Hamilton andsurrounding towns.

P21

Promote travel demand initiatives that support travel behaviour change, modal shift and compact urban form.P22

Provide safe, connected, coherent and accessible walking and cycling networks and facilities supported by activitiesaimed at reducing barriers to participation in active transport modes.

P23

Recognise and plan for possible changes arising from the Ministry of Education’s (MoE) school bus delivery approach.P24

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ACCESS AND MOBILITY - 25 PER CENT WEIGHTING


HCC, WRC and NZ Transport Agency (NZTA) to work collaboratively to plan and progress a programme of infrastructureand public transport service measures, including a Mass Transit Plan, to increase public transport patronage anddecrease congestion in Hamilton.

M26

HCC to implement the Access Hamilton Strategy (2017 Implementation Programme).M27

WRC, Waikato District Council, NZTA and Auckland Transport to implement short and medium-term public transportservices to service the North Waikato community and provide links to Auckland.

M28

WRC to work collaboratively with transport partners to assess new opportunities for public transport routes at theearliest stages of strategic growth planning initiatives.

M29

RTC and transport partners to strengthen and mandate the role of the Community Transport Forum to provideleadership to drive and address rural transport issues.

M30

WRC and RTC to oversee and support the implementation of community transport services within rural communities.M31

WRC and transport partners to undertake a South Waikato case study to understand the accessibility needs of ruraland transport disadvantaged groups and apply learnings about the process to other communities across the region.

M32

WRC and transport partners to facilitate the use of technology to move towards mobility as a service - providinginformation to improve access and the transport journey experience.

M33

WRC to collaborate with Territorial Authorities to explore expanding the Total Mobility Scheme beyond the existingservice areas of Hamilton, Taupō and Tokoroa.

M34

WRC and transport partners to continue to investigate the potential for passenger rail under the Hamilton toAuckland Transport Connections Strategic Business Case and progress work on the start up Hamilton to Aucklandpassenger rail service.

M35

Transport partners to work with tangata whenua and other interested parties to coordinate information and adviceto improve rural transport access.

M36

WRC, MoE, local authorities and NZTA to work together to develop a whole of government approach to planningfor the provision of transport services for school students.

M37

RTC and transport partners to establish and empower a Regional Cycling Steering Group to support cycling planning,enabling and engagement activities, and oversee a programme of activities and monitoring.

M38

RCAs and transport partners to plan for, build, and maintain safe, convenient and attractive interconnected pedestrianand cycling infrastructure.

M39

Transport and cross sector partners to undertake and promote travel demand management initiatives.M40


Increased access for economic and social opportunities/enhanced wellbeing of people and environment.

Improved access to move towards more livable cities, towns and a thriving region.

Improving access for high growth urban areas.

A transport system that is adaptive to facilitate the needs of our people.

Improved transport choice - more investment in public transport, walking and cycling and mode shift to these modes.

A public transport system that supports new housing.

Reduced transport disadvantage.

Equity of accessibility.

Reduced negative effects on public health.

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3.10 Integration and forward planningunderpinning objective template

INTEGRATION AND FORWARD PLANNING

IssuesLand use change is constantly occurring and if uncoordinated or not well managed can lead to unplanned and out of sequencedevelopment. This in turn can result in inefficient and ineffective transport outcomes.

ObjectiveCollaboration around land use planning results in an efficient, effective and safe transport system in the Waikato regionand upper North Island.

Priorities

1. Developing an agreed integrated response to growth in the North Waikato that is anchored in relevant statutory landuse and transport plans.

2. Implementation of key strategies and plans that facilitate growth needs in greater Hamilton, including Access Hamilton,Future Proof and the Regional Public Transport Plan 2015-2025.

Policies

The land transport system is managed and developed in a responsive, collaborative and integrated manner.P25

Land use development does not compromise the safety and efficiency of the transport system.P26

The transport system is managed and developed in a way that is consistent with and supports the region’s strategictransport and land use pattern.

P27

Tangata whenua are enabled and supported to express, maintain and enhance their relationship with their rohethrough land transport planning and programme development processes.

P28


Continue to work with stakeholders to anchor and implement an agreed land use and transport pattern to ensureintegrated planning decisions (Future Proof subregional growth management strategy).

M41

Upper North Island Strategic Alliance partners to continue to drive collaborative work that advances ourunderstanding of transport and land use issues at a wider spatial scale.

M42

Transport partners to work with the Waikato Plan Implementation Committee to plan for and implement keytransport actions identified in the Waikato Plan.

M43

RTC to support interregionally significant activities that help to achieve better integrated land transport outcomesfor the Waikato, and work with neighbouring RTC's.

M44

WRC to coordinate research to better understand the role and impact of freight hubs and inland ports in theWaikato.

M45

Ensure that future updates of the RLTP support agreed regional settlement patterns.M46


Integrated land use and transport decision making.

Working together to address problems and constraints both within and outside our region.

Moving towards more livable cities and thriving regions.

A land transport system that enables better environmental and social outcomes.

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3.11 Affordability underpinning objectivetemplate

AFFORDABILITY

IssuesThe regional land transport system needs adequate maintenance and development funding. Rising costs, declining nationaland local revenue and constrained funding have resulted in and will continue to present funding challenges.

ObjectiveAn efficient land transport system where collaborative funding options result in optimal delivery of transport outcomesthat best meet our communities’ needs in an affordable way.

Priorities

1. Continue to maximise efficiencies and value for money across the transport system.

2. Maximise new opportunities to uplift funding through the National Land Transport Fund by identifying and targetingprojects that support tourism and regional development outcomes.

3. Focus on how we sustainably fund access and mobility initiatives in rural communities.

4. Advocate for new models of cross agency funding.

5. Maximise new funding sources as they become available.

6. Maintain existing assets.

Policies

Support collaborative arrangements that maximise efficiencies across the regional transport system.P29

Pursue new and alternative funding sources and co-investment opportunities to fund regional and interregionaltransport activities.

P30

Support integrated modal funding and advocate for integrated road and rail funding.P31


Waikato Mayoral Forum and transport partners to continue advancing the roading workstream through the RoadAsset Technical Accord work programme underpinned by the One Network Road Classification and RoadingEfficiency Group, and through other shared service arrangements.

M47

Local authorities and approved organisations to continue to advance internal efficiencies in integrated land useand transport planning, roading maintenance and development.

M48

The RTC to advocate for integrated national road and rail funding and to advocate for significant central governmentfunding subsidy for a start up Hamilton to Auckland interregional passenger rail service.

M49

The RTC and transport partners to explore innovative and collaborative alternative transport funding solutions,including co-investment arrangements, and including supporting investigations for the application of a futureregional or subregional fuel tax.

M50

Local authorities and approved organisations to target alternative funding sources for cycling and to workcollaboratively with cycling stakeholders to fund cycle infrastructure, uptake and supporting activities.

M51

WRC to uptake opportunities as alternative transport funding measures become available. M52

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AFFORDABILITY


The Regional Land Transport Plan is fully funded.

Increasing the efficiency and effectiveness of transport solutions.

Value for money in regional land transport planning, maintenance and development.

Innovative collaborative funding and investment arrangements.

Better informed decision making.

3.12 Environmental sustainability andresilience underpinning objective template

ENVIRONMENTAL SUSTAINABILITY AND RESILIENCE

IssuesThe regional land transport system is vulnerable to a range of external pressures that can cause disruption and presentchallenges for ensuring efficient and resilient networks. Over the longer term, climate change is likely to cause more extremeweather events, which have the potential to severely disrupt parts of the regional land transport system.

The transport system can also have significant local and regional effects on the environment and, given the long-lived natureof transport infrastructure, decisions made today can have long term implications for the environment. There is a need tostrive for a more energy efficient transport system for both environmental and economic reasons.

ObjectiveAn environmentally sustainable and energy efficient land transport system that is robust and resilient to external influences.

Priorities

1. Develop a coordinated plan for increasing electric vehicle use in the region.

2. Provide energy efficient lower emission transport options as an alternative to the car.

3. Implement the Waikato Regional Stock Truck Effluent detailed business case.

4. Remain on top of future technology trends so the region is ready to move on opportunities.

5. Identify and address route security and resilience issues, including climate change related mitigation.

Policies

Work collaboratively to improve route security, particularly on key lifeline routes and interregional strategiccorridors.

P32

Develop and manage the transport system in a way that improves the environmental sustainability of the systemfor the environment and communities, including tangata whenua.

P33

Develop and manage the transport system in a way that gives effect to the energy efficiency objectives of theNational Energy Efficiency and Conservation Strategy.

P34

Recognise and plan for the anticipated effects arising from system resilience issues such as climate change andtechnological change.

P35

Ensure the adverse effects of transport on the climate, local environment, and public health are reduced. P36

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WRC and transport partners to prepare a programme business case, based on the Greater Wellington RegionalCouncil example, to guide prioritisation of regional resilience projects on the regional land transport network toinform the next RLTP.

M53

The NZTA, Thames-Coromandel District Council and transport partners to progress a business case looking atlong-term integrated improvements to address resilience issues in the Coromandel Peninsula.

M54

RCAs to support the collaborative approach of the Waikato Lifelines Utility Group in addressing key regionaltransportation lifeline issues.

M55

WRC and RCAs to continue to roll out implementation of stock truck effluent disposal sites through the region,as guided by the Waikato Regional Stock Truck Effluent Strategy and associated detailed business case.

M56

WRC and transport partners to develop an electric vehicle strategy for the region.M57

WRC to review trends in technology that may have environmental benefits, such as autonomous vehicles, andpromote the development of a flexible network that can accommodate the new technology.

M58

RTC to advocate to central government for greater collaboration and strategic direction on environmentalsustainability for the transport sector.

M59


A land transport system that is adaptive, resilient, energy efficient and environmentally sustainable.

Reduced environmental adverse effects of transport on the climate, local environment, and public health.

Slip, SH25a, Kopu-Hikuai Rd, Coromandel Peninsula. Photo: NZTA

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section 3: regional policy framework | whiti 3: te pou tarāwaho … · the policy framework for...

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