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NZ TRANSPORT AGENCY STATEMENTOF INTENT 2015–19

This Statement of intent sets out our approach and course of action for the next four years that will contribute to the delivery of the government’s land transport objectives and wider transport vision.

CREATING TRANSPORT SOLUTIONS

FOR A THRIVING NEWZEALAND

NZ Transport Agency

Published June 2015 (15-044)

ISSN 1173-2237 (print)

ISSN 1173-2296 (online)

Copyright: June 2015 NZ Transport Agency

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FOREWORD FROM THE BOARD CHAIR AND CHIEF EXECUTIVE

The NZ Transport Agency’s purpose is to create transport solutions for a thriving New Zealand. Our responsibility is to ensure an effective national transport network that integrates the various modes, services and systems to deliver a seamless ‘one network’ experience for transport users.

This Statementof intent willbe accompaniedbya new three- year National Land Transport Programme for 2015–18 that providesforthe completion of existing work and the delivery of road maintenance, public transportservicesand new infrastructure across the country.

Both this Statement of intent and the National Land Transport Programme continue our strategic focuson delivering an efficient, safe and resilient transport system that helps improve New Zealand’s economic growth and productivity and connects people and their communities. In striving to achieve this we have set stretch targets, given that we are ambitious in our expectation of making a difference for New Zealanders.

Our long-term goals and the outcomes they support have not changed, as they remain as relevant as ever. Our Statement of intent 2015–19 positions the Transport Agency to achieve those goals through integrating one effective and resilient land transport network, shaping smart, efficient and responsible transport choices, delivering safe highway solutions and maximising strategic returns on the resources we invest across New Zealand.

We will be working with our local government partners over the next three years to deliver the 2015–18 National Land Transport Programme and facilitate a regionally responsive and nationally consistent planning and investment system that ensures that the resources go where they have best effect.

We will continue to improve our relationships with public transport and freight operators in working to build long- term sector plans. We will continue to strengthen our relationships with the local government sector across the country with a strong focus on shared opportunities to lift vehicle and fleet productivity and public transport effectiveness. We will ensure that our maintenance and operations contracting practices support a healthy and competitive construction industry.

The Transport Agency will continue to work with KiwiRail to help lift the contribution of the rail network to moving New Zealand’s freight. Our intention is to establish a step-change in road/rail network integration, to increase network access for high productivity vehicles and to drive home the benefits of these improvements to freight operators and their customers. We will also focus on improving the permitting process and improving weight compliance. These efforts will help to maximise overall freight network productivity to and from international markets and within New Zealand as a whole.

We have placed increased emphasis on making urban cycling a safer and more attractive transport choice and increasing the percentage of trips in our major urban centres that are made by bike. We will be working with councils and other transport providers to ensure people who cycle can do so safely and efficiently.

We will maintain our focus on innovation, including our commitment to making it easier for customers to transact online, as part of the wider Better Public Services priority for the government. Our work on delivering the Intelligent Transport Systems Technology Plan 2014–18 will continue.

Safety remains a key focus and we have made good progress in developing a Safer Speeds Programme, which includes building stronger national consistency and prioritisation into speed management and developing public acceptance of change. We are increasing our capability to leverage new technologies and data to prioritise and track progress, and we recognise that shifting the national culture and practice around safe speed is a long-term challenge.

Underlying all that we do and the investments we make is our goal of maximising value. With the One Network Road Classification framework in place, the challenge is now to build and sustain sector collaboration, information sharing, improved activity management planning and procurement to fully realise efficiencies in road maintenance investment and delivery. We will also pursue enhanced building and sharing capability with an increased focus on seeking value from opportunities for public private partnerships. In these ways we will align investment to agreed national, regional and local outcomes and improve value for money in our investments to ensure that New Zealand has the right roads at the right times at the right cost.

As we design services, build infrastructure, regulate road and rail safety and help operate an integrated transport system, we never lose sight of the fact that we do this for our customers, the people of New Zealand.  

Chris Moller                          Geoff Dangerfield

Chair                                     Chief Executive

NZ TRANSPORT AGENCY            NZ TRANSPORT AGENCY

INTRODUCING THE NZ TRANSPORT AGENCY BOARD

CHRIS MOLLER, CHAIR (WELLINGTON)

Chris is a non-executive director who chairs the boards of Meridian Energy Ltd and SKYCITY Entertainment Group Ltd. He is also a director of Westpac New Zealand Ltd. He was previously Chief Executive of the New Zealand Rugby Union, Deputy Chief Executive

of Fonterra Co-operative Group Ltd, and a director of a range of joint venture and subsidiary organisations within the New Zealand dairy industry, both domestically and internationally.

DAME PATSY REDDY, DEPUTY CHAIR (WELLINGTON)

Dame Patsy is a non-executive director and a qualified lawyer. She is Chair of the New Zealand Film Commission and Education Payroll Ltd and is a director of Payments NZ Ltd and Active Equity Holdings Ltd. She is a chief Crown negotiator for Treaty of Waitangi settlements and a lead reviewer

for the Performance Improvement Framework for the State Services Commission. Her previous directorships include Telecom Corporation of NZ Ltd, SKYCITY Entertainment Group Ltd, New Zealand Post and Air New Zealand Ltd.

GILL COX (CHRISTCHURCH)

Gill is a chartered accountant and non-executive director. He chairs MainPower NZ Ltd, Transwaste Canterbury Ltd and Nga- i Tahu Farming Ltd. He is also a director of a number of privately held companies involved in manufacturing, warehousing and distribution, infrastructure, property development, medical services and fishing. Gill is a member of the CERA Community Forum in Christchurch and the Canterbury Earthquake Recovery Advisory Board.

TONY LANIGAN (AUCKLAND)

Tony is a professional civil engineer, project management consultant and former general manager with Fletcher Construction. Tony was the inaugural Chancellor of AUT University and a director of Infrastructure Auckland. He is currently Vice Chair

of Habitat for Humanity in New Zealand and Chair of the New Zealand Housing Foundation. He is a director of Watercare Services Limited. Tony is the Group Director–Estates at AUT University as well as a Senior Research Fellow in the AUT School of Construction Management. Tony is a member of the Ministry of Health’s Hospitals Redevelopment Partnership Group for Canterbury hospitals. In March 2015, Tony was elected a Distinguished Fellow of the Institution of Professional Engineers (Dist. FIPENZ).

MARK OLDFIELD (TIMARU)

Mark is a director of Brenchley Farms Ltd in South Canterbury. He has over 30 years' experience working with businesses and communities in the Canterbury region. He also has interests in Nelson/Tasman and Queenstown. From 1997 to 2010, he was a member of the Canterbury Regional Council (including Regional Land Transport, Public PassengerTransport and Road Safety Committees). Mark has been a board member/ vice president of the South Canterbury Chamber of Commerce, as well as a board member of the Energy Efficiency Conservation Authority  2010–2014.

JERRY RICKMAN (HAMILTON)

Jerry is a chartered accountant and professional director. Jerry currently chairs the boards of HG Leach Ltd, Tidd Ross Todd Ltd, Spectrum Dairies Ltd and is a director of Power Farming Holdings Ltd. He was a member of Telecom’s Independent Oversight

Group. He has chaired the boards of Waikato Regional Airport Ltd, Waikato District Health Board, Innovation Waikato Ltd and EziBuy Holdings Ltd.

NICK ROGERS (AUCKLAND)

Nick Rogers is a geotechnical specialist with expertise in land stability, foundation support and natural disaster assessment. He has over 34 years’ experience on major infrastructure projects and in conducting land damage assessments for the Earthquake Commission in New Zealand. He has also worked on projects across the Asia-Pacific region. Nick has been a director for Tonkin and Taylor, and the international development consulting firm ANZDEC. Nick was made a Companion of the Queen's Service Order for his services in natural disaster assessment throughout New Zealand, and in the recovery work in Christchurch during and after the Canterbury earthquakes.

ADRIENNE  YOUNG-COOPER (AUCKLAND)

Adrienne is a businesswoman, professional director and a Chartered Fellow of the Institute of Directors. She has a 30-year career in resource management and planning

– specialising in spatial planning, metropolitan growth and management (including infrastructure planning and large projects). Adrienne was the Deputy Chair of the Auckland Regional Transport Authority (replaced by Auckland Transport) and was a Board member of Maritime New Zealand until 2011. Her experience and contribution in transport governance is extensive. She was Deputy Chair of Auckland Waterfront Development Agency Ltd (Waterfront Auckland). She is Deputy Chair of Housing New Zealand Corporation and Chair of the Hobsonville Land Company Limited. She also serves on several charitable trusts.

A THRIVING NEW ZEALAND

The government is seeking an effective, efficient, safe, responsible and resilient transport system that supports a thriving New Zealand.

Our purpose is to deliver transport solutions for a thriving New Zealand on behalf of the government. An effective transport system moves people and freight where they need to go in a timely manner.

An efficient transport system delivers the right infrastructure and services to the right level at the best cost and is resilient in how it meets future transport needs and endures shocks.

To help New Zealand continue to thrive, our transport system has to be responsible in how it reduces the harm from transport such as road trauma and environmental impact.

We are specifically responsible for the three following functions:

• Providing access to, and use of, the land transport system.
• Planning and investing in land transport networks, bringing a national perspective.
• Managing the state highway network.

The government’s principal instrument for its land transport investment strategy is the Government Policy Statement on Land Transport 2015/16–2024/25 (GPS), a statutory document developed under the Land Transport Management Act 2003. The GPS sets out the government’s policy goals for land transport, as well as the funding direction necessary to achieve them.

It guides not only an investment of $3.4–$4.4 billion per annum from central government but also about $1.0 billion from local government. The GPS prioritises economic growth and productivity, road safety and value for money. It is given effect to in the National Land Transport Programme, which translates the intentions in the GPS into an investment programme for the Transport Agency and its investment partners. Value for money is a key operating principle that underpins how the programme is put together and the desired results from the investments made. Relevant aspects of the GPS are also addressed in this Statement of intent.

The Transport Agency is also guided by a number of other government policy documents:

• Connecting New Zealand, which summarises initiatives in support of the growth of the country’s economy, to deliver greater prosperity, security and opportunities for all New Zealanders.
• Safer Journeys: New Zealand's road safety strategy 2010-2020, which has a vision of a safe road system increasingly free of death and serious injury.
• The National Infrastructure Plan, which contains a 20-year vision for infrastructure that is resilient, coordinated and contributes to economic growth and increased quality of life.

• The New Zealand Energy Strategy, which sets the strategic direction for the energy sector and the role energy will play in the economy. 

The Minister of Transport also outlines his expectations of the Transport Agency for the year ahead in a ‘letter of expectations’, which focuses on matters that are not covered in the GPS. This Statement of intent also addresses those expectations, which are outlined below:

• Seek opportunities for innovation in both design and implementation in the safety space, focusing on partnerships between policy and delivery agencies, road controlling authorities and road users.
• Leverage the Transport Agency’s leadership role through integrated approaches to promote both active and public transport, and to deliver services across both road and rail.
• Maintain a strong focus on rail safety and make efforts to improve the way the NZ Transport Agency discharges its responsibilities for regulating railways under the Railways Act 2005.
• Provide technical advice to Auckland Transport as it manages the overall cost and procurement risks of the city rail link project.
• Implement intelligent transport systems where appropriate and work with the Ministry of Transport on delivering the Intelligent Transport Systems Technology Action Plan.
• Work with other central and local government bodies and industry to address barriers that may be hindering uptake of intelligent transport systems and electric vehicles.
• Continue working to support the delivery of high- quality public services, including digital services, working with other agencies when needed to deliver results, continuous improvement and meaningful engagement with New Zealanders.

Our legislative and policy  responsibilities

LEGISLATION AND REGULATION

The Land Transport Management Act 2003 (LTMA) establishes the NZ Transport Agency, provides the legal framework for managing and funding land transport activities and provides for a Government Policy Statement on Land Transport (GPS).

Under this legislation we have the following responsibilities to:

• contribute to an efficient, effective and safe land transport system in the public interest
• manage the state highway system, including planning, funding, design, supervision, construction, maintenance and operations
• manage funding of the land transport system, including auditing the performance of organisations receiving land transport funding
• manage regulatory requirements for transport on land
• investigate and review accidents and incidents involving transport on land
• cooperate with, provide advice and assist any government agency or local government agency at the Minister’s request
• provide the Minister with advice on our functions
• issue guidelines for, and monitor the development of, regional public transport plans
• carry out any other land transport functions directed by the Minister under the Crown Entities Act 2004
• carry out the functions required by the Land Transport Management Act 2003 or under any other act.

Also of key importance is the Land Transport Act 1998, which promotes safe road user behaviour and vehicle safety, provides for a system of rules governing road user behaviour and the licensing of drivers, and technical aspects of land transport.

Other relevant legislation includes the Railways Act 2005, the Government Roading Powers Act 1989 and the Road User Charges Act 2012.

Land transport rules are a form of delegated legislation similar to regulations. The Transport Agency produces rules for the Minister of Transport under an agreement made with the Chief Executive of the Ministry of Transport. Land transport rules have a significant influence on people’s access to and use of the land transport network.

STATUTORILY   INDEPENDENT FUNCTIONS

The Land Transport Management Act 2003 outlines that the Transport Agency's statutorily independent functions are to:

• determine whether particular activities should be included in the National Land Transport Programme
• approve activities as qualifying for payment from the National Land Transport Fund
• approve procurement procedures for land transport activities
• issue or suspend any land transport document or authorisation
• enforce any provisions relating to its functions.

1. ONNECTING NEW ZEALAND

is a summary of the government’s policy direction for transport.

The document notes that the government is seeking a transport system that supports the growth of our country’s economy, in order to deliver greater prosperity, security and opportunities for all New Zealanders. New Zealand is a trading nation, but geographically we are further away from the economic centres of the world than any other developed country. Therefore to be internationally competitive, we need to improve the efficiency of our transport networks by focusing on three key areas: economic growth and productivity, value for money and road safety.

 VISIT

www.transport.govt.nz/ourwork/KeyStrategiesandPlans/ConnectingNewZealand.aspx

1. GOVERNMENT POLICY STATEMENT ON LAND TRANSPORT  (GPS)

sets out the government’s priorities for expenditure from the National Land Transport Fund over the next 10 years. It sets out how funding is allocated between activities such as road safety policing, state highways, local roads and public transport. The GPS directly guides the investment that the Transport Agency makes in the land transport system on behalf of the government. How the GPS frames the Transport Agency’s investment function is set out in relation to the ‘Maximising returns for New Zealand’ section of this Statement of intent.

 VISIT

www.transport.govt.nz/assets/Uploads/Our-Work/Documents/GPS-2015.pdf

1. SAFER JOURNEYS

is the government's strategy to guide improvements in road safety from 2010 to 2020.The strategy's vision is a safe road system increasingly free of death and serious injury. This is underpinned by the world leading Safe System approach to reducing deaths and serious injuries from road crashes. The priority areas are those where significant change is needed to make an improvement, and where improvements can help to reduce a large number of road deaths and serious injuries. Safer speeds that are right for the road are a priority for the Transport Agency during 2015–19. Other areas of concern are: roads and roadsides, walking, cycling and motorcycling, vehicles, and safer use including young drivers, distracted and fatigued drivers , high-risk drivers, restraints and older road users.

 VISIT

www.saferjourneys.govt.nz/about-safer-journeys/strategy-2010-2020/

1. NATIONAL INFRASTRUCTURE PLANaims to improve investment certainty for businesses by increasing confidence in current and future infrastructure provision. The government's 20-year vision for New Zealand's infrastructure

is that by 2030, New Zealand's infrastructure is resilient, coordinated, and contributes to economic growth and increased quality of life. Work on the 2015 infrastructure plan is currently being undertaken and is likely to be released in August.

 VISIT

www.infrastructure.govt.nz/plan/2011

1. NEW ZEALAND

ENERGY STRATEGY                            

sets the strategic direction for the energy sector and the role energy will play in the New Zealand economy. The government’s goal is for New Zealand to make the most of its abundant energy potential through the environmentally responsible development and efficient use of the country’s diverse energy resources. The New Zealand Energy Strategy 2011– 2021 sets out four priority areas: diverse resource development; environmental responsibility; efficient use of energy; and secure and affordable energy. The Energy Efficiency and Conservation Strategy (NZEECS), a companion strategy, is specifically focused on the promotion of energy efficiency, energy conservation and renewable energy. The NZEECS sets out six objectives for six sectors, which will contribute to the overall New Zealand Energy Strategy 2011–2021 goal. The objective for transport is to create a more energy efficient transport system, with a greater diversity of fuels and    3. alternative energy technologies.

 VISIT

www.med.govt.nz/sectors-industries/energy/pdf-docs-library/energy-strategies/nz-energy-strategy-lr.pdf

TRANSPORT SOLUTIONS FOR A THRIVING

NEW ZEALAND

Our long and short-term operating intentions give effect to the government’s direction for the transport sector.

[...]

These describe the desired future state for the transport sector.

We contribute to the realisation of the enduring outcomes by pursuing four long-term goals. The goals shape our direction and actions over the next 20 years. Indicators track our progress against each goal.

For each goal there are three medium-term objectives.

These objectives have a 10-year outlook and guide

our 10-year work programme.

For each objective we have between 1 and 8 key results to deliver by 2019. Some of the results may be prioritised

– there are six clusters of priority results that have a specific success indicator.

For each key result there are specific annual milestones to achieve. These are outlined in

the Statement of performanceexpectations.

The following framework provides an overview of the relationship between the sector outcomes and the contributions we will undertake, as well as the indicators that will measure our progress toward achieving the desired goals and outcomes.

11 | NZ Transport Agency               Statement of intent 2015–19

OUR STRATEGIC FRAMEWORK

Desired

outcomes

For the New Zealand transport sector.

EFFECTIVE

Moves people and freight where they need to go in

a timely manner

OUR PURPOSE

Creating

transport solutions for a thriving

New Zealand

EFFICIENT

Delivers the right infrastructure and services to the right level at the best cost

SAFE AND RESPONSIBLE

Reduces the harms from transport

RESILIENT

Meets future needs and endures shocks

2013–32

Long-term

goals

Our strategic direction.

2013–22

Medium-term

objectives

Implemented through the Transport Agency 10-year work programme, with key results specified for 2019.

2015–19

Results

Results

Key results to be delivered by 2019.

Integrate one effective and resilient network for customers

SEE PAGE 14

1           Integrate land uses and transport networks to shape demand at national, regional and local levels.

2            Integrate national and local transport networks to support strategic connections and travel choices.

3           Improve freight supply chain efficiency.

Shape smart, efficient, safe and responsible transport choices

SEE PAGE 18

4            Implement the Safe System approach to create a forgiving land transport system that accommodates human error and vulnerability.

5            Incentivise and shape safe and efficient travel choices using a customer-focused approach.

6            Reduce costs for transport users through better regulation and willing compliance.

Deliver efficient, safeandresponsible, and resilient highway solutions forcustomers

SEE PAGE 22

7           Greater resilience of the state highway network.

8            Deliver consistent levels of customer service that meet current expectations and anticipate future demand.

9            Provide significant transport infrastructure.

Maximise effective, efficientand strategic returns for

New Zealand

SEE PAGE 28

10          Align investment to agreed national, regional and local outcomes and improve value for money in all we invest in and deliver.

11         Ensure effective and efficient co-investment with our partners.

12          Explore innovative revenue, pricing and financing approaches that enhance the value delivered by land transport investments.

Annual

Performance expectations*

Priorities                                             Milestones                           Output class

Our key areas of focus.                                        For each key result there are specific milestones to be achieved.

Service delivery and investment.

Make it easy for customers to do business with us

Four-year emphasis on objectives

SEE PAGE32

PROVIDING

ACCESS TO AND USE

OF THE LAND

TRANSPORT

Predictable journeys for urban customers

SYSTEM

Four-year emphasis on objectives

1   2   5   7   8  10  11 SEE

Integrate road and rail to improve freight network productivity

Four-year emphasis on objectives

SEE PAGE 36

For the milestones

associated with these results/priorities,

see the Statement

PLANNING AND INVESTING IN THE LAND

Safer speeds that are right for the road

of performance expectations

TRANSPORT NETWORK

Four-year emphasis on objectives

4   5   7   8  10  11 SEE

Driving value through smart road maintenance

Four-year emphasis on objectives

SEE PAGE 40

Make urban cycling

a safer and more attractive transport choice

MANAGING THE STATE HIGHWAY NETWORK

Four-year emphasis on objectives

1   2   4   5  10  11 SEE

* For further information on output classes, refer to the annual Statement of performance expectations.

GOAL

Integrate one effective and resilient network for customers

Contributes to sector outcomes

EFFECTIVE

Moves people and freight where they need to go in

a timely manner

RESILIENT

Meets future needs and endures shocks

Guides

our outputs

• Investment management
• Public transport
• Road safety promotion
• Local road improvements
• Walking and cycling

Desired trends How will

we know we are making progress?

SUCCESSINDICATORS*

% network productivity (vehicle speed and flow on urban networks in Auckland)

Number of km delivered for the high productivity freight network (up to 58 tonnes)

2012/13

Baseline

63%

0km

2013/14

Actual

63%

1,500km

Desired trend

INCREASING

INCREASING

2009-13

Baseline

2010-14

Actual

Desired trend

% mode share

• public transport

2.7%

2.8%

• cycling

1.4%

1.2%

INCREASING

Our objectives What we are aiming to deliver by 2022

1              Integrate land uses and transport networks to shape demand at national, regional and local levels

2               Integrate national and local transport networks to support strategic connections and travel choice

3              Improve freight supply chain efficiency

* For trend information, see page 49: Strategic goal – success indicators (2015–19).

New Zealand’s transport network will only be truly effective and resilient when customers experience it as fully integrated across modes and locations, and with the surrounding land uses.

Takinga ‘one network’ approach will help to ensure that the movement of people and freight is efficient and reliable, and that there is an optimal range of travel choices for customers in each location.

Over the next seven years, our work on integrating the network will concentrate on:

• promoting the integration of land use with transport networks to shape demand
• working to more closely integrate the national and local components of the transport network so our customers gain maximum benefit and travel choice
• improving freight supply chain efficiency.

OBJECTIVE 1

Integrate land uses and transport networks

to shape demand at national, regional and local levels

We will work with our partners to more closely integrate the national, regional and local networks with their surrounding land uses.

Results by 2019*

OBJECTIVE 2

Integrate national and local transport networks

to support strategic connections and travel choices

We approach the land transport network as one system, regardless of the mode or who manages it. We work with other network operators and stakeholders to ensure seamless integration and management of national and local networks. One area of specific focus is supporting the growth of Auckland to be one of the most liveable cities in the world. We will work closely with our partners to use new technology, information and incentives to optimise the way networks are used.

Results by 2019*

OBJECTIVE 3

Improve freight supply chain efficiency

We will continue our work with other network operators, our investment partners, freight owners and freight transport operators, to improve the efficiency of freight supply chains. To help grow our economy there will be a particular focus on moving exports more efficiently from places of production to our international gateways. We will find efficiency opportunities on the road network and work to ensure the different parts of New Zealand's freight system are better connected. Our work will ensure better coordination across all modes and ensure land use and network planning are more integrated.

Results by 2019*

The following priority contributes to this objective

GOAL

Shape smart, efficient, safe

and responsible transport choices

Contributes to sector outcomes

EFFICIENT

Delivers the right infrastructure and services to the right level at the best cost

SAFE AND RESPONSIBLE

Reduces the harms from transport

Guides

our outputs

and investments

• Licensing and regulatory compliance
• Road tolling
• Motor vehicle registry
• Road user charges collection, investigation and enforcement
• Road safety promotion
• Road Policing Programme

(NLTF investment, but NZ Police output)

• Investment management
• Refund of fuel excise duty
• Public transport
• Administration of SuperGold cardholder scheme and enhanced public transport concession for SuperGold cardholders
• Walking and cycling

Desired trends How will

we know we are making progress?

SUCCESSINDICATORS*

Speeds are safe

Vehicles are safe

Vehicles are safe

Vehicles are more efficient

Number of deaths and serious injuries on open roads (80–100km/h)

% of new vehicles with a 5-star rating

% vehicles in fatal/serious crashes with non-current WoFs (or similar)

Average petrol and diesel consumption – litres per 100vehicle  kilometres travelled

2008/09

Baseline

1577

51%

12%

10.7

PETROL

18.1

DIESEL

2013/14

Actual

1237

81%

9%

10.7

PETROL

20.0

DIESEL

Desired trend

DECREASING

INCREASING

DECREASING

DECREASING

Our objectives

Freight movement is more efficient and reliable

OBJECTIVES 1-3, PLUS

% of travel by HPMVsof total heavy vehicle kilometres  travelled

0%                              20%

INCREASING

What we are aiming to deliver by 2022

4               Implement the Safe System approach to create a forgiving land transport system that accommodates human error and vulnerability

5               Incentivise and shape safe and efficient travel choices using a customer-focused   approach

6              Reduce costs for transport users through better regulation and willing  compliance

* For trend information, see pages 50 and 51: Strategic goal – success indicators (2015–19).

Within a transport network that is fully integrated, customers should be able to make really smart choices about their driving, vehicles, routes and timing.

Smart customers will use the entire network safely and efficiently, which includes smart drivers making sure that their speeds are safe. Smart buyers and operators will choose safe, efficient and environmentally responsible vehicles.

Over the next seven years our work on shaping smart choices, within one integrated network for customers, will concentrate on:

• creating a more forgiving land transport system so that human error does not result in death or serious injury
• assisting customers to make safe and efficient travel choices
• making smart compliance choices easier and more attractive.

OBJECTIVE 4

Implement the Safe System approach to create a forgiving land transport system that accommodates human error and vulnerability

The Safe System approach is at the core of the government’s Safer Journeys road safety strategy to 2020. It recognises that mistakes are inevitable, but deaths and serious injuries from road crashes are not. In a safe system, the performance of roads and roadsides, vehicles, speeds and road use all need to be strengthened to ensure crashes are survivable. We will continue to embed the Safe System approach into decision-making frameworks, including extending this approach to the wider transport network.

Results by 2019*

OBJECTIVE 5

Incentivise and shape safe and efficient travel choices using a customer-focused approach

We will encourage land transport users to make smart choices and adopt best practices in developing driving skills, choosing vehicles and managing commercial drivers. We will look at ways to encourage users and business to adopt best practices, supported by appropriate regulation, education and information.

Results by 2019*

OBJECTIVE 6

Reduce costs for transport users through better regulation and willing compliance

We will work with our partners to ensure that complying with regulations is simple and affordable, and to lift behaviour from compliance with the statutory minimum to best practice. We envisage that the net effect of customers making smarter land transport choices will be a more efficient, effective, responsible and safer land transport network.

Results by 2019*

GOAL

Deliver efficient, safe and responsible, and resilient highway solutions for customers

Links to sector outcomes

Guides

our outputs

and investments

Desired trends How will

we know we are making progress?

Our objectives What we are aiming to deliver by 2022

7              Greater resilience of the state highway network

8               Deliver consistent levels of customer service that meet current expectations and anticipate future demand

9              Provide significant transport infrastructure

* For trend information, see pages 52 and 53: Strategic goal – success indicators (2015–19).

State highways are a core element of New Zealand’s integrated land transport network, and we will keep working on solutions that assist customers with making smart choices about routes, timing and driving.

Forourcustomersweaimtoofferhighwayjourneysthataresafe,efficientandreliable.Wealsowork toensurethatstatehighwaysaremanagedin a socially and environmentally responsible manner.

Overthenextsevenyears,consistentwiththeoneintegratednetworkandsmartchoicesapproach, thestatehighwaycomponentwillconcentrateon the following customer solutions:

• Improving travel time reliability through greater resilience.
• More consistent travel experiences on similar types of roads.
• Delivering the roads of national significance programme.

OBJECTIVE 7

Greater resilience of the state highway network

The resilience of the land transport network and its ability to recover from planned and unexpected events, and return to providing the required level of service for customers, requires careful planning, investment and management. We will improve our understanding of what resilience means in relation to 'one network' and

sharpen our investment and planning tools to ensure we have the resources to address it. We will also consider what resilience means in relation to all roading network assets, services, systems and relationships.

Results by 2019*

OBJECTIVE 8

Deliver consistent levels of customer service that meet current expectations and anticipate future demand

We will work to anticipate, shape and respond to new demands on state highways so we can achieve and maintain the levels of service outlined in the One Network Road Classification over the next 30 years. This means we need to work closely with a range of stakeholders to understand how changes in freight, business, climate and population might affect the service level required for each category of state highway.

We will identify the gaps between the current and fit-for-purpose customer levels of service and as a first step we will act to close the most critical gaps. Achieving fit-for-purpose levels of service will involve the use of

a wide range of approaches, including further investment and the use of longer-term transport and land use planning approaches to influence demand on state highways and neighbouring local roads.

Our desired result is seamless and efficient journeys for our state highway customers, enabling them to have a one network experience and move between state highways and local roads, and from vehicles to other modes of land transport (such as walking, cycling and public transport), and to airports and ports, safely and efficiently. Over the next two years our particular focus is on safe speeds and road maintenance delivery.

Results by 2019*

OBJECTIVE 9

Provide significant transport infrastructure

The Roads of National Significance (RoNS) programme represents one of New Zealand’s biggest ever infrastructure investments, and is a key part of the government’s National Infrastructure Plan and the Government Policy Statement on Land Transport. The seven RoNS projects are based around New Zealand's five largest population centres. The focus is on moving people and freight between and within these centres more safely and efficiently.

The programme commenced in 2009 and one of the original seven projects (Victoria Park Tunnel in Auckland) opened in 2012.

RoNSprojectsand/orsectionsopenedpriorto2014/15:Auckland – Victoria Park Tunnel and Maioro Street Interchange; Waikato Expressway – Te Rapa and Ngaruawahia sections; Christchurch Southern Motorway – Southern Motorway Stage 1 and Yaldhurst to Waterloo.

Plan for and deliver the Accelerated Auckland Transport Programme

The government is seeking to accelerate a package of transport infrastructure improvements for Auckland focused on providing congestion relief, supporting economic growth and improving safety outcomes.

GOAL

Maximise effective, efficient and strategic returns for New Zealand

Links to sector outcomes

EFFECTIVE

Moves people and freight where they need to go in a timely manner

EFFICIENT

Delivers the right infrastructure and services to the right level at the best cost

Guides

our outputs andinvestments

• State highway improvements
• State highway maintenance
• Public transport
• Administration of SuperGold cardholder scheme and enhanced public transport concessions for SuperGold cardholders

• Road safety promotion
• Road Policing Programme (NLTF investment, but NZ Police output)
• Local road improvements
• Local road maintenance
• Walking and cycling

• Investment management
• Road tolling
• Road user charges collection, investigation and enforcement
• Refund of fuel excise duty

Desired trends How will

we know we are making progress?

SUCCESSINDICATORS*

% of activities that meet funding priority thresholds for public transport

/road (improvements)/road (maintenance), cycling and other

Baseline                Desired trend

99.47%

INCREASING

Refer to National Land Transport Fund (NLTF) investment indicators

Our objectives What we are aiming to deliver by 2022

10              Align investment to agreed national, regional and local outcomes, and improve valueformoneyin all we invest in and deliver

11            Ensure effective and efficient co-investment with our partners

12            Explore innovative revenue, pricing and financing approaches that enhance the value delivered by land transport investments

* For trend information, see page 53: Strategic goal – success indicators (2015–19).

Transportnetworks require ongoing investment in renewals, maintenance, operations and enhancements in order to remain effective, efficient, safe and resilient.

The National Land Transport Fund (NLTF) is the most significant source of investment in land transport networks and services, and our task is to ensure that this investment delivers the maximum possible returns to transport users and a thriving New Zealand.

Over the next seven years as we develop and fund the National Land Transport Programme and Road Policing Programme, we will remain focused on:

• aligning investment to agreed outcomes and improving value for money
• ensuring effective and efficient co-investment with our partners
• exploring ways to enhance the value delivered by land transport investments.

OBJECTIVE 10

Align investment to agreed national, regional and local outcomes, and improve value for money in all we invest in and deliver

We will work with our co-investment partners to develop and implement National Land Transport Programmes that maximise returns against the impacts sought by central and local government. We will seek to realise these outcomes through a planning and investing for outcomes business model. Our value for money investment focus emphasises the need for integrated planning, partnering for investment and enhancing investment performance.

Results by 2019*

OBJECTIVE 11

Ensure effective and efficient co-investment with our partners

We will apply the value for money assessments of cost-efficiency and cost-effectiveness to proposed land transport investments we make with our partners. This ensures that we are co-investing in the right things in the right ways at the right time at the right price. Following this investment discipline will mean that we have a National Land Transport Programme that maximises net national benefit and delivers transport solutions that support a thriving New Zealand.

Results by 2019*

OBJECTIVE 12

Explore innovative revenue, pricing and financing approaches that enhance the value delivered by land transport investments

We will support the Ministry of Transport to investigate additional mechanisms for raising revenue

for land transport investments. This should include financing options that supplement the current ‘pay as you go’ system.

Why is this a priority for 2015–19?

1

Makeit easy for customers to do business with us

1. Making it easy for customers to do business with us contributes directly to the government’s Better Public Services result areas 9 (cut the cost for businesses of dealing with government by 25% by reducing effort required to work with agencies) and

10 (New Zealanders can complete their transactions with government easily in a digital environment). This priority also contributes to the government’s aim in the GPS 2015–25 to deliver value for money and reduce the costs of doing business.

1. We will continue our work to make it easy for customers to interact with us digitally, reducing time and costs for customers and delivering the kind of information customers want, when they want it.
2. We will also deliver improved solutions that make it easier for two of our largest customer segments to do business with us, delivering against key objectives of value for money and safety:

• We will improve our understanding of the needs and cost drivers of our small–medium enterprise customers (eg taxis, couriers, trades people), and design our services to reduce their costs and lift their productivity.
• Driver licensing is one of the largest services we offer and it affects most New Zealanders at some point. We aim to

transform the end-to-end driver licensing experience for a wide range of driver licensing customers, including visiting drivers and customers facing barriers to obtaining their licence. We intend to design driver licensing solutions that are flexible

and responsive, that add value to customers and which instil a life-long regard for safe driving on our roads.

Key results by 2019

Success indicator

Ease of transacting:

% of survey respondents that find it easy to engage with the Transport Agency

2013 BASELINE

71%

Priority

2

Predictable journeys for urban customers

Why is this a priority for 2015–19?

1. Delivering predictable journeys for urban customers makes a direct contribution to the government’s aim in the GPS 2015–25 to prioritise economic growth and productivity, particularly through improving the performance of urban networks.
2. Poor journey time predictability, especially in Auckland, Wellington and Christchurch results in lost time for customers and reduced productivity. Focusing on improving the predictability of journeys for urban customers will see us target resources to locations and times where capacity is most constrained. This will require us to work closely with stakeholders to plan and actively manage multi-modal urban transport corridors to address pinch points. At the same time, we will work with others to improve the availability and quality of near real-time multi-modal transport information to equip customers with the information they need to make informed transport choices.

Key results by 2019

Success indicator

By 2019 we will increase journey time predictability, improving up

to 390,000 trips travelled per month by urban customers

The percentage of urban journeys that are predictable.

(Aggregate Auckland, Wellington and Christchurch)

2014 BASELINE                 2019 TARGET

80%    80-82%

Why is this a priority for 2015–19?

3

Integrate roadandrailto improve freight

network productivity

1. With the success of the Transport Agency’s priority work to lift the productivity – and safety – of heavy road freight vehicles by moving more freight on fewer trucks, our attention is turning to improving wider freight system productivity through better road/rail integration.
2. In order to improve the efficient movement of freight and optimise the value of public investment in the land transport system, longer-term planning for road and rail networks, including the development of significant inter-modal freight hubs, must be better coordinated.
3. This new priority will establish a platform that will see the Transport Agency work more closely with KiwiRail, and our freight sector stakeholders such as exporters and

importers, to deliver a more connected inter-modal road/rail freight network that enables safer and more efficient freight movements to and from domestic and international markets.

1. Better integrated road and rail to improve freight network productivity makes a direct contribution to the government’s aim in the GPS 2015–25 to prioritise economic growth and productivity through providing better access to domestic and international markets. Improved planning and investment across road and rail was also a recommendation of the Productivity Commission in its freight inquiry, and a key action identified in the Upper North Island Freight Accord.

Key results by 2019

Success indicator

The road and rail networks are planned and managed in a more complementary way that optimises overall freight network productivity.

Priority

4

Saferspeedsthat are right for the road

Why is this a priority for 2015–19?

1. Safer speeds that are right for the road is a key part of delivering the government’s Safer Journeys strategy 2010–20, and it also makes a direct contribution to the government’s aim in the GPS 2015–25 to improve

road safety, embed the Safe System approach and reduce deaths and serious injuries.

1. Small changes in speeds make a big difference and we are continuing to focus on safer speeds as part of the wider Safer Journeys strategy. With a new national Speed management guide in place, we will work with road controlling authorities to increasingly align speed and speed limits to road function, design, safety and use, recognising the need to maintain economic productivity as well as improving road safety. This will include a new focus on reducing deaths and serious injuries on our highest risk urban networks. Underpinning this work is the continued need to shift our national culture and practice in relation to speed. We will continue to work with others to build public acceptance of speed management practices through a better understanding of road safety risks.

The Safe System approach aims to create

a forgiving road system based on four principles:

PEOPLE MAKE MISTAKES

PEOPLE ARE VULNERABLE

We need to recognise that people make mistakes and some crashes are inevitable.

WE NEED TO SHARE

RESPONSIBILITY

System designers and people who use the roads must all share

responsibility for creating a road system where crash forces do not result in death or serious injury.

Humans have a limited ability to withstand crash forces without being seriously injured or killed.

WE NEED TO STRENGTHEN ALL PARTS OF THE SYSTEM

We need to improve the safety of all parts of the system – roads and roadsides, speeds, vehicles, and road use so that if one part fails, other parts will still protect the people involved.

A SAFE

ROAD SYSTEM INCREASINGLY FREE OF DEATH AND SERIOUS INJURY

Key results by 2019

Success indicator

Number of deaths and serious injuries on high-risk roads

2014 BASELINE

1,345                 

Priority

5

Driving value through smart road maintenance

Why is this a priority for 2015-19?

1. Driving value through smart road maintenance makes a direct contribution to the government’s aim in the GPS 2015–25 of achieving value for money through improved returns from road maintenance and ensuring the right infrastructure and services are delivered at the right level.
2. The One Network Road Classification has laid the foundation for enduring change. This priority sees us focusing on embedding the classification in order to deliver consistent activity management planning, improved information for decision making and delivery of consistent customer levels of service that meet customer expectations and achieve value for money. Collaboration, information-sharing and capability building underpin the achievement of this priority.

The Road Efficiency Group (REG) is a joint Local Government NZ and

RELATIONSHIP BETWEEN REG WORKSTREAMS

TransportAgency partnership which is implementing the recommendations of

the Road Maintenance Task Force.

ONE NETWORK ROAD              

CLASSIFICATION

OUTPUT

Cross-sector teams have been set up to progress the initiatives which will be

substantially finalised by the end of June 2015. The teams are focusing on:

• road classification – to provide consistency across local roads and state highways
• better asset management – to demonstrate best practice planning and advice
• collaborating with road controlling authorities – to share knowledge and align practices.

GOOD PRACTICE ASSET MANAGEMENT PLANS (AMPs) GROUP

TRAINING

PROCUREMENT

CONTINUALLY IDENTIFYING, APPLYING AND REFINING GOOD PRACTICE IN AMPs

OUTPUT

OUTPUT

CONSISTENT & EFFECTIVE ASSET MANAGEMENT

The working teams will deliver learnings and best practice tools for road controlling

authorities to use in the future. This will help us and local authorities to plan, invest in, maintain and operate the road network in a more strategic, consistent and affordable way throughout the country.

INVESTMENT                     GUIDANCE

DATA                                                   MANAGEMENT

OUTPUT

OUTPUT

Key results by 2019

Success indicator

Percentage of the network that meets One Network Road Classification level of service

2014/15 BASELINE

New measure

Priority

6

Make urban cycling a safer and more attractive transport choice

Why is this a priority for 2015–19?

1. Making urban cycling a safer and more attractive transport choice is directly linked to the government’s aim in the GPS 2015–25, of achieving a land transport system that provides appropriate and safe transport choices, and it is a key element in ensuring the delivery of the government’s supplementary funding for the Urban Cycleways Programme.
2. Consistent with global trends, there has been a recent significant and growing interest in cycling and cycling safety. With investment available through the National Land Transport Fund, and the additional Crown funding of $100 million for the Urban Cycleways Programme, it's the right time to significantly increase cycling mode share in Auckland, Wellington and Christchurch and bring forward both cycling safety and transport choice benefits.
3. This priority will see us working with others to ensure that strategic urban cycleways in Auckland, Wellington and Christchurch are appropriately planned for and that urban transport networks and systems are actively managed to provide for safer and more

attractive cycling choices.

Key results by 2019

Success indicator

Increase total annual cycling trips

(Sum of Auckland, Wellington and Christchurch)

2014/15 BASELINE

32

million

A RESPONSIBLE, COLLABORATIVE AND AGILE  ORGANISATION

Inordertodeliverourdesiredtargetsand results effectively and efficiently, wecontinue to invest in our organisational capacity, capabilityandexternalrelationships.Atthe sametimeweapplythehigheststandardsto our decision making and behaviour.

RESPONSIBLE DECISION MAKING AND BEHAVIOURS

At the Transport Agency, we actively apply a set of principles to guide our decision making as well as our day-to-day operations.

1. ENGAGEMENT – we look to our local communities, stakeholders and partners for advice and input when formulating options and

WE HAVE THREE BEHAVIOURS THAT WE UPHOLD AS AN ORGANISATION

Committing to where we’re

solutions, and incorporate that advice to the greatest practical extent.

1. ENVIRONMENTAL AND SOCIAL RESPONSIBILITY – we promote an accessible and safe transport system that contributes positively to New Zealand’s economic, social and environmental welfare, and we are committed

to acting in an environmentally and socially responsible manner.

1. PROCUREMENT – we consider ‘whole of life’ value for money, keeping in mind fair competition, and encourage competitive and efficient markets.
2. RISK MANAGEMENT – we are focused on minimising threats and maximising opportunities to effectively and efficiently achieve our objectives.
3. SCRUTINY AND TRANSPARENCY – we ensure that when making investment decisions, the same level of scrutiny is given to our own activities as we give to those proposed by approved organisations, such as councils and other investment partners.
4. VALUE FOR MONEY – we are focused on continually improving the quality of our services, while also lifting the benefits to New Zealand of every dollar spent and invested.

SIGN UP

TEAM UP

FRONT UP

going and putting our hearts into what we do. We get engaged every day.

Enjoying the people we work with and appreciating their talents. We work together to find solutions for our customers.

Courageously tackling the difficult issues. We know our value and bring it to our work with confidence and good judgement.

To provide the best possible services to our customers and stakeholders, we work very closely with:

• the private sector to deliver projects and infrastructure, and view this relationship as an enduring partnership around a shared commitment to value for money, achieving desired outcomes and delivering on our shared social and environmental responsibility aims
• the Ministry of Transport, which is responsible for leading the development of strategic transport policy and monitoring performance of the sector’s Crown entities

WHO WE WORK WITH

• regional councils and territorial local authorities, who are major co-investors in land transport infrastructure and services to transport users, and who have the lead accountability for land use planning in New Zealand
• the NZ Police, who we fund and work with to provide a range of road policing services
• service delivery agents who, through their 4000 outlets, support us to process motor vehicle and driver licensing transactions. We work closely with these agents to provide driver testing services, issuing driver and transport service licences, undertaking vehicle certification, registration and licensing activities, and collecting road user charges and other road revenue.

REGIONAL COUNCILS AND UNITARY  AUTHORITIES

Regional policy statements Regional growth strategies

Regional land transport programmes Regional transport plans

TRANSPORT OPERATORS AND PROVIDERS

Public transport Freight operators

MINISTER AND MINISTRY OF TRANSPORT

NZ TRANSPORT AGENCY

TERRITORIAL

LOCAL AUTHORITIES

District plans Long-term plans

Asset management plans Local road management

CONTRACTORS AND  CONSULTANTS

State highway work

NZ TRANSPORT AGENCY AGENTS

User licensing Operator licensing Vehicle testing

NZ POLICE

Road  Policing Programme

Growing our agility

–      our capability development focus

Weare building an organisation that responds efficiently and effectively to change, whether it is a change in operating environment or a change in the needs of our customers.

Change will require new things of us – new ways of working with each other, our customers and stakeholders, using new or enhanced capabilities and responding with more agility and flexibility to increasingly complex issues.

We want to continue to be known as a top performing government agency, with outstanding, agile people and systems creating transport solutions that add real value to the lives of all New Zealanders, their businesses and communities.

Goal

Objectives

HARNESS KNOWLEDGE

CREATE VALUEWITH OTHERS

ENCOURAGE CONTINUOUS IMPROVEMENT AND INNOVATION

...to make timely, well considered and aligned decisions to better respond to the needs of our colleagues, customers and stakeholders by:

• developing 'trusted sources of the truth', and
• effectively using and sharing data, information and knowledge to make smart and aligned decisions.

...with each other, our customers and stakeholders by:

• operating as a trusted advisor that is an integral part of a wider transport sector that generates solutions together
• empowering our colleagues customers and stakeholders to create their own value from our work and information

that supports the transport sector's goals.

...that builds on what already works as we deliver ambitious outcomes for the transport sector by strengthening our ability to identify, prioritise and implement ways of doing things better.

Levers of change

There are six key areas that will drive the change we want to see

1. IMPROVING our information and knowledge management ecosystem.
2. DEVELOPINGskills to extract value from information and to share knowledge with others.
3. EMBEDDINGan ethos of creating value with others and the tools and processes to support it.

1. SUPPORTING AND ENCOURAGING innovation through the Transport Agency business improvement approach.
2. DEVELOPINGenduring internal and external relationships and networks.
3. USINGleadership to model, expect and recognise the desired behaviours.

Agile, high performing people

A high performing organisation starts with high performing people. At the Transport Agency we believe the organisation sets the foundation for success by providing the environment that will support and motivate our people to perform at their best.

The People Plan 2014–16 demonstrates our commitment to growing an agile, high performing workforce by:

1. creating a positive workplace culture where our three behaviours show up in our internal and external relationships
2. engaging with our people to keep them connected to organisational objectives and make a valuable and meaningful contribution to our success
3. supporting our people to develop the technical and professional skills needed for now and the future
4. attracting and retaining top talent who will contribute to making the Transport Agency even more successful and an even better place to work.

Success indicators

HARNESS KNOWLEDGE

STAKEHOLDERS' SATISFACTION WITH THE MANNER IN WHICH WE MAKE DECISIONS

Harnessing knowledge should improve the quality

of our decision making, which can be measured from a stakeholder perspective.

INTERNAL STAFF PERCEPTION SURVEY ON THE ACCURACY AND ACCESSIBILITY OF OUR INFORMATION

Knowledge within an organisation needs to be accurate, relevant and accessible – this indicator is a measure of that.

CREATE VALUE WITH OTHERS

QUALITY OF CURRENT STAKEHOLDER RELATIONSHIP

Creating value with others includes working with others to achieve joint outcomes. This relies on high quality stakeholder relationships.

STAFF ENGAGEMENT SURVEY

Engaged employees are more likely to be creative and suggest or develop ways to improve business processes. This is the way towards continuous improvement and innovation.

CONTINUOUSLY IMPROVE AND INNOVATE

% OF TOTAL ORGANISATIONAL RESOURCES ALLOCATED TO INNOVATION AND CONTINUOUS IMPROVEMENT

This measure looks at the effort we expend on continuous improvement and innovation in relation to our business as usual activity.

HARNESS KNOWLEDGE

CREATE VALUE WITH OTHERS

ENCOURAGE CONTINUOUS IMPROVEMENT AND INNOVATION

* Please refer to our Statement of performance expectations for annual milestones of these results.

STRATEGIC GOAL

SUCCESS  INDICATORS (2015–19)

The following section details the key progress indicators for the Transport Agency goals. The Transport Agency

seeks to deliver desired results for all of our key progress indicators.

INTEGRATE  ONE NETWORK FOR CUSTOMERS

Success indicators                Desired trend

People movement is more

efficient and reliable:                                 UP

% network productivity (vehicle speed and flow on urban networks in Auckland)

80

70

60

50

40

30

20

10

0

2013

Network productivity during AM peak

AUCKLAND                                CHRISTCHURCH                               WELLINGTON

2014

Freight movement is

more efficient and reliable: number of km delivered for the high productivity freight network (up to 58 tonnes)

There is an optimal range of travel and transport choices for each location:

% mode share – public transport and cycling

UP

N/A                                                                                             Mode share by % of trips

4.0

3.5

3.0

2.5

2.0

1.5

1.0

0.5

0.0

1989-90  1997-98  2003-07  2004-08  2005-09  2006-10   2007-11   2008-12  2009-13 2010-14

CYCLING         PUBLIC TRANSPORT

SHAPE SMART TRANSPORT CHOICES

Success indicators                Desired trend

Speeds are safe:

Deaths and serious injuries in crashes on open roads

number of deaths and serious injuries in all open road crashes (80–100km/h)

DOWN

1800

1600

1400

1200

1000

800

600

400

200

0

2008              2009              2010              2011             2012              2013              2014

Vehicles are safe:

% of new vehicles                            UP with a 5-star rating

Vehicles are safe:

% vehicles in fatal/serious crashes with non-current WoFs (or similar)

DOWN

Vehicles in fatal/serious crashes with non-current WoFs

16

14

12

10

8

6

4

2

0

2008              2009              2010              2011             2012              2013              2014

SHAPE SMART TRANSPORT CHOICES

DELIVER HIGHWAY SOLUTIONS FOR CUSTOMERS

Success indicators                Desired trend

Highway journeys are safe:

Deaths and serious injuries in head-on and run-off crashes

deaths or serious injuries in head-on and run-off crashes on state highways

DOWN

700

600

500

400

300

200

100

0

2008              2009              2010              2011             2012              2013              2014

Highway journeys are efficient and reliable: number of resolved state highway closures with a duration of 12 hours or more in rural areas, two hours or more in urban areas

DOWN

140

120

100

80

60

40

20

0

Resolved state highway closures

2010/11                         2011/12                         2012/13                         2013/14

URBAN ROAD CLOSURES >2 HOURS           RURAL ROAD CLOSURES >12 HOURS

Highways are socially

and environmentally                                         UP

responsible:

% of compliance with state highway resource consent conditions

DELIVER HIGHWAY SOLUTIONS FOR CUSTOMERS

MAXIMISE RETURNS FOR NEW ZEALAND

APPENDIX:

SUPPLEMENTARY INFORMATION FOR  NON-FINANCIAL MEASURES

This section provides an explanation of, and technical details for, non-financial goal and priority indicators.

Integrating one network for customers

GOAL  PROGRESS  SUCCESS INDICATORS

People movement is more efficient and reliable

Network productivity: speed and flow on Auckland, Wellington and Christchurch urban networks. This indicator measures lane capacity utilisation (network productivity) of the urban network. Productivity is measured in terms of the product of speed and flow compared to road lane optimal vehicle throughput. It demonstrates how effectively the current road network and operational management activities handles

peak demand for vehicle movement. The higher the productivity percentage value, the more productive the road network is, due to both speed and flow being maintained near maximum values (ie near free flow speed and capacity respectively). The lower the productivity percentage value, the less productive the road network is due to either or both low traffic flow

and speed. It is noted that a low productivity may also occur in scenarios of low demand and therefore may not be due to poor network performance.

Freight movement is more efficient and reliable

Number of kilometres available for the high productivity freight network. This indicator measures how much of New Zealand’s highest-volume freight routes can

carry high productivity motor vehicles. Increases in the number of kilometres available for high productivity motor vehicles encourages greater use by these vehicles, resulting in greater efficiency gains and unit cost savings to operators.

Thereis an optimal range of travel and transport choices for each location

The% mode share – public transport and walking and cycling. This indicator demonstrates the availability and share alternative travel choices used by the public. It

is sourced from the Ministry of Transport's Household Travel Survey and represents the percentage of journeys where public transport is used in full or in part and a combination of walking and cycling journeys on a three- year moving average.

Shaping smart transport choices

GOAL  PROGRESS  SUCCESS INDICATORS

Speeds are safe Thenumber of deaths and serious injuries on open roads (80–100km/h). This indicator focuses on the high proportion of road deaths (70–80%) that take place on open roads. This indicator shows progress

on our priority of ensuring safe speeds on the roads to reduce deaths and serious injuries.

Vehicles are safe This aspect is measured by the

% of new vehicles with five-star safety rating. This indicator reflects the impact that structural changes in the vehicle fleet have on road safety. An increasing

proportion of new cars with a five-star safety rating will, over time, have a positive impact on the number and severity of injuries suffered by individuals.

Vehicles in fatal/serious crashes with non-current WoFs. This indicator measures the number of vehicles involved in crashes resulting in fatalities or serious injuries where the warrant of fitness is not current – expressed as a percentage of total number of fatalities or serious crashes. This indicator focuses on the condition of vehicles as being a contributing factor

to the incidence of crashes that result in fatalities or serious injuries.

Vehiclesaremoreefficient The efficient use of vehicles is measured by the average petrol and diesel consumption (litres)per 100 vehicle kilometres travelled. This indicator reflects changes in the fuel efficiency of the new, more efficient, vehicle fleet.

Freight movement is more efficient and reliable The

% of travel by high productivity motor vehicles (HPMVs) of total heavy vehicle VKT demonstrates the percentage of travel by HPMVs of the total kilometres travelled

by heavy vehicles. This indicator presents the volume of HPMV freight kilometres. An increase in HPMV kilometres travelled will realise increased freight efficiency as fewer truck trips are undertaken but at higher loads. This increased efficiency will help deliver on our priority of moving more freight on fewer trucks

and subsequently lift the transport sector's productivity.

Delivering highway solutions for customers

GOAL SUCCESS INDICATORS

Highwayjourneysaresafer Safe highway journeys are measured by the number of deaths and serious injuries

in head-on and run-off road crashes on state highways. This indicator reflects that road design can have considerable impact on these types of crashes.

Highwayjourneysareefficient and reliable Efficient and reliable highway journeys are measured by the number of resolved road closures with a duration of 12 hours or longer. This indicator reflects responsiveness to any unplanned closures that occur on the state highway network. This responsiveness ensures that

disruption to the reliability and efficiency of the network is minimised.

Highway journeys are socially and environmentally responsible The provision of socially and environmentally responsible highways is measured by the % compliance with state highway consent conditions. This indicator reflects the desire to minimise social and environmental impacts through our activities on the state highway network by complying with resource consent conditions. The measure includes conditions

relating to environmental permits in resource consents, designations, Department of Conservation concessions, Historic Places Trust authorities and building consents as recorded in the Transport Agency's consent compliance management system.

Highwaysarebeing delivered on time % of capital improvements completed according to milestones. This indicator measures whether the construction phases of large state highway projects have been completed on, or ahead of, schedule. Specifically, it measures the number of construction phases completed on time, expressed

as a percentage of all completed construction phases on large state highway projects.

Maximising returns for New Zealand

GOAL SUCCESS INDICATOR

NLTF investments align to government priorities

% of activities that meet funding priority thresholds. This indicator shows the percentage of NLTP investments targeted towards cycling, roads and public transport that meet or exceed the Transport Agency’s investment criteria benchmark. This indicator provides a degree

of transparency with how our investments support government priorities for land transport.

Customer priority

Makeit easy for customers to do business with us Ease of transacting: % of survey respondents that find it easy to transact with the Transport Agency. This indicator measures the percentage of respondents to our annual customer survey who believe it is relatively easy or easy to renew a vehicle or driver licence, buy road user charges and/or obtain a warrant of fitness, either physically or through online channels.

Urban network priority

Predictable journeys for urban customers Percentage of urban journeys that are predictable. This indicator measures the percentage of journeys that are completed within 5% of the average travel time recorded for completing those journeys. The higher the percentage of journeys that have travel times that fall within this threshold, the more predictable journey times are deemed to be. Journeys are defined as trips between different origins and destinations on a pre- defined urban road network that take place within pre- defined time limits during the day. These journeys are aggregated to provide a summary indicator of journey predictability.

Safety priority

Safer speeds that are right for the road Number of deaths and serious injuries on the high-risk road types. This indicator measures changes in deaths and serious injuries on high-risk open (80–100km/h) and high volume urban arterials roads. The idea is that by ensuring speeds are appropriate for the particular characteristics of the road, the number of fatalities and serious injuries will fall.

Road maintenance priority

Driving (value through) smart road maintenance Percentageof the network that meets One Network Road Classification (ONRC) level of service. This indicator measures the extent to which the local and state highway road network aligns to the performance criteria set out in the ONRC framework. The classification of roads according to performance criteria determines the appropriate levels of service, and investment required to ensure these levels of service and the timing of that investment.

Freight priority

There is currently no success measure for this priority.

Cycling priority

Make cycling a safe and attractive transport choice Number of annual trips made by bike. This indicator measures the number of trips made by bike in Auckland, Wellington and Christchurch annually.

It is assumed that the number of trips by bike will increase in response to the investment that we make in infrastructure and facilities.