Roading Activity Management Plan Business Case Approach RLTP. Effective date: 1 July 2018

Transcription

1 Roading Activity Management Plan Business Case Approach RLTP Effective date: 1 July 2018 May 2017

2 Roading Activity Management Plan Business Case Approach RLTP effective date 1 July 2018 Roading Business Case: RLTP. Purpose of this Document: This Roading Business Case Document is Waitaki Council s submission to the Regional Transportation Committee to be included in the Regional Land Transport Plan to secure investment funding for the triennium The document is requires by NZTA as our co-investors, to give it confidence that this Council will meet both the NZ Government s General Policy Statement for Transportation and deliver the Customer Levels of Service framework within the One Network Road Classification. Our Business Case document also sets out the Community s needs for a roading network that meets the increasing demands being experienced in a manner in an equitable and sustainable manner, maintains a focus on safety for users, promotes economic growth and productivity and provides value for money. This document also includes a section on non-financially assisted community activities to provide a fuller picture of what the roading activity involves. Where does this Document Sit? The Roading Business Case is in effect a tailored summary of Waitaki s Roading Activity Management Plan (the purpose being to outline what we are delivering to the Community) and supported by the Roading Asset Management Plan (which defines the roading assets). GPS Government Policy Statement for Transportation NLTP National Land Transport Plan RLTP Regional Land Transport Plan $ WDC ACTIVITY MANAGEMENT PLAN ASSET MANAGEMENT PAN WDC ROADING BUSINESS CASE NETWORK PROGRAMME DELIVERABLES June 2017 REV 1.0 Page 1

3 Roading Activity Management Plan Business Case Approach RLTP effective date 1 July 2018 Structure of the Document: The Business Case considers what the strategic context is for our maintenance investment, including the challenges we are facing, like increasing demands, safety of users and new transport impacts. This is followed by the details that support the investment story and how it fits together within Council s environment. The next part sets out Council s programme business case and details how we respond to the GPS drivers. This is followed by our financial case for investment. The last part outlines the non-financially assisted activities and how they form part of the programmed deliverables that, all together, maintain the roading network as we know it. Some Network Facts: What am I looking for? The data details the road network length and number of journeys by ONRC category. Journeys travelled are measured by multiplying the amount of traffic on a road by its length. This shows where most customer journeys are made. Primary collector routes make up only 0.1% of the network by length but carry 9% of the total travel undertaken in the district because of their higher traffic volumes. Simple findings in the Business Case: Despite the fact that 80% of maintenance activities is business as usual there are some trends and feedback from analyses with our peer councils that demonstrate through evidence, on how Waitaki performs. The other 20% is where we can enhance deliverables and safety and the way we manage intensification in land use though better knowledge of the network and its functions. June 2017 REV 1.0 Page 2

4 Roading Activity Management Plan Business Case Approach RLTP effective date 1 July 2018 A look at the tables within the business case document shows a number of areas that will attract interest: 1. Waitaki s overall investment costs (efficiency) is about $1,000 per kilometre less than our peers. This indicates we are achieving reasonable value for investment dollars. 2. Waitaki has about the lowest costs per kilometre for unsealed pavement maintenance and metalling when compared with our peers. Whilst this may indicate we are doing more for less and delivering value it could also mean we might be under investing. We will watch closely for any signs of deterioration in the near future. 3. Our sealed pavement costs per kilometre compared with our peers is about right, being just below the average. However we know that the network is facing greater stresses from heavy agriculture and commercial vehicles, this level is likely to become unsustainable. 4. Waitaki s peak roughness for rural sealed roads is about average with our peers; but the same issue raised in 3 above applies. 5. Our peak roughness for urban sealed roads is tracking above our peers and this is confirmed by our own observations. With the focus of roading spend being in the rural areas for a number of years we have been squeezing as much life out of the urban roads as possible. This is unsustainable and greater investment either through redirecting money from the rural network, or seeking extra dollars for urban roads, is needed. 6. Fatal and serious crashes are on the rise within Waitaki. However excluding the state highway network, the crashes on our local roads have causes (e.g. alcohol) other than road factors that contribute to the catastrophic outcome. That doesn t mean we are complacent. We are getting increased feedback from users about the increased size of agricultural and heavy commercial vehicles impinging on the narrow roading network. This is made worse when visitor drivers not used to the conditions they encounter and cyclists (from the A2O and Otago Central Rail Trail) are added to the mix. This is why there s been a move away from the drainage resilience projects of the last two years towards localised widening of the most affected roads. The matter of visiting drivers is being dealt with through the Regional Land Transport Plan where projects that are directly intended to deal with such users are tabled for investment funding. Where to now? Comparing our own operational knowledge of the network with the findings from the peer groups using the ONRC reports gives us a better picture of the overall network performance. This guides our investment decisions (some of these are to be found within the 20% mentioned above to address intensification) and assists us to be aware of how our network sits regionally. Hence the Business Case document where these factors are discussed in greater detail; but in summary the figures for three years are: $1.5M for seal widening $300k Tenby Street improvements $100k Lighthouse Road safety improvements $1.441M Walking and Cycling projects June 2017 REV 1.0 Page 3

5 Roading Activity Management Plan Business Case Approach RLTP effective date 1 July 2018 $1.500M for Danseys Pass upgrades and tourist carparks $833k for Harbourside projects and Itchen Street reconstruction June 2017 REV 1.0 Page 4

6 Roading Activity Management Plan Business Case Approach RLTP Document Title: Roading Activity Management Plan Business Case Approach RLTP effective date 1 July 2018 Prepared for: Quality Assurance Statement Waitaki District Council Project Director: Michael Voss 20 Thames Street Project Manager: Gary Woock Private Bag Prepared by: Gary Woock Oamaru 9400 Reviewed by: Michael Voss Phone: Approved for issue by: Document Control History Rev No. Date Revision Details Prepared by Reviewed by Approved by June 2017 Draft Gary Woock Current Version Rev No. Date Revision Details Prepared by Reviewed by Approved by June 2017 Gary Woock File path: Waitaki District Council Sharepoint\Infrastructure Asset Management\ Roading\Network and Asset Management\Asset- Activity Mangement Plan\WDC Roading Activity Management Plan RLTP BCA Submission May 2017.docx June 2017 REV 1.0 Page 5

7 Contents Preface... 7 PART A Financially Assisted Activities... 8 Business Case Summary Strategic Context What is our case for investment? Economic Performance Indicators North Otago Irrigation Scheme Tourism Our Strategic Case for Investment Problem and Benefit statements Maintaining Our Transportation Network National Strategic Drivers Regional and Local Strategic Drivers Climate Change Business Case Approach Local Government Act Amendment One Network Road Classification Programme Business Case - Our Response Safety Improvements Resilience Improvements Efficiency Improvements Accessibility Improvements Amenity Improvements Travel Time Reliability Improvement Improvement Plan Financial Case PART B Non-Financially Assisted Activities Overview Financial Case Appendix June 2017 REV 1.0 Page 6

8 Preface This Roading Activity Management Plan Business Case Approach gives effect to the current draft 2018 Government Policy Statement and is endorsed by Waitaki District Council as the Strategic and Programme Business Case supporting their financially assisted submission to the Regional Land Transport Plan. It represents the integration of the ONRC framework and Business Case Approach into our Activity Management Planning. We have tried to follow a strategic and programme business case approach, adapting it to present a document that is currently fit-for-purpose for the Waitaki District Council network, given the scale and scope of our investments and the available evidence base. This is included as Part A of the document. Part B of the document includes Non-Financially Assisted Activities for Council s Long Term Plan. These activities, particularly the footpaths, are relevant to the evidence presented in Part A of the Business Case. The elements described in this summary are covered in the full Activity Management Plan document and will be carried forward for further evaluation in detailed business cases where appropriate. June 2017 REV 1.0 Page 7

9 Roading Activity Management Plan Business Case Approach RLTP effective date 1 July 2018 PART A Financially Assisted Activities Business Case Summary Council has considered the draft Investment Assessment Framework for and believes that the programme reflects Core plus with some level of service increase in minor improvements and road safety. The results alignment rating is considered to be medium with cost-benefit appraisal as medium-high determined from the cost efficiencies displayed in the ONRC summary report and as supported by the efficiencies displayed in the Programme Business Case. Subsequently, WDC seeks the following investment from its customers and NZ Transport Agency to continue to deliver our customer outcomes and address the strategic case for investment identified within, over the period 1 July 2018 to 30 June Table 1: Roading Investment Sought RLTP RLTP % Change Transport planning $335,315 $468,275 55% Maintenance and operation of local roads $14,443,355 $14,596,238 14% Local road renewals $13,522,039 $14,378,432-4% New and improved infrastructure for local roads $3,982,781 $5,333,000 84% Road safety promotion $150,000 $225,000 50% Resilience $0 $270,000-71% Walking and cycling $0 $1,441, % TOTAL $32,433,490 $36,712,267 12% Our investment levels reflect an increase of 12% on that sought in the RLTP. The key variations are: Transport Planning; this reflects the need to continue to improve on our asset management delivery. $250,000 of that cost includes business cases for projects. Maintenance, Operations and Renewals; Council let a public tender for roading maintenance to commence from 1 July The contract was won by the incumbent contractor Southroads and consolidates the good work that has been achieved in the last 5 Years. There is no service level increase but there is a cost increase of the new contract which reflects the current market value. In renewals, there is a small increase also as a result of the new roading maintenance contract. The WDC Roading Unit believes that the renewals programme is correctly sized, confirmed by deterioration modelling, and that more work is required before requesting further investment. A Business Case to service Moeraki Boulders and the Lighthouse is proposed to be included at $50,000.* The accelerated streetlight renewal upgrade to LED technology has been completed in the period and Council and NZTA are seeing the benefits in reduced electricity costs and maintenance. As a result Council has been able to reduce and re-prioritise existing expenditure to utilise available budgets resulting in a reduced increase in street light investment. Road Safety programmes within the Waitaki District, including state highways are reducing the number of serious injuries however there is still an increasing trend of fatalities on all roads. For this reason, the road safety budget is being increased in an attempt to expand the programmes and reverse these statistics. Walking and cycling projects; Council has two projects intended for construction in Oamaru as well as a project from Oamaru to Pukeuri to be completed in conjunction with NZTA HNO in 2020/21. These projects will enable cyclists to safely commute from the Penguin Colony in Oamaru to the Pukeuri Freezing Works. June 2017 REV 1.0 Page 8

10 Roading Activity Management Plan Business Case Approach RLTP effective date 1 July 2018 * Note. Proposed business case and roading infrastructure in Moeraki is yet to be finalised and is included as a placeholder This document details our case for investment. $14,000,000 Total Expenditure 2018/21 RLTP $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 FIGURE 1 TOTAL PROPOSED EXPENDITURE 2018/21 RLTP 2018/ / /21 Walking and Cycling Facilities $0 $430,000 $1,011,322 Resilience improvements $170,000 $0 $100,000 Demand Management and Community Outcomes $0 $75,000 $75,000 Transport Planning $291,370 $102,725 $74,180 New and Improved Infrastructure for Local Roads Maintenance and operation of local roads $1,733,000 $1,750,000 $1,850,000 $4,717,654 $4,863,901 $5,014,682 Renewals of Local Roads $4,647,257 $4,791,322 $4,939,853 June 2017 REV 1.0 Page 9

11 1 Strategic Context Roading Activity Management Plan Business Case Approach RLTP effective date 1 July What is our case for investment? We seek investment to give effect to the objectives and priorities of the draft Government Policy Statement (GPS) on Land Transport This seeks: To drive improved performance from the land transport system by focusing on: economic growth and productivity road safety value for money, and to assist in achieving this; Additionally, we are focussed on delivering customer service level outcomes to that of the One Network Road Classification. In addition, there are a few new GPS strategic priorities that have been defined as; Supporting economic growth in the regions Enhancing resilience Supporting intermodal connections Providing clarity around expectations for the treatment of environmental impacts Using innovation and technology to improve benefits and achieve the outcomes Waitaki s Strategic direction and vision is: Growing Waitaki the best place to live, work and play. This is well aligned with the objectives and priorities of the draft GPS. Our roads connect people with destinations, to places of work, and are lines of communication. Our roads also link goods and freight from our farms and high country stations to far away markets. Without a reliable roading network, much of the economic activity within our district and country would not be possible. It is not wealth that built our roads but roads that built our wealth. John F Kennedy The figures below illustrate the importance of an effective roading network to our district s economic growth and productivity. 1.2 Economic Performance Indicators The GDP figures illustrate the high proportion of economic activity that is delivered by our primary sector. The movement of heavy goods and tourism is the foundation of our district s economic activity. The Key Performance Indicators illustrate the growth of the Waitaki District compared to Otago and New Zealand. Waitaki s growth is on par with Otago and on a per capita basis, our district has grown at a rate equal to the New Zealand economy over the past 10 years. This growth is projected to continue and we seek investment in our roading network as the key enabler of this economic activity. June 2017 REV 1.0 Page 10

12 % Roading Activity Management Plan Business Case Approach RLTP effective date 1 July 2018 Key Performance Indicators %pa Waitaki District Otago New Zealand Location GDP growth GDP per capita Sectors GDP $M (2015) Primary $265 Manufacturing $224 Construction $85 Wholesale & Distribution $67 Retail Trade & Services $103 Business Services $128 Arts & Recreation Services $10 Social Services $125 Owner Occupied Dwellings $137 Total $1,145 FIGURE 2 WAITAKI DISTRICT ECONOMIC PROFILE & KEY PERFORMANCE NDICATORS (Source from BERL regional database 2015) 1.3 North Otago Irrigation Scheme A significant driver of ongoing growth within the district is the investment in irrigation. The North Otago Irrigation Company (NOIC) presently has consent for the supply of water to 31,000ha and is implementing Stage 2 that will more than double the command area to 68,000ha. Stage 2 has been now been completed and this expansion will enable increasing levels of intensive land use that will require the support of an effective, efficient and well maintained roading network. The NOIC supply area is illustrated in figure 3. June 2017 REV 1.0 Page 11

13 Roading Activity Management Plan Business Case Approach RLTP effective date 1 July 2018 FIGURE 3 EXTENT OF NORTH OTAGO IRRIGATION COMPANY 1.4 Tourism Tourism in New Zealand is the second largest export sector of the economy (TNZ, 2013). To ensure that the tourist industry in Waitaki is maximised, Tourism Waitaki has formulated a strategy to The overview of the strategy believes that tourism in Waitaki will grow to almost 700,000 visitors per annum by The consequence is that tourism is an emerging issue for the Waitaki District; increased input into road safety, catering for larger vehicles ie campervans and caravans, and the road infrastructure, e.g. safe roads and more cars, is required to facilitate this increase in tourists. June 2017 REV 1.0 Page 12

14 Roading Activity Management Plan Business Case Approach RLTP effective date 1 July Our Strategic Case for Investment Strategic case identifies the scale and significance of problems, determines the benefits of solving them and what the consequences are in not addressing them Council faces challenges that mean it must focus on the core elements that deliver customer value and that are appropriate to the primary purpose for each road. What we do as a service provider should not compromise this purpose and our strategic goal for the Roading Long Term Plan which is: To provide a safe, effective, efficient and affordable service to customers that is fit for purpose. The key issues for the Waitaki District network in meeting the GPS priorities are summarised in Table 2: Table 2: Significant Issues on the Waitaki Roading Network Pressure State Response Economic Growth and Productivity CLIMATE CHANGE The resilience of our transport network is exposed to regular and increasingly severe weather events. The effects of coastal erosion are already being seen in parts of the district through the loss of roads. Council approved $3M of funding for drainage maintenance, renewals and improvements which has been completed for $1.89M (Rural Resilience Project) Council has a strategy in place that provides for $50,000 each per annum to secure the urban & rural roading network where affected by coastal erosion. Council accepts that it may be uneconomic to preserve all assets and that some may be lost. Network resilience is understood and communicated. Enhanced communication and consultation with the community. CHANGING DEMAND Commercial land use change is altering the traffic composition on rural roads. Tankers, new 50max and HPMV rules, and larger farming equipment are leading to heavier and wider vehicles. This opportunity also creates greater wear and tear on existing assets and safety concerns for road users. Tourism within New Zealand has increased exponentially. This has filtered into the regions including Waitaki. Forestry and logging activities within the Waitaki District are having an impact on the roading network. An ageing population greater than the national average has different needs including good footpaths, cycleways and car parking in urban and peri-urban areas. Oceana Gold land-use consents enable mining activities in the Waihemo ward of the District for an additional 10 plus years. Completion of operations and withdrawal from the district will have a significant impact on the revenue stream of Council s rates component. Meridian Energy, as a result of roads inundated by man-made lakes within the Waitaki River catchment, also make a significant contribution to the revenue stream of Council s rates component. Prioritise roads to be maintained and/or improved using advanced asset management tools (RNP and dtims), to ensure the best return on investment of our available funds. Council is providing infrastructure to cater for tourism eg tourist routes, carparks and facilities. Review of Levels of Service to ensure they are appropriate, achievable and in line with the expectations and requirements of the One Network Road Classification. Work with CCS disability to address mobility issues and make things more user friendly for our customers, particularly the elderly. Continue to enhance walking and cycling modal options. Reduced revenue streams from Oceana Gold and Meridian Energy will have a significant impact on Council and the NZ Transport Agency as a co-investor of the roading network in the Waitaki District. Council will need to consider this and make appropriate arrangements within the Long Term Plan and the 30 year Infrastructure Strategy. June 2017 REV 1.0 Page 13

15 Roading Activity Management Plan Business Case Approach RLTP effective date 1 July 2018 Pressure State Response Road Safety Value for Money SAFETY Less than half of 2013/14 WDC Residents Survey respondents are satisfied that WDC roads are as safe to travel on. That figure increased to 50% in 2015/16 Customers are at higher risk due to changing demand on the network. INVESTMENT Emergency reinstatement works are moving from 1 in 10 year events to 1 in 40 year events or greater. Investment requirements are that the reinstated works be more than $100,000 per event for financial assistance or greater than 10% of the annual programme for escalated financial assistance rate. Examining network demands to provide a flexible environment to address change using the Roading Network Plan. LOW CUSTOMER SATISFACTION: Customer satisfaction in 2012/13 dropped significantly down to 39% and remains low at 35% in 2015/16. A related issue is the raised expectations of stakeholders and customers. Address issues in the Safety Deficiency Database at an increased rate. MIP programme has increased to enable this. Monitor performance against ONRC and respond accordingly. Undertake KiwiRAP and / or Risk Register. Widen the existing seal in higher risk and priority locations as per ONRC. (programme currently underway) Roll over contracts where rates are good in order to lock rates in for an extended period. Prioritise roads to be maintained and/or improved using advanced asset management tools (RNP, ONRC and dtims), to ensure the best return on investment. Invest in network resilience through continued drainage improvements. Increase collaboration and centres of excellence to share costs, resources and knowledge. Ensure appropriate resource levels (capability, capacity and succession) to manage the network and contracts. Consultation with the community to determine priorities and discuss expectations. Review of Levels of Service to ensure they are appropriate, achievable and in line with the One Network Road Classification requirements. Improve efficiencies and innovative thinking 2.1 Problem and Benefit statements The significant issues identified in Table 2 above; Climate change Changing Demand Safety Investment Low Customer Satisfaction These are well aligned with the Otago/Southland problem and benefit statements from the Investment Logic Mapping workshop held for the Otago/Southland Regional Land Transport Plan in January These statements have been out for consultation by the Regional Transport Committees and will be amended. The final statements will be updated into this document prior to submission at the end of August Safety (40%) Attitudes and behaviour together with inconsistent quality of routes in the region results in fatal and serious crashes Road safety in the Waitaki District is ranked 17 out of 71 councils in the Communities at Risk Register. There is also a trend of increasing serious crashes and fatalities in secondary collectors and low volume roads. Consequence of not addressing the problem; poor safety record in the district affecting personal and collective risk and increased social cost to the community and country. June 2017 REV 1.0 Page 14

16 Roading Activity Management Plan Business Case Approach RLTP effective date 1 July 2018 Resilience (20%) Sections of the network are increasingly vulnerable to closure from adverse events resulting in economic and social disruptions Resilience of the network; ie increasingly severe weather events from climate change resulting in torrential rain storms and increased coastal erosion from big seas. Old bridges are renewed appropriately to provide network accessibility for heavy vehicles. Consequence of not addressing the problem; resilience and accessibility of the network will be reduced and an increase in travel time resulting in lost economic productivity and growth in the district. Changing Network Demands (40%) Inability to assess, plan and fund rapidly changing transport user demands in a timely way results in some poor investment prioritisation and decisions Changing land use in the district from pastoral farming to increased irrigation and intensified dairy with bigger and wider agricultural vehicles using the network, resulting in increased concerns around safety, and the use of heavy vehicles affecting the pavement strength and durability of the roading network. Consequence of not addressing the land use problems; weak and wet pavements and roads resulting in poor resilience, accessibility and ultimately less economic development. An ageing population in the Waitaki District, 22%, is greater than that of the national average, 14%, requiring good footpaths for pedestrians and mobility scooters, walking and cycling tracks and improved accessibility for the elderly. Consequence of not addressing the ageing population is that accessibility to infrastructure will break down below the acceptable level of service, particularly as the ageing population is expected to grow even further. Benefits Improved Connectivity and Wellbeing; Council s Rural Resilience Project is now complete, largely around drainage and wash-over structures, at a cost of $1.89M over the last 4 years, and we will continue to focus on this activity within maintenance and renewals. We will also ensure that our bridge stock is renewed to give maximum accessibility in the district. Improved Network Performance and Capability; ONRC performance measures along with Council s Roading Network Plan ensure that investment is targeted in the right areas ie improvement to Customer Outcomes Reduced Social Impact of Fatalities and Injuries; Increased Road Safety budget to improve road safety within the Waitaki District and reverse the trend and statistics in the latest communities at risk register. Value for Money; Council is driving this to ensure that the money is used in the right place at the right time with the right treatment. Waitaki s ONRC Summary identifies this area of cost efficiency. 2.2 Maintaining Our Transportation Network The Waitaki District covers 7,152 km 2 and is sparsely populated with about 21,000 residents. Our network is characterised as a rural, low volume network comprised predominantly of unsealed roads that provide effective access to properties and people. 90% of roads are rural (i.e. have a speed limit of more than 70 km/h) 59% of roads are unsealed Over 94% of roads have traffic volumes of less than 500 vehicles per day Over 85% of the roads in the District are owned and operated by Council, with the NZ Transport Agency operating the remaining 15%. Walking and cycling is a comparatively small mode of transport but is an increasingly important part of the urban transport network, especially as our population ages. June 2017 REV 1.0 Page 15

17 Roading Activity Management Plan Business Case Approach RLTP effective date 1 July 2018 The level of investment in our roading network assets is over $627m (Gross Replacement Cost of 2014 valuation). The benefits generated by these physical assets, in terms of annual economic activity is in excess of 1 billion dollars per annum, while the social benefit generated is immense and immeasurable. These assets require ongoing annual maintenance and in some cases replacement, to sustain the benefits generated. Table 3: Waitaki Roading Assets Length of local roads managed and maintained by WDC (km) Length of state highway managed and maintained by NZ Transport Agency (km) Waitaki Roading Assets 1,812 Bridges and major culverts (number) Street lights (total number including State Highways) 2,505 Length of footpath (km) 164 Car parking areas (number) 11 Kerb and Channel (km) 185 Signs (number) 5045 Retaining Structures (km) 13 Walking & Cycling Assets (number) 22 The majority of our annual investment in roading is for the annual maintenance, operation and renewal of our transport infrastructure) Transport Planning, $468.3K- 1% Demand Management and Community Outcomes $468.3K- 1% Resilience improvements, $270K- 1% Walking and Cycling Facilities, $1.441M- 4% New and Improved Infrastructure for Local Roads, $5.433M- 15% Renewals of Local Roads, $14.4M- 39% Work Programmes Maintenance and operation of local roads, $14.6M- 39% FIGURE ACTIVITIES BY CLASS Our strategic case for investment is to ensure we are managing the at risk benefits of our assets, which are the result of their natural and demand driven degradation. Our primary strategic case for investment is delivering a sustainable network by addressing any service level gaps while delivering value for money for our customers. June 2017 REV 1.0 Page 16

18 Roading Activity Management Plan Business Case Approach RLTP effective date 1 July National Strategic Drivers A strategic shift has taken place in the way land transport is funded and delivered in New Zealand. The need to provide efficient, effective, safe, secure and accessible land transport remains unchanged, however it must now be delivered within the context of Investing for Outcomes under a one-network co-investment approach. The new aim is to deliver improved performance by giving effect to the goals of the Government Policy Statement on Land transport Government Policy Statement The recently released draft Government Policy Statement on Land Transport 2018/ /28 (draft GPS 2018) sets out the national strategic priorities as: To drive improved performance for the land transport system by focussing on: Economic growth and productivity o A land transport system that addresses current and future demand for access to economic and social opportunities o A land transport system that is resilient o A land transport system that provides appropriate transport choice Road safety o A land transport system that increasingly mitigates the effects of land transport on the environment o A land transport system that is a safe system, increasingly free of death and serious injury Value for money o A land transport system that delivers the right infrastructure and services to the right level at the best cost In addition to the core objectives and priorities, there are a few new GPS strategic priorities that have been defined as; Supporting economic growth in the regions Enhancing resilience Supporting intermodal connections Providing clarity around expectations for the treatment of environmental impacts Using innovation and technology to improve benefits and achieve the outcomes To ensure that RCA s address the objectives and priorities of the GPS, the draft Investment Assessment has been introduced by the NZ Transport Agency and relates to the type of programme, results alignment and cost benefit Investment Assessment Framework NZTA has a Draft Investment Assessment Framework in place which gives guidance to roading programmes This document is looking for a good evidence and alignment with Activity Management Plans, Council s Long Term Plan and Regional Transport Plan to support the business case. In conjunction with Customer levels of Service, roading programmes will be considered Core if there is no level of service adjustment and Enhanced if there is an adjustment. Waitaki is proposing to increase levels of service in road safety and minor improvements and believe that our programme reflects Core Plus June 2017 REV 1.0 Page 17

19 Roading Activity Management Plan Business Case Approach RLTP effective date 1 July 2018 The business cases must also demonstrate that the road maintenance programme scope, timing and delivery arrangements are economically efficient and represent value for money. This will be demonstrated in the following documents which will be added to the business case for submission at the end of August 2017; ; The procurement strategy and capability of the organisation to act as a smart buyer to efficiently and effectively procure and manage programme of works proposed, including contractual arrangements WDC has a current Procurement Strategy in place. Efficiency and effectiveness is supported by ONRC customer outcome for cost efficiency of the overall network -$1200/km less than the peer group self-assessment of the current programme owners current procurement capability (through the use of the Road Efficiency Group procurement self-assessment template Council has 1 accredited tender evaluator and 1 in training - to be completed NZTA encourage programme owners to complete a self-assessment around future capability to deliver efficiency gains through changes to current structures and delivery models eg collaboration in both planning and delivery Demonstrated by collaboration and service delivery with NZTA HNO for State Highway LED street light upgrade. Also efficiency is enhanced by supply of light fittings to Otago/Southland councils. self-assessment of the cost of delivery and how both the costs and customer levels achieved rate against their peers and relevant sector indices to be completed self-assessment of the organisations asset management capability to be completed added to the list is procedural and technical audits Other than minor issues identified, procedural audit from 2014 and technical auditfrom 2016 illustrates Councils efficiency and effectiveness WDC RESPONSE We believe that the programme reflects Core Plus with some level of service increase in minor improvements and road safety. The results alignment rating is considered to be medium, with cost-benefit appraisal as medium-high, based on the cost efficiencies displayed in the ONRC summary report that are supported by the efficiencies displayed in the Programme Business Case NZTA Funding Assistance Rate Change Funding assistance rates (FAR) have transitioned between 2015/16 and 2018/19. This will see the coinvestment from the National Land Transport Fund in the Waitaki District network at the following levels: Financial Year 2015/ / / /19 to 2023/24 FAR Rate 58% 57% 56% 55% The FAR rate for maintenance and renewal activities was positive in the period but it will decrease by one percentage point thereafter and commences at 55% at the start of the National Land Transport Programme. The FAR rate has varied for other work categories in the past and has covered emergency reinstatement works. The new FAR policy will only fund emergency reinstatement at the council s new FAR rates for an event over $100,000. An event less than $100,000 is required to be funded through the road controlling authority s maintenance programme. The impact of this reduced emergency work funding will affect our programming as the proportion of reinstatement work will increase over time as the anticipated effects of climate change become more pronounced. WDC RESPONSE Council s investment of $1.89M into the Rural Resilience Project was completed in 2016/17. With this foundation of preventive maintenance and improvements in drainage, we will continue to seek June 2017 REV 1.0 Page 18

20 Roading Activity Management Plan Business Case Approach RLTP effective date 1 July 2018 opportunities for improvement and implement good practise to minimise the impacts of minor and emergency events. We will accept the need for flexibility in our programme and funding to accommodate the costs of unforeseen minor events less than $100,000. Council has an approved corporate disaster fund for the local share of an emergency event over $100,000 to ensure that ONRC performance remains effective. 2.4 Regional and Local Strategic Drivers Otago Region Overall Goal & Strategic Objectives To provide accessible transport connections, giving users an appropriate choice of modes, and to gain improved performance from the land transport system, by focusing on: road safety; economic growth and productivity; value for money. Key strategic objectives for next 30 years 1. A transport system that is safe 2. A transport system that delivers appropriate levels of service 3. A transport system that supports economic activity and productivity 4. A transport system that provides appropriate transport choices Priorities for next 10 years The social cost of crashes and accidents is substantially reduced Transport services and infrastructure are delivered to the right level at best cost The network is reliable and resilient, helping community resilience Transport services and infrastructure support economic productivity and growth Being able to access the network, no matter what their mode, in a manner that is convenient and affordable for funders and users 5. A transport system based on effective coordination 6. Mitigating the effects of the transport system on the environment Waitaki s Strategic Direction Our vision is: Growing Waitaki the best place to live, work and play Our objectives are: We keep our District affordable. We enable opportunities for new and existing businesses. We provide and enable services and facilities so people want to stay and move here. We understand the diverse needs of our community. We maintain the safest community we can. Waitaki s distinctive natural environment is valued and protected. These objectives are well aligned to the Otago Region. The transport network is a key enabler that allows achievement of the community s vision through meeting its objectives. Continued investment is required to ensure WDC delivers fit for purpose levels of service that meet the community s expectations as well as that of the Otago Region. June 2017 REV 1.0 Page 19

21 Roading Activity Management Plan Business Case Approach RLTP effective date 1 July 2018 WDC RESPONSE We will continue to deliver an affordable, fit for purpose transport network that enables economic opportunities within a safe environment Customer Satisfaction The Roading activity aims to improve customer satisfaction and enable economic growth opportunities within a setting of constrained funding. Annual customer satisfaction surveys are undertaken and satisfaction with the roading network is represented below. The 2012/13 results saw a sharp decline in satisfaction and have not shown any significant improvement since then. The 2015/16 survey showed another sharp drop down to a record low of 35%. The main issues highlighted as causes of dissatisfaction were: Rural sealed and unsealed gravel roads are; o o o in poor condition, and need upgrading are potholed, rough, bumpy and uneven compromised by poor quality of work, materials and patching An additional result of the survey was that the sealed roading network has been judged to have the highest impact (38%) on residents perception of Council service and facilities performance. This accounts for the low result in satisfaction by Council s customers. The majority of these issues are in line with the network pressures discussed earlier, including changing demand, climate change impacts and rising customer expectations. FIGURE 5: RESIDENT SATISFACTION WITH THE STANDARD OF LOCAL ROADS IN WAITAKI (WDC Annual Resident Surveys) Council s levels of service are considered to be appropriate for the present demands of the community. Satisfaction has been low for the past 4 years following significant flooding events from 2010 to Council needs to improve community perception and get back to 50% and higher satisfaction levels. WDC RESPONSE Enable infrastructure investment that emphasizes the economic benefit of moving people, goods and services. June 2017 REV 1.0 Page 20

22 Roading Activity Management Plan Business Case Approach RLTP effective date 1 July 2018 Ensure the safety of road users. Continue to implement the ONRC framework, taking into account what fit for purpose looks like and costs. Additional to this, is a broad expectation by our customers of continual improvement of levels of service against minimal increases in cost. There is an element of communication and education that needs to happen to align customer expectation with what is needed and affordable for them. At the same time, Council s goal is to deliver a network that enables economic opportunities Road Safety The ONRC Customer Outcomes for Safety are; reduction in fatalities and serious crashes, personal risk and collective risk. Statistics out of the CAS database feed into these measures annually which will assist WDC to identify transport improvements that can reduce crash severity and frequency. The total number of local road and SH crashes resulting in serious injury for the period 2002/03 to 2015/16 has trended down with some isolated peaks, figure 6 below. For fatal crashes, the trend appears to be climbing quite rapidly; 2015/16 was a particularly bad year with 9 fatal crashes and this is highlighted in the latest Communities at Risk Register. The ONRC Summary Reports in Appendix 1 indicate that the serious crashes and fatalities are in the secondary collectors and low volume roads. The Road Safety Action Plan will take this into account and will attempt to reverse this trend. In addition to the 3 ONRC Customer measures, there are 10 technical measures that will be required to give effect to Council s minor improvements programme. Injury crashes - Local Roads & State Highways Fatal Crashes Serious Crashes Total Serious and Fatal Crashes FIGURE 6: INJURY CRASHES ON WAITAKI ROADS Source: NZTA Crash Analysis Reports 2002/03 to 2015/16 June 2017 REV 1.0 Page 21

23 $/vkt Roading Activity Management Plan Business Case Approach RLTP effective date 1 July 2018 Road safety perception is also monitored using Council s annual resident surveys, with more in depth analysis through ONRC. The 2015 survey results show that 50% of residents are satisfied that Waitaki roads are safe to travel on, an increase from 46% in WDC RESPONSE The Road Safety Action Plan will be implemented to address identified concerns as prioritised by the Communities at Risk Register and Safer Journeys Strategy. Hazards on the network will continue to be identified and mitigated, eliminated or monitored and appropriate action taken through minor improvements. A greater focus on minor improvement projects will help deliver a safer driving environment Financial Performance and Value for Money How does our investment compare with others? WDC is an efficient provider of roading services when compared with the national average of all rural networks across the country, but there is always opportunity to improve. Benchmarking against other rural networks in the same ONRC peer group, as shown below in figure 7, demonstrates that WDC s network provides good value for money based on $/vkt and $/lane km. However it is difficult to determine whether the differences with other councils are due to varying levels of service, contract rates, weather influences, or other factors. As we shift to the ONRC approach, we will be able to more accurately benchmark costs and compare like for like $/vkt vs $/lane km for ONRC Peer Group WDC $/lane km FIGURE 7: WDC COST BENCHMARKING FOR ONRC PEER GROUP (NZTA Transport Data) June 2017 REV 1.0 Page 22

24 Roading Activity Management Plan Business Case Approach RLTP effective date 1 July 2018 How well have we invested in the past? We have an existing investment of $627m in transport assets and land (Gross Replacement Cost in 2014) that we manage to provide levels of service that are consistent with national standards. The assets deliver the outcomes sought by our customers and investors, enabling a vast amount of economic activity and providing immense social benefit. To sustain these benefits we have carefully managed the annual investment in maintaining, operating and renewing these assets at a largely constant dollar level for the past six years, as shown in Figure 8. This has been achieved despite the pressures of inflation, demand growth, land use changes, extreme weather events, increased compliance requirements and a rising level of service expectations. It should be noted that 2013/14 was the first year of the Rural Resilience Project and accounts for the increase. 12,000,000 Cost of Maintenance, Operations & Renewals for Local Roads 10,000,000 8,000,000 6,000,000 4,000,000 2,000,000 - Corridor Emergency Reinstatement Environment & Drainage Network & Property Management Pavement & Seal Structures FIGURE 8 WAITAKI DISTRICT SUBSIDISED M&O+R HISTORY (NZTA Transport Data) Our historical improvements expenditure, shown in Figure 9 below, has been good at an average of $890,000 p.a. over the period The small spike in 2016/17 is attributed to additional expenditure approved for intersections seals as highlighted in the 2016 technical audit. June 2017 REV 1.0 Page 23

25 Roading Activity Management Plan Business Case Approach RLTP effective date 1 July 2018 Cost of New and Improved Infrastructure $1,600,000 $1,400,000 $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 $0 Road Safety Roads New & Improved Infrastructure Walking & cycling FIGURE 9 WAITAKI DISTRICT SUBSIDISED IMPROVEMENT HISTORY (end of year claims in TIO) WDC RESPONSE We will continue to understand the cost of maintenance activity on all routes. We will review levels of service in alignment with the ONRC Performance Measures and ensure that all routes receive fit for purpose maintenance. We will continue to challenge our delivery efficiency. Further information about the One Network Road Classifications can be found at This section details what customers can expect to see from each category on our roads Waitaki s Thriving Economy Land Use Changes Transportation is a key input to the economy of Waitaki, Otago and New Zealand. There are almost 10,000 jobs in our $1 billion plus economy that depend on the continuous performance of the transport network. Waitaki s GDP growth is equal to Otago and on a per capita basis our district has been growing at a rate equal to that of the New Zealand economy over the past 10 years. This growth is projected to continue and we seek investment in our roading network as the key enabler of this economic opportunity. Per capita growth in GDP indicates that our main drivers of growth are primarily land based activities. June 2017 REV 1.0 Page 24

26 Roading Activity Management Plan Business Case Approach RLTP effective date 1 July 2018 Key Performance Indicators %pa GDP growth GDP per capita Employment growth Labour Productivity growth Business units growth business size growth Waitaki District Otago New Zealand FIGURE 10 ECONOMIC KEY PERFORMANCE INDICATORS (Source from BERL regional database 2015) 40% 35% 30% 25% 20% 15% 10% 5% 0% GDP by sector and TLA, 2015 Central Otago Clutha Dunedin Queenstown Lakes Waitaki FIGURE 11 GDP BY SECTOR AND TLA, 2015 The primary economic sectors in Waitaki are agriculture, food manufacturing, tourism and mining. These industry sectors are exporters and therefore importers of money to the district. Tourism is having a particularly big impact. While it is only shown as making a 5% contribution to Waitaki s GDP, the tourism sector increased by 6% from 2014 to 2015 and has shown a marked increase since then. The need for infrastructure is high and some of the minor improvements are directed towards the tourism industry e.g. tourist car parks and upgrades to tourist routes like Danseys Pass. The key sectors are largely inland, rural businesses and the changing nature of the district is reflected in the latest capital valuation data that shows the farming sector has grown to represent 45% of our total $7 Billion valuation. June 2017 REV 1.0 Page 25

27 Roading Activity Management Plan Business Case Approach RLTP effective date 1 July 2018 FIGURE 12 QUOTABLE VALUE DATA FOR WAITAKI DISTRICT (current update available in early 2018) We are projecting a significant increase in land use intensification in parts of our network, specifically in forestry and in dairy farming with the implementation and completion of stage 2 of the North Otago Irrigation Scheme. The increased investment in irrigation taking place in the district and the enhancements to irrigation mean that the outer reaches of the network will increasingly depend on reliable and efficient transportation infrastructure to get their products and services to market. They are served primarily by heavy, and wide, vehicles on low volume roads. It is imperative that the opportunities within these economic sectors are realised through robust and efficient transportation infrastructure. FIGURE 13 NON RESIDENTIAL RATING UNITS FORECAST BY TYPE (current update available in early 2018) June 2017 REV 1.0 Page 26

28 Roading Activity Management Plan Business Case Approach RLTP effective date 1 July 2018 WDC RESPONSE The identification of key freight routes, including routes for high productivity motor vehicles and 50MAX, and maintenance to a fit for purpose standard. Proactively work with customers and stakeholders (forestry owners, dairy and freight companies) to maximise opportunities and minimise whole of life costs. A continual focus on: o Value for money in all our roading activities. o Road safety. o Safe, reliable heavy vehicle access on low volume roads Population Growth and Demographics The usually resident population of the district is projected to increase in the short term to 21,333 in 2016, followed by a decline back to less than today s population. Despite the relatively stable resident population the residential dwellings are projected to increase by around 200 dwellings per year (1.8%p.a) in particular within the rural area to service dairying. This trend is also seen in the predicted visitor numbers with average day visitor numbers predicted to increase by approximately 134 people per year and peak day visitors predicted to increase by approximately 600 people per year. The Waitaki transport network generally has sufficient capacity to deal with these demands. WDC RESPONSE Continue to collect and monitor vehicle traffic across the network to assist decision making. Continue to collect traffic information to improve the accuracy of RAMM and the traffic estimation tool. Review and update ONRC classifications for the next moderation. The proportion of over 65 year old residents in the district is forecast to increase from approximately 22% in 2013 to approximately 36% in 2030.The current proportion of over 65 year old residents in New Zealand is 14%. An ageing population is likely to have more influence on Waitaki s transport demand than is usually the case with resident population growth. Serving an older population will increase the emphasis on network accessibility to core services. This could lead to a changed level of service for network reliability and affordability. Council is currently working with CCS Disability and other stakeholders to improve mobility and access issues. WDC Response: We will continue to monitor network affordability, mobility and access. We will review levels of service for: o Footpath quality. o Walking and cycling facilities including for mobility scooters. o Parking in Commercial and Shopping areas. June 2017 REV 1.0 Page 27

29 Roading Activity Management Plan Business Case Approach RLTP effective date 1 July 2018 FIGURE 14 AGE and SEX of people in the Waitaki District &New Zealand 2.5 Climate Change The physical impacts of climate change are being seen across the Waitaki network. The impacts include high intensity and/or long duration rainfall events that affect route resilience and result in lost or detoured journeys. $5.6M has been invested in flooding-related emergency works over the years 2008/09 to 2014/15 and it is anticipated that these events will increase in frequency and severity requiring greater expenditure. Together with climate change and the change in emergency works investment from 2015/16 namely Councils needing to fund up to $100,000 per event within their own budgets before any assistance is forthcoming from NZTA, Council has had to consider alternatives around being proactive in drainage rather than being reactive as has been the case in the past. Coastal erosion is also increasing and poses serious long term risks to accessibility on existing routes. WDC RESPONSE We have completed a $1.89M, 3-year, Rural Resilience Project, commencing 2014/15, to improve network resilience and reduce the likelihood of journey disruption. This significant one-off investment, primarily around drainage, complements our economic growth and efficiency objectives by prolonging pavement life to meet the increasing demands on our rural road network. It will also aid state highway resilience by improving the security of alternative routes. The project is now complete however we will continue the emphasis on drainage and resilience of the network. We will make a strategic response to dealing with coastal erosion. The Roading Network Plan and ONRC will assist in prioritising and evaluating our response. June 2017 REV 1.0 Page 28

30 Roading Activity Management Plan Business Case Approach RLTP effective date 1 July 2018 Emergency Works expenditure 2,500,000 2,000,000 1,500,000 $ 1,000, , / / / / / / /15 Years FIGURE 15 Emergency Works Expenditure (Source: TIO) 2.6 Business Case Approach The NZ Transport Agency Planning and Investment group has adapted this approach and requires any road controlling authority application for funding of work that goes beyond the agreed fit-for-purpose standards to be supported by higher standards of evidence-based business cases. Business case preparation currently requires a significant investment in time and expertise but it is expected that the current high inputs will reduce with increased familiarity and improved internal expertise. WDC RESPONSE We will ensure that good quality evidence is available to support business cases. We will progressively improve our internal ability to deliver robust business cases. 2.7 Local Government Act Amendment 2014 Council has statutory responsibilities under the Local Government Act 2002 and Land Transport Management Act 2003 to provide the services for this activity. Recent changes to the Local Government Act 2002 were enacted in August 2014 and include provisions related to encouraging collaboration, improved asset management and reviewing the cost effectiveness of services, all leading to better value for money which is in line with the draft GPS priorities. WDC RESPONSE WDC will continue to work closely with other Councils and the New Zealand Transport Agency and continue to collaborate with other stakeholders within the transport sector. Collaboration to date includes LED streetlight upgrades with NZTA Highway Network operations and supply to Otago/Southland Councils. We have prepared a 30-year Infrastructure Strategy. Benchmarking has highlighted that WDC delivers a cost effective roading service and has further opportunity to improve this. June 2017 REV 1.0 Page 29

31 Roading Activity Management Plan Business Case Approach RLTP effective date 1 July One Network Road Classification The One Network Road Classification (ONRC) is an important framework that links investment with service levels. This enables the implementation of national investment priorities and informed conversations between the investors (New Zealand Transport Agency and local government) and the customer. The goal of the ONRC is to bring the focus back to the functional purpose of the roads from the customer s perspective. What function does the road serve within the context of our community and the greater national network, now and in the future? This question, along with various other parameters, will allow us to classify and appropriately prioritise each road. The ONRC classifications are divided into 6 groups based on daily traffic volumes, type of traffic, and social and economic linkages: 1. National and National High Volume 2. Regional 3. Arterial 4. Primary Collector 5. Secondary Collector 6. Access and Access Low Volume Network Characteristics are included on the next page Due to the rural nature of our district, the majority of our network is classified as Access and Low Volume Access Roads with some secondary collectors and a few primary collectors in Oamaru. We will be examining the option of breaking down the Access and Low Volume classifications further if required. We have developed a Transition Plan to guide the change from our existing network hierarchy to that of ONRC. With this plan we are in a better position to map costs (maintenance and renewals) against road classifications and customer levels of service to ensure the right routes are targeted at the right time. This will create a benchmark or foundation to work from in assessing any changes to levels of service. We have applied the One Network Road Classification to our network using our geospatial business intelligence tool. The Roading Network Plan sits outside of RAMM but uses ONRC inputs. It shows that the large majority of our network by length is classed as Access and Low Volume Access. This is supported by the Network Characteristics. Below in figure are examples of roads within the ONRC hierarchy in the Waitaki District and they cover the purpose, safety, resilience, accessibility, amenity and aesthetics. It should be noted that they are examples and that not every road meets these levels of service. For auditing of the roading network, input measures have been developed for ONRC and this feeds into the ONRC Performance Measures so that the network can be measured. There are 27 measures in ONRC of which 9 are Customer Outcomes; Safety the number of fatal and serious injuries on the network collective risk (fatal and serious injury per kilometer) personal risk (fatal and serious injury rate by traffic) Resilience the number of journeys impacted by unplanned events the number of instances where road access is lost Amenity Accessibility Travel Time Reliability smooth travel exposure (STE) defined as % of travel on sealed roads which are smoother than a defined threshold peak roughness proportion of network not available to Class 1 heavy vehicles and 50MAX vehicles throughput at indicator sites June 2017 REV 1.0 Page 30

32 Roading Activity Management Plan Business Case Approach RLTP effective date 1 July 2018 Network Characteristics ONRC Category Urban (Km) Rural (Km) TOTAL LENGTH (Km) Urban Journeys Rural Journeys ANNUAL TOTAL JOURNEYS TRAVELLED (M Veh Km) Primary Collector Secondary Collector Access Low Volume TOTAL NETWORK 172 1,641 1, Table 1: Network Statistics for network length (km) and journeys travelled (Million vehicle km) by ONRC Class - Sourced from ONRC performance measures reporting tool Figure 16: Network Percentage Length and Journeys Travelled - Sourced from ONRC performance measures reporting tool Figure 17: Sealed v Unsealed - Sourced from ONRC performance measures reporting tool Figure 18 High Level ONRC CLoS Gap Analysis Trend or Against Comparative Groups June 2017 REV 1.0 Page 31

33 Roading Activity Management Plan Business Case Approach RLTP effective date 1 July 2018 Customer Outcome Safety 1: Number of serious injuries and fatalities (DSI) 2: Collective risk 3: Personal risk Primary Collector Secondary Collector Access Low Volume Comments Secondary Collectors carry 50% of vehicle kilometres travelled (vkt) on 18% of road network so is likely to reflect most of the road safety data Low Volume roads carry 8% vkt on 45% of network. Both could be attributed to high speed on narrow roads. Road safety and minor improvement programmes will need to address these issues Closer investigation will be needed to identify why the primary collectors are higher than the peer group; not consistent with serious injuries and fatalities as they are high use urban roads with high levels of service This is consistent with increasing serious injuries and fatalities on low volume roads ie high speed on narrow roads Amenity C o 1 - Smooth Travel Exposure (STE) 2 - Peak Roughness urban sealed roads 2 - Peak Roughness rural sealed roads N/A No roads in this category Surface Pavement Primary collector not as good as peer group, Otago region or national average. Secondary collector not as good as peer group but similar to Otago and national average Access slight lag on peer group but better than Otago and national average Low volume has a positive 30% gap within Otago region and similar to peer group and national average historically more rural than urban road renewal.primary collector higher than peer group and Otago but better than national average Secondary collector higher than peer group and Otago but similar to national average Access higher than peer group, better than Otago and similar to national low volume better than peer group, Otago and national average historically more rural than urban road renewal Secondary collector higher than peer group, Otago and national average; road pavement renewal concentrated in this area Access similar to peer group and national but higher than Otago Low volume similar to all comparative group averages June 2017 REV 1.0 Page 32

34 Roading Activity Management Plan Business Case Approach RLTP effective date 1 July 2018 Percentage of network renewed annually Slightly lower than all comparative group averages; ; more analysis is required in road renewal before increasing size of the programme Sealed road maintenance: 5 year average annual costs per kilometre Unsealed road maintenance: 5 year average annual costs per kilometre Maintenance Resurfacing Rehabilitation Slightly lower than all comparative group averages; new maintenance contract commencing 1 July 2017 reflecting current market values will result in higher costs in future Maintenance Metalling Considerably lower than all comparative group averages; Council is really efficient in this area eg compaction when grading, use of local resources Overall Network Cost (Excluding Emergency Works) Considerably lower than all comparative group averages; new maintenance contract commencing 1 July 2017 reflecting current market values will result in higher costs in future June 2017 REV 1.0 Page 33

35 FIGURE 19 ONE NETWORK ROAD CLASSIFICATION IN THE WAITAKI DISTRICT June 2017 REV 1.0 Page 34

36 ONRC PRIMARY COLLECTOR ROADS Urban Example: Thames Street Rural Example: Nil Purpose These roads are locally important roads that provide a primary distributor/collector function, linking significant local economic areas or areas of population. They may be the only route available to some places within the region and may see an average of over 150 heavy commercial vehicles per day. In urban areas, they may have moderate passenger transport movement (greater than 3000 vehicles per day) and numbers of cyclists and pedestrians using the road. In Waitaki, this would include roads such as lower Thames Street and Weston-Ngapara Road. What can you expect? Width: 5-9m Surface: Sealed pavement surface Signage and Markings: Guidance provided to enable customers to safely navigate through the network. Line markings can be expected. Safety Resilience Accessibility Amenity and Aesthetics Drivers should be aware that road standards may be variable and they may need to adjust to topography, weather, alignment, neighbouring access, etc. Footpaths may be present in urban areas but, due to potentially narrower widths, road users should be prepared to share the road space with other users such as cyclists. These routes generally have a high level of resilience but may be unavailable during severe weather events or emergency. These roads will have a moderate priority for reopening once higher classification roads have been addressed. Direct land use access from Primary Collectors is allowed and will be common in rural areas. Road users on Primary Collectors can expect all roads to be sealed but may notice longer areas of roughness compared to Regional and Arterial roads. Users can still expect a moderate level of comfort and surface faults will be addressed where they could compromise the pavement or asset life. Similar to Arterials, aesthetic issues such as litter, roadside vegetation, and graffiti will be minimised but, in general, the road corridor will reflect the surrounding landscape. FIGURE 20 ONRC PRIMARY COLLECTOR ROADS June 2017 REV 1.0 Page 35

37 ONRC SECONDARY COLLECTOR ROADS Urban Example: Weston Road Rural Example: Weston Ngapara Road Purpose Similar to Primary Collectors, these are roads that provide secondary distributor/collector function, linking local areas of population and economic sites and may be the only route available to some places within the local area. They typically link communities with populations between 250 and 2000 people. These roads may see between 25 and 150 heavy commercial vehicle movements per day. In Waitaki, this would include roads such as Seven Mile Rd. What can you expect? Width: 5-9m Surface: Predominantly sealed Signage and Markings: Line markings may or may not be present. Specific safety guidance will be provided at high risk locations. Safety Resilience Accessibility As with Primary Collectors, drivers should be aware that road standards may be variable and they may need to adjust to topography, weather, alignment, neighbouring access, etc. Footpaths may be present in urban areas but, due to potentially narrower widths, road users should be prepared to share the road space with other users such as cyclists. These routes will have a moderate level of resilience but may be unavailable during severe weather events or emergency. These roads will have a moderate priority for re-opening once higher classification roads and key resilience routes (eg: lifelines) have been restored. Direct land use access is allowed from Secondary Collectors. Amenity Aesthetics & Road users experience will be similar to that on Primary Collectors. Users can expect all roads to be sealed but may notice areas of roughness, potholes or cracking. These faults will not affect the purpose of the road but may require road users to be aware of their surroundings. Users can still expect a moderate level of comfort and surface faults will be addressed where they could compromise the pavement, asset life or safety. In general, the roadside area will reflect the surrounding urban or rural environment. In rural areas, this could mean more roadside vegetation where it does not compromise safety. FIGURE 21 ONRC SECONDARY COLLECTOR ROADS June 2017 REV 1.0 Page 36

38 ONRC ACCESS ROADS Urban Example: Roseness Street Rural Example: Papakaio Road Purpose This is often where a journey will start and end. The main purpose of these roads is to provide access and connectivity for many daily journeys (home, store, school, neighbours, etc). They also provide access to the wider network if the journey is a longer one (to the Arterial, Regional and National roads). Within the same classification there is a subset of roads called Low Volume Access roads. Due to the rural nature of the district, the majority of roads in the Waitaki district are classified as Access or Low Volume Access. To differentiate and prioritise further, WDC will group Access roads as rural or urban access roads. What can you expect? Width: 3.5-7m Surface: Sealed or unsealed, depending on route purpose. Signage and Markings: Line marking (centrelines and edgemarking) may or may not be present. Safety guidance will only be provided at high-risk locations. Safety Resilience Accessibility Road users will need to be vigilant on these roads. Urban areas will often be mixed-use environments including pedestrians and cyclists. Rural environments will likely be dark at night without any street lighting. Road user safety guidance (signage, road marking, hazard identification, etc) will be provided at high-risk locations but otherwise rural roads will often be without road markings or edge marker posts. In certain cases, roads will be single lane and opposing traffic will need to cooperate to share the road space. Weather events may make a route unavailable and the use of access roads will be restored once all higher priority roads have been attended to first. The main function of these roads is to provide access to properties and connectivity to the wider network. Amenity Aesthetics & These roads will typically offer the lowest level of comfort compared to all higher classifications. This classification could include rough roads and unsealed surfaces. Roadside amenity will be maintained primarily for safety. This means that sightlines will be maintained and edgemarker posts will be visible (if present) but otherwise the road corridor will reflect the surrounding, largely rural, landscape. FIGURE 22 ONRC ACCESS ROADS June 2017 REV 1.0 Page 37

39 ONRC LOW VOLUME ACCESS ROADS Rural Example: Windsor Park Road Purpose Like Access roads, the main purpose of these roads is to provide access and connectivity for daily journeys. The main difference is that they will see even fewer daily vehicle movements (less than 200 in urban areas, less than 50 in rural areas). They provide access to the wider network and will take users from home to the Collectors, Arterials and Regional roads. Many rural roading networks in New Zealand will be made up of mostly Low Volume Access roads. In Waitaki, there are many Low Volume Access roads that exist to serve less than 10 properties. To differentiate and prioritise further, WDC will group these roads into sealed or unsealed Low Volume Access roads. What can you expect? Width: 3.5-7m Surface: Sealed or unsealed Signage and Markings: Road user safety guidance (signage, road marking, hazard identification, etc) will be provided at high-risk locations but otherwise rural roads will often be without road markings or edgemarker posts. Safety Resilience Accessibility Although these roads will see much less traffic than higher classification roads, road users will need to be vigilant due to their narrower widths and mixed use environments. Urban areas will often be shared with children, pedestrians and cyclists. Some of these routes will serve to get freight from rural properties to main roads so users should expect to encounter large trucks. In certain cases, roads will be single lane and opposing traffic will need to cooperate to share the road space. Rural environments will likely be dark at night without any streetlighting. Weather events may make routes unavailable and the use of low volume access roads will be restored once all higher priority roads have been attended to. Direct access to properties and connectivity to the wider network is the primary purpose of these roads. Amenity Aesthetics & These roads will typically offer the lowest level of comfort compared to all higher classifications. This classification could include rough roads and unsealed surfaces and may be bumpy. Reduced speeds may be required. Roadside amenity (vegetation, etc) will be maintained primarily for safety (ie: sightlines will be maintained and edgemarker posts will be visible if present) but otherwise the road corridor will reflect the surrounding landscape. FIGURE 23 ONRC LOW VOLUME ACCESS ROADS We have also introduced ONRC into our dtims modelling to ensure we are targeting investment in the right place at the right time to further enhance our maintenance and Forward Works Programmes. This approach focuses heavily on establishing the cost of service delivery for an asset against its functional purpose and whether there is a performance failure, or risk of one, under the ONRC, from influences such as asset demand and condition. June 2017 REV 1.0 Page 38

40 This detailed preliminary work has identified some issues with existing data and uncovered some potential service level gaps. These will be further detailed within our plan for transitioning to using the ONRC in all investment decision making for the NLTP. The first outputs from dtims that includes ONRC will be completed by the end of May WDC RESPONSE We have completed the ONRC categorisation of our roads and will align our roading hierarchy accordingly and continue to monitor and review the ONRC as appropriate to ensure accuracy. We will align our levels of service for each road classification with the ONRC guidelines. We have developed and implemented an achievable Transition Plan to the ONRC performance framework. We will implement an outcomes-focussed approach to roading management. Maintenance activities will be reviewed and planned to ensure efficient delivery of ONRC level of service for the category of road. The maintenance activity will recognise the road s future renewal programme and identify and act on opportunities for preventative maintenance to defer expensive planned renewal treatments where possible, while minimising the increased risk of failure. Maintenance activity will respond to changing route purposes where necessary, for example if dairy land use changes create the need for stronger road pavements and more resilient access for tankers. We will continue to review our investment to ensure it is effective, efficient, and affordable. June 2017 REV 1.0 Page 39

41 3 Programme Business Case - Our Response The Progamme Case What challenges and opportunities are we responding to and what investment is needed? i.e selecting the right things to do, implementing them in the right way, at the right time and for the right price. We have used the ONRC outcomes to categorise our proposed work programmes to deliver the customer service level outcomes. Our priority of investment is to make sure service level gaps are not significant, enabling opportunities for economic growth, improving safety, and we are using the outcomes and efficiency measures to deliver value for money. 3.1 Safety Improvements Community Road Safety Activities We intend to increase investment in this programme to give effect to the national Safer Systems and the Safer Journeys Strategy. Our goal is to reduce fatal and serious injuries with a view to eliminating them in the long term (25years). The benefits of the programme are demonstrated by the continued trend in reduced serious injuries on our network, figure 6 above. The trend in fatal injuries is increasing and Council will be working hard to reverse that trend. From an ONRC perspective, the increase relates to Secondary Collectors and Low Volume roads. Road Safety programmes cover state highways and local roads Seal Widening We will continue to carry out targeted seal widening at locations prioritised by ONRC and the Roading Network Plan where there is a high risk of head-on crashes due to the narrow carriageway and the increased volume of heavy vehicle and over width vehicle traffic on low volume rural roads. There is additional benefit sought in reducing whole of life costs associated with increased deterioration. This investment will also reduce the reactive maintenance costs associated with edge break on these carriageways. We will be undertaking detailed assessment of high risk locations, as identified both by the ONRC performance measures and utilising the Roading Network Plan Minor Improvements Council has included the seal widening budget into minor improvements. The programme of works is based on projects identified through a risk assessment process, known as the Safety Deficiency Database. Safety deficiencies are identified by the roading team and or the contractor and prioritised in terms of likelihood and consequence to the customer s safety. Safety improvements to Danseys Pass are included in the programme along with walking and cycling projects and other small projects. Tourist carparks for visiting drivers have also been included. This is a growth area for Waitaki and there is a requirement for the appropriate tourist infrastructure within the roading network. 3.2 Resilience Improvements Rural Resilience Waitaki project The resilience of our rural network has been considerably challenged by severe wet weather events experienced over 6 years from 2008 to 2014 ($5.6M in emergency works). Council, with some assistance from NZTA, has completed this project at a cost of $1.89M to better maintain and upgrade drainage in the rural network identified from mapping road closures and events that have migrated across parts of the network. This investment has made a considerable contribution to: (a) reducing the likelihood of lost journeys due to route closure; (b) reducing the risks of flood damage and the associated costs of emergency rehabilitation; (c) reducing our pavement maintenance and renewal expenditure by reducing the rate of pavement deterioration due to water ingress into the pavement. June 2017 REV 1.0 Page 40

42 This one-off project enhances our economic growth and productivity objectives by responding to the increasing demands on our rural road network due to land use changes and the increase in heavy commercial vehicles volumes, particularly 50MAX and HPMV. With the implementation and completion of stage 2 of the North Otago Irrigation Scheme, it is essential that we make the roading network as resilient as possible to ensure excess irrigation water is kept away from roads and pavements River Training The Kakanui River (at Fuchsia Creek Road) and Kaura River (at Kakanui Valley Road) have both altered paths as a result of flood events. This presents a significant threat to roading and bridge infrastructure that could result in resilience issues (loss of journeys) and potentially costly reinstatement. We intend to evaluate the case for retraining the rivers back to their pre-flood alignment to ensure the assets are protected and access is maintained to approximately 15,000 hectares of highly productive land. This route connects the top and bottom halves of the Kakanui Valley and is critical for economic development in the area. We have a global consent in place for the Waitaki District and completed preventive maintenance in the Kaura River in 2014/15. The river has reverted to its original position so requires more work Small bridge replacements Where possible, Council has replaced small wooden bridges that are posted or feeding single landowner access with concrete culverts or other proprietary products eg concrete wash over pads that provide more affordable options and reduce whole of life costs without reducing level of service other than where access might be affected during a weather event Unsealed roading network Council has increased the unsealed metalling budget significantly over the last 10 years, not only for wearing course replacement but also for strengthening of the pavement. Many of the unsealed roads have been sufficiently strengthened to allow Class 1, 50Max and HPMV traffic however there are locations in the network which are still prone to failure, particularly in wet weather Aggregate resources Council is exploring the option to own their own land and quarries for resourcing of aggregates. Affordable metalling aggregates for the unsealed road network are becoming scarce and Council finds itself reliant on the incumbent roading maintenance contractor to assist in the procurement of aggregates within a 25km radius of sites to be renewed. 3.3 Efficiency Improvements Rural Resilience Project This is now complete but we will continue to provide efficiency improvements by minimising the risks of flood damage, the associated costs of emergency reinstatement and reducing the rate of pavement deterioration Streetlighting LED upgrade Along with NZTA, we have invested over $1m in 2016/17 and 2017/18 to upgrade our existing High Pressure Sodium streetlights to LED technology. This investment, which is also supported by the Energy Efficiency and Conservation Authority (EECA), will deliver savings on the costs of electricity, maintenance and renewals without compromising light levels for customer s safety or amenity. The cost efficiency of this project has been further enhanced with Waitaki being the lead in Otago/Southland with procurement and collaboration with NZTA-HNO and Southland District Council. Supply of lights may well extend to other Otago/Southland Councils Roading Network Plan We have created a Roading Network Plan as a collaborative project with Central Otago District and Dunedin City Councils. This provides a GIS based economic model that identifies the primary purpose of each road in our network. It links to the One Network Road Classification project and will be a powerful tool for improving our network investment decision making. The collaborative approach has reduced the costs for each party, June 2017 REV 1.0 Page 41

43 has led to better understanding of each other s network (and our own), and has provided a consistent approach to classifying roads across the three networks Collaboration in Asset Management Delivery A business case was developed in 2014 to evaluate the opportunity to collaborate with Dunedin City in aspects of our asset management functions with the intention of delivering services more efficiently and reducing our reliance and expenditure on consultants. The business case found the preferred option was to relocate the majority of asset management services to Dunedin. This proposal was ultimately rejected by Waitaki s Councillors who believed that the asset management services should remain in Oamaru. They believed the better approach was to strengthen our team to take care of succession vulnerabilities etc which has been completed. Since then, Council has employed a fully accredited tender evaluator with one in training In-house RAMM maintenance and updates Since July 2015, Council has been maintaining and looking after RAMM in-house. This has proved really efficient in terms of savings as well as the improved maintenance and accuracy of data. The traffic estimation tool is an example where RSL Limited has helped and assisted to set up this properly. Traffic count data is imported into RAMM populating all tables rather than being manually input. Localised user groups have been set up with neighbouring councils to enable collaboration to occur Unsealed metalling performance driven over cyclic. We have adopted a performance driven approach to maintaining our unsealed network in place of the previous cyclic programme. This has reduced the whole of life costs by targeting renewals metalling to the right place at the right time. To achieve this, the grader has a walk and roll on the back which gives instant compaction to the carriageway surface. There has been a minimal impact on customer levels of service outcomes there has been unexpected criticism from customers that we are not using the same old Unsealed metalling aggregate To manage aggregate costs, we target the use of local aggregate (within 15kms of the road site) by working closely with land owners with existing sources of high quality material. This has significantly reduced the costs of the aggregate and of transport when compared to using normal commercial quarry sources and materials. This has been so successful that some landowners have contributed aggregate resource to the roading network. Local agricultural contractors have also been talking to council officers about initiatives to strengthen unsealed roads by using their powerful new stabilising machines that can do the width of the road in 2 passes Unsealed intersections Unsealed intersections prove to be problematic with corrugations. Not only trucks but some of the bigger utes nowadays are more powerful and so there is a lot of braking and accelerating happening. Some of the intersections have been sealed but for other low volume roads, our contractor has blended clay into rotten rock. The use of this blend has been very successful in that it reduces the amount of corrugations and the amount of customer requests that are received Use of coldmix asphalt Our contractor is using coldmix asphalt for temporary repairs of potholes so that their approach to long term repairs is more structured and efficient. Coldmix asphalt has also been used as pre-levelling for reseals and this has proved quite cost effective with good results Increase in traffic count programme Council will increase the size of the traffic count programme; rising from 250 counts per year to 350 counts per year. This will allow for an accelerated programme that will improve the accuracy of the traffic estimation tool used in RAMM and for the next moderation of One Network Road Classifications. All counts are full classification with intelligent data output. June 2017 REV 1.0 Page 42

44 Vegetation Maintenance The sight line corridor is critical to ensure customer safety by allowing an unobstructed view of oncoming hazards from a distance that allows safe stopping whilst travelling at or near the posted speed in wet conditions. We are proactively engaging with roadside adjacent landowners to manage their own vegetation where it encroaches into the sight line boundaries. This improves our efficiency by reducing our vegetation control costs. We have also reintroduced spraying of shoulders instead of roadside mowing. This allows the contractor to be more proactive in terms of shoulder maintenance, has allowed storm water to run off the road more quickly and has been cost effective. As a result of this initiative, we have also introduced a shoulder strengthening programme on some of our narrow roads which has allowed heavy transport operators to drive on the shoulder with ease. This has provided benefits as a bypass for State Highway resilience in the event of crashes or road closures Renewals Programme Optimisation We will optimise our renewals programme based on dtims modelling which now incorporates ONRC. Treatment selection is also used as a tool to support the modelling. The robustness, efficiency and effectiveness of this refined programme has been confirmed by a RAPT Review carried out in collaboration with NZTA and our neighbouring practitioners. Our renewals programme will also take into account implementation of the ONRC and the outputs of our Roading Network Plan (that has being created in collaboration with Central Otago District and Dunedin City). This will ensure our work is targeted to the right places, right time and right treatment to achieve the objectives of the GPS, i.e. promoting economic growth & productivity, road safety, and delivering value for money Bridge Maintenance Programme We have a robust programme of bridge inspections and have procured a more competitive supplier for the physical works that should deliver improved value for money and cost efficiencies of 10-20% p.a. The savings gained are been used to complete and accelerate bridge maintenance and work that has not previously been possible. We expect to see a resultant increase in the level of customer satisfaction on our bridge network Roadmarking Our roadmarking contract has been renewed in 2015/16 and levels of service implemented consistent with ONRC classifications. Improved data collection will ensure value for money is optimised for future contracts. 3.4 Accessibility Improvements Bridge Renewal Programme We have implemented a programme of recycling bridge timbers to keep costs down while maintaining land access for productive purposes and have reviewed and reduced the number of posted bridges. We have a robust maintenance schedule for our bridges and a 30 year bridge renewal strategy in place to ensure that we meet and improve the transport needs of our district Kakanui Point Bridge The Kakanui Point bridge was built in 1899 so that makes it 118 years old and is reaching the age of retirement. The bridge is protected by Heritage New Zealand. It is 160m in length, provides one lane for vehicle traffic with a walkway on the south side of the bridge. It is mainly built with hard wood timbers and provides a link between the south and north parts of the Kakanui township. It has been posted for speed, down to 10km/hr, for over 20 years and within the last year has been posted down to 70% weight as well. A significant amount of investment has gone into the bridge over the years and Council now wants to look at options for strengthening or replacement to full Class 1. Council has discussed the point of entry with NZTA and is undertaking a business case to determine the best options. Whatever the option is, whether strengthening or replacement, construction is likely to be in the RLTP. Design is included in 2019/20 of the RLTP so that when it is prioritised for construction, it will be ready to go. June 2017 REV 1.0 Page 43

45 3.4.3 Moeraki Lonely Planet has named Moeraki Boulders as one of New Zealand s top tourist attractions so a surge in tourism is expected in that area. Council will undertake a business case to identify options for accessibility to the Moeraki Boulders, as well as the lighthouse. An outcome is likely to be the widening of Tenby Street to provide a safe tourist route as well as improved accessibility to the Moeraki Township Waianakarua Road Re-alignment Waianakarua Road has been reduced to one lane traffic as a result of a slip above the Waianakarua River. This has been in place for a number of years and there is no immediate threat of further slippage. Regular use by heavy vehicles other than by Fonterra milk tankers is considered to be low. As a result, the project covers the design and construction of a road realignment away from the Waianakarua River. We currently have good stormwater controls in place and the situation is being monitored. This project will be amended to a small realignment in line with the ONRC classification of the route. Land has been purchased adjacent to the slip to permit the road to be realigned Coastal Roading (Rural) Council have agreed to fund $50,000 per year in unsubsidised preventive protection works to give effect to their Coastal Roads Strategy. This will apply to the lengths of Beach Road and Waianakarua Road Coastal Roading (Urban) Through the LTP process Council will allocate $50,000 per year in unsubsidised preventive protection works. This will apply to the roads in Oamaru that are affected by coastal erosion Holcim Roading Improvements These projects will be included in Council s minor Improvements programme so that if and when Holcim proceed with their $450M cement plant, all projects will already be completed. At this stage, the project is unlikely to occur as the resource consent has lapsed but it may well go ahead in the future. As an indicator to the chance of this project going ahead, Holcim have completed an upgrade in the port of Timaru as part of their ongoing operations Walking and Cycling We intend to prepare a business case to evaluate the case to invest in improving customer modal options for the key commuter journey between Oamaru and the Pukeuri meat works, 4km north of Oamaru on State Highway 1. WDC and NZTA Highway Network Operations have agreed in principle to a collaborative approach that will see HNO funding the majority of cost and council responsible for delivery. This plan is a variation from the historically planned cycleway along the rail corridor which proved to be more expensive. The current option is estimated to cost approximately $600,000. In addition there are two other walking and cycling tracks in Oamaru that Council would like to complete as part of our minor improvement program; Oamaru Creek through to Orwell Street to join with the existing cycleway to Waitaki Boys High School. The other track will be up Buckleys Hill on Redcastle Road to Reservoir and Ardgowan Roads. 3.5 Amenity Improvements Harbourside Projects This project improves accessibility and safety to the Historic Precinct redevelopment. Council will develop a business case to ensure that any upgrades are completed ensuring value for money. Upgrades will be completed as part of the minor improvements programme Reconstruction of Itchen Street This length of road from Thames Street to Tyne Street is a hub for tourists and tourist buses. Tourist buses park on the north side of the road. Tourists then have easy access to the Information Centre and public toilets. It also provides vehicle and pedestrian access to the Victorian Precinct. June 2017 REV 1.0 Page 44

46 3.6 Travel Time Reliability Improvement Customer Communications We released a smartphone app a few years ago and enhanced the process for web updates to improve communications with customers during extreme weather events or in other instances when travel times are delayed. This enables customers to mitigate travel delays by altering or rescheduling their journey plans. In addition to providing local road information, the smartphone app provides a link to State Highways information, to support the one network approach. Council also promotes the use of this app which also improves the efficiency of WDC staff to respond to customer and performance issues on the network. 4 Improvement Plan Improvements to ONRC and asset management that Council will undertake; continue with implementation and improvement of One Network Road Classification continue with improvement in asset management; Council has recently had an AMP compliance exercise completed and full improvement plan will be enhancement of features in RAMM to provide further efficiencies for Roading Unit upskilling and professional development of Roading Unit staff 5 Financial Case The 2018/21 budgets are subject to change by WDC and NZTA, as they undertake their processes to confirm which projects will and will not proceed in the RLTP. The amounts are correct as at May 2017 prior to consultation at the end of June. Final budgets are expected to be confirmed in July 2017 once Council considers submissions. The full 10 years of data will be available as the WDC LTP is further developed and approved in June 2017 REV 1.0 Page 45

47 TABLE 4 DETAILED RLTP Work Programme NZTA W/C Project Description 2018/ / /21 Grand Total Transport Planning 3 4 Transport Planning Project Programme Business Case 71,370 72,725 74, , ,000 30, ,000 Transport Planning Total 291, ,725 74, , Sealed pavement maintenance Unsealed pavement maintenance Routine drainage maintenance 1,349,287 1,391,115 1,434,240 4,174, , , ,043 1,510, , , ,054 1,245, Street Sweeping 17,300 17,836 18,389 53,526 Maintenance and Operation of Local Roads 114 Structures maintenance 225, , , , Environmental maintenance Traffic services maintenance 311, , , , , , ,555 1,206,645 Maintenance and operation of local roads Demand Management and Community Outcomes 124 Cycle path maintenance 11,220 11,568 11,926 34, Level crossing warning devices Network and Asset Management 30,000 30,930 31,889 92,819 1,492,848 1,539,126 1,586,839 4,618,813 4,717,654 4,863,901 5,014,682 14,596, Community Outcomes 75,000 75,000 75, ,000 Demand Management and Community Outcomes Total 75,000 75,000 75, ,000 Renewals of Local Roads 211 Unsealed Road Metalling 652, , ,051 2,017, Resurfacing 1,625,000 1,675,375 1,727,312 5,027,687 Surface Water Channels 213 -Includes Culverts and K&C and all Water 478, , ,127 1,481,918 Tables. 214 Pavement Rehabilitation 1,400,000 1,443,400 1,488,145 4,331, Structure Component Replacements 340, , ,407 1,051,947 Signposts and Rails 51,286 52,876 54, ,677 Streetlighting 100, , , ,396 Renewals of Local Roads Total 4,647,257 4,791,322 4,939,853 14,378,432 New and Improved Infrastructure for Local Roads 322 Kakanui Point bridge renewal - design 500, ,000 June 2017 REV 1.0 Page 46

48 341 Minor Improvements - small projects 100, , , , Seal Widening 500, , ,000 1,500, Seal Widening Tenby Street Road Reconstruction Itchen Street Harbourside Roading Improvements 2020/21 Severn Street retaining wall Danseys Pass Safety Improvements Lighthouse Road upgrade Tourist carparks - visiting drivers 100, , , , , , , , , , , ,300, , , , ,000 New and Improved Infrastructure for Local Roads Total 1,733,000 2,250,000 1,350,000 5,333,000 Walking and Cycling Facilities 341 ( to be completed as MIP) Walking and Cycling Humber Street Walking and Cycling Redcastle & Ardgowan Roads 2020/21 Walking and Cycling Oamaru to Pukeuri , , ,322 Walking and Cycling Facilities Total Resilience improvements 351 Waianakarua Road realignment 100, ,000 River Training 170, ,000 Resilience improvements Total 170, , ,000 GRAND TOTAL 11,634,281 12,512,948 12,565,037 36,712,267 June 2017 REV 1.0 Page 47

49 PART B Non-Financially Assisted Activities A brief overview of non-financially assisted activities is included below. Overview This covers new roading related capital within each of the townships eg town centre works which may be included within the road maintenance contract or as Non-Financially Assisted Activities This covers roading related maintenance in the Waitaki District eg pest plants, footpath and carpark maintenance, road legalisation, extent of network issues and non-financially assisted retaining walls. There is also a nominal amount in targeted maintenance for the continued road maintenance of Haven Street. Footpath inspections and maintenance are included in the roading maintenance contract Footpath resurfacing is completed annually in a separate contract Carpark inspections and maintenance are also included in the roading maintenance contract Pest Plants ie gorse and broom are included in the roading maintenance contract Road Legalisation is completed as required There is a small retaining wall budget that is used in non-financially assisted areas as appropriate 6 Financial Case Work Programme Project Description 2018/ / /21 Grand Total Duntroon $1,500 $1,500 $1,500 $4,500 Amenity Activities Total Hampden $31,224 $31,224 $31,224 $93,672 Herbert $1,500 $1,500 $1,500 $4,500 Kakanui $5,000 $5,000 $5,000 $15,000 Kurow $17,600 $17,600 $17,600 $52,800 Maheno $1,500 $1,500 $1,500 $4,500 Moeraki $5,000 $5,000 $5,000 $15,000 Oamaru $36,877 $36,712 $36,712 $110,301 Ohau $3,000 $3,000 $3,000 $9,000 Omarama $11,000 $11,000 $11,000 $33,000 Otematata $25,354 $23,354 $23,354 $72,062 Palmerston $30,000 $30,000 $30,000 $90,000 Shag Point $1,500 $1,500 $1,500 $4,500 Weston $16,000 $16,000 $16,000 $48,000 Amenity Activities Total $187,055 $184,890 $184,890 $556,835 Maintenance Activities Pest Plants $55,600 $57,324 $59,101 $172,024 Retaining Structure Maintenance $21,100 $21,754 $22,428 $65,283 Rural General & Extent of Network $30,900 $31,858 $32,845 $95,603 Targeted Maintenance $12,400 $12,784 $13,181 $38,365 Carpark Maintenance $55,300 $57,014 $58,782 $171,096 Footpath Maintenance $193,500 $199,499 $205,683 $598,681 Road Legalisation $40,000 $41,240 $42,518 $123,758 June 2017 REV 1.0 Page 48

50 Coastal Erosion $50,000 $51,550 $53,148 $154,698 Maintenance Activities Total $458,800 $473,023 $487,687 $1,419,509 Renewal Activities Footpath Renewals $375,000 $386,625 $398,610 $1,160,235 Carpark Renewals $30,000 $30,930 $31,889 $92,819 Renewal Activities Total $405,000 $417,555 $430,499 $1,253,054 Township Activities Ahuriri $88,914 $91,670 $94,512 $275,096 Corriedale $57,029 $58,797 $60,620 $176,446 Oamaru & Weston $293,794 $302,902 $312,292 $908,987 Waihemo $122,367 $126,160 $130,071 $378,599 Township Activities Total $562,104 $579,529 $597,495 $1,739,128 GRAND TOTAL $1,612,959 $1,654,997 $1,700,570 $4,968,526 Appendices to PART A Appendix 1 ONRC Standard Performance Report (to be included for public consultation) Appendix 2 Road Safety Action Plan Appendix 3 - Procurement Strategy and capability of the organisation to act as a smart buyer Appendix 3 - Self-assessment of the programme owner s current procurement capability - REG procurement self-assessment template Appendix 4 - NZTA encourages programme owners to identify opportunities to deliver efficiencies eg through collaboration. NZTA encourages completion of self-assessment of anticipated future capability Appendix 5 - Self-assessment of cost of delivery and how both costs and customer levels of service are achieved against their peers Appendix 6 - Self-assessment of the organisation s asset management capability through the use of International Infrastructure Management Manual questionnaire or other recognised methodology eg ISO Appendix procedural audit Appendix technical audit The draft IAF requires that the following documents be included with the business case. The procedural and technical audits will also be added. Notes Appendix 1 will be included for public consultation Appendices 2-8 are going to be included in the business case review with NZTA P&I. June 2017 REV 1.0 Page 49

51 Appendix 1 Waitaki District Council ONRC Summary Report The One Network Road Classification (ONRC) is a new system for measuring and classifying the condition on New Zealand s roads. The ONRC has been jointly developed by the New Zealand Transport Agency (NZTA) and Local Government New Zealand (LGNZ) as a tool for moving to a consistent Level of Service experience by customers as they travel throughout the country. The One Network Road classification (ONRC) divides New Zealand s roads into categories: National ± link major population centres and transport hubs Regional ± major connectors between and within regions, often public transport routes Arterial ± link regionally significant places and industries Primary Collector - link significant local populations and industries Secondary Collector ± provide secondary routes, can be the only route to some places Access ± small roads facilitating daily activities Access (Low Volume) Please note: categories are not shown if there are no road sections in that category on the network. For the following measures, comparisons have been made within peer groups. Waitaki District Council is compared with councils from the Rural Districts peer group. This peer group contained Ashburton District Council, Carterton District Council, Central Hawke's Bay District Council, Central Otago District Council, Clutha District Council, Far North District Council, Gore District Council, Hurunui District Council, Kaipara, MacKenzie District Council, Manawatu District Council, Otorohanga District Council, Rangitikei District Council, Ruapehu District Council, Selwyn DC, South Taranaki District Council, South Wairarapa District Council, Southland District Council, Stratford District Council, Tararua District Council, Waikato District Council, Waimate District Council, Wairoa District Council, Waitomo District Council. June 2017 REV 1.0 Page 50

52 Network Characteristics ONRC Category Urban (Km) Rural (Km) TOTAL LENGTH (Km) Urban Journeys Rural Journeys ANNUAL TOTAL JOURNEYS TRAVELLED (M Veh Km) Primary Collector Secondary Collector Access Low Volume TOTAL NETWORK 172 1,641 1, Table 1: Network Statistics for network length (km) and journeys travelled (Million vehicle km) by ONRC Class - Sourced from ONRC performance measures reporting tool Figure 1: Network Percentage Length and Journeys Travelled - Sourced from ONRC performance measures reporting tool Figure 2: Sealed v Unsealed - Sourced from ONRC performance measures reporting tool What am I looking for? The data details the road network length and number of journeys by ONRC category. Journeys travelled are measured by multiplying the volume of traffic on a road by its length. This shows where most customer journeys are made. Primary collector routes make up only 0% of the network by length but carry 9% of the amount of travel undertaken in the district due to the higher traffic volumes. June 2017 REV 1.0 Page 51

53 Safety Customer Outcome 1: number of serious injuries and fatalities (DSI) Key Questions: Are injury numbers trending up or down or trending differently within any classification? Figure 3: Serious injuries and fatalities (DSI) by ONRC category - Sourced from ONRC performance measures reporting tool Note that there are no arterials in the Waitaki District as shown by the Network Characteristics above June 2017 REV 1.0 Page 52

54 Customer Outcome 2: collective risk (serious injuries and fatalities (DSI) per km of road) Collective Risk is a measure of the total number of Serious injuries and fatalities (DSI) per km over a section of road. Personal Risk is a measure of the danger to each individual using the road being assessed. These risk ratings were devised by the New Zealand Road Assessment Programme (KiwiRAP ± a partnership between the Automobile Association, NZ Transport Agency, Ministry of Transport, ACC and NZ Police.) Key Question: Are the collective risk ratings at the low end or high end? How does The Waitaki network compare with its peers, the region and nationally? Figure 4: Serious injuries and fatalities (DSI) per km of road by ONRC category (low/medium ratings per KiwiRAP) - Sourced from ONRC performance measures reporting too Note that there are no arterials in the Waitaki District as shown by the Network Characteristics above June 2017 REV 1.0 Page 53

55 Safety Customer Outcome 3 - Personal Risk Key Question: Are personal risk ratings at the low end or high end? How does the Waitaki network compare with its peers, the region and nationally? Figure 5: Serious injuries and fatalities (DSI) per 100 Million vehicle km by ONRC category (Low/medium/high ratings per KiwiRAP) - Sourced from ONRC performance measures reporting tool Note that there are no arterials in the Waitaki District as shown by the Network Characteristics above June 2017 REV 1.0 Page 54

56 Amenity Amenity Customer Outcome 1 - Smooth Travel Exposure (STE) Key Question: How does the Waitaki network compare nationally and against its peer group? Figure 6: Smooth Travel Exposure by ONRC category (Higher percentage indicates smoother roads) - Sourced from ONRC performance measures reporting tool June 2017 REV 1.0 Page 55

57 Amenity Customer Outcome 2 - Peak Roughness Key Question: How does the Waitaki network compare nationally and against its peer group? Figure 7: Peak Roughness - Urban - Sourced from ONRC performance measures reporting tool June 2017 REV 1.0 Page 56

58 Figure 8: Peak Roughness - Rural - Sourced from ONRC performance measures reporting tool June 2017 REV 1.0 Page 57

59 Cost Efficiency Percentage of network surfacing renewed annually Key Question: How much of Waitaki s sealed network renewing each year in comparison with others? Figure 9: Annual surfacing renewal & pavement renewal percentage - Sourced from NZ Transport Agency TIO annual achievement figures June 2017 REV 1.0 Page 58

60 Cost Efficiency 2 & 3 - Sealed road maintenance Key Question: How does the cost of maintaining Waitaki s sealed road network compare to others? Figure 10: Sealed road maintenance costs per kilometre - Sourced from NZ Transport Agency TIO Work Category funding reports June 2017 REV 1.0 Page 59

61 Cost Efficiency 4 - Unsealed road maintenance Key Question: How does the cost of maintaining Waitaki s unsealed road network compare to others? Figure 11: Unsealed road maintenance costs per kilometre - Sourced from NZ Transport Agency TIO Work Category funding reports June 2017 REV 1.0 Page 60

62 Cost Efficiency EEM5 - Overall Network Cost (Excluding Emergency Works) Key Question: How does the Overall network cost compare to others? Figure 12: Overall network cost (excluding emergency works) per kilometre - Sourced from NZ Transport Agency TIO Work Category funding reports June 2017 REV 1.0 Page 61