strategic case - gisborne district · v1.1 3 may 2015 update post selwyn blackmore review v2 5 may...

Strategic Case

Strategic Assessment and Funding Application to proceed to Programme and Indicative

Business Cases’

Gisborne Strategic Case

Approval

PREPARED BY: REVIEWED BY: ENDORSED BY: ENDORSED BY: ENDORSED BY

Simon Barnett /

Dave Hadfield

Tony Brennand &

Selwyn Blackmore

Napier RMT

Tairāwhiti Roads

Gisborne District

Council

Colin Goble NZTA

Project Team

Manager

NZTA /

General Manager

Tairāwhiti Roads

Principal

Transport

Outcome Planner

Network

Outcomes /

Transport

Planning Manager

Central Region

Napier RMT

Tairāwhiti Roads

RMT

Gisborne

Technical

Advisory Group

P&I Regional Case

Manager

Value Assurance

Committee

PROJECT TEAM MANAGER

NZTA /

GENERAL MANAGER

TAIRĀWHITI ROADS

PRINCIPAL TRANSPORT

OUTCOME PLANNER

NETWORK OUTCOMES

PROPOSAL SPONSOR P&I CASE MANAGER HIGHWAY AND NETWORK

OPERATIONS

28 OCT 2014 5 MAY 2015 18 MAY 2015 18 JUNE 2015 25 JUNE 2015

Revision Status*

REVISION NUMBER: IMPLEMENTATION DATE: SUMMARY OF REVISION

v0.1 28 October 2014 Benefits Map added and watermark for release

V0.2 4 February 2015 Reconfigured

V1.0 8 April 2015 Updated post: RMT GDC, Tairāwhiti Roads

V1.1 3 May 2015 Update post Selwyn Blackmore review

V2 5 May 2015 Update post Tony Brennand review

V2 1 July 2015 VAC Approvals added

Delete Revision Status Table on production of final version

Template Version

REVISION NUMBER: IMPLEMENTATION DATE: SUMMARY OF REVISION

1.1 23 July 2013 2nd

Release – New section on KPI’s (§3.3)

Contents

Executive Summary: The case for change and the need for investment ....................................... 3

PART A – THE STRATEGIC CASE ....................................................................................................... 5

1 Introduction .................................................................................................................................... 5

1.1 The problems and consequences of not solving them ........................................................... 5

2 Partners and Key Stakeholders .................................................................................................... 8

2.1 Partners ................................................................................................................................... 8

3 Strategic Assessment - Outlining the Need for Investment .................................................... 10

3.1 Defining the problem and Status of Evidence Base.............................................................. 10

3.2 The Benefits of Investment ................................................................................................... 13

4 Strategic Context ......................................................................................................................... 14

4.2 Organisational Overview ....................................................................................................... 15

4.3 Organisational Outcomes, Impacts and Objectives .............................................................. 20

4.4 Alignment to Existing Strategies/Organisational Goals ........................................................ 20

4.5 Miss-alignment to Existing Strategies/Organisational Goals ................................................ 20

5 Anticipated Strategic Fit & Effectiveness ................................................................................. 20

5.1 Assessment Profile Assessment ‘H’, ‘M’, ‘_’ Priority 4 .......................................................... 20

APPENDIX 1 - Investment Logic Map ................................................................................................ 22

APPENDIX 2 – Benefits Map .............................................................................................................. 23

Appendix 3: Background Information ............................................................................................... 25

5.2 Background story .................................................................................................................. 25

5.3 Central Freight Story (Freight Stakeholders) ........................................................................ 25

5.4 Evidence Supporting the ‘Status’ of the Evidence ................................................................ 27

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Executive Summary: The case for change and the need for investment

This report presents a Strategic Case for the development of the Gisborne Roading Network, both

Local and State Highway.

The development of a unified approach is especially important with the formation of Tairāwhiti Roads

and the strategic direction setting that is evolving out of the close working relationship we have with

Gisborne District Council.

The State Highway Network being the transport spine connecting the region to the south, north and

west, and the local roading network being the connections thereto that are required to support growth

patterns and access to Eastland Port.

It is widely recognised that regional issues and priorities would not meet the funding criteria if ranked

nationally for investment from the NLTP (i.e. National funds).

It is important that Regional funds are targeted correctly to ensure that Gisborne enjoys the best

return it can get for those finite ‘R’ dollars. By developing a programme business case the Gisborne

region will be able to demonstrate that projects promoted are part of a programme of work and not

isolated interventions. The PBC will be able to demonstrate to P&I that the region understands what

priorities are in the region and ensuring decisions around funding are transparent and clear.

In addition, the region will have a priority list of projects that can be valued in the National Perspective,

trigger points for intervention and regional confidence that a fair programme of work is in place

(subject to meeting funding criteria). This will lead to business confidence and journeys that are

‘protected’, as far as they can be.

Status of evidence

At this time there is little hard information associated with the conflict between modes in the Urban

Area, especially between the Central Business District and the access to Eastland Port. Only anecdotal

reporting and NZTA site observations exist. A more robust assessment of risk regarding the conflict

between freight and vulnerable road users will be established during the development of the

Programme Business Case

The challenging network geometry and driver behavioural issues are considered to be factors in the

crash history.

Significant weather events have produced a history of road closure and degradation of the network. On

SH35 it is not uncommon to have 2-3 single lane sections on the State Highway at any one time. As of

May 2015 there is a 20m section of single lane carriageway that has been washed out for over 12

months and one drop out which is currently undergoing repair. Over the last 5 years the foundations

failed on one bridge which was subsequently closed for 2-3 days.

The volume of timber trucked through the Port gates from the State Highway (primarily Hirini Street

intersection) has escalated from 0.6M tonnes in 2000, to 2.0M tonnes in 2012). Traffic counts from

February 2013 show 657 truck movements (ADT) from the State Highway to the Port Gates. This

equates to 1 truck every 4.5 minutes and at peak times rising to 2.6 trucks per minute. The primary

intersection is on the edge of the Central Business District, next to the Gladstone River Bridge where

vulnerable road users mix.

The region has the potential to reach a sustainable timber harvest cut of 3.0M tonnes between 2020 -

2035 and to continue at this level for 30 years. The increase in truck volumes will exacerbate the

existing problem, considered to be significant for the region, and the Port has advised that it is already

looking at this issue.

Facilitated investment logic mapping (ILM) workshops, in early 2014, were undertaken with key

stakeholders to clearly identify the problems and the benefits of solving them. Key Stakeholders

included members of the Regional Transport Committee to ensure key community representation is

heard. Other participants included industry and Eastland Port. This resulted in the following problem

definitions:

Problem one: Conflict between active modes of transport and trucks results in increased personal

risk to active mode users’ 15%

Page | 4

Problem two: ‘Narrow seal, lack of passing opportunities and tight alignment contribute to higher

than normal incidents in rural areas of death and serious injury from loss of control’ 40%;

Problem three: The regions driver demographics are risk takers in their driving, and with the

maintenance of their vehicles, which contributes to a higher than normal regional accident rate’

5%*;

Problem four: Part of the network is not able to sustain the current or projected volume of freight

to the (Eastland) Port, which is further degrading the quality of the network infrastructure’ 10%;

Problem five: The network is susceptible to road closure and weather degradation leading to poor

road condition, excessive wear and tear on vehicles and resultant economic loss’ 30%.

The benefits of solving these problems were expressed as:

Benefit one: Reduced conflict between modes 30%;

Benefit two: More forgiving routes 15%;

Benefit three: Safer vehicle use 5%*;

Benefit four: An efficient and reliable network able to support just in time logistics particularly to

and from the Port 35%;

Benefit five: Economic loss reduced 15%.

Stakeholders consider that five strategic objectives are needed:

Safer vehicle use through driver education;

Remove conflict between modes;

Increase in the travel options that encourage people out of cars in the city;

Predictable consistent and reliable journey;

More resilient network to enable economic growth and productivity.

* Note: Problems with low weightings are not usually captured however; the ILM participants did not

wish to lose sight of problem three and saw an opportunity to work with other ‘partner groups’ such

as the police and the role of education in keeping drivers safe.

The ILM process has captured more issues than normally considered and this can be attributed to the

variety of core issues the region faces across the parent organisations.

Figure 1: Gisborne District – Strategic Corridors.

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PART A – THE STRATEGIC CASE

1 Introduction

This document is the Strategic Case (SC) for the ‘programme of work’ and is the essential

building block for future business cases that will evolve throughout the life of the programme.

It presents the strategic assessment and context for the proposed investment and the case for

change. It seeks approval to develop a programme of work and supports investing in the

development of new projects.

The decision makers are being asked to invest in delivering safety, economic, and resilience

benefits to support releasing the economic potential of the region through Eastland Port.

Background

State Highway Network: New Zealand Transport Agency (NZTA) manages its strategic

development whilst Tairāwhiti Roads manages its roading operation and maintenance.

Local Roads: Gisborne District Council manages its strategic development and Tairāwhiti

Roads manages its operation and maintenance.

The Investment Logic Mapping generated five problems and five benefit statements associated

with conflicts between road users, how the roading network constrains economic growth, the

crash rate, and the standard of driver behaviour and vehicle fleet.

All stakeholders support the need to develop and deliver projects that resolve the problems

and realise the benefits identified in the ILM workshops.

1.1 The problems and consequences of not solving them

Strategic Fit

The strategic problems: Five problem statements below were produced during the first two ILM

workshops (APPENDIX A & B):

Problem one: ‘Conflict between active modes of transport and trucks results in increased

personal risk to active mode users’ 15%

Problem two: ‘Narrow seal, lack of passing opportunities and tight alignment contribute

to higher than normal incidents in rural areas of death and serious injury from loss of

control’ 40%

Problem three: ‘The region’s driver demographic are risk takers in their driving and with

the maintenance of their vehicles, which contributes to a higher than normal regional

accident rate’ 5% *

Problem four: ‘Part of the network is not able to sustain the current or projected volume

of freight to the Port, which is further degrading the quality of the network

infrastructure’ 10%

Problem five: ‘The network is susceptible to road closure and weather degradation

leading to poor road condition, excessive wear and tear on vehicles and resultant

economic loss’ 30%

* Note: Problems with low weightings are not usually captured however; the ILM participants did not

wish to lose sight of problem three and saw an opportunity to work with other ‘partner groups’, such

as the police, and the role of education in keeping drivers safe.

The ILM process has captured more issues than normally considered and this can be attributed to the

variety of core issues the region faces across the parent organisations.

Page | 6

The strategic outcome we are looking to buy: A roading network that allows the economic potential

of the region to be reached safely. To that end our customers will enjoy a programme of work that will

work towards this “vision” outlined in the previous sentence for each corridor so that they can

experience the journey they need.

Geographical Scope of this Strategic Case and the Area of Influence: The area covering the

Gisborne Region and its connections to the Hawkes Bay and Bay of Plenty Regions via SH2 and SH35.

Fig 2: The area of influence: extends beyond the geographical boundary of the Gisborne Region

particularly through SH2 into both Hawkes Bay and the Bay of Plenty regions.

The Benefits of investing:

The benefits of investment, as agreed in the ILM process, are as follows:

Benefit one: Reduced conflict between modes 30%

Benefit two: More forgiving routes 15%

Benefit three: Safer vehicle use 5%

Benefit four: An efficient and reliable network able to support just in time logistics

particularly to and from the Port 35%

Benefit five: Economic loss reduced 15%

If our strategic problems are not resolved

Overview

The inefficiency in the Gisborne roading network does not initially compare with the congestion

suffered elsewhere in major cities.

However; the Ports on the East coast are constrained by the size of their wharfs and so produce has to

be moved from either distribution, handling centre or directly from source ‘just in time’. This poses a

significant logistic problem when ships must leave on time. Local inefficiencies at the intersection

with the State Highway, and poor supply chains, do make a difference to a ship that has to leave on

time.

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If the ship does not leave full, the attractiveness of the Port is curtailed and there is no contract for a

shipping line to come back.

The ‘tipping point’ is a moving target because an individual port's cargo potential is what attracts

shipping. The bigger ships need larger cargo exchanges; this has progressively seen fewer ship calls at

a number of NZ ports (witness the changing fortunes of New Plymouth, Wellington and Nelson ports).

To keep New Zealand thriving we need the Regions to be as productive as they can be.

The strategic problem of moving freight through the Port Gates from the State Highway is regionally

significant and directly links:

Problem four: ‘Part of the network is not able to sustain the current or projected volume of

freight to the Port, which is further degrading the quality of the network infrastructure’

to

Benefit four: An efficient and reliable network able to support just in time logistics

particularly to and from the Port

Produce has to get to the ship on time and it is at risk of doing so if access from the State Highway is

holding it up.

It is noted that Benefit four has been modified slightly from the original ILM map to reflect the context

of the discussions around which it was originally formed.

Statistics on increasing truck movements

The volume of timber trucked through the Port gates from the State Highway (primarily Hirini Street

intersection) has escalated from 0.6M tonnes in 2000 to 2.0M tonnes in 2012). Traffic counts from

Feb 2013 show 657 truck movements (ADT) from the State Highway to the Port Gates. This equates to

1 truck every 4.5 minutes and, at peak times, rising to 2.6 trucks per minute. The primary intersection

is on the edge of the Central Business District, next to the Gladstone River Bridge where vulnerable

road users mix.

The region has the potential to reach a sustainable timber harvest cut of 3.0M tonnes between 2020 -

2035 and to continue at this level for 30 years. The increase in truck volumes will exacerbate the

existing problem, considered to be significant for the region, and the Port has advised that it is already

looking at this issue.

If our strategic problems are not resolved, we will expect to have:

1. Exacerbated capacity constraints at the entrance to Eastland Port. As volumes increase egress

and access to the Port will become increasingly constrained with freight blocked at the

intersection with the State Highway on the edge of the CBD next to Gladstone Bridge.

Access and Egress: Through traffic takes priority resulting in delays for the movement of

freight and inefficiencies over the Gladstone Bridge and into the CBD.

Increasing costs for the freight journey to Eastland Port: We need to ensure the cost of travel

for any commodity does not significantly impact on its export market value whereby New

Zealand suffers economic loss. Stone fruit, timber and other such commodities have to get to

port on time.

This all means that the journey to ship is not as resilient, safe and efficient as it can be in line

with the commitment the Government Policy Statement has given to freight.

2. A region that does not have a fully integrated programme of work:

NZTA’s national safety programme is not implemented as part of a wider programme of

work. This means for example: Inefficiencies associated with speed reduction will not

have the opportunity to be balanced against efficiency gained elsewhere on the key

journey.

Increasing conflict between all users within the transport corridor, meaning the

increasingly hostile environment will continue to inhibit the delivery of GDC walking and

cycling policy/strategy. This is a particular concern in the urban area where progressive

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cities throughout the world are looking at, and delivering, ways to increase footfall and

increase economic activity.

3. The economic directives discussed in the East Coast economics potential study will not be fully

achieved.

4. A lost opportunity to enhance the tourist experience which equates to lost economic activity:

This is a focus between the Central Business District and the access to Eastland Port where the

urban design component can build upon the raw engineering solution to ensure value is

added.

5. A lost opportunity to coordinate education, enforcement and capital investment needed to

address the inherent problems associated with the ‘driver demographic and the condition of

their vehicles’ will be lost.

6. A network that is not as resilient as it could be resulting in a lower level of business

confidence.

Localised issues affecting the performance of the State Highway and local road network

1. The region’s topography affects the geometry of the network which does not give effect to

efficient journey times.

2. The region is subject to heavy rainfall events which impact on the efficiency and resilience of the

network.

3. Inherent geology and proximity of rivers to the network is the primary influencing factor on the

resilience of the network.

4. The limited storage capacity at Eastland Port, and the location of storage depots/inland that serve

Eastland Port, shape the travel patterns of the freight industry.

Stakeholder Agreement: The construction of this strategic case has been done with the support and

help of partners and key stakeholders who are in support of delivering a regional Business Case.

2 Partners and Key Stakeholders

Stakeholders were identified by NZTA and Gisborne District Council officers. The Chair of the

Regional Transport Committee and representatives from Eastland Port and industry were

invited and attended the first ILM workshop.

After the first workshop it was evident that a wider range of experience from all the

representatives of the Regional Transport Committee was needed. Moving forward the

technical officers will be able to focus on delivery as the Regional Transport Committee and

P&I are in full support of investing in the outcomes they have sponsored.

2.1 Partners:

2.1.1 Transport Agency

Vision: Creating transport solutions for a thriving New Zealand

The Transport Agency is committed to the safe and efficient operation of the State Highway

Network which includes delivering on its National Programme Business Case: Safer Journeys –

Delivering Safer Roads & Roadside Implementation.

NZTA are experts in their field with a perspective that considers the local State Highway

Network from a national perspective.

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2.1.2 Gisborne District Council

Vision of the regional land transport strategy:

“A transport system that contributes to Gisborne being a region people are proud to live

in, work in, and visit both now and in the future.”

Gisborne District Council officers bring the historical knowledge as well as roading, planning

and business development expertise to the table. It is a unitary authority with both regional

and territorial local authority responsibilities.

2.1.3 RTC Members

The members of the regional transport committee bring a strategic aspect to land transport

discussion. The elected members represent both planning and infrastructural interests. The

community members represent specific interests such as road safety, disabled mobility,

economic development, cultural interests and health.

2.1.4 Eastland Port

The Eastland Port is the central destination for logs within the District. Any delays on the local

or State Highway Networks can cause operational issues with the phasing of ships entering the

port.

The Transport Agencies Central Freight Story enforces the strategic importance of Eastland

Port.

Forestry supply chain

2.1.5 Cycling

The Gisborne cycling advisory group were invited to the workshops to cover this aspect of

transport delivery. While there is no specific organisation with a focus on pedestrians and

other non-motorised road users, equestrian, skateboarders etc. the Council has renamed the

walking and cycling network to “active transport network” to acknowledge other transport

modes.

2.1.6 Key Customers

The key impacts on the land transport network are generated by the growth of forestry.

Agriculture and fishing are also major industries in Gisborne.

2.1.7 Industry: Heavy Haulage Association (HHA)

The NZ Heavy Haulage Association is the national trade association for companies that

transport overweight and/or over-dimension loads.

A local owner operator with first-hand knowledge of the transport issues that impact on the

efficiency of freight movement within the region attended and in doing so represented

industry.

2.1.8 Central Freight Story (Freight Stakeholders)

A group of Stakeholders with an interest in freight have developed the Central Freight Story.

This informs this Strategic Case. The key information is summarised in Appendix 1.

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3 Strategic Assessment - Outlining the Need for

Investment

3.1 Defining the problem and Status of Evidence Base

A facilitated investment logic mapping workshop was held on 20 February 2014, with key

stakeholders to gain a better understanding of current issues and business needs. The

stakeholders identified and agreed the following four problem statements (APPENDIX 1 & 2):

Note: Please refer to Appendix 3 for more detailed information

Problem one

‘Conflict between active modes of transport and trucks results in increased personal risk

to active mode users’ 15%

This first problem focuses our attention on the personal safety risk associated with conflict

between modes, especially in the Urban Areas with an immediate focus between the Central

Business District and Eastland Port and along Ormond Road

At this time there is little hard information associated with the conflict between modes in the.

Only anecdotal reporting and NZTA site observations exist. A more robust assessment of risk

regarding the conflict between freight and vulnerable road users will have to be established

during the development of the Programme Business Case.

The Urban Cycleway Programme has identified the Gladstone Bridge as a candidate for

investment and Eastland Port has signalled the approach on the Gladstone Bridge as a ‘pinch

point’.

Ormond Road has been identified as a specific problem area with freight from the Poverty Bay

flats passing along this corridor to the processing area in the industrial subdivision. In

addition logging trucks use this residential route to access the Port from the Waimata Road

forests and beyond from SH2.

Gisborne District Councils Walking and Cycling Strategy (draft) will be released for public

consultation as part of the Long Term Plan. The review report recommends:

Prioritising a comprehensive active transport network for Gisborne city.

Focusing on active transport routes to get people to school and work safely with

recreation and tourism routes being secondary.

Problem two

Narrow seal, lack of passing opportunities and tight alignment, contribute to higher than

normal incidents in rural areas of death and serious injury from loss of control - 40%

This second problem draws our attention to the safety risk associated with the condition of

the pavement and the geometric layouts of the network.

2015 data from ‘Crash Analysis System’ (CAS) for the Gisborne Rural network (Local and SH)

shows (67%) of crashes involve loss of control/head on. 18% of crashes involve road factors

and 36% poor handling. Statistical Summary of Territorial Authorities in New Zealand, May

2014, tells us that 92% of all fatal and serious accidents on the SH network involve a Car, SUV

or motorbike.

More detailed information is provided in Appendix 3.

Page | 11

Problem Three

‘The regions driver demographic are risk takers in their driving and with the

maintenance of their vehicles, which contributes to a higher than normal regional

accident rate 5%’

This third problem draws our attention to the safety risk associated with the ‘driver

demographic and the condition of their vehicles’.

Evidence from Statistical Summary Territorial Authorities in New Zealand shows that the

Gisborne region accounts for:

2.5 percent of national serious trauma from crashes involving excess alcohol and/or

drugs, and

1.8 percent of the national serious trauma from crashes involving speed too fast for

conditions.

More information on these factors is available in Appendix 3.

Gisborne region accounts for 2.5 percent of the national serious trauma from crashes

involving excess alcohol and/or drugs. The region accounts for 1.8 percent of the national

serious trauma from crashes involving speed too fast for conditions.

Regionally alcohol accounts for over half, 53.1 percent, of the serious trauma and speed for

over a third, 35.2 percent.

Accidents involving alcohol and/or drugs will be managed by the NZ Police and the Gisborne

Road Safety Coordinator who will use an integrated approach between enforcement and

education.

Problem Four

‘Part of the network is not able to sustain the current or projected volume of freight to

the Port, which is further degrading the quality of the network infrastructure 10%’

This fourth problem draws our attention to the capacity of the existing network (both local and

State Highway) to be able to sustain projected growth in freight. This issue is focused at the

Eastland Port Gates resulting in a reducing level of service. A detailed assessment of the

impact of delays will be carried out during the Programme Business Case.

The Economic Impact Assessment of the Forestry Industry in the Gisborne-Tairāwhiti Region

prepared by the Eastland Wood Council on 10 October 2013, had the following information:

1. In 2011/12 the direct value of forest production was $225M. Backwards and forwards

linkages generate a multiplier of 2.7M and result in additional activity estimated to

contribute a further $383M annually to the regional economy.

2. In 2000 the forest harvest was 0.6 million tonnes, by 2012 it reached 2 million tonnes. It

is expected that in the decade to 2020 annual log exports will grow by a further 60%

reaching a potential harvest of 3.2 million tonnes annually by 2020 (Fig one). Eastland

Port has signalled the following pinch points (Figure two) on the Gisborne roading network

that will inhibit that growth.

Traffic counts from Feb 2013 show 657 truck movements (ADT) from the State Highway to the

Port Gates. This equates to 1 truck every 4.5 minutes and at peak times rising to 2.6 trucks

per minute. The primary intersection is on the edge of the Central Business District, next to

the Gladstone River Bridge where vulnerable road users mix.

The region has the potential to reach a sustainable timber harvest cut of 3.0M tonnes between

2020-2035 and to continue at this level for 30 years. The increase in truck volumes will

exacerbate the existing problem, considered to be significant for the region, and the Port has

advised that it is already looking at this issue.

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Fig 1: Forestry Harvesting Projections.

Fig 2: Key Pinch Points.

Problem Five

‘The network is susceptible to road closure and weather degradation leading to poor

road condition, excessive wear and tear on vehicles and resultant economic loss 30%’

The fifth problem draws our attention to the resilience of the network which is a function its

structural capability.

Route Security: Resilience Around Lost Business Confidence

The National Transport Planning Overview has given the Gisborne Region an overall resilience

rating for SH2 South to Wairoa as a Medium Risk Rating.

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SH35 functions primarily as a freight route from forest to the Eastland Port and as the primary

connection for the East Cape communities. There are no other viable alternative routes that

could sustain industry or communities.

Comparison between SH2 & SH35 and the National picture

Closure data for SH2 and SH35, averaged over the most recent 5-year period available, was

compared alongside research work undertaken by the Transport Agency for closure data for

the national State Highway Network during 2001-2014.

The following key observations are noted from this comparison:

SH35 to the North: Environmental incidents have the greatest impact on our

customers, the average length of closure is approximately 11 hours, being 27% higher

than the national average.

Whereas SH2 to the West has closure times due to traffic incidences which are over 4

times the national average.

Conclusion: Issues around traffic incidences on SH2 should be looked into as well as the

impact of the environment on the operation of SH35.

Detailed evidence to support this problem is summarised in Appendix 1.

Note: The Programme Business Case will have to address the quality of information entered,

and/or omitted, from Traffic Road Event Information System (TREIS). Key findings from this

comparison are summarised in the table below.

3.2 The Benefits of Investment

The potential benefits of successful investment were identified during the second facilitated

investment logic mapping workshop held on 3 April 2014. The stakeholder panel identified

and agreed the following potential benefits for the proposal:

Reduced conflict between modes 30%;

More forgiving routes 15%;

Safer vehicle use 5%;

A reliable network able to support “just in time” logistics 35%;

Economic loss reduced 15%.

The Benefit Map is attached as APPENDIX B.

3.2.1 The Key Performance Indicators

For each of the benefits sought, the KPIs detailed in Table 1 were defined. These indicators are

readily available from existing data sources, standard surveys and modelling methods, and will

be developed further through the development of any subsequent investigation.

Whilst specific targets can be developed it is important to demonstrate, in this Strategic Case,

the KPIs that were agreed with key stakeholders in the Benefits Investment Logic Mapping

session.

KPI’s are SMART, that is specific, measureable, achievable, relevant and time bound.

The ‘achievable’ and ‘time bound’ criteria can be better defined during the development of the

Indicative Business Case emphasis on the scale of change such as ‘significant’ is thought to be

appropriate at this point in the business case process.

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BENEFIT KPI 1 KPI 2 KPI 3

Reduced conflict between

modes 30%

Deaths and serious

injury by mode

Road assessment

rating, rural roads

Crashes with deaths

and serious injury,

by mode

More forgiving routes 15% Crashes with

deaths and serious

injury, by mode

Road assessment

rating, rural roads

Crashes with deaths

and serious injury,

by mode

Safer vehicle use*

5% Deaths and serious

injury by mode

Crashes with

deaths and

serious injury, by

mode

An efficient and reliable

network able to support

just in time logistics

particular to and from the

Port 35%

Throughput of

freight value by

load

Travel time delay,

by mode

Economic loss reduced

15%

Network reliability Temporal

availability actual,

road

Access to key

destinations – actual

by mode

*Note: It is expected that this problem statement will require parent organisations to work with

external authorities such as the Police.

3.2.2 Is there strong evidence of support from management and other key stakeholders?

Key Stakeholder groups including RTC members, Eastland Port and Operators have all

participated in the development of the Strategic Case.

It is intended that the delivery of the Programme Business Case will provide the next

opportunity to refine any aspect of the Strategic Case in the normal way. At the same time,

parallel working that has to deliver on Regional Dollars will incrementally provide the evidence

in support of the economic case. This aspect will be explored in Part B.

4 Strategic Context

4.1 Summary of alignment to legislation, organisational strategies and goals

The following table provides a summary of the legislative and strategic considerations for

parties to this Business Case:

This section demonstrates how the scope of the proposed investment fits within the existing

strategies of the partner organisations, in terms of the existing and future operational needs

of the organisations. I.e. this section demonstrates how the investment proposal has clear

linkages back to organisational strategies, Organisational objectives and assumptions.

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Organisation(s) Legislation / policy / strategy Requirement

NZTA (for State

Highways)

Civil Defence and Emergency

Management (CDEM) Act (2002),

Section 60 (CDEM Act)

Every lifeline utility must “ensure that it is able to

function to the fullest possible extent, even though

this may be at a reduced level, during and after an

emergency”.

State Highway Activity Management

Plan (SHAMP)

National SH programme business case for efficient,

safe and more resilient state highways as well as

other initiatives such as HPMV/50MAX and Weigh

Right.

Government Policy Statement (GPS)

2014

The Government’s overarching goal for transport is:

an effective, efficient, safe, secure, accessible and

resilient transport system that supports the growth of

our country’s economy in order to deliver greater

prosperity, security and opportunities for all New

Zealanders.

‘A secure and resilient transport network’ is specified

as one of seven key priorities in the short to medium

term of the 2015/16 GPS.

Gisborne

District Council

Local Government Act Stipulates responsibilities of local authorities and

strategic requirements. This document will influence

the development of the PBC.

Land Transport Management Act Provides funding framework for all Land Transport

schemes.

Regional Land Transport Strategy

2015/18

Identifies the key pinch points regarding safety and

efficiency and a regional resilience issue.

Long Term Plan The Long Term Plan Identifies transport priorities for

the next 10 years and starts itemising outcomes into

projects for the local roading network. This includes

resilience, minor improvements, walking and cycling

and high productivity motor vehicle projects. The

projects also have to deliver local government policies

like active transport and urban development

strategies. Therefore this document will influence the

development of the PBC.

Urban Development Strategy Strategy addresses the redevelopment directions for

the city and aims to improve connectivity through the

city by developing land use regulation and policy. The

impact of how the future network is intended to

operate will be an input into the Programme Business

Case.

Regional Public Transport Plan Provides strategy for subsidised public transport

activities.

4.2 Organisational Overview

The outcome of this strategy will be a programme of work which could be progressed

collaboratively between NZTA and the local Authority or other external parties through multi-

party funding agreements.

Therefore, the ‘organisation’ will be made up of NZTA and Gisborne District Council with a

number of key stakeholders and partners who may guide and influence the final outcome, and

scale of expected benefits. The focus of the ‘organisation’ will be to determine the scope of

the investment and sponsor the delivery of projected benefits.

Realising the development potential of Eastland Port and ensuring the Te Whanga, which

includes preserving the amenity value and the local environment, are the key opportunities

and potential constraints.

External drivers for change have been focused on safety, social and economic returns, with

little influence from political, environmental, technology or legislation.

Page | 16

4.2.1 The Region's Perspective

The development of the regions roading needs considered the needs of four corridors with

different needs and requirements

State Highway Classification

SH2 to the South

The classification of State Highway 2 is identified as a ‘Regional Route’ (previously known as

a Regional Strategic Route under the former state highway classification criteria). The

‘Regional Route’ classification reflects the following key functions:

Regional Route Classification

Criteria

Function of SH2 Gisborne to Napier

The route carries more than 400

heavy vehicles per day

At site ID00200452

Typical heavy vehicle flows of 20% i.e.

360vpd

The annual average daily traffic flow

exceeds 10,000 vehicles (although

only on parts of the route)

At site ID00200452

Flow is in the order of AADT 1,828

Linking Places: The route connects

population centres of more than

30,000 people

Route connects:

Napier/Hastings (population 125,300)

Gisborne (population 34,800)

Connectivity: Linking remote

regions or sole connectivity

Freight: greater than 1million

tonnes

Page | 17

SH2 to the West

The classification of State Highway 2 has been confirmed as an ‘Arterial (previously known as

a Regional Connector under the former state highway classification criteria). The ‘Regional

Route’ classification reflects the following key functions:

SH35

The classification of State Highway 35 has been confirmed as a ‘Primary Collector’ (previously

known as a Regional Connector under the former state highway classification criteria). The

‘Regional Route’ classification reflects the following key functions:

SH35 Urban Centre

The classification of State Highway 35 has been confirmed as a ‘Regional Route’ (previously

known as a Regional Strategic Route under the former state highway classification criteria).

The ‘Regional Route’ classification reflects the following key functions:


Criteria




At site ID00200428


270vpd




At site ID00200428

Flow is only in the order of AADT 2,410

The route connects population

centres of more than 10,000 people

Gisborne (population 34,800)


Criteria




At site ID00200390


192vpd



only on parts of the route).

At site ID00200390

Flow is only in the order of AADT 903



Route connects:

Napier/Hastings (population 125,300)

Tauranga (population 123,500)


Criteria




At site ID00200327

Typical heavy vehicle flows of 4.5% i.e. 785

per day




Flow in the order of 17,446 over Gladstone

Bridge



N/A

Page | 18

4.2.2 The Nature And Scope Of The Primary Organisation: Wider strategies, organisations

strategic objectives

NZTA’s organisational objectives:

National Strategic Objects to deliver a land transport network that encourages economic

growth and productivity, obtaining value for money and improving road safety.

The NZ Transport Agency is responsible for giving effect to the Government Policy Statement

(GPS 2012), which sets out the Government’s strategic direction for investment in the land

transport network. The GPS places particular importance on investment in the State Highway

Network, in recognition of its importance to the efficient movement of people and freight.

Maintaining the appropriate levels of service on the network, based on the State Highway

classification, is an important part of the investment in State Highways, as are activities that

enhance transport efficiency and lower the cost of transportation on the network.

Land Transport Management Act 2003 (LTMA)

The LTMA requires the NZ Transport Agency to assess all potential projects against the GPS,

the relevant Regional Land Transport Strategy and Connecting New Zealand’s three key areas

of focus across the transport system:

economic growth and productivity

value for money

road safety.

Chapter 3 of this Strategic Case has considered the identified problems agreed by

stakeholders against the available evidence base. In order to size the consequences of these

problems, it is important to consider the strategic context to help outline whether future

investment in SH3 could play in contributing towards economic growth and productivity and

road safety.

National Strategic Cases

The Transport Agency has developed national strategic cases for Safety (Roads & Roadsides),

HPMVs and Maintenance & Operations Collaboration. A strategic case for Resilience is

currently under development.

A review of these national strategic cases and their programme business cases identifies:

Safety (Roads & Roadsides): NZTA, a National Programme Business Case: Safer Journeys –

Delivering Safer Roads and Roadside Implementation

‘This National Programme Business Case is based on a strategy of reducing the number of

New Zealanders that are killed and seriously injured on our roads annually to minimise

the social harm and economic impact of road crashes, by delivering against the NZ

Transport Agency’s commitments to Safer Roads and Roadsides as a partner to the Safer

Journeys Strategy 2010 – 2020. The scope of the National Programme Business Case

includes high risk state highway intersections and high and high-medium collective risk

state highway corridors not otherwise addressed by major projects.’

HPMV

SH35 Gisborne to Tologa Bay included in Tranche 1 HPMV Investment routes (2012-15)

SH35 North Tologa Bay included in Tranche 2 HPMV Investment routes (2012-15)

SH2 Gisborne to Napier in Tranche 2 HPMV Investment routes (2015-18)

Page | 19

Resilience

The Resilience Programme Business Case is under development along with the evolving

understanding of the social cost of resilience. To that effect the Gisborne region is currently

ranked mid-range which is significant in this context.

It is anticipated that the outcome from future investment will be an inter and intra-regional

transport network that is more resilient to both High Impact Low Probability and Low Impact

High Probability natural hazard events. This means Gisborne will be better able to traverse the

transport network after a large natural hazard event and will be less susceptible to the smaller

events that occur more regularly on the transport network.

The National Transport Planning Overview has given the Gisborne Region an overall resilience

rating for SH2 South to Wairoa as a Medium.

Gisborne District Council’s Role In The Local Road Network

Council’s Land Transport Business Unit is responsible for managing the Land Transport and

Parking Activity. This includes all elements of transportation planning, road maintenance and

operation, parking provision and walking and cycling provision. In addition, and by virtue of

being a Unitary Authority, activities such as regional land transport planning including

passenger transport, mobility assistance for the disabled and road safety co-ordination are

undertaken.

Tairāwhiti Roads

Tairāwhiti Roads is responsible for maintenance and operations of both the State Highway and

Local Roads.

The Government’s Road Efficiency Group has recently introduced standard levels of service

that will be applied to the road networks across New Zealand. Tairāwhiti Roads Maintenance

Contracts will incorporate these new levels of service which will see a consistent approach to

maintenance and funding applied across New Zealand.

There are six key outcomes being targeted for the Roading Asset, these are as per the One

Network Road Classification guidance and are as follows:

1. Efficiency – The new performance based Tairāwhiti Roads Maintenance Contracts are

expected to deliver improved value for money given the collaboration with the

Transport Agency.

2. Safety – Safety remains a key focus across the roading network and we will be

continuing to target a reduction in the number of serious and fatal accidents within

the region.

3. Resilience – Improving the availability of the network during weather events will

continue where funding is justified. Management of emergency events and incidents

will ensure roads are open as much as possible.

4. Amenity – Travel comfort and aesthetics will be managed to match the surrounding

environment.

5. Travel Time Reliability – Management of network in terms of changing demand will

ensure road users can get to their destination in a predictable time.

6. Accessibility – Access onto the road network will be managed to ensure economic

development is encouraged.

The Council Land Transport Activity Management Plan 2015-2025 will provide

evidence to support the local roads component for the strategic business case.

Individual activities or improvements will still require specific business cases and will

be submitted as part of the 2015-2018 Regional Land Transport Programme.

Page | 20

4.3 Organisational Outcomes, Impacts and Objectives

All organisations are aligned with the general strategy to ensure the transport network is

amenable, safe, contributes to, and can respond to, economic growth and is more resilient to

enabling economic growth.

4.4 Alignment to Existing Strategies/Organisational Goals

The proposed direction for the business case contributes to, and is consistent with, the

following strategies:

Long Term Plan Identifies priorities for the next ten years to deliver on clear

goals that have been agreed between the Council and

Community.

Regional Land

Transport Strategy

Sets out how Gisborne plans to achieve a transport system

suited to the region.

Urban

Development

Strategy

Strategy addresses the redevelopment directions for the city

and aims to improve connectivity through the city by

developing land use regulation and policy.

4.5 Miss-alignment to Existing Strategies/Organisational Goals

The Gisborne Urban Development Strategy proposes that trucks be encouraged away from

Ormond Road which currently operates as a freight route through Gisborne City. This option

has been elevated to the Regional Transport Committee without any clear resolution.

Gisborne District Council intends to continue to investigate the proposal as part of the Long

Term Plan process.

5 Anticipated Strategic Fit & Effectiveness

Outline the Strategic Assessment and Effectiveness in accordance with the requirements of the

Investment and Revenue Strategy.

5.1 Assessment Profile Assessment ‘H’, ‘M’, ‘_’ Priority 4

When assessed against the 2015 Investment Assessment Framework the initial profile is

considered to be ‘H’, ‘M’, ‘_’.

Strategic Fit: Assessed as “H”, reflecting the key journeys that focus on moving freight more

efficiently to the Eastland Port Gates, as well as addressing high profiled safety sites.

Requirements for High Rating are identified in bold below:

A road improvement activity must only be given a high strategic fit rating if the problem, issue

or opportunity involves:

Journeys for:

o Employment:

o Access to economic opportunities:

o Tourism and/or

o Freight

Has a significant gap in the customer levels of service for:

o Journey time reliability

o Resilience

o Mismatched capacity and demand that results in severe congestion and/or

o Mismatched capacity and demand that results in capacity constraints

And/or

o A high crash risk

Page | 21

Evidenced with High risk rural intersections on the key journey and within the area of

influence.

Considering the integrated nature of any response (at a regional network level) the

effectiveness profile should be ‘M’. The development of the PBC, IBC and DBC will ultimately

refine this assessment.

Effectiveness: Assessed as “M”

Effectiveness assesses how well the proposed activity will deliver the desired results, while

considering integration, whether the solution has been correctly scoped, is affordable, timely

and manages risk.

Outcomes Focused: Will be effective against the strategic fit, LOS (safety) expected on the key

journey to the Eastland Port and intra-regional freight movement. Fully aligned with Regional

Strategy.

Integrated: Fully integrated with the strategic development plans for the region: It is expected

that the development of the Regions Programme Business Case will enforce this attribute.

Scope: Robust ‘Options and Alternatives’ workshop are to secure the long term vision and the

staging to get there.

Affordable: Will be inherent in the staged delivery.

Timing: Programming of the package of work is to be confirmed.

Confidence: Programme outcome to be fully tested during the Scoping, IBC and DBC phases.

Efficiency

The assessment is un-ranked until the PBC has been finished.

Page | 22

APPENDIX 1 - Investment Logic Map

Page | 23

APPENDIX 2 – Benefits Map

Page | 25

Appendix 3: Background Information

5.2 Background Story

Applications for Regional funds have, historically, been applied for and assessed in a

piecemeal fashion. This has led to funding approvals and excellent gains in some areas,

but the outcomes have been delivered without a cohesive strategy that we can, as a

region, refer back to. We now intend strategic thinking to be embedded in what we do

with a clear understanding of how each project contributes to the overall objective.

This Business Case is intended to be used by Gisborne’s Road Controlling Authorities as

support to projects/activities in the RLTP 2015+.

One of the Key aims of the Gisborne Regional Land Transport Strategy 2012-42 is to

develop: “A resilient and highly efficient transport system that supports and contributes

to the development of our regional economy.” This strategy will now be incorporated into

the Regional Land Transport Plan 2015/25. It is expected that this will be completed by

June 2016 by Gisborne District Council.

The short term strategy aims to focus on the key individual elements of the network

which enable more efficient movement of freight to Eastland Port and the connecting

regions. In line with this aim, the 2012-15 Regional Land Transport Programme is

directing funds to enable HPMV routes, walking and cycling projects, resilience and

environmental outcomes. The Government accelerated programme delivered some

passing opportunities between Gisborne and Tolaga by in 2014/15.

Gisborne region has a significant sum of regional dollars that have to be committed by

2018. The region intends to deliver a programme of work that will be aligned with this

strategy enabling the region to demonstrate it is investing in the right programme and

reaping the greatest economic return for every dollar invested.

Benefits can be measured and success of the programme evaluated. This will allow future

funding applications to be made with confidence and with support from the investor

permitting the network to develop smoothly and sustainable expectations to industry are

made.

To ensure investment is balanced and suited to the needs of our customers across the

activity classes, the region has split its network into four corridors and the associated

local (feeder) network. Each corridor has a slightly different need which the programme is

tailored to meet.

The Regions Roading Vision of the Future: The 2015/18 Regional Land Transport

Programme will be focused on specific needs for each of the four corridors and close the

gap between the level of service we have, and what is needed, for our customers, based

on One Network Road Classification.

5.3 Central Freight Story (Freight Stakeholders)

The Central Freight Story identified the major issues in each region for Gisborne.

Heavy trucks are already 20-30 percent of total traffic on SH35 and forests off

this route produce 50 percent of the logs exported through Gisborne. This route

is subject to resilience issues.

The ability for Eastland Port’s growth plans to cope with the peak log harvest.

Reverse sensitivity issues on the city fringe will increase with the number of

trucks.

Page | 26

An increase in trucks on SH2 conveying horticulture south to processing plants in

Hawke’s Bay and wine north to Tauranga and Auckland for export or sale.

Neither of these routes have a reasonable alternative for heavy commercial

vehicles if the State Highway is closed.

The Central Freight Story was developed through stakeholder engagement meetings and

information from strategic documents such as the National Freight Demand Study

developed by the Ministry of Transport.

The story identifies:

current and future key freight generators,

how and where freight currently moves around the region,

Current and future issues that are, or might, impact the ability to move freight

efficiently and safely within the region.

It was developed to help deliver:

the strategic direction;

improve freight supply chain efficiency;

moving more freight on fewer trucks;

to integrate national and local transport networks; and

to support strategic connections and travel choice.

Forestry supply chain

Page | 27

Meat supply chain

Key freight nodes

The Central Freight Story was presented to the Regional Transport Committee on the 4th

September 2014 by the Planning and Investment team.

5.4 Evidence Supporting the ‘Status’ of the Evidence

Problem One: Conflict between active modes and trucks 15%

Problem Four: Part of the network is not able to sustain the current or projected

volume of freight to the Port, which is further degrading the quality of the network

infrastructure 10%

A report to the Regional Transport Committee EW12/241 – Gisborne City –Forestry Heavy

Freight routes was initiated on the basis of determining the effect of significant increases

in haulage traffic predicted in the ensuing 8-10 year period.

Logging volumes have been increasing throughout Gisborne in recent years and Council

was eager to quantify and understand the likely impact of further additional freight

growth in order to ensure the implications are effectively managed.

A traffic model of the Gisborne Network was constructed and validated to existing

observed traffic behaviour to ensure model accuracy. This provided the ‘base’ from which

to test other scenarios. For testing of the likely future impact of increased forestry activity

Page | 28

and associated logging haulage, understanding the probable level of demand was critical.

Such information is difficult to ascertain accurately due to variability in the nature of the

business and demand led production. Therefore, future logging traffic was calculated as a

function of heavy commercial vehicles (HCVs) on the 2012 network during the traffic

survey periods, being proportional to the annual volume of logging haulage moved (using

Ministry of Agriculture & Forestry projections and Eastland Port statistics).

The uplift in volumes for future design years were subsequently calculated and applied as

factored increases to HCVs using the network, whilst all other traffic was increased in

accordance with standard New Zealand Transport Agency (NZTA) methodologies. The

results show that the entrance to the Port will have the largest delay to heavy vehicles on

the Gisborne network.

The study concludes the following recommendation:

Investigate operational improvements at Esplanade intersections with SH35 and

Hirini Street intersection with SH35 (5-10 Years).

Investigate the Gladstone Road/SH35 intersection and determine the options for

managing the operational issues (5-10 Years).

Gisborne District Councils Walking and Cycling Strategy (draft) will be released for public

consultation as part of the Long Term Plan. The review report recommends:

Prioritising a comprehensive active transport network for Gisborne city:

Focusing on active transport routes to get people to school and work safely with

recreation and tourism routes being secondary.

The proposed plan for staging groups of activities over the next 30 years is as follows:

A 6 year plan (two Long Term Plan cycles) that sees the completion of existing

projects: the Wainui to city bridge protected route (including connections to schools

and key facilities); the Taruheru River protected route providing base connections

near to local high schools; and upgrade of the ‘Cone’ walking track in Ruatoria;

A 12 year plan that includes: connecting the whole loop route around the City (Lytton

to Awapuni); Gladstone Road cycleway and shared space; Stanley Road school to

Page | 29

beach route; the Alfred Cox to Elgin commuter route; and safety improvements at the

school in Tokomaru Bay;

An 18 year plan that includes: extending the beachfront route past Midway to Te Kuri

a Paoa Young Nick’s Head; State Highway safety improvements; and the Rere Falls

Link;

A 30 year plan that includes: extending the protected network along key routes such

as Childers Road and Ormond Road; key recreational routes and connections to

cycling parks and the remaining actions.

The report provides ball-park estimates for costs of each period. Officers estimate costs of $1.5m

- $2m per annum.

Active transport routes already in the Ten Year Plan 2012-22 are a given and remain a priority as

consultation on these has already been completed and they have been identified as priorities

previously.

Problem Two: Narrow seal, lack of passing opportunities and tight alignment

contribute to higher than normal incidents in rural areas of death and serious injury

from loss of control - 40%

Like nearly all rural provinces rural speed zone crashes involving a driver losing control

and/or head-on crashes feature highly in the local share of serious trauma, 55.2 percent,

due in part to use. As a topic the involvement of alcohol and speed feature as factors in

these crashes.

Fig A and B refer to 2013 Statistical Summary of Territorial Authorities in New Zealand

Gisborne District (Local roads only) fatal and serious crash accidents.

Page | 30

Fig A: Fatal and Serious crashes by factor –Local Roads

Fig B: Local Road share of crashes compared against national share

Problem Three: The regions driver demographic are risk takers in their driving and

with the maintenance of their vehicles, which contributes to a higher than normal

regional accident rate - 5%

Alcohol and/or drugs, speed and rural speed zone loss of control are Safer Journeys areas

of concern showing a high concern regarding the level of personal risk to road users in

the region.

Page | 31

Gisborne region accounts for 2.5 percent of the national serious trauma from crashes

involving excess alcohol and/or drugs. The region accounts for 1.8 percent of the

national serious trauma from crashes involving speed too fast for conditions.

Regionally alcohol accounts for over half, 53.1 percent, of the serious trauma and speed

for over a third, 35.2 percent.

Accidents involving alcohol and/or drugs will be managed by the NZ Police and the

Gisborne Road Safety Coordinator who will use an integrated approach between

enforcement and education.

Problem five: The network is susceptible to road closure and weather degradation

leading to poor road condition, excessive wear and tear on vehicles and resultant

economic loss’ - 10%

This Route Security Study (RSS) has been requested by NZTA Napier in the light of the

recent large slips that occurred on State Highway 2 in the Waioeka Gorge on 2/3 March

2012 resulting in a full closure of the State Highway for 27 days. This closure had a

significant impact on all road users (approximately 1,400 vehicles daily) including many

industry groups and businesses dependent on this primary route between the East Coast

and the Bay of Plenty. During the closure period Opus completed a review of the rough

order economic cost of the Waioweka Gorge closure on the Gisborne region. This

economic assessment was not comprehensive, but provided an indication of the daily cost

associated with the closure, with the outcome of up to $150,000 per day or more. This

needs to be thoroughly tested in the Programme Business Case.

Route Security: Resilience around Lost Business confidence?

SH2 is the State Highway which connects the Gisborne Region to the South and North.

SH35 also connects to the Bay of Plenty and functions primarily as a freight route from

forest to the Eastland Port and as the primary connection for the East Cape communities.

There are no other viable alternative routes that could sustain industry or communities.

Comparison between SH2 & SH35 and the National picture

Closure data for SH2 & 35, averaged over the most recent 5-year period available, was

compared alongside research work undertaken by the Transport Agency for closure data

for the national State Highway Network during 2001-2014. The Programme Business Case

will have to address the quality of information entered and/or omitted from TREIS. Key

findings from this comparison are summarised in the table below.

Page | 32

Table 1: Comparison of SH2 & SH35 To The Regional And National Picture

SH2 to the

South

(4 year

average

2010–2014)

SH35 to the

North

(4 year

average

2010–2014)

SH2 to the

West

(4 year

average

2010–2014)

NZ National

State Highway

Network

(5 year

average 2010-

2014)

Average no. closure

incidents per year 2.25 3.25 4.25 370

Average Closures per km of

State Highway 0.056 0.016 0.052 0.03

% Traffic incidents / %

closure time 33% / 23% 46% / 13% 59% / 37% 46% / 8%

% Environmental incidents /

% closure time 67% / 77%

54% / 87% 41% / 63% 54% / 92%

Average length of closure

per incident 4 hrs 5 mins 11 hrs 6 mins

5 hrs 23

mins 8 hrs 2 mins

Approximate annual social

costs associated with

closures (based on an

estimate of $20,000[1]

per

hour closure)

$183,500 $721,167 $457,917 $59.7M

The following key observations are noted from this comparison:

SH35 to the North: Environmental incidents have the greatest impact on our

customers, the average length of closure being higher than the national average.

SH2 to the West has higher than national average number of traffic incidences

and associated % closure time.

Conclusion: Issues around traffic incidences on SH2 should be looked at as well as the

impact of the environment on the operation of SH35.

[1]

The frequency, duration and cost of road closures on New Zealand Roads – Bevan Percival – Opus

strategic case - gisborne district · v1.1 3 may 2015 update post selwyn blackmore review v2 5 may...

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