Agenda of Regional Transport Committee - Friday, 10 February 2023

Hawke’s Bay Regional Council

Regional Transport Committee

Friday 10 February 2023

Subject: Regional Transport Committee Terms of Reference and member appointments

Reason for Report

1. This agenda item provides the means for the Regional Transport Committee to confirm its Terms of Reference and the appointments to its membership.

Executive Summary

2. Following the 2022 Local Body Elections, the Regional Transport Committee was re-established by resolution of Hawke’s Bay Regional Council, including its Terms of Reference, as required by the Land Transport Management Act 2003.

3. The Territorial Local Authorities of the region also met following the 2022 Local Body Elections and resolved their representatives on the Committee.

Background

4. The Regional Transport Committee and its membership is prescribed by the Land Transport Management Act 2003 as being:

4.1. As soon as practicable after each triennial election, every regional council must establish a regional transport committee under this section for its region.

4.2. Each regional council must appoint to its regional transport committee— 2 persons to represent the regional council, 1 person from each territorial authority in the region to represent that territorial authority and 1 person to represent the Agency.

4.3. Each regional council must appoint from its representatives the chair and deputy chair of the committee.

4.4. At any meeting of a regional transport committee, the chair, or any other person presiding at the meeting has a deliberative vote and in the case of an equality of votes, does not have a casting vote (and therefore the act or question is defeated and the status quo is preserved).

4.5. S105A KiwiRail representation on regional transport committees - A regional transport committee must include 1 additional member to represent KiwiRail (the KiwiRail member); KiwiRail must appoint the KiwiRail member; and The KiwiRail member has no voting rights at any meeting of the committee and must not be appointed as the chairperson or deputy chairperson (or by any other process preside at any meeting).

Discussion

5. At the Regional Council meeting on 16 November 2022, councillors Martin Williams and Jerf van Beek were appointed as the Council’s representatives, as Chair and Deputy Chair respectively.

6. The Territorial Authority representatives for Napier City, Central Hawke’s Bay District, and Hastings District Council, and the advisory representative for KiwiRail have been confirmed as attached and noted in the Recommendations section.

7. We await confirmation of the appointments from:

7.1. Wairoa District Council (1 rep & 1 alternate)

7.2. HBRC Māori Committee (1 advisory rep)

7.3. Te Whatu Ora Hawke’s Bay (1 advisory rep)

7.4. Active Transport (1 advisory rep to be appointed once the group has been established).

Decision Making Process

8. Councils and their committees are required to make every decision in accordance with the requirements of the Local Government Act 2002 (the Act). Staff have assessed the requirements in relation to this item and have concluded:

8.1. Councils are required to (LGA sch.7 cl.19(1)) hold the meetings that are necessary for the good governance of their district or region

8.2. Councils may appoint (LGA sch.7 cl. 30(1)(a)) the committees, subcommittees, and other subordinate decision-making bodies that they consider appropriate, including joint committees

8.3. The establishment of a Regional Transport Committee, including its membership, is prescribed by the Land Transport Management Act 2003 Part 4, sub-part 2, sections 105-107 inclusive.

8.4. Given the provisions above, the Regional Transport Committee can exercise its discretion and make these decisions without consulting with the community or others having an interest in the decision.

Recommendations

That the Regional Transport Committee:

1. Receives and considers the Regional Transport Committee Terms of Reference and member appointments staff report.

2. Agrees that the decisions to be made are not significant under the criteria contained in Council’s adopted Significance and Engagement Policy, and that Council can exercise its discretion and make decisions on this issue without conferring with the community or persons likely to have an interest in the decision.

3. Confirms the Terms of Reference for the committee as adopted by Hawke’s Bay Regional Council on 16 November 2022.

4. Agrees to the membership as detailed in the Terms of Reference adopted by Hawke’s Bay Regional Council on 16 November 2022, and accepts the appointment of representatives, being:

4.1. Councillor Martin Williams representing Hawke’s Bay Regional Council as Chair of the Regional Transport Committee

4.2. Councillor Jerf van Beek representing Hawke’s Bay Regional Council as Deputy Chair of the Regional Transport Committee

4.3. Mayor Alex Walker and councillor Kate Taylor as alternate, representing Central Hawke’s Bay District Council.

4.4. Councillor Tania Kerr and Mayor Sandra Hazlehurst as alternate, representing Hastings District Council.

4.5. Councillor Keith Price and Mayor Kirsten Wise as alternate, representing Napier City Council.

4.6. Councillor ____ and councillor __ as alternate, representing Wairoa District Council.

4.7. Linda Stewart and Sarah Downs as alternate, representing Waka Kotahi.

4.8. Angus Hodgson representing KiwiRail as a non-voting advisory member.

4.9. Matthew Broderick representing New Zealand Policy as a non-voting advisory member.

4.10. Nick Ganivet representing Napier Port as a non-voting advisory member.

4.11. Paul Michaelson representing Automobile Association (access and mobility, including private motorists, pedestrians, cyclists and public transport users) as a non-voting advisory member.

4.12. Ian Emerson representing Road Transport Association NZ (road transport industry) as a non-voting advisory member.

4.13. ________ representing the HBRC Māori Committee (cultural and environmental interests) as a non-voting advisory member.

4.14. ___________representing Te Whatu Ora in Hawke’s as a non-voting advisory member.

4.15. A representative of active transport in the Hawke’s Bay region to be confirmed.

Authored by:

Leeanne Hooper

Team Leader Governance

Katie Nimon

Transport Manager

Approved by:

Katrina Brunton

Group Manager Policy & Regulation

Attachment/s

1 ⇩	2022-25 Regional Transport Committee Terms of Reference
2 ⇩	HDC 2022 appointments to HBRC committees
3 ⇩	NCC appointments
4 ⇩	2023 Kiwirail advisory member appointment
5 ⇩	CHBDC Committee Appointments 2022

Hawke’s Bay Regional Council

Regional Transport Committee

Friday 10 February 2023

Subject: Setting the priorities and principles for the Regional Speed Management Plan

Reason for Report

1. This report presents the draft regional principles, priorities, and guidelines to be reflected and built into the local road controlling authority Speed Management plans to create a regionally aligned plan to enable a decision by the Regional Transport Committee (RTC).

Officers’ Recommendation

2. Staff recommend the RTC adopts the proposed regionally aligned speed management planning principles and priorities to progress Road Controlling Authority (RCA) speed management planning.

Executive Summary

3. Speed management is a facet of Waka Kotahi’s Road to Zero strategy, recognising speed management as a key part of an all of system approach to safer roading and roading environments. Hawke’s Bay has some challenging roads with speeds that are currently not fit for their intended form and function.

4. The report sets the context for regionally aligned speed management planning principles and priorities. It lays out the roles and responsibilities of HBRC and the RCA within the region and discusses the importance of having aligned, agreed, and endorsed speed management principles and priorities

Background /Discussion

Road to Zero

5. Road to Zero is the governments road safety strategy, replacing Safer Journey’s strategy which reached the end of its’ tenure in 2019. The strategic vision is for New Zealand to be a country where no one is killed or seriously injured in road crashes. Effectively, this means that no death or serious injury is acceptable while travelling on New Zealand roads. The strategic target of Road to Zero is a 40% reduction in Death and Serious Injuries by 2030.

6. The Road to Zero strategy is an evidence based and internationally proven approach to practically reducing serious road trauma. It takes an all of system approach that actively recognises that humans are inherently vulnerable and make mistakes. This means that a holistic all of system approach must be taken that enables us to promote good choices and behaviour, but plan for mistakes. This strategy is informed by a range of guiding principles and strategic priorities. Importantly, the five focus areas of Road to Zero inform and direct investment and education activities through an all of system approach. The focus areas are:

6.1. Vehicle safety – focused on significantly improving the safety performance of the national fleet

6.2. Work related safety – ensuring that businesses and other organisations treat road safety as a critical health and safety issue

6.3. Road user choice – Encouraging safer choices and safer behaviours on our roads

6.4. System Management – develop a management system that reflects international best practice.

6.5. Infrastructure improvements and speed management – improve road safety of our cities and regions through infrastructure improvements and speed management

7. Speed management forms a part of the Road to Zero strategy and is a proven low-cost tool that can be applied to enable positive change in road deaths and serious injury.

Land Transport Rule: Setting of Speed Limits 2022

8. In May 2022 the new Land Transport Rule: Setting of Speed Limits 2022 (the Rule) came into force. The new Rule is designed to form a more consistent approach to applying speed management within regions, with consideration of speed limits alongside investment in safety infrastructure by RCAs.

9. More specifically, the Rule establishes an integrated speed management planning process the considers how safety infrastructure, safety cameras, and speed limits can be combined effectively to help achieve a safe transport system. The Rule sets out to achieve this by:

9.1. Providing for a whole of network approach where speed management is considered alongside investment in safety infrastructure

9.2. Empowering or requiring RCAs to set speed limits for roads under their control

9.3. Setting out requirements RCAs must comply with when setting speed limits

10. Each RCA in Hawke’s Bay will be required to develop a speed management plan for the roads they control. This will subsequently be offered for public consultation ahead of adoption and certification by Waka Kotahi.

11. Waka Kotahi have developed resources to assist with the development of speed management plans, outlining their place and importance in an all of system approach. The Speed management guide: Road to Zero edition provides detailed information and guidance around safe and appropriate speeds along with applicable roles and responsibilities in relation to the development of speed management guides. The speed management guide also provides guidance around partnerships with Māori throughout the speed management plan development process.

The role of Hawke’s Bay Regional Council (HBRC)

12. HBRC is not a road controlling authority, therefore cannot develop or implement a speed management plan. However, the Rule does encourage and empower regional councils to collectively create regionally aligned principles and priorities. These are outlined below.

13. The ongoing role of HBRC in the speed management process will be largely administrative and see HBRC assisting RCAs with engagement and consultation as requested. HBRC will also enable Māori to have opportunities to contribute to the preparation of the regional speed management plan.

14. HBRC will work to facilitate the administrative function of regional consultation, for all RCA plans following the regional process.

15. HBRC officers will also assist in the collation and analysis of RCA consultation feedback, if requested and play a role in collating the overall regional speed management plan.

16. HBRC must ensure the regionally aligned principles and priorities are endorsed and adopted by the Regional Transport Committee. RCA speed management plans will then be developed following the regionally agreed principles and priorities. For completeness, HBRC and council transport officers are developing a suite of regional guidelines to ensure a consistent approach is taken in the development and implementation of RCA speed management plans.

17. The full regional speed management plan that is a collation of the RCA speed management plan must be certified through Waka Kotahi by 30 June 2024. Agreeing the vision, priorities, and principles at this stage enables RCAs to adopt a consistent regional approach. Additionally, it will assist HBRC with the collation of the final regional speed management plan, giving sufficient time to ensure consistency.

Regional approach to be taken by RCAs in developing speed management plans

18. The RCAs of Hawke’s Bay recognise and have reviewed the Speed Management Guide: Road to Zero, developed by Waka Kotahi, fully understanding the all-of-system approach discussed within the guide.

19. Given the diverse nature of the roads in Hawke’s Bay, it is likely the RCAs will take a road-by-road approach to speed management planning. Waka Kotahi guidance suggests a speed management approach that aligns with the One Network Framework urban street categories and safe speed limit ranges. This is a roading classification applied to an area or grouping of roads. The nature of the roads in Hawke’s Bay mean it is more practical and robust to adopt a road-by-road approach to speed management planning and implementation.

20. It is important that the RTC is aware that the process of developing and implementing speed management plans occurs over a 10-year period. Schools will be completed in the short term, with other roads and areas implemented in a phased manner. Ultimately, this is one tool in and all of system approach of Road to Zero.

21. To support a regionally aligned approach a suite of guidelines is being developed to ensure consistency across all RCAs in approach and process. These draft regional guidelines can be found in appendix 1 and are subject to change. Regional guidelines do not form part of the legislative responsibility held within the speed management planning process. However, all officers saw significant added value in the development and use of region wide guidelines / ways of working.

The role of the Regional Transport Committee (RTC)

22. Following the development of speed management plans by the relevant RCA, the RTC will play a role in consolidating the information from RCAs into a draft regional speed management plan.

23. The RTC will also provide a forum to address any regional boundary or consistency issues that may arise from the RCA speed management process and require decision making.

24. The RTC will play a role in preparing a final draft regional speed management plan for certification by the Director of Land Transport.

Draft vision, principles, and priorities

25. The RTC is charged with endorsing and adopting the principles and priorities for speed management in Hawke’s Bay. These recognise the diversity of the physical roading environment and communities within our region and set the tone for an aligned and proactive approach to speed management. Further, these principles and priorities actively recognise that speed management is part of an all of system approach to achieve safer roads.

26. HBRC and RCA staff are working on a draft regional speed management plan. This will evolve along with the overall process. The document sets the context and tone for the regional speed management plan, with the principles and priorities forming the foundations.

27. The vision, principles, and priorities have been developed by HBRC and RCA transport staff as subject matter experts.

Vision

28. The vision for Hawke’s Bay is to have a transport system that is safe, appropriate, coherent, and fits the intended form, function, and use across our vastly different regional landscape.

29. While the vision sets the strategic tone, it does not require RTC approval or endorsement.

Principles

30. The following principles will be closely considered when making decisions about appropriate speed management across Hawke’s Bay:

30.1. Safe communities and connections for all

30.2. Greater public understanding of safe system principles, including that of elected members

30.3. Increased connectivity within and between communities – designed with and for the community

30.4. Network coherence / uniformity across the region and beyond

30.5. Increased opportunity for, and access to multi-modal / active transport

30.6. A speed management approach that serves the needs of the community that the network is serving / supporting

30.7. Work with Iwi and community leaders as key partners in the development of speed management plans.

Priorities for speed management

31. The below priorities articulate the collective initial focus areas across Hawke’s Bay. This list seeks to outline the initial priority areas that will be the short to medium term focus. This is not an exhaustive list.

32. Primary priority areas include:

32.1. Schools / Kura

32.2. Marae

33. Other priority areas include:

33.1. Community plan areas

33.2. Those streets and roads with currently misaligned speed limits across our urban and rural networks

33.3. Isolated rural communities

33.4. Town centres

33.5. Locations with the presence of other key community facilities, such as hospitals, parks, rest homes, early childhood education centres, etc

33.6. Road works zones, as applicable and appropriate.

Options Assessment

Option 1

34. The Regional Transport Committee endorses and adopts the draft principles and priorities, as above.

34.1. Advantages – Satisfies the requirements of the RTC’s role in the initial development of speed management plans, creating regionally aligned and agreed principles, and priorities. Additionally, sets a strong regionally aligned tone.

34.2. Disadvantages – there are no perceived or material disadvantages.

Option 2

35. The Regional Transport Committee does not endorse the draft principles and priorities. The RTC provides council staff with clear direction on changes and amendments to ensure momentum is maintained.

35.1. Advantages – The RTC can give clear and concise input into the principles and priorities over and above discussion of changes or amendments in the context of the RTC meeting.

35.2. Disadvantages – this would stifle the progress of speed management planning and subsequent consultation, pushing the timeline back to mid-year. It may result in the requirement to hold an out of cycle RTC meeting to agree and endorse any changes.

Option 3

36. The Regional Transport Committee elects to do nothing.

36.1. Advantages – there are no perceived or material advantages

36.2. Disadvantages – The RTC will not meet the requirements of its role within regional speed management planning and may push timelines back significantly. Additionally, to meet their legislative requirements, the RCAs will develop speed management plans that do not consider a regionally aligned approach.

Strategic Fit

37. Safer speeds support sustainable and climate-resilient services and infrastructure.

Significance and Engagement Policy Assessment

38. The priorities and principles inform the Speed Management Plan which is of a high significance due to the likely impact of change and requires detailed community engagement.

39. This is assessed as having a low significance; however, it informs the Speed Management Plan which will have a high significance as it will be of substantial interest to the community and will be likely to impact individuals and groups in the region, however, it promotes positive community safety outcomes. This will be subject to its own consultation process.

Considerations of Tangata Whenua

40. As Marae are a primary priority area for speed management plans it is expected engagement and consultation with Tangata Whenua will occur. As this will be within each RCA the requirement for engagement and consultation will fall there. HBRC will support, if requested

41. Waka Kotahi’s speed management guide: Road to Zero edition clearly sets out the expectation that RCAs will closely partner with Māori throughout the speed management plan development process. A regional principle has been included highlighting the role Iwi and community leaders plan as key partners in the development of speed management plans.

Financial and Resource Implications

42. It is anticipated there will be very minimal budget implications to developing this plan.

43. There will be a resource requirement to support consultation. Staff will be required to assist in the collation of consultation feedback and development of a complete regional speed management plan. It is expected this will firmly fall within staff BAU activities.

44. An education and communication campaign may be required to assist with driving public awareness and understanding of safe system principles. This will fall into staff BAU activities and will run across all councils.

Consultation

45. HBRC will be conducting consultation on the Speed Management Plan on behalf of and in partnership with the Hawke’s Bay RCAs.

Decision Making Process

46. Council and its committees are required to make every decision in accordance with the requirements of the Local Government Act 2002 (the Act). Staff have assessed the requirements in relation to this item and have concluded:

46.1. The decision does not significantly alter the service provision or affect a strategic asset, nor is it inconsistent with an existing policy or plan.

46.2. The use of the special consultative procedure is not prescribed by legislation.

46.3. The persons affected by this decision are all residents, rate payers, tourists, and inter-regional authorities.

46.4. Given the nature and significance of the issue to be considered and decided, and also the persons likely to be affected by, or have an interest in the decisions made, Council can exercise its discretion and make a decision without consulting directly with the community or others having an interest in the decision.

Recommendations

That the Regional Transport Committee:

1. Receives and considers the Setting the principles and priorities for the Regional Speed Management Plan staff report.

2. Agrees that the decisions to be made are not significant under the criteria contained in Hawke’s Bay Regional Council’s adopted Significance and Engagement Policy, and that the Committee can exercise its discretion and make decisions on this issue without conferring directly with the community or persons likely to have an interest in the decision.

3. Adopts the principles and priority areas as proposed; being:

Principles

3.1. Safe communities and connections for all

3.2. Greater public understanding of safe system principles, including that of elected members

3.3. Increased connectivity within and between communities – designed with and for the community

3.4. Network coherence / uniformity across the region and beyond

3.5. Increased opportunity for, and access to multi-modal / active transport

3.6. A speed management approach that serves the needs of the community that the network is serving / supporting

3.7. Work with Iwi and community leaders as key partners in the development of speed management plans.

Primary priority areas

3.8. Schools / Kura

3.9. Marae

Other priority areas

3.10. Community plan areas

3.11. Those streets and roads with currently misaligned speed limits across our urban and rural networks

3.12. Isolated rural communities

3.13. Town centres

3.14. Locations with the presence of other key community facilities, such as hospitals, parks, rest homes, early childhood education centres, etc

3.15. Road works zones, as applicable and appropriate.

Authored by:

Bryce Cullen

Transport Strategy ＆ Policy Analyst

Katie Nimon

Transport Manager

Approved by:

Katrina Brunton

Group Manager Policy & Regulation

Attachment/s

1 ⇩

Draft Regional Speed Management guidelines

Hawke’s Bay Regional Council

Regional Transport Committee

Friday 10 February 2023

Subject: Regional Land Transport Plan investment and delivery update

Reason for Report

1. This agenda item updates the Committee on Regional Land Transport Plan investment and delivery.

Background

2. Regional land transport plans (RLTPs) are six-year plans that document the regions' land transport objectives, policies, and measures as well as providing a statement of transport priorities for the region. The plans incorporate programmes of regional land transport activities, including those activities proposed for inclusion in the National Land Transport Programme. They are reviewed after three years.

Discussion

RLTP 2024 timeline

3. In most cases Waka Kotahi aims to adopt the National Land Transport Programme (NLTP) by 30 June of the year immediately preceding the start of the NLTP.

4. This means that the final RLTPs are required to be submitted to Waka Kotahi by 30 April of that year (2024).

5. The date by which the final RLTP must be published is usually set at 31 July of the start year of the RLTP.

6. Where development of the NLTP is delayed, e.g., due to late release of the GPS, Waka Kotahi has until 31 August of the first year of the NLTP to adopt the NLTP.

7. As a consequence of such a delay Waka Kotahi may adjust the deadlines for RLTP submission and publishing.

8. Hawke’s Bay Regional Council aim to consult on the draft RLTP by November or December 2023. It is likely the Regional Speed Management Plan (SMP) will be reviewed concurrently.

9. The Regional Technical Advisory Group (TAG) will begin reviewing and developing the RLTP no later than 30 June 2023.

10. Prior to the review of the RLTP, the TAG will have completed Investment Logic Mapping (ILM) and updated the Regional Programme Business Case (PBC) that informs the review of the RLTP.

10.1. The ILM is in final draft as of January 2023.

10.2. The PBC is due to be peer reviewed and updated between March and May 2023.

RLTP Investment Logic Mapping (ILM)

11. The TAG met twice in December 2022 to workshop the ILM and develop the regional investment logic map and benefits map in advance of requesting funding through the National Land Transport Fund (NLTF).

12. The draft ILM (attachment 1) and Benefits Map (Appendix 2.) are included for comment.

Regional Programme Business Case (PBC)

13. The Regional Transport Committee (RTC) did not have an approved PBC ahead of the 2021 RLTP. The document was completed as a Transport Study and had not been endorsed as a PBC by Waka Kotahi. The document needs to be finalized based on Investment Quality Assurance (IQA) feedback from Waka Kotahi.

14. The council and Waka Kotahi have reviewed the scope of work outlined from the current draft programme business case, to determine if there is any work outstanding with the current contractor. Stantec are now undertaking a review of the work delivered in 2021 in accordance with the feedback from the IQA.

15. The PBC will need to be peer reviewed and then updated ahead of the 2024 RLTP review.

16. The PBC needs to be completed in the next six months to ensure the region is best placed to begin reviewing the RLTP.

Technical Advisory Group

17. The TAG now meets quarterly with full-day agenda, made up of workstreams for each area of transport, focussed on modes and outcomes. The workstreams are open to a wide range of representatives, to ensure there is broad input into the transport outcomes. The workstreams meet more regularly, ranging from monthly to bi-monthly depending on the subject matter.

18. The TAG needs to represent all land modes across all five transport outcomes. The workstreams are representative of the activities undertaken by the Road Controlling Authorities (RCAs) and the Council, as well as the transport outcomes set by the Ministry of Transport (MoT). The workstreams include:

18.1. RLTP investment, delivery, and development

18.2. Network resilience

18.3. Active Transport Strategy

18.4. Public Transport Implementation

18.5. Road Safety Strategy

18.6. Emissions Reduction Plan (Transport)

18.7. Speed Management Plan.

RLTP investment and delivery issues

19. The TAG RLTP workstream has not met since October 2022 due to the closedown period, ILM development, and Speed Management Plan development.

20. Approved organisation RLTP investment and delivery updates are currently being redeveloped based on feedback and are not available this quarter. We will include them as items on the agenda going forward, as a set of live documents with ongoing commentary. These items will be talked to by each territorial authorities’ elected member discussion.

Decision Making Process

21. Staff have assessed the requirements of the Local Government Act 2002 in relation to this item and have concluded that, as this report is for information only, the decision-making provisions do not apply.

Recommendation

That the Regional Transport Committee receives and notes the Regional Land Transport Plan investment and delivery update staff report.

Authored by:

Bryce Cullen

Transport Strategy & Policy Analyst

Katie Nimon

Transport Manager

Approved by:

Katrina Brunton

Group Manager Policy & Regulation

Attachment/s

1 ⇩	HBRC RLTP Investment Logic Mapping
2 ⇩	HBRC RLTP Draft Benefits Map

Hawke’s Bay Regional Council

Regional Transport Committee

Friday 10 February 2023

Subject: Transport Emissions Reduction Plan update

Reason for Report

1. This repot provides the Regional Transport Committee with an update on the Transport Emissions Reduction plan.

Executive Summary

2. Hawke’s Bay Regional Council is developing a transport emissions reduction plan which will form a chapter of the Regional Emissions Reduction Plan.

3. The transport emissions reduction plan will be informed by the community carbon footprint 2022 and will direct the focus and efforts to set plans and targets for emissions reduction. The plan will be developed through a series of workshops consisting of transport staff, subject matter experts, and a working group of practitioners, focusing on objectives and practical solutions.

Background

4. Emissions reduction across transport modes is a clear focus area coming from central government. A national emissions reduction plan has been developed with clear targets and indicative enablers. A working group of practitioners and subject matter experts has been convened to develop an emissions reduction plan for the Hawke’s Bay region.

5. The plan is being led by Pippa McKelvie-Sebileau, Climate Action Ambassador at Hawke’s Bay Regional Council. The working group meetings are chaired and facilitated by Pippa, Heather Bosselmann from Napier City Council, and Taylor Eubanks from Hastings District Council.

6. The Transport Emissions Reduction Plan will form a chapter of the Hawke’s Bay Emissions Reduction Plan.

Discussion

7. A National Emission Reduction Plan has been developed by the Ministry for the Environment, focusing on reducing emissions across the New Zealand economy. A range of evidence-based targets have been developed across all major emissions generating sectors of New Zealand.

8. Many of the actions in the National Emissions Reduction Plan have relevance for local government. We are developing a regionally specific emissions reduction plan (the plan), echoing the national plan, and setting out actions to reduce emissions across a complex array of industries and modes within the region.

9. Primary industry forms a large part of the Hawke’s Bay economy, naturally requiring a significant heavy transport industry to support existing operations and growth aspirations. The primary industry in Hawke’s Bay is experiencing ongoing growth, with more expected. Inevitably, this will result in the increased movement of goods. A growing need exists to support and enable this growth whilst actively reducing emissions.

10. The residential population in Hawke’s Bay continues to grow. This continued increase in population, coupled with a car-centric culture and a need to travel across a geographically dispersed region for work and leisure has supported a steady increase in journeys for a range of purposes, both short and long. Therefore, vehicle kilometers travelled, and transport emissions have increased.

11. In September 2022, the first community carbon footprint was released identifying the sources of greenhouse gas emissions in the region. Transport emissions account for 20% of the regional footprint. An additional transport emissions analysis was commissioned to identify sources from private / commercial vehicles and on-road / off-road emissions. This granular analysis showed that cars make up 51% of total emission, while commercial vehicles make up 46%, and buses the remaining 3%. Interestingly, on an tonnes of C02 emitted per vehicle kilometer travelled basis, buses were ranked the highest, ahead of heavy commercial vehicles. The community carbon footprint can be found in attachment 1.

12. A working group of practitioners has been established, led by Pippa McKelvie-Sebileau, to develop the Hawke’s Bay emissions reduction plan. The plan is being developed through a series of intensive, targeted workshops held monthly. Each workshop focuses on a specific chapter of the national plan and seeks to tease out the options and opportunities for Hawke’s Bay. Each workshop seeks to develop a series of aspirational, measurable, and tangible actions to support emissions reduction in our region.

13. The transport emissions reduction plan will form a chapter of the regional plan and be developed by council officers and subject matter experts, as required.

14. It is intended that a first draft of the regional plan, including the transport chapter, is completed by June 2023. This will enable alignment with territorial authority long term planning (LTP) cycles, giving the opportunity for actions and outputs from the draft plan to be included in LTP cycles. It is important to note that the draft plan will be open to changes and builds.

Next Steps

15. Two workshops will be held to develop and advance the transport chapter of the plan, focusing on the national targets in a Hawke’s Bay context and seeking to identify options and opportunities for the region. The first workshop is scheduled for 28 March with the core group of practitioners and transport staff from all councils. The second workshop is scheduled for 3 April with the full working group of practitioners, convened by Pippa McKelvie-Sebileau, and transport staff from each TA.

16. Several detailed planning and preparation sessions will be held ahead of the scheduled workshops to review the national plan, examine draft plans from other regions, and develop some indicative options of best fit for Hawke’s Bay.

Decision Making Process

17. Staff have assessed the requirements of the Local Government Act 2002 in relation to this item and have concluded that, as this report is for information only, the decision-making provisions do not apply.

Recommendation

That the Regional Transport Committee receives and notes the Transport Emission Reduction Plan update staff report.

Authored by:

Bryce Cullen

Transport Strategy & Policy Analyst

Approved by:

Katrina Brunton

Group Manager Policy & Regulation

Attachment/s

1 ⇩

Transport Emissions Reduction Community Carbon Footprint 2022

Hawke’s Bay Regional Council

Regional Transport Committee

Friday 10 February 2023

Subject: Regional Road Safety update

Reason for Report

1. This report outlines the new strategic framework and direction of Roadsafe Hawke’s Bay. It sets out the framework, models, approach, and strategic ownership of Roadsafe Hawke’s Bay activities into the future.

Executive Summary

2. Roadsafe Hawke’s Bay is a business unit of the Hawke’s Bay Regional Council and is responsible for delivering road safety education, messaging, and training across the region.

3. In 2022 a section 17(a) review of the Roadsafe Hawke’s Bay function was undertaken, finding that ownership and delivery of road safety initiatives should sit within the TLAs and be facilitated and enabled by the Roadsafe Hawke’s Bay business unit. Essentially, Roadsafe Hawke’s Bay should create a fully integrated regional road safety management solution that aligns engineering, education, services, and enforcement.

4. A new strategic direction has been developed to give effect to the recommendations of the sections 17(a) review. This information paper, in conjunction with the supporting appendix, give an overview of the new strategic direction and framework to enable Roadsafe Hawke’s Bay to play a more strategic and integrated role across the region.

5. The report sets out the ongoing roles and responsibilities the Regional Transport Committee will have in the RoadSafe Hawke’s Bay strategy.

6. Staff recommend the Regional Transport Committee receives this information paper and endorses the new strategic approach.

Strategic Fit

7. The RoadSafe Hawke’s Bay strategy contributes to the strategic goal of having sustainable and climate-resilient services and infrastructure. Road safety forms a critical portion of this strategic goal. Safe roads closely support and enable greater sustainability and resilience.

Background

8. RoadSafe Hawke’s Bay (RSHB) is a business unit of the Hawke’s Bay Regional Council (HBRC) responsible for delivering road safety education and messaging across the region. RSHB is funded through a mixed model that sees each territorial authority contribute some funding, as well as Waka Kotahi via a funding assistant rate (FAR). The education and messaging are intended to support Waka Kotahi’s Road to Zero strategy and is targeted to several prevalent risks across the region. Historically, a team of five staff based out of HBRC has delivered the road safety activities for the region. Through a series of staff changes and period of structural change the team has gone from five staff to one.

9. In 2022 a Section 17 (a) review of RSHB was conducted. The review found that it is impractical for the sole ownership and deliver of region wide road safety education to sit solely within HBRC and be delivered by a single member of staff. The impact of the existing operational model is a marked reduction in levels of service, largely attributed to the limited time and resource.

10. The review outlined the preferred option identified by regional stakeholders was to develop a fully collaborative regional approach to delivering road safety. This recommendation has been the catalyst for a new strategic direction that will see RSHB serve as a facilitator and enabler of the delivery of road safety education in Hawke’s Bay. Ownership of deliverables and / or activities will sit within each council. A new strategic framework and direction has been developed to reflect and give effect to this recommendation, set out in more detail in attachment 1.

Discussion

11. The new RSHB strategy casts a wide net when considering road safety, largely aligning with Waka Kotahi’s all of system approach. It encourages communities and councils to think of all possible levers, interventions, and tools that may be available to make material gain against risk factors.

12. The strategy goes down to not only a Road Controlling Authority (RCA) level of detail, but down to the communities within each RCA. Community strategies will be developed jointly with RSHB, RCAs, and the community as the key subject matter experts. There are multiple reasons for this, including:

 The community will have an intimate, detailed knowledge of the risk factors present in their community. This will extend to a level of knowledge around who, why, what, and how we can collectively enable change.

 Gives depth and granular detail to the strategy.

 Creates a fully collaborative regional approach to delivering road safety.

 Offers action plans that present an opportunity to make material change as they are developed by and for the community. That being, they are targeted and specific.

 Empowers the community and / or community groups to be the champions of change.

 Enables the community to deliver on their action plans themselves, where applicable and appropriate. Help will be provided by RCAs, RSHB, and strategic partners when required.

 Develops a holistic, integrated picture of what road safety is in each community. It builds an all of system picture and pulls on all threads (e.g. education, infrastructure, services, etc.), enabling them to work together to create change.

 Creates cross discipline and cross community visibility of road safety and associated interventions or actions.

13. The overall strategic approach has been developed to recognize the outcomes of the section 17(a) review, with the Road to Zero strategy setting the ‘north star’ for the country. This then informs and directs the approach RSHB will take, filtering this down to TLA strategies and deliverables. The strategy on a page is detailed in Appendix 1; Section 1.

14. At a cursory level, the strategy looks at all potential interventions using two key frameworks that operate collaboratively. Using these frameworks in conjunction recognizes that education is only a piece of the puzzle. The strategy takes an all of system approach within communities, identifying ways to make practical and material progress. The two key frameworks are described in detail in Appendix 1; Section 4 (a & b).

15. Importantly, what really differentiates the new approach from historic RSHB business as usual is the segmentation-based approach within districts and communities. The approach is formed around an I, WE, ALL OF US segmentation model. The model will be applied to the strategy as a whole and remains consistent as the basis for behavioral driver / choice identification and intervention development and design. The segmentation model is discussed further in Appendix 1, Section 3

16. Community risks, needs, and evidence-based interventions sit at the heart of RSHB’s new strategy. The evidence used to define risk factors and develop interventions will be a blend of qualitative and quantitative insights, and crucially, builds in citizen led insights and knowledge. The strategy recognises community members as subject matter experts to assist in the development and execution of the strategy.

Strategy development process

17. As part of the new strategic direction, RSHB will enter a brand redevelopment process. This will see a new brand personality / tone of voice established, supported by a new visual identity. The refresh will also encompass a new RSHB website that will serve as a detailed resource and information hub, giving life to the delivery of the new strategy.

18. A framework has been developed to ensure risk factors, causal factors, citizen insights, and key enablers of change have been identified and captured for each district and community. This is the strategy development process, and it follows six steps, being:

18.1.1. Identification of district risk factors

18.1.2. Development of district specific segmentation model (I, WE, ALL OF US)

18.1.3. Development of district risk identification model

18.1.4. Transformation of key enablers of change into the behaviour intervention matrix

18.1.5. Development of clear action plans based off the behaviour intervention matrix

18.2. More detail on the strategy development process and outcomes can be found in Appendix 1, Section 6

18.3. A standardized framework to develop the strategy and capture relevant insights has been developed. This is described in Appendix 1, Section 7 a – e.

RoadSafe Hawke’s Bay governance and the role of the RTC

19. The RTC play a critical role in road safety across the region. At a high level, the RTC is responsible for the strategic governance of road safety activities and working to keep our roads safe. At a council level, RTC members are the champions of road safety messaging, education, and interventions. For the purposes of this new strategy, RTC members are also the champions of change.

20. We expect that the ownership of strategic governance sits with the RTC, and the chair is the overall owner of the RSHB strategic governance. RTC members will be the champions and owners within their respective territorial authorities.

21. The RTC will have operational involvement at two clear points throughout the strategy development process.

21.1. Firstly, RTC consideration and endorsement of the new strategic direction and framework as presented in this paper.

21.2. Secondly, once the majority of the strategy development has taken place (i.e. risk factors and causal elements identified by the community) the draft interventions for each community and risk factor will be brought back to the RTC. It is anticipated that the RTC will play a role in reviewing, providing feedback, and validating the intervention mix. This will then form an action plan within each TLA.

Next Steps

22. RSHB will initiate a rebranding process that will encompass a new brand personality and tone of voice, accompanied by refreshed visual identity. A new website will form part of this process with the intention of being a resource and information hub to underpin the new strategic direction and empower partners and communities. Road safety messaging, detailed resources, and collateral will be developed in line with the new strategic direction, segmentation model, and risk factors.

23. HBRC staff will continue the strategy development process with TLAs and existing road safety action groups, updating the RTC as required.

24. Once draft interventions are designed these will be brought back to the RTC for review, feedback, and validation before being transformed into an agreed action plan. The timeline for this is fluid as the strategy development process is expected to take some time.

Decision Making Process

25. Staff have assessed the requirements of the Local Government Act 2002 in relation to this item and have concluded that, as this report is for information only, the decision-making provisions do not apply.

Recommendation

That the Regional Transport Committee receives and notes the Roadsafe Hawke’s Bay staff report and that it endorses the new approach.

Authored by:

Bryce Cullen

Transport Strategy & Policy Analyst

Approved by:

Katrina Brunton

Group Manager Policy & Regulation

Attachment/s

1 ⇩

Roadsafe HB overview

Hawke’s Bay Regional Council

Regional Transport Committee

Friday 10 February 2023

Subject: Public Transport update

Reason for Report

1. This agenda item provides an update on Public Transport operations in the region.

Background

2. The responsibility for contracting public transport services is assigned to regional councils under the Land Transport Management Act 2003. Under Section 35, the council must consider the needs of the transport disadvantaged when preparing its Regional Public Transport Plan (RPTP), which sets out the services that the council will provide.

3. Transport disadvantaged means people who the regional council has reasonable grounds to believe are the least able to travel to basic community activities and services (for example work, education, healthcare, welfare, and shopping). As part of the responsibility to the transport disadvantaged, councils also provide Total Mobility services where suitable transport operators exist to deliver the service.

Discussion

goBay operations

4. The goBay service implemented a set of 20 indefinite cancellations since 21 November 2022 to mitigate the impact of ongoing ad hoc cancellations because of recruitment issues experienced by our contract operator. Since January, goBay has seen additional cancellations due to further Go Bus staff shortages, due to driver departures, illness, and long-term injuries. The additional ad hoc cancellations are difficult for the Council to communicate to the public. The Council continues to work with Go Bus to achieve a more sustainable set of cancellations that can be better communicated and are consistent. This can take weeks to achieve due to scheduling, which results in varied cancellations in the interim. Go Bus is working on further recruitment methods to address the issue. Figure 1 shows the cancellation rates for the last 12 months.

Month	Expected trips (Ave.)	Cancelled trips #	Cancelled trips %
Feb-22	3667	867	24%
Mar-22	3834	1667	43%
Apr-22	3758	1379	37%
May-22	3815	1117	29%
Monthly trips decrease from June due to 16a, 16b, 17 being replaced by MyWay
Jun-22	3287	267	8%
Jul-22	3397	243	7%
Aug-22	3397	279	8%
Sep-22	3287	54	2%
Oct-22	3397	114	3%
Nov-22	3287	464	14%
Dec-22	3195	392	12%

Figure 1: goBay cancellation rates (February 22 – December 22)

5. Public Transport Patronage

Month	Total Patronage	Peak Patronage	Total Pax KMs	Total Fare Revenue
Jul-22	32,964	17,714	359,852	$ 19,620.00
Aug-22	44,621	27,172	460,202	$ 26,241.00
Sep-22	47,562	28,442	471,112	$ 30,501.00
Oct-22	38,157	20,566	383,367	$ 24,404.00
Nov-22	41,168	23,876	412,889	$ 26,852.00
Dec-22	31,332	14,755	317,811	$ 20,238.00

Figure 2: Public Transport patronage (July 22 - December 22) incl. MyWay

6. The Napier Hastings Bus Unit contract requires a gross price rate reset at the end of the sixth year of the contract. This was due in July 2022 and is currently underway. This is in accordance with Section 2.4 of the Contracting Manual for SD-16-000, which is advised by the Waka Kotahi Procurement Manual, Section 10.28:

Section 10.28 – Gross Price Resets for PT units

Rule

1. Bus public transport unit contracts procured through an open supplier selection process will have a cost reset of the annual gross price informed by benchmarked price data (see appendix I Contract negotiation processes for bus public transport units) at six years of the nine-year term.

2. This section does not apply to contracts for commercial units.

3. Approved Organisations with small or medium-sized bus markets and where suitable price benchmark information is not or is unlikely to be available, can reconfirm the contract price at the current contract price when undertaking a gross cost reset.

Guidelines

Bus public transport unit contracts longer than six years, will have the annual gross price reset at year six of the contract to ensure confidence in costs. This is a reset of the price only. It is not a review of the contract terms, or an opportunity to end the contract early.

The reset price will apply for the start of year seven of the contract, and if necessary, will be paid in arrears.

The price reset is intended to recognise that agreements need to ensure best value for money is being achieved in the longer term, and a reasonable balance is being maintained between operator profit and the expenditure of public funds.

Over time, indexation payments, changes in farebox recovery and financial incentive mechanisms may shift the balance between best value for money and sustainable revenue. The reset process is designed to restore the balance.

This reset may result in the annual gross price increasing or decreasing.

Half Price Fares

7. The Government funded Half Price Fares scheme has been in operation since 1 April 2022, to mitigate the impact of rising fuel prices and encourage the use of public transport. During the scheme, we have not seen a noticeable increase in patronage as a result. The scheme is due to end on 30 June 2023. From 1 July 2023, the Half Price Fares will stay in place for Total Mobility users, as well as Public Transport users with Community Services Cards (CSC). This will be known as Community Connect.

8. Community Connect will go live on 1 July 2023 and will have a medium impact on the organisation. This is due to the likelihood of an increase in Bee Card sales, and the requirement to set up the concessions required for CSC holders to access the concession. The Bee Card technical team are working with technology partners to automatically integrate the data with the Ministry of Social Development, so our teams aren’t required to manually authorise each individual request. Council staff will simply enter the CSC number and the validation will occur in the back end. Waka Kotahi is making funding available to cover the increased administration cosst that may be involved.

On Demand Public Transport (ODPT)

9. MyWay has been operating as a separately funded improvement activity under Public Transport Programme since June 2022 with the intention to trial a new mode of transport to increase patronage.

10. MyWay performs well comparative to similar services around Australasia. The Hastings Trial has met its successful ridership targets; however, we can see that the service is vulnerable to driver shortages and struggles to meet demand during peak time due to the size of the zone and number of vehicles. Figure 3 shows the trends across the last quarter in relation to meeting demand and ride requests.

Figure 3: MyWay Service Operation (September 22 to January 23)

11. MyWay has undergone several service-parameter changes to increase service levels in response to feedback and pressure points in delivery. These changes have included:

11.1. Increased detour rates (the time the rider spends in the vehicle can increase to allow additional riders to be collected that might be further out of range), which allows MyWay to offer more rides to users at peak times.

11.2. Increased booking window (increased from 30 minutes to 45 minutes), which improves the likelihood of being offered a ride. Although this results in a longer wait time, the rider can secure a ride and doesn’t need to make ongoing attempts to book.

11.3. Reduced virtual stops (eliminating several possible stops that are within a close walkable distance to the same likely location i.e., Kmart and Hastings Hospital) which results in a faster trip time for the passengers.

11.4. Increased walking distance (yet to be actioned), which sees riders walk further to connect to the service, allowing the vehicle to take a more efficient route. This decreases the “walking distance” level of service, which would make this measure a last resort.

12. The Hastings MyWay service is still in its trial period. The service will be reviewed using a benefit map and an evaluation plan. The review will likely take place between February and April to inform a trial in Napier due to be implemented in the 23/24 financial year.

13. The Napier MyWay trial is still in the scoping phase, and further development is dependent on the success of the Hastings trial. More options are being explored for the Napier trial, as trialling a different model for Napier would be beneficial; to identify whether another style of ODPT will have better community or patronage outcomes. This will determine whether the trial is delivered inside the scope of the current bus unit contract, or as a complimentary service.

Total Mobility

14. The Total Mobility Scheme provides subsidised taxi travel for Hawke’s Bay residents who are unable to use public transport due to a significant, permanent impairment. People assessed for and registered to the scheme receive taxi vouchers entitling them to a 50% fare discount (which is currently subsidised to 75% under the Half Price Fares scheme). The scheme is administered by the Regional Council and funded by both the Council and Waka Kotahi.

15. Total Mobility trips have risen as a result of the increased subsidy; however, they continue to remain stable. Figure 4 shows the trips compared to total fares. The concession amount is the amount of subsidy the scheme covers per month. The lower trips and fare in July are directly related to the month Ridewise was launched, where some trips were still being recorded by voucher rather than captured in the data.

Month	Total Trips	Total Fare	Concession Amount
Jul-22	5,002	$ 90,242.90	$ 63,929.28
Aug-22	8,181	$ 156,511.04	$ 110,948.68
Sep-22	8,627	$ 167,754.17	$ 119,641.10
Oct-22	8,348	$ 164,278.81	$ 115,913.21
Nov-22	9,247	$ 187,423.20	$ 132,424.56
Dec-22	8,850	$ 174,783.10	$ 123,713.01

Figure 4: Total Mobility Trips and Cost (including flat fee hoist charges)

Climate Emergency Response Fund (CERF) Transport Choices Package

16. Hawke’s Bay Regional Council has successfully secured funding of $1.39 million from Central Government to spend on projects aimed at the Transport Choices package. The funding is part of a $350 million Transport Choices package included in the Government’s Climate Emergency Response Fund (CERF) led by Waka Kotahi. The funding secured by the Regional Council will upgrade ten bus stops in the region, as well as creating two new stops. This package is fully funded by Waka Kotahi. Bus stops will be upgraded at key locations across the network, designed in accordance with expected patronaged and use style i.e., main terminus, transfer point, high-volume stop. This also includes the development of two new bus stops at locations new to the network: Whakatu, and the Hawke’s Bay Regional Sports Park. Upgrades to the stops will include real-time bus information, solar power for real-time travel information displays, charging for scooters, bikes, and phones, as well as WiFi capability, secure bike/scooter parking, 24-hour security lighting and cameras. The bus stops will be designed for all abilities and allow bus users to get a sense of the improved services that they can expect to the region’s bus network from mid-2025.

Decision Making Process

Recommendation

That the Regional Transport Committee receives and notes the Public Transport update staff report.

Authored & Approved by:

Katie Nimon

Transport Manager

Attachment/s

There are no attachments for this report.

Hawke’s Bay Regional Council

Regional Transport Committee

Friday 10 February 2023

Subject: Active Transport update

Reason for Report

1. The purpose of this report is to give an update of active transport specific actions and deliverables that are either planned or underway in each territorial authority. Additionally, this paper outlines the purpose and focus areas of the active transport workstream.

Executive Summary

2. The report updates the RTC on active transport activities that are either planned or underway across the region. Detailed planning is well underway within councils that received Transport Choices and Streets for People funding.

3. The report sets out the next steps for the active transport workstream, with the overall goal being the development of a regional active transport strategy. The existing regional cycling plan will be reviewed as the foundation to the new active transport strategy. The strategy will look at active transport through the lens of vehicle kilometres travelled (VKT) reductions, emission reduction plan, one network framework, and modal shift to determine what needs to be updated and added to form a robust active transport strategy for Hawke’s Bay.

4. The TAG agreed that the core purpose of the workstream is not to be involved in operational detail or planned works. Instead, the workstream would take a strategic focus, setting the ‘north star’ for active transport in Hawke’s Bay.

Background

5. The technical advisory group (TAG) was restructured in late 2022 to take a workstream based structure, resulting in a more focused approach to workstream content and deliverables. With a regional focus on modal shift, emissions, and VKT reductions the establishment of an active transport workstream was a clear decision.

Discussion

The following sections will give an overview of current active transport activities that are either underway or planned in each council

6. Central Hawke’s Bay District Council (CHBDC)

6.1. Towards the end of 2022 CHBDC successfully secured funding from Streets for People and Transport choices. Streets for People funding will be used to encourage walking and community connectedness in Waipawa. Preliminary design is underway and an initial site safety walk has taken place.

6.2. CHBDC was awarded $4.2 million from the Transport Choices fund, with most of this funding focused on the Ōtāne community. The vision is to completely link the Ōtāne community through well designed, modern footpaths throughout the settlement, creating a model connected community. Pōrangahau is set to become increasingly connected via footpaths linking the school to key areas of the community, provided funding allows.

7. Wairoa District Council (WDC)

7.1. WDC successfully secured funding through the Transport Choices package in 2022. The funding will see the design and development of a network of integrated multi modal paths with the urban area of Wairoa. WDC envision a network that links all key areas around the town. Planning is currently underway.

7.2. WDC’s aspiration is to encourage increased active transport among the younger generations, using this as a springboard to involve the entire family and creative positive habits.

8. Hastings District Council (HDC)

8.1. Like the other TA’s, HDC successfully secured funding from both the Transport Choices and Streets for People packages. The funding will see the design and development of a several infrastructure interventions, including traffic calming around several schools along with supporting and enabling infrastructure.

8.2. A portion of the Transport Choices funding has been allocated to the Camberley and Mahora communities. The funding will focus on the design and development of safe walking and cycling in and around these communities and will be carried out in a targeted, integrated way.

8.3. The Akina to Mayfair cycleway project has been initiated, increasing connectivity north-south across Hastings. A network wide review of the existing iWays in the district is taking place with a view to increasing separation within the network, improving levels of comfort and safety for cyclists. Other projects will focus on remediation of some existing network gaps in suburbs such as Flaxmere.

8.4. HDC continues to place significant focus on enabling and encouraging active transport in and around schools. The underpinning principle is that schools are one of the best mechanisms to create and support long term behaviour change and habits.

9. Napier City Council (NCC)

9.1. No update from NCC

10. Hawke’s Bay Regional Council (HBRC)

10.1. Over the coming months several active transport events across the region will take place, including the Aotearoa bike challenge and the Hawke’s Bay marathon. Both large events will heavily leverage and utilize the Hawke’s Bay trails.

10.2. Detailed feasibility analysis and costing is underway on the Ngaruroro explorer, a new trail skirting the Ngaruroro River and connecting Omahu iWay routes and wineries ride with Taradale iWay, water ride, and Pakowhai regional park. This is part of the NZCT 2018 Business Case for Hawke’s Bay Trails.

10.3. Repairs and maintenance are ongoing, with priority of repairs in the wake of ex cyclone Hale. Most damage around Ngaruroro / Tūtaekurī rivers and Waitangi regional park. A New Zealand cycle network audit was completed, resulting in several priorities for health and safety and need to update operational documents.

11. Technical Advisory Group structure (TAG)

11.1. Following a full day structure workshop in 2022, the TAG has been restructured to focus on key workstreams, with active transport being one. The intent of this workstream is not to replace any existing committees, or review work currently underway.

11.2. The workstream is made up of staff from all councils who are leading work in the active transport space. A representative from Waka Kotahi also sits on the workstream. Subject matter experts will be brought in when required.

11.3. At the active transport TAG meeting on 19 January 2023, it was agreed that the workstream would focus on the development of a regional active transport strategy. This would encompass active modes and micro mobility across Hawke’s Bay. The strategy would not seek to review work currently underway from the draft Hawke’s Bay Regional Cycle Plan but use these as a base to build an integrated active transport strategy.

Next Steps

12. The active transport TAG workstream agreed a regional active transport strategy was required, focusing on network connections, emissions reduction, VKT reduction, modal shift / behaviour change, safety, and useability. The TAG workstream will review the existing regional cycling plan as the foundational document for the strategy.

13. The first stage in the development of the active transport strategy will be pulling together a full view of the regional network, including the urban network and Hawke’s Bay trails. Subsequently, this will be used to develop a network wide gap analysis, informing the focus of the strategy development.

14. Key themes in the active transport strategy will be enabling safe and effective active transport, integration with the future public transport network, enabling and supporting modal shift, and focusing on long term behaviour change. Influencing future spatial planning will be a central consideration.

15. Initially, the focus will be to review the current regional cycling plan through the lens of vehicle kilometer travelled reductions, emission reduction plan, one network framework, and modal shift to determine what needs to be updated and added to form a robust active transport strategy for Hawke’s Bay.

Decision Making Process

16. Staff have assessed the requirements of the Local Government Act 2002 in relation to this item and have concluded that, as this report is for information only, the decision-making provisions do not apply.

Recommendation

That the Regional Transport Committee receives and notes the Active Transport workstream staff report.

Authored by:

Bryce Cullen

Transport Strategy & Policy Analyst

Approved by:

Katrina Brunton

Group Manager Policy & Regulation

Attachment/s

There are no attachments for this report.