QTS-004 · Community report · 2017
Queenstown Transport Taskforce Report
Part of: Rapid transit evidence →
Final report (February 2017) of the Queenstown Transport Taskforce, a volunteer group of local industry representatives and residents established by Shaping Our Future after public forums in 2015, with a second forum on the draft in November 2016. It sets a 2046 vision of an 'innovative, functional, integrated, multi-modal and sustainable transport system'. Its main recommendation is that Queenstown Lakes District Council (QLDC) lead the creation of a single Transport Entity of QLDC, NZTA and Otago Regional Council (ORC) to plan, fund and implement transport improvements. The entity would pursue integrated strategic and spatial planning, a district-wide long-term transport strategy including a Wakatipu masterplan, protection of public transport corridors and hubs, a shift from private and rental cars to public transport and innovative modes (e.g. automated shared vehicles, e-bikes, water taxis, mass rapid transit, monorail), commuter cycling corridors, progressive pedestrianisation of the CBD, and new funding sources such as a visitor levy or congestion charging. More detailed recommendations cover bus priority or a dedicated public transport corridor Frankton-CBD, behaviour research, parking management, community culture and funding. The report includes a baseline analysis and KPIs.
What the document says
Context and purpose. Shaping Our Future held transport forums in Wanaka and Queenstown in May 2015 (103 attendees) and set up taskforces in July 2015; a second public forum on the draft report in November 2016 drew over 90 participants, and the report states the recommendations and vision were agreed by the community (p.5). The Queenstown Transport Taskforce comprises volunteers from local industry and residents (p.5). Its scope is the Wakatipu Basin, Glenorchy, Arrowtown and Kingston, focused on integrated spatial planning, public transport, community culture and funding (p.5).
Baseline. The report notes daily visitor numbers exceed the resident population of about 30,000 by 60% on average (48,000 people) and 215% at peaks (94,500), citing a 2014 economic development report (pp.3, 14); topography limits road expansion; and the ratepayer base is inadequate to maintain or extend key infrastructure (p.3). It cites QLDC's expectation of a total resident population of about 150,000 by 2045 (p.3). Over 5,000 cars enter the town centre between 7 and 11am (March 2014); SH6 at Frankton averaged 20,000 vehicles per day at the end of 2015 and 24,000 in early 2016, with a peak of 28,500 (pp.14-15); about 1,000 cars park all day in the town centre and around 80% of 458 on-street short-stay parks are occupied during the day (p.15). The existing bus service is described as poorly used by residents (p.15).
Vision. 'The Queenstown Lakes District has an innovative, functional, integrated, multi-modal and sustainable transport system that supports a thriving, healthy community and enhances the visitor experience' (pp.1, 9), with sub-visions for integrated strategic planning, public transport and community culture (pp.16, 19, 21).
Recommendations. (1) QLDC to lead the establishment of a single Transport Entity of QLDC, NZTA and ORC, with independence, authority, expertise, funding and accountability, citing Vancouver 2040, Marlborough Roads and Auckland Transport as examples (pp.3, 11). (2) The entity to deliver integrated strategic planning; spatial planning including mixed use and densification; leadership on new technology; an integrated district-wide long-term transport strategy including a Wakatipu masterplan, identification and protection of public transport corridors and hubs, and 'a fundamental transformation' to public transport and innovative modes 'e.g. automated shared vehicles, e-bikes, water taxis, gondolas, monorail, etc.'; commuter cycling and walking corridors; progressive CBD pedestrianisation; and collective funding sources such as a visitor levy, congestion charging and central government funding (p.4). (3) The Shaping Our Future Steering Group to present the report to the Minister of Transport (p.4). Detailed recommendations (pp.12-14) include an integrated strategic plan with a Frankton Flats priority, affordable worker accommodation, scenario planning, behavioural research, bus priority measures 'or dedicated public transport corridor where possible, initially Frankton - CBD', incentives and real-time information, public transport hubs for bus and water transport, commuter cycling facilities, parking management and progressive reduction of on-street parking, community engagement, and investigation of funding solutions including third-party funding agreements. Each theme has KPIs, such as public transport patronage on selected routes exceeding private vehicle use (p.20) and 60% of school children using active, public or school transport (p.22).
Mass rapid transit: The report refers to mass rapid transit only in passing, listing 'gondolas, monorail' among 'innovative forms of transport' in its recommended shift away from private cars (p.4). It also recommends a 'dedicated public transport corridor where possible, initially Frankton - CBD' (p.12) and identifies limited 'Space/land available for a key transport corridor between Frankton and Queenstown' as a delivery issue (p.20). It does not assess mass rapid transit.
Key figures
- Daily visitors exceed residents (about 30,000) by 60% on average (48,000 total) and 215% at peaks (94,500) (pp.3, 14)
- QLDC expects total resident population of about 150,000 by 2045 (p.3)
- Over 5,000 cars enter the town centre 7-11am (March 2014) (p.14)
- SH6 Frankton about 20,000 vpd end 2015, 24,000 early 2016, peak 28,500 (p.15)
- About 1,000 cars park all day in the town centre; about 80% of 458 on-street short-stay parks occupied (p.15)
- Forums: 103 attendees (May 2015); over 90 participants on the draft (Nov 2016) (p.5)
Rapid transit
Mass rapid transit means light rail, gondola/cable car, bus rapid transit and similar dedicated rapid-transit technologies. It does not include ordinary bus services or ferries.
Passing. Mentions mass rapid transit without assessing it.
Mentions mass rapid transit among innovative modes that could replace car use; recommends a dedicated Frankton-CBD public transport corridor where possible. E-bikes and water taxis in the same list are not mass rapid transit.
The taskforce's integrated strategy recommendation calls for 'A fundamental transformation from the use of private/rental cars and campervans to public transport and innovative forms of transport, e.g. automated shared vehicles, e-bikes, water taxis, gondolas, monorail, etc.' (p.4), alongside 'Identification, protection and development of key public transport corridors and transport hubs needed now and into the future' (p.4). Under public transport it recommends 'Identification and development of bus priority measures (or dedicated public transport corridor where possible), initially Frankton - CBD' (p.12). Among potential issues it lists 'Space/land available for a key transport corridor between Frankton and Queenstown and around the basin' (p.20). No route, cost or technology assessment is given.
"A fundamental transformation from the use of private/rental cars and campervans to public transport and innovative forms of transport, e.g. automated shared vehicles, e-bikes, water taxis, gondolas, monorail, etc." (p.4) | "Identification and development of bus priority measures (or dedicated public transport corridor where possible), initially Frankton - CBD" (p.12) | "Space/land available for a key transport corridor between Frankton and Queenstown and around the basin." (p.20)
Files
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Main document
Public copies
Publisher’s own file.
Actions recorded
Lead the establishment of a single Transport Entity of QLDC, NZTA and ORC to oversee planning, funding and implementation of transport improvements.
Not assessed · QLDC
QLDC to lead the establishment of a single Transport Entity
Develop integrated strategic planning and spatial planning, including mixed-use zones and densification within urban boundaries.
Not assessed
Integrated Strategic Planning
Take a leadership role in using new technology for a proactive, flexible transport system.
Not assessed
Mandate for the Transport Entity to take a leadership role in the use of new technology
Develop an integrated district-wide long-term transport strategy, including a Wakatipu Basin masterplan and identification and protection of key public transport corridors and hubs.
Not assessed
Development of an integrated district wide long-term transport strategy
Pursue a fundamental shift from private and rental cars to public transport and innovative modes such as automated shared vehicles, e-bikes, water taxis and mass rapid transit.
Not assessed · Relevant to rapid transit
e.g. automated shared vehicles, e-bikes, water taxis, gondolas, monorail
Provide safe commuter cycling and walking corridors linking key destinations, residential areas and the trails network, with end-of-trip facilities.
Not assessed
Provide a framework of direct, clearly signed and safe commuter cycling facilities
Progressively pedestrianise the Queenstown CBD and design new town centres to be pedestrian friendly.
Not assessed · Progressive
The Queenstown CBD should be progressively pedestrianised
Explore and secure collective additional funding sources, e.g. a visitor levy, congestion charging and central government funding.
Not assessed
Explore and secure collective sources of additional funding
Show all 19 actions
Present the Transport Report to the Minister of Transport.
Not assessed · Shaping Our Future
Shaping our Future Steering Group to present the Transport Report to the Minister of Transport
Prepare an integrated strategic plan for the Wakatipu Basin with an initial priority on Frankton Flats, including protection of transport corridors and hubs and analysis of bridge pressures.
Not assessed · QLDC · Initial focus
with an initial focus on the Frankton Flats as a priority
Provide affordable worker accommodation close to employment, initially at Gorge Road and also Frankton.
Not assessed · QLDC
Provision of affordable worker accommodation close to place of employment
Undertake scenario planning and identify growth triggers to support forward planning and funding.
Not assessed · QLDC
Identification of triggers for various growth scenarios
Commission behavioural research on resident and visitor travel and an analysis of growth and critical congestion areas.
Not assessed · QLDC
behavioural study of residents and visitors
Identify and develop bus priority measures or a dedicated public transport corridor, initially Frankton-CBD, later the wider basin.
Not assessed · QLDC · Initially; medium to long term wider basin · Relevant to rapid transit
or dedicated public transport corridor where possible), initially Frankton - CBD
Encourage public transport use through incentives, real-time information and launching key routes such as Airport/Frankton to CBD.
Not assessed · QLDC · Short term
Launch and celebrate 1 or 2 key routes
Create safe, sheltered public transport hubs for bus and water transport and trial pop-up park and ride.
Not assessed · QLDC
Create public transport hubs that are safe, sheltered and attractive
Manage parking to support public transport, develop off-street facilities and an integrated parking guidance system, and progressively reduce on-street parking.
Not assessed · QLDC · Progressive
Progressive reduction in availability of on-street parking
Build community and visitor awareness and engage the community in solutions, including subsidised or free public transport.
Not assessed · QLDC
Build community and visitor awareness of existing public transport services
Investigate funding solutions and an alternative integrated funding model, including wider third-party funding agreements with developers.
Not assessed · QLDC
Investigate funding solutions for public transport
Study cost
A separate study cost was not requested.
Citation
Queenstown Transport Taskforce Report (2017).