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QTS-023 · Single-stage business case · 2019

Wakatipu Active Travel Network Single Stage Business Case

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Beca's Single Stage Business Case for the Wakatipu Active Travel Network (WATN), prepared on behalf of the Way to Go partnership (QLDC, NZ Transport Agency and ORC) with Queenstown Trails Trust, makes the case for a connected walking, cycling and e-mobility network across the Wakatipu Basin, building on the existing recreational trails. It was identified as an activity in the Queenstown Integrated Transport Programme Business Case. Three problem statements (safety barriers, incomplete trails, and car dependence causing congestion) led to investment objectives that were applied through multi-criteria assessment to 12 routes, giving a preferred network. It proposes a Package 1 of about $40m over five years for about 32km of facilities, with benefits of about $98m. Package 1 has a BCR of about 2.6 (Stage 1 2018-2021: 1.8; Stage 2 2021-2024: 3.2), with Queenstown to Frankton (Frankton Track) the highest-value component (BCR 5.9). Package 1 capital cost is $39.64m (QLDC $10.54m, NZTA $27.87m, third parties $1m) at a 51% funding assistance rate; Package 2 (2024-2030) is estimated at $93.78m and is subject to reassessment. Cycling trips across the network are forecast to grow from 3,122 (2016) to 15,055 (2046). The management case proposes a partner steering group and single-organisation maintenance. The case does not assess mass rapid transit; it notes only that the parallel Frankton to Queenstown business case included MRT options in its scope.

What the document says

Context and purpose: The SSBC sets out the case for an integrated, legible, attractive and safe walking and cycling network across the Wakatipu Basin (p.16). Beca prepared it on behalf of Way to Go (p.16), on the specific instructions of QLDC (PDF p.2). It was endorsed on 29 August 2019 by QLDC's General Manager, Property and Infrastructure and the NZ Transport Agency's Team Leader - Partnerships & Investment (PDF p.2). It is an activity identified in the NZTA-endorsed Queenstown Integrated Transport Programme Business Case (QITPBC) (p.16), whose recommended programme targets 30% alternative mode share by 2045, up from 15% (p.28). Page references are printed page numbers for the main volume; appendices are cited by file.

Problems and objectives: ILM workshops identified three problems: lack of appropriate infrastructure creating safety barriers (40%); informal and incomplete trails leading to low usage (40%); and limited alternatives reinforcing congestion and poor health (20%) (p.34). Trips into the town centre between 7am and 11am were 77% car occupants, 13% public transport, 9% pedestrians and 1% cyclists (p.56). The existing trails carry about 330,000 trips a year, expected to grow 5-10% annually (p.9).

Options and preferred network: Twelve routes linking Queenstown and Frankton with Jacks Point, Kelvin Heights, Lake Hayes Estate, Arthurs Point, Fernhill and Arrowtown were assessed through MCA, with sensitivity tests (pp.67-127). The preferred network includes the utilities corridor from Jacks Point to Frankton, the existing lakeside Frankton Track between Frankton and Queenstown, Gorge Road/Robins Road to Arthurs Point, and town centre routes from the Queenstown Town Centre Masterplan (pp.128-130).

Economic case: Using the WSP-Opus PT demand model to estimate cycle demand (p.155), and assuming existing cycling mode shares double by 2045 (p.156), Package 1 has a present value cost of $36.9m and benefits of $97.6m, a BCR of 2.6 and first year rate of return of 13% (p.158). Stage 1 (2018-2021) has a BCR of 1.8 and Stage 2 (2021-2024) 3.2 (p.158). Route BCRs range from 0.6 (Park Street) to 5.9 (Queenstown to Frankton, B3) (p.160). Total cycling trips are forecast to grow from 3,122 (2016) to 8,828 (2029) and 15,055 (2046) (pp.160-161). With no growth in commute share the BCR falls to 1.0 (p.161). The proposal is rated 'High' for results alignment with priority order 5 (pp.162-163).

Financial, commercial and management cases: Package 1 is estimated at $39.64m in 2019 dollars (Stage 1 $13.63m; Stage 2 $26.01m), excluding inflation, with +/-30% contingency (pp.166-169). Package 2 (2024-2030) is estimated at $93.78m and the NZ Transport Agency envisages reassessing it (p.169). Funding is sought from the NLTF at a 51% FAR plus QLDC LTP contributions; NZTA indicated about $15m for 2018-2021 and a $35m placeholder for 2021-2024 (p.170). The Table 48 split totals $39.41m: QLDC $10.54m, NZTA $27.87m and third parties $1m (p.171). Package 1 affects about 60 properties (p.169). Recommended procurement is a Price Quality Method for professional services and traditional staged construction procurement (pp.176-179). Governance is through a WATN steering group, with maintenance by one organisation under an MOU (pp.189-191). Next steps were QLDC and NZTA approval later in 2019 and Stage 1 implementation from mid-2020 (p.196). The appendices include engagement, MCA, cost estimate, risk, property and consenting reports, and a GHD peer review for QLDC (Appendix U).

Mass rapid transit: The SSBC does not assess mass rapid transit, offline public transport or mass rapid transit between Frankton and the Town Centre. Appendix B notes that the parallel Frankton to Queenstown SSBC's scope included 'the identification of potential High Capacity Water Transport and mass rapid transit (MRT) options' so that SH6A interventions are appropriately sized (App A-G file p.24). Other references are to the Skyline Gondola as a town centre destination (e.g. the Rees Street 'Gardens to Gondola' route, p.153) and a meeting with Porter Group about its proposed mass rapid transit and trails alongside the Kawarau River (App C).

Key figures

  • Package 1 investment about $40m over five years for about 32km of facilities; benefits about $98m (p.9)
  • Package 1 BCR about 2.6; Stage 1 (2018-2021) BCR 1.8; Stage 2 (2021-2024) BCR 3.2; FYRR 13% (p.158)
  • PV cost $36.9m; PV benefits $97.6m, of which walking and cycling benefits $83.0m and travel time savings $14.6m (pp.158-159)
  • Route B3 Queenstown to Frankton: PV benefits $36.1m, PV costs $6.1m, BCR 5.9 (p.160)
  • Package 1 capital cost $39.64m (Stage 1 $13.63m; Stage 2 $26.01m), 2019 dollars, no inflation (p.168)
  • Funding split (Table 48): QLDC $10.54m, NZTA $27.87m, third party $1m; total $39.41m; 51% FAR (pp.170-171)
  • Package 2 (2024-2030) estimated capital cost $93.78m (p.169)
  • Cycling trips 3,122 (2016), 8,828 (2029), 15,055 (2046) across the network (p.161)
  • Town centre AM trips (7-11am): car occupants 77%, PT 13%, pedestrians 9%, cyclists 1% (p.56)
  • About 330,000 trips per year on existing trails, growing 5-10% a year (p.9)
  • QITPBC target: 30% alternative mode share by 2045, up from 15% (p.28)

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.

Not assessed; notes the parallel Frankton-Queenstown SSBC scope includes MRT options to size SH6A interventions

The business case is limited to active travel and does not assess mass rapid transit. Its only MRT reference is in Appendix B (Strategic Context), describing the parallel Frankton to Queenstown Single Stage Business Case for SH6A: 'Also, within the scope of the Business Case is the identification of potential High Capacity Water Transport and mass rapid transit (MRT) options. This is to ensure that the SH6A interventions are appropriately sized and whether the long-term solution for the corridor is to provide either of these solutions' (App A-G file p.24). The equivalent main-volume table of parallel projects (p.19) lists SH6A capacity, widening, bus priority and intersection options without the MRT sentence. References elsewhere concern the Skyline Gondola as a town centre trip attractor, the Rees Street 'Gardens to Gondola' route (C1, p.153) and the use of Skyline ticket data as a pedestrian demand proxy (Appendix R), and a stakeholder meeting with Porter Group 'regarding the proposed Gondola and trails alongside Kawarau River' (App C, App A-G file p.35). None of these relate to a Frankton-Town Centre MRT.

"Also, within the scope of the Business Case is the identification of potential High Capacity Water Transport and mass rapid transit (MRT) options. This is to ensure that the SH6A interventions are appropriately sized and whether the long-term solution for the corridor is to provide either of these solutions." (p.Appendix B (App A-G file p.24))

Files

Public copies

The publisher’s page for this document.

Actions recorded

  • Deliver component A2 Shotover Bridge to State Highway 6 (capital cost $2.59m, Table 48).

    Not assessed · NZTA · 2018-2021 (Package 1 Stage 1)

    A2 Shotover Bridge to State Highway 6 - partner lead NZTA

  • Deliver component A3/A4 SH6 to Frankton Track including Marina safety improvements (capital cost $1.2m, Table 48).

    Not assessed · NZTA · 2018-2021 (Package 1 Stage 1)

    A3/A4 SH6 to Frankton Track including Marina safety improvements - partner lead NZTA

  • Deliver component A5/A7 Jack's Point to Frankton including Frankton connection south upgrade (capital cost $9.59m, Table 48).

    Not assessed · NZTA · 2018-2021 (Package 1 Stage 1)

    A5/A7 Jack's Point to Frankton including Frankton connection south upgrade - partner lead NZTA

  • Deliver component A8 Lake Hayes Estate to Frankton (South) - design (capital cost $250k, Table 48).

    Not assessed · QLDC · 2018-2021 (Package 1 Stage 1)

    A8 Lake Hayes Estate to Frankton - partner lead QLDC

  • Deliver component B2 Fernhill to Queenstown (capital cost $4.2m, Table 48).

    Not assessed · QLDC · 2021-2024 (Package 1 Stage 2)

    B2 Fernhill to Queenstown - partner lead QLDC

  • Deliver component B3 Frankton Track level of service improvements including Park Street greenway (capital cost $6.6m, Table 48).

    Not assessed · NZTA · 2021-2024 (Package 1 Stage 2)

    B3 Frankton Track level of service improvements including Park Street greenway - partner lead NZTA

  • Deliver component C2 Brecon Street - design (capital cost $685k, Table 48).

    Not assessed · QLDC · 2021-2024 (Package 1 Stage 2)

    C2 Brecon Street - design - partner lead QLDC

  • Deliver component C3 Park Street upgrade - design (capital cost $620k, Table 48).

    Not assessed · QLDC · 2021-2024 (Package 1 Stage 2)

    C3 Park Street upgrade - design - partner lead QLDC

Show all 36 actions

  • Deliver component C5 Arthurs Point to Queenstown level of service improvements (capital cost $8.3m, Table 48).

    Not assessed · QLDC · 2021-2024 (Package 1 Stage 2)

    C5 Arthurs Point to Queenstown level of service improvements - partner lead QLDC

  • Deliver component C7 Lake Hayes Estate to Shotover Bridge (capital cost $1.6m, Table 48).

    Not assessed · QLDC · 2021-2024 (Package 1 Stage 2)

    C7 Lake Hayes Estate to Shotover Bridge - partner lead QLDC

  • Deliver component A8 Lake Hayes Estate to Frankton (South) - physical works (capital cost $4m, Table 48).

    Not assessed · QLDC · 2021-2024 (Package 1 Stage 2)

    A8 Lake Hayes Estate to Frankton - partner lead QLDC

  • Deliver Package 2 component C1 Rees Street 'Gardens to Gondola' (town centre route), subject to later reassessment of economics and affordability.

    Not assessed · QLDC · 2024-2030 (Package 2)

    2024-2030 Package 2 C1 - partner lead QLDC

  • Deliver Package 2 component C2 Brecon Street - physical works, subject to later reassessment of economics and affordability.

    Not assessed · QLDC · 2024-2030 (Package 2)

    2024-2030 Package 2 C2 - partner lead QLDC

  • Deliver Package 2 component C3 Park Street upgrade - physical works, subject to later reassessment of economics and affordability.

    Not assessed · QLDC · 2024-2030 (Package 2)

    2024-2030 Package 2 C3 - partner lead QLDC

  • Deliver Package 2 component C4 Upper and Lower Beach Street, subject to later reassessment of economics and affordability.

    Not assessed · QLDC · 2024-2030 (Package 2)

    2024-2030 Package 2 C4 - partner lead QLDC

  • Deliver Package 2 component C6 Arthurs Point to Tuckers Beach, subject to later reassessment of economics and affordability.

    Not assessed · QLDC · 2024-2030 (Package 2)

    2024-2030 Package 2 C6 - partner lead QLDC/QTT

  • Deliver Package 2 component D1 Kelvin Heights to Frankton, subject to later reassessment of economics and affordability.

    Not assessed · QLDC · 2024-2030 (Package 2)

    2024-2030 Package 2 D1 - partner lead QLDC

  • Deliver Package 2 component D2 Tuckers Beach to Frankton, subject to later reassessment of economics and affordability.

    Not assessed · QLDC · 2024-2030 (Package 2)

    2024-2030 Package 2 D2 - partner lead QLDC

  • Deliver Package 2 component D3 Arrowtown to Lake Hayes track, subject to later reassessment of economics and affordability.

    Not assessed · QLDC · 2024-2030 (Package 2)

    2024-2030 Package 2 D3 - partner lead QLDC

  • Deliver Package 2 component D4 Lake Hayes North to Shotover Bridge, subject to later reassessment of economics and affordability.

    Not assessed · NZTA · 2024-2030 (Package 2)

    2024-2030 Package 2 D4 - partner lead NZTA

  • Deliver Package 2 component E1 Arrowtown to Arthurs Point, subject to later reassessment of economics and affordability.

    Not assessed · QLDC · 2024-2030 (Package 2)

    2024-2030 Package 2 E1 - partner lead QLDC

  • Deliver Package 2 component F1 Jack's Point to Kelvin Heights, subject to later reassessment of economics and affordability.

    Not assessed · QLDC · 2024-2030 (Package 2)

    2024-2030 Package 2 F1 - partner lead QLDC

  • Seek NLTF funding at a 51% funding assistance rate with QLDC Long Term Plan contributions, using agreed partner funding splits (Package 1: QLDC $10.54m, NZTA $27.87m, third party $1m).

    Not assessed · Way to Go · Pre-implementation approval 2019/20; construction 2020/21-2023/24

    This business case seeks to secure funding for the active travel network through the National Land Transport Fund (NLTF) and local contributions from the Long Term Plan

  • Reassess Package 2 routes (post-2024) for financials, economic viability and demand before funding.

    Not assessed · NZTA · Post-2024

    The NZ Transport Agency has indicated that they envisage subsequent routes targeting delivery post-2024 to be subject to reassessment

  • Pursue potential third-party contributions of about $0.5m each from Remarkables Park Ltd / Remarkables ski field (route A8 bridge) and utility providers (route A7 bridge).

    Not assessed · Pre-implementation

    There is potential for a financial contribution to be made by Remarkables Park Ltd

  • Procure professional services for each partner's work packages using an NZTA-approved Price Quality Method with a high weighting on quality; engage a single consultant for Stage 1 detailed design.

    Not assessed · NZTA · Pre-implementation

    It is recommended that QLDC and the NZ Transport Agency procures its professional services provider

  • Use a traditional staged procurement approach for Stage 1 (2018-2021) construction to start construction as early as possible.

    Not assessed · NZTA · 2018-2021

    The recommended approach for QLDC and NZTA is to use a traditional staged approach to the procurement of construction services

  • Engage early with affected landowners once land requirements are finalised at detailed design (about 60 properties affected by Package 1).

    Not assessed · Detailed design phase

    The Property Strategy strongly recommends early engagement with these affected landowners

  • Establish a WATN Steering Group of project partners for pre-implementation; partners deliver construction separately; one organisation maintains the network under an MOU.

    Not assessed · Way to Go · Package 1 up to 2024

    Maintenance and ongoing operation is delivered by one organisation, delivered under an MOU

  • Incorporate marketing of the WATN into existing school travel planning activities after construction.

    Not assessed · QLDC · Post-construction

    It is advisable that QLDC incorporates the marketing of WATN post-construction into their existing school travel planning activities

  • Integrate the WATN with park and ride, cycle parking, ferry and public transport improvements in parallel business cases.

    Not assessed · Way to Go

    It will be important ensure integration of any public transport improvements whist implementing the active travel network

  • Monitor growth in e-scooters and other micromobility during and after implementation, consider restrictions, and reflect it in design and Safety in Design.

    Not assessed · Way to Go · Implementation and post-implementation

    It would also be prudent for Way to Go to consider, if implemented, the future use of the WATN and whether additional restrictions may need to be introduced

  • Operate a change control and issues register alongside the risk register.

    Not assessed · Project life cycle

    It is recommended that a change control and issues register shall operate as an addition to the Risk Register

  • Hold a Safety in Design workshop at 50% design stage and prepare route-specific SiD registers.

    Not assessed · Pre-implementation (50% design)

    A SiD workshop will be held at the 50% design stage during pre-implementation

  • Complete internal reviews and approvals of the SSBC, tender and appoint a detailed design consultant, and begin Package 1 Stage 1 implementation.

    Not assessed · NZTA · Approval later 2019; consultant late 2019/early 2020; implementation mid-2020

    This SSBC will be subject to internal reviews and approvals by QLDC and NZTA, which are targeting approval later in 2019

  • Carry out post-implementation monitoring (QTT user surveys, Eco-Counter counts, LoS surveys) against KPIs such as 15% increases in daily cyclist and pedestrian flows on primary routes.

    Not assessed · NZTA · By 2029

    Increase the daily average cyclist flows on WATN primary routes by 15% from baseline

Study cost

A study cost has been requested under the Official Information Act or LGOIMA. No figure has been received.

Citation

QLDC, Way to Go partnership, NZTA (Waka Kotahi), ORC. Wakatipu Active Travel Network Single Stage Business Case (2019).

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