QTS-057 · Business case chapter or appendix · 2020
Queenstown Business Case – Management Case
Part of: Rapid transit evidence →
The Management Case (Final, 16 November 2020; Stephen Carruthers) defines governance, roles, interdependencies, next stages, assurance, change control, benefits realisation, risk, cost management and monitoring. It states the business case 'has been developed under Wakatipu Way to Go', a partnership of QLDC, ORC and Waka Kotahi, and names its governance and management members. NZUP ($90M approved, $16.2M shortfall) and CIP ($85M) are delivered through the Wakatipu Transport Programme Alliance. The unfunded remainder is led by QLDC (local assets), Waka Kotahi (state highways) and ORC (PT). Table 6 assigns next stages, including an ORC PT services DBC, a QLDC TDM SSBC, and an 'Offline PT corridor' business case update with route protection under ORC/QLDC 'Beyond 2030'. It identifies SH6A revocation, the Project Manawa land strip and Frankton hub land as critical issues. It recommends a data improvement plan and lists assurance reviewers, including the Challenge Team, Flow and EY.
What the document says
Context and purpose: The case defines roles and responsibilities, management through to implementation, and how scope and risk will be managed (p.4).
Governance: Way to Go provides governance oversight. Its governance members are Peter Hansby, Kesh Keshaboina and Gavin Palmer, and its management members Tony Pickard, Tony Sizemore and Garry Maloney. Its staff are led by Project Director Shaun Hubbard (p.4). NZUP is managed by Waka Kotahi ($90M approved; $16.2M shortfall to the NZUP Governance Group) and CIP by the QLDC PMO ($85M), both through the Wakatipu Transport Programme Alliance (p.5). Prospective alliance board members are Peter Hansby, Geoff Mayman, Kesh Keshaboina and Peter Spies (pp.5-6). The remainder is unfunded; leads are QLDC (local assets), Waka Kotahi (state highways) and ORC (PT), with most submissions to the 2024-27 NLTP (p.6). Tables 3-4 allocate asset and phase responsibilities (p.7).
Interdependencies and issues: These include the spatial plan, Ladies Mile masterplan, Project Manawa, Lakeview, Skyline's car parking expansion and the 3 Waters programme (pp.8-9). Critical issues are SH6A revocation from Frankton Road/Dublin Street to Steamer Wharf, which needs a joint Waka Kotahi/QLDC project (pp.9-10); a 2.5m Project Manawa strip for the Stanley Street hub (p.10); and Frankton hub stage 2 land on DoC recreation reserve (golf course), needing at least 18 months (pp.10-11). PT services rise in 2024 and step up in 2027, aligned with PTOM contract renewal (pp.11-12).
Next stages (Table 6, pp.11-12): NZUP (Waka Kotahi) and CIP (QLDC) are committed. TDM SSBC (QLDC); PT services DBC (ORC); on-road PT DBC (ORC/Waka Kotahi); Stanley/Shotover pre-implementation (Waka Kotahi); Town Centre Stage 2 (QLDC, 2024-27); Arterials Stage 2 update (QLDC); Stanley Street hub phase 2 and Frankton Transport Hub within the PT DBC (QLDC, 2024-27); Arterials Stage 3 (QLDC) and Offline PT corridor (ORC/QLDC) beyond 2030.
Assurance, benefits and risk: Assurance is described on pp.15-17. The benefits framework (pp.17-20) targets 40% sustainable modes on F2Q by 2028 and 60% by 2048, and a 15% emissions cut by 2048. Key risks have owners (pp.21-22), including a critical parking risk owned by QLDC's Tony Pickard. Cost management, lessons learned and joint monitoring follow (pp.22-25).
Mass rapid transit: The scope of the remainder includes 'Offline PT service improvements, including an offline Frankton transport hub' (p.6). Frankton hub stage two 'will only be required if stimulated through development, an off-line PT connection, or the desire to create a combined local/long distance/tourism facility' (p.10). Table 6 assigns the 'Offline PT corridor' to ORC/QLDC for a 'Business case update for pre-implementation funding, route protection', 'Beyond 2030' (p.12). Table 7 defines its purpose as 'To identify a new public transport route outside of the road network... Between Frankton and Queenstown Town Centre' (p.13). The only cableway mention is Skyline's existing gondola site (p.9).
Key figures
- NZUP $90M approved; $16.2M shortfall (p.5)
- CIP $85M approved (p.5)
- Property purchase at least 18 months (p.11)
- Mode share targets F2Q: 40% sustainable modes by 2028; 60% by 2048 (p.18)
- Emissions baseline 178,535 t CO2-e (2018); 2048 target 156,257 t (15% decrease) (p.20)
- Residents within 400m of bus stop: 17,024 (62% of Wakatipu ward); target 90% (p.18)
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.
Substantive. Discusses, assesses, recommends or programmes mass rapid transit.
Assigns offline PT corridor business case update and route protection to ORC/QLDC, beyond 2030
The unfunded remainder includes 'Offline PT service improvements, including an offline Frankton transport hub' (p.6). The Frankton hub stage two upgrade 'will only be required if stimulated through development, an off-line PT connection, or the desire to create a combined local/long distance/tourism facility'. It would require DoC-owned recreation reserve land (golf course) 'beyond 2030' (p.10). In Table 6, 'Offline PT corridor' has next stage 'Business case update for pre-implementation funding, route protection', responsibility 'ORC/QLDC', timing 'Beyond 2030' and funding 'None' (p.12). A business case update 'is intended to review the case for the project without the need for a new business case' (p.12). Table 7 gives its purpose as 'To identify a new public transport route outside of the road network', located 'Between Frankton and Queenstown Town Centre', with outcome 'To provide additional capacity for the PT system and encourage higher PT patronage' (p.13). This differs from the sequencing table, which lists Waka Kotahi/ORC as lead.
"Offline PT corridor | Business case update for pre-implementation funding, route protection | ORC/QLDC | Beyond 2030 | None" (p.12) | "Purpose: To identify a new public transport route outside of the road network. Location: Between Frankton and Queenstown Town Centre. Outcome: To provide additional capacity for the PT system and encourage higher PT patronage." (p.13) | "This will only be required if stimulated through development, an off-line PT connection, or the desire to create a combined local/long distance/tourism facility." (p.10)
Files
- Open Main document (PDF, 3.4 MB) Opens in a new tab.
Main document
Actions recorded
Deliver NZUP (SH6A, Ladies Mile, GR2KF) pre-implementation and implementation; $90M approved with $16.2M shortfall referred to NZUP Governance Group.
Not assessed · NZTA · 2021-2024
The transport programme is being managed by Waka Kotahi
Deliver CIP package (Arterials Stage 1, Town Centre Upgrade Stage 1).
Not assessed · QLDC · 2021-2024
will be managed by the QLDC Project Management Office
Travel demand management package: single stage business case.
Not assessed · QLDC · 2021-24 and beyond
Travel demand management package | Single Stage Business Case | QLDC
Public transport services: detailed business case.
Not assessed · ORC · 2021-24
Public transport services | Detailed Business Case | ORC
On-road PT service improvements: detailed business case.
Not assessed · NZTA · 2021-24
On-road PT Service Improvements | Detailed Business Case | ORC/Waka Kotahi
Stanley and Shotover corridor improvements and Stanley St bus hub phase 1: pre-implementation.
Not assessed · NZTA · 2021-24
Stanley and Shotover corridor improvements... Pre-implementation | Waka Kotahi
Town centre upgrade Stage 2: pre-implementation.
Not assessed · QLDC · 2024-27
Town centre upgrade – Stage 2 | Pre-implementation | QLDC
Arterials Stage 2: business case update for pre-implementation funding.
Not assessed · QLDC · 2021-24
Arterials Stage 2 | Business case update* for pre-implementation funding | QLDC
Show all 21 actions
Stanley Street bus hub phase 2: include in PT services and infrastructure DBC.
Not assessed · QLDC · 2024-27
Stanley Street bus hub phase 2 | Included in PT services and infrastructure DBC | QLDC
Frankton Transport Hub (on golf course): include in PT services and infrastructure DBC.
Not assessed · QLDC · 2024-27 · Relevant to rapid transit
Frankton Transport Hub (on golf course) | Included in PT services and infrastructure DBC | QLDC
Stage 3 Arterials Route: business case update for pre-implementation funding.
Not assessed · QLDC · Beyond 2030
Stage 3 Arterials Route | Business case update | QLDC | Beyond 2030
Offline PT corridor between Frankton and Queenstown Town Centre: business case update for pre-implementation funding and route protection.
Not assessed · QLDC · Beyond 2030 · Relevant to rapid transit
Offline PT corridor | Business case update for pre-implementation funding, route protection | ORC/QLDC | Beyond 2030
Set up dedicated joint project to agree SH6A revocation and oversee physical works.
Not assessed · NZTA · As soon as possible
a dedicated project is set up to form a revocation agreement
Agree the Project Manawa land strip/swap needed for the Stanley Street bus hub.
Not assessed · As soon as possible (critical path)
It is critical for the bus hub that this agreement is made
Initiate Public Works Act purchase of Frankton hub land once PT Service and Infrastructure DBC confirms the case.
Not assessed · After PT DBC · Relevant to rapid transit
This is therefore a key process that needs to be initiated subject to the case for the investment being confirmed
Carry the Engagement Strategy into project-specific communication plans owned by the project director and governance group.
Not assessed · Way to Go · Next stages
It is recommended that the intent of the Engagement Strategy is carried through
Establish change control registers for each project and across the programme.
Not assessed · Each project phase
It is recommended that a change control register is established
Develop a data improvement plan to address baseline data gaps for benefits monitoring.
Not assessed · NZTA
a data improvement plan is developed between QLDC, Waka Kotahi and ORC
Seek W2G Board direction prompting QLDC to develop a parking implementation plan supporting the business case.
Not assessed · Way to Go
Recommended W2G seek Board direction to prompt QLDC to develop implementation plan
Each partner to deliver a project close-out report with lessons learned within two months of completion.
Not assessed · NZTA · Within two months of each project/phase
It should be required by each of the partners to deliver a project close out report
Jointly monitor post-implementation KPIs per Table 11.
Not assessed · NZTA · Ongoing
Monitoring will be a joint responsibility of each of the partners
Study cost
Costed with the parent document.
Citation
Way to Go partnership, NZTA (Waka Kotahi), QLDC, ORC. Queenstown Business Case – Management Case (2020).