QTS-070 · Transport strategy · 2022
Better Ways To Go – More people walking, cycling and using public transport in the Queenstown Lakes District (Mode Shift Plan)
Better Ways To Go is the mode shift plan for the Queenstown Lakes District, prepared by the Way to Go partners (NZTA (Waka Kotahi), ORC and QLDC) in response to the Minister of Transport's request that high-growth urban areas plan how to get more people walking, cycling and using public transport. Following the national Keeping Cities Moving framework, it is organised around shaping urban form, improving infrastructure and services, and influencing travel choices. It records that modelling found SH6A Frankton Road would need duplication shortly after 2028, but that this is not feasible, so a strong mode shift strategy requiring 40% of trips on the corridor by bus and other modes (60% by 2048) is pursued instead. The plan's backbone is a bus-based Frequent Public Transport Network from Queenstown Town Centre to Frankton, later Ladies Mile and the Southern Corridor, supported by NZUP bus lanes, bus hubs, the Wakatipu Active Travel Network, park and ride, parking management and travel demand management. An appendix lists about 20 initiatives with lead agencies and timings, and potential performance measures. Most activities beyond NZUP and stimulus funding remain subject to future LTP, RLTP and NLTP funding. Mass rapid transit is not proposed; the network is described as scalable.
What the document says
Context and purpose: Better Ways To Go was developed by the Way to Go partnership of NZTA (Waka Kotahi), Otago Regional Council (ORC) and Queenstown Lakes District Council (QLDC) in response to the Minister of Transport's request under the national mode shift plan Keeping Cities Moving that each high-growth urban area set out how it will increase walking, cycling and public transport (pp.3, 6). It is a 'live document' to signal the nature and timing of investment for upcoming LTPs, the RLTP 2021–31 and the NLTP (pp.3, 5–6). The district has over 50,000 residents and 2 million visitors a year (p.6); the Spatial Plan projects average-day population growing from 66,000 (2022) to 123,000 (2052), and peak-day from 102,000 to 202,000 (p.10).
Transport context: About 16,000 residents work; two-thirds travel by car, 14% walk, 5% bus and 3% cycle (p.14). SH6A linking Frankton and the Town Centre 'is nearing capacity with limited ability to increase due to property and topographical constraints' (p.14). Bus patronage rose sharply after the late-2017 network, parking and $2 fare changes (236% monthly increase November 2017–2018) (p.15). Late-2018 modelling found traffic would grow 'to a level shortly after 2028 where duplication of Frankton SH6A would become necessary'; investigations found this 'not feasible given the geology of the area and the costs involved', so the partners prefer 'a strong mode shift strategy that will require 40% of all trips to be made by bus (and other modes) along this corridor, and 60% by 2048' (p.15). SH6 sections also need duplication post-2028; instead dedicated bus priority on SH6 and SH6A is envisaged (p.15).
Strategic direction: The plan draws on national climate targets (e.g. 20% reduction in light-vehicle VKT by 2035), the NPS-UD, GPS, Arataki, the RLTP, the Otago RPTP, the Spatial Plan, the Climate and Biodiversity Plan and the draft Destination Management Plan (pp.17–20).
Mode shift plan: Table 1 lists initiatives under three areas (p.21). Shaping urban form: Spatial Plan, masterplans (Ladies Mile, Frankton, Wānaka), NPS-UD, locating facilities near 'high quality public transport (ideally rapid transit)' (p.22). Infrastructure and services: a Frequent Public Transport Network, initially Town Centre to Frankton then to Ladies Mile and Jacks Point/Homestead Bay, using buses with bus lanes and priority; 'designed to be scalable and can be upgraded as demand increases to accommodate a higher capacity'; $200m allocated to the initial stage through NZUP and the economic stimulus package, works after 2024 (p.22). Also bus hubs, airport facilities, park and ride, a step change with new PT contracts in 2027, potential enhanced ferry services, and the Wakatipu Active Travel Network (pp.22–23). The Executive summary cites $115m NZUP for PT priority on SH6/6A and $85m Crown Infrastructure Partners funding for Town Centre works (p.5). Influencing travel: TDM, school and workplace travel planning (estimated additional 10% reduction in car use in 70% of cases), parking management and a Parking Strategy (pp.25–26).
Implementation: Funding beyond NZUP (Crown-funded, Waka Kotahi-led) and the stimulus package depends on successive LTPs, the RLTP and NLTP (p.26). QLDC is developing a monitoring plan; mode shift targets will be set through business cases, not district-wide (p.27). Appendix 1 sets out initiatives, lead agencies and timings as at March 2022 (pp.27–28); Appendix 2 lists potential measures with 2018 baselines, e.g. 59% single-occupant journey to work and 5% PT (p.29).
Mass rapid transit: The plan does not propose mass rapid transit. The only cableway reference is to the existing Skyline Gondola as the end point of the Town Centre street upgrades (p.5). It refers to locating facilities near 'rapid transit' as a general principle (p.22) and says the bus-based frequent network is scalable to higher capacity (p.22). It records that SH6A duplication is not feasible and that 40–60% non-car mode share is needed on the corridor (p.15), but identifies buses on SH6A as the means.
Key figures
- Average-day population 66,000 (2022) to 123,000 (2052); peak-day 102,000 to 202,000 (p.10)
- Resident population near doubling from 41,000 to 78,000 over 30 years; houses 22,000 to 40,000 (p.5)
- Journey to work: two-thirds by car, 14% walk, 5% bus, 3% cycle (p.14)
- SH6A corridor: 40% of trips by bus and other modes needed, 60% by 2048, as SH6A duplication not feasible (p.15)
- 236% increase in monthly bus patronage between November 2017 and 2018 (p.15)
- $115m NZUP committed for PT priority and facilities on SH6 and SH6A (p.5)
- $200m allocated to initial stage of frequent network via NZUP and COVID-19 Economic Stimulus Package (p.22)
- $85m Crown Infrastructure Partners funding for Town Centre street upgrades and Arterial Stage 1 (p.5)
- 2018 baseline single-occupant vehicle journey-to-work share 59%; PT 5% (p.29)
- District transport-related CO2 baseline 264,430 tCO2e (2017) (pp.8, 29)
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.
No mass rapid transit proposal. The frequent network is an ordinary bus service, described as scalable to an unnamed higher capacity; that bus service is not mass rapid transit. A planning principle refers to facilities near rapid transit.
The plan contains no proposal for mass rapid transit between Frankton and the Town Centre. Its references are passing. As an urban form principle it lists 'Locating significant public facilities near high quality public transport (ideally rapid transit)' (p.22). The Frequent Public Transport Network 'will initially use buses with bus lanes and priority over cars' and 'is designed to be scalable and can be upgraded as demand increases to accommodate a higher capacity' (p.22), but no higher-capacity mode is named. It records that modelling showed SH6A duplication would become necessary shortly after 2028, that this is 'not feasible given the geology of the area and the costs involved', and that the partners instead prefer a strategy requiring 40% of trips on the corridor by bus and other modes, and 60% by 2048 (p.15). The word 'gondola' appears only as the end point of the Town Centre street upgrades ('from the Queenstown Gardens to the Gondola') (p.5).
"such a move is not feasible given the geology of the area and the costs involved, preferring instead to pursue a strong mode shift strategy that will require 40% of all trips to be made by bus (and other modes) along this corridor, and 60% by 2048." (p.15) | "The frequent network will initially use buses with bus lanes and priority over cars at key intersections, along with a new bus hub on SH6 making for reliable journey times across peak periods. The system is designed to be scalable and can be upgraded as demand increases to accommodate a higher capacity." (p.22) | "Locating significant public facilities near high quality public transport (ideally rapid transit)." (p.22)
Files
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Main document
Public copies
Publisher’s own file.
Actions recorded
Queenstown Lakes Spatial Plan: governance established; joint work programme initiated.
Not assessed · QLDC · March 2022 onwards
Queenstown Lakes Spatial Plan (QLDC)... Joint Work Programme being initiated
Ladies Mile Masterplan: develop and publicly notify draft District Plan provisions.
Not assessed · QLDC · May 2022
Ladies Mile Masterplan completed, draft District Plan Provisions to be developed and publicly notified
Review Frankton Masterplan following the Public Transport Services Business Case.
Not assessed · QLDC · 2023/2024
Frankton Masterplan complete – to be reviewed following Public Transport Services Business Case
Progress Wānaka Masterplan and Transport Programme Business Case through the Network Optimisation Business Case.
Not assessed · QLDC · Procurement started March 2022
Wānaka Masterplan and Transport Programme Business Case being progressed
Implement NPS-UD requirements: remove minimum parking requirements and progress intensification provisions.
Not assessed · QLDC · February–March 2022
Parking conditions removed and subsequent amendments made
Deliver Whakatipu Active Travel Network: Stage 1 design and construction; Stages 2 and 3 subject to funding.
Not assessed · NZTA · Stage 1 2023/2024; Stages 2–3 2024–2027
Stage 2 design complete on 3 / 4 routes. Construction funding required.
Edith Cavell Bridge replacement: complete feasibility report to confirm sites for both structures.
Not assessed · QLDC · June 2022
Bridge Feasibility Report – required to confirm sites for both structures
Wānaka Network Optimisation business case.
Not assessed · QLDC · December 2022
Wānaka Network Optimisation (QLDC)... Business case. December 2022
Show all 26 actions
Schools To Pool – Wānaka: move from design to construction following consultation.
Not assessed · QLDC · By 2024
In design phase, moving to construction following consultation
New Zealand Upgrade Programme (bus lanes on SH6/6A, bus hubs, intersections): move from design to construction.
Not assessed · NZTA · By 2024
In design phase moving to construction. By 2024
Public Transport Improvements business case for Whakatipu services (frequency, coverage, capacity).
Not assessed · ORC · April 2022 – April 2023
Public Transport Improvements (ORC) Business case. April 2022 – April 2023
Introduce a step change in PT service provision with new contracts, frequency, routing and higher-capacity vehicles.
Not assessed · ORC · From 2027; further changes 2030 and beyond
envisaged to coincide with new contracts starting in 2027
Queenstown Arterial Route: Stage 1 construction; Stage 2 (2A/2B) design; Stage 3 Lakeview section; remaining stages further design.
Not assessed · QLDC · Stage 1 by 2024; Stage 2–3 design by June 2023
Queenstown Arterial Route (QLDC) Stage 1 - under construction
Stanley Street Corridor Improvements (bus hub) design.
Not assessed · NZTA · 2024–2027
Stanley Street Corridor Improvements (Waka Kotahi) Design phase
Queenstown Public Transport Interchange design.
Not assessed · QLDC · By June 2023
Queenstown Public Transport Interchange (QLDC / ORC) Design phase
Travel Demand Management Programme business case, including school and workplace travel planning.
Not assessed · QLDC · 2022/2023
Travel Demand Management Programme (QLDC) Business case. 2022 / 2023
Develop Comprehensive Parking Management Plan and integrated Parking Strategy, then localised CPMPs.
Not assessed · QLDC · By December 2022; CPMPs 2022/2023
An integrated Parking Strategy will be developed
Review and amend District Plan transport chapter as required.
Not assessed · QLDC · Ongoing
District Plan transport chapter (review and amendments as required) (QLDC) Ongoing
Transport Model replacement: scoping then business case.
Not assessed · QLDC · Scoping by June 2022; business case 2024–2027
Transport Model replacement (QLDC) Scoping phase
Transport Monitoring programme including mode shift metrics, scoped then business case.
Not assessed · QLDC · Scoping by June 2022; 2024–2027
An overall transport monitoring plan is being developed by QLDC
District Wide Network Operating Plan incorporating One Network Framework measures.
Not assessed · QLDC · Scoping by June 2022; 2024–2027
District Wide Network Operating Plan... Scoping phase
Investigate and introduce park and ride on Eastern and Southern Corridors.
Not assessed
park and ride facilities could also be introduced at key locations
Set mode shift targets through finalising business cases (not district-wide).
Not assessed · Way to Go
mode shift targets, which will be established as part of finalising business cases
Report progress on the Mode Shift Plan to the Minister via RLTP reporting.
Not assessed · NZTA
Waka Kotahi will use Regional Land Transport Plan reporting to update the Minister
Build community support, including Streets for People trials, real-time journey information and values-based communication campaigns.
Not assessed · Way to Go
Initiatives that would help to build community support, include
Seek funding for remaining activities through LTPs, the Otago/Southland RLTP and the NLTP.
Not assessed · NZTA · Successive LTP/RLTP/NLTP cycles
subject to funding confirmation through the development of successive QLDC and ORC Long Term Plans
Study cost
A study cost has been requested under the Official Information Act or LGOIMA. No figure has been received.
Citation
Better Ways To Go – More people walking, cycling and using public transport in the Queenstown Lakes District (Mode Shift Plan) (2022).