Agenda of Regional Transport Committee

Regional Transport Committee item: 4.1

7 August 2019

TITLE:	Northland Regional Land Transport Plan 2018 - 2021 Funding Uptake
ID:	A1212659
From:	Chris Powell, Transport Manager - Northland Transport Alliance

Executive summary

This report covers the final subsidy claims submitted to the New Zealand Transport Agency (NZTA) for the first year of the 2018/2021 three-year funding period and details the funding uptake by each approved authority for the financial period 1 July 2018 to 30 June 2019.

Recommendation

That the report ‘Northland Regional Land Transport Plan 2018 - 2021 Funding Uptake’ by Chris Powell, Transport Manager - Northland Transport Alliance and dated 11 July 2019, be received.

Background

Reports on the Northland Regional Land Transport Plan – Funding Uptake are tabled at each Regional Transport Committee (RTC) meeting.

These reports serve to update the RTC on the progress of those Activities/Programmes approved for funding assistance in the National Land Transport Programme for each of the regions four approved road-controlling authorities and the Northland Regional Council.

Please note that the attached spreadsheets include a new section titled “Provincial Growth Fund” that provides updates on the progress of projects that have their funding approved under this category.

Comparisons on Budgeted Expenditure against Actual Expenditure by Activity/Programme for both the full financial year and year to date for the relevant financial year are provided.

It is important to note that the Activities/Programmes reflected in the attached spreadsheet do not include non-subsidised projects or work categories.

The base information contained in the spreadsheets is sourced directly from the New Zealand Transport Agency’s (NZTA’s) ‘2018 – 21 National Land Transport Programme for Northland’ and from the relevant subsidy claims as submitted to NZTA by the approved authorities.

Any questions in regards to the information reflected in the attached spreadsheets, can be directed to the relevant approved road controlling authority.

Attachments

Attachment 1: RTC Uptake Report for August 2019 Meeting ⇩

Authorised by Group Manager

Name:	Tony Phipps
Title:	Group Manager - Customer Services - Community Resilience
Date:	30 July 2019

Regional Transport Committee item: 5.1

7 August 2019

TITLE:	Improving the Value of the Regional Land Transport Plan
ID:	A1216169
From:	Chris Powell, Transport Manager - Northland Transport Alliance

Executive summary/Whakarāpopototanga

This paper serves to report to the Regional Transport Committee (RTC) the work being undertaken by the Transport Special Interest Group in regards to the increasing number of challenges having to be overcome in the compilation of Regional Land Transport Plans.

A PowerPoint presentation will be presented in support of this paper at the meeting.

Recommendation

That the report ‘Improving the Value of the Regional Land Transport Plan’ by Chris Powell, Transport Manager - Northland Transport Alliance and dated 17 July 2019, be received.

Background/Tuhinga

The Regional Land Transport Plan (RLTP) is extremely important because it identifies the long-term vision and outcomes for transport in the region along with the key regional priorities. It provides for the local voice in transport investment decisions and can provide opportunities to improve transport and land use integration. However, a number of challenges have been identified which can result in suboptimal outcomes for regions.

The significant effort to develop RLTP’s is not reflected in the preparation of the National Land Transport Plan (NLTP) and subsequent funding decisions. The current processes make engagement with the public and stakeholders challenging, there is a disconnect between strategy and programme development, and the isolated development of the state highway programme limits opportunities for the RTC and the public to influence key projects.

Other regions are all facing similar issues with Regional Land Transport Plans (RLTP). The regional sector has identified opportunities as well as challenges by working together to agree more consistent RLTP development, processes, and format. Regions can improve efficiency, reduce churn and duplicated effort, and more effectively engage with NZTA and central government on regional transport priorities. Work on the 2021 RLTP is about to begin.

In 2009, annual funding applications for national funding assistance was amended to a three-year Regional Land Transport Plan and in 2015 a six-year Regional Land Transport Plan with a three-year review. Since the introduction of these changes, the process to be followed in the compilation of the RLTP and the related application criteria required to be undertaken for national funding assistance through the National Land Transport Fund has become progressively more difficult, disjointed, resource and time consuming and unnecessary churn challenging stakeholder and public engagement.

The presentation that is attached to this report will provide greater detail on the challenges being faced and the proposed opportunities available.

Proposed Approach for the RLTP 2021

The Northland Regional Council (NRC) has been working together with regional councils, Auckland Transport and unitary councils to investigate ways to improve the value that RLTPs add to transport planning and investment decision making. As part of this work, it is proposed to improve the process for developing RLTPs. An important aspect of this is building a stronger link between the strategic component, investment priorities and the programme of activities.

Through this work, it is hoped to improve efficiency, reduce churn, provide a better product and improve engagement with NZTA and other national stakeholders. Key aspects of this are:

· Stronger links with land use planning;

· Improved consistency of RLTPs across the country, while retaining flexibility to recognise regional differences;

· A consistent structure and framework for presenting the strategic direction comprising a 30-year strategic outlook, 10-year investment priorities and a 3-6 year programme;

· A simpler prioritisation approach for major projects.

Other work is underway in collaboration with NZTA and the Ministry of Transport to explore options to give greater weight to RLTPs in NZTA’s investment decision-making processes, to improve the transparency of the development of NZTA’s investment proposal for state highways and other activities, and to improve the tools available for RLTP development.

Attachments/Ngā tapirihanga

Attachment 1: Improving the Value of Regional Land Transport Plans ⇩

Authorised by Group Manager

Name:	Tony Phipps
Title:	Group Manager - Customer Services - Community Resilience
Date:	31 July 2019

Regional Transport Committee item: 5.2

7 August 2019

TITLE:	Investigation into the Needs and Availability of Total Mobility/Disability Transport Services in Northland - Update
ID:	A1217331
From:	Chris Powell, Transport Manager - Northland Transport Alliance

Executive summary/Whakarāpopototanga

At the June 2019 Regional Transport Committee meeting, the Chairman requested that an update be provided on the progress of the “Investigation into the Needs and Availability of Total Mobility/Disability Transport Services in Northland” to the August 2019 meeting.

This paper serves to update the Regional Transport Committee on this matter.

Recommendation

That the report ‘Investigation into the Needs and Availability of Total Mobility/Disability Transport Services in Northland - Update’ by Chris Powell, Transport Manager - Northland Transport Alliance and dated 18 July 2019, be received.

Background/Tuhinga

At the February 2019 Regional Transport Committee (RTC) meeting a report titled “Investigation into the Needs and Availability of Total Mobility/Disability Transport Services in Northland” was tabled.

This report outlined the proposed investigation into the transport needs of persons with impairments in Northland. The RTC approved the recommendation: -

“That the Regional Transport Committee approve the investigation into what transport options are currently available to people who would be eligible for subsidised transport under the Total Mobility Scheme in the Far North and Kaipara. “

Progress to Date

Since the last report, staff have continued to liaise with representatives from the Far North District Council. With little progress being made with the Kaipara District Council, staff will be organising a community meeting with agencies and current public transport operators. The Kaipara District Council will be fully advised of all arrangements.

In addition to the above, staff have presented to the Far North Disability Advisory Group, St Johns and other stakeholders where this matter has been positively received.

The funding application for this investigation was approved for the 2019/2020 financial year of the Regional Land Transport Plan 2018/2021. Once the funding for the investigation has been finalised, a consultant will be employed to undertake the work required.

It is important to note that this is a collaborative effort and will require positive input from all partners and stakeholders to ensure the best possible outcome.

Attachments/Ngā tapirihanga

Nil

Authorised by Group Manager

Name:	Tony Phipps
Title:	Group Manager - Customer Services - Community Resilience
Date:	31 July 2019

Regional Transport Committee item: 5.4

7 August 2019

TITLE:	Northland Regional Road Safety Update
ID:	A1213119
From:	Ian Crayton-Brown, Transport Projects Officer

Executive summary/Whakarāpopototanga

This report serves to update the Regional Transport Committee (RTC) on the progress of the Northland Road Safety Action Plan and on-going regional road safety related issues.

Inspector Wayne Ewers will be giving a presentation updating the RTC on the work undertaken by the New Zealand Police since the last meeting.

Recommendation

1. That the report ‘Northland Regional Road Safety Update ’ by Ian Crayton-Brown, Transport Projects Officer and dated 12 July 2019, be received.

Background/Tuhinga

Regional road safety progress reports are tabled at each Regional Transport Committee (RTC) meeting. These shared reports from the regions road safety partners including the Northland Road Policing Manager, provide an update of the progress made on both the strategic and programme outcomes for the Northland region.

Northland Road Policing will provide a presentation to the RTC detailing the activities and Road Policing interventions undertaken since the June 2019 RTC meeting.

Whilst national, regional and district road safety partners strive to reduce the number of deaths and serious injuries on the region’s roads through education, enforcement and infrastructural improvements, the unfortunate truth is that these numbers continue to rise year on year.

Regional Road Safety Action Plan Workshop and Road to Zero.

Since the last report tabled at the June 2019 RTC meeting, staff have been heavily involved in the Regional Road Safety Plan Workshop held on 12 June 2019 and the related outcomes.

On 17 July 2019, the Government released the “Road to Zero – 2020/2030 Road Safety Strategy” which provides for how they want to address the escalating deaths and serious injuries on the nation’s roads.

Due to the high level of details this will be reported in a separate paper to the RTC titled “Regional Road Safety Action Plan Workshop and Road to Zero”

Regional Deaths and Serious Injuries Update

The current National and Northland road death figures are reflected in the following table:

The data shows a reduction in the number of road deaths compared to the previous 12-month period.

Whilst the number of deaths has reduced, it is concerning to note that hospitalisations and ACC claim numbers continue to surpass other regions.

As at 23 July 2019, the current National and Northland road death figures stood at: -

	Local Roads	State Highway	Total
Far North	1	4	5
Whangarei	2	7	9
Kaipara	2	2	4
Northland	5	13	18
National	208

At the time of compiling this report, the statistics relating to Serious Injuries were not available.

Northland Road Safety Action Plan

Regional Road safety Enforcement, Education and Promotion

Since the June 2019 RTC meeting, the regions road safety partners have continued to look for ways of mitigating the regions priority areas as detailed in the “Road Safety Outcomes Q2 2018/2019” that was presented at the June 2019 RTC meeting. This has included:

· The regions road safety partners in conjunction with the Motorcycle Safety Advisory Council and ACC are in the process of compiling a draft Regional Motorcycle Safety Strategy. This strategy will highlight the evidence based “Priority Focus Areas” and will detail the “Desired Outcomes” to address these.

On completion of the draft Strategy, it will be presented to the RTC for comment and approval to be released for public submission.

· The group is also in the process of setting up a number of static motorcycle events, which will have a strong safety related theme to them. The first of these is scheduled for 7 September 2019 in Whangarei.

Transportation Infrastructure

Please find attached copies of the “Heat Maps” and the list of local roads and state highways that are categorised as “High Personal Risk” roads in Northland.

Whilst these maps and related lists are updated annually, they will continue to be included in these reports as a point of reference. Copies of the maps can be sourced from the Northland Regional Council.

Northland Transportation Alliance staff continue the process of compiling a tabulated format representing historical and future remedial action for these roads. As stated in previous reports, due to funding being contained in a number of different work categories, staff are ensuring care is taken to present the correct information.

Attachments/Ngā tapirihanga

Attachment 1: Northland Regional Road Safety Risk Mapping ⇩

Authorised by Group Manager

Name:	Tony Phipps
Title:	Group Manager - Customer Services - Community Resilience
Date:	30 July 2019

Regional Transport Committee item: 6.1

7 August 2019

TITLE:	Regional Road Safety Action Plan Workshop and "Road to Zero"
ID:	A1221566
From:	Chris Powell, Transport Manager - Northland Transport Alliance

Executive summary/Whakarāpopototanga

This report serves to update the Regional Transport Committee (RTC) on the outcome of the “Regional Road Safety Action Plan Workshop” held on 5 June 2019 and to provide information on the draft “Road to Zero - 2020/2030 Road Safety Strategy” released on 17 July 2019 for consultation.

It concludes with the recommendation that the Regional Transport Committee make a submission on the draft “Road to Zero - 2020/2030 Road Safety Strategy” based on the feedback received from the Regional Road Safety Action Plan Workshop.

Recommendation(s)

1. That the report ‘Regional Road Safety Action Plan Workshop and "Road to Zero"’ by Chris Powell, Transport Manager - Northland Transport Alliance and dated 30 July 2019, be received.

2. That the Regional Transport Committee approve staff complete the on-line submission on the draft “Road to Zero - 2020/2030 Road Safety Strategy” based on the feedback received from the Regional Road Safety Action Plan Workshop.

3. That the Regional Transport Committee delegate authority to Tony Phipps, Group Manager Customer Services – Community Resilience to undertake any grammatical and formatting that may be required to be made to the submission.

4. That the Regional Transport Committee delegate authority to the RTC Chairman, Councillor John Bain, to approve release of the completed submission.

Background/Tuhinga

Northland Road Safety Action Plan Workshop

Northland is over-represented in road deaths, with 9% of road fatalities in 2018 occurring on Northland roads - yet, Northland only has just over 3% of New Zealand’s population. Northland also has higher instances of behaviours contributing to fatal crashes in comparison to national statistics, such as:

· Reduced seatbelt use;

· Impairment by drugs and/or alcohol;

· Driving too fast for the conditions;

· Distraction.

Based on the above, at the meeting of 5 June 2019, the Regional Transport Committee (RTC) approved the recommendation:

“That the RTC hold a Road Safety Workshop on 12 June 2019 to agree on a road safety vision and priorities for action to achieve that vision for inclusion in a Northland RTC submission on the National Road Safety Strategy.”

Invitations to the workshop were forwarded to all RTC representatives, RTC alternate Representatives, Mayors, Chairs, Chief Executive Officers and appropriate staff.

A total of thirty-four invitees attended.

The workshop identified a number of “challenges” that the region faces when attempting to reduce death and serious injuries on its roads. These challenges were found to have changed little from the last survey undertaken in 2013 and are listed as:

· Limited funding and resources including for road policing;

· The high number of “head on crashes”;

· The higher number of deaths and serious injury crashes on State Highways than on local roads - counter to the national trend;

· High number of roads that require improvements;

· High incidence of meth and cannabis use;

· Increasing population but limited infrastructure and investment in transport infrastructure, services and road safety mechanisms;

· High level of lower star vehicles used;

· Remoteness of rural areas adversely impacting on effective road policing;

· Lack of other modes of transport;

· Being the “forgotten region” resulting in limited visibility and understanding of the challenges, the region faces.

Following a very interactive day, the attendee’s provided the following that they considered most important and need to be targeted if Northland is to achieve a reduction in deaths and serious injuries on its roads.

· Barriers to prevent head on crashes on state highway;

· Speed related crashes;

· High Impairment rate (drugs, alcohol and fatigue);

· High number of deaths and injuries related to non-use of restraints;

· Road Infrastructural Improvements including dangerous rural intersections;

· Distractions (cell phones, eating etc.)

· Motorcyclist Safety

· Number of “High Risk Drivers” (recidivist offenders);

· Loss of Control on Rural Roads;

· Cycle Safety;

· Pedestrian Safety.

From the above, a proposed plan of action was agreed to which can be viewed in the attached copy of “Northland Road Safety Workshop”.

Road to Zero - 2020/2030 Road Safety Strategy

The Ministry of Transport released the draft “Road to Zero - 2020/2020 Road Safety Strategy” (draft strategy) consultation document on 17 July 2019.

The draft strategy is based around five overarching criteria: -

Vision

“A New Zealand where no one is killed or injured in road crashes.”

Target

“A 40 percent reduction in deaths and serious injuries by 2030”

Guiding Principles

· Plan for people’s mistakes;

· Design for human vulnerability;

· Strengthen all parts of the road transport system;

· Have a shared responsibility for improving road safety;

· Actions are grounded in evidence and evaluated;

· Our road safety actions support health, wellbeing and liveable places;

· Make safety a critical decision-making priority.

Focus Areas

· Infrastructure improvements and speed management;

· Vehicle Safety;

· Work-related road safety;

· Road user choices;

· System management.

Measuring Success

“Regular monitoring and reporting is critical to keep us on track towards our 2030 target.

Attached to this report is the following documents in regards to the strategy: -

· Road to Zero at a Glance; and

· Road to Zero Summary Document.

Due to the size of the Road to Zero Consultation Document it hasn’t been attached to this report but can be provided to you on request. Alternatively, the document can be downloaded from the Ministry of Transport website www.transport.govt.nz/zero

Submissions close on 14 August 2019.

Comparison of Northland Road Safety Action Plan to Road to Zero

On analysis there is good alignment between the desired objectives and outcomes for road safety both regionally and nationally.

The table below shows how Northland’s requirements are aligned to those imbedded in the draft National strategy.

Regional Problems	Guiding Principle	Road to Zero Focus Areas
Speed/Head on Crashes	All Guiding Principles apply	Infrastructure Improvements Speed Management
Impairment rate	All Guiding Principles apply	Infrastructure Improvements Speed Management
Restraints	All Guiding Principles apply	Road User Choices
Distraction	All Guiding Principles apply	Work-Related Road Safety. Road User Choices
Road Infrastructural Improvements	All Guiding Principles apply	Infrastructure Improvements
Motorcyclist Safety	All Guiding Principles apply	Infrastructure Improvements Speed Management Vehicle Safety
High Risk Drivers & Recidivist Offenders	All Guiding Principles apply	Infrastructure Improvements Speed Management. Road User Choices
Loss of Control on Rural Roads	All Guiding Principles apply	Infrastructure Improvements Speed Management
Dangerous rural intersections	All Guiding Principles apply	Infrastructure Improvements Speed Management
Cycle Safety	All Guiding Principles apply	Infrastructure Improvements Speed Management
Pedestrian Safety	All Guiding Principles apply	Infrastructure Improvements Speed Management

Whilst the content of the above table aligns in principle with the region’s needs, there are a number of issues not addressed and it is recommended that these be included in the submission: -

· This is a very ambitious strategy particularly in regards to the target of reducing deaths and serious injuries by 40% by 2030. Is this a realistic target and is it achievable when compared to the present death and serious injury trends?

· Will there be sufficient national funding and resources to achieve what is being proposed?

· Has the ability of regions to raise the local share for local road safety initiatives been taken into consideration?

· Government assurance that reduced speed limits will not be used as a cheap alternative to maintaining and/or upgrading the roading infrastructure;

· Recognise that Northland does not follow the national trend of 60% of deaths and serious injury crashes being on local roads. 60% of Northlands deaths and serious injury crashes occur on the state highways;

· No mention is made of four laning state highways as an option to reduce deaths and serious injury crashes;

· National funding assistance for education and promotional road safety initiatives was cut from 75% to 54% in Northland, with an expectation that this work would continue or increase. If the government is serious about achieving the Road to Zero, will this funding be returned to its original level?

· The Road to Zero document refers on a number of occasions to “modelling” for road safety related initiatives. Whilst this is an internationally acceptable practice, this should not replace “on the spot” investigations to justify required funding.

Northland Regional Transport Committee Submission

The attendees at the workshop supported an assessment of regional issues (as mentioned above) against the proposals reflected in the draft Road to Zero - 2020/2020 Road Safety Strategy.

It would appear that the submission process is confined to an on-line process only and does not indicate if the submitter has the option of speaking to their submission.

Please note that whilst the Regional Transport Committee may make a submission, the councils NZTA and Northland Transport Alliance may also make their own submission.

Considerations

Options

No.	Option	Advantages	Disadvantages
1	Do Nothing	None	Failure to advice Central Government of the regions road safety issues.
2	Submit on the Road to Zero - 2020/2030 Road Safety Strategy	Bring the regions road safety related challenges to the Governments attention	Failure to advice Central Government of the regions road safety issues.

The staff’s recommended option is Option 2

2. Significance and engagement

No significance or engagement issues have been identified.

3. Policy, risk management and legislative compliance

There are no policy, risk management or legislative compliance issues

Sections 4, 5, 6, and 7 are not required.

Attachments/Ngā tapirihanga

Attachment 1: Northland Road Safety Action Plan Summary Document ⇩

Attachment 2: Road to Zero at a Glance ⇩

Attachment 3: Road to Zero Summary Document ⇩

Authorised by Group Manager

Name:	Tony Phipps
Title:	Group Manager - Customer Services - Community Resilience
Date:	31 July 2019

1. Contents

• Foreword. 1

2. Let’s Summarise 1

3. Let’s talk about the support needed for success. 1

• Let’s talk about the workshop. 2

4. What was the Northland Road Safety workshop?. 2

5. Who attended the workshop?. 2

6. What was the aim of the workshop?. 2

7. Why Northland? 2

• Let’s talk about the safe system.. 3

8. What is the Safe System?. 3

• Let’s talk about northland. 4

9. What were the thoughts on the statistics?. 4

10. Are the priorities identified in the Opus report still correct?. 4

11. What unique challenges are there for Northland?. 5

• Let’s talk about the identified plan. 6

12. What was the process?. 6

13. How were the results collated/analysed?. 6

14. What about reporting?. 6

• Let’s see the identified plan. 7

15. Safe Roads and Roadsides. 7

16. Safe Road Use 9

17. Safe Speed 11

18. Safe Vehicles 14

• Let’s talk about good reporting. 17

19. Overview 17

20. Identified Action Plan. 18

• Let’s talk about the RTC. 19

21. Overview 19

22. Recommended Action Plan. 20

• Let’s talk about next steps. 21

23. Summary 21

24. Next steps 21

Foreword

Let’s Summarise

The Northland Road Safety workshop was held in June 2019 and brought together all partners with an interest in road safety within the Northland region. The aim of the workshop was to create a collaborative approach to road safety where all parties took responsibility for delivering an agreed coordinated response, based on evidence and designed to reduce the number of deaths and serious harm on Northland’s roads.

From the workshop, proposed actions were created to form a workplan based on evidence, hinged around the Safe System, and aligned with the Regional Transport Action Plan, and the Government Policy Statement for Road Transport. Although these proposed actions have focused on what Northland can do, some of the identified projects would be the responsibility of other organisations outside of Northland. These projects are only a blueprint of Northland’s thinking -external organisations have not agreed to these actions and Northland cannot control the outcomes of any wider national policy, however through the RTC, it can influence policy direction, and choose to progress these projects within the Northland region on a smaller scale.

The success of the workplan will require coordinated commitment over the long-term by the RTC, and its member organisations. The benefit realisation for most of the projects will not be instantaneous, but rather will occur over many years. This means that a commitment to the process of delivering road safety is vital to the success of Northland reducing its rate of road-related death and serious harm.

There is great opportunity for the RTC to become a model of good governance and leadership within the road safety space, however this will only come through agreement on key focus areas and coordinated action taken over time. The RTC operating as a cohesive unit on matters of road safety is vital to the success of road safety projects in Northland, as well as to the promotion of those successes with Central Government, Parliament and the people of New Zealand.

Let’s talk about the support needed for success

The Government has identified road safety as a key issue for New Zealand and its Vision Zero proposal is ambitious and necessary. However strategic design will only take New Zealand so far without funding assistance for Councils made available to enable delivery.

For any funding mechanism to succeed, action needs to be taken in response to evidence-based problems that are relevant to each individual region. Northland faces a problem in that it does not follow the pattern of other regions around New Zealand: it’s issues are on State Highways, not rural roads, and it faces a unique combination of challenges to a degree not seen in the rest of the country.

Positive change is unlikely to be delivered quickly. While some changes, such as to road infrastructure, may net immediate results, other benefits, such as those netted through culture and behaviour change, may take many years. For this reason, funding (and monitoring) needs to be available over a long period of time, tied to long-term projects and potentially across many Governments.

For Northland, financial support for road safety is vital. Such support will mean the difference between Northland having to prioritise one high-risk, high-priority area out of many, and being able to address all high-risk and high-priority areas. The current roading budget for Northland is barely able to deliver adequate business as usual, and, with a high prevalence of low socio-economic communities, is not able to net additional funding through rates or other means. Northland has a great desire to reduce death and serious harm on its roads, however, without additional funding, it is likely that Northland will need to choose between improved safety outcomes and delivering the status quo.

Let’s talk about the workshop

What was the Northland Road Safety workshop?

The Northland Road Safety workshop was created as an opportunity for all parties with an interest in improving road safety in Northland to come together, discuss their concerns and beliefs, and start looking at collaborative solutions to reducing death and serious harm on Northland’s roads.

Who attended the workshop?

Invitees to the workshop were representatives of members of the Regional Transport Committee (RTC), including:

· NZ Police

· Northland Regional Council

· Kaipara District Council

· Far North District Council

· Whangarei District Council

· New Zealand Transport Agency;

· Far North REAP;

· ACC;

· Northland Transportation Alliance.

What was the aim of the workshop?

The workshop aims were to:

• Work together to co-design a holistic evidence-based road safety approach for Northland (using the Safe System approach, and aligning with the regional road safety action plan), which we can all own, that will contribute to Vision Zero;

• Identify key issues and concerns, and discussing solutions that will contribute to improved road safety in Northland over the short, medium and long term;

• Create a realistic draft plan that can be promoted internally and adopted with confidence by each organisation at the January 2020 RTC meeting for possible inclusion into the Road Safety Action Plan and used in business cases for funding applications.

……but mostly the aim of the workshop was to get everyone talking and sharing their thoughts and ideas.

Why Northland?

· Reduced seatbelt use;

· Impairment by drugs and/or alcohol;

· Driving too fast for the conditions;

· Reduced wearing of motorcycle helmets; and

· Distraction.

The Regional and District Councils, as well as the Police and road safety partners in Northland are all committed to reducing death and serious harm on Northland’s roads.

Let’s talk about the safe system

What is the Safe System?

The Safe System is an approach to road safety that acknowledges people are human, and humans err. The Safe System takes a holistic view of all parts of a road system, and how they may be altered to increase the human tolerance to crash forces and mitigate death and injury when a crash occurs.

The Safe System has four pillars, which combined result in a safe road system: Safe road use, Safe roads and roadsides, Safe speeds and Safe vehicles. These are influenced by regulatory interventions, including: understanding crashes and risks, innovation, legislation and enforcement, leadership and capability, education and information, and admission to the system.

All aspects of the Safe System working together, result in fewer crashes that cause death and serious harm. The workshop used the Safe System to assist in the creation and identification of interventions that could result in better road safety outcomes for Northland.

Let’s talk about northland

What were the thoughts on the statistics?

The statistics overall were not unexpected, although the higher incidents involving fully-licensed individuals were commented on. Several comments were received regarding why Northland was still experiencing such high figures, and some comments around potential fixes were observed.

Are the priorities identified in the Opus report still correct?

The priorities were generally agreed to still be relevant, even though some time had passed since the report was drafted. The focus for the RTC should be where all these priorities align – that is – where there is commonality across issues. These can be found in the Northland Regional box.

Minor changes and additions were received, and some terminology was updated received, and the priorities are considered as follows:

RTC focus

What unique challenges are there for Northland?

The group identified many unique challenges for Northland when it comes to combatting death and serious injuries on its roads, these include:

· Limited funding in comparison to the extent of the roads and the extent of the challenge;

· High number of head-on crashes;

· More fatal and serious injury crashes occurring on State Highways than on rural roads, which is counter to the National trend

· High number of low rating roads, or roads that require improvement;

· Limited resources, including policing and road policing resources;

· Being the ‘forgotten region’ with limited visibility and understanding of challenges outside of the region;

· A lack of public transport options;

· A high incidence of meth-use and cannabis growth and use;

· A growing population but limited infrastructure, and investment in transport infrastructure, services and road safety mechanisms;

· Remoteness of rural areas, particularly for policing;

· A high prevalence of lower star vehicles;

· High level of unemployment;

· Potential high impact of cannabis becoming legalised.

These challenges mean that Northland must be confident that where it chooses to spend money will result in a high degree of change. This may limit the region’s ability to try the more innovative options and could indicate a need to invest in options that have been proven to work previously in New Zealand or overseas. Additionally, this may result in the need to complete a high degree of research and/or modelling of solutions prior to deciding to act.

Let’s talk about the identified plan

What was the process?

The plan was identified through the process of group collaboration:

· Everyone was allocated to a group colour that corresponded one pillar of the Safe System;

· Once gathered, the group identified what overall success looked like for that part of the Safe System in Northland (that is, the overall aim was identified). The group then identified what success looked like in 2020, 2022 and 2025;

· The group then came up with possible actions, ideas or projects that could contribute to the overall success of their Safe System pillar (as per the aim) and decided which regulatory intervention these aligned with. The groups then all moved around the room at 15-minute intervals, until they had repeated the process for each Safe System pillar;

· The groups then returned to their original pillar and proceeded to sort the proposed actions/projects/ideas into categories of: ‘feasible and ordinary’, ‘feasible and innovative, ‘not (yet) feasible and ordinary’, and ‘not (yet) feasible and innovative’;

· From here the groups then focused on the ‘feasible’ ideas, and completed high-level analysis on each item to ensure they aligned with appropriate strategies and that barriers to success could be overcome;

· Once the ideas were identified as ‘feasible’, each group voted on the actions their group agreed with. The groups got four votes per station, and these could only be used where consensus was achieved;

· To ensure everyone was heard, each participant also received two personal votes that could be used to represent the individual view of their person or organisation.

How were the results collated/analysed?

The results were provided with high-level analysis. This analysis included:

· Formulation of strategic goals/visions for each Safe System pillar for Northland from the information provided regarding overall success;

· Formulation of clear strategic goals/visions for 2020, 2022 and 2025 based on information provided, that supported the overall strategic goal/vision;

· Verification of all analysis completed by the groups on the identified projects/actions/ideas to ensure feasibility and correctness;

· All votes counted and summarised;

· Allocation of projects into a timeline, based on provided information;

· Identification the role for the RTC in each project/action/idea;

· Summary of risks to the project/idea/action succeeding;

· Identification of next steps.

This analysis culminates in a series of actions for RTC to consider.

What about reporting?

In addition to the information identified as part of the exercise, several challenges were raised around good reporting to RTC, to enable informed action (discussed later in this document). This analysis also addresses these and proposes next steps for the individual organisations that report to RTC, and the RTC itself.

Recommended Pre-work

· Action

· Roles

· Outcome sought

· Complete a stocktake of Northland high-risk areas, and identify potential options for improvement

· (Year 1)

· Councils with NZTA support

· RTC strategic oversight

· Detailed information able to form a long-term plan, complete with prioritisation for improving the safety of Northland’s roads and roadsides. Information can be inputted into the business case below and used to begin policy work around legislative barriers

· Drafting a strategic business case for funding utilising information collected in the stocktake

· (Year 1)

· Councils

· RTC strategic oversight

· Increased funding, potentially over multiple years

· Action	· Responsible Agency	· Role for RTC	· Strategy alignment	· Barriers to be overcome	· Timeframes
· · Identify and address any legislative barriers to enabling effective delivery · · · · · · (Year 2-5)	· Variety of Central Government agencies, depending on Act	· Directing work identifying legislative barriers · · Building relationships with Government and Central Agencies to get buy-in to proposals	· (GPS) Safety · (RLTP) Road safety, Route resilience, Greater alignment ·	· Government commitment to legislative change · · Resource constraints	· Begin 2021 for benefit realisation in 3-5 years
· · Identify and implement improved safety standards on transport infrastructure · · · · (Year 2 -….)	· NZTA · NRC · NTA	· Governance and strategic leadership with communities and relationship building with NZTA	· (GPS) Safety · (RLTP) Road safety, Greater alignment	· Funding limitations · Resources · Public support	· Begin in 2021/22 with benefit realisation ongoing over the term of the project
· Increased investment in identified required improvement for Northland roads · · · · (Year 2/3….)	· Central Government · Police · NZTA · TLAs	· Building relationships with Central Government, including current and opposition Government to get buy-in to improved funding	· (GPS) Safety · (RLTP) Road safety, Route resilience, Greater alignment	· Funding limitations · Resources · Public support	· Begin laying groundwork now, regarding relationships, and building of business case for benefit realisation over time

Identified Action Plan

Recommended Pre-work

· Action

· Roles

· Outcome sought

· Complete a stocktake of Northland target groups, including their reasons for choosing not to comply with safe practices

· (Year 1)

· Councils with NZTA support

· RTC strategic oversight

· Detailed information that is unique to Northland, which can be used to focus attention on key areas likely to enact the most change

· Developing relationships with school Boards, community organisations, Court officials, and other strategic parties interested in improving road safety in Northland

· (Year 1)

· Councils with NZTA support

· RTC strategic oversight

· Buy-in from community groups and schools to improving road safety, and collaborative support to developing a plan

Identified Action Plan

· Action	· Responsible Agency	· Role for RTC	· Strategy alignment	· Barriers to be overcome	· Timeframes
· · Utilise developed partnerships with other organisations and groups to create agreed plans for action in the community, education, Court and law enforcement spaces (focusing on target groups and new generations) · · · (Year 2-…..)	· Councils and Police with NZTA support	· Building relationships with Government and Central Agencies to get buy-in to proposals 3. · Endorsing plans at a strategic level and maintaining relationships	· (GPS) Safety · (RLTP) Road safety, Route resilience, Greater alignment ·	· · Resource constraints · Possible community mistrust · Long term commitment to the action plan	· Begin 20/192020 for benefit realisation in 2-4 years
· · Expand enforcement tools and road policing staff e.g. – more speed cameras, increased highway patrol, community officers, drug testing kits. · · · (Year 2 -….)	· NZ Police (with Central Government support)	· Building relationships with Government and Central Agencies to get buy-in to proposals	· (GPS) Safety · (RLTP) Road safety, Greater alignment	· Funding limitations · Resources · Public support · Attractiveness of the Police force as a career	· Begin in 2021/22 with benefit realisation ongoing over the term of the project
· · Work with Courts to identify consistent penalties that apply appropriate consequences to offenders, relevant to Northland and identifying potential rewards for good behaviour. · · (Year 2/3….)	· Central Government · Police · NZTA · Local Councils	· Building relationships with Central Government current and opposition, and Courts to gain buy-in	· (GPS) Safety · (RLTP) Road safety, Route resilience, Greater alignment	· Funding limitations · Resources · Independence of judges 4.	· Begin 2020 – it may take time to gain buy-in for the tools and their application in the legal system

Recommended Pre-work

· Action

· Roles

· Outcome sought

· Develop a whole-network approach to Northland so that the State Highway and Local Road networks are aligned and seamless

· (Year 1)

· Councils and NZTA

· RTC strategic oversight

· A one-road-network approach to Northland road speed

· Developing relationships with school Boards, community organisations, and other strategic parties interested in improving road safety in Northland

· (Year 1)

· Councils with NZTA support

· RTC strategic oversight

· Buy-in from community groups and schools to improving road safety, and collaborative support to developing a plan

Identified Action Plan

· Action

· Responsible Agency

· Role for RTC

· Strategy alignment

· Barriers to be overcome

· Timeframes

· Conduct a ‘speed review’ of the whole Northland network to ensure the appropriate speeds are assigned to the appropriate roads (including testing the ‘MegaMaps’ recommendations for real-world application), including prioritisation of risk roads.

· (Year 2-…)

· Councils and NZTA Police engagement

· Building relationships with Government and Central Agencies to get buy-in to proposals

· Endorsing review and recommendations s at a strategic level

· (GPS) Safety

· (RLTP) Road safety, Route resilience, Greater alignment

· Arduous process

· Resource constraints

· Community buy-in

· Economic pressures

· Long term commitment to the action plan

· Begin 2020/2021 for benefit realisation in 5- 6 years

· Review the policies and legislation around the process for changing a speed limit, to identify opportunities for streamlining that process

· (Year 2 - …)

· NZTA and MOT with Council support

· Building relationships with NZTA, MOT and the Minister/Associate Minister to get buy-in to the Review and support from Officials

· (GPS) Safety

· (RLTP) Road safety, Route resilience, Greater alignment

· Arduous process

· Cabinet time constraints

· Resource constraints

· Evidence vs political motivations

· Begin 2020 with benefit realisation in 5 years

· Review the tools available (e.g. – Point to Pont Speed Cameras) and identify candidates that could be applied to high speed areas, and that may also increase Police agility.

· (Year 2 -….)

· Councils with NZTA support and Police engagement

· Endorsing the outcomes of the Review

· Identifying opportunities at a Government and international level for trials and testing of relevant technology in Northland

· Building relationships with Government and Central Agencies to get buy-in to proposals

· (GPS) Safety

· (RLTP) Road safety, Greater alignment

· Funding limitations

· Resources

· Public support

· Long term commitment to the action plan

· Government support

· Begin in 2020 with benefit realisation ongoing over the term of the project

· Action

· Responsible Agency

· Role for RTC

· Strategy alignment

· Barriers to be overcome

· Timeframes

· Review and identify technologies able to be placed into vehicles that monitor speed and behaviour, and could be rolled out to high-risk community groups

· (Year 2….)

· Councils and NZTA

· Police support

· Building relationships with community groups

· Building relationships with potential sources of funding e.g. – ACC

· Endorsing the review recommendations

· (GPS) Safety

· (RLTP) Road safety, Route resilience, Greater alignment

· Funding limitations

· Resources

· Begin 2020 with benefit realisation from 2022

Identified Action Plan Continued…

Recommended Pre-work

· Action

· Roles

· Outcome sought

· Complete a stocktake of the current Northland fleet, and identify barriers to people purchasing 3+ star rated vehicles

· (Year 1)

· Councils and NZTA

· RTC strategic oversight

· Understanding of Northland’s current state and concerns to ensure success measures can be created, and any actions are focused on resolving the right barriers.

· Developing relationships with school Boards, community organisations, and other strategic parties interested in improving road safety in Northland, including Central Government and Ministers

· (Year 1)

· Councils with NZTA support

· RTC strategic oversight

· Buy-in from community groups and schools to improving road safety, and collaborative support to developing a plan

Identified Action Plan

· Action	· Responsible Agency	· Role for RTC	· Strategy alignment	· Barriers to be overcome	· Timeframes
· · Develop a plan utilising the findings from the stocktake, to encourage Northlanders into safer vehicles · · (Year 2-…)	· Councils and NZTA	· Building relationships community groups to get buy-in to proposal 7. · Endorsing the plan and recommendations at a strategic level, ensuring all groups are aligned	· (GPS) Safety · (RLTP) Road safety, Route resilience, Greater alignment ·	· · Resource constraints · Community buy-in · Economic pressures · Long term commitment to the action plan	· Begin 2021 for benefit realisation in 2 years
· Embedding change continuity across Government for improving vehicle safety nationally. · · (Year 2 - …) ·	· RTC and NZTA	· Building relationships with NZTA, MOT, the Minister/Associate Minister AND the opposition to get buy-in to a long-term agreed plan	· (GPS) Safety · (RLTP) Road safety, Route resilience, Greater alignment	· Resource constraints · Economic efficiency vs safety balance · Socio-economic impacts	· Begin 2020 with benefit realisation in 5 years
· · Develop a framework for all parties to utilise to assess the balance between economic and safety outcomes. · · · · (Year 2 -….)	· NZTA with Council support	8. · Endorse the framework and commit to its methodology, as well as its embedment into daily business ·	· (GPS) Safety · (RLTP) Road safety, Greater alignment	· Resource limitations · Public support · Long term commitment to the action plan · Either/or thinking ·	· Begin in 2020 with benefit realisation ongoing over the term of the project ·

· Action

· Responsible Agency

· Role for RTC

· Strategy alignment

· Barriers to be overcome

· Timeframes

· Identify possible policy and legislative mechanisms for improving vehicle safety, for example limited the engine size allowed for learner and restricted drivers.

· MOT with NZTA and Council support

· Building relationships with NZTA, MOT, the Minister/Associate Minister AND the opposition to get buy-in to a long-term agreed plan

· (GPS) Safety

· (RLTP) Road safety, Greater alignment

· Resource limitations

· Public support

· Long term commitment to the action plan

10.

· Begin in 2020 with benefit realisation ongoing over the term of the project

Identified Action Plan Continued….

Let’s talk about good reporting

Overview

Good reporting underpins all Identified Action Plans. Good reporting enables staff to not only measure the success of a project, but also communicate this effectively; This in turn may enable projects to secure ongoing funding and support, but also allow for people to see the difference being made.

In the workshop, good reporting was raised several times, particularly around the challenge of reporting positive outcomes with regards to road safety. An example was provided of a stretch of road, which was improved and, as a result, the number of crashes and deaths on that stretch of road had almost disappeared – but it was difficult to prove that the investment had been worthwhile, although anecdotal evidence from emergency services noted the lowered call-outs for their units.

It is easy when looking at road safety to focus on the number of deaths, and these are important, but when endeavouring to show improvements to road safety, it needs to be counted in terms of lives or, for those more economically inclined, savings.

For each project or action, a valid measurement of success needs to be applied and reported on. This measurement needs to be:

· Based on evidence;

· Comparable to the counterfactual (i.e. – what if it had not been done);

· Realistic; And, in some instances,

· Timebound

Based on evidence

To ensure decision-making is robust, it needs to be based on evidence. Therefore, good reporting needs to include a continuation of this evidence. Ensuring that any data on which an action was based can still be collected either in a continuation from the previous state or as the counterfactual to that state is necessary. For example, in the identified instance above, reporting might include statistics of crashes on that site before and after changes were made to the road; the number of hours emergency service (FENZ and ambulance) spend on that site now versus previously; the amount of money being spent on clean-up previously compared with costs of improvements and clean up now.

Comparable to the counterfactual

When showing the value of making changes or taking an action, good reporting may include a comparison between the before and after. Ensuring good baseline data is collected over time is necessary for example, a trend over five years. Ongoing collection of data will be necessary even if the need for reporting is over, as may will assist with informing future decision-making or as case studies later. When comparing the counterfactual, it is also possible to identify the savings. For example, how many people on average (based on previous evidence) have likely lived because of the changes or action; how many hours have emergency services had to respond elsewhere; how much money has been saved?

Realistic

When developing project measures, it is necessary they are realistic and measurable. When developing measures, it may also be necessary to consider whether measuring trends rather than absolutes is more suitable, and this will depend on the action or project. For speed or seatbelt compliance, trends could be a better option than a zero measure, however when looking at death or serious harm on a certain stretch of road absolute numbers are more suitable.

Timebound

When considering reporting, it may be necessary to apply a time to which the reporting will apply. For example, when measuring the benefits of improvements to a road, a period of five years may be agreed to ensure the improvements are making long term benefit (although instantaneously results may also be seen), however reporting overall of the Northland network would be ongoing. The amount of time allocated to reporting may depend on the action or project, and the time expected before benefit realisation occurs.

Ensuring good reporting, begins at the project scope or business case. This is where the initial thinking around measures and project benefits will be introduced. A good guide to ensure the project outcomes/benefits and measures are appropriate and will enable good reporting, is the S.M.A.R.T. goal system. This system helps develop goals that are: Specific, Measurable, Attainable, Relevant and Timely.

Identified Action Plan

· Action

· Responsible Agency

· Role of the RTC

· Barriers to overcome

· Review expectations for reporting to RTC (and other organisations) and create policy, templates and guidelines for consistency

· Northland Regional Council with input and support from all Councils, Police and NZTA

· Identify core strategic measures to guide reporting focus

· Potentially limited baseline data

· Gathering data from multiple sources

· Embed reporting development within business case process

· All Councils with support from NZTA

· Endorse reporting requirements

· Business case processes may be restrictive

· Identify potential inputs, and data sources, that could be used for good reporting and for baseline data

· Northland Regional Council with input and support from all Councils, Police and NZTA

11.

· Building relationships at a strategic level with potential data suppliers

· Potentially limited data, or limited access to data

· Create a comms plan to accompany any measures to ensure all involved parties are consistent, with a regular review of key messages

· Northland Regional Council with input and support from all Councils, Police and NZTA

· Endorse and agree to use key messages

· Endorse comms plan

12.

· Encouraging consistency

· Reducing political influence on issues

the Regional Transport Committee (RTC)

Overview

The RTC currently consists of representatives from the district and regional councils, and the Transport Agency. There could be benefit in expanding this to include the NZ Police, which holds valuable, factual, information regarding risks and priorities, as well as connections into the emergency services.

The RTC is the strategic force behind road initiatives in Northland, including road safety. Its core role is to set Northland’s vision for road safety and enable its member organisations to deliver this vision by developing the relationships and strategic buy-in with partners, Government, and community groups.

The workshop agreed that the RTC was in the best position to actively drive and promote road safety regionally through strong leadership and to lobby central government for funding for approved initiatives that will assist to reduce deaths and serious injuries on Northland’s roads.

Recommended Action Plan

· Action

· Responsible Agency

· Role of the RTC

· Barriers to overcome

· Review the Terms of Reference for the RTC and ensure they are reflective of its mission and processes

· Northland Regional Council with input and support from all Councils, Police and NZTA

· Strategic guidance

· Approval of reviewed Terms

· Challenges of change

· Limited resources

· Develop and embed an annual planning and reporting process for the RTC (including a communication and engagement plan, and agreement of focus)

· All RTC membership organisations

· Endorse process

· Time limitations

· Resource limitations

· Challenge of change

· Develop and embed annual subject matter workshops on road safety, and regular governance refreshers, particularly when new RTC members join

· All RTC membership organisations

· Endorse ongoing learning opportunities

· Time limitations

· Resource limitations

· Challenge of change

· Review the membership of the RTC to ensure all relevant organisations are involved appropriately, at the right level (i.e. – political and operational)

· All RTC membership organisations

13.

· Endorse recommendations

· Time limitations

· Resource limitations

· Challenge of change

let’s talk about next steps

Summary

This document contains the analysis and summary of the workshop held in Whangarei on the 12^th of June 2019, and from this has made recommendations as to a possible workplan for each pillar of the Safe System, as well as for reporting, and governance arrangements.

Several projects identified by the workshop participants rely on actions and decisions by entities outside of the RTC’s control. In these instances, effort has been made to identify actions and decisions that can be taken by Northland individually without national buy-in, but with a view of potential national action occurring. To advance these on a national level, the RTC will be required to influence a variety of central government organisations, Ministers and Parliament.

Northland faces many challenges in road safety, including limited funding and resources to make improvements. To be effective in delivering change, Northland will need to prioritise carefully, leverage community resources to a high degree, and be prepared for a long-term delivery plan. Core to success is the strategic and united planning and leadership from RTC, particularly in developing relationships with key groups within Northland and across New Zealand.

Next steps

This document will be socialised at a meeting scheduled in Whangarei on the 19^th of July with core representatives from RTC membership organisations. After this meeting any feedback will be reviewed, and a final document released prior to August.

Agreement for this document will be sought from the RTC and each member organisation in January 2020, at which time the agreed plan can be implemented.

FNDC Councillor Ann Court	Deputy Chairman Paul Dimery	KDC Councillor Julie Geange
WDC Councillor Greg Martin	NZTA Representative Mr Steve Mutton

TITLE:	Confirmation of Minutes - 05 June 2019
ID:	A1220256
From:	Evania Arani, Executive Assistant Customer Services - Community Resilience

TITLE:	New Zealand Transport Agency Report to Regional Transport Committee
ID:	A1221466
From:	Steve Mutton, NZTA - Director Regional Relationships Upper North Island