Agenda of Transport, Resilience and Infrastructure Committee

No.	Title	Page
a ⇨	City Rail Link update - Presentation

No.	Title	Page
a ⇨	City Centre Delivery update - Presentation

No.	Title	Page
a ⇨	Watercare update - September 2024

No.	Title	Page
a ⇨	Healthy Waters and Flood Resilience update - September 2024

Transport, Resilience and Infrastructure Committee

05 September 2024

Auckland Transport Quarter Four Performance Report 2023/2024

File No.: CP2024/12557

Te take mō te pūrongo

Purpose of the report

1. To receive a high-level summary of Auckland Transport’s (AT’s) fourth quarter report (period ending 30 June 2024).

Whakarāpopototanga matua

Executive summary

2. Auckland Transport’s fourth quarterly performance report for the period ending 30 June 2024 is provided in Attachment A. The measures and targets in the quarterly performance report are measured against the 10-year Budget 2021-2031 and Auckland Transport’s Statement of Intent 2023-2026 (SOI).

3. Auckland Transport’s financial and non-financial results presented in the report are unaudited.

4. Auckland Transport’s performance has improved against the performance measure targets specified in the SOI. This includes improvement in public transport punctuality, public transport passenger boardings, customer satisfaction with passenger transport, and deaths and serious injuries. It has:

· met or exceeded 18 of its 19 performance measure targets.

· completed or are on track to complete 66 (92 per cent) of the 72 deliverables for this period.

· delivered 99 per cent of its capital budget, with spend totalling $1,043 million. This is the highest level of annual capital investment delivered by Auckland Transport.

5. The SOI measure target that was not met relates to trust and confidence of customers and communities (with a result of 29 per cent against 30 per cent target). In line with the Letter of Expectation this is a key area of focus and priority for the Board and Auckland Transport.

6. Under the Local Government Act, AT is also required to report against an additional five measures required by Department of Internal Affairs, and four measures in council’s Long-term Plan 2021-2031. In total, AT has exceeded or met targets for six out of nine of these measures.

7. The additional targets that were not met relate to road maintenance standards, the condition of road assets and pedestrian delays at signalised intersections. No commentary has been provided for these variances and staff recommend that AT is asked to update the Transport, Resilience and Infrastructure Committee on reasons for not meeting targets.

8. Excluding depreciation, the net operating surplus is $40 million, $33 million favourable to budget, mainly due to strong bus patronage, additional NZTA funding ($36 million) for extreme weather remediation costs and cost savings across the business.

9. A number of highlights for the fourth quarter and year are noted, including: improvements to the rapid transit network, completion of the largest road maintenance and renewal programme since 2017/2018, lowering of the number of deaths and serious injuries on the road network, publishing the Regional Land Transport Plan 2024-2034, delivery of 89 new e-buses, completion of designs for two dynamic bus lanes and commencement of 10 of the 25 recommendations made by the EY Review of Temporary Traffic Management in Auckland.

Ngā tūtohunga

Recommendation/s

That the Transport, Resilience and Infrastructure Committee:

a) whiwhi / receive Auckland Transport’s 2023/2024 fourth quarter performance report, provided at Attachment A.

Horopaki

Context

10. As a council controlled organisation (CCO), AT must provide a quarterly report to council. AT is required to:

· summarise its performance against the approved budget and agreed targets in the 10-year Budget and SOI

· provide a forecast of performance

· identify the cause of major variances

· highlight major achievements for the quarter

· signal any potential or developing issues.

Tātaritanga me ngā tohutohu

Analysis and advice

Financial performance

11. Auckland Transport's full-year operating surplus, excluding depreciation, is $40 million, which is $33 million favourable to budget.

12. This favourable operating result is driven by better-than-budgeted revenue performance, with $23 million above budget primarily due to higher bus patronage and additional NZTA funding for extreme weather remediation costs, which more than offset lower parking and enforcement revenue. Additionally, lower costs across the business contributed to the higher surplus, mainly from reduced contractor maintenance expenses, lower public transport contract costs, and finance costs.

13. Capital expenditure for the year totalled $1,043 million, with $373 million invested in the last quarter of the year. This represents 99 percent of the full-year budget of $1,058 million, with all key capital programme deliverables outlined in the SOI completed.

Non-financial performance and other issues

SOI and other performance measures

14. Auckland Transport has met or exceeded 18 of its 19 SOI performance measures. This is a significant improvement on last year, where only 13 of the 31 SOI measures were met.

15. Last quarter the measure for public transport punctuality was not met (84.1 per cent, against a target of 87 per cent). This quarter it is 88.4 per cent with improvements recorded across all modes. Customer satisfaction with passenger transport is at 90 per cent, and the continued improvement in public transport passenger boardings is also positive.

16. It is positive also to see the reduction in deaths and serious injuries, continued growth in cycling numbers and to see no increases in travel time across the network for vehicles or freight.

17. Despite its good performance against other targets, the target for the measure on trust and confidence of customers and communities has not been met (with a result of 29 per cent against 30 per cent target). In line with the Letter of Expectation this is a key area of focus and priority for the Board and Auckland Transport.

18. Under the Local Government Act, AT is also required to report against an additional five measures^{^[1]}, and four measures in council’s previous Long-term Plan 2021-2031. In total, AT has exceeded or met targets for six of these measures. Targets that were not met were:

· road maintenance standards (ride quality) as measured by smooth travel exposure for rural roads (84 per cent, against a target of 88 per cent)

· the percentage of sealed road network that is resurfaced (6.1 per cent, against a target of 7.0 per cent)

· notably, the percentage of key signalised intersections in urban areas where pedestrian delays are reduced in the interpeak period (50 per cent, against a target of 65 per cent)

· the percentage of road assets in acceptable condition (76.4 per cent, against target of 92 per cent).

19. No commentary is provided for these variances, and staff recommend that AT are asked to provide an update to the Transport, Resilience and Infrastructure Committee on reasons for targets not met.

Progress against SOI deliverables and performance expectations

20. Auckland Transport has provided more detail on its deliverables in this report, with several deliverables (e.g. optimising the bus network 2.1.1-2.1.7, implementing network, making smarter use of existing road spaces, 3.1.0-3.19, and temporary traffic management, 2.91-2.9.8) being broken down into constituent parts. Detail on progress against other council priorities is provided in the section ‘Other focus areas’.

21. The level of detail provided in this quarterly report is useful and it is positive to see that good progress is being made on priority areas for council.

22. With year end, most AT’s deliverables are either completed (74 per cent) or on track (18 per cent). The projects ‘not completed’ either go beyond the 2023/2024 year or are reliant on the Crown or other stakeholder input.

Auckland Transport	Completed	On track	Not completed	Not on track
Better understanding the communities we serve	4	1	1
Getting the basics right	24	4	1	1
Leveraging our existing network using data, technology and insights	12	4	1
Collaboration and improving relationships	6	1	1	1
Delivering value for money	2	3
Delivering our capital programme	5
TOTAL	53	13	4	2

23. Outcome area 4 ‘Collaboration and improving relationships’ is primarily focused on local boards and council. It is positive to see improvement in local board engagement results, but the council is also interested in seeing progress on 4.01 engagement and consultation with the community. The commentary indicates that the programme to address this, ‘AT Way’ is underway at pace. This is a priority for council and so further detail on progress on this area is expected in the next quarterly report.

24. A summary of those deliverables that are recorded as not on track are:

· progressing the Better Faster Consents work programme – this has been stalled due to recent changes at council.

· implementing the Future Development Strategy (FDS) - Auckland Council finalised the first FDS Implementation Plan in early August and circulated it to AT in mid-August for confirmation of AT as owners/co-owners of some FDS Actions. Subsequent involvement in FDS Actions over the next 3 years will be coordinated according to the prioritisation of actions in the FDS Implementation Plan.

25. Highlights for the fourth quarter and year include:

· the positive introduction of new services like the Western Express, which is exceeding expectations and carrying more than 500,000 passengers in the seven months since opening.

· completion of the largest road maintenance and renewal programme by length since 2017/18, with almost 400 km of sealed roads, 46 km of unsealed roads strengthened, 60 km of footpaths and 48 km of kerb and channel.

· the lower number of deaths and serious injuries on the road network, which totalled 586, significantly under the target of no more than 640.

· the completion of the Regional Land Transport Plan 2024-2034

· Delivered 89 new e-buses. E-buses now comprise 13 percent of the fleet total. AT has the most zero emission buses in operation of all Australasian cities.

· Eastern Busway continues to make good progress.

· Designs have been completed for Main Highway (Ellerslie) adaptive dynamic bus lane, Maioro Street dynamic bus lane and Botany College dynamic signal phasing.

· 25 bus booster sites have been implemented in 2023/2024 with buses achieving 30 per cent reduction in travel times through intersections where bus booster initiatives have been implemented.

· 20 new intersections have smart detection implemented which benefits vehicles and people walking and cycling.

· Ten initiatives are underway of the 25 recommendations made by the EY Review of Temporary Traffic Management in Auckland.

Tauākī whakaaweawe āhuarangi

Climate impact statement

26. Auckland Transport’s corporate emissions for the year were reduced by 54 per cent compared to the base year 2018/2019 (up 6 per cent from last quarter). This exceeds the targeted reduction of 15 per cent, due to energy efficiency and management activities.

27. AT’s zero emission bus numbers are now at 180 (an increase of 90). In comparison Sydney has 127 buses. AT has four low emission ferries under advanced stages of construction.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

28. Auckland Transport’s quarter four report contains information on how it is contributing to the council’s outcomes and objectives.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe

Local impacts and local board views

29. Oversight, monitoring and direction of Auckland Transport is delegated to this committee. The views of local boards have not been sought. Auckland Transport reports to local boards directly.

Tauākī whakaaweawe Māori

Māori impact statement

30. The quarterly report notes AT engagement activities with mana whenua. It also highlights that AT’s procurement spend with Māori owned businesses was $38.98 million (2.32 per cent of total spend), which was above the target of 2 per cent.

31. AT’s Māori Outcomes Plan was approved by the Board this month and will be reported on in quarterly reports.

Ngā ritenga ā-pūtea

Financial implications

32. Auckland Transport’s financial performance is provided in paragraphs 10 to 12.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

33. As signalled in both this report and in AT’s quarterly performance report, AT’s reputation, trust and confidence continued to weaken. This is a key focus area of the board and a priority area for the council over the next year.

34. Funding challenges and decisions that will result from the NZTA funding and the National Land Transport Plan may impact on AT’s ability to deliver current and forecast programmes of work. These decisions will be worked through with the council.

Ngā koringa ā-muri

Next steps

35. This report is primarily for information purposes. Auckland Transport’s Annual Report will be circulated in September 2023 to this Committee.

36. The next quarterly report (quarter one, July to September 2024) will be provided to the Transport, Resilience and Infrastructure Committee in November 2024.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	AT Quarter Four Performance Report 2023/2024

Ngā kaihaina

Signatories

Author

Claire Gomas - Principal Advisor

Authorisers

Max Hardy - Director Group Strategy and Chief Executive Office

Barry Potter - Director Resilience and Infrastructure

Transport, Resilience and Infrastructure Committee

05 September 2024

Final report of the preparatory work for the Auckland Integrated Transport Plan

File No.: CP2024/12305

Te take mō te pūrongo

Purpose of the report

1. To endorse the final report of the preparatory work for the Auckland Integrated Transport Plan (AITP), including, in particular, the key findings and proposed next steps required to develop the plan itself.

Whakarāpopototanga matua

Executive summary

2. The Transport and Infrastructure Committee endorsed the scope of the preparatory work for the AITP on 7 March 2024 (TICCC/2024/17). It also requested that staff report back with progress updates to subsequent committee meetings.

3. Political direction throughout this preparatory work was provided by the Transport, Resilience and Infrastructure Committee and the Political Reference Group.

4. Staff, supported by technical input from Auckland Transport staff, have concluded the key aspects of the preparatory work for AITP. The final report of this work is appended to this agenda report (Attachment A). Since the last update to the Transport, Resilience and Infrastructure Committee (6 June 2024) staff have:

· undertaken high-level analysis of current transport planning, funding and governance frameworks including identification of where change is needed;

· completed analysis of indicative costs and possible funding scenarios over the next 30 years;

· progressed work on articulating Auckland’s long-term transport challenges;

· scoped a range of potential interventions that will be needed to support planned infrastructure investment;

· completed a high-level assessment of 50 major projects (as proposed or signalled for the next 30 years by various transport agencies) against council outcomes;

· finalised maps showing 10-year network challenges, recently delivered major projects, projects included in the high-level assessment, Māori population distribution overlaid across the projects, the freight network and a Future Development Strategy spatial view.

5. The key emerging themes from the high-level assessment of major projects and other aspects of the work are discussed in Attachment A and summarised below:

· many aspects of the current approach to planning, funding and delivering major transport projects in Auckland are no longer fit for purpose;

· multiple separate planning processes have produced differing lists of proposed and signalled projects needed for Auckland over the next 30 years - this is symptomatic of the systemic issues underpinning the lack of an integrated approach to transport planning in Auckland;

· the high-level assessment has found that many of the assessed projects perform well against at least some of the council’s outcomes, but few perform well against all of them. This reflects the different drivers underpinning planning for each of these projects;

· under current settings there is a significant gap between the indicative combined costs of all these projects and likely funding availability over the next 30 years;

· while major new pieces of infrastructure will still be an important part of Auckland’s transport future, it is neither feasible, affordable nor desirable, to deliver all of the projects assessed for this work over the next three decades;

· further work on prioritisation is therefore required, supported by analysis of the inter-relationships between projects, modelling of various scenarios, and political direction on the relative weight given to each of the strategic outcomes;

· a focus on getting more out of the existing network through investment in ongoing programmes, smaller improvements, and non-infrastructural interventions (including regulatory reforms), is critical to Auckland’s transport future.

6. The stocktake included in the attached document is probably the first time all major transport projects planned or indicated by transport agencies in Auckland have been collated and assessed (albeit at a high level) against council endorsed outcomes. The assessment is indicative and supports future more detailed assessment undertaken in collaboration with central government and delivery agencies.

7. This preparatory work also supports the development of an Auckland Council view of the region’s transport future, in a somewhat analogous manner to central government’s development of the Government Policy Statement on Land Transport. It enables a clearer voice for council and provides an evidence base to underpin the pending joint work with government on the AITP itself.

8. Attachment A to this agenda report sets out a range of next steps (also listed in paragraph 17 below) to be undertaken either in advance of, or as part of, the development of the AITP.

9. The government has committed to developing the AITP with Auckland Council, but the timing for this is uncertain. While it is preferable that this next phase of the work be undertaken in collaboration with government, it would also be possible for the Auckland Council group to progress some of the proposed next steps if government is not yet ready to begin joint work on the AITP.

Ngā tūtohunga

Recommendation/s

That the Transport, Resilience and Infrastructure Committee:

a) ohia / endorse the final report of the preparatory work for the Auckland Integrated Transport Plan, including, in particular, the emerging key findings and the next steps required to develop the plan itself.

Horopaki

Context

10. At the Transport and Infrastructure Committee meeting on 7 March staff were requested to undertake preparatory work to help inform council’s future work with central government on an AITP. The committee resolved (CP2024/01603, Resolution TICCC/2024/17) to:

a. ohia / endorse the scope of work (as described in paragraphs 17 and 18 of the 7 of March agenda report) to help Auckland Council develop its view of the medium to long-term transport network, in preparation for discussions with central government on an Auckland Integrated Transport Plan.

b. note / tuhi ā-taipitopito that the existing Auckland Integrated Transport Plan Political Reference Group will provide direction to staff throughout the duration of this work.

11. Staff were also asked to provide progress updates to subsequent meetings of the Transport and Infrastructure Committee.

12. Following advocacy from Auckland Council in its submission, the Government Policy Statement on Land Transport now includes a commitment by government to work with council on the AITP. This preparatory work provides an evidence base to inform development of the AITP as well as a starting point for council’s engagement with government.

13. It is also important to note that the AITP is distinct from the statutorily required Regional Land Transport Plan (RLTP). The RLTP was recently approved by the Regional Transport Committee following endorsement by the Transport and Infrastructure Committee. By contrast with the 30-year focus of the preparatory work and the AITP itself, the RLTP has a ten-year time horizon.

14. While the AITP has no statutory status, one of its key purposes will be to provide direction for future transport planning processes (such as future RLTPs).

Tātaritanga me ngā tohutohu

Analysis and advice

15. The key emerging findings of the preparatory work include:

· the current processes for planning, funding and delivering projects across Auckland’s transport system is highly fragmented, with decision-making dispersed across central government, local government and other entities with varying degrees of autonomy. This has led to duplicative processes, ineffective benefits realisation and misaligned outcomes from transport investment.

· multiple separate planning processes have produced differing lists of proposed and signalled projects over the next 30 years. In some cases, these processes have suggested competing solutions to the same specific problem or have pursued different projects which are unlikely to be mutually deliverable. This is reflective of the systemic issues inhibiting the pursuit of a more coordinated approach to transport planning and funding.

· there is a significant gap between the total cost of all projects proposed by various agencies over the next three decades and the expected available funding. While there are a lot of unknowns, a rough estimate indicates that if all proposed and signalled transport projects were delivered the potential funding shortfall could exceed $100b over 30 years when also accounting for non-discretionary spending and consequential operational costs. Even allowing for the fact that not all of these projects will actually be needed within the next 30 years, the funding gap will still be vast in the context of current funding settings.

· the initial high-level strategic assessment of proposed major projects has shown that most projects perform well against at least some of Auckland Council’s strategic priorities, but few projects perform well against all strategic priorities, reflecting that there are a range of different drivers behind the various projects. Thus, the relative priority of these projects will be heavily dependent on how much weight is placed on each strategic outcome, which is an inherently political decision, but one which can be informed by existing council policies and further technical analysis.

· major new infrastructure projects will be part of the solution to some of Auckland’s key challenges. However, it is neither feasible nor necessary to deliver, within a 30-year horizon, all of the projects proposed or signalled by each of the various planning processes. Thus, investment in non-infrastructural initiatives and smaller-scale infrastructural programmes will be essential.

· greater investment in programmes delivering incremental improvements across the region will also be needed, including continued delivery of improved infrastructure for walking, cycling, public transport and freight, as well as adoption of emerging technology where appropriate.

· a range of non-infrastructural solutions will also be required to optimise Auckland’s transport system, including demand management tools, targeting operational spending to leverage capital investment and better integration of urban development and transport planning.

16. Collectively, the preparatory work’s findings demonstrate that many aspects of the current approach to planning, funding and delivering Auckland’s transport network are no longer fit for purpose. Similarly, the work reinforces the need for an integrated transport plan as part of a system-wide pivot towards a more streamlined, co-ordinated and long-term focused approach to transport planning and funding.

17. Staff recommend that several pieces of work be undertaken either in advance of, or as part of the development, of the integrated transport plan. These include:

· working with delivery agencies to better understand the latest details, costs and benefits of each project, and applying this information to the next stages of the project assessment methodology;

· consideration of the spatial and temporal inter-relationships between proposed projects and the development of scenarios to allow modelling and further analysis of different investment options;

· augmenting the technical assessment of projects with further analysis, modelling and political direction on the relative weighting of different strategic outcomes to allow for the creation of a ranked or prioritised list of proposed major projects;

· interrogation of all proposed and signalled projects to identify cheaper or more cost-effective delivery options, including consideration of staging, project scopes, alternative options and the potential role of interim solutions;

· analysis of the role of different funding and financing options for each project, with a focus on both the short-term and long-term benefits and drawbacks;

· collaborative work to develop an agreed list of challenges to inform the integrated transport plan, with a focus on identifying shared priorities which build on what the plan is trying to achieve;

· further consideration of the role and potential of non-infrastructural solutions in helping to address Auckland’s transport challenges within the quantum of available funding;

· agreeing on the integrated transport plan’s governance structure, including the role of Māori in decision-making.

18. While it is preferable that these tasks be undertaken in collaboration with government, it would also be possible for the Auckland Council group to progress some of this work if government is not yet ready to begin joint work on the AITP.

Tauākī whakaaweawe āhuarangi

Climate impact statement

19. Land transport accounts for around 40 per cent of Auckland’s overall greenhouse gas emissions. It is therefore imperative that transport emissions are reduced significantly if Auckland is to achieve its targets of halving the region’s overall emissions by 2030 and reaching net zero by 2050.

20. As part of the high-level assessment of proposed and signalled major projects, estimated whole-of-life emissions were a key element of the Sustainable Transport Network strategic outcome, while the resilience of the transport network to the impacts of climate change was considered as part of the Resilience and Safety strategic outcome. The assessment process was necessarily high-level in nature due to differing levels of data availability. The results of the high-level assessment, along with broader commentary on the strategic alignment of the proposed and signalled major projects, are included in the final report of the AITP preparatory work (see Attachment A).

21. It is important that all proposed transport investments, especially large-scale infrastructure projects, provide data on both their estimated whole-of-life emissions impact and their level of climate resilience, to enable more detailed comparative analysis as part of future transport planning processes, including the development of the AITP itself.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

22. While this has been an Auckland Council led piece of work, Auckland Transport staff have provided technical input throughout the preparatory work. Endorsement from the Auckland Transport Board has not been sought.

23. It is anticipated that the AITP will inform the development of future RLTPs and LTPs. It does not, however, replace the statutory decision-making responsibilities of Auckland Transport and Auckland Council associated with the RLTP and LTP, which also require public consultation.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe

Local impacts and local board views

24. Consultation with local boards took place in May 2023 before the initial joint agency work on the AITP (undertaken under the auspices of the previous government) was put on hold. The feedback received from this consultation was an input into the AITP preparatory work. A comprehensive report on the findings of this engagement was attached to the April 2024 update to the Transport and Infrastructure Committee. The following key themes emerged from local board feedback:

· ensure adherence to Auckland Council’s Climate Plan;

· concern with lack of local board involvement and governance in developing the AITP;

· more clarity needed on the roles of New Zealand Transport Agency, KiwiRail and Auckland Transport;

· minimise climate impact and lower emissions;

· improve customer experience, reliability, and confidence in public transport;

· avoid out of sequence development if transport infrastructure is not funded/delivered;

· more consultation needed with Māori, Pacific, young adults, and Asian communities.

25. As this preparatory phase of the work is primarily technical in nature, no additional consultation with local boards has been undertaken. Further engagement with local boards is recommended as part of the development of the AITP itself.

Tauākī whakaaweawe Māori

Māori impact statement

26. While no engagement with iwi has been undertaken specifically as part of this preparatory work, the work was informed by previous feedback from iwi including from a May 2023 hui with the Mayor and then Minister of Transport, and through other processes such as the Future Development Strategy.

27. Staff from Ngā Mātārae, the Houkura secretariat and Auckland Transport’s Māori advisory group have participated in a number of sessions with transport focused staff to help ensure Māori outcomes were appropriately considered as part of the high-level assessment process. One of the outputs of this collaboration is the map overlaying the assessed projects with Māori population distribution included in the attached final report. The Māori outcomes focused forums held at staff level will continue throughout the next stage of the work to help ensure those outcomes are reflected in advice to elected members.

28. At the governance level the Chair of Houkura is a member of the Political Reference Group that provided oversite for the AITP preparatory work.

29. Staff recognise the importance of further engagement with iwi on long term transport planning exercises and anticipate this will be a core element of the work undertaken in collaboration with government on the development of the AITP itself.

Ngā ritenga ā-pūtea

Financial implications

30. The preparatory work for the AITP is primarily focused on the medium and longer-term (i.e.10 to 30 years) and it is anticipated that its findings will influence future RLTPs and LTPs. This work has not driven decisions taken in the preparation of the current LTP.

31. Staff time is the only significant cost associated with the preparatory work and as such it is funded from existing budgets.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

32. The critical risks identified as part of the initial project planning have been monitored and mitigated throughout the preparatory work. These same risks will continue to apply throughout future phases of the AITP's development.

Risk	Description	Mitigation	Ongoing rating (for future phases of AITP work)
Staff resourcing constraints	Other commitments impact on available staff resourcing	This work was assigned a high priority within staff work plans. Project planning, and a technical working group, helped ensure staff resourcing reflected this priority.	Medium
Misalignment with key transport partners and existing plans	The Auckland Council medium to long-term view, as partly established through the preparatory work, does not align with central government views on the future of the transport network	This preparatory work informs and articulates Auckland Council’s initial views ahead of future collaboration with government. The potential for misalignment with government will need to be carefully managed throughout future stages of this work – agreed terms of reference, a joint political reference group, ongoing oversite through the CEs forum and multi-agency working groups will all help in this regard.	Medium
Lack of quality information about large scale projects	There are varying levels of information about large scale projects, which is of differing quality.	Staff made every effort to use the latest and best project level information for the high-level assessment. However, the availability and level of detail of data varied considerably between projects. Some of the risk around data inconsistency may be mitigated to a certain extent through the next stage of the work given that a wider range of agencies will be involved.	High

Ngā koringa ā-muri

Next steps

33. The next steps proposed by staff are set out in paragraph 17 above and are covered in more detail in Attachment A.

34. While the government has committed to working with Auckland Council on the AITP the timing of this remains uncertain. Once decisions have been taken to start work, staff will engage with the Ministry of Transport to draft a Terms of Reference, covering many of the further pieces of work required outlined above, and will bring it to the appropriate Auckland Council committee for its consideration.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Auckland Council's Preparatory Work for the Auckland Integrated Transport Plan

Ngā kaihaina

Signatories

Authors

Harry Stovold - Transport Advisor

Robert Simpson - Manager Transport Strategy

Authorisers

Louise Mason - General Manager Policy

Megan Tyler - Director Policy, Planning and Governance

Barry Potter - Director Resilience and Infrastructure

Resolution Number	Item	Status
TICCC/2024/93	Approval of the Point Erin Tunnel Extension of the Central Interceptor Final Business Case	Funding is being transferred to Watercare to manage delivery of the Point Erin Tunnel Extension of the Central Interceptor and the Herne Bay Tunnel. Enabling works for the extension have begun and the tunnel boring machine digging the main Central Interceptor tunnel is expected to reach Pt Erin Park in May 2025, which will then enable the Herne Bay Tunnel construction from this site after this date, probably in late 2025 or early 2026.
TICCC/2024/94	Auckland Council feedback on proposed Order in Council for Māngere flood resilience works	Ministry of Environment feedback period closed on 23 August 2024, including a public webinar which was held on 15 August 2024. Positive feedback was received from the operational mana whenua kaitiaki forum. The Order in Council will be subject to final consideration and approval by Cabinet.

No.	Title	Page
a ⇨	Transport, Resilience and Infrastructure Forward Work Programme

No.	Title	Page
a ⇨	Te Huia Independent Review (Under Separate Cover)
b ⇨	Media Advisory: CRL Emergency Training Exercises Schedule (Under Separate Cover)

[1] The measure for road maintenance standards as measured by smooth travel exposure, has two targets. One target is for rural roads and one target for urban roads.

Chairperson	Cr Andrew Baker
Deputy Chairperson	Cr Christine Fletcher, QSO
Members	Cr Josephine Bartley	Cr Kerrin Leoni
	Houkura Member Billy Brown	Cr Daniel Newman, JP
	Mayor Wayne Brown	Houkura Member Pongarauhine Renata
	Cr Angela Dalton	Cr Greg Sayers
	Cr Chris Darby	Deputy Mayor Desley Simpson, JP
	Cr Julie Fairey	Cr Sharon Stewart, QSM
	Cr Alf Filipaina, MNZM	Cr Ken Turner
	Cr Lotu Fuli	Cr Wayne Walker
	Cr Shane Henderson	Cr John Watson
	Cr Richard Hills	Cr Maurice Williamson
	Cr Mike Lee

Date	Subject
19/8/2024	Te Huia independent review
19/8/2024	Media Advisory: CRL Emergency Training Exercises Schedule

Author	Mara Bebich - Executive Officer Resilience and Infrastructure
Authoriser	Barry Potter - Director Resilience and Infrastructure

Author	Lata Smith - Kaitohutohu Mana Whakahaere Matua / Senior Governance Advisor
Authoriser	Barry Potter - Director Resilience and Infrastructure