JULY 2019

COOK STRAIT CONNECTIVITY PROGRAMME BUSINESS CASE FOR THE WELLINGTON FERRY TERMINALS

THE COOK STRAIT FERRIES: Growing demand for the Cook Strait ferries means that change is necessary. NZ’S WATER BRIDGE We need to align out investment in ferry terminal infrastructure for maximum RESILIENT LIFELINE INFRASTRUCTURE effect, but first, where should they go? SUPPORTING THE ECONOMY www.beca.com A QUALITY EXPERIENCE Connecting the Country Why are we looking at this? Foreword

We’re examining a once-in-a-lifetime opportunity to reconfigure the Wellington ferry terminals. This nationally important infrastructure needs investment now.

It’s complex. Included are changes to marine infrastructure, road and rail, public transport and active mode provision, terminal buildings, civic redevelopment and strengthening for resilience. It requires key stakeholders to come together. CentrePort, the New Zealand Transport Agency, Greater Wellington Regional Council, Wellington City Council, Interislander and Bluebridge are working collaboratively on a solution. Wider support is also needed.

Together, the stakeholders identify opportunities to improve resilience for ferry operations, the city and region, to enhance the experience of ferry passengers and the general public, and to support the local, regional and national economy.

Kaiwharawhara has been identified as the preferred location for a multi-user ferry terminal. Determining the governance and ownership structure for this programme is one of the crucial next steps. There is a need for certainty on the future of the ferry terminals in order to coordinate stakeholders’ decision-making and the many hundreds of millions of investment needed.

The opportunity presented on a local, regional and national level is very significant. All stakeholders are committed to continuing to work together to achieve the best result for New Zealand.

So where in the lower North Island should the Cook Strait ferry terminal(s) be located?

Cook Strait Connectivity | Programme Business Case | June 2019 | Page 1 Who’s involved? Project Partners

Has statutory responsibilities in relation to overall land use and movement planning, spatial planning, local infrastructure provision and consenting.

Has regional statutory responsibilities relating to transport planning, public transport, harbour master services, civil defence, and environmental management.

Owns and operates Wellington’s port, including the land and the marine assets from which the two existing ferry companies operate from.

Operates the Bluebridge ferry service which caters for road freight, private vehicles and foot passengers transiting the Cook Strait.

Operates the Interislander ferry service which caters for road and rail freight, private vehicles and foot passengers transiting the Cook Strait.

The road controlling authority for the State Highway network and for linkages to communities, businesses and nationally significant facilities (ports, airports, hospitals).

Cook Strait Connectivity | Programme Business Case | June 2019 | Page 2 WADESTOWN A Snapshot Why are the ferries important? KAIWHARAWHARA SITE:

EMPLOYMENT:

Interislander Current ships: 183m 3600 jobs Future ships: 209m are supported by the Cook Strait ferry services in Wellington

ECONOMY:

WESTPAC STADIUM $330m per year is injected into the city’s economy from the ferry services

FREIGHT: $15b - $20b

BEEHIVE of commercial freight is operated on the Cook Strait ferries each year, comprising 4-5 million tonnes

CONNECTIVITY: 1.2m passengers WELLINGTON BOTANICAL GARDEN travel on the Cook Strait ferries each year, of which

KINGS WHARF SITE: 35% are overseas tourists

RESILIENCE: Bluebridge Current ships: 186m ROSENEATH ROSENEATH 4-5 days to access Wellington by sea after an Earthquake, versus 15 days by road TE PAPA

ORIENTAL BAY The ferries are New Zealand’s State Highway 1 water-bridge and main trunk railway line connecting the north and south islands.

MOUNT VICTORIA LOOKOUT The ferries are a vital component of the New Zealand supply chain.

Cook Strait Connectivity | Programme Business Case | June 2019 | Page 3 NATIONAL WAR MEMORIAL Growth Context

2060 (Stantec) based on data - 2018 2013 from

Extrapolated Trend Trend Extrapolated 2050

Local Heavy Commercial Vehicles (GWRC) National Freight (MoT) (GWRC) National Freight Vehicles Local Heavy Commercial (MBIE) Tourists 2040 2030

2020

2010 2 1 2.8 2.6 2.4 2.2 1.8 1.6 1.4 1.2

The network as it is now cannot accommodate planned and forecast growth in ferry services and city population The network as it is now cannot accommodate via public transport and active modes There is an aspiration to increase connectivity Interislander plan to introduce 50% larger ferries ferries by the mid 2020s RELATIVE TO 2013 TO RELATIVE • • • THE EXISTING TRANSPORT NETWORK IS ALREADY UNDER PRESSURE. NETWORK IS ALREADY UNDER PRESSURE. THE EXISTING TRANSPORT

FORECAST GROWTH IN DEMAND FOR COOK STRAIT FERRIES FOR COOK GROWTH IN DEMAND FORECAST Can we accommodate the forecast growth? forecast the accommodate we Can Programme Business Case | June 2019 | Page 4 Business Case | June 2019 | Cook Strait Connectivity | Programme Problems What are the problems?

RESILIENCE

Lack of resilience in infrastructure, land and operations puts Wellington communities and NZ’s economy at risk

EXPERIENCE

Poor integration of ferry terminals with the city disrupts journey connectivity causing poor user experience that impact liveability

ECONOMY

Ferry terminal infrastructure and the surrounding transport network cannot meet current and future demand harming national and regional economic opportunities

Cook Strait Connectivity | Programme Business Case | June 2019 | Page 5 THORNDON OVERBRIDGE HAS Disaster Risk Levels for the WADESTOWN KNOWN VULNERABILITIES Wellington Region: Resilience Context HIGH RISK OF Earthquake: Very SLOPE FAIL HIGH TSUNAMI RISK High How important are the ferries for WELLINGTON FAULT Tsunami: High Severe Storm/Flood: High Human Pandemic: High regional and national resilience? Landside: High

THE FERRY TERMINALS ARE LIFELINE INFRASTRUCTURE

KAIWHARAWHARA : RESPONSE TO A MAJOR EVENT: • Located on Wellington Fault Estimated access time after an earthquake event: WESTPAC • SH1 Thorndon Overbridge is STADIUM particularly vulnerable

HIGH TSUNAMI RISK • Liquefaction risk

KINGS WHARF: 4-5 days by sea vs. 15 days by road • Sustains damage even in minor-to- moderate earthquake events due to 90% of food, fuel and materials deliveries to the region will have to the basin effect & reclaimed land come via the sea. • More vulnerable to tsunami • Damaged buildings in surrounding BEEHIVE area could create cordons CentrePort will be the main point of entry for HIGH supplies to Wellington, Western Wellington and the Hutt Valley. LIQUEFACTION RISK

Emergency response plans assume CentrePort will be usable MODERATE WELLINGTON SUPPLIES IN within 5 days after an earthquake for roll-on/roll-off ferries. BOTANICAL LIQUEFACTION GARDEN RISK

In an event Wellington is at risk of being isolated by road for a long period, making the port critical for

transport of emergency supplies ROSENEATH

2nd largest regional economy TE PAPA Contributing $35b GDP, the resumption of economic activity in the region is hugely important to the NZ economy ORIENTAL BAY

INVESTMENT IN THE FERRY TERMINAL AND SURROUNDING INFRASTRUCTURE COULD IMPROVE THE RESILIENCE OF THE

CITY AND THE NATIONAL ECONOMY MOUNT VICTORIA LOOKOUT

Refer Working Papers for more commentary and engineering Cook Strait Connectivity | Programme Business Case | June 2019 | Page 6 NATIONAL WAR MEMORIAL assessment of both sites. What do the ferries mean to people? Experience Context New Zealand Inc.

Located at the heart An iconic kiwi

of our capital city holiday and a key part

of most tourist agendas

Affects how 420,000 tourists experience A domestic travel Wellington each year essential for moving between islands, and an alternative to flying A vital connection between the north and south islands A recognisable part CONNECTING STATE of Wellington’s character HIGHWAY 1, THE FERRIES PROVIDE A CRUCIAL LINK IN THE NEW ZEALAND SUPPLY CHAIN AND SERVE AN IMPORTANT SOCIAL A major influence on city FUNCTION. vibrancy and aesthetics

Cook Strait Connectivity | Programme Business Case | June 2019 | Page 7 Who are ferry customers? Economy Context

ROAD FREIGHT: PRIVATE VEHICLES 310,000 Average number of vehicles journeys per 4-5 million tonnes year on the Cook Strait Ferries of freight transported across the Cook Strait annually Average growth of road freight: Average growth of private vehicles users:

7% per annum 4% per annum

I’m looking for travel time reliability and I’m more interested in the experience in travel efficiency, and the efficiency of queuing and times, transport options and reliability of onboarding/offboarding. getting to the terminal.

RAIL FREIGHT: PASSENGERS

300,000 tonnes of cargo transported 1.2 million average number of passengers through CentrePort in 2015 per year on the Cook Strait ferries Average growth of rail freight: Average growth of foot passengers: 3-4% per annum 6-8% per annum I’m interested in minimising conflict with road users, having efficient onboarding and I want the unique experience of crossing the offboarding procedures and providing a Cook Strait on ferry, with easy and efficient reliable and timely end-to-end journey. transitions at either end.

Cook Strait Connectivity | Programme Business Case | June 2019 | Page 8 $330m Economy Context Who are ferry customers? ESTIMATED GDP IMPACT PER YEAR OF FERRY SPENDING IN WELLINGTON 3600 jobs

IN WELLINGTON ARE SUPPORTED BY THE COOK STRAIT FERRY SERVICES

PICK UP AND DROP OFF EMPLOYEES

350,000 pick up and drop off vehicle 820 directly employed in the ferry operations movements per year

I need to get to work on time so ease of I want an easy and efficient way to pick up access and travel time reliability to and and drop off my family and friends. from work is my biggest concern.

OPERATIONS HARBOUR RECREATIONAL USERS

I want an efficient and easy-to-understand I’m looking for maximum unrestricted loading and unloading operation for freight access to the harbour for sailing, kayaking, and passenger vehicles. swimming and more.

INVESTMENT IN THE FUTURE OF THE FERRY TERMINALS WILL SUPPORT THE FORECAST GROWTH IN DEMAND FOR THESE FERRIES, IMPROVE USER EXPERIENCE AND SUPPORT THE LOCAL, REGIONAL AND NATIONAL ECONOMY.

Cook Strait Connectivity | Programme Business Case | June 2019 | Page 9 Case for Change Who are ferry customers? Why does this matter?

RESILIENCE EXPERIENCE ECONOMY

Lack of resilience in infrastructure, land and Poor integration of ferry terminals with the city Ferry Terminal infrastructure cannot meet current PROBLEMS operations puts Wellington communities and NZ’s disrupts journey connectivity causing poor user and future demand harming national and regional economy at risk experience that impacts liveability economic opportunities

INVESTMENT

Improved resilience of Cook Better Northern Gateway Sustain economic and Strait connectivity and ferry user experiences tourism growth BENEFITS

1: Speed of recovery 1: Multimodal and congestion metrics 1: Cook Strait volume and value measures

2: Emergency response availability in Wellington 2: Amenity metrics (non- ferry and ferry users) 2: Tourism metrics KPIS 3: Reduced GDP impact 3: Development metrics 3: Infrastructure investment return

Cook Strait Connectivity | Programme Business Case | June 2019 | Page 10 Investment Objectives What are we trying to achieve?

RESILIENCE

To improve recovery and response of the Wellington Ferry Terminal following significant natural events

EXPERIENCE

To improve the quality of Wellington Ferry Terminal infrastructure, access and services for ferry users and the wider Wellington public

ECONOMY

To optimise asset investment decision making to support future ferry investment, freight efficiency, tourism spend, CBD growth, and port operations

Cook Strait Connectivity | Programme Business Case | June 2019 | Page 11 PORIRUA

What are we trying to achieve? Where should the ferry Longlist Evaluation terminals be located? 3 HOURS

CONSIDERATIONS:

PORIRUA Physical characteristics including the seabed and landside environment, navigable waters and prevailing winds. To meet NZ Inc. requirements freight needs to be within 3 hours sailing time SILVERSTREAM for 3 crossings a day. The freight network is very sensitive to travel time across Cook Strait (screen for <30min additional travel time). TAWA Locations from Kapiti to Wairarapa were explored and rejected due to lack of Links to pre-existing transport network linkages. facilities, cost, or other factors.

Proximity to populated areas increases benefits of ferry terminal after high-impact low-probability events.

LOWER HUTT Statutory approvals processes in terms of timeliness and

ability to secure consent. JOHNSONVILLE PETONE Alignment of port activity with key policy directions and aspirations of government organisations.

NGAURANGA SEAVIEW

KAIWHARAWHARA WAINUIOMATA AOTEA

CONTAINER KINGS

TE ARO Kaiwharawhara & Kings Wharf BURNHAM score the best MIRAMAR

Cook Strait Connectivity | Programme Business Case | June 2019 | Page 12 LONGLIST OPTION Resilience transport, connections terminal(s) and Public amenities Road, rail, public Road, rail, public improvements to improvements transport network cycleway & footpath cycleway & footpath PLUS OTHER INTERVENTIONSPLUS OTHER Programme Business Case | June 2019 | Page 13 Business Case | June 2019 | Cook Strait Connectivity | Programme Separate locations terminal terminals Multi-user Single-user TERMINAL LAYOUT TERMINAL TERMINAL LOCATION TERMINAL KINGS WHARF KAIWHARAWHARA What are the options? options? are the What

Intervention Analysis What is important? Shortlist Development

RESILIENCE EXPERIENCE ECONOMY DELIVERY

• Resilience and recovery to High Impact • Logical location for long term planning • Optimising land for highest and best use • Environmental / ease of consenting Low Probability Event Day Zero to Day 20 of the city to achieve city aspirations • Enables efficient terminus layout • Impact on ferry operations during • Resilience and recovery to High Impact • Traffic impact on other network users • Harbour management maritime construction & transition Low Probability Event Day 20 to Day 1000 • Integrated transportation/land use operation • Impact on other Port operations during • Resilience to moderate events • Connection to alternative transport • Economic impact beyond the site construction & transition (non HILP). modes • CAPEX terminus facilities • Supports efficient freight • Tourism and visitor ferry journey • CAPEX transportation network experience • Supports tourism growth • On-harbour recreational user impacts • Ongoing costs

First Pass Shortlist Analysis

1 2 3 4 5 6

STATUS QUO (NO CHANGE) ENHANCED STATUS QUO SINGLE-USER TERMINALS SINGLE-USER TERMINALS MULTI-USER TERMINALS MULTI-USER TERMINALS (MINOR INTERSECTION AT KAIWHARAWHARA AT KINGS WHARF AT KAIWHARAWHARA AT KINGS WHARF AND TERMINAL IMPROVEMENTS)

DEFAULT OPTION THESE OPTIONS SCORED THE BEST

Cook Strait Connectivity | Programme Business Case | June 2019 | Page 14 ENTRY / EXIT ROUTE OVER RAIL AND MOTORWAY FROM HUTT ROAD POSSIBLE TERMINAL DROP OFF / PICK UP AREA / BUS HUB Shortlist Development SPARE AREA DOUBLE BACK SHUNT (UNDER MOTORWAY) EXTENTION OF ACCESS ROUTE FROM CT YARD TO BACK UP BERTH EXISTING ACCESS ROUTE TO BLUEBRIDGE TRUCK / TRAILER CONTAINER TERMINAL (CT) YARD DISCHARGE AREA HUTT ROAD HUTT ROAD NEW RAIL (CONSTRUCTED AS SLAB TRACK ACROSS MARSHALLING YARD) LONG TERM / RENTAL CAR PARKING AREA INTERISLANDER TUG INTERISLANDER TRUCK / TRAILER STABLING DISCHARGE AREA - 40 SLOTS STAFF TERMINAL EXIT FLYOVER BLUEBRIDGE PARKING AREA

EXIT FLYOVER www.beca.com NORTH BOUND ON RAMP

URBAN MOTORWAY

AMENITIES / COFFEE CART / 2 LANE PV / CV RAMP MOTOR BIKE RIDER SHELTER TO UPPER LEVEL

2 TRACK (LOWER LEVEL) , 2 LEVEL LINKSPAN FOR PRIMARY BERTH ENTRY TO SITE FROM URBAN MOTORWAY OPTION TO DEMOLISH REDUNDANT WHARVES

NESTING DOLPHIN STAFF PARKING WITH WALKWAY TO CHECK-IN DEMOLISH EXISTING RECLAIMED LAND BOOTHS/ MARSHALLING DOLPHINS YARD

MULTI-USER TERMINAL 4000 sqm (2 LEVEL)

MULTI-USER BACK-UP BERTH INTERISLANDER BLUEBRIDGE BLUEBRIDGE PASSENGER GANGWAY BLUEBRIDGE TRADE WORKSHOP CARS / HEAVY FREIGHT 3 No. BLUEBRIDGE VEHICLE ARTICULATED SEABRIDGE CHECK-IN BOOTHS PRESERVATION AND ENHANCEMENT OF ESTUARY COFFEE CART / DEMOLISH EXISTING 2 LANE SINGLE LEVEL WALKABOUT SPACE FINGER WHARF LINKSPAN

WHARF EXTENSION

INDICATIVE LOCATION OF LOCATION INDICATIVE WELLINGTON FAULT POSSIBLE BLUEBRIDGE STAGING AREA BLUEBRIDGE PV / CV MARSHALLING OR COULD BE USED AS EXTRA TERMINAL DROP OFF / PICK UP AREA

This transport intervention produces network-wide economic

DOLPHIN STRUCTURE WHARF benefits over three times that of the Kings Wharf (Option 2) transport interventions. www.beca.com Further resilience and engineering studies will be needed to confirm current engineering and costing advice in the next project phases. Required strengthening of SH1 overbridge is understood to OPTION 1: KAIWHARAWHARA INDICATIVE CONCEPT be planned by NZTA, which would improve the resilience of a Kaiwharawhara ferry terminal and, on a larger scale, of the city. Note: more design detail than is typical for a PBC is provided due to stakeholders’ need for confidence that Reclaiming land creates efficiencies for operations, but has efficient terminal layouts can be achieved. Layouts and drawings are indicative and are only intended to show that the site higher consenting risks. Other options exist without the need for footprint is likely to be adequate for the intended purpose. This is one of many possible design layouts at Kaiwharawhara. reclaimed land.

Cook Strait Connectivity | Programme Business Case | June 2019 | Page 15 WELLINGTON RAILWAY STATION

WATERLOO QUAY Shortlist Development

BACK UP BERTH UNTIL AREA IS DEVELOPED GLASGOW WHARF

BLUEBRIDGE PV / CV MARSHALLING

DEVELOPMENT AREA AMENITIES / COFFEE CART MOTORBIKE RIDER SHELTER

PASSENGER GANGWAY WITH 2 LEVEL MULTI-USER ARTICULATED SEABRIDGE TERMINAL (4000 sqm) BLUEBRIDGE 2 LANE SINGLE LEVEL LINKSPAN

BLU EBRIDGE RELOCATED HERITAGE BUILDING

TERMINAL DROP OFF / PICK UP / PARKING AREA TRADE CARS / HEAVY FREIGHT AREA EXISTING CUSTOM HOUSE BUILDING FUTURE BACK-UP 6 No.MULTI-USER VEHICLE BERTH POCKET CHECK IN BOOTHS INTERISLANDER EXIT TRUCK / TRAILER OVERBRIDGE DISCHARGE PV / CV ENTRY / EXIT ROUTE SLIP LANE FOR ENTRY BLUEBRIDGE WORKSHOP LONG TERM / RENTAL CAR / STAFF PARKING AREA

RECLAMATION AREA

INTERISLANDER TRUCK / TRAILER SECURiTY GATE DISCHARGE

INTERISLANDER EXISTING RAIL FROM MAIN LINE

4 x RAKES TO SERVICE STARBOARD SIDE OF VESSEL

DOLPHIN WHARF STRUCTURE 4 x RAKES TO SERVICE PORT SIDE OF VESSEL CENTREPORT INTERISLANDER CT YARD TO RAIL LINES BACK-UP BERTH ROUTE FOR POCKET BERTH FOR INTERISLANDER INTERISLANDER RO-RO OPERATONS PV / CV MARSHALLING AREA FENCE TO SEPARATE FERRY PASSENGER GANGWAY 5 LANE OVERBRIDGE FOR GRADE TERMINAL AND MAIN PORT SEPARATION OF RAIL WITH ARTICULATED SEABRIDGE OPERATIONS 2 TRACK (LOWER LEVEL), 2 LEVEL LINKSPAN RAKE SEPARATION AREA INTERISLANDER TUG STABLING

2 LANE PV / CV RAMP TO UPPER LEVEL NEW PORT ACCESS ROUTE WATERLOO QUAY

CENTREPORT CONTAINER AREA

Further resilience and engineering studies will be needed to confirm current OPTION 2: KINGS WHARF INDICATIVE CONCEPT engineering and costing advice in the next project phases. Significant ground improvement is required due to the high liquifaction issues at Note: more design detail than is typical for a PBC is provided due to stakeholders’ need for confidence this site. that efficient terminal layouts can be achieved. Layouts and drawings are indicative and are only intended to show that the site footprint is likely to be adequate for the intended purpose. This is one of many Transport intervention options explored somewhat accommodate the ferry traffic possible design layouts at Kings Wharf. but do not produce significant network-wide benefits. In this option, ferry traffic will need to be retained on site during peak periods and release to the transport network regulated. Proximity to rail and bus hubs supports stakeholder and GPS objectives.

Cook Strait Connectivity | Programme Business Case | June 2019 | Page 16 3 2 $30-$60M $380-$700M $350-$640M Kings Wharf 1 0 -1 -2 $70-$140M $390-$730M $320-$590M -3 Kaiwharawhara Total Terminal Transport All scores to be relative to the current status quo All scores to be MCA rating MCA framework Capital Costs*: Capital *Ongoing costs were not considered to differentiate between to differentiate not considered *Ongoing costs were to be lower than the enhanced anticipated site options and are status quo operating costs. analysis Paper 2 for multi-criteria Refer Working on the (MCA) scoring results, commentary and scoring of each option by expert advisors sensitivity testing. Programme Business Case | June 2019 | Page 17 Business Case | June 2019 | Cook Strait Connectivity | Programme Kings Multi-user Kings Kaiwharawhara Multi-user Multi-user Kaiwharawhara

Enhanced Status Quo Status Enhanced

EXPERIENCE ECONOMY DELIVERY RESILIENCE high impact low probability Resilience to Zero to day 20 event Day high impact low probability Resilience to 1000 event Day 20 to day events Resilience to moderate term planning ofLogical location for long aspirations the city to achieve city impact on other network users Traffic use Integrated transportation/land Connection to alternative transport modes ferry journey experience and visitor Tourism On-harbour recreational user impacts Optimising land for highest and best use terminus layout Enables efficient Harbour management maritime operation Economic impact beyond the site Environmental / ease of consenting Impact on ferry operations during construction & transition Impact on other Port operations during construction & transition CAPEX terminus facilities CAPEX transportation network How do the options options the do How compare?

Shortlist Development Preferred Programme

RESILIENT NEW INFRASTRUCTURE A GREAT EXPERIENCE SUPPORTS ECONOMIC GROWTH

• Investment in ground strengthening, seismic design of • Co-location of the ferries will enable shared facilities • Growth of the ferry operations is provided for. Shared terminals and wharfs, and a new transport link to Hutt to be developed to enhance passenger and freight infrastructure increases value-for-money of investment. Road, will improve the resilience of the terminals and experience. New transport interventions improve the Freight efficiency is improved by shorter and more support their function as a city lifeline in a major event. experience of all network users. Freight is removed reliable routes. Tourist experience is improved. Avoids from the city and city development opportunities for investment in isolated assets. KA EXISTING RTR IW 2-LANE RAMP TO UPPER LEVEL H CONNECTION TO CT YARD inner-city port land are created. AR AW H STAFF PARKING UNDER AR A RD MOTORWAY WITH SAFE HUTT RD ENTRY + EXIT MULTI-USER HUT T R D CONNECTION TO TERMINAL OVER SH1 AND RAIL TERMINAL SH1 BUILDING REMOVED + REVEGETATION TERMINAL EXIT FLYOVER NORTHBOUND ON RAMP

BLUEBRIDGE POTENTIAL EXIT FLYOVER SCULPTURE LOCATION SH1 ENTRY ONLY

MULTI-USER BACK-UP BERTH WHARF EXTENSION (109m) INDICATIVE LOCATION OF WELLINGTON FAULT

ECOLOGICAL ENHANCEMENT OF ASSUMPTIONS: ESTUARY AND STREAM BEACH WITH DOLPHIN WHARF DEEP WATER FISHING ACCESS • All shorted listed sites, including the preferred option, presented significant COFFEE CART + REST AREA WITH resilience design issues. FAULT LINE TERRACED ACCESS TO WATER IMPROVED PUBLIC ACCESS • Cost esimates include for work to address life safety and building consents based on advice sought from structural OPPORTUNITIES: CentrePort, Interislander TERMINAL & FACILITIES $320-$590M engineers. & Bluebridge (TBC) • Civic redevelopment of waterfront • Testing the underlying assumptions TRANSPORT SYSTEM $70-$140M NZTA, GWRC & WCC (TBC) • Improve resilience of Aotea off-ramp and of structural engineering advice and SH1 overpass TOTAL $390-$730M associated cost estimates through more • Road space relocation of Aotea Quay detailed evaluation is a priority action for Cost splits between the stakeholders will Shown in 2022 dollar figures the next phase of project development. • Possible cruise relocation be addressed in the next project phases

Preferred programme: Multi-user terminal at Kaiwharawhara Note: the concept shown above is one of many possible design options. Layouts and drawings are indicative and are only intended to show that the site footprint is likely to be adequate for the intended purpose. Alternative design layouts and physical footprints at and in the vicinity of Kaiwharawhara will be explored in the next project phase.

Cook Strait Connectivity | Programme Business Case | June 2019 | Page 18 Indicative Programme Delivery How will we deliver this programme?

Note this programme is indicative only and will depend heavily on governance arrangements (refer next steps section).

Finalise PBC

Kaiwharawhara resilience study

Endorse recommended ferry terminal location Implement project governance structures Site masterplan Site masterplan concept design developed design

Develop and agree operating protocols Business case Business case development for development for transport transport Business case development for new ferry terminal

Consenting preparation Consenting and level design consultation

Interim works - Interim works - build business case and ferry delivery and consents

Transport Transport Interim works - Transport Construction concept design Detailed Design Procurement

Ferry Terminal Ferry Terminal Ferry Terminal Detailed Design Procurement Construction

Setup and open

2022 2023 2024 2026 2027 2028 2019 2020 2021 2025

Cook Strait Connectivity | Programme Business Case | June 2019 | Page 19 What are the next steps? Next Steps

1. Stakeholders to endorse or acknowledge recommended ferry terminal location (this programme business case) and confirm their intent to continue to work together in the next project phase

2. Commission further structural and resilience engineering feasibility studies

3. Workshop and reach agreement on programme governance structure, including:

• Clear leadership, governance and responsibilities

• Risk apportionment, risks and issues management

• Ownership and procurement model

• Funding approvals and accountability

• Overall coordination of works during design and construction delivery

4. Confirm site masterplan and apportion projects among stakeholders

Cook Strait Connectivity | Programme Business Case | June 2019 | Page 20 JULY 2019

CONNECTING THE COUNTRY www.beca.com