Approval ................................................................................................................................................................................ 3 Revision status* .................................................................................................................................................................... 3 Template version................................................................................................................................................................... 3 Supporting documents .......................................................................................................................................................... 6 Glossary of terms .................................................................................................................................................................. 7 1. INTRODUCTION ..................................................................................................................................................... 11 2. PROGRAMME CONTEXT ...................................................................................................................................... 13 3. PARTNERS AND KEY STAKEHOLDERS .............................................................................................................. 40 4. STRATEGIC ASSESSMENTS – OUTLINING THE NEED FOR INVESTMENT ..................................................... 44 5. ALIGNMENT TO EXISTING STRATEGIES/ORGANISATIONAL GOALS .............................................................. 49 6. ISSUES AND CONSTRAINTS ................................................................................................................................ 53 7. SMART INVESTMENT OBJECTIVES .................................................................................................................... 55 8. ANTICIPATED STRATEGIC FIT AND EFFECTIVENESS ...................................................................................... 57 1. ALTERNATIVE AND OPTION GENERATION ........................................................................................................ 59 2. PROGRAMME DEVELOPMENT ............................................................................................................................ 60 3. PROGRAMME ASSESSMENT ............................................................................................................................... 65 4. RECOMMENDED PROGRAMME .......................................................................................................................... 70 5. RECOMMENDED PROGRAMME – ASSESSMENT .............................................................................................. 81 6. INVESTMENT PROFILE ......................................................................................................................................... 85 7. PROGRAMME FINANCIAL CASE .......................................................................................................................... 89 1. PLANNING AND DELIVERY OVERVIEW .............................................................................................................. 92 2. MANAGEMENT CASE ............................................................................................................................................ 92 Appendix A – Investment logic map .................................................................................................................................... 94 Appendix B – Benefit map ................................................................................................................................................... 97 Appendix C – Alignment with preceding business cases and discounted options ............................................................ 100 Appendix D – Thinkplace – liveability and visitor experience insights ............................................................................... 102 • • • • • • • • • • • • 1 Location Site ref 2015 AADT % Heavy SH 6 Between SH6/6A junction and Airport 00600996 19180 4 SH6 Frankton North East of junction 00600994 19654 6 SH6A West of Frankton 06A00001 21472 5 SH6A Stanley St – Millenium Hotel 06A00006 17402 7 https://www.nzta.govt.nz/assets/resources/state-highway-traffic-volumes/docs/2011-2015-AADT-Booklet2.pdf 2 http://www.queenstownairport.co.nz/assets/documents/ZQN-Annual-Passengers-Calendar-Year-to-2016.pdf Queenstown’s story, New Zealand Transport Agency, April 2017 http://www.newshub.co.nz/home/new-zealand/2016/12/queenstown-house-prices-hit-1-million.html Queenstown’s Story, New Zealand Transport Agency, April 2017 http://www.censusmaps.co.nz/ http://www.qldc.govt.nz/assets/Uploads/Council-Documents/Strategies-and-Publications/Queenstown-Lakes-Economic-Development- Strategy-Consultation-Document.pdf http://www.newshub.co.nz/home/new-zealand/2016/06/unprecedented-accommodation-demand-hits-queenstown.html • • • • • • • • • I get really sick of the driving and parking issues in this town. It makes it • hard to get on and do my job. (ThinkPlace Research 2017) • ThinkPlace (2017) Liveability & Visitor Experience Insights QLDC Average Day Visitors 35,000 30,000 25,000 20,000 15,000 10,000 5,000 0 2001 2006 2011 2013 2015 2018 2023 2028 2033 2038 2043 2048 Day Visitors 2,449 2,926 3,013 2,957 3,391 3,842 4,087 4,306 4,504 4,682 4,842 4,986 Visitors in Private Residences 5,289 6,916 6,790 5,901 7,044 7,951 8,224 8,632 8,992 9,308 9,585 9,827 Visitors in Commercial Accommodation 6,951 7,708 8,433 9,080 10,469 11,979 13,131 14,041 14,901 15,717 16,493 17,232 Visitor Insights Programme, Visitor Experience Queenstown research, July – September 2016, Angus and Associates. Queenstown Lakes District Council, Annual residents survey, June 2016 Rationale (2014), Queenstown Lakes District projections for resident population, dwellings and rating units to 2065 QLDC Growth Projections 2015-2065, November 2015, Rationale Ltd Queenstown Airport Corporation Ltd – Queenstown Airport Masterplan (2017) http://insightsresources.seek.co.nz/seek-employment-trends-regional-spotlight-queenstown-wanaka http://www.mbie.govt.nz/info-services/sectors-industries/tourism/documents-image-library/key-tourism-statistics.pdf Infometrics 2017 https://ecoprofile.infometrics.co.nz/Queenstown%20and%20Wakatipu%20Basin/PDFProfile Infometrics 2017 https://ecoprofile.infometrics.co.nz/Queenstown%20and%20Wakatipu%20Basin/Gdp/Growth https://ecoprofile.infometrics.co.nz/Queenstown%20and%20Wakatipu%20Basin/PDFProfile MBIE Regional Economic Report 2015 Tourism New Zealand Annual Report 2015 -16 Tourism Industry Aotearoa https://tia.org.nz/resources-and-tools/insight/regional-tourisms-gdp-contribution/ • Queenstown Town Centre Transport Programme Business Case, QLDC and NZTA, January 2016 • • • Published in Queenstown and Wanaka Traffic Surveys, MWH, May 2016 Saturday I went out around 11am. And I couldn’t even get to the airport roundabout because the traffic was backed up to the roundabout again (ThinkPlace Research 2017) 2.5.5 I will say probably expensive and limited public transport for sure. It’s hard to get to places if you don’t drive in Queenstown. It’s not designed for people who don’t drive. (ThinkPlace Research 2017) • • I walk everywhere in Wellington despite • there being hills everywhere. The buses are good, I can get from the airport to my hall, which is like 2-3 zones on the bus for like $9, which is really cheap. Here I live 5 minutes from the centre of town and it costs me $8 to go one way. (ThinkPlace Research 2017) 70 60 Min Sch Ave Max 50 40 30 Minutes travel time travel Minutes 20 10 0 Kelvin Heights to Frankton to Kelvin CBD to RTC RTC to CBD LHE to Frankton Frankton to LHE Frankton Heights I’ve had to cancel ballet lessons for my daughter out in Arrowtown. I’ve cancelled the children’s swimming lessons in central Queenstown because it’s just too chock-a-block, and I’m cutting down my work contracts and losing out on pay (ThinkPlace Research 2017) Parking Management Strategies, Evaluation and Planning” T. Litman, Victoria Transport Policy Institute, (2012) 100 90 80 70 60 50 40 30 $million $million per annum 20 10 0 Year 2016 2025 2045 • • The total transportation cost of congestion is the value of travel time and vehicle operating costs over and above the minimum required to travel from A to B at free flow speed without incurring delays at intersections waiting to give way or being stopped at a signalised intersection. Queenstown Town Centre Programme Business Case • QITPBC QITPBC QITPBC QITPBC Stakeholders Focus areas Workshop 1 Workshop 2 Workshop 3 Workshop 4 Invited Attended Invited Attended Invited Attended Invited Attended NZ Transport • State Highway ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ Agency Queenstown Lakes • Local and road controlling ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ District Council authority Otago Regional • Regional authority with ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ Council responsibility for public transport Queenstown Airport • Airport Operator ✓ ✓ ✓ ✓ ✓ ✓ ✓ • Regional tourism organisation Destination responsible for marketing ✓ ✓ ✓ ✓ Queenstown Queenstown • Guardianship of town centre Downtown QT vitality, growth and resilience ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ • Public face of town centre • Growth, development, support Chamber of and advocacy of the ✓ Commerce Queenstown business sector Ritchies • Commercial provider of transport ✓ ✓ ✓ ✓ ✓ ✓ ✓ Connectabus services QITPBC QITPBC QITPBC QITPBC Stakeholders Focus areas Workshop 1 Workshop 2