Service layers:

1. Network structure

A permanent network of connected frequent services that supports Auckland's future growth

1.1 Provide a core network of frequent and reliable services

1.2 Maximise access to rapid and frequent services from the urban area

1.3 Provide connections to the rapid and frequent service network

1.4 Encourage mutually supportive land use and public transport development policies

1.5 Integrate public transport services with parking policies

2. Integrated service network

Simple integrated services that connect people with where they want to go

2.1 Provide a simple, layered network of public transport services

2.2 Ensure good access to public transport services from all parts of the urban area

2.3 Provide a public transport network that maximises the range of travel options and destinations available

2.4 Integrate ferry services into the public transport network

2.5 Enable timely and cost-effective service provision in developing urban areas

2.6 Ensure that services respond to identified customer needs

2.7 Maintain consistent levels of service in each service layer appropriate to demand

2.8 Enable timely and cost-effective service adjustments to meet demand

2.9 Co-ordinate services for special events to help meet the needs of the event and reduce demands on other parts of the transport system

2.10 Investigate inter-regional services

3. Infrastructure

A high standard of public transport infrastructure that supports service provision and enhances customer experience

3.1 Integrate infrastructure and service provision

3.2 Provide well-designed transport interchanges on the rapid and frequent service network

3.3 Provide accessible customer-focused facilities appropriate to the public transport route and the immediate locality

3.4 Provide bus priority measures on key corridors

3.5 Provide Park and Ride facilities at appropriate sites

3.6 Integrate public transport with cycling and walking

4. Service quality

A convenient and reliable public transport system using modern vehicles

4.1 Develop realistic, achievable timetables that are reliable and dependable

4.2 Improve public transport journey times to provide a service that is competitive with car travel

4.3 Provide a reliable, punctual, customer-focused network of services

4.4 Ensure that all vehicles and vessels meet required standards

4.5 Ensure that service agreements encourage good operator performance

4.6 Monitor and continuously improve service delivery

5. Fares and ticketing

A fares and ticketing system that attracts and retains customers, while balancing user contributions against public funding

5.1 Implement a fares and ticketing system that supports public transport service integration

5.2 Provide integrated fares and ticketing across all bus, rail and ferry services

5.3 Investigate zone-based fare structure with standard fares across bus and rail operators

5.4 Simplify the range of fare products available

5.5 Maintain fares at a level that will achieve farebox recovery targets

5.6 Provide incentives to use integrated tickets

5.7 Provide concession fares for target groups

5.8 Provide off-peak discounts to spread peak demand and improve operational efficiency

5.9 Ensure that all users pay the correct fare

6. Customer interface

Simple, visible, and intuitive customer information and service

6.1 Use customer feedback to continually enhance the product

6.2 Provide a consistent brand for Auckland Transport throughout the region

6.3 Provide range of marketing material to attract potential customers

6.4 Provide a wide choice of information channels for customers to plan their journeys

6.5 Provide real-time passenger information

6.6 Provide a high quality travel experience

6.7 Improve the connection infrastructure

6.8 Provide a range of customer feedback channels

7. Assist the transport disadvantaged

Improved access for communities and groups whose needs are not met by the regular public transport system

7.1 Provide a public transport network that is accessible and safe, particularly for vulnerable users

7.2 Provide transport services and facilities for customers whose needs are not met by the regular public transport network

7.3 Provide safe public transport access for school students to and from their zoned and/or nearest school

7.4 Provide concessionary fares for the transport-disadvantaged and other target groups

7.5 Support public transport services and facilities that better meet the needs of individual rural and isolated communities, taking into account value for money and local initiatives

7.6 Ensure that transport services and facilities account for socio-economic characteristics

8. Procurement and exempt services

A procurement system that supports the efficient delivery of public transport services

8.1 Ensure the appropriate allocation of roles, responsibilities and risk between Auckland Transport and operators, using the PTOM

8.2 Ensure service continuity to the travelling public

8.3 Identify specific exempt services that are not subject to PTOM contracts

8.4 Adopt a partnership approach to network planning and service changes

8.5 Ensure that rail services procurement recognises the need to complete the transition to fully electrified system

8.6 Manage the transition from current contracts to the future PTOM contracting environment

8.7 Ensure that the operation of exempt services does not adversely affect the wider public transport network

9. Funding and prioritisation

Effective an efficient allocation of public transport funding

9.1 Improve value for money from existing public transport funding

9.2 Increase the level of farebox recovery

9.3 Direct available funding to high priority activities

9.4 Encourage the development of new funding mechanisms for public transport

10. Monitoring and review

A system of monitoring and review that supports continuous improvement

10.1 Undertake regular monitoring and reporting of service and system performance

10.2 Regularly review and update the Plan to account for changing circumstances

10.3 Ensure appropriate public consultation on future Plan variations

Auckland Council

[1] Auckland Plan: Purpose: Multi-objective plan for the Auckland region; 30 Year timeframe; Statutory

Auckland Transport

[2] Integrated Transport Programme*: Purpose: 30 Year timeframe, 10 years in detail; Gives effect to the transport components of the Auckland Plan; Focuses on integrating all transport modes into a single transport system

[3] Regional Public Transport Plan – Statutory; Regional Asset Management Plan – Statutory; Regional Arterial Roads workstream; Road Safety workstream; Active Transport workstream: Purpose: 10 Year timeframe; Regional Public Transport Plan and Regional Asset Management Plan; Statutory; Provides more detailed programmes and deliverables

[4] Regional Land Transport Plan*: Purpose: 10 Year timeframe, 3 years in detail; Statutory; Prioritised list of transport projects to describe funding requirements

Long Term Plan: Purpose: 10 Year timeframe; Statutory; Sets out the activities, services and projects and the required funding; AT is required to give effect to the LTP

Changes in travel demand

Auckland's increasing population and economic growth are leading to a significant increase in travel demand, with the population expected to grow by approximately 50 per cent over the next 30 years. The transport services and infrastructure required to meet this increasing demand are key influences on future urban design.

When the major roading projects currently under way – such as the Western Ring Route and the Auckland Manukau Eastern Transport Initiative (AMETI) – are completed, almost all of the existing major roading designations will have been utilised. This makes future roading extensions difficult and extremely expensive, and will result in considerable impacts on the built environment.

Uncertainties over future energy supplies, the rising cost of transport fuels and limits to the land available for parking will put further pressure on the transport system. Furthermore, demographic and social changes, such as population ageing, are presenting new challenges that need to be addressed to ensure that future access needs of all Aucklanders, including those with restricted mobility, can be met.

The ability of Auckland's transport system to meet these changes will depend heavily on the ability of the public transport system to significantly increase its share of Auckland's travel demand.

Public transport is far more efficient at moving large numbers of people over longer distances in urban Auckland than is any other travel mode. It also complements investment in the road network by attracting long-distance car travel away from congested motorways and arterial roads, freeing them up for freight and commercial use and other trips that cannot use public transport.

To achieve this, the public transport system needs to be attractive to users, both in terms of the convenience of the service that it offers and the relative cost to users compared to the alternatives available.

The Auckland Plan

The challenges posed by Auckland's projected growth formed the backdrop to the first Auckland Plan, which was released by Auckland Council in May 2012.

The Auckland Plan sets a long-term framework for Auckland's growth and development, and identifies the existing and future locations of critical infrastructure facilities, including transport.

The Auckland Plan's development strategy calls for a significant amount of growth within the rural-urban boundary, with a strong emphasis on centre-based growth. It also identifies a number of priority growth areas where it expects public infrastructure development (including transport) to be focused (see Figure 2-1).

The Auckland Plan identifies the transport system as crucial to achieving the vision for Auckland to be the world's most liveable city by 2041. The transport system also plays a crucial role in facilitating and supporting national economic growth and productivity.

In particular, the Auckland Plan identifies the need for a transformational shift in public transport and has set a number of challenging targets. These include:

• Doubling public transport trips from 70 million to 140 million by 2022 (subject to additional funding)

• Increasing non-car (walking, cycling, and public transport) mode share in the morning peak from 23 to 45 per cent of all trips by 2040

• Increasing the proportion of trips made by public transport into the city centre during the morning peak from 47 per cent of all vehicular trips in 2011 to 70 per cent by 2040

• Increasing the number of public transport trips per person per year from 44 to 100 by 2040

• Increasing the proportion of people living within walking distance of frequent public transport stops from 14 to 32 per cent by 2040.

Achieving these targets will require continued investment in frequent public transport networks that support the intensification of centres, corridors and future urban areas. As part of this, the Auckland Plan identifies the City Rail Link as the major transport priority for Auckland.

Figure 2-1: Auckland Plan development strategy

Urban development: Most change; Significant change; Moderate change; Some change; Least change

Metropolitan centre; Town centre (varying degrees of change); Emergent centre; Satellite town; Rural and coastal town; Major business areas

Future urban business areas (pipeline); Future urban residential areas (operative); Future residential areas (pipeline); Greenfield areas for investigation

Two big initiatives: City Centre & Fringe/The Southern Initiative

Ferry routes; Existing rail network; Proposed rail network; Strategic road network; Arterial roads; Rapid transit Network (RTN); Baseline 2010 Metropolitan Urban Limit

Bush living; Country living; Mixed rural production; Major public open space; Rural coastal; Rural island; Rural production; Defence land

Port; International airport; Area subject to the Eastern Access Agreement including Pūkai Marae AC and AIAL

The map should be read in conjunction with the relevant text in the Auckland Plan development strategy and supporting chapters.

Other strategic influences

In addition to the Auckland Plan, Auckland Transport considered a number of other strategies, plans and policies when preparing this Plan. The policy implications of these other documents are summarised in Table 2-1 below and further details are provided in Appendix 4.

Table 2-1: Policy implications of other influencing documents

Available funding

The 2012/15 Auckland Regional Land Transport Programme includes an indicative allocation of $7,081m to public transport services and infrastructure over the next 10 years, as shown in Table 2-2 below.

This includes $3,483m for services (including SuperGold card reimbursement and electric train financing costs) and $3,598m for public transport infrastructure (with approximately 80 per cent allocated to the City Rail Link).

Of the $946m in public transport services expenditure identified for years 1 to 3 of the programme, Auckland Transport has requested $500m, or 53 per cent, from NZTA. An additional $78m has been requested for infrastructure projects.

Table 2-2: 2012–2015 Regional Land Transport Programme indicative allocations to public transport ($000) (See Footnote 1)

Footnote 1: The indicative allocations in the Regional Land Transport Programme include Auckland Transport's requests for funding from the contestable National Land Transport Fund and other items (notably the City Rail Link) for which NLTF funding is not sought. The indicative allocations for years 1 to 3 have a greater level of funding certainty than do those for years 4 to 10. End Footnote.

NZTA seeks value for money from investing National Land Transport Programme funds via approved organisations. Its objective for public transport funding is to achieve better value for money from public transport services and infrastructure by seeking to maintain or grow patronage, particularly where it reduces congestion and supports economic growth and productivity, with the same or fewer resources.

Although additional NZTA funds will be available for the operating costs associated with current commitments to integrated ticketing and rail system improvements, the level of funding available in the short to medium term is expected to be similar to current levels. This means that funding for new initiatives will be limited.

NZTA has indicated that it expects organisations such as Auckland Transport to manage their public transport services and operations within their three-year funding allocation from the National Land Transport Programme, with no additional top-ups for cost escalation or indexation for inflation. In addition, the national farebox recovery policy requires regions to develop and implement their own farebox recovery policies to ensure that users contribute a reasonable proportion of public transport costs through fare payments.

These limitations mean that a major focus for the next decade will be enhancing network performance and achieving better value from existing investments. To achieve this, the following combination of responses is included in this Plan:

• Changes to the network structure in order to deliver improved service levels and higher patronage within the existing level of operating resources

• More-efficient service procurement arrangements through PTOM to deliver better value for money

• Increased user contributions through higher farebox recovery.

Future investment

The Auckland Plan proposes further major investment in the transport system over the next 30 years to support the growth of the city and to achieve transport outcomes and targets consistent with its vision.

Implementation of the transport aspects of the Auckland Plan will be done through the Integrated Transport Programme (ITP), which will be continuously updated. See Appendix 4 for more details.

The ITP has assessed the 30-year transport investment required to implement the Auckland Plan, and has adopted a four-stage intervention process to establish investment priorities.

In the first decade of the 30-year period, the intention is to build on the investments made over the last decade by completing the strategic road and public transport networks. Many of these investments, such as the rail network electrification, are already under way. When complete, these investments will provide improved service performance, which will, in turn, support economic development and productivity, and the liveability of the city.

Further major investments will be needed in the second decade to maintain this momentum. The priority investment for this decade is the City Rail Link, which will provide a dramatic increase in the capacity and effectiveness of the public transport system. The City Rail Link will result in a more cost-effective use of the whole rail network by removing the bottleneck at its centre (Britomart), in the same way that investments in the motorway network have progressively removed bottlenecks and increased the efficiency of the state highway network. As noted in the Auckland Plan, additional funding sources will be needed so that the City Rail Link can be completed.

Although the proposed investments will increase the whole-of-life costs of operating, maintaining and renewing the network, they will enable far more people to travel through the system safely and efficiently. By prioritising and sequencing the investment with land-use development and travel demand growth, it should be possible to deliver improved system performance and productivity, and lower unit costs over the longer term, as shown below:

Figure 2-2: Auckland 30-year transport investment, productivity and unit costs

Rail

• Western Line double-tracking; Onehunga Line reopened; Manukau Spur completed

• Manukau and Onehunga Stations completed; Parnell Station started

• New Lynn trench and bus/train interchange completed, with transit-oriented development underway. Panmure Interchange underway.

• New Electric Multiple Units(EMU) depot complete and contract for electric trains let and underway

• Electrification and signalling improvements progressing across network with 2014 target completion

• Ongoing programme of station upgrades to accommodate longer trains and enhance customer amenities underway

• Real-time information upgrades and rollout continuing

• Implementation of integrated ticketing well underway

Bus

• Ongoing programme of corridor, infrastructure and service reviews to improve operations

• LINK and Western Bays network changes implemented

• Real-time information upgrades and rollout continuing; Launch of mobile and Internet-based applications for bus departure times at all stops

• Expansion of Albany Busway Park-and-Ride complete

• Implementation of integrated ticketing well underway

Ferry

• Terminals for Hobsonville Point and Beach Haven complete, with new services running from 2013; Stanley Bay terminal upgrade completed

• Birkenhead Ferry Terminal berthing improvements completed

• Planning and investigations for the Half Moon Bay and Bayswater Ferry Terminal upgrades undertaken

• Downtown Ferry Terminal upgrade and improvements ongoing

• Implementation of integrated ticketing well underway

The recent investment in public transport infrastructure and services to date has resulted in significant growth in patronage, with 71.1 million public transport boardings in the year to June 2012.

Auckland's historic pattern of public transport patronage shows that total patronage has more than doubled since a low point in the early 1990s, and has increased by 35 per cent in the last five years. Figure 3-1 below shows that total patronage is now at its highest level since the late 1950s.

All modes have shown growth, with rail patronage being particularly strong in recent years. Since the Britomart Transport Centre opened in 2003, rail boardings have increased sharply from 2.5 million to 10.9 million in 2012. Bus patronage has also increased significantly in recent years.

Figure 3-1: Annual Auckland public transport boardings (millions), 1920–2012

Achieving a transformational shift

Current situation: The absence of an integrated and connected multi-modal network means that mode specific patronage gains, especially with a city centre focus, are insufficient to achieve the major shift to public transport use across Auckland at the scale needed to achieve Auckland Plan targets.

Proposed response: The new service network structure identified in this Plan expands the coverage of high-frequency services. These will enable more people to access more destinations throughout the day, including metropolitan and town centres, in addition to the city centre. The integrated network will be supported by integrated ticketing and fares, greatly improving the ease of access to a wider range of key destinations.

Integration with land-use changes

Current situation: The current system is only partially aligned with land-use changes, with greenfield initiatives being a particular weakness. Until recently, development was not influenced significantly by the presence of good public transport access. There are signs that this is changing with the ongoing investments in high-quality, permanent, public transport infrastructure and services.

Proposed response: The new service network will provide a permanent connective grid of frequent services. This will provide certainty for land-use intensification. This Plan also enables service extensions to be planned together with greenfield developments.

Meeting diverse travel demands

Current situation: Auckland's travel patterns reflect a diverse pattern of movements from many origins to many destinations; this is difficult to service with a traditional, radial, public transport network. There is a limited customer base for many of the current peak and point-to-point focused services.

Proposed response: The new network will provide better integration of bus, rail and ferry services. This will enable them to work together to offer a wider range of destinations without compromising service coverage. In particular, the frequent 'all-day' service network will be greatly expanded to offer improved mobility to more destinations.

Funding constraints

Current situation: Public transport funding is becoming more constrained as the Government strives to obtain better value for money from its current spending, while the economic situation demands restraint.

In the medium term, significant additional investment will be required to achieve the patronage targets set in the Auckland Plan. This will require new funding sources to be identified.

Proposed response: The need to make more-effective use of existing financial resources is a key driver of the policies in this Plan, including the new service network proposals. This has resulted in proposals that shift resources away from currently over lapping radial and point-to-point routes, to a stronger focus on newly emerging areas of demand and a connected service network. More efficient procurement arrangements will improve value for money also.

Farebox recovery

Current situation: NZTA has set a national farebox recovery target of 50 per cent. The current Farebox Recovery Ratio in Auckland is approximately 44 per cent. Improving this ratio towards the national target will require a combination of increases in fare revenues (from increased passenger numbers and fare adjustments) and reductions in operating costs (see Appendix 6 for more details).

Proposed response: The new service network proposals outlined in this Plan are expected to result in better utilisation of resources, and increased patronage and fare revenues through a service pattern that is better aligned to meet future demands. The farebox recovery policy also provides for regular annual fare reviews, to ensure that fare levels keep pace with changes in operating costs. The rail electrification and implementation of the PTOM should also deliver operational efficiencies as well.

Meeting the needs of the transport disadvantaged

Current situation: Appendix 7 describes the access needs of the transport-disadvantaged. The current public transport system caters to these needs through bus routes that connect to key activity centres, specialised services such as Total Mobility, accessible vehicles and concessionary fares to target groups.

Proposed response: The new network design places stronger emphasis on providing access to key activity centres, with the rapid and frequent service network allowing additional connections to other centres and the city centre. This Plan also provides for the continuation of concession fares, specialised services such as Total Mobility and community transport services in areas where scheduled bus services are not cost effective.

Integrating services and infrastructure

Current situation: Successful implementation of the new public transport network will require development of supporting infrastructure to provide safe and convenient interchanges between services. It is important that these facilities, and the services they support, are planned and implemented in a coordinated manner.

Proposed response: The new service network design identifies locations where new infrastructure is needed. This Plan includes policies that will facilitate the integrated planning and development of services and infrastructure, to ensure that the passenger experience is as safe, convenient and seamless as possible. As a single agency responsible for service and infrastructure delivery, Auckland Transport can ensure integration to greater extent than has been possible in the past.

Uncompetitive travel times

Current situation: For most trips, public transport (particularly bus travel) is far slower than is driving due to a combination of low-frequency services (with associated waiting times), slow boarding times, and stop-start travel. Achieving a major mode shift requires actions to reduce travel time on public transport, making it more competitive with car travel.

Proposed response: This Plan includes a range of initiatives that will help to make public transport travel time more competitive. These include Auckland Integrated Fare System (AIFS) card implementation to reduce boarding times, electrification to speed up the rail system, development of a rapid and frequent service network to reduce waiting and connection times, improved pedestrian access to train stations or from Park-and-Ride facilities, and bus priorities to reduce bus travel times (as discussed below).

Impact of congestion on bus operations

Current Situation: As traffic volumes grow, the ability of the public transport system to offer an attractive alternative to private-vehicle travel can be compromised when services are affected by traffic congestion. This increases bus travel times, reduces reliability and makes connections between services difficult to achieve. It also adds to the resources needed to operate the service.

Proposed response: This Plan highlights the need to develop a clear policy framework for bus-priority measures, and when and where these will be necessary to ensure are liable and efficient bus service. This will be particularly important to help achieve the reliable connections needed for the success of the new network design.

Serving areas of low demand

Current Situation: The cost-effective provision of transport services to areas of low demand is a common challenge for public transport providers and funders. Services to rural communities are currently very limited. Within urban Auckland, the timely provision of services to newly developing residential areas is also a challenge.

Proposed response: The new service network design is intended to provide flexibility to enable expansion into newly developing areas when appropriate. By initially connecting these growth areas into key activity centres and/or by providing Park-and-Ride opportunities, access to a wider range of destinations will be provided via the rapid and frequent service network. This Plan also provides for community transport services in areas where scheduled bus services are not cost effective.

Improving energy efficiency

Current Situation: Public transport offers the potential for a more energy-efficient transport system, by carrying more people in fewer vehicles. However, the public transport system itself needs to be as energy efficient as possible.

Proposed response: The Plan provides for a change to the network that is designed to deliver more trips within the existing level of resources, which will deliver energy efficiencies. Vehicle-quality policies provide for newer, cleaner, well-patronised diesel buses and electric trains, and the investigation of alternative fuel technologies for buses.

Outcomes

To achieve this vision, Auckland's public transport system needs to deliver:

• Services that align with future land-use patterns

• Services that meet customer needs

• Increased passenger numbers

• Increased public transport mode share

• Improved value for money.

Measures and targets

Auckland Transport has identified a series of measures that will help to measure our progress towards achieving these outcomes. Key measures are outlined below, with an indication of current performance, and future projected targets that reflect both the Auckland Plan targets and those considered achievable over the next 10 years within current funding provision. They will be supported by more-detailed performance indicators, which are described in the monitoring policies in Section 6.10.

Table 4 1: Key outcomes and measurements

Footnote 2: The 'funded target 2022' shows the target level of performance that Auckland Transport aims to achieve by 2022 with the level of public transport funding expected to be available over the next 10 years, as outlined in Section 2.3. These may differ from the Auckland Plan targets, which are generally longer term (2040). End Footnote.

Achieving future targets is contingent on realising assumed land-use growth patterns, sufficient investment in public transport over the period and the positive response of the general public to service proposals.

Objectives

To help deliver the vision and associated outcomes, Auckland Transport has developed the following objectives for Auckland's public transport system:

1. A permanent network of connected frequent services that supports Auckland's future growth

2. Simple, integrated services that connect people with where they want to go

3. A high standard of public transport infrastructure that supports service provision and enhances the customer experience

4. A convenient and reliable public transport system using modern vehicles

5. A fares and ticketing system that attracts and retains customers, while balancing user contributions against public funding

6. Simple, visible and intuitive customer information and service

7. Improved access for communities and groups whose needs are not met by the regular public transport system

8. A procurement system that supports the efficient delivery of public transport services

9. Effective and efficient allocation of public transport funding

10. A system of monitoring and review that supports continuous improvement.

These are discussed in more detail in Chapter 6, together with supporting policies and actions

Rapid

Defining features: All Day Network

Minimum Frequency: 15 minutes

Operating Hours: 7am–7pm, lower frequencies outside these hours

Achieving Speed & Reliability: Dedicated Right of Way

Frequent

Defining features: All Day Network

Minimum Frequency: 15 minutes

Operating Hours: 7am–7pm, lower frequencies outside these hours

Achieving Speed & Reliability: Priority measures required

Connector

Defining features: All Day Network

Minimum Frequency: 30 minutes

Operating Hours: 7am–7pm, lower frequencies outside these hours

Achieving Speed & Reliability: Priority measures required

Local, Peak-Only and Targeted

Defining features: Supporting Network

Minimum Frequency: Driven by demand

Operating Hours: Driven by demand

Achieving Speed & Reliability: Limited priority measures

The main change from the current network pattern will be the much stronger focus on integration between services. This requires an equally strong focus on the development of convenient interchange facilities, high frequency services and a simple integrated fare system.

Although some passengers will need to transfer between services to complete a particular trip, the impact will be minimised by the provision of good interchange facilities, integrated ticketing and fares, and improved frequencies. An additional benefit results from access to a much wider set of destinations.

Figure 5-2 shows a conceptual map of rapid and frequent services highlighting the advantages of a connective network providing all-day accessibility across many destinations in the region.

Figure 5-3 shows its planned geographic spread after the initial implementation is completed by 2016, while Figure 5-4 shows the proposed core network in 2022, which includes the changes that will be made to support the City Rail Link.

In the longer term, further extensions to the rapid and frequent service network are likely to accommodate Auckland's growth. For example, the extension of the rapid transit network to connect to Auckland Airport is currently under investigation. Once confirmed, such network extensions will be incorporated into this Plan through a variation.

The rapid and frequent service network will be supported by connector services operating at 30-minute intervals. This combination of rapid, frequent and connector services will form the all-day network, which will provide good coverage throughout the urban area. The proposed coverage of the all-day network in 2016 is shown in Figure 5-5, while Figure 5-6 shows it in 2022, following completion of the City Rail Link.

It is important to note that Figures 5-2 to 5-6 do not show all of the services that will be available in the future. In addition to the rapid, frequent and connector services illustrated in the maps, a supporting network of local, peak-only and targeted services will be available (including services in the outer parts of the region that are not covered by the maps in Figures 5-2 to 5-6). These services are described in Appendix 1 (See Footnote 3), and details of regional services proposed in the outer parts of the region are shown in Figure 5.7.

Footnote 3: Maps of proposed local, peak-only and targeted services will be prepared as part of the local consultation process, and finalised once that process has been completed and the routes confirmed. End Footnote.

Some of the services shown in Figures 5-2 to 5-6 and described in Appendix 1 are existing services that are deemed to be exempt services under Section 153 (2) of the LTMA. These include the Airbus service, and ferry services to Devonport, Stanley Bay and Waiheke. These services are integral to the regional public transport network, as they provide important public transport connections within the urban area and are integrated with other services in the network. As exempt services, however, they are not provided under contract with Auckland Transport.

Should any of these deemed exempt services cease to be operated by the relevant public transport operator, the relevant service will be deregistered with effect on and from one day following the date that the relevant public transport operator ceases to operate it. The relevant route description of the deemed exempt service will then become a unit for the

purposes of the LTMA. Unless specifically identified, the policies and procedures in Chapter 6 do not apply to exempt services.

In addition to the new services described in this Plan, improvements to the connectivity of walking and cycling networks with proposed public transport interchanges and stops are essential to improve access to the proposed simplified public transport network. These improvements would extend opportunities to benefit from the improved public transport services as part of a wider 'whole journey' approach.

The future role of ferry services within the new network is in need of further review. Until now, ferry services have been provided through a mix of commercial and contracted services, and their fare structures have differed from those offered on bus and rail. Given the Auckland maritime environment, the potential for ferries to play a greater role in the public transport system is recognised, but this needs to be carried out in a way that integrates with the rest of the network, while acknowledging the specific characteristics of Auckland's ferry market (including a strong tourism component, and the fact that some ferry services, as noted above, are deemed to be exempt services under the LTMA). The review outlined in this Plan will consider options for achieving greater integration, potential new ferry connections and supporting feeder services.

The policies and actions set out in the next chapter have been designed to give effect to the new network structure. They are also designed to address the challenges that are inherent with the implementation of the new network, especially in relation to the need for interchange between services. In this regard, the policies associated with infrastructure and integrated fares will be particularly important in the successful implementation of the new system.

Figure 5-2: Metro-style conceptual map of a rapid and frequent service network

Figure 5-3: Proposed rapid and frequent service network, 2016

Major Interchange; Intermediate Interchange; Minor Interchange; Station or Locality; Ferry Wharf

Figure 5-4: Proposed rapid and frequent service network, 2022

Figure 5-5: Proposed all-day service network, 2016

Rapid Network; Frequent Network; Connector Network; Major Interchange; Intermediate Interchange; Minor Interchange; Station or Locality; Ferry Wharf.

Note: map does not show proposed local peak-only and targeted services.

Figure 5-6: Proposed all-day service network, 2022

Note: map does not show proposed local peak-only and targeted services.

Figure 5-7: Proposed regional services

Rapid Network; Connector Network; Local Network; Major Interchange; Intermediate Interchange; Minor Interchange; Station or Locality.

Objective 1: A permanent network of connected frequent services that supports Auckland's future growth

Auckland Transport proposes to use an improved approach to public transport provision, based on a simplified route structure. The core of the new system will be an integrated network of high-frequency, all-day services that will provide connections between key locations, including the city centre, metropolitan centres and major town centres. By providing strong and permanent links between growth centres, the rapid and frequent service network and its supporting infrastructure will support intensification and development at key locations. This, in turn, will provide certainty for developers, investors, businesses and residents.

The core rapid and frequent service network will provide services at least every 15 minutes throughout the day. It will consist of the existing rapid services (rail and busway) that operate on their own rights of way, plus an extensive network of high-frequency bus routes which will provide connections between key activity centres, and to and from the city centre. The proposed rapid and frequent service network in 2016 is shown in Figure 5-2 and Figure 5-3.

The target operating period for the rapid and frequent service network is between 6am and 9pm, seven days a week (with lower frequencies outside these times). This will be phased in, depending on funding and demand. The initial target for the all-day rapid and frequent services is 7am to 7pm, seven days a week, by 2016, with future extensions of the time span subject to resources and service demand.

The rapid and frequent service network will be complemented by a range of other services, as outlined in Section 6.2. These include a network of connector services, with bus services operating at least every 30 minutes throughout the same operating period as that of the rapid and frequent service network. The proposed connector services in 2016 are shown in Figure 5-5. As demand grows over time, the aim is to have some of these services become part of the frequent service network.

A core network that is permanent provides significant longer-term benefits for Auckland, notably:

• Efficient use of infrastructure, as it is used more intensively throughout the day

• Support for land-use intensification along key corridors and centres as people choose to be close to the rapid and frequent services. As the frequent services tend to operate on regional arterials, decongestion benefits are likely to result on these roads.

• A virtuous circle is created, whereby quality public transport supports land-use intensification, which in turn supports further increases in service frequency and hours of operation as demand grows over time.

Investing in this type of network is expected to achieve better value-for money outcomes for Auckland Transport and its funders.

Objective 2: Simple, integrated services that connect people with where they want to go

The rapid and frequent service network described in Section 6.1 will be the core of a simplified route structure that will provide an integrated network of services. This will allow more convenient access to a wider range of destinations across a longer time span.

The network will be based on a hierarchy of route categories differentiated by their frequency and hours of operation, as shown in Figure 5-1. Routes will be designed to provide strong links between growth centres, with services and infrastructure providing support for intensification and development around key transport nodes.

The core of the new system will be the rapid and frequent service network, which will provide all-day, high frequency services at least every 15 minutes. This network will be complemented by a network of connector services that will extend all-day service coverage but at a lower frequency (generally half-hourly).

In addition, local, peak-only and targeted services will be tailored to meet specific demands, and to ensure a reasonable level of geographic coverage across the city.

Where possible, local and targeted services will be routed to enable passengers to make connections to the rapid and frequent service network at key interchanges, such as train and busway stations, and town centres. This will allow more passengers to access a wider range of destinations across a longer time span and will provide greater mobility.

This network of services will provide a simpler and better-integrated system, with improved opportunities for connections to more destinations. By focusing on what is important to most customers (i.e. improved service frequency and longer hours of operation), accelerated growth in overall patronage is likely to result.

In future, passengers may need to transfer between services to complete their journey, even though a lower frequency, point-to-point service may have operated previously. The success of the new network therefore depends upon enabling customers to move easily between the different services, particularly at key interchanges, and providing good quality customer information.

This approach is predicated on investment in improved interchanges and ticketing systems to enable easier transfers to be made without fare penalties. The policy framework for these changes is set out in Sections 6.3 and 6.5. Higher service frequencies and reliable on-time services are also required to deliver on this policy, with agreed business operating rules between connecting service providers.

The changing nature of demand means that there will be an ongoing need to consider new and innovative responses. The policies and actions below provide the opportunity for new services to be added to the network where these meet identified demand in a cost-effective and integrated manner. (See Footnote 4)

Footnote 4: For example, possible future connections between the Wynyard Quarter and Britomart are currently under review. End Footnote.

A review of the future role of ferry services within the new network is to be undertaken. This will consider options for improving existing services to provide better integration with the wider public transport network, as well as considering potential new ferry connections and supporting feeder services. The Ferry Plan will identify any changes that will need to be incorporated through future variations to the RPTP.

Chapter 7 and Appendix 1 provide more detail on the services that Auckland Transport has identified as being integral to the public transport network.

Implementation of the new network structure will require some significant changes to the bus service network. Auckland Transport intends to implement these changes in a staged programme of bus service network reviews, as detailed in Chapter 8.

Objective 3: A high standard of public transport infrastructure that supports service provision and enhances the customer experience

An efficient and effective public transport system relies on the provision of well-designed and well-maintained facilities including:

• Roads

• Bus stops and shelters

• Transport interchanges

• Rail tracks with associated equipment and stations

• Ferry terminals and wharves

• Park-and-Ride facilities

• Cycle paths

• Footpaths.

All of the above require clear, consistent branding, with service levels and information to meet customers' needs for an integrated, easy-to-use, customer-focused system.

Their design also needs to provide good access, safety and personal security at all stages of the journey, particularly for people with disabilities.

Since Auckland Transport was established in 2010, responsibility for public transport services and infrastructure provision now lies mainly within a single organisation, enabling the provision of infrastructure to be more closely integrated with changes to services. Auckland Transport has prepared an Integrated Transport Programme, in conjunction with NZTA, to ensure a coordinated approach to all transport investments in the Auckland region.

The new service network structure described in this Plan places considerable emphasis on good-quality interchange facilities to enable passengers to conveniently connect between services. It will also require selected improvements to other infrastructure such as bus priorities, to ensure that services are as reliable as possible.

These improvements will require an increased level of capital expenditure, which will need to be carefully prioritised. The key interchange facilities and other infrastructure improvements that are needed, in advance of the new network implementation, are identified in Chapter 8 as 'essential'.

Through the current service network planning process, Auckland Transport will identify a programme of further interchange developments and supporting improvements to bus stop locations, intersection designs and bus priorities that will enable connections to be made more easily in future.

These key projects will be incorporated into the RLTP in an appropriate sequence to support the new service network roll out. This will be followed by an ongoing programme to further improve journey time reliability and connection environments over time.

Auckland Transport will try to ensure that all customer touch-points are well-branded and have consistent service quality standards, in order to provide clearly integrated end-to-end customer experiences.

To extend the catchment area for the public transport network, Park-and-Ride facilities will continue to be developed at strategic locations, especially on the rapid and frequent service network.

Objective 4: A convenient and reliable public transport system using modern vehicles

A high-quality public transport system gets passengers quickly to where they want to go, and provides reliable whole-of-journey travel times.

Surveys and research show that the most important consideration for public transport users – and potential users – is reliability: a trip leaves on time and arrives at (or very close to) the scheduled time. This will be even more important with the transition to the new network structure outlined in this Plan, where some trips will require connections to be made with other services. Ensuring the reliability of connections will, therefore, be an important ingredient in the success of the new network.

Operational and fleet improvements, especially those on the rail network, will reduce journey times and increase service reliability. The increased frequencies, proposed as part of the core rapid and frequent service network, will reduce waiting times and mean that passengers can rely on making convenient connections between services.

Where bus services mix with traffic, journey times and reliability are affected by a number of external factors. An important tool for improving journey times and service reliability is the provision of measures that give priority to public transport services, such as bus lanes and traffic signal priority. As far as possible, Auckland Transport will provide these measures on major routes. Auckland Transport will also provide Real-Time Passenger Information System (RTPIS) links to the displays at public transport stations and stops, and links to the traffic-control system to provide priority for buses at traffic signals.

All new and used passenger service vehicles entering the bus fleet on contracted services within Auckland are required to conform to NZTA's Requirements for Urban Buses – a nationwide set of standards for bus quality and accessibility. Research with other stakeholders will be undertaken on future alternative fuel and bus traction vehicles.

Auckland Transport has prepared a Ferry Standard for new ferries used in urban passenger service for modern, low-emission ferries, and will ensure that vessels used on future contracts for ferry services conform to this standard.

Best-practice quality standards for rail rolling stock have also been identified and been incorporated into the specifications for new electric trains.

These requirements, along with rail electrification, will contribute to improved air quality and, consequently, improved public health.

Through achieving patronage growth (via mode shift), investment in electric trains and via a reduction in the average age of the bus fleet, Auckland Transport will contribute significantly to Auckland Plan targets to reduce transport-related (CO2) emissions. As modern buses replace the old fleet, and diesel locomotives are replaced with electric trains, the improved fuel efficiencies will reduce costs and improve environmental sustainability.

The new integrated network is expected to provide opportunities for more innovative and cost-effective approaches to service provision, including smaller vehicles such as mini-buses on feeder services and in situations where the terrain or demand characteristics mean that conventional buses are less suitable.

The PTOM provides for a partnering approach, where Auckland Transport works with operators to monitor service delivery, seek ongoing improvements and ensure that quality and reliability standards are being met. The prospect of a negotiated contract extension for consistent good performance provides an incentive for operators to initiate improvements.

Auckland Transport will also monitor trends in patronage to facilitate systematic improvement of the network through improved planning and operational and cost efficiencies.

Objective 5: A fares and ticketing system that attracts and retains customers while balancing user contributions against public funding

Auckland's existing fare and ticketing system is complex, discourages connections between services and contains a number of inefficiencies – particularly in relation to the relatively high use of cash fares.

The Auckland Integrated Fare System (AIFS) project, which has been implemented from late 2012, is addressing many of these shortcomings. The AIFS will:

• Significantly reduce the number of fare products

• Allow the use of a single ticket across different operators

• Reduce the financial penalty that is currently incurred for transfers (by initially providing a 50-cent discount for onward trips).

Fare products will be limited to discounted stored value for stage-based trips, monthly passes on

AT HOP-branded cards or single-trip cash fares.

Existing 10-trip stage-based tickets will be removed, as AT HOP stored value will provide the same discounts.

A daily cap is proposed when all transport modes are part of the AT HOP integrated ticketing system.

The new system will greatly simplify the range of fare products available in Auckland. However, Auckland Transport will continue to explore the use of specific products to encourage off-peak use, especially where this will help to stimulate additional patronage without increasing operating costs, and to reward customer loyalty.

The fares and ticketing system needs to reflect the following principles in order to contribute to the vision and outcomes of this Plan:

• Simplicity: is easy for existing and potential users to understand and use

• Integration: provides easy travel across the network, is responsive to the trips that people need to make and reinforces other improvements in the public transport system

• Affordability: represents value for money for users and encourages more trips by public transport

• Efficiency: minimises administrative and compliance costs and ensures that funders receive value for money.

While the AIFS project will significantly improve current arrangements, this Plan sets out the framework for further enhancements to the fares and ticketing system, to bring it into line with these principles.

Auckland Transport is investigating the introduction of a geographic, zone-based integrated bus and rail fare structure after completion of the AIFS project. This would enable the fares system to fully support the new network structure outlined in this Plan.

A zonal fare system would provide standard fares across different modes, with no penalties for transfers between services.

Proposed zone boundaries were published in the draft RPTP in October 2012. Submissions to the draft RPTP highlighted a number of issues with the proposed zones; this has prompted Auckland Transport to undertake a more-thorough review to ensure that the future fare structure meets the principles outlined above. The review will also include consideration of ferry fares and distance-based fares. Once the review and further consultation is completed, the new fare structure will be included in the RPTP as a variation.

Fares will be subject to regular review and adjustment, at least annually, to ensure that user charges keep pace with changes in operating costs, and that the farebox recovery targets in Section 6.9 are achieved. Auckland Transport will continue to review the targets to ensure that an optimum revenue balance between fares and patronage has been realised. As discussed in Section 6.9, it is intended to achieve improvements in farebox recovery through increasing patronage and carefully managing operating costs, with fare increases accorded a lower priority.

Fare levels will be set to incentivise the use of the AT HOP card and monthly passes in preference to cash fares. This will be achieved through differential adjustments to cash and AT HOP card fares during the annual fare reviews, allowing a progressive increase in the differential between AT HOP cards and cash.

Increased use of AT HOP cards will reward customer loyalty and improve boarding speeds, with associated improvements in reliability and operating costs. It will also reduce cash-handling costs and security risks.

The existing fares system in Auckland provides fare concessions for specific target groups. These will be retained during the AIFS transition period.

When integrated ticketing is in place, a review of concession levels and eligibility is proposed, including a possible change to SuperGold card use during the evening peak period (this is not available outside of Auckland) and tertiary discounts (these are often unavailable outside Auckland).

NZTA has sought a review of the evening peak senior concession with a view to its removal, on the grounds that it is nationally inconsistent and unaffordable.

Objective 6: Simple, visible and intuitive customer information and service

The move to a more-connected network needs to be accompanied by a more customer-focused approach to public transport. This includes:

• A better understanding of, and response to, customer needs

• A more proactive approach to dealing with complaints

• Using customer feedback to identify opportunities for improvement

• The provision of training at all levels

• A stronger focus on customer service in contracts and supplier relationships.

A consistently branded network, integrated end-to-end service, and relevant and accurate customer information gives users confidence that they will reach their destinations on time or be able to make a timely and convenient change to another service.

A consistent brand will help customers to identify the network so it is easy to use, and clearly integrates all elements of the network into a single multi-modal system.

Auckland Transport recognises the need to provide customer information and communications material, in order to attract new customers and to encourage existing customers to continue or expand their use of public transport.

Auckland Transport will ensure that customers have access to relevant, accessible and easy-to-use information on services and timetables through a variety of media.

Marketing and promotion of the public transport network should not occur only when a new or revised product is launched into the market place. Recognising this, Auckland Transport will continue to promote the Auckland public transport system, both at a city-wide scale and at local levels, to continually raise awareness and knowledge of the services available to Aucklanders.

Current and potential users of the system often have very useful information to contribute to the service-planning process. Auckland Transport will develop mechanisms to better harness and utilise this information with regard to possible future changes to the service network or supporting infrastructure.

In addition to the policies listed in this section, customer service will be enhanced through the application of the policies and actions outlined in other sections, especially the infrastructure policies in Section 6.3, vehicle quality standards in Section 6.4 and integrated ticketing and fares in Section 6.5.

Objective 7: Improved access for communities and groups whose needs are not met by the regular public transport system

An important focus of this Plan is to meet the needs of those who are least able to travel to basic community activities and services – the transport-disadvantaged.

Appendix 7 summarises Auckland Transport's assessment of the accessibility needs of the transport-disadvantaged in the Auckland region.

Providing a comprehensive network of public transport services goes some way to meeting these needs. However, it is recognised that some groups have specific needs that may be met more effectively by access to specialised passenger transport services and/or concessionary fares. Subject to continued funding availability, Auckland Transport will therefore continue to support specific services such as the Total Mobility service for people with disabilities, fare concession schemes and school bus services.

Auckland Transport will work with disability groups to ensure that the principles outlined in the Human Rights Commission report The Accessible Journey are reflected in the development of public transport services and infrastructure.

Auckland Transport will also work closely with representatives of target groups to identify the potential for scheduled or demand-responsive services to particular facilities with regular travel demands, and implement appropriate improvements.

Auckland Transport will also seek innovative and cost-effective ways to deal with accessibility problems in areas of low demand where scheduled public transport services may not always be appropriate (e.g. isolated and rural communities).

Objective 8: A procurement system that supports the efficient delivery of public transport services

Amendments to the LTMA in 2013 have introduced a new policy and operating framework for the procurement and management of urban bus, rail and ferry services. This new framework, known as the Public Transport Operating Model (PTOM), seeks to build a commercially based partnership between procuring authorities (including Auckland Transport) and public transport operators. It is also designed to provide opportunities for competitors to access the public transport market, to provide incentives to reduce reliance on subsidies by promoting increased commerciality of service provision, and to provide a more-transparent approach to service planning and procurement.

In future, all public transport services (except for exempt services) will be procured through performance-based service contracts, replacing the previous mix of contracted and registered commercial services. This will create an environment where goals and objectives are aligned through collaborative planning, joint investment, performance incentives, and shared risks and rewards.

All public transport services described in this Plan (other than exempt services) will be required to be provided under contract to Auckland Transport as part of a unit, in order to implement the policies and actions described in this Plan. In summary, units have been determined by grouping services around geographic catchments and taking into account the need for units to be of sufficient size to ensure a competitive service supplier market and to deliver efficient and effective services which can lead to increased patronage.

A transition plan will be developed by Auckland Transport in conjunction with incumbent operators and providers of previously registered commercial services that will form part of a unit, to transition those existing services to the fully contracted public transport framework under the PTOM.

The transition process will follow the one developed through the PTOM Working Group and chaired by the Ministry of Transport. Participants are NZTA, Auckland Transport, Greater Wellington Regional Council, Bus and Coach Association, NZ Bus, and Ritchies Transport Holdings. The policies in this section are designed to support this process and give effect to the requirements of the LTMA.

Procurement of rail services recognises that the Auckland passenger rail system is undergoing significant change during this period. Changes include the introduction of integrated off-board ticketing, electrification and associated new trains, and the full roll-out of real-time passenger information systems for rail. A variation – and extension – of the current rail contract until June 2016 provides continuity during this period but procurement of services beyond June 2016 will be subject to a competitive tender process.

In line with the principles set out in Section 115 of the LTMA (see Section 2.1), the PTOM adopts a partnership approach, while also recognising the other principles: towards increasing commerciality (the contribution of fare revenue to total operating costs), reducing reliance on public subsidies and increasing patronage while giving the public confidence in competitive pricing for public transport provision.

Growing the business in this manner requires a two-tiered process – through improvements to the network as a whole, or through improvements within a particular PTOM unit (a group of routes bundled together for contracting purposes).

All services in Auckland will be subject to a PTOM contract, with the exception of exempt services. Exempt services will continue to operate outside the PTOM and these will be specifically identified in the transition plan.

In addition, there will be a transition period between the adoption of this Plan and full implementation of the PTOM contracting environment. Existing contracts will be managed in accordance with Auckland Transport's procurement strategy, with required changes (either to manage capacity issues or to address matters related to the roll-out of PTOM contracts) managed through the variation processes defined in existing contractual arrangements.

Objective 9: Effective and efficient allocation of public transport funding

In preparing this Plan, Auckland Transport has reviewed the amount of public transport funding that is likely to be available within the region over the next 10 years (see Section 2.3).

In the short to medium term, funds are expected to be similar to current levels, although additional funds will be available to meet the operating costs associated with current commitments to integrated ticketing and rail system improvements.

Although NZTA is maintaining investment for existing services at current levels, the 2012–2015 National Land Transport Programme (NLTP) increases the amount of funding for public transport. Most of the increase will be used to cover existing commitments including running costs associated with the Auckland Integrated Fares System (AIFS) and rail rolling stock, and to track access charges. Beyond this, any additional funds will be targeted at peak services that help to relieve severe congestion (based on robust business cases yet to be developed).

Auckland Transport has responded to this situation by developing a new network structure that is intended to provide enhanced levels of service within the existing resources. In addition, introducing the PTOM is expected to further enhance efficiency, through improved route design, contracting with marketable units and increased market competition. Any savings generated by these changes can be reinvested into additional services.

Auckland Transport has also adopted a farebox recovery policy, in line with NZTA requirements for such a policy to be included in the Plan. The farebox recovery policy aims to increase the proportion of user fares to operating costs from the current 44.3 per cent, to approximately 50 per cent by 2015–18, to contribute to the national target of 50 per cent. To achieve this, Auckland Transport will give priority to actions that grow patronage (especially where spare capacity is available) and reduce operating costs, in preference to simply raising fares. See Appendix 6 for further details on the development of the farebox recovery policy.

While these changes are expected to deliver significant improvements in the effectiveness and efficiency of the public transport system, achieving the longer-term objectives of the Auckland Plan will require additional investment.

In particular, additional funds will be needed to develop the City Rail Link and to support the operating costs associated with increasing the system capacity to meet the Auckland Plan patronage and mode-share targets. Auckland Transport will continue discussions with its funders to seek appropriate funding allocations for public transport, to deliver its short- and long-term objectives.

Auckland Transport is conscious of the need to ensure that the public funds used to support the public transport system are used wisely and within required time frames, in order to deliver cost-effective transport solutions for the region.

Auckland Transport will continue to seek cost efficiencies in the delivery of public transport services, and implement adjustments to services where financial performance is poor.

Auckland Transport also recognises that choices need to be made on how to best to deliver public transport enhancements if the required funding is not available in future. Therefore, Auckland Transport has established a set of strategic priorities for expenditure on the public transport system that identify where available funds should be directed.

These strategic priorities focus on incorporating existing services into the new connected service network, introducing integrated ticketing and fares, and improving the rail system through more-frequent services and electrification. They also prioritise an increase in the capacity of the rapid and frequent service network, where funding allows.

Objective 10: A system of monitoring and review that supports continuous improvement

The Auckland Plan has identified a set of medium- and long-term targets for public transport, and the policies and actions in this Plan are designed to help achieve these targets.

The targets include:

• Double public transport from 70 million trips in 2012 to 140 million trips by 2022 (subject to additional funding)

• Increase the proportion of trips made by public transport into the city centre during the morning peak from 47 per cent of all vehicular trips in 2011 to 70 per cent by 2040

• Increase annual public transport trips per person from 44 to 100 by 2040

• Increase the proportion of people living within walking distance of frequent public transport stops from 14 per cent in 2011 to 32 per cent by 2040.

Auckland Transport will regularly monitor progress towards these Auckland Plan targets. It will also monitor the implementation of this Plan and use a series of KPIs to determine how well the public transport system is achieving its objectives. This information will be regularly published to ensure that the public has access to up-to-date information on service performance.

The LTMA requires Auckland Transport to ensure that the RPTP is kept current for a period of not less than three years in advance, but not more than 10 years, in advance. The RPTP may be reviewed or varied from time to time, but it must be reviewed, and varied if necessary, when the public transport components of the Regional Land Transport Plan are approved or varied.

Auckland Transport has developed a policy to determine whether or not any proposed variation to the RPTP is significant (see Appendix 9). If the proposed variation to the RPTP is significant, Auckland Transport must consult on such variation in accordance with the requirements of Section 125 of the LTMA.

As noted in Chapter 8, Auckland Transport will undertake a staged programme of service reviews across the region to implement the new network design.

Bus services

1: City LINK: Q4 2015 – Q2 2016

2: Inner LINK: Q4 2015 – Q2 2016

3: Richmond Rd: Q4 2015 – Q2 2016

4: Great North – Tamaki: Q4 2015 – Q2 2016

6: New North Rd: Q4 2015 – Q2 2016

7: Sandringham Rd: Q4 2015 – Q2 2016

8: Dominion Rd: Q4 2015 – Q2 2016

9: Mt Eden Rd: Q4 2015 – Q2 2016

10: Manukau Rd: Q4 2015 – Q2 2016

12: Remuera Rd: Q4 2015 – Q2 2016

14: Glen Innes: Q4 2015 – Q2 2016

16: Epsom: Q4 2015 – Q2 2016

17: Hospitals: Q4 2015 – Q2 2016

18: Mt Eden Crosstown: Q4 2015 – Q2 2016

19: Balmoral Rd Crosstown: Q4 2015 – Q2 2016

20: Mt Albert Rd Crosstown: Q4 2015 – Q2 2016

21: Hillsborough Road Crosstown: Q4 2015 – Q2 2016

24: Waiheke: Q4 2015 – Q2 2016

25: Titirangi: Q4 2015 – Q2 2016

26: Waikumete: Q4 2015 – Q2 2016

27: Te Atatu: Q4 2015 – Q2 2016

28: Ranui: Q4 2015 – Q2 2016

29: Hobsonville: Q4 2015 – Q2 2016

30: North Western Motorway: Q4 2015 – Q2 2016

31: Upper Harbour Crosstown: Q4 2015 – Q2 2016

32: Albany: Q2 2015 – Q4 2016

33: Glenfield Rd: Q2 2015 – Q4 2015

34: Wairau Valley: Q2 2015 – Q4 2016

35: Akoranga West: Q2 2015 – Q4 2015

36: Highbury Local: Q2 2015 – Q4 2016

37: Birkenhead: Q2 2015 – Q4 2015

40: Northern Express: 1 Q2 2015 – Q4 2015

41: Northern Express: 2 Q2 2015 – Q4 2015

42: Albany to Newmarket via Ponsonby: Q2 2015 – Q4 2015

43: Devonport: Q2 2015 – Q4 2015

44: Lower East Coast Bays: Q2 2015 – Q4 2015

45: Upper East Coast Bays: Q2 2015 – Q4 2015

46: Hibiscus Coast: Q2 2015 – Q4 2015

47: Hibiscus Coast Schools: Q2 2015 – Q4 2015

46: Warkworth: Q2 2015 – Q4 2015

50: Ti Rakau Drive: Q4 2015 – Q2 2016

52: Howick to Panmure: Q4 2015 – Q2 2016

53: Botany Crosstown: Q4 2015 – Q2 2016

55: Pakuranga Rd: Q4 2015 – Q2 2016

60: Auckland Airport: Q2 2014 – Q1 2015

61: Mangere Bridge: Q2 2014 – Q1 2015

62: Otahuhu: Q2 2014 – Q1 2015

63: Papatoetoe/Otara: Q2 2014 – Q1 2015

64: Manurewa: Q2 2014 – Q1 2015

55: Papakura: Q2 2014 – Q1 2015

67: Pukekohe: Q2 2015 – Q4 2015

Deemed Exempt: Airbus Express: Current

Ferry services

TBC: Pine Harbour ferry: TBC

TBC: Birkenhead ferry: TBC

TBC: West Harbour ferry: TBC

TBC: Hobsonville/Beach Haven ferry: TBC

TBC: Bayswater ferry: TBC

TBC: Gulf Harbour ferry: TBC

TBC: Half Moon Bay ferry: TBC

TBC: Rakino ferry: TBC

Deemed Exempt: Devonport ferry: Current

Deemed Exempt: Stanley Bay ferry: Current

Deemed Exempt: Waiheke ferry: Current

Rail services

N/A: Southern rail line: Current; new tender 2016

N/A: Eastern rail line: Current; new tender 2016

N/A: Western rail line: Current; new tender 2016

N/A: Onehunga rail line: Current; new tender 2016

N/A: Pukekohe rail line: Current; new tender 2016

Total Mobility

Total Mobility is a demand-responsive service for people with disabilities who are registered users of the scheme. The Total Mobility scheme helps people who are unable to use regular public transport services to enhance their participation in the community by providing access to appropriate transport.

Total Mobility services are provided in the form of subsidised door-to-door transport services by taxi and specialist transport operators under contract to Auckland Transport in areas where scheme transport providers operate. Eligible users carry an ID card that is swiped through a card-reader connected to the taxi-meter so the correct fare is recorded. All vehicles used on Total Mobility contracts must be equipped with approved card-readers and meet Auckland Transport quality standards and all drivers must complete an Auckland Transport-approved specialist training course.

In addition to subsidising passenger trips, Auckland Transport each year provides an opportunity for operators to apply for a subsidy for installing wheelchair hoists and making the associated modifications to vehicles. Total Mobility services may be provided using taxis or small passenger-service vehicles (shuttles).

School bus services

Auckland Transport funds a number of school bus services that are used exclusively to transport students to schools. These services are designed to meet an identified demand for school travel in situations where scheduled services cannot provide sufficient capacity or route coverage to meet the demand and/or where a school bus service provides the most cost-effective alternative to private vehicle use.

Auckland Transport's provision of school services is restricted to the urban area of the Auckland region, as the Ministry of Education is responsible for services in the rural areas of the region. In addition, Auckland Transport has no responsibility for school services that are procured commercially between individual schools and bus operators.

Auckland Transport's current school services are described in Appendix 2. As part of the transition from the current contracting environment to the PTOM, these school bus services will be allocated to individual PTOM units, as described in Appendix 1.

When the future service network has been rolled out across the region, there will be a comprehensive review of supported school bus services to ensure that the new network meets the requirements for school travel.

The driving factors behind this review will be to ensure that demand for contracted services remains strong, that the services represent good value for money and that a more efficient way of serving the demand through the scheduled public transport network does not exist.

Policy 7.3 details the approach to the planning and procurement of school bus services.

Community transport services

Auckland Transport and Auckland Council recognise that the public transport network described in this Plan, including the scheduled services described in Appendix 1, may not provide adequate coverage for all parts of the region.

Rural communities, in particular, receive limited service from the public transport network as extending regular scheduled services into these areas is not generally cost-effective.

Policy 7.5 describes how Auckland Transport will work with local communities to identify appropriate public transport solutions that can be self-sustaining in the longer term.

Timing of implementation

Implementation across the whole region will require a detailed assessment of the specific route structure in each area. This will require input from communities to ensure that local needs are identified and taken into account. To achieve this, a staged implementation of the new network structure is proposed, with three main stages to be designed, procured, and implemented over a three-year period:

• Stage 1 (2014–15): South Auckland

• Stage 2 (2015): North Auckland

• Stage 3 (2014–2016): Central, East and West Auckland

When the three-stage implementation of the new service network is complete, an integrated all day network of services (see Figure 5-5) will be in place.

Beyond 2016, significant further improvements will be enabled by the implementation of the City Rail Link. This will provide an underground rail connection from Britomart to the Western Line near Mt Eden and enable rail services to be through-routed

in the central city. This will deliver a major boost in rail system capacity and dramatically improve the accessibility of the city centre and other key centres by public transport. When complete, the City Rail Link will enable further changes to be made to the wider public transport network, including:

• Increased service frequencies to the rail network as journey times from areas such as Manurewa, New Lynn and Henderson improve

• Some reduction of growth in bus numbers as rail access to the city centre improves

These changes are illustrated in the indicative 2022 all-day network (see Figure 5.6). The service changes outlined above are indicative only, and will be incorporated into a new RPTP that will be prepared when the initial three-stage implementation of the new service network is in place.

Table 8-1 below indicates the timing of the key components required to deliver an integrated network of services over the 10-year life of the RPTP. Staging of the key components is contingent on receiving funding in time.

Table 8-1: Integrated network staging: key components

*'essential infrastructure' means infrastructure required in advance in order to operate proposed services.

• Integrated ticketing (AIFS) implementation: 2013–2014

• Introduce appropriate fare structure (subject to business case and funding): 2014

• Stage 1 network changes: 2013–2014

• Stage 2 network changes: 2014–2015

• EMU introduction, rail capacity and service increase: 2014–2016

• Stage 3 network changes: 2014–2016

• Implement essential infrastructure* for Stages 1 to 3: 2013–2016

• Implement essential infrastructure* towards mature 2022 service network: 2016–2022

• Service network changes towards 2022 network (dependent on City Rail Link implementation): 2019–2022

• Panmure to Pakuranga busway operational (AMETI): 2019–2022

• City Rail Link operational, rail capacity and service increase (subject to funding) 2021–2022

• Ongoing interchange and selected infrastructure improvements: 2013–2022

• Selected bus priority and operational improvements to maximise the benefits of the new service network: 2013–2022

• Selected customer improvements: 2013–2022

In addition to the projects outlined in Table 8-1, route protection is being undertaken for the following projects during the life of this RPTP:

• Rail to Auckland Airport

• Waitemata Harbour Crossing

• Rail to the North Shore

• Avondale–Southdown rail corridor.

Prioritisation of infrastructure programme

Table 8-2 below shows the integrated infrastructure programme required to deliver the proposed new network over a 10-year period. The table has a particular focus on the prioritised requirements of Stages 1 to 3 of the proposed service network changes. Each infrastructure project is filtered by the level of relative priority within a constrained funding environment:

a. 'Essential' means required in advance in order to run the proposed services or the project significantly enhances patronage growth

b. 'Highly desirable' means crucial projects to maximise the benefits of the proposed services in terms of patronage growth and/or enhanced connection environment between services

c. 'Desirable' means useful projects that complement the proposed services, e.g. by improving customer experience.

However, it should be noted that all these projects are required to enable the full benefits of the proposed service changes to be realised.

Table 8-2 also shows the delivery date by which the infrastructure project needs to be operational to align with the planned staging of proposed service changes. The table does not purport to be fully comprehensive but does cover all public transport modes, and includes Park-and-Ride.

Funding of infrastructure programme

The proposed new network is to be delivered within the middle of the Regional Land Transport Programme 2012–2015 cycle. Table 8-2 below shows the estimated capital funding implications associated with the delivery of the new network. Whether or not the required project is reflected in the current Regional Land Transport Programme is indicated. In many cases, the identified project is so recent that projects have not been fully scoped, but capital costs are estimated based on current knowledge. These projects will be further scoped as part of the development of the new Regional Land Transport Plan to be prepared in 2015. The current Regional Land Transport Programme funding component is subject to change via the Regional Land Transport Programme variation process.

Including the City Rail Link, Table 8-2 signals that more than $3.8b of public transport investment is required over the next 10 years, excluding land costs. With the exclusion of City Rail Link-related projects and any land costs, over $1.0b of investment is needed during the next decade to support the proposed service changes.

Table 8-2: proposed infrastructure programme for new network (prioritised)

Local service design

Feedback on specific local details will be sought through local targeted engagement exercises that will be undertaken prior to procurement of services as part of the PTOM contracting process.

The detailed service specifications will be prepared in collaboration with key stakeholders, operators and Auckland Transport. These will be made more widely available to other stakeholders, existing and potential users, and persons who may be affected by, or have an interest in, the proposed service design in the affected areas.

Following these targeted engagement exercises, refined service proposals will be evaluated for their affordability and then procured through the PTOM process.

Service review process

The PTOM partnership between Auckland Transport and the service operator provides the opportunity for regular performance reviews and continuous improvement. Information from this process will be used to monitor the performance of individual routes, PTOM units, and the network as a whole.

Where minor amendments to service levels, timings and/or routings cannot address identified problems, a route or group of routes may be subjected to a more comprehensive service review process.

This service review process would essentially follow the process described above for the initial local-level service planning exercise, with an additional final step to secure approval from the Auckland Transport Board and NZTA for any changes that have financial implications for total expenditure and/or cost-recovery ratios.

Unit 1 – City LINK

Unit 2 – Inner LINK

Unit 3 – Richmond Road

Unit 4 – Great North Road

Unit 6 – New North Road

Unit 7 – Sandringham Road

Unit 8 – Dominion Road

Unit 9 – Mt Eden Road

Unit 10 – Manukau Road

Unit 12 – Remuera Road

Unit 14 – Mt Wellington

Unit 16 – Tamaki

Unit 17 – Hospitals

Unit 18 – Mt Eden Crosstown

Unit 19 – Balmoral Rd Crosstown

Unit 20 – Mt Albert Crosstown

Unit 21 – Stoddard Rd Crosstown

Unit 22 – Hillsborough Rd Crosstown

Unit 24 – Waiheke

Unit 25 – Titirangi

Unit 26 – Waikumete