Transmission Gully is a small part of a big strategy. Can we please focus on the strategy, because it is the strategy that delivers the benefits to the Wellington region.
For years, transport has been a demanding, and contentious, function within the Wellington Regional Council’s spectrum of responsibilities.
Much work and endeavour has taken place, both at the executive and political level, to develop a regional transport infrastructure which will see the region well placed from an economic, social and environmental perspective over decades to come.
For several reasons, most of which are totally outside the control of our Council, the advancement of successive strategies has been slow, disjointed and subjected to a series of artificially created hurdles over which Council leapt.
Progress was not easy, although there have been significant achievements, particularly after deregulation in 1990. Many of the achievements were the result of the skilful work of Terry McDavit who chairs Council’s Transport committee and carries the burden of extensive consultation with lobby groups.
On the bright side, it must be recognised that Wellington’s public transport network, albeit somewhat ancient in the rail sector, is something which has contributed greatly to the community across the three strategic areas outlined above i.e. economic, social and environmental.
Over recent months, given the extensive debate on the
Western Corridor Implementation Plan and its place within the Regional
Land Transport Strategy, something of a watershed has been reached which
represents an opportunity for concerted action.
A feature of the transport arena over the last decade has been the multiplicity of agencies and stakeholders, all with a role to play in developing and implementing an efficient and effective transport network.
This multiplicity has been exacerbated by application under previous Governments of funder/provider principles and the reduction of Government participation in what some have thought to be commercial activities.
In addition, shrinkage of Central Government capability as a result of a number of years of Government down-sizing has diminished the effectiveness of the transport ministry in playing its leadership role for the vital utility of transport networks throughout the country.
Along with funder/provider splits and various restructuring, has come the development of a legislative framework that does not lend itself to the integrated planning and implementation requirement of a network industry.
In the case of the Wellington region:
Achieving any outcome has been incredibly difficult without leadership by some agency.
Important political leadership has been exercised on the specific issue of Transmission Gully, in large part because Margaret Shields is now on the Regional Council, and this is causing some public interest and media reaction.
However, while Transmission Gully is a significant feature of the overall strategy, it is not the strategy itself and its development in isolation will not yield the benefits that the general population from a superficial understanding believe that it may. Transmission Gully is not a silver bullet.
I contend, that given the multiplicity of agencies and the artificially constructed impediments to cohesive action there is an urgent need to (a) “declutter” the existing environment and (b) work out how we can ensure the Regional Land Transport Strategy is implemented.
These goals will not be realised unless someone takes the initiative. We should not expect Central Government to solve our problems. I want the Wellington Regional Council to work out how to “declutter” and how to implement Wellington’s transport strategy.
The regional council signed-off a transport strategy. From the moment it is ratified it progressively becomes out of date until, under Statute, council is again required to review the strategy and develop a new one. In addition to the strategy, there are some programmes of development and physical works which have been either identified, planned or, in some cases, implemented.
What is missing is an integrated programme of action which is clear, intelligible and logical so that all stakeholders, including the general public, can see the big picture outcome 20-25 years hence and within that the various constituent elements which will contribute towards it.
If you like, this represents something which can be touched and felt by those involved and therefore be identified as desirable elements contributing to an overall desirable outcome.
Not only is there a requirement for a practical representation of the transport strategy - but there is also a need to identify all the obstacles that currently stand in the way of its progression. Such things as the legislative framework, the ability of agencies to act and be flexible, the absence of a coherent national framework, the challenge of funding mechanisms and the assessment of environmental impacts and benefits all need to be addressed and resolved as part of operationalising the strategy. This will require active participation from Central Government, Local Government, Parliament itself, other stand-alone agencies, territorial local government and other stakeholders who have an interest in the quality and effectiveness of the future transport network within the Wellington region.
I reiterate that I think this is a role for the Regional Council at least to articulate the full and comprehensive picture so that individual impediments can be removed and specific initiatives for network development undertaken as part of an integrated and fully understood long term programme.
I want the Wellington Regional Council to take the transport challenges “by the scruff of the neck” and provide a clear and intelligible plan of action. We must address the obstacles to progress and say who must act.
In physical terms this would be a well articulated document identifying the overall outcome, its constituent elements and roles to be played by various agencies and stakeholders. It would be the focal point and centrifuge to drive progress through exercising leadership in a coherent manner.
We need a document “The Transport Strategy – Making it Happen”. It would provide answers to many of the following fundamental questions:
Council officers have talked about calling such a project Operation Wishbone on the basis that this piece of ornithological anatomy very closely represents the topography and challenges of the Wellington Region and its transport options.
There are two main corridors into the city which converge at the Wishbone joint and then disperse across and around the city as a means of economic and social intercourse.
The representation of the Wishbone would, in itself, be a tool for bringing together the interests of those on the Western Corridor, those on the Eastern Corridor and those whose interests focus upon the City of Wellington. It would representationally convey the message of integration and interdependence and defocus some of the more parochial ambitions expressed by various personalities and agencies. It would also allow metaphoric representation that unlike a wishbone the arterial connections of greater Wellington cannot and should not be pulled apart and, in effect represent a potentially positive outcome for the people of the region who are our constituents.
By expanding the Wishbone representation across the region, we could successfully bring in the total area within the Council’s responsibility including the Wairarapa and its Hill Road and public transport challenges. In fact, this representation on a holistic basis will demonstrate to all stakeholders that there is something in it for them both directly and indirectly, and that the programme implementation needs to be managed on an integrated basis. It would also allow very clear representation of the relationships between road and rail networks together with all the environmental issues and challenges likely to be raised by exercising various options. Essentially, pictures and action.
Critics of Transmission Gully focus on the accidents, induced traffic, congestion, poor behaviour, land use and the disadvantages of combustion engines. The more sophisticated say that investing $250 million on a road with a low cost benefit ratio represents a major lost opportunity for scarce capital. All such arguments have some merit and they were considered when the land transport strategy was developed.
But, and it is a vital “but”, you have to judge Transmission Gully in the context of a broader strategy directed at the social and economic advancement of the region. We will have a good debate when the critics move from picky arguments that ignore economic and social realities and tell us their plans for our prosperity.
With the involvement of the Evening Post we have an ideal time to advance a wide transport agenda. Wellington may demonstrate to the rest of the country what can be achieved, for other regions face the same problems we face.
Let’s not forget the that the Regional Land Transport Strategy is an incredible success story as an agreed planning document. It goes from theory to practical engineering projects. It was written with the intensive involvement of many interest groups and territorial authorities. Some may want to pick at things now, but in the proper forum, the document was debated, developed and decided.