Agenda of Tauranga and Western Bay of Plenty Transport Committee meeting

Tauranga and Western Bay of Plenty Transport Committee meeting Agenda

5 June 2026

9.2 Chair's Report

File Number: A20349877

Author: Niki Carling, Team Leader, Transport Planning (BOPRC)

Andrew Williams, Manager, Transport Strategy (BOPRC)

Authoriser: Oliver Haycock, Director, Public Transport (BOPRC)

Purpose of the Report

1. Provides an update on matters of interest for Committee members.

Recommendations

That the Tauranga Western Bay of Plenty Transport Committee:

(a) Receives the report "Chair's Report".

2. Executive summary

2. This report provides updates on the following items:

(a) BOPRC Annual Plan transport decisions

(b) Public transport security procurement

(d) Tauranga Public Transport Layover: Completion

(e) Eastern Link Toll Road: NZTA Response (Attachment 1)

(f) Public Transport Operational Performance Summary (Attachment 2)

BOPRC Annual Plan Transport Decisions

Tauranga Timetable Improvements

3. New contracts for the provision of bus services in Tauranga will be required at the end of the current contract period (December 2028). Procuring new contracts brings the opportunity to review networks to ensure that they are fit for purpose and are providing value for money.

4. In the interim, provision has been made in Regional Council’s draft Annual Plan for some targeted network changes, primarily to support reliability and punctuality challenges. It is proposed that these changes be implemented in December 2026.

Tauranga School Network Capacity

5. The continued popularity of the dedicated school network has seen several services operating at or close to capacity, which has constrained the ability for patronage growth. The commencement of the 2026 academic year saw instances of children being left behind due to buses being full; which required additional and higher capacity vehicles to be added into the school fleet.

6. Provision has been made in Regional Council’s draft Annual Plan for 8 additional vehicles to enter the fleet in 2027.

Baybus OnDemand Trial Extension

7. The Baybus OnDemand trial has been operating in Tauranga South for over two years, since March 2024. The aim of the trial has been to better understand how an on-demand service can complement and/or replace fixed-route public transport (in this case Route 51) and increase patronage.

8. The trial has demonstrated a clear improvement in service performance and user outcomes relative to the fixed Route 51, while showing gradual, though still limited progress toward financial sustainability.

9. Financial provision has not been made in Regional Council’s draft Annual Plan for the trial to continue beyond December 2026. When the trial ends, a fixed route service will be reinstated to provide coverage.

Public Transport Fare Increases

10. Public Transport Authorities are required by NZTA to conduct fare pricing reviews on an annual basis. Council last reviewed fare pricing on 9 September 2025, where a blanket 10% increase was endorsed. This was implemented in January 2026.

11. To simplify procedures, it was proposed to incorporate fare pricing reviews into Council’s Annual Planning process, with any direction to alter fares then implemented at the commencement of the next financial year.

12. In 2024, Council undertook a detailed review of fares and products, to inform the fares structure that will be introduced when the National Ticketing Solution, “Motu Move” is rolled out in the Bay of Plenty. This is currently programmed for 2027.

13. Regional Council’s draft Annual Plan contains a fares increase of 3.1%, (the increase in CPI over the past 12 months), rounded up to the nearest 10c. This increases the adult fare in Tauranga and the Eastern Bay to $3.10, and $2.60 in Rotorua.

Public Transport Security Procurement

14. Following direction from Regional Council, work began in September 2025 on a comprehensive procurement process to secure static security guarding services for a further two-year period, effective from 1 July 2026. In May 2026, Armourguard was identified as the successful tenderer and awarded the contract; mobilisation is now underway in preparation for commencement.

15. The procurement process has delivered several positive outcomes, including improved value for money, strengthened service delivery standards, and a more robust performance and reporting framework. The new contract also provides greater clarity around service expectations, enhanced responsiveness to operational issues, and increased alignment with Council’s safety and customer experience objectives.

Bus Driver Fund: Montiicola Toilets

16. The NZTA-administered Bus Driver Fund is a $15M fund for bus driver safety and wellbeing initiatives, primarily one-off capital investments (e.g. toilets, break facilities, CCTV and driver screens). In mid–2025, Regional Council was successful in obtaining funding towards the construction of new toilet facilities in Montiicola Reserve, Pāpāmoa East.

17. The new toilet location was identified to support people using the park, those using bus services on Route 2 and importantly bus drivers. Access to toilets during scheduled breaks is a standard workplace requirement for drivers, which had been challenging to provide for Route 2 drivers working at the far extent of the network. Delivery of the toilet block saw strong collaboration between TCC, BOPRC and NZTA.

18.

The toilets were completed in April 2026. Driver feedback has noted their appreciation of the facility which was much-needed, also highlighting the quality and usability of the amenity.

Tauranga Public Transport Layover: Completion

19. The Tauranga Public Transport Operations Facility (Bus Layover) was completed and became operational in December 2025. The project was delivered on time, within budget and to scope.

20. The original cost was due to be funded 100% by Regional Council, however, since delivery, NZTA have agreed to pay 51% of the operating costs. Additionally, the capital cost allocation of $1.8M saw an underspend of over $250K, much of which came from the efficient delivery and a competitive procurement process.

21. The role of the layover in the broader delivery model for Tauranga’s public transport network is being considered as part of the Regional Public Transport Plan (RPTP) development and associated Action Plan.

Eastern Link Toll Road: NZTA Response

22. In August 2025, BOPRC submitted to NZTA on the proposed amendment to the tolling scheme to allow for an additional toll point to be installed on the Tauranga Eastern Link Toll Road. In the main this letter supported the addition of a second toll point; a 12-month toll-free period, clearly communicated by NZTA; and careful monitoring of the toll price point to understand the impact on traffic, behaviour change and network reliability. In addition, the submission requested consideration of a lower toll price for fixed urban buses to use the road.

23. In its response on 1 May 2026 (Attachment 1), NZTA committed to clear and timely communication of the toll-free period and the new system. However, they did not support a lower toll price for fixed urban buses unless the current routes were to change.

Public Transport Operational Performance Summary

24. Attachment 2 provides rolling data from May 2024 to April 2026 for public transport performance. In summary, it notes:

(a) Tauranga patronage remains broadly stable.

(b) Recent patronage declines following the January fare increase and ongoing cost‑of‑living pressures, have stabilised following a nationwide increase in fuel costs.

25. Overall, performance remains consistent with trends observed across comparable councils.

Attachments

1. BOPRC - response to TEL PEI toll submission - A20349872 ⇩

2. Summary Operational Performance Update - Tauranga and Western Bay (Arotake) - A20351614 ⇩

Tauranga and Western Bay of Plenty Transport Committee meeting Agenda

5 June 2026

9.3 Transport System Operating Framework

File Number: A20317214

Author: Parth Sheshodia, Team Leader: Transport Planning

Authoriser: Reneke van Soest, General Manager: Operations & Infrastructure

Mike Seabourne, Head of Transport

Purpose of the Report

1. This report seeks endorsement of the Western Bay of Plenty Transport System Operating Framework (TSOF) 2026, noting that final timing of investment and consultation will be undertaken by respective Councils.

Recommendations

That the Tauranga Western Bay of Plenty Transport Committee:

(a) Receives the report "Transport System Operating Framework".

(b) Endorses the Western Bay of Plenty Transport System Operating Framework (TSOF) 2026 Update as the agreed sub-regional framework for transport system prioritisation.

(c) Notes that the Transport System Operating Framework 2026 Update has been developed collaboratively through the Transport System Plan Partnership, comprising Tauranga City Council, Western Bay of Plenty District Council, Bay of Plenty Regional Council, NZ Transport Agency Waka Kotahi, and iwi partners.

(d) Agrees that the Transport System Operating Framework 2026 Update will inform the Regional Land Transport Plan (RLTP) and Long-Term Plan (LTP) processes and provide the basis for funding prioritisation through the National Land Transport Fund (NLTF).

(e) Notes that the indicative cost estimates within the Transport System Operating Framework are high-level and will be refined through future project-specific business case processes.

Executive Summary

2. The SmartGrowth partnership brings together Western Bay of Plenty District Council, Tauranga City Council, Bay of Plenty Regional Council, iwi partners, and central government. Together, these organisations align planning, funding, and delivery to support coordinated regional growth.

3. Through this partnership, The Urban Form and Transport Initiative (UFTI) was agreed as the long-term spatial and transport strategy for the Western Bay of Plenty. It integrates housing, land use, and transport to support planned growth.

4. From a Transport perspective, UFTI focuses on connected centres and a multi modal transport system, enabling most daily transport needs to be met within 15 minutes, and regional travel within 30–45 minutes. This approach supports more compact growth, better access to jobs and services, and a shift to multi-modal transport.

5. Underpinning UFTI, the Transport System Plan (TSP) was developed and sets how people will travel across the Western Bay. It defines key corridors and identifies its key use, considers network-wide impacts, and applies a clear, consistent approach aligned with national policy.

6. The Western Bay of Plenty Transport System Operating Framework (TSOF) is a technically focussed document that supports delivery by providing an evidence-based approach to prioritising transport investment.

7. The draft 2026 TSOF updates earlier versions to reflect current conditions, project progress, and the 2024 Government Policy Statement on Land Transport. (Attachment 1 – Draft Transport System Operating Framework).

8. The TSOF was developed through three stages: project stocktake and setting objectives, evaluation using multi-criteria analysis, and programme refinement.

9. It is guided by five investment objectives: Access, Safety, Sustainable Urban Growth, Emissions, and Prosperity. The programme is staged across short (0–3 years), medium (4–10 years), and long-term horizons.

10. Endorsement by the Regional Transport Committee is sought to confirm the TSOF as the agreed framework for prioritising transport investment. This will guide RLTP and LTP processes, support coordinated investment, and strengthen the sub-region’s case for NLTP funding.

11. Following this, approval will be sought from each council. Each council would consider projects, its timing and associated investment through their LTP process. Public consultation on specific investments will occur through each council’s LTP and RLTP processes.

Background

12. The TSOF was first developed in 2020 as the main sub-regional planning tool for turning the Urban Form and Transport Initiative (UFTI) Connected Centres vision into a prioritised investment programme. It was updated in 2023. This 2026 update is the third version and responds to major changes in transport policy, funding, and delivery since the last update.

13. The purpose of the 2026 update is to:

(a) consider the effects of GPS 2024, which shifts national transport investment toward economic growth, productivity, and the Roads of National Significance (RoNS) programme.

(b) update the prioritised list of transport activities to guide the RLTP and LTP processes;

(d) ensure the programme is affordable and can be delivered within current funding limits.

14. The TSOF is built around five investment objectives. These were refined in this update so they remain consistent with earlier versions while reflecting the current policy environment. The objectives guide both the identification of transport system gaps and the evaluation of project options through the MCA framework as outlined in Figure 1 below:

Objective	Description
Access	Maintain or improve accessibility to key destinations for a range of modes and abilities, including improved resilience to unplanned closures resulting from natural hazards and climate change.
Safety	Contribute to an outcome where no one is killed or seriously injured in road crashes, and where the experience and perception of safety for vulnerable road users is improved.
Sustainable Urban Growth	Support sustainable urban growth and quality urban form outcomes by prioritising projects that integrate best-practice land use, urban design, and transport planning approaches.
Emissions	Increase mode share for public transport, active transport, and low and zero emission modes as a means of reducing the environmental impact of transport and supporting healthy community outcomes.
Prosperity	Improve the efficiency and effectiveness of the core freight and regional strategic transport networks (road and rail). [New objective added in 2026 update.]

Figure 1: TSOF investment objectives

Multi-Criteria Analysis Framework

15. The TSOF evaluation uses a two-step multi-criteria analysis (MCA) approach. It first ranks transport system gaps by their effect on the investment objectives, then ranks project options by how well they address those gaps. This approach helps ensure programme priorities are based on both the size of the problem and the likely benefit of the solution.

16. The MCA (multi-criteria analysis) weightings were developed collaboratively through the TSP working group during the TSOF refresh process. The criteria and weighting were reviewed as part of Stage 2 of the methodology and agreed through workshops and working group discussions.

17. The weighting for alignment to UFTI (42%) was considered as needing a much higher weighting to ensure projects support the strategy and avoid sprawl, car dependence, and poor outcomes.

18. The weighting for feasibility was weighted higher (45%) given that value for money is prioritised, with increased weighting on BCR, affordability, staging, and system benefits, reflecting funding and delivery constraints and recognising that not all aligned projects can be delivered.

19. Projects are then assessed against three criteria as outlined in Figure 2 below:

Criteria	Weighting	Rating Considerations
Gap Impact Rating	14%	Magnitude of the gap's impact on achieving TSP objectives
Alignment to UFTI	42%	Support for planned urban growth (14%), urban form outcomes (14%), and strategic journeys (14%)
Feasibility	45%	Benefits/Cost ratio (25%), affordability and staged approach (10%), system enabling contribution (10%)

Figure 2: Assessment Criteria multi criteria analysis

20. In this update, the Benefits/Cost weighting within Feasibility increased by 11 percentage points compared with the previous version. This gives more weight to projects that deliver high benefit for their cost. Sensitivity testing confirmed that the base results were robust.

Project Stocktake

21. Each project was assigned to the relevant agency for a status update. Projects were then grouped as complete, underway, progressing outside the TSOF, or retained for review in the updated TSOF.

New Options

22. Additional projects were identified through partner input and transport modelling outputs from the Tauranga Transport Strategic Model 2023 and were assessed for inclusion in the TSOF evaluation. After Working Group review, the following new projects were added:

(a) Cameron Road – Chapel Street to Elizabeth Street corridor improvements (access and safety)

(b) 11th Avenue Safety and Access Improvements (access and safety)

(d) Te Puke Spatial Plan improvements (access and safety)

(e) Three new transport system gaps were also added to the gap register. These reflect modelling evidence of level of service issues at Cameron Road North, 11th Avenue / Devonport Road, and Te Puke Highway.

Key Findings from the 2026 Update – Proposed TSOF Programme

Project Progress Since 2023

23. The following projects from the 2023 TSOF programme have been completed:

(a) City Centre Transport Hub (Stage 1), Arataki PT Facility, and Bus Facility at Tauranga Crossing

(b) Cameron Road Multimodal Upgrade Stage 1

(d) Prole Road urbanisation

24. Several projects are under construction or are moving through business case and design:

(a) Tauriko West (SH29 RoNS enabling works in construction; State Highway upgrade progressing as a Roads of National Significance project)

(b) Takitimu North Link Stage 1 (in construction); Stage 2 (a RoNS)

(d) Papamoa East and Rangiuru Business Park interchanges (in construction)

(e) Cameron Road Stage 2, Connecting Mount Maunganui, and Fifteenth Avenue / Turret Road – progressing through business case or design

25. Several projects prioritised in 2023 have not progressed, mainly because of funding limits and changes in Government transport priorities under GPS 2024, including:

(a) Arataki to Papamoa East Multimodal improvements

(b) Accessible Streets – Multimodal (Areas A and B)

(d) Travel Demand Management and behaviour change delivery

High-Impact Transport System Gaps

26. Twenty high-impact transport system gaps were identified across the network. The top five gaps, based on their effect on TSP objectives, are:

(a) Hewletts Road – poor level of service (LOS) across all periods

(b) Totara Street – poor LOS during peak periods

(d) SH29A – poor LOS on a primary route during peak periods

(e) Takitimu Drive / SH2 – poor LOS

27. Three new gaps were added in this update: Cameron Road North intersection level of service, 11th Avenue level of service and safety, and Te Puke area level of service and accessibility. A full gap map is included in the TSOF Summary Report (Attachment A).

Programme Themes

28. Several programme themes emerged from the evaluation:

29. With many projects already committed in the near term, affordability and capacity to deliver new major projects within the 0–3 year window is limited. The near-term programme appropriately focuses on completion of committed works, network optimisation, and minor safety improvements.

30. The 2030–37 programme reflects a stronger multimodal character, with public transport, walking, and cycling investments featuring more prominently. These projects score lower for the Prosperity objective compared to the near-term programme, but higher for Sustainable Urban Growth.

31. Sustainable Urban Growth is a consistent objective contribution across both programme periods, reflecting the enduring importance of supporting planned growth areas.

32. Transport infrastructure costs have increased by approximately 5% since the 2023 TSOF update. All costs in this update are indicative 2026 values.

Proposed TSOF Programme

Short Term: 0–3 Years (2027–2030)

33. The near-term programme focuses on delivering committed projects efficiently, managing construction effects, and putting optimisation and safety improvements in place. Key priorities include:

Project / Activity	Type	Status
Turret Road / 15th Ave Multimodal Improvements Stage 1	Progressing	Design
SH29 Tauriko West RoNS – Staged Delivery	Progressing (RoNS)	Delivery
SH2 Revocation Stage 1	Progressing	Planning
Connecting Mount Maunganui Stage 1 (HOV, Te Marie Link)	Progressing	Detailed business case
City Centre Minor Improvements	New / Planned	Implement
Te Puke Spatial Plan Improvements	New / Planned	Detailed business case & implementation
Bus Network Short-Term Optimisation	City-wide	Implement
Minor Safety Improvements Programme	City-wide (ongoing)	BAU
Speed Management Plan Implementation	City-wide (ongoing)	BAU
Tauranga Strategic Urban Network Plan (TSUNP)	City-wide	Planning
PT Service Optimisation	City-wide	Implement
WBOPDC District-Wide Walk & Cycle Improvements	City-wide	Implement
Car Parking Management Plans	City-wide	Implement
Welcome Bay Road Safety and Resilience (rural section)	New / Planned	Implement

Medium Term: 4–10 Years (2031–2037)

34. The medium-term programme supports urban growth and intensification, delivers multimodal improvements, and addresses key resilience and safety gaps. Key priorities include:

Project	Priority	Indicative Cost ($000000)	Way Forward
Takitimu North Link Stage 2 (RoNS)	Prioritised	1,000	Planning
SH29 Tauriko West RoNS Stage 2	Prioritised	1,600	Delivery
Connecting Mount Maunganui Stage 2	High	600–700	Detailed Business Case
Cameron Road Multimodal Upgrade Stage 2	High	99	Detailed Business Case
Connecting the People – 15th Ave to Welcome Bay	High	140	Design
PT Services and Infrastructure – Enhanced Services	High	45 p/a	Implement
Welcome Bay Road Safety and Resilience (15th Ave Stage 2)	High	TBC	Implement
Arataki to Papamoa East Multimodal Improvements	Medium	76	Detailed Business Case
Ōtūmoetai Area Walk and Cycle Improvements	Medium	75	Implement
Chapel Street Bridge Resilience	Medium	135	Implement
Keenan Road Access to Urban Growth	Medium	177	Planning
Mount Maunganui Walk and Cycle Improvements	Medium	50	Detailed Business Case
Wairakei Te Tumu Collector Roads and Bus Facility (developer delivered)	Medium	130	Implement
Cameron Road – Chapel Street to Elizabeth Street	Medium	TBC	Planning
11th Avenue Safety and Access Improvements	Medium	TBC	Planning
Brookfield Town Centre Access Improvements (OSP)	Medium	44	Detailed Business Case
Western Corridor Ring Route (SH29 to SH36 – Stage 3)	Medium	145	Single-Stage Business Case

Longer-Term Projects (2038+)

35. Projects planned for delivery beyond 2037 include major corridor upgrades, strategic growth infrastructure, and more investment in the public transport network, including:

(a) Fraser Street multimodal improvements ($144M)

(b) Cambridge Road multimodal upgrade ($300M)

(d) Te Papa active mode off-road connections and park-and-ride sites

(e) PT Hybrid Network and Supporting Infrastructure

(f) Tauranga Strategic Urban Network Plan delivery

(g) Domain Road upgrade and eastern corridor park-and-ride ($40M)

(h) Bethlehem, Brookfield, and Papamoa bus facilities

36. Longer-term projects will need further business case work, cost refinement, and future funding decisions through the RLTP and LTP processes.

Coordination with Tauranga Strategic Urban Network Plan

37. NZTA is developing the Tauranga Strategic Urban Network Plan (TSUNP), which will identify and prioritise State Highway improvements in the Tauranga urban area. The TSOF programme will inform the TSUNP. Once both are complete, it is recommended that a combined delivery plan be agreed to coordinate improvements, reduce risks, and deliver system-wide benefits.

Statutory Context

38. The TSOF is not a statutory document. However, it helps align statutory planning and funding processes by:

(a) informing the RLTP and LTP, which are statutory processes under the Land Transport Management Act 2003 and the Local Government Act 2002;

(b) supporting prioritisation for the NLTP, where Government funding is allocated against GPS priorities;

(d) bringing together the land use and transport outcomes identified through SmartGrowth and UFTI into one investment programme.

39. The TSOF does not create decision-making powers. Council endorsement confirms it as the agreed basis for prioritising transport investment across the sub-region and supports a coordinated approach to statutory planning, funding bids, and delivery

STRATEGIC ALIGNMENT

40. This contributes to the promotion or achievement of the following strategic community outcome(s):

	Contributes
We are an inclusive city	ü
We value, protect and enhance the environment	ü
We are a well-planned city that is easy to move around	ü
We are a city that supports business and education	ü
We are a vibrant city that embraces events	☐

41. The TSOF sits within a clear strategic planning hierarchy:

(a) SmartGrowth Strategy (2024): A 30-year sub-regional growth strategy that sets eight transport growth directives, focusing on integration of land use and transport, compact urban development, efficient freight and public transport, and safety and accessibility for all users.

(b) UFTI Business Case (2020): Establishes the Connected Centres scenario, which forms the basis for transport investment prioritisation by emphasising mode shift, urban intensification, and reduced private vehicle dependence.

(c) GPS 2024: The national policy statement directing transport investment toward economic growth, productivity, and the RoNS programme. The TSOF programme has been adjusted to reflect current government priorities while maintaining alignment with long-term sub-regional outcomes.

(d) RLTP and LTP Processes: The TSOF directly informs both the regional and local statutory planning and funding processes.

Options Analysis

42. Two options are presented for the Regional Transport Committee to consider.

Option

Advantages

Disadvantages / Risks

Option 1: Endorse TSOF 2026 Update (Recommended)

· Provides a coordinated, evidence-based framework for sub-regional transport investment

· Aligns partner agencies on shared priorities, reducing duplication and improving programme efficiency

· Strengthens the sub-region's position in NLTP funding applications

· Enables informed, consistent inputs into RLTP and LTP processes

Funding and delivery of individual projects remains subject to future decisions

Option 2: Do Not Endorse

No immediate resource implications

· Reduces alignment across partner agencies and limits the ability to prioritise investment effectively

· Weakens the strategic and evidential basis for NLTP funding applications

· Undermines the sub-region's ability to present a coordinated programme to Government

43. Staff recommend Option 1. Endorsing the TSOF 2026 Update is the best course of action to ensure the sub-region is well placed for the upcoming RLTP and LTP processes and can advocate effectively for NLTP funding.

Financial Considerations

44. The TSOF does not commit Council to capital spending by itself. The cost estimates are high-level and were prepared only to assess the programme.

45. Key financial considerations are:

(a) All cost estimates are in 2026 dollars and reflect about 5% construction cost escalation since the 2023 TSOF.

(b) Total programme costs cover all funding partners, including TCC, WBOPDC, BOPRC, NZTA/NLTF, and private or development contributions. They are not Council-only costs.

(c) Project costs will be refined through future business cases and considered through Long Term Plans when scope and timing are clearer.

(d) Delivery depends on available funding from the NLTF, local government, and developer contributions where relevant.

(e) The TSOF reflects affordability limits, which is why major new capital projects are largely deferred beyond the first 0–3 years.

Legal Implications / Risks

46. The main implementation risks are summarised below and are consistent with earlier TSOF versions:

Risk	Mitigation
Strategic and funding risk: Changes in Government priorities or GPS settings may affect funding availability for key projects.	Maintain alignment of programme with RLTP and GPS priorities. Maintain strong partner advocacy. Explore alternative funding mechanisms (Infrastructure Acceleration Fund, Infrastructure Funding and Financing Levy).
Financial risk: Cost outcomes may exceed indicative estimates due to inflation, scope changes, or market conditions.	Stage project delivery. Refine cost estimates through business cases. Prioritise high benefit/cost ratio projects. Avoid optimism bias in planning assumptions.
Delivery risk: Constrained professional services capacity and statutory approval delays may affect project timelines.	Early engagement of professional services. Proactive planning and consenting work. Maintain resourcing focus through TSP partnership governance.
Community and stakeholder risk: Poor community acceptance of projects may affect delivery.	Early and ongoing community engagement through LTP and project processes. Clear sub-regional messaging on benefits and trade-offs.
Tangata whenua risk: Insufficient engagement with iwi may result in objections or delays.	Effective partnering and early collaboration with tangata whenua through established TSP Partnership relationships.
Programme integration risk: Poor coordination between asset owners and deliverers may compromise system-wide outcomes.	Delivery through TSP Partnership governance with clear communication protocols and agreed programme milestones.
Scope creep risk: Individual project scopes may deviate from original intent without TSP-level review, compromising intended outcomes.	Maintain TSOF scope review as part of regular TSP governance. Schedule next TSOF refresh for 2029.
Future central government reform, funding policy changes, or fiscal constraints may materially impact the affordability, timing, prioritisation, or deliverability of the TSOF programme. This includes potential reforms such as rates caps (e.g. a proposed 4% rates cap), changes to local government funding mechanisms, transport investment priorities, co-funding arrangements, or wider infrastructure reform. For Tauranga City Council, significant constraints on rates revenue could require substantial reprioritisation, deferral, scaling back, or cancellation of planned transport projects and programmes.	Maintain regular programme reviews and refreshes through the TSP partnership to ensure the programme remains aligned with changing government policy and Tauranga Council’s potential funding constraints. Prioritise staged and scalable delivery approaches, continue advocating collectively through LTP, RLTP and NLTP processes. Councils actively investigate alternative funding and financing mechanisms (e.g. IAF, IFF, developer contributions, partnerships, and targeted funding opportunities).

TE AO MĀORI APPROACH

47. The TSOF was developed through the TSP Partnership, which includes iwi as a formal partner. The framework supports outcomes that reflect Te Ao Māori principles:

(a) Manaakitanga – The programme promotes safe, accessible, and inclusive transport networks that support the wellbeing of all people within the sub-region, including whānau and communities across urban and rural areas.

(b) Kaitiakitanga – The framework supports sustainable transport outcomes through mode shift, emissions reduction, and integration of land use and transport planning, contributing to the health of the environment for future generations.

(c) Whanaungatanga – The TSOF has been developed through genuine collaboration with iwi and partner agencies, fostering a shared sense of responsibility for transport outcomes across the sub-region.

48. The TSOF aligns with the SmartGrowth Strategy, which is itself a partnership between governing bodies and tāngata whenua, and with its transport growth directives. Effective iwi engagement will remain a priority during project-level business case and design work.

CLIMATE IMPACT

49. The TSOF supports Council's climate objectives by promoting transport investment that reduces reliance on private vehicles and increases mode shift to more sustainable transport options.

50. The framework contributes to emissions reduction through:

(a) Prioritisation of public transport infrastructure and service improvements, including the PT Hybrid Network investment in the medium to long term;

(b) Investment in walking and cycling networks across priority corridors, including Ōtūmoetai, Mount Maunganui, and Papamoa;

(c) Integration of land use and transport planning to enable compact, connected urban development that reduces trip lengths; and

(d) Support for travel demand management and behaviour change initiatives to reduce vehicle kilometres travelled (VKT).

51. Transport modelling for the 2023 TSOF programme showed that the programme could lift combined bus and cycle mode share in the urban area to about 15%, compared with a baseline of about 8%. However, some public transport and cycling investments have been delayed because of funding constraints, so this level of mode shift is unlikely in the near term. Achieving these benefits will depend on delivery of the medium to long-term programme.

Consultation / Engagement

52. The TSOF 2026 update was developed through structured engagement with all TSP partners including, Tauranga City Council, Western Bay of Plenty District Council, Bay of Plenty Regional Council, and NZTA Waka Kotahi. This included project reviews, MCA workshops, and review of draft outputs.

53. Broader community engagement will occur through:

(a) Long Term Plan (LTP) consultation processes, where the TSOF programme will inform capital programme proposals;

(b) Regional Land Transport Plan (RLTP) development, which will involve public consultation on regional investment priorities; and

54. Project-level engagement as individual activities progress through business case and design phases.

Significance

55. The Local Government Act 2002 requires an assessment of the significance of matters, issues, proposals and decisions in this report against Council’s Significance and Engagement Policy. Council acknowledges that in some instances a matter, issue, proposal or decision may have a high degree of importance to individuals, groups, or agencies affected by the report.

56. In making this assessment, consideration has been given to the likely impact, and likely consequences for:

(a) the current and future social, economic, environmental, or cultural well-being of the district or region

(b) any persons who are likely to be particularly affected by, or interested in, the .

57. In accordance with the considerations above, criteria and thresholds in the policy, it is considered that the matter is of medium significance.

58. The matter is considered low as this matter is endorsing the TSOF but will be considered high for local Councils and its communities when deciding on, and consulting on proposed projects through LTP.

ENGAGEMENT

59. The TSOF was developed in partnership with all agencies, with community input to be sought through Long-Term Plan consultation and project delivery processes.

Next Steps

60. Subject to endorsement, the TSOF will:

(a) Inform development of the Regional Land Transport Plan (RLTP)

(b) Support prioritisation within the Long-Term Plan (LTP)

(d) Enable ongoing monitoring of transport outcomes against defined objectives and key performance indicators.

Attachments

1. Attachment 1 WBOP Transport System Operating Framework Update 2026 - A20336303 ⇩


AGENDA Tauranga and Western Bay of Plenty Transport Committee meeting Friday, 5 June 2026
I hereby give notice that a Tauranga and Western Bay of Plenty Transport Committee meeting will be held on:
Date:	Friday, 5 June 2026
Time:	1:30 pm
Location:	Mareanui - TCC Chambers L1 - 90 Devonport Road Tauranga

Marty Grenfell Chief Executive