OC240109
22 February 2024
Irene
[FYI request #25667 email]
Tēnā koe Irene,
I refer to your email dated 8 February 2024, requesting the following under the Of icial
Information Act 1982 (the Act):
•
“OC230984— Civil Aviation Authority Funding Review
•
OC231025 — Meeting with Carrie Hurihanganui, Chief Executive of
Auckland International Airport Limited
•
OC231076 — New Zealand Transport Agency Board - Process for
Appointing a New Chair
•
OC231109 — History of Auckland Light Rail Project”
Of the four briefings you requested:
• three are released with some information withheld
• one is withheld in full.
Certain information is withheld under the following sections of the Act:
9(2)(a)
to protect the privacy of natural persons
9(2)(ba)(i)
to protect information which is subject to an obligation of confidence or
which any person has been or could be compelled to provide under the
authority of any enactment, where the making available of the
information would be likely to prejudice the supply of similar information,
or information from the same source, and it is in the public interest that
such information should continue to be supplied
9(2)(f)(iv)
to maintain the constitutional conventions for the time being which
protect the confidentiality of advice tendered by Ministers of the Crown
and officials
The document schedule at Annex 1 summarises the above information.
With regard to the information that has been withheld under section 9 of the Act, I am satisfied
that the reasons for withholding the information at this time are not outweighed by public
interest considerations that would make it desirable to make the information available.
You have the right to seek an investigation and review of this response by the Ombudsman,
in accordance with section 28(3) of the Act. The relevant details can be found on the
Ombudsman’s websit
e www.ombudsman.parliament.nz
transport.govt.nz | hei-arataki.nz
HEAD OFFICE: PO Box 3175, Wellington 6140, New Zealand. PH: +64 4 439 9000
AUCKLAND OFFICE: NZ Government Auckland Policy Office, PO Box 106483, Auckland 1143, New Zealand. PH: +64 4 439 9000
The Ministry publishes our Of icial Information Act responses and the information contained in our
reply to you may be published on the Ministry website. Before publishing we wil remove any
personal or identifiable information.
Nāku noa, nā
Robert McShane
Acting Manager, Accountability and Correspondence
Annex 1 Document Schedule
Doc #
Reference
Document Title
Decision
1. OC230984
Civil Aviation Authority Funding Review
Withheld under Section 9(2)(f)(iv).
2. OC231025
Meeting with Carrie Hurihanganui, Chief
Released with some information withheld
Executive of Auckland International Airport under Sections 9(2)(a) and 9(2)(ba)(i).
Limited
3. OC231034
New Zealand Transport Agency Board -
Released with some information withheld
Process for Appointing a New Chair
under Sections 9(2)(a) and 9(2)(f)(iv).
Note that the incorrect reference number
was noted in your request.
4. OC231109
History of Auckland Light Rail Project
Released with some information withheld
under Section 9(2)(a).
transport.govt.nz | hei-arataki.nz
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Meeting with Carrie Hurihanganui, Chief Executive of Auckland International
Airport Limited
Key points
• Carrie Hurihanganui has requested a meeting with you to discuss:
o Arrivals and departures at Auckland International Airport Limited (Auckland
Airport), including issues with queues.
o Auckland ground transport
o Auckland Airport infrastructure
o Jet fuel resilience
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• This is your first engagement with Carrie Hurihanganui since becoming Minister of
Transport. Below is a brief update on the topics raised by Auckland Airport.
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Arrivals and departures process
1
Auckland Airport has been working with airlines and their ground handlers, NZ
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Customs Service, Biosecurity New Zealand, and Aviation Security (AvSec) for several
months to ensure international arrivals, as well as domestic and international
departures, operate well over the summer peak and beyond.
Auckland Airport-led sprints
2
In preparation for the July School Holiday and FIFA Woman’s World Cup, and in
response to concerns from border agencies and the public about the operational
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performance of the airport, Carrie Hurihanganui initiated Auckland Airport
performance sprints.
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3
In April, Auckland Airport announced the establishment of an operational
improvement project investigating the management of flights and travellers across the
airport system at Auckland Airport. Through this they sought to identify a set of
change initiatives to target meaningful improvements to customer experience for the
majority of departing and arriving customers.
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4
This work is occurring through ‘agile sprints’ which bring together a select group of
subject matter experts from government agencies, airports, airlines and ground
handling agents.
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5
Audrey Sonerson is on the CE sponsors Group. The Ministry is not involved in the
operational aspects of this work.
6
Auckland Airport has set up a ‘Sprint 2 Framework’ to develop further improvement
over the next few months.
7
As part of this work, border agencies have been working with Auckland Airport since
July on a Sprint project to improve the passenger experience during the upcoming
summer peak. Initiatives introduced include:
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7.1 introduction of a NZ/AU passport holder low biosecurity-risk lane,
7.2 baggage hall and arrivals area reorganisation (ongoing),
7.3 ensuring all parties are appropriately staffed, and
7.4 more resources to assist with queue management.
8
However, border agencies are at the limit of what improvements can be made given
physical space constraints.
9
You may want to ask if the airport is ready for the coming summer period and how
they intend to manage capacity versus the construction programme.
AvSec queuing issues at the airport
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10
The Civil Aviation Authority (CAA) has established a taskforce to address widely
reported delays (queues) for aviation screening, particularly at Auckland Airport. We
are engaged with this work.
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11
The taskforce has now been operating since late June 2023. Feedback from industry
indicates the taskforce has been successful in re-focusing the CAA’s approach to
operational matters, and improving the way it communicates with the sector. There
has been a reduction in ‘unacceptable’ queues and an improvement in the way
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queues are managed by AvSec.
12
We understand you recently met with the CAA Chair and Director to discuss aviation
security screening.
Border Executive Board
13
The Border Executive Board (BEB) is an interdepartmental executive board made up
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of the Chief Executives of the border agencies, including the Ministry of Transport
(the Ministry). The BEB was established to deliver an integrated and effective border
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system.
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The BEB has tasked officials from the border agencies (including AvSec) to engage
with our six largest airports on their collective regulatory requirements and
infrastructure needs at these airports. The Ministry co-leads this work with NZ
Customs Service.
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This work is in anticipation of the new Regulatory Airport Spatial Undertaking (RASU)
regime coming into force in April 2025 through the Civil Aviation Act 2023.
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16
The BEB has regular engagement with Auckland Airport, and directly with its Chief
Executive. The BEB has raised concerns about the increased congestion for
international passengers at the arrivals area of the airport. NZ Customs Service and
Ministry for Primary Industries have been working on issues within their control to
address congestion in preparation for the summer peak period.
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Auckland ground transport
17
Auckland Airport has signalled an interest in working with the Ministry to support the
development of the Government Policy Statement on Land Transport (GPS). They
have a particular interest in how the GPS will support transport connections between
the airport and the city.
18
As you are aware, the Ministry will release a draft GPS for consultation early in the
New Year.
Auckland Airport infrastructure investment
19
Auckland Airport is currently undertaking significant infrastructure development.
Auckland Airport’s infrastructure plan includes the redevelopment of the airport’s
domestic terminal and its integration with the airport’s international terminal by 2028.
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This is its biggest redevelopment since the airport opened in 1966. $3.9 billion has
been budgeted towards this programme, with $2.2 billion allocated to a brand-new
domestic terminal with full integration into the international terminal; and the
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remaining $1.7 billion allocated to several supporting projects.
20
The programme is expected to deliver 12 new domestic aircraft gates (20 percent
more than at the current domestic terminal). Each of these terminals will also support
electric charging, which caters to the more sustainable and larger (passenger
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capacity) domestic jets that airlines are starting to invest in.
21
Border agencies have been working with Auckland Airport on the plans for the new
terminal to ensure their regulatory requirements and delivery needs are
accommodated. This work links to the BEB work discussed above.
22
Some airlines have raised concerns about the proposed infrastructure investment.
The Board of Airline Representatives New Zealand (BARNZ; which represents most –
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but not all – airlines flying into New Zealand) has noted that the proposed $3.9 billion
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investment cost will be passed on to airlines, which in turn will lead to increases in
ticket prices. Legislative requirements mean that airports must consult before
deciding to go ahead with capital expenditure. BARNZ considers that concerns raised
by airlines have not been taken into consideration by the airport. Auckland Airport
believe that any further delay in infrastructure investment would only increase costs in
the long term.
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Jet fuel resilience
23
Auckland Airport has raised concern about New Zealand’s ability to withstand
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disruption to its jet fuel supply. In September 2017, the pipeline that carries jet fuel
from Marsden Point to Auckland ruptured with no alternative route for getting jet fuel
to Auckland Airport. Airlines flying out of Auckland Airport had to limit their use of jet
fuel to 30 percent of their usual usage, which caused significant disruption to flights to
and from Auckland.
24
There were further disruptions to the jet fuel supply chain to Auckland Airport in
December 2022 and Wellington Airport in April 2023. These were caused by imports
of jet fuel that did not meet fuel quality standards when tested on arrival. A significant
number of flights were affected during the Auckland Airport incidents in 2017 and
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Document 3
19 December 2023
OC231034
Hon Simeon Brown
Action required by:
Minister of Transport
Wednesday, 20 December 2023
NEW ZEALAND TRANSPORT AGENCY BOARD - PROCESS FOR
APPOINTING A NEW CHAIR
Purpose
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Confirm next steps for appointing a new Chair of the New Zealand Transport Agency
(NZTA).
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Key points
•
Dr Paul Reynolds and Patrick Reynolds resigned from the NZTA Board on
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6 December 2023. You have sought advice following this decision on the process for
appointing a new Chair by early March 2024. .
•
To achieve the Chair’s appointment by this date, the Ministry recommends seeking
nominations through public advertisement commencing this week, and targeted
searches. The proposed approach involves contacting several experienced Chairs
within the transport portfolio and approaching candidates to ascertain their interest.
INFORMATION
•
We will also be interested in receiving any nominations from yourself or your caucus
and coalition colleagues.
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•
We recommend that appointment of a new board member be carried out separately,
after the Chair appointment. This enables the new Chair to be involved in the
selection of the new board member, a key factor in achieving the best mix of skills for
the board as a whole. This approach will also enable a full appointments process to
be undertaken for board members instead of the accelerated process for appointing
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the new Chair.
Recommendations
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We recommend you:
1
approve the position description at
Appendix One for the Chair, New Zealand
Yes / No
Transport Agency
2
agree to
the Ministry conducting a call for nominations for the Chair’s role
Yes / No
through the Treasury candidate database, public service nominating agencies
and LinkedIn
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NEW ZEALAND TRANSPORT AGENCY BOARD - PROCESS FOR
APPOINTING A NEW CHAIR
1
Leading the NZTA Board is a challenging and time-consuming endeavour given the
breadth of functions of the Agency, the trade-offs that the Board needs to make to
give effect to those functions, and the Agency’s impacts across New Zealand.
2
Successful leadership from the Chair requires:
2.1 political nous
2.2 an understanding of considerations that need to be made at a central and local
Government level, and the ability to navigate those interests and influence
decisions
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2.3 commercial acumen; and
2.4 an ability to take responsibility for the actions of the Board and organisation,
and provide considered responses to the range of opinions New Zealanders
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have about the use or utility of certain modes of land transport.
3
A position description is attached as
Appendix One for your approval.
4
While there is a limited pool of suitable individuals who will be interested and
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available to chair the Board for the fee available ($78,540 per annum), there are a
range of skills and attributes that we can explore further to help determine who should
be taken forward for consideration. We will look to discuss these further with you in
the New Year as nominations are received and potential candidates are identified.
It is possible to appoint a new Chair by early March 2024, but it will require
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early agreement with coalition partners
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5
You have indicated to the Ministry that you would like the Chair appointed by early
March 2024. Such a timeline is ambitious and achieving it requires early identification
of candidates and efficient coalition consultation. Consultation timelines will also have
to be very short.
6
A draft timeline for your consideration is outlined in Table One below. This timeline
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assumes a Cabinet meeting is possible in late February, and that you are comfortable
deciding on a short list for consultation with coalition partners in the week beginning
22 January 2024.
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7
A key dependency for achieving this timeline will be an early signal of comfort by your
coalition partners.
8
We recommend deferring member vacancies until a new Chair is appointed, but you
may wish to also make decisions on the reappointment of incumbent members.
s 9(2)(f)(iv)
9
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APPENDIX ONE
Posit on
Position Description | Chair, New Zealand Transport Agency
On behalf of the Minister of Transport, the Ministry of Transport is searching for a high-calibre
candidate to Chair the Board of the New Zealand Transport Agency (NZTA).
NZTA is a Crown agent under the Crown Entities Act 2004, with responsibility for financial
investments in, and the management and regulation of, the land transport system. It is
governed by a Board of seven to nine members who are appointed by the Minister of 1982
Transport under the Land Transport Management Act 2003.
Competencies sought
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The Board requires a full range of competencies across members to be effective. To be
considered, candidates must be an experienced Board Chair and possess competencies
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which complement those of existing Board members. They must bring an understanding of
the complexity of operating within a modern transport system.
Section 30(2) of the Crown Entities Act 2004 sets out the criteria for disqualification from
membership of a Crown entity board.
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You will need to be able to demonstrate most, if not all, of the following qualities and
competencies as Chair of the NZTA Board:
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•
strategy and culture – contribute to and drive strategy formulation, direction,
implementation and communication and ensure development of organisational culture
based on the vision and strategy
•
leadership – can demonstrate experience in taking responsibility for the effective
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operation of a Board, ensuring that the Board sets a purpose or vision and articulates
organisational values. You should also be able to demonstrate the ability to ask the
right questions of management, distinguish between governance and management,
and the levels of oversight and leadership required across NZTA’s operations
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•
experience in the inner workings of Government – this includes the ability to work
with the Minister to problem solve, and navigate issues between the political
environment and agency’s functions. You should also have an understanding of the
political context and relationships within which central and/or local Government is
required to operate. Understanding of and agreement to implement the Government’s
National Policy Statement for Land Transport.
•
able to navigate complex operating environments to deliver results – this includes
being able to manage competing and/or challenging priorities, as well as political and
public policy factors
•
judgement and critical thinking – demonstrated experience of exercising judgement
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and critical thinking, preferably within a regulatory environment. In addition, you should
be an active listener, open thinker, and be able to draw from your own personal
experiences to contribute towards discussions at the Board table
•
able to work collaboratively to reach consensus – demonstrated understanding of
the individual and collective duties Boards possess (particularly within a Crown
context), and an ability to reach a collective decision as a Board while respectively and
constructively evaluating each other’s personal views on a matter. Accepts the need for
collective responsibility for the final decision reached.
In addition, the Minister of Transport expects the Board as a whole to possess the following
competencies. Candidates will be expected to demonstrate experience or understanding of
one or more these competencies:
•
engineering, planning and delivery – experience in overseeing and delivering major
infrastructure projects particularly as a lead contractor or part of an alliance/public
private partnership model. The successful candidate must be able to demonstrate
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knowledge of the lifecycles of large infrastructure assets, their resilience and security,
and their ability to respond to population needs over time; as well as low-carbon
construction methodologies. A qualification and experience in engineering or a related
discipline is desirable
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•
finance (investment and funding) – deep understanding of funding mechanisms,
investment funding models and debt management, including a strong understanding of
how funding works. In addition, you must be able to demonstrate an awareness of how
organisations should perform effectively and prudently within a given funding envelope
•
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procurement – experience of contract management of large-scale construction
contracts on time and on budget
•
governance and strategy – experience in governance, preferably in both the public
and private sectors, with the ability to ask the right questions of management,
distinguish between governance and management, and understand and perform
governance functions. The successful candidate will be able to engage with a range of
stakeholders, deliver on Government policy and direction and a have a clear
understanding of the role of a governor
•
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regulation – a strong understanding of regulatory functions and powers including senior
experience in either a regulated industry or as a regulator. A deep understanding of the
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fundamentals of a modern regulator and the impacts of regulation is required
•
digitally competent (IT change programmes) – knowledge of digital systems and
experience in overseeing IT change management, assurance of change programmes.
•
health, safety and legal obligations – an understanding of all the legislative
requirements of directors and entities, in particular the Health and Safety at Work Act
2015 and ideally experience in embedding a health and safety culture within a complex
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Background to NZTA
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NZTA’s core functions (fully listed under section 95 of the Land Transport Management Act
2003) are:
•
planning the land transport networks: influencing transport planning and partnering
with approved organisations to invest in the transport system for desired results
•
investing in land transport: partnering with approved organisations to invest in the
land transport system for desired outcomes
•
managing the State highway network: developing and managing the State highway
network
•
regulation: implementing the land transport regulatory framework to ensure safe
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access and the use of the land transport system
•
investigate and review accidents and incidents involving transport on land in its
capacity as the responsible safety authority, subject to any limitations set out in
the Transport Accident Investigation Commission Act 1990
•
assist, advise, and co-operate with KiwiRail in relation to KiwiRail’s role in preparing
each rail network investment programme.
The Land Transport Management Act 2003 further outlines NZTA’s statutorily independent
functions, which are to:
•
develop and approve the National Land Transport Programme (NLTP) to give effect to
the direction and priorities in the Government Policy Statement on Land Transport
(GPS)
•
approve activities as qualifying for payment from the National Land Transport Fund
(NLTF)
•
approve procurement procedures for land transport activities
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•
issue or suspend any land or rail transport document or authorisation
•
enforce any provisions relating to its functions.
Background to the role
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The Board has the following responsibilities:
•
setting the strategic direction for NZTA to ensure that it has the right capability to
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effectively deliver its core roles and functions
•
appointing the Chief Executive and holding management to account for the delivery of
Government priorities and the organisation’s core functions
•
providing oversight of NZTA’s operational activities to support the efficient operation of
the land transport system, including management and maintenance of the State
highway network
•
providing oversight and management of the land transport investment system,
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including providing stewardship and oversight of the NLTF
•
developing the NLTP to give effect to the Government’s transport priorities set through
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the GPS
•
giving effect to the responsibilities as a regulator of the land transport system to ensure
that NZTA operates as a modern, risk-based regulator that is effectively targeting risk
across the land transport system, including regulation of commercial transport
operators, rail, vehicle certification, driver licensing and speed management.
•
appointing the Director of Land Transport
•
ensuring NZTA has robust risk and assurance processes across the delivery of NZTA’s
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core functions and activities, including delivery undertaken by its contractors, suppliers
and approved organisations
•
making significant planning, investment, and funding decisions
•
influencing and contributing to the land transport sector, including supporting urban
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development, regeneration, and land use planning
•
overseeing the development and delivery of major land transport infrastructure.
Board members are appointed for a term of up to three years. The Board meets monthly
from February to December, and the three Board committees meet every two to three
months. Board Chairs are expected to work approximately 30 days a year.
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Board fees are set according to criteria in the Cabinet Fees Framework. NZTA is classified
as a Group 3a Level 1 General Governance Board. Accordingly, the Chair is entitled to
receive an annual fee of $78,540.
Expressions of Interest
Please note that should a candidate from within the Board be identified for appointment as
Chair, the Ministry may approach you for consideration as a member.
To apply for the role, please apply through the Treasury database at
http://www.boardappointments.co.nz, and include a copy of your full Curriculum Vitae by 9.00
am on 15 January 2024.
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The Minister is interested in completing this process as soon as practicable. To achieve this,
candidates may be asked to be available for interview between late January and early
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February 2024.
If you require further information, please email [email address]
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s 9(2)(f)(iv)
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s 9(2)(f)(iv)
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Document 4
20 December 2023
OC231109
Hon Simeon Brown
Minister of Transport
HISTORY OF AUCKLAND LIGHT RAIL PROJECT
Purpose
1
In response to your request this briefing provides information on the history of the
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Auckland Light Rail (ALR) project, including prior decisions made by the Crown and
costs incurred.
2012 analysis of public transport investment in the corridor
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2
In 2012, Auckland Transport commissioned Sinclair Knight Merz to assess future
transport network deficiencies in Auckland. The resulting 2012 City Centre Future
Access Study (CCFAS) highlighted city centre access issues from the central and
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southern isthmus not served by the heavy rail network.
3
Analysis of forecast demand on the public transport network, compared to the expected
capacity, showed many bus routes in the inner city and central isthmus would exceed
capacity by 2041. The analysis indicated that forecast demand would require additional
public transport intervention to increase capacity, including for the Dominion Road/ Mt
Eden Road corridor.
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2015-2016: Auckland Transport
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4
In 2015, Auckland Transport released its Regional Land Transport Plan (RLTP) 2015-
20251 which stated that, following an assessment of options, a light rail network that
served the central isthmus had been identified as the best option to overcome
capacity challenges. The RLTP noted the development of a light rail network also
opened up the potential for the long-term travel solutions to the airport, the North
Shore, and other possibilities.
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5
In October 2015, Auckland Transport, Auckland Council and the New Zealand
Transport Agency (NZTA) jointly released the Auckland Central Access Plan (CAP) –
Strategic Case2. This was prepared in response to the CCFAS, as well as earlier
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studies, which showed that it would not be effective or efficient to increase
accessibility to the city centre by private transport. Their strategic case focussed on
public transport and active modes backed by stronger urban intensification.
1 https://at.govt.nz/media/1191335/Regional-Land-Transport-Plan-Adopted-Version-July-2015.pdf
2 https://at.govt.nz/media/1913574/cas-strategic-case-report.pdf
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In March 2016, the Auckland Transport’s supporting CAP Programme Business Case
(PBC)3 recommended a programme of work including:
• assessing and as appropriate including a possible second high-capacity line on
Sandringham Road and / or a metro rail spur from the Western Line to Mt Roskill;
and
• refining /developing higher capacity rapid transit programme that can use Queen
Street and Dominion Road while enhancing the urban amenity – expected to be light
rail.
7
In June 2016, Auckland Transport released a draft indicative business case into the
South-Western Multi-modal Airport Rapid Transit4. This report’s purpose was to
address problems of constrained access to the Auckland Airport and surrounding
districts, as well as accessibility and transport choices for the Māngere-Ōtāhuhu area.
The report recommended that that two shortlisted options should be taken forward for
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further detailed investigation, including a light rail option that extended the alignment
for Dominion Road along SH20 and SH20A to the Airport via an interchange at
Onehunga.
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2017-2019 – Central government commissions a light rail project
8
In August 2017, then Labour leader, Jacinda Ardern, announced that, if elected, her
government would build light rail from downtown Auckland to the airport within a
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decade.
9
In May 2018, Cabinet commissioned NZTA to develop a single stage business case.
Its design was based on the street-integrated light rail solution that had been earlier
developed by Auckland Transport.
Parallel process
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10
In April 2018, NZ Infra (a joint venture between the New Zealand Superannuation
Fund and Canadian institutional investors CDPQ Infra) approached the government
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with an unsolicited proposal for an alternative delivery and financing approach for light
rail to the airport. Later in 2018, the Minister of Transport sought further advice on the
NZ Infra approach.
11
In June 2019, Cabinet directed the Ministry to run a parallel process with NZTA and
NZ Infra developing their own proposals over four months. The two proposals were
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evaluated against a common set of criteria to enable central government to choose a
preferred delivery partner or decide an alternative course of action. After the
proposals were presented, the Ministry gave advice to the Minister of Transport and
cross-party consultation took place during May 2020.
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12
However, the three government parties were unable to reach agreement on a
preferred proposal. Cabinet also noted the current economic environment meant
there were elements of both proposals fundamental to the commercial arrangements
that were not acceptable to the Crown.
3 https://at.govt.nz/media/1913570/cap-programme-business-case.pdf
4 https://at.govt.nz/media/1927342/draft-smart-indicative-business-case.pdf
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As a result, in June 2020, Cabinet formally terminated the proposal process and
asked the Ministry and the Treasury to provide options for public service delivery to
the new government following the 2020 general election. The intellectual property
created by NZ Infra as part of the parallel process remains the commercial property of
NZ Infra and is not available to government officials.
2021-2023: Public service delivery model advanced
14
In March 2021, the Minister of Transport announced the formation of a temporary
Establishment Unit to progress an indicative business case to enable decisions to be
made on mode and route, and to provide cost estimates as well as funding and
financing options. The Establishment Unit was overseen by a board with
representation from the Ministry, NZTA, Auckland Transport, Auckland Council and
Kāinga Ora. Auckland Council and Crown representatives were joint Sponsors of the
project.
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15
In December 2021, Cabinet agreed a preferred option of Tunnelled Light Rail – a
segregated option in the denser areas of the route and surface running along Bader
Drive (in Māngere). Cabinet also agreed to progress the project to the detailed
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planning phase.
Detailed planning phase and the establishment of Auckland Light Rail Limited
16
The detailed planning phase was set up with a governance arrangement that had
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representatives from the Crown, Auckland Council, and mana whenua as Sponsors,
making decisions together to progress the project.
17
In May 2022, the former government announced the Honourable Dame Fran Wilde
would lead a board overseeing the design and construction of the project taking effect
from 1 June 2022 following the conclusion of Establishment Unit Board on 31 May
2022. The latter’s work included releasing a tender for detailed design out to market
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as well as work on funding and urban design components.
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18
In October 2022, Auckland Light Rail Limited (ALRL) was established as a Crown
Entity Company to deliver the final business case and undertake preparatory work to
deliver the project. Dame Fran Wilde was appointed Chair of ALRL’s Board.
19
To provide clear lines of accountability during the detailed planning phase, a Project
Planning and Funding Agreement (PPFA) was agreed between ALRL, the Crown,
and Auckland Council. Given the complexity of the project and the number of
OFFICIAL
outcomes intended to be achieved by it, certain decisions that shaped the business
case were reserved for Sponsors. This included decisions on the route and station
locations and growth assumptions used. The Crown reserved decision making for the
THE
final investment decision and policy matters required to deliver the project
20
In addition to decision-making to establish ALRL, ALR Ministers (Ministers of
Finance, Housing and Transport) made other decisions in the detailed planning
phase to progress the project. These included:
• supporting ALRL in seeking requiring authority status so the company could have
responsibility for protecting the corridor;
• the approval of the acquisition of land following Cabinet’s approval to release
tagged contingency for land acquisition; and
IN CONFIDENCE
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ACT
UNDER
INFORMATION
RELEASED
OFFICIAL
THE
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