Planning

In Progress

Done

myWorksites Roadmap

We are looking to collaborate with the sector around improving the tools for the scheduling of work including real-time deployment of work. How can we can best communicate the activation of roadworks with various stakeholders? Here is what our research has uncovered so far:The public wants to know:<ul><li>When roadworks will be completed (and why they are being done) </li><li>Whether there are going to be roadworks on their journey today/tomorrow</li></ul>Road controlling authorities want to know:<ul><li>What work is scheduled on the network so that they can help plan and mitigate imminent impacts to transport users. (usually through Advertising, Signals Changes, Public Transport Operations or deferring work)</li><li>What work is currently on the network so they can manage real-time operations</li><li>What work was done on the network so they can provide auditing (quality control) for the work</li></ul>Other stakeholders: (emergency services, heavy haulage etc)<ul><li>Want to know if work may impact specific parts of the network that relate to them</li></ul>Roading Contractors want:<ul><li>Flexibility around the timing of their work to better handle their dynamic operational needs.</li><li>Easy ways to schedule and communicate the deployment of work</li><li>Simple to use tools that work well while out on the road and in the office</li><li>Ability for sub contractors to optionally handle scheduling and deployment of work</li><li>A channel for communicating with the road uses so that they can mitigate risks on their worksites. </li></ul>

Planned

Enhancement: Scheduling of Road Space bookings with Real-time Deployments

George Wills

New functionality for a controlled RFI process within a Worksite or TMP

Controlled RFI (Request for further Information)

An Anonymous User

<h1>Enhancing corridor characteristics and impact score </h1>Introducing a data-driven “Impact Score” that quantifies the likely disruption of any proposed worksite by combining multiple road and traffic metrics.<h2> Problems to overcome: </h2>Without objective metrics, assessing and comparing worksite disruptions relies on subjective judgment and disparate data, hindering consistent prioritization.<ul><li>Assessing potential disruption relies on subjective judgment and disparate data sources.</li><li>No consistent way to prioritise or compare works based on network impact.</li><li>Limited ability to set thresholds for when additional review or public communication is required.|</li></ul><h2>Benefits &amp; outcomes sought: </h2>A standardized, composite Impact Score will enable data-driven triage, consistent prioritization, and targeted mitigation for the most disruptive works.<ul><li>Composite Impact Score: Automatically calculated from factors such as road hierarchy, traffic volume versus capacity, predicted queue lengths, network criticality, timing, and alternative routes.</li><li>Integrated with workflows: Score drives conditional routing in CAR/TMP workflows, shapes notification rules, and feeds into clash visualisation.</li><li>Prioritisation &amp; triage: Thresholds trigger additional scrutiny or consultation-works above a defined score require full multi-party review, public notices, or mandatory mitigation plans.</li><li>Resource optimisation: Focuses Corridor Managers and Traffic Operations on the most disruptive works first, reducing network risk and aligning with Auditor-General performance reporting calls.</li></ul>

Completed

Automated impact score

Enhance the CAR applicant view to show coordination opportunities where the worksite extent, TMP, layout or detour overlaps with another worksite:The applicant should be able to:<ul><li>See the contact details for the other party</li><li>Add a status to indicate how the clash was addressed (resolved, unresolved etc)</li><li>Add a note / comment to provide further information</li></ul>The RCA should be able to:<ul><li>Review the same list</li><li>Add notes during the approval process</li></ul>As worksites go through approvals and revisions, the clash detection should automatically update and<ul><li>Display any “new” clashes</li><li>Resolve any that are revised or declined to not longer clash</li></ul>

Worksite & TMP Coordination

We lack time and process within the planning, design &amp; coordination phases of projects to allow for the communication, collaboration and innovation required to generate better outcomes on our networks.<h2 style="text-align: start">Problem definition</h2>There is currently insufficient time within the planning, design and coordination phases of projects to enable “joined up thinking” when it comes to balancing the work that needs to be done within NZ’s road corridors and mitigating the impacts of that work.This lack of sufficient time is a cultural/systemic issue which in part may have arisen from timeframes outlined within the Utilities Act. Historically there has been insufficient process and resource applied to promoting the collaboration needed for to generate better outcomes.In order to allow for better joined up thinking we need to “buy” all stakeholders more time to communicate, collaborate and innovate.Stakeholders in this instance:<ul><li>Utility Companies</li><li>Asset Maintenance </li></ul>Allow both the RCA and Applicant time for disruption assessment and works coordination by Implementing a “pre-approval” process where a large scale piece of work can be entered to MWS 3-6 months prior to work start.This would provide a much lengthier time for the RCA to work with the applicant to manage particularly complex or disruptive pieces of work. Benefits to the end user may be that the individual WAPs are “pre-approved” if they score the same or less than the overall projects complexity score, thus reducing their workload and creating better efficiencies for the RCA.In order for this to succeed (without costing more) we need to be mindful that we don’t just add more work to the role of a Corridor Manager. Rather we need to move an aspect of their work from being “just in time” to “well in advance”. By doing an aspect of the Corridor Manager role earlier we should reduce their later workload while also buying time for various stakeholders to collaborate, identify risks and optimise delivery solutions. <h2 style="text-align: start">Pre-approval process</h2>A new process within AT to review and collaborate with contractors on worksites which are likely to have a high impact on the network.<ul><li>Problems to overcome: High impact work and traffic management is unable to be effectively coordinated and managed from planning through to delivery. Key challenges faced:</li><li>Limited time for stakeholders to collaborate on how to best mitigate the impact of works</li><li>Important details and context is getting lost over time ‘off system’ communication is reducing the visibility of collaboration and decision-making</li><li>Unable to identify potentially high impact work</li><li>Underused roadspace and inefficient access management</li></ul>Benefits &amp; outcomes sought: This initiative aims to transform current process through proactive collaboration and system alignment, focusing on:<ul><li>Better visibility of priority work, sooner</li><li>Improved coordination between different teams</li><li>Agreeing early on access rules and making sure they’re followed</li><li>Encouraging early involvement from all parties through incentives</li><li>Promoting higher-quality traffic management with risk-based designs</li><li>Better tracking of impacts and potential conflicts throughout</li></ul>

Works coordination review

Currently, some STMS’s are only given some of the pages of a TMP to take onsite. Having a page number would show them that there are pages missing and should lead to better compliance.

Add page numbers to approved PDF's

Feedback received from: CCC CAR Processing team and IndustryProblem:Work complete notices being accepted or rejected do not send an email to the end user to advise them of this.This creates some manual work to check on the status, and may also increase delays in addressing the rejection reasons

Notify Acceptance/Rejection of works complete

Worksites that affect public transport routes involve additional notification/approval workflows and should be clearly identified.Investigate the value of exposing this data in MWS as part of the complexity score and/or a map layer.

Add Public Transport Routes as data points

Create a report of audit data that can be filtered by date to provide data for the NZTA KPI reporting requirements

Generate reports from the audit module for NZTA KPI reporting

Addition of a digital signature panel to the SCR (audit form).

Add a digital signature panel to the audit form

Enable user-saved searches

When a TMP is revised, any associated Deployments are lost, creating manual re-work for applicants simply needing to revise their TMP and update layout dates.