Meet the ISG - Nick Miskelly
Get to know the ISG.
It’s time to meet our NZ Utilities Advisory Group representative - Nick Miskelly
Keep an eye out for your representative, as we continue to introduce you to our members.
Tell me a little bit about yourself and your background in TTM
I had a background in commercial construction before joining Chorus at the end of 2011 as the Ultra-fast broadband project began. This gave me a crash course introduction into Corridor Access and Temporary Traffic Management and the varied approach nationally. While the technical side of TTM is not a strength, I have spent a lot of time with various councils balancing our delivery needs with the network operational needs, while maintaining safety. I have also seen the value of industry steering groups in the past, so I was keen to be part of the TTM-ISG when it was formed.
Give us a quick helicopter-view of where the industry is on this journey at the moment and what needs to change to get to where we want to be?
I have been impressed with how such a competitive industry has really started to come together and look to drive change and public perception. We are seeing some of the bigger players on both sides (Client and Lead Contractor) taking leadership roles in the transition with good support from key RCAs. It is going to take a number of years for this transition to fully bed in, as the industry needs to build trust between themselves as well as with the road users.
Where do you see the ISG adding the most value over the next 12-18 months?
Providing the bridge to more senior people within key organisations to ensure they are supporting their operational teams through this transition. Some of the changes in thinking required need input and guidance from senior levels within businesses. The Kick-start programme aimed at councils is one such example. I also hope that we are able to give road workers a voice and start to change some of the behaviors of road users towards them.
What do you think is the biggest challenge for the sector in shifting to a more risk-based approach?
Lack of clarity for those operationalising TTM, which creates uncertainty during the planning and delivery phases. To achieve a risk-based approach, we need to empower parts of the sector to communicate in a different manner or with differing roles and responsibilities. For this to happen effectively, those in operational roles need clear direction to provide the confidence to implement change.
If you could clear up one misconception or let people know one thing that you don’t think is widely understood about the shift to a more risk-based approach, what would it be?
This is not an overnight changeover from CoPTTM to NZGTTM; it will take years to fully bed in through the industry, building up competency and experience through application. A practical example of this is the changeover in the give way rules in 2012, most of us approached intersections cautiously for the first few years until we built up confidence in both our own behavior as well as other drivers behaviors. When we drove into an unfamiliar area, our confidence levels were low until we saw others demonstrate illustrative evidence of others working to the new rules.
Date: 27 June 2025