Agenda of Auckland City Centre Advisory Board

I hereby give notice that an ordinary meeting of the Auckland City Centre Advisory Board will be held on:

Date:

Time:

Meeting Room:

Venue:

Wednesday, 27 June 2018

3:00pm

Room 1, Level 26
135 Albert Street
Auckland

Te Poari Kaitohutohu mō te Pokapū o te Tāone

Nui o Tāmaki Makaurau /

Auckland City Centre Advisory Board

OPEN AGENDA

MEMBERSHIP

Chairperson	Ms Viv Beck	Business Improvement District
Deputy Chair	Mr Andrew Gaukrodger	Corporate sector
Members	Ms Noelene Buckland	City Centre Residents Group
	Member Shale Chambers	Waitemata Local Board, Auckland Council
	Mr Greg Cohen	Tourism/Travel
	Mr Ben Corban	Arts and Cultural Sector
	Mr Terry Cornelius, JP	Retail sector
	Mr George Crawford	Property Council of NZ
	Cr Chris Darby	Auckland Council (Mayor’s alternate)
	Mayor Hon Phil Goff, CNZM, JP	Auckland Council
	Mr Dane Grey/ Mr Ngarimu Blair	Ngāti Whātua Ōrākei
	Mr Mark Kingsford	Corporate sector
	Cr Mike Lee	Liaison councillor, Auckland Council
	Ms Amy Malcolm	Tertiary Education (University of Auckland & Auckland University of Technology)
	Mr James Mooney	Urban design/institute of architects
	Mr Nigel Murphy	Tertiary Education (University of Auckland & Auckland University of Technology)
	Mr Adam Parkinson	City Centre Residents Group
	Mr Patrick Reynolds	Transport representative
	Mr Michael Richardson	Business Improvement District

(Quorum 10 members)

Sonja Tomovska

Governance Advisor

21 June 2018

Contact Telephone: 021 615 961

Email: sonja.tomovska@aucklandcouncil.govt.nz

Website: www.aucklandcouncil.govt.nz

Auckland City Centre Advisory Board

27 June 2018

Update on the transfer of town centre cleaning and maintenance from Auckland Transport and Waste Solutions to Community Facilities

File No.: CP2018/10965

Te take mō te pūrongo / Purpose of the report

1. To receive an update on the transfer of city centre cleaning and maintenance from Auckland Transport and Waste Solutions to Community Facilities.

Whakarāpopototanga matua / Executive summary

2. Town centre cleaning and maintenance services will be transferred to Community Facilities from Auckland Transport and Waste Solutions, as part of the rationalisation of these services across Auckland. This was originally scheduled to go live on 1 July 2018, but has been postponed until 1 July 2019.

3. Community Facilities is currently finalising the details of the variations to the full facilities contracts through a project called ‘Streetscapes’ and the current full facilities contractors will be providing pricing on these. It is expected that due to the increased size and scope of service levels, that the costs are likely to be higher than current budgets.

4. Community Facilities staff will be meeting with the Waitematā Local Board asking for any issues they have with the current town centre cleaning and loose litter services supplied respectively by Auckland Transport and Waste Solutions. The Auckland City Centre Advisory Board is invited to provide feedback on this matter. Feedback can be provided to Tery.Everett@aucklandcouncil.govt.nz by 31 July 2018.

5. A further update on the outcome of negotiations will be provided to the Auckland City Centre Advisory Board in late 2018.

Ngā tūtohunga / Recommendation

That the Auckland City Centre Advisory Board:

a) receive an update on the transfer of city centre cleaning and maintenance from Auckland Transport and Waste Solutions to Community Facilities

b) agree to provide feedback for city centre cleaning and maintenance services by 31 July 2018.

Horopaki / Context

6. Community Facilities introduced the full facilities contracts in 2017 through Project 17 to ensure standardised services, but with enough flexibility to meet the needs of customers. This review is called ‘Streetscapes’. The contracts are outcomes and performance driven, provide consistent delivery of service, reduce duplications and cost, create efficiencies by bundling similar services, ensure benefits realisation – all the while putting the customer first.

7. The Streetscapes process has been introduced to rationalise the current Auckland Transport service standards and areas to be cleaned. In this context, the Auckland city centre is being rescoped to include potentially higher standards and a possible extended area to be cleaned to ensure a better outcome for all, ensuring the city centre has clean and well-maintained streets for occupiers and visitors alike.

8. Streetscapes has proposed using the Unitary Plan as the basis to include all the major roads for cleaning, loose litter and bin emptying services at a higher, outcomes-based, enhanced service level. Areas to be cleaned can be viewed in Attachment A. It must be noted, however, that this is a proposal that will be tested during the pricing and subsequent re-negotiation phase.

Tātaritanga me ngā tohutohu / Analysis and advice

9. Auckland Council and Auckland Transport currently use multiple suppliers often working independently, resulting in gaps in facilities maintenance service outcomes. Community Facilities has one full facilities supplier, Ventia, servicing the Waitematā Local Board area. Ventia has indicated that they will deliver town centre cleaning, loose litter and bin emptying.

10. This provides not only improved cost efficiencies but also an integrated service offering a better experience for occupiers and visitors to the city centre.

11. To ensure there is a clear understanding of specific services that are reportedly lacking, the Waitematā Local Board will be invited to provide their top three priorities for improving the service currently provided by Auckland Transport and Waste Solutions. The objectives of this engagement are to:

· understand if there are common services or trends that need to be addressed by the Community Facilities’ supplier

· identify services or areas that need to be factored in for negotiation purposes (that may not already be included).

12. This engagement will take place in July 2018, and the Auckland City Centre Advisory Board is also invited to provide feedback on these services by 31 July 2018 via Tery.Everett@aucklandcouncil.govt.nz.

Impact on the city centre

13. Testing the remapping of the city centre against the Unitary Plan has extended the area. The proposed enhanced service levels to keep the city clean and maintain Auckland’s reputation as a tourist destination. This has resulted in a potential price increase which the current budgets cannot accommodate.

14. The Auckland City Centre Advisory Board is invited to propose alternative solutions for keeping the city centre clean and well-maintained, as staff enter contract negotiations. Recommendations can be sent to Tery.Everett@aucklandcouncil.govt.nz.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe /
Local impacts and local board views

15. There are known cleaning service issues within the city, and the Waitematā Local Board will be invited to provide their top three priorities for improving city centre maintenance and cleaning services to Community Facilities by 31 July 2018. These priorities will be taken into consideration for negotiation purposes.

Tauākī whakaaweawe Māori / Māori impact statement

16. While this report has not involved specific engagement with mana whenua, it is recognised that the maintenance of streetscapes and environments have integral links to concepts of manaakitanga and kaitiakitanga. Mana whenua engagement will be undertaken on any aspects of the proposed work programme that are anticipated to have an impact on sites of significance to mana whenua.

Ngā ritenga ā-pūtea / Financial implications

17. Financial implications will be addressed through negotiations and presented to the Strategic Procurement Committee, and the Finance and Performance Committee in October 2018. It is expected that for improved services across a potentially wider area, the cost will potentially be higher than the current budget.

Ngā raru tūpono / Risks

18. It has been noted that there could be an impact on Auckland’s reputation as a tourist destination, particularly with the notable international events occurring here shortly, should service levels potentially not improve.

19. Even following robust negotiations, a potential financial risk is identified wherein the current allocated budgets may not necessarily meet the proposed pricing. This is due to the proposed extended Unitary Plan boundaries and suggested higher service levels.

Ngā koringa ā-muri / Next steps

20. A timeline indicating the next steps in this process are indicated below:

· By 31 July 2018: feedback on current city centre cleaning and maintenance services to be provided to Tery.Everett@aucklandcouncil.govt.nz

· August - September 2018: negotiations regarding the enhanced and extended Streetscape services will commence with Ventia

· 3 October 2018: the final outcome will be presented to the Strategic Procurement Committee, followed by the Finance and Performance Committee

· 1 November 2018: letters to mobilise will be given to the full facilities supplier

· 1 April 2019: transfer of Auckland Transport berm mowing to Community Facilities suppliers commence

· 1 July 2019: transfer of Auckland Transport town centre cleaning and Waste Solutions loose litter and bin emptying to Community Facilities suppliers commence.

21. A further update on Streetscapes pertaining to the city centre cleaning services will be provided to the board in late 2018.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Streetscape area and service levels for the Auckland city centre	11

Ngā kaihaina / Signatories

Author

Tery Everett – Senior Project Manager, Community Facilities

Authorisers

Rod Sheridan – General Manager Community Facilities

John Dunshea - General Manager Development Programmes Office

Auckland City Centre Advisory Board

27 June 2018

Auckland City Centre Development Response Strategy and Action Plan pilot

File No.: CP2018/07667

Te take mō te pūrongo / Purpose of the report

1. To note the results of the Albert Street development response pilot, which is a collaboration between Activate Auckland and City Rail Link Limited.

2. To endorse the preparation of an Auckland City Centre Development Response Strategy and Action Plan.

Whakarāpopototanga matua / Executive summary

3. In May 2017, a development response pilot was initiated for the Albert Street precinct. The pilot was a collaboration between City Rail Link Limited and Activate Auckland. City Rail Link Limited funded a street response manager to coordinate all development response actions and Activate Auckland contributed staff time and city centre targeted rate budget to fund most of the development response activities.

4. Following the success of the pilot, lessons learned are being applied to the Downtown programme, the Karangahape Road enhancements project and future stages of City Rail Link construction.

5. Further work is being undertaken to assess the funding and other resource requirements of a dedicated development response programme for the city centre.

6. A development response action plan has been prepared for the Downtown programme and development response activities are underway during the pre-construction phase. This is the first time a comprehensive development response programme has been enabled in Auckland, and it will be integrated with the development programme for the city centre.

Ngā tūtohunga / Recommendations

That the Auckland City Centre Advisory Board:

a) note the results of the development response pilot for the Albert Street precinct

b) acknowledge and support City Rail Link Limited and Activate Auckland for their commitment to development response activities

c) acknowledge and support the Downtown programme for preparing a development response programme for this programme of work from inception.

d) endorse the preparation of an Auckland City Centre Development Response Strategy and Action Plan.

Horopaki / Context

7. At the board’s September 2017 meeting the following resolution was passed:

Resolution number CEN/2017/66

MOVED by Ms T Loveridge, seconded by Mr Mooney:

That the Auckland City Centre Advisory Board:

a) receive the presentation on the Development Response Strategy.

b) endorse the completion of The Development Response Strategy to enable a council-wide integrated approach to managing development response.

c) support Auckland Council and City Rail Link Ltd pilot of a coordinated model for Development Response.

8. The resolution supports the development response pilot for the Albert Street precinct that began in May 2017.

9. This report provides the board with the results of the implementation pilot and advises the board of further targeted implementation of the development response strategy in the city centre.

Development response: strategy, goals and themes

10. Development response is the coordinated planning and implementation of tools to mitigate the impacts of large scale development, and cumulative impact of construction activity on people.

11. Managing the effects of development on local residents and stakeholders is both an operational and strategic issue and can have significant consequences. If well-managed, a development response approach to construction projects can provide long lasting positive outcomes for the city centre before, during and after construction.

12. The Auckland City Centre Development Response Strategy contains the following goals:

· responses to managing disruption are coordinated and integrated

· city centre messaging is clear and consistent

· communication is timely and helpful

· customers are at the centre of what we do

· work with people, residents, groups and businesses to help them during disruption

· city centre amenity is managed and enhanced

· the attractiveness and vitality of the city centre is reinforced by activation

· development is used as an opportunity to provide legacy benefits and shape the city of the future

· plan a development response programme to look ahead ten years or more.

13. Implementation actions are organised across nine themes: funding, communications and engagement, operations management, strategic planning, business support, activation, behaviour change, monitoring and evaluation, and wayfinding.

Links to strategies, policies, plans and projects

14. The development response programme is currently embedded into the following city centre projects:

· the Downtown programme

· City Rail Link

· the Karangahape Road Enhancements project.

Tātaritanga me ngā tohutohu / Analysis and advice

Implementation pilot – Albert Street precinct

15. The Albert Street Development Response Plan was drafted in May 2017. It is a site-specific development response plan to alleviate the impacts of construction on the business, resident and visitor community. The plan is cognisant of the precinct’s values and was led by the City Rail Link team with support and funding from Activate Auckland.

16. The following initiatives have been implemented in the Albert Street precinct as part of the development response pilot.

Business Pac

17. A comprehensive business support package is being delivered by a collaboration between Auckland Council, City Rail Link Limited, Auckland Chamber of Commerce, Business Mentors New Zealand and Auckland Tourism Events and Economic Development.

18. All ground floor small businesses along the City Rail Link route in the city centre have been offered, free of charge:

· a business mentor for a year

· membership to the Auckland Chamber of Commerce for a year, including

o an advice line (phone service)

o online resources

o networking events

· social media training.

19. Several businesses have signed up for some or all of the business support services available. Feedback has been particularly positive from those business owners who have signed up for a business mentor.

Cheap Eats campaign

20. A multi-channel campaign was developed to drive spend and increase pedestrian numbers around the Albert Street precinct. It highlighted the many Albert Street businesses that sell good quality, great value for money meals. Channels included:

· Facebook

· postcards

· scrim panels

· electronic newsletters and emails.

21. The campaign will be refreshed and expanded to include businesses on Victoria Street and Wellesley Street when the next stage of construction begins.

Eat Albert Street Event

22. As part of Heart of the City’s Restaurant Month in August 2017, performances were held in eight venues on Albert Street and roving street performers (including burlesque dancers, opera singers and Indonesian peacock dancers) moved from venue to venue. Feedback from the businesses involved was positive with all of them keen to be involved in future events.

Wednesdays on Wellesley Street

23. In November and December 2017, six Wednesday evenings of live entertainment were held on Wellesley Street to directly support businesses after the Wellesley Street shaft was completed. Owners of the four nearby restaurants have indicated their appreciation of the entertainment.

Litter

24. The level of service for loose litter collection has been increased. A foot orderly has been engaged for an additional 24 hours per week to collect all loose litter.

25. Regular monitoring of rubbish collections, illegal dumping and the placement of private rubbish bins has enabled litter issues to be resolved as they arise.

Improved accessibility

26. An audit of the accessibility of Albert Street was undertaken. It provided pragmatic recommendations to improve pedestrian safety and accessibility for all. These have been implemented as stages of construction have allowed.

Hoardings and fences

27. A consistent look and feel to hoardings and fences, incorporating wayfinding and project information, was implemented. Solid construction hoardings were designed to recede and provide a calming background to the street.

28. Scrim panels on temporary fences were designed personalising and adding colour to Albert Street, and making use of images from the neighbourhood. Scrim panels were used on both City Rail Link and private construction sites to improve the appearance of the street.

Events

29. In addition to the Eat Albert Street event, the marketing campaigns of annual events were leveraged to promote Albert Street focused events:

· Heritage Festival 2017 – heritage walks around Albert Street

· Artweek 2017 – installations in four venues and art tours around Albert Street.

Operations management

30. Engagement with the City Rail Link construction team has been focused on minimising the impact of construction on the street by:

· removing solid hoardings wherever possible

· removing unnecessary fences and barriers

· maintaining a clean and tidy site at all times.

Monitoring and evaluation

31. Baseline measures for pedestrian activity (manual pedestrian counts) and business trade (Marketview) have been established. Data will be collected continuously and analysed until the end of the construction of City Rail Link, anticipated to be 2023/24.

Communication and engagement

32. A proactive and positive communication and engagement culture has been established by:

· promoting Albert Street businesses at every opportunity (including Cheap Eats and Restaurant Month)

· regular face to face contact with business owners

· resolving all operational issues as quickly as possible.

Mapping construction activity

33. A simple Google maps platform has been used to map all public and private construction activity in the city centre.

34. This exercise has been helpful for understanding the logistical challenges and impacts of multiple development projects happening in the same area at the same time. This information can be used by stakeholders to reduce risk and assist with effective forward planning of projects.

35. The maps have proven useful to people leading projects in the city centre. Requests have been made to incorporate more data, including construction logistics such as truck access and movement plans. More work is being undertaken to understand resource requirements.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe /
Local impacts and local board views

36. Auckland’s city centre falls within the Waitematā Local Board boundary. Waitematā Local Board members were briefed on the Albert Street Development Response Plan in June 2017, where the board indicated its support of the initiative. The briefing was followed by a walk around the Albert Street City Rail Link construction area.

Tauākī whakaaweawe Māori / Māori impact statement

37. In 2012 the City Rail Link Mana Whenua forum was established. Eight mana whenua representatives are members of the forum, which has been formalised through the project’s legally binding consent conditions.

38. The role of the forum is to provide input on matters including, but not limited to, design, environmental protection, sustainability, built heritage and archaeology.

39. The forum was briefed on the Albert Street development response activities in 2017. The forum is satisfied with the approach taken and the outcomes achieved to date.

Ngā ritenga ā-pūtea / Financial implications

40. The City Rail Link pilot was funded as a joint project between City Rail Link and Activate Auckland. The Activate Auckland component was funded from the City Centre Targeted Rate.

41. City Rail Link funded the Street Response Manager role, foot orderly service and design and installation of hoardings. The total City Rail Link contribution for the year-long programme was approximately $205,000.

42. Activate Auckland funded Business Pac, events and activations, along with staff time to make them happen. The total Activate Auckland contribution to the year-long pilot was approximately $185,000.

43. The Downtown programme has proposed a budget for a 30-month development response programme. This would cover:

· staff time for two part-time positions

· specialist contractors for several tasks

· activation, events and promotions.

44. Further work is being undertaken to assess the funding and other resource requirements of a dedicated development response programme for the city centre.

Ngā raru tūpono / Risks

45. The success of development response will be put at risk without clear and coordinated communication across the council and with stakeholders, including:

· a clear and achievable scope of works

· a programme of works that is integrated across the council and with developers and other stakeholders

· requisite budget.

46. It is important that the Development Response programme is integrated with the communications strategy for the city centre.

Ngā koringa ā-muri / Next steps

47. Following the success of the City Rail Link pilot, a Development Response Action Plan for the city centre is being prepared in collaboration with Auckland Transport, the Development Programme Office and the city centre communications team. This will be brought to the September Auckland City Centre Advisory Board meeting.

48. Development response principles and actions are also embedded in the Karangahape Road enhancements project and future stages of City Rail Link construction.

49. While Auckland Council and Auckland Transport have not formally agreed a funding approach for development response activities, the Downtown programme has proposed development response activities as a part of the overall city centre programme.

50. A further update on the Auckland city centre development response will be provided to the board in September 2018.

Ngā tāpirihanga / Attachments

There are no attachments for this report.

Ngā kaihaina / Signatories

Authors

Barbara Holloway – Team Leader City Centre Place Activation

Catherine Edmeades – Street Response Manager, City Rail Link Limited

Authorisers

Tim Fitzpatrick – Manager City Centre Design

John Dunshea - General Manager Development Programmes Office

Auckland City Centre Advisory Board

27 June 2018

James Liston Hostel redevelopment

File No.: CP2018/10804

Te take mō te pūrongo / Purpose of the report

1. To receive an update on the James Liston Hostel redevelopment.

Whakarāpopototanga matua / Executive summary

2. In 2016, the Auckland City Centre Advisory Board endorsed the allocation of $2 million from the city centre targeted rate to the James Liston Hostel Trust (the trust). The purpose of the funding was to enhance emergency housing in the central city by supporting the redevelopment of the hostel (resolution CEN/2016/46).

3. A capital investment budget of $3.9 million was set by the trust which will enable significant enhancements to the building, including increasing the hostels capacity by five extra beds.

4. Additional funding was sought and obtained from central government and various trusts, including Housing New Zealand Corporation, Guardian Trust and Goodman Fielder.

5. The proposed renovation of the hostel will commence in June 2018 and is due to be complete by April 2019. A capital works committee that has been established to oversee the redevelopment.

6. Further updates on the James Liston Hostel redevelopment will be provided to the board via its monthly update report, and a more detailed update will be presented to the board in November 2018.

Ngā tūtohunga / Recommendation

That the Auckland City Centre Advisory Board:

a) receive an update on the James Liston Hostel redevelopment.

Horopaki / Context

7. In August 2016, the Auckland City Centre Advisory Board endorsed the allocation of $2 million (GST exclusive) from the city centre targeted rate to fund a proposal for capital investment in the James Liston Hostel (resolution CEN/2016/46). This decision was supported by the homelessness sector, in response to the challenge of enhancing the quality and quantity of emergency housing provision in the city centre.

8. In September 2016, the Finance and Performance Committee approved grant funding of $2 million for capital investment in the James Liston Hostel redevelopment, funded from the existing city centre targeted rate (resolution FIN/2016/145).

9. James Liston Hostel provides the only emergency accommodation to rough sleepers and chronically homeless people in Auckland city centre. The hostel is not currently fit-for-purpose and requires investment to ensure it can continue to provide its service.

Tātaritanga me ngā tohutohu / Analysis and advice

10. Peddle Thorp Architects were engaged by James Liston Hostel to prepare the initial concept drawings and to develop the design to building consent stage. Based on the final scope of work a project budget of $3.9 million was set.

11. A capital investment of $3.9 million will enable the following enhancements to James Liston Hostel:

· renovation of the existing building, including a new roof and windows

· increased capacity for five new beds

· provision of showers and bathrooms on each floor

· installation of a security system

· improved layout to enable staff to provide oversight and monitoring

· specialised rapid intake rooms

· additional meeting and activity rooms.

12. Additional funding was sought from various trusts and government agencies. Housing New Zealand allocated $1.6 million to lease and operate the facility for five years for its current use as emergency housing. Guardian Trust has donated $250,000 and Goodman Fielder has committed $45,000 towards the redevelopment. The balance of $5,000 will be funded by the James Liston Hostel Trust. The total allocation of funding from the various sources has been outlined in Table 1 below.

Table 1. Funding allocation to support James Liston Hostel redevelopment

Auckland Council	$2,000,000
Housing New Zealand Corporation	$1,600,000
Guardian Trust	$250,000
Goodman Fielder	$45,000
James Liston Hostel Trust	$5,000
Total	$3,900,000

13. Auckland Council granted a building consent in February 2018. Council contributed an additional grant of $10,000 towards consenting costs.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe /
Local impacts and local board views

14. To ensure all members of the community have access to shelter and warmth, the Waitematā Local Board has agreed to champion best-practice initiatives to provide sustainable solutions for homelessness such as the James Liston Hostel expansion through its local board plan.

15. Investment in James Liston Hostel will enhance the quality and quantity of the provision of emergency housing in the central city. The redevelopment will increase the capacity of James Liston Hostel with an extra five beds (14 per cent). Last year the hostel transitioned to a twelve-week operating model that supports people to move through the system into sustainable housing more quickly. This means that there will be more emergency housing available to people in the central city area who are currently sleeping rough.

Tauākī whakaaweawe Māori / Māori impact statement

16. Māori are disproportionately affected and have the second highest rate of homelessness, after Pacific peoples. In 2013, 32 per cent of the homeless population were Māori. Over 40 per cent of people on the social housing register are Māori. Over 60 per cent of the Housing First participants in the central city are Māori. Given this over-representation, this investment will be of particular benefit to Māori.

Ngā ritenga ā-pūtea / Financial implications

17. Auckland Council will transfer funds by way of progressive drawdown against the percentage of work complete. Funding will be transferred during 2018/2019 financial year.

Ngā raru tūpono / Risks

18. James Liston Hostel will remain open during the refurbishment. However, as this poses health and safety challenges, Housing New Zealand Corporation has agreed to provide alternative accommodation at their Greys Avenue building for a number of residents for the duration of the redevelopment. The residents that move to Greys Avenue will be supported by hostel staff.

19. A capital works committee has been established to oversee the design development and building works. This committee meets fortnightly and includes a representative from Auckland Council.

Ngā koringa ā-muri / Next steps

20. The proposed renovation of the hostel will commence in late-June 2018 and is due to be complete by April 2019. The redevelopment will be overseen by the capital works committee.

21. Further updates on the redevelopment will be provided to the board via its monthly update report, and a more detailed update will be presented to the board in November 2018.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	James Liston Hostel redevelopment presentation	23

Ngā kaihaina / Signatories

Author

Amanda Kelly – Specialist Advisor, Community Empowerment Unit,

Authorisers

Graham Bodman – General Manager, Arts, Community and Events

John Dunshea - General Manager Development Programmes Office

Auckland City Centre Advisory Board

27 June 2018

City centre update for the Auckland City Centre Advisory Board - June 2018

File No.: CP2018/10916

Te take mō te pūrongo / Purpose of the report

1. To receive an update on the progress of city centre projects and initiatives to 1 June 2018.

Whakarāpopototanga matua / Executive summary

2. City centre programmes of work are on track as shown in Attachment A to this report.

3. Key highlights achieved during the update period include:

· the lodgement of the resource consents for the Quay Street seawall

· 420 people have found homes through the Housing First Auckland work between 1 March 2017 and 30 April 2018

· the completion of significant maintenance in St Patrick’s Square focused on safety and amenity.

4. Please note this report is for information only. However, if any members have follow-up questions and or queries on the city centre programme, staff welcome questions directly.

Ngā tūtohunga / Recommendation

That the Auckland City Centre Advisory Board:

a) receive the update on city centre projects and initiatives to 1 June 2018.

Horopaki / Context

5. This monthly report provides a high-level overview of progress on projects and initiatives in the city centre. Detail on individual projects is provided in Attachment A.

6. Some key achievements during the update period are outlined below.

Tātaritanga me ngā tohutohu / Analysis and advice

7. Progress made on city centre projects and initiatives between 1 May 2018 and 1 June 2018 is outlined in Attachment A to this report. Details on the current status and details of the council family group delivering these projects and initiatives is included in this attachment.

8. Resource consents for the Quay Street Seawall were lodged with Auckland Council on 11 May 2018. This is a critical milestone for the programme with all other elements dependent on it.

9. Housing First Auckland has now placed 420 previously homeless people into new households, 18 percent of these are in the city centre. An infographic showing Housing First Auckland success and key statistics from 1 March 2017 until 30 April 2018 is included as Attachment B.

10. The City Centre Public Amenities Report was presented to the executive steering group on 23 May 2018. The group recommended the development of a strategy and related policy framework. Work to coordinate this is underway.

11. Significant maintenance works have been completed in St Patrick’s Square. These have focused on safety and amenity works such as water blasting, LED lights and repairs to amenity lighting and landscaping which should be completed by mid-June 2018.

12. Auckland University of Technology has finished the build on St Paul Street, the kerb has been built out as part of the re-instatement, and the Auckland Design Office is now in the final stage of planning for the installation of a parklet, temporary street furniture pieces, planting trials and on-street ground graphics.

13. The Karangahape Road Enhancement Project has leased a shopfront on Karanghape Road for a pop-up project space (from 12-18 June 2018). This is an innovative opportunity for residents, businesses and visitors to engage with the team and find out information on the project.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe /
Local impacts and local board views

14. All project teams managing city centre projects and initiatives engage with the Waitematā Local Board. Plans for individual projects include specific engagement with the local board and affected stakeholders.

Tauākī whakaaweawe Māori / Māori impact statement

15. As part of the Infrastructure and Environmental Services monthly kaitiaki hui, mana whenua considered some of the city centre programme items. Input to the scoping and design of city centre projects and initiatives is sough and applied to projects where possible.

16. The City Rail Link has an independent mana whenua engagement process as do some of the other programmes.

17. Project teams managing these projects will engage with iwi as required.

Ngā ritenga ā-pūtea / Financial implications

18. All projects are being delivered within budgets approved through the Long-term Plan 2015-2025 or through the City Centre Targeted Rate programme of works.

19. At this stage all projects are expected to be completed within allocated budgets. Any significant financial changes or risks arising will be bought to the Auckland City Centre Advisory Board as required.

Ngā raru tūpono / Risks

20. Any risks associated with delivering (or not) of projects and initiatives in the city centre will be discussed by individual project teams managing these projects and initiatives.

Ngā koringa ā-muri / Next steps

21. Prior to the implementation of city centre projects and initiatives, regular meetings and workshops are held with the Waitematā Local Board and iwi, and stakeholders including Heart of the City, Karangahape Road Business Association, Learning Quarter representatives, and the appropriate Auckland Council committees.

22. A further update report will be provided to the Auckland City Centre Advisory Board in July 2018.

Ngā tāpirihanga / Attachments