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, 24 July 2019

3.30pm

Room 1
Level 26
135 Albert Street

Ngā Hui a 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	Mr Ngarimu Blair	Ngāti Whātua Ōrākei
	Ms Noelene Buckland	City Centre Residents Group
	Mr Greg Cohen	Tourism/Travel
	Ms Pippa Coom	Waitematā Local Board, Auckland Council
	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 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)

Kalinda Gopal

Senior Governance Advisor

18 July 2019

Contact Telephone: 021 723 228

Email: kalinda.gopal@aucklandcouncil.govt.nz

Website: www.aucklandcouncil.govt.nz

Auckland City Centre Advisory Board

24 July 2019

Myers Park Stage Two update - Mayoral Drive underpass

File No.: CP2019/13319

Te take mō te pūrongo

Purpose of the report

1. To note the Auckland City Centre Advisory Board’s support for the preferred concept design for stage two of the Myers Park project – Mayoral Drive underpass to progress to the developed design phase

2. To note that the proposed budget increase from $6.35 million to $8.2 million is included in the city centre targeted rate portfolio budget 2019/2020 for endorsement at the 24 July 2019 Auckland City Centre Advisory Board meeting.

Whakarāpopototanga matua

Executive summary

3. The Myers Park project to upgrade the park in line with the Myers Park Development Plan commenced in 2012. Stage one of the project, including a new play area and upgraded lighting and footpaths, was completed in 2015 ahead of the park centennial celebration.

4. Stage two of the Myers Park project – Mayoral Drive underpass, has experienced significant changes in scope and increases in estimated costs. A project review was carried out in November 2017 and changes in scope and budget were endorsed by the Waitematā Local Board in March 2018 (Resolution number WTM/2018/27).

5. In mid to late 2018, investigations into the underground storage tank stormwater detention option flagged significant risk and cost.

6. Staff subsequently carried out an options analysis to assess three stormwater detention options against cost, risk and project objectives. These options, listed below, all retain the latest public art concept as well as the earlier design for the Queen Street/Mayoral Drive stairs:

· Option A – retain the existing bund wall with the inclusion of new stairs and ramps over the wall

· Option B – construct a new 1,100 cubic metre stormwater detention tank in the park, replacing the current storage capacity provided by the existing bund wall

· Option C – demolish the existing bund wall and replace it with a mechanical flood gate, which would be stored below ground and raised in the event of a flood.

7. Option A, maintaining above ground storage of stormwater, has been identified as the preferred option. Of the three stormwater detention options, this concept has been assessed to be the lowest cost option which can meet the project objectives.

8. The options assessment and preferred options were workshopped with the Waitematā Local Board on 7 May 2019 and the board endorsed the preferred option to progress to the developed design phase at its meeting on 16 July 2019 resolution WTM/2019/144.

9. The preferred option was also workshopped with the Auckland City Centre Advisory Board on 22 May 2019 and the board expressed support in principle for the project and the preferred option.

10. The high-level cost estimate for the preferred option is currently $8.2 million, $1.85 million above the approved budget of $6.35 million. The proposed budget increase is included in the Auckland City Centre Targeted Rate Portfolio Budget 2019/2020 for endorsement at the July 2019 Auckland City Centre Advisory Board meeting.

Ngā tūtohunga

Recommendation/s

That the Auckland City Centre Advisory Board:

a) note its support for Option A, the preferred concept design for stage two of the Myers Park project – Mayoral Drive underpass, which maintains above ground storage of stormwater, to progress to the developed design phase.

b) note the proposed budget increase from $6.35 million to $8.2 million, which is included in the Auckland City Centre Targeted Rate Portfolio Budget 2019/2020 for endorsement at its July 2019 meeting.

c) note the endorsement of Option A by the Waitematā Local Board to progress to the developed design phase and support in principle the proposal to allocate $1.85 million additional funding from the city centre targeted rate to the Myers Park stage two project.

Horopaki

Context

11. The Myers Park project to upgrade the park was initiated in late 2012 when the Waitematā Local Board approved the Myers Park Development Plan (resolution WTM/2012/240).

12. The Myers Park Development Plan is being implemented in stages. Stage one, including a new play area and upgraded lighting and footpaths, was completed in early 2015 in time for the Myers Park centennial celebration.

13. The draft concept designs for stage two of the Myers Park project – Mayoral Drive underpass were approved by the local board in 2015 (resolution WTM/2015/113).

14. Staff completed a project review of Myers Park stage two in November 2017 in response to cost escalation, historic scope changes and technical complexities associated with the project.

15. The outcome of the project review and recommendations were workshopped with the Auckland City Centre Advisory Board on 29 November 2017. The review findings indicated that the preferred design at the time posed significant construction and health and safety risks. Scope and design changes were proposed as a result.

16. The November 2017 review concluded that the preferred option for stormwater detention was an underground storage tank within Myers Park. At this time a high-level cost estimate was prepared for this option which totalled $8.6 million for the project. In March 2018, the Waitematā Local Board endorsed that additional funding of $2.3 million from the city centre targeted rate be allocated to the Myers Park stage two project (Resolution number WTM/2018/27) and Auckland City Centre Advisory Board requested that staff provide further information regarding alternative sources of funding (Resolution number CEN/2018/14).

17. A revised scope of works was also endorsed by the Waitematā Local Board and the Auckland City Centre Advisory Board in March 2018 for stage two and currently comprises:

· the upgrade of the Mayoral Drive/Queen Street entrance

· the upgrade of the Mayoral Drive underpass including changes to the current stormwater detention

· artwork to the underside of the Mayoral Drive bridge and associated lighting and audio effects.

18. In mid to late 2018, staff engaged consultants to investigate the underground storage tank option further. The findings showed a significant risk and cost due to the extensive excavation required. The required excavation also presented new resource consenting issues including the impact on the park heritage values and trees.

19. In late 2018, a further stormwater detention option, to retain the existing bund wall and construct new stairs and ramps over the wall, was considered.

20. An options analysis has been carried out by staff to assess the pros and cons of the underground storage tank option (Option B) against the retained bund wall option (Option A). For completeness, a mechanical flood gate option which had been considered previously (Option C) was also included in this analysis, as detailed below.

Tātaritanga me ngā tohutohu

Analysis and advice

21. Recent analysis of the stormwater detention has focused on three options, comprising:

· Option A – retain the existing bund wall with the inclusion of new stairs and ramps over the wall

· Option B – construct a new 1,100 cubic metre stormwater detention tank in the park, replacing the current storage capacity provided by the existing bund wall

· Option C – demolish the existing bund wall and replace it with a mechanical flood.

22. Options were assessed in terms of cost, risk and project objectives, and are discussed in further detail below.

Cost estimate

23. High-level cost estimates, which include allowances for the public art scheme and the earlier designed Queen Street/Mayoral Drive stairs, have been prepared for each option as shown below.

Table 1. Cost estimates for concept design options

Option A

Retain existing bund wall

Option B

New stormwater detention tank

(Excluding additional risk allowance)

Option B

(Including additional risk allowance)

Option C

Replace bund wall with mechanical flood gate

Total estimate including opex

$8.2 million

$11.7 million

$14.2 million

$9.6 million

24. The Option B additional risk allowance includes provision for:

· additional costs for heritage related risks including consideration of new resource consent, consultation and assessment and impact reporting, increased construction monitoring, and the costs of any potential delays to programme

· tank construction and methodology risks including consideration of extended programme, safety considerations, increased carpark remuneration recovery, and seasonal site issues.

25. High-level cost estimates show that Option A, retaining the existing bund wall, is the lowest cost option.

Project objectives

26. The options were assessed against the following project objectives:

Table 2. Myers Park stage two project objectives

Placemaking and safety	Develop and enhance place-making characteristics and amenity value of this significant inner-city park for local communities and visitors. Improve the profile and public perception of the park and help to establish it as a safe place to be, a peaceful, high quality retreat, an external room to frame art and culture, and an accessible place.
Access and connectivity	Improve accessibility and connectivity of the park. Provide an iconic front door for Myers Park that will ultimately link to Aotea Square. Create a covered space that maintains required access and provides part of a safe, intuitive and attractive walkway between Myers Park and Aotea Square.
Public art	Utilise public art to improve activation, perception, reputation and quality of the park. Develop a prominent, vibrant, dynamic and interactive mana whenua public artwork that uniquely expresses cultural narratives, telling the story of the Waihorotiu stream and Horotiu taniwha. Use public art to reveal the Waihorotiu Stream, not literally, but via a narrative in remembrance, creating an engaging, high-quality, permanent and integrated artwork of lasting value for pedestrian commuters, new visitors and regular users of Myers Park.
Stormwater	Maintain existing stormwater retention capacity in any scheme that replaces the existing dam wall. Healthy Waters staff have advised that there is no need to increase the capacity.

27. Artist impressions have been prepared by designers, Warren and Mahoney. These images have been used to assist with assessing how each option meets the objectives and identifying key challenges and trade-offs (see Attachment A). The above ground finish for Option B (stormwater detention tank in the park) and Option C (mechanical flood gate) is assumed to be similar and these have been assessed together based on the Option B visuals.

28. The assessment against project objectives is provided in Attachment B. The assessment shows that all options present some challenges and trade-offs. The challenges identified for Option A (retaining existing bund wall) can be worked through further in the developed design phase to improve the project outcomes. Challenges identified for Options B (stormwater detention tank in the park) and Option C (mechanical flood gate) are related to existing levels in the park and would require significant additional physical works in the park to resolve.

Preferred option

29. It is recommended that Option A, maintaining above ground storage of stormwater, is progressed to the next design phase as this concept has been assessed to be the lowest cost option which can meet the project objectives while also presenting lower risk than the in-ground storage option.

30. All options were presented to the Auckland City Centre Advisory Board at its workshop on 22 May 2019. The board expressed support in principle for the project and the preferred option.

31. The Waitematā Local Board endorsed Option A, maintaining above ground stormwater storage, as the preferred option to progress to the developed design phase at its meeting on 16 July 2019 (Resolution number WTM/2019/144).

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

32. A project steering group has been established to provide project oversight and guidance. The group comprises representatives from council’s Development Programme Office, Public Art, Community Facilities, Healthy Waters and Park Services.

33. The project will impact on the existing Greys Avenue car park that is operated by Auckland Transport. It is estimated that 19 parking spaces will be removed permanently, and an additional 28 parking spaces will be removed temporarily during construction.

34. The project team will work with Auckland Transport during design development to communicate timing and minimise the impact to car park users.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe

Local impacts and local board views

35. Myers Park falls within the Waitematā Local Board boundaries and the board has the delegated authority to approve the use and activities undertaken within local parks in the area.

36. Staff presented the preferred option to Waitematā Local Board at its workshop on 7 May 2019. The board expressed support for the project and support in principle for the recommended option, acknowledging that it has the lowest variance from the approved budget. A concern was noted around lines of sight into the park, and this will be considered further during the design development.

37. Waitematā Local Board formally endorsed the preferred option to progress to the developed design phase at its meeting on 16 July 2019.

Tauākī whakaaweawe Māori

Māori impact statement

38. The public art concept developed by Graham Tipene and Barrington Gohns - Whakarongo Environment as an integrated mana whenua design in the Myers Park underpass, is the same for the three options considered. Graham Tipene was previously supported by the council’s Infrastructure and Environmental Services mana whenua forum to develop a creative response for this site that celebrated and evoked Horotiu – the protective guardian of the Waihorotiu stream headwaters and valley.

39. An update on the Myers Park project will be provided to the Infrastructure and Environmental Services mana whenua forum in late 2019 and mana whenua representatives will be invited to form a project working group. The project working group will enable further consultation with mana whenua during the next design phase and feedback will be incorporated in the developed design. This will build on consultation previously undertaken for the public art concept in 2017.

Ngā ritenga ā-pūtea

Financial implications

40. The current approved project budget is $6.35 million ($5.7 million from city centre targeted rate and $650,000 from regional public art capital budgets).

41. The high-level cost estimate of the preferred Option A, maintaining above ground storage of stormwater, is currently $8.2 million.

42. The proposed budget increase from $6.35 million to $8.2 million, is included in the Auckland City Centre Targeted Rate Portfolio Budget 2019/2020 for endorsement at its July 2019 meeting.

43. Community Facilities are considering a financial contribution towards the delivery of the new Mayoral Drive/Queen Street stairs. The stairs are currently listed in the Community Facilities forward work programme for Waitematā Local Board.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

44. The design risks below have been identified and the project team as requiring further consideration and mitigation during the next design phase.

Table 3. Residual design risks

Risk	Action
The design does not effectively mitigate safety issues such as anti-social behaviour.	It is acknowledged that the underpass space needs to try to discourage anti-social behaviour through considered design. Safety in Design principles will be incorporated in the next design phase.
The design is not perceived to improve accessibility.	Further consultation with accessibility specialists will be undertaken during the next design phase and feedback will be incorporated in the developed design.
The design is not accepted by mana whenua.	Further consultation with mana whenua will be undertaken during the next design phase and feedback will be incorporated in the developed design. This will build on consultation previously undertaken for the public art concept.

Ngā koringa ā-muri

Next steps

45. It is recommended that the board endorse the increased project budget from $6.35 million to $8.2 million, as part of the city centre targeted rate portfolio budget 2019/2020 report to its July 2019 business meeting.

46. The city centre targeted rate portfolio budget 2019/2020 portfolio budget will be reported to the Finance and Performance Committee at its August 2019 business meeting.

47. Staff will continue to investigate funding opportunities with Community Facilities for the renewal element of the Mayoral Drive/Queen Street stairs.

48. Further updates will be provided to the Auckland City Centre Advisory Board (or equivalent following the election) and Waitematā Local Board during the design phase, which will take place in late 2019.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Myers Park artist impressions	15
b ⇩	Myers Park Project Objective Assessment	17

Ngā kaihaina

Signatories

Author	Emma Bullivant – Project manager
Authoriser	John Dunshea - General Manager Development Programmes Office

Auckland City Centre Advisory Board

24 July 2019

City centre targeted rate portfolio budget 2019/2020

File No.: CP2019/13324

Te take mō te pūrongo

Purpose of the report

1. To endorse the city centre targeted rate portfolio budget 2019/2020.

Whakarāpopototanga matua

Executive summary

2. The city centre targeted rate portfolio budget 2019/2020 (Attachment A) has been revised following the strategic assessment process first conveyed to the board at its meeting on 26 September 2018 (Resolution number CEN/2018/53). The budget covers programmes and projects from financial year 2019/2020 to 2024/2025.

3. The strategic assessments were completed by staff and incorporated feedback from the Auckland City Centre Advisory Board received during workshops and via written feedback, (summarised in Attachment B), using the board’s assessment criteria (Attachment C).

4. The changes to the city centre targeted portfolio resulting from this process allow for a refreshed forecast of works, and respond to board feedback to allow greater flexibility for funding new opportunities that deliver on city centre objectives and outcomes.

5. Primary changes to the portfolio are adjustments to the ten projects that underwent strategic assessment, and four new budget items created in response to the findings of the strategic assessments and feedback from the board.

6. Following the board’s endorsement, the city centre targeted portfolio 2019/2020 will be presented to the Finance and Performance Committee.

Ngā tūtohunga

Recommendation/s

That the Auckland City Centre Advisory Board:

a) endorse the updated city centre targeted rate portfolio budget 2019/2020 (Attachment A of the agenda report).

b) note that the city centre targeted rate portfolio budget 2019/2020 will be presented to the Finance and Performance Committee.

Horopaki

Context

7. The city centre targeted rate was established by Auckland City Council in the 2004/2005 financial year to help fund the development and revitalisation of the city centre. The rate is applied to business and residential land in the city centre and is estimated to yield approximately $22.5 million per annum.

8. The Auckland City Centre Advisory Board was formed to advise the council on expenditure of the city centre targeted rate.

9. A review of the city centre targeted rate portfolio was initiated to reflect the alignment with the Long-term Plan 2018 - 2028, the city centre’s latest challenges and opportunities and to ensure the portfolio is congruent with Auckland Council’s most current policies, plans and strategies.

10. From April 2018, staff have worked alongside members of the Auckland City Centre Advisory Board to update the city centre targeted rate assessment criteria to assist the board with their advice on city centre targeted rate investment.

11. A working group of board members was appointed to further develop the assessment criteria, and the subsequent updated assessment criteria (Attachment B) was endorsed by the board at its 22 August 2018 meeting (Resolution number CEN/2018/48).

12. The review of the targeted rate portfolio used the board’s endorsed assessment criteria and the council’s Investment Delivery Framework to assess projects in the city centre portfolio.

13. At the 26 September 2018 meeting, the Auckland City Centre Advisory Board received from staff the process for the review of the city targeted rate portfolio (known as TR7) (Resolution number CEN/2018/53). Ten projects that had not yet started were identified to undergo strategic assessments in alignment with Auckland Council’s Investment Delivery Framework. The outcome of each strategic assessment is a recommendation to progress (or not) with a business case for the proposed project.

14. Feedback from the Auckland City Centre Advisory Board on the prioritisation of strategic assessments was sought at the board’s meeting on 21 November 2018 (Resolution number CEN/2018/66).

15. Draft strategic assessments were completed by staff and presented to the board at its
17 April 2019 workshop. The board’s investment criteria were used by the board to provide advice to the council on city centre targeted rate investment priorities during discussion at the workshop.

16. Following the 17 April 2019 workshop, board members were given the opportunity to provide individual feedback to staff using the city centre targeted rate investment criteria by 31 May 2019. Seven individual submissions from the board were received, as well as joint feedback from the Waitematā Local Board.

17. Qualitative and quantitative feedback from the board was considered. Commentary and advice from the board was received, and numerical ratings for projects against the board’s assessment criteria were calculated by aggregating all feedback forms received from individual board members following the 17 April 2019 workshop.

18. Staff then formed a draft city centre targeted rate portfolio budget 2019/2020 based on the completed strategic assessments and the advice and feedback received from the board. In response to the strategic assessment and feedback processes, certain line items were removed, modified, or added to the draft budget. The draft budget was presented to the board at its 26 June workshop, where further advice and input was received ahead of staff finalising the budget for presentation to the board at its 24 July 2019 meeting.

19. Final changes have now been made to the 2019/2020 budget, incorporating the feedback received at 26 June 2019 workshop with the board. These changes are detailed below in this report, and the updated city centre targeted rate portfolio budget 2019/2020 is included as Attachment A.

Tātaritanga me ngā tohutohu

Analysis and advice

20. The completion of the strategic assessment process and the incorporation of the advice and feedback from the Auckland City Centre Advisory Board allows council to formulate a refreshed city centre targeted rate budget. The assessment of the projects that had not yet started has allowed them to be evaluated in light of current advice from the board and in context of the current long-term plan.

21. The new city centre targeted rate portfolio budget 2019/2020 in attached to this report (Attachment A). The substantive changes reflected in the budget are noted in this report below:

Changes to existing budget items

i) High Street Streetscapes ($14.2 million retained) – this project has been retained and the capital expenditure budget brought forward to financial year 2022/2023. Of the $14.2 million budget, $500,000 of the budget has been designated as operational expenditure, with spend starting in the financial year 2020/2021 to allow for business case work that will enable the project to proceed.

ii) Emily Place ($2.5 million retained) – while there is a lack of scope and budget detail, noted, the feedback from the board was positive around the potential of development here. Of the $2.5 million budget, $50,000 has been brought forward to financial year 2020/2021 for business case work.

iii) Mills Lane and Exchange Lane ($4 million retained, line items combined and changed to ‘Service Lane Programme’) – the strategic assessment identified benefit in developing a programme approach to developing Mills Lane and Exchange Lane developments. The respective budgets of $3 million and $1 million have been retained, while bringing the projects together and bringing forward $80,000 to the 2019/2021 financial year for business case development.

iv) Cross Street and Beresford Square ($9 million retained, line items combined and changed to ‘Karangahape Road Quarter Programme) – these projects have been brought together to facilitate a precinct-wide approach to development in the area that is responsive to developments of the City Rail Link and light rail. The capital expenditure has been brought forward one year to the 2023/2024 financial year, and $500,000 has been brought forward to 2020/2021 to allow for business case work.

v) Wyndham Street ($3 million removed, $3 million retained) – the budget is reduced in line with the recommendation to focus the scope of the project on Wyndham Street between Hobson and Albert Street only (rather than Hobson to Queen Street), in order to fully realise benefits from delivery of the Federal Street upgrade and the City Rail Link. $250,000 has been brought forward to the 2019/20 financial year for business case work

vi) Queens Wharf ($8 million removed, $1 million retained) –The scope for this project is dependent on a number of other decisions still to be made in the downtown and waterfront area. $1 million has been retained to support future planning of Queen’s Wharf. More investment in Queens Wharf may be considered as part of the Long-term Plan 2021- 2031.

vii) Quay Park ($4.75 million removed, $250,000 retained) –The City Centre Master Plan 2020 may support development in the area. $250,000 has been retained and brought forward to 2020/2021 to support future planning.

viii) Lower Hobson Street Flyover ($6 million removed) – this project has been removed as a different project to convert the flyover to serve two-way traffic and improve pedestrian and cycling facilities is being progressed outside of the city centre targeted rate portfolio instead.

ix) Wayfinding, Signage and Public Art ($3.4 million repurposed, line item changed to ‘Public Art’) – the balance of this line was repurposed as there was no planned expenditure to match the TR7 forecast. $0.4 million was returned to the wider city centre targeted rate portfolio, and $3 million has been retained for Public Art. The $3 million Public Art allocation is to support delivery of the City Centre Public Art Plan endorsed at the board’s 23 May 2018 meeting (Resolution number CEN/2018/25).

22. Four new budget items have been added to the city centre targeted rate portfolio budget in response to feedback provided by the Auckland City Centre Advisory Board prior to the board’s 26 June 2019 workshop. These new projects are detailed below:

New budget items

i) Victoria Quarter Programme ($4.8 million) – a programme for improving amenity and pedestrian experience for this area will be developed through a business case process.

ii) City Centre Business Case Development Programme ($2.5 million) – this budget allows for business case work to be completed earlier to minimise uncertainty and provide earlier direction on project opportunities. This includes funding for Access for Everyone concept development and trials.

iii) Additional Programme Fund ($2 million) – this fund responds to advice from the board to have the opportunity to support funding or part funding new and arising projects that aren’t necessarily anticipated at the outset of a given financial year. New projects to be funded via this allocation will undergo a strategic assessment.

iv) Contingency ($10 million) – funding has been made available to respond to cost escalations and unforeseen risks. Any unused contingency will remain within the city centre targeted rate portfolio.

23. The phasing and forecast of other projects in the city centre targeted rate portfolio have been adjusted when refreshing the portfolio for this review. The substantive changes as a result of this adjustment are detailed below:

Notable changes to in-progress projects

i) Myers Park Underpass ($5.7 million retained, $1.85 million added) – this budget has been revised to align with the high-level cost estimate for the preferred option, as presented at the board’s 22 May 2019 workshop.

ii) Albert Street and Lower Queen Street Upgrades - No change to $30 million total funding contribution to Albert Street and Lower Queen Street. The budget has be redistributed at $15 million for each project to enable construction to proceed in line with the City Rail Link C1 and C2 projects as presented in the 17 April 2019 Auckland City Centre Advisory Board meeting.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

24. The strategic assessment process is aligned with Auckland Council’s Investment Delivery Framework. All strategic assessments include assessment of the project’s fit with Auckland Plan outcomes.

25. Staff have consulted with Auckland Transport and other council departments regarding the strategic assessments of the proposed projects. Strategic assessments take into account existing plans and projects of the Council Group, as well as approved plans and strategies.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe

Local impacts and local board views

26. Auckland’s city centre falls within the Waitematā Local Board boundaries. The local board is consulted during the development of relevant city centre projects, some of which receive funding through the city centre targeted rate.

27. A Waitematā Local Board representative is part of the Auckland City Centre Advisory Board membership. The representative sought and collated feedback from Waitematā Local Board members, and this feedback was submitted and considered as part of the strategic assessment process together with the advice and views of individual Auckland City Centre Advisory Board members.

Tauākī whakaaweawe Māori

Māori impact statement

28. The city centre targeted rate can be used to fund development projects that contribute to Māori outcomes by enabling manaakitanga (hospitality), kaitiakitanga (environmental guardianship), and highlighting our unique cultural heritage by incorporating Māori design elements.

29. Mana whenua consultation occurs as part of the development and delivery of all city centre projects, on a project by project basis, via the monthly Infrastructure and Environmental Services Mana Whenua Hui and other site or project specific hui.

30. A Ngāti Whātua o Ōrākei representative is part of the Auckland City Centre Advisory Board membership.

Ngā ritenga ā-pūtea

Financial implications

31. All changes to the portfolio budget have been achieved within the existing city centre targeted rate portfolio budget to 2025. The total value of projects within the city centre targeted rate portfolio is $218 million.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

32. The city centre targeted rate portfolio includes projects at various stages, including projects that do not yet have a defined scope or conceptual design. As such, the forecast budgets are subject to change.

33. Operational expenditure has been brought forward for some projects to allow for business case work to commence earlier, which will define the project scope and budget.

34. The new contingency fund line item will mitigate the risk of cost variances to projects, as it sets aside approximately 4.5 per cent of the city centre targeted rate portfolio to be used to address cost escalations and unforeseen risks.

35. There is a risk that opportunities to achieve city centre outcomes may be missed due to the timing of funding cycles. The creation of the additional programme fund will allow the city centre targeted rate portfolio to be more responsive to such opportunities.

Ngā koringa ā-muri

Next steps

36. The city centre targeted rate portfolio budget 2019/2020 will be reported to the Finance and Performance Committee.

37. The city centre targeted rate budget will be refreshed annually to update the expenditure and cashflows.

38. A further refresh of the city centre targeted rate budget will be aligned to the Long-term Plan process. The refresh will only take into consideration programmes or projects that have not yet started.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	City Centre Targeted Rate portfolio budget 2019/2020 - July 2019	25
b ⇩	Recommendation and Advice Summary for Workshop	27
c ⇩	City Centre Targeted Rate - assessment criteria July 2018	29

Ngā kaihaina

Signatories

Author	Travis McDonald – Programme Lead
Authoriser	John Dunshea - General Manager Development Programmes Office

No.	Title	Page
a ⇩	Memo to Auckland City Centre Advisory Board - update on America's Cup 36 programme	33
b ⇩	Update on America's Cup 36 programme, presentation	37

No.	Title	Page
a ⇩	Forward work programme	51
b ⇩	11 July 2019 Memo to ACCAB on America's Cup 36 update	55

Auckland City Centre Advisory Board

24 July 2019

AUCKLAND CITY CENTRE ADVISORY BOARD FORWARD WORK PROGRAMME 2019

Edited July 2019

Area of work	Description of work	Board’s role	Expected timeframes
IN PROGRESS / UPCOMING AGENDA ITEMS
City Centre Targeted Rate Portfolio	The city centre targeted rate portfolio of works is the schedule of projects that are funded by the city centre targeted rate that formed part of the long-term plan. They are endorsed by the Auckland City Centre Advisory Board and approved by the Finance and Performance Committee. The current version of the work programme is known as City centre targeted rate portfolio 2018-2019 (attached to this agenda).	 To provide feedback and endorse the city centre targeted rate portfolio of work, for recommendation to the Finance and Performance Committee. Progress to date: - A report was considered on 21/11/18 on the prioritisation of projects requiring strategic assessment. Res CEN/2018/66 - report to Finance and Performance Committee by memo attached to this agenda. - final report to ACCAB for allocation. - The board also noted that further discussion regarding the St Matthews request will be considered at the CCTR review round clause b) iv) res CEN/2018/64 - workshop was held on 4 April on CCTR strategic assessment. - further workshop was held on 26 June 2019 for the July meeting.	July 2019
Downtown programme of works (including transport)	The Downtown programme of works delivers a connected and accessible waterfront, prepare for the growth of cruise and ferry services and support further activation of Queens Wharf. The programme has been brought forward to align with the America’s Cup event (AC36) in 2021.	 To receive update and provide feedback on the Downtown programme of works. Progress to date: - A report was considered on 18/7/18 on the Downtown Infrastructure Development programme. Resolution CEN/2018/40. A copy of the response to the Board’s requests is included in Attachment A. - For information the current delivery programme report was agreed by the Planning Committee on 5/9/17. Resolution PLA/2017/111 - An update on options on Quay Street East public amenity and accessibility will be provided to the ACCAB early 2019. - Resolution CEN/2019/19 - 22 May workshop: Queens Wharf workshop - City Centre Traffic Management Plan has been deferred (tba) - resource consents timings and the impact on the delivery programme will be reported back after internal sign off.	(tbc) 2019
Karangahape Road precinct programme of works (including transport)	The Karangahape Road will deliver improved pedestrian spaces around key transport hubs while leveraging off development opportunities from the City Rail Link.	 To receive update on the Karangahape Road project. Progress to date: - A powerpoint presentation was tabled at the 17/4/19 meeting. A follow up memo was circulated to members in May. A copy is attached as Attachment B.  To receive an update on Myers Park Underpass (stage 2b). - workshop was held on 22 May 2019. A formal report is scheduled for the July meeting.	July 2019
City Centre Masterplan 2040	The 2012 CCMP set out a compelling vision for the heart of Auckland. PLA/2-18/121(a) directs council to produce an online masterplan. This provides an opportunity to replace the existing six-year refresh period with a programme of rolling updates, while retaining the core vision for the city centre.	 To provide input and provide feedback on the City Centre Master Plan. Progress to date: - A report approved by the Planning Committee Resolution PLA/2018/121 - A report was considered by ACCAB at its Feb meeting and resolved to hold a workshop to provide feedback on the work programmes. Resolution CEN/2019/4 - CCMP and Waterfront Plan workshop: 4 April - ACCAB formalised its feedback on 22 May 2019 on the CCMP refresh. Resolution CEN/2019/21 - An update will be provided at the July meeting.	July 2019
Learning quarter programme of works	Including works in Albert Park and streetscape upgrades in the areas around city centre university campuses.	 To provide input and feedback on the learning quarter programme of works. Deferred due to alignment with Learning Quarter working group work programme.	tbc 2019
Midtown programme of works (including transport)	The Midtown programme of works is a coordinated programme to deliver improved pedestrian and public spaces around key transport hubs while leveraging off development opportunities from the City Rail Link, bus infrastructure and the New Zealand International Convention Centre.	 To receive update and provide feedback on the Midtown programme of works. Federal Street upgrade stage two project: Progress to date: - The update report was considered on 21/11/18 seeking feedback on the preliminary design. Resolution CEN/2018/64. - The board requested staff to follow up on the Waitematā Local Board feedback to ensure cycle access isn’t lost on Federal Street. Staff have advised that a cycle access ramp between Federal Street and Mayoral Drive has been detailed in the preliminary design, separated from the area of the existing footpath by a new concrete wall. - Detailed design phase is complete, and documentation has been submitted for review. - Ongoing liaison with Auckland City Mission regarding the HomeGround development. It is expected that construction for Federal Street upgrade will start later in Quarter 3 this year. Wellesley Street bus improvements project: Progress to-date - A report was presented on 24/10/18 meeting on progress and upcoming next steps for the Wellesley Street bus improvements project. Resolution: CEN/2018/60. The next phase: commence a business case and once detailed designs are developed, these will be brought back to the board for feedback. - An update was circulated in April. City Rail Link: Albert Street reinstatement Progress to date: - A presentation was provided on 21/11/18. Resolution CEN/2018/65 - Further update will be provided in Feb 2019. - An update report was considered at the board’s Feb meeting. A further update on the revised layout was presented at the June meeting supported by the board resolution CEN/2019/28 - request an update on lower Queen Street and lower Albert Street project costs Victoria Linear Park project Progress to date: - A memo was circulated to members in May. - A workshop is scheduled for August 2019.	To be advised. August 2019
City Rail Link update	The City Rail Link Project is a significant infrastructure project to enhance the capacity and performance of Auckland rail services and improve transport outcomes in Auckland. There will be four new and reconfigured station as part of the project - Britomart Station, Aotea Station, Karangahape Station and Mt Eden Station.	 To be informed of the CRL project Progress to date: - An update on the CRLL delivery presentation was provided on 24/10/18.	To be advised 2019
Homelessness	The council is developing its position and role on affordable housing including homelessness, and will engage with the board on the development and implementation plan.	 To provide city centre community input on the council’s homelessness programmes. Progress to date: - A report was presented on 22/08/18 on Auckland Council’s operational response to homelessness. Resolution CEN/2018/46 . The board also noted that options for funding homelessness to be considered as part of the CCTR review process. - The report on ‘Response to homelessness in the Auckland city centre’ was on the June meeting agenda. Resolution CEN/2019/27 - report back in August re funding assessment process	August 2019
Public amenities	Including toilets, showers, lockers, and drinking fountains.	 To receive update and provide feedback for the city centre public amenities project. Progress to date: - An update was provided at the 22 May 2019 meeting Resolution CEN/2019/22. - request information on the status and maintenance arrangements of closed toilets and toilets in relation to bonus area resource consents.	August 2019
Activate Auckland Programme (including Tactical Urbanisation)	This programme enables a people-led place activation process which aims to transform visitor, resident and business experiences in the city centre. This is achieved by providing temporary, low-cost built form interventions to trial projects in the public realm, while providing support to people and the economy during this period of significant development. The Activate Auckland programme complements the council’s existing strategic delivery initiatives and maximises collaborations on existing and new projects.	 To receive update and provide feedback on the Activate Auckland Programme, as part of the city centre targeted rate programme of works. An update will be provided in June as more work on financial is yet to be completed.	August 2019
America’s Cup 2021	Planning and development of areas to host America’s Cup 36 (AC36 programme).	 To be informed around plans for the America’s Cup 2021, including their potential impact on the city centre programme of works. Progress to date:  The update report and the presentation was provided at the 17/04/2019 meeting. - A response to the board’s request for information was circulated and is attached to the June agenda. The next update is scheduled for the July meeting.	July 2019
City Centre Public Art Plan	The City Centre Public Art Plan aims to provide the vision and rationale for investment in public art in the centre city through to 2025. It takes into account all other relevant existing strategies and plans for the city centre area including the public art work floor scheme bonus.	 To receive update and provide feedback on deliverables arising from the City Centre Art Plan, towards which the city centre targeted rates makes a contribution.	To be advised 2019
City Centre Cleaning Services	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.	 To provide feedback for the city centre cleaning and maintenance services. Progress to date: A report was considered on 27/6/18 Res CEN/201832 - An update on streetscapes pertaining to the city centre cleaning services was provided at the May meeting. Resolution CEN/2019/23	complete

(Excerpt –full terms of reference available as a separate document)

(Excerpt –full information available in a separate document)

Background

Activities to be funded

Author	Martin Shelton – Programme Director AC36 Programme Management Office
Authoriser	John Dunshea - General Manager Development Programmes Office

Author	Tam White - Senior Governance and Relationship Advisor
Authoriser	John Dunshea - General Manager Development Programmes Office