I hereby give notice that an ordinary
meeting of the Auckland City Centre Advisory Board will be held on:
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Date:
Time:
Meeting Room:
Venue:
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Monday, 26
July 2021
3.00pm
Room 1, Level
26
135 Albert Street
Auckland
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Ngā Hui a te Poari Kaitohutohu
mō te Pokapū o Te Tāone Nui o Tāmaki Makaurau /
Auckland City Centre Advisory Board
OPEN AGENDA
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MEMBERSHIP
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Chairperson
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Mr Andrew Gaukrodger
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Corporate sector
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Deputy Chairperson
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Mr James Mooney
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Urban design/institute of architects
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Members
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Ms Viv Beck
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Business Improvement District
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Ms Noelene Buckland
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City Centre Residents Group
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Cr Pippa Coom
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Waitematā and Gulf Ward Councillor, Auckland Council
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Mr George Crawford
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Property Council of NZ
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Cr Chris Darby
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Auckland Council (Mayor’s alternate)
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Ms Kate Darrow
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Arts and Cultural Sector
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Mayor Hon Phil Goff, CNZM, JP
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Auckland Council
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Mr Matt Harray
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Retail sector
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Mr Mark Kingsford
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Corporate sector
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Ms Amy Malcolm
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Tertiary sector (University of
Auckland)
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Mr Nigel Murphy
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Tertiary sector (Auckland
University of Technology)
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Mr Richard Northey
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Waitematā Local Board,
Auckland Council
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Mr Adam Parkinson
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City Centre Residents Group
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Ms Anahera Rawiri
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Ngāti Whātua Ōrākei
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Mr Patrick Reynolds
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Transport representative
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Mr Michael Richardson
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Business Improvement District
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(Quorum 10 members)
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Mike Giddey
Kaitohutohu Mana Whakahaere /
Governance Advisor
20 July 2021
Contact Telephone: +64 9 890 8143
Email: mike.giddey@aucklandcouncil.govt.nz
Website: www.aucklandcouncil.govt.nz
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(Excerpt –full terms of reference available as
a separate document)
1. These terms of reference set
out the roles, responsibilities and working arrangements for the Auckland City
Centre Advisory Board.
2. The
board is a key advisory body, with no decision-making or autonomous budgetary
authority.
3. The board will assist the
Auckland Council, specifically the Governing Body and the Waitematā Local
Board and Auckland Council Controlled Organisations to oversee and be a key
advisor to the Auckland Council on achieving the vision and strategic outcomes
of the Auckland Plan, the City Centre Masterplan, the expenditure of the city
centre targeted rate and city centre issues.
Membership:
Includes one councillor and one local board member.
The board should include members who can
provide expert advice on many areas including transport, landscape, environment
and youth sectors. The membership includes a position for Mana Whenua.
Representatives from CCOs may be board members without voting rights. The number of the board members should be between 16 and
21 at any time.
The new panel’s term should end one
month prior to the next local government elections in 2022. The membership of
the panel may be rolled over for more than one electoral term of three years.
Purpose of City Centre
Targeted Rate
(Excerpt –full information available in a
separate document)
Background
The City Centre targeted rate is to help
fund the development and revitalisation of the city centre. The rate applies to
business and residential land in the City Centre area.
Activities to be funded
The City Centre redevelopment programme
aims to enhance the city centre as a place to work, live, visit and do
business. It achieves this by providing a high-quality urban environment,
promoting the competitive advantages of the city centre as a business location,
and promoting the city centre as a place for high-quality education, research
and development. The programme intends to reinforce and promote the city centre
as a centre for arts and culture, with a unique identity as the heart and soul
of Auckland. The rate will fund expenditure within the following activities:
Regional planning; Roads and footpaths; Local parks, sports and recreation.
The targeted rate will continue until
2024/2025 to cover capital and operating expenditure generated by the projects
in the City Centre redevelopment programme. From 2016/2017, unspent funds from
the targeted rate have been used to transition the depreciation and
consequential operating costs of capital works to the general rate so that from
2019/2020 these costs will be entirely funded from general rates.
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Auckland City
Centre Advisory Board
26 July 2021
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ITEM TABLE OF
CONTENTS PAGE
1 Apologies 7
2 Declaration of
Interest 7
3 Confirmation
of Minutes 7
4 Extraordinary
Business 7
5 Feedback on the
Wai Horotiu Queen Street project 9
6 Destination
marketing for the city centre 73
7 Summary of
Auckland City Centre Advisory Board information items and briefings (including
the forward work programme) – 26 July 2021 97
8 Consideration
of Extraordinary Items
Apologies from
Mr A Parkinson and Mayor P Goff have been received.
2 Declaration
of Interest
Members are
reminded of the need to be vigilant to stand aside from decision making when a
conflict arises between their role as a member and any private or other
external interest they might have.
3 Confirmation
of Minutes
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That the Auckland City Centre Advisory Board:
a)
confirm the ordinary minutes of its meeting,
held on Monday, 29 March 2021, as a true and correct
record.
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4 Extraordinary
Business
Section 46A(7)
of the Local Government Official Information and Meetings Act 1987 (as amended)
states:
“An item
that is not on the agenda for a meeting may be dealt with at that meeting if-
(a) The local authority by
resolution so decides; and
(b) The presiding member
explains at the meeting, at a time when it is open to the public,-
(i) The
reason why the item is not on the agenda; and
(ii) The reason why the
discussion of the item cannot be delayed until a subsequent meeting.”
Section 46A(7A)
of the Local Government Official Information and Meetings Act 1987 (as amended)
states:
“Where an
item is not on the agenda for a meeting,-
(a) That item may be discussed
at that meeting if-
(i) That item is a minor
matter relating to the general business of the local authority; and
(ii) the presiding member
explains at the beginning of the meeting, at a time when it is open to the
public, that the item will be discussed at the meeting; but
(b) no resolution, decision or
recommendation may be made in respect of that item except to refer that item to
a subsequent meeting of the local authority for further discussion.”
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Auckland City
Centre Advisory Board
26 July 2021
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Feedback
on the Wai Horotiu Queen Street project
File No.: CP2021/10630
Te take mō te
pūrongo
Purpose of the report
1. To provide feedback on the Wai Horotiu Queen
Street project draft project brief (Attachment A) and the draft communications
and engagement plan (Attachment B).
Whakarāpopototanga matua
Executive summary
2. The
City Centre Masterplan (CCMP) presents a vision for Wai Horotiu Valley as a
vibrant shopping and commercial area prioritising pedestrians and public
transport. This is supported by the Access for Everyone concept to transform
how people and freight move in the city centre and achieve a Zero Emissions
Area (ZEA).
3. The
Wai Horotiu Queen Street project was supported by the Planning Committee in
March 2020 (resolution PLA/2020/18). The project seeks to progress the vision
for Wai Horotiu Queen Street Valley and responds to temporary bus network
changes during City Rail Link construction.
4. Construction
for the first phase of works started on 10 May 2021. Construction for zone 1
from Customs Street and Shortland Street is largely complete. Zone 2, the Fort
Street pocket park, is scheduled to be completed in late August 2021.
5. The
removal of the COVID-19 emergency works started on 16 June 2021 to prepare for
the delivery of future phases of the project. The majority of the works will be
removed, although some of the extended bus platforms from the emergency works
will be retained to support increased bus movements in Queen Street. The
removal was completed by mid-July 2021.
6. A
comprehensive project plan has been developed to progress the future phases of
the project, from Shortland Street to Mayoral Drive. The project will be
delivered in stages and is anticipated to be completed at the end of June 2022.
The project plan and milestones are outlined in Attachment C. Stakeholder engagement, post-implementation
feedback, monitoring and data gathering, and design options feedback will form
part of the design thinking for each phase of work.
7. The
Auckland City Centre Advisory Board was updated by memo on 15 June 2021 on the
current status of the project and the project plan, including the beginning of
the COVID-19 emergency works removal.
8. The
advisory board provided feedback on the draft project brief and the draft
communications and engagement plan at a workshop on 28 June 2021. Staff have
summarised the board’s feedback in Attachment
D.
9. This report is for the Auckland City Centre Advisory Board to
endorse its feedback on the draft project brief and the draft communications
and engagement plan, as recorded in Attachment D.
10. Staff will
update the project brief and community and engagement plan in consideration of
the board’s feedback and share these with the board.
11. Staff will
continue to provide regular memorandum updates to the board as the project
progresses.
Ngā tūtohunga
Recommendation/s
That the Auckland City Centre
Advisory Board:
a) endorse
its feedback on the draft project brief and the draft communications and
engagement plan for the Wai Horotiu Queen Street Project, as recorded in
Attachment D
b) note that regular updates on the project will be provided to the
advisory board via memoranda.
Horopaki
Context
12. At
its March 2020 meeting, the Planning Committee resolved to support the
commencement of the Wai Horotiu Queen Street Project (resolution PLA/2020/18)
as a first step towards realising the City Centre Masterplan outcomes for the
Wai Horotiu Queen Street Valley.
13. The project seeks to progress the vision for Wai Horotiu Queen
Street Valley as a vibrant shopping and commercial area prioritising
pedestrians and public transport, and responds to temporary bus network changes
during City Rail Link construction.
14. The
Auckland City Centre Advisory Board supported the project by endorsing a
contribution from the city centre targeted rate in May 2020 and appointed a
working group to the Queen Street pilot project (resolution CEN/2020/16).
15. Auckland
Council’s Chief Planning Office and Auckland Transport led the initial
co-design phase of the project. From March 2021, the council’s
Development Programme Office has taken the lead to progress the next phase of
the project, building on the work done to date, to further develop the design,
cost estimates and a plan for delivery, working closely with the Chief Planning
Office and Auckland Transport.
16. Construction
for the first phase of works started on 10 May 2021. Construction for zone 1
from Customs Street and Shortland Street is largely complete. This will be
accompanied by network changes to support bus services, servicing and loading.
Public feedback is currently being sought on the completed works.
17. The
design for zone 2, the Fort Street pocket park, has been revised in response to
the Have Your Say survey results from May 2021. The Fort Street pocket park is
scheduled to be completed in late August 2021.
18. The removal of the COVID-19 emergency works started on 16 June 2021
to prepare for the delivery of future phases of the project. The majority of
the works will be removed, although some of the extended bus platforms from the
emergency works will be retained to support increased bus movements in Queen
Street. The removal was completed by mid-July 2021.
19. The Auckland City Centre Advisory Board was updated by memo on 15
June 2021 on the current status of the project and the project plan, including
the beginning of the COVID-19 emergency works removal.
20. Staff facilitated a workshop with the advisory board on 28 June 2021
to provide feedback on the draft project brief and the draft communications and
engagement.
Tātaritanga me ngā
tohutohu
Analysis and advice
Project delivery
plan for zones 3 to 5
21. A
comprehensive project plan has been developed to progress the future phases of
the project, from Shortland Street to Mayoral Drive. The project will be
delivered in stages and is anticipated to be completed at the end of June 2022.
Project overview
22. The Wai
Horotiu Queen Street project is a short-term improvement and one of several
initiatives contributing to the advancement of the City Centre Masterplan
outcomes for the precinct. The focus is on ensuring that Queen Street remains a
vibrant economic hub for the city centre supported by more and better-quality
spaces for people and to prioritise Aucklanders walking, cycling and using public
transport in the area.
23. The scope of
the project includes the planning, design, development, implementation and
monitoring and evaluation of the short-term transformation of Queen
Street.
24. The works
will not be permanent, and any treatment will be based on a no-dig principle.
Any changes made can be altered or removed easily and cheaply.
25. The physical
works are anticipated to be in place for up to five years.
26. The project
includes the provision of a higher level of service for the operation,
maintenance and renewal for the installed works, throughout the duration of the
project. This will ensure that the quality and aesthetics of the installed
works are maintained.
27. Auckland
Council and Auckland Transport are taking a combined approach to develop the
urban design and meet the traffic network requirements with a high level of
public involvement.
28. The project
will continue to support business operations by maintaining appropriate access
to servicing and loading.
29. The extent of
the project is from Customs Street East to Mayoral Drive, including road and
side street intersections.
Figure 1 - Project
extent
Development
methodology
30. The design
and construction of the project will be delivered sequentially in phases. The
project delivery zones and key milestones are shown in table 1 below.
31. Stakeholder
engagement, post-implementation feedback, monitoring and data gathering, and
design options feedback will form part of the design thinking for each phase of
work.
32. The design
and selection of materials will focus on delivering high quality works that are
appropriate to Queen Street.
33. Each phase of
design will encompass the urban design, parking and loading zones, traffic
changes and response to bus network to present a full picture of the proposals.
34. The final
design will be used to progress the Traffic Control Committee (TCC) resolution
report to make legal changes to the road layout.
35. The
construction partner will commence procurement activities along with traffic
management plan planning and obtain approvals ahead of initiating on site.
36. The
construction methodology will be planned to ensure minimal disruptions to the
street, by using off-site prefabrication as far as possible. It will ensure
that servicing and loading and property access are maintained at all times
during construction. Noisy construction will be planned to minimise nuisance to
residents afterhours.
37. Key project milestones are shown in Table 1.
Table 1: Wai
Horotiu Queen Street key milestones
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Indicative Dates
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Activities
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August 2021
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Public engagement on design concepts for Shortland St
to Victoria St (Zone 3)
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Late September to late November 2021
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Construction of Zone 3
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November 2021
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Public engagement on design concepts for Victoria
Street to Wellesley Street (Zone 4)
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January to late February 2022
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Construction of Zone 4
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March 2022
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Public engagement on design concepts for Wellesley
Street to Mayoral Drive (Zone 5)
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May to end June 2022
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Construction of Zone 5
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38. The
project timeline is included in Attachment C.
Draft project brief
39. Building
on the project principles developed through the co-design workshops in late
2020, the project team has developed a draft project brief (Attachment A) that
will form the basis for design decisions going forward, for Shortland Street to
Mayoral Drive (zones 3 to 5).
40. In
addition to the co-design principles, the brief details the urban design
principles, benefits, key performance indicators and monitoring and evaluation
plan for the project.
41. The
five principles developed through the co-design workshops are summarised below:
· People’s experience: creating a
thriving place where people want to be.
· Access: provide universal access for all
that need it while prioritising necessary trips.
· Movement: enable safe and efficient
public transport and access to active modes.
· Environment: mitigate environmental
impacts and deliver C40 and Te Tāruke-ā-Tāwhiri: Auckland's
Climate Plan goals.
· Tactical: be smart with our decisions on
the timing and location of changes so that the benefits align with, and
enhance, other activities.
42. Additional
to these principles, urban design principles have been established by the Urban
Design team in the council’s Chief Planning Office. The urban design
principles are set out in the draft project brief in Attachment A.
43. The
project seeks to deliver the following benefits:
· Benefit 1: improved pedestrian priority
and amenity, support effective public transport and maintain servicing and
loading.
· Benefit 2: transforming Queen Street to
a vibrant destination for economic, cultural and social activities reflective
of Tāmaki Makaurau.
· Benefit 3: a healthier and more
sustainable city centre.
44. The
benefits of the project are measured and reported against key performance
indicators in the monthly performance report. Key performance indicators and
other transport data will inform interventions and actions responding directly
to the needs of users of Queen Street.
45. The
key performance indicators and measurements are detailed in Appendix B of the
draft project brief. Key performance indicators include air quality, pedestrian
volumes, bus patronage, bus reliability, safety, business operations, customer
sentiment and observations to capture how people’s use of Queen Street
changes over time.
46. Details
on the key performance indicators and measurements, as well as the monitoring
regime for each of the benefits are set out in the draft project brief in
Attachment A.
Draft communications
and engagement plan
47. The
project has a draft communications and engagement plan (Attachment B) to help
build a shared understanding with the community and stakeholders to decide what
to do next together.
48. The
stakeholder engagement approach will be focused on:
· raising awareness, building understanding and fostering support for
the changes
· building trust between council and stakeholders, in particular by
providing clarity of process and decision-making responsibilities
· ensuring appropriate and meaningful participation in planning and
design, and demonstrating how stakeholder perspectives have been considered
· meeting legal and regulatory requirements for consultation
· ensuring a joined-up place-based view of the impacts and
implications of this project and any other initiatives in the same area e.g.
bus network changes.
49. The
engagement for the project will be complemented by an activation programme
developed in partnership with businesses and residents, with a mixture of
private and council-led initiatives. This will help increase vibrancy and
footfall, contributes to improved perceptions of safety, reflect Tāmaki
Makaurau’s rich culture and identity and support the community through
change.
50. Communication
activities will be aligned to key milestones in the design and implementation
phases to trigger communication to both Queen Street users and critical
stakeholder groups, and a broader regional audience.
51. Project
communications will focus on linking back to the strategic goals of the City
Centre Masterplan and reinforcing how the project moves our city closer to
these long-term aspirations.
52. All
communication for activities that takes place within the Queen Street Valley
will sit under the umbrella of this project to establish a cohesive,
place-based narrative. This project will utilise Auckland’s Future in
Progress as the brand platform.
53. The draft communications and engagement plan is included in
Attachment B.
Tauākī whakaaweawe
āhuarangi
Climate impact statement
54. The project
delivers on the council’s Long-term Plan 2021-2031 initiative to
demonstrate low-emissions, integrated and people-centric transport solutions
through trials and tactical interventions for a Zero Emissions Queen Street
Valley and support other tactical interventions for encouraging streets for
people across the region.
55. The project
contributes to the following actions in
Te-Tāruke-ā-Tāwhiri: Auckland’s Climate Plan, shown in
Table 2.
Table 2: Contributions of the
project to actions in Te-Tāruke-ā-Tāwhiri: Auckland’s
Climate Plan
|
Action/sub-action
|
Project contribution
|
|
Action B9: Establish and rapidly scale low carbon,
resilient precincts across Auckland
Sub-action: Deliver a zero emissions area
in the City Centre and apply learnings to other urban centres.
|
The project seeks to reduce discretionary vehicle travel
in Queen Street, this will contribute to the reduction of emissions.
|
|
Action T1: Changing the way we all travel
Sub-action: Encourage the use of public
transport, walking and micro-mobility devices, rather than driving.
|
The project seeks to improve pedestrian priority and
amenity on Queen Street, making it safer and more attractive to walk.
|
|
Action T2: Make travelling by public transport more
appealing than using personal vehicles
Sub-action: Make travel by public
transport faster, more frequent and reliable over a wider network.
|
The project seeks to reduce bus journey time, improve
reliability and service levels on Queen Street.
|
|
Action T4: Improve safety, connectivity, and
amenity of walking infrastructure
Sub-action: Prioritise improvements to
walking infrastructure at major destinations including public transport hubs
and educational facilities
|
Queen Street is a major walking route between transport
hubs in the city centre. The project seeks to improve the safety and amenity
for pedestrians.
|
56. In addition
to the above, the materials and construction methodology will consider the
sustainability of the overall project in terms of carbon creation (C40 and zero
carbon goals), ethical supply and trade, and the whole lifecycle of products,
including re-adaptive uses, recycling and waste minimisation.
57. The project
will deliver temporary planters with native planting that will contribute to
air quality improvements.
Ngā whakaaweawe me
ngā tirohanga a te rōpū Kaunihera
Council group impacts and views
58. Auckland
Council is the lead agency on this project and is responsible for defining the
objectives and scope for the project, as well as accountable for achieving the
benefits.
59. Auckland
Transport is supporting the delivery of this project by using its levers to
help achieve the benefits of the project as identified by council, while acting
in accordance with its duties as road controlling authority, as well as
supplying resource and subject matter expertise.
60. Auckland Council and Auckland Transport are taking a combined
approach to develop the urban design and meet the traffic network requirements
with a high level of public involvement.
Ngā whakaaweawe
ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board views
61. Within the
Waitematā Local Board area, Queen Street and the city centre are
undergoing major transformation. The local board receives
regular updates on the project and other developments in the city centre as
they progress.
62. At
its June 2020 meeting, the Waitematā Local Board endorsed the Queen Street Access for Everyone project
(resolution WTM/2020/133).
63. The
Waitematā Local Board also resolved at its July 2020 meeting to reiterate
its strong support for the continuation of the project (resolution WTM/2020/163).
64. The Wai Horotiu Queen Street project is well aligned with the Local
Board Plan 2020 and particularly supports:
· Outcome
3: High quality, urban development that has accessible, versatile, and
sustainable public and private spaces.
· Outcome 5: Sustainable transport network that is safe and accessible.
65. Staff will seek feedback from the Waitematā Local Board at its
meeting on 20 July 2021 on the draft project brief and the draft communications
and engagement plan and feedback to inform designs of future phases of the
work. These documents respectively will form the basis of design decisions for
the project and how we involve the community going forward.
Tauākī whakaaweawe
Māori
Māori impact statement
66. This project
will progress the City Centre Masterplan vision for Wai Horotiu Queen Street
Valley. The development of the City Centre Masterplan included a series of hui
with the Mana Whenua Kaitiaki Forum, led by the Culture and Identity Pou. This
engagement shaped one of the ten city centre-wide outcomes (Tāmaki
Makaurau – our place in the world) and a new transformational move
(Māori outcomes).
67. The project
team will partner with mana whenua at the beginning of the Wai Horotiu Queen
Street Valley Framework from July 2021, as well as further develop the Wai
Horotiu Queen Street project.
68. The project
was presented at the Infrastructure and Environmental Services mana whenua hui
on 14 May 2021. Expressions of interest have been sought from mana whenua to be
part of the project team.
69. The team will
engage from July 2021 with the following iwi authorities who have expressed
interests in the project:
· Ngāti
Whātua Ōrākei
· Ngāti
Maru
· Te
Ākitai Waiohua
· Ngāti
Tamaoho.
Ngā ritenga
ā-pūtea
Financial implications
70. The
budget for the Wai Horotiu Queen Street project is funded by the following
sources:
· city centre targeted
rate: $600,000 (CEN/2020/16)
· Waka Kotahi -
Innovating Street Fund: $900,000 (completion in the 2020/2021 financial year
included co-design and communications)
· Queen Street Zero
Emission Area: $6,115,000 proposed in the Long-term Plan 2021-2031.
· the balance of the project is proposed to be funded by the regional
City Centre Programme budget.
Ngā raru tūpono me
ngā whakamaurutanga
Risks and mitigations
71. The
Wai Horotiu Queen Street project has a very high public profile. Risks to the
success of the project will be mitigated by well-resourced communications,
dedicated engagement staff and a commitment at all levels.
72. The
issues and risks are outlined, and a mitigation strategy has been developed to
effectively manage them. The risks and mitigations are outlined in Table 3.
Table 3: Wai Horotiu Queen Street project risks and mitigations
|
Issue/Risk
|
Description
|
Mitigation
|
|
Legal challenge
|
Legal action initiated by Save the Queen Street
Society could delay the works and impose legal costs.
|
Continue to work in good faith with Save the
Queen Street Society to resolve the challenge.
|
|
Stakeholder opposition
|
Stakeholder resistance to the proposed changes,
including traffic changes.
|
Managing and responding to stakeholder concerns
quickly with dedicated engagement to address concerns. Good communication
plan that conveys a consistent and transparent message to stakeholders.
|
|
Enforcement and compliance
|
Insufficient traffic enforcement activities,
non-compliant traffic behaviours remain widespread and undermine project
objectives.
|
Increase the presence of traffic wardens and
strategic placement of enforcement cameras to manage the enforcement of time
limits and vehicle use. Issue infringement notices for non-compliant road
rule behaviour with a low level of tolerance.
|
|
Maintenance
|
Insufficient levels of maintenance result in poor
user experience, perception that the implementations are of low quality,
cumulative effects of antisocial behaviour.
|
The design of implementations should enable
cost-effective maintenance or care. Ensure adequate operational funding is
available to maintain high service levels. Comprehensive maintenance plan
developed and supported by supply partners to ensure landscaping continues to
look good long after the project completes. Develop community stewardship
where people show pride in their area and care for community facilities or
report issues for attention.
|
|
Interface risk
|
Interface risk with neighbouring developments
such as City Rail Link that may have a knock-on effect on the project.
|
Wayfinding in project areas, cross-programme
communications, and coordination, establish drop dead dates and agree
construction pauses if required, consultation and negotiation with concerned
stakeholders.
|
|
Impact on public transport
|
Street changes may result in public transport
delay and poor customer experience
|
Changes to prioritise movement of people and public
transport and discourage discretionary vehicles.
Plan and deliver Travel Demand Management
programme to encourage behaviour change.
|
Ngā koringa ā-muri
Next steps
73. Staff will
update the project brief and community and engagement plan in consideration of
the board’s feedback. An updated copy of the project brief and community
and engagement plan will be shared with the board.
74. Staff will
continue to provide regular memorandum updates to the board as the project
progresses.
75. The Zone 3
Have Your Say public engagement on design options is scheduled to start in
August 2021.
Ngā tāpirihanga
Attachments
|
No.
|
Title
|
Page
|
|
a⇩
|
Draft Project Brief
|
19
|
|
b⇩
|
Draft communications and engagement plan
|
53
|
|
c⇩
|
Project milestones
|
69
|
|
d⇩
|
ACCAB workshop insights
|
71
|
Ngā kaihaina
Signatories
|
Author
|
Tam White - Senior Governance and Relationship Advisor
|
|
Authorisers
|
Jenny Larking – Head of City Centre Programmes
John Dunshea - General Manager Development Programmes
Office
|
|
Auckland City
Centre Advisory Board
26 July 2021
|
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|
Auckland City
Centre Advisory Board
26 July 2021
|
|
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Auckland City
Centre Advisory Board
26 July 2021
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Auckland City
Centre Advisory Board
26 July 2021
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Auckland City
Centre Advisory Board
26 July 2021
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Destination marketing for the city
centre
File No.: CP2021/10659
Te take mō te
pūrongo
Purpose of the report
1. To
receive accountability reports for 2020/2021 destination marketing funding from
Heart of the City and Karangahape Road Business Association.
2. To
seek support for the reallocation of $200,000 from the ‘Additional
Programme Fund’ in the city centre targeted rate portfolio budget in
2021/2022 to enable increased contributions to destination marketing and to
seek feedback on priorities for allocation of available funding.
Whakarāpopototanga matua
Executive summary
3. The
city centre targeted rate has supported destination marketing initiatives since
2008. In 2020/2021, Heart of the City and the Karangahape Road Business
Association received their annual destination marketing contributions as well
as additional one-off contributions to support the city centre to respond to
the impacts of COVID-19.
4. Each
business association is required to complete annual accountability reporting
for the funds received. Their reports for 2020/2021 funding are attached for
the advisory board’s reference (Attachments A and B). They have met the
requirements to be considered for further funding.
5. An
allocation of $440,000 per year for destination marketing support is forecast
in the city centre targeted rate portfolio until 30 June 2025 (resolution
CEN/2019/35, (Attachment C).
6. Both
business associations are requesting continued support in the 2021/2022 year.
Their proposals are included in their reports attached, and representatives
will present in person at the advisory board meeting on 26 July 2021. Both
business associations are requesting increased funding for the coming year, and
the total requested exceeds the amount currently allocated.
7. Auckland
Unlimited is Auckland’s economic development agency, which includes
responsibility for promoting Auckland as a region. Auckland Unlimited has
proposed two additional destination marketing initiatives for support in
2021/2022:
· a
destination management plan specific to Auckland’s city centre
· a
contribution to enable the city centre to be promoted in domestic and
international campaigns.
8. Staff
have identified additional funding within the city centre targeted rate
portfolio which could be reallocated to increase the amount available for
destination marketing to a total of $640,000. Total contributions requested
exceed this amount.
9. Decision-making
authority for allocating destination marketing funds to specific service
providers sits with staff, who will seek the advisory board’s insights on
the relative priority of the respective proposals to inform the
decision-making.
Ngā tūtohunga
Recommendation/s
That the Auckland City Centre
Advisory Board:
a) receive
the accountability reports for 2019/2020 destination marketing funding from
Heart of the City and Karangahape Road Business Association
b) support
the reallocation of $200,000 from the ‘Additional Programme Fund’
in the city centre targeted rate portfolio budget in 2021/2022 to enable
increased contributions to destination marketing.
Horopaki
Context
10. The purpose
of the city centre targeted rate is to help fund the development and
revitalisation of the city centre and aims to enhance the city centre as a
place to work, live, visit and do business. It achieves this by providing a
high-quality urban environment, promoting the competitive advantages of the
city centre as a business location, and promoting the city centre as a place
for high-quality education, research and development.
11. Destination
marketing contributes to the city centre targeted rate outcomes of
“promoting the competitive advantages of the city centre”,
“enhancing the central city environs” and “a centre for arts
and culture”.
12. The city
centre targeted rate portfolio budget endorsed by the Auckland City Centre
Advisory Board at its 24 July 2019[1]
meeting (resolution CEN/2019/35) included annual destination marketing support
to:
· Heart
of the City: $400,000
· Karangahape
Road Business Association: $40,000
13. The endorsed
portfolio budget also includes an allocation of $200,000 per year for the
‘Additional Programme Fund’. In 2020/2021, this budget line was
allocated for additional destination marketing funding to support the city
centre to respond to the impacts of COVID-19. It remains available for
distribution in 2021/2022.
Tātaritanga me ngā
tohutohu
Analysis and advice
Accountability reports for 2020/2021
funding
14. Each business
association has submitted an accountability report for their 2020/2021 funding
(Attachments A and B).
15. In
2020/2021, Heart of the City received a total of $650,000, comprising their
annual contribution of $400,000 and a further $250,000 to support the city
centre to respond to the impacts of COVID-19. This represented 22 per cent of
their total destination marketing spend for the year, with the remainder funded
through Business Improvement District targeted rates and sponsor/partner
contributions.
16. Heart of the
City’s destination marketing initiatives centred around Restaurant Month
and the Mini Break Recovery campaign. Restaurants participating in Restaurant
Month saw significantly higher spend than non-participating businesses, and
businesses who participated in Mini Breaks reported spend up 27 percentage
points compared to those who did not.
17. In 2020/2021,
Karangahape Road Business Association received a total of $140,000, comprising
their annual contribution of $40,000, plus a further $100,000 to support the
area to respond to the impacts of COVID-19. This was more than half of their
annual total destination marketing and events budget for the year.
18. Karangahape
Road Business Association used their $40,000 annual destination marketing
contribution to support a series of events that reflect the range of influences
and culture of the precinct, such as Pride, Artweek and Matariki. The
additional $100,000 supported an advertising campaign and celebrations to
promote the completion of the Karangahape Road streetscape enhancements
project.
19. Heart of the
City and Karangahape Road Business Association are eligible to be considered for
further funding in 2021/2022.
Proposals for ongoing support in
2021/2022
20. The two
business associations have included proposals for destination marketing funding
in 2021/2022. The proposed initiatives will contribute to the city centre
targeted rate outcomes of “promoting the competitive advantages of the
city centre”, “enhancing the central city environs” and
“a centre for arts and culture”.
21. Karangahape
Road Business Association is requesting the increased amount of $70,000 for the
coming year. This is intended to build on the success of the current
destination marketing campaign which would be extended through the year. A
contribution of $70,000 would represent 40 per cent of their total destination
marketing and events spend for the year.
22. Heart of the
City’s approach for 2021/2022 seeks to respond to diminishing perceptions
of the city centre associated with ongoing construction in the area, and the
continued impacts of COVID-19. The increased amount of $650,000 requested would
comprise 22 per cent of their budgeted destination marketing and events spend
for the year. The key initiatives planned include Restaurant Month, seasonal
What’s On campaigns, and additional tactical campaigns such as Cheap and
Cheerful and Matariki.
Additional city centre
destination marketing activity by Auckland Unlimited
23. Auckland
Council’s Economic
Development Action Plan 2021-24[2]
outlines the council group’s role in Auckland’s economic recovery.
Within that plan, Auckland Unlimited are responsible for “Destination
Tāmaki Makaurau: attracting people and investment”, including the
coordination of regional and sub-regional destination marketing across the
Auckland Council group, with a particular focus on consistency of message to
target audiences and aligned marketing spend.
24. Auckland
Unlimited have identified two key initiatives to support the attraction of
people to the city centre in 2021/2022. Firstly, the development of a city
centre-specific destination management plan which considers:
· visitor
experience: the destination’s experience offering, supporting
infrastructure and services
· marketing
and promotion: the area’s promotional activity, which attracts demand and
enables the destination to be competitive
· resource
management: the destination’s strategy, policy and regulatory frameworks
and supporting investments.
25. This piece of
work would require a city centre targeted rate investment of up to $100,000 and
would inform initiatives in 2022 and beyond.
26. Auckland
Unlimited are also proposing a trial period of incorporating the urban Auckland
city centre experience into domestic and international marketing campaigns. A city
centre targeted rate contribution of up to $200,000 would fund content
development and create new assets to promote the city centre, which would be
shared with the city centre business associations and used to raise the profile
of the city centre in domestic marketing activity in our fly
(Wellington and Christchurch) and drive markets (Northland, Waikato and Bay of
Plenty), and Australia.
27. The city centre targeted rate is the only available source of
funding for this purpose, as Auckland Unlimited’s existing budgets are
designated for initiatives that benefit the Auckland region as a whole.
28. Auckland
Unlimited are also committed to working more closely with the city centre
business associations to ensure alignment between local initiatives and the
Auckland brand, and to support destination marketing capability growth in the
business associations. Auckland Unlimited have a dedicated team of destination
marketing and product development staff who specialise in destination marketing
and promotion, so any funding could be used to tap into their
strengths in this area, help with capability building and leverage their
marketing activity to create additional promotion and exposure for the city
centre.
City centre targeted rate investment
in destination marketing for 2021/2022
29. Proposed funding for destination marketing activity in 2021/2022
totals $1.02 million.
Table 1:
Destination marketing contributions requested for 2021/2022
|
Business
association/initiatives
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Amount requested
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Heart of the City
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$650,000
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Karangahape Road
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$70,000
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Destination management
plan
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$100,000
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Domestic and Australia
campaign
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$200,000
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Total
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$1,020,000
|
30. The
Advisory Board has previously allocated $440,000 for distribution this year. A
further $200,000 is available for reallocation from the Additional Programme
Fund budget line, making a total of $640,000 available.
31. Decision-making
authority for allocating destination marketing funds to specific service
providers sits with the General Manager of the Development Programme Office.
Staff will seek the advisory board’s insights on the relative priority of
the respective proposals to inform the decision.
32. The Advisory Board will also be given the opportunity to consider
making additional funds available for destination marketing when the city
centre targeted rate portfolio budget is reviewed in September 2021.
Tauākī whakaaweawe
āhuarangi
Climate impact statement
33. There
are no implications for climate change arising from the
allocation of the destination marketing budget.
34. In 2019
Auckland Council declared a climate emergency and adopted the
Te-Tāruke-ā-Tāwhiri: Auckland’s Climate Plan. The plan is
the framework for how Auckland can respond as a region to the threats posed by
climate change and calls for Auckland to reduce its transport emissions by 64
per cent in 2030. The plan was launched in December 2020.
35. Both business
associations include advice about sustainable transport options in their
destination marketing approaches. This is a particular focus of the Karangahape
Road campaign which features the new-and-improved facilities for cyclists and
bus passengers.
Ngā whakaaweawe me ngā
tirohanga a te rōpū Kaunihera
Council group impacts and views
36. The
two business associations are also Business Improvement Districts (BIDs) and
therefore receive BID targeted rate grants administered by Auckland Council. In
2021/2022, they will receive the following in BID targeted rates:
· Heart
of the City: $4,782,614
· Karangahape
Road Business Association: $457,200
37. Both business
associations continue to meet the compliance requirements for their BID
targeted rate programmes.
38. In addition
to the business associations, various parts of the council group, including
Auckland Unlimited and the city centre targeted rate-funded City Centre
Activation Programme, work independently and in partnership with the business
associations to drive activity and visitation.
39. In 2020/2021,
Karangahape Road received a one-off grant of $35,000 for destination marketing
as part of business support initiatives enabled by Auckland Transport in
relation to the streetscapes enhancement project. This project is now complete.
40. The city
centre targeted rate contribution to destination marketing is complementary to
other destination marketing initiatives and all parties work strategically to
maximise the leverage of their combined resources
Ngā whakaaweawe
ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board views
41. Because the
city centre targeted rate is considered regional funding, staff have not
specifically sought local board views on this matter. However, support for city
centre businesses aligns to Outcome 6 of the Waitematā Local
Board Plan 2020[3]:
Waitematā businesses are sustainable, innovative and
prosperous, specifically the identified key initiatives to support Business
Improvement Districts and to leverage opportunities to promote the city as a destination.
Tauākī whakaaweawe
Māori
Māori impact statement
42. The decision
to allocate funding to destination marketing does not contribute directly to
achieving specific Māori outcomes.
43. A large
feature of the programmes for both business associations is the Matariki
festival. In 2021 Heart of the City led the promotion of a major collaboration
of Matariki events and activities clustered in the waterfront precincts, and
Karangahape Road featured Matariki as part of the streetscape enhancement opening
celebrations.
Ngā ritenga
ā-pūtea
Financial implications
44. The city
centre targeted rate portfolio budget 2019/2020 endorsed by the board in July
2019 (resolution CEN/2019/35) includes annual allocations for destination
marketing up to 30 June 2025:
· OPEX:
Destination Marketing (K Road) $40,000
· OPEX:
Destination Marketing (HOTC) $400,000
45. The $200,000
allocated to the ‘Additional Programme Fund’ remains available for
distribution in 2021/2022.
46. The next
opportunity for the Advisory Board to recommend changes to allocations in the
city centre targeted rate budget portfolio is September 2021. Should the
Advisory Board recommend an increase to investment in destination marketing,
further funding could be issued at that time.
Ngā raru tūpono me
ngā whakamaurutanga
Risks and mitigations
47. The city
centre continues to experience significant impacts following COVID-19, with
downturns in visitation and associated economic performance. Continued support
for destination marketing is a key enabler for the business associations to
respond to these impacts.
48. Destination
marketing is particularly reliant on city centre targeted rate contributions at
this time as the availability of sponsorship and other partner income is
reduced post COVID-19, so a decision not to fund destination marketing would
mean initiatives are unfunded or significantly reduced.
Ngā koringa ā-muri
Next steps
49. After
considering the views shared by the Advisory Board, staff will decide how the
available funds will be distributed, and staff will action the appropriate
agreements. Staff will advise the Advisory Board the outcome in the next
newsletter.
50. Accountability
reporting for 2021/2022 funding will be due in July 2022.
Ngā tāpirihanga
Attachments
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No.
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Title
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Page
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a⇩
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HOTC Destination Marketing Report for ACCAB
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79
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b⇩
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KBA Destination Marketing Accountability Report
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89
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c⇩
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CCTR portfolio budget 20192020
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95
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Ngā kaihaina
Signatories
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Author
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Natalie Hansby – Manager Development Response
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Authoriser
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John Dunshea - General Manager Development Programmes
Office
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Auckland City
Centre Advisory Board
26 July 2021
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Auckland City
Centre Advisory Board
26 July 2021
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Auckland City
Centre Advisory Board
26 July 2021
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Auckland City
Centre Advisory Board
26 July 2021
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Summary of Auckland City Centre Advisory
Board information items and briefings (including the forward work programme)
– 26 July 2021
File No.: CP2021/10645
Te take mō te
pūrongo
Purpose of the report
1. To note the progress on the forward work programme appended
as Attachment A and to provide a public record of the advisory board insights
on its forward work programme.
Whakarāpopototanga matua
Executive summary
2. This
is an information-only report where no decisions are required. The purpose of
the report is to place on public record the information set out in the
attachments, which comprise:
· Progress
update on the board’s forward work programme (Attachment A).
· Staff
record of the board’s insights from the following workshops (Attachments
B and C).
· These
workshops were held on:
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Date
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Workshop focus
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18 March 2021
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City Centre Master Plan -
City Centre Outcomes
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3 May 2021
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Connected City Centre
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· The
board’s feedback on the Auckland Council's 10-Year Budget (Long-term
Plan) presented by the chair, Andrew Gaukrodger and member Anahera Rawiri to
the Finance and Performance Committee workshop on 21 April 2021 (Attachment D).
It is also available on the Finance and Performance Committee meeting agenda on
17 June 2021.
3. The
attachments to this report have already been distributed to board members after
workshops held with the board since its last board meeting on 29 March 2021.
4. Note
that, unlike an agenda report, staff will not be present to answer questions
about the items referred to in this summary. Auckland City Centre
Advisory Board members should direct any questions to the author.
Ngā tūtohunga
Recommendation/s
That the Auckland City Centre
Advisory Board:
a) note the
information report.
Ngā tāpirihanga
Attachments
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No.
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Title
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Page
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a⇩
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ACCAB Forward work programme
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99
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b⇩
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ACCAB insights: City Centre MAster Plan - City Centre
Outcomes
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103
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c⇩
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ACCAB insights: Connected City Centre
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105
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d⇩
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ACCAB feedback on the Auckland Council's 10-Year
Budget (Long-term Plan)
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109
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Ngā kaihaina
Signatories
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Author
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Tam White - Senior Governance and Relationship Advisor
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Authoriser
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John Dunshea - General Manager Development Programmes
Office
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Auckland City
Centre Advisory Board
26 July 2021
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Auckland City
Centre Advisory Board
26 July 2021
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Auckland City
Centre Advisory Board
26 July 2021
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Auckland City
Centre Advisory Board
26 July 2021
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