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

Date:

Time:

Meeting Room:

Venue:

 

Monday, 27 June 2022

3.00pm

Council Chamber, Ground Floor
Auckland Town Hall
305 Queen Street
Auckland

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

Mr Andrew Gaukrodger

Corporate sector

Deputy Chairperson

Mr James Mooney

Urban design/institute of architects

Members

Ms Noelene Buckland

City Centre Residents Group

 

Cr Pippa Coom

Waitematā and Gulf Ward Councillor, Auckland Council

 

Mr George Crawford

Property Council of NZ

 

Cr Chris Darby

Auckland Council (Mayor’s alternate)

 

Mayor Hon Phil Goff, CNZM, JP

Auckland Council

 

Mr Matt Harray

Retail sector

 

Mr Jamey Holloway

Business Improvement District

 

Mr Mark Kingsford

Corporate sector

 

Dr Erik Lithander

Tertiary sector (University of Auckland)

 

Ms Tania Loveridge

Business Improvement District

 

Mr Nigel Murphy

Tertiary sector (Auckland University of Technology)

 

Mr Richard Northey

Waitematā Local Board, Auckland Council

 

Mr Antony Phillips

City Centre Residents Group

 

Ms Anahera Rawiri

Ngāti Whātua Ōrākei

 

Mr Patrick Reynolds

Transport representative

 

 

 

(Quorum 8 members)

 

 

Mike Giddey

Kaitohutohu Mana Whakahaere / Governance Advisor

21 June 2022

Contact Telephone: +64 9 890 8143

Email: mike.giddey@aucklandcouncil.govt.nz

Website: www.aucklandcouncil.govt.nz

 

 


Terms of Reference

 

(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.

 

 


Auckland City Centre Advisory Board

27 June 2022

 

 

ITEM   TABLE OF CONTENTS                                                                                         PAGE

1          Apologies                                                                                                                        5

2          Declaration of Interest                                                                                                   5

3          Confirmation of Minutes                                                                                               5

4          Extraordinary Business                                                                                                5

5          A Connected City Centre - progress towards implementation of the City Centre Masterplan                                                                                                                      7

6          Eke Panuku update on the lead agency for the city centre                                    13

7          Consideration of Extraordinary Items

 


1          Apologies

 

Apologies from Mayor P Goff and Deputy Chairperson J Mooney 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

 

That the Auckland City Centre Advisory Board:

a)         confirm the ordinary minutes of its meeting, held on Monday, 30 May 2022, as a true and correct record.

 

 

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.”

 

 


Auckland City Centre Advisory Board

27 June 2022

 

 

A Connected City Centre - progress towards implementation of the City Centre Masterplan

File No.: CP2022/08978

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To provide an update on work to progress the transport workstreams associated with implementation of the City Centre Masterplan.

Whakarāpopototanga matua

Executive summary

2.       The City Centre Masterplan (CCMP) outlines the vision, key outcomes and transformational moves for the City Centre that the Council group is collectively charged with delivering.

3.       Access for Everyone (A4E) is a key enabler which underpins the implementation of the CCMP– it brings together a number of transport and landuse strategies, plans and policies that will collectively contribute to achieving the CCMP outcomes and transformational moves

4.       A comprehensive servicing and loading plan that balances both temporal and spatial requirements is a key component of A4E. There are three key workstreams which support a city-wide approach to loading and servicing. These are:

a)   The Comprehensive Parking Management Plan (CPMP) - a forward looking strategy that will inform kerbside management in line with land use in the city centre

b)   Midtown Loading and Servicing Study - a jointly commissioned study to consider loading and servicing opportunities and concepts in the short to medium for the Midtown precinct while the CPMP strategy is developed

c)   A Loading and Servicing Disruption Management Plan – an immediate operational plan which responds specifically to the impacts of construction activity on parking, loading and servicing between March 2022 and March 2023.

 

Ngā tūtohunga

Recommendation/s

That the Auckland City Centre Advisory Board:

a)      note the update from Auckland Transport regarding progress on the transport workstreams associated with implementation of the City Centre Masterplan.

 

Horopaki

Context

5.       The City Centre Masterplan (CCMP) outlines the vision, key outcomes and transformational moves for the City Centre that the Council group is collectively charged with delivering. The key outcome which relates to transport aspects is Outcome 2: Connected City Centre.

6.       Auckland Transport is actively working to support this CCMP outcome which aims to enable safe, healthy and sustainable travel options to improve people’s access and choice of transport modes into and around the city centre.


 

7.       There are a number of strategies, plans and policies that will collectively contribute to achieving the CCMP outcomes and transformational moves. In particular, successful implementation will rely on enablers such as:

·    an effective public transport system

·    a traffic circulation and accessibility plan

·    a comprehensive servicing and loading plan that balances both temporal and spatial requirements; and,

·    a travel demand management plan that prioritises active modes as the primary means to enable access to the city centre

8.       These enablers form the basis of Access for Everyone (A4E), a key principle which underpins the CCMP. Auckland Transport is working in collaboration with Eke Panuku and the wider council family towards the development of an integrated implementation plan for A4E and the CCMP.

9.       At the Auckland City Centre Advisory Board meeting on 27 June 2022, Auckland Transport will provide an update on three of the key workstreams, which support our strategic and city-wide approach to loading and servicing. These are:

a)   The Comprehensive Parking Management Plan (CPMP) - a forward looking strategy that will inform kerbside management in line with land use in the city centre

b)   Midtown Loading and Servicing Study - a jointly commissioned study to consider loading and servicing opportunities and concepts in the short to medium for the Midtown precinct while the CPMP strategy is developed

c)   A Loading and Servicing Disruption Management Plan – an immediate operational plan which responds specifically to the impacts of construction activity on parking, loading and servicing between March 2022 and March 2023.

 

Diagram

Description automatically generated


 

Tātaritanga me ngā tohutohu

Analysis and advice

The Comprehensive Parking Management Plan (CPMP):

10.     The CPMP will be informed by the wider Auckland Parking Strategy[1], which subject to the outcome of public consultation is due to be adopted by the Auckland Transport Board in August 2022.

11.     Development of the CPMP will be guided by a series of key “Principles for parking management” which were endorsed by the Auckland Transport Board and the Auckland Council Planning Committee. These state that kerbside space will typically be allocated in the following priority order:

a)   To ensure and improve the safety of people using the transport system

b)   To preserve existing property access

c)   To support the movement of people (e.g. allocate space for public transport, cycle and micro-mobility, walking, freight, and general traffic in accordance with the Strategic Transport Network)

d)   Public space improvements, such as public space for seating, plantings and trees, and outdoor dining areas

e)   Mobility parking

f)    Specialty parking such as loading zones, car share parking, cycle and micro-mobility parking, motorbike parking and electric vehicle parking

g)   General vehicle parking

h)   General vehicle parking to accommodate overflow parking from developments that occurred after September 2013.

12.     Once the Auckland Parking Strategy is confirmed, development of the CPMP can continue. Development of the CPMP is programmed to take eight months and will include engagement with key stakeholders in the city centre and wider public consultation.

Midtown Loading and Servicing Study:

13.     The midtown projects that are currently in delivery or design (e.g. on Federal, Victoria and Wellesley streets) have made provisions for loading and servicing based on options available within these project footprints.

14.     In addition to this, Auckland Council and Auckland Transport jointly commissioned a Midtown Loading and Servicing Study to consider loading and servicing opportunities and concepts in the short to medium term. Most of those identified relate to existing streets or facilities in the midtown area that are not currently programmed for streetscape or public transport upgrades.

15.     The study is not an operational plan. The concepts identified suggest changes in aspects such as how kerbside space is allocated and prioritised, the efficiency of how streets operate, using technology, using space differently during peak and off-peak periods and prioritising on-street loading and servicing over on-street parking. The study also identifies several longer-term opportunities, innovations and strategies (including international case studies) to transform how parking, loading and servicing are provided and operated in the wider City Centre.

16.     The recommendations from this study will be incorporated into the CPMP for the City Centre.


 

Disruption Management Loading and Servicing Plan:

17.     In recognition of the need to manage the operational impacts of construction disruption in the City Centre in advance of the CPMP for the City Centre being finalised, a short-term operational plan has been developed which responds specifically to the impacts of city centre construction activity on parking, loading and servicing.

18.     This disruption management plan aims to put in place temporary measures to support effective loading, servicing and operations while the major construction is underway. It has an initial 12-month purview and will be refreshed on a rolling basis, guiding kerbside management decisions over this period.

19.     It does not consider the future state (this is what the CPMP will do), but all current and planned City Centre construction activity impacting on the road corridor should implement mitigations guided by this ‘rolling’ Interim Plan.

20.     Underpinning all these plans is in-depth work to understand the needs of businesses, residents and other users in the city centre. The plan breaks the city centre into 10 sub-areas based on A4E, with analysis and recommendations for each of these areas.

21.     User requirements considered as part of the analysis include street gradient, coverage and accessibility, space requirements for unloading and manoeuvring, times of operations, vehicle types and the types of activities associated with land use in each area (i.e. goods delivery and pickup, trades and services and pick-up and drop-off).

22.     The plan also identifies technology solutions to manage operational and access issues. Trials of these technologies can help refine solutions with an aim to be future state ready.

 

Tauākī whakaaweawe āhuarangi

Climate impact statement

23.     The impacts of climate change are key factors in future planning for the city centre. Planning is underway in key areas such as sustainability, climate resilience and public transport for the city centre to align with the Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

24.     The Auckland Transport are working closely with Auckland Council, Auckland Unlimited and Eke Panuku to develop a resilient city centre programme to recover from the impact of the pandemic, as well as continuing to thrive in the future.

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

Local impacts and local board views

25.     Driven by the city centre, the Waitematā area is the primary hub of employment, commerce, arts and entertainment in Auckland.

26.     Planning for the future will also contribute to achieve the Waitematā Local Board Plan 2020 focusing on all six outcomes to make Waitematā a better community for all.

27.     The Waitematā Local Board regularly receives updates from Auckland Transport and will be updated on progress on this planning.

28.     This is an information-only report and does not have any direct impacts on the Waitematā Local Board.

Tauākī whakaaweawe Māori

Māori impact statement

29.     This is an information-only report and does not have any specific Māori outcomes.

30.     However, staff will plan a hui with Mana Whenua at the appropriate time as part of the council’s think tanks conversations.

Ngā ritenga ā-pūtea

Financial implications

31.     There are no direct financial implications from this information report.

32.     The proposed programmes are funded within existing approved budgets and work programmes.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

33.     The council group recognise that an enabling transport system is essential for the city centre to function effectively and attract people to live, work, study and visit, and Auckland Transport specifically acknowledges the importance of effective city network operations, loading and servicing and this work seeks to actively mitigate this potential risk.

Ngā koringa ā-muri

Next steps

34.     Auckland Transport are recruiting for a programme leader for Access for Everyone – Head of A4E, and this role will be advertised before the end of June 2022.

35.     Staff continue to engage with key stakeholders and impacted businesses and residents on the operations, loading and servicing requirements as these plans progress and are implemented.

Ngā tāpirihanga

Attachments

There are no attachments for this report.     

Ngā kaihaina

Signatories

Author

John Strawbridge – Group Manager Parking Services & Compliance – Auckland Transport

Authoriser

John Dunshea - General Manager Development Programmes Office

 

 


Auckland City Centre Advisory Board

27 June 2022

 

 

Eke Panuku update on the lead agency for the city centre

File No.: CP2022/08977

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To advise the Board that Eke Panuku formally starts its role as lead agency from July 2022 and to update on our current progress.

Whakarāpopototanga matua

Executive summary

2.       Eke Panuku will formally undertake its role as lead agency for the implementation of the City Centre Masterplan (CCMP) outcomes from July 2022.

3.       The scope of works for the lead agency as outlined in the Planning Committee decision covers the planning, implementation, place and change management associated with delivering on the CCMP outcomes, combined with the associated activation, communication and engagement activities required to enable successful outcomes.

4.       Out of scope is operational management such as cleaning, maintenance, renewals, and safety work, although it requires close cooperation and an avenue for escalation of issues.

5.       Key strategic and statutory planning for the city centre will continue to be led by Council, such as the CCMP itself, Future of the Port, NPS UD and Unitary Plan work, however Eke Panuku will work in conjunction with the team’s leading these areas where change is required or being considered.

6.       Priorities for the new lead agency have been assembled following a discovery process and newly appointed City Centre Priority Location Director Simon Oddie will lead a matrix team charged with ensuring the success of this new way of working in the city centre.  A key deliverable for the team is an integrated implementation plan for the CCMP, along with improved and consistent engagement, a clear narrative from the council family and a greater emphasis on design and place leadership.

 

Ngā tūtohunga

Recommendation/s

That the Auckland City Centre Advisory Board:

a)      receive the update on the establishment of Eke Panuku as the Lead Agency for the City Centre.

 

Horopaki

Context

7.       In November 2021, the Planning Committee endorsed a recommendation from Auckland Council, Eke Panuku, Auckland Transport and Auckland Unlimited that Eke Panuku be appointed as the lead agency for the implementation of the City Centre Masterplan 2020.

8.       A city centre matrix team was to be established, led by Eke Panuku, using primarily existing staff from across the council group.

9.       It was acknowledged in the recommendation that further work was required to flesh out the detail to ensure we achieve the benefits envisaged and work together to transition to this new approach.   

10.     The council group therefore agreed that over the following six to nine months Eke Panuku, working with the council group, would lead a discovery process, assemble the matrix city centre team and progressively transition to the new role and overall approach with an establishment date of July 2022.

11.     Outcomes of that discovery as outlined in the report were to:

·    Develop and agree an operational business change case across the Council group to agree the implementation of these changes.

·    Agree any changes to the City Centre Executive Steering Group terms of reference to review role, decision making processes and responsibilities.

·    Support and maintain continued momentum on key projects and phase in changes gradually to minimise any impact to delivery milestones.

·    Agree transition reporting and oversight roles for political and stakeholder fora.

·    Commence communications and engagement with key city centre stakeholders and mana whenua.

Tātaritanga me ngā tohutohu

Analysis and advice

Status Update

12.     Following the decision, Eke Panuku started the discovery phase to support its transition into the lead agency role. The resulting establishment plan builds on work that was already underway to integrate the council group’s city centre activity, both prior to and following the decision by the Planning Committee to appoint Eke Panuku. It will set a framework for collaboration and integration across the council whanau, underpinned by a matrix organisational structure that will be driven and led by newly appointed Priority Location Director for the city centre, Simon Oddie.

13.     As per the recommendation endorsed by the Planning Committee, the city centre team will primarily be made up of existing roles across the council group, with a small core team at Eke Panuku to provide leadership, guidance, integration, and value where needed.

14.     The establishment plan and priorities will go to the cross-organisational Joint City Centre Steering Group in early July, followed by the Eke Panuku Board after which Eke Panuku will be in a position to provide a more fulsome update on its workplan.

15.     A key focus for Eke Panuku is the development of an integrated place-based implementation plan for delivering on the CCMP outcomes and transformational moves. This is being prioritised following feedback from colleagues across the Auckland Council group and external stakeholders through the discovery phase.

16.     In parallel to the establishment plan, Eke Panuku has also taken on an integration role for the city centre recovery programme, as well as supporting the establishment of the Midtown programme and other key projects across the city centre.

Lead agency scope

17.     As outlined in the Planning Committee Report from November 2021 “City Centre leadership would be mandated to Eke Panuku, the city’s regeneration agency, who would be given accountability for leading implementation of the City Centre Masterplan through the establishment of an integrated city centre team, co-located at Eke Panuku offices, where practicable.  Staff from across the Council group would be accountable to leadership at Eke Panuku in terms of reporting against programmes, communication, and collaboration”

18.     The scope of works for the lead agency, as outlined in the Planning Committee report, covers the planning, implementation, place and change management associated with delivering on the CCMP outcomes, combined with the associated activation, communication and engagement activities required to enable successful outcomes.

19.     Out of scope is operational management such as cleaning, maintenance, renewals, and safety work, although it requires close cooperation and an avenue for escalation of issues.

20.     Key strategic and statutory planning for the city centre will continue to be led by Council, such as the CCMP itself, Future of the Port, NPS UD and Unitary Plan work, however Eke Panuku will work in conjunction with the teams leading these areas where change is required or being considered.

Governance

21.     City centre governance across the group will be a key element to the success of this programme. To provide executive oversight, support integration and resolution of issues with a best for city centre lens, a joint city centre steering group has been established to guide plans and provide direction for the implementation of the city centre masterplan, convened by Eke Panuku.

22.     As stated in the Planning Committee paper, decision making for investment and rates follow the existing mechanisms and these decision-making processes were not proposed to change:

·    Eke Panuku will follow its governance and decision-making framework through to its Board.

·    Decisions in relation to specific projects such as Auckland Transport (AT) works will follow their governance and decision-making process.

·    Auckland Council projects and programmes and funding will remain the decision making of the governing body and reported as appropriate.

23.     Eke Panuku are considering options for improving the integration of the existing internal governance and management arrangements across the Council group to support its Lead Agency role.

24.     However, all council group entities, projects and programmes will follow one integrated strategy and plan for the city centre led by Eke Panuku and approved by its Board to give effect to the City Centre Masterplan 2020.

25.     The role of the Local Boards and the Auckland City Centre Advisory Board will not change under this arrangement, and it is the intention that a more integrated approach under the Lead Agency model will enhance the effectiveness of these bodies as it pertains to the implementation of the CCMP.

Tauākī whakaaweawe āhuarangi

Climate impact statement

26.     This proposal has no climate impact beyond supporting the implementation of the City Centre Masterplan 2020 and the relevant actions in Te Tāruke-ā-Tāwhiri: Auckland's Climate Plan for the city centre, enabling growth and supporting sustainable building and transport.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

27.     Senior representatives from across the council group including Council, Auckland Transport, Eke Panuku and Auckland Unlimited have worked collaboratively to shape the detail of this proposal to ensure we achieve the benefits envisaged and work together to transition to this new approach. 

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

Local impacts and local board views

28.     The key change is to establish clear leadership and accountability on behalf of the council group. It does not change the plans, aspirations or funded programme for the city centre at this stage.

29.     Engagement with Ward Councillors, the Waitematā Local Board, the Auckland City Centre Advisory Board and key stakeholders has been undertaken jointly by the council group.

30.     The Lead Agency proposal sees a focus on collaboration and enhancing stakeholder relationships as well as community engagement and communications. It provides a clear lead agency and point of contact for the community. Eke Panuku already has strong relationships with a number of the key stakeholders in the city centre, many effectively the same stakeholders as for the waterfront programme and efforts will be made to ensure a joined-up approach. 

31.     Delivery of key work programmes and minimising disruption to city centre residents, business and visitors will remain a key focus throughout.

Tauākī whakaaweawe Māori

Māori impact statement

32.     The Lead Agency approach does not change the plans, aspirations or funded programmes, projects and initiatives planned for the city centre. 

33.     Eke Panuku has existing partnership frameworks with Mana Whenua and Māori organisations. There has been ongoing engagement with mana whenua on the strategic direction for the city centre and all projects of interest. Mana Whenua have responded positively to the Lead Agency approach with a number of opportunities for enhancing the way we work identified through the engagement to date.

34.     The City Centre Masterplan’s transformational move 1: Māori Outcomes anticipates a range of interventions and systemic changes to bring mana whenua presence, Māori identity and life into the city centre and waterfront.  It confirms the role and function of this area as the traditional gateway and origin point of Auckland/ Tāmaki Makaurau.

Ngā ritenga ā-pūtea

Financial implications

35.     The recommended approach involves the establishment of a small number of new roles at Eke Panuku to assist with strong leadership, better integration and communication across the programmes. This will be met from within existing FTEs and opex budgets from both council and Eke Panuku through prioritisation. This re-prioritisation will not impact on any planned delivery.

36.     The LTP budget for the city centre programme is approximately $540 million over the next 10 years. The scope, timing and priorities within the programme may need to be reviewed to be implemented within current funding. Any decision on this would be made by the relevant decision-making entity informed by a Programme business case developed for the city centre.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

37.     Cross council commitment, poor decision-making clarity and a lack of mandate is a risk to the successful leadership of the city centre programme and implementation of the vision of the City Centre Masterplan. Approval by the Planning Committee for the recommended option - for Eke Panuku to be lead agency for the city centre minimises this risk.

38.     There is a risk that this may place pressure on the existing Eke Panuku programme or that it may be at the cost of other priorities. However, the proposal largely reflects a commitment to working together for the city centre under a centralised city centre team using existing staff already focused on the city centre led by Eke Panuku. Eke Panuku will add the city centre to the current waterfront location, will add some additional key resource to lead the city centre programme and have committed to not taking resource from other programmes across the region. 

39.     In 2022 the Eke Panuku programme will be reassessed with the council in advance of the next LTP and this will be an opportunity to review urban regeneration priorities and locations.

Ngā koringa ā-muri

Next steps

40.     Eke Panuku will update the ACCAB in person in late July on further details of how Eke Panuku will operate as lead agency in the city centre, as well as details on our priority work programmes and how these will support an outcomes focused and place-led approach to regeneration.

Ngā tāpirihanga

Attachments

There are no attachments for this report.    

Ngā kaihaina

Signatories

Author

Simon Oddie – Priority Location Director – Eke Panuku

Authoriser

John Dunshea - General Manager Development Programmes Office

 



[1] https://at.govt.nz/media/1988640/at-draft-auckland-parking-strategy.pdf