City Development Committee


Meeting to be held in the James Coe 1, Dowse Art Museum, 45 Laings Road,

Lower Hutt on

 Tuesday 22 September 2015 commencing at 5.30pm.




Public Business



1.       APOLOGIES 


Generally up to 30 minutes is set aside for public comment (three minutes per speaker on items appearing on the agenda). Speakers may be asked questions on the matters they raise.  

3.       Presentations

Presentation by Wellington Water Ltd (15/1033)

Report No. CDC2015/4/183 (4) by the Chief Executive, Wellington Water Ltd 5


5.       Recommendations to Council – 20 October 2015

a)      Proposed Cycling Steering Group (15/1327)

Report No. CDC2015/4/249 (4) by the Senior Project Engineer                    6

Chair’s Recommendation:

“That the recommendations contained in the report be endorsed and Councillors Bridson, Lewis and Milne be appointed to the Cycling Steering Group.”


b)      Regional Waste Management And Minimisation Joint Committee (15/1332)

Report No. CDC2015/4/250 (4) by the Environmental Sustainability

Manager                                                                                                            12

Chair’s Recommendation:

“That the recommendations contained in the report be endorsed and nominates Councillor Willard as Council’s appointee to the Joint Committee.”



6.       Wellington Region Emergency Management Office - Annual Report (15/1318)

Report No. CDC2015/4/185 (4) by the Greater Wellington Regional Council 18

Chair’s Recommendation:

“That the recommendation contained in the report be endorsed.”


7.       Activity 8 Review - Water Supply (15/1217)

Report No. CDC2015/4/41 (4) by the General Manager, City Infrastructure  19

Chair’s Recommendation:

“That the recommendation contained in the report be endorsed.”


8.       Activity 7 Review - Road and Traffic (15/1304)

Report No. CDC2015/4/184 (4) by the Divisional Manager, Road and Traffic 45

Chair’s Recommendation:

“That the recommendation contained in the report be endorsed.”


9.       Seaview Working Group 12 Monthly Update to 30 June 2015 (15/1287)

Report No. CDC2015/4/245 (4) by the Divisional Manager City Development 54

Chair’s Recommendation:

“That the recommendation contained in the report be endorsed.”


10.     Hutt Valley Chamber of Commerce Six Monthly Report to 30 June 2015 (15/1283)

Report No. CDC2015/4/243 (4) by the Divisional Manager City Development 66

Chair’s Recommendation:

“That the recommendation contained in the report be endorsed.”


11.     Jackson Street Programme Six Monthly Report to 30 June 2015 (15/1285)

Report No. CDC2015/4/244 (4) by the Divisional Manager City Development 80

Chair’s Recommendation:

“That the recommendation contained in the report be endorsed.”


12.     Wainuiomata Development Plan Update (15/1320)

Report No. CDC2015/4/246 (4) by the Visitor Market Development and International Relations Manager                                                                                                                 99

Chair’s Recommendation:

“That the recommendations contained in the report be endorsed.”



Memorandum dated 4 August 2015 by the Contracts Manager - Graffiti       104

Chair’s Recommendation:

“That the recommendation contained in the memorandum be endorsed.”



Report No. CDC2015/4/242 (4) by the Senior Traffic Engineer                      110

Chair’s Recommendation:

“That the recommendations contained in the report be endorsed.”


15.     a)  General Managers' Report (15/1154)

Report No. CDC2015/4/241 (4) by the General Manager, Strategic Services 126

Chair’s Recommendation:

“That the recommendation contained in the report be endorsed.”


b)      Promotion of City Facilities (15/1335)

Chair to report verbally


 16.      Information Item

City Development Committee Work Programme (15/1155)

Report No. CDC2015/4/186 (4) by the Committee Advisor                         138

Chair’s Recommendation:

“That the recommendation contained in the report be endorsed.”



With reference to section 43 of Standing Orders, before putting a question a member shall endeavour to obtain the information. Questions shall be concise and in writing and handed to the Chair prior to the commencement of the meeting.   










Susan Haniel



                                                                                       5                                                22 September 2015

City Development Committee

29 June 2015




File: (15/1033)





Report no: CDC2015/4/183 (4)


Presentation by Wellington Water Ltd





Presentation of a report by Mr C Crampton, Chief Executive, Wellington Water Ltd.












Q4 14-15 OutlookReport_D2. (Under Separate Cover)



Progress with our 4 regional initiatives (Under Separate Cover)










Author: Susan Haniel

Committee Advisor




                                                                                       6                                                 22 September 2015

City Development Committee

10 September 2015




File: (15/1327)





Report no: CDC2015/4/249 (4)


Proposed Cycling Steering Group


Purpose of Report

1.    The purpose of the report is to recommend the establishment of a Cycling Steering Group who shall be responsible for facilitating the implementation of the Urban Cycleway Network.


That the Committee recommends that Council:

(i)      approves the disestablishment of the Cycling Subcommittee as a subcommittee of Council;

(ii)     agrees that a Cycling Steering Group be appointed to facilitate the implementation of the Urban Cycleway Network consisting of three Councillors, the Senior Project Engineer, the Traffic Assets Manager and the Mayor (ex officio);

(iii)    notes that the Senior Project Engineer will chair the Cycling Steering Group;

(iv)    agrees that the Cycling Steering Group will report to:


(a)     the Traffic Subcommittee  on cycling matters requiring the hearing of submissions and making recommendations to Council via the City Development Committee; and 


(b)     the City Development Committee on the implementation and monitoring of cycleway projects and strategy;


(v)     adopts the Cycling Steering Group’s Terms of Reference attached as Appendix 1; and


(vi)    amends the Terms of Reference for the Traffic Subcommittee and the City Development Committee to reflect part (iv) above.



2.    Hutt City Council in partnership with NZTA and the Urban Cycleways Fund are implementing a programme of cycleway infrastructure across the 2015 – 2018 period.  The programme consists of three projects, these being:

·         The Beltway – An off road shared path connecting residential areas to workplaces and employments hubs, the Hutt Hospital, schools, the CBD and shopping areas. This project has a value of $3.5M.

·         Wainuiomata Hill – 3.3km of shared path from Rishworth Street, Lower Hutt to Parkway, Wainuiomata.  This will connect with the new bridge at Wainuiomata Hill summit.  This project has a value of $5.5M.

·         Eastern Bays Shared Path – A resilience project which incorporates new seawalls and shared path facilities from York Bay to Lowry Bay, Eastbourne.  This project has a value of $4.0M (incorporating a $400,000 cycleway component).


3.    Attached as Appendix 1 is a Terms of Reference for the proposed Cycling Steering Group.  It is intended that the proposed Terms of Reference will clarify the role of the Cycling Steering Group to ensure that the group remains focused on a role of facilitating the implementation of the Urban Cycleway Network.


4.    If Council approves the establishment of the Cycling Steering Group and its Terms of Reference, it will be necessary to amend the delegations (to avoid any doubt) for the:


(a)   Traffic Subcommittee to allow the Chair of the Traffic Subcommittee to refer any traffic matter to:


1.3.1 A Community Board/Community Committee; or

1.3.2  The Policy and Regulatory Committee; or

1.3.3  The City Development Committee; or

1.3.4  Council.


(b)   City Development Committee to implement and monitor cycleway projects and strategy.


5.    These projects are key elements of Hutt City Council’s Walk and Cycle the Hutt 2014 – 2019 and of the long term strategies for the city including the Urban Growth Strategy.


6.    Options for the three projects will be developed in accordance with current best practice guidelines and standards.


7.    Consultation will be undertaken with all relevant stakeholders, local communities and cycle advocate groups during the design process.

Legal Considerations

8.    The implementation of cycle-ways and shared paths will require resolution of Council under the provisions of the Hutt City Council Traffic Bylaw 2007 (Amended 20 November 2014).

Financial Considerations

9.    Council has allocated budgets reflected in the Long Term Plan for the three projects as follows:

The Beltway

Wainuiomata Hill

Eastern Bays



















The above table indicates total project costs, of which there is an equal funding contribution of 1/3 between NZTA/UCF/Hutt City Council for The Beltway and Wainuiomata Hill projects.  The Eastern Bays project will attract the 1/3 funding split for the cycleway component of $400,000 only, with the remaining costs at 51% subsidy from NZTA.

Other Considerations

10.     In making this recommendation, officers have given careful consideration to the purpose of local government in section 10 of the Local Government Act 2002.   Officers believe that this recommendation falls within the purpose of the local government in that the community has clearly expressed a desire for a more extensive and safer cycle network through public consultation processes, which include:

·         Submissions received in the Annual Plan and Long Term Plan process each year.

·         Community input into development of ‘Walk and Cycle the Hutt 2014 – 2019.

·         2006 Cycle Strategy.

·         Ongoing discussions and partnership with local advocacy group Hutt Cycle Network and other key partners.








Cycle Steering Group - Terms of Reference








Author: Simon Cager

Senior Project Engineer







Reviewed By: Lyle Earl

Traffic Assets Manager




Approved By: Bruce Sherlock

General Manager, City Infrastructure


Attachment 1

Cycle Steering Group - Terms of Reference



1.      Cycle Steering group

1.1     Terms of reference

1.1.1    Background

Since 2006, the number of people commuting by bike in the Wellington region has almost doubled. In recognition of the key role that active modes, including cycling, contribute toward Hutt City Council’s four key areas of focus – Growth and Development, Environmental Sustainability, Infrastructure, and Leisure and Wellbeing, it adopted Walk and Cycle the Hutt 2014 – 2019 as a core part of Council’s work to make Hutt City a ‘great place to live, work and play’.

The principal aim of this document is to encourage more people to cycle and walk more often and further, for commuting and recreational purposes.

Over the next three years (2015 – 2018) Council has entered into a partnership with NZTA and the Urban Cycleways Fund which will accelerate the development of cycling facilities within Hutt City.

The facilities under development are:

§ Eastern Bays Shared Path

§ The Beltway

§ Wainuiomata Hill Shared Path

GHD Consultants have been engaged by Council to undertake a variety of professional services work relating to the implementation of these Cycleways.

1.1.2    Role

The Cycle Steering Group’s role is to:

§ Provide unified direction to the project

§ Monitor the strategic direction of the project and ensure ongoing alignment with Council direction, strategy and budget

§ Securing the necessary authorisation, funding and resources required to complete the project

§ Ensure that the project is focussed throughout its life on achieving its objectives and delivering value for money, ensuring a cost-conscious approach to the project, balancing the demands of the Council, Staff and Community

1.1.3    Responsibilities

The Cycle Steering Group is accountable to Council for the success of the project. Specific responsibilities include:

§ Overall guidance and direction to the project, ensuring that it is viable and within its specified constraints

§ Approval of the project vision, objectives, deliverables and ensuring alignment with Council direction and strategy

§ Approval of the initial project scope, deliverables, schedule, resource and ensuring that a high quality outcome is achieved

§ Recommendation of any major changes to the project scope, deliverables, schedule, resources and budget

§ Reviewing the status and progress of the project with the project vision and objectives clearly in mind

§ Checking that all significant project risks have been identified and are being actively managed

§ Contributing to the resolution of issues and the management of risks escalated to the Cycle Steering Group by the Project Manager

§ Delegation of authority to the Project Manager within certain tolerances

§ Seeking assurance that all deliverables are completed satisfactorily

§ Authorising project closure / completion

1.1.4    Responsibilities not included

The Cycle Steering Group will not be involved in the project on a day-to-day basis

1.1.5    Key Characteristics

Cycle Steering Group members must have:

§ Authority – Members must have sufficient authority to recommend strategic decisions about the project and resource requirements for the project where necessary

§ Power to Delegate – Ensures that the Cycle Steering Group activity is kept at the right level by requiring the Project Manager to manage the project at a more detailed level

§ Availability – To make decisions and provide direction

1.1.6    Cycleway Governance Structure

The governance structure for the Cycleway Projects is shown below.



                                                                                      12                                                22 September 2015

City Development Committee

14 September 2015




File: (15/1332)





Report no: CDC2015/4/250 (4)




Purpose of Report

1.  This report informs the Council on the Joint Committee on Wellington Region Waste Management and Minimisation Plan (the Joint Committee).  The terms of reference, the Joint Committee’s delegations and appointments to the Joint Committee need to be approved by Council.


That the Committee recommends that Council:

(i)    receives the information;


(ii)   approves the Wellington Region Waste Management and Minimisation Plan (WMMP) Joint Committee Terms of Reference and the delegations outlined in the terms of reference attached as Appendix 1;


(iii)  approves to appoint one Councillor, as the Council appointee to the Joint Committee and notes that this appointment is currently Cr Willard;


(iv) agrees in accordance with clause 30(7) Schedule 7 of the Local Government Act, that the Wellington Region Waste Management and Minimisation Plan Joint Committee is not deemed to be discharged following each triennial election; and


(v)  agrees to delegate authority to officers to implement the WMMP and delegates authority to the Chief Executive and/or Council’s representative to deliver the Plan on Council’s behalf.



2.    Under the Waste Minimisation Act 2008 (the Act) territorial authorities were required to develop a Waste Management and Minimisation Plan (WMMP) by 2012.  The Act requires the WMMP to contain a summary of the council’s objectives, policies, methods and funding to “achieve effective and efficient waste management and minimisation within the territorial authority’s district.”

3.    All territorial authorities in the Wellington Region are signatories and stakeholders in the Wellington Region Waste Management and Minimisation Plan officially adopted in September 2011 by Carterton District, Hutt City, Kapiti Coast District, Masterton District, Porirua City, South Wairarapa District, Upper Hutt City, and Wellington City.

4.    Councils oversee, facilitate and manage a range of programmes and interventions to achieve effective and efficient waste management and minimisation within the Wellington region.  Councils do this through their respective internal structures responsible for waste management.  They are together responsible for a range of contracts and programmes to provide waste management and minimisation services to the residents and ratepayers of the region.

5.    The Greater Wellington Regional Council (GWRC) also plays an important role in aspects of waste management, including supporting information and education activities and resource consenting, monitoring and enforcement.  The Councils work closely with GWRC in the implementation of the WMMP plan and the development of future plans.


Current WMMP Governance

6.    In adopting the 2011-2017 WMMP it was resolved that a Joint Committee be established to oversee the implementation of the WWMP.  The Joint Committee’s proposed Terms of Reference was agreed with all parties.  The original terms of reference deemed the Joint Committee to be discharged following each triennial election.  This has resulted in the discharge of the Joint Committee in October 2013, an oversight that has only recently been highlighted.  There is therefore now a requirement to update and approve the Terms of Reference.

7.    Progress in implementing the WMMP has been reported every two months to a Steering Group of senior Council officers.  There has been no formal reporting to a Joint Committee and although recommended when adopting the WMMP, the Joint Committee has only met once in the capacity of a hearings-committee to consider submissions on the draft WMMP made during public consultation

8.    The experience of the past few years suggests that the governance arrangements for implementing, monitoring and reviewing the WMMP could be improved.  Each Council separately receives reports and updates on the WMMP implementation.  While significant work has and continues to occur at an officer level to co-ordinate the implementation of initiatives, at present there is limited governance collaboration or input into the delivery and review of the WMMP.

9.    Although a recommendation at adoption of the WWMP, the Joint Committee has never formally met.  Limited opportunities currently exist at a governance level to discuss and consider the effectiveness of actions or programmes related to the WMMP.  The governance arrangements for implementing, monitoring and reviewing the WMMP could be improved with interagency governance co-ordination. 

Joint Committee Purpose

10.  The Joint Committee would have responsibility for overseeing, supporting, monitoring and reporting progress toward achieving the intent of the WMMP, as well as representing the interests of the Council members.  

11.  The Joint Committee would meet as required.  It is important for each Council to be represented to ensure governance level collaboration in the delivery of the WMMP programmes, including funding recommendations to give effect to the plan. 

12.  Representation on the Joint Committee will demonstrate Council’s commitment to the WMMP aims of effective and efficient waste management and minimisation within the Wellington region.

Authorising the Joint Committee

13.  The Local Government Act 2002 (Schedule 7 Clause 30) enables Council to establish a governance structure of committees, subcommittees, joint committees or other subordinate decision-making bodies that will assist the Council to effectively perform and fulfil its responsibilities over the triennium.

14.  The Terms of Reference for the Joint Committee have been agreed with the signatory Councils’ officers.  Now Council needs to approve the terms of reference and make the appointments following the process the Terms of Reference prescribes.

15.  To assist with the continued and smooth functioning of the Joint Committee across triennial elections, it is recommended that Council resolves that the Joint Committee is not discharged at the end of each triennium.  The partners to the Joint Committee would however each make new appointments to the Joint Committee at the start of each triennium.

Administrating the Joint Committee

16.  It is proposed Wellington City Council will provide the administrative and servicing support for the Joint Committee.  Governance costs associated with establishing and running the Joint Committee will be covered by each Council within their respective existing governance programmes.


17.  Approve the report – to ensure Council’s representation on the Joint Committee and governance oversight of the WMMP’s delivery

18.  Do not approve the report –Council would not be represented on the Joint Committee.  The WMMP would continue.


19.  In adopting the 2011-2017 WMMP a statutory consultation process was undertaken and it was resolved that a Joint Committee be established to oversee the implementation of the WWMP.  The Joint Committee’s original Terms of Reference were agreed with all partners to the WMMP.

Legal Considerations

20.  The changes will ensure that the legal requirements of the Local Government Act and Waste Minimisation Act are being and continue to be met.

Financial Considerations

21.  The changes should have no, or very minor financial impact.

Other Considerations


22.  In making this recommendation, officers have given careful consideration to the purpose of local government in section 10 of the Local Government Act 2002.  This report seeks to reconfirm the Joint Committee in accordance with Clause 30 sub clause (1) (b) of the LGA 2002.






TOR Joint Committee WRWMMP








Author: Jeremy Partridge

Environmental Sustainability Manager







Approved By: Gary Craig

Divisional Manager City Development


Attachment 1

TOR Joint Committee WRWMMP



Terms of Reference for Joint Committee on the

Wellington Region Waste Management and Minimisation Plan






Each Territorial Authority in the Wellington Region will be entitled to appoint one member to the Joint Committee.


The Joint Committee is not deemed to be discharged following each triennial election.








The Chair will be elected by the Joint Committee


A new Chair and deputy chair must be elected at least once every triennium following local body elections.


Frequency of meetings:


The Joint Committee will meet on an as required basis.


Hosting of meetings:


Meetings will be hosted on a rotational basis by territorial authorities across the region.  The Joint Committee shall establish a roster for the hosting of meetings.


General purpose:


To oversee the implementation of the Wellington Region Waste Management and Minimisation Plan and its statutory review which is required not more than six years after the last review.


Administrative support:


Officers responsible for the implementation of the Plan will provide reports and advice to the Joint Committee as required.


Secretariat support for meetings will be provided by the host Council.


Terms of Reference:


The Joint Committee will have responsibility and authority to:


1.                Accept and consider advice and reports on the implementation of the Wellington Region Waste Management and Minimisation Plan (the Plan) and future Wellington Region Waste Management and Minimisation Plans (the Plan).



2.    Take decisions on the implementation of aspects of the Plan where the matter for decision is not an operational matter that falls under officers’ delegated responsibilities and where the matter is provided for in the Plan and/or budget has been made available by territorial authorities for that matter.


3.    Monitor and review the management and implementation of the Plan.


4.    Report back to territorial authorities of the Wellington region on any aspect of the implementation of the Plan, including: recommendations for funding projects of the Plan, recommendations for the management of the Plan; and reports on the effectiveness of the Plan.


5.    Report back to the territorial authorities with any recommended amendments to the Plan and/or recommended variations to the Terms of Reference of the Joint Committee.



Delegated Authority


The Joint Committee on the Wellington Region Waste Management and Minimisation Plan will have delegated authority to carry out activities within its terms of reference.


                                                                                      18                                               22 September 2015

City Development Committee

04 September 2015




File: (15/1318)





Report no: CDC2015/4/185 (4)


Wellington Region Emergency Management Office - Annual Report








That the report be received.










WREMO Annual Report 1 July 14 - 30 June 15 (Under Separate Cover)










Author: External Author (GWRC)

Greater Wellington Regional Council






                                                                                      20                                               22 September 2015

City Development Committee

18 August 2015




File: (15/1217)





Report no: CDC2015/4/41 (4)


Activity 8 Review - Water Supply





Purpose of Report

1.         The purpose of this report is to provide an overview of the water supply services and outputs for which Wellington Water Limited (formerly Capacity) is responsible.  The current level of achievement on those outputs is also reported on in order to inform and assist Council’s decision making on the future direction of Activity 8.



It is recommended that the Committee receives and notes the Activity Review 8 of the water supply activity.



2.         Activity reports provide regular information about Council activities, so that activities can be analysed and their future direction considered.

3.         High-level description of Activity

HCC provides a sustainable and high quality water supply to the community for domestic and commercial use.  HCC purchases water in bulk from GWRC and distributes it to the community through the local water supply system.  In the 2014/15 year, Hutt City spent $6.6M purchasing bulk water from GWRC.  The bulk water supply makes up approximately half of the total cost of water supply in Hutt City.

4.         Treated water is pumped into the primary HCC reservoirs from the bulk water supply system. The elevation of these reservoirs establishes a number of zones into which the reservoirs supply water. Pressure in the water supply system is usually achieved by the height of the reservoirs above the areas serviced (supply zones); although in some situations additional pumping is required.

5.         Key parts of the Hutt City water supply system, such as pumping stations and reservoirs, are continuously monitored using a SCADA (supervisory control and data acquisition) system. Alarms are automatically raised by the system in the event of a problem, such as pumping station failures, and low or high water levels in the reservoirs.

6.         HCC regularly monitors water quality, and plans for the City’s future supply, including maintenance and upgrades required to maintain the required level of service. Wellington Water Ltd, on behalf of Council, is responsible for the operation, maintenance and improvement of the City’s water supply network. Council retains ownership of all assets.

7.         The water supply network had a replacement value of $245M as at 31 December 2014. There are eight key components of Hutt City’s water supply network, comprising the following:

8.   Hutt City Water Supply Network Component



Value ($M)


681 km


Pressure reducing installations






Fire hydrants



Area Water meters



Other Nodes (eg chambers, dead end caps, joint boxes, etc)






Pumping stations






Petone and Petone and Laings Rd artesian water supply facilities



Water SCADA (misc)




8.   The water supply network’s pipe description, condition, performance and age information is analysed and presented on the basis of the eight area zones (these are area-based and are separate from supply zones, which are defined primarily on the basis of supply pressure).

9.   These zones are consistent with the separate supply areas of the system and broadly reflect the key drivers of pipe deterioration – water pressure, pipe age and pipe material.  The length of the pipes, hydrants, valves and service laterals in each zone are shown in the table below:


Asset Descriptions


Hutt Central



Stokes Valley



Western Hills


20 mm










25 mm










40 mm










50 mm










75 mm










100 mm










150 mm










160 mm










175 mm










200 mm










225 mm










250 mm










300 mm










375 mm










400 mm










450 mm










525 mm










Total pipes (m)






























Service Laterals










Pressure Reducing Installations










Pumping Stations




















Note: Data is based on the December 2014 valuation.

10.     The existing pipelines were first installed around 1915 in Petone and the Hutt Valley.  However, most of the pipeline network in the City was installed between 1945 and 1975.  The predominant material is rubber-ring-jointed asbestos cement pipes laid in the period 1950-1975.  Pre-1960 Asbestos Cement (AC) pipe laid in the Taita-Naenae zone was bitumen-coated and is expected to have a longer useful life than uncoated pipe.



All Hutt City Reticulated Water Supply Zones


Material Type Distribution


Pipe Condition Rating







Asbestos cement


Steel – concrete lined


Steel – unlined


Galvanised iron


Cast iron


Ductile iron











Key to Pipe Type


Remaining Life Profile




11.     The piping network throughout most of the city is satisfactory and performs well under peak demand.  Spot inspections and maintenance records indicate the majority of pipelines are in a moderate to very good condition.  Pipelines in the poor to very poor range include galvanized iron and the AC pipelines predominantly installed between 1945 and 1970 in the Wainuiomata, Stokes Valley and Taita/Naenae areas.



12.     The water supply system generally meets target standards for reliability.  However the security of supply in some areas is less than desirable.  This potential service gap is being managed in the following ways:

·    All reservoirs will be upgraded to current standards when they are due for renewal as part of the asset renewal programme.  The Long Term Plan (LTP) has provisions in the 10 year programme to upgrade the following reservoirs (including seismic upgrades): Delaney, Eastern Bays, Gawler, Kingsley, Konini, Naenae, Normandale, Point Howard No. 2, Rata, Sweetacres, and Taita.

·    Additional link mains are being progressively installed as part of the capital delivery programme.  The rate of installation reflects the relative priority of this work relative to other demands for capital funding.  The LTP has the following provisions in the 10 year programme: Gracefield and Point Howard, Petone and Hutt (Tama North), and Sweetacres.  Link mains provide additional network resilience and security of supply.  They provide additional linkages between Hutt City water supply zones without relying on the GW bulk supply network.

·    Further work on emergency water supplies is being carried out with the extension of the Oxford Terrace watermain.

13.     On behalf of Council, Wellington Water has put significant focus on improving the seismic resilience of the water supply. In recent years this has included seismic upgrade works to the major outlet mains of the Gawler and Kingsley Reservoirs and construction of a new emergency water supply bore at Dowse (“Bore in the Square”). Additional reservoir pipework strengthening work is planned at the Delaney and Park Road reservoirs.  The Knights Road well field emergency water collection main is in progress, creating an additional connection into the GWRC Hutt Valley artesian system. Water supply main renewals have also prioritised replacing seismically vulnerable AC pipes and critical mains with more seismically resistant pipes.


14.     The operations and maintenance of the water supply network are undertaken by City Care Limited. Wellington Water has a Service Level Agreement (contract) with City Care to operate and maintain the water supply network to provide the required level of service for present and future customers. The contract includes a number of objectives and key performance measures that City Care consistently achieves and reports against on a monthly basis.


15.     Wellington Water is actively involved in a number of water conservation activities in conjunction with GWRC and the other metropolitan Councils. HCC also has a Water Conservation and Efficiency Plan managed by Wellington Water which has a number of key activities that get reported back to Council annually. These activities are summarized in Appendix 1 as attached to this report.


16.     In addition, Wellington Water runs an in-house water supply leak detection programme, measuring approximately half of the City’s District Metering Areas (DMAs) each year. In the 2014-15 year, Wellington Water surveyed 17 out of 33 Hutt City DMAs. This programme has led to water losses falling from over 22% in 2007/08 to 18% in 2014-15.


17.     The leak detection programme, coupled with the successful water conservation programmes, has led to Hutt City consuming 0.4% less water for 2014/15 compared to 2013/14, representing a saving of over 55 million litres. The graph below shows the long-term trend of gross Hutt City water usage (litres per person per day) from 2005 to 2015. The annual peaks and troughs relate to higher demand in the summer months and lower demand in the winter months.  HCC average daily water usage was 33.65 ML for 2014/15, the lowest in 30 years.


Links between Activity and Community Goals

18.     As per the LTP, HCC supplies a high-quality, affordable water supply because it contributes to:

·          our community’s health;

·          community safety (through the water supply system’s fire fighting capability); and

·          industrial and residential development.

19.     The water supply activity supports the following community goals:







Community Goal

How Activity 8 (water supply) contributes

A strong and diverse economy

·    A city that grows existing businesses and attracts new business activity, with a focus on the research and development sector.

·    All members of our community benefit from a strong economy, and we attract increasing numbers of visitors.


·    A reliable, cost-effective water supply that meets the needs of the different sectors in the Hutt City community will support a strong and diverse local economy.

·    A cost-effective water supply which meets the needs of the business community will contribute to attracting additional business to the City.

An accessible and connected city

·    A city that is easy to move about with well-designed roads, cycleways and footpaths.

·    Members of our community are connected.


·    HCC will co-ordinate water supply construction activities with those of other utility services and roading agencies, where practical, to minimise inconvenience to road users.

Actively engaged in community activities

·    Members of our community participate in arts, cultural, sports and other recreational and leisure activities. The city provides for and encourages participation in these activities.


·    The cost of the water supply makes up part of the cost structure of community facilities; by providing a cost-effective water supply, HCC will contribute to providing affordable access to these facilities.

A healthy natural environment

·    We value and protect the natural environment and promote a sustainable city. Resources are used efficiently and there is minimal waste and pollution.


·    HCC will promote water conservation to minimise demands on the region’s water resources.

·    HCC will manage an energy-efficient water supply infrastructure.

A safe community

·    We live in a safe city, free from crime and injury. Our city is prepared for emergencies.

·    HCC will manage water supply infrastructure and construction sites in a way which protects the safety of the community.


A well-governed city

·    All members of our community are empowered to participate in decision-making and to contribute to society. Their values and ideas are reflected in the decisions council makes.

·    HCC will provide a reliable, cost-effective water supply that meets the needs of different sectors and supports the health of the community.

·    HCC will welcome and facilitate feedback from the community on water services in Hutt City.


A healthy built environment

·    Our built environment enhances our quality of life. Our city is vibrant, attractive, healthy and well-designed. We promote development that is sustainable, and that values and protects our built heritage and natural environment.


·    HCC will ensure that above-ground infrastructure is designed to be compatible with its surroundings and part of a quality heritage and natural built environment.

·    HCC will promote Hutt City’s artesian water supply as an attraction of the City.


Strong and inclusive communities

·    People feel a sense of belonging and are included in the community. Our city is built on strong communities that value diversity and support newcomers.

·    HCC will welcome and facilitate feedback from the community on water services in Hutt City.

·    HCC will recognise the special cultural significance of water to Maori in the management of the water supply.


Healthy people

·    We live healthy lives, and our City’s services help to protect our health and environment.

·    HCC will provide a water supply which supports a high standard of living and the health and well-being of the community.

·    HCC will make educational material on the water supply available to the community.



Summary of related strategies and policies

20.     The key related Council strategy is the Hutt City Corporate Asset Management Policy. The intent of this policy is to set out a broad framework for the management of Council assets, such that Council services meet the community expectations of time, quality and value for money now and in the future. Wellington Water ensures that asset management, including that for Activity 8 – water supply – is consistent with this policy.

21.     In undertaking management of the water supply activity on behalf of Council, Wellington Water undertakes industry best practice for the management of assets. To this end, Wellington Water takes stock of the standard of its asset management practices regularly and identifies and implements improvements to the Asset Management Plans utilising the following standards:

·          Office of the Auditor General’s (OAG) Criteria for Assessing Conformity to “Core” and “Advanced” Levels of Asset Management (prepared by the Auditor General in 2005)

·          Asset Management Maturity Index (International Infrastructure Management Manual 2011)

·          ISO 55000: 2014 - Asset Management

22.     Other related strategies include the Water Conservation and Efficiency Plan. The plan aims to reduce water consumption in the City and help achieve a key objective of Council’s Environmental Sustainability Strategy of more effective use of the reticulated water supply. The plan has six main activities. These activities focus on education, informing the community and ensuring provisions are in place to advance conservation and efficiency while addressing wastage.

Summary of the asset management plan

23.     The Asset Management Plan (AMP) covers virtually every aspect of our work from operations through renewals to network development.

24.     Audit NZ recently audited Hutt City’s 2015 LTP and supporting AMPs. Audit NZ stated that the Councils renewals programme is appropriate. They also signalled that they will discuss the application of depreciation rates with Council as part of their revaluation audit

25.     Audit NZ also recommended a review of the reliability of expected lives and depreciation levels. Wellington Water has initiated an improvement project to address this issue. This will include  a review of available condition data and historical maintenance costs.

26.     This water supply AMP sets out the contribution the water supply activity makes to the achievement of community goals for Hutt City, and lists in detail the processes by which this contribution will be achieved. The AMP details only the activities under the control of HCC and its external contractors (including Wellington Water as the asset managers). The AMP does not detail:

·          the activities of GWRC (as bulk water suppliers)

·          private water supplies

27.     The AMP is focused on achieving the following objective:

·          Documenting the achievement of community goals for Hutt City by providing agreed water supply services to defined standards to meet the needs of present and future customers in the most cost effective way which is sustainable in the long term and which complies with regulatory requirements.

28.     In this context the AMP:

·          demonstrates how the public water supply provided by HCC contributes to achieving community goals

·          defines the services to be provided, the service standards that HCC aims to achieve, and the measures to be used to monitor the performance of water supply activity

·          translates the services to be provided and standards to be achieved into water supply strategies, action plans and works programmes

·          defines forward works programmes and the associated financial programmes necessary to meet service levels and cater for future growth as an input to Hutt City’s LTP

·          demonstrates responsible and sustainable management of the water supply infrastructure

·          supports the economic and environmental well-being of the city

·          documents asset management practices used by Wellington Water

·          provides a basis for compliance with all relevant legislative requirements.

Environmental factors affecting the Activity currently and into the future

29.     The future demand for reticulated water supplies in Hutt City will be driven by:

·          growth in the city

·          changes in water-usage patterns

·          changes in water consumption – particularly for commercial and industrial purposes

·          increased water use for garden irrigation resulting from climate change

·          water-loss rates.

30.     The following table indicates how these factors are expected to be reflected in changes in domestic and non-domestic water usage.








Demand drivers





Population change in reticulated areas

Increase in commercial areas

Expansion of industrial areas

Water consumption

Domestic water usage

Commercial water usage

Industrial water usage

Extent of ‘wet’ industries

Water usage – irrigation

Domestic garden watering

Primarily water used for irrigation of parks

Not significant

Water losses

Water losses – all reticulated areas


Comparison of Service Levels and Trend Data

31.     The following table sets out how Activity 8 is measured and what its recent performance has been:



Key Performance Measure

2014/15 Performance

Residents’ satisfaction with the city water supply:  ≥95% of those expressing an opinion.

Achieved: 95% of residents who expressed an opinion were satisfied.

Compliance with New Zealand Drinking Water Standards:  Full compliance.

Achieved full compliance.

Quality of water:  Achieve ‘b’ grading from the Ministry of Health for the Hutt City water supply.

Note: 'b' grading means a satisfactory, low level of risk.  Most of Hutt City water supply is un-chlorinated.  Chlorination of the water supply would be required to achieve an ‘a' grading.

Achieved a 'b' grading from the Ministry of Health for the Hutt City water supply distribution.

Provide a reliable water supply service:  Fewer than four unplanned supply cuts per 1000 connections.

Achieved 2.19 unplanned supply cuts per 1000 connections.

Respond promptly to water supply disruptions:  97% of requests responded to within one hour of notification.

Achieved: 99.5%.

Maintain the average un-metered water consumption in Hutt City:  less than 350 litres per head per day.

Achieved: 286 litres per head per day.


Summary of key strengths and weaknesses

32.     The table below summarises the key strengths, weaknesses, opportunities and threats for Activity 8.



·    Very experienced staff

·    Sound asset management practises

·    Best practice asset management improvement programme in place

·    Assets are generally in good condition

·    Wellington Water is ISO9001 certified

·    Fairly balancing resources across all of Wellington Water’s clients



·    Improved coordination with other asset management divisions in Council

·    On-going cooperation with Wellington and Upper Hutt City Council

·    A favourable competitive tendering environment (i.e. a buyer’s market)

·    Opportunities and efficiencies that come from new Wellington Water outcome focussed model.

·    Improved water consumption through the implementation of Council’s new Water Conservation and Efficiency Plan

·    Improved cooperation with GWRC regarding civil defence and emergency management

·    Approaching renewal curve “bow wave” in early 2030s. This is magnified when all “three waters”, i.e. water supply, wastewater and stormwater, are analysed in conjunction

·    Earthquakes and Tsunamis (seismic strengthening programme not yet complete)

·    Extreme rainfall events and associated flood risks (we are in a flood plain)

·    Climate change effects on bulk water supply catchments and storage

Financial Overview

33.     Activity 8 – Water Supply – accounts for 11% of all Council expenditure.  This equated to $14.5M for the year ending 30 June 2015.







34. The following graph demonstrates Council’s current project asset renewal curve for Activity 8 – water supply and is consistent with the 2015 LTP.  The graph displays the forecast timing and cost for the replacement or rehabilitation or parts of the water supply system as they reach the end of their useful life over the next 100 years.




35.     The renewal expenditure for water supply pipes is forecast to increase progressively and peak in around 30 years based on our current understanding of the age and condition of the pipes.  We are currently investigating this expenditure trend using probabilistic modelling to predict the deterioration of the pipes over time and to confirm the best time to repair and/or replace the pipes.

Impact of Increasing/Decreasing Service Levels

36.     We meet the service levels as defined in the Hutt City Water Supply Asset Management Plan and the Service Level Agreement between Wellington Water and HCC in regard to Activity 8. As per the service levels section above, Wellington Water continues to meet all KPIs set by Council.

37.     The Water Supply Asset Management Plan defines forward works programmes and the associated financial programmes necessary to meet service levels and cater for future growth as an input to Hutt City’s LTP.

38.     The cyclic asset renewal programme is intended to provide for the progressive replacement of individual assets that have reached the end of their useful life. The rate of asset renewal is intended to maintain the overall condition of the asset system at a standard which reflects its age profile and ensure that the community’s investment in Hutt City’s water supply infrastructure is maintained.

39.     The required level of expenditure on asset renewal varies from year to year, reflecting:

·          the age profile of the asset system

·          the condition profile of the asset system

·          on-going maintenance requirements and performance issues

·          customer service issues

·          the differing economic lives of individual assets comprising the overall asset system.

40.     Failure to maintain an adequate cyclic renewal programme will be reflected in a greater decline in the overall standard of the asset system and service levels than would be expected from its age profile. HCC aims to maintain the actual renewal programme within a band of plus or minus 10 per cent of the target programme on a cumulative basis. Where actual asset renewals fall below the cumulative target, the shortfall will be reflected in additional depreciation of the asset system.

41.     Wellington Water will continuously collect and review asset performance data to gain more confidence around asset lives and the connection between asset performance and operational cost.

Analysis of current fees and charges

42.     The 2014/15 budget provision for user charge revenue is $2.3M. The water supply activity’s primary funding source is via a fixed charge per property in the form of targeted water supply rates. A targeted rate is charged to all separately used or inhabited parts of a property with a connection ($356) or serviceable but not connected ($178). The rate is based on the consumption by an average residential user. Commercial water users are charged on a metered rate for water consumption over and above this volume. This approach is consistent with Council’s Revenue and Financing Policy.

43.     The 2014/15 year, the net cost per resident for water supply is $123. Also as per the LTP the following water fees and charges are identified for 2014/15:

Fee Type

2014/15 Fee

Upper Belmont Development Levy (per lot)


Water connection fee


Fee for use of water by builders on unmetered industrial and commercial sites


Charge for ordinary supply class 2

Minimum charge

Uniform Annual Charge

Domestic water meter rental


Normal users per cubic metre

Up to 100,000 cubic metres


In excess of 100,000 cubic metres


Water supplied by hydrant

Per cubic metre


Minimum charge


Back flow prevention – annual inspection charge



Current and future risks likely to have a significant impact on this activity

44.     The following risks are being addressed by Wellington Water and have regional relevance:

·    Minimising future increases to the Bulk Water Levy

·   Network resilience that includes but is not exclusively seismic resilience

·   Maintaining Drinking Water Standards  compliance

·   Protection of water sources

·   Efficient and effective maintenance and operation of water supply network

·   Heightened consumer awareness of water consumption.

Comparison of any significant fees or charges against peers

45. A comparison of water charges (incl GST) is tabulated below:


2014/15 metered rate ($/cum)

2014/15 Residential targeted rates ($/property









Average rate for a household (UAC + Water fire protection charge based on Capital Value). Based on a $400,000 house value








Average rate for a household (UAC + charge based on Capital Value) Based on average house value in WCC of $546,000





Implications of changes to budget allocations – either a requirement for a 10% reduction in net budget or 10% increase in net budget


Budget area







·    Maintenance contract

·    Investigations

·    Compliance

More planned maintenance which may lower unplanned maintenance incidents

Earlier forewarning of potential asset failures

Less planned maintenance  - with potential subsequent increase in reactive maintenance costs

Deferral of investigations which may affect HSE and Drinking water standards compliance

Capital expenditure (upgrade and renewal)

Limited benefit from advancing projects –other than earlier achievement of levels of service where they are currently inadequate

Specific projects would be delayed  with subsequent delay to achieving levels of service targets eg increased service outages, maintenance costs and customer complaints


Current highlights or issues of significance to Council

46.     All known issues of significance have been addressed within current budget forecasts. Future derivation of proposed expenditure will   use as much regionally relevant information as possible. There are some regional initiatives and resources that will provide more confidence to future water supply planning:

·   Access to data via the Wellington Water Information Directorate to support condition assessment, valuations, asset performance measurement and replacement planning

·   Availability of specialist skillsets from a single purpose entity for water services in the region – Wellington Water Limited

Legal Considerations

47.     There are no legal considerations.

Financial Considerations

48. There are no financial considerations.

Other Considerations

49. There are no other considerations.








Water Conservation & Efficiency Plan Annual Report 2014/15










Author: Bruce Sherlock

General Manager, City Infrastructure







Approved By: Tony Stallinger

Chief Executive



Attachment 1

Water Conservation & Efficiency Plan Annual Report 2014/15








                                                                                      46                                               22 September 2015

City Development Committee

03 September 2015




File: (15/1304)





Report no: CDC2015/4/184 (4)


Activity 7 Review - Road and Traffic





Purpose of Report

1.         The purpose of this report is to provide an overview of the services and outputs for which the Road and Traffic Division is responsible highlighting the key issues facing the Division.



It is recommended that the committee notes this activity review of the Road and Traffic Division.


2.         Activity Reports provide regular information about Council activities, so that activities can be analysed and their future direction considered.

High-level description of Activity

3.         The key task of the Division is to ensure, rain or shine, Hutt City businesses, residents and visitors are provided with an efficient, safe, well connected network providing ready access to all parts of the city.

4.         We achieve this through the operation and maintenance of the 480 km network that, inclusive of 72 ½ bridges, (The Wainuiomata Hill Rd. Summit Bridge project is close to completion) has an optimised replacement cost of $428 m.

5.         Road Network Component Value –  Chart

6.         The total 2015/16 Operating / Maintenance and Renewals budget amounts to $20 m. The NZ Transport Agency (NZTA) subsidise approximately 2/3rds of this work at a uniform rate of 51%.

7.         The Capital Improvement budget allocation for the 2015-18 Long Term Plan (LTP) is $20.9 m. of which $13.5 m is targeted at cycleway construction. We have been granted Urban Cycleway Fund (UCF) assistance of $3 m on these projects.  NZTA also grant subsidy of 51% for eligible capital development projects on a case by case basis.

8.         All physical works are outsourced through competitively tendered contracts.   In a typical year there are approximately 20 separate contractors engaging over 100 staff involved in these contracts albeit not full time within Hutt City.

9.         We also monitor growth forecasts and assess service gaps with a view to identifying network improvements.  The lack of east / west connectivity in the lower valley is the prime example of this and the proposed Cross Valley Link is the long desired solution.

10.       Although State Highways 2 and 58 (Haywards Hill Road) are owned and controlled by NZTA they are a critical part of the network within the city and provide essential links between the city and the region.  Consequently we maintain a close working relationship with the Regional NZTA Highways Office regarding the operation of and capital improvement projects for these highways.

11.       The Division is responsible for the control of the construction of subdivisions.  Extensions to the road network are mainly gained through the subdivision process although, this year, under the Urban Growth Strategy we are working on the Council funded extension of Wise Street.

12.       We work closely with UHCC whenever the opportunity arises eg. when NZTA required us to develop a Procurement Strategy we created a joint authority one for The Hutt Valley.   Similarly we developed a ‘Hutt Valley Supplement’ to the National Code of Practice for Utilities working in the transport corridor.  We also hold joint Utility Co-ordination meetings. 



Summary of key strategies & plans influencing the activity

13.       All current Road and Traffic Division initiatives and projects fit well with Council’s overarching strategies and contribute to the desired Community Outcomes.  The following table provides a brief sample of how we believe we contribute:

Project / Initiative


Community Outcome

Minor (Safety) Improvements

Leisure and Wellbeing

Safe community

Healthy people

Urban Growth Strategy – Wise St extension

Urban Growth

Attractive built environment

Cycleway Projects

Environmental Sustainability

Healthy natural environment

An accessible and connected city

Bridge Seismic strengthening projects


An accessible and connected city




Summary of the Asset Management Plan

14.       Our Asset Management Plan was updated in 2014 with the assistance of a specialist asset management consultant to ensure alignment with current best practice.

15.       The revised plan was subsequently scrutinised by Audit NZ who reported in June 2015 “that the asset management control environment was reliable for the purpose of supporting the Long Term Plan”.  Specifically the auditor noted; “while there are some peaks and troughs, there is no evidence of underfunding of the level of renewals expenditure that is needed to maintain Council assets”.

16.       With regard to the 2 major asset components, ‘pavements’ (the actual road carriageways that equate to 45% of the total asset value) and ‘structures’ (primarily bridges) making up the next largest single component at 20% of the total network value, Hutt City has for several years followed leading edge strategies to ensure, in the words of NZTA auditors, “least cost all of life asset management practices”.

Pavements: To ensure NZTA funding, all councils operate the Road Asset Maintenance and Management System (RAMM). This system involves annual ‘walk-over’ road inspections by specialist consultants from which RAMM generates a treatment selection report that, based on the ‘here and now snap-shot’ of the road condition, is used to produce the upcoming year’s work programme.  Understandably this is a very reactive programme that can fluctuate markedly from year to year.  However, in addition to the mandatory RAMM system, Hutt City has a well-developed a long term pavement deterioration model (d’TIMS).  This deterioration model uses the current condition data from RAMM and takes into account the underlying pavement strength along with traffic loading information.  By taking these 3 factors into account (current condition / strength and loading) we gain a better understanding of the optimum future works programme.

Bridges: Along with most Councils we carry out two yearly bridge inspections from which we develop a routine maintenance works programme.  Over and above this we have two work streams based on a remaining life study and seismic strength assessment study.

The remaining life study enabled us to;

·    Allocate an estimated remaining life for each bridge and through this we were able to raise the average expected life from a nominal figure of 100 years to 135 years that, in turn, enabled us to lower our depreciation funding requirements.

·    Confirm that only two small bridges (in Norton Park Ave in Waiwhetu and in Nelson Crescent –Wainuiomata) will need renewal within the next 20 years.

·    Identify a corrosion prevention programme to maximise the life of particular bridges that were shown to be vulnerable to corrosion.

Through the seismic screening study we developed a prioritised strengthening programme.  NZTA have granted funding approval for the final three bridges on this programme in the current financial year.  Two bridges span the Waiwhetu Stream (Seaview Road and Wainui Road) and the third is the Wingate Overbridge.  It was reassuring to note that all bridges in Christchurch that had been seismically strengthened withstood the recent earthquakes very well.

Current and future risks likely to have a significant impact on this activity

17.       NZTA recently reviewed their Financial Assistance Rate (FAR). This was a concern but we actually faired reasonably well.  Our base rate increased from 48% to 51% in the operations, maintenance and renewals area (with a typical spend of $13.5m p.a. this equates to a subsidy gain of $400k p.a.) Conversely the subsidy on our eligible capital improvement projects dropped from 58% to 51%.  As our subsidisable improvement projects (excluding cycleways that for the next 3 years generally attract the UCF 2/3 share arrangement) typically amount to around $1.5m p.a. the 7% loss of subsidy ($100k p.a.) is more than offset by the $400k gain in the operations, maintenance and renewals area.  NZTA have indicated the new FAR rate should remain in place for some time.

18.       Natural hazards (flood and earthquake events) remain the major risk that can cause disruption to the network and trigger unprogrammed expenditure.  We made 5 emergency funding claims to NZTA amounting to $4.2million from the February 2004 flood event to the end of the 2008/09 financial year. Fortunately we have not needed to make a claim since that date.

19.       The One Network Road Classification system ( ONRC ) is a joint NZTA / LGNZ initiative to provide a nationally consistent framework for the management of roads.  The objective is to show all roading authorities are investing ‘in the right place at the right time to the right level’.  This objective will be achieved through the provision of nationally consistent road classifications providing uniform levels of service with regard to safety, resilience, accessibility, mobility and amenity all at least cost.  We have a transition plan detailing how we intend to achieve the ONRC reporting requirements over a 3 year period.  The potential financial risk is the identification of service level gaps that, to date, have not been budgeted.  Conversely gaps identified in say, mobility through the ONRC process will lend weight to seeking funding justification for those ‘gaps’ we know we have. (eg. The Cross Valley Link)     There is also an expectation our District Plan road hierarchy will eventually align with the ONRC road classification.  We have yet to determine the impact of this.

20.       Aging key staff; succession planning is foremost on our mind.

Current performance against KPIs compared to historical and peer benchmarks

21.       As shown in the table below there has been an improving trend in traffic crash statistics over the last 10 years.  There were 126 crashes causing injury including 2 fatalities on Hutt City roads in 2014.  While there are never any ‘good’ crashes it is pleasing to note the marked on-going declining trend from a high of 242 in 2007.  Although this improvement reflects a national trend, our prioritised road safety improvement programme with a spend of approximately $1m p.a. along with the safety promotional work of our in-house Road Safety Coordinator were undoubtedly contributing factors in this outcome.

22.       Annual road condition rating surveys measure a raft of various defects from which RAMM produces several technical reports.  These reports show our pavement condition holding.  This is the critical evidence NZTA require to show maintenance expenditure has been pitched at an appropriate level.

23.       Communitrak residents and ratepayers satisfaction survey. We have consistently performed above our urban peer group average as evidenced by this year’s survey results shown below; as a consequence or target is to perform above our own 10 year rolling average.


2015 % Satisfied




Change Relative to 2014




+ 3









Traffic Control




Street lighting






Implications of changes to budget allocations – either a requirement for a 10% reduction in net budget or 10% increase in net budget

24.       10% reduction would have serious implications on our ability to meet our operating contract key performance indicators (KPIs) – many of these shortcomings would have safety implications eg traffic signal or street light outages and road markings or signs.

25.       Similarly, with regard to asset preservation, such a reduction would inevitably cause us to fall short of our ‘least cost/ all of life asset management strategy’.

26.       With regard to an equivalent budget increase, it has to be noted both the expanded cycleway projects and the low key sub-standard road footpath construction projects have proved popular (eg. Wairere Road). These would be the projects to accelerate if budget permitted.

Current highlights or issues of significance to Council

27.       State Highway Two – Possible NZTA Projects.   NZTA’s SH 2 Corridor Strategy has the long term goal of providing grade separated interchanges through Lower Hutt.  These projects are the second ranked priority in the Regional Land Transport Programme’s  ‘significant prioritised activities’ category and have a total provision of $250m for SH2 Improvements in the upcoming 10 year period. 

28.       This strategy and funding stream have enabled the grade separated interchange at the SH2 / SH 58 intersection to be fast tracked. A physical works contract has been let and work will start shortly on this project. 

29.       However NZTA stress, in spite of the provisional funding provision, future projects will not be approved until they have been through a rigorous business case process.  These processes are now underway with regard to a possible interchange at Melling and the Petone to Grenada route that incorporates a grade separated interchange on SH 2.

30.       Should the proposed Petone to Grenada Route gain the required business case support it will not only provide a grade separated interchange on SH 2 at Petone it will also lend weight to our Cross Valley Link proposal.  

31.       The cycleway funding arrangements provided by the Urban Cycleway Fund (UCF) have enabled us to accelerate our spend on 3 key cycleway projects; the Wainuiomata Hill and Eastern Bays Shared Paths along with The Beltway on the valley floor providing a return route for the River Trail down the eastern side of the valley.  The UCF was established last year and has a 3 year life to manage the allocation of the $100m cycleway grant provided by central government outside of the normal NZTA funding over the 2015 – 18 period and, as stated above, will provide $3m of the total $13.5m spend on cycleways in the current 3 year funding round.   

Legal Considerations

32.       There are no legal considerations.

Financial Considerations

33.       There are no financial considerations.

Other Considerations

34.       There are no other considerations.




There are no appendices for this report.   








Author: Ron Muir

Divisional Manager, Road and Traffic







Reviewed By: Lyle Earl

Traffic Assets Manager




Approved By: Bruce Sherlock

General Manager, City Infrastructure





                                                                                      55                                               22 September 2015

City Development Committee

31 August 2015




File: (15/1287)





Report no: CDC2015/4/245 (4)


Seaview Working Group 12 Monthly Update to 30 June 2015


Purpose of Report

1.    This report summarises the Seaview Working Group (SWG) performance against agreed targets for the 12 months to 30 June 2015.

2.    The report has been prepared on the basis of information provided by HVCC and officer input.

3.    Representatives of SWG will speak to this report.


It is recommended that the Committee receives the report.



4.    Council has contracted the SWG to undertake specific actions outlined in the Vision Seaview/Gracefield 2030 Implementation Strategy and Work Plan.

5.    SWG operates as an Incorporated Society using allocated funding of $44,000 in the LTP/Annual Plan process to implement the work plan.

6.    This is the end of the fourth full year of activity undertaken by SWG.


7.    The SWG reporting for the 12 months to 30 June 2015 is attached as Appendix 1 to the report.

8.    Highlights for the period to 30 June 2015 include:

·   Successfully advocating for improved seawall protection along Port Road.

·   Successfully arranging improved security arrangements in the area.

·   Involvement in the Hutt City STEMM Festival.

·   Development of a recycling business tour for participants in the Small Towns conference arranged by the Jackson Street Programme.

·   New street furniture in Seaview.

Officer Commentary

a.  The Seaview Working Group has had a busy year.

b.  The Board has focused on a number of relevant issues to the local business community achieving positive results for its members.  In particular they have managed to achieve improved security monitoring in the area and improved seawall protection along Port Road. The Board was reinstated at the recent AGM and the Chair, Angus Kincaid was reappointed for a further term.

c.  Monthly meetings are well attended by interested business members.

d.  Whilst attendance at events remains mixed they never the less provide an important forum for networking and a number have been popular e.g. Masterpet.

e.  SWG was actively involved in the Hutt City STEMM Festival arranging 16 businesses to open their doors to tours of local high school students.

f.   Good co-ordination with the Council continues to inform decisions on urban design initiatives in the area.

g.  Callaghan Innovation has become active in the SWG after a long period of effort by the Coordinator.


9.    SWG has submitted its report to 30 June 2015 attached as Appendix 1 for the Committee’s consideration.  Representatives from SWG will be present to speak to their report.

Legal Considerations

10.  There are no legal considerations.

Financial Considerations

11.  SWG is funded on an annual basis from an allocation of funds made in the LTP/Annual Plan for economic development activities.

Other Considerations

12.  In making this recommendation, officers have given careful consideration to the purpose of local government in section 10 of the Local Government Act 2002. Officers believe that this recommendation falls within the purpose of the local government in that it furthers the future economic development of the city. It does this in a way that is cost-effective because it makes use of and leverages off existing resources within the business community.






June- 2015 SWG Report








Author: Gary Craig

Divisional Manager City Development





Attachment 1

June- 2015 SWG Report










                                                                                      67                                               22 September 2015

City Development Committee

31 August 2015




File: (15/1283)





Report no: CDC2015/4/243 (4)


Hutt Valley Chamber of Commerce Six Monthly Report to 30 June 2015


Purpose of Report

1.         The report summarises the Hutt Valley of Chamber of Commerce (HVCC) performance against agreed targets for the six months to 30 June 2015.

2.         The report has been prepared on the basis of information provided by HVCC and officer input.

3.         Representatives of HVCC will be in attendance to speak to their report.


It is recommended that the Committee receives the report.



4.         Council contracts with the HVCC and allocates funding for specific services and outcomes (called core services) identified in Council’s Economic Development Plan or to compliment other Council work programmes, for example Making Places projects.

5.         In Financial Year (FY) 2014/2015 funding for core services totaled $190,000 (same as prior years) with $10,000 provided for sponsoring the HVCC Business Awards.


6.         The HVCC reporting for the six months to 30 June 2015 is attached as Appendices 1 and 2 to the report.

7.         Highlights for the six months to 30 June 2015 include:

·    Ministry of Social Development contract to return long term unemployed to work with over 60 people helped through the programme.

·    Success of Health & Safety training programme developed by the Chamber undertaken by 105 local businesses.

·    Launch of the Wellington Region Business Hall of Fame.

·    A successful series of events and networking functions including the political series with the Prime Minister, Senior Cabinet ministers and Opposition Party Leader.


8.         The HVCC has submitted its report for the six months to 30 June 2015 for the Committee’s consideration and is attached as Appendices 1 and 2 to the report.  Representatives of the HVCC will be in attendance to speak to their report.

Legal Considerations

9.         There are no legal considerations.

Financial Considerations

10.       There are no financial considerations.

Other Considerations

11.       In making this recommendation, officers have given careful consideration to the purpose of local government in section 10 of the Local Government Act 2002. Officers believe that this recommendation falls within the purpose of the local government in that it furthers the economic development of the city. It does this in a way that is cost-effective because it makes use of and leverages off the existing resources within the business community.






Chamber 2015 first 6 months overview update for HCC September 2015



Hutt Valley Chamber of Commerce 6 Monthly report to 30 June 2015






Author: Gary Craig

Divisional Manager City Development





Attachment 1

Chamber 2015 first 6 months overview update for HCC September 2015


Update from the Chamber – overview 2015 first half Jan - June

The first half of 2015 has been eventful and interesting year here at the Hutt Valley Chamber. Increasingly people are seeing the Hutt Valley as the place where business is being done in the Wellington region. We represent a true microcosm of what is behind our country’s economic recovery and growth. With the Hutt Valley being “The Engine Room” of the Wellington region! We are seeing a significant number of businesses from throughout the region and further afield proactively engaging with us, wanting to find their niche and bring their value to our community.



Our membership base remains predominantly small and medium sized businesses. 90% of our members employ 1-20 staff and 60%+ are self-employed or employ 2 - 5 staff. We are focused on being the chamber of choice for SMEs in the Wellington region. This works well for us given that many larger companies need to engage with the SMEs in the region and find huge benefit in being part of our chamber.


The challenge of this profile is also part of our success. We depend on the success of small and medium businesses. People join our chamber for very real and measureable results. Although this puts us under pressure every day to perform, it also means we have an engaged and energetic membership. For us, that level of engagement and energy is our strength. So each month we attract many new businesses, lose some who are not using our services and have numerous others who continue to use our services and renew their membership year after year. We are first and foremost a membership organisation. The nature of our members keeps us focused on the most important and useful activities and issues.



In the first half of 2015 we delivered more than 16 events and hosted 1700+ people. This included a BA5 with Hon Steven Joyce, Lunch with the Hon Bill English, Face of at the dowse around Local Government Amalgamation with Mayor Wallace and Fran Wilde, Two (2) BNZ tech series and Two (2) Woman in Business Luncheons.



With a new focus on Learning and Development we have been able to offer a wider range of workshops at different levels for different partners, members and service providers. With a focus on embedding these back in the work place. We have delivered 23 workshops and trained almost 350 business people in the first half of 2015.



Once again the chamber has been very active in our business advocacy role for the community. We have made numerous submissions on various planning, zoning, infrastructure, and investment issues, which affect the business community valley-wide and within the wider region. We meet with various bodies, individuals and organisations representing the interests of the business community.  We will continue our work in this area on hot issues such as local government annual plans, long term plans, regional economic development, and transport/ infrastructure development, among other issues.


Ministry of Social Development Contract to return long term unemployed to work

This scheme is helping people who have been made redundant, or those that have been out of the workforce for a long period of time, get back to work.  Lack of confidence and out-of-date skills can make finding a job difficult. We assist these people with interview coaching, CV’s, obtaining full licences, and workplace training. This contract takes advantage of our strong relationships with local employers, recruitment companies and training organisations. We can use this network to upskill local people and provide a bridge for them into fulltime productive employment. A win-win situation for the community.   


Fostering our Technology Core

The chamber has also been working closely with the Council, CR Milne and other technology focused companies to further develop our science and innovation core. There is enormous opportunity for it to be valuable to our business community and something we will continue to work on developing.


Looking forward to 2015 the last 6 months July - Dec.

Our chamber is in good spirit and health. Our local economy is showing encouraging signs of growth. There are several large and small developments underway across the valley. New commercial premises have been built and new companies have set up. Others have grown with several of our manufacturers looking to invest in new plant machinery and people.


We now have a more commercial focus and have put more effort into ensuring we are in a strong position to lead our local business community and engage with those that affect us.


Our chamber revolves around people in our local business community; the business owners’ who take risks, try new things, make hard decisions, learn, grow, employ and invest locally. It is also the teams of employed people who make the products, take them to market and sell the products. It is those who are behind the professional services companies that support these businesses by providing advice, finance, and bringing people together. 


I hope that for the remainder this year you will continue to find the time and energy to engage with us as we have a fantastic line up ahead in the coming months. Together we are increasingly recognised throughout the region as the place where business is happening and the welcome is always warm. Together we are creating a diverse and inspiring business community that the chamber is proud to be the voice for.


Here are some quick stats for you

HVCC Membership 2015 Jan - June – Regional Split,


Wellington based members                                        15%

Porirua                                                                          2%

Wairarapa                                                                     1%

Lower Hutt                                                                  69%

Upper Hutt                                                                  10%

Kapiti/Horowhenua                                                       2%

Christchurch/Auckland                                                 1%


Chamber Member Growth 2015       (Jan – June)                        11.7%

Chamber Partnership Growth 2015  (Jan – June)                        13.3%


We Are the Wellington Region’s Fastest Growing Chamber



Thank you for your ongoing support.  




Attachment 2

Hutt Valley Chamber of Commerce 6 Monthly report to 30 June 2015



Hutt Valley Chamber of Commerce Six Monthly Report to 30 June 2015


6 Months to 30 June 2015




Promoting sectors, industries and retail locations




CBD development programme support for CBD Manager


Support CBD Manager through bringing together a CBD stakeholder team who can actively interact with the CBD Manager on a regular basis and help set priorities for the CBD.


Work with CBD Manager and retailer group (name) to develop and help implement a specific programme of activities in the CBD.


A number of successful programmes and events is planned and implemented in the CBD in conjunction with the CBD Manager including Christmas activities, events and promotions.


Promote and host the Boot-camp programme.

Participate on the Dragon’s Den panel


HVCC Comment

The CBD Manager is well engaged with the HVCC and its retail stakeholders.





The HVCC continues to work closely with the CBD Development Manager & retailers in and around activities & opportunities throughout the CBD.


The HVCC has supported programmes & activities with the CBD Manager trying to leverage the maximum interest from those actively willing to participate.



The HVCC promotes boot camp to its broader network & the wider community. HVCC hosts these at the prescribed frequency and provides parties to with participate in the Judging panel. 


Council Comment

The CBD Development manager works closely with the Chamber CEO, staff and relevant board members.  Projects collaborated on include;

-     Boot Camp Workshop

-     Chamber Training programs

-     Business Hubs

-     Retail Forum


The Chamber CEO and CBD Development manager keep each other informed of matters of relevance in the CBD e.g. retail activity, new developments etc.




Promoting a Vibrant City



Partner with Council to  help promote and implement Making Places projects including:

– business hubs

- Walking and Cycling the CBD

- Pop-up retail and restaurant opportunities

- Christmas activities, events and promotions

-  Other projects on a case by case basis


Promote the Council’s Development Fee Remissions Policies and Rates Remission Policy with the business community in particular developers and building owners.






Carry out October and April CBD pedestrian surveys plus spot surveys for events held in CBD

HVCC Comment


The HVCC works closely with HCC on a project by project basis in supporting and promoting initiatives ensuring we deliver what’s required for each project to the satisfaction of Council.


The HVCC endorses HCC initiatives with media statements & a Bi-monthly release in our Membership magazine, We also communicate with our database electronically for Council as required.


HVCC actively participates in Council forums for Developers, Retail, and CBD. HVCC is very engaged with Urban Plus, Developers and property owners and we also feature links to council policy and rates remissions on our HVCC website.


The April pedestrian survey was completed with results distributed. They are also made available to retailers and estate agents as requested. We are working with Council & Wi-Fi sense to develop another form of data capture for late 2015.


Council Comment

The Chamber CEO is active in participating in the CBD and Retail Forums.


The Chamber CEO presented to the Councillor Retreat on CBD issues at the beginning of 2015.


Council projects and activities are promoted to Chamber membership and the wider business community.


Establish and run on going business groups in Hutt City – sector, geographic or other common interest concentrations e.g. Manufacturing business group, Retail business group, Science and Technology business group





Level of interaction and involvement by HVCC with mentoring groups as indicated by the business groups.

HVCC Comment

HVCC has hosted Woman in Business, Grow Wellington, Lightning Lab, Mind Lab, Business for 6, Sustainability Forums, Callaghan Innovation and a number of seminars, BA5’s, lunches and breakfasts for groups in the last 6 months ensuring that common interest concentrations are maintained and engaged.


Council Comment

The Chamber has a regular ongoing series of events and networking meetings strongly focused on relevant business sectors in the city.


Continue to work with Council on commercial business attraction - identifying target sectors and industries and working with Council, developers, commercial agents to attract new investment in Hutt City



Identify new target sectors e.g. Building owners of earthquake prone and risk building in the CBD.

Number of approaches made and level of actual investment achieved


Regular meetings (minimum 10) with developers/commercial agents, business and property owners.

HVCC Comment

HVCC advanced Health & Safety Learning and Development has been well embedded with over 105 business to date


Meetings have been consistent with GW, Developers and Agents with referrals passed on to council and or property owners as required.


Council Comment

The Chamber has actively targeted H&S across the business community with the programme developed being oversubscribed.


A number of businesses have been referred to Council re development fee waivers.


Regular meetings are held with the WREDA (Grow Wellington) Business Development team and Council to inform and involve each other in relevant initiatives.



Promote awareness within the business community of proposals affecting them including proposed and recently adopted plan changes, Annual Plan proposals etc.


Council is kept abreast of business community perceptions with actions taken by Chamber to promote.

HVCC Comment

All material provided is distributed to members, meetings or forums arranged as required. Regular meetings and feedback with HCC Divisional Manager are held


Council Comment

The Chamber regularly surveys its membership on topics of interest or importance to the business community.


The Chamber actively promotes Council initiatives and activities of relevance to its membership and the wider business community.


The Chamber’s regular business surveys are shared with Council.


Assist Council in the consultation with CBD business and property owners of the Central City Flood Protection Project by bringing together focus group, hosting workshops for the business community and generating responses from the business community.


No. of events/engagements achieved.

HVCC Comment

Participation on group by HVCC CEO. Meetings with property owners held by Gary Craig and Paki Maaka have been aided by HVCC for hosting and information gathering. A BA5 is to be hosted by the Chamber in the month of September for GWRC and HCC on the Central City Flood Protection Project proposals for public feedback.


Council Comment

The Chamber has hosted meetings of property owners with Council.


A BA5 is scheduled for 9 September to brief business and property owners on the City Centre upgrade proposals.


Advocacy on Infrastructure Development to regional and national agencies on infrastructure development of importance to Hutt City including Cross Valley Link, Infrastructure Lifelines etc.


No. of submissions made.

HVCC Comment

Submissions have been made on all Local Government Annual & Long Term Plans.

A Chamber Roading & Infrastructure Committee meeting was held in late February.

More engagement will follow this upcoming period.


Council Comment

The Chamber is active on advocating in regard to issues pertaining to its members and the wider business community.  A submission was made to Council’s Long Term Plan.


Its Infrastructure Committee takes an active role in understanding and commenting on planned infrastructure improvements for the city and region.


Linking local industries to research and innovation




Support to and involvement given to work that increases recognition of the City as a centre of research, science and technology.


Assist in creating and holding of a Hutt City based science/technology event along with Council’s promotions and economic development teams.


Promotion of the high value sectors including research, science and technology.


Promotion of science, engineering and technology businesses in the city.






Co-manage Toast – Tech programme of events.


Engagement with key stakeholders


Events for TVG


Increased awareness

HVCC Comment

HVCC worked with HCC officers to help deliver the STEMM Festival in early June 2015. This was seen as a huge success!


The HVCC continues to promote and endorse BA5’s Tech series partnering with the BNZ.


HVCC has attended and hosted events for Callaghan, WREDA, Lightning Lab  and continues to support the sector  with research and the linking of projects.


The TVG is supported by the Chamber Board and continues to engage with business wanting to engage from this sector.


The Chamber has actively promoted this sector and its business to Central Government MP’s and provided opportunities for them to visit businesses here in the valley.


Council Comment

The Chamber CEO’s participation in the Tempe delegation late in 2014 is indicative of the importance the Chamber holds the growth of this sector of the city’s economy.


A Chamber representative participates in the Technology Valley Group.


The Chamber has been active in ensuring this sector is profiled and promoted to senior Govt ministers through its connection to Govt.


Continue development of international links in support of Council’s interest in developing business opportunities for local businesses and investment in the city through Council’s international city relationships.  E.g. Link with Chambers and other business support organisations to complement the Council to Council links established by Hutt City Council.


Foster the relationships established in the 2011 trip to Tempe and assist with promotion to the business community of the 2014 Council led delegation to Tempe and participate in the Tempe delegation.




Value of business opportunities created as a direct consequence of HVCC links








No of business delegates on Tempe delegation and participation of a senior Chamber member/officer.

HVCC Comment

The HVCC is working at creating international links with value adding partners.


The creation of a Sister Business type Platform is in the mix. It is hoped that this will leverage the Sister Cities networking and community longer term. Still a work in Progress.


We have supported Council with “A taste of Japan” BA5 for the delegation later in 2015 and have been working actively with James Lamb on this.


The CEO of the Chamber visited with a Trade and Council delegation in October. A very successful trip full of opportunity providing continuity is maintained.

A separate report was provided in Oct 2014 on this.


Council Comment

The Chamber hosted a well attended BA5 event tp promote the upcoming delegation to Minoh, Japan.


The Chamber CEO participated in the Tempe delegation.


The Chamber president was instrumental in connecting NEC with Council to enable the successful skype programme between Hutt and Minoh cities.


Promote the rollout of Ultrafast Broadband with the business community using a variety of meeting forum and channels to highlight the benefits of the rollout of fibre in the city


Increase awareness of UFB and Gigatown competition.

HVCC Comment

HVCC promoted Gigatown alongside HCC through to its conclusion.


We continue to push the UFB roll out to members and Business.


Council Comment

Gigatown promotion completed.



Building skills and capability within local industry




Promote employment recruitment programmes including Government programmes e.g. and actively seek among Hutt City businesses opportunities to get young people into work experience and/or employment situations with local employers


Promote student internships with Hutt City businesses



Promote Mayor’s Taskforce for Jobs in Hutt City


Number of young people placed in Hutt City businesses as a direct consequence of HVCC promotion and seeking opportunities.



No. of new internships and jobs in science and technology businesses.




Participate on board of MTFJ Wainuiomata.

HVCC Comment

HVCC actively works with MSD and SME’s to place people in the workforce in the last period we have helped through our programmes over 60 people.


We work with many providers on internships directly connecting WelTec Business School students with either holiday or summer placement opportunities as they arise or opportunities can be created.


HVCC is an active Trustee/Board Member and Treasurer for Mayors Taskforce for Jobs (Wainuiomata).


Council Comment

The Chamber contract with MSD is now well embedded as a business as usual programme.  It is gaining increasing awareness across the business community with good numbers of placements.


The CEO is passionate about this programme and has taken a personal role in ensuring the relevance of the programme and that it meets its objectives.


The Chamber CEO is actively involved with the MTFJ Wainuiomata.



Promote emergency preparedness and business continuity planning to businesses, including working with Wellington Regional Emergency Management Office (WREMO) to effect programmes with the business community.


Delivery of programme through combination of emails, newsletters, Business after Five events, seminars and one-on-one visits.


No. of businesses visited or discussed with.








Increased level of preparedness and resilience of Hutt City

business community (measured through business survey)

HVCC Comment

HVCC delivers on this through training partners and businesses such as WREMO, Survive-it, Orange Umbrella and Thundermaps.


We have had engagement with over 105 businesses with that number set to rise. ACC Workplace have also engaged with the HVCC to be part of what we offer.


Mail outs, information, events offers and visits have been frequent.


Business surveys were conducted March and June and will continue each quarter in 2015.


Council Comment

A successful programme developed by the Chamber focussing on H&S in businesses and this element of H&S has proved popular with businesses with the programme oversubscribed.  Changes to H & S legislation has meant this programme has significant relevance to the business community and has been well received.




Telling the stories of Hutt city businesses




Tell the stories of Hutt City businesses


Work with Council’s City Promotions team to increase media profile of business in the Hutt and share good news stories.

HVCC Comment

The Chamber is very active with the media and produces good relevant news stories, sharing and celebrating success is done on all our media platforms regularly.


Council Comment

The Chamber CEO has developed good connections with local and regional media channels.



Communicate Government grant opportunities to local businesses


Value of successful  government grant applications resulting from HVCC promotion and referral

HVCC Comment

HVCC ensures that these opportunities are shared and connects business with the correct funders.


Council Comment

Limited opportunities with limited grant funding provided by the Govt.


Support regional Gold and Hutt City  Business Awards


Promote and run a successful Hutt City Business Awards

Input into Hutt business nominations and promotion of the Wellington Gold Awards

HVCC Comment

Our business awards will again be held at Avalon studios on Friday 6 November 2015.


HVCC works with Gary Craig in the promotion and nomination of Hutt Valley based businesses for the Gold Awards we were well represented again in 2015 as a result.


Council Comment

The Hutt Business Excellence Awards continues to grow in popularity among the Hutt Valley business community.  Now a key event in the business calendar.


The Chamber was again involved in nominating Hutt businesses for the 2015 Gold Awards.

















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                                                                                      82                                               22 September 2015

City Development Committee

31 August 2015




File: (15/1285)





Report no: CDC2015/4/244 (4)


Jackson Street Programme Six Monthly Report to 30 June 2015


Purpose of Report

1.         This report summarises the Jackson Street programme (JSP) performance against agreed targets for the six months to 30 June 2015.

2.         The report has been prepared on the basis of information provided by the JSP and officer input.

3.         Representatives of the JSP will be in attendance to speak to their report.


It is recommended that the Committee receives the report.



4.         Council has a three year contract with the JSP ending 30 June 2016, to collect and pass on a targeted rate, set at $130,000 for the year to 30 June 2015, from properties with business activity located on or fronting Jackson Street.  The JSP uses the funding to implement its three year action plan.


5.         The JSP report for the six months to 30 June 2015 is attached as Appendix 1 to the report.

6.         Highlights of the six months to 30 June 2015 include:

·    Continued strong governance

·    Increasing networking and event activity for members

·    Broader engagement with Council on a range of matters

Officer Commentary

7.         The current board is the most representative of the range of retail and other sectors represented in the street in many years which is ensuring increasing relevance to its members.

8.         A regular series of networking events is now well established.

9.         A focus on a few key events is seeing increased participation in and growing support for them.

10.       Regular meetings between the JSP staff and a broader range of Council officers is increasing engagement to more effectively address issues and cooperate on matters e.g. security, traffic, events etc.

11.       The JSP will have an important stakeholder role to play in the review of the Petone Vision to be undertaken by the Community Board.  


12.       The JSP has submitted its report to 30 June 2015 for the Committee’s consideration, attached as Appendix 1 to the report.  Representatives of the JSP will be in attendance at the meeting to speak to their report.

Legal Considerations

13.       There are no legal considerations.

Financial Considerations

14.       There are no financial considerations.

Other Considerations

15.       In making this recommendation, officers have given careful consideration to the purpose of local government in section 10 of the Local Government Act 2002. Officers believe that this recommendation falls within the purpose of the local government in that it furthers the future economic development of the city. It does this in a way that is cost-effective because it makes use of and leverages off existing resources within the business community.






JSP Programme Report to 30 June 2015







Author: Gary Craig

Divisional Manager City Development

















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Attachment 1

JSP Programme Report to 30 June 2015


Jackson Street Programme Incorporated

Year – end report to HCC July 2014 June 2015
Reporting against our Strategic Plan 2013 2016


Executive Summary:-

The JSP Committee is very happy with the progress made over the past year. Our Committee is led by in the Chair Leonie Dobbs with Board Member: - Rachel Compton, Karyn Weller, Ben O’Sullivan, Paul Rowan, John Donnelly, Jan Morris, Robbie Schneider, Trevor Walton and Victoria Nelson. During the year we had two members retire from the board Trevor Walton and Victoria Nelson because of their heavy workloads and we have co-opt a new member Jenny Grimmett. Our Office staff are Hellen Swales (JSP Coordinator) and Karen Arraj – Fisher (JSP Part – Time Administrator). This is the first time in a really long time that we have had a big box retailers and three from the hospitality industry and two from the service industry on our board which has brought a wide view to the table when discussing issues.

JSP is always working on and committed to ensuring that we as an organisation met all our legal requirements as an incorporated society. These are monitored quarterly and feedback given to the board.

In our second year of our Strategic Plan we need to acknowledge and thank the Hutt City Council for supporting our rate increase. This has enabled the board to increase our administrator’s hours from 10 hours to 15 hours a week which has certainly meant that we have been able to do more around our updating the Jackson Street Program Website and also our Facebook page “I Love Petone”. We have also sent Karen on two social media courses to increase her knowledge and skill set on social media. This has certainly paid off for the JSP as we have certainly increased our page likes on Facebook and certainly maintaining good monthly stats with visits to our website averaging session duration of 1.55 minutes.  Through Facebook we have also boosted two events which reached over 35,000 people in one boost and 46,000 in the other. Our coordinator still works between 25 – 30 hours a week.

We have also purchased “Marketview” reports for our businesses in Jackson Street which we receive quarterly. We discuss these at our BA5 meeting and assist with the translation of this data. It is also used to look at ways we can encourage better business practices as well and where their clients are coming from. For them to be more strategic in their marketing.

We have presented to HCC on the LTP and are regular contributors to the Petone Community Board.

We have also made huge progress within our community around our events we run like the ANZAC Flags, and the engagement has just been so supportive of what we are trying to do. For us it is about growing and sustaining the support of those that are here in our community 365 day of the year. We have also seem a big shift in the engagement levels with the businesses on the street. This has been demonstrated by the support of the events that the JSP have promoted and worked on like all the Christmas Program, The Small Town Conference, Heritage Month, the Anzac Flags and other smaller events.

Our associate membership has also grown, we now have nine.

 Our BA5 are well bedded in and we have a healthy turn out of around 20 -25 attendees and not always the same members. We try and keep the topics relevant and topical. 

We also know through feedback from annual surveys that we are making progress with better engagement. This also assisted by our monthly newsletter and our Police alerts and texts. 

We have worked on an amazing project with students from Weltec which will open our street up to those that are deemed legally blind through some new technology. We have been and will be the pilot when this project goes like. The testing in our community has gone extremely well.  Making us open to business to an even wider community audience. Similar to what we did with Alzheimer’s Wellington “Understanding and Respecting Customers with a Dementia”.

As an organisation we strive to continue to evolve and keep pace with the current trends for our membership and are always looking for ways to improve how we represented and advocate on their behalf.






Purpose and Primary Goal of the Jackson Street Programme

Goal One: Making Jackson Street a desirable place to be in.

Given the success of the first stages of the integrated streetscape work undertaken by HCC, the JSP will continue to encourage Council to allocate funds to complete the project.



Key Performance Indicators


To encourage HCC to allocate funds to complete the implementation of the integrated heritage streetscape design.
















To conserve and enhance features of historical significance and interest.




To develop the appearance and feel of Jackson Street to make it attractive and interesting for visitors, residents and Jackson Street business people.

Attend relevant HCC meetings to make the case for allocation of funds.




To work with building owners to ensure they are aware of the HCC DP around heritage building.






The JSP presented to the LTP in the hope that we could encourage the HCC to invest in the refurbishment of the Street. With a focus on the seating, rubbish bins and the street poles. We have also asked the Petone Community Board to support our proposal. We have also had a number of meeting with HCC officers to address the gardens, street furniture etc….

This is ongoing and we see it as the JSP working with HCC officers to see where this sits with the Annual Plan or works programme and LTP.

We are receiving building consent applications now from HCC. To date we have had four.

Two Building owners have consulted with JSP to discuss the Heritage colour pallet as they plan to repaint their shop frontage.

We are also working on the verandah issues we have on the street where trucks are scrapeing or catching the façade of the verandah and stripping them off. This is now happening quite frequently.



Key Performance Indicators


To attract and retain a diverse range of businesses to the Street

The JSP will identify strategies

that will support the viability of existing business and investigate activities, which will attract new businesses.







The JSP will monitor vacant business premises and continue to work at attracting appropriate potential business owners.

The JSP will facilitate regular networking opportunities for business owners and landlords to share issues and challenges. These will be held monthly.  




















Jackson Street Programme will develop a welcome pack for prospective businesses.







JSP will continue to do foot counts and survey businesses annually to ensure information is always current.

We have had six pop-up shops in this period the Soeur, a children’s Book Store, a gift shop, Cancer Dragon Boating Team, CanSurvivour and the Eco Store.

New businesses to the street have been EMP, Bike Hub, B Lounge, XtBnd – Barre, Heroine, Skinny Love Clinic, Endless Love, Angels Nails, Petals, a mobile Coffee Cart, Fix, lady Bonnet Lockets, My French Toast and Particles of Time.

Changes in the street has seen the rebranding of Take Note to Paper Plus and The Empire to the Butcher and Brewery.

Movements have been UK Goodies, Trade Aid and Bob’s Hairdressing have moved premises on Jackson Street.

We have lost eight businesses because of the refurbishment of the old cinema building on Jackson Street, The Chocolate Story and Neil’s Barber Shop. As well as British Goods, Avison’s Gift and Homeware, Bike Hub, Wholesale Emporium, The Tool Box, 123 Mart. Overworld and the Petal Store.


We have agreed as a board that Foot Counts are not a good indication of who is on the street nor the number of visitors to our street, so we have stopped doing these. We use the Marketview report to tell us the story of what is happening on Jackson Street

Goal Two: - Making Jackson Street a desirable place to visit.

JSP will facilitate, and as appropriate support, public events in Jackson Street which will encourage residents and/or out-of-area people to visit and enjoy the Street and its businesses. JSP will also actively develop our own programme of events, which will increase the offer to the wider communities to promote Jackson Street as their preferred destination of choice for shopping




Key Performance Indicators

Goals Meet

To develop a programme of interesting events for the Street.








To promote Jackson Street in a coordinated and effective manner to attract more visitors in Jackson Street.







To develop a strong sense of community cooperation and belonging amongst the Jackson Street area and business people.

The target is to run four events per year in Jackson Street.









To support community groups such as Rotary with their events held in Jackson Street.







Our first event for the year was the gifting of the Mural on the corner of Jackson Street & Fitzherbert Street on the 22nd July 2014. The beginning of many more murals to be commissioned along the street telling our story.


Heritage Month This is a five year build for the JSP. But we started with telling our story through billboards being erected in shop windows for the whole Month of September. We had twelve retailers put their hands up to be a part of this project with many having fliers in their windows as supporters of Heritage Month. The billboards drove many visitors into the retailing stores and also generated enough interest that two local schools (Kelson Primary School and Maungaraki School each brought 70 students down to learn about their local history. It generated many quests post the event of which the Petone Historical Society helped us answer.


Both Schools have said they would be back  this year as it was a great way to bring our local history a live for the students.


We also during Heritage Month laid three more Walk of Champion plaques down and celebrated with a morning tea with the family and friends of the recipient’s.  Thank you to HCC for the funding to be able to continue doing this.


Next was the laying of the foundations of our ANZAC event 2015 & 2016 which was to invite the local schools and community groups to design our very own ANZAC Flags.


Our Christmas Promotion was next the “Petone Christmas Lights – A Festival of Lights”


Our Twilight Santa Parade on the 28th November was a success with a mixture of community floats, local business floats and professional floats in all we had 52 floats. Those that came to see the parade was estimated at a crowd of 15,000 people.





His Worship the Mayor then turned on the Christmas Lights and officially opened the Grotto.


Our programme of Christmas events included Santa’s Mail box where we had over 360 letters posted, 645 gifts left for Maori Women’s Refuge.  Family Treasure Hunts where held over the three weekends before Christmas we had 255 children and as many parents, with a different treasure map every day. Once again we had more retailers come on board this year.

And over 7,000 visitors through the grotto.

We were lucky we managed to get nine sponsors to support our Christmas events.


We also had 24 Businesses enter our Christmas Window competition, 10 more than last year.

All our figures where well up from the previous year.

We were also picked as one of the streets to come and see the Christmas lights for the second time in a row.


Sponsorship we received for this event in monies was just under $55,000 in kind we received $700.


The feedback is confirmation that the 5-year plan we have for this event will be well supported by locals, regional visitors and international visitors. The stats gather will be used to improve and build on what has been started.


We hosted the Small Town Conference where we had both Council Officer, Community Board and Elected Councilors attend. The conference was well received by the attendees of which we had 26 delegates from both Islands and Stewart Island.


We run a promotion for Mother’s Day. Which was Facebook based. We had 1377 entries.



Key Performance Indicators


To facilitate the promotion of the businesses and events in the street


JSP will undertake to facilitate the regular promotion of businesses and events in Jackson Street.



Targeted promotional campaigns to promote Jackson Street events run/facilitated by JSP.

















Refresh JSP website to bring up to date and monitor website traffic around campaigns to ensure effectiveness.



























Extend use of social media – e.g. Facebook, as promotional tools and monitor effectiveness

-     Monitor ‘old media’ (e.g. print) vs. ‘new media) – e.g. smartphones promote Jackson Street events run/facilities by JSP  (applications usage trends to best targeted promotional opportunities.


Hold Business After 5 sessions, which will be held quarterly with the aim to increase ideas and communication along the Street
























Leverage networking with appropriate organisations for promotional campaigns. Eg. Positively Wellington Tourism.



The Heritage Month and the Christmas Events certainly Increased awareness locally, regionally, nationally, and internationally of the Historical Precinct as a shopping, entertainment, and business destination. This was achieved by an extensive radio campaign, supported by printed media in all five regional papers as well as DL Fliers. In the social media it was shared by 2,000 people from our page, it was supported and boosted by the HCC


Our new Webpage was also launched in September and this has been very successful for both the JSP and those businesses that have embraced it. Each business has its own login and is responsible for keeping their information current. They are also able to put promotional material on their pages and keep these updated. The last part of the build for us is the events page. Every month we feature the monthly web stats so they can see the value in keeping their information current and relevant

Visits and Average Visit Duration by City Sessions Average Session Duration

Wellington 214 00:01:27

Auckland 130 00:01:52

Lower Hutt 44 00:00:24

 Papakura 6 00:02:09

 Sydney 5 00:01:03

Christchurch 5 00:00:31


Our Facebook page now has been steadily increasing and we hit the 2500 followers just before the end of June 2015, thanks to our amazing admin person Karen Arraj-Fisher.





These have been held monthly since May 2013 with an average attendance of 20 – 30 businesses. This has strengthened the communication between JSP and the stakeholders. The involvement from the stakeholders has also seen an increase with commitment to projects and the feeding in of ideas for various events, promotions etc…

Through these meeting we have been able to increase the Petone Profile through an advertising campaign in the DomPost as well as a Radio Campaign, with more businesses joining this offering.

Also every time we have attracted new businesses to these gatherings. We have seen a good cross section of both businesses and landlords


We have also run a radio advertising campaign for three months over the October – January period to increase our offer to the wider community. This we did in partnership with some of the retailers.


In 2014 we made an effort to work more with the local community to encourage their support 365 days of the year. We have worked with the local primary Schools, The Girl Guides, The Petone Community Board, HCC, Petone Lions, Weltec, Alzheimer’s New Zealand and the Blind Foundation.

Collaboration with James Lamb has had Petone featured in a number of National tourism books like On Board and even further afield in Australia as well. 


GOAL THREE: Preserving the Heritage Character of Jackson Street.

The JSP will facilitate the understanding of, and respect for HCC’s 2008 Heritage Policy and the Wellington Regional Strategy on Heritage as they affect Jackson Street Landlords and Businesses.

(See JSP website for a copy of the HCC’s 2008 Heritage Policy and the Wellington Regional Strategy on heritage)



Key Performance Indicators

Goals Meet

To support HCC Heritage Policy


(See JSP website for copy of HCC’s 2008 Heritage Policy and the Wellington Regional Strategy



JSP will facilitate understanding of, and respect for, HCC's 2008 Heritage Policy as it affects Jackson Street landlords and businesses through regular information sharing events specifically around Heritage issue’s.


JSP will make submissions to HCC on any review of the existing Heritage Policy.


The JSP will make submissions to HCC if experience identifies gaps in the current policy.



 The JSP will make accessible information regarding the Heritage Precinct, HCC’s Heritage Policy and other relevant material such as material from the NZ Historic Places Trust applicable to building owners and other interested parties.





To develop a strong sense of community co-operation and belonging amongst the Jackson Street area and business people.






To conserve and enhance features of historical significance and interest.


Increasing awareness of the special heritage character of the Street encourages a greater sense of community for residents and businesses. This will be doing in conjunction with the Petone Historical Society and the HCC. We are currently investigating new technologies that will promote the heritage of Jackson Street.


Looking at projects that will involve the community. The ANZAC Flag competition which involved the local Prima Schools.


This we are doing through telling the Petone Story. By talking with the HCC to address the mix match of streetscape on Jackson Street and also through the Annual Plans and LTP Plans.


To assist HCC to strike the right balance between Heritage, Conservation and Public Safety in respect of Earthquake risk buildings.








The JSP will monitor Building Consent applications and proposed variations to HCC's District Plan which affect Jackson Street to ensure that the Heritage Design Standards that form Appendix 1 of the Petone Commercial 1 in the HCC District Plan are taken into account.


Liaise with appropriate HCC Officers to ensure JSP is notified of all Building Consent applications which affect Heritage buildings.

Liaise with appropriate HCC Officers to ensure JSP is notified of all applications to vary the District Plan which impact the Historical Precinct. 


Consult with JSP members as appropriate, and make submissions to HCC regarding applications for Building Consents or variations to the District Plan as detailed above.


To conserve and enhance features of historical significance and interest.















To develop the appearance and feel of Jackson Street to make it attractive and interesting for visitors, residents and Jackson Street business people.



JSP will always advocate to ensure as much as possible, that the Street retains its heritage streetscape.


JSP are always available as a resource for the local community to ensure as much as possible that owners’ of heritage buildings are not adversely impacted by modifications or construction of other buildings – e.g. Loss of amenities.



JSP will advocate as much as possible that any planned changes to the Jackson Street Heritage Area will not be adversely affected by modifications or construction of other buildings, etc. a change in character of the Street retail mix.








GOAL FOUR:  Keeping the Jackson Street Programme relevant today.

The JSP will actively monitor and evaluate all aspects of its activities in order to ensure that good value is being achieved for the investment of money and time.



Key Performance Indicators

Goals Meet

To monitor the effectiveness of our activities.



JSP will actively monitor and evaluate all aspects of its activities in order to ensure that good value is being achieved for the investment of money and time.


The JSP Board will report six-monthly to HCC to describe progress against targets.


Introduce Evaluation Forms for post-Event feedback from stakeholders.   


Undertake foot-counts at least twice a year in Jackson Street.


The Strategic Plan and Annual Business Plan are living documents and will be reviewed for relevance on a regular basis.

The JSP employees/ contractors will report monthly on their progress against targets set in annual plan



Those targets are met or tracking within given matrix.



These will be designed within the first business quarter 2013.












To exceed previous year by 10 percent.


This is happening at meetings held monthly with the coordinator and the JSP Committee.



The Committee and staff are on track with the commitments for this financial year.


We receive feedback from the stack holders after every event. The support that we are now getting has significantly improved from the previous12 months. The BA5 and the number of business now engaging with us support this. We have also secured 8 new associate members to the Jackson Street programme. We now have a good representation on our board, which better reflects the street.


 This target has been reached.

To communicate our objectives and achievements and to invite


The JSP will ensure that timely, regular, and effective communication with the membership regarding purpose, activities, challenges, and achievements takes place.


JSP website and Facebook pages will be current and live with what is happening NOW on the Street.


Any other ‘new media’ utilized e.g. social media, are regularly updated.



Monthly newsletters will be written and distributed to Stakeholders and the wider community.













The membership database updated regularly.





Networking opportunities will provide – e.g. regular social network events for building and/or business owners, this will happen monthly.


Our webpage and Facebook pages will be attractive, easy to navigate and regularly updated.

Street Talk has been revamped – we have included the Petone colour (dark blue), added our Mission statement on the front page and changed the footer to one of our logos “EXPERIENCE JACKSON STREET – ALWAYS SOMETHING SPECIAL”. This is now produced monthly and distributed in the first week of the month. We have received incredible feedback about the newsletter on how informative and engaging it is. (A good read).


This is a work in progress now that we have a part-time administrator. It is updated as and when businesses move into the street or leave us.


We do this with the BA5 and the meeting held with the owners. We are slowing moving to incorporating the two together.


 As a committee we agreed and committed funds to the redevelopment of the JSP Web page. This is a success story.


Our Social media “Facebook” is being regularly read and people posting to it and sharing our page. The traffic has seen a significant increase in traffic over the past4 months with our ability to update and keep it current and news worthy. We reached 2000 likes just before Christmas and are now able to track weekly our stats.




Key Performance Indicators

Goals Meet

To monitor global & local business changes/trends which impact on Jackson Street businesses.



The JSP needs to investigate what actions - if any - can be undertaken to take advantage of, or minimize the negative impact of, such trends and changes. Since the JSP does not have the resources to undertake this research, it will make maximum use of strategic partnerships.


Become a Member of the MainStreet Australasia.


Become a member of New Zealand Small Towns.



Become a member of the Hutt Valley Chamber of Commerce.


Strengthen networks locally, regionally and nationally in order to access and research trends.


We have yet to do this.


We are now members and with HCC have successfully secured the next Small Town Conference to be held in April 2015.


Looking at the cost of this for a street membership


We are attending the community board meetings and giving oral reports. We have a PCB member as part of the JSP committee. We also host and are members of the Petone Historical Society and we liaises with Petone Rotary and the Petone Lions.

The JSP Board will work to Best Practice Standards in Governance, Financial Responsibility and as an Employer.

Develop an Induction programme for all new incoming Board members.


Create a Code of Conduct and Role Descriptions for Board members so that JSP members considering standing for the Board have accurate information on their responsibilities.



Ensure that it acts in compliance with the Constitution of the Jackson Street Programme Inc. at all times.


Ensure that it meets its obligations in reporting under the Incorporated Societies Act 1908.


Ensure that it acts as a Good Employer under the Employment Relations Act 2000 when dealing with Employees.


Ensure that the Board understands the implications of the proposed changes to Financial Reporting Act 1993, which affects Incorporated societies.

We are now part of a pilot programmeme run by The Accounting For Charities Trust and working well with them.


This is covered in our Pilot programmeme.


JSP has all employees on current contracts as well as suppliers. All working within the parameters of our contract with HCC.


This was part of the induction with the new board after the AGM held in October 2013.

Summary: -


The JSP Committee is very happy with the progress made over the past six months. With a new Committee led by Leonie Dobbs as Chair we welcomed six new committee members Ben O’Sullivan, Paul Rowan, Robbie Schneider, Monique O’Meley, Jan Morris, and Victoria Nelson. The office of the Jackson Street Programme is running smoothly with the limited hours we have allocated. We have seen an increase in foot traffic to the Old Jail Museum and an increase in numbers coming to the Old Jail for local information.  In the four days that the Jail is opened we can average over 28 visitors over the summer months and we drop down to 6 -8 in the cooler months. We see a spike when the cruise ships are in and we offer the local self-walking trail for them to do. We are in the process of having this pamphlet revamp at present in readiness for Heritage month. We have also successful received a grant to put a screen in the Jail to loop local stories of our town.


A Weltec student transferred the data from VHS tapes to digital format for us. We are in the process of converting more VHS tapes over as many visitors are staying to watch the clips.


We know that the programme is gaining back a lot of ground with our reputation on the street among the businesses, which in its self supports the HCC decision to increase the special rates level for the JSP from July 2014 onwards. We believe that the stakeholders and the number of enquires we are receiving for Associate membership also supports this claim.


With a better representation of the businesses on the street on our Board, we are just going from strength to strength.  The ideas for new events are building and the engagement of the JSP with our stakeholders has a new confidence that the JSP Committee operates in a professional manner in all its activities on behalf of the membership.

We are working well with the wider community, which in turn is increasing our profile within the Petone Community. We have also opened the doors for wider community participation and engagement with Petone through our work with Alzheimer’s New Zealand and now working with the sight impaired to make Petone a destination for them to feel safe to come and visit and to shop.


JSP are working on and committed to ensuring that as an organisation we meet all our legal requirements as an incorporated society.


We believe the JSP is well placed to continue to improve on the foundations that have been laid and look forward to the future with optimism for the prosperous future for Jackson Street. 


Leonie Dobbs, Chair

Jackson Street Programme

                                                                                     101                                              22 September 2015

City Development Committee

07 September 2015




File: (15/1320)





Report no: CDC2015/4/246 (4)


Wainuiomata Development Plan Update


Purpose of Report

1.    This report updates the Committee on the work to date achieved by the Wainuiomata Development Plan Steering Group, the community’s vision,  and an outline of work ahead.

2.    Members of the Steering Group will attend this Committee meeting to speak to the report.


It is recommended that the Committee:

 (i)   notes the Wainuiomata Development Plan steering group’s ongoing voluntary work for the community;

(ii)   notes the community vision and the steering group’s work completed to date;

(iii)  notes the community led Development Plan as documented to date; and

(iv)      notes expenditure on the Wainuiomata Development Plan as detailed in the steering group’s 2015/16 action plan summary that sit within the allocated budgets.



3.    A group of Wainuiomata community members have volunteered their time to work with Council to develop a plan in response to initiatives detailed for Wainuiomata in the Urban Growth Strategy. The group made a submission to the 2014/15 Annual Plan to develop and implement a Wainuiomata Development Plan (WDP) and $100,000 per year over 3 years was allocated for this purpose.

4.    This Steering Group is made up of:

·      Leah Clark, Regional Public Health.

·      Ben McLennan, Professionals Redcoats Ltd.

·      Nikki Wynne, Wainui Joinery Ltd and former owner of Take Note.

·      Clive Cannons, Unichem Clive's Pharmacy.

·      Nic Dalton, Dalton Strategy Consulting 

·      Josh Briggs, Wainuiomata Community Board

·      Campbell Barry, Councillor, Wainuiomata Ward

·      Margaret Willard, Councillor, Wainuiomata Ward

5.    The role of the Steering Group is to ensure all initiatives proposed in both the public and private sector aligns with the aims of the overall development plan.

6.    The Steering Group meets half a day each month to guide the development of the WDP; meet with council officers and ensure progress on the six work streams of their initial work programme. The Steering Group also spends many hours championing the WDP and engaging with the wider community at expos, workshops and meetings.

7.    The WDP is intended to be the lens through which Council strategies, policies and projects in Wainuiomata are filtered - a living document that will be adapted as new opportunities arise and the wider community continues to articulate its aspiration. This is summarised in the Vision Roadmap attached as Appendix 1 to the report.


8.    The Steering Group identified six work streams for the 2014/15 year and set targets to be achieved in each. What these are and progress on each is outlined in the attachment at Appendix 2 to the report.

9.    The priority project has been to complete the WDP including the development of a spatial and activity plan for connecting communities around a “town centre” - including planning for both the commercial and civic centre.

10.  Boffa Miskell was engaged to facilitate the community engagement process and develop the WDP. This work has included a process of extensive research and community consultation including workshops, public presentations, key stakeholder input and a public displays.  The community feedback has informed and guided the development of the WDP as attached as Appendix 3 to the report.

11.  The action plan summary, attached as Appendix 4 to the report, outlines a mix of initiatives for the 2015/16 that build towards the longer term goals in the WDP which will ultimately cover a span of 10 -20 years.

12.  All of these documents are expected to be living documents that are updated as major milestones are achieved, new projects are explored and the community is further consulted.

13.  While engaging with the community other key themes were identified that fall outside the scope of the WDP.  These remain important and will be championed by other organisations and agencies. The Steering Group has shared it with the Community Board who has welcomed the opportunity to find champions within the community for issues such as policing, safety and engaging young people.

14.  In July 2015 the Steering Group arranged a meeting of groups across Wainuiomata to identify collaborative opportunities. Attended by representatives from Wainuiomata Sportsville Group, Wainuiomata Marae, Life City Church, Rimutaka Forest Park Trust, Wainuiomata Trail Project, Wainuiomata Community Board, Development Wainuiomata, Boffa Miskell, and Hutt City Council. Port Nicholson Block Settlement Trust was also invited and officers have also met with a University Urban Design Masters level student who is looking at custodianship of urban areas with a focus on Black Creek and community hubs. Immediate collaborative opportunities were identified and the group has agreed to meet on a regular basis in the future to progress these.

15.  The Steering Group is also keeping abreast of developments in the area including consented residential developments, the proposed retirement village and the proposed mall redevelopment.

16.  The Sportsville Feasibility study has the potential to add a significant opportunity to the development plan as a whole. Study authors Global Leisure Group have taken the development plan in to account and the Steering Group and council officers will be able to refine Wainuiomata town centre spatial planning when this study is completed in September / October. 

17.  The Steering Group is inspired by the place making activity in towns such as Paihia and Tirau and wants to demonstrate leadership by creating activities that will inform future planning and create a sense of place at the same time e.g. town centre expo.

18.  The Steering Group are looking to employ a part-time facilitator to continue the momentum established. Reporting to the Steering Group, this role would be a central coordination point for development plan activities, lead further connections across Wainuiomata, communicate with the community and cover the administration for the group. This will then free up the Visitor Development Manager to add greater value in the tourism aspirations of the development plan.

19.  Officers can assist with establishing this role and look to successful local models such as the Seaview Gracefield Working Group and Jackson Street Programme that the Steering Group can follow.


20.  The WDP has been led by a Steering Group of local business and community leaders with input from Council, Wainuiomata Community Board and Development Wainuiomata representatives.

21.  The Steering Group has engaged with community widely on the Development Plan. Activities have included:


·      community workshop in November 2014 (80 attendees) – including local residents, Wainuiomata Marae representatives, Port Nicholson Block Settlement Trust, Grey Power, local sporting and interest groups, business owners, young people and agency representatives

·      Rangatahi group workshop in November 2015,

·      week-long interactive expo displays and expo feedback forms at Wainuiomata Library and mall in March 2015 and August 2015.

·      stakeholder networking meeting July 2015 

·      initial town centre workshop in August 2015 (35 attendees)

·      displays at Wainuiomata events,

·      newspaper articles and advertising,

·      updates to email database, and

·      engaging regularly with a growing Facebook community at

·      sharing progress through a new website at


22.  The Steering Group continues to engage local stakeholders, public and interest groups in helping to the design of the WDP for the suburb and a town centre that the community can be proud of.

Legal Considerations

23.  There are no legal considerations.

Financial Considerations

24.  Funding for FY2014/15 has been used on research, the community engagement process, the development of spatial and activity plan and establishing a project website. $20k has been carried over to apply to activities in FY2015/16

25.  Funding of $100,000 for the Wainuiomata Development Plan is allocated for the next two years FY 2015/16 and FY 2016/17 years in the Long Term Plan.

26.  Expenditure and initiatives for 2015/16 are outlined in the action plan summary attached as Appendix 4 to the report.

Other Considerations

27.  In making this recommendation, officers have given careful consideration to the purpose of local government in section 10 of the Local Government Act 2002. Officers believe that this recommendation falls within the purpose of the local government in that it furthers the economic development of the city. It does this in a way that is cost-effective because it makes use of and leverages off the existing resources within the local community.






Wainuiomata Development Plan - Vision Roadmap (Under Separate Cover)



Wainuiomata Development Plan - 2014/15 targets (Under Separate Cover)



Wainuiomata Development Plan - Full Plan (Under Separate Cover)



Wainuiomata Development Plan - 2015/16 action plan summary (Under Separate Cover)








Author: James Lamb

Visitor Market Development and International Relations Manager







Approved By: Gary Craig

Divisional Manager City Development

MEMORANDUM                                                 106                                              22 September 2015

Our Reference          15/1156

TO:                      Chair and Members

City Development Committee

FROM:                Ray Gorin

DATE:                04 August 2015





That the Committee notes the information contained in the memorandum.



Purpose of Memorandum

1.    The purpose of this memorandum is to provide an update on the operations of the Rapid Removal Graffiti Service and supporting graffiti eradication projects within Hutt City during the year 2014/15.


2.    Graffiti vandalism in Hutt City was highlighted as a serious concern to residents of the city during consultation on the Community Plan 2009-2016. Graffiti vandalism negatively impacts on feelings of safety, property values and the well-being of our city. If it is not removed soon after it appears, it can become a magnet for more. Hutt City Council’s vision is for communities to live in a graffiti free city.

3.    Hutt City Council distinguishes between graffiti vandalism and graffiti art. Graffiti art in the form of murals in authorised sites are fully supported as they both brighten up areas and deter graffiti vandals.

4.    Graffiti vandalism often referred to as ‘tags’ or ‘tagging’ is defined in the Summary Offences Act 1981 as:

… the act of a person damaging or defacing any building, structure, road, tree, property, or other thing by writing, drawing, painting, spraying or etching on it, or otherwise marking it –

a)         Without lawful authority; and

b)         Without the consent of the occupier or owner or other

5.    Graffiti eradication in Hutt City is spearheaded by a contract for the rapid removal of graffiti and in particular offensive graffiti. The rapid removal contract is supported by a range of community initiatives and projects.

6.    At the end of the 2012/13 financial year the contract for the Rapid Removal service transitioned to a new division (Road & Traffic) within the Council and to a new external contractor MMS (Masta Maintenance Services).

7.    An update on progress with the Rapid Removal Contract and related projects and initiatives is provided below commencing with a comparison between 2013/14 and 2014/15.

 Fig 1: Statistical comparison 2013/14 against 2014/15





8.    Statistics show that overall tags reduced 15%, the area damaged reduced by 2% and the overall cost of removal reduced by 10%. 

9.    The number of compliments from the general public continued to far outweigh complaints.

10.  Results from the annual Hutt City Council ‘Communitrak’ survey in March 2015 showed that 91% of Hutt City residents are satisfied with the city being free of graffiti up from 86% in 2014.

11.  The reduced cost, high level of compliments and the increase in public satisfaction result from a combined response to graffiti vandalism from Council, Council contractors MMS, Police, Corrections and local Communities to quickly report and remove graffiti.

12.  The small saving in costs has allowed the initiative to push out the barriers of the contract. The contract rule that ‘graffiti is to be removed from only the first 10 metres of an alleyway or service lane’ was included as a means to controlling the budget and preventing overspend. However it has been very contentious and raised more concerns and dissatisfaction than any other issue - in particular in and around the Central CBD. Contractors are now able to seek authority, on a case by case basis, to clean further into service lanes in the CBD than previously. On a more individual level an elderly couple reported offensive graffiti vandalism on fencing that was in full view of their main living area. However, it was also in the middle of an alleyway putting it outside the scope of the contract. In this instance Council was able to direct the Council contractors to remove the graffiti. Both incidences illustrate the benefit of having reduced the cost of graffiti eradication in the city particularly as this brings with it the ability to extend the graffiti free area beyond the original concept.

Graffiti Vandalism Hotspots

13.  Although overall the trend in graffiti vandalism across the city is slightly downward there remain a number of hotspots.

14.  In 2013/14 primary areas were Stokes Valley, Hutt Central and Wainuiomata. Whilst there has been little overall change in either Stokes Valley or Hutt Central there has been a significant reduction in graffiti vandalism in Wainuiomata.

Fig 2: Hotspot map 2013/4

Fig 2: Hotspot map 2014/5


15.  A major hotspot at the moment is Melling, in particular the underpass, skate park and picnic area. Council has taken steps to deter homeless people from settling in the area and is applying to have the area classed as an ‘alcohol free’ zone. Both steps aim at making the area safer and will also help reduce the opportunity for graffiti vandalism in the area.

16.  Areas, such as Maungaraki and Normandale seem to be on the increase as graffiti vandals are dissuaded from tagging in their usual areas and seek areas they hope will not be cleaned so quickly. It must be noted that Maungaraki and Normandale are still very low profile in terms of graffiti vandalism.  However Wakefield Street in Alicetown, which can lead to these areas, has begun to be hit very hard in recent months. Wakefield Street also runs along the rail corridor which is heavily and regularly tagged. Many of the businesses that back onto the rail corridor maintain their premises. However a few do not and HCC contractors have to enter the corridor during rail line closures to remove large amounts of tagging. During 2015/16 these businesses will be offered free paint or the services, at cost price, of the Council contractors to remove graffiti.

17.  Wellington Water facilities at Maungaraki and Point Howard are also hotspot areas; however graffiti is removed from these facilities by Department of Corrections Community Work (formerly known as Periodic Detention) Teams at no cost to Council.

Anti-graffiti Initiatives / Projects


18.  In 2014 the Council’s Community Safety Team accessed Ministry of Justice “Adopt a Spot” funding for a number of murals at Fernlea School, Wainuiomata.  The project focussed on an alleyway near the school which children had been wary of using due to high levels of graffiti and general distress in the area. Children and teachers from the school worked with local artist Dan Mills to design murals that support the ‘walking buses’ and ‘walking to school’ themes. The designs were painted on large wooden panels by the children. Once completed the panels were secured along the length of the alleyway fencing. The project had the support of residents whose properties the panels are fixed to.

19.  The Council’s Community Arts Programme is sponsoring a ‘Murals in Schools Project’ similar to the Fernlea project.  The project aims to minimize graffiti, strengthen community, up-skill young people, and lighten and brighten areas increasing a sense of security.  Wainuiomata High school was the first to access this programme which included computer design in early 2015.

20.  A number of commissioned murals have been installed during 2014/15. These include the public toilet blocks on the Strand and Parkway in Wainuiomata commissioned by HCC Parks & Gardens and one on a pump station on Petone Esplanade Commissioned by the HCC Graffiti Eradication programme. A new mural is due to be completed by the St Bernadette’s Youth Group in early August 2015 on the Daysh Street/ Naenae Road roundabout this has been sponsored by Resene and the HCC Graffiti Eradication Programme.

Adopt a Spot

21.  HCC in conjunction with Resene and Keep Hutt City Beautiful provides free recycled paint to community groups wishing to adopt a local area to help keep it litter and graffiti free. The programme aims to encourage and promote a sense of pride and responsibility in local areas. Residents are asked to identify and adopt local areas such as alleyways to look after. In many cases residents report that graffiti dramatically reduces or even stops within a very short time of starting an Adopt a Spot area. Currently there are ten groups active within the City area ranging in size from one alley way to several across two suburbs. The Council supply recycled paint provided by Resene for painting out graffiti and some basic equipment. Details are available on the HCC website.


22.  As mentioned previously the Department of Corrections Community Work Teams, formerly known as ‘Periodic Detention’ teams, take on large scale work such as water towers and some culverts that would otherwise be too costly or outside of the contract scope for the Council / Utility companies. These include Black Creek in Wainuiomata and the water towers at Maungaraki, Point Howard and Wainuiomata.


23.  In February 2015 signs were erected in Naenae advising residents on how to report graffiti. The idea initiated in the Naenae Community Safety Board and was fully supported by the Naenae Neighbourhood Policing Team (NNPT). The Mayor and the NZ Police Area Commander officially launched the scheme. The scheme aimed to enable local residents and visitors to the area to be able to do something when they saw graffiti. Analysis of call rates pre and post the erection of the signs show an increase in the percentage of tags reported by the public from 21 to 64%.

24.  A number of articles covering graffiti eradication, murals and Adopt a Spot have been prepared by HCC Communications staff and published in Hutt News.


25.  Lower Hutt Police Intel host a fortnightly meeting of community groups such as CCTV, Safe City Ambassadors and private security firms and companies such as Countdown and Westgate. Information collated within the Graffiti Eradication Programme’s Stop Tags database is presented at these meetings by the Programme Manager and a report circulated from there to the staff of all participating groups.

26.  Police in Petone have successfully prosecuted one graffiti vandal who wrote a letter of apology to the Council. Hutt Central and Taita Police have recently arrested and charged taggers for damage done in both Lower and Upper Hutt. Reparation is being sought in all cases.


27.  HCC Community Arts team are currently working on a number of programmes that support the anti-graffiti theme. One such programme mentioned above involves school age youth in IT design and hands on painting of murals.

28.  The Hutt Valley Community Arts Council is starting a programme that will work with youth identified by Police as being graffiti vandals. The programme aims to draw on and channel the art skills shown by many of these youths.

29.  CYFS project workers have approached Council for areas in which they can paint a mural. Council and the Naenae Neighbourhood Policing Team have identified sites for murals in the Naenae area. Resene has agreed to provide 20 sets of overalls free of charge and price reduced paint for the project. Council’s Community Arts will also input to the project providing artistic support and direction. CYFS is currently devising a plan including, timeframes, designs and exit strategy for the project. It is anticipated that the programme will commence ion the 2015/16 year. The targeted outcomes will be a sense of responsibility and pride instilled in the participants and the creation of a deterrent to graffiti vandalism in the areas around the murals.



There are no appendices for this report.   







Author: Ray Gorin

Contracts Manager - Graffiti







Reviewed By: John Middleton

Maintenance Contracts Manager




Approved By: Bruce Sherlock

General Manager, City Infrastructure






                                                                                     112                                              22 September 2015

City Development Committee

24 August 2015




File: (15/1247)





Report no: CDC2015/4/242 (4)




Purpose of Report

1.    The purpose of this report is to seek the approval, as per the authorized process, for the temporary closure of roads and temporary No Stopping restrictions as required in Lower Hutt City.


It is recommended that the Committee:

(i)    agrees to approve the following proposed temporary closures subject to                                       the conditions listed in the Proposed Temporary Road Closure Impact reports attached as Appendices 1 to 3 to the report: 

(a)     Hutt Valley Motorsport Club Incorporated Bi-annual Club Car  Sprints

Port Road from a point 100 metres south of Toop Street to a point  500 metres north of Barnes Street, Meachen Street, Barnes Street from Port Road to a point 100 metres east of Meachen Street, and Toop Street from Port Road to a point 100 metres east of Port Road, on Sunday 25th October 2015 and on Sunday 24th January 2016 from 7:00 am to 6:00 pm on both days for the Hutt Valley Motorsport Club bi-annual club car sprints attached as Appendices 1 and  1A to the report;

(b)     Cam County Incorporated Port Road Drags 2015

                 Port Road from the west side of the intersection with Marchbanks Street to a point 300 metres north of Barnes Street, and Toop Street between Port Road and Marchbanks Street, on Sunday 29 November 2015 from 6:00am to 6:00pm for the Cam County Inc. Port Road Drags attached as Appendices 2 and 2A to the report. If the event is postponed due to bad weather it will be held on         Sunday 6 December 2015; and

(c)     Annual Naenae Festival 2015

                 Everest Avenue between Vogel Street and Treadwell Street on Saturday 28 November 2015 from 6:00am to 2:00pm for the annual Naenae Festival attached as Appendices 3 and 3A to the report. If the event is postponed due to bad weather it will be held on Sunday 29 November, 2015;

(ii)   agrees for the Hutt Valley Motorsport Club Incorporated club car sprints to temporarily rescind for the periods 7:00am to 6:00pm on Sunday 25 October 2015 and Sunday 24 January 2016 all current parking restrictions applying to:

(a)   Port Road – both sides, from a point 100 metres south of Toop Street to a point 500 metres north of Barnes Street;

(b)   Barnes Street – both sides, from Port Road to a point 100 metres east of Meachen Street;

(c)   Toop Street – both sides, from Port Road to a point 100 metres east of Port Road;

(d)   Meachen Street – both sides for its entire length;

(e )  Meachen Street Service Lane – both sides for its entire length; and        

(f)    Barnes Street /Meachen Street Service Lane – both sides for its entire length;

(iii) agrees for the Hutt Valley Motorsport Club Incorporated club car sprints to approve the following for Sunday 25 October 2015 and Sunday 24 January 2016:

(a)   Port Road – both sides, from a point 100 metres south of Toop Street to a point 500 metres north of Barnes Street;

       No Stopping 7am to 6pm

(b)   Barnes Street – both sides, from Port Road to a point 100 metres east of Meachen Street;

       No Stopping 7am to 6pm

(c)   Toop Street – both sides, from Port Road to a point 100 metres   east of Port Road;

       No Stopping 7am to 6pm

(d)   Meachen Street – both sides for its entire length;

       No Stopping 7am to 6pm

(e )  Meachen Street Service Lane – both sides for its entire length;   

       No Stopping 7am to 6pm; and

(f)    Barnes Street /Meachen Street Service Lane – both sides for its entire length; and

       No Stopping 7am to 6pm.




2.    The Hutt City Council has received applications from the event organisers for approval to hold events involving road closures and temporary No Stopping restrictions, as detailed in Recommendations (i) to (iii) above. Details of each event and the expected impact on traffic are attached as Appendices 1 to 3 to the report.

3.    Council at its meeting of 12 August 2008 approved a procedure for the Council to follow to comply with the Local Government Act 1974 (Schedule 10) (LGA) provisions for temporary road closures for events.

4.    Processes have been established to implement these procedures, including the required communications and consultation prior to any approval of a closure.

5.    For these events where vehicles remaining on roads are considered to be a safety concern it is necessary for Council to also pass a resolution that for the duration of the event, the roads be subject to a No Stopping restriction.

6.    Council can then erect temporary signage and its Parking Enforcement officers can attend the event and authorize the removal of any offending vehicles.

7.    This report has been prepared in accordance with the approved procedures.


8.    The Traffic Asset Manager, Road and Traffic, acting as Council’s Traffic Engineer, has assessed each of the proposed closures with regards to their expected impacts on traffic. The Traffic Engineer has provided a professional opinion as to whether the resulting impact on traffic is likely to reasonable or unreasonable.

9.    The proposed closures, if implemented according to the proposed Traffic Management Plans and in accordance with any specified conditions set by the Traffic Engineer, should not result in an unreasonable impact on traffic. 

10.  For the HVMC car sprint event, any vehicles remaining on the roads as detailed in parts (ii) and (iii) above during this event will be a safety concern and therefore temporary No Stopping restrictions are required to enable these vehicles to be removed.


11.  The public were notified that the Council was going to consider the proposed temporary road closures through a Public Notice advertisement in the Hutt News.  Any correspondence received in response to the proposed closures has been included in the attached report. The traffic management plans for the event records how traffic safety and flow will be managed.

12.  Public notice of any decision to close roads will be advertised in the Hutt News.

Legal Considerations

13.  Any approval is required from the City Development Committee or the Temporary Road Closure Subcommittee to allow for the temporary closure of roads and temporary No Stopping restrictions. This will ensure that the Hutt City Council is complying with the requirements of the Local Government Act 1974 (Schedule 10) for the temporary closure of roads within its jurisdiction.

Financial Considerations

14.  For community events the cost of the public notices in the Hutt News is paid from Council’s budget. For commercial events, the cost of the public notices is passed onto the appropriate event organiser. These events are all community events.

Other Considerations

15.  In making this recommendation, officers have given careful consideration to the purpose of local government in section 10 of the Local Government Act 2002. Officers believe that this recommendation falls within the purpose of the local government in that it complies with the requirements of the Local Government Act 1974 (Schedule 10) for the temporary closure of roads for events. 






Hutt Valley Motorsport Club Car Sprints – Port Road: Proposed Temporary Road Closure Impact Report 2015-2016



Cam County Inc Port Road Drags 2015 Proposed Temporary Road Closure Impact Report



Annual Naenae Festival - Everest Avenue Proposed Temporary Road Closure Impact Report








Author: Alan Hopkinson

Senior Traffic Engineer







Reviewed By: Lyle Earl

Traffic Assets Manager




Approved By: Ron Muir

Divisional Manager, Road and Traffic


Attachment 1

Hutt Valley Motorsport Club Car Sprints – Port Road: Proposed Temporary Road Closure Impact Report 2015-2016





Attachment 2

Cam County Inc Port Road Drags 2015 Proposed Temporary Road Closure Impact Report





Attachment 3

Annual Naenae Festival - Everest Avenue Proposed Temporary Road Closure Impact Report




                                                                                     131                                              22 September 2015

City Development Committee

04 August 2015




File: (15/1154)





Report no: CDC2015/4/241 (4)


General Managers' Report


Purpose of Report

1.    The purpose of this report is to provide the Committee with updates on a number of projects that they have previously identified they want updates on.  This will be done on a regular basis.


It is recommended that the Committee notes the updates contained in the report.



2.    At the beginning of the 2013-2016 triennium, the Chair of City Development asked for a General Managers’ report to be provided at each meeting.  This would mainly be for update purposes but from time to time could include items for decision making.     


3.    An update of a number of projects is provided below.  The items to be included were discussed by the City Development Committee and may change from time to time.

City Wide and CBD Remissions Policy and Funding.

4.    A City Wide and a CBD Remissions policy have been in operation since 1 July 2012. 

5.    As of this financial year – 1 July 2014 to 30 June 2015, 25 new applications have been received and funding provided as follows:


CBD Remissions




A new apartment development of at least 8 attached residential dwelling units OR of at least 500m2 in floor area




A new commercial development or new building extension of at least 500m2 floor area




A new development with a mix of apartments and commercial space of at least 500m2 in floor area




Total CBD





City Wide Remissions – anywhere in the CBD including the CBD




A medium or high density residential development




New non-residential building or building extension of at least 500m2




A conversion of a building from any use to residential apartments




Total City Wide




Total All Policies





Fee type remitted 1 July  2014 – 30 June 2015




Development contributions


Reserve contributions


Resource consent fees


Building consent fees





Total Fees Remitted Annually

From 1 July  – 30 June









6.    The figures in the above table reflect the amount of applications for remissions received and not the total number of developments being built. 

Riddiford Gardens

7.    Council adopted the Isthmus concept landscape for Civic and Riddiford Gardens on 28 October 2014.

8.    The ANZAC Lawn and cenotaph development work commenced on 12 November 2014 and was completed by 17th April, (bus stop shelter excluded), with an official opening having occurred on Sunday 19th April 2015.  The new bus/park shelter will be completed in early July.

9.    Officers continue to meet with the bowling club on the land swap approved by Council to improve landscape design options.  The bowling club has sought further information on shading and other issues.  A final meeting to discuss issues will occur in July.

10.  Naylor Love has been engaged as the contractor for phase 2 works which include the area surrounding the administration building.  This work is to commence in September with the elements critical to the building opening being completed by February 2016. Naylor Love is involved in the design review process to improve “build-ability” and to consider cost efficiencies.

Administration Building and Halls

11.  The status of these projects is as follows:

       Laings Road Administration Building:


       In the last period, most of the external structure of the building was completed.  Air handling units, chillers, the structural floor beams and columns have been installed.  Most of the internal fit-out has been developed to the extent that the internal building services can be installed. 

       In the next period, the lift shaft framing will be installed and the internal fit-out will be finalized.

Town Hall and Horticultural Hall:


With the completion of the geotechnical modeling, significant time is now being devoted to the design on the screw piling solutions.  Applications to the Regional Council for consent to install the screw piles have been lodged.


In addition, salvage and deconstruction of the Town Hall has commenced.


Most of the effort within the next period is in completion of the screw pile design and obtaining Regional Council consent.


Project Budget and Timing:

The prices received for the Administration Building are within the project budget provision although there may be some adjustment to the timing of forecast expenditure.  Overall the project remains on track for completion March/April 2016.

The budget for the Events Centre is being closely monitored as the design work continues.   The current expected completion date is January 2017.

Avalon Park

12.  The new driveway to the Avalon Pavilion from Taita Drive was completed in February. Construction of the primary path network commenced in May by PCL Construction and is progressing well.

13.  The playground area is the subject of detailed design with Opus working closely with a preferred playground supplier to develop a unique and exciting play space. Playground equipment has been ordered and has or is shortly to arrive in Auckland. A Registration of Interest for suitable contractors to undertake the playground landscape and construction work closed in late June with a selected tender which closed on Monday 31 August.  Three companies have tendered for the work and these tenders are currently being assessed. Detailed design for the playground landscaping was completed in July 2015, and work is expected to start in October.

Hutt Recreation Ground

15.  All works have been completed apart from the laying of the artificial sprint track surface and the artificial turf for the cricket practice nets.  These works have been deferred with the agreement of the athletics and cricket clubs until September.  The All Blacks trained at the ground during the first week of September.

CBD Promenade

14.  The status of this project is:

An information and feedback process led by GWRC commenced on 1 August and will close on 14 September 2015 (though GWRC will take feedback beyond this date).

Community feedback is being sought on two proposed options, if the community thinks there are other options, and if there are other issues that need to be considered.

This process has included officer visits and one-on-one meetings with affected property/business owners, a week long staffed information stand in Westfield, a pop-up information shop in southern High Street, meetings with utility operators and interest groups, meetings with Petone/Western/Central/Eastern Community Committees and Boards, GWRC information brochures at Hutt City libraries, GWRC post card mail out to all households in Lower Hutt, and an information page on GWRC’s website (HCC’s website has a link to this).  Respondents providing feedback will have an opportunity to speak to their feedback at a meeting of the Hutt Valley Flood Management Sub-Committee in mid-October.

Council will be briefed in mid-November on the consultation results prior to a meeting in late November of the Hutt Valley Flood Management Sub-Committee to consider next steps.

Community Services Group and Community Facilities Trust (CFT) Projects


15.      The status of these projects is as follows:


Taita Centre

       Building work at the new Taita Centre has now been completed with the exception of minor remedial works which are being worked through by Hawkins Construction. Practical completion and a handing over of the keys was achieved on Friday 7 August. In terms of the tender let on 23 June 2014 the work was completed just under budget and four days beyond the agreed completion date. This is an excellent result for a large complex project.

       While the main building is completed, site works to the south, east and north are still ongoing. These works will be completed by late September or early October. (Some of the work is weather dependent). The site works to the south will deliver a safe pedestrian entrance where persons using the centre can be welcomed, picked up or dropped off. The work to the east includes a large area of open space that will be extensively landscaped into a multi-purpose play and recreation space. It will include a summer library deck, a children’s playground and an active play space with netball and basketball hoops. The land to the north between the new building and Tocker Street is to be extended into the street to accommodate an additional netball court thereby extending the number of external courts from 10 to 11 (or 16 if the internal courts are counted). The complex will be opened on 16 October after extensive fit out work is completed.

Fraser Park Sportsville (FPSV) Stage 1

                The artificial turfs which are now under the management of FPSV are being extensively used and are popular with the user groups.

Fraser Park Sportsville Stage 2 – the Multipurpose Sports Building

Detailed design work is now approximately 60% completed and is to budget. The design is slightly behind time which could see the project submitted for a building consent in January/February 2016 rather than the target date of December 2015. Costings done on the design work completed indicate the proposed building, including agreed external site works, is still within the $12m budget.

       Any commitment to commence physical works remands dependent on fundraising.  Grant applications are regularly being made however meeting the $1.5m target funding budget necessary to meet the agreed stage 2 budget may delay the letting of the contract until later in 2016.

Regional Bowls Centre

       Design work is now 90% complete and both the design budget and the estimated building cost are within budget. As more design work is done, the risk of a budget variance on the project is declining. Contract documents will be available for tender in September 2015.

       Significant efforts are also going into fundraising at present.  Restoration work on the three outside greens has been commenced by the clubs, but was put on hold because of the recent very heavy rainfall. Subject to Council approval (being considered at CDC meeting scheduled for 19 October 2015)to release the balance of funding, work will commence again in the spring with the objective of delivering the new greens back to the club in November 2016.

Huia Pool Development

       Resource Consent has been granted with only a few minor conditions which officers and the design team can work within. 

       OPUS and HDT (architects) have come up with an acceptable solution on the structure design.  This is currently going through the design coordination process.

       Officers have arranged an eight week contract with RDT Pacific, the current project managers for the civic project, to work on the project management/ QS until the end of detailed design, which includes building consent and tender documentation. 

       Several issues over the past three months have had an adverse impact on the build programme and timelines.  The September 2016 completion date remains ambitious.  Officers are confident that over the next eight weeks a firmer completion date will be established.

Stokes Valley Community Hub

A building condition and detailed seismic assessment has been undertaken by structural engineers - Clendon Burns & Park Ltd.  This information is currently being analysed by officers and architects to come up with options to inform the next steps for the project.

Healthy Families Lower Hutt

       The Healthy Families Lower Hutt workforce continues to be established. A Partnerships & Engagement Coordinator has now been recruited who is responsible for managing and delivering tailored local level communications and supporting community engagement and participation in Healthy Families Lower Hutt. The process to recruit three Healthy Communities Advisors is about to begin.

       An internal Healthy Families Lower Hutt projects team (which includes a number of employees across Council) has now been established to look at how Hutt City Council, as a lead provider, can show leadership in how we support and enable our own workforce to lead healthy, active lives and how we can support and enable our community to lead healthy, active lives through our Council owned facilities and services.

       The Healthy Families Lower Hutt team is working towards a launch of Healthy Families Lower Hutt of mid-late October .

 Science &Technology Funding and Activity

16.      Council allocated $150,000 in the 2014/2015 budget for projects related to Technology Valley.  Projects supported included:


·    Mayoral Scholarships for the Open Polytechnic Graduate Certificate in Primary Science Teaching. A total of 20 scholarships of $2,500 each were provided during the year to 30 June 2015.

·    9 scholarships totaling $25,000 were awarded to Lower Hutt resident students to study at Weltec’s School of Engineering.  These were matched by industry in the city.

·    The Hutt Science Centre opened in January.  Nearly 30 primary schools in the city are now enrolled in the Hutt Science centre programme and a resource centre has been established at Naenae Primary School.  A professional development programme has also commenced for primary and secondary school teachers.  Additional funding was awarded to the Science Centre by MBIE to run a science programme in schools in the North East which commences in September.

·      The inaugural Science, Technology, Engineering, Manufacturing and Mathematics (STEMM) Festival from 2-7 June was a chance to celebrate and promote Lower Hutt as a leader in many of these areas. Organised by Council the event had great industry support and all events were well attended.

·      Fresh Thinkers – A second edition of the 'Fresh Thinkers' publication was launched at the STEMM Festival reception.  This edition has a focus on young people’s careers in science and technology in companies and organisations here in Lower Hutt.

17.  Manufacturing Accelerator

Lightning Lab – Manufacturing is up and running from 24 August 21015 with 8 start-up businesses operating out of lower High Street premises.  This is the first time an accelerator programme has been offered in New Zealand focusing on physical product development and gives startups or established businesses with a new idea the opportunity to rapidly accelerate their businesses.

The eight teams will be based in the Lower Hutt premises  for 12 weeks and during that time will have access to a network of mentors, interns and advisors across New Zealand and internationally.

 The accelerator is a partnership between Hutt City Council, Creative HQ, Callaghan Innovation and Grow Wellington.

Council’s involvement followed evidencing the benefit of these types of programmes and facilities in Phoenix, Arizona and fits with the city’s aspiration to be recognised as a centre of high value manufacturing.

A Council visit to the Lightning Lab is being arranged. 

18.  Maker - space Feasibility

Work is commencing on undertaking a feasibility study for a city or regional maker space similar to facilities seen in Tempe and Phoenix, Arizona.

Discussions with the Techshop (one such facility seen in Phoenix) international director, based in Europe, has identified an opportunity in an upcoming visit to Australia for him to possibly come to Wellington and discuss the concept with a range of possible stakeholders in the region and for him to outline the underlying requirements for establishing a Techshop e.g. catchment population, number and type of educational facilities, investment required etc.  Arrangements have yet to be confirmed, but likely to be in October 2015.

Kim Kelly who is on a private overseas trip is also taking the opportunity to revisit Tempe and Phoenix on her return trip to New Zealand to visit these facilities again and study them in more detail.

Urban Growth Strategy Implementation

19.  The Urban Growth Strategy was launched on 25 March 2014.

20.  Implementation projects being worked on include:

·      Wainuiomata - extension of Wise Street – roading and infrastructure preliminary design and costing stage completed.  Meetings with all the owners of properties along the extension to determine their willingness to develop have been undertaken.  An agreement has been reached with a developer for the development of a 36 lot subdivision on one of the properties along the extension.  Planning for the road extension will now begin with physical works programmed in this financial year.

·      Upper Kelson – extension of Major Drive - roading and infrastructure preliminary design and costing stage completed.  An ecological study of the proposed development area has been completed.  This identifies an area of significant ecosystem which requires protection in any development in the area.  Meetings with the owners of properties in the proposed development area, to determine their willingness to develop, have been undertaken.  The Policy Committee has agreed to progress a Plan Change for residential development of a part of the area originally considered. 

·      Stokes Valley – extension of Shaftsbury Grove - roading and infrastructure preliminary design and costing stage completed.   An ecological report of the proposed development area has been received indicating that major impacts on the areas ecology can be mitigated.

Urban Plus has appointed Cardno to produce a subdivision layout; this has established a baseline subdivision development of 168 lots.  Ecological elements, reserve areas (open space park), a commercial area and more-integrated urban design features are to be incorporated into the design.  This will reduce the available number of residential sections to be developed and sold to market.  An approximate earthworks cut-fill balance has been achieved, and the vegetation and compaction assessment reports have been completed to obtain greater understanding of volumes and costs.  This will reduce risk to the development and provide a better understanding of the magnitude of works required. 

 Economic modelling is now to be undertaken to determine the financial viability of the proposed development. 

·      A draft Wainuiomata Development Plan has been prepared and will be shared with the Wainuiomata community prior to finalising in September 2015.  The Development Plan Group will present to this meeting of this Committee on progress to date.

·      District Plan Work Programme - work has commenced on the residential intensification changes required for the UGS. 

CBD Taskforce

21.  A meeting of the CBD Forum on 28 April 2014 discussed rates remissions and rating differentials, District Plan issues, Hotel, Bus Stops, and Promenade/Stopbank. As a consequence new development incentives for the CBD were adopted by Council for the period 1 July 2014 to 30 June 2017. 

22.  A meeting of the CBD Forum held in December 2014 updated developers on progress on the above matters.

23.  A 2nd Retail Forum was held in May 2015 covering off a pilot programme to improve retail spaces in the city.  Professor of Retail, Andrew Parsons from AUT discussed detailed work undertaken with 3 retailers in the CBD to improve their retail environment.  This was mostly well received.

24.  Prof. Andrew Parsons will work a further 12-15 retail stores in the CBD this financial year.  This work has commenced.

CBD Bus stops

25.  As requested officers are testing other options toward a recommendation to the Traffic Sub Committee in October/November 2015.


26.  There are no options.  Information is for noting only.


27.  No consultation was required for this report.  Consultation relevant for the specific projects outlined above have been undertaken as required

Legal Considerations

28.  There are no legal considerations.

Financial Considerations

29.  There are no financial considerations.  All funding discussed in this paper has been approved at previous meetings.

Other Considerations

30.  In making this recommendation, officers have given careful consideration to the purpose of local government in section 10 of the Local Government Act 2002.  Officers believe that this recommendation falls within the purpose of the local government in that it is mostly a noting paper on current activity.  It does this in a way that is cost-effective because it provides timely information to Council.

Summary Table

The table below provides an overall summary of the timing and status of each of the projects mentioned in this report.


To be completed by 30 June 2015


completion date


Laings Road Admin Building:

Structural fit out of the extension and the original building will be complete.  The windows in the extension will be installed.  Refurbishment of façade and windows will be underway.

March 2016



Events Centre

Developed design approval, outline plan approval and Horticultural Hall demolition.

January 2017



Riddiford Gardens

Anzac Lawn completed. Detailed design of Stage 1 works around Admin Building being undertaken. Naylor Love appointed to undertake these works starting in October 2015.

June 2017

On track

Hutt Recreation Ground

All works completed apart from sprint track and cricket practice net surfaces to be completed shortly.

June 2015

On track

Avalon Park

New driveway completed. Path network being laid by PCL will be completed September.

Detailed design of play area completed.  Tender evaluation in progress. Contract to commence October.

June 2017

Play area design pushed back three months with stages 1 & 2 being combined.  Other works on track.

CBD Promenade

Broad consultation

Delayed until August 2015

On track for new date

Taita Centre

95% complete

August 2015

On track


Regional Bowls Centre

Design complete

Fundraising underway.

(funding dependent)

Target: Sept 2016

On track

Huia Pool Development

Developed design signed off

Detailed design continuing

September 2016

On track

SV Community Hub

Community engagement complete.

June 2016


Fraser Park Sportsville

Stage 1 complete.

Detailed design progressing for Stage 2.

2016/17 (funding dependent)

On track

UGS – Wainuiomata Wise St

Draft design and cost estimates completed.  Discussions with residents commenced

Agreement with developer achieved by June 2015.  Contract for road extension by June 2016.

On track

UGS – Upper Kelson

Draft design and cost estimates completed. District Plan team to progress Plan Change

June 2020

On track

UGS – Stokes Valley

Draft design and cost estimates to be completed.


On track

UGS – Wainuiomata Development Plan

Plan being developed

September 2015

On track



There are no appendices for this report.    





Author: Bruce Sherlock

General Manager, City Infrastructure





Author: Gary Craig

Divisional Manager City Development







Approved By: Tony Stallinger

Chief Executive


                                                                                     143                                              22 September 2015

City Development Committee

04 August 2015




File: (15/1155)





Report no: CDC2015/4/186 (4)


City Development Committee Work Programme







That the work programme be received.










2015 City Development Committee Work Programme - September







Author: Susan Haniel

Committee Advisor




Reviewed By: Kate  Glanville

Senior Committee Advisor


Approved By: Kathryn Stannard

Divisional Manager, Secretariat Services




Attachment 1

2015 City Development Committee Work Programme - September





24 Nov

Cycle 5

March 2016

Cycle 1


GMs’ Report

K Kelly




Activity Report 8 – Water Supply including water conservation update.

Wellington Water Ltd




Safe Public Places Annual Update

J Ballantyne




Report back on Lightboxes

P Maaki




Moera Community House

S Keatley/D Nichols




Activity Report 4 – Parks and Reserves

B Hodgins




Activity Report 13 - Wellington Region Emergency Management Office 6/12 mth





HV Chamber of Commerce – 6/12 mth progress report

G Craig




Jackson Street Programme – 6/12 mth

G Craig




Activity Report 11 – Solid Waste

B Sherlock




Activity Report 9 – Wastewater

Wellington Water Ltd




Activity Report 15 – Economic Development

G Craig




Science and Technology PMA Report

K Kelly




Activity Report 7 – Roading and Traffic

R Muir




Activity Report 10 – Stormwater

Wellington Water Ltd




Activity Report 14 – Local Urban Environment

P Maaki




Huia Programme Pool Development

S Keatley




Riddiford Gardens Development

B Hodgins




Avalon Park Design

B Hodgins




Events Centre Development

B Sherlock




Seaview Gracefield Working Group – 6/12 mth (email to members only, 6 months – Mar 2015)

G Craig




Graffiti Eradication Programme Annual Update – 12 mth

R Gorin




Wainuiomata Development Plan

J Lamb




Economic Development Plan Report

K Kelly