Agenda of City Development Committee

HUTT CITY COUNCIL

City Development Committee

Meeting to be held in the Council Chambers, 2nd Floor, 30 Laings Road, Lower Hutt on

Tuesday 2 May 2017 commencing at 5.30pm.

ORDER PAPER

Public Business

1. APOLOGIES

2. PUBLIC COMMENT

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. CONFLICT OF INTEREST DECLARATIONS

4. Recommendations to Council - 23 May 2017

a) Petone 2040 (17/682)

Report No. CDC2017/2/129 by the Urban Design Manager 5

To view Appendix 2 - Petone 2040 Spatial Plan click here

Chair’s Recommendation:

“That recommendations (i)-(v) contained in the report be endorsed with a new part (vi) as follows:

(vi) appoints Cr Sutton (Deputy Chair) as the City Development Committee representative to the Petone 2040 Group.”

b) Petone Clock Walk (17/681)

Report No. CDC2017/2/128 by the Urban Design Manager 19

Chair’s Recommendation:

“That recommendations (i)-(iii) contained in the report be endorsed with a new part (iv) as follows:

(iv) asks officers to enter into discussions with the ‘Clock Walk Group’ to investigate developing the ‘Clock Walk’ in the CBD as an alternative location and report back to the next City Development Committee meeting on 1 August 2017.”

5. International Relations (17/701)

Report No. CDC2017/2/134 by the Visitor Market Development and International Relations Manager 43

Chair’s Recommendation:

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

6. Independent Survey of Petone Fair - results and recommendations (17/624)

Report No. CDC2017/2/105 by the City Events Manager 67

Chair’s Recommendation:

“That recommendations (i)-(iv) contained in the report be endorsed with a new part (v) as follows:

(v) agrees that the Chair of the City Development Committee invites Petone Community Board, Petone Rotary and the Jackson Street Programm to meet to discuss ways and means where an agreement can be reached in regards to the day of the week/location of the 2018 Petone Rotary Fair.”

7. Proposed New Private Street Name -
(1-5)/14 Otamarau Grove (17/201)

Report No. CDC2017/2/131 by the Traffic Engineer 96

Chair’s Recommendation:

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

8. Proposed Two New Private Street Names -
No.8 St Columbans Grove (17/382)

Report No. CDC2017/2/133 by the Traffic Engineer 108

Chair’s Recommendation:

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

9. Temporary Road Closure Subcommittee minutes -
18 April 2017 (17/697)

Report No. CDC2017/2/75 by the Senior Committee Advisor 116

10. General Managers' Report (17/513)

Report No. CDC2017/2/106 by the General Manager, Strategic Services 120

Chair’s Recommendation:

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

11. Information Items

a) Walter Nash Centre Update (17/633)

Report No. CDC2017/2/72 by the Divisional Manager Community Hubs 132

Chair’s Recommendation:

“That the information contained in the report be noted.”

b) City Development Committee Work Programme (17/514)

Report No. CDC2017/2/70 by the Senior Committee Advisor 137

Chair’s Recommendation:

“That the information contained in the report be noted.”

12. QUESTIONS

With reference to section 32 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.

13. EXCLUSION OF THE PUBLIC

CHAIR'S RECOMMENDATION:

“That the public be excluded from the following parts of the proceedings of this meeting, namely:

14. Proposed New Private Street Name - No.1-13 Laura Fergusson Grove (17/381)

The general subject of each matter to be considered while the public is excluded, the reason for passing this resolution in relation to each matter, and the specific grounds under section 48(1) of the Local Government Official Information and Meetings Act 1987 for the passing of this resolution are as follows:

(A)	(B)	(C)

General subject of the matter to be considered.	Reason for passing this resolution in relation to each matter.	Ground under section 48(1) for the passing of this resolution.


Proposed New Private Street Name - No.1-13 Laura Fergusson Grove.	The withholding of the information is necessary to protect the privacy of natural persons. (s7(2)(a)).	That the public conduct of the relevant part of the proceedings of the meeting would be likely to result in the disclosure of information for which good reason for withholding exist.

This resolution is made in reliance on section 48(1) of the Local Government Official Information and Meetings Act 1987 and the particular interest or interests protected by section 6 or 7 of that Act which would be prejudiced by the holding of the whole or the relevant part of the proceedings of the meeting in public are as specified in Column (B) above.”

Kate Glanville

SENIOR COMMITTEE ADVISOR

5 02 May 2017

City Development Committee

13 April 2017

File: (17/682)

Report no: CDC2017/2/129

Petone 2040

Purpose of Report

1. To seek Council approval of the Petone 2040 Spatial Plan as Council’s and Community’s overarching long term development strategy for Petone and Moera.

Recommendations

It is recommended that Council:

(i) notes that Petone 2040 is supported by the Petone Community Board (PCB), Jackson Street Programme (JSP), and the Petone 2040 Community Group;

(ii) notes that Petone 2040 has been well received by Councillors, and Officers are seeking it as a spatial plan to assist their work;

(iii) notes that Petone 2040 will form an important part of the Hutt growth ‘story’ being developed with NZTA and GWRC to consider city wide transport projects eg. Cross Valley Link;

(iv) approves the Petone 2040 Spatial Plan, attached as Appendix 2 (separately circulated) as Council’s and Community’s overarching long term development strategy for Petone and Moera;

(v) approves the membership of the Petone 2040 Group as follows: Cr Tui Lewis (Chair of the Petone 2040 Group); Ms Pam Hanna (Petone Community Board Chair); Mr Mike Fisher (Petone Community Board Deputy Chair); Mr John Donnelly (Jackson Street Programme representative); Mr Matt Roberts (community representative); Ms Sue Piper (community representative); and Mr Tom Bennion (community representative); and

(vi) appoints a member of the City Development Committee to the Petone 2040 Group.

Background

2. The Petone 2040 Spatial Plan is the result of Council and Community’s need to rationalise numerous issues, opportunities, and projects in Petone and Moera. For example in dealing with ongoing requests by JSP and/or PCB of Council to perform upgrades to Jackson Street eg. street furniture, public space, events, art, character/design guides etc. Pressure on Council exists to address housing intensification and how this would affect the character and heritage that makes Petone/Moera special, or what to do in response to NZTA’s fast track plans for Petone to Grenada Link (P2G) or GWRC’s plans for Ava train station etc.

3. NZTA or GWRC projects are traditionally considered under a limited brief, not fully considering wider Council policy or aspirations of Community, not appreciating that mutual and unanticipated benefits are more likely if agencies worked together and under a bigger plan.

4. Without an agreed over-arching strategy it becomes difficult for Council, Community, and others (NZTA, GWRC etc) to understand what is important and then to agree from a long list of potential projects or approaches what is critical or best for the future of Petone/Moera and the city.

5. During 2015 Council considered requests by the JSP and the PCB for upgrades to Jackson Street ie. new heritage style street furniture and consistency of look and feel. Work by Officers confirmed funding for these upgrades would be significant but then questioned if this would be the most strategic use of funding.

6. As NZTA was quickly investigating P2G and considering the wider transport network it was agreed between Council and Community to instead fund a high level strategy to understand these opportunities and to capture any other less obvious opportunities and risks in Petone and Moera before it was too late.

7. Up to this point the only guiding document available was the Petone Vision Statement 2007 (PVS). Although a good document for the purpose it was designed for ie. a document of vision and principles. PVS is not a design strategy like for example ‘CBD Making Places’ which confirms a vision and then shows ways to achieve it by fitting together the projects of different parties such as Council, NZTA, GWRC, and private sector.

8. Whatever replaced PVS needed to be highly visual to communicate complex information simply and to a wide cross section of contributors and end users. It needed to be visionary, practical, all encompassing, and it needed a clear set of actions. It was therefore agreed to produce a spatial plan.

9. Progress for the Petone 2040 Spatial Plan was approved during November 2015 as a community led project funded by Council. Council approved the project terms of reference (TOR), membership to the Petone 2040 Community Group, and released $50,000 for Stage One of what was identified then as a two stage project. Refer to Appendix 2 for details of TOR.

10. Petone 2040 Stage One was completed in June 2016 and the following work was achieved:

a. Review and compare Council strategies and policies.

b. Engage community, stakeholders, and officers to better understand issues, risks, and opportunities.

c. Produce an updated vision for Petone.

11. Petone 2040 Stage Two was completed in April 2017 and the following work was achieved.

a. Engagement with Petone Sportsville.

b. Engagement with Community, Stakeholders, and Officers.

c. Briefing to Councillors (7 February 2017).

d. Final report that includes updated vision, four highest priority projects, eleven other important projects, and a plan of actions.

Discussion

12. Petone 2040 like CBD Making Places is a long term strategy that will evolve over time and in response to new challenges and the changing views of Council and needs of the Community.

13. Petone 2040 is intended to guide all Council decision making and it can be used as a basis to partner with Community and others. Future topics may include:

· Housing Growth

· Business Growth

· District Plan

· Parks and Open Space planning

· Community Facilities, Libraries, Museums, and Community Hubs

· Heritage and Character

· Road Network including SH2, P2G, CVL etc.

· Public Transport

· Walking and Cycling

· Sport, Leisure and Sportsville

· Art and Culture

· Infrastructure planning

· The Esplanade

· Jackson Street Upgrades etc

14. Discussions at CEO and Executive Management level between Council, GWRC, and NZTA confirm that joined up stories are essential for the highest level of planning to prioritise, build robust business cases, reassure community, secure budget, strengthen consenting, and to produce good and enduring outcomes.

15. Council needs an approved strategy for Petone to share with NZTA and GWRC. Council has the Integrated Vision, Urban Growth Strategy, Infrastructure Strategy, Environmental Sustainability Strategy etc but none of them are specific to Petone, and none of them place everything together and to show how Council’s objectives can be shaped to fit seamlessly with the objectives of NZTA and GWRC.

16. A good example of shared story is the CBD Riverlink project. NZTA, GWRC, and Council agreed to work together toward a common story that; integrates the primary goals of each agency but in order to deliver superior solutions, optimise mutual benefits, pool resources and funding. There are many benefits that can only be realised by the three agencies working together. For example, GWRC’s full level of flood protection can only be achieved if Melling Bridge is replaced. The replacement of Melling Bridge requires NZTA to elevate Melling Interchange as a higher priority. To advance this NZTA has asked for a compelling Hutt growth story to make Melling more than just another roading project amongst a long list of other roading projects. This story is now being written jointly between NZTA, GWRC, and Council which will slot-in ‘Making Places’ as its CBD growth story.

17. The Petone 2040 Spatial Plan is intended to be the Petone/Moera growth story that can be shared between NZTA, GWRC, and Council, and with Community and all other parties.

18. The Petone 2040 Spatial Plan has been guided by the following seven principles.

(i) Reinforce Jackson Street as the heart of Petone.

(ii) Establish three key gateway areas into Petone.

(iii) Intensify key corridors of Petone and Moera.

(iv) Revitalise the foreshore and The Esplanade.

(v) Enhance open green space.

(vi) Create an amenity spine from Alicetown through Petone to The Esplanade.

(vii) Enhance character areas.

(viii) Strategic Infrastructure.

19. Petone 2040 analysis was undertaken to understand:

(i) Maori and pre-European conditions.

(ii) Town planning processes that formed Petone.

(iii) Hazards including fault lines, tsunami, subduction, liquefaction, and flood.

(iv) Urban make-up including street pattern, block size, land use pattern & tenure, character and heritage distribution, open space, and amenity.

(v) Projects and plans proposed by infrastructure providers and other third parties.

FullSizeRender

Fig.1. Petone 2040 Four Priority Projects – public feedback at Petone Fair 2017.

20. Petone 2040 has confirmed four top priority projects of fifteen projects identified – see Fig.1 above. They are (not in any specific order) as follows:

21. Priority Project - Jackson Street.

a. PCB and JSP supported by community views indicate that Jackson Street is central to the heritage character and economy of Petone. Petone 2040 recommends that a Jackson Street master plan is undertaken to design and confirm the look and feel and how development should occur in Jackson Street. This may include a review of design guides, hard landscape design, relationship with public facilities, art and culture, open spaces, events, heritage street furniture including lights, bins, seating, cycle stands, signage, trees, car parking etc. Consideration would be given to the relationship between Jackson Street and surrounding areas and the management of road and footpath space. Jackson Street’s importance to the region suggests the master plan needs to be of a very high quality and the design could be procured through a design competition. A design will optimise delivery considering funding, staging, and externalities.

22. Priority Project - Traditional Character Areas.

a. Petone and Moera are known for their distinctive street patterns, modest residential plot sizes, state worker and early social housing, character housing stock, and proximity of residential with light and larger scale industry (eg. Imperial Tobacco and Unilever). This is a big part of the self-identity and sense of place for Petone and Moera. It is important to consider this in all Council work such as the district plan, housing growth and intensification, transport and open space planning, work with developers and business, and work with housing providers such as Housing New Zealand.

23. Priority Project - Strategic Infrastructure:

a. Strategic Infrastructure is shaping as Petone 2040’s top priority project.

b. There are significant projects by at least NZTA and GWRC that can greatly influence and enable Council’s and Community’s growth aspirations.

c. Petone 2040 is becoming viewed by NZTA and GWRC as the story ‘in waiting’ against which they could compare their decision making.

d. P2G, CVL optimised with public transport have the ability to improve the city’s growth and economy by altering land values and unlocking desired land-use and potentially on a large scale eg. creation of a new suburb (enabled by CVL) and a create a new strategically placed commercial area (enabled by P2G).

e. P2G’s main NZTA objective is to increase the ‘resilience’ of transport access between Wellington City and the Hutt Valley. However, P2G also places Petone West at the centre of the region, making Petone West the most accessible place in the region by road.

f. P2G could alter land values to reconfigure Petone West and with possible knock-on benefits to rearrange land-use across wider Petone.

g. P2G could enable Petone West to redevelop into the region’s premier good quality large format precinct. This could attract new and existing large format activity from other parts of Petone. With Urban Development Authority type intervention, it may become feasible to redevelop some existing commercial areas into high quality medium/high density housing to address Council’s population growth targets.

h. CVL would strengthen connections between Seaview/Gracefield, Eastbourne, and Wainuiomata with SH2. This would streamline domestic and commercial traffic movement and allow the de-tuning of the Esplanade of heavy traffic.

i. CVL, however requires that significant adverse effects are addressed eg. effects of increased heavy traffic on the Moera Community, the severance (by traffic) of walkability between local communities (eg. Waiwhetu, Moera, Woburn), and the adverse effects of standard approaches to heavy traffic route design in regard to noise, pollution, visual effects, effects on adjacent land values, and there is the added complexity of gaining RMA consent.

j. CVL’s current business case is being led by Council though NZTA does not see CVL as a high priority. To explore re-prioritisation NZTA are working with GWRC and Council to write the Hutt growth story mentioned previously in this report.

k. CVL as proposed by Petone 2040 could be treated as a multi-functional landscape that tempers and balances effects of heavy traffic with the things that are desirable to the community eg. open space, biodiversity, storm water management, amenity, walking, cycling, and access to public transport. This may help facilitate the redevelopment of existing commercial land into new good quality residential precinct whilst creating a new regional large format precinct as per (g.) above.

l. Petone 2040 could become the official common language between NZTA, GWRC, and Council to improve Council’s chances of delivering housing growth to scale, influence the priority of projects such as CVL, and take advantage of P2G and any future reworking of GWRC’s public transport network.

24. Priority Project - North Park Housing Precinct

a. North Park Housing Precinct not to be confused with the North Park Petone Rugby Club clubrooms and rugby fields, could be a new high quality residential precinct in north Petone.

b. North Park Housing Precinct according to initial analysis allows overtime for 1100 to 1300 medium/high density housing units on land immediately south of the Ava railway line currently occupied by The Petone Working Men’s Club, Mitre 10, Imperial Tobacco, Bouverie Street, North Park (Petone RFC), and bordered at the south by Udy Street and the Petone Recreational Ground.

c. North Park Housing Precinct has the potential to deliver a large amount of Council’s Urban Growth Strategy goal of at least 6,000 new homes by 2032. Its location is consistent with Council’s urban economic advice which says that Petone and the CBD are the only two areas where the market wants to go to deliver the bulk of the city’s housing growth.

d. North Park Housing Precinct sits in between the two highly desirable housing areas of Petone and Alicetown. It has excellent access to train and bus transport, is close to services and recreational facilities, employment, entertainment, sport facilities, McKenzie Pool, has convenient SH2 and quick access to Wellington City. It’s on the flat and is surrounded by what would become highly connected, walkable character neighbourhoods. These are highly sought after qualities that would attract the especially young families and young people that we need to drive our future economy. Med/high density will provide housing choices not freely available in Lower Hutt and more often sought in Wellington Central by people of all ages. We would expect a lower height cap of maybe 4 stories.

e. North Park Housing Precinct provides intensification of housing with the dual advantages of providing large housing numbers and without affecting the existing character and heritage housing areas that make Petone and Moera special.

f. Without intensification in areas such as North Park or the CBD we would need to find housing growth for 10,000 new people in our established neighbourhoods. Urban economics shows these areas could be Woburn, Hutt Central, Waterloo, Boulcott, Petone, Eastbourne etc. This would irreversibly change the character of these areas by removing trees (for housing) placing more demand on local car parking and facilities. There are also common impracticalities to delivering intensification in existing neighbourhoods eg. difficulty amalgamating sites and many of the desirable neighbourhoods shown above already have housing stock that exceeds what recent plan changes for increased intensification now allow.

g. North Park Housing Precinct has the ability to integrate and provide benefits to a number of projects across NZTA, GWRC, and Council. Some of these include a possible repositioned Ava railway station integrated with an express bus route on the CVL. The train station over passes would link Alicetown to Petone and integrate with a high amenity corridor running from North Park Housing Precinct through Petone Sportsville, Petone Recreational Ground, Buick Street, and to the Esplanade, which of course would be downgraded to a low volume route if the Cross Valley Link proceeds. An Ava Train and Bus Interchange would also serve as a central hub for walking, cycling, motor vehicles, and public transport in the East West axis on the CVL.

25. NZTA projects are typically prioritised upon delivering safety, efficiency, and resilience, however, NZTA also considers population growth because this provides to future demand of their assets and this determines where they invest now.

26. NZTA confirmed recently that Lower Hutt based transport projects (P2G the exception) are considered a low priority by NZTA. A poor Hutt growth story takes a large part of blame for the low prioritisation of CVL (>20 years) and Melling Interchange (indefinite which suggests much greater than 20 years).

27. NZTA and GWRC have started using Petone 2040 in their language and are gauging Council’s attitude toward growth and how Council may help them with their interests. Therefore, it is recommended Council signals commitment to growth by approving Petone 2040, and further to be consistent with how we use Petone 2040, and making it happen.

28. For example, Riverlink partners NZTA and GWRC both sought evidence of Council’s commitment to Riverlink by Council sending the consistent messages across all its Officers and Councillors, and that commitment be publicly displayed by Council allocating $39M budget in the annual plan. Both these have been managed and the Riverlink partners (NZTA, GWRC, Council) have formed sufficient trust to now write a joint Hutt Story to improve Riverlink’s chances of being delivered in its entirety.

29. Petone 2040 has the same NZTA and GWRC partners. It therefore follows that it is important for Petone 2040 to be managed and implemented as fully and consistently as per the Riverlink Project.

30. Petone 2040 needs to be agreed and implemented as the overarching strategy for all Council projects and all the projects over which Council may have some influence. If Council does not apply Petone 2040 consistently then the Petone 2040 may lose credibility and this diminishes the value of the joined-up Hutt story (based on Petone 2040) that we are developing with NZTA and GWRC. The community would lose faith and Council would be back to having an ad hoc system for managing and planning everything in Petone and Moera as described in clause (2) above.

31. For example, it is important that any work on Jackson Street including Petone Clock Walk is progressed through Petone 2040. It is equally important that Petone Sportsville, any potential Petone Community Hub project, District Plan Changes, Design Guides, Transport and Roading Projects, Public Transport, Housing, Commercial Planning, Recreation, Open Space etc, are all considered against Petone 2040. A lack of consistency eg. projects bypassing Petone 2040 would mean that other projects could do the same and Petone 2040 would become meaningless.

Options

32. Option 1.

a. Fully adopt Petone 2040 as recommended and with the expectation that Petone 2040 will evolve over time similar to CBD Making Places.

Fig. 2 P2040 governance structure.

b. It is important that Petone 2040 has consistent long term advocacy and that this is provided through the Petone 2040 Community Group which consists of:

1. Tui Lewis Councillor

2. TBC City Development Committee

3. Pam Hanna PCB Chair

4. Mike Fisher PCB

5. John Donnelly JSP

6. Matt Roberts Community

7. Sue Piper Community

8. Tom Bennion Community

c. The Petone 2040 Group will work with Council’s City Development Committee to consider and provide high level advice on Council projects.

d. The Petone 2040 Group will periodically provide updates to Council’s City Development Committee.

e. Council’s Urban Design Manager will work with and facilitate the Petone 2040 Group’s interaction with Council.

33. Option 2.

a. Partially adopt Petone 2040. This is not recommended. Many of the benefits identified by Petone 2040 are linked to and triggered by the projects of other parties eg. NZTA or GWRC. Isolating out specific projects will diminish the overall story to them and likely weaken their interest. As shown through the Riverlink Project, things that on the surface appear as quick runs for one agency have an underlying reliance on the actions of their partners eg. NZTA are more likely to move Melling Rail Station closer to the CBD if Council commits to The Promenade which is viewed as a catalyst to growing the customer base for public transport.

34. Option 3.

a. Do not adopt Petone 2040. This is not recommended. Council not adopting Petone 2040 would be contrary to Council’s intentions when Petone 2040 was approved as a project in 2015. Those intentions being that Petone 2040 provides a framework by which Council and Community could work together to resolve issues and resolve progress for projects in Petone and Moera. Not approving Petone 2040 would risk Council’s relationship with JSP, PCB, and members of Council’s appointed members to the P2040 Group. This would return Council and Community to the ad hoc situation of pre-2015 where there was no guiding framework to prioritise Council effort and funding allocation toward Jackson Street or any other project in Petone and Moera.

b. Not approving Petone 2040 would annul Petone 2040 as a credible growth story to share with NZTA and GWRC, and may reduce Council’s ability to negotiate better prioritisation of CVL. This may also damage Council’s credibility to share growth stories with NZTA and GWRC, which may affect Melling Interchange, therefore Riverlink, and therefore Council’s ability to deliver the Promenade.

Consultation

35. Consultation was undertaken during 2016 and 2017 with Council Officers, NZTA, GWRC, WW, GNS, PCB, JSP, Community, and Councillors.

36. PCB supports Petone 2040 and at the PCB meeting of 3 April 2017 resolved “That the Board supports the Petone 2040 project recognising it as the most important initiative for Petone and Moera and endorses it as the overarching strategy for those areas.” See PCB Memo attached as Appendix 1 to the report.

37. Public workshop sessions were run out of Petone Borough Council Building and public comment was sought at the Petone Fair. See Figs. 1 & 3.

P2040 Public Wkshp 28Jan2017

Fig. 3 Community workshop at Petone Borough Council Building 28 Jan 2017.

Legal Considerations

38. There are no legal considerations.

Financial Considerations

39. Petone 2040 funding is being consulted on during this year’s Annual Plan as follows:

· $50K 2017-2018

· $50K 2018-2019

40. $50K 2017-2018 (pending Council approval of Petone 2040 and funding) is likely to be mainly allocated to progressing the Strategic Infrastructure project (P2G & CVL).

41. $50K 2018-2019 funding if approved may go toward starting the Jackson Street streetscape design (if this is prioritised by P2040 and Council).

Other Considerations

42. Officers believe that this recommendation falls within the purpose of the local government in that it:

43. Provides an agreed plan that will facilitate Council’s and Community’s long term aspirations in Petone and Moera eg. shows solutions that enable appropriate housing growth that delivers on Council’s Urban Growth Strategy whilst not affecting the character areas that make Petone and Moera special.

44. Provides the Petone Moera Growth story that is being sought by NZTA and GWRC to be used by them as part of their prioritisation and planning of projects such as P2G, CVL, and public transport.

45. Shows how to avoid or mitigate adverse effects upon community and to maximise amenity from projects eg. CVL can be designed as a high amenity corridor that employs redundant rail land instead of being routed through Randwick Road. Adverse effects can be balanced out by treating CVL as a landscape with multi-modes of transport including walking, cycling, and public transport.

46. Spatial planning is cost effective because it provides a central story for NZTA, GWRC, Council and private sector to collaborate and in order to align objectives and processes, pool resources, pool funding to achieve mutual benefits and efficiencies not normally achievable by individual parties working on their own.

Terminology

· Council Hutt City Council

· CBD Making Places CBD Development Strategy

· CVL Cross Valley Link

· GNS GNS Science

· GWRC Greater Wellington Regional Council

· JSP Jackson Street Programme

· NZTA New Zealand Transport Agency

· P2G Petone to Grenada Link

· PCB Petone Community Board

· PVS Petone Vision Statement 2007

· Riverlink Joint CBD Project (NZTA, GWRC, Council)

· WW Wellington Water

Appendices

No.	Title	Page
1 ⇩	PCB Memo 11 April 2017	18
2	Petone 2040 Spatial Plan (separately circulated)

Author: Paki Maaka

Urban Design Manager

Approved By: Kim Kelly

General Manager, Strategic Services

19 02 May 2017

City Development Committee

13 April 2017

File: (17/681)

Report no: CDC2017/2/128

Petone Clock Walk

Purpose of Report

1. To seek Council agreement that any progress for the Petone Clock Walk is considered through a Jackson Street streetscape design under the Petone 2040 Spatial Plan.

Recommendations

That the Committee recommends that Council:

(i) notes that the Jackson Street Programme (JSP) does not support the Petone Clock Walk;

(ii) notes that Petone Community Board (PCB) and Petone 2040 Community Group agree that Petone Clock Walk should be considered through Petone 2040; and

(iii) agrees that any progress for the Petone Clock Walk is considered through a Jackson Street streetscape design under the Petone 2040 Spatial Plan.

Background

2. The Petone Clock Walk is a project led by members of the community to revitalise Petone by installing six clocks within Jackson Street. The clocks are intended to act as ‘draw cards’ that ‘add buoyancy, piquancy, and panache’ to attract tourism and to reinforce and build upon the heritage and character of what makes Petone special. See information attached as Appendix 1 to the report.

3. Clock examples quoted are Williamstown in Melbourne and Gastown in Vancouver. It is thought that businesses would prosper from increased foot traffic and that activity would be distributed according to the spacing of the clocks along the Jackson Street.

4. The Petone Clock Walk project members have made presentations to the PCB, JSP, and some members of the P2040 Group. These groups all expressed early support for the Petone Clock Walk.

5. The Petone Clock Walk project members surveyed individual retailers and businesses on Jackson Street which showed general enthusiasm and support. See survey results in attached appendices.

6. The Petone Clock Walk project members have made presentations to various Councillors and Officers, and a presentation was made to Council on 15 December 2016 where it was resolved “…That Council supports the Petone Clock Walk proposal in principle….”.

7. On 21 February 2017 Council’s Community Plan Committee resolved that “….the Petone Clock Walk is considered through the City Development Committee pending support from the Petone Community Board, Jackson Street Programme, and Petone 2040 Spatial Plan Community Group...”

8. The JSP Board does not support the Petone Clock Walk as it “does not fit with the theme of Jackson Street heritage and is unlikely to fit due to limited space available on the street.” Refer to the JSP letter attached as Appendix 2 to the report. JSP reiterated this view during public comment at PCB meeting 3 April 2017.

9. The PCB on 3 April 2017 resolved “That the Board recommends that the clock walk proposal should await consideration as part of a Jackson Street streetscape design study which the Board understands is a top Petone 2040 priority, rather than be considered as a separately funded ad hoc project.” Refer to the memo attached as Appendix 3 to the report.

10. The P2040 Group advised “that the Petone Clock Walk project should be considered through a Jackson Street streetscape design under P2040.” Refer to Appendix 4 for the P2040 email dated 10 April 2017.

Discussion

11. This discussion is less about the relative merits of Petone Clock Walk but more about how it should be considered and why.

12. During 2015 Council was requested by both PCB and JSP to prioritise street upgrade work on Jackson Street and this was consistent with many previous years of similar requests. PCB and JSP were engaging with the Mayor, Deputy Mayor, and senior officers in order to promote the installation new and consistent heritage street furniture, light poles, signage, paving etc along the length of Jackson Street.

13. Officers confirmed the funding requirement would be significant but advised that there were major projects being considered by NZTA and GWRC that could have serious consequences for Petone if work was not done urgently to understand these projects.

14. Council, PCB, and JSP agreed to delay any spend on Jackson Street so that urgent work could be funded to explore all major opportunities and risks across Petone and then to put this into context with Jackson Street and any other projects identified.

15. November 2015 Council, JSP, and PCB agreed to develop Petone 2040 as the shared plan (spatial plan) that would identify and investigate all major opportunities and risks in Petone and Moera.

16. Petone 2040 has confirmed:

· an updated shared vision for Petone and Moera.

· project areas that include NZTA, GWRC, and Council projects.

· top priority projects (one of which is a Jackson Street streetscape

design).

· A plan of actions.

17. Petone 2040 is key to progressing projects with NZTA and GWRC, and in order to achieve one of Council’s most critical strategies ie. >10,000 population growth by 2032 as outlined in Council’s Urban Growth Strategy.

18. Petone 2040’s purpose is to align and confirm priorities between Council and Community. According to Petone 2040 these priorities are clear and so is the support of Community for them.

19. Petone Clock Walk is not considered a priority by community groups JSP, PCB, and the P2040 Group. PCB and P2040 Group indicate that Petone Clock Walk should be considered by a Jackson Street streetscape design under Petone 2040.

20. The Jackson Street streetscape design is a top four priority (of fifteen projects) identified under Petone 2040, but progress for this cannot be made until Petone 2040 is approved by Council, and funding is approved in this year’s Annual Plan.

Options

21. Option One: agree that Petone Clock Walk is considered by a Jackson Street streetscape design process under the Petone 2040 Spatial Plan. This is consistent with PCB and P2040 advice, and is consistent with Council’s 2015 intention that Petone 2040 becomes the framework to consider all work on Jackson Street.

22. Option Two: approve the Petone Clock Walk goes ahead in parallel or independent of Petone 2040. This would be against the advice of JSP, PCB, P2040 Group, and would be inconsistent with Council’s intention that Petone 2040 would be the agreed framework to consider all work on Jackson Street. This reverts Council, PCB, and JSP back to the ad hoc approach to considering Jackson Street. This risks progressing Petone 2040 with Community and therefore risks Council having a credible Petone growth strategy to share with NZTA and promote the Cross Valley Link.

Consultation

23. As directed by Council the Urban Design Manager held discussions with JSP, PCB, and Petone 2040 groups as follows. Discussions were based upon the appended Petone Clock Walk documents:

· JSP Board on 16 March 2017.

· PCB on 20 and 25 March 2017.

· P2040 Group on 2 April 2017.

Legal Considerations

24. There are no significant legal issues to consider.

Financial Considerations

25. To consider Petone Clock walk through Petone 2040 would likely require additional funding of at least $50K (estimate) during 2018-2019. Funding being consulted during this year’s annual plan (if approved) will likely be prioritised toward building potential for P2G and CVL.

26. $50K could be brought forward from funding proposed for 2018-2019, but this is yet to be consulted upon and approved during this year’s Annual Plan. This would also need to be considered by Council and the Petone 2040 Group and weighed up against use on strengthening strategies for CVL and progressing new housing areas in Petone.

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:

· Is consistent with the process approved by Council in 2015 that Petone 2040 shall become the framework for considering the development of Jackson Street.

· Is consistent with the Community’s expectations that Petone 2040 becomes the overarching document to facilitate the long term development of Petone and Moera.

Appendices

No.	Title	Page
1 ⇩	Petone Clock Walk documents	24
2 ⇩	JSP letter 17 March 2017	39
3 ⇩	Action Memo PCB	41
4 ⇩	P2040 email 10.4.17	42

Author: Paki Maaka

Urban Design Manager

Approved By: Kim Kelly

General Manager, Strategic Services

43 02 May 2017

City Development Committee

26 April 2017

File: (17/701)

Report no: CDC2017/2/134

International Relations

Purpose of Report

1. The purpose of this report is to outline the international relations work programme.

Recommendations

It is recommended that the Committee:

(i) notes Lower Hutt’s longstanding sister and friendly city connections and the current status of these relationships;

(ii) notes the current opportunities and limitations for Council in its international relations activity;

(iii) decides to:

(a) retain a more reactive approach with current in staff resources and operating budget; OR

(b) adopt a more responsive approach with required increased staff resources and operating budget, and therefore recommend to the Community Plan Committee an increase in budget;

(iv) approves the respective proposed international relations work programme attached as Appendix 1 to the report; and

(v) reports back to the City Development Committee every six months on progress.

Background

2. Lower Hutt has seven international relationships. Full details are in Appendix 2.

· Tempe, Arizona, USA – sister city from 23 November 1981 (active)

· Minoh, Osaka, Japan – sister city from 16 July 1995 (active)

· Xi’an, Shaanxi, China – friendly city from 11 August 2000 (active)

· Taizhou, Jiangsu, China – sister city from 30 October 2008 (active)

· Hwaseong, South Korea – friendly city from 11 September 2009 (dormant)

· Laredo, Texas, USA – sister city from 11 October 2011 (dormant)

· Zhejiang province, China - cooperative region between Wellington regional cities established 06 September 2012 (dormant).

3. In 2009 Council reviewed its sister cities and chose to take a reactive approach. Council agreed to:

· retain the city’s four existing sister city and friendly city relationships;

· retain the value of Council’s investment of past years and allow for the development of other international relations for proven opportunities;

· an emphasis on the development of business to business relationships through sister city relationships

· maintain Mayoral involvement in all international relationships and activities due to the unique advantages this provides in developing relationships;

4. Community involvement is the foundation of any sister city relationship and wide-ranging engagement is the key to the success and value that our city can derive from our relationships. Two support organisations in the community provide the foundation to our relationships with Tempe, USA and Minoh, Japan. They are:

· The Hutt Sister City Foundation has for 35 years run an annual student and teacher exchange with Tempe Sister Cities Inc. Members aspire to collaborate with other Lower Hutt sister city groups and in time establish similar style exchanges with more of Lower Hutt’s sister cities.

· Hutt Minoh House Friendship Trust (HMHFT) was established in 2004 is based at Minoh House, 38 Normandale Road, Lower Hutt. The House provides a focal point for exchanges and Japanese culture classes and is home to a growing community with a common interest in Japan. The house was a gift from Minoh in 1999 and HMHFT is self-funding to promote Japanese way-of-life and cultural awareness. The Minoh City Mayor and President of Minoh Association For Global Awareness (MAFGA) are trustees on HMHFT.

5. Other groups like Rotary and schools across the city have international projects and connections that offer person to person global interaction, a mutual exchange of ideas, and projects in cultural, educational and economic areas. Export businesses already operate internationally but rarely with the cities that we have a connection with. We’re fortunate to have support within business community for leveraging our relationships including the Hutt Valley Chamber of Commerce, Noel Group, Callaghan Innovation, Woburn International and others.

Discussion

6. International relations help Lower Hutt to position itself as a “great place to live, work, play and study and realise outcomes for our community including:

· a strong and diverse economy;

· residents that are actively engaged in community activities; and

· building strong and inclusive communities.

7. International relations activity supports three of the four priority areas in council’s Economic Development Plan 2015-2020 including:

· stimulating growth and development; and

· growing science, technology, engineering and manufacturing capability and businesses; and

· continuing business support.

8. To promote Lower Hutt internationally as a place, we need to promote New Zealand first. When overseas we identify as New Zealanders first, then as Wellingtonians and then as living in Lower Hutt. We are a very small city on the world stage, with limited resources to attempt a broad range of possible outcomes. We therefore rely on partnering with national and regional agencies to be able to engage in a meaningful and effective way with other countries. Wellington Regional Economic Development Agency (WREDA) offers specialist experts in business attraction and Wellington City Council international relations team have strong networks as the capital city of New Zealand. We are currently developing stronger working relationships with both of these organisations.

9. New Zealand Trade and Enterprise offers international market advice and public and private sector contacts, using their extensive network of staff, industry leaders, or expatriate New Zealanders. The Ministry of Foreign Affairs can assist with offshore work including consulate support and advice when visiting cities overseas and providing the New Zealand context for Lower Hutt to position itself within. Council therefore needs to ensure Government agencies understand Lower Hutt’s offerings and opportunities to maximise support available and could do this through working with WREDA.

10. In terms of what we offer international cities Lower Hutt has several strengths including a safe neighbourly community and a beautiful city; quality education and lifestyle; strong sporting codes that achieve national and international levels; our STEMM sector activity and the proximity to New Zealand’s capital city. These are all opportunities to develop and build initiatives that we can extract value from.

New relationships

11. Council receives several requests per year for new relationships with Lower Hutt. Council has focused on its current relationships, though requests are always looked at with our preference that any new relationship will be industry or community-led. Assessments are made and have been tested against three key criteria:

· common interest and cultural links;

· community or industry support and resource to drive activities within the relationship; and

· strategic or economic benefit to Lower Hutt.

International students

12. International education is one of the New Zealand Government’s priority export focus areas. Wellington Regional Economic Development Agency (WREDA) has partnered with the region’s education sector to set an ambitious Wellington International Student Growth Plan (WISGP).

13. There are strong benefits from investing in attracting international students including:

· the economic value for our city and region;

· enriching the learning experience and global perspective of our students and city; and

· potential international ambassadors for our city.

The current level of resource limits our ability to develop and service new relationships if they were formed.

14. Five Lower Hutt schools and WELTEC are currently funding partners of Education Wellington via WREDA and are signatories to the International Student Code of Practice with a total of 604 equivalent full-time students each year. On average each international student spends $28,215 (Source: Infometrics/WREDA) which is one of the highest average spends nationally. Much of the spend goes beyond education and friends and family who visit students while here in New Zealand can each spend on average $3600 per visit. (Source: TIA Tourism 2025). The contribution to the local economy is estimated to be significant as outlined in this table:

	Equivalent full time students	Estimated equivalent economic value to region per annum
Chilton St James	10	$280,000
Hutt Valley High School	50	$1,400,000
Sacred Heart College	18	$510,000
St Bernards	20	$560,000
Wainuiomata High School	16	$450,000
Weltec	500	$14,110,000
Total annual economic value per annum:		$17,310,000

Source: studyinwellington.com/WREDA

15. Discussions with schools to date shows a desire to match the WISGP targets and potentially increase student numbers in the city by another 100 which would generate approximately an extra $3m in revenue per annum.

16. Council has a new agreement with WREDA to contribute to the WISGP and can assist with:

· building awareness of Lower Hutt in the eyes of international students, parents and agents within the Wellington regional context;

· work with education providers to improve infrastructure and capacity; and

· develop student pathways to keep students in Lower Hutt and the region for longer.

Regional stakeholders

17. Council is looking to increase its engagement with Wellington City Council who is keen to collaborate in planning, resourcing and sharing expertise. Porirua City Council has recently reviewed its sister city activities and has limited resource to engage with them. They are looking to effectively participate in the New Zealand China Mayoral Forum in December through WREDA. Upper Hutt City Council has no active sister city relationships. Lower Hutt is also fortunate to have several embassies located here and be neighbours to our capital city.

Council’s role

18. There are strong expectations that Council delivers international relations service to the community. The New Zealand Government sees tourism and export industries such as international education and tourism as a priority – as well as Lower Hutt’s innovation and STEMM sector. Local Government New Zealand (LGNZ) have been very active in facilitating and driving participation in the NZ China Mayoral Forum later this year as well as the New Zealand Core Cities project to set up collaborative engagement with China. Sister Cities New Zealand aims to increase global co-operation at a local level, promote cultural understanding, stimulate economic development and foster a citizens’ network of organisations and individuals devoted to creating and strengthening partnerships between New Zealand and international communities.

New Zealand is a small export driven nation and depends on its ability to engage with a range of countries and international organisations.

19. Council needs to ensure it focuses its resources on its distinct role and where it can make a difference. This includes:

· Providing leadership for the city’s relationship.

· Facilitating networking, partnerships and collaboration. Significant skills and resources exist in other agencies and council should be well connected to regional and national organisations that can assist with relationship building.

· Promoting the city as a great place to live, work, study and play - and eliciting the greater whole of participating stakeholders.

· Providing political support. The Mayor plays a key role in international relations and any boost in council’s aspirations will come with the expectation that the Mayor is accessible for hosting visitors and lending political support to initiatives. Mayors are held in very high regard especially in Asian countries and mayoral endorsement opens doors not otherwise possible to other organisations and people.

Current service level

20. Hutt City Council currently facilitates city to city relationships where opportunity exists for economic, educational and cultural links. Council enables a sister city programme where residents can become directly involved in international relations bringing long term benefits to the local community and partners overseas. Current resource includes:

a. International relations manager role is 0.15 of 1 FTE

b. Special project manager – approx. 0.15 of 1 FTE

c. Staff support the Hutt Minoh Friendship Trust through venue and property management, accounting and secretarial support.

d. The Mayor’s office offers civic support and hosts delegations.

e. An operating budget of $30,000 per annum.

21. A scan of other councils resourcing suggests that Council has an opportunity to have much more productive and effective relationships with increased resources. Palmerston North City Council has recently adopted a new 1 FTE role to manage its two international relationships and Wellington City Council has hired a further 1 FTE to help manage three new international relationships. More detail can be found in Appendix 3 attached to the report.

Opportunities

22. There are a number of opportunities for Lower Hutt including:

a. international student growth and additional revenue for our city;

b. STEMM learning and development;

c. connecting Lower Hutt based STEMM institutions with overseas equivalents;

d. partnerships with China Medical City research and/or production industry;

e. growing the number of school to school connections;

f. creating innovative cross-sector exchanges and as promotional tools;

g. growing community participation in international relations; and

h. promoting the city as a destination and lift Lower Hutt’s profile to international student markets.

23. The International Relations Work Programme is attached as Appendix 1 and outlines the anticipated projects and workstreams for both our current reactive mode and a more responsive mode to show the level of service that Council could provide under each scenario. Regardless of any change in resource Council should:

a. reaffirm sister city ties formally with a 3 year statements of intent with each city (as recently done with Taizhou);

b. undertake a stocktake of international connections across our education sector;

c. review our International Relations Policy;

d. grow awareness of our (regional) relationships and established networks;

e. leverage skills and established networks with Hutt Valley Chamber Commerce, Wellington City Council and WREDA to realise mutual opportunities;

f. empower community engagement in international relationships;

g. leverage Lower Hutt’s strengths (eg. STEMM and international achieving sport codes); and

h. continue to seek economic opportunities.

Limitations

24. Council faces a number of challenges including:

a. limited council resource

b. the scale of international cities – particularly China

c. language and cultural barriers

d. difficulty establishing business to business relationships - in matchmaking and as long term outcomes

e. attracting international business to Lower Hutt

f. limited resources in the sister city supporting organisations.

Options

25. Two options for the service level Council could provide are presented:

Option A

a) Remain reactive.
Retain staff resources at current 0.3FTE.

Retain the operating budget at $30,000. Retain the international student attraction support budget at $15,000. This means a total budget of $75,000 including staff resource.

Service levels will include:

a. Focus on two priority relationships.

b. Maintain and raise awareness of relationships.

c. Strengthen Japan and USA activities.

d. Work via Wellington City Council for China.

e. Host inbound delegations.

f. Manage one outbound delegation visit every two years.

g. Assess, investigate and facilitate beneficial opportunities.

h. Support Hutt Minoh House Friendship Trust and the Hutt Sister City Foundation.

i. Work with stakeholders to identify common goals.

j. Work with government and national agencies primarily through WREDA and Wellington City Council.

Option B

b) Be responsive.
Increase staff by 0.7FTE from current 0.3FTE to an equivalent of 1FTE.

Increase the operating budget from $30,000 to $60,000. Retain the international student attraction support budget at $15,000. Including staff resource this means a total budget of $165,000.

Service levels will include:

a. Develop three/four priority relationships.

b. Strengthen Japan, USA and two China city activities.

c. Grow networks and raise awareness of relationships.

d. Host inbound delegations.

e. Lead an outbound delegation visit every year.

f. Assess, investigate and facilitate beneficial opportunities.

g. Support Hutt Minoh House Friendship Trust and the Hutt Sister City Foundation.

h. Promote the sister city links and drive organisations and business to leverage these through campaigns, networking events, city events and

i. Develop targeted programmes and products with each sister city to deliver value.

j. Promote Lower Hutt offshore at hosted trade shows alongside Education New Zealand

k. Bring in specialists to assist with each relationship.

Consultation

26. In preparing this report Council has got input from

· Hutt Minoh House Friendship Trust

· Hutt Sister City Foundation

· Education New Zealand

· Wellington City Council

· Wellington Regional Economic Development Agency (WREDA)

· Porirua City Council

· Upper Hutt City Council

· Palmerston North City Council

· Local partner schools to Education Wellington / WREDA

· Ongoing interaction with community organisations such as Rotary.

Legal Considerations

27. There are no legal considerations at this time.

Financial Considerations

28. Option A above is to remain reactive. Retain staff levels at current 0.3FTE. Retain the operating budget at $30,000. Retain the international student attraction support budget at $15,000. This means a total budget of $75,000.
This means no net increase to existing budgets.

29. Option B is to become responsive. Increase staff by 0.7FTE from current 0.3FTE. Increase the operating budget from $30,000 to $60,000. Retain the international student attraction support budget at $15,000. This means a total budget of $165,000.
This is a net increase of $90,000 over existing budgets.

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 will encourage cultural and economic development, strengthen our community’s culture and provide an opportunity not otherwise available to communities. It does this in a way that is cost-effective leveraging of existing relationships and connections with our sister cities.

Appendices

No.	Title	Page
1 ⇩	HCC International Relations work programme 2017-2019	52
2 ⇩	Lower Hutt international relationships status and summary	61
3 ⇩	Sister city comparison to other councils	65

Author: James Lamb

Visitor Market Development and International Relations Manager

Reviewed By: Gary Craig

Divisional Manager City Development

Approved By: Kim Kelly

General Manager, Strategic Services

Attachment 2

Lower Hutt international relationships status and summary

LOWER HUTT SISTER CITIES STATUS & ACTIVITY SUMMARY

Updated April 2017

CITY

STATUS

ORIGIN

CURRENT ACTIVITIES

INBOUND ACTIVITY

OUTBOUND

ACTIVITY

Tempe

Active.

Sister City.

Established on 23-11-1981
by John Kennedy Good

· Annual student and teacher exchange – via Hutt Sister Cities Foundation.

· Tempe and Greater Phoenix regional network and contacts informing science and technology business sector development in Lower Hutt.

2016: Three delegates to celebrate 35^th anniversary. Annually: Students and teacher exchanges.

2011 & 2014 mayoral delegations

Annual student and teacher exchanges annually

2016 Gary Craig (HCC)

2015 Kim Kelly (HCC) + Paul Duffin (HSCF)

several trips before this

Highlights

35 years of student exchange with Tempe

Opportunity

Tempe has a population of 158,000 and is located in the state of Arizona and the Greater Phoenix area and is a hub for science, technology and innovation. We signed a sister city agreement with Tempe in 1981 and the relationship has involved a range of exchanges and recent outbound delegations. We look to the Greater Phoenix region for inspiration and input to recent development in our city’s science and technology sectors – including learnings from Arizona State University, TechShop and Skysong Innovation Centre on recent business delegations. Last year we celebrated the 35 year anniversary and the annual student exchanges continue to be managed by the Hutt Sister City Foundation. We seek to share in their STEMM expertise and Tempe City Council has recently expressed an interest in facilitating STEMM sector collaboration.

Members of the business community are able and willing to maintain and extend the relationships we have with Tempe and the Hutt Valley Chamber of Commerce has established connections with their counterparts in Tempe. Noel Group who has business interests in Lower Hutt and the USA has recently opened a soft-landing pad in Houston, Texas for NZ business looking to enter the American market. Noel Group recognises the value of the Tempe relationship, having previously accompanied Council to Tempe. Woburn International has also travelled to Tempe on several occasions, including mayoral delegations and can assist council and business with employment and immigration advice.

Minoh

Active.

Sister City.

Established on 16-07-1995
by Mayor John Terris

· Annual Teacher exchange.

· Daily Skype programme with two LH & Minoh schools and LH library.

· Hutt Minoh House events and activities.

· Mayor Kurata is trustee of Hutt Minoh House Friendship Trust

· Several regular inbound /outbound school visits.

· Minoh Art Association and Hutt Art Society exchange of artwork.

· Monthly citizen Skype session

JNZC annual trips – 250+ students

2012 & 2015 mayoral delegation.

2017 Minoh teachers (exchange)

2017 Minoh Art Association delegation

2015 mayoral delegation & Hutt Art Society

School trips – HVHS, Wainui High, Tui Glen Schools, Raphael House

2008 HCC.

2016 Hutt Art Society exhibition

2016 LH teacher (exchange)

Highlights

10 years of inbound group visits from Japan New Zealand Centre - rugby camps, hosted group garden tours with revenue to Lower Hutt of between $10,000 and $40,000 on each occasion.

Daily Skype connections between two schools in each of Lower Hutt and Minoh now expanding to 4 more – leading to reciprocal visits to each city

Opportunity

Minoh City is our strongest city to city relationship that began in 1995 with a focus on arts, culture and education. There are regular inbound and outbound visits to each city by local schools and community groups, daily Skype programmes at schools in both cities, the War Memorial Library and the Minoh Multicultural Centre; cooperation between Hutt Art Society and Minoh Art Association and Rotary Clubs. Five Japan Exchange and Teaching (JET) programme teachers from Lower Hutt are currently based in Minoh. Whilst Japan is considered a mature market for international students work to pair up sister schools can help deliver greater interaction and lead to long term inbound students. HVHS has had a relationship with Minoh High School.

Xi’an

Rekindling.
Friendly City.

Initiated by Xi’an.

Established on 11-08-2000

Friendly City cooperation agreement signed in Xi’an
by CEO Rodger Kerr-Newell. Endorsed by Mayor John Terris.

· Continue to redevelop relationship to foster education and business cooperation.

Xi’an Dpty Mayor visited 2012.

Xi’an Education Bureau 2015 for MOU w HVHS

2017 Sacred Heart int student director

2008 mayoral delegation

Highlights

No.83 Middle School in Xi’an, partnership with SHC early 2018, 15 students and teachers visiting The Hutt for two weeks

Opportunity

Xi’an, with 10 million people, is the capital of Shaanxi Province and is a growing commercial area in China and now a Tier 2 city. We have recently re-engaged with Xi’an after a period of no engagement. Through Education New Zealand, the Xi’an Education Bureau recently signed an MOU for cooperation with Hutt Valley High School that offers partnerships with schools based in Xi’an. In 2016 Wellington City became a sister city with Xi’an and last year John Key opened the New Zealand Hub that is home to Mojo Coffee and provides a business soft-landing pad as a result of investment from Wellington business owners.

China, as we’ve seen in our relationships, is increasingly outward-looking and is now the second-largest economy in the world, currently delivering the largest growth in tourists to New Zealand and following our free-trade agreement has become one of our largest trading partners. Due to the sheer scale of China compared to Lower Hutt it’s vital that we work as a region (and nation) to service and develop any relationship in China.

Lower Hutt will take part in the second NZ China Mayoral Forum to be held in Wellington in December 2017 which will include 150 delegates from China and 26 NZ mayors. Hosted by Wellington City Council and WREDA the emphasis will be on education, tourism and economic outcomes. Wellington City Council is potentially travelling to China in October to drive activity prior to the forum and there is an opportunity for our Mayor to travel post-forum to cement new partnerships and show our region’s desire to find specific opportunities for mutual benefit.

Taizhou

Active Sister City.

Initiated by Taizhou.

MOU of friendly exchanges signed by David Ogden on 23 Feb 2005

Sister city agreement signed by David Ogden in Nanjing on 30-10-2008

New MOU for cooperation 2016-2018 signed by Ray Wallace in Lower Hutt on 21 April 2016

· Regular inbound visits from Taizhou.

· Currently scoping sci-tech and education cooperation.

2016 Jiangsu Commerce Department

2015 x 2 visits

2014

2012

2011 x 2 visits

2010 x 2 visits

2016 Councillor Bridson

2016 Haiying Shi

2008 Mayoral delegation

2004 Council

Highlights

Discussion with the founder of China Medical City (China’s largest pharmaceutical industry park) at Callaghan Innovation through Taizhou sister city links

Opportunity

Taizhou is situated in the Jiangsu province two hours from Shanghai. Taizhou has a population of 5 million and its major industries include automotive, appliance, electronic and pharmaceutical production. Lower Hutt signed a friendly city agreement in February 2005. Since then we have had local government exchanges and identified business, education and community exchange opportunities. Our relationship became closer in 2008 with the signing of a sister city agreement and more recently with a MOU to agree areas of focus for the relationship from 2016-2018 including education, sister schools, STEMM development opportunities and tourism. Taizhou is home to China Medical City, China’s largest pharmaceutical industry park and recent inbound and outbound visits have identified the opportunity for potential collaboration with research and development and market access for early stage companies.

The Jiangsu province is one of the China’s most progressive regions with Shanghai as its capital. Several other NZ sister cities are located nearby including Yangzhou / Porirua, Wuxi / Hamilton, Shanghai / Dunedin and Kunshan / Palmerston North. These could offer more opportunities to Lower Hutt by linking up business that fall within the specific areas of cooperation between those cities.

Face to face relationships are vital in China and any business outcomes come long after relationships are formed. We have recently engaged the services of Sea Eagle Consulting for relationship brokerage, research, cultural advice and as a result have established a better understanding between Callaghan Innovation and China Medical City. Extending these services would mean Council has one familiar point of contact when dealing with Taizhou and China.

Education New Zealand (ENZ) report the Jiangsu province is an area ripe for developing school to school relationships that drive long term student placement as it not an area high in agents. Council could support the establishment of these school to school relationships with help from ENZ who have a sister school fund to boost existing sister school partnerships.

Hwaseong

Friendly City

Not active.

Friendly City.

Established on 11-09-2009

Letter of intent to establish a Friendship Affiliation by David Ogden.

Friendly City confirmed 22 Nov 2010 in letter from Hwaseong to Ray Wallace

· Previous inbound education visits.

2009 students

June 2010 mayoral delegation

Laredo

Sister City

Not active.

Sister City.

Initiated by Laredo.

Established on 11-10-2011

Sister city proclamation signed by Ray Wallace in Laredo.

· Nil.

Nil.

Zhejiang

Cooperative region

Not active. Cooperative

region.

Initiated by Zhejiang.

Established 06-09-2012

MOU of strategic economic partnership between Wellington regional cities signed in Wellington by Ray Wallace

· Regional delegations inbound. WCC coordinates relationship to approach as region.

2012 inbound to Wellington region.

Nil.

Attachment 3

Sister city comparison to other councils

SISTER CITY COMPARISON TO OTHER NZ COUNCILS

City

Relationships

Community ownership

Resource

Lower Hutt

102,000 pop.

3 sister cities

· Minoh Japan

· Tempe, Arizona, USA

· Taizhou, China

Friendly city

· Xi’an, China

Two historic sister cities.

Hutt Sister City Foundation.

Hutt City Council funded up to $6800.

Hutt Minoh House Friendship Trust is self funded through provision of HCC owned asset.

0.35 FTE over two roles

$30,000 projects budget.

Palmerston North

83,000 pop.

2 active sister city relationships.

· Guiyang, China

· Missoula, Montana, USA

Business working group for inbound investment and student attraction work.

Manawatu Multi-cultural Association and the China Friendship

Society

$153,000 total budget incl. 1FTE

Wellington

210,000 pop.

7 active sister cities.

· Beijing, China

· Sakai, Japan

· Sydney, Australia

· Xiamen, China

· Canberra, Australia [new]

· Xi’an, China [new]

2 friendly cities

· Tianjin, China

· Seoul, South Korea [new]

2 partnership cities

· Taipei, Taiwan

· Zhejiang Province, China

Plus 3 historical sister cities.

Wellington Xiamen Association

Wellington Sakai Association

Wellington San Francisco Society

Funded from Wellington City Council – total around $30,000 to all groups.

4 FTE + 2 part-timers

Total budget = approx. $500,000

Upper Hutt

41,000 pop.

One inactive sister city.

· Mesa, Arizona, USA

No formal community committee.

No staff role.

No budget.

Porirua

52,000 pop.

Two reactive sister cities

· Nishio, Japan

· Blacktown, Australia

1 friendly city

· Yangzhou, China.

1 twin town

· Whitby, England.

No formal community committee.

Small part of role in city growth team.

Several thousand each year.

Christchurch

360,000

7 active sister cities.

· Adelaide, Australia

· Christchurch, UK

· Gansu Province, China

· Kurashiki, Japan

· Seattle, USA

· Songpa-Gu, Korea

· Wuhan, China

6 sister city committees – with elected member rep on each – and funded by council. Operating budget from $3,000 to $15,000 per city funded by Christchurch Council.

International Relations Working Group also set up to advise council.

$111,000 projects budget

Gisborne

36,000 pop.

Four sister cities

· Palm Desert, USA

· Nonoichi-machi, Japan

· Port of Rizhiao, China

· Mahina, Tahiti

5 friendly cities

· Cassino, Italy

· Valverde del Majano, Spain

· Wenchang, China

· Whitby, England

· Shire of Macedon Ranges, Australia

Gisborne District Sister Cities organisation manages all relationships and funded from council

Part time coordinator council officer.

$30,000 projects budget.

67 02 May 2017

City Development Committee

06 April 2017

File: (17/624)

Report no: CDC2017/2/105

Independent Survey of Petone Fair - results and recommendations

Purpose of Report

1. The purpose of this report is to advise the Committee of the progress that has been achieved following on-going disagreements between key stakeholders regarding the Petone Rotary Fair, and to recommend a solution to the issues.

Recommendations

It is recommended that the Committee:

(i) acknowledges the differing views of parties regarding the day of the week the Petone Rotary Fair should be held on, noting valid concerns on all sides;

(ii) acknowledges that officers have made numerous attempts over the last 24 months to assist the parties in finding an agreeable solution, but to no avail;

(iii) notes that an independent survey of Jackson Street businesses was undertaken to understand the preference for the Petone Fair to be on a Saturday or Sunday and the financial impact of the Fair currently being on a Saturday; and

(iv) agrees that Petone Rotary should be asked to change the day of the fair from a Saturday to a Sunday for a minimum of two consecutive years as a trial, starting in 2018.

Background

2. Some business owners in Petone have raised concerns around the negative financial impact the annual Petone Rotary Fair has on their business. Petone Rotary have made efforts to work with these businesses to help overcome issues, however there are still ongoing concerns with the fair taking place on their busiest trading day, Saturday.

Many of those business owners, along with support from the Jackson Street Programme, have been lobbying Petone Rotary for the past two years to trial a move for the event to a Sunday.

Petone Rotary has voiced concerns about a move of day for the event, and to date are opposed to this happening. They are the owner of this event and as such it is their choice to move the day or otherwise. However the fair cannot take place without road closure approval from Council.

For the past two years the road closure request for this event has seen an increased number of objections. As a result the City Development Committee and Temporary Road Closures Subcommittee have regularly asked officers to carry out actions to assist with resolving this matter.

3. Two official independent surveys have been carried out regarding these issues, the most recent of which was completed by Public Voice in February/March 2017, after the most recent fair.

4. An excerpt from the minutes of the Temporary Road Closure Subcommittee meeting held on 7 October 2016:

That the Subcommittee:

(iv) requests that discussions be held between interested parties to consider piloting a Sunday for the Hutt News Petone Rotary Fair 2018, and that a decision on this be made by the end of May 2017.”

5. An excerpt from the minutes of the Temporary Road Closures Extraordinary Subcommittee meeting held on 11 October 2016:

The General Manager, Strategic Services noted the Subcommittee had requested officers hold a meeting with interested parties for the Hutt News Petone Rotary Fair (the Fair), to agree to a day for the 2017 Fair and resolve issues for the long term relationship of those interested parties. She noted this meeting had been held on 11 October 2016, with the following agreed outcomes:

a. The Jackson Street Programme (JSP) would be asked if they could provide a liaison representative on the Fair Committee;

b. The Petone Community Board would be asked if they could provide a liaison representative on the Fair Committee;

c. The Fair Committee would seek feedback from stallholders of the 2017 Fair, including their preferred day the Fair should be held;

d. Officers would provide guidelines for the Fair Committee - for consultation and reporting for the 2018 Fair;

e. Petone Rotary agreed to determine what would be required if the Fair was held on a Sunday; and

f. Officers would arrange an independent survey of business owners to assess expected fluctuations in sales from holding the Fair on a Saturday or a Sunday.

Discussion

6. While the fair has historically attracted crowds of up to 30,000 people to Petone, the nature of business on Jackson Street, has changed. Many Jackson Street businesses are now offering specialised products and services.

Some of these businesses claim that the majority of the fair audience in recent years is a different type of consumer to those that engage with their products or services, and do not see the benefits of those visitors. Some of these businesses claim their regular customers stay away on fair day as they cannot find parking, and don’t want the hassle of trying to reach the premise.

7. Those lobbying for the day to be moved to a Sunday state that this would result in less impact on trading, and would allow those businesses that do financially benefit from fair day to have their normal trading on a Saturday. These businesses are based on Jackson Street 365 days per year providing economic benefit to the city.

8. The results of an independently administered tripartite survey undertaken by Council, Petone Rotary and Jackson Street Programme in December 2015 were interpreted by all parties in differing ways – making the results ambiguous. Agreement between key parties has never been reached on what the results show.

9. The subsequent survey of businesses was agreed to by all parties, and undertaken in Feb/March 2017 by Council with an independent professional organisation; Public Voice who were responsible for framing the questions, communicating the survey to the target group and compiling the results. There was a 38% response rate (80 businesses).

10. Topline results show:

a. 49% of respondents think the Petone Rotary Fair should be held on a Sunday, 44% on a Saturday and 8% replied that they didn’t know.

b. 79% of respondents believe the fair should continue to be held on Jackson Street.

c. 42% said that the fair had a negative financial impact on their business, 32% report a positive financial impact and 26% report no financial impact.

d. See Appendix 1 for full results.

11. Petone Rotary cites a potential reduction in stall holders and attendees due to availability as the major concern when considering a move to Sunday. Any reduction could adversely impact the success of the fair, the profit raised by the fair (shown as $30,177 in 2017), and the experience for fair goers.

12. Petone Rotary ran a stall holder survey for the 2017 fair to which they had a 43% response rate. The survey stated that a Saturday is the day of choice for the Fair for 86%of them [stallholder].

13. In Summary:

· Stall operators and visitor prefer a Saturday for the Petone Fair (Petone Fair survey)

· Jackson Street businesses prefer a Sunday for the Petone Fair and state that holding the Fair on a Saturday has a negative impact on their business (HCC survey).

Options

14. To approve or decline these recommendations.

Consultation

15. Consultation conducted to date is set out elsewhere in this report.

Legal Considerations

16. There are no legal requirements relating to this report.

Financial Considerations

17. Council has contributed financially to one survey and covered the costs in their entirety for a second survey to be carried out.

Other Considerations

18. 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 has enabled democratic local decision–making and action by, and on behalf of, communities; and meets the current and future needs of communities for good-quality local infrastructure, local public services, and performance of regulatory functions in a way that is most cost-effective for households and businesses.

19. In making this recommendation, officers have given careful consideration to all points of view. It is acknowledged that it would have been preferable for interested parties to have been able to mutually agree on a way forward. However despite best efforts by Council officers, this has not been possible. The recommendations of this paper are based on the professional experience and expertise of officers.

Appendices

No.	Title	Page
1 ⇩	Petone Rotary Fair Survey - Public Voice February 2017	72
2 ⇩	Petone Fair - Survey Comments Public Voice	94

Author: Carla Steed

City Events Manager

Reviewed By: Brad Monaghan

Divisional Manager, City Promotions

Approved By: Kim Kelly

General Manager, Strategic Services

96 02 May 2017

City Development Committee

09 February 2017

File: (17/201)

Report no: CDC2017/2/131

Proposed New Private Street Name - (1-5)/14 Otamarau Grove

Purpose of Report

1. To approve the name of the new private road at (1-5)/14 Otamarau Grove.

Recommendations

It is recommended that the Committee:

(i) approves the name of the new private road off Otamarau Grove, as shown in Appendix 1 attached to this report, from the list of suggested names below, or from the reserved Street Name list attached as Appendix 2 to the report.

a) “Karearea” suggested road type “Lane”

b) “Harrier” suggested road type “Lane”

c) “Kahu” suggested road type “Lane”

d) “Falcon” suggested road type “Lane”

e) “Piwakawaka” suggested road type “Place”

f) “Camel Hump” suggested road type “Lane”; and

(ii) approves the appropriate road type (as permitted by the New Zealand Standard AS/NZS 4819:2011) attached as Appendix 3 to the report.

Background

2. There are currently five properties with access from the existing right of way off Otamarau Grove, three of which have houses built on them and two being Council Reserves.

3. Under the current addressing standards, rights of ways with more than five properties must be named as a Private Road.

4. The development of former property at 5/14 Otamarau Grove will create three new residential properties resulting in a total of eight lots gaining access from the existing Right of Way as shown in Appendix 1 attached to the report.

5. The responsibility for naming new private roads within Hutt City lies with the Community Boards or, in this case, with the City Development Committee for areas of the city not represented by a Community Board.

6. The subdivision cannot proceed to completion without a legal street addresses.

Discussion

7. The developer, with the input of current residents of the right of way, has requested that Council consider the following names:

a. “Karearea” – for the pair of endangered NZ falcons/kārearea seen frequently riding the winds around the surrounding hills.

b. “Harrier” – another option suggested for the Harrier Hawk frequently seen in the surrounding hills.

c. “Kahu” – Maori for the Harrier Hawk frequently seen in the surrounding hills. (has passed evaluation with LINZ but there is a Kahu Rd in Porirua)

d. “Falcon” - another option suggested for the native NZ falcon. (has passed evaluation with LINZ but there is a Falcon St in Porirua)

e. "Piwakawaka" - Maori for the fantail, present in the area.

f. "Camel Hump" - after the adjacent reserve.

g. "Mamaku" - Maori for the black tree fern. (not acceptable as similar to pre-existing roads within 20km)

h. “Rose” – after the flower following the theme of the area (not acceptable as similar to pre-existing roads within 20km)

Options

8. From the eight submitted names listed above only the following meet the requirements of the New Zealand Standard and can be considered for adoption:

a. “Karearea” suggested road type “Lane”

b. “Harrier” suggested road type “Lane”

c. “Kahu” suggested road type “Lane”

d. “Falcon” suggested road type “Lane”

e. “Piwakawaka” suggested road type “Place”

f. “Camel Hump” suggested road type “Lane”

g. Or another option selected from the reserved Street Name list attached as Appendix 2 to the report.

9. Copies of the submissions and background reasoning are attached as Appendix 4 to the report.

10. An appropriate road type must be selected (as permitted by the New Zealand Standard AS/NZS 4819:2011) attached as Appendix 3 to the report.

Consultation

11. As is normal with the naming of private roads, consultation has been limited to the developer and the existing residents of the Right of Way.

Legal Considerations

12. The Committee has the delegated responsibility to name the private road.

13. It is important that new streets are named early in the development stage as a variety of utility connections and other administrative bodies require individual street addresses in order for the necessary connections to be provided.

Financial Considerations

14. There are no financial considerations. The developer is responsible for the necessary street name signs. This will be undertaken by the Council contractor with the cost paid by the developer.

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 names the new street. It does this in the standard cost-effective way.

Appendices

No.	Title	Page
1 ⇩	Proposed New Private Street Name (1-5)14 Otamarau Grove Plan	100
2 ⇩	Reserved Street Names List	101
3 ⇩	Extract of Permitted Road Types	103
4 ⇩	Street Name Submissions Otamarau Grove	104

Author: Zackary Moodie

Traffic Engineer

Reviewed By: Sylvio Leal

Traffic Engineer

Approved By: Lyle Earl

Traffic Assets Manager

108 02 May 2017

City Development Committee

01 March 2017

File: (17/382)

Report no: CDC2017/2/133

Proposed Two New Private Street Names - No.8 St Columbans Grove

Purpose of Report

1. To approve the names of two new private roads at No.8 St Columbans Grove.

Recommendations

It is recommended that the Committee:

(i) approves the names of the two new private roads at No.8 St Columbans Grove, as shown in Appendix 1 attached to this report, from the list of suggested names below, or from the reserved Street Name list attached as Appendix 2 to the report:

a) “Francis Douglas” suggested road type “Way”;

b) “Bobbio” suggested road type “Court”; and

(ii) approves the appropriate road type (as permitted by the New Zealand Standard AS/NZS 4819:2011) attached as Appendix 3 to the report.

Background

2. The development of the St Columbans Mission Society site at No.8 St Columbans Grove will create two new private roads and 17 properties, four of which will gain access from St Columbans Grove, as shown in Appendix 1 attached to the report.

3. The St Columbans Mission Society will continue to operate out of the existing building to be retained as No.18 St Columbans Grove.

4. Under the national addressing standards, rights of way with more than 5 properties must be named as a Private Road.

6. The subdivision cannot proceed to completion without a legal street addresses.

Discussion

7. The developer, with the input of the St Columbans Mission Society, has requested that Council consider the following names:

a. “Francis Douglas” – Former Catholic priest from Wellington, New Zealand and a member of the Missionary Society of St Columban. He was killed by Japanese soldiers in the Philippines in 1943 and his body has never been found.

b. “Bobbio” - was the last monastery founded by St Columban, an Irish missionary-monk, in 614. It is still located in northern Italy and is a place of pilgrimage.

Options

8. Two names have been suggested for the two new private roads, Francis Douglas Way and Bobbio Court. Both have been approved for use by Land Information New Zealand and Greater Wellington Regional Council.

9. Alternatively other names could be approved from the Reserved Street Name list attached as Appendix 2 to this report.

10. Copies of the submissions and further background reasoning are attached as Appendix 4 to the report.

11. An appropriate road type must be selected (as permitted by the New Zealand Standard AS/NZS 4819:2011) attached as Appendix 3 to the report.

Consultation

12. As is normal with the naming of private roads, consultation has been limited to the developer and the applicant.

Legal Considerations

13. The Committee has the delegated responsibility to name the private roads.

14. It is important that new streets are named early in the development stage as a variety of utility connections and other administrative bodies require individual street addresses in order for the necessary connections to be provided.

Financial Considerations

15. There are no financial considerations. The developer is responsible for the necessary street name signs. This will be undertaken by the Council contractor with the cost paid by the developer.

Other Considerations

16. 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 names the new streets. It does this in the standard cost-effective way.

Appendices

No.	Title	Page
1 ⇩	Proposed New Private Street Name - No.8 St Columbans Gr	111
2 ⇩	Reserved Street Names List 204	112
3 ⇩	Extract of Permitted Road Types	114
4 ⇩	Street Name Submissions St Columbans Gr	115

Author: Zackary Moodie

Traffic Engineer

Reviewed By: Sylvio Leal

Traffic Engineer

Approved By: Lyle Earl

Traffic Assets Manager

Attachment 1

Temporary Road Closure Subcommittee - 18 April 2017

HUTT CITY COUNCIL

Temporary Road Closures Subcommittee

Temporary Road Closures Subcommittee held in the Hutt City Council Chambers,
2nd Floor, 30 Laings Road, Lower Hutt on

Tuesday 18 April 2017 commencing at 9.30am

PRESENT: Deputy Mayor D Bassett (Chair)

Cr S Edwards Cr L Sutton (Deputy Chair)

APOLOGIES: Apologies were received from Cr G Barratt and Cr T Lewis.

IN ATTENDANCE: Mr A Hopkinson, Senior Traffic Engineer

Mrs A Doornebosch, Committee Advisor

PUBLIC BUSINESS

In terms of Standing Order 22.1, members noted that Option C would be used for speaking and moving motions at Subcommittee meetings.

1. APOLOGIES

Resolved: (Deputy Mayor Bassett/Cr Sutton) Minute No. TRSC 17101

“That the apologies received from Cr Barratt and Cr Lewis be accepted and leave of absence be granted.”

2. PUBLIC COMMENT

There was no public comment.

3. CONFLICT OF INTEREST DECLARATIONS

There were no conflict of interest declarations.

Closure of Laings Road and Queens Drive for Civic Anzac Day Ceremonies 2017 (17/608)

Report No. TRC2017/2/101 by the Senior Traffic Engineer

The Senior Traffic Engineer elaborated on the report.

In response to a question from a member, the Senior Traffic Engineer noted that all legal processes and requirements for these road closures had been met.

Resolved: (Cr Sutton/Cr Edwards) Minute No. TRC 17202

“That the Subcommittee:

(i) agrees to approve the following proposed temporary road closures, subject to the conditions listed in the Proposed Temporary Road Closure Impact Report attached as Appendix 1 to the report:

(a) Anzac Day Dawn Parade:

Laings Road from Myrtle Street to Queens Drive, and Queens Drive from Laings Road to High Street; on Tuesday 25 April 2017 from 05:00 am to 07:00 am (attached as Appendix 2 to the report); and

(b) Anzac Day Civic Service and Wreathlaying Ceremony:

Queens Drive from Laings Road to High Street; on Tuesday 25 April 2017 from 08:00 am to 11:00 am (attached as Appendix 3 to the report).

(ii) agrees to rescind, for the Anzac Day ceremonies, the parking restrictions on Laings Road and Queens Drive as follows:

(a) Anzac Day Dawn Parade:

Laings Road from Myrtle Street to Queens Drive, and Queens Drive from Laings Road to High Street; on Tuesday 25 April 2017

From 05:00 am to 07:00 am; and

(b) Anzac Day Civic Service and Wreathlaying Ceremony:

Queens Drive from Laings Road to High Street; on Tuesday 25 April 2017 from 08:00 am to 11:00 am; and

(iii) agrees to impose the following restrictions:

(a) Anzac Day Dawn Parade

Laings Road from Myrtle Street to Queens Drive, both sides and Queens Drive from Laings Road to High Street, both sides; on Tuesday 25 April 2017 from 05:00 am to 07:00 am; and

‘No Stopping At All Times’

(b) Anzac Day Civic Service and Wreathlaying Ceremony

Queens Drive from Laings Road to High Street; on Tuesday 25 April 2017 from 08:00 am to 11:00 am.

‘No Stopping At All Times’.”

Closure of Muritai Road for the Eastbourne Memorial Returned Services Association Anzac Day Event 2017 (17/611)

Report No. TRC2017/2/102 by the Senior Traffic Engineer

The Senior Traffic Engineer elaborated on the report.

In response to questions from members, the Senior Traffic Engineer confirmed that all legal requirements regarding this road closure had been met. He noted that no submissions had been received in response to advertising the road closure.

Resolved: (Deputy Mayor Bassett/Cr Sutton) Minute No. TRC 17203

“That the Subcommittee:

(i) agrees to approve the following proposed temporary road closure, subject to the conditions listed in the Proposed Temporary Road Closure Impact Report attached as Appendix 1 to the report, at Muritai Road between Rimu Street and Makaro Street, Eastbourne on Tuesday 25 April 2017 from 09:30 am to 11:00 am (attached as Appendix 2 to the report);

(ii) agrees to rescind, for the Annual Anzac Day Event, parking restrictions on both sides of Muritai Road, between Rimu Street and Makaro Street, Eastbourne on Tuesday 25 April 2017 from 09:30 am to 11:00 am; and

(iii) agrees to impose the following restriction for the Annual Anzac Day Event, on both sides of Muritai Road, between Rimu Street and Makaro Street, Eastbourne on Tuesday 25 April 2017 from 09:30 am to 11:00 am.

‘No Stopping At All Times’.”

6. QUESTIONS

There were no questions.

There being no further business the Chair declared the meeting closed at 9.34 am.

Deputy Mayor D Bassett

CHAIR

CONFIRMED as a true and correct record

Dated this 2^nd day of May 2017

120 02 May 2017

City Development Committee

17 March 2017

File: (17/513)

Report no: CDC2017/2/106

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 it has previously identified. This will be done on a regular basis.

Recommendation

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

Background

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.

Discussion

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 to date – 1 July 2016 to 31 March 2017 27 new applications have been received and funding provided as follows:

CBD Remissions	Appns	Approved	Declined
A new apartment development of at least 8 attached residential dwelling units OR of at least 500m2 in floor area	1	1	0
A new commercial development or new building extension of at least 500m2 floor area	2	2	0
A new development with a mix of apartments and commercial space of at least 500m2 in floor area	1	1	0
Total CBD	4	4	0

City Wide Remissions – anywhere in the City including the CBD	Appns	Approved	Declined
A medium or high density residential development	18	18	0
New non-residential building or building extension of at least 500m2	5	5	0
A conversion of a building from any use to residential apartments	0	0	0
Total City Wide	23	23	0
Total All Policies	27	27	0

Fee type remitted 1 July 2016 – 31 Mar 2017	Amount
Rates	$166,747
Development contributions	$ 81,453
Reserve contributions	$ 218,261
Resource consent fees	$ 49,986
Building consent fees	$ 253,360
TOTAL	$769,807

Total Fees Remitted Annually From 1 July – 30 June
FY2012-2013	$159,000
FY2013-2014	$873,000
FY2014-2015	$712,000
FY2015-2016	$548,000
FY2016-2017 (9 months)	$769,807

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

7. The current remissions end as at 30 June 2017. Additional remissions are proposed for another 3 year period and are being consulted on in the Annual Plan process.

Riddiford Gardens

8. Physical works commenced in November 2015 on Phase 2 of the Riddiford Gardens Landscape Upgrade project, starting with development of the north and west sides of the Administration Building.

9. The work on the front of the Administration Building and the electrical sub-station was largely completed within a very tight deadline to enable the building to open to customers on 22 March 2016.

10. All of the remaining work for Phase 2 has now been completed with the new toilet pavilion operational at the end of February.

11. Concept design options for Phase 3 work were prepared and considered by Council in confirming the 2016/17 budget. A meeting with key stakeholders was held on 12 July 2016 to consider the concept design before the detailed design commenced. Phase 3 design has been the subject of value engineering before being forwarded in mid-April to Naylor Love for pricing.

12. SLT has agreed that the Phase 3 works will be negotiated with Naylor Love, the incumbent contractor, to ensure continuity and coordination with the Events Centre work. As works are not expected to commence on Phase 3 until May, a carryover has been forecasted in the latest financial report.

Town Hall and Events Centre

13. Since the last report, a good portion of the wall between the Town Hall and the Administration Building has been installed, the atrium/foyer structure has been constructed and some 80 cubic meters of concrete has been poured into the foundations of the clocktower and new event centre.

14. Many more tender packages have been released, and when they have been received, we will have much more certainty on the project schedule.

15. The construction programme is being continuously reviewed, and is still subject to:

a. The Value Engineering process;

b. Consenting process;

c. Final trade tender packages approved and released as required;

d. Unforeseen delays to materials or work on site.

16. The current programme shows construction completion in January 2018, and a handover to the Manager in March after a commissioning period.

17. Detailed design of the operational fit-out of the Events Centre has advanced to a higher degree of priority now. We have a contractual obligation to USAR to provide a turn-key facility that will match their Hotel’s four star standard.

18. The current operational priority is on completion of a kitchen design that will enable the operator to produce high quality food to the maximum capacity of the Event Centre.

19. The focus continues to be on designing the required standard of operational capability within the agreed budget. Officers are working with the consultant team and the operator on this.

Avalon Park

20. The development of the playground area was completed in late September 2016 with the official opening held on Sunday 2 October 2016. Since then the playground has been extremely popular with large numbers of visitors over the summer months.

21. Further funding of $2M to complete the next stage of works (pond and southern entrance) has been confirmed in the 2016/17 Annual Plan. Developed design of the next stage is almost completed and has been estimated. Five contractors have been selected following an open ROI process to tender for the work, with the close of tenders due on 24 April. As works are not expected to commence on the next stage until May, a carryover has been forecasted in the latest financial report.

CBD Promenade - Riverlink

22. Activity on this project is as follows:

· Riverlink, the GWRC, NZTA, and HCC joint project, will soon reach 90% Design Development. This will include cost estimates.

· Consents and land designation processes will occur during 2017-2019.

· Construction of flood protection construction is programmed 2019 – 2025.

· Officers are working with affected business owners in Melling and Pharazyn Street areas.

· Economic analysis identifies substantial net economic benefits to the City from investment in the promenade. It is also predicted that the capital investment by Council would pay itself back within 25 years.

· Discussions are being facilitated through the Mayor with developers on Daly Street. A developer has lodged a resource consent application for 10 Daly Street.

· Future land use activities are being considered in the areas of Marsden and Pharazyn Streets. Low level residential, train transport, park and ride, and aligned activities such as day-care are being considered.

· Council’s January 2017 survey gained 605 responses which showed very strong support for the Promenade, CBD apartment living, improving public transport, and improving walking and cycling.

· NZTA is seeking and now facilitating a Hutt ‘story’ to understand the city’s future plans for growth and land use. Kaikoura has resulted in increased competition for transport funding. NZTA now needs to more thoroughly analyse all discretionary projects such as Melling in order to make funding decisions.

· The proposed Annual Plan includes an additional $39 million, staged over various financial years from 2019 to 2034, for our contribution to the $200m Riverlink project.

· Council officers will continue reporting to SLT and the CBD Task Force.

Community Services Group and Community Facilities Trust (CFT) Projects

23. The status of these projects is as follows:

Fraser Park Sportsville Stage 2 – Multipurpose Sports Building

24. The CFT has now raised a total of $1.64m of its $3.2m target to complete Stage 2. Because of this progress the CFT awarded a conditional contract for the construction of the project to Armstrong Downes of Lower Hutt in November of 2016. The contract was conditional upon the CFT raising the balance of the required funds. Armstrong Downes and CFT are now working together to drive cost out of the building project to enable a start date of June 2017, subject to Council approval.

25. The CFT is also continuing with a fundraising campaign to raise the balance. An experienced fundraiser has been appointed along with additional administrative staff to assist him. The CFT is presenting to Council in May.

Walter Mildenhall Park Redevelopment

26. The main clubrooms, the three external greens, the tennis and petanque courts, landscaping, fencing and lighting are now complete and ready for fit out by the clubs. The built space is attractive, sunny and generously proportioned and represents a huge step up on the amenities of both the legacy club facilities.

27. The Naenae Bowling Club is now project managing the movement of the combined bowls clubs, petanque club and the RSA into the new facility.

28. Progress on the adjacent covered internal green has been slower than expected because of the 7.8 earthquake, the highly changeable weather over the summer, and four roof beams being built out of agreed construction tolerances. The out of tolerance beams have now been corrected and are being reinstalled on the site. Once these are in place the artificial turf will be installed under the completed roof.

29. Hawkins Construction regret the delay and will meet all costs involved in putting right the construction fault. Fortunately the design of the facility will allow club members to use the new club rooms and community facilities including the external greens and tennis courts, while construction work continues on the adjacent undercover bowling green.

30. Lastly, work on the driveway in from Vogel Street and the associated parking courtyard will be completed as soon as the construction activity associated with the indoor green is completed. This is expected to be by late July. Access to the site and approximately 50 car parks will however be available from Treadwell Street by the end of April.

Huia Pool Development

31. The project continues to progress and the building is almost enclosed. You can really start to see how the facility will finally look. Set out below are some of the major milestones that have been completed since the last update:

· The roof, cladding and 85% of the windows in the pool halls and gym have been completed

· The pool has been completed and is ready for the pool floor to be poured

· All blockwork for the changing room, foyer and plant areas have been completed

· All concrete around the poolside has been laid

· The ventilation plant has been put in to position

· Pre-wiring and plumbing for the building has started.

32. The project is currently on track for completion in late July 2017 and the budget is currently tracking a positive forecast variance.

Stokes Valley Community Hub

33. Contractors are on time with structural works due to be completed in May.

34. As noted, the contingency budget has been spent on asbestos removal and soft spots in ground. Only a small amount of budget risk still remains in the project as this is a design–build contract.

35. The temporary library continues to operate. In addition, Cheryl Murray (Community Facilitator – Projects) is based out of a container located in Scott Court two days a week as an initial point of contact for community. She will be hosting a range of other HCC officers in the container to provide outreach services and advice.

36. A series of community activities have been developed and delivered by the Libraries, Leisure Active and Community Partnerships and Relationships teams. Approximately 12 programmes and events will have taken place by the time the hub opens. In addition, several arts projects are in progress which will result in permanent installations at the new hub. These have been designed to reflect local culture and history.

37. Overall the project is tracking on time and on budget at this stage.

Healthy Families Lower Hutt

38. Smokefree Lower Hutt:

· Healthy Families Lower Hutt has joined the Takiri Mai te Ata Regional Stop Smoking steering group to strengthen collective efforts.

· We have commenced engagement in Wainuiomata regarding exploring designating areas of town centres smokefree. This has included connecting with Wainuiomata Ward Councillors, stakeholders and community champions. We presented to the Wainuiomata Community Board at its April meeting to get feedback and endorsement of a proposed engagement process.

· Cheryl Murray is leading engagement regarding designating areas of town centres smokefree in Stokes Valley.

· Parks & Gardens have installed metal smokefree signs at parks, playgrounds and beaches in Eastbourne. Wainuiomata and the North East will be the next areas to having signs installed.

· Libraries have been actively promoting smokefree areas.

39. Hutt Real Food Challenge

· On 4 April we held a successful Hutt Real Food Challenge public showcase where our six local teams presented their initiatives and their next steps to improve our local food system. Many of these initiatives will be seeking Council support going forward.

40. Go the H2O (water initiative)

· We are working with Leisure Active and other Councils and stakeholders to provide player of the day certificates which offer free pool entry as a healthy alternative to fast food sponsored certificates. This has been hugely successful with Wellington City Council and Upper Hutt City Council now also coming on board.

· We now have two portable hydration stations within Council for use by the community and organisations at their events and sporting fixtures to encourage water as the drink of choice.

· We are working with schools, workplaces and sporting organisations to support them to become pro water or water only settings.

41. Local Alcohol Plan

· We are working alongside Regional Public Health to encourage community to have their say on Hutt City’s Local Alcohol Policy.

Science & Technology Funding and Activity

42. Council allocated $160,000 in the 2016/2017 budget for projects related to Technology Valley. Projects include:

· A dedicated staff resource to focus on development of the STEMM business sector in the city.

· Mayoral Scholarships for the Open Polytechnic Graduate Certificate in Primary Science Teaching (ongoing programme).

· Scholarships for Lower Hutt resident students to study at Weltec’s School of Engineering. These are matched by industry in the city (ongoing programme).

· The Hutt Science Centre. 38 primary schools in the city are enrolled in the Hutt Science Centre programme and the resource centre has been expanded at Naenae Primary School. A professional development programme has commenced for primary and secondary school teachers. Hutt Science successfully applied for further funding totaling approx. $60K from MBIE to run a science programme in schools in the North East in 2017.

43. Manufacturing Accelerator

Creative HQ, is through a 12 month pilot programme called 1st Assembly at 125 High Street. 1st Assembly is running an active programme of startup meet-ups, manufacturing meet-ups and hardware themed workshops. 1st Assembly runs monthly "Hardware sessions" that link into Creative HQ's 1400-member "Startup Garage" meet-up group. Both Creative HQ and HCC are planning to continue 1St Assembly as a mechanism to support STEM businesses in Hutt Valley.

The space at 125 High Street now accommodates six ventures Conduce, Makegood, Fre3Formd, Quamcom, Yali, Simutech and temporarily housing NEC. Awareness has grown significantly as a result of the strong links that Lightning Lab Manufacturing formed with other stakeholders, such as the Hutt Valley Chamber of Commerce, Technology Valley Group, and Callaghan Innovation.

On 15th October 1st Assembly hosted an Open Day featuring hardware workshops and demos, opportunities to meet business start-ups and as well as activities for kids. Over 2,000 people visited the space throughout the day.

44. Maker - Space (Techshop) Feasibility - TechShop makerspace market assessment

A facilitated workshop was held with proposed stakeholders and representatives from industry on March 10 with the intention of finding common goals for a TechShop and establishing a group to help move the project forward and create individual business cases.

Initial feedback from the session suggested WelTec and the Open Polytechnic of New Zealand would like to be included in an establishment group. Further requested data is yet to be supplied to TechShop for them to complete the financial modelling.

Urban Growth Strategy Implementation

45. The Urban Growth Strategy 2032 was adopted in 2014.

46. Implementation projects being worked on include:

· Wainuiomata - extension of Wise Street – This work has been undertaken enabling the start of a consented 31 lot private subdivision on one of the landholdings along the extension. Other landholdings along this extension are considering future residential development.

· Upper Kelson – extension of Major Drive – currently working with owner on proposed plan change to enable this site to be developed into approx. 90 lots and brought to market.

Kaitangata Crescent, Kelson – existing consent for approx. 140 lots – Urban Plus and Council officers working with owner who is looking to bring a changed plan of development to Council increasing the number of lots to be developed to approx. 180.

· Stokes Valley – extension of Shaftsbury Grove – Urban Plus received an unsolicited offer for the Shaftesbury Grove site. Given the acceptable price being paid and that Urban Plus could no longer achieve the initial yield of sections anticipated due to ecological factors the sale to an experienced developer made sense. The agreement is still dependent on Urban Plus achieving a number of conditions.

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

· It is intended to continue the Development Incentives and Rates remission schemes until 30 June 2020. Consultation is underway with Annual Plan.

CBD

47. Current CBD Development activity includes:

· Hotel development – a new resource consent currently being processed.

· 2 Connelly Street – Construction underway

· Post Office Building – Completed

· Gibson Sheat Building – Car parking building completed

· Hutt Baptist Church – new façade and roof replacement work completed.

· Centre City Plaza – earthquake strengthening completed – earthquake damage repairs to car park completed; earthquake damage to commercial offices under repair.

· 531 High Street – lease to Kiwibank.

48. Retail activity in the CBD continues to be affected due to building damage and cordons resulting from the November 2016 earthquake. Marketview data shows 16% decline in spend in the month of February compared with the same month last year.

49. The Queensgate Shopping Centre reopened the remaining retail space on April 6 after completion of the demolition of the Event Cinemas and associated carparks building.

CBD Free Car Parking Trial

50. Free parking in the HC2 Shopper Parking Zone in the CBD ended 3 April 2017. Long term parking charges reverted to pre-trial levels as at 16 January 2017.

51. Council has asked officers to investigate a full city-wide review on the future parking demands the city will face and with results expected to be presented back to Council later this year for consideration.

CBD Bus stops

52. 2016 work commissioned by HCC and GWRC could not find evidence of significant road safety problems. However Colmar Brunton survey work showed that public transport is a major contributor to the economic activity in the CBD. Work on this project has been put on hold indefinitely.

Suburban Shopping Centres

53. Naenae Shopping Centre Upgrade 2015-2016 was completed during 2016.

54. Waterloo Shopping Centre (Trafalgar Square) 2015-2016 was completed during mid 2016. A further upgrade will be done to the western side (Birch Street) during early to mid 2017.

Petone 2040

55. Stage Two work is almost complete and a Council Briefing was given on 7 Feb 2017. Fifteen high level projects have been identified but require further analysis and development eg. Jackson Street, Heritage, Strategic Infrastructure Projects, and new Housing Areas.

56. A separate paper on this is before this Committee elsewhere in the agenda.

Options

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

Consultation

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

Legal Considerations

59. There are no legal considerations.

Financial Considerations

60. There are no financial considerations. All funding discussed in this paper has been approved at previous meetings or were reported as budget implications to Council on 16 February.

Other Considerations

61. 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.

Project	To be completed by 30 June 2017	Project completion date	Status
Events Centre	Significant progress in the structural construction of the Event Centre. Significant progress in the reinstatement of the Town Hall. Operational fit-out agreed.	Early 2018	Revised
Riddiford Gardens	Phase 2 works are now completed, apart from minor exterior works to toilet pavilion. Phase 3 works design and estimates almost complete.	March 2018	Phase 2 works completed. Design of phase 3 works almost complete with work to be priced by Naylor Love with work planned to commence in May.
Avalon Park	Hawkins has completed work on playground space. Design and estimates for next stage almost completed and ready for tendering.	June 2017	Playground stage completed. Design of next stage nearing completion. Works planned to start in April.
CBD Promenade - Design	Design and Costing stage	June 2017	On track
Regional Bowls Centre	Design complete. Fundraising 95% achieved	Target: Mid 2017	Late
Huia Pool Development	Construction 50% complete	July 2017	On track
SV Community Hub	Construction underway	September 2017	On track
Fraser Park Sportsville Stage 2	Detailed design 95% complete	2016/17 (funding dependent)	Late
UGS – Wainuiomata Wise St	Draft design and cost estimates completed. Discussions with residents commenced		Completed
UGS – Upper Kelson	Revised 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. District Plan team to progress Plan Change		Possible private sector development
UGS – Wainuiomata Development Plan	Plan being finalised		Completed. Coordinator appointed April 2016.

Appendices

There are no appendices for this report.

Author: Kim Kelly

General Manager, Strategic Services

Approved By: Tony Stallinger

Chief Executive

132 02 May 2017

City Development Committee

07 April 2017

File: (17/633)

Report no: CDC2017/2/72

Walter Nash Centre Update

1. This report provides an update to Councillors on the performance of the Walter Nash Centre after 18 months of operation.

Recommendation

That the report be noted and received.

2. Walter Nash Centre (‘the Centre’) has been operating for approximately 18 months at the end of March 2017.

3. This report provides an update on operations at the Centre.

Successes

4. When the new Centre opened it provided additional indoor sports space which was severely needed in the Hutt Valley. This has resulted in increased provision for our community across codes such as netball, basketball, floorball, futsal, volleyball and more.

5. The Centre has just reached a milestone of having one million customers through the door since opening. This vastly exceeds expected numbers for the centre.

6. Local ownership of the space is positive to see. Through delivery of initiatives, behaviour in and around the space, permanent display items developed during the initial opening period and the interactions between staff and customers it is clear that local people feel pride in this facility. Staff would encourage Councillors to come into the Centre to witness the number of users, particularly between 3:30pm – 6:00pm when local students are prevalent.

7. A range of programmes are delivered from the various spaces, including community led or driven. Some key examples of programmes are: Korikori kids which has now expanded to be delivered every day from the centre and has between 20-35 participants each day; a youth designed programme called “Journeys” deliver by BGI targeting Taita College students which works in depth with our local youth to build leadership, resilience and keep them engaged in our community; our Magic Card leader board which encourages local primary and intermediate aged students to read outside of school (holidays and weekends) to build up reward ‘points’ which enables them to ‘purchase’ services and items from the Centre; and an older adults table tennis league which occurs during the day and has up to 12 attendees who come in and play (somewhat competitively!).

8. Several significant events have taken place at the centre successfully including a Devilskin music concert, the National Secondary Schools Netball Competition 2016, Oceania Fencing Competition and Hutt Valley Sports Awards. Large scale, high profile events such as these are not only beneficial for Walter Nash Centre but also provide the Lower Hutt community wider economic benefit through visitors to the city, and a positive story/experience for users.

9. The centre is relatively full at peak times during winter. Off-peak times, and in summer there is still capacity to grow, although this continues to build momentum over time.

10. Key statistics regarding the number of hours booked since opening have been included below:

a. Courts 7,677 hours

b. Meeting spaces 4,962 hours

c. Whole complex 108 hours

Learnings and Challenges

11. In year one of operation (Sept 2015 - June 2016) budget management was a clear challenge. This was due to only a partial year of operation and the normal life cycle of new facilities which requires some build up time prior to reaching targets. The current year is tracking well, although a reduction in budgets for 2017/18 will be a test.

12. Reaching target numbers for fitness suite members continues to be a challenge. Fitness Suites operate in a hugely competitive market with 28 gyms in a 15km radius. The Walter Nash Centre Fitness Suite has a good space and high quality equipment; however it does not have the draw card of a pool as other fitness suites in the city do. The team continue to deliver a range of membership promotional activities and technology based incentives are being investigated for loyalty and rewards programmes. It is also important to note the gym also provides a key community service working extensively with target groups such as green prescription. As this is still in its infancy, the Fitness Suite will require several more years to fulfil its potential.

13. Staff levels at the centre have to be carefully monitored. In some regards we are a victim of our own success with pressure constantly placed on the team to be able to adequately deliver all core services, and host programmes and events to a high standard. The team is moving towards a one team culture, where they are operating as a single unit rather than separate offerings of fitness suite, library and front of house/events.

14. Our café continues to be a challenge. During summer months the operator runs at a loss while in winter it remains viable. We have actively supported them by ensuring all bookings which have a food and beverage requirement discuss this with them before final selection.

15. We can continue to build on our strong base of event and programme delivery. There is always opportunity to better link with other Council divisions and analyse community need in more depth to inform choices of delivery. We also have an increasing role to empower community to deliver their own activities from the centre.

16. Traditionally we have not been good at celebrating our own successes. The Walter Nash Centre needs to focus on positive communications and marketing pre and post delivery to ensure that the wider community recognise the high quality facility that is in their city.

Finances

17. Finances for the YTD 16/17 are listed below until end of March.

	YTD Budgeted	YTD Actual	YTD Variance
Centre Revenue	(280,000)	(259,000)	(21,000)
Centre Expenditure	1,009,000	906,000	103,000
Fitness Suite Revenue	(150,000)	(82,000)	(68,000)
Fitness Suite Expenditure	176,000	160,000	16,000
Total (Net Budgets)	755,000	725,000	30,000

18. Full year budgets for 16/17 and 17/18 are listed below:

	2016/17 Budget	2017/18 Budget
Centre Revenue	(410,000)	(390,000)
Centre Expenditure	1,349,000	1,176,000
Fitness Suite Revenue	(200,000)	(200,000)
Fitness Suite Expenditure	233,000	210,000
Total (Net Budgets)	972,480	796,000

Future Opportunities

19. Further enhancement in the provision of high profile events. These can sometimes be difficult to accommodate as the centre continues to build its user base however there is an appetite to support these especially during summer.

20. Focus on filling non-peak times. This is the challenge for all indoor facilities in New Zealand.

21. Continuing to improve the facilities on offer from the centre is a priority. Several key items have been listed to enhance our service levels. This includes retractable seating, investigating the potential of the north end of the old stadium, and enhancing the usability of the new stadium for non-sports events.

22. The single biggest opportunity is in the new division working in an integrated manner, incorporating the community relationships team with hubs. Moving towards a one team approach this will both broaden the services offered from our hubs and fine tune them to community need as well as build up capacity in the community to deliver its own services.

NZNB Secondary Schools 2016 - 3

Appendices

There are no appendices for this report.

Author: Mike Mercer

Divisional Manager Community Hubs

Approved By: Matt Reid

General Manager Community Services

Cr C Barry	Cr G Barratt
Cr M Cousins	Cr S Edwards
Cr T Lewis	Cr M Lulich
Cr G McDonald	Cr C Milne
Mayor W R Wallace (ex-officio)