Agenda of City Development Committee

8 01 May 2018

City Development Committee

27 March 2018

File: (18/491)

Report no: CDC2018/2/124

Riverbank Market

Purpose of Report

1. The purpose of this report is to seek a decision on the future of Riverbank Market (‘the Market”) activity.

Recommendations

That the Committee recommends that the Community Plan Committee:

(i) notes the Market is operated under a Licence which expires on 31 August 2019;

(ii) notes that the growth of the market has led to complaints from neighbouring businesses that it negatively impacts the operation of their businesses;

(iii) notes that a review of the traffic effects was undertaken and a traffic control response was trialled from 2 February 2018;

(vi) notes that the traffic control response appears to be effective in mitigating the road congestion;

(v) notes that the traffic control costs for the four week trial from 2 February were $18,634. Ongoing traffic control costs are $4,098.50 per market day amounting to $213,122 per annum; and

(vi) notes that these costs could be recovered (in part or whole) through the introduction of a user pays parking scheme during the hours of the Market on Saturday. Estimated revenue could be up to $5,186 (GST excl.) per market day. This $269,672 per annum revenue would cover the cost for the traffic control and any additional parking wardens.

(vii) either:

(a) agrees to continuing the Riverbank Market until 31 August 2019; or

(b) ceasing the market with three months’ notice to the licensor; and if (a)

(c) recommends to Council the introduction of user pays parking at $2.00 per hour in the Riverbank Market on Saturdays from 7am to 2pm; and

(d) make the necessary changes to the draft LTP as follows:

FY 2018/2019 Market traffic management - $183,122 (addn. cost)

FY 2019/2020 Market traffic management - $36,886 (addn. cost)

FY 2018/2019 Car parking revenue + $268,672 (addn. revenue)

FY 2019/2020 Car parking revenue + $46,674 (addn. revenue).

For the reasons:

· that traffic control measures for the Market are adding significant cost to the operation of the market which are currently unbudgeted; and

· these costs could be offset in whole or in part by charging users of the Market a small charge for parking in the Riverbank carpark on market days.

Background

2. The Riverbank Market (the Market) was established in November 2005 as a weekly flea market to operate on Saturdays between the hours of 8am-4pm. A resource consent was issued on 9 November 2005 (refer Appendix 1) to the then operator and remains the operative resource consent for the current market activity.

3. The Market operates under a Licence to Occupy (much like a lease), terminating on 31 August 2019 for which the Council receives a licence fee. The licence can be ended by either party by the giving of three months’ notice.

4. The Market operates predominantly as a fresh fruit and vege market supplemented by food stalls and some bric-a-brac. The scale of the Market has changed markedly since the original flea market. The current Market operates within the same location as the original flea market but attracts a significantly larger number of customers – sometimes as many as 10,000 visitors during the course of its operations on a Saturday which now commence from as early as 4.00am for setup and 6.00am for open for business.

5. The Riverbank Market has a social value for the community. It is estimated that on average 10,000 people attend the market on a weekly basis to purchase their fruit and vegetables from around the Wellington Region. In the public survey 72% of the respondents attend the market every week and almost 13% attend fortnightly. Of those attending 93% shop and nearly 30% come to the market for the food trucks. The Riverbank Market builds social capital and adds colour and vibrancy to the CBD.

6. The growth of the market has led to complaints from neighbouring businesses (refer Appendix 2) as to the traffic effects of the market, arguing that they negatively impact the operation of their own business.

7. A review of the traffic effects has been undertaken (refer Appendix 3) and a traffic management response has been trialled since 2 February 2018.

8. The trial appears to be effective in terms of mitigating the road congestion at Rutherford Street roundabout (refer Appendix 4) but does impose more of the effects on market goers. Continuing with this level of traffic management will add a significant cost to the operation of the market.

9. These costs could be recovered (in part or whole) by imposing a small charge for parking on the Riverbank Market users for parking during the hours of the market.

Local Traffic Context

10. A complaint received in April 2017 from Harvey Norman about the impacts of the traffic congestion on Saturdays at the Rutherford Street entrance to the Riverbank carpark requested a review of the existing resource consent.

11. Notwithstanding the complaint Condition 16 of the Resource Consent requires a review under Section 128(1) (a) (iii) of the Resource Management Act of 1991 of the conditions in the consent relating to the control of traffic, noise and health and safety within the first 12 months of commencement date and every two years from the date of the first review. The review can consider existing conditions of consent and may impose additional conditions to mitigate any adverse effect created by motorised vehicles and stall holders.

12. A traffic review was completed by Harriet Fraser Traffic Engineering and Transportation Planning September 2017. She assessed the Riverbank Market on 20 May 2017 between 7:30am to 2.00pm. The assessment included counts of traffic flows at both the Rutherford Street and Daly Street entrances to the Riverbank carpark, the demand the length of stay of vehicles and observed the pedestrian activity coming into and leaving the market.

13. NZTA crash database for the last five years shows there were seven reported crashes from Ewen to Melling Bridges on the road adjacent to the Riverbank on Saturdays. These crashes all took place during the operating hours of the Riverbank Market. There were no injuries reported.

14. The Melling Bridge is at or close to capacity on Saturdays: local traffic flows from Council counts are summarised below. These indicate that Melling Bridge operates near or at capacity on Saturdays between 12pm-5pm in both eastbound and westbound directions.

15. Peak eastbound traffic on Ewen Bridge on Saturdays lasts only for two hours between 11am-1pm. Westbound peak traffic is one hour from 12pm-1pm and does not indicate traffic flow has reached capacity.

Mitigation Options

16. Recommendations from the traffic assessment include:

i. On the advice of Council’s Transport Division the Option 1 layout was adopted but altered to have Rutherford Street a vehicle exit only and Daly Street a vehicle entrance and exit. The market area layout shifts slightly to allow for a one way lane beside the market area moving vehicle from the south end to the north end of the market. Parking is available and both south and north ends on the carpark.

ii. Harvey Norman Centre and other surrounding businesses increase and/or add signage that is more visible and with stronger messaging on their no parking for market shoppers. Signage was installed in the Harvey Norman Centre by 6 January, 2018. Harvey Norman have also put in place a procedure to close the access gate at 9:10am every Saturday morning to restrict market goers vehicles driving through the Centre’s exclusive-use car parking area.

iii. Surrounding businesses should consider clamping or towing to prevent repeat offenders.

17. The traffic control trial started 2 February 2018 with minor changes to Option 1 of the proposed mitigation options in the traffic assessors report. Market traffic would enter only at Daly Street and exiting at both Rutherford Street and Daly Street. The one way lane is placed on the river side whereby traffic can park in the north end of the Riverbank carpark.

Discussion

The Problems:

18. Conditions of existing resource consent have not been reviewed every two years as stated in condition 16.

19. Harvey Norman sought a review of resource consent believing the market activity is in breach of conditions 4, 6, 7 and 11 of their resource consent. They also raise concerns of the adverse effects the activity is having on surrounding commercial operations and the businesses located in the Harvey Norman Centre.

20. Undertaking our own assessment, we found the market is not in breach of conditions 4, 6 and 7 but is in breach of conditions 3, 11 and 16.

21. Condition 3 - Hours of operation as defined in the resource consent is 8am-4pm, currently the stallholders start to arrive at 4am and start trading once they are set up, approximately at 6am. The market closes at 2pm and the site is vacated by 4pm.

22. Condition 11 - Market staff to manage traffic within licenced area by employing two persons at their expense during the hours of operation. This does contribute to the traffic congestion and the traffic impacts of the market are causing effects outside of the licenced area as well, which were not being managed or likely to be manageable by the two market staff.

23. Condition 16 - Conditions of existing resource consent have not been reviewed every two years as required in condition 16 of the consent.

Options to Resolve the Problem:

24. Cease the market operation giving in writing a three month notice.

25. Council would at the least be required to enforce existing resource consent – the major issue under the current consent is the review required under condition 16. With regard to the control of traffic in effect has been undertaken. This effectively put us in the position we are now having identified there are traffic effects for which we now have a traffic control solution.

26. Council could require the operator to take on the traffic control requirements and cost. This would inevitably lead to a renegotiation of the contract and the possible loss of the market. (Currently the operator pays less to Council than the total of the traffic management costs so only has limited ability to offset the traffic control costs).

27. Council could continue to contract the traffic control for the market, continue to receive the current income from the operator and to mitigate or fully recover the cost of the traffic control by introducing paid meter parking in the Riverbank carpark on Saturdays from 7am-2pm. Metered parking areas are covered by Council’s Traffic Bylaw 2007 (adopted by Council 3 July 2007 and amended 20 November 2014) and that Council may by resolution specify the days and times for which fees apply to each metered parking area and may by resolution prescribe, abolish or amend fees as Council may reasonably require. Extra wardens may need to be rostered for Saturday shifts. This user pays solution passes the cost onto those who benefit most from it.

28. The market could be relocated to another location. A scan of the city facilities failed to identify any similar sized areas that the market could be relocated to in its current form. Between now and the date of the market licence expiring (31 August 2019) we should identify suitable locations and the future form and scale of the market which could include a number of smaller markets at multiple sites around the City.

Consultation

29. A public survey undertaken during the traffic control trial - 341 surveys were completed from the end of February. Of those 281 people provided negative feedback on various aspects of the market layout change and the traffic plan.

30. The Market operator and a stall holder representative were involved in weekly debrief meetings during the layout trial. It was continually mentioned that there was a decrease in customers and customer spend.

Legal Considerations

31. Council can take enforcement for breaches of the current resource conditions with the market operator.

32. Council can end the current market arrangements by giving three month’s written notice to the licence holder under the Licence to Occupy.

33. Council can by resolution introduce paid parking in the Riverbank carpark.

Financial Considerations

34. Traffic Management services for the trial were $18,634 for the four week trial. Ongoing costs are $4,098.50 per week. This increase in costs is related to extra barriers needed due to a change of layout by the market operator. $213,122 per annum. In addition, costs for the operation of the market less budgeted for FY2018/2019 $30,000 - net additional cost of $183,122. Additional costs for the financial year 1 July 2019 to 31 August 2019 are $36,886.50.

35. Costs for marketing and promotion of the traffic control changes were $5,486. This included print and radio advertisements and social media.

36. Based on car counts from Harriet Fraser’s May 2017 report where 1592 cars entered the north end of the car park and 1390 cars entered at the south end, most vehicles stayed less than an hour. Estimated revenue could be $5,186 (GST excl.) per market day based on a charge of $2.00 per hour. This $269,672 per annum revenue would pay for the traffic control and additional wardens.

Other Considerations

37. 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 meets the current needs of the community by ensuring that development is dealt with in a controlled and legitimate manner. It does this in a way that is cost-effective because it utilises a user pays model to cover the additional costs of traffic control.

Appendices

No.	Title	Page
1 ⇩	Riverbank Market Resource Consent	16
2 ⇩	Haines Planning 12-4-17 Riverbank Market	24
3 ⇩	Harriet Fraser Final Report May 2017 HCCRiverbankMarket4Sep17letterHF	30
4 ⇩	Riverbank Market Saturday 24 Feb 2018	39

Author: Cyndi Christensen

CBD Development Manager

Reviewed By: Gary Craig

Divisional Manager City Growth

Approved By: Kim Kelly

General Manager, City Transformation

41 01 May 2018

City Development Committee

21 March 2018

File: (18/430)

Report no: CDC2018/2/122

Options For Archives Storage, Office and Exhibition Spaces

Purpose of Report

1. This report advises Council of the recent fire engineer’s report on the risks in the current location, and seeks a decision on the future of the Archives facility and office, and provision of exhibition space, from the options presented.

Recommendations

That the Committee recommends that Council:

(i) receive the report;

(ii) notes the limitations of the current facilities;

(iii) notes the level of fire risk identified;

(iv) agree that the Archives will stay in the current premises for the duration of the current lease (until 31 March 2023) and that officers will work to relocate the Archives at that time; and

(v) notes that the Archives, Libraries and Museums will work together to organise shared exhibition spaces.

For the reason that recent advice has indicated a greater fire risk at the archives than previously understood. Mitigation options to reduce fire risk are limited and eventual relocation should be planned.

Background

2. Increasing usage of Archives by researchers and a number of projects to conserve, digitise, list and package archives to make them available, is putting pressure on available space and non-office space has to be used. For instance, contractors need to work in the truck bay, which is unsuitable for this purpose due to the extremes of temperature experienced, but is the only space available. In addition, exhibition space is limited to occasional use of pop-up shops.

3. The building housing the archives was not originally chosen for that purpose. Initially it was rented by Council to house surplus furniture and other items subsequent to the local body amalgamation in 1989. Over time it has been transformed into a passable facility for housing the archives, but it has always had limitations given that the building was not designed with the current usage in mind.

4. In terms of the NZ Building Code, officers consider that an archives building should be designated as Building Importance Level 3, “Buildings of a higher level of social benefit or importance… or fulfill a role of increased importance to the local community or society in general.” However, the current leased building would meet only Building Importance Level 2, “typical residential, commercial and industrial buildings.” Thus the building is adequate for ordinary industrial or commercial use (as is typical of the other nine units in the complex) but cannot meet Importance Level 3 as it should for the storage and preservation of archives.

5. Were Council to be looking for a dedicated archive facility today, the limitations of that building would rule it out of contention. While the facility has served Council well in the past, its limitations are becoming more acute and the need to plan to relocate is indicated.

Discussion

6. The public reading room at the Archives, recently refurbished by the landlord, is shared with staff. This puts pressure on the limited space which is required for multiple simultaneous and sometimes conflicting uses. The isolation from the CBD is restricting development of the archives as a public facility. This is compounded by the lack of public transport options (with the exception of the train on the Melling line, which is of limited use to Lower Hutt City residents).

7. Currently the facility has an adequate dock bay for storage of materials, a temperature and humidity controlled storage room for paper records and a staff office area on two levels, with the ground floor space shared with the public, internal Council researchers, and volunteers.

8. However, the facility is not in a separate fire cell but forms part of a single fire cell with four other units in the complex. There is a risk of fire spreading to the archives unit from the rest of the complex as it is not isolated from the four other units by fire walls. There is a fire wall separating the archives from the other fire cell in the complex, also containing five units. A major fire could spread rapidly through the common roof space from the other units in the same fire cell. Conversely, a fire commencing in the Archives unit could spread to the other units in the complex in the same way.

9. Fire regulations do not permit the suggested installation of an enclosed mezzanine floor in the storage area in order to create additional staff space for conservation and processing. This is because the extra area would put that section of the complex over its allowed maximum mezzanine space. Under the fire regulations, the five units in the fire cell are combined for calculation of allowed mezzanine space within that fire cell, hence use of mezzanine spaces in other units prevents Council from adding such mezzanine space in the Archives for its own use.

10. It is not possible to provide needed facilities in the current building, namely a small cool store for photographic materials (which need to be kept at a lower temperature than paper to preserve them properly), conservation and processing spaces (which need to be separate from other work areas to prevent cross-contamination), a digitisation area with space for the requisite equipment and a public reading room separate from the staff working space. Exhibitions of archives are not possible in the space available.

11. There is no exhibition area in the CBD for exhibiting the history of the Hutt. The popularity of recent “pop-up shop” exhibitions indicates that there is an opportunity for such activity which would bring more people into the CBD.

Options

12. Officers have considered a number of options for the future of the archives: accepting the current situation despite its deficiencies; making whatever modifications are possible within the existing building (although these will be limited in scope due to the constraints of the building); and relocating the archives to a new facility. The options would then be:

a. Make no changes and accept that the archives facility has a serious fire risk. This includes accepting the risk that the archives could be damaged or destroyed in whole or in part by fire. This includes the risk of damage by water or smoke even if a fire does not directly affect the archives material.

b. Explore the feasibility of modifying the current Archives facility to reduce exposure to risk by such changes as: putting in more fire proofing; enclosing plant, network and mains board in a fire proof cupboard; storing photographic materials in cool-store facilities off-site. A gas fire suppression system could be installed at an estimated cost (by Wormalds) of $100k. This equipment would be able to be relocated to a new facility. Contractors may be able to undertake some work in offsite facilities. While fire risks can be mitigated to some extent eventual relocation to a new facility will be unavoidable. Any modifications to the existing building to improve the staff working environment will always be limited due to the constraints of space and due to the fact that it is a leased facility. It should be noted that any modifications made to reduce fire risk internally does not resolve the problem of the archives being in a common fire cell with four other businesses. Any improvements Council makes may be countered by activity in any of the other four units.

c. Develop the current Archives facility to the accepted standard including fire rating for an archive facility. While this is perhaps physically possible (although that is not at all certain) it has been ruled out due to cost. Fire proofing the building structure to create its own fire cell and thus enabling the building of a mezzanine floor would cost in the vicinity of $500-800k, plus the gas suppression system at $100k. This is unrealistic since the Council only leases the building (expiring in 2023, with two extensions of 3 years each to 2029). This expenditure would become a sunk cost if the Council were to exit the lease.

d. Relocate to a new facility that meets the building standard for archives. This could be a leased facility which meets the required codes, a building constructed to Council requirements and leased long-term, or a building (new or existing) which would be owned by Council. In the latter case, this could be as part of another Council facility such as a community hub (eg, Naenae, but not Petone due to the tsunami risk factors).

13. Develop a new shared exhibition facility elsewhere together with the Settlers Museum and Library’s Heritage Group. The options for the location of such an exhibition facility include:

a. in the CBD as a stand-alone facility;

b. in association with the Memorial Library building;

c. in association with the Dowse Museum building; and

d. in association with the Petone Settler’s Museum building.

14. If a permanent exhibition space was not possible in one of the options above (under 13), a new shared exhibition facility could be provided in a replacement archives facility, in conjunction with the Dowse Museum and the Library’s Heritage Group.

Preferred Option

15. Given the constraints of the current building, relocation of the archives to a new facility which provides the necessary level of security against fire and enables provision of the required work spaces, public reading room and exhibition space, is necessary if the risks from fire are to be mitigated. A facility owned by Council would be the preferred option as this enables certainty of tenure and security with regard to risks, which would be harder to achieve with a leased building. At the very least, the replacement facility must meet the required codes.

16. Given the cost and time necessary to plan for and acquire a new facility (leased or owned by Council), it is likely that the archives will need to remain in the current facility, until the expiry of the current lease in March 2023. During that time, officers will work to plan, cost and secure funding for a replacement facility following these broad criteria:

a. a repository building of sufficient size, meeting the required codes for storage of archives and away from natural hazard zones such as tsunami, floods, heavy industrial areas, etc;

b. in an appropriate location to enable visibility and with access by public transport, preferably close to the CBD;

c. sufficient work space for staff and volunteers including conservation and preparation spaces and digitisation equipment;

d. suitable and adequate reading room space for researchers; and

e. exhibition space to be shared with PSM, Dowse and Library Heritage Group.

Outline of Estimated Timeframes

Business case for budget for new facility	2021
Commence preparation of collection for relocation	2022
Relocate to new facility	2023

Consultation

17. Council’s Facilities Manager, Derek Bradley, architect Campbell Garratt and fire engineer Herman Fong have been consulted on the building of a mezzanine floor and the fire rating requirements. They have given an estimated cost of $600K+. Courtney Johnson and Sandra Mann have indicated interest in participating in plans for a shared exhibition space.

Legal Considerations

18. Council is bound by the provisions of the Public Records Act 2005. In this respect, the requirements are:

a. Local authorities must create full and accurate records of their affairs [s.17(1)];

b. The Chief Archivist may declare that a local authority record is a protected record [s.40(1)];

c. No records may be disposed of without the authority of the Chief Archivist [s.18(1)];

d. All protected records (as in (b) above) must be maintained in accessible form so as to be able to be used for subsequent reference, until disposal is authorised [s.17(3)];

e. Local authorities must provide for the adequate protection and preservation of protected records in accordance with applicable standards or instructions issued by the Chief Archivist [s.40(2)];

f. Local authorities must classify records which have become a local authority archive as open access or restricted access [s.45(1)];

g. An open access record must be made available for inspection by members of the public free of charge [s.47].

19. Point (e) above is the central issue as it could be argued that Council is failing to provide adequate protection of protected records given the level of fire risk.

Financial Considerations

20. Current lease costs for the archives are $66,567 PA + GST. There will be a review of the current market rent on 1 April 2020.

21. Currently there are no funds allocated towards securing an improved facility for Archives. This will be considered in the next LTP process. Earlier exploration of options indicated that relocation costs alone could be in the order of $250,000. For instance, deconstructing the shelving and re-erecting it elsewhere was estimated to cost $30,000. Other costs include relocating climate control and other facility management equipment, as well as the transport costs for 11,000 cartons of sometimes fragile materials.

22. Given the cost and complexity of relocating an archival collection, this should only be undertaken with a reasonable expectation that the collection will not need to be moved again for at least 20 years.

23. Construction of a new building to Council requirements could be in the order of $3-5 million, but this could be reduced if constructed in conjunction with another facility such as a Community Hub, allowing sharing of services, customer parking etc.

24. Officers will prepare a more precise estimate of costs, along with development of more detailed proposals for relocation to include in the Long-Term Plan. The relocation should be completed by the time the current lease expires on 31 March 2023.

Other Considerations

25. 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. The legal considerations given above specify that local government archives must be preserved and made accessible to the public. All feasible options to address the fire risk will be undertaken in the current facility. Relocating to a building fit for purpose would ensure that Council is not exposed to the risk of losing valuable archival records to fire. The consequences of such a fire are evident in the impact on Council of the 1985 Petone Borough Council fire, which is still impacting on our ability to issue LIMS, Building Consents and other activities due to the absence of the required records.

26. In preparing this report officers have consulted the British Standard BS EN 16893:2018 “Conservation of Cultural Heritage – New sites and buildings intended for the storage and use of collections” and BS 4971:2017 “Conservation and care of archive and library collections.” These specify current best practice in managing archive and library collections to ensure their long-term preservation.

Appendices

There are no appendices for this report.

Author: Jennie Henton

City Archivist

Reviewed By: Chris Gousmett

Corporate Information Manager

Approved By: Lyndon Allott

Chief Information Officer

Attachment 1

HVCC six monthly report update - overview

Update from the Chamber – overview 2017

The 2017 year has been eventful and interesting year here at the Hutt Valley Chamber. Increasingly people are seeing the Hutt Valley as the place where business is being done in the Wellington region. We represent a true microcosm of what is behind our country’s economic recovery and growth. With the Hutt Valley being “The Engine Room” of the Wellington region! We are seeing a significant number of businesses from throughout the region and further afield proactively engaging with us, wanting to find their niche and bring their value to our community.

The 2017 year has been one in which, along with maintaining delivery of a level of service expected by Members, your Chamber has not rested on its laurels and has been addressing service improvements which will see it continue to excel as a high performer in the Chamber movement. Whilst the year has been one which has presented a number of distractions, including the disruptions that continued for Hutt Valley businesses following on from the 14 November 2016 Kaikoura magnitude 7.8 (M_w) earthquake.

Membership

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

During the year membership reached 715 although this dipped slightly as at year end to 706. As with any Membership organisation the membership fluctuates for a wide variety of reason and in your Chambers case there is an approximate 14% annual turnover. Whilst it is disappointing that the goal for the year of achieving growth targets in both Partnerships and General Membership by 100 net was not met, membership has remained buoyant. With proposed initiatives, outlined earlier, it is believed this will greatly enhance our drive for increased membership.

Membership growth initiatives for the year continue to include:

· Monthly campaigns with incentives to join

· Loyalty programme for long serving members.

· Our New Member functions continue to attract a wide variety of types of businesses from all over the Wellington Region.

· Meridian Energy partnership both in savings for power and crediting their power accounts up to $600 for two years depending on usage (120 members have to date taken up this opportunity which is exclusive to Members)

The geographical membership representation is;

Lower Hutt 68.2%

Wellington 16.8%

Upper Hutt 10%

Porirua 1.8%

Kapiti 1.5%

Beyond Wgtn 1.4%

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

Events

As 2017 was a year in which Central Government elections were held the Chamber hosted a meet the Hutt Valley candidates’ breakfast in July 2017 to assist Members in their understanding the policies and directions of each of the parties representatives, contesting the October 2017 General Elections. It was pleasing to have achieved 5 MP’s representing the Hutt Valley electoral area who should count for a greater focus on the needs of the Hutt business and residential communities.

In 2017 we delivered more than 54 events and hosted 5037 people.

Some of our key event highlights and celebrations of Business were:

· Golf Day

· Wellington Region Business Hall of Fame

· Wellington Regional Business Expo

· Wellington Region Business Excellence Awards

· BNZ Technology Series

· Political speakers – Jonathon Coleman, Paula Bennet, Steven Joyce, Simon Bridges, Nick Smith, Jacinda Adern and Andrew Little

· Women in Business lunches – 3 x lunches – Speakers were Kathy Tracey, Amanda Santos , Miranda Harcourt

· Community Volunteers & Charity afternoon tea with Petone Working Men’s Club ,

· Pacific Exporters Network Lunches

· New Members functions

Training

With a heavy focus on Learning and Development we have been able to offer a wider range of workshops at different levels for different partners, members and service providers. With the challenge of embedding these back in the work place. We have delivered over 40 workshops and trained almost 562 business people in 2017.

Advocacy

Once again the chamber has been very active in our business advocacy role for the community. We have made numerous submissions on various planning, zoning, infrastructure, and investment issues, which affect the business community valley-wide and within the wider region. We meet with various bodies, individuals and organisations representing the interests of the business community.

Some of the areas covered include;

· Consultation/submissions on roading issues including;

o Cross Valley Link

o Grenada to Petone Link- this project is looking fragile with significant cost creep due to geotechnic issues. The Chamber has proposed in a number of forums that this links positioning should be readdressed to align with the Dowse Interchange thereby providing better alignment with the cross valley link.

o Melling Interchange

o Korokoro – Ngauranga Cycleway (W2HV Link) which offers an opportunity to create a further and necessary southbound traffic lane to relieve peak hour congestion

o Combined Chamber submission to Government to act decisively and with urgency in addressing the solution to the loss of the Manawatu Gorge connector road

· Annual Plan submissions to Upper Hutt and Lower Hutt City Councils (Encouraging infrastructure and appropriate development work along with addressing rating differentials which place a disproportionate imposition on commercial and industrial ratepayers)

· Living Wage submissions to ensure that the Hutt City Council appreciated the significant impact that a decision to adopt the Living Wage would have on ratepayers – Worked with Council’s Working Group looking into the implications of imposing on Council contractors a requirement to pay the Living Wage

· Reengagement with WREDA with that organisation participating in both the Expo and Business Awards events

We will continue our work in this area on hot issues such as local government annual plans, long term plans, regional economic development, and transport/ infrastructure development, among other issues.

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

Our contact with MSD to help place the long term unemployed into employment was renewed in July 2017 to June 2018. This continues to be a valuable and highly successful service for both local employers as well as people seeking work.

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

Fostering our Technology Core

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

Looking forward to 2018 the next 6 months.

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

With the departure of our Chief Executive Officer after almost 5 years in the role the Chamber has taken the opportunity to look at its structure and service delivery offerings, as a result and with changes made to take effect from March 5 we will have a more focussed effort into ensuring we are in a strong position to lead our local business community and engage with those that affect us.

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

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

Thank you for your ongoing support.

Area of Focus 1 – Grow Science, Technology, Engineering and Manufacturing Businesses
Provide improved infrastructure and amenity for science, technology, engineering and manufacturing businesses to establish and grow in Lower Hutt.	Assist Council to grow the annual Hutt STEMM Festival promoting science, technology, engineering, manufacturing and maths to eventually become a national event. Advocate with Government Ministers, MP’s and agencies on development of the Gracefield Innovation Precinct occupied by Callaghan Innovation and Victoria University. Promote the establishment of other citywide technology requirements e.g. UFB; Wi-Fi Sense. Participate in a feasibility study for establishment of a makerspace/Techshop type facility/activity to support local businesses and advocate for its establishment in Lower Hutt.	2015 onwards 2016 onwards 2016 onwards Start 2016/End 2017	Meet growth target for event as determined between HCC and HVCoC Future development of the Callaghan Innovation precinct Further technology trials in Lower Hutt Makerspace/improved access to technology hardware in Lower Hutt	The Chamber team work organisers and festival enablers alongside the Hutt City Council and participating Businesses to create uptake, involvement and participation. The Chamber is advocating at any opportunity and interaction with central Government and continues to push for greater enhancement and upgrades to make the Callaghan precinct a more attractive asset to the City. The Chamber works actively with key stakeholders and businesses to enable and establish greater uptake and participation of Tech requirements especially in the UFB and Wifi space. Chamber advocates when and where required by Council from time to time as a key driver of support for initiatives.

Attachment 2

Progress Report on Work Plan HVCC 2017-2018 as at 31 December 2017

Area of Focus 1 – Grow Science, Technology, Engineering and Manufacturing Businesses
Objectives	Actions	Timing	Measure	Commentary
Grow the number and size of science, technology, engineering and manufacturing businesses in Lower Hutt	Promote Technology Valley Inc. entity and activities through Chamber channels Support Technology Valley Inc. through the provision of secretariat services and other support as required. Hold regular events showcasing Hutt based technology companies Promote Council’s Incentivises for specific science, technology, engineering and manufacturing businesses to move to/stay in Lower Hutt. Leverage off our international relationships with Tempe (USA), Minoh, Japan and Taizhou, China; and through local embassies etc. to develop business opportunities and investment in the city. Promote high value sectors including research, science and technology. Promote science, technology, engineering, and manufacturing sectors and businesses in the city. Encourage Government Ministers, MP’s and senior Govt. Staff to visit Hutt’s STEM businesses and agencies to increase recognition of Hutt City as a centre of STEM.	Ongoing Ongoing 2016 onwards 2016 onwards Ongoing Ongoing Ongoing	Successful establishment of TV brand and activities Provision of secretariat services No of events Additional investment in STEM businesses Ongoing – 2018 potential China visit planned Participation of Chamber and business community in international relationship opportunities Use of Chamber channels to promote STEM sectors and businesses No. of visits by Govt. officials.	The Chamber maintains the data base, communications and promotion of Tech Valley Inc in addition to providing support & secretariat functions and has a Chamber Board member representing it on Tech Valley Inc. The Chamber hosts 4 regular BA5’s Tech series of events throughout the year known as the BNZ Tech series. The promotion of Councils incentives for STEM related businesses and opportunities are an ongoing part of Chamber correspondence & communication with our networks, contacts and businesses throughout the year. The leveraging of International relationships, sister cities and growth opportunities is worked on by project with council. (This is a work in progress with no further update to add) The Chamber continues to promote Hutt City and STEMM sectors as a high end opportunity for staying here and also for new Businesses to re-locate here in the Hutt amongst its networks and contacts. The Chamber has very solid and active relationships with Central Government, Ministers and MP’s and hosts them on a regular basis with events and visits. We also ensure business visitation by opposition MP’s to our Hutt based Businesses on a regular basis and have more recently hosted opposition MP’s at events in their own right.

Area of Focus 1 – Grow Science, Technology, Engineering and Manufacturing Businesses
Objectives	Actions	Timing	Measure	Commentary
Increase the percentage of Research and Development (R&D) spend in local science, technology, engineering businesses	Investigate with businesses opportunities for improving R&D expenditure and increasing R&D activity in local high/medium tech businesses Assist Callaghan in connecting with local businesses to capitalise on R&D	2016/17 2016 onwards	Use Chamber surveys to determine opportunity for increased R&D activity and improved R&D expenditure Improved connection between Callaghan Innovation and Lower Hutt business community	The Chamber regularly surveys its members on topics, in addition to our quarterly surveys. Results from these are shared, published sent to media and followed up and feedback on as we look for the opportunities and to voice the opinions of Businesses. The Chamber does refer business through Callaghan innovation and is trying very hard to improve relations and connections. This requires ongoing work. We have recently started to work with WREDA as they re-engage with the Hutt Valley. Its early days but positive so far for the Hutt Business community.

Council Officer Commentary

TVA & STEMM Festival – The Chamber’s marketing of this event to members and the broader business community were key to ensuring high levels of participation in 2017 and will again be critical to the success of the multiple events in the planned month long 2018 festival currently being planned for May.

Innovative Young Minds – The Chamber supports the development of this programme for encouraging young women into STEMM sector roles.

BNZ Technology Series – the Chamber continues this series showcasing Hutt Valley technology and science based businesses. These are well attended events showcasing world class businesses and entrepreneurs resident in the Hutt Valley.

The Chamber continues to advocate for the redevelopment of the Callaghan Innovation Gracefield campus and uses the opportunity of its regular political series to do this with leaders of various parties and ministers of the government.

The Chamber CEO has been a foundation member of the Hutt Science advisory board, regularly attends those meetings and has assisted with avenues for possible business support for the programme.

Area of Focus 2 – Rejuvenate the CBD
Objectives	Actions	Timing	Measure	Commentary
Increase the number of jobs in the CBD	Support the establishment of a hotel in the CBD to support the increased demand for bed nights generated from activity in the new events centre Support and participate in initiatives to improve the amenity of the central CBD to attract businesses e.g. smart tech building precinct, improvements to the urban environment including promoting walking and cycling access, public art Support and promote the establishment of shared working spaces in the CBD Support the CBD Development manager to fill office space via targeted approaches to possible tenants and through working with building owners and developers	2016 onwards 2017 onwards 2015 onwards 2016 onwards	Successful establishment of more accommodation in the CBD Participation and representation in initiatives Work with Council on promotion and establishment of shared workspaces Participation and promotion of initiatives to fill CBD office space	The Chamber provides support to Council and the Business community to generate establishment and uptake of both the Hotel and Events centre. The Chamber is very active in its support and participation to improve the amenity value of the CBD, and works alongside Officers and stakeholders in this regard. Chamber Team work well with City development team, developers, landlords and businesses regards to tenancies and opportunity.
	Support the CBD Development Manager’s retail focussed promotions Promote and support Council’s About Space and Business Boot Camp programmes Help Council lobby central government Ministers and MP’s and agencies with regards to moving central government jobs to Lower Hutt	Ongoing 2016 onwards Ongoing	Promotion of retail focused promotions Participation in and promotion of Business Boot Camp programmes Relocation of central government jobs to Lower Hutt	Chamber promotes all CBD officers initiative’s through its network as they arise Chamber works with City development officer on programs actively p promoting and hosting them throughout the year Chamber Team works with Gary Craig and his team to ensure every opportunity for any crown job relocation has the Hutt on its radar as a destination.

Area of Focus 2 – Rejuvenate the CBD

Objectives

Actions

Timing

Measure

Commentary

Increase the number of people living in the CBD

Advocate for and promote enhanced public transport links to and from the CBD

Encourage business responses to Council’s review of the Transport Chapter of the District Plan to recognise and plan for public and active modes of travel in the CBD and look at parking requirements for new and redeveloped apartments in the CBD

Promote and support Council’s CBD events programme

Provide business input into the review by Council whether to continue to provide 5 years rates remission for residential/commercial development in the CBD

Participate in feasibility study for establishing student accommodation in the CBD

2016 onwards

2016 - 2017

2016 onwards

2016-2017

Improved public transport links to/from CBD

Chamber channels used to encourage submissions from the business community

Use of Chamber channels to promote CBD events

Use Chamber surveys, forum and channels to provide business views on continuation of development incentives

Active participation in Council feasibility study

The Chamber holds and hosts Transport forums as required and is very active in its submissions as a result and encourages actively the views of businesses also be put across jointly & Individually

Chamber does this actively and on an ongoing basis.

The Chamber uses all its marketing Channels to support and promote Council content

Chamber tailors surveys to members asking for feedback on relevant topics to aid a business participation and view

Ongoing as required by Council from time to time

Area of Focus 2 – Rejuvenate the CBD

Objectives

Actions

Timing

Measure

Commentary

Increase Council investment in the CBD

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

· Business Boot Camp

· 1^st Assembly

· Kai on High Street (food trucks)

· Making Spaces (pop up retail and F&B)

Advocate for and promote awareness across the business community the Riverlink project development including flood protection by GWRC, establishment of a promenade by Council with adjacent apartments/commercial space and improved connection to the CBD by NZTA.

Promote awareness to the business community of Council’s programme of investment in the CBD including;

· new Events Centre and Hotel

· Riddiford Gardens as a key part of the Civic Precinct

Through use of focus groups, hosting workshops for the business community and generating responses from the business community.

Ongoing

2015-18 consult

2019-2022 build

2017

Maintain participation rates and improve quality of applicants

Use Chamber surveys, forum and channels to provide business views and input on Riverlink project

High level of awareness within the business community of Council’s investment programme

Chamber Team are active contributors, Participants and hosts, partnering with Council teams over all initiatives.

Chamber participation, Input and responsiveness is high with HCC, NZTA, GWRC and the wider community. We host, Facilitate, feedback, survey and advocate.

As above

Council Officer Commentary

The Chambers marketing channels are used to promote Council events and programmes and the CEO is involved in the Business Boot Camp Lion’s den.

The Chamber provides continued support for the development of the Events centre and associated hotel in the CBD as generators of economic activity and renewal of the city’s facilities.

The Chamber provided business views for Council’s 2017-2018 Draft Annual Plan matters impacting business e.g. development fee and rates remission extension and using the Chamber to use its reach to canvass the business community.

Riverlink Project – as this project nears final preliminary design stage and Council approvals the Chamber will be instrumental in achieving broad understanding in the business community of this project and the implications for the CBD and business community in the city.

Area of Focus 3 – Stimulate Development & Growth

Objectives

Actions

Timing

Measure

Commentary

Increase the number of commercial and industrial developments in Lower Hutt.

Assist where appropriate to facilitate timely redevelopment of large, relevant sites e.g. ex- Housing New Zealand land

Identify and introduce property and business owners (including Iwi) to Council to look at opportunities for relocation to or development in the city.

Advocate on infrastructure development to regional and national leaders and agencies including the Cross Valley Link to improve traffic movements across the Valley, facilitate access to Seaview/Gracefield and support the Petone Vision mixed development and amenity.

Ongoing

2016/18 - investigate and design

2024-2027 - build

Involvement in development opportunity discussions with Council and developers

Introduction of property and business owners

Submissions made.

Use of Chamber surveys, forum and channels to provide business views on infrastructure development in the city and wider region.

This work is ongoing with the Chamber contributing fully when and where possible and as opportunities present.

Chamber is a great conduit for introductions to Council Officers and connecting opportunity through to Council with property & Business owners as it presents.

The Chamber is very active in its views/submissions to agencies on Infrastructure not only for the city but the wider region.

Area of Focus 3 – Stimulate Development & Growth

Objectives

Actions

Timing

Measure

Commentary

Support and incentivise development and developers in Lower Hutt

Promote the Development Incentives for CBD and wider Lower Hutt until 2017 and after if continued.

Promote the Rates Remissions for Economic Development across the city

Promote the Development Liaison Manager role to developers and other parties and after if continued.

Promote awareness within the business community of proposed and recently adopted District Plan changes. Keep Council abreast of business community perceptions of RMA and consenting issues.

Ongoing to 2020

Ongoing

Ongoing to 2020

Ongoing

Use of Chamber channels to promote Development Incentives for CBD and wider Lower Hutt

Use of Chamber channels to promote rates remission across the city

Use of Chamber channels to promote Development Liaison role

Use Chamber surveys, forum and channels to provide business views and input on District Plan changes affecting business

The Chamber uses its network and reach to ensure Councils voice, Incentives, remissions and opportunities are put in danger of being seen, heard or read as required.

The Chamber will run specific targeted or pointed survey as required to gather information on topics relevant the keeping the Council informed of the views and issues facing the business sectors and wider community

Area of Focus 3 – Stimulate Development & Growth
Objectives	Actions	Timing	Measure	Commentary
Support for council led rejuvenation and integrated facilities developments in the wider city.	Support Council and CCO led projects including Walter Nash Centre, Naenae Bowls Centre, Stokes Valley Hub, Huia Pool redevelopment and other projects aimed at rejuvenation of the city.	2015–2018	High level of awareness within the business community of Council’s investment programme	The Chamber plays an active part of ensuring the investment by Council in both the Business and wider community is seen and recognised focussing on the good oil and positive side of growth in the City.
Increase the number of tourism products in Lower Hutt	Participate in the development of a Hutt City Tourism Plan by Council to provide direction for Tourism development in the next five years and provide clarity about the relevant level of activity Promote new tourism product in the city e.g. heritage, adventure, cycling. Provide commentary and support when appropriate to increase promotion of tourism products including the new Events Centre	2016-2017 Ongoing	Participate in and provide business views on development of Tourism Plan Use of Chamber channels to promote new tourism product in the city and increase promotion of tourism product.	Not yet commenced Ongoing and as required participation from the Chamber is provided.

Council Officer Commentary

The Chamber continues to support the Council’s renewal of its facilities and in particular the Events Centre which will drive increased economic activity in the CBD.

The Chamber provides leads on business intentions for growth; relocation; etc. to Council’s City Development team.

The Chamber continues to use its strong political connections to advocate for the relocation of Government services and offices to Lower Hutt in support of CBD rejuvenation and fulfilling the aspiration of Council’s Making Places 2030 Plan and also for the redevelopment of the Callaghan Innovation Gracefield campus.

The Chamber has made submissions on various large infrastructure projects which impact the Hutt Valley.

Area of Focus 4 – Continue Business Support
Continue to provide support to local businesses	Regularly liaise with Council on respective business visits and issues being raised with business community. Undertake regular business confidence survey with local businesses and publish results. Work with Council to establish a business communications programme to target and bring in businesses outside of Lower Hutt Promote employment recruitment programmes including Mayoral Taskforce for Jobs (Wainuiomata) and actively seek among the business community opportunities to get young people into work experience and / or employment situations with local employers. Promote Council’s environmental sustainability programmes with local businesses to support their need to show environmental responsibility Promote 1^st Assembly business incubator to provide incubation services for Lower Hutt start-ups and look for opportunities for established businesses to mentor resident businesses. Support Regional Gold Awards Hold annual Business Awards & Business Hall of Fame events.	Ongoing Ongoing 2016-2017 Ongoing Ongoing 2016 onwards 2016-2017 2016-2017	Regular meeting with DM City Development and relevant team members Share regular business survey result with Council Participate in establishment of a communications programme. No. of successful placements Use of Chamber channels to promote Council’s environmental sustainability programmes. Use of Chamber channels to promote 1^st Assembly incubation services. No. of successful nominations of Lower Hutt businesses for Regional Gold Awards. Success of annual business awards and Hall of fame events.	Regular monthly meetings are held, with the inclusion of many other meetings outside of this across multiple team members being the norm. Chamber delivers survey and results every quarter The Chamber participates in targeted business communications with HCC Chamber CEO is on the Board of MTFJ and he and Team actively run/support through Chamber employment and recruitment programmes for local businesses and residents Ongoing and as required promotion of programs is carried out Chamber actively promotes 1^st assembly. Chamber works closely with Council in supporting Regional Gold Awards and the inclusion/nomination of Hutt Businesses Chamber hosted very successful awards dinner at Expressions in 2017 the evening was a great success. Hall of Fame was hosted in June 2017 at Silverstream retreat with a further 8 Businesses inducted. Inductee’s now total 24 businesses.

Area of Focus 4 – Continue Business Support

Objectives

Actions

Timing

Measure

Commentary

Continue to provide support to local businesses

Regularly liaise with Council on respective business visits and issues being raised with business community.

Undertake regular business confidence survey with local businesses and publish results.

Work with Council to establish a business communications programme to target and bring in businesses outside of Lower Hutt

Promote employment recruitment programmes including Mayoral Taskforce for Jobs (Wainuiomata) and actively seek among the business community opportunities to get young people into work experience and / or employment situations with local employers.

Promote Council’s environmental sustainability programmes with local businesses to support their need to show environmental responsibility

Promote 1^st Assembly business incubator to provide incubation services for Lower Hutt start-ups and look for opportunities for established businesses to mentor resident businesses.

Support Regional Gold Awards

Hold annual Business Awards & Business Hall of Fame events.

Ongoing

2016-2017

Ongoing

2016 onwards

2016-2017

Regular meeting with DM City Development and relevant team members

Share regular business survey result with Council

Participate in establishment of a communications programme.

No. of successful placements

Use of Chamber channels to promote Council’s environmental sustainability programmes.

Use of Chamber channels to promote 1^st Assembly incubation services.

No. of successful nominations of Lower Hutt businesses for Regional Gold Awards.

Success of annual business awards and Hall of fame events.

Regular monthly meetings are held, with the inclusion of many other meetings outside of this across multiple team members being the norm.

Chamber delivers survey and results every quarter

The Chamber participates in targeted business communications with HCC

Chamber CEO is on the Board of MTFJ and he and Team actively run/support through Chamber employment and recruitment programmes for local businesses and residents

Ongoing and as required promotion of programs is carried out

Chamber actively promotes 1^st assembly.

Chamber works closely with Council in supporting Regional Gold Awards and the inclusion/nomination of Hutt Businesses

Chamber hosted very successful awards dinner at Expressions in 2017 the evening was a great success.

Hall of Fame was hosted in June 2017 at Silverstream retreat with a further 8 Businesses inducted. Inductee’s now total 24 businesses.

Area of Focus 4 – Continue Business Support
Continue to make it easier for businesses to do business	Advocate to government regarding law changes to simplify business processes	2016 onwards	Ongoing	Ongoing collaboration with Chamber, Business, community opposition, Central Government and Council continued throughout 2017

Area of Focus 4 – Continue Business Support

Objectives

Actions

Timing

Achieved

Commentary

Continue to make it easier for businesses to do business

Advocate to government regarding law changes to simplify business processes

2016 onwards

Ongoing

Ongoing collaboration with Chamber, Business, community opposition, Central Government and Council continued throughout 2017

Council Officer Commentary

The Annual Wellington Regional Business Excellence Awards were organised and hosted by the Chamber at Expressions in Upper Hutt in November 2017. This was the largest business event in the Hutt Valley this year with over 400 guests in attendance. Lower Hutt based Metco Limited took out the Supreme Business Excellence Award.

The 3^rd Wellington Regional Hall of Fame Awards were held in late June with 8 businesses from around the region inducted including 5 Lower Hutt businesses – Label & Litho, Macauley Metals, Metal Art Ltd, Pertronic Industries Ltd and Sanpro Industries.

The Business Expo 2017 was held in September. The event which has grown year on year was held at the Westpac Stadium due to the large number of business exhibitors (over 130). The event was well attended.

The Chamber runs a MSD supported programme to place unemployed people back into work in the business community. This programme was renewed for a further year by MSD from 1 July 2017.

The Chamber CEO sits on the board of the Mayoral taskforce for Jobs – Wainuiomata

The CEO and Div. Mgr City Development regularly meet (at least monthly) to discuss issues of the moment and upcoming matters. The Chamber CEO and staff have good contacts within the Council and have direct contact with relevant officers.

73 01 May 2018

City Development Committee

16 April 2018

File: (18/618)

Report no: CDC2018/2/123

Wainuiomata Development Plan - Update

Purpose of Report

1. This report updates the Committee on progress on the Wainuiomata Development Plan, the community’s vision, and an outline of work ahead.

2. Members of Love Wainuiomata Incorporated will attend this meeting to speak to the report.

Recommendations

It is recommended that the Committee:

(i) notes the ongoing voluntary work to progress the Wainuiomata Development Plan; and

(ii) notes the community vision and the Love Wainuiomata Incorporated’s work completed to date.

For the reasons:

1. that the Wainuiomata Development Plan has been a unique community led approach and through partnering with Council has led to high engagement on the economic future of the suburb; and

2. that there is currently no further funding for the Wainuiomata Development Plan beyond FY2017/2018 and Love Wainuiomata Incorporated’s is prepared to continue to lead further activities to realise the long term vision of the Wainuiomata Development Plan.

Background

3. A group of Wainuiomata community members have championed a vision for their community in response to initiatives detailed for Wainuiomata in Council’s Urban Growth Strategy 2032. Their journey is documented in the Wainuiomata Development Plan and updates reported to this Committee meeting on 22 September 2015 and 28 February 2017

4. The community Steering Group has formed an incorporated society named Love Wainuiomata Incorporated (LWI) to champion and oversee the Wainuiomata Development Plan (WDP).

5. LWI meets regularly to guide the development of the WDP, manage their coordinator, meet with council officers and ensure progress on the work streams of their action plan.

Discussion

6. The focus for FY2017/2018 has been to build on the momentum of initial projects and concepts articulated and the WDP community engagement. A part-time coordinator is responsible for delivering on opportunities and activities identified in the WDP, reporting to LWI.

7. LWI continues to be inspired by the place making activity in other NZ towns and groups such as Focus Paihia who have demonstrated leadership by creating activities to inform future planning and more permanent and larger scale development. The group has adopted several guiding principles to inform their strategic approach and projects. These include:

· taking an “Asset Based Community Development” approach: building on assets rather than filling weaknesses;

· ensuring projects are owned and led by the local community;

· creating activities that are catalyst (or template) for further related work,

· always engaging wide participation;

· fostering organic processes allowing things to bubble up authentically rather than forcing things creating long term investment in ideas;

· being inspired globally with best practice examples; and

· seed-funding projects that are matched and/or attract further funding to maximise funding from Council.

8. LWI has worked with other organisations that have themselves led or are leading new activity contributing to the WDP work streams. Highlights for FY2017/2018 have included:

· a modular Queen Street social streetscape plan informed by concepts from the 7 Day Makeover led by global placemaking expert David Engwicht;

· adding to the Queen Street’s vibrancy; by installing a new street flag system, erecting a Queen Street entrance sign, repainting bollards and inspiring new community events such as Rural Fest and Wainuiomata Christmas;

· partnering with Council and Wainuiomata Lions for construction of a free BBQ as the first module of the Queen Street social streetscape plan;

· promoting a Wainuiomata destination guide and launching a new tourism and lifestyle website lovewainuiomata.co.nz;

· creating a “valley with a big heart” brand used across marketing material and to inform a consistent experience and “look and feel” for LWI projects such as construction materials; and

· continuing to foster engagement and partner with Wainuiomata organisations.

9. LWI has a number of ongoing projects and have identified several future projects to continue to work towards outcomes in the WDP. These include:

· leading the completion of the Wainuiomata Welcome Sign after overcoming technical challenges to deliver on the original concept;

· championing further capital improvements within the Queen Street streetscape plan;

· further promoting Wainuiomata and creating destination, infrastructure that leads to more visitors and increased spend;

· investigation of activities on the shared path;

· place-making activities and events in Queen Street;

· working with Wainuiomata Trail Project to realise the park’s potential; and

· supporting the development of a potential New Zealand Heartland Ride trail up Wainuiomata Coast Road to connect to complete a loop to the existing Remutaka Cycle Trail.

10. A number of developments identified by Council including potential development by the new Wainuiomata Shopping Centre owners and Council’s community hub development will also support achieving the WDP.

11. Activity in FY2017/2018 is the third of three years of allocated funding.
LWI will be submitting to Council’s Draft Long Term Plan for funding to build on the foundation LWI has created and to realise the medium to long term aims in the plan.

Consultation

12. LWI regularly seek input from the community through their Facebook pages or getting direct input into projects from businesses or volunteers. LWI use lovewainuiomata.com as well as their Facebook page as the two main portals for information, news and activity milestones as well as regularly appearing in the Wainuiomata News.

13. LWI present regular updates to the Wainuiomata Community Board, are an active Wainuiomata Community hub partner and engage regularly with a large number of community organisations. These include: Queen Street businesses, real estate agents, Wainuiomata Shopping Centre, Homedale businesses, Rimutaka Forest Park Trust, Wainuiomata Rural Community Association, Wainuiomata Social Services network, community constables, Lions Club of Wainuiomata, Wainuiomata Historical Society, Wainuiomata RSA, Wainuiomata Trail Project, Tihei Rangatahi, Development Wainuiomata, Wainuiomata Marae, Life City Church, Wainuiomata Arts Network, and Hutt City Council officers.

Legal Considerations

14. There are no legal considerations at this time.

Financial Considerations

15. Total funding of $160,000 (including a $60,000 carryover) for the WDP activities was allocated for FY2017/2018 in the Annual Plan.

16. There is no further funding allocated beyond FY2017/2018.

Other Considerations

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

Appendices

No.	Title	Page
1 ⇩	Love Wainuiomata Inc - 2016-18 action plan update	77

Author: James Lamb

City Promotion Manager

Reviewed By: Gary Craig

Divisional Manager City Growth

Approved By: Kim Kelly

General Manager, City Transformation

Attachment 1

Love Wainuiomata Inc - 2016-18 action plan update

LOVE WAINUIOMATA INCORPORATED
ACTION PLAN 2016-18

Derived from the Wainuiomata Development Plan September 2015.
Submitted to the HCC City Development Committee Meeting Feb 2017.
Updated April 2018

€

APPROACH	OBJECTIVE		ACHIEVEMENTS
KEEP THE MOMENTUM
Our group’s purpose and goals are clearly defined and constantly communicated to (and are understood by) our community – and the newly elected Council continues to believe in our approach and Strengthen our group and leading Council to Wainuiomata’s collective vision using an agile partnership approach	Reposition ourselves as Love Wainuiomata to reinforce a progressive and unambiguously named group advancing our vision	✓	· Renamed group to Love Wainuiomata for woder appeal and application. · Created a “Wainuiomata – valley with a big heart” brand to promote a proud suburb and used on t-shirts, marketing material, presentations.
	Keep others informed of projects and progress towards our vision on our website and key channels	✓	· LWI website lovewainuiomata.com with project news and vision kept up to date. · Community engagement via LWI Facebook (1800+ likes, regular 4000+ post reach) and local media coverage.
	Create a regular series of communications to promote positive change in Wainuiomata and showcase a proud community and demonstrate locals making Wainuiomata better everyday	✓	· lovewainuiomata.co.nz launched to promote lifestyle and destination · Regular project updates in Wainuiomata News, LWI Facebook and on website. · Project update guide to 5800 Wainuiomata mailboxes · Co-led "What Next Wainuiomata" public meeting March 2017.
	Establish a Trust or Inc. Soc entity and build a capable entity that’s seen to get things done	✓	· Wainuiomata Development Plan Community Steering Group established LW Inc in 2016 · Regular liaison with council staff. Council officer workshop held to share renewed vision in 2017.
	Inspire Wainuiomata with our a Make Stuff Happen Coordinator	✓	· Coordinator hired in April 2016. Works part time. ($30,000p.a) · LWI prioritises this work plan.
	Collect a constant stream of success data and report to Council as our core-funder	✓	· Activity and regular reporting to council and CDC meeting.
PROMOTE A CONNECTED LIFESTYLE / NEIGHBOURHOOD
We’re constantly joining the dots for our community to inspire locals to support local, grow each other’s capability, maximise activity potential and promoting Wainuiomata as a choice for smart buyers	Connect local community groups and share tools to progress a united community	✓	· Initially held regular quarterly “connected neighbourhood” meetings for key organisations to establish partnership potential. Progressed to targeted project meetings. · Working with HCC officers to co-manage projects. · Regular updates and engagement with the Wainuiomata Community Board. · Active Wainuiomata Community Hub partner · Connecting with local businesses including Wainuiomata Shopping Centre Manager, Development Wainuiomata, PestProof, Queen St businesses, real estate agents, Homedale businesses. · Connecting with local groups including the Lions Club of Wainuiomata, Wainuiomata Historical Society, Wainuiomata RSA, Wainuiomata Trail Project, Tihei Rangatahi and the Wainuiomata Social Services network, Grey Power, · Seek feedback from Wainuiomata Community Constables · Coordinator attended the Placemaking Hui, Palmerston North, with Wainuiomata Community Hub manager
	Leverage the Development Wainuiomata networking group to develop local business awareness and collaboration	−	· Regularly attend DW networking events and presented re: key LWI projects. · Providing engagement opportunities with events, Pop-Up Christmas, Rural Fest & 7 Day Makeover · Opportunity to leverage DW business network and drive more business collaboration.
	Work with Real Estate agents to promote lifestyle and attraction of Wainuiomata assets and help create tools to assist promoting living here	✓	· 3000 fliers printed and actively used by real estate agents at open homes including agent-customised versions now paid for by agents. · Lifestyle photos available as shared resource for local groups, businesses promoting suburb. HCC and WREDA also using.
CREATE A VIBRANT TOWN CENTRE
Articulate a living vision for our town centre and build placemaking activities that inspires others to redefine the people back to the town centre and redefine	Continue to create a spatial plan for future development and HCC officers and all other relevant agencies are engaged with spatial plan. Refresh town centre vision and summary spatial plan using workshop output and refine via 7 Day makeover.	✓	· Captured makeover ideas into vision for town centre. · Sought further input from council urban design and place-making specialists. · Created a Queen Street social streetscape plan that pulls together community's vision, the WDP, makeover learnings and draws on HCC expertise. Offers modular, staged development to rejuvenate Queen St for locals and visitors and is the key focus 2018-2021.
	Spearhead vibrancy and activate phase 1 of development plan with business	✓	· Installed six macrocarpa table / bench seats and umbrellas on retail side in May 2017 and bean bags supplied to library. · Installed Flagtrax system for easy swapping out of street flags. New LWI flags designed and installed. · Freshened up original makeover poles and bollards with green work to align to “Valley with a big heart” brand. · Designed, consented and installed Queen Street entrance wayfinding sign. · Developed community BBQ with Wainuiomata Lions support as first module of the Queen Street social streetscape plan. Installation begin April 2018. · Macrocarpa taxi passenger bench installed for seniors. · Igniting and supporting new community-led event Rural Fest and “Wainuiomata Christmas” · Wainuiomata promotion posters in empty shops / during construction of new stores. · Working with Wainuiomata High School – doing mini-makeovers creating pallet furniture & beautifying the Fairy Garden, and engagement re the Queen St plan · WiFi potential investigated. · Basketball hoop installed behind the library and getting heavy use - now partnering on a mural to drive positive engagement with young people.
	Enable local business, property owners, schools and community to be part of the change	✓	· Queen Street 7 Day Makeover (led by global place-making expert David Engwicht ) held in September 2017 with 100+ participants generating a further $35,000 in-kind support from community. New lounger / bench seats, bollards, fairy garden, outdoor furniture painting, entrance carving, play structures ($27,000)
GATEWAY: MAKING OUR HILL FUN
Champion the Hill so it’s known as a positive and collection of active experiences and develop a concept for a series of iconic wayfinding further in to the community	Get the Welcome to Wainuiomata sign up and lead thinking around enhancing new infrastructure for best effect	−	· Initial champion for “Welcome to Wainuiomata” sign design competition - started by Harcourts Wainuiomata. · Now leading project and secured additional funding for installation and caretaker of the community-voted concept. LWI allocated $10,000 to support this project. · LWI has committed extensive work to acquire wood and to engineer the project. Totara log now acquired. · Concept for activating the shared path on hold due to delay in construction. · “Pukeatua” sign installation for lookout atop Wainuiomata Hill Road. · #pukeatuachallenge walking and running times leaderboard installed at top of hill.
	Investigate wayfinding concepts that pull people further in key parts of suburb	✓	· To be scope upon completion of hill shared path construction.
TOP DESTINATION: MORE VISITOR SPEND & STAYS
Grow greater awareness, participation and pride from locals. Set up a group of collaborative operators who grow their engagement in the tourism ecosystem at local, regional and international levels.	Work with local businesses and providers to ‘package up’ Wainuiomata experiences and encourage visitors to stay longer and spend more.	✓	· Created “Valley with a whole of heart” brand to use across marketing material and inform consistent decisions around material used in projects. · 9000 destination pocket guide / maps distributed across suburb and businesses – including 6000 mailboxes in 2017. · Produced t-shirts with , donated to volunteers and sold as a fundraiser. · Wainuiomata operator networking workshop held. · 24/7 information point, map and guide holders installed at library entrance. · A0 Wainuiomata destination sign panels installed at Homedale & Waiu MTB Park and at inside library. · Supported separate Homedale volunteer group who see the importance of location as a gateway: o mini-makeover projects including planter boxes, bench staining, tidying up buildings and displays promoting Wainuiomata activities o replacement mural project collaboration with volunteers and HCC, including engagement with the community to choose the design elements and pick the winning design
	Work with Hutt City Council tourism team to increase visibility of Wainuiomata product and experiences	✓	· Launched new destination website at lovewainuiomata.co.nz · Assisted to get 8 Wainuiomata listings in new LH visitor guide. · Created professional Wainuiomata photo library and shared with HCC and WREDA. · huttvalleynz.com/Wainuiomata feature created using LWI Wainuiomata map · Will support scoping of NZCT Heartland Ride status for Wainuiomata with HCC now that hill shared path construction is underway.
	Survey in Wellington, Hutt etc on view of Wainui + assets.	✗	· Not yet actioned.

81 01 May 2018

City Development Committee

14 November 2017

File: (17/1739)

Report no: CDC2017/5/307

Petone Recreation Ground - Grandstand Update

Purpose of Report

1. This report provides feedback and information on the condition of the Petone Recreation Ground grandstand. It also outlines options for consideration and seeks agreement to engage with the community on these options.

Recommendations

That the Committee:

(i) notes that the Petone Recreation Ground grandstand at some time soon will need significant capital investment if it is to continue to be used by the public;

(ii) notes that the grandstand is approximately 80 years old, while it is functional and meets the current building standard, there is a need to invest in the asset if it is to be retained;

(iii) notes that officers consider it timely to review the operational relevance of the grandstand and have obtained cost estimates to undertake work on the building;

(iv) notes the options and rough order costs detailed in the report; and

(v) requests officers to engage with Petone Recreation Ground users, the Petone Community Board and Petone 2040 before reporting back to Council with a recommendation on a preferred option and timing.

Background

2. Officers have previously advised that once a decision on the likely location of a Petone Sportsville development was known, consideration of the future of the Petone grandstand would be made. While a final official decision on Petone Sportsville will not be known until after the Long Term Plan (LTP) process, the use of the grandstand for such a purpose has been ruled out by the Petone Sportsville committee. This report considers the circumstances and issues surrounding the future of the grandstand.

3. The Petone Recreation Ground grandstand, built circa 1939, is one of three grandstands managed and maintained by Council. The others are situated at Hutt Recreation Ground and Fraser Park. The latter is earmarked to be demolished once the Fraser Park Sportsville building has been constructed and opened.

4. Petone grandstand has a seating capacity of around 1000 seats. Over time the viewing area of the grandstand has been used less and less by spectators. It is used during the winter season only. General observations suggest up to 80 spectators use the grandstand on a given winter Saturday (April to August). This use is for a maximum period of four hours each Saturday for viewing of games on the number one rugby field. The grandstand is not used during the summer months.

5. The ground floor changing rooms, showers and toilet facilities have a far greater use as they provide facilities for players and match officials, particularly for winter sport, for the entire Grounds. During winter there are four senior rugby fields and three junior fields.

6. Programmed maintenance of the grandstand has occurred at regular intervals with the main works over the past 15 years being as follows:

· 2003 – Roof replacement;

· 2009 – Interior repaint;

· 2010 – Exterior repaint/glass replacement;

· 2017 – Replace boilers; and

· 2018 – Balustrade replacement.

7. As well as these works seismic strengthening was undertaken in 2014. A report completed by an independent engineer identified the grandstand as being below the minimum building standard and recommended work to improve the buildings structural integrity. The work involved seismic strengthening and increased the buildings overall NBS (new building standard) rating from 11% to 34%, which is the current minimum statutory threshold. Council’s Environmental Consents team encourages building owners to achieve a minimum 67% NBS.

8. The Consents team has also advised that the New Building Standard, which determines the minimum legal thresholds for buildings is likely to change in the next 3-5 years. Any change to the Standard is likely to shift the minimum threshold and as such will automatically put the grandstand’s seismic rating at risk of falling below the new minimum threshold. Essentially, a legislative amendment will change the grandstand to a non-complying building, thereby requiring further work to be done if it is to be retained as a public facility.

9. Some preliminary work has been undertaken to identify options for the future of the grandstand, anticipating that we will need to deal with this issue in the next five years. The options have been reviewed by a quantity surveyor for cost estimating purposes.

10. It makes sense that whatever seismic work is undertaken that a form of internal refurbishment is also considered. It has been 30 years since the last major refurbishment was undertaken. Costs for such work have also been included in the rough order of costs.

11. A health and safety incident in April 2017 involving the balustrade, also contributed to the review of the grandstand. Council’s Building Division, as a part of the health and safety incident investigation process, informed officers that the balustrade does not comply with current building standards and must be replaced if the grandstand (public seating area) continues to be used by the general public. This work is being completed at a cost of $70,000.

12. In general the options for the Petone Recreation Ground grandstand are as follows:

· Option One - Retain the grandstand in its present form, improve the seismic standard to 67% NBS and complete an internal refurbishment;

· Option Two - Demolish the grandstand section only and retain the ground floor toilets and changing rooms; construct a new roof and concrete bleachers. There are two concept plans showing a proposed building design;

· Option Three – Demolish completely the existing grandstand and construct a new toilet and changing room facility with bleachers for spectator viewing; or

· Option Four – Retain the grandstand in its present form without any structural improvements, undertake maintenance at the current levels and reconsider decision when legislative changes are on the horizon. This is considered to be a “do nothing” approach.

13. Council officers are currently working with interested clubs on a shared sports pavilion at the Northern end of the park. Their ambitions are for shared clubrooms, recreation hall and shared changing rooms to support use of the park. If this proposal is progressed it would mean changing rooms will be provided at both ends of the Petone Recreation Ground which would add value to users. Option Three is based on replacing the existing grandstand building with a smaller facility taking into account this proposal. The new sports pavilion would also provide an alternative venue for users while construction is undertaken on the grandstand project, in whatever form that may be.

Discussion

14. The Petone Recreation Ground is used all year round formally by sports codes rugby, cricket, touch football, rugby league and informally by walkers and students at Weltec, while casual bookings make up a small percentage of use e.g. marching teams. The ground is the largest flat open green space in the Petone area available for use by the public.

15. The ground floor of the grandstand provides toilet and changing facilities predominantly for rugby players while the winter sports code spectators are the main users of the grandstand. The first floor is used regularly during the winter season by the Petone Rugby Club to host special guests and ‘old timers’. The Petone Rugby Club has indicated an interest in retaining the seating area of the grandstand.

16. Every three to five years officers engage consultants to undertake building condition surveys of the Parks assets. The 2017 report estimated that a minimum expenditure of $880,000 + GST would be required to maintain the building over the next 10 years, excluding any costs for capex (eg, structural improvements to improve earthquake capabilities).

17. Given the relative cost to maintain the facility versus the actual use of the grandstand area some serious consideration needs to be given to the future use of the grandstand particularly if it is to be retained in its present form without any improvements.

18. Grandstands generally were built during an era when large crowds would regularly attend sports games and events at sport venues. While it continues to be functional, the frequency of use of the covered grandstand area has diminished.

19. Council in the past 10-15 years has progressively repurposed, demolished or programmed to remove the covered seating parts of grandstands. The grandstand at Fraser Park is programmed to be demolished once the Sportsville facility is constructed, while the covered seating section of the grandstand at Memorial Park was removed in 2004 and office space constructed atop the changing rooms.

20. It is clear from Council’s investment in multi-purpose facilities like Fraser Park Sportsville, that covered seating grandstands are relevant only to the extent that Council has historically provided such facilities.

Options

21. Officers consider there are four primary options to consider with a rough order of costs (ROC). All costs including a margin for consents, design, professional fees and contingency.

· Option One - Retain the grandstand in its present form, improve the seismic rating from current 34% to 67% NBS and complete an internal refurbishment.

ROC - $4.4M

· Option Two - Demolish the grandstand section and retain the ground floor toilets and changing rooms; construct a new roof and concrete bleachers at the front of the building, new pedestrian paths, improve seismic rating to 67% NBS.

ROC - $3.8M

· Option Three – Complete demolition of the existing building and construct a new facility including toilets, changing rooms, storage space, and concrete bleachers. This option could be a smaller facility with less changing rooms, eg, six changing rooms instead of the current 12, if the proposal by Petone Sportsville to construct new facility is funded.

ROC - $2.2M to 2.6M

· Option Four – Retain the grandstand in its present form without any structural improvements, undertake maintenance at the current levels, re-consider decision when legislative changes are on the horizon. This is considered to be a “do nothing approach”.

ROC - $880 K over the next ten years

Consultation

22. There has been limited consultation with some users. Officers propose to engage with governing sports codes, the main users of the facility, the Petone Community Board and Petone 2020.

Legal Considerations

23. As the grandstand is a public facility, Council is obliged to ensure the safety of the facility for its users in addition to considering the future function of it.

24. Should the legislative framework around seismic strengthening change in the next three to five years as anticipated, the grandstand will fall below the standard. The grandstand will become an earthquake prone structure and require Council to close it, or reconsider implementing one of the options noted above.

25. Once the balustrade is installed, the building will satisfy the requirements of the current building code. Any change to this legislative framework, which advice indicates is likely to happen in the next three to five years, will likely render Petone Recreation grandstand a non-complying building.

Financial Considerations

26. The financial costs range from $4.4M to $880k. Depending on what option is adopted, if any, the costs for such a project could be funded across a number of financial years:

· Year 1 – planning, design, consents and tender process; and

· Year 2/3 – staged construction due to the scope of the works and likely time needed to undertake the work.

27. As an interim measure and because the building satisfies current Standards, a decision on funding could be made at a later date. It would however, be prudent for Council to consider signaling its intention to address the issue by including some provision in future budgets.

Other Considerations

28. 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 reviews ageing community infrastructure owned and managed by Council.

Appendices

There are no appendices for this report.

Author: Aaron Marsh

Asset Manager, Parks

Reviewed By: Bruce Hodgins

Divisional Manager, Parks and Gardens

Approved By: Matt Reid

General Manager City and Community Services

87 01 May 2018

- City Development Committee

09 April 2018

File: (18/465)

Report no: CDC2018/2/126

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

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 Committee 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 were adopted from 1 July 2012. Council approved continuing the Development Incentives and Rates remission schemes until 30 June 2020.

5. As of this financial year – 1 July 2017 to 30 June 2018, 50 new applications have been received. Fees and rates waived and grants made are 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	34	33	1
New non-residential building or building extension of at least 500m2	7	6	1
A conversion of a building from any use to residential apartments	0	0	0
Total City Wide	41	39	2

Rates Remissions and Economic Grants for Economic Development Purposes	Appns	Approved	Declined
Rates remissions	4	4	0
Economic Development grants	1	1	0
Total	5	5	0

	Appns	Approved	Declined
Total All Policies	50	48	2

Fee type remitted 1 July 2017 – 31 March 2018	$ Amount
Rates remissions	$169,592
Economic development grants	$36,036
Development contributions	$781,562
Reserve contributions	$773,895
Resource consent fees	$134,545
Building consent fees	$345,391
TOTAL	$2,241,021

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	$1,137,747
FY2017-2018 (Year to date)	$2,241,021

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. Additional remissions were approved for another three year period at the Annual Plan 2017-18 including the introduction of Economic Development Grants. A proposal to suspend the Policy from 31 December 2018 is being consulted on in the draft Long Term Plan (LTP) 2018-2028.

Town Hall and Events Centre

8. Since the last report:

a. the atrium roof works are complete;

b. plasterboard linings to toilet areas to allow for secondary acoustic wall;

c. Town Hall Roof Steel Upgrade complete, Ground Floor Foyer Concrete complete, New roof complete;

d. timber framing and Gib to Town Hall Grid complete;

e. Events Centre wall framing and linings commenced, in-ceiling services commenced, birdcage scaffold removed; and

f. exterior curtain walls complete.

9. The programme has been further delayed due to the complexities of the project. Practical completion is now scheduled to be at the end of June 2018, rather than the previous reforecast of late May. Handover to the Manager is now planned for the end of June.

10. The work in the upcoming period will include:

a. bleacher seat area solid plaster reinstatement;

b. theatre services structural steel fabrication;

c. truck dock finishings; and

d. café finishings.

CBD Promenade – Riverlink

11. August 2018 is expected to see Riverlink progress from Preliminary Design into Detailed Design/RMA Consent Phase.

12. 2018 key dates are:

· 27 April Riverlink Prelim Design Workshop (HCC Councillors invited).

· July tbc GWRC endorsement of Riverlink Prelim Design.

· 3 July City Dev Committee endorsement of Riverlink Prelim Design.

· 24 July HCC endorsement of Riverlink Prelim Design.

· 16 Aug GWRC approval to start Detail Design/RMA Consent Phase.

13. Current Programme.

14. HCC deliverables through Riverlink (HCC $39M LTP funding).

· Promenade Andrews Avenue to Margaret Street.

· Margaret Street West Upgrade/Reconfig.

· Dudley Street Upgrade/Reconfig.

· Andrews Ave Upgrade/Reconfig.

· Pedestrian/Cycle access ramps and stairs at Andrews Avenue and Margaret Street.

· Pedestrian/Cycling Bridge over river.

· MSE Wall Margaret to Andrews Avenue.

· MSE Wall Andrews Avenue to Jinas.

· Landscaping, paths and facilities in Riverplain reconfiguration.

· Acquisition of Daly Street properties.

· Project Costs (design/legal/engagement/consent fees etc,).

15. The following are also funded in HCC’s LTP.

· Melling Bridge contribution $6M

· Riverbank Car Parking $0.8M

· East Access Route $3.5M

· Stormwater $2M

16. The following are not funded in HCC’s LTP. These works have been identified or further confirmed as the project as progressed as opportunities. Some of these projects could be funded from a range of sources.

· Promenade - Andrews Avenue to Jinas and Margaret Street to Melling.

· Laneways and East/West walk/cycle connections CBD to River.

· Train Station – moving Melling Station and new station.

· Bus Interchange/connections

· Capital works west side of river.

· Possible demonstration property development (incentivisation).

17. Melling Interchange: July 2018 NZTA will have a preferred option which will go to the NZTA Board for a decision during Nov 2018.

City & Community Services Group and Community Facilities Trust (CFT) Significant Projects

18. The status of these projects is as follows:

Riddiford Garden

19. Phase 3 construction works began in September 2017 following an extensive value engineering process. Both bridges have been installed across Opahu Stream. New paths have been poured and a concrete base for the paved water feature has been established. The water feature design has been finalised and the plant has been ordered. Services or ducting for them have been laid and covered in the eastern end of the landscape construction site.

20. Along the south side of Laings Road a new kerb has been formed. Work on the raised crossing between the Event Centre and the Dowse Square will take place in April. After this, car parking along the edge of Laings Road will be developed.

21. Landscaping work is progressing well and Naylor Love expect to complete the hard landscaping in June 2018. Some planting may occur in July 2018.

Avalon Park

22. Tenders closed for the third stage of upgrade works for Avalon Park at the end of October 2017. Downer NZ Ltd began work on site 29 January 2018 and is on track to complete the contract by 30 June 2018.

23. The work involves replacing the timber bridge with an accessible feature bridge, hard and soft landscaping around the model boating pond and updating the landscape furniture.

24. Bulk earthworks were completed 9 April. Topsoil has been spread to the required levels across most of the northern part of the construction site and the new lawn areas will be seeded in April. The new feature bridge will arrive on site in April.

25. Downer and Healthy Families are working together to take advantage of the high profile and Downer’s presence on site to promote a smokefree message as part of the nationwide Smokefree May campaign.

Fraser Park Sports and Community Hub

26. The Fraser Park Sports and Community Hub is well under construction with approximately 41% of the building now completed. The majority of the building structure, including the first floor and roof beams, are now in place.

27. Fundraising for the project is also going well with “only” $927,935 now to be raised to meet the agreed budget of $13.1 million. Funds raised from small Hutt City businesses who have agreed to sponsor parts of the project have now reached over $387,000. Total fundraising for the project has now reached $2,172,065.

Wainuiomata and Petone Sportsvilles

28. Wainuiomata Sportsville is currently consulting with clubs for sign off on operational modelling. This is likely to be completed in May. Preliminary design work for Wainuiomata will commence after this sign off.

29. In the case of Petone an alternative development option is being explored with stakeholders. If an alternative development option is the preferred scenario then Council will need to consider and endorse this alternative before any further work is undertaken.

30. $300,000 in this year’s budget will not be expended this year and will be carried over for design work next year.

Healthy Families Lower Hutt

Smokefree Lower Hutt

31. Insight gathering in Wainuiomata has prompted a review of signage and messaging and we are in the process of localising the ‘proud to be smokefree’ brand to incorporate different communities and graphics. We have learnt that ‘smokefree’ can be misunderstood as ‘free to smoke’ for some population groups and that the international ‘no smoking’ sign is still the most effective and recognisable sign.

32. ‘Smokefree May’ campaign will focus on increasing awareness of our smokefree spaces and places.

33. We have had enhanced engagement with over 40 businesses that offer outdoor pavement dining. There are currently seven premises that are 100% smokefree and a further four that we are working with.

34. Queensgate has voluntarily erected no smoking signage in the car parking area and management has agreed to supplement these signs with the ‘Lower Hutt proud to be smokefree’ signage around the mall, including the Bunny Street bus area.

Play in the Hutt

35. Play in the Hutt is a collaborative initiative between Hutt City Council’s Active in the Hutt team, Sport NZ and Healthy Families Lower Hutt.

36. We have been exploring what the state of play is in our neighbourhoods in order to understand parents/caregivers and children’s experiences, attitudes and beliefs around play.

37. We have been on the ground gathering insights in Naenae, Alicetown and Tirohanga and at various events.

38. Key findings and barriers include parents do not allow their kids to go play or hangout unsupervised and many reported that they are ‘scared of cars, traffic and strange people’. From a child’s perspective, their barriers to play are that they are not allowed to go outside to play and hangout. Many also reported that they are too busy with homework and chores and too busy on video games, computers, iPod and iPad/tablets.

Science & Technology (STEMM) Funding and Activity

39. Council allocated $115,000 in the 2017/2018 budget for projects related to STEMM. Projects include:

· Hutt STEMM Festival – Planning is now well underway for the 2018 festival which will be commence on 2 May and run over through to 31 May. Over the month a series of events will be held with appeal for a full range of the community from schools to businesses. This will be the largest and longest STEMM Festival we have held to date.

· Hutt Science Programme – over 40 primary schools in Lower Hutt are currently enrolled in the Hutt Science Programme and since February 2018 all primary schools in Upper Hutt are part of the programme (funding provided by UHCC). The resource centre has been expanded at Naenae Primary School to cope with this expansion of the programme. A professional development programme for primary and secondary school teachers is now well developed along with a mentoring programme for secondary school science scholarship students.

An independent evaluation report was commissioned from Evaluation Associates to review the programme – the summarised findings were:

The conclusion of this evaluation is that the Hutt Science programme has significantly improved schools’ delivery of science over the two and a half years it has been in place. This has been achieved by providing the necessary experimental resource kits and by supporting teachers’ use of them through professional learning and guidance. The strategic resourcing has influenced three areas: greater engagement in science teaching and learning, inclusion of science in schools’ programmes and the direction of science curriculum development. The Hutt Science programme has positively impacted on teaching and learning in classrooms, increasing both student interest and engagement in science. The principals, teachers and students who participated in the evaluation all acknowledged that there was has been a good shift in their schools’ ability to deliver quality science programmes in the classroom.

· The Innovative Young Minds (IYM) programme designed to encourage young women to explore science, technology, engineering, mathematics and high-tech manufacturing - fields we call the STEMM sector. The week-long residential programme is open to female Year 11 and Year 12 students in the Greater Wellington region and runs during the July school holidays each year.

The programme is only open to young women, because females are under-represented in the STEMM sector and we want to change that. Increasing female participation in STEMM will mean greater innovation and economic success for everyone.

Run jointly by Rotary Hutt City and Hutt City Council, our goal is to inspire young women to consider careers they may not even know exist by interacting with the diverse STEMM businesses, research organisations and education providers that our region is known for!

40. 1^st Assembly – Innovation Hub

Due to the unknown NBS rating of the building hosting 1^st Assembly at 125 High Street alternative premises with a certified minimum of approximately 70% NBS rating were located and in March 1^st Assembly made the move to new improved premises at 33 Waterloo Road.

The space accommodates ventures Eight360, Makegood, Fre3Formd, Qamcom, and Simutech and a range of startups in Creative HQ’s start-up programme.

Regular mentoring clinics are being held with established but early stage businesses as they focus on growth.

A regular programme of workshops and events is in place.

Urban Growth Strategy Implementation

41. The Urban Growth Strategy 2012 - 2032 was adopted in 2014. It targets 6000 new residential dwellings built by 2013 (average 300 pa.) and a population of at least 110,000 by 2032.

42. Progress to date:

New Residential Dwellings Completed (net after demolitions/removals):

· Year to 30 June 2013 179

· Year to 30 June 2014 198 Cumulative 377 Average p.a. 187

· Year to 30 June 2015 258 Cumulative 635 Average p.a. 212

· Year to 30 June 2016 232 Cumulative 867 Average p.a. 217

· Year to 30 June 2017 325 Cumulative 1,192 Average p.a. 238

No. of new dwellings consented:

· 12 Months to 30 June 2015 338 (Dept. of Stats) Average p.a. 338

· 12 months to 30 June 2016 445 (Dept. of Stats) Average p.a. 391

· 12 months to 30 June 2017 213 (Dept. of Stats) Average p.a. 332

· 8 Months to 28 Feb. 2018 192 (Dept. of Stats)

Population 2013: 101,200 2016: 103,400 2017: 104,700

Statistics population medium projection for Lower Hutt in 2033 is now 108,100 (revised up from 102,100)

43. Implementation projects being worked on include:

· Wainuiomata - extension of Wise Street – One subdivision consented and houses under construction. 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 approximately 90 lots and brought to market.

· Kaitangata Crescent, Kelson – existing consent for approximately 140 lots – Owner is preparing resource consent for a development proposal increasing the number of lots to be developed to approximately 180. Earthworks have commenced.

· Stokes Valley – extension of Shaftsbury Grove – Titles have now issued from LINZ. Urban Plus has now completed the sale of the amalgamated parcels (12ha) at Shaftesbury Grove. It is understood that the purchasers intend to develop the site – with potentially over 80 residential sections.

· District Plan Work Programme – Plan Change 43 submissions period closed on 9 March 2018.

· Housing New Zealand has announced plans to build 330 new homes and refurbish 383 homes in Hutt Valley, nearly all in Lower Hutt. The Mayor and local list MP Ginny Andersen recently met with Housing Minister Phil Twyford and Housing NZ to discuss Housing NZ’s plans.

CBD

44. Current CBD activity includes:

· Sebel Hotel development – Contractor is on site;

· the ex-Baseline building in Dudley Street is being redeveloped into a motel and back-packers with occupancy for 100 people;

· PetVet are relocating from Pharazyn Street into Rutherford Street in the CBD;

· Laings Road – 39 apartments for social housing agency Oasis Network; and

· 2 Connelly Street – Construction of a large commercial building is nearly complete and due to be occupied in early 2018;

45. Completed CBD activity in 2018 includes:

· Premier Hair Academy has opened in ex Evan’s building on High Street;

· AMI have relocated into Ex-TAB site;

· Foodstuffs located up to 90 staff into the Public Trust building in early 2018; and

· Gibson Sheat Building – Car parking building completed and tenanting of retail spaces now underway including Fellow Café kiosk and A1 Homes.

46. For the March quarter retail spending in Lower Hutt was up 12.7% on same period last year with the CBD experiencing a 14% increase in spending. The category experiencing greatest growth is Apparel up 66.7% and follows the opening of new stores in Queensgate late in 2017.

177 High Street

47. The marketing campaign is completed. Separate reporting has been brought to Council on the Expressions of Interest received.

Petone 2040 Spatial Plan

48. Heritage and character of buildings has been identified as the top priority for Jackson Street. Work on this is pending Councillor Workshop in late April though the 2040 Community Group is expected to make a submission to LTP for funding to progress this work.

Central City Spatial Plan

49. This spatial plan is the update of Making Places (2009). It considers what Making Places did achieve, what it did not achieve, market conditions, and other environmental factors such as changing demographics, climate change, resilience and the projects of others (eg, private sector and agencies).

50. The spatial plan is being consulted upon with officers, partner agencies (eg, GWRC, NZTA, Wellington Water, Housing NZ etc,), Community, Property Developers (six mainly Wellington based) and Iwi (Taranaki Whanui).

51. Discussions have included the Mayor, Deputy Mayor, Deputy Chair City Development Committee, and both Central Ward Councillors.

52. The key findings so far are that there is potential to compress the CBD core and there may be flexibility to reconsider residential land use closer in toward that core. As private motor vehicle ownership changes and as confidence builds in residential growth the land uses north of Margaret Street to the VIC may be more receptive to mixed use/residential.

53. The draft plan is due May 2018 and the final in September 2018. These will be reported to Council through City Development Committee.

Options

54. There are no options. The information is for noting only.

Consultation

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

Legal Considerations

56. There are no legal considerations.

Financial Considerations

57. 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.

Other Considerations

58. 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 2018	Project completion date	Status
Events Centre	By 30 June 2018 the project will be completed and handed over to the operator.	May/June 2018	On track
Riddiford Gardens	All Phase 3 landscape, bridges, carpark and Laings Road improvements.	June 2018	On track
Avalon Park	All Stage 3 landscape works between the southern end car park and the new playground.	June 2018	On track
CBD Promenade - Riverlink	Design and Costing stage	July 2018	On track
Huia Pool Development	Construction complete	July 2017	Completed
Fraser Park Sportsville Stage 2	Construction underway	November 2018	On track
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: Parvati Rotherham

Manager Development Liaison

Approved By: Kim Kelly

General Manager, City Transformation

Attachment 1

HCC International Relations Work Programme 2017-2019: Updated April 2018

4. WHAT WE WILL DO IN 2017 – 2019

INITIATIVES	WHEN	TARGET	BUDGET	PARTNER/S	STATUS	NOTES RE: STATUS INDICATOR
ALL SECTORS
*ALL RELATIONSHIPS – Further define strategic framework for international relationships*
Reaffirm each active relationship with 3 year statements of intent	By Dec 2018	All relationships have signed MOUs with 3 year outcomes	-	Sister and friendly cities		Intent with all active relationships reaffirmed Tempe re: STEMM focus. 2016-2018 agreement in place with Taizhou. Regular education and cultural engagement with Minoh. Re-engaged with Xi’an in education sector.
Update international relations policy to define framework for ongoing international engagement.	June 2017	Policy complete				2017-19 work programme approved by City Development Committee in May 2017.
*ALL – Provide leadership and facilitate connections for Lower Hutt’s international relationships*
Maintain city to city relationships	Ongoing	Regular communication with all relationships	-			Regular communications with Minoh and Taizhou. Council in touch with key contacts across all cities.
Coordinate with the Mayor’s office for hosting inbound business, cultural and education delegations, where appropriate	Ongoing	All sister city and friendly city visits have Mayor interaction	$2,500 annually	Specialists		Hosted Xi’an #26 Middle School group. Thai education agents hosted at regional networking event at The Dowse. Chinese education agents via WREDA hosted in December.
Assess and investigate beneficial opportunities presented to HCC.	Ongoing	All assessed	-	-		All enquiries responded to. Ongoing. Hosting Sydney-based director from CLAIR (Council of Local Authorities for International Relations), Japan - for a week-long internship to progress Japanese partnership opportunities with council and other local organisations.
Lead and coordinate outbound delegations to develop opportunities and strengthen existing relationships for Lower Hutt – that include city representatives such as businesses, schools, cultural groups.	Ongoing	One visit every 2 years	Budgeted throughout this plan.	All partners		Planning underway to visit Minoh and Taizhou inOctober 2018 October 2018 is the 10 year anniversary with Taizhou, China.
Raise our city profile by developing resources to help our locals appropriately promote the city.	Ongoing	All requests are supplied with Lower Hutt city profile and promotional material.	$1,000 annually	-		Focus here is on translating tourism or city profile material produced for the city. New Lower Hutt Visitor Guide, city image library and Study in Lower Hutt brochures (in four languages) are used by local organisations to support their promotion overseas.
*ALL - Grow awareness of opportunities, maintain networks, identify and promote stakeholder mutual goals*
Develop a communications plan to raise awareness and promote international relationships through local networks including the Hutt Valley Chamber of Commerce	Sept 2017	Across all key HCC channels. Promotion visible across community.	$1,500	All partners		Approached on a project by project basis. Sister city opportunities promoted to schools.Hutt Japan Day event supported in November 2017 to help raise profile of sister city connection.
Engage with Sister Cities New Zealand (SCNZ) to share experiences and leverage network	Ongoing	Annual membership of SCNZ. Participate in SCNZ conference.	$700 annually	-		Attend all regional SCNZ member events. Presented our successful School Skype programme to the SCNZ Central Region Forum Leading SCNZ conference hosting in Lower Hutt for May 2018. Delegations from our 3 major sister cities will attend theconference.
INITIATIVES	WHEN	TARGET	BUDGET	PARTNER/S	STATUS	NOTES RE: STATUS INDICATOR
Partner with WREDA and Wellington City Council to leverage regional promotional platforms	Ongoing	Enhanced visibility for Lower Hutt in media and collateral. Content on WREDA promotional channels.	-	WREDA, WCC		Agreement in place to leverage international student growth work.
Rekindle local iwi connection to international relationships.	Ongoing	Involved in at least one project	-			Approached for venue to hire for the SCNZ Conference Welcome Ceremony & Cocktail event
Promote Wellington City mayoral trip to China / Japan / Seoul in November as lead in to 2017 NZ China Mayoral Forum.	By Dec 2017	Interest from community	-	HVCoC, businesses		Details passed on to relevant parties. Weltec attending WCC mayoral delegation.
*CHINA - Leverage relationships by working through regional partners*
Coordinate activity via Wellington City Council’s relationship with Xi’an	Ongoing	Regular communication and feedback	-	WCC		Wellington City Council and Wellington businesses have connections with Xi’an and acknowledge and support our formal relationship . HCC to take a civic lead in regional activity with Xi’an.
Work with government and national agencies primarily through WREDA and Wellington City Council, to provide specialist inbound and outbound advice and support, including: Participate in NZ China Mayoral Forum in Wellington 3-5 December championing economic, tourism and education opportunities, and subsequent forums hosted by LGNZ.	Ongoing Dec 2017	Regular communication between all partners Mayoral attendance	- $3,000	WCC, WREDA		Liaison with agencies continues as required. Opportunity for participation scoped. WREDA will lead opportunities for tourism and business for the region.
Contract a specialist / Chinese speaking “cultural bridge” to provide advice and support with China relationships	Ongoing	Contract in place. Specialist is consistent HCC partner	$3,500 annually	HCC, partner		Contractor in place providing advice and hosting for sister city visitors and international education agents.
Carry out market research of Taizhou from an in-market agent to assess student market potential. Cultural and market research of Taizhou and Xi’an for relationship opportunities.	June 2018	Share with schools	$2,500			Taizhou has extended invitation to pair with their local schools and international student attraction cluster of local schools offered opportunity from Taizhou. Contractor to carry out research, not yet actioned. Initial advice gained from WREDA education specialists.
CULTURAL SECTOR
*ALL RELATIONSHIPS - Grow community participation and ownership of our international relationships*
Support the Hutt Sister City Foundation’s desire to develop their programmes and increase participation in their activities between our sister cities to strengthen ties and promote the relationships.	Ongoing	Increase in membership, programmes and engagement in all sister city relationships.	$2,000 annually	HSCF		Contract in place for student and teacher exchanges and foundation development activities.
Support the student and teacher exchange to Tempe via Hutt Sister City Foundation.	Ongoing	4 students, 2 teachers	$4,400 annually
*ALL -* *Support cultural exchange through international grants / scholarships*
Support Rotary / Miyun District teacher exchange programme and research mutual economic benefits to cities.	2017/18	Four teachers on exchange	$2,400	Hutt Valley Rotary		2017 - Attended presentation from Rotary on experiences in China. Now awaiting reciprocal travel to NZ and relationships gained through exchange partnerships to progress to allow other opportunities to be explored. 2018 – A grant provided to Rotary Club toward travel for 4 teachers
INITIATIVES	WHEN	TARGET	BUDGET	PARTNER/S	STATUS	NOTES RE: STATUS INDICATOR
Support Minoh Teacher Exchange (MINTEX)	Ongoing	Two teachers outbound and inbound every two years	$2,000 annually	HMHFT		2017 - Inbound teachers hosted in August. Outbound teachers to be organised for October 2018. 2018 - Two teachers selected, planning underway to travel Sept/Oct
Review grants/ scholarships, third party funding sources and develop grants awarded for innovative programmes to maximise international relationships.	2018/19	Criteria defined. All council grant recipients are leading innovative and effective projects.	To be determined.	All partners.		For 2018/19. Not yet actioned.
*JAPAN - Support cultural engagement and value of our international relationships*
Promote Hutt Japan Day led by Hutt Minoh House Friendship Trust.	2017	Event promoted through council’s key channels.	-	HMHFT		Marketing support given to the HMHFT-led Hutt Japan Day and included in key council promotional channels.
Support Hutt Minoh House Friendship Trust activities to grow. Provide administrative & venue booking support and financial review support	Ongoing	Increase in membership, programmes and engagement in Minoh and Japanese relationship.	-	HMHFT		Administrative and booking support maintained.
Manage Hutt Minoh House as a Japanese cultural hub for Lower Hutt	Ongoing	Trust is able to retain rental revenue for cultural projects.		HMHFT		Urban Plus manages Minoh House for all property related matters. Tenancy manager paid for by HMHFT coordinate tenant matters.
Support existing regular/permanent Skype links across city between schools	Ongoing	Regular interaction between linked organisations.	-	Schools, Libraries, HMHFT, HSCF		Tui Glen School connect each week and Epuni School still active. Supported new link between St Peters & Pauls School. Have handed over library Skype link to Hutt Minoh friends and reciprocal organisation in Minoh.
Leverage opportunities around Japan Rugby World Cup 2019. Reignite rugby connections.	2018/19	Clubs involved in Sister City ties	-	Community		Via WREDA, Wellington High School hosted a delegation from Atsugi prefecture (our nominated host city for RWC2019) and education connection made for activity on both sides.
EDUCATION
*ALL RELATIONSHIPS – Support local schools and contribute to Wellington International Student Growth Plan*
Undertake a stocktake of international connections across our education sector.	Sept 2017	Database of relationships	-	Schools		7 schools with international students. 15 schools are currently signatories to the International Student Code of Practice. 5 responses to survey to 52 schools. Are reviewing approach to complete stocktake.
INITIATIVES	WHEN	TARGET	BUDGET	PARTNER/S	STATUS	NOTES RE: STATUS INDICATOR
Enhance local education provider network to increase collaboration between institutions and support shared practice. Develop a strong and uniquely Lower Hutt proposition within the Wellington regional brand Work with WREDA to develop a suite of Lower Hutt focussed promotional material including new translated material for local education providers to use and a single enrolment process Establish and enhance a Lower Hutt portal within studyinwellington.com Host education agent familiarisation tours with Mayoral support/hosting.	Ongoing.	Double the number of equivalent full-time (EFT) international primary and high school students	$15,000 annually	Signatory schools to the International Student Code of Practice / Education Wellington partners. WREDA		Regular liaison has increased to six schools and continues including scoping shared marketing opportunities with WREDA’s targeted market approach. Study in Lower Hutt collateral now includes three foreign language brochures, wellingtonnz.com and huttvalleynz.com portal page and trade event banenrs. Mayor hosted education agents from Thailand and also Xi’an #26 Middle School students and teachers alongside local schools as main civic feature of trip to region Lower Hutt institutions involved in all 4 agent famils across Wellington via WREDA. Schools have used city marketingimage library in their publications. WREDA education attraction coordinator visited Minoh. Priority now to showcase student and city lifestyle across collateral and leverage existing networks, schools and student networks to promote city.
Participate in annual regional student welcome Host the regional student welcome in Lower Hutt Events Centre.	Annually April 2019	Lower Hutt showcased in regional event. Host event as regional partner		WREDA		Scheduled for March 2018 and 2019. Mayor and International Relations and Project Manager attended Regional International Student Welcome in March 2018 Discussions yet to be had regarding location of 2019 welcome event.
BUSINESS SECTOR
*ALL RELATIONSHIPS – engage with our business community*
Promote the sister city links and drive organisations and business to leverage these through campaigns, networking events, city events.	Ongoing	Every project is an opportunity for city to city link awareness	-	WREDA, WCC, HVCoC, business community		Council, schools, WREDA hosted Xi’an No. 26 Middle School, and WREDA education rep visited Minoh city in late 2017.
*USA -* *Champion STEMM engagement between Tempe and Lower Hutt* *and encourage inbound visits.*
Engage with Tempe City Council’s economic development team [and their partners including Arizona State University(ASU)] to identify mutual opportunities and learning for Lower Hutt’s STEMM sector.	2017/18	Regular communication that leads to direct business engagement with Tempe.	-	Tempe City Council		Re-engaged contacts at Arizona State University to be involved in 2018 STEMM Festival.
Invite and host a speaker from Arizona State University / Tempe to Hutt STEMM Festival 2018.	May 2017 May 2019	One speaker	$2,500 every two years	Tempe, ASU
Potential mayoral education delegation travel in October 2018.	2018/19	< 6 schools represented	$18,000	Business community		2018/19 activity. Planning underway for Educational Delegation travel to Japan and China in October 2018. Celebration of our 10^th Anniversary will take place in Taizhou, China.
Promote soft-landing opportunity in Arizona and Houston, Texas with ties to Lower Hutt.	Ongoing	LH Companies aware of soft-landing opportunity	-			Ongoing networking with Hutt Chamber offers opportunities to inform business.
Council officer / city representative to visit Tempe regularly, if in USA, to maintain valuable face to face links (over and above digital links) with established networks so we can leverage as our STEMM projects grow.	Ongoing			Tempe City Council		No opportunities identified for 2018
INITIATIVES	WHEN	TARGET	BUDGET	PARTNER/S	STATUS	NOTES RE: STATUS INDICATOR
*CHINA -*
Encourage connection between Callaghan Innovation and China Medical City, Taizhou	2017/18	Connection and/or business partnership created	-	WREDA, Callaghan Innovation		Door open with Taizhou – ready for local business to assess value and opportunity with Mayoral delegation in October 2018.
Promote soft-landing opportunity in Xi’an via NZ Hub to local businesses.	Ongoing	Lower Hutt businesses have opportunity to pilot trading in China	-	WREDA, WCC		WREDA leads opportunity with existing connections with Wellington based businesses operating in Xi’an. Wellington City Council is actively connecting with Xi’an.

Attachment 1

City Development Committee Work Programme - May 2018

City Development Committee – Work Programme – May 2018

Description	Author	Cycle 3 2018	Cycle 4 2018	Cycle 5 2018	Cycle 1 2019	Cycle 2 2019	Pending
GMs’ Report	K Kelly	x	x	x	x	x
Activity Report: Water Supply, Wastewater and Stormwater	M Reid/WWL	x
Proposed New Private Street Name: Subdivision of 1015A High Street, Avalon	Z Moodie	x
Proposed New Street Name – Subdivision of Avalon Park North, Avalon	Z Moodie	x
Riverlink Project	K Kelly	x
Temporary Road Closures - Highlight Festival	A Hopkinson	x
Hutt Valley Chamber of Commerce Six Month Update	G Craig		x
Activity Report: City Promotions and Events	C Steed		x
Seaview Business Association 12 Month Update	G Craig		x
Jackson Street Programme 12 Month Update	G Craig		x
Temporary Road Closure – Coast Rd, Wainuiomata for Wellington Triumph Sports Car Club Street Sprints	A Hopkinson		x
Temporary Road Closure – Port Road, Seaview for HV Motorsport Club Car Sprints and Cam County Port Road Drags	A Hopkinson		x
Temporary Road Closure – Dowse Square Christmas Festival	A Hopkinson		x
International Relations Six Month Update	L Goss-Wallace			x
Activity Report: Transport	J Gloag			x
Proposed Temporary Road Closures and No Stopping Restrictions in Jackson Street for the Petone Rotary Fair	A Hopkinson			x
Temporary Road Closure – Participatory Activity Initiatives Event (High St, Margaret St, Laings Rd closures)	A Hopkinson			x
Temporary Road Closure – Weetbix TRY Athlon	A Hopkinson			x
Proposed Temporary Road Closure of Laings Road and Queens Drive for Civic ANZAC Day Ceremonies 2019	A Hopkinson				x
Proposed Closure of Muritai Road for the Eastbourne Memorial Returned Services Association ANZAC Day Event 2019	A Hopkinson				x
Temporary Road Closure - Petone Memorial Returned Services Association ANZAC Day Event 2019	A Hopkinson				x
Temporary Road Closure – Tumeke Taita Festival	A Hopkinson				x
Temporary Road Closure – Hutt Valley Motorsport Club Silverstream Hillclimb Event	A Hopkinson				x
Temporary Road Closure – Eastbourne Waterborne Event	A Hopkinson				x
Activity Report: City Growth	G Craig					x

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

Hutt Valley Chamber of Commerce
Media Release Monday 12 February 2018
Hutt Valley Chamber of Commerce to Restructure
Hutt Valley Chamber of Commerce President Neville Hyde, has today announced the Lower Hutt based Chamber of Commerce will be undertaking a restructure. Neville Hyde says, “This restructure has been sparked by the resignation of our Chief Executive Mark Futter. The Board, Mark and the team have been working together on a transition plan for the Chamber following Mark’s decision to move on. Mark has led the Chamber for almost five years now, delivering strong membership growth and engagement, as well many new initiatives. This year we celebrate 75 years of operation, so we are taking this opportunity to rethink our work in the community and set ourselves up for the future.” The Hutt Valley Chamber is considered by many to be one of New Zealand’s leading Chambers of Commerce. In 2017 the Hutt Valley Chamber served over 700 members and partners, delivered 44 events, hosted more than 4400 people, and delivered more than 40 business training courses. In recent years, the Hutt Valley Chamber has also built up its suite of regional showcase events including the Business Excellence Awards, the Business Expo and the Business Hall of Fame. The restructure includes a reorganisation of the roles within the Chamber and the services and events that the Chamber will provide. Neville says, “In order to keep innovating and growing we are working on a new recipe. As with all businesses we find ourselves in an ever-changing environment. With our huge calendar, our showcase events and our extensive partner programme we are adapting our offering and looking at new opportunities. One of the strengths of our Chamber is that we are first and foremost focussed on our members and partners. Throughout this process we will ensure our members and supporters continue to enjoy the level of support and engagement that they have come to expect and value. We will keep members updated of changes as we work through the changes over the coming months.” ENDS For information contact HVCCI President Neville Hyde 029 200 3471

	WHO	NATURE OF RELATIONSHIP
Lower Hutt	Hutt Minoh House Friendship Trust (HMHFT)	Collaborate to showcase Japan and relationship Give administrative support
	Hutt Sister Cities Foundation (HSCF)	Support to develop programmes
	Lower Hutt schools, businesses and organisations	Understand goals, inform of city to city potential
	Lower Hutt community & local iwi	Promote engagement with city to city links
	Hutt Valley Chamber of Commerce (HVCoC)	Partner to engage business
	Relationship / cultural specialists	Cultural advice, research, hosting & translation, assistance to manage relationship
Wellington	Wellington City Council (WCC)	Collaborate, utilise specialist resource, Leverage Wellington’s recent new relationship with Xi’an and raise awareness to the New Zealand hub.
	Neighbouring Wellington councils	Collaborate to leverage connections
	Wellington Regional Economic Development Agency (WREDA)	Partner with, utilise specialist resource
National	Councils with neighbouring sister cities (and NZ Core Cities China members)	Leverage connections in-market
	Sister Cities New Zealand (SCNZ)	Advice, connections, learning & knowledge
	Ministry of Foreign Affairs and Trade (MFAT)	Advice, support, consulate support in-market
	New Zealand Trade & Enterprise (NZTE)	Market advice and connections, specialist business input
	Local Government New Zealand (LGNZ)	NZ Core Cities updates, China Mayoral forum coordination
International	Sister Cities’ and Friendship Cities’ contacts	Regular communication on opportunities of mutual interest
International	Relevant organisations, such as, CLAIR	Regular communication on opportunities of mutual interest

Determine and where relevant monitor:

Review and make recommendations to Council on:

General:

Conduct: