Agenda of City Development Committee

13 03 July 2018

City Development Committee

15 June 2018

File: (18/1076)

Report no: CDC2018/3/191

Riverlink Preliminary Design Approval

Purpose of Report

1. The purpose of this report is for Hutt City Council to endorse the urban design, city infrastructure and local road components of RiverLink (referred to as the Making Place components), support the related work of Greater Wellington Regional Council (GWRC) and New Zealand Transport Agency (NZTA) and endorse moving to the next stage of the RiverLink project.

Recommendations

That the Committee recommends that the Council:

(i) notes that Hutt City Council (HCC) has been working with Greater Wellington Regional Council (GWRC) and New Zealand Transport Agency (NZTA) on the RiverLink project since 2012 when conceptual design for RiverLink commenced;

(ii) notes that HCC has allocated funding of $51.9M in its 2018-2028 LTP for the Making Places components and associated works for the RiverLink project;

(iii) endorses the urban design, city infrastructure and local road components (referred to as Making Places components) contained within Appendix 1 attached to the report - Riverlink Preliminary Design Summary Report and outlined in more detail in Appendix 2 attached to the report – The Making Places Story;

(iv) endorses the outline programme for implementing RiverLink including consenting and construction, attached as Appendix 3 to the report, noting that programming is subject to decisions to be made by GWRC and NZTA;

(v) endorses proceeding to detailed design and consenting of the Making Places components jointly with our project partners as part of Riverlink, noting that programming is subject to decisions to be made by GWRC and NZTA;

(vi) supports NZTA completing its detailed business case (DBC) for the Melling Transport Improvements that form part of Riverlink in collaboration with GWRC and HCC, and the recommendation of the DBC to the NZTA Board at the end of 2018;

(vii) supports GWRC in completing its preliminary design for the flood protection components and associated works that form part of RiverLink; and

(viii) notes that officers will report back to the City Development Committee before the end of 2018 confirming the decision of NZTA and GWRC and the programme for the next stage.

For the reasons that this is a collaborative project and these approvals enable the project to move to the next stage.

Background

2. RiverLink is a transformational project for the City. The Preliminary Design for this project has been created through an informal collaborative partnership between HCC, GWRC and NZTA.

3. The project has three primary goals:

· improve the flood protection system between Kennedy-Good Bridge and Ewen Bridge to meet the design flood as set out in the Hutt River Flood Plain Management Plan;

· promote growth through urban development and connecting the city to the Hutt River; and

· improvements to transport options at the interface between the State Highway (SH2) and the local community.

4. For more detail on this project see www.riverlink.co.nz

5. Conceptual design for RiverLink commenced in 2012. This was followed by commencement of the Preliminary design phase in 2015. This phase is now complete and the Making Places components of the project need to be endorsed by HCC along with agreement to move to the next phase of work.

6. Endorsement of the GWRC components of the project will be undertaken by GWRC in coming months and the NZTA Board will consider the Detailed Business Case (DBC) for the Melling Interchange in November 2018.

7. The RiverLink project has been the subject of a number of reports and workshops with HCC Councillors and the community since the inception of this project. Funding of $51.9M for the HCC components is included in the 2018-2028 HCC Long Term Plan.

Discussion

Preliminary Design Summary Report (see Appendix 1)

8. The report attached provides a summary of the Preliminary Design for RiverLink covering all aspects of flood protection, urban development and connecting the city to the Hutt River and improvements to transport options.

9. The Hutt Valley Flood Management Subcommittee signed off the Preliminary Design Summary report and associated documents at its meeting on 26 June 2018.

10. Supporting technical reports developed to create each part of the preliminary design are available to read in hardcopy at GWRC and HCC offices or online at www.riverlink.co.nz. The full technical reports detail each design component that makes up the preliminary design and the information fed into the design process.

11. Other available documents include:

· Riverworks Peer Review Report by HR Wallingford

· RiverLink Urban Design Peer Review Executive Summary

· RiverLink Communication and Engagement Strategy by Crestani

· RiverLink Scoping Paper: Consenting Pathways by Boffa Miskell

Making Places components (see Appendix 2)

12. Hutt City Council’s interest and responsibility with the RiverLink project is with regards to Making Places - urban design, city infrastructure and local road components including the development of a promenade between Margaret Street and Andrews Avenue.

13. Councillors have had a number of briefings, workshops and reports on this during the life of the project to date including regular updates in the General Managers report to the City Development Committee.

14. A business case completed by HCC officers for the RiverLink project shows that the combined urban design and infrastructure improvement works are forecast to add $2.5B to the local economy, support development of 1300 new homes and create 2700 new jobs.

15. Appendix 2 – The Making Places Story, provides more background and information on Making Places and includes a number of diagrams and an update on the CBD Spatial Plan.

16. The Making Places components proposed under RiverLink include:

· Pedestrian and Cycling Bridge

· Promenade Margaret Street to Andrews Avenue – includes city access to the Promenade

· MSE (retaining wall to support promenade) from Andrews Avenue to Jinas

· Andrews Avenue Upgrade – includes reconfiguration as shared space and city access to the Promenade

· Dudley Street Upgrade – includes reconfiguration for two way traffic

· Laneway System – includes upgrades that may have synergies for new development between Knights Road and access to the Promenade

· Margaret Street Upgrade – includes pedestrian and cycling access from the city to the pedestrian bridge

· Stormwater – design tbc

· Car parking – design tbc

· Melling Bridge contribution – dependent upon NZTA decision Nov 2018

· East Access Route – dependent upon NZTA decision Nov 2018.

Outline programme for implementation of Riverlink

17. This programme is included in the Preliminary Design Approval document and is also attached as Appendix 3. Note that final timing will be subject to such things as the length of time for the formal Notice of Requirement (NoR) and resource consenting process, the final commitment of funding in specific years and the timing of decisions by all three parties.

Consenting Pathways

18. Undertaking the proposed improvements being sought through RiverLink will require authorisation under the Resource Management Act 1991 through the designation of the land required for public works and obtaining the necessary Notice of Requirements (NoRs) and resource consents. It is likely that changes to the City of Lower Hutt District Plan will also be required to make provision for consequential changes in land use and to encourage forms of development that support the vision for the City Centre.

19. Work will include:

· Separate Notices of Requirement (NoR) and resource consent applications prepared together as a single package of documents.

· The supporting environmental and technical input provided by a single team of experts, contributing to one overarching Assessment of Environmental Effects and evidence set.

· The designations and resource consents being issued under each responsible requiring authority and implemented by the respective agencies in a coordinated approach.

20. It is expected that the development of the NoRs and resource consent applications will take between six to 12 months, the application processing one to two years, depending on appeals and decision is therefore forecast for 2021 at this stage.

Options

21. The options are to either:

· endorse the urban design, city infrastructure and local road components (referred to as Making Places components) contained in Appendix 1 - RiverLink Preliminary Design Summary Report and outlined in more detail in Appendix 2 – The Making Places Story; or

· not endorse the components and reports as above.

22. Note that the Preliminary Design Summary Report and the multiple documents related to this have been developed over time with technical experts and the community and the elements are interrelated. Officers believe therefore that it would be difficult to make changes within the Preliminary Design at this stage. This would require rework and possibly re-consultation.

Consultation

23. No consultation has been undertaken on the attached reports.

24. However the findings in the Summary report include feedback gathered from a range of consultations over the life of the project including:

· initial consultation on Option A or Option B for the floodworks components with strong endorse of Option A (do it once and do it right);

· consultation on the preliminary design including workshops at the Dowse; and

· consultation on roading, bridge and other transport options (eg, moving the Melling railway stations).

Legal Considerations

25. There are no legal considerations at this stage.

Financial Considerations

26. Funding of $51.9M for RiverLink has been provided for in the 2018-2028 Long Term Plan. This is made up of:

a. $25.5M – urban improvements and promenade

b. $6.5M – footbridge

c. $7.0M – strategic properties

d. $3.5M - East Access route

e. $6.5M – contribution to Melling Bridge

f. $0.8M – replacement carpark

g. $2.1M – stormwater.

27. Some subsequent elements (eg, Melling Train Station) have arisen since the initial budget setting for the Making Places components of RiverLink. More certainty on some elements and their funding will be provided once the NZTA decision on the Melling Interchange is made.

28. There is still some uncertainty with regard to the final funding requirement from HCC. These uncertainties relate to:

a. Some aspects of the project that have not been decided yet. Eg, the Melling Interchange and consequently the Melling Bridge. This may be funded completely by NZTA. HCC have budgeted for this at present.

b. There is still further discussion to be had regarding cost allocation of some aspects of the project between the parties.

c. Detailed costing and allocation of consenting and project costs have not been confirmed at present.

d. The quality levels required for parts of the project eg, the footbridge.

e. HCC have not factored or agreed yet the extent to which any proceeds from sale of properties will be utilised.

29. Officers will report back on these aspects when there is more certainty.

Other Considerations

30. In making this recommendation, officers have given careful consideration to the purpose of local government in section 10 of the Local Government Act 2002. Officers believe that this recommendation falls within the purpose of the local government in that it meets the future needs of the City particularly assisting with the urban growth strategy and resilience. It does this in a way that is cost-effective because it includes a three organisation approach to the project, creating efficiencies in the process.

Appendices

No.	Title	Page
1 ⇩	Preliminary Design Summary Report	14
2 ⇩	The Making Places Story	36
3 ⇩	Outline programme for implementation	45

Author: Kim Kelly

General Manager, City Transformation

Approved By: Tony Stallinger

Chief Executive

1. Introduction

RiverLink is a transformational project for Hutt City. Its preliminary design has been created through an informal collaborative partnership between Greater Wellington Regional Council (GWRC), Hutt City Council (HCC), and the New Zealand Transport Agency (NZ Transport Agency).

RiverLink brings together these partner agencies to support the aspirations of the communities of Lower Hutt to increase the vibrancy and liveability of Hutt City. RiverLink focuses around the heart of Hutt City, extending from State Highway 2 across to High Street in the CBD, and between Ewen Bridge and Kennedy Good Bridge and along a 3km length of Te Awa Kairangi/the Hutt River.

Each organisations focus in RiverLink ties back to their overarching roles, strategies and plans; for GWRC the flood protection upgrades support the delivery of the Hutt River Floodplain Management Plan (2001) and protect Hutt City’s CBD by connecting the recently completed works between Ewen Bridge and Ava Rail Bridge (completed 2009) and the Boulcott Stopbank (completed 2011). At a broader level RiverLink also delivers, to varying degrees, across three of the priority outcomes for GWRC’s Long Term Plan 2018-2028 of regional resilience, public transport, fresh water quality and biodiversity; for Hutt City Council, RiverLink delivers key parts of the vision of the Making Places Strategy for the CBD, and upgrades sought by the Hutt City Infrastructure Strategy and Environmental Sustainability Strategy; for NZTA the Melling Transport Improvements are part of the Regional Land Transport Plan, State Highway 2 Programme Business Case, and thereby support delivery of its primary purpose to provide an affordable, integrated, safe, responsive and sustainable land transport system.

GWRC and HCC have committed substantial budgets in their respective Long Term Plans to implement RiverLink. NZTA have committed to completing the Detailed Business Case (DBC) for the Melling Transport Improvements project and through their board decision at the end of 2018 will confirm future intent regarding the project.

1.1 Conceptual design phase process

In 2012 conceptual design for RiverLink commenced between the three organisations. At this stage each organisation had identified work that they intended to complete that overlapped with the interests of the other agencies. A memorandum of understanding focusing on the Melling Intersection Investigations was developed between the agencies that outlined the overlapping interests and the intent to work together to pursue these with a focus on the areas immediately adjacent to Melling Bridge. The three projects that fell into this area were; GWRC’s Hutt River City Centre Upgrade Project (HRCCUP) that sought to improve the flood capacity of the flood protection system protecting Hutt City Centre; HCC’s Making Places Strategy; and NZTA’s Melling Intersection Investigations.

In 2014 design objectives for the RiverLink project were confirmed by the Hutt River Management Subcommittee. These objectives are detailed in Attachment A.

In 2015 GWRC made its decision to proceed to Preliminary design phase for the flood protection works, including a decision to enter into property acquisition of land required to deliver the conceptual design. This decision was strongly supported by the community of Hutt City to “do it once, and do it right” through their endorsement of ‘Option A’, that would provide a 90m wide river channel with 25m berms and supporting the acquisition of 118 properties required to achieve these outcomes.

In 2016 NZTA completed its indicative business case (IBC) and shortly afterwards committed funding to complete a detailed business case (DBC) for the Melling Transport Improvements.

In January 2017 Hutt City Council completed its Riverside Promenade Business Case and allocated funding towards that project through its Annual Plan process during the same year, to support delivery of the riverside components of the Making Places Strategy envisioned in 2009.

These key design steps and decisions brought the three organisations into a closer working relationship and strengthened the appetite to continue development of each organisations design focus under a RiverLink umbrella.

1.2 Preliminary design phase process

The development of a closer working relationship between the organisations to support completion of a RiverLink Preliminary Design commenced in 2016. This was facilitated by establishment of a cross organisation working group, a cross organisation management group, and the scheduling of regular meetings between the CE’s of GWRC, HCC and the Regional Relationship Director at NZTA. The existing decision making structures within each organisation remained in place, meaning decisions regarding project commitment and resources at each organisation needed to be made by the Hutt Valley Flood Management Subcommittee (GWRC), Hutt City Council, and the New Zealand Transport Agency board (or its appropriate committees). Port Nicholson Block Settlement Trust and Te Runanga o Toa Rangatira Inc who represent iwi with statutory acknowledgement over Te Awa Kairangi/Hutt River have positions on the Hutt Valley Flood Management Subcommittee and within the RiverLink Management Group.

Given relevant approvals from each partner organisation, the Preliminary design for the flood protection and associated elements of Making Places will be recommended for approval in June and July 2018 respectively. The design process for RiverLink has involved collaborative design development between the three organisations. The recommendation to each organisation will primarily relate to their respective areas of responsibility and recognise the links, synergies and dependencies across RiverLink.

This report provides a summary of the RiverLink Preliminary Design with a focus on the delivery of the flood protection outcomes.

2. RiverLink Preliminary Design

The RiverLink Preliminary design has resulted in a strong overlap, support and dependency between the outcomes each organisation is trying to achieve. This also means that the current design requires decisions and support from each organisation in order to deliver the full benefits sought by RiverLink, and to confirm and agree budget allocation, programme and approach to implementation.

The design can be roughly broken down into consideration of Flood Protection (largely delivered by GWRC), Making Places and City Infrastructure (largely delivered by HCC) and the Melling Transport Improvements (largely delivered by NZTA).

Each organisation has led the design components that align best with its primary focus, however the design teams for this have drawn on the expertise across the organisations required to deliver outcomes that support each organisations primary goals. The preliminary design process established the following three primary goals;

1. Improve the flood protection system between Kennedy-Good Bridge and Ewen Bridge to meet the design flood as set out in the Hutt River Flood Plain Management Plan

2. Promote growth through urban development and connecting the city to the Hutt River

3. Improvements to transport options at the interface between the State Highway and the local community.

The preliminary design delivery against these goals is summarised within this report, further information is available within the full preliminary design report and the supporting technical reports developed to create each part of the preliminary design. These reports are available to read in hardcopy at GWRC and HCC offices, or online at www.riverlink.co.nz.

2.1 Flood Protection

The flood protection outcomes, delivering on providing regional resilience, are set out in the Hutt River Floodplain Management Plan 2001. The plan establishes a safe and agreed flood conveyance protection level (including predicted climate change effects) of 0.23% Annual Exceedance Probability (1-in-440 year return period flood). This translates to a flood conveyance capacity of 2800 cumecs (cubic metres per second) which allows for climate change impacts and uncertainties associated with flood risk, and thereby set the design flood for development of the flood protection designs.

The flood protection designs combine improvements to the river channel that aim to target the majority of general maintenance activities outside of areas that would be more sensitive to these, considering impacts on cultural, ecological and amenity values within the river system.

The flood protection designs work as a combination of channel improvements, soft and hard bank edge erosion protection, maximising width of river berms and upgrading stopbanks to allow for increased flood conveyance and flood security.

The flood protection works will protect against an estimated $1.1B of direct damages from the design flood event, and prevent the flooding of up to 3200 homes, 730 businesses and 5 schools.

2.1.1 Melling Bridge

Melling Bridge is a key constriction point on the Hutt River, and without replacement only a 0.5% annual exceedance probability (1-in-200 year return period) level of service can be achieved. The bridge is owned by the Hutt City Council. As part of its detailed business case for the Melling Transport Improvements the NZTA has identified that any future grade separated interchange would need to be integrated with a replacement bridge. The NZTA has identified three alternative locations for a replacement for Melling Bridge. If built, any of these three designs could be engineered to achieve the target level of service for flood protection of 0.23%AEP (1-in-440 year return period flood) and assist delivery of the flood security goals of RiverLink. The DBC will recommend one of the three options to the NZTA board at the end of 2018.

2.1.2 Ecology, Amenity and recreation

The Hutt River Floodplain management plan is supported by the Hutt River Environmental Strategy that guides the delivery of community aspirations for ecological, amenity and recreational outcomes for the river and contributes to the Biodiversity and Freshwater Quality Outcomes sought by GWRC’s 2018-2028 LTP.

The RiverLink project has been developed alongside the recently endorsed Te Awa Kairangi/Hutt River Environmental Strategy and Action Plan. The RiverLink design makes space available for inclusion of stormwater treatment wetlands on the river berms, outlines areas of landscaped native and exotic plantings, placement of habitat boulders and natural vegetation features within the river, and spaces for a mix of recreation types recognising the diverse uses of the river park and combining design approaches to create a variety of experiences along the riverside. The designs also include improvements to the very popular River Trail by widening the space available to cyclists and pedestrians on the mix of pathways through the area and exploration of creation of a cultural trail telling the story of the river from mountains to sea.

2.2 Making Places and City Infrastructure

The Making Places and Hutt City infrastructure components of RiverLink seek to reinvigorate Hutt City, with a focus on attracting people to live, work and invest in the CBD. The key components of this are the riverfront promenade and associated private investor development of new apartment and office buildings along Daly St, a pedestrian and cycling bridge connecting Margaret St to Pharazyn St and a relocated Melling Train Station, upgraded stormwater infrastructure to support the desired additional CBD population and improvements to the local road network and streetscapes in the areas bounded by Melling Bridge, Ewen Bridge, Cornwall St and the river.

The combined urban design and infrastructure improvement works are forecast to add $2.5B to the local economy, support development of 1300 new homes, and create up to 2700 new jobs.

2.3 Melling Transport Improvements

Melling Transport Improvements Investigations (2016) work programme is considering a range of options that seek to deliver:

1. Safer journeys for all road users

2. More reliable and efficient journeys

3. Better access to travel choices at Melling

4. Better security and availability of the transport system at Melling

It is considering the accessibility of the city by a range of modes including public transport, walking and cycling

The DBC has refined these transport options down to three combinations of grade separated interchange and bridge. These options all aim to support delivery of the Flood Protection and Making Places outcomes and therefore strive to achieve a preferred Preliminary Design across RiverLink.

The transport improvements DBC will be recommended to the NZTA board at the end of 2018.

Investigations looking into the options for Transport Improvements at Melling seek to maximise the synergies between Transport, Flood Protection and Making Places. The major synergies incorporate:

2.3.1 Melling Train Station Relocation

For all proposed upgrade options, the train station will need to be relocated minimum 250m south to provide sufficient space to construct an interchange. Locating the train station opposite Margaret St (~500m south) with the pedestrian cycle bridge connection over the Hutt River, enables a direct public transport connection between the Lower Hutt CBD and Wellington CBD.

2.3.2 Melling Bridge

The investigations to date have identified that the options which best address transport issues at Melling involve a grade-separated interchange. All the proposed options work best with a new Melling Bridge. Depending on the option selected a new bridge may be beside the existing bridge landing on the eastern site at Melling Link or a bridge south of the existing bridge landing on the eastern side at Queens Drive.

2.3.3 Intersections Upgrade

The intersections upgrade at Melling (new interchange) and local roads on Queens Drive and Melling Link (up to High Street) maintains all connections to the state highway and improves transport conditions for all modes including walking and cycling. With input from the RiverLink team, NZ Transport Agency have refined their longlist of ideas to identify a shortlist of three options which are being developed in more detail and have been the subject of community engagement. It is anticipated that a preferred option is identified in July 2018. The local road intersection improvements will be co-designed with the RiverLink team.

3. Implementation Budgets and Programme

The preliminary design has sought to identify and secure budget required for project delivery from each of the organisations. Both GWRC and HCC have committed funding for the project components that fall fully within their respective role responsibilities within their respective LTP’s. NZTA will make a decision regarding the future programme and budget for the Melling Transport Improvements at its board meeting at the end of 2018.

Below is a summary of the RiverLink implementation costs. This has been provided for the 2020 – 2028 period and the work currently proposed following 2028.

The RiverLink implementation cost estimate for 2018 to 2028 is included in Table 2.1. The cost estimate includes the flood protection works, river ecology and amenity, the river promenade, pedestrian cycle bridge, city infrastructure, Melling Train station relocation and the construction and design costs. It currently excludes the yet to be confirmed costs of the Melling Grade Separated Intersection part of the Melling Transport Improvements.

Total funding commitments to the project from GWRC and HCC are shown in Table 2.1. Unfunded items are in relation to those where a shared responsibility may exist and include the new Melling Bridge ($34M), Melling Train Station relocation ($23). It is not possible to resolve these until NZTA has completed its DBC process, however the process itself assists with refining a cost share model.

3.1 Implementation Budget

The budgets allocated by each of the agencies to implement RiverLink is summarised in Table 2.1.

HCC have approved funding as set out in the Hutt City Council Long Term Plan 2018-2028. GWRC will endorse its proposed Long Term Plan (LTP) 2018 on 26 June 2018. This includes the implementation costs for flood protection and river ecology parts of RiverLink.

The current NZTA budgets include no allowance for major highways improvements to the SH2 corridor between Masterton and Ngauranga in the ten year period 2016/17 to 2026/27. NZTA is currently exploring the case for accelerating funding for Transport Improvements at Melling. The Melling transport improvements project is currently being reassessed against the draft GPS 2018-21 priorities to determine alignment with the Government’s new strategic direction which would see a land transport system that:

· Is a safe system, free of death and serious injury

· Provides increased access to economic and social opportunities

· Enables transport choice and access is resilient

· Reduces the adverse effects on the climate, local environment and public health; and

· Delivers the right infrastructure and services to the right level at the best cost

NZTA notes that funding for state highway improvements is increasingly under pressure and that this could influence the priority afforded to the Melling transport improvements project by the Transport Agency and within the Regional Land Transport Plan.

Table 2.1: RiverLink Budget and Forecast

Item	Current allocated budget $M	Forecast $M	Variance $M	Notes
Flood Protection Property	$82	$76	$6	Figures exclude residual property value of $15M Property acquisition is currently in progress
Urban Design Property	$7	$7	0	Figures exclude residual property value Property acquisition is currently in progress
Flood Protection upgrades	$43	$43	$0	Includes river channel, edge protection, and stopbanks. Includes allowance of $5M for design, consent and delivery.
River ecology and amenity	$2	$3	($1)	Includes instream and riparian ecology, habitat and biodiversity
Urban Design Upgrades	$26.3	$28.6	($2.3)	Making Places Components, Promenade,
Pedestrian Cycle Bridge	$6.5	$7	($0.5)	Design and length will influence the final cost
Stormwater	$2.1	$6	($3.9)	Includes wetland treatment infrastructure
Sub-total	$168.9	$170.6
New Melling Bridge	$6.5	$34	($27.5)	Any NZTA contribution is subject to completion of DBC and subsequent board decision
Melling Transport Improvements	$TBC	$TBC		Any NZTA contribution is subject to completion of DBC and subsequent board decision
Melling Station Relocation	TBC	$23		Any NZTA contribution is subject to completion of DBC and subsequent board decision

Note:

1. Detail design, consenting and construction supervision costs are estimated to be up to $15M. Apportionment of costs will be confirmed following NZTA board decision at end of 2018.

2. The Melling Train Station, Melling Bridge and Bus Hub are yet to be fully defined and are dependent on the DBC decision by the NZTA board at the end of 2018. The budget provided is an order of magnitude cost and has been provided to understand the potential budget required for the entire programme.

3. The budget has been split into two tables to identify those projects that are part of RiverLink and those projects HCC has forecast in its infrastructure strategy outside of the next LTP.

4. A margin has not been applied to property costs

Negotiations on how allocation of the implementation budgets from each agency will fund the construction of RiverLink will be undertaken in the next phase of work and are contingent on the decisions to be made by each organisation to commit to the Preliminary Design.

3.2 Projects after RiverLink 2018-2028

A number of design concepts were explored as part of the development of Preliminary Design. These projects have been developed to a conceptual level of detail but due to programming and funding decisions have been programmed to be delivered after RiverLink within the 2018-2028 LTP is completed. These have been identified within infrastructure strategies for each organisation. These projects and their current forecast estimates are tabled below.

Projects	Project Est. $M
Making Places Future Projects – promenade extension	$ 18
Water and Wastewater – growth related covered by Development Contributions	$ 11
Bus Hub	$ 6
Design, consenting, construction delivery	$ 2
Residual Property Value Recover (GW and HCC)	($15)

3.3 Implementation Programme

The implementation sequencing proposed is based on current best estimates for construction timing and past experience. It is anticipated and expected that once the Construction Contractor is appointed that the implementation programme will be refined. The programme is subject to decisions yet to be made by each organisation.

Figure 1: RiverLink Proposed Programme

The proposed integrated RiverLink programme has been developed to achieve the RiverLink outcomes before 2028, the duration of the next LTP. A programme dashboard includes programming estimates based on current designs for the flood protection improvements, Making Places components and Melling transport improvements. This programme includes some assumptions regarding timing of works and has been developed with respect to budget allocations made in both councils LTP’s, and the investment decisions already in place for NZTA regarding State Highway 2. The RiverLink implementation programme is currently based on the assumption that NZTA funded works will occur 2026 - 2036. The implementation programme will be updated at the end of 2018 based on the decisions made by the NZ Transport Agency board.

The scope of the programme to deliver RiverLink has been broken down into:

3.3.1 Detailed Design and Approvals 2018 – 2020

This phase will see the completion of detail design sufficient to lodge joint Notices of Requirements (NoRs) and resource consent applications for the necessary statutory approvals to complete all components of work.

To be able to apply for NoRs and resource consents, parts of the design will be required to be developed in more detail to understand the form of major structures, how they interface with each other while maintaining the hydraulic capacity and security of the proposed river channel.

Once the Consent is underway and preliminary findings are known, the design can be further developed to incorporate the statutory approval requirements and create the Construction documentation.

For further detail of what is entailed in this stage see Attachment B.

3.3.2 Implementation concurrent with detail design and consents

Discrete work packages, such as a the Belmont Wetland, streetscape upgrades and some services improvements have been identified from within RiverLink which can be implemented and delivered outside of the complexity of the overall project Resource Consent and statutory approval process.

3.3.3 Implementation 2021 -2028

Major construction will be undertaken during this period.

The implementation programme recommends an approach that starts at the Mills St stopbank as soon as consents to carry out the works have been granted, followed by works in the City Centre section, followed by the Marsden St section, and the Pharazyn/Belmont section of works will be implemented at the same time as the Melling Transport Improvement works.

Item	Summary Description	Major Interdependency
Mills Section	Flood protection works, services relocation, in stream and terrestrial ecological habitat.	New Melling Bridge location
CBD Section	Flood protection works, services relocation, in stream and terrestrial ecological habitat. Community facilities Promenade -Andrews Ave to Margaret Street Pedestrian Bridge City Connections	Stopbank, MSE retaining wall, promenade, pedestrian bridge, Melling Train Station,
Marsden Section	Flood protection works, services relocation, in stream and terrestrial ecological habitat. Local road changes and street scape	Wellington to Normandale bike path
Pharazyn/Belmont Section	Flood protection works, services relocation, in stream and terrestrial ecological habitat. Channel improvements Local road changes and street scape.	Melling intersection upgrade works including new bridge, roading layout, Melling train station relocation

Current budget decisions mean that Melling Transport Improvements will not happen prior to 2026

3.3.4 Melling Transport Improvements 2026 and beyond

The organisations will continue to collaborate on the design and continue to strengthen the interfaces between RiverLink implementation components and develop a project structure, commercial and management arrangements. The Transport Agency are also looking at options for staging investment as a potential way of providing early benefit to the Councils sought outcomes if the board decision recommends a later implementation of the Melling Transport Improvements parts of RiverLink.

The information will be presented to the NZ Transport Agency board at the end of 2018 for a decision on the preferred budget, timeline and involvement from the NZ Transport Agency.

3.4 RiverLink beyond 2028

RiverLink has been defined as a package of projects up to 2028 across the interests of all organisations. There are however future aspirations outlined in the Making Places strategy and Hutt City Spatial Plans that bear particular mention in relation to RiverLink design decisions that have steered the design to leave opportunity for the delivery of these outcomes beyond RiverLink.

3.4.1 Promenade extension

The promenade could extend beyond the existing promenade (between Margaret St and Andrews Ave built during the RiverLink implementation phase), south from Andrews Ave to Ewen Bridge and north from Margaret St. towards Melling Bridge. The aim of this project is to improve the social amenity and sense of place for all Hutt City residents, and promote the CBD as a vibrant, attractive and liveable area, particularly for young people in addition to its environmental and health benefits.

3.4.2 Bus Hub

Opportunity exists to master plan and future proof bus services into a dedicated central city interchange that better integrates with rail services, walking, cycling, and future growth. RiverLink triggers once in a life time opportunities to obtain land, control land-use, influence key development, and to design and reconfigure the multi-modal central city transport network.

The existing bus situation does not match the quality of lifestyle or the transport choices being made. NZTA research (Transport Outlook: Future State Report, Nov 2017 – Ministry of Transport) shows growing numbers of younger people are choosing not to own cars and instead are choosing to use other modes including public transport. HCC/GWRC research (Colmar Brunton 2016) shows bus users, pedestrians, and cyclists are significant contributors to the Lower Hutt CBD economy.

The optimum location for a bus interchange is expected to shift over time from its current location at Queensgate to somewhere toward the growth centred around the Promenade and pedestrian bridge connection to the relocated Melling train station. HCC and GWRC officers are now considering options that take into account the latest thinking and developments made through RiverLink and 2018 Review of the Making Places Strategy by HCC.

4. Supporting information

To assist decision makers regarding the RiverLink project a number of independent experts have been engaged to review and scrutinise the project. These reviews and opinions can be found at www.riverlink.co.nz

4.1 Preliminary Design Report

The full Preliminary Design report and full technical reports are available to view on www.riverlink.co.nz The Preliminary Design Reports presents a composite description of the design process, influences and elements for the project. The full technical reports detail each design component that makes up the preliminary design and the information fed into the design process.

The preliminary design phase has produced an integrated design incorporating the three partners’ overlapping work programmes and optimising the benefits and opportunities created from the linkages between the programme elements.

4.2 Independent Peer Review of Flood Protection Design

An independent peer review was completed, Nov 2017 – Apr 2018, to provide confidence to decision makers that the preliminary design work completed will, based on its current state and consideration of design assumptions, be able to deliver the flood protection outcomes sought by RiverLink.

The peer review excluded the structural perspectives of the various retaining walls, the design of the pedestrian bridge, cost estimate, constructability of the design, recreational values, ecological and biodiversity design, Iwi relationship and emergency management. The review also excluded design standards, these were reviewed and set through the process of developing the Hutt River Flood Plain Management Plan 2001.

The peer review was undertaken by HR Wallingford (Oxfordshire, United Kingdom). HR Wallingford is a leading international specialist company in flood management and the water environment. The specialist areas of expertise covered by the HR Wallingford staff members who carried out this peer review includes flood management, hydraulic modelling, sediment modelling, geomorphology, flood protection banks (stopbanks), geotechnical and structural design and links with other projects. For instance Jonathan Simm (reviewer of the stopbank design) was the Project technical lead and part of the Technical Editorial Team, which set the international good practice on stopbanks through the creation of the International Levee (stopbank) Handbook, 2013.

The peer review concluded that a robust Preliminary Design has been prepared that will deliver the flood protection outcomes sought by the RiverLink project. The design is considered to be pragmatic and realistic taking account of the constraints of the river corridor and the need to pass a large flood without failure of the stopbanks.

A number of detailed comments have been made which have been discussed with the design team. The conclusion is based on the understanding that the issues will be addressed in the detailed design phase of the project. They include comments on the design of the MSE wall that supports the promenade along the Lower Hutt CBD frontage and the rock protection on the river channel.

Some elements of associated projects including the replacement for Melling Bridge and the Making Places proposals have not yet been integrated into the flood protection design. These will affect the detail of the design but not the overall concept.

5. Consenting Pathways

Undertaking the proposed improvements being sought through RiverLink, will require authorisation under the Resource Management Act 1991 through the designation of the land required for public works, and obtaining the necessary resource consents. Longer term changes to the City of Lower Hutt District Plan will also need to make provision for the consequential changes in land use and to encourage forms of development that support the vision for the City Centre.

Achieving many of the project elements will be dependent on other elements occurring first – therefore there is a strong interrelationship between all the project’s components. The full benefits of the project will only be realised through a strongly integrated approach, entailing a high degree of cooperation and joint endeavour between the Project Partners.

In order to assist the participating organisations to decide on the preferred consenting approaches, ‘consenting pathways’ have been developed and are being considered. Once the pathway has been confirmed, a consenting strategy will be developed to map in detail the way forward and address particular designation and resource consent issues.

A range of recommendations were assessed for obtaining the RMA authorisations, with the key recommendation being that the Project Partners jointly agree to pursue a pathway that involves, as much as possible, a collaborative approach, entailing

· Separate Notices of Requirement and resource consents applications prepared together as a single package of documents

· The supporting environmental and technical input provided by a single team of experts, contributing to one overarching Assessment of Environmental Effects and evidence set, and

· The designations and resource consents being issued under each responsible requiring authority, and implemented by the respective agencies in a coordinated approach.

The development of the Notices of Requirement and applications will take between 6-12 months, the application processing 1-2 years, depending on appeals, and a decision is therefore forecast for 2021 at this stage.

6. Communication and Engagement Strategy

Crestani were engaged to assist with the development of a Communication and Engagement Strategy to take the project through its entire life.

They have clearly articulated the needs of the project and provided a blueprint for which all communication and engagement plans at each phase of project will evolve.

For the project to be a success it requires all partner agencies, elected officials, the Hutt City business community and other stakeholders to support the vision and commit to working together to make it a reality. For the broader public, particularly the communities living in and around Hutt City, success lies in maintaining the strong public mandate for the outcomes RiverLink seeks to achieve and in ratepayers supporting the investment required to complete the project.

Quite simply, RiverLink is the most significant initiative and project ever embarked on for Hutt City. It aspires to deliver a more resilient, accessible and liveable city that will make Hutt City an unbeatable place to live, work and play.

Through interviews with stakeholders it has provided an opportunity to RiverLink by providing a strong steer on where future external and internal engagement and communications efforts should be focused. RiverLink engagement and communications blueprint must achieve two outcomes:

1. Deliver a powerful vision that draws people in: an aspirational and joined-up vision for Hutt City that is shared by the three partner agencies and all the project’s wider communities of interest

2. Create a movement that gains and maintains momentum over the entire life of the project. An engagement process that is inclusive and captures the imagination of all those who have a stake in the long-term success of Hutt City.

With the next steps outlined and recommended actions defined by key success factors, RiverLink will develop a Communication and Engagement framework for the next phase around this strategy. The framework will include addressing the recommendations, developing a plan and creating the right team to implement.

7. Delivery Structure Considerations

It has been identified through the technical Peer Review, Consent Strategy and the Communication and Engagement Strategy that objectives for RiverLink are best achieved through collaboration and co-ordination, (integrated), across the three projects (Flood Protection improvements, Making Places and Melling Transport Improvements).

The potential delivery models are currently being investigated by the NZ Transport Agency in collaboration with GWRC and HCC. By July 2018 an understanding of potential delivery models and commercial approach will have been developed.

8. Reference Documents

Hutt River Flood Plain Management Plan. For the Hutt River and its Environment. Flood Protection Group. Wellington Regional Council. October 2001

Hutt River City Centre Upgrade Project River Corridor Options Report. Wellington Regional Council July 2015

Hutt Valley Flood Management Subcommittee Report. Greater Wellington Regional Council. 20 Mar 2014 (File N/03/18/21)

Attachment A: Hutt River City Centre Project Design Objectives 2014

The design objectives for the Hutt River City Centre Project were confirmed by the decision of the Hutt River Flood Management Subcommittee in 2014 and are repeated below:

Flood Risk

1. Improve the Hutt Valley’s resilience to flood hazard by a river channel, structures clearance, and corridor design that provides for a 2800m3/s flood flow.

2. Improve the Hutt Valley’s resilience to flood hazard by managing development and infrastructure elements within the corridor (eg SH2 and any widening of it, stormwater and other pipe networks, or integrated building edges in the town centre) that can reduce the effective floodway, or affect stopbank integrity.

3. Plan for future increases in floodplain resilience by considering now the future options (such as the broadening of the corridor and increasing the height of the new stopbanks) to ensure that these are not precluded by the currently planned upgrades.

4. Improve the river channel edge protection so as to minimise the risk of failure of flood defences from erosion during a flood.

Linking and Development

5. Improve the walking, cycling and other active mode linkages to and along the river corridor from the city centre, public transport nodes, and wider Hutt Valley urban area.

6. Facilitate development opportunities for sites that front to the river corridor in the city centre.

7. Create a direct frontage between river front sites in the city centre and a new river promenade.

Traffic Movement

8. Identify and provide for the modifications to the wider transport network as required to accommodate Linking and Development objectives.

9. Improve the functioning, safety and accessibility of the intersection between SH2 and local road network and off road paths including residential areas on the hills.

10. Understand and recognise the need for car parking in strategic locations, including for recreational, commuter and shopper use

Community, Amenity and Ecology

11. Recognise and provide for the viability and amenity of public and private properties adjacent to or adjoining the river corridor and stopbanks.

12. Generate spaces and places along the river corridor that reflect Hutt River Environmental Strategy (Linear Park) and Making Places initiatives that that are reflective of user’s needs, cultural and landscape values.

13. Improve the ecological performance and biodiversity of the river corridor in respect of stormwater management, riparian and terrestrial habitat values recognising the needs for flood protection works.

14. Engage with iwi with mana whenua of the river in regard to cultural values and those values’ representation in the project outcomes.

Implementation, Strategy and Economic Sustainability

15. Enable a staged implementation process such that developments can occur over time as practicable.

16. Ensure the design outcome is affordable in terms of its ability to be implemented and maintained.

17. Engage with communities of interest and seek their feedback as to the design options and costs of implementation.

18. Recognise that any design options developed will require consideration relative to existing statutes, strategies and plans.

Attachment B: Scope for Detailed Design and Consents 2018 -2020

Table: Major Items of the Detailed Design and Consents 2018-2020

Item	Summary Description	Major Interdependency	Owner
Geotechnical Investigations	Detailed investigations to determine ground conditions, aquifer depth, construction material conditions.	Making Places (MSE wall and pedestrian bridge), Melling Transport Improvements	NZTA, GWRC, HCC
Melling bridge design	Melling Bridge is owned by HCC. Melling Intersection improvements will require a new bridge. Flood Protection designs require a new bridge.	Transport Improvements, Making Places Strategy	HCC (being designed by NZTA)
Pedestrian/Cycle Bridge design	HCC Making Places Pedestrian cycle bridge design	Project is part of making places strategy and design lead is HCC	HCC
Detail design – MSE Retaining Wall	Refinement of design for MSE Wall (Daly St) and recommendations of Preliminary Design Peer Review report. Inclusion of findings of geotechnical investigations	Geotechnical investigations, Stopbank design, Making Places Design	HCC
Detail design -Promenade			HCC
Detail design – Hydraulic Model Update	Inclusion of bridges designs in hydraulic model and adjustments	Melling bridge design, Pedestrian cycle bridge design, Landscape design	GWRC
Detail Design – Sediment transport model	Inclusion of bridges designs in sediment transport model and adjustments.	Melling Bridge design, Pedestrian cycle bridge design, Landscape design	GWRC
Detail design – Stopbanks	Refinement of preliminary design and recommendations of Preliminary Design Peer review report. Inclusion of findings of Hydraulic model update	Landscape and ecology detail design, Making Places Strategy, Transport Improvements	GWRC
Detail design – Channel and Berms	Refinement of preliminary design and recommendations of Preliminary Design Peer review report. Inclusion of findings of Sediment Transport Model.	Landscape detail design, Making Places Strategy, Transport Improvements	GWRC
Detail design – Landscape	Refinement of preliminary design and recommendations of Preliminary Design Peer review report. Inclusion of findings of hydraulic model update and sediment transport model	Stopbank design, Channel and Berms designs, Hutt River Environment Strategy, Making Places Strategy	GWRC, HCC
Notice of requirement	Statutory requirements to facilitate designating required in order to undertake physical works		GWRC, HCC, NZTA
Consent preparation	Statutory requirements required in order to undertake physical works		GWRC, HCC, NZTA

Attachment 2

The Making Places Story

Making Places has been progressing for more than a decade and its story has been well shared between Council, Stakeholders, and Community. Apart from the most recent work to update Making Places through a central city spatial plan everything that follows in this text should be well known within Council.

Making Places is the fourth development strategy adopted by Hutt City Council over the last thirty years for its central business district (CBD). All four strategies share the central theme of connecting the city with the river. For most of this thirty years little progress was made to understand how a meaningful connection could be achieved. In 2009 Making Places was fortunate to discover synergies with the flood protection upgrade project of Greater Wellington Regional Council and the Melling Interchange Upgrade project of the New Zealand Transport Agency.

Capture

Image 1: 2009 Making Places drawing showing promenade & new road bridge.

It would be fair to say that the Lower Hutt CBD has been visibly under-performing over many years and that its main street High Street has fallen out of favour as the place to be seen doing business or to be seen socially.

The changing nature of retail including the development of malls has played a significant role in the demise of High Street but in many respects the fortunes of High Street have not been helped by an inability to adapt and complement the product offered by the Queensgate mall.

Though having lost its way the community is determined for the CBD to find itself again. The community continues to tell us (through annual surveys) that the river is very important to the future of the CBD and that we need to connect with it, enjoy it, and take care of it. It seems that people increasingly want authenticity and they want to be surrounded by environments that reflect who they are and who they aspire to be.

Sense of place and self-identity done well are important factors to memorable and liveable cities. Liveable cities capitalise upon what makes them different from other cities. This can be through the built environment, for example heritage and quality of architecture and landscapes. This can be through creative and cultural industries such as science and technology, arts and culture, design, theatre, dance, music, and film making etc. In most cases what makes places inherently special are their natural features and local culture.

The Hutt Valley has a beautiful and diverse natural landscape and prominent amongst this is The Hutt River - Te Awakairangi or ‘the river that eats the sky’.

river

Image 2: Te Awakairangi – Hutt River

Cities around the world are finding their rivers and seafronts for example Auckland, Wellington, New Plymouth, and Hamilton are reinventing themselves around their waterfronts and in doing so this reinforces who they are as communities of people.

For a number of decades Lower Hutt has had the slowest population growth of all cities in the Wellington Region. Though this has improved in recent years it is expected that growth will tail off and attracting and retaining working age population will be continue to be problematic.

Though Lower Hutt has access to a diverse landscape (hills, rivers, sea), flat land, good sunshine, good housing, good schools, employment, and Petone is admired as a desirable destination and place to live - Lower Hutt continues to lose people through internal migration to places like Wellington, Upper Hutt, and Auckland.

Through its Urban Growth Strategy Council has identified that a lack of housing stock constrains growth and plays a significant role in population migration where we are literally ‘losing’ young people. New housing can be built through greenfield, infill, and brownfield development however greenfield land is limited and infill is difficult to orchestrate to scale and communities of low density housing may be resistant to change of housing type and density.

Brownfield development through the conversion of existing or the construction of new buildings as mixed use apartment buildings is underplayed across the city with the exception of Petone. The CBD has latent potential to accommodate a significant residential population – arguably a new urban suburb of several thousand people. Council’s Promenade Economic Business Case modestly estimates 2,600 people to be living in the CBD within 20 years.

There are currently only 200 to 300 people living in the core CBD. Let’s Get Wellington Moving forecasts 100,000 population growth in the Wellington Region over the next 28 years. 50,000 of these will be in Wellington and mostly in Wellington Central. Wellington City Council indicates there are significant challenges to constructing multi-level apartment buildings in downtown Wellington due to availability of suitable sites, natural hazards, and sea level rise. Hutt City Council sees a growing role for Lower Hutt CBD to accommodate a greater share of regional population growth and to provide resilient locations for commerce and social activity.

A range of Wellington based property developers say that the Lower Hutt CBD is not currently seen as a good option for good quality apartment development and that the market needs to shift to attract their interest. The same developers did agree that Riverlink is encouraging and that the promenade was a likely catalyst to shift the market in the right direction. However developers indicated that interim actions would need to be implemented to nudge confidence and the market continually toward the quality of development being sought by the people of Lower Hutt.

Image 3: 2018 Riverlink image of the riverside promenade.

It has become evident that the Hutt CBD is under pressure to deliver on a number of opportunities at least including; regional population growth, local housing growth, resilient local and regional commercial activity, social vibrancy, sense of place, city wide self-identity, and contributing more to the regional economy and reputation.

Riverlink is viewed as the big ‘switch’ that will flip the Hutt CBD from what it is today and into the future downtown area that will house significant population growth, lasting economic growth, social vibrancy, better connect people with the river, and project a strengthened sense of self belief for the city.

The following diagram shows the Making Places components proposed under Riverlink that are funded by and supported by the people of Lower Hutt.

Funded bits

Image 4: Proposed Making Places components of Riverlink.

Making Places components proposed under Riverlink include:

1. Pedestrian & Cycling Bridge

2. Promenade Margaret Street to Andrews Ave – see section 2. Includes city access to the Promenade.

3. MSE (retaining wall to support promenade) from Andrews Ave to Jinas – see section 3.

4. Andrews Ave Upgrade – includes reconfiguration as shared space & city access to the Promenade.

5. Dudley Street Upgrade – includes reconfiguration for two way traffic.

6. Laneway System – includes upgrades that may have synergies for new development between Knights Road and access to the Promenade.

7. Margaret Street Upgrade – includes pedestrian & cycling access from the city to the pedestrian bridge.

8. Stormwater – design tbc.

9. Car parking – design tbc.

10. Melling Bridge contribution – dependent upon NZTA decision Nov 2018.

11. East Access Route – dependent upon NZTA decision Nov 2018.

Projects not funded include:

· Stages of Promenade additional to #2 above.

· Train Station

· Bus Interchange

· Community facilities in river plain.

Cross sections A

Image 5: Cross Sections through Promenade.

The Promenade will achieve a meaningful connection to the river by providing a generous and landscaped walkway that is level with the new stop banks and providing a platform into which mixed use property development can be directly integrated. This connection is expected to turn the future CBD around to face and engage directly with the river. This developed edge is expected to be vibrant with social and commercial activity lined with café’s, restaurants, boutique shops, offices, and apartments juxtaposed to drive a more vibrant inner city lifestyle.

Council has allocated funding for the implementation of the Making Places components of Riverlink.

The Promenade will be made possible by the construction of a secondary structure MSE (mechanically stabilised earth) wall shown in orange of Sections 2 & 3 of Image 5 above. It is expected that the MSE wall will require significant foundations and drilling work will start in July 2018 to ascertain the geotechnical capability of the site along Daly Street.

Council understands that we cannot simply build the promenade and expect the right sort of development to happen under current market conditions and within timeframes compatible with the Riverlink and also to meet with the community’s expectations of quality. Therefore Council approved the purchase of key properties on Daly Street essential for the development of the Promenade, and officers are progressing this. There are additional measures that may need to be considered such as partnering with appropriate partners to develop, potentially occupy, and activate the promenade and future CBD.

Council’s Business Case for the Promenade shows very favourable outcomes for investing in Riverlink. $2.5B is forecast to be added to the economy as well as 1300 new housing units (2600 people), and 2700 new jobs.

Surveys for the Business Case and those done annually under Riverlink and the CBD Spatial Plan continue to show high levels of community support for; the Promenade, residential development in the CBD, and connecting the CBD with the River. Business Case surveys indicated high levels of willingness by community to pay for this.

2018 Making Places Update

During 2018 officers have been developing a Central City Spatial Plan as an update of the 2009 Making Places Strategy. A refresh is required partly as a stocktake of progress in the CBD and partly to capture shifts in expectations, and new opportunities and risks (political, social, economic, climatic, natural hazards etc).

Projects completed under Making Places include; Plan Change 14, Dowse Square, Redevelopment of the Civic Precinct (largely complete), Investigations of Margaret Street Bridge, Traffic Model, Stepping Stones Projects, Bus Interchange Investigations, Night Market, appointment of a CBD Manager, and various improvements to public safety, public art, public space, walkability, and of course progressing the Promenade through Riverlink.

Some Making Places projects did not go ahead such as the zoning of the central city into various employment and activity precincts and environmental factors came into play such as; global financial crisis, Christchurch and Kaikoura earthquakes, stronger awareness of climate change and other natural hazards, and significant changes to policy - especially from the new Labour government towards transport and urban development. The new government policy for land transport sees significant shift away from state highway projects towards walking, cycling, public transport, resilience, and regional growth. Council also saw changes in political leadership and the development of key policies/strategies particularly for Urban Growth, Sustainability, Infrastructure, Leisure and Wellbeing, and addressing deprivation etc.

Council has become more aware of the demographic challenges that face the city and that there are opportunities that can be best realised by aligning effort/resourcing with third parties toward mutual goals – though Riverlink is the best example of this it may be conceivable for the Cross Valley Link to be progressed upon the same objectives of flood protection, transport, and city growth.

The Central City Spatial Plan considers the whole land area of the central city from Market Grove in the south to VIC corner at the north, and from the western foothills of Harbour View/Tirohanga and eastward toward Waterloo Station.

Riverlink is a big factor for the Central City Spatial Plan but there are wider issues regarding latent growth and this includes how to balance housing intensification with the established character of central city suburbs eg. Woburn. Also to consider is how to treat the entire central city in order to best enable and leverage off the projected benefits of the Promenade and Riverlink.

Draft Central City Spatial Plan.

The following are the key findings of the work done to date for the Central City Spatial Plan – also refer Image 6.

1. The future central city is more likely to be about doing or experiencing stuff rather than buying stuff.

2. Retail (outside Queensgate) should consolidate between the Promenade and Queensgate.

3. Land freed up can be re-purposed to non-retail uses such as good quality med/high density housing.

4. Queens Drive will be the most legible transport route & needs to reinforce ‘sense of arrival’.

5. New road bridge at Queens Drive will better define land-use & consolidate the city core.

6. Walking & cycling is very important & will contribute to amenity & liveability.

7. Margaret St will become a major walking/cycling connector.

8. Pedestrian bridge is crucial & needs to be built at earliest opportunity.

9. Riverlink is the only lever of scale to sufficiently overhaul the way the central city works.

10. Amenity of the river will play a major role in shifting perceptions of the core central city.

11. Quality is critical & the first developments need to set the tone for future growth & should build off the high quality housing stock of nearby central city suburbs.

12. A good activation strategy is very important to ensure a vibrant promenade.

13. Council needs to find partners to lead development and activate the future central city.

14. Council needs to carefully programme the roll out of implementation to build confidence, change perceptions, and shift the market.

Image 6: Partial Draft for Central City Spatial Plan.

Next Steps

During June 2018 the Draft Central City Spatial Plan will help to inform NZTA’s Melling Interchange Detailed Business Case process for narrowing down from the three options currently being considered to one preferred option. The preferred option will be recommended to the NZTA Board for approval in November 2018.

The Central City Spatial Plan confirms Riverlink as the game changer for the central city and reinforces Riverlink’s compatibility with the perceived goals of the government’s policy statement for land transport. If approved by NZTA, a new Melling Interchange will enable full flood protection and all the additional benefits to optimise the rejuvenation and growth of the Lower Hutt central city.

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.

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
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 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	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.

74 03 July 2018

City Development Committee

15 June 2018

File: (18/1078)

Report no: CDC2018/3/192

Hutt Valley Chamber of Commerce - Proposed Contract

Purpose of Report

1. This report seeks the endorsement of the Committee for a proposed contract for services with the Hutt Valley Chamber of Commerce & Industry Inc. (HVCC) as budgeted for in the Long Term Plan.

2. It is not a review of the HVCC performance of the current contract for services which is ended as at 30 June 2018 as this is reported on a regular basis to this Committee, whose role is to monitor performance.

Recommendations

That the Committee:

(i) notes that the Hutt Valley Chamber of Commerce & Industry Inc. (HVCC) indicated as a result of a restructure completed earlier this year that it would end its current contract for services to Council as at 30 June 2018; and

(ii) notes that officers and representatives of the HVCC have been discussing a revised service offering as the basis of a future contract with the HVCC; and

(iii) notes that Council has budgeted $100,000 per annum in the Long Term Plan 2018-2028 for a future contract with the HVCC; and

(iv) notes the Draft Contract Services Delivery Schedule, attached as Appendix 1 to the report; and

(v) notes that the Draft Contract Services Delivery Schedule form the basis of a contract for services with the HVCC – that contract to be for three years with the Contract Services Delivery Schedule to be reviewed and agreed every 12 months.

For the reasons that the HVCC’s relationship with Council has been constructive and it has consistently supported Council’s drive to improve infrastructure and community and business support services. An ongoing positive relationship between the Council and HVCC will have beneficial outcomes for both working with businesses and encouraging business activity in Lower Hutt and the Hutt Valley.

Officers’ view is that we could not replicate the level of service within Council for the same or less cost.

Background

3. Established in 1943 the HVCC has for 75 years been an important part of the business community in the Hutt Valley. It works with other Chambers of Commerce across the Wellington region and is accredited through the New Zealand Chamber of Commerce network to the worldwide Chambers of Commerce network.

4. The HVCC membership is predominantly (more than 90%) made up of small and medium sized businesses that employ less than 20 people. Its current membership stands at approximately 700 member businesses, of which 78% are from the Hutt Valley.

5. The HVCC has been contracted by Council since July 2010 to deliver services that support Council’s economic objectives for Lower Hutt under three, three year contracts.

6. Earlier this year the HVCC announced it would be undertaking a restructure following the resignation of the Chief Executive. That restructure was completed at the end of February 2018 with the HVCC indicating that it would end the current contract with Council as at 30 June 2018.

7. Officers and HVCC representatives have recently been discussing a revised service offering as the basis of a future contract with the HVCC – Draft Contract Services Delivery Schedule (attached at Appendix 1).

Discussion

8. Since 2010 Council has contracted the HVCC to deliver services aimed at helping Council achieve its economic development vision and objectives under its Economic Development Strategy 2009-2014 and subsequent Economic Development Plan 2015-2020.

9. Each year a work programme is developed with the HVCC and the focus and emphasis in certain areas changed as appropriate to best align with Council’s focus for that year.

10. After the adoption of the Economic Development Plan 2015-2020 the annual work programme was designed around the areas of focus in the Plan:

· Grow Science, Technology, Engineering and Manufacturing Businesses

· Rejuvenate the CBD

· Stimulate Development and Growth

· Continue Business Support.

11. While the contract and annual work programme formed the basis of the contract, an important component of Council’s expectation is the ability to link to the business community through the HVCC’s activities and functions. Many Councillors and officers take advantage of the numerous opportunities offered by the HVCC to do so.

12. A particular strength of the Chamber which Council makes use of is its access to senior politicians across all parties, including Cabinet Ministers and the Prime Minister, which enables the Council and HVCC to keep issues relevant to the city in their focus.

13. Council also has an expectation that the HVCC will utilise all its available resources, not only its officers, to contribute to delivery of the Council’s economic objectives. In particular many HVCC Board members take an active role in helping to deliver on the contract outcomes, some contributing significant time to particular aspects of the contract they have particular interest and specialist knowledge.

14. The HVCC acts as a particularly useful conduit to the business community and other opinion leaders in the community who may neither have the time or inclination to directly engage with Council or its formal structures. This helps identify strategic issues or roadblocks for future development which can be relayed to Council.

15. It is with regard to these latter strengths that the proposed contract is aligned and gives Council more flexibility in that it only pays for the direct services availed of.

16. The HVCC’s relationship with Council has been constructive and it has consistently supported Council’s drive to improve infrastructure and community and business support services. An ongoing positive relationship between the Council and HVCC will have beneficial outcomes for both working with businesses and encouraging business activity in Lower Hutt and the Hutt Valley.

Options

17. The Committee can recommend to Council to:

(i) fund a contract for services with the HVCC at value of $100,000 per annum;

(ii) cease funding a contract for services with the HVCC;

(iii) increase funding for a contract for services with the HVCC; or

(iv) decrease funding for a contract for services with the HVCC.

18. Officers recommend that the Council agree to continue to contract the HVCC for services as proposed at the level of funding of $100,000 per annum, as provided for in the Long Term Plan 2018-2028 - that contract to be for three years with the Contract Services Delivery Schedule to be reviewed and agreed every 12 months.

19. Officers discussed an option of the HVCC continuing the annual business awards programme as part of a future contract. A financial investment of up to $50k per awards event could be required; to cover expenses related to event management, finalist function, filming, MC, entertainment etc. If included in a contract under the available budget of $100,000 per annum this would significantly reduce the other service activities proposed.

Legal Considerations

20. There are no legal considerations.

Financial Considerations

21. For the current contract to date for services Council pays $190,000 per annum plus provides an additional $10,000 of sponsorship to the HVCC Business Awards, a total of $200,000 per annum.

22. For the year ended 30 June 2017 this represented 34% of the HVCC income.

23. An amount of $100,000 per annum amount is currently budgeted in the Long Term Plan 2018-2028 for the intended contract continuation and will represent less than 25% of HVCC income.

24. This represents a 50% reduction in the level of funding from Council but continues a trend towards the HVCC achieving self-sufficiency, down from 46% of total funding in the year to 30 June 2011.

25. Officers’ view is that we could not replicate the level of service within Council for the same or less cost.

Other Considerations

26. 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 objectives of the city. It does this in a way that is cost-effective because it makes use of and leverages off the existing resources within the business community.

Appendices

No.	Title	Page
1 ⇩	Draft Contract Services Delivery Schedule - July 2018 to June 2019	75

Author: Gary Craig

Divisional Manager City Growth

Approved By: Kim Kelly

General Manager, City Transformation

95 03 July 2018

City Development Committee

05 March 2018

File: (18/295)

Report no: CDC2018/3/101

Activity Report: Water Supply, Wastewater and Stormwater

Purpose of Report

1. The purpose of this report is to outline the results of a review of the Water Supply, Wastewater and Stormwater activity.

2. A verbal presentation will also be made at the meeting by the General Manager Business Services, Wellington Water Ltd.

Recommendation

That the Committee:

(i) notes the information contained in this report;

(ii) notes that this review also meets the intent of section 17A of the Local Government Act 2002; and

(iii) agrees that a full section 17A review should not be undertaken at present for the reasons outlined in the report.

Executive summary

3. This report provides Council with a high level overview of the present arrangements, key risks and issues for the three-waters activities (water supply, wastewater and stormwater). In doing so, it demonstrates the effectiveness of how these activities are being managed and concludes that a Section 17A analysis is not needed at the present time. A summary of the main points in the report follows:

· Service planning (asset management) is aligned to Council’s key strategies for urban growth, leisure and wellbeing, infrastructure and environmental sustainability.

· The activities are delivered under a regionally based CCO, Wellington Water Limited which manages service delivery and provides Council with expert advice. Hutt City Council (HCC), along with Upper Hutt, Porirua, and Wellington cities and Greater Wellington Regional Council, owns the assets and approves service levels and budgets.

· Significant risks currently facing these activities include:

o regulatory change, eg, Natural resources Plan, Whaitua limits;

o climate change impacts;

o protection of water sources and water quality; and

o infrastructure capacity limitations and the effect of increasing demand on meeting desired levels of service.

· Service performance is generally meeting target levels, with limitations in some areas. This information, along with key issues, risks and strategic alignment, is used to plan for the improvement of customer outcomes over the long term.

· Basic fees and charges are comparable to peers however, the basis for these is not always obvious. Work is underway to improve this by making the cost per connection more transparent for customers.

· The following issues of significance are identified and are being addressed:

o Central Government’s Three Waters Review;

o minimising public health and environmental risks;

o flooding; and

o supporting growth.

Background

4. Activity Reports provide regular information about Council activities, so that activities can be analysed and their future direction considered. They also address the requirements of section 17A of the Local Government Act 2002 (LGA) that regular reviews be undertaken of the cost-effectiveness of current arrangements for meeting the needs of communities for good-quality local infrastructure, local public services, and performance of regulatory functions.

High-level description of Activity

5. Lower Hutt City’s three-waters networks cover urban areas in the Hutt Valley from Stokes Valley in the north-east, south to the Petone foreshore, around Wellington Harbour’s eastern edge to Eastbourne, and the Wainuiomata valley. All wastewater collected (including that from Upper Hutt City) is conveyed by the joint venture Hutt Valley Trunk Wastewater system, treated at Seaview and disposed via sea outfall at Pencarrow.

Water supply

6. This activity includes the provision of a high quality, reliable and resilient water supply service that supports the achievement of Council's goals by protecting the health and safety of the community and supporting economic growth and development.

Wastewater

7. This activity includes the provision of a secure, efficient and resilient wastewater service that supports the achievement of Council's goals by protecting the health of the community and our waterways from the harmful effects of wastewater and supporting economic growth and development.

Stormwater

8. This activity includes the provision of a stormwater service which efficiently manages and controls flows, supports the achievement of Council's goals by protecting the public and property from the effects of flooding and minimising the impact of runoff on the environment.

How services are provided

9. There are extensive buried networks which supply water to each property, take away wastewater and drain stormwater. A representative layout of urban water services is shown in the street cross section below. Note that the public networks managed by Wellington Water do not include private assets and those for other council activities such as parks irrigation, or road sumps and leads.

Asset description

10. A summary of asset quantities, values, age and location is provided in Appendix A – Asset description.

Regional approach to service planning

11. Wellington Water has developed a Regional Service Plan (RSP) which covers the Water Supply, Wastewater and Stormwater activities of Hutt City Council as well as for Upper Hutt, Porirua and Wellington cities and the Greater Wellington bulk water supply network. It supersedes the previous Asset Management Plans (AMPs) for each city’s three-water services and takes a regional approach based on service outcomes for customers as well as the management of assets. It is written to align with the mandatory activity groupings in the 2018 Long-term Plans.

Reason for the review

12. This document aims to provide Council with an overview of the three-waters activities, and to highlight the risks and issues that are currently significant or may be in future. Such issues include climate change, regulatory changes, city growth and other factors that could impact service.

13. This review is required under s17A of the Local Government Act 2002, in particular subsection (2), (b) as per the following extract:

(2) Subject to subsection (3), a review under subsection (1) must be undertaken—

(a) in conjunction with consideration of any significant change to relevant service levels; and

(b) within 2 years before the expiry of any contract or other binding agreement relating to the delivery of that infrastructure, service, or regulatory function; and

(c) at such other times as the local authority considers desirable, but not later than 6 years following the last review under subsection (1).

14. In this regard, the impending changes to both the contracts for the delivery of network maintenance and operations and that for the management and operation of the Seaview Wastewater Treatment Plant apply.

15. In addition, this review is being carried out in alignment with the relevant planning cycles for the reviews of the three-waters asset management plans (now incorporated in the Regional Service Plan for Water Services 2018), and the Council’s 2018 Long-term Plan and supporting Infrastructure Strategy.

Rationale for service provision

16. Hutt City Council Strategic Challenges (2018 Long-term Plan)

a) In 2012 Hutt City Council presented a vision for the city – to be a great place to live, work and play. Following this, Council and the community agreed that in order to make this happen, big investment was needed to promote the growth, development and rejuvenation of the city.

b) Four key overlapping strategies were developed that define and underpin this vision; these strategies identify the needs of the community over the next two to three decades and are shown below:


developing our city for today and the future	promoting healthy and engaged communities	resilient infrastructure	a resilient community and healthy environment

17. Service Outcomes and Goals

a)

Wellington Water has developed customer service goals which state what is intended to be achieved by providing water supply, stormwater and wastewater services to the Wellington region. These align with and support the Council’s strategic challenges (above) by providing the infrastructure and services necessary, and are shown below:

b) During the development of the 2018 Long-term Plan and RSP, Council and Wellington Water discussed which service goals they wanted to invest in and why. Regionally there was good consistency in the signals for investment. All councils, including HCC, were interested in investing to reduce the impact of overflows on the environment, reduce the likelihood and impact of flooding, to strengthen resilience and to see infrastructure planned in support of local growth opportunities.

c) During the development of the 2018 Long-term Plan and RSP, Council and Wellington Water discussed which service goals they wanted to invest in and why. Regionally there was good consistency in the signals for investment. All councils, including HCC, were interested in investing to reduce the impact of overflows on the environment, reduce the likelihood and impact of flooding, to strengthen resilience and to see infrastructure planned in support of local growth opportunities.

d) In general, there are some areas of service performance requiring improvement:

· Infrastructure required to enable growth,

· Wastewater overflows and environmental impacts,

· Impacts from flooding, and

· Maintaining services after a seismic event.

e) When considered with Council’s preferences for investment, relative performance in the three-waters against service goals helps identify the most important areas for Council to focus their investment. This is the basis of our long term planning approach by aligning investment against service goals and directing it towards those services goals of higher importance and poor performance.

Present arrangements for governance, funding and service delivery

18. Water Supply, Wastewater and Stormwater activities are delivered via a regional model. In general terms, the five councils shown below jointly own Wellington Water Limited, a company charged with managing the three-waters networks, infrastructure and services on their behalf.

Wellington Water Committee

19. The Wellington Water Committee provides governance oversight of Wellington Water and its management of the network infrastructure for the delivery of the three-waters services. They do this by considering our half yearly and annual reports, monitoring our performance, appointing directors to our Board of Directors and providing recommendations to shareholders on our proposals.

Wellington Water Board of Directors

20. Wellington Water is governed by a Board of independent directors. The Chair of the Board reports to the Wellington Water Committee. The Board approves strategy, ensures legal compliance, and monitors performance, risks and viability.

21. The Board’s approach to governance is to establish with management (and in consultation with shareholders), clear strategic outcomes that drive performance. The Board is also mindful of its relationship with the Committee and how both the Board and Committee influence Wellington Water in different ways.

22. The Board supports and empowers the management team to deliver and report performance using a no surprises approach, by creating an environment of trust where information is freely available, decision making is transparent and strategic conversations provide insights and guidance for the company.

Wellington Water Limited

23. Wellington Water is a council-controlled organisation jointly owned by five client councils, managing the three-waters networks, infrastructure and services on their behalf.

24. Wellington Water employs 205 staff and manages annual expenditure of approximately $145 million to maintain and develop water assets with a replacement value of approximately $5.8 billion. Wellington Water also provides Council with investment advice about the future development of three-water assets and services.

25. Each client council owns its own water services assets (pipes, pump stations, reservoirs and treatment plants) and decides the level of service they require, the policies it will adopt and investments it will make (after considering our advice) in consultation with their respective communities.

Three Waters Strategy and Future Service Studies

26. The Three Waters Strategy (the Strategy) identifies issues and challenges over the next 50 years and discusses how we intend to respond to those challenges, using a range of solutions. It is structured around Wellington Water’s three customer outcomes and 12 service goals. Central to achieving the Strategy are three enablers: integrated management; achieving outcomes through others; and planning and investment based on evidence.

27. The Strategy will be implemented through a series of future service studies and associated business cases, which will be aimed at targeting specific performance areas such as are shown in the table below. It is anticipated that these future service studies will be mostly complete within the next three year Statement of Intent (SOI) period and will influence the next ten year Regional Service Plan and Long Term Plan (LTP).

Focus area	Purpose
Sustainable water supply	To address the requirement for a new water source within the next 30 years currently included in GWRC’s service plan.
Wastewater overflow reduction	To address the wastewater overflow issues across the region and target their reduction in line with our environmental goals and GWRC’s Proposed Natural Resources Plan.
Stormwater - Quality	To address the quality of stormwater and target improvements in line with our environmental goals and GWRC’s Proposed Natural Resources Plan.
Stormwater - Flooding	To address the flooding risk to properties and other infrastructure across the region in line with our resilience outcome.
Sludge management	To address the sludge management challenge and impact on landfill waste operations as the region’s population grows.

Service Delivery Plan

28. The Service Delivery Plan (SDP) is an initiative by Wellington Water to drive a regional, collaborative and joined-up approach to service delivery. It has three main procurement work-streams as follows. These are all currently in development and are to be implemented over 2018-2019.

· The Network Maintenance Alliance is how it is intended to deliver maintenance and operations work. It will include an external contractor partnering with Wellington Water and include the existing in-house operations teams.

· A consolidated, performance based contract for the operation and maintenance of the four wastewater treatment plants (Seaview, Porirua, Moa Point and Western (Karori).

· A Contractor panel to cover the business-as-usual physical works, Capex programme and work collaboratively with the Consultant panel.

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

What influences three-waters activity management

29. There is a lot going on around us. Wellington Water plans to keep pace with these changes and understand their implications to provide good advice to Council.

Risks to service delivery

30. The following risks are being addressed by Wellington Water and have either specific relevance to Lower Hutt, or are regionally significant. All risks are actively managed, with controls and treatment actions identified, progress tracked and residual risks quantified.

Three-waters

· Trade-offs between service goals may increase exposure to service failure in some areas

· Outcomes from Natural Resources Plan, Whaitua process as yet unknown

· Rainfall patterns, including the effects of climate change

· Infrastructure unable to deliver desired level of service due to urban growth, increasing demand and existing capacity limitations

· Network resilience that includes but is not exclusively seismic resilience

· Limitations in network understanding may prevent knowledge of potential performance issues

· Efficient and effective maintenance and operation of the three-waters networks and treatment plants

· Heightened consumer awareness and expectations around three-waters issues such as water consumption, flood protection and inappropriate uses of the wastewater system causing blockages (eg; wet wipes)

Water supply

· Maintaining drinking water standards compliance

· Protection of water sources, including the health of the Waiwhetu aquifer and impacts on water quality.

Wastewater

· Main Outfall Pipeline Overflow Mitigation project dependent on consenting and consultation outcomes

· Minimising future wastewater overflows to land and water bodies

· Maintaining resource consent compliance

Stormwater

· The effect of increases in sea levels as a result of climate change on the ability to discharge stormwater

· The extent of development and the consequent increase in impervious areas

· The effectiveness of non-structural measures, including planning and building controls in preventing floodable developments

31. The draft 2018 LTP three-waters programme has been optimised within current funding levels in order to direct investment to areas of greatest need. This means addressing service goals where performance is low and priority high. Such an approach has necessarily meant that some spending on renewals has been reduced to allow for resilience and flooding improvements.

32. Network capacity constraints and declining condition, coupled with increased rainfall and rising water tables may result in increased overflows and potential contamination of receiving waters and risk to public health. Network condition and performance is monitored and work programmes prioritised on the basis of the extent and severity (consequence) of likely effects.

33. The key risk associated with the three-water networks is a lack of understanding of where they are not meeting the specified level of service. A work programme is in place to improve and maintain the network models so that service gaps can be proactively identified and prioritised.

34. Previous investigations triggered by flooding events have identified areas where the stormwater network is under capacity. These results are still valid but will need to be updated to reflect any network changes that have occurred, new development and changes to the design standards, especially with regards to climate change, and integrated and extended to cover the complete network.

Current performance against KPIs compared to historical and peer benchmarks

Performance overview: HCC Three-Waters Dashboard

35. The three-waters dashboard on the following page provides a summary of performance at the end of each quarter against each of the 12 service goals. The results of green, amber or red are based on data collected from the underlying performance measures and knowledge of risks to the service performance.

KPI performance

36. Appendix B – KPI performance against benchmarks, shows trends of current performance against desired levels. While overall performance is generally good and the majority of KPIs are within targets, some indicators are outside of desired parameters, showing that there are certain areas that need to be addressed. This information supports and informs the key issues and focus for performance improvements in this review. Current performance exceptions are:

· Water consumption

· Dry weather sewerage overflows

· Freshwater monitoring

· Attendance for non-urgent callouts (Water reticulation)

· Stormwater flooding

37. All KPIs are reported to Council management on a regular basis including detailed descriptions, explanations and actions to address performance shortfalls such as the above.

Figure 1: Hutt City three-waters performance dashboard

Total operating and capital cost of the service over the last 3 years and next 10 years

38. The following table and chart summarises Council’s expenditure in the three-waters activities as in the annual reports and forecast in the Long-term plan. Note that operating expenditure (Opex) below excludes depreciation and finance costs.

Hutt City Council LTP (10 year) proposed capex budget by primary goal

39. Forecast capital expenditure (Capex) above is based on the Regional Service Plan (RSP) for Hutt City Council, with the proportions of investment aligned to achieving service goals as shown in the following pie chart.

Adjustments that could be made to user charges and service levels to increase or decrease these by 5%

40. It is not proposed to increase or bring forward funding for Hutt City Council three waters investment plan in the first 10 years of the Long-term Plan. Additional funding may be needed to service growth in future years however, the locations, timing and requirements for such are uncertain at this stage. In the immediate term, we will continue to improve our knowledge of the networks so that any and all future service needs can be quantified and addressed. This will help us to close service gaps and provide additional capacity where and when it is needed.

Budget area

Increase

Decrease

Operations

· Maintenance contract

· Investigations

· Compliance

More planned maintenance which may lower unplanned maintenance events

Earlier forewarning of potential asset failures

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

Deferral of investigations which may affect HSE and consent compliance

Capital expenditure (upgrades and renewals)

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

Some projects may benefit by aligning/bringing forward infrastructure renewals or upgrades. Eg; CBD wastewater investment and the Riverlink project.

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

Comparison of any significant fees or charges against peers

Cost per connection

41. Residential customers pay for their water, wastewater, and stormwater services through their rates, while our business customers pay a volume metric rate according to how much water they use. This cost is not transparent and many customers want more information about how their money is being spent and what value they are receiving. Wellington Water has agreed with councils to calculate the cost of water as a cost per connection. By understanding the cost of water, customers can be helped to be more aware of their own water use and to gain a better understanding for how much it costs to improve services.

42. To improve in this area, a three year plan is proposed to; develop and test a cost model; analyse results and explore implications; and finally increase transparency of information to ratepayers.

Development contributions

43. Although development/financial contributions are an important source of council infrastructure revenue they make up only a small percentage of local authority operating income. Values derived from annual plans calculated for the Wellington region’s cities and Auckland Council are outlined below. These figures include all charging components – not just three-waters. It is noted that development contributions charges will change as councils release their revised Long-term Plans and associated policies this year.

$000	Total Council Revenue 2015	Revenue collected from DCs 2015	DC % of total revenue 2015	Total Council Revenue 2016	Revenue collected from DCs 2016	DC % of total revenue 2016
Wellington CC	480,889	2,078	0.43%	496,953	2,747	0.55%
Hutt CC	149,034	556	0.37%	149,763	307	0.20%
Upper Hutt CC	42,493	271	0.63%	53,802	982	1.80%
Porirua CC	85,582	719	0.84%	86,480	465	0.53%
Auckland City	3,558,000	107,000	3.00%	3,705,000	131,000	3.50%

Source: Council Annual Plans 2015/16

Regional comparison of residential water service charges

44. The following table compares basic charges for water supply, wastewater and stormwater services across the region. While all of the residential fixed and volumetric charges are within a comparable range, there are differences which reflect the different cost structures and investment by the individual councils. This does however allude to the value of the work described above to improve knowledge and transparency of water services costs per connection.

Description	Hutt City	Upper Hutt	Porirua	Wellington
Fixed residential water charge	$394.00	$428.72*	$378.74	$460.21*
Volumetric residential water charge	$1.98/m³	$2.20/m³	$2.00/m³	$2.37/m³
Fixed residential wastewater charge	$435.00	$441.50	$384.51	$398.86*
Fixed residential stormwater charge	N/A (general rates)	$253.12* (targeted rates)	N/A (general rates)	$228.63*

* No fixed charge – calculated assuming average capital value in Wellington region

Source: 2017/18 Annual Plans

Trade waste charges

45. Trade waste charges are calculated based on wastewater network and treatment costs and are apportioned to dischargers based on their volume and treatment load (COD or BOD below). The following table compares trade waste charges between the Hutt Valley and Wellington City. Porirua data is not included for this comparison.

46. As Lower Hutt and Upper Hutt are part of the same trunk wastewater and treatment scheme (Hutt Valley Water Services), the basis and charges are the same. Wellington’s are charged on the basis of BOD rather than COD and thresholds applied for higher or lower loads and flow rates. Noting that the network characteristics, service demand and treatment processes are reasonably different between the Hutt Valley and Wellington, it is also reasonable to expect some variation in charges such as are shown below.

Description	Hutt City & Upper Hutt	Wellington
Flow volume	$0.53/m³	$0.30/m³ (up to 100 m³/d) $0.12/m³ (100 to 7000 m³/d) $0.93/m³ (over 7000 m³/d)
Chemical Oxygen Demand COD	$0.36/kg	N/A
Biological Oxygen Demand BOD	N/A	$0.32/kg (up to 3150 kg/d) $0.71/kg (over 3150 kg/d)
Total Suspended Solids	$0.91/kg	$0.31/kg (up to 1575 kg/d) $0.57/kg (over 1575 kg/d)

Source: 2017/18 Annual Plans

Current highlights or issues of significance to Council

Central Government, Three-Waters Review

47. Central government is undertaking a comprehensive review of three-waters services. In 2017, the Local Government Minister announced a reform programme to transform drinking, storm and wastewater. It is focussed on the challenges facing the sector, including funding pressures, rising environmental standards, climate change, seasonal pressure from tourism, and the recommendations of the Havelock North Inquiry. The review is currently in its second stage which is to look at options for improving the three-waters system, including the management, service delivery, funding, and regulatory arrangements.

Minimising public health and environmental risks

48. Although the City’s wastewater networks can service current demand, it is important that they meet future growth trends. During rain events, overloaded wastewater pipes can result in overflows that can cause public health risks and contaminated water bodies. New regulatory standards are likely to require more of a vigilant focus on ensuring the impacts of discharges (including stormwater) are minimised. A comprehensive programme of upgrades to the trunk wastewater network and Seaview treatment plant is planned and there is ongoing work to maintain, renew and upgrade the local wastewater system.

Significant work-streams:

· Wellington Water Regional Water Safety Plan

· Natural Resources Plan

· Whaitua process, 2040 limits

· Wellington Water Future Service Study: Wastewater Overflow Reduction

· Wellington Water Future Service Study: Stormwater Quality

· Network modelling

49. Although the City’s wastewater networks can service current demand, it is important that they meet future growth trends. During rain events, overloaded wastewater pipes can result in overflows that can cause public health risks and contaminated water bodies. New regulatory standards are likely to require more of a vigilant focus on ensuring the impacts of discharges (including stormwater) are minimised. A comprehensive programme of upgrades to the trunk wastewater network and Seaview treatment plant is planned and there is ongoing work to maintain, renew and upgrade the local wastewater system.

Flooding

50. Lower Hutt City lies within a floodplain with some areas of the City exposed to flood risk, which will only be exacerbated by climate change. The ability of our stormwater infrastructure to cope with flood events is an important issue for our City. Stormwater upgrades in areas such as Awamutu Stream and Stokes Valley catchments will help reduce the impacts of flooding on communities. Hydraulic modelling is helping us to understand future flood risk areas and how we best respond. Non-asset solutions will be considered as a preferred response as constructing infrastructure is not always possible or the best solution.

Significant work-streams:

· Future Service Study: Stormwater Flooding

· Network modelling

Resilient networks

51. Resilient three-water networks are important for ensuring the safety and wellbeing of communities, along with rapid recovery after an event.

52. Water supply resilience involves increasing our water storage capacity through new and upgraded reservoirs and making sure the community has access to water following an event. The benefits of increased storage are two-fold; providing a secure source of water after a hazard event and for supporting future residential and business growth. These upgrades will be complemented by a joint central/local government initiative which aims to have 22 alternative emergency water source locations across the region by June 2018.

53. Upgrades to our potable water network and the seismic strengthening of reservoirs are ways in which we are improving the City’s water supply resilience.

Si Significant work-streams:

· Wellington Water Community Infrastructure Resilience programme

· Wellington Water 80-30-80 Strategy

· Integrated sector-wide Lifelines programme

· Network modelling

Supporting growth

54. We need to invest in our infrastructure to meet the demands of our growing population and other factors that increase demand. For water supply, storage is the critical factor, whereas for wastewater the impacts are on trunk mains, pumping and treatment capacity. The effects on stormwater are more localised and are linked to new impervious surfaces increasing the rate of runoff.

55. Modelling of the three-waters networks is underway and will continue into the 2018 LTP to better understand the likely growth scenarios and potential investment required. Demand management practices such as water conservation, wastewater inflow and infiltration reduction and applying rules of hydraulic neutrality for stormwater are already being implemented and will continue. Wastewater storage tanks are planned to be built in Wainuiomata to support growth in the local area. Other initiatives such as the development of the joint venture trunk wastewater network and treatment plant, plus any new works on renewals and upgrades are planned and designed to take account of the effects of predicted growth.

Significant work-streams:

· National Policy Statement – Urban Development Capacity

· Wellington Water Future Service Study: Sustainable Water Supply

· Network modelling

Summary

56. Investment for three-waters will combine the maintenance and renewal of existing assets that provide essential services with new initiatives that will support urban growth, resilience, public health and environmental quality. This investment aligns closely with the Council’s five priority areas: leisure and wellbeing, urban growth, environmental sustainability and infrastructure.

Reasonably practical options for the governance, funding and delivery of this activity

57. A Section 17A analysis of the Water Supply, Wastewater and Stormwater activity is not needed at this time.

58. Wellington Water is a Council Controlled Organisation that was established in 2014 to manage water supply, wastewater and stormwater services (ie, ”three-waters”) in the Wellington metropolitan region, including Lower Hutt City. Wellington Water’s stated intent is to help the local communities prosper through a commitment to support the region. The company promotes high performance and lifting capabilities so that people in the region can get the most out of three-waters services, so they can work, live, and play with confidence.

59. It is again noted that Central Government is undertaking a comprehensive review of three-waters services, as referenced in paragraph 47.

Appendices

No.	Title	Page
1 ⇩	WW Activity Report - Appendix 1	97
2 ⇩	WW Activity report - Appendix 2	99

Author: Anthony Clarke

Senior Engineer, Service Planning, Wellington Water Ltd

Reviewed By: Rebecca Maplesden

Acting General Manager, Network Strategy and Planning, Wellington Water Ltd

Approved By: Matt Reid

General Manager City and Community Services

113 03 July 2018

- City Development Committee

25 May 2018

File: (18/928)

Report no: CDC2018/3/194

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. Hutt City Council (HCC) 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, 54 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	2	2	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	5	5	0

City Wide Remissions – anywhere in the City including the CBD	Appns	Approved	Declined
A medium or high density residential development	39	38	1
New non-residential building or building extension of at least 500m2	10	9	1
A conversion of a building from any use to residential apartments	0	0	0
Total City Wide	49	47	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	59	57	2

Fee type remitted 1 July 2017 – 31 May 2018	$ Amount
Rates remissions	$169,592
Economic development grants	$36,036
Development contributions	$854,907
Reserve contributions	$924,075
Resource consent fees	$161,106
Building consent fees	$451,258
TOTAL	$2,596,974

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)	$2,596,974

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. A proposal to suspend the Policy from 31 December 2018 was consulted on in the draft Long Term Plan (LTP) 2018-2028. This has now been approved and the Policy will end on 31 December 2018.

8. Having now confirmed that Council will be suspending development fee remissions from 31 December 2018 there has been a noticeable increase in enquiry for pre-application meetings on proposed future developments. These are in the main new residential developments which were unknown to us at the time of determining the extent of future remissions. We will continue to monitor the level of enquiry and subsequent consent application to report back on the expected future remissions as a result.

Town Hall and Events Centre

9. Since the last report last report:

a. Scaffolding has been removed from the main auditorium and Town Hall. Most of the scaffolding in the atrium has been removed.

b. Structural work in all back of house areas completed

c. Bleacher seat area solid plaster reinstatement

d. Town Hall floors polished

e. Concrete floor in new building has been polished

f. All glazing has been installed.

10. The work in the upcoming period will include:

a. Building construction and commissioning complete

b. Event Centre handed over to Manager

c. Town Hall theatre services to be completed.

11. Practical completion and handover remains at the end of June 2018. Deliveries of furniture and equipment will follow practical completion and handover.

12. Some construction activity will not be completed at this time. This is mainly in installation of Town Hall theatre services on the stage and in the clocktower.

CBD Promenade – RiverLink

13. August 2018 is expected to see RiverLink progress from Preliminary Design and be ready for the Detailed Design/RMA Consent Phase which will begin in early 2019.

14. 2018 key dates are:

· 27 April RiverLink Prelim Design Workshop (HCC Councillors

invited).

· July tbc GWRC endorsement of RiverLink Prelim Design.

· 3 July City Development Committee endorsement of RiverLink

Preliminary Design and to start Detail Design/RMA Consent Phase.

· 24 July HCC endorsement of RiverLink Preliminary Design and to

start Detail Design/RMA Consent Phase.

· 16 Aug GWRC approval of RiverLink Preliminary Design and to start

Detail Design/RMA Consent Phase.

15. Current Programme

16. Council deliverables through RiverLink (HCC $39M LTP funding):

· Promenade Andrews Avenue to Margaret Street

· Margaret Street West Upgrade/Reconfigure

· Dudley Street Upgrade/Reconfigure

· Andrews Avenue Upgrade/Reconfigure

· 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,).

17. The following are also funded in HCC’s LTP:

· Melling Bridge contribution $6.5M

· Riverbank Car Parking $0.8M

· East Access Route $3.5M

· Stormwater $2.1M.

18. 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).

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

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

20. The status of these projects is as follows:

Riddiford Garden

21. 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 is being constructed. Some seating and lighting has been installed. Plant material has arrived and planting will begin in June.

22. Paving has been installed under the clock tower and along the front of the Town Hall. Work on the raised crossing between the Event Centre and the Dowse Square will take place in July and Laings Road will be closed for two weeks. The footprint of the new car park has been established and most of the area has been brought up to level. Dry weather is required to seal it.

23. Landscaping work is progressing well and Naylor Love expects to complete the hard landscaping in July 2018. Some planting may occur in spring 2018.

Avalon Park

24. 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 the contract will be completed in August 2018.

25. A new, accessible feature bridge has been installed to replace the old timber bridge across the model boating pond. Substantial sections of paths and retaining walls have been installed.

26. Bulk earthworks were completed 9 April. Topsoil has been spread to the required levels across most of the construction site and grass has struck across new lawn areas.

27. Downer is reporting a completion date of 10 August. The completion is delayed because problems with concrete around the bridge have, in turn, delayed site measuring and fabrication of balustrades.

Fraser Park Sports and Community Hub

28. The Fraser Park Sports and Community Hub is well under construction with approximately 53% of the building now completed. The majority of the building structure, including the first floor and roof, are now in place. Work is now focusing on closing in the building and fitting the windows. Once the building is closed in work will commence on the internal infrastructure, lighting, power and air conditioning plant. The six squash courts which are being built in Europe are now under construction.

The project has been delayed by the recent bad weather and resource constraints in the building industry and will now be completed by early December 2018.

29. Fundraising for the project is going well with “only” $627,000 now to be raised to meet the agreed budget of $13.1 million. Funds raised from small Lower Hutt businesses who have agreed to sponsor parts of the project have now reached over $387,000. Funds raised from the sale of bricks and pavers have reached $10,000. Total fundraising over and above the HCC grants for the project has now reached $3,221,584.

30. Community Facilities Trust (CFT) is now advancing the lease of the roof for a solar farm as a large fundraising opportunity.

Wainuiomata and Petone Sportsvilles

31. Consultation with member clubs of Wainuiomata Sportsville relating to the operational plan is ongoing.

32. Council officers have been working with Petone Sportsville to promote an alternative development option which includes construction of a smaller sport and community pavilion at the Petone Recreation Ground and the moving of Gymnastics to Fraser Park as part of a regional hub. Council recently agreed funding for the Gymnastics component of this development option but removed funding for a Petone Recreation Pavilion. While this is unfortunate Sportsville is not primarily about facilities and therefore Petone Sportsville has indicated they will meet soon to assess their options going forward.

33. $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

34. A new contract has been signed with the Ministry of Health to continue the Healthy Families initiative in Lower Hutt for another four years.

35. Work initiated by the Healthy Families team over the past two months includes:

· A new community hydration station installed outside the Treadwell Street basketball court in Naenae with two more soon to be installed in Wainuiomata and Petone Esplanade by the children’s playground.

· Facilitated a Council workshop with Mayor and Councillors on the topic of ‘transforming our food and beverage environment’ resulting in discussion for a Naenae fruit and vegetable pop up shop which further led to progress on trialling a Naenae fruit and vegetable market in Hillary Court.

· New World Stokes Valley owner has declared his car park as smokefree.

· Days Bay Pavilion Café and the soon to be opened Crooked Elm have now gone 100% smokefree and Queensgate Shopping Centre (Stride Property Management) are actively promoting their smokefree status on World Smokefree Day.

· A number of our medical centres have committed to the smokefree message and promotion of smokefree spaces including Naenae Medical Centre, Manuka Health Centre (Petone), Stokes Valley Medical Centre, Epuni Medical Centre, Petone Medical Centre, Kopata Medical Centre, Hutt Union Health (Pomare) and Hutt Union Health (Petone).

· Mayor Ray Wallace, Mo Town Café and The Warehouse Lower Hutt featuring in the Health Promotion Agency’s World Smokefree Day material.

· Burger King has communicated to all sports clubs that they will no longer be providing them with fast food vouchers to give out.

· In partnership with Te Awakairangi Health Network facilitated a successful workshop with the wellness committee at Rimutaka Prison on workplace wellbeing.

· The continued growth of Whai Oranga Medical Centre’s flourishing community garden (including kumara) who have a core group of local kaitiaki who have also started up a sharing shelf for the community.

· Wainuiomata Hockey Club and Hutt Old Boys Marist have committed to being a pro-water club and have taken on our Player of the Day initiative.

· When you google “Player of the Day Certificates New Zealand” we are currently the second listing behind the Health Promotion Agency but in front of McDonalds or any other fast food company.

Science & Technology (STEMM) Funding and Activity

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

· Hutt STEMM Festival – Now in its fourth year, the 2018 Hutt STEMM Festival was the biggest and best ever with 69 events spread throughout the month of May. The events reached thousands of people from a wide range of audiences including business owners, families, students, teachers and community members. The events ranged from a half-day conference on new technology in construction and transport, to fun sessions in coding and 3D printing for kids. Women in Science and Technology was a strong theme this year with two full-house breakfast speaker events. Plans are already afoot for the 2019 festival to engage across council units and with an even wider cross-section of businesses and partners.

· 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.

Dr. Megan Woods, Minister of Research, Science and Innovation visited the Programme in May.

· 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 IYM programme is a residential programme open to 40 female Year 11 and Year 12 students in the Greater Wellington region and will run from July 8-13, 2018. This year we had 93 applicants from 35 schools and 22 ethnicities represented – a really impressive response. Thanks to WREDA support, we have also been able to offer 10 full scholarships. This has enabled young women to participate who would otherwise not have been able to. The successful applicants have been notified and all the last minute details are being attended to. We are also discussing options for expanding the programme in 2019 to attract students from around the country and to provide some exciting new opportunities for our local rangatahi.

37. 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.

Dr. Megan Woods, Minister of Research, Science and Innovation visited the Hub in May.

Urban Growth Strategy Implementation

38. 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.

39. 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

· YTD to 31 May 2018 416 Cumulative 1,608

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

· 10 Months to 30 April 2018 281 (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)

40. 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 –Earthworks have commenced. Plan change for upwards of 180 lots to be lodged.

· 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

41. Current CBD activity includes:

· Sebel Hotel development – Contractor is on site; piling has commenced;

· 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.

42. Completed CBD activity in 2018 includes:

· Storage Box has relocated into southern High Street;

· 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.

43. 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.

44. Queensgate has recently advised 50 stores within three of the 10 buildings that make up the mall that the buildings are earthquake prone. A number of businesses have now relocated out of the mall. Stride Property, the owner plan to undertake work to bring the buildings up to 67% of the NBS as soon as possible.

177 High Street

45. The property has been sold. Settlement occurs in October 2018.

Petone 2040 Spatial Plan

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

47. Petone 2040 projects to be progressed during 2018-2019 include:

· heritage demonstration project in the Jackson Street Historic Area;

· investigation of CVL as a possible collaboration between HCC, GWRC and NZTA to achieve urban growth, flood protection and transport outcomes; and

· possible District Plan Heritage Overlay for Petone.

Central City Spatial Plan

48. 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).

49. 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).

50. 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.

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

Information requested from LTP meeting

52. EnviroSchools is a national programme guided by the Toimata Foundation that supports children and young people to plan, design and implement sustainability actions that are important to them and their communities. It is delivered across New Zealand and Hutt City Council helps fund the programme. Previous and current funding for this programme was $39,000 per year. This has increased to $44,000 per year as a result of the LTP process. The programme is valuable in terms of engraining sustainability thinking at an early age, and the increase in funding will allow them, via their facilitators to expand the number of schools they work with in Lower Hutt.

Options

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

Consultation

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

Legal Considerations

55. There are no legal considerations.

Financial Considerations

56. 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

57. 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.	June 2018	On track
Riddiford Gardens	All Phase 3 landscape, bridges, carpark and Laings Road improvements.	July 2018	Work on the Event Centre has affected the hard landscape programme
Avalon Park	All Stage 3 landscape works between the southern end car park and the new playground.	August 2018	Completion is expected to be delayed by 5 weeks related to issues with the concrete bridge abutments and ramps
CBD Promenade - Riverlink	Preliminary Design and Costing stage to Council for approval	July 2018	On track

Fraser Park Sportsville Stage 2	Construction underway	December 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: Christine Chong

Development Planning Liaison Manager

Approved By: Kim Kelly

General Manager, City Transformation

Attachment 1

City Development Committee Work Programme - July 2018

City Development Committee – Work Programme – July 2018

Description	Author	Cycle 4 2018	Cycle 5 2018	Cycle 1 2019	Cycle 2 2019	Cycle 3 2019	Pending
GMs’ Report	K Kelly	x	x	x	x	x
Urban Growth Strategy – Wainuiomata North Development Framework	G Craig/C Chong	x
Internal Review on the Purchase and Sale of Property for Advancing Strategic Projects Policy	K Kelly	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
Technology Valley Six Month Update	L Sessions	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
Proposed New Private Street Name – Subdivision of 1247 Taita Drive	Z Moodie	x
Temporary Road Closure – Coast Road, 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
Proposed Temporary Road Closures and No Stopping Restrictions in Jackson Street for the Petone Rotary Fair	A Hopkinson	x
Central City Spatial Plan	K Kelly	x
International Relations Six Month Update	L Goss-Wallace		x		x
Activity Report: Transport	J Gloag		x
Update of Archives Exhibition Spaces	J Henton		x
Update on the Review of Potential Alternate Sites for the Riverbank Market	C Christensen		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
RiverLink Update	K Kelly		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

Activity	Service	Funding	Notes
Digital Marketing Promotions/ Campaigns to business community	10 campaigns promoting council programmes Social Media - facebook and linked in every week Engage with Council social media Weekly emails to database 4 printed newsletters 7 email newsletters Distribute Thrive to business community every month	$20K	IYM Hutt Science STEMM Mayor’s Messaging
Business Discovery Workshops	3 specifically targeted small business event/workshops for council to engage specific sectors on initiatives, ideas, issues and policies.	$9K	Cycleways Planning RiverLink
Climate Change and Resilience	2 business meetings with key sectors to engage on business issues/ concern and response to climate change and business resilience	$6K	Seaview Petone CBD Manufacturing Retail
Council speaking opportunities to business	2 opportunities for key council officers to engage with business people/ business segments eg CBD development, rates, commercial building, housing, new council policies, new council facilities	$6K	Council Officers
Transport and Infrastructure	Engagement Forums for Transport and Infrastructure to promote, highlight and lobby for investment in local roading given current policies and impending opening of Transmission Gully Engagement with NZTA, local council. Regional council. Central government, politicians	$12K	RiverLink Transmission Gully Melling Cross Valley Link
Sister City Promotion/International business development	Assist in the encouragement of Business participation in 2018 Sister City Visits to Minot (Japan) and Taizhou (China). Work with Embassy officials on international business opportunities for Hutt Valley based businesses.	$7K	Promotional meetings with Member Businesses and Council interface.
Business Confidence and Specific Issues Surveys of Hutt Valley Businesses	Survey of over 4000 business contacts on Quarterly basis	$10K	Report outcome to Council
Sponsorship of Economic and Infrastructure Industry Series Forums	3 Forums	$9K	Provides forum for highlighting Economic Activity in the Hutt Valley
Assist Council in consideration of issues raised by the business community	Provide input and attendance at meetings with Council Officers as required.	$10	Provides balanced consideration of Issues
Provide interface between business and the Council	Encouragement of new business establishment and retention in the Hutt Valley	$7K
Meetings with Mayor and Council Officers on matters affecting business in the Hutt Valley	Minimum of bimonthly meetings	$4K
TOTAL		$100K(GST Excl)

Asset Description	Unit	Water Supply	Wastewater	Stormwater	Total
Pipes	m	680,928	671,036	526,216	1,878,180
Pump Stations	No.	13	47	14	74
Reservoirs / Storage	No.	24	2	0	26
Other Network Fittings	No.	12,851	14,812	15,108	42,771
Treatment Plants	No.	0	1	0	1
Channels	m	0	0	27,158	27,158
Detention Dams	No.	0	0	5	5

Service	Network Length (km)	Optimised Replacement Cost ($)	Optimised Depreciated Replacement Cost ($)	Annual Depreciation ($)	Optimised Replacement Cost (%)
Water Supply	981	244,935,945	105,637,515	3,398,896	23%
Wastewater	671	517,588,854	228,272,485	8,334,090	49%
Stormwater	526	299,672,289	171,206,898	2,960,776	28%
Total	1,878	1,062,197,088	505,116,898	14,693,762	100%

Determine and where relevant monitor:

Review and make recommendations to Council on:

General:

Conduct: