Agenda of City Development Committee

16 05 March 2019

City Development Committee

11 February 2019

File: (19/169)

Report no: CDC2019/1/21

Central City Transformation Plan

Purpose of Report

1. The purpose of the report is to obtain Council’s approval of the Central City Transformation Plan.

Recommendations

That the Committee recommends that Council:

(i) approves the Central City Transformation Plan as Council’s long term strategy for the Central City for the reason that it updates and supersedes CBD Making Places 2030 approved by Council in 2009;

(ii) notes the Central City Transformation Plan affects neighbouring areas and that more work will be needed to better understand opportunities for the Western Hill suburbs; and

(iii) notes that the Central City Transformation Plan is not a design and that any implementation will involve due diligence to test ideas, where appropriate with stakeholders and the community.

Background

2. The Central City Transformation Plan is part of the continuum of our evolving city and the city making sense of its relationship with its river, The Hutt River Te Awakairangi – ‘The river that eats the sky’.

3. The central city has been trying to change into a better gear for many years and this was explored through various plans including; 1987 Structure Plan, Year 2000, 2005 Hutt CBD Heart and Making Places 2009. All identified growing the central city through strengthening its relationship with the river. Of those plans Making Places had two key advantages, its timing aligned with work being done by the New Zealand Transport Agency (NZTA) and Greater Wellington Regional Council (GWRC), and consultant Urbanism+ facilitated a highly collaborative process that overlaid the thinking of community with that of agencies and infrastructure providers. These conversations were a large part of what formed RiverLink so that now GWRC and NZTA share our vision of connecting our city to our river and our city becoming a truly great place in which to live, work, and play.

Fig. 1. Image from 1987 Lower Hutt CBD Structure Plan.

4. The current status of the central business district (CBD) is that it is perceived as not performing to its potential. There are barely 200 people living in the CBD and with the exception of the redeveloped Post Office Building the overall quality of inner city residential is patchy. The RiverLink Business Case predicts a modest CBD population of 2000 people within 20 years however the private sector indicates the current market is unlikely to support the quality of apartments that the city associates with RiverLink and sees as the aspirational standard across the future city.

5. A key challenge is to improve perceptions and to do this by telling a compelling story and supporting this with appropriate actions. Wellington based developers we spoke to were not familiar with our plans to change the central city into a more vibrant place. Developers indicated that if things shaped well they may be interested but they did not see themselves leading the market. They indicated that Council needs to tell the story and to put into place actions consistent with this story and to help shape the market.

Discussion

6. The Central City Transformation Plan presents our latest and most comprehensive approach to achieving the central city that we have dreamed about for a very long time. The plan untangles 30 years of muddled thinking to identify the key moves to reposition our central city as a place more assured of its place in the world - a place with the river central to its being, a place that is culturally rich, socially and economically diverse and resilient, a place more viable within its wider environment, and a place with a clearer sense of purpose.

7. Key Drivers of the Central City Transformation Plan are:

· update Making Places (2009);

· inform RiverLink; and

· inform Plan Change 43.

(i) Update of Making Places 2009

a) Making Places was approved by Council in 2009 along with a short list of Top Five Projects including Dowse Square, Transport Model, Margaret Street Bridge, Promenade, and Riverside Development.

Fig. 2. 2009 Making Places Top Five Projects.

b) The Dowse Square was built as an ‘early win’ project, the Transport Model is complete but has seen little use to deliver change, Margaret Street Bridge was eliminated early and has now been superseded by a possible bridge at Queens Drive, and the Promenade and Riverside Development have become part of RiverLink.

c) Making Places was a very good piece of work but ideas such as dividing the CBD into precincts of different activities was not really achievable and having circa 200 initiatives was unwieldy. Some key suggestions were not taken up, for example Council did not relocate its administration buildings and library toward the river. Making Places did not address the wider central city and its relationship to Alicetown, Melling, Western Hills, VIC, and Woburn etc, but then many key council strategies were not in place at that time and therefore in 2009 Making Places did have the grounding of a wider city story eg, Integrated City Vision, Infrastructure Strategy, Environmental Sustainability Strategy etc.

d) Making Places did promote strengthening east west connections to the river but in retrospect this appears contradicted by also promoting the north south axis ie, resurrecting High Street by ‘putting the high back into High (Street)’. For various reasons things did not play out as expected over the last ten years. We are more conscious now of our resilience to earthquakes, climate change, and economic shocks. We are also aware of how society changes and the influence of cultural diversity and advancing technology.

e) In 2009 Making Places was viewed as a breakthrough. It made us think differently about planning for the future and today the Central City Transformation Plan is our latest thinking for the central city.

f) We commissioned the Central City Transformation Plan as a much wiser client. We learned a great deal from 10 years of working on Making Places and we now have a better feel for what we want. We have also done a lot of separate work though RiverLink and other Council business to better understand the views of community and stakeholders.

g) The Central City Transformation Plan consultant team involved urban designers, urban economist, heritage advice, transport planners, sociologist and survey and research. Additional expertise was provided by Council officers and officers from NZTA, GWRC, Regional Public Health, and Wellington Water.

h) At 18 months the Central City Transformation Plan process was a much longer process than Making Places (six to eight months). Firstly officers sought hands-on involvement with the working detail and this took time. Secondly the Central City Transformation Plan challenged some assumptions made in the RiverLink project and it took several months to peer review and resolve these (eg, vehicle movement on the promenade and alignment of pedestrian bridge). Thirdly, officers expanded the scope to consider possibilities for Melling, Alicetown, South Boulcott to understand their relationship to the traditional central city. More recently we realise that we need to consider the western hill suburbs.

(ii) Inform RiverLink

(a) RiverLink incorporates the Promenade and Riverside Development ideas from Making Places. Since 2009 Council has formed good working relationships with GWRC and NZTA where we have collaborated to progress our collective goals being; flood protection, transport improvements; and the promenade. Recently we have broadened these goals to include water quality, biodiversity, public transport and social and economic growth - many of these are reflected in the 2018 GPS Government Policy Statement for Land Transport.

Fig. 3. 2018 RiverLink artist impression of the Promenade.

(b) The advantages of working together include political alignment, pooling of resources and intelligence, sharing and fairly allocating costs, strengthened consenting, process and construction synergies and improved design of benefits and management of effects and teaming up to consistently tell a compelling story. Far more can be achieved by working together - full flood protection and the business case for Melling Interchange depends on it, put simply the Promenade and our city’s ambition to connect with the river would not happen without it.

(c) In early 2019 RiverLink will move into the RMA consent phase with a consent application to be submitted in early 2020. A significant amount of work will go into developing a specimen design with involvement of stakeholders and community. This specimen design will lock in expectations for how RiverLink will be built, how it will function, what it will look like, and potentially how it will be delivered. Some design aspects are very significant eg, stop banks, bridge locations and promenade structures that once set by the consent process will be very difficult to change.

(d) The Central City Transformation Plan gives a long term view, wide context, and a reasonably reliable target for the RiverLink design to aim at. It provides certainty to the RiverLink process and reassures the community that projects are aligned to a bigger joined up story.

(iii) Plan Change 43

During 2017 Council was considering how widely to consult upon the proposed Plan Change 43. RiverLink’s public profile raised expectations for medium and high density residential growth in the CBD and wider central city. However work had not been done to understand what this should look like, where it should be, what likelihood there might be for this to happen and what value this might hold for the city. It was agreed to defer work on Plan Change 43 in the CBD and central areas until the Central City Transformation Plan was completed.

8. Key moves of the Central City Transformation Plan

(i) The following are the key moves for the Central City Transformation Plan, see Figures 4 and 5. Detail is provided in the appended report.

(a) River becomes centre piece of central city and Queens Drive becomes the clear primary multi-modal transport route. The presence of the river becomes more obvious and you know that you are in the centre of town when you are on Queens Drive.

(b) Central city rotates 90 degrees away from the historical North South (High Street) orientation into an East West direction to face, connect and grow across both sides of the River.

(d) RiverLink and Promenade.

(e) Laings High ie, re-purpose land to housing and add a possible second pedestrian bridge to grow the central city across river into the Melling areas.

(f) Civic Dowse ie, extend civic precinct.

(g) City to Suburban Interface ie, to suitably transition the future urban scale of the central city with neighbouring housing.

(h) Compress Retail Core and Retain Leafy Suburbs.

Fig. 4. 2019 Central City Transformation Plan. Key moves a – d.

Final 2 Fig. 5. 2019 Central City Transformation Plan. Key moves e – h.

Options

9. The practical option is to approve the Central City Transformation Plan because:

(i) we have consulted widely on this new plan;

(ii) we need an updated strategy to inform the 2019 work to write the RiverLink RMA consent application;

(iii) our partner agencies such as GWRC and Wellington Water want to understand our growth aspirations;

(iv) this plan will inform the ‘Hutt Story’ ie, NZTA’s document that describes long term land-use across the Hutt Valley. NZTA will use this plan and Petone 2040 to inform the business case for Cross Valley Link and completion of the Detailed Business Case for Melling; and

(v) plan Change 43 has been waiting for this plan to be completed.

Consultation

10. Consultation was carried out for Part 1 and then Part 2 of the writing of the consultant report. Part 1 being the work to understand the place, its context, its people, and risks and opportunities. This consultation was carried out during February to April 2018. Part 2 being the proposed plan itself saw consultation during January - February 2019 ending with a Councillor workshop on 13 February 2019.

11. The style of consultation was similar to that for Making Places and is consistent with that carried out for Petone 2040.

Fig. 6. Photos of consultation with Taranaki Whanui, Community, Hutt Valley Chamber of Commerce and Agencies.

12. Consultation for the Central City Transformation Plan consisted of the following:

(i) Internal Engagement; the Central City Transformation Plan was overseen by an Officer Project Steering Group (PSG) which consists of the General Manager City Transformation, Divisional Manager Strategy and Planning, Divisional Manager District Plan, Divisional Manager City Transformation, Divisional Manager Transport, Chief Executive of Urban Plus Ltd, Senior Communications Advisor and the Urban Design Manager.

(ii) Part One Consultation Mayor’s Office; two meetings were held. Invitees included Deputy Mayor Bassett, Cr Milne, Cr Edwards and Cr Sutton.

(iii) Part One Consultation Workshops:

(a) Community (includes Central Community Panel, Youth Council, retailers, business and residents)

(b) Taranaki Whanui

(d) Developers.

(iv) Part Two Consultation Workshops:

(a) Community (including Youth Council, retailers, businesses and residents)

(b) Taranaki Whanui

(d) Hutt Valley Chamber of Commerce (included various members of the chamber).

Legal Considerations

13. There are no legal considerations.

Financial Considerations

14. RiverLink is the only funded project and this is through the Long Term Plan. All other possible projects will need to secure funding separately on a case by case basis.

Other Considerations

(i) The Central City Transformation Plan meets current and future needs of community by revising our city’s strategy for the central city and this was done through the consultation described in paragraph 16. The Central City Transformation Plan will provide guidance to long term growth (especially medium to high density housing over the next 20 to 40 years) and the shorter term implementation (between now and next 10 years) of RiverLink.

(ii) The Central City Transformation Plan is cost effective considering the value (guidance and in some areas certainty eg, alignment of the replacement Melling Bridge) it will provide to significant investment over a long period of time in the central city eg, RiverLink (GWRC, NZTA, HCC) circa $250M to $300M over the next 20 years.

Appendices

No.	Title	Page
1 ⇩	DRAFT Central City Transformation Plan Part 1 and 2	17

Author: Paki Maaka

Urban Design Manager

Approved By: Kim Kelly

General Manager, City Transformation

Attachment 1

DRAFT Central City Transformation Plan Part 1 and 2

BLANK PAGE

COUNCIL OBJECTIVE:

SERVICE DESCRIPTION AND KPIs

10x Digital Marketing Promotions / Campaigns to business community

Promotion of Council activities to business community

DELIVERED THIS SIX MONTHS:

· High Light Festival

· Event Centre Function

· Green Drinks/ Circular Economy with Flight Plastics

· House of Science

· Industry 4.0

· Thrive- new web page

· Mayors messages in Chamber Business Quarterly

· HCC Charity Golf

· Promotion of 1A Manager

· Regular Chamber e-new articles

· Cycleways

NEXT SIX MONTHS:

· Will continue to promote as required.

Council Officer Commentary

Council officers are regularly utilizing the Chamber channels to promote events and programmes. This should increase further with the Chamber meeting with 11Divisional Managers from Council to reach a broader audience of Council staff on the Chambers services and channels.

COUNCIL

OBJECTIVE:

SERVICE DESCRIPTION AND KPIs

Three Business Discovery Workshops

Business engagement and feedback on key council initiatives

NEXT SIX MONTHS:

· CBD Transformation Spatial Plan – 30/01/19

· Beltways Cycleways Forum TBC

· Riverlink

Council Officer Commentary

A number of workshops are planned for the 2^nd 6 months of the contract period commencing with the CBD Spatial Plan. A 3 hour workshop has been held in late January which will inform a Chamber submission to this Committee on its consideration of the Plan.

COUNCIL OBJECTIVE:

SERVICE DESCRIPTION AND KPIs

Two business meetings with key sectors to engage on business issues / concern and response to climate change and business resilience

Climate Change and Resilience

DELIVERED THIS SIX MONTHS:

· WREMO 20/9 Continuity Planning Seminar

· Walking Home 11/11

NEXT SIX MONTHS:

· Sustainability Workshop with Jörn Sherzer (date TBC)

· Engagement with Seaview Business Group (underway)

Council Officer Commentary

A number of meetings/events have been held and others are being scheduled. The Chamber CE is also engaging with the Seaview Business Group on this issue.

COUNCIL OBJECTIVE:

SERVICE DESCRIPTION AND KPIs

Two opportunities for key council officers to engage with business people/business segments e.g. CBD development, rates, commercial building, housing, new council policies, new council facilities

Council speaking opportunities to business

DELIVERED THIS SIX MONTHS:

· Spotlight event showcasing Lower Hutt Events Centre 28/8/18

NEXT SIX MONTHS:

· Stokes Valley, Taita Community Hubs with Matt Reid TBC

· Sportsville with Matt Reid date TBC

· Draft Annual Plan TBC

Council Officer Commentary

On opening an event showcasing the new events centre to the business community was held.

Other events are in planning/consideration for the 2^nd 6 months of the contract.

COUNCIL OBJECTIVE:

SERVICE DESCRIPTION AND KPIs

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

Transport and infrastructure

DELIVERED THIS SIX MONTHS:

· Riverlink Project and Wellington Airport Transport and infrastructure event

· Local business challenges with transport and infrastructure are raised extensively with each central government politician who we host in the Valley. In this six-month period this has included:

o Prime Minister 18/10/18

o Minister of Small Business 6/11/18

o Minister of Housing and Transport 19/1/19

o Labour List MP Ginny Anderson

o Opposition leader 25/9/18

o Opposition spokesperson for Housing 29/11/18

· Represented Hutt Valley at Ministerial Briefing with Ministry of Housing

· A previously unidentified “infrastructure challenge” is the labour and skills shortage. The Chamber has represented these issues in a formal review panel with Weltec/Whitireia and NZQA 11/18

NEXT SIX MONTHS:

· Transport Forum with key regional players date TBC

· Cycleways with Simon Cager TBC

· RiverLink engagement and Melling

· Cross Valley Link

· Transmission Gully

· Working with Local MP to arrange Minister of Education or a representative to host a forum on the new tertiary education model and its implication for the Valley and the business sector. TBC March 19

· Ongoing promotion of road closures on SH2 Remutaka Hill Rd through March.

COUNCIL OBJECTIVE:

SERVICE DESCRIPTION AND KPIs

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.

Sister City Promotion/ International business development

DELIVERED THIS SIX MONTHS:

· Philippine delegation 28/9/18. Embassy has since joined the Chamber

· Promoted Taizhou China Medical City to bio-medical related businesses. Promotional meetings with Member Businesses and Council interface

· Personal invitation to targeted medical businesses to engage in delegation opportunity. Offered an event in conjunction with council to generate interest.

NEXT SIX MONTHS:

· China Medical City with Laura Sessions (2/19)

· Tempe in 2019 with IYM

· Engagement with Irish Ambassador with Mayor (2/19)

· Developing an Ambassadors Programme for engagement with business community

· Supporting first Lower Hutt manufacturer to set up warehousing and distribution centre in Tempe

· Actively engaged on line with international Chamber network

· 2019 Business Expo 7/5/19

Council Officer Commentary

The Chamber President and a board member spent over ½ day with Philippines Ambassador and a delegation from the Philippines promoting opportunities in Lower Hutt and discussing current visa issues.

The new Irish Ambassador is actively engaging with the Chamber on developing closer business relationships with the Irish business community here in NZ and in Ireland.

A local company establishing a presence in Phoenix is being assisted by the Chamber through its contacts in Tempe.

COUNCIL OBJECTIVE:

SERVICE DESCRIPTION AND KPIs

Survey of over 4000 business contacts on Quarterly basis

Business Confidence and Specific Issues Surveys of Hutt Valley Businesses

DELIVERED THIS SIX MONTHS:

· Two confidence surveys completed

· Council specific questions:

· Dec 18 - Technology and Transport,

· Sept 18 - Lower Hutt Events Centre

· and resilience

NEXT SIX MONTHS:

· Two more scheduled – March and June.

Council Officer Commentary

Officers are making use of the Chamber survey to obtain business feedback on current issues.

The March survey will cover off matters related to climate change.

COUNCIL OBJECTIVE:

SERVICE DESCRIPTION AND KPIs

Three forums

Sponsorship of Economic and Infrastructure Industry Series Forums

DELIVERED THIS SIX MONTHS:

· Industry series 28/8 introducing new WREDA CEO to region and businesses

· WREDA Business clinics hosted by Hutt Valley Chamber of Commerce, providing introductions, invitations, identified target individuals focused on export. 15/ 11

· Employment Law Changes Briefing Scott Simpson 3/8/18

NEXT SIX MONTHS:

· Currently requesting Forum with Minister Phil Twyford re transport and UDA - TBC

Council Officer Commentary

A number of series events were held in the first 6 months and planning underway for an event on transport and housing with Minister.

COUNCIL OBJECTIVE:

SERVICE DESCRIPTION AND KPIs

Provide input and attendance at meetings with Council Officers as required

Assist Council in its consideration of issues raised by the business community

NEXT SIX MONTHS:

· Three Innovation Lab/Ideation Workshops with Kim Kelly/Laura Sessions 21/2/19, 27/2/19 and 4/4/19

· Business Capacity Feasibility Assessment – 15/02/19

Council Officer Commentary

A number of meetings are scheduled in early 2019 to assist with issues Council officers are working on.

COUNCIL OBJECTIVE:

SERVICE DESCRIPTION AND KPIs

Encouragement of new business establishment and retention in the Hutt Valley

Provide interface between business and the Council

DELIVERED THIS SIX MONTHS:

· Research Welcoming Business to the Hutt Valley Programme

· Consultation with various new businesses looking to set up in the Hutt.

· Rebranding complete with all branding now reflecting “the Technology Valley Chamber of Commerce” on the logo.

NEXT SIX MONTHS:

· Welcome to the Hutt Valley Programme – investigation, research and implementation

· Developing relationship scope to support Technology Valley Forum

Council Officer Commentary

A new “Welcome to Hutt Valley’” for businesses is being developed by CE for launch later in 2019.

The CE is working closely with Technology Valley Forum.

COUNCIL OBJECTIVE:

SERVICE DESCRIPTION AND KPIs

Minimum of bimonthly meetings

Meetings with Mayor and Council Officers on matters affecting business in the Hutt Valley

DELIVERED THIS SIX MONTHS:

· Mayoral Business Meetings Bi Monthly

Scheduled at least every second month as well as numerous in between 24/10/18; 03/11/18

· Monthly meeting with Gary Craig/Kim Kelly and ongoing email and telephone

· Various meeting with other key officers e.g. Dean Grocott, Cyndi Christensen, Laura Sessions etc.

NEXT SIX MONTHS:

· Monthly meetings with Gary Craig.

· Mayoral Business Meetings Bi Monthly -all scheduled for 2019

· Hosting 11 Council Divisional Managers at Chamber 04/03/19

· Mayoral Business sector meetings

Council Officer Commentary

Regular meeting are held with the President/CE. With the appointment of the CE the Chamber is extending its involvement across Council with DM’s from a range of Council service divisions.

COUNCIL OBJECTIVE:

SERVICE DESCRIPTION AND KPIs

Business Excellence Awards – New Addition

DELIVERED THIS SIX MONTHS:

· Very successful event held November 2018 with 420 attending at Lower Hutt events Centre.

Council Officer Commentary

Following the development of the work programme the Chamber decided to host a Business Awards evening and celebration of its 75^th year of operation.

A successful awards evening was held in the new Events Centre.

Council support for this was met from within this budget.

Attachment 1

TVF accountability report, December 2018

Technology Valley Forum

6 month report to 31 December 2019

Executive Summary

Continuing the work begun at the beginning of 2018 which saw the development of our three year Strategic Plan and new brand guidelines, in the first quarter of this financial year we articulated this strategy across operational, engagement, and marketing plans. While this focus meant our resources were committed to these tasks, the outcome has been most worthwhile and we now have a very clear and agreed path to work to.

These plans are now operational and, as you’ll see in the tables below, we are making good progress against our KPI’s.

Fundamental to the success and sustainability of our organisation is the relationships we form with our stakeholders – be they our community of innovators and how we help connect and promote them, our colleagues who we collaborate with to drive mutual success, and our partners with whom we share objectives, resources, and values. We are very proud and appreciative of the partnership we have with Hutt City Council and hope this important relationship continues, especially as we launch the Technology Valley brand with Hutt City firmly at its epicentre. We hope to add to our network of partners, thereby expanding the capability and commitment to better promote the area as a global hub of high-tech manufacturing and innovation, while better supporting our community of innovators and their efforts to collaborate.

In the lead up to the New Year we began working with several organisations who would be complementary to our partnership network, including Callaghan Innovation, Upper Hutt City Council, the Silicon Valley Forum, Sustainable Business Network, and (most recently) Hutt Valley Chamber of Commerce. The appetite for partnership is high and we must now determine what that might look like.

Over this time we also launched our website – the first phase of a three phase project. At this time the Technology Valley Forum was also launched - albeit without much fanfare as we are using the Forum as a platform to engage stakeholders and recruit partnerships prior to the launch if the Technology Valley brand in April of this year. The website has already gained feedback from our engaged stakeholders, who have expressed excitement and satisfaction that Technology Valley is gaining some real momentum.

Our next major works involve taking the Technology Valley brand to the world – first by introducing it to our local stakeholders and potential members at a launch event, and then by seeding content across a global network in a campaign to get Technology Valley on the radar of the world. I would like to take this opportunity to invite Councillors to this event, with formal invitations to follow.

The following report structure aligns to agreed KPI reporting under the partnership agreement between Technology Valley Forum and Hutt City Council, with some performance indicators being prorated to reflect the date of agreement (30 October 2018). These KPIs are reflective of our operational plan and our report discusses progress to date as well as forward plans.

Objective One – Organisational Development

Build a strong, connected industry-led member organisation (the Technology Valley Forum) that regularly engages its people and contributes to their success.

Hutt City Council KPI’s
to June 2019

TVF Progress at February 2019

TVG Plans for next quarter

HCC comments

1.1 Establish governance board and regular meetings and reporting.

While we have regular meetings with members of our board (who form our management group) we have determined that our current governance structure no longer supports the needs of the organisation.

A review is underway and a consultant will support this, making recommendations to be presented at the AGM which is scheduled for March 2019.

A new governance structure will be adopted and our board and any sub—committees will be scheduled for meetings.

Our constitution and society rules will be reviewed and amended to reflect these changes.

If required, support and/or training will be provided to this new board.

HCC agrees that the current governance structure does not meet current needs. It is not sufficient to support the level of funding HCC give to the TVF.

HCC would expect a new governance structure and board to be in place at the AGM in March to enable this KPI to be met.

1.2 Establish financial accounting procedures and independent accounts.

Hutt City Council have kindly supported our financial management while we establish our foundations and systems.

Our accounts are now open and systems being established, so we are ready to bring this function in-house.

With accounts and processes established we will develop the required protocols and policies to ensure our financial management and reporting adheres to best practice and are transparent and responsible, and will then manage them accordingly.

HCC currently provide financial services (paying invoices), on behalf of TVF. This is not sustainable.

HCC would expect TVF to be undertaking its own accounts and paying of accounts by the end of this reporting period for this KPI to be met.

1.3 Develop a business model that is eventually sustainable.

With our Strategic and Operational plans now operational, we are now focussing on building organisational credibility and value that can support a membership based business model.

This reporting cycle we have been engaging with others working in this space to better understand where the needs are that we can best fill, which may determine possible revenue streams that will support sustainable independence.

With our work to develop a membership model being a three-year goal, the next quarter will continue to research and develop other sustainable and diverse revenue streams.

Under this KPI, HCC expects an outline of a business model for the long-term running of TVF to be developed by end of this reporting period (June 2019).

This is particularly related to the ongoing funding for TVF so that HCC is not the sole funder.

1.4 Report at least quarterly to original stakeholders on TV progress to date and forward planning

Following the development and then adoption of our three-year strategic plan we contacted the group of stakeholders who participated in the strategic planning phase with a copy of the document.

This group represents a body that was formally engaged as a wider ‘board’ yet, due to its size and the development of the organisation, does not meet as such. Their role within governance is being reviewed, however we intend to use this group as a stakeholder group that will be engaged throughout the year.

Following on from our engagement in November with this group, they have been invited to attend our upcoming AGM (as part of our next commitment to engage) and will then be invited to the formal launch of the Technology Valley brand.

During this process we will survey them to assess their appetite for ongoing engagement and will include them in our schedule of communications that are planned, as well as utilising their expertise, influence, and insight in an advisory capacity as and when required.

One report has been undertaken to this group to date.

HCC would expect 2 more reports to this group before the end of June 2019 for this KPI to be met.

1.5 8 engagements with the member/stakeholder group

When we launched the Technology Valley Forum in November we engaged with our members directly, closing the loop for many whose participation in our strategic planning workshop helped shape the Forum. In this we included the strategic plan and invited their participation going forward.

Since then we have launched the new website and reactivated our social media channels, supporting more regular, less formal engagement.

Face to face engagement is very important and more time is now scheduled for this to happen – in the last two weeks 9 such engagements have occurred.

More formal engagements are scheduled as part of our Stakeholder Engagement Plan. These would typically be an email newsletter which is distributed to our subscribers and other stakeholders monthly, which we will begin following the brand launch event.

Regular one-on-one engagement to meet our stakeholders and recruit members is now a scheduled activity.

We have booked a stand at the Wellington Regional Business Expo in May that will further support our stakeholder engagement and brand launch.

Our intention with this KPI is that TVF regularly engages with the stakeholder group through a variety of mediums. Email engagement around the Launch of the TVF is one engagement with stakeholders to date. Attendance at the Business Expo will be a second engagement under this KPI.

The contract between TVF and HCC requires an engagement with members/stakeholders at least every month. This means an engagement with the entire group, not a meeting with an individual stakeholder. HCC expects that the newsletter noted as happening April onwards would meet this requirement formally, but we would hope that TVF would continue to engage with stakeholders in other meaningful ways.

1.6 Advocate on behalf of stakeholders on at least two major central government policy issues

TVF participated in the Gateway Review for Callaghan Innovation, advocating on behalf of our stakeholders.

Regular engagement with our community will enable us to be more active, advocating when and where it matters with a more accurate representative voice.

We will identify challenges and opportunities arising that may affect our community and will utilise our networks to understand their views and how these may best be presented.

HCC agree that the participation in the Gateway Review for Callaghan Innovation meets the requirement under this KPI.

HCC would expect one more advocacy activity on a major government policy issue to enable this KPI to be met.

Objective TWO – brand Development

Develop and nurture an increasingly highly valued and internationally recognised brand for Technology Valley (the place) and position it effectively.

Hutt City Council KPI’s
to June 2019

TVF Progress at February 2019

TVG Plans for next quarter

HCC comments

2.1 Launch TV brand and website.

Work is now underway in preparing for the official launch of the Technology Valley brand, which will happen at an event in April. We have invited Silicon Valley Forum CE Denyse Cardozo to New Zealand for the event and to introduce her (and the broader Silicon Valley community) to our local industry leaders.

The TV website is live and well maintained, having been launched in November last year. The site itself is modern, well designed, and user friendly. Search Engine Optimisation will be rolled out within this reporting cycle (end February).

Work will continue on preparing for the launch event and related communications.

The next phase of our site development involves rolling out APIs which enable better content management and aggregation, which will help to create a unified platform for stories, information, and updates from our community, helping to create a regional narrative that supports both our community and brand.

The website has had a soft launch and the official launch of TV brand will occur in April 2019.

These activities fulfil the requirement of this KPI for the year.

2.2 Develop business model and offering for members/ stakeholders.

The revised brand and organisational structure that enabled the creation of the Technology Valley Forum helped to build a foundation for the development of a business model that specifically exists to support its members/ stakeholders. The Forums creation was based on direct feedback from this group and their expectations – that we will develop storytelling and promotions, engagement and activities, and opportunities to further their ambition and success. Embedding this value will help in the development of sustainable revenue streams that are, for the most part, member funded.

Our workplan has been developed and managed to fulfil this offering to members and stakeholders, and we are tracking well to date.

Our workplan continues this work - in building value and credibility - while we investigate options to best structure our business model (in both the short and long term) to be highly valued and sustainable.

Work continues on this KPI.

HCC requires a business model and offering for TVF going forward to be completed by end of June 2019 for this KPI to be met.

Objective Three – storytelling

Create, curate, and publish Technology Valley’s unique and inspiring story.

Hutt City Council KPI’s
to June 2019

TVF Progress at February 2019

TVG Plans for next quarter

HCC comments

3.1 8 pieces required to end of June 2019

We have distributed one media release to date, announcing the launch of the Forum and the new website, which was picked up by Scoop.

We have made connections with various media teams around the valley who will support a reciprocal content programme, so that we can all achieve greater traction of our stories and other content. This includes Callaghan Innovation, MBIE’s digital content team, Upper Hutt City Council, and NZCIS.

We have engaged a writer who is contracted to deliver 10 finished, publication ready articles by June and will also provide video content during this time.

This writer is already engaging with some of the Hutt’s more established and successful businesses and his interviews are underway.

One piece has been distributed and we note the addition of a writer to provide further stories.

HCC would require 7 more pieces to be distributed by the end of June for this KPI to be met. We anticipate this requirement will be met, given the reporting here.

3.2 Publish weekly on social media.

Our social media channels have been reactivated but post frequency is kept relatively low (for now), with a post generally added every 1-2 weeks. This has been to use the platform to help establish our communications partnership networks while staying on the radar of our followers .

As per our Stakeholder Engagement Plan, our social media activity will increase to 1-2 posts per week (with at least one being self-generated, not shared content) once we have launched the TV brand.

This will help promote our activities, our content (such as editorials), and generally engage our community, although sharing content from our network will still be a regular feature across our social channels.

The requirement for this KPI is for regular contact with the TVF members and interested parties across the term of the contract.

KPIs amended for the 8 months of the contract (once KPIs agreed) indicate approximately 32 social media interactions for the period 1^st Nov 2018 – 30^th June 2019 are required for this KPI to be met. Seven interactions have been generated to date, leaving a balance of 25 interactions over the 19 weeks to 30 June.

Objective four – Events And Activities

Develop a comprehensive calendar of engaging and high-demand events - including our own and those of others in our network - and encourage member participation.

Hutt City Council KPI’s to June 2019	TVF Progress at February 2019	TVG Plans for next quarter	HCC comments
4.1 Arrange at least 8 TV events for local businesses	This quarter we have been concentrating on understanding what events and activities are already happening, who is doing them, attending them, and what is and isn’t working. We’ve also been meeting with our colleagues who are also operating in this space so that we might collaborate to bring better value to events, maximise resources, and expand attendance. The result of this work is some events in development, as well as early work on a shared events plan with organisations like the Chamber of Commerce and the Sustainable Business Network.	Some of the events we are developing include: · TV Brand Launch Event · Networking function (part of STEM Festival) · Circular Economy Accelerator and Collaboration – Co-hosted with Sustainable Business Network · Industry 4.0 in SMEs – An introduction, presented by Callaghan Innovation · Adaptive Skills and Microcredentials – presented by Industry Training Federation · Collaboration IRL – presented by Somar and Mevo	This KPI requires TVF to run, either by itself or in partnership, events focused on the sector. One event has been undertaken to date and as noted, a number of others are in the planning stage.
4.2 Create a Technology Valley channel for publicising partner events	One of the more significant features of our website in phase 2 will be an events channel/feature. Currently partner or network events are featured on our website under a fairly manual process so, while it is good that these events are listed, many are missed, or loading is time consuming.	The second phase of development of our website includes a sophisticated events calendar that is searchable through various and detailed queries. The API that powers this will aggregate content from relevant sites and key words, while event organisers can manage this content and add to it by logging in. Ultimately, once the site is better promoted, paid advertising and featured events will be available (one of our anticipated revenue streams). We are expecting this second phase to be complete in time for our launch in April.	HCC anticipate at this stage that the stage 2 development of the website, as noted, will provide the ability to meet this KPI. HCC look forward to the stage 2 components being delivered and events (TVF and others) being advised to the business community.
4.3 Participate in Te Wā Heke: Invent the Future Festival.	Technology Valley Forum is very keen to be involved in this years festival, although our participation may be a networking event around the event as the calendar is still being determined. We will work closely with the Council team to make sure our event is complementary, relevant, and adds value to the festival.	We will work closely with the Council team to make sure our event is complementary, relevant, and adds value to the festival. Regardless of the extent of our own activity, we will actively collaborate with the team to support promotion of the Festival.	TVF active involvement in this festival will meet the requirement of this KPI.
4.4 Report to Council City Development Committee (6 monthly) on progress against objectives	1^st report in 2018.	2^nd report in March 2019	This report to CDC fulfils the requirement of this KPI for the year.

Conclusion

While we had hoped that our events activity may have started prior to Christmas this became an impossible task – in some part due to an ambitious workload that has been focused on ‘groundwork’, and also due to a very full calendar at that time of year, which would may have limited our impact (it is worth noting that the two events that were postponed were social/networking events and not our information based events). Beginning this activity during the brand launch campaign will mean that brand awareness and interest is high, increasing our chances of successful attendance. This pause in our events ‘kick-off’ has also allowed us to better understand where our events may best fit and how they will better serve our stakeholders so that we are delivering real value for money, and not simply holding events for the sake of it.

With collaboration at our core it makes sense that we work alongside those engaging with the local business community so that we can enhance their offering to those working in tech and manufacturing – this, in turn, expands our brand awareness and, ultimately, our membership. This will serve us well in hosting our independent events, ensuring that themes and topics are most relevant to our intended audience and that they are aware and eager to attend.

Our brand launch will offer Council greater opportunity to participate in the Technology Valley brand, with Councils relationship actively promoted through co-branding, events and content to share.

There is significant depth and breadth of capability in the Hutt Valley and we are very proud to share that with the world and promote the area as a high-tech hub that is open and ready for business.

Thank you again for your ongoing support.

Anthea Armstrong
Executive Director
Technology Valley Forum

246 05 March 2019

City Development Committee

07 February 2019

File: (19/141)

Report no: CDC2019/1/24

Options for Exhibition Spaces

Purpose of Report

1. The purpose of this report is to outline possibilities available for Archives to mount exhibitions, where appropriate in conjunction with Museums and Libraries, as requested by the Committee.

Recommendations

That the Committee:

(i) receives the report;

(ii) notes the options listed;

(iii) notes the model for future funding for exhibitions; and

(iv) notes the outline plan for archives exhibition themes.

For the reason that these are the best options available given limitations of staffing, funding and facilities until such time as a permanent Archives facility incorporating its own exhibition space is available.

Background

2. At the Council meeting held on 22 May 2018, on the recommendation of this Committee, officers were asked to:

(a) investigate opportunities for exhibition spaces and report back to the Committee in six months; and

(b) submit a draft exhibitions development plan for Council to consider, that will allow the archives to tell the story of the city.

This report was delayed to enable consultation with the new Divisional Manager, Libraries and Museums Director.

3. It was also resolved by Council that the Archives will remain in the current premises for the duration of the current lease (until 31 March 2023) and that officers will prepare the Archives to relocate to more appropriate premises at that time, due to the risk of fire and pressure on space inhibiting expansion of the collection and lack of suitable staff working areas separate from the public reading space. These new premises need to be safe from natural hazards such as sea level rise, and away from the tsunami zone and the earthquake fault line.

4. This report provides options for exhibitions to be mounted in the interim until a permanent exhibition space can be provided as an integral part of the new facilities for the Archives in 2023.

Discussion

5. Over the past seven years the Archives has been holding exhibitions, tours and series of talks as part of the Wellington Region Promotional Council Heritage Month in September. The success of these exhibitions led to the desire to expand the exhibition programme, to make the Council’s Archives more widely known as well as telling the story of the City and fostering its sense of identity, and aiding in the revitalisation of the CBD. Exhibitions held around the city over the last few years in association with the CBD Development Manager were:

(a) Hard on the Heels, Peter Bush capturing the All Blacks (pop-up shop in High Street)

(b) Milk Bar Cowboys, Icecream and the Modern Office (pop-up shop in High Street)

(d) Architectural and Social Upheaval (pop-up shop in High Street).

6. These exhibitions were accompanied by a series of talks given by lecturers from VUW, local historians, genealogists, Heritage NZ and others. Numbers attending the exhibitions were encouraging and feedback was very positive. The exhibitions were funded with contributions from various budget lines within Council as there was no dedicated funding allocated at the time.

7. The ability of the Archives to mount exhibitions is limited by staffing resources and available spaces in which to mount the exhibitions. The Archives facility itself has a wall display outlining the city history and the resources available in the Archives, but it is not possible to host exhibitions there.

8. Promotion of the archives is part of the role for the City Archivist, but it has become apparent from the time required to plan, research, prepare and mount the earlier exhibitions that continuing with exhibitions in this way is not sustainable. The size, scope and frequency of exhibitions are constrained by the other responsibilities of the City Archivist and archives staff. A significantly increased exhibition programme would require additional staffing resources in the Archives to plan, research, prepare, mount and host exhibitions, and demount them and appropriately dispose of the exhibition materials afterwards. This work requires skills in addition to those usually sought when recruiting archives staff, and contractors or other specialist staffing resources would be needed to enable an extended exhibition programme to be feasible.

9. The options proposed are also limited to what can be funded from the existing budget for 2019-2020, with small increases requested from 2020-21 to 2022-23 as a lead up to the establishment of a permanent exhibition space in a new archives facility. There are also possibilities for Council archival material to be incorporated into permanent and rotating displays in the proposed redeveloped Petone Library facilities, dependent on the availability of space at the time, and funding to enable moving, setting up and dismantling the exhibition.

10. Despite the limitations in resources, the success of these exhibitions provides encouragement to continue and if possible to expand the programme further as opportunities arise.

Options

11. The Archives has been allocated $10,000 for 2019-20 and out-years to support mounting exhibitions. The CBD Development Manager has also contributed from her budget to the costs of exhibitions held in the CBD. This funding limits the options to one short-term (one/two week) exhibition and talk series and one small exhibition (about five display boards).

12. Assistance for future exhibitions offered by the Libraries and Hubs includes availability of space to house exhibitions, to be determined on a case-by-case basis as each exhibition is planned (there are no suitable or available spaces in the Dowse for Archives exhibitions). The Libraries would also contribute content as appropriate from the Community Archives. However, they are unable to contribute any funding, and funding from the CBD promotions budget would not be available for exhibitions held in the libraries and hubs.

13. Assistance from Museums staff would enhance the professionalism of the exhibitions and bring a wider range of skills and resources (excluding direct financial contributions) to the planning and production of the exhibitions. The Museums Director has indicated willingness for his staff to assist with, for example, preparing marketing, promotion and exhibition content. This is dependent on the programme of exhibitions planned, incorporating suitable lead-in times, with staff involvement being agreed well in advance of proposed exhibitions to permit co-ordination with the Museums programme, so as to avoid significant impact on the Museum team’s workload and responsibilities.

14. With the proposal that the Archives should be re-housed in a more suitable permanent facility from the end of the current lease on 31 March 2023, which would include dedicated exhibition space, an outline plan for exhibitions in the interim could possibly include themes such as:

2019-2020	September Heritage Month – Modernism and the Garden City Industrial Hutt: Ford Motor Factory and Philips Factory
2020-2021	September Heritage Month - Modernism and State Housing Colonial Hutt: Clearing the forest and settling the land
2021-2022	September Heritage Month - Modernism in the Hutt – Modernist Architectural Design Industrial Hutt: Gear Meat Works
2022-2023	Industrial Hutt: Railway Workshops

15. Only one exhibition is proposed for 2022-23 as the focus of Archives staff will be on preparing the collection to be relocated to a new facility in March 2023.

16. These exhibitions could be mounted in pop-up shops in the CBD, to help draw people into the CBD. However, it is difficult to plan exhibitions in pop-up shops since the availability of premises cannot be guaranteed as they may in the interim become permanently tenanted.

17. Exhibition material from short-term exhibitions in the CBD or elsewhere could circulate around a number of library facilities to increase accessibility for the public if resources permit.

18. There is also the possibility of using the Events container being acquired by the CBD Development Manager, to be placed in Andrews Avenue under Resource Consent RM180359, permitting them to be there on a non-permanent basis. This could be used for short-term small exhibitions based on “Industrial Hutt” themes to tie in with Te Wā Heke – Invent the Future Festivals in May each year.

Consultation

19. The City Archivist and the Corporate Information Manager have consulted the Divisional Manager, Libraries and Museums Director in developing this proposal and they have indicated willingness to offer support.

20. Other Council staff were asked for advice, including the Divisional Manager, Strategy and Policy, the Urban Design Manager, the Community Library and Heritage Services Manager, and the Dowse Business Operations Manager.

21. The City Archivist provided further analysis and drafted a number of options which have been considered in preparing this report.

Legal Considerations

22. There are no legal considerations.

Financial Considerations

23. Options are limited given the availability of only $10,000 for FY2019/2020 and possibly other funds as may be made available from the budgets of other teams.

24. At this stage the budget will be increased by $5,000 for 2020-2021to $15,000 and will be reassessed in 2021-22 and 2022-23 with a view to increasing further if it can be accommodated in the budget and we have the capacity to run additional events. In subsequent years the budget would be based on mounting exhibitions in the new Archives facility, and would be considered as part of an overall review of the necessary funding for Archives given its relocation to improved premises.

Other Considerations

25. In making this recommendation, officers have given careful consideration to the purpose of local government in section 10 of the Local Government Act 2002. Officers believe that this recommendation falls within the purpose of local government in that it assists in fostering a sense of community and identity for Lower Hutt through bringing its history to light and through interpreting and explaining the social and built environment. It does this in a way that is cost-effective because it uses available budgets and resources to the best effect while proposing a modest increase for future budget years.

Appendices

There are no appendices for this report.

Author: Chris Gousmett

Corporate Information Manager

Approved By: Lyndon Allott

Chief Information Officer

261 05 March 2019

City Development Committee

07 February 2019

File: (19/27)

Report no: CDC2019/1/25

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.

Recommendations

That the Committee:

(i) notes the updates contained in the report; and

(ii) notes that a report on the options available for Hutt Valley Tennis will be presented to the Committee meeting to be held on 30 April 2019.

Background

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

Discussion

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

City Wide and CBD Remissions Policy and Funding

4. A City Wide and a CBD Remissions policy were adopted from 1 July 2012. Council approved continuing the Development Incentives and Rates remission schemes until 30 June 2020.

5. As of this financial year – 1 July 2018 to 31 December 2018, 106 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	0	0	0
A new commercial development or new building extension of at least 500m2 floor area	0	0	0
A new development with a mix of apartments and commercial space of at least 500m2 in floor area	1	1	0
Total CBD	1	1	0

City Wide Remissions – anywhere in the City including the CBD	Appns	Approved	Declined
A medium or high density residential development	101	101	0
New non-residential building or building extension of at least 500m2	4	4	0
A conversion of a building from any use to residential apartments	0	0	0
Total City Wide	105	105	0

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

	Appns	Approved	Declined
Total All Policies	107	107	0

Fee type remitted 1 July 2018 – 31 January 2019	$ Amount
Rates remissions	$278,007.38
Economic development grants	$0
Development contributions	$259,440.53
Reserve contributions	$232,414.78
Resource consent fees	$148,283.74
Building consent fees	$374,654.32
TOTAL	$1,292,800.75

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	$2,742,265
FY2018-2019 (Year to date)	$1,292,800

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

7. The Policy ended on 31 December 2018.

8. The number of remission applications received between 1 July 2018 -31 December 2018 was a total of 106. The total number of applications received over the past six months almost doubled the total for the whole of the 2018 financial year, which was only a total of 54 applications. The applications received were mainly for new residential developments.

Town Hall and Events Centre

9. Since the last report:

a. building commissioning is being completed; and

b. Town Hall theatre services are being completed.

Promenade – RiverLink

10. During January 2019 New Zealand Transport Agency’s (NZTA) decision for Melling Interchange was delayed with no release date advised for a confirmed decision.

11. RiverLink has entered into the RMA Consent Phase. This will take about one to 18 months to write the applications and 18 months to two years to process approvals. Consultants to write the consent applications will be appointed in April 2019 and the process has been designed to allow NZTA to join in at a later date.

12. A RiverLink project office will be set up with a project team to manage the consent process. It will be a standalone office made up of a mix of dedicated staff and officers. A Project Director is being sought and this person will report to a Project Board under the interim governance model, which will be worked on further and confirmed at a later date.

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

· Promenade Andrews Avenue to Margaret Street.

· MSE Wall Margaret to Andrews Avenue

· MSE Wall Andrews Avenue to Jinas

· Upgrades to Margaret Street West, Dudley Street, and Andrews Ave.

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

· Pedestrian/Cycling Bridge over river

· Landscaping and paths in river plain

· Acquisition of Daly Street properties

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

14. The following are also funded in Council’s Long Term Plan (LTP):

· Melling Bridge contribution $6.5M

· Riverbank Car Parking $0.8M

· East Access Route $3.5M

· Stormwater $2.1M.

15. The following are not funded in Council’s LTP.

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

· New Train Station

· New Bus Interchange

· Capital works west side of river

· Possible demonstration property development.

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

16. The status of these projects is as follows:

Riddiford Garden

17. Phase 3 construction works began in September 2017 and completion is expected around mid-March 2019.

18. Defects to all of the civil works have been ongoing with the re-laying of the asphalt along Laings Road planned to start on 25 February following a major event at the event centre. Works will be in two stages and will take approximately two and a half weeks to complete.

19. It has been recommended that the water feature work in the contract as a Provisional Sum be considered as deferred work, to allow Practical Completion (PC) to be issued for all other completed works. The new water feature design is currently under review with the consultants compiling an operational specification to be agreed by Council. Once confirmed, a gap analysis will confirm performance compliance and identify any defects or non-performance for correction. Worst case completion is expected by end of June 2019.

20. All other minor defects are in motion with materials underway. These include the bridge edges, valve cover, concrete steps etc.

21. Riddiford Gardens Stage 2 works are also underway with the contractor performing the last requirements to obtain documents for Code Compliance certificate application. This is expected to be completed by the end of March 2019.

Ricoh Sports Centre, Fraser Park

22. Armstrong Downes has lodged papers with Council to secure a Certificate of Public Use (CPU) to enable the public to access and use the Ricoh Sports Centre. Documents have also been lodged with Council for a Certificate of Code Compliance (CCC). Both applications are being processed by Council but could take up to 20 working days to complete. Armstrong Downes has granted Fraser Park Sportsville and their contractors access to the building and fit out work by FPS is now in full swing. Armstrong Downes is also working through a list of remedial work and defects and it is expected that this work will be completed by the end of this month. Most remedial work is minor (painting touch ups) however significant work still needs to be done to reinstate the grass and turfs around the building site. Finishing and further structural fixing is also required on the ceiling of the west end changing rooms. With respect to CFT subcontracts (not part of the main contract with AD) all work has now been completed on the six squash courts and the fitting of the internal cricket nets is all but completed. It is expected that Fraser Park Sportsville will complete their fit out work in time for the proposed opening of the complex in March. The project capital budget is under significant pressure due to:

a. capital over-runs;

b. additional fit-out requirements; and

c. a fundraising shortfall.

23. The CFT and officers are still proactively fundraising.

Cycleways

24. Work on the cycleways is progressing with the Wainuiomata Hill Shared Path construction ongoing. The Hutt side is practically complete and getting good usage. The Wainuiomata side is progressing with the installation of the retaining walls now in full swing. Completion of construction is currently programmed for May 2019. The Eastern Bays shared path is a technically challenging project due to its proximity to the Coastal Marine Area. Work continues towards the lodgement of a Resource Consent and the completion of the Assessment of Environmental Effects for late February 2019. The latest round of consultation for the Beltway Cycleway took place in November /December with over 70 submissions on the design. The Resource Consent lodgement for the project is planned for late February 2019.

Healthy Families Lower Hutt

25. Play in the Hutt - In partnership with Sport NZ and Hutt City Council, we have published Tākaro to play, our Play in the Hutt research findings and have continued to build on the momentum of play through ongoing conversations and call to action within Council and partners who have a role in enabling play in our communities. Council’s Active in the Hutt team continues to support this momentum through providing a number of initiatives to encourage play and reduce barriers including pop-up play days for whanau across Lower Hutt and ‘Build & Play’ and ‘Sport + Play’ trailers available to local schools and community groups to utilise. We have also developed a ‘Play in the Hutt’ webpage which provides a one stop shop on play.

26. Healthy, Active Streets - We are leading discussions within Council around a healthy, active streets and spaces approach to our decision making and investment. To date a working group has been established with representatives from across key Council teams and we continue to meet regularly. A draft framework has been developed and is currently out for feedback before finalising. Once finalised this will then be presented to Council’s Strategic Leadership Group for endorsement and a workshop will be held with Councillors and Divisional Managers on the approach.

27. In partnership with Toi Te Ora Public Health Service, we have agreed to host a two day workplace wellbeing ‘hackathon’ in Lower Hutt in March 2019 which will include the Mental Health Foundation’s train the trainer module. We are part of a small working group that is co-designing the hui with HPA, Healthy Families MMP, Healthy Families Waitakere and Toi te Ora. We pushed for a re-think of the purpose and content of the hui to be a platform for a national Community of Practice with more of a focus on systems change and capability building, especially around co-design.

28. We have worked with Rangatahi Tu Rangatira to develop a Te Reo version of the Player of the Day certificates. Rangatahi Tu Rangatira have ordered 200 certificates for their upcoming summer events which means 200 more physical activity opportunities for our rangatahi.

29. We have also engaged with Softball NZ who is driving smokefree and alcohol free kaupapa nationally through ‘Healthy Ball Parks’. Several national tournaments will be taking place at the new Ricoh Sports Centre in the coming year where we will provide support around being health promoting tournaments and messaging.

30. As part of making our events across Lower Hutt more health promoting, we have developed a Smokefree Events Toolkit that is being promoted through our Events Team and distributed to community members when they apply for funding.

Hutt Valley Tennis Centre

31. Council officers continue to work with the Hutt Valley Tennis Association (HVTA) to develop a sustainable business model for the growth of tennis in the city.

32. This includes exploring option to strengthen or rebuild the main build and to cover some of the courts with a canopy structure.

33. Officers are currently waiting on a decision from HVTA on their preferred solution for the centre along with a finalised business model before it can be considered by Council.

34. A report on the options available will be presented to the next Committee meeting to be held on 30 April 2019.

Ignite Sport

35. Council officers continue to explore opportunities for Ignite Sport to relocate to an alternative venue within the City.

36. Ignite Sport require a community building with offices to accommodate up to 20 staff, flexible meeting spaces to run workshops and access to both grass fields and hard courts to facilitate sport and recreation opportunities.

37. At present relocating to Bell Park (Lower Hutt Football Clubrooms) is their preferred option ideally with hard courts developed on site. They have requested that these be funded by Council as their own resources will be used to purchase and fit-out the current Lower Hutt Football Clubrooms.

38. Ignite Sport are currently seeking a lease in principle from Council which will enable them to progress with an offer for the clubrooms. They are also seeking commitment from Council to build the proposed hardcourts.

39. Council has drafted a development plan for Bell Park which includes hard courts and improved soft recreational spaces. Work to complete this is currently unbudgeted and is not currently high on our priority list.

40. Officers are currently drafting a letter of intent to lease for Bell Park which includes provision for building of hard courts at a future date.

41. An alternative option is also being explored at another park which may better suit Ignite Sports’ needs.

Science and Technology (STEMM) Funding and Activity

42. New brand for STEMM: This quarter we engaged an external creative agency in a co-branding process to define and articulate our core purpose for the science and technology programmes at Council, and to develop a new brand identity that would more fully engage and excite our community in the sector. About 20 Officers from throughout Council participated in this process, which identified new ways to collaborate, share resources, and more effectively promote and grow the sector. Our new brand for this programme of work is Te Wā Heke: Invent the Future, which reflects our vision as follows:

1) Science, technology and innovation can help improve the prosperity and well-being of our community by creating good jobs, business and economic growth, a more enjoyable and efficient city and equal opportunities for everyone.

2) Science and technology are enabling innovation at an unprecedented pace and are radically changing the way we live, work, play and learn. We are helping our community embrace and maximise the benefits this change can bring to become a more sustainable and resilient city.

3) Science, technology and innovation now permeate every industry and career. We want our people to have the skills to lead the way and contribute as part of tomorrow’s workforce.

4) We want equitable access to science, technology and innovation for everyone and every business. We are breaking down stereotypes and barriers so that everyone in our community can be curious, create, invent and discover.

We will be promoting the Te Wā Heke brand through the re-named Te Wā Heke Festival (the old STEMM Festival) and through internal and external communication channels. A new website will be live by the end of March to bring together all of the events, programmes, activities and resources on science, technology and innovation from around Council. This will make it easy for all of our stakeholders to see the important and varied work we are doing in this sector. We are also continuing to meet regularly as a stakeholder group to ensure we work together as effectively as possible.

43. Te Wā Heke Festival: We are continuing to hone the content and structure of this new and improved event in May 2019. This year the Festival will be a two day community event held at the Lower Hutt Events Centre on 24 and 25 May. It will be an expo-style event with interactive displays and exhibits for people to explore new technologies and the impacts they may have on their everyday lives. Content is continuing to be developed but we have confirmed a special VR experience brought to Lower Hutt from London by PwC, as well as an electric vehicle display, future foods, drones, robots and more. The event has been selected as a highlight event in TechWeek, which means we will get special profile and marketing support from their team. We will also be inviting groups from local schools (and providing free transport), and will hold a VIP event for educators from around the region. A business networking event to ‘launch’ the festival will be held on Wednesday, 22 March from 5.30pm.

44. Innovative Young Minds: This quarter we have developed a new website for IYM, with a fresh, youthful feel and an easier administrative structure. Applications are now open for 2019, and we have already received over 30 applications from around the country. We have 80 places available this year across two sessions, and hope to receive double that number of applications (the deadline is 1 April). We will officially launch the programme on 26 February, with a special networking event that will include the release of a video made by the Prime Minister in support of IYM. We are also taking 12 of our alumnae, who participated in IYM previously, to Silicon Valley in April. We have a very exciting week for them, with many high profile speakers including entrepreneurs, CEOs and top research scientists. This is part of our expansion to keep alumnae engaged in science and technology and to continue to provide opportunities for them to learn more about careers in the sector.

45. 1^st Assembly: “1A” as it is now being called had a productive quarter with the appointment of new manager, Kate MacDonald. Kate comes to 1A from BizDojo and is experienced in assisting start-ups to succeed. She is currently working on more clearly articulating the incubator programme that we provide businesses and expanding efforts to recruit new businesses. Several residents have won significant investment this quarter (eg, Makegood secured $600,000 from angel investors), showing 1A’s significant value in supporting and growing hardware businesses. 1A is holding regularly monthly events on relevant business topics in conjunction with The Settlement co-working space in Petone, and has hosted several groups from Callaghan Innovation and the Edmond Hillary Fellowship. We continue to look for ways for 1A to collaborate with other groups to make its business model sustainable in the long-term.

46. Smart City Programme: A new cross-Council group has been established to determine a strategy and plan for Smart City projects, which have to date been largely conducted on an ad hoc basis. The group will promote the programme as an opportunity for Council units to test new technologies that will make their work more efficient and better for our customers. We will be starting with some projects that are low risk and low cost, and hope to build the programme into more substantial pieces of work in coming years. We are looking for ideas from Council staff, Councillors and the wider community for new projects. An initial project that the group has been developing this quarter with WSP Opus is a tool called Maptionnaire, which aims to capture information about how people move around the city and how we might improve their transport experiences. This will be trialled with Council staff in February and then rolled out to the wider community in May. We have also initiated a data project to determine what data the Council is currently collecting and how that is being stored and used.

47. Hutt Science Programme – over 40 primary and intermediate schools in Lower Hutt and all primary and intermediate schools in Upper Hutt are currently part of the programme (funding provided by Upper Hutt City Council). 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 intermediate school teachers is now well developed along with a mentoring programme for secondary school science scholarship students.

The national symposium for the House of Science to which Hutt Science is affiliated was held in Lower Hutt in November 2018 at the new Events Centre

Urban Growth Strategy Implementation

48. 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.

49. 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

· Year to 30 June 2018 466 Cumulative 1,658 Average p.a. 276

No. of new dwellings consented (Dept. of Stats):

· Year to 30 June 2013 137

· Year to 30 June 2014 231 Cumulative 368 Average p.a. 184

· Year to 30 June 2015 338 Cumulative 706 Average p.a. 235

· Year to 30 June 2016 445 Cumulative 1,151 Average p.a. 287

· Year to 30 June 2017 213 Cumulative 1,364 Average p.a. 272

· Year to 30 June 2018 395 Cumulative 1,759 Average p.a. 293

· YTD 31 Dec 2018 226 Cumulative 1,985

Population 2013: 101,200 2017: 104,700 2018: 105,900

Statistics population medium projection for Lower Hutt in 2033 is currently 108,100

50. In the year to December 2018, 494 new homes were consented up 102% on the 245 new homes consented in the year to December 2017. This compared nationally with an increase of 6.1% in 2018 from the December 2017 year.

51. Implementation projects being worked on include:

· Wainuiomata - extension of Wise Street – One subdivision consented and houses under construction. Several other land holdings have recently changed ownership with intentions of development.

· Wainuiomata – ex Wainuiomata College site application for a mixed housing development lodged.

· Upper Kelson – extension of Major Drive – owner working on a proposed plan change to enable this site to be developed into approximately 90 lots.

· Waipounamu Drive, Kelson – Earthworks well underway. Consents for the first four stages of this development (160 of total 240 lots and houses) have been lodged.

· Stokes Valley –potentially 80 residential sections. Pre application meetings are being held.

· District Plan Work Programme – Plan Change 43 further submissions closed on 7September 2018.

· Housing New Zealand has announced plans to build 330 new homes and refurbish 383 homes in the Hutt Valley.

CBD

52. Current CBD activity includes:

· 177 High Street – see below.

· Sebel Hotel development – Piling and foundations completed Dec 2018. Structure consent being processed.

· Two new retail tenancies being installed along with Big Save/Ashley Furniture, opening the store out to High Street.

· 2-14 Laings Road – 39 apartments for social housing agency Oasis Network (owner/developer Wilcox Group 2014 Ltd placed in liquidation December 2018).

53. Southend Business Group - meeting on 13 February to present plan of action on brand identity and projects for beautification of area. This collective of business owners, property owners and officials have been meeting since May 2018 to organise a plan to attract people and businesses to the Southend. The group has defined the area to be designated as the Southend and focus a number of small projects to enhance the look and feel of the entrance to the High Street.

54. Completed CBD activity in 2018 includes:

· Pet Vet relocated from Pharazyn Street (RiverLink property) to Rutherford Street central city;

· Red Rat skate shop open in Margaret Street;

· new bakery in Bunny Street;

· 2 Connelly Street – construction of a large commercial building is completed;

· Storage Box has relocated into southern High Street;

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

· AMI have relocated into Ex-TAB site.

55. For the December 2018 year retail spending in Lower Hutt was up 7.8% on the same period last year with the CBD experiencing a 6.9% increase in spending. This compares with 4.8% growth across the Wellington Region and 5.3% nationally.

Source Marketview

56. Queensgate – construction has commenced (January 2019) on a 7 screen multiplex and carpark building to replace the area that sustained structural damage and was demolished following the Kaikoura earthquake.

177 High Street

57. The property was sold to the Wellington Company who has now lodged plans for the development of 32 apartments and retail (hospitality) outlet. Internal demolition has commenced.

Riverbank Market

58. With the cooperation of the market operator the market layout was changed in early December. This improved layout has enabled Council to significantly reduce the traffic management cost, which is now covered by the parking revenue in the Riverbank carpark on Saturdays.

Petone 2040 Spatial Plan

59. Petone Library Redevelopment: the Petone 2040 Community Group facilitated a master plan with Urban Plus Ltd to understand wider benefits associated with this possible development. Opportunities include streamlining the design, better yield, resolving long running problems such as public safety, resolving Doreen Doolan Mall, making better pedestrian connections throughout Petone, and synergies with other partners.

60. Jackson Street Heritage Pilot Project; this project is to upgrade a small block of buildings within the Jackson Street Heritage Retail Area. Hutt City Council, Jackson Street Programme, and Petone 2040 have partnered to work with property owners to enhance four buildings to model aesthetic building improvements incorporating council design guides. We are finalising negotiations with property owners and expect completion in late June 2019.

Central City Transformation Plan

61. This is the subject of a separate report to this Committee.

Options

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

Consultation

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

Legal Considerations

64. There are no legal considerations.

Financial Considerations

65. 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

66. 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 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
Riddiford Gardens	All Phase 3 landscape, bridges, carpark and Laings Road improvements.	November 2018	Delayed. Currently closing out defects.
Avalon Park	All Stage 3 landscape works between the southern end car park and the new playground.	November 2018	Currently closing out defects.
CBD Promenade - RiverLink	Consenting and Notice of Requirement	End of 2019 to mid-2020	On track
Fraser Park Sportsville Stage 2	Construction underway	December 2018	Delayed
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

264 05 March 2019

City Development Committee

13 February 2019

File: (19/188)

Report no: CDC2019/1/27

Closure of Laings Road and Queens Drive for Civic Anzac Day Ceremonies 2019

Purpose of Report

1. The purpose of this report is to seek approval, as per the authorised process, for the temporary closure of Laings Road, between Myrtle Street and Queens Drive, and Queens Drive, between Laings Road and High Street, and for the associated temporary No Stopping At All Times restrictions, for the Civic Anzac Day Ceremonies 2019.

Recommendations

That the Committee:

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

(a) Anzac Day Dawn Parade

Laings Road from Myrtle Street to Queens Drive, and Queens Drive from Laings Road to High Street; on Thursday 25 April 2019 from 05:00am to 07:00am, attached as Appendix 2 to the report; and

(b) Anzac Day Civic Service and Wreathlaying Ceremony

Queens Drive from Laings Road to High Street; on Thursday 25 April 2019 from 08:00am to 11:00am, attached as Appendix 3 to the report.

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

(a) Anzac Day Dawn Parade

Laings Road from Myrtle Street to Queens Drive, and Queens Drive from Laings Road to High Street; on Thursday 25 April 2019 from 05:00am to 07:00am; and

(b) Anzac Day Civic Service and Wreathlaying Ceremony

Queens Drive from Laings Road to High Street; on Thursday 25 April 2019 from 08:00am to 11:00am; and

(iii) agrees to impose the following No Stopping At All Times restrictions:

(a) Anzac Day Dawn Parade

Laings Road from Myrtle Street to Queens Drive, both sides and Queens Drive from Laings Road to High Street, both sides; on Thursday 25 April 2019 from 05:00am to 07:00am; and

(b) Anzac Day Civic Service and Wreathlaying Ceremony

Queens Drive from Laings Road to High Street; on Thursday 25 April 2019 from 08:00 am to 11:00 am.

For the reasons:

· the proposed road closures are required to accommodate the Anzac Day Ceremonies; and

· no complaints have been received in relation to previous years’ closures.

Background

2. Council has received a request from the Mayor’s Office for the closure of roads and temporary ‘No Stopping At All Times’ restrictions for the annual Civic Anzac Day Services.

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

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

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

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

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

Discussion

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

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

10. For the Civic Anzac Day events, any vehicle remaining on the roads as detailed in recommendations (i) to (iii) will be a safety concern and therefore temporary ‘No Stopping At All Times’ restrictions are required to enable these vehicles to be removed.

Public Consultation

11. The public was notified that Council was going to consider the proposed temporary road closures through a Public Notice in The Hutt News on Tuesday 19 February 2019. No correspondence had been received at the time this report was finalised, however any subsequent correspondence will be presented at the Committee Meeting.

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

Legal Considerations

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

Financial Considerations

14. For community events, the cost of public notices in The Hutt News is paid from Council budgets. For commercial events, the cost of the public notices is passed onto the appropriate event organiser. These events are both community events.

Other Considerations

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

Appendices

No.	Title	Page
1 ⇩	Appendix 1-AnzacDay	266
2 ⇩	Laings Road - Temporary Road Closure for Civic Anzac Day Ceremonies 19/188 CYCLE 1 2019	268
3 ⇩	Queens Drive - Temporary Road Closure 19/188 CYCLE 1 2019	269

Author: Alan Hopkinson

Senior Traffic Engineer

Reviewed By: Damon Simmons

Traffic Asset Manager

Approved By: John Gloag

Divisional Manager, Transport

272 05 March 2019

City Development Committee

14 February 2019

File: (19/196)

Report no: CDC2019/1/28

Closure of Muritai Road for the Eastbourne Memorial Returned Services Association Anzac Day Event 2019

Purpose of Report

1. The purpose of this report is to seek approval, as per the authorised process, for the temporary closure of Muritai Road, from Rimu Street to Makaro Street, and associated temporary ‘No Stopping At All Times’ restrictions for the Eastbourne Memorial Returned Services Association Anzac Day Event 2019.

Recommendations

That the Committee:

(i) agrees to approve the following proposed temporary road closure, subject to the conditions listed in the Proposed Temporary Road Closure Impact Report, attached as Appendix 1 to the report, at Muritai Road between Rimu Street and Makaro Street, on Thursday 25 April 2019 from 09:30am to 11:00am, attached as Appendix 2 to the report;

(ii) agrees to rescind, for the annual Eastbourne Memorial Returned Services Association Anzac Day Event 2019, parking restrictions on both sides of Muritai Road, between Rimu Street and Makaro Street, on Thursday 25 April 2019 from 09:30am to 11:00am; and

(iii) agrees to impose No Stopping At All Times restrictions, for the annual Eastbourne Memorial Returned Services Association Anzac Day Event 2019, on both sides of Muritai Road, between Rimu Street and Makaro Street, on Thursday 25 April 2019 from 09:30am to 11:00am.

For the reasons:

· the proposed road closures are required to accommodate the annual Eastbourne Memorial Returned Services Association Anzac Day Event 2019; and

· closures for previous year’s events have not solicited any complaints from the public.

Background

2. Council has received a request from the Secretary of the Eastbourne Memorial Returned Services Association (Inc.) for the closure of roads and ‘No Stopping’ restrictions for the annual Eastbourne Memorial Returned Services Association Anzac Day Event.

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

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

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

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

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

Discussion

8. The Senior Traffic Engineer, Transport, acting as Council’s Traffic Engineer, has assessed the proposed closure with regards to its expected impact on traffic. He has provided a professional opinion as to whether the resulting impact on traffic is likely to be reasonable or unreasonable.

9. The proposed closure, if implemented according to the proposed traffic management plans and in accordance with any specific conditions set by the Traffic Engineer, should not result in any unreasonable impact on traffic.

10. For the Eastbourne Memorial Returned Services Association Anzac Day Event 2019, any vehicles remaining on the roads as detailed in recommendations (i) to (iii) will be a safety concern and therefore temporary ‘No Stopping Restrictions’ are required to enable those vehicles to be removed.

Public Consultation

11. The public was notified that Council was going to consider the proposed temporary road closure through a Public Notice advertisement in The Hutt News on Tuesday 19 February 2019. No correspondence has been received at the time this report was finalised, however any subsequent correspondence will be presented at the Committee Meeting.

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

Legal Considerations

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

Financial Considerations

Other Considerations

Appendices

No.	Title	Page
1 ⇩	Appendix 1 - Eastbourne	273
2 ⇩	Muritai Road - Proposed Road Closure 19/196 CYCLE 1 2019	275

Author: Alan Hopkinson

Senior Traffic Engineer

Reviewed By: Damon Simmons

Traffic Asset Manager

Approved By: John Gloag

Divisional Manager, Transport

Cr G Barratt	Cr C Barry
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)

No.	Title	Page
1 ⇩	The Tumeke Taita Festival 2019-Appendix 1	279
2 ⇩	Tocker Street - Temporary Road Closure 19/200 CYCLE 1 2019	281
3 ⇩	HVMC Silverstream Hillclimb Event 2019-App3	282
4 ⇩	Reynolds Bach Drive - Temporary Road Closure 19/200 CYCLE 1 2019	284

Description	Author	Cycle 2 2019	Cycle 3 2019	Cycle 4 2019
GMs’ Report	M Reid	x	x	x
Activity Report: City Growth and Sustainability – City Development	G Craig	x
International Relations Six Month Update	G Craig	x
Hutt Valley Tennis Centre	M Reid	x
Urban Growth Strategy – Wainuiomata North Development Framework	G Craig/ C Chong		x
Jackson Street Programme 12 Month Update	G Craig			x
Technology Valley Six Month Update	L Sessions			x
Hutt Valley Chamber of Commerce Six Month Update	G Craig			x
Seaview Business Association 12 Month Update	G Craig			x

Determine and where relevant monitor:

Review and make recommendations to Council on:

General:

Conduct: