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Report to Auckland Council PropertyLimited (ACPL)
C d f i
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T C d T f i
TABLE OF CONTENTS
1. EXECUTIVE SUMMARY AND KEY RECOMMENDATIONS .......................................... 1
2. ACPL PROJECT ADVISORY TEAM BRIEF ................................................................... 4
2.1 Special Notes to this Report .................................................................................. 4
3. APPROACH AND METHODOLOGY .......................................................................... 54. THE IMPORTANCE OF TOWN CENTRES AND TRANSFORMATION PROJECTS ............. 6
4.1 The Importance of Town Centres .......................................................................... 6
4.2 The Importance of Transformation Projects ......................................................... 7
5. KEY MARKET MESSAGES ....................................................................................... 8
5.1 Less is More ........................................................................................................... 8
5.2 Council Cannot Make the Market...................................................................... 85.3 People Behave and Act Communally .................................................................... 8
6. COMMERCIAL DEVELOPMENT CRITERIA .............................................................. 10
6.1 Critical Success Factors, as Identified by Mercer Delta Consulting ..................... 10
6.2 Additional Criteria ............................................................................................... 11
7. COUNCILS INVESTMENT IN TRANSFORMATION PROJECTS AND TOWN CENTRES.. 11
8 TOWN CENTRES 12
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1. EXECUTIVE SUMMARY AND KEY RECOMMENDATIONS
The project team was required to provide a commercial and business perspectiveon the selection of Aucklands Transformation Projects and the critical Town
Centres, as outlined in theAuckland Unleasheddiscussion document.
This report has considered a variety of factors in the evaluation of specific issues
around Town Centre and Transformation Project investment. These have included
the following:
Evaluation of a commercial development criteria; The hierarchy of Town Centres and the appropriateness of this approach; A hierarchical and intervention/timeframe based investment strategy; and Particular details relevant to each Town Centre/Project.
The Project Advisory Teams focus and brief was on Town Centres and
Transformation Projects. As a result, it should be noted that the following has
been excluded from evaluation in this report:
The City Centre.The Project Team has previously addressed this issue in itsreport entitled City Centre Master Plan Overview Report to ACPL, dated 15
July 2011.
The Airport/Wiri region. It is not seen by the Council as a Town Centre or aTransformation Project. However, there is a need for Council to recognise the
Airport/Wiri region as a significant area for Aucklands future regional
economic development.
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in order for it to be successful from an economic perspective and to enable it to
contribute positively to the region.
Key Recommendations
In considering the variety of factors affecting Town Centres and Transformation
Projects, we set out below our key recommendations for Town Centre and
Transformation Project development and investment:
There needs to be a prioritisation on the core Town Centres that Councilwishes to focus on, evaluated on critical success factors and commercial
development criteria (these are detailed further in this report). A tight area offocus combined with significant investment will result in the market
supporting Council and investing in such Town Centres. Development and
investment should be based on what is needed at the present time, as
opposed to a 'build it and they will come' approach.
The prioritisation of Town Centres is important. However, the debate on thehierarchy of Town Centres should not distort the drive for the right results.
The focus should be on deriving outcomes rather than settling hierarchical
arguments. From the markets perspective, it will focus on opportunities
where there are clear signals from Council as to where investment is
targeted.
The proposed hierarchy provided in the Draft Auckland Plan is supported,with the inclusion of two new categories; Primary Centres, after the City
Centre, and Mega Centres/Malls, after Metropolitan Centres.
Manukau and Albany should be recognised as Primary Centres within thei i t th i i t ithi th R i Th P i C t
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supported and warrant on going investment, subject to confirmation of
tangible net economic benefits and agreed investment priorities across the
region.
The Southern Initiative Area is supported and is generally considered to be asituation where a complex multi agency approach is required, led by Central
Government. Any material Council investment should be made in this
context.
Each Transformation Area has its own particular issues (as outlined in thisreport), however, they also have the opportunity to contribute significantly
to the future growth and development of the Auckland Region. They alsohave the opportunity to provide important residential and employment
opportunities. Such outcomes need to be maximised within these projects.
It is recommended that the growth corridors should be aligned to the majorinfrastructure and transport routes in order to maximise efficiencies.
In terms of the seven Priority Growth Areas outlined in the draft AucklandPlan provided to the Project Team (these being the City Centre/Waterfront,
Hobsonville, New Lynn/Avondale, Onehunga Area, Tamaki, Takapuna and
Warkworth and/or Pukekohe), these are all supported with the exception of
Warkworth. It is considered that Pukekohe presents more of an opportunity
than Warkworth.
For a high level summary of the Project Teams proposed impact that each of the
centres/projects assessed in this report could have on the Region's economy and
the level of Council investment required for this to occur, refer Appendix 1.
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2. ACPL PROJECT ADVISORY TEAM BRIEF
The project team was required to provide:
A commercial and business perspective on the selection of AucklandsTransformation Projects and the critical Town Centres, as outlined in the
Auckland Unleasheddiscussion document.
A succinct, high-level overview of the Town Centres and TransformationProjects focusing on market trends, key strategic issues, opportunities,
concerns, strengths and gaps in relation to the Auckland region.
It should be noted that the Airport/Wiri area has been omitted from mentionin this report as it is not seen by the Council as a Town Centre or a
Transformation Project. However, there is a need for Council to recognise the
Airport/Wiri area as a significant centre for Aucklands future regional
economic development. We have addressed this issue in previous reports to
ACPL.
2.1 Special Notes to this Report
2.1.1Growth Corridors and Development Areas A critical element of managing Aucklands growth will be development within
the identified growth corridors as provided in the Auckland Unleashed
document, and the supporting physical and community infrastructure
investment which is targeted for these corridors. Transport is likely to be the
biggest driver of this redevelopment, but other infrastructure remains
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opportunity that Aucklands proximity to the Waikato, as the engine room of
New Zealands leading industry of international scale and quality (i.e., dairy,
agriculture and biotechnology), will provide in the future. There is significantopportunity for Auckland in the economic involvement, support and servicing
of this industry.
Auckland will benefit from this (as will the Waikato) in economic returns asmuch as in the opportunity that such a corridor presents to accommodate
future growth in the South Auckland/Northern Waikato "super region".
The significant existing investment in rail, road and broadband infrastructurebetween Auckland and Hamilton also offers significant opportunity forProvincial Centre development along this major transport corridor. Further
investment in this corridor may yield large gains for Auckland and relieve
pressures elsewhere within the system. The relative merits of leveraging this
infrastructure against alternate transport and economic investment is at least
worthy of consideration in the next 2-5 years.
There is a significant opportunity to provide both residential and businessland and to accommodate a material number of businesses and residentsover the next 20-30 years.
Pokeno and areas south of Bombay are considered to be attractive to themarket and the southern growth corridor should consider carefully the
impact and importance of such areas.
With the main New Zealand market and economy located in Auckland and tothe south, vacant land supply south and the connections to primary
t t k th A kl d H ilt id iti l f t th t
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Transformation Projects.
Review the hierarchy of Town Centres set out in the Auckland Unleasheddiscussion document, both in terms of the approach and the Town Centres
themselves.
Review and comment on the critical Town Centres that should be focused onin the next 3 - 5 years. The analysis of these Centres draws a distinction
between those that will need significant intervention from the Council,
compared to others where the market will respond provided the Council
delivers its core functions with excellence.
4. THE IMPORTANCE OF TOWN CENTRES AND TRANSFORMATION PROJECTS
Town Centre and Transformation Projects require a new way of thinking anddoing. In some instances, councils have previously relied only on land use
based planning and an urban design outcomes approach to achieve Town
Centre rejuvenation. While doing these elements well is essential, it is only
part of the solution.
To be successful Council needs to implement a strategy which recognises themulti-layered complexity and the need for a comprehensive and integrated
solution. As part of this process, it is fundamental that Council understands
and considers the implications of development on the nature, character and
role of a place. Issues such as market trends and commercial viability also
need to be taken into account.
This will require a multi-agency, partnership approach through an integratedd i i ti t l i h t t th d t iti
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communities they serve. They provide the breadth of services from retail,
food and beverage, public community services (e.g., libraries and
community centres), private community services (e.g., medical facilitiesand banks) and other community infrastructure. Town Centres also
reflect the social structure of the various parts of the region and are
important places for social connection.
- Tourism. Town Centres are, or they can be, significant destinations. They
are an attractor of people from the communities they serve, but also from
other Aucklanders and visitors to the area.
The Plans growth strategy relies on intensification around and within manyof Aucklands Town Centres. For this to be successful the following is
required:
- The right Centres need to be targeted for growth. Such Town Centres, and
their surrounding suburban areas, should be ones which can
accommodate and respond to these opportunities, without compromising
the ability to service such growth.
- The preservation of the soul of a Town Centre is crucial. Aucklandneeds to reinforce and leverage off its distinctive character.
- Identified growth centres and the accompanying framework for
development must reflect market opportunity. Growth relies on the
market delivering accommodation and employment. Targeting the right
centres and enabling growth of those centres in a way the market will
respond to is crucial.
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partnerships with business, the community and the voluntary sector.
A Transformation Project must be a game changer. It must result in ademonstrable turnaround in market perception. It must generate a paradigm
shift in the economic and social value of a region, Town Centre or place. In
this way, Councils initial actions need to stimulate a transformation process
which the market will pick up and deliver on. The reality is that the Council
cannot afford to perform all of the necessary transformational change (i.e.,
for every one dollar of public spend it will need to attract multiple dollars of
private sector investment). If the Councils initial actions do not result in this
paradigm shift in the market, then it is questionable whether the investmentis a priority.
5. KEY MARKET MESSAGES
5.1 Less is More
There is a significant risk of the Council spreading its resources too thinly and,as a result, not achieving its growth objectives.
There needs to be a prioritisation of the core Town Centres that the Councilwishes to focus on. A tight focus and a significant investment will result in
the market supporting the Council and investing in these Town Centres.
When the market responds, the Council can move on to the next Centre(s) ofpriority.
Sound economic modelling and demand forecasting must be a critical part ofth C il d i i ki
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work and live independently undertaking many business transactions from
home. However, the underlying communal and tribal nature of people will
always mean a critical role for Town Centres. We tend to live in the same orsimilar areas; we want to meet together for work and social contact; and we
want to be part of a community. While the nature of the way we do business
and the economic arrangements within Town Centres will undoubtedly
change over time, the role of the Centre as a focus for the community will
remain.
Council needs to review its expectations of where and when growth willoccur. These need to be considered within the framework of a specificbusiness case aligned with regional economic priorities and timeframes for
infrastructure investment.
It is necessary for Council to have an understanding of the historical netabsorption by different property types in the relevant Town Centres. This will
ensure that Council does not estimate and facilitate more demand than
actually exists. Vacancy surveys can underestimate the amount of space
actually available, as they omit from their calculations owned or leased
property which owners or tenants are trying to dispose of as being surplus to
their needs.
Auckland needs to be a more compact, efficient, intensified city, to minimiseurban sprawl. Intensifying Town Centres is a fundamental part of this growth
strategy. Complementing this will be intensification in the suburban areas
that surround the Town Centres. Getting this right in terms of the pitchto
the market and the planning framework are fundamental success factors for
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6. COMMERCIAL DEVELOPMENT CRITERIA
6.1 Critical Success Factors, as Identified by Mercer Delta Consulting3
The following success factors relate primarily to the governance arrangements
necessary for regeneration and revitalisation projects. While not all these success
factors may apply fully in the New Zealand context (at least as a prerequisite for
successful regeneration projects), nevertheless the list below provides a robust
and valid assessment of international best practice:
Coordination among public sector stakeholders. This issue was thefundamental driver behind the reform of local government in Auckland. Thesingle super city authority with its CCOs brings this coordination to Auckland
for the first time. The issue will be for the size and complexity of the
organisation to continue to leverage the advantages of a single coordinated
approach. For larger Transformation Projects this may also require better
integration and collaboration with Central Government agencies.
A viable funding model. Stable and multi-year funding together with theutilisation of new and innovative financial tools.
Control over land. Assembling parcels of land and leveraging theopportunities from land ownership is a fundamental driver of regeneration
projects. Control can be obtained both by direct ownership and indirect
control including master plans and regulatory mechanisms.
Comprehensive development plan.This sets out a logical progression of keycomponents.
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catalyst for driving change. Without these perceived or real milestones, there
is a danger of significant slippage. The Waterfront redevelopment for the
catalyst of the Americas Cup and Rugby World Cup are good examples.
Desire for change. Agreement that the status quo is unacceptable, thepush-pull of change. The push to address a serious issue, the pull of a
preferred outcome.
6.2 Additional Criteria
In addition to the relevant criteria above, the following are considered to be
critical factors to weigh and determine the prioritisation of investment in TownCentres and Transformation Areas.
Accessibility/proximity to key infrastructure which have capacity for furthergrowth. This includes amenities, transport corridors and services such as
health, education, and security.
Accessibility/proximity to higher value well developed areas. The reality isthese areas reflect high discretionary spend opportunity. If Council offers
excellence in its normal business practises, then the market is enabled torespond, and, in many cases, thrive.
Accessibility/proximity to existing significant market investment. Accessibility/proximity to established economic growth. Deprivation indices. Centres in areas of high deprivation are typically
constrained or under pressure. High deprivation areas tend to maintain a
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These are areas where Council picks winners. They are TransformationAreas where there will be a focused, committed investment. They are also
areas where the market will respond to Council prioritisation.
2. Business as Usual, with Excellence
These are areas where a small amount of upfront investment, with goodplanning and execution, will create substantial, economic and social value.
In these instances, the Council needs to play an enabling role. It is aboutdelivering the normal services but to a very high standard. These business as
usual services include planning and regulatory regimes, through to master
planning and capital works and services.
The Council can be an enhancer of development or an inhibitor ofdevelopment through its normal business. In previous reports to ACPL on the
City Centre Master Plan and on the Auckland Unleashed discussion
document, we have identified the toolbox of measures which, if adopted, will
significantly assist Council to become an enabler of quality development.
3.
Centres that will need to reinvent themselves There will be a range of Centres which need to fundamentally reinvent or re-
position themselves if they are to be successful. There are a large number of
examples where this has been done.
These reinventions are typically underpinned by a collaborative workingrelationship between Council and the business sector. Ponsonby and
Balmoral are examples of where this has occurred.
4 C b l f h k l
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Figure 1 below outlines a proposed hierarchy of Town Centres.
*This is a new Town Centre Hierarchy category introduced by the Project Team and not recognised in the Draft Auckland Plan
Fi 1 P d Hi h f T C
CityCentre
Primary commercial, employment andcultural hub at a regional scale.
PrimaryCentres*
Important retail, employment andresidential function at a sub regionalscale.
MetropolitanCentres
Retail and social function at a localcommunity level.Town Centres
Significant infrastructure
spend on transport assetsand opportunity for growth.
Growth Corridors &Development Areas*
Satellite town centresand rural fringe area.Local & Provincial Centres
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It would benefit from the overview of the City Transformation Unit. Thecommitment and focus this brings is beneficial. It sends a signal to the
market that Council is committed to continuing investment in order tostrengthen Manukau.
The key issues Council should focus on are:- The significant opportunity the new rail link to Manukau City Centre will
provide. This should further boost the preference for office location in
this area.
- Opportunities to improve the walkability of the Centre, and in particular
to connect the rail station to the Centre.
- A more sophisticated entertainment and retail offer.
- The need to promote a residential base within Manukau City Centre. It
is this mix of office and residential use which will give Manukau a 24-
hour urban lifestyle.
- It is recognised that the reverse sensitivity aspects of the airport flight
path do complicate residential opportunities.
- Support the social policy initiatives and approach reflected in the
broader Manukau Community and the opportunities the Manukau City
Centre derives to support these policies.
8.3.2 Albany Albany is a centre with good bonesbut with little soul.
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Metropolitan Centres that can serve sub-regional catchments. In addition, we
recommend that Silverdale be considered as a further Metropolitan Centre based
on the discussion further set out in Section8.4.9 in this report.
It is considered that Henderson, Sylvia Park, Orewa and Westgate should be
categorised as Town Centres, for the reasons outlined in their respective sections
below.
8.4.1Newmarket Newmarket is a thriving centre. This falls within our business as usual with
excellence category.
The market is responding well and simply needs enabling andencouragement.
The Lion Nathan site has the potential to significantly impact on Newmarket.This is the type of development which would respond well to the toolbox
approach outlined in the previous reports to ACPL, such as the City Centre
Master Plan Overview Report andAuckland UnleashedOverview Report.
8.4.2Manukau Manukau is considered to be a Primary Centre and one which serves a
significant regional function for the southern part of the region. It has a level
of importance above that of a Metropolitan Centre. Refer to Section 8.3.1
above for specific comments relating to Manukau.
8.4.3Takapuna
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8.4.4New Lynn/Avondale The New Lynn/Avondale area is considered to be a strong Metropolitan
Centre with all the attributes that make it more likely as a Primary Centre for
the west. It is also considered to be a Transformation Project.
To date New Lynn is a significant success story in achieving the rejuvenationof the Centre and has the opportunity, when considered with Avondale, to
further cement this success with market investment. It is recommended that
the New Lynn Master Plan be proceeded with, subject to the comments
below.
There is concern over whether the yields of the Crown properties andVuksich and Borich sites will achieve the densities contemplated in the
Master Plan. Nevertheless, these areas will transform the locality and it will
significantly benefit from a residential redevelopment. Even at reduced
densities, which the Project Team considers more realistic, these
redevelopment areas will significantly add to New Lynn.
New Lynn is supported as a priority for employment and population growth.However, we suggest that Council give consideration to New Lynn/Avondaleas an economic growth node, investigate linking with Avondale and review
opportunities that can be provided from the racecourse asset. To this end,
Council should review the Avondale development opportunity study and
Highbury triangle development plan.
8.4.5Henderson
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the south. It is recommended that the current Town Centre strategy is
reviewed, modified and updated to meet the Metropolitan Centre objectives
relevant to the new super city structure.
It is recommended that a revised Metropolitan Centre" strategy be adoptedand implemented.
A business as usual with excellence approachis required. The significant intensive residential development north of Papakura and the
Addison development and future MacLennans Block would significantly
benefit from a strong connection to Papakura. Abandoning the proposed
Glenora rail station in this location has had a significant detrimental impact
on this opportunity.
8.4.8Albany Albany is considered to be a Primary Centre and one which serves a
significant regional function for the northern part of the Auckland region. It
has a level of importance above that of a Metropolitan Centre. Refer to
Section8.3.2 for specific comments relating to Albany.
8.4.9Orewa/Silverdale In terms of size, capacity for growth and a range of functions, Orewa is
considered more appropriate as a Town Centre rather than a Metropolitan
Centre. Orewa needs to become a seaside village Town Centre offer.
Our view is that Silverdale be given consideration as a Metropolitan Centred l f
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assembly and regeneration.
8.4.10 Westgate As with Sylvia Park, Westgate is primarily a retail complex with limited office,
residential and employment opportunities.
The Centre is yet to evolve to the breadth of social and community servicesinherent in metropolitan centres.
The Centre lacks a residential base to support a 24 hour Centre. While there is considered to be growth opportunities within the ownerslandholdings, this is considered to be more at a localised scale. Overall, it is considered more appropriately categorised as a separate Mega
Centre/Mall category as opposed to a Metropolitan Centre.
8.5 Mega Centres/Malls
Auckland benefits from a number of Mega Centres or malls which, inhierarchy terms, lie somewhere between a Town Centre and a MetropolitanCentre. These areas, like Sylvia Park, St Lukes, Westgate and Botany, are
major generators of retail and economic activity. They are major destinations
in their own right.
They have a high reliance on private car access, and this element drives thedesign and layout of these Centres.
The more recent Centres and the upgrade of existing Centres have sought tod b l f bl
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8.6 Provincial & Local Centres
Satellite Town Centres (e.g., Pukekohe, Warkworth, Helensville), along withthe rural fringe areas, will continue to be an important part of the growth
strategy. While these are of significantly less importance and impact than
intensification and Greenfield policies, they still warrant a considered
planning response from Council.
A number of Aucklanders enjoy and target the lifestyle that rural blocks andProvincial Towns provide. This lifestyle choice is an essential part of the
diversity that makes Auckland an attractive place to live and work. This is part
of Aucklands competitive edge, especially when compared to some majorAustralian cities.
In terms of economic development, while the trend is for major businesses tolocate close to markets, transport and labour, there are distinctive examples
where firms have chosen a satellite location to leverage the workforce
available in these regions
An important part of the Auckland region is a significant rural economy,which generates employment and economic development.
9. TRANSFORMATION PROJECTS
The Transformation Projects within the region generally fall into two categories -
Greenfield Transformation and Brownfield Transformation. Essentially Greenfield
Transformation relates to fresh development of a previously undeveloped area.
On the other hand, Brownfield Transformation relates to the reassessment of a
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investment by Council, particularly investment which does not result in a
commercial return.
9.1.2NorSGA (and Hobsonville) NorSGA is a very significant area of vacant land for release to the market.
The wider NorSGA/Hobsonville/Westgate area should be considered
together when considering this project.
An important factor is the need to manage the release of land carefully so asnot to deluge the market.
Council needs to recognise the impact of high commercial vacancy rates inthe Albany basin and the significant competitive elements between Albany
and NorSGA.
Council should develop the business case and test it to ensure NorSGAprovides its perceived regional benefits. If it is justified, then the staged
release of infrastructure spend is supported.
Council should pace the staging of the NorSGA development and consider thebusiness case for further Council investment in future stages within the
context of its broader Auckland region investment priorities (i.e., stages 2 and
3).
There is a need to build better connections between the new retaildevelopment and Westgate.
The Council sought feedback on two specific questions. These are outlinedbelow along with the responses:
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9.2 Brownfield Regeneration
The Brownfield Regeneration projects which are considered to betransformational include the following:
o The City Centre/Waterfront (refer sections8.2 and10.1.1);o New Lynn/Avondale (refer sections8.4.4 and10.1.3);o Tamaki (refer section10.1.5); ando The Mangere Inlet North (refer section10.1.4).
Each of these areas has been addressed in detail throughout this report. Therecommendations identify possible issues and opportunities that can enablethe successful regeneration of these areas into the future.
9.3 Community Renewal
9.3.1 Southern InitiativeThe Southern Initiative is supported, with the following qualifications:
The market will generally be a follower of Central Government and LocalGovernment initiatives. As the viability and quality of the community lifts,
private capital investment will follow.
It is considered that a complex multi agency solution is required. This needsto be led by Central Government and supported by Local Government. Any
material Council investment should be made in this context.
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In addition to the points made in regard to New Lynn/Avondale MetropolitanCentre in Section8.4.4 of this report, we recommend the development of a
high level implementation plan and timeline to provide practical actionswhich will give effect to the New Lynn master plan.
10.1.4 Onehunga Town Centre and Suburban Opportunity Area This report identifies the Mangere Inlet North area as being one of significant
opportunity, which is supported as a priority for investment. The area
includes Onehunga, Te Papa and Mangere North. It is also considered to be
a Transformation Project.
The area would benefit from a Master Plan approach that links together thebroad coastal margin in this area. The value of coastal development in this
area is derived from both commercial and public amenity values.
The light industrial area of Onehunga/Te Papa can be built upon to improveand increase employment opportunities.
The Onehunga Town Centre can benefit from a development opportunitystudy perspective including opportunities for Council owned land.
The market is interested in Onehunga. The centre has a number of inherentlyattractive qualities, such as its proximity to transport connections,
employment zones, amenities, and the foreshore.
Council will need to address some planning constraints (such as residentialzoning issues for intensification) to ensure the success of this area.
It is recommended that regulatory rules are reviewed in order to allow
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As a result, the prioritisation of this centre is not supported when compared
against broader regional priorities.
Warkworth has a critical servicing role for the Matakana-Leigh corridor andMahurangi Peninsula, as well as the rural hinterland.
In many ways, Matakana is taking over the quirky village visitor role fromWarkworth.
If the major realignment of State Highway 1 proceeds, then Warkworth willbe impacted. It will be enhanced by losing the commercial heavy vehicle
traffic and high volume private vehicle traffic. However, in addition it will also
lose out on the casual stop offvisitor, which is important for keeping the
local retail and food and beverage industry viable.
Given the difficult prioritisation of scarce resources the Council faces,Warkworth is not a major priority. However, it does warrant some focus
from Council to give assurance that the normal functions and services which
Council offers can, and will be, delivered with excellence.
10.1.8 Pukekohe The Pukekohe/Paerata/Tuakau/Pokeno area offers significant opportunities
for growth in the South.
Connectivity to rail, the Waikato, Auckland and the airport are all factorswhich over time can and will assist. The potential for growth in this area is
significant. This needs to be balanced against the important rural function
these areas provide.
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11. ROLE OF COUNCIL
The conclusion of this report is that there are two fundamental roles Council can
take in Metropolitan/Town Centres and major Transformation
Projects/Development Areas/Growth Corridors. The first we have called
Business as Usual with Excellence. The second is referred to as
Transformational.
11.1 Business as Usual with Excellence
In the majority of situations, Council already has the functions and providesthe services necessary for the market to respond.
Council needs to be an enabler of the market and not act or be perceived as aconstraint.
Being an enabler drives confidence in the market which fundamentallyunderpins investment and growth. To be an enabler is about the
organisations culture and actions. This approach is about Council
undertaking its current functions and delivering its current services to a
consistently high standard.
The functions and services which Council can deliver and which, if deliveredwith excellence, will be seen as enabling market investment and
development in Town Centres, are:
- A supportive, quick, assured regulatory and consenting process.
- A strong and supported vision with community buy in, which is tailored
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to trigger investment in the area or to deliver on Councils broader planning
aspirations.
Other key aspects are:- Council should deliver the core elements set out above under the
Business as Usual with Excellence approach.
- The fundamental matter is the assembly and strategic packaging of key
land holdings. This can be either exclusively by Council or in partnership.
- New capital expenditure initiatives can significantly impact investment
confidence. This can range from new public facilities to streetscape andinfrastructure improvements.
- Catalytic projects, under ACPLs role, are an important tool to prove the
market. These demonstration projects become a benchmark, not only for
the design of an area, but in terms of demonstrating the investment
potential and the market attractiveness of certain forms of development.
- Large project account management. Assistance to navigate significant
projects through the Council system and its CCOs is a critical advantage.The account management programme in the resource consent
department and the City Transformation team go a significant way
towards this. Complementing this must be the commercial perspective,
which can either be gained in-house or brought in via a contract or
consultant to individual projects.
Before embarking on individual Transformation Projects, Council needs to
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Recognise that the market is cyclical. Laying the groundwork for the nextemerging cycle is a legitimate role of both the Council and ACPL.
Focus on areas requiring intervention. If the market is going to respondanyway then there is no need for ACPL intervention. If there is no market
response then ACPL is likely to be at risk of significant energy and cost for
little return. The focus should be directed on those catalytic projects which
will result in an appropriate market response. Partnerships should be a
preferred modus operandi for ACPL.
Coordinate private sector, CCO and stakeholder involvement and leadopportunities where it can utilise its holdings to influence outcomes thatmeet Council objectives.
If Council does decide ACPL needs to have a focus on affordable housing,there is significant opportunity in the Housing New Zealand portfolio to
promote urban intensification and affordable housing policies.
Provide a rigorous analysis of the development opportunities in theTransformation Project areas. Such a role may entail:
- Identification of the key Council landholdings and how those landholdings
can stimulate broad investment and quality development.
- Identification of land that can be divested to create a fund for further
strategic land purchases and development.
- Identification of critical partnerships that can be established in whatever
form to promote quality development.
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Appendix I:COUNCIL DRIVENHigh Council Investment/Intervention Required
MARKET DRIVEN
Low Council Investment/Intervention Required
Low Impact
HEIRARCHY KEY
(in terms of resource and effort)
Immediate Priority
Requires Review as a
Mid-term Priority
Low Immediate Priority
*Note that the City Centre is not
included in this Diagram, as it has
been previously and separately
covered in the Overview Report to
ACPL on the City Centre Master
Plan
Takapuna
Orewa
Tamaki
Sylvia Park
New Lynn
Silverdale
Henderson
Papakura
Onehunga/
Mangere
Inlet
NorSGA
Albany
Manukau
Flat Bush
Newmarket
Pukekohe
High Impact