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Note: The reports contained within this agenda are for consideration and should not be construed as Council policyunless and until adopted. Should Members require further information relating to any reports, please contactthe relevant manager, Chairperson or Deputy Chairperson.

I hereby give notice that an ordinary meeting of the Infrastructure Committee will be held on:

Date:Time:Meeting Room:Venue:

Wednesday, 4 December 20131.00pmReception LoungeAuckland Town Hall301-305 Queen StreetAuckland

Infrastructure CommitteeOPEN AGENDA

MEMBERSHIP

Chairperson Cr Mike LeeDeputy Chairperson Cr Chris DarbyMembers Cr Cameron Brewer

Cr Dr Cathy Casey

Cr Bill CashmoreCr Ross ClowCr Hon Chris Fletcher, QSOLiane NgamaneCr Calum PenroseCr Dick QuaxCr Wayne WalkerCr John WatsonGlenn Wilcox

Ex-officio Mayor Len Brown, JPDeputy Mayor Penny Hulse

Independent Maori Statutory

Board (alternate)

David Taipari

(Quorum 7 members)Barbara WatsonDemocracy Advisor

29 November 2013

Contact Telephone: (09) 307 7629Email: [email protected]: www.aucklandcouncil.govt.nz


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a)

TERMS OF REFERENCE

Responsibilities

Overview and provide feedback on key physical infrastructure plans and projects relating totransport, water, wastewater and stormwater.

Provide strategic direction to guide development of transport, water, wastewater and stormwaterstrategies.

Consider views of Local Boards, public, stakeholders and infrastructure providers in relation toinfrastructure planning, delivery and operation.

Make recommendations to the parent committee to ensure:

alignment between the infrastructure sector, the Auckland Plan and the Unitary Plan to manageAucklands growth

alignment of the Regional Land Transport Plan and Integrated Transport Programme with thecouncils strategic direction

alignment of water, wastewater and stormwater strategies with the councils strategies and plans

asset management plans for physical infrastructure support the Unitary Plan and other relevantcouncil plans and policies

council input to legislative changes, central government policies and plans and key infrastructureprojects

council consideration of infrastructure strategy and planning matters from across Aucklandsinfrastructure sector.

Powers

All powers necessary to perform the Committees responsibilities.

Except:

(a) powers that the Governing Body cannot delegate or has retained to itself (see Governing Bodyresponsibilities)

(b) where the Committees responsibility is limited to making a recommendation only


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ITEM TABLE OF CONTENTS PAGE

1 Apologies 5

2 Declaration of Interest 5

3 Confirmation of Minutes 5

4 Petitions 5

5 Public Input 5

5.1 Jasmine Kovach - Respect Our Community Campaign 5

5.2 Toa Greening - Transformational Public Transportation Project 5

6 Local Board Input 6

7 Extraordinary Business 6

8 Notices of Motion 6

9 East West Link Update 7

10 Northern Busway Extension 15

11 Presentation by Auckland Transport 33

12 Update from Watercare Services Ltd 35

13 Stormwater Infrastructure 47

14 Delivering Auckland's Infrastructure 51

15 Local Government Act (2002) Amendment Bill (No 3) 67

16 Information Items 71

17 Consideration of Extraordinary Items


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1 Apologies

At the close of the agenda no apologies had been received.

2 Declaration of Interest

Members are reminded of the need to be vigilant to stand aside from decision makingwhen a conflict arises between their role as a member and any private or other externalinterest they might have.

3 Confirmation of Minutes

There are no minutes to confirm.

4 Petitions

At the close of the agenda no requests to present petitions had been received.

5 Public Input

Standing Order 3.21 provides for Public Input. Applications to speak must be made to theCommittee Secretary, in writing, no later than two (2)working days prior to the meetingand must include the subject matter. The meeting Chairperson has the discretion todecline any application that does not meet the requirements of Standing Orders. Amaximum of thirty (30) minutes is allocated to the period for public input with five (5)minutes speaking time for each speaker.

5.1 Jasmine Kovach - Respect Our Community Campaign

Purpose

1. Jasmine Kovach, member of the Respect our Community Campaign (ROCC) wishesto address the Infrastructure Committee with regard to the proposed East West Link.

Recommendation/s

That the Infrastructure Committee:

a) thank Jasmine Kovach, member of the Respect our Community Campaign for herpresentation.

5.2 Toa Greening - Transformational Public Transportation Project

Purpose

1. Toa Greening wishes to address the Infrastructure Committee with regard to aTransformational Public Transportation Project http://www.projectmicrocar.co.nzwhich he has submitted to the Ministry of Transport as part of their IntelligentTransportation Systems strategy.

Recommendation/s

That the Infrastructure Committee:

a) thank Toa Greening for the presentation on his Transformational PublicTransportation Project.
http://www.projectmicrocar.co.nz/http://www.projectmicrocar.co.nz/http://www.projectmicrocar.co.nz/


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6 Local Board Input

Standing Order 3.22 provides for Local Board Input. The Chairperson (or nominee of thatChairperson) is entitled to speak for up to five (5) minutes during this time. TheChairperson of the Local Board (or nominee of that Chairperson) shall wherever practical,

give two (2) days notice of their wish to speak. The meeting Chairperson has thediscretion to decline any application that does not meet the requirements of StandingOrders.

This right is in addition to the right under Standing Order 3.9.14 to speak to matters on theagenda.

At the close of the agenda no requests for local board input had been received.

7 Extraordinary Business

Section 46A(7) of the Local Government Official Information and Meetings Act 1987 (as

amended) states:

An item that is not on the agenda for a meeting may be dealt with at thatmeeting if-

(a) The local authority by resolution so decides; and

(b) The presiding member explains at the meeting, at a time when it is open to thepublic,-

(i) The reason why the item is not on the agenda; and

(ii) The reason why the discussion of the item cannot be delayed until asubsequent meeting.

Section 46A(7A) of the Local Government Official Information and Meetings Act 1987 (asamended) states:

Where an item is not on the agenda for a meeting,-

(a) That item may be discussed at that meeting if-

(i) That item is a minor matter relating to the general business of the localauthority; and

(ii) the presiding member explains at the beginning of the meeting, at a timewhen it is open to the public, that the item will be discussed at the meeting;

but

(b) no resolution, decision or recommendation may be made in respect of that itemexcept to refer that item to a subsequent meeting of the local authority for furtherdiscussion.

8 Notices of Motion

At the close of the agenda no requests for notices of motion had been received.


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East West Link Update Page 7

East West Link Update

File No.:CP2013/26783

Purpose

1. To update the Infrastructure Committee on the East-West Link programme and provide anopportunity to give direction/guidance at this early planning stage.

Executive Summary2. The Auckland-Manukau Eastern Transport Initiative (AMETI) and East-West Link project has

progressed planning to formulate an integrated response to address transport issues for thesouth eastern part of Auckland. This is part of a package of projects in the "triangle" betweenOnehunga, East Tamaki-Pakuranga and the Airport.

3. On 28 June 2013 the Prime Minister asked NZ Transport Agency (NZTA) to advise theGovernment which elements of AMETI and the East-West Link could be accelerated withadditional funding, and how that funding can best be targeted across both projects.

4. Four initial programme options for the East-West Link component were identified (aspresented to the Transport Committee at its 5 June 2013 meeting) and discussed with keystakeholder groups, including iwi and local boards.

5. Auckland Transport and NZTA are refining these options based on stakeholder feedbackand are undertaking with Auckland Council staff a multi-disciplinary inquiry-by-designprocess to develop, refine and evaluate options. The workshop was held 18-21 November.

6. The Better Business Case evaluation will be undertaken concurrently with the workshop toguide selection of a preferred option for NZTA/central government investment purposesbased on the specific transport objectives developed.

7. High level cost estimates will be calculated and each programme option will be evaluatedagainst the investment objectives and critical success factors and presented to the AucklandTransport and NZTA Boards.

8. Auckland Council has important interests in the East-West Link in terms of its role as partfunder of the programme and representative of the wider community interests. Council mustensure that the programme contributes to Auckland becoming the worlds most liveable city.

9. Council officers propose that the Infrastructure Committee provides guidance in relation to:

consideration of the wider outcomes (including transport effects) in the evaluation ofoptions

public consultation on options or a preferred option prior to a final decision;

consideration of the level of investment being commensurate with the scale of theproblem and the net benefits;

the funding implications of East West-Link programme.

Recommendation/sThat the Infrastructure Committee:

a) support the East-West Link programme being developed in the context of AMETI, railprojects and other related projects.

b) support the multi-modal approach being taken in the development of the East-WestLink programme.

c) support Auckland Transport and NZTA continuing to work with Auckland Council onthe funding implications of an East-West Link programme.


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d) note its expectation that Auckland Transport and NZTA consider the wider outcomessought in the Auckland Plan (rather than just transport outcomes) in the evaluation ofoptions.

e) note its expectation that Auckland Transport and NZTA will engage with the generalpublic prior to a decision on a preferred option.

f) note its expectation that the level of investment is commensurate with the scale ofthe problem and the net benefits.

Discussion

Strategic context

10. The AMETI & East-West Link project is identified in the Auckland Plan as a high prioritybecause of its strategic importance in providing improved transport access and unlocking theeconomic potential in the area and for the Upper North Island.

11. Directive (13.5) of the Auckland Pkan states: jointly progress planning for AMETI and theEast-West Link and implementation by 2021.

12. This directive flows through to the Integrated Transport Programme and the project isidentified as part of the transport programme to deliver the Auckland Plan.

13. The East-West Link has a focus on providing efficient freight movements between SH20 andSH1, and between industrial areas and the Port of Auckland and Auckland InternationalAirport.

14. The Prime Minister outlined in his speech on Friday 28 June 2013 the Governments intentto accelerate AMETI and the East-West Link. AMETI is in the early stages of constructionwith a 20 year build period. The East West Link is currently in the early feasibility stage withoptions being examined.

15. The Government has asked NZTA to advise which elements of AMETI and the East-WestLink can be accelerated with additional funding, and how that funding can best be targetedacross both projects.

16. Figure 1 below illustrates the AMETI project area as well as the project area covered by theEast-West Link.

Figure 1: AMETI and East West Link Project areas


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Key Objectives

17. The key objectives for the East-West Link programme are reported as:

Improving access between the industrial areas, the State Highways and the ports(airport, inland ports and seaport).Providing improved access and transport choice for people travelling to key commercial

centres including Onehunga, Sylvia Park and Ellerslie/Penrose.Improving freight between the industrial areas and the ports.

18. The objectives identified in the Better Business Case process are set out in Attachment A.

Background

19. Auckland Transport, Auckland Council and the NZTA are working collaboratively to deliverthe East-West Link project. The NZTA and the Auckland Council are expected to be themajor funders of a proposed programme.

20. A strategic assessment has been completed that outlines the context and case for change inrelation to the proposed investment programme to improve east west connectivity throughAucklands industrial belt (Onehunga/Penrose/Mt Wellington/East Tamaki). This does not

yet include an evaluation of the options against the objectives in the Better Business Case.

21. A facilitated Investment Logic Mapping workshop was held with key stakeholders to gain abetter understanding and consensus of the transport problems affecting the study area, aswell as the potential benefits to be realised in successfully responding to these problems.The stakeholder panel, which included senior management from NZTA, Auckland Transport,Auckland Council, KiwiRail, Port of Tauranga, Employers & Manufacturers Association,identified and agreed the key problems, the benefits that are sought and the objectives forthe programme (see Attachment A).

22. The project team has progressed a business case and identified four initial programmeoptions of further interventions in addition to low cost intervention improvements (essentialinitial projects). These options were presented to the Transport Committee at its 5 June2013 meeting.

23. The essential initial projectsrepresents the minimum level of investment and includeselements that are also included in all other options. A key essential element is the bustransport improvements with a new frequent public transport network bus routes in the area.

24. Option 1Redistribute traffic away from SEART: This option favours further investmentaround the south-side of the Harbour, albeit at a more local scale. Access to/from NeilsonStreet area is directed via SH20 rather than SH1.

25. Option 2Redistribute traffic away from SEART plus improved connections to Metro Port:This option differs to Option1 by the inclusion of a new road to Metro Port and smallconnections within the local network in this area.

26. Option 3Focus on connecting the industrial belt: This option focuses on providing a spinethat connects the industrial belt of Onehunga, Mt Wellington and East Tamaki. It alsoimproves the industrial areas access to the state highway network by upgrading GloucesterPark interchange and improving connections to State Highway 1 through new south facingramps.

27. Option 4Decongest surrounding arterials and focus east-west in a high capacity corridor:This option provides improved connections to Onehunga north of the Manukau Inlet similarto those proposed in Option 1 - by upgrading Gloucester Park interchange, signalising theMetroPort entrance and providing south facing ramps at Panama Road. In addition to those,the option also focuses on providing a high capacity corridor south of the Manukau Inletbetween the two state highways with the main aim to provide a more resilient strategic

network as well as a corridor that creates enough capacity to decongest the surroundingarterials


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28. Feedback was sought from key stakeholders, including Iwi and the Local Boards over May/June 2013.

29. Based on the feedback received from the key stakeholder meetings, the project team hasbeen refining the initial programme options. Auckland Transport and NZTA are undertakingwith Auckland Council staff a multi-disciplinary inquiry-by-design process to develop, refineand evaluate options. The workshop is being held 18-21 November.

30. The Better Business Case evaluation will be undertaken concurrently with the workshop toguide selection of a preferred option for NZTA/central government investment purposesbased on the specific transport objectives developed.

31. High level cost estimates will be calculated and each programme will be evaluated againstthe investment objectives and critical success factors before the presentation of arecommended preferred programme option business case to the Auckland Transport andNZTA Boards.

32. Auckland Transport and NZTA are planning to engage with the general public in early 2014prior to consulting on the emerging preferred programme option.

Comments33. Auckland Council has important interests in the East-West Link in terms of its role as part

funder of the programme. Auckland Council is representative of the wider community andLocal Boards represent local communities. Auckland Council has an interest in ensuringthat the East-West Link programme contributes to the wider outcomes sought in theAuckland Plan and the ultimate goal of Auckland becoming the worlds most liveable city.

Need to consider the wider outcomes

34. An East-West Link programme has the potential to significantly affect a range of outcomes inAuckland and local areas. The Auckland Plan (paragraph 780) states The planning of majorprojects requires rigorous analysis of all costs and benefits. Projects will only proceed if theydemonstrated value for money and contribute to the outcomes sought for Auckland and/or

New Zealand. This process will also help to prioritise the timing of projects.

35. There is a need to better consider the contribution of transport to the wider outcomes soughtby the Auckland Plannot just the transport outcomes. This would mean greaterconsideration of how transport relates to economic growth, environmental impacts, socialimpacts, quality of urban form, Mori impacts, contributing to the Southern Initiative and soforth.

36. The inquiry by design workshop is considering the potential impacts of options from a widerange of perspectives and to consider how options will contribute to a wide range ofoutcomes sought in the Auckland Plan.

Need for a value-for-money solution

37. As a potential part funder of the East-West Link programme, Auckland Council will need toensure the programme is delivering value for money. Due the wide range of options (costsand benefits) being considered, there is a need to ensure that the level of investment iscommensurate with the scale of the problem and the net benefits. Different options might beconsidered differently depending on whether or not additional funding becomes available.Auckland Transport and NZTA will need to continue to work closely with Auckland Council inrelation to the funding implications of the East-West Link programme.

Need for public engagement

38. Council officers consider that a final decision on a preferred option should not be made priorto public consultation.

39. A decision on a preferred option needs to be made with a full understanding of the localimpacts of the options. The public needs to have the opportunity to assess the options andprovide a full understanding of the local impacts, before a decision is made on the preferredoption.


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Consideration

Local Board Views

40. Representatives from Howick, Maungakiekie-Tmaki, Mngere-thuhu and Otara-Papatoetoe local boards are part of a local board forum established in August 2012.

41. This forum helped identify and agree transport issues for the area.42. In July and September 2013 the forum considered a public transport, walking and cycling,

local road improvements base option, plus four roading options with the base optionincluded in each.

43. Separate workshops were also held with boards.

44. The September Local Board Forum received feedback to reflect their community interests onthe options and their potential social and environmental impacts.

Maori Impact Statement

45. All four options proposed will have an impact on Mori and Mori aspirations for the

Mngerethuhu, MaungakiekieTmaki, and Howick areas .46. The programme options in this report have been discussed with Mana Whenua. Auckland

Transport is leading this engagement. Greater clarity of the route of the proposed roads andlinks would be required to inform the assessment of impacts on Mori.

47. A wananga with mana whenua is proposed in early December to receive feedback and inputfrom Mana Whenua on programme options.

General

48. The selection of a preferred option for the East-West Link will have a significant financialimplication for Auckland Council, potentially as soon as the 2014/15. The Auckland Planseeks the implementation of the East-West Link by 2021. The timing of projects such as

AMETI and the East-West Link and their staging should generally be based on when theyare required and can best be delivered, rather than staging and funding over a prolongedperiod. In a constrained funding environment, timing and staging become importantconsiderations in the context of the total transport programme.

Implementation Issues49. High level cost estimates have yet to be finalised. The business case for the EastWest

Link programme would need to be completed to inform a decision on a preferred option.Timing and staging would be considered in the investment business case.

50. A design process will be required for the next stage and would consider implementation ofthe East-West Link programme.

Attachments

No. Title Page

A Investment Logic Map 13

Signatories

Authors Jim Fraser - Principal Transport Planner

Authorisers Grant Barnes - Manager - Auckland Strategy and Research

Roger Blakeley - Chief Planning OfficerDean Kimpton - Chief Operating Officer


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Northern Busway Extension Page 15

Northern Busway Extension

File No.:CP2013/25857

Purpose

1. To update the Infrastructure Committee about the Northern Busway extension project and toseek the committees support for fast-tracking the project on an alignment east of StateHighway 1, subject to a number of conditions.

Executive Summary2. Extending the Northern Busway from its current northern terminus at Constellation Station to

Albany and, in the longer term, to Silverdale is a key project in the Auckland Plan. TheAuckland Plan suggests the busway extension (Constellation to Silverdale) is a project to becompleted between 2021 and 2030.

3. Announcements by the Prime Minister on June 28 made reference to bringing forward asuite of planned transport projects across Auckland. This included reference to a motorway

to motorway link between the Upper Harbour Highway and the Northern Motorway atConstellation Drive, upgrading the Greville Road interchange and improving the NorthernBusway. Discussions with the New Zealand Transport Agency (NZTA) has confirmed theConstellation to Albany section of the busway extension is part of this wider upgrade, knownas the Northern Corridor project package.

4. Fast-tracking of the busway extension to Albany would generate significant benefits,including much faster travel time for bus passengers, operational efficiencies, reducingconflict between buses and motorway traffic at the Constellation interchange and supportingdevelopment at Albany. Constructing the project at the same time as wider works are doneto SH1 in the area is also likely to generate efficiencies and cost savings compared tobuilding the busway extension later. A busway extension to Albany is also a critical first

stage for the eventual extension to Silverdale.5. Previous analysis by NZTA suggests significant cost savings arising from constructing the

busway on the eastern side of State Highway 1 (SH1), rather than having to tunnel or bridgeacross the motorway to the west. However, it is strategically important for the Albanybusway station to remain on the western side of SH1 to ensure excellent connectivitybetween the busway station and the emerging Metropolitan Centre of Albany.

6. Officer analysis has confirmed that an eastern busway alignment can support the strategicoutcomes sought by the Auckland Plan in a cost-effective and efficient manner, if a numberof conditions are met. These include ensuring that the Albany busway station permanentlyremains in its current location, ensuring that an efficient motorway crossing for buses isprovided and requiring further work to determine the optimal location for any station between

Constellation and Albany as well as analysis into the future busway alignment betweenAlbany and Silverdale.

RecommendationsThat the Infrastructure Committee:

a) support bringing forward construction of the Northern Busway extension betweenConstellation and Albany as part of the New Zealand Transport Agencys proposedNorthern Corridor project package.

b) support the busways proposed alignment to the east of State Highway 1, subject to thefollowing conditions:- Albany busway station permanently remains in its current location west of SH1

- An efficient crossing of SH1 for buses is provided.- NZTA works with Auckland Transport and Council officers to determine the optimal

location of any future station between Albany and Constellation if such a station isjustifiable.


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- NZTA works with Auckland Transport and Council officers to determine the futurebusway alignment and station location between Albany and Silverdale

DiscussionBringing Forward the Northern Busway Extension:

7. The Northern Busway was opened in February 2008 and consists of a two-way gradeseparated offline busway for 6.2 kilometres between Constellation Station and AkorangaStation, to the east of SH1. There is a further 2.5 kilometre long section of southbound onlybusway between Akoranga station and the Onewa Road interchange. North of ConstellationStation buses are provided with bus shoulder lanes to Albany Station, although buses mixwith general traffic to get through the Upper Harbour Highway motorway interchange and theGreville Road motorway interchange.

8. The Northern Busway has been a very successful project in growing public transportpatronage and easing pressure on SH1 at peak times. During the weekday morning peakperiod, approximately 35% of people crossing the Harbour Bridge are travelling by bustheequivalent of at least two lanes of general traffic. This number has grown significantly (fromaround 5,800 passengers to over 8,000 passengers) since the busway opened.

9. The Auckland Plan includes a project to extend the Northern Busway to Silverdale sometime between 2021 and 2030. Previous analysis by NZTA has suggested that construction ofthe first stage of the busway extension (between Constellation and Albany) could beeconomically justified as early as 2015. Staging is considered appropriate as currently trafficcongestion on SH1 is worse south of Albany, which adversely affects the travel time andreliability of bus services.

10. A map showing the extent of the existing busway and the two stages of extending thebusway north is shown below:

Figure 1: Northern Busway and Extensions Map


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11. On 28 June 2013 the Prime Minister made a number of transport announcements(Attachment A) relating to Auckland. The Prime Minister noted that Minister of TransportGerry Brownlee has asked NZTA for advice on how to bring forward, with additional funding,a number of key transport projects. Included in that list was reference to a completemotorway-to-motorway link between the Upper Harbour Highway and the Northern Buswayat Constellation Drive, upgrade the Greville Road motorway interchange and improve the

Northern Busway.12. This package of projects is referred to by NZTA as the Northern Corridor. A diagram of the

Northern Corridor is included in Figure 2 below:

Figure 2: Northern Corridor Project Package

13. A presentation prepared by NZTA on the Northern Corridor is included as Attachment Btothis report.

14. NZTA and the Ministry of Transport are following up the Prime Ministers announcements bydetailing the projects, timeframes and necessary extra funding required. Initial analysis fromNZTA suggests that the project package as a whole is likely to cost around $600m-780m,with the largest proportion of that cost dedicated to the grade separation of SH1 and SH18.

15. Bringing forward the first stage of the busways extension, from Constellation to Albany,would generate significant benefits. For bus passengers and bus operations, the buswayextension would provide much faster travel speeds and less delay by avoiding bottlenecksthat buses currently get stuck in at the Upper Harbour Highway and Greville Road motorwayinterchanges.

16. The busway extension will also support development of Albany into a Metropolitan Centre,

by improving its public transport accessibility and properly tying Albany into the RapidTransit Network.


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17. Furthermore, constructing the busway extension at the same time as other major transportprojects in the area is likely to generate cost efficiencies as well as reducing the duration ofdisruption during construction.

Alignment of the Busway Extension:

18. Previous analysis by NZTA has identified a preferred alignment for the busway extension to

the east of SH1. This conclusion was reached by comparing an eastern option with anumber of other options including a western and an east/west hybrid option. Key findingsfrom the comparison included:

A western or hybrid alignment is approximately 50% more expensive (around $100m)than the eastern alignment, due to the need for a tunnelled crossing of SH1Property costs of the western or hybrid alignments are approximately twice that of theeastern alignmentBoth options deliver broadly the same benefits in terms of savings in travel time, vehicleoperating costs and benefits to public transport users.

19. Council officers raised concerns with NZTA that an eastern alignment at Albany couldundermine the strategic outcomes sought in the Auckland Plan, especially if the currentAlbany busway station was shifted to the eastern side of SH1. The Albany busway station islocated on the periphery of the Albany Metropolitan Centre, meaning a station location eastof SH1 would make it very difficult for the busway to provide Albany with a strong connectionto the Rapid Transit Network.

20. Further discussion between Council officers, NZTA and Auckland Transport led toagreement that the busway station should stay in its current locationnoting that this couldgenerate some operational inefficiencies and infrastructure requirements as buses fromSilverdale (particularly once the busway is extended further north) would need to cross SH1to access the busway station before crossing again to complete their journey into the citycentre. Operational analysis noted that as long as an efficient crossing for buses is provided(in the short term on McClymonts Road and in the longer term through a new bus bridgenorth of McClymonts Road), the operational impacts of a busway to the east of SH1 and a

busway station to the west of SH1 would be acceptable.

21. An eastern alignment for the busway does impact upon the most suitable location forpossible additional stations located between Constellation and Albany. There are threeoptions for an intermediary station (Rosedale Road, Greville Road and Corinthian Drive). Aneastern busway alignment is likely to significantly reduce the accessibility (and thereforeuse) of stations at Greville Road compared to a western alignment. The difference atCorinthian Drive would be moderate (as long as a pedestrian bridge across SH1 is provided)and at Rosedale Station would be negligible.

22. Council officers consider a station at Greville Road is the least desirable of the threelocations in any respect, due to a limited walk-up catchment (compared to Corinthian Driveto the north) and Greville Road being unsuited as a key east-west bus route due to busesmixing with traffic accessing the motorway (compared to Rosedale Road). Nevertheless,further work is required to determine whether any additional stations between Constellationand Albany are required and what the preferred location for such stations should be. Councilofficers have requested NZTA to retain its current landholdings to the west of SH1 until thismatter is resolved.

23. A further key consideration for the busways alignment between Constellation and Albany isto ensure it is integrated with the future extension from Albany up to Silverdale. NZTAsprevious analysis highlighted a key difference between alignments is a significant adverseeffect of a western alignment on the Lucas Creek Bush West site of ecological significancelocated to the immediate northwest of the Oteha Valley Road motorway interchange. Thisarea is noted as a Significant Ecological Area in the Draft Unitary Plan. Another key

consideration north of Albany is ensuring the future busway alignment integrates with theareas growth particularly the future greenfield areas around Dairy Flat and Silverdale.


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24. Undertaking further work to finalise the busways preferred alignment between Albany andSilverdale is another key requirement for supporting an eastern alignment south of Albany.NZTA have indicated that the Albany to Silverdale section is a separate project to the firststage of the busways extension and would not be included in the designation for theNorthern Corridor project package.

Financial Implications

25. Auckland Transports Integrated Transport Programme estimated the cost of the full buswayextension from Constellation to Silverdale to be approximately $750 million. The majority ofthis cost relates to the Albany to Silverdale section. It is anticipated that NZTA would fullyfund construction of the busway extension itself but that Council, through AucklandTransport, may need to make a funding contribution to any busway stations as per thefunding arrangement for the existing Northern Busway.

26. An economic evaluation undertaken by NZTA in 2012 suggested a benefit-cost ratio of 1.6for the whole project and 2.8 for the Constellation to Albany section.

Consideration

Local Board Views

27. Reports very similar to this one were presented to the Rodney, Hibiscus and Bays, UpperHarbour and Devonport-Takapuna Local Boards in September 2013. All four Boardssupported bringing forward construction of the busway extension on an eastern alignment,subject to the conditions outlined in this reports recommendations.

28. The Upper Harbour Local Board also noted a desire to be involved in any decisions aboutstation locations between Constellation and Albany.


29. The Northern Busway extension project will need to go through the notice of requirement

process so that a designation enabling its construction can be secured. This process willconsider impacts on areas of significance to Maori and is likely to involve consultation. NZTAis the lead agency advancing the project.

30. Like other Aucklanders, Maori will benefit from the Northern Busway extension project as itprovides a significant improvement to public transport infrastructure in this part of Auckland.

General

31. Councils North/West Planning Team and Built Environment Unit have been consulted in thepreparation of this paper. Council officers have also consulted with Auckland Transport andNZTA on an ongoing basis in relation to this project and both Auckland Transport and NZTAhave been consulted in the preparation of this paper.

Implementation Issues32. Extending the Northern Busway is a project being led by NZTAs Highways and Network

Operation division. NZTA and the Ministry of Transport are currently seeking direction fromthe Government around the timing and funding of this and other transport projects inAuckland. A critical next step for the project is to secure the route and finalise designthrough a notice of requirement process.


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Attachments

No. Title Page

A Prime Minister's Transport Announcement Map 21

B NZTA Northern Corridor Presentation 23

Signatories

Authors Joshua Arbury - Principal Transport Planner

Authorisers Roger Blakeley - Chief Planning Officer

Dean Kimpton - Chief Operating Officer


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Presentation by Auckland Transport Page 33

Presentation by Auckland Transport

File No.:CP2013/26799

Purpose

1. Claire Stewart, Chief Development Officer of Auckland Transport will give a presentation tothe Infrastructure Committee with an overview of the Auckland Transport capital programmeand major capital projects.


a) thank the Chief Development Officer of Auckland Transport for her presentation.

AttachmentsThere are no attachments for this report.

Signatories

Authors Barbara Watson - Democracy Advisor

Authorisers Dean Kimpton - Chief Operating Officer


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Update from Watercare Services Ltd Page 35

Update from Watercare Services Ltd

File No.:CP2013/27212

Purpose

1. Providing a briefing paper compiled by Mark Ford, Chief Executive of Watercare ServicesLimited which will be expanded upon at the Infrastructure Committee on Wednesday,4 December 2013.


a) receive the information from the Chief Executive, Watercare Services Limited.

AttachmentsNo. Title Page

A Briefing Paper 37

Signatories

Authors Barbara Watson - Democracy Advisor

Authorisers Dean Kimpton - Chief Operating Officer


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Stormwater Infrastructure Page 47

Stormwater Infrastructure

File No.:CP2013/26800

Purpose

1. To provide an overview of stormwater infrastructure objectives including key issues,upcoming opportunities for collaboration and the strategic alignment of the stormwater workprogramme and to recommend a quarterly update report frequency to the committee.

Executive Summary2. Delivery of stormwater outcomes across the region is a complex process managed through

a number of interrelated processes, relationships and partnerships including those withWatercare, Auckland Transport, Waterfront Auckland, councils Housing Project Office(HPO) and through close relationships with the development and industry sectors.

3. Auckland Council has some clear identified areas for growth, as identified in the AucklandPlan and the Auckland Housing Accord. The challenge for effective delivery of stormwaterinfrastructure is to support this growth with agreed and aligned priorities for investmentacross the wider Council family. Fostering and maintaining these family relationships is keyto the effective delivery of development, infrastructure and stormwater outcomes.

4. This report provides a succinct overview of stormwater infrastructure objectives including thestormwater asset management plan, upcoming opportunities for collaboration, and somemajor projects for consideration by the committee in 2014. In addition, this reportrecommends a quarterly reporting programme from the stormwater unit with additionalreporting to be provided as required.

RecommendationsThat the Infrastructure Committee:

a) agree to a quarterly reporting frequency for stormwater functions with additionalreporting as and when required

DiscussionIntroduction & Strategic Direction

5. Auckland Council is largely responsible for two of the stormwater activities outlined in the2010 amendment of the Local Government Act 2002: stormwater drainage, and floodprotection and control. In sum council operates and maintains an extensive stormwaternetwork comprising 6,000 km of pipes, 10,000 km of streams, 140,000 manholes, and 370

ponds and wetlands.6. To maintain the stormwater network and achieve flood protection and control the stormwater

unit is managing the delivery of a number of works over the period of the Long Term Plan(LTP) and beyond. A number of these projects are multiyear projects which broadly addressfour main drivers: asset renewal, growth, flooding, and the environment. The 2013/14stormwater capital expenditure budget is $64 million. In addition a further $75 million(approximately) is likely to be delivered through third party developers.

7. Auckland Council Stormwater activity is guided by the two main operational documents; thestormwater strategic direction (Figure 1) and the 2012-2032 stormwater asset managementplan (SWAMP).

8. To contribute to councils vision to become the worlds most liveable city stormwater activityis focused around a sub-vision to achieve a water sensitive community. This vision is guidedby six main objectives as detailed in figure one.


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Figure 2: 10 Stormwater Consolidated Receiving Environments

14. The Stormwater Special Housing Design team has been established to support The HousingProject Office (HPO) deliver the housing targets of the Auckland Housing Accord. Thedesign team has been investigating the stormwater issues in each of the candidate SpecialHousing Areas to provide the HPO with the details of the infrastructure constraints.

15. In addition the design team is also accelerating the design and consenting of key projects

that are required to unlock the growth areas. For example the Artillery Drive Tunnel inTakanini is currently being progressed by the team with the intention of utilising the HousingAccord Special Housing Areas legislation to fast track the infrastructure consents.

16. The Sustainable Catchments Programme (SCP)is a stormwater capex funded programme.The overarching strategic objective of the SCP is to contribute to the achievement ofCouncils stormwater, water quality (chemical and biophysical) and stream restorationoutcomes through an integrated planning and implementation methodology deliveringcommunity based interventions into priority catchments.

17. The Sustainable Catchments Programme delivers iwi and community-based interventionsinto seven priority catchments to improve water quality, and achieve stormwater and streamrestoration outcomes. The priority catchments include Mahurangi Harbour; Kaipara/Hoteo,

Whangateau Harbour; Lower Waitemata - Oakley, Motions and Meola Creeks; PapakuraStream; and Tamaki Estuary.


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18. While delegation for decision making on major projects with a value of over $7.5 million sitswith the finance and performance committee of Auckland Council, works of this magnitudewill be considered by this committee to ensure alignment of investment and infrastructure.These are often jointly delivered major projects, and include:

Oakley Creek to reduce flood risk, improve stream ecology and community amenity.

The Artillery Drive Tunnel Project to unlock growth in the Takanini areaJoint Watercare-Auckland Council project to address the combined sewer areas of theformer Auckland City Council area to assess improved outcomes through collaborativeplanning and projects.

Joint Watercare- Waterfront DevelopmentAuckland Council projects (storm waterrelated) to enable the development of the Wynyard Warf and the waterfront.

Stanley Street Outfalljointly with Ports of Auckland to undertake a major upgrade to astorm water outfall at Stanley Street.

19. It is recommended that this major projects activity is reported to the committee on a quarterlybasis with additional reporting to be provided as and when required.

Consideration

Local Board Views

20. The stormwater unit provides local boards with quarterly updates on its work programmeand works closely with local boards on issues within their local board areas.

21. Decision making on stormwater activity sits regionally however local boards are consultedon regional stormwater activities such as network discharge consents (NDC) for example. In2013 consultation on the Waitemata Harbour NDC was undertaken with the 13 local boardswithin this consolidated receiving environment. Further consultation with local boards inregards to the NDC process will occur in this triennial with boards within the Greater Tamaki,

Manukau Harbour, and Hauraki Gulf Islands consolidated receiving environments.


22. Stormwater and environmental management have integral links with the mauri of theenvironment and concepts of kaitiakitanga.

23. Consultation and collaboration with iwi to achieve shared stormwater outcomes are on-goingthrough the Regional Kaitiaki forum, hui, and with specific projects. For example somestormwater projects contribute to councils commitment to matauranga Maori (La Rosa,Tamaki, Portland Road, and Te Auaunga).

General

24. N/A

Implementation Issues25. N/A

AttachmentsThere are no attachments for this report.

Signatories

Authors Craig Mcilroy, Manager Stormwater

Authorisers John Dragicevich - Manager Infrastructure and Environmental ServicesDean Kimpton - Chief Operating Officer


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Delivering Auckland's Infrastructure Page 51

Delivering Auckland's Infrastructure

File No.:CP2013/26637

Purpose

1. To provide an overview of infrastructure in Auckland and an understanding of the key issuesthat the Infrastructure Committee could consider over the next three years.

Executive Summary2. The integration between land use planning and infrastructure investment is a significant

issue for Auckland given the projected population growth over the next 30 years. TheAuckland Plan identifies that Auckland will grow to 2.5 million people by 2041, which willrequire an additional 400,000 homes1. The Auckland Plan also identifies that this additionalpopulation growth will generate the need for an additional 276,000 jobs2. Both existing andfuture residents are reliant on affordable, resilient, efficient and well designed infrastructurein order to maintain a high standard of living and ensure a productive economic

environment.3. Planning and investment across the entire infrastructure sector (both physical and social

infrastructure) is not always aligned between infrastructure provision and the location forgrowth, or across infrastructure types. This can lead to delays in the delivery of residentialand employment capacity and increased costs to both providers and the wider community.

4. Resolution requires a focus on the planning for critical and Auckland-wide defininginfrastructure, which includes transport, wastewater, water supply, and stormwater. Theseinfrastructure types require significant investment and are necessary to unlock thedevelopment potential of both greenfield and brownfield land.

5. The recent formation of the Housing Project Office and establishment of Special Housing

Areas is a significant advance on Aucklands ability to co-ordinate and prioritise councilinfrastructure investment attuned to meeting the housing and employment needs ofAucklanders. This prioritisation will also flow through to a number of council processes,including the Annual and Long Term Plans. It will also directly affect the location of growth inAuckland, through the delivery of infrastructure capacity for uptake by the developmentcommunity.

6. Legislative changes are also underway, with the proposed requirement for councils toproduce 30 year infrastructure strategies as part of their long term planning. The productionof such strategies gives councils an opportunity to further improve infrastructure alignment.Such strategies also help recognise that the significant timeframes associated withinfrastructure planning and delivery often exceeds the 10 year timeframes of current longterm plans.


a) receive the report and presentation of the programme of infrastructure planning anddelivery underway and key issues that the committee may wish to consider over thenext three years.

1Pg 26, The Auckland Plan, Auckland Council, 2012

2Pg 157, ibid


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Discussion7. Auckland faces a number of significant issues in the planning, delivery, and operation of its

infrastructure. These issues include:

Historical under-investment to meet current needs

FundingPlanning (Integration and Co-ordination)

Resilience and Climate Change

Managing Growth

Renewals and Maintenance

Contributions to the Auckland Plan

Demand Management and Efficiency

8. While council is involved in a variety of infrastructure planning issues (as highlighted in theattachments to this report), an important focus is the delivery of infrastructure to support the

growth identified in the Auckland Plan. Ensuring quality infrastructure is in place to supportthis expected growth will help implement Auckland Plans development strategy whilst alsounderpinning its wider social, cultural, economic, and environmental aspirations.

9. The infrastructure sector encompasses a broad range of services and infrastructure types,which can be broken down to two broad categories:

Civilincluding transportation, three waters, and utility infrastructure.

Socialopen space, education, community facilities, and health infrastructure.

10. Each of these infrastructure types has their own planning needs and limitations. Funding fornew infrastructure is largely reliant on the ability for Auckland residents to absorb rates,development charges, and service levies. The limitations in Aucklands ability to absorb

additional infrastructure costs are a critical consideration for planning and investment. Thereis strong benefit in seeking to reduce costly delays to infrastructure delivery, as well asimproving efficiencies in the operation of the infrastructure assets and networks.

11. All of these infrastructure types are critical to accommodating Aucklands projected growthwhilst providing liveable communities. Some infrastructure types are considered to beleaders of development, as they can assist in defining the location and timing of new urbangrowth and underpinning intensification. Transport and the 3 Waters are generally leadersin terms of investment to provide for and direct growth. This is highlighted by Figure 12.1 ofthe Plan, which is shown below:


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12. The challenge is to ensure alignment between Auckland-wide defining infrastructure toprevent delays to the delivery of development capacity and the supplies of housing andemployment. The Auckland Plan places a heavy focus on improving this alignment, includingPriorities 1 and 2 of Chapter 12 (Aucklands Physicaland Social Infrastructure) and Priority 2of Chapter 13 (Aucklands Transport). Achieving improved alignment in infrastructuredelivery would provide significant support to delivering the wider aspirations of the Auckland

Plan.13. Key projects underway to achieve improved alignment include the:

Infrastructure Providers Foruma mayoral lead forum with senior leadership fromacross the infrastructure sector.

Auckland Plan Implementation and Prioritisation Programmea strategic planninginitiative to assist in growth planning across Auckland, with consideration ofinfrastructure investment.

Forward Land and Infrastructure Programme - an agreed implementation programme forland development integrated with infrastructure services over a short-term (3-year),medium (10-year and 20-year) and long-term (30 year) timeframes. It provides a direct

linkage between infrastructure planning and the implementation of the Auckland HousingAccord and possibly Local Government Act Amendment requiring a thirty yearinfrastructure strategy (see separate paper).

Integrated Transport Plan led by Auckland Transport.

Investigation and Assessment of Major Transport Projectssuch as AMETI, the East-West Link, an additional harbour crossing, Penlink, and the Puhoi to Wellsford Road ofNational Significance.

Consideration

Local Board Views14. Local Board Plans provide a local perspective on the infrastructure investment needed to

support the aspirations of Aucklands communities. Review of these Plans and theiralignment with the Auckland Plan, as well as CCO alignment with these Plans, is an ongoingprocess.

15. Engagement with local boards is undertaken for individual infrastructure and transportstrategy projects. Additionally local boards are being engaged on future options for SpecialHousing Areas, the location of which is impacted by infrastructure availability.


16. Iwi authorities have been fully engaged in the development of the Auckland Plan and the

Auckland Unitary Plan, which provide direction for growth across Auckland. Most recently iwiauthorities have been advised of the new opportunities that may eventuate under theHousing Accords and Special Housing Areas Act 2013. Additionally, iwi authorities areconsulted during the preparation of the Annual Plan and Long Term Plan.

17. Engagement with the Independent Maori Statutory Board will be undertaken for individualinfrastructure and transport strategy projects. The CE of the IMSB has also been invited toattend the Auckland Housing Steering Project Group that overseas special housing areasprior to reporting to the Governing Body.

General

18. The recommendations contained within this report fall within the committees delegated

authority.


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Implementation Issues19. Reprioritisation or the introduction of new projects will require a review of available council

resources, as well as the co-operation and resourcing of infrastructure providers (bothinternal and external to council). In Special Housing Areas there may also be opportunity forinnovative solutions to be employed to deliver infrastructure, (eg through developeragreements).

20. The funding of infrastructure is addressed through the Annual and Long Term Planning(LTP) processes. For the 2013/14 financial year the total infrastructure capital funding isapproximately $1.4b (including stormwater, water, wastewater, public transport, roads andfootpaths, regional and local parks).

21. There is a significant discussion underway on options for the future funding of infrastructure.Council participants in these discussions (eg the Councils finance team, has worked closelywith central government on its review of development contributions). Similarly, council hasinitiated its own work programme (eg the investigation of shared land value uplift as part ofthe Housing Action Plan).

AttachmentsNo. Title Page

A An introduction to Auckland's Infrastructure 55

B An Overview of Transport in Auckland 61

Signatories

Authors Kevin Wright - Manager: Transport Strategy

Tim Hegarty - Principal Infrastructure Planner

Authorisers Grant Barnes - Manager - Auckland Strategy and ResearchRee Anderson - Project Director for Housing

Roger Blakeley - Chief Planning Officer

Dean Kimpton - Chief Operating Officer


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Attachment: An introduction to Aucklands Infrastructure

PurposeThis paper provides a snapshot of Aucklands infrastructure, the key drivers from CentralGovernment, and the work currently underway by Auckland Council.

Defining InfrastructureChapter 12 of the Auckland Plan specifically addresses the role of Aucklands physical and socialinfrastructure. It covers a broad range of infrastructure types and highlights a number of issuesfacing the sector. The Plan sets the strategic direction for Aucklands infrastructure throughDirective 12 of the Plan:

Plan, deliver, and maintain quality infrastructure to make Auckland liveable and resilient

The chapter is split into two, with physical and social dealt with separately. For clarity, each ofthese infrastructure types are defined as:

Network Utilities (aka Physical Infrastructure)Infrastructure assets, networks, andactivities that are used for the purposes of the generation, transmission, and distribution ofenergy and fuels including natural gas and petroleum products; the collection, treatmentand distribution of potable water; the collection, treatment, and disposal of wastewater; thecollection, treatment, and disposal of stormwater, and the operation of telecommunicationand radiocommunication networks.

Social InfrastructureA broad term that covers a wide range of facilities, services, andlocations delivered by council, government, and community groups that support andsustain the well-being of people and communities.

In addition, the Chapter refers to critical infrastructure, which is a category of infrastructureidentified in section 57 of the Local Government (Auckland Council) Amendment Act 2009. Thissection requires such infrastructure to be identified in the spatial plan. The Auckland Plan definesit this type of infrastructure as:

infrastructure assets, services, and systems which:i. Are an immediate community requirement and fundamental to enabling development. If

destroyed, degraded, or rendered unavailable for periods of more than one day, this losswould have serious consequences for the health, safety, security, and social and economicwellbeing of the Auckland Region (e.g. major wastewater treatment plants).

ii. Are fundamental to the long-term well-being of the community and contribute to Aucklandsliveability, such as those components relating to cultural and social infrastructure (e.g.public open and libraries.3

The Draft Unitary Plan also has a number of relevant definitions, including:

Infrastructure - The facilities, services and installations that enable a community to function.Includes activities, structures, facilities and installations for:

airports

3Pg 295, The Auckland Plan, Auckland Council, 2012


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airport approach surfaces

water supply andwastewater reticulation (including storage and treatment facilities)broadcasting

defence

education

electricity generation, transmission and distribution

healthcare

hospitals

transmission, distribution and storage of gas and liquid fuels

motorways and roads

walkways and cycleways

ports

public parkspublic institutions

public transport

railways

solid waste disposal

stormwater

telecommunication and radio communication

air quality and meteorological services

Significant infrastructure - Existing or proposedinfrastructure,or a component ofinfrastructure,which:

due to its location, function, development or operation, is of strategic (critical) importanceto the form, function and/or growth of Auckland, or otherwise has national significance; or

if unavailable, would have a serious adverse effect on the social or economic wellbeing ofAuckland or a community within Auckland: or

it is a lifeline utility as defined in s.4 of the Civil Defence Emergency Management Act2002.

Given the scope of the infrastructure contained in these definitions, Auckland Council hasundertaken a wide range of work across the infrastructure sector. A range of the infrastructuretypes dealt with by Auckland Council is dealt with in the next section.

Infrastructure in AucklandThe following section identifies some of the major existing facilities and networks that are presentin Auckland (this is not an exhaustive list):

Three Waters (Water, wastewater, and stormwater)The Hunua and Waitakere water supply damsThe Waikato pipelineThe Ardmore, Waikato, Waitakere, and Huia water treatment plantsThe Mangere Wastewater Treatment PlantThe Rosedale Wastewater Treatment PlantThe Army Bay Wastewater Treatment Plant

The Pukekohe Wastewater Treatment Plant
http://unitaryplan.aucklandcouncil.govt.nz/pages/plan/Book.aspxhttp://unitaryplan.aucklandcouncil.govt.nz/pages/plan/Book.aspxhttp://unitaryplan.aucklandcouncil.govt.nz/pages/plan/Book.aspxhttp://unitaryplan.aucklandcouncil.govt.nz/pages/plan/Book.aspxhttp://unitaryplan.aucklandcouncil.govt.nz/pages/plan/Book.aspxhttp://unitaryplan.aucklandcouncil.govt.nz/pages/plan/Book.aspxhttp://unitaryplan.aucklandcouncil.govt.nz/pages/plan/Book.aspxhttp://unitaryplan.aucklandcouncil.govt.nz/pages/plan/Book.aspxhttp://unitaryplan.aucklandcouncil.govt.nz/pages/plan/Book.aspxhttp://unitaryplan.aucklandcouncil.govt.nz/pages/plan/Book.aspxhttp://unitaryplan.aucklandcouncil.govt.nz/pages/plan/Book.aspxhttp://unitaryplan.aucklandcouncil.govt.nz/pages/plan/Book.aspx


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Energy

Southdown Power StationOtahuhu Power StationTranspower transmission network and Grid Exit PointsVector and Counties Power electricity transmission networksThe Wiri Oil Terminal and associated pipelinesThe Vector gas transmission and distribution network

TelecommunicationsSubsea cable connections to North America and AustraliaThe Warkworth Satellite StationAir Traffic Control facilities

Maritime New Zealand radio facilitiesKordia communication facilities

HealthAuckland Hospital: GraftonAuckland Hospital: GreenlaneWaitakere HospitalMiddlemore HospitalNorth Shore HospitalManukau Super Clinic

Tertiary Education Facilities

The University of AucklandAuckland University of TechnologyMassey UniversityUNITECManukau Institute of Technology

DefenceWhenuapai Air BaseDevonport Naval BasePapakura Military Camp

Community and Recreation FacilitiesAuckland War Memorial MusuemMOTATAuckland Zoo and Western SpringsMt Smart StadiumRegional Parks

JusticeThe Auckland High CourtMt Eden Prison and Corrections FacilityAuckland Region Womens Corrections Facility

Auckland Prison (Paremoremo)


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These facilities and networks are a snapshot of the wide range of infrastructure types in Auckland.

They are often also supported by a range of smaller assets and networks, while a number of inter-connections between various infrastructure types also exist.

Current Central Government InitiativesTwo government initiatives are relevant to the councils infrastructure strategy portfolio. The first ofthese is the National Infrastructure Plan, which is prepared by the National Infrastructure Unit inTreasury. This Plan identifies key infrastructure issues and drivers for the sector includingresilience and resilience.

The second initiative forms part of the Better Local Government reforms, with the introduction ofa 30 year infrastructure strategy as part of the Long Term Planning process. This new plan isdiscussed in some detail in cabinet papers from the Minister of Local Government4and it is

proposed that this strategy would cover at least the five core infrastructure categories of:

Water supplySewerage and sewage disposalStormwater drainageFlood protectionFootpaths and Roads

With regard to these infrastructure categories, the strategy would require Auckland Council todetail the following:

Planning for maintenance, growth, and possible increases or decreases in levels of serviceprovided;Managing, mitigating, or improving public health and environmental outcomes;Managing the risks to, and resilience of, infrastructure assets from natural disasters, andManaging the financial provision for risks to infrastructure assets from natural disasters.

Key Infrastructure Issues for AucklandGiven the broad range of infrastructure types needed to support Auckland, there are number ofinfrastructure sector issues which may be of interest to the Committee. These include:

FundingRegardless of infrastructure type, the cost of its planning, delivery, and

operation is passed onto Auckland residents and businesses in the form of rates, taxes,and other charges. Given the limited ability for Aucklanders to absorb these costs,infrastructure must be delivered and operated efficiently.

ResilienceRecent natural disasters in New Zealand and overseas have highlighted thefragility of some infrastructure networks and the need to improve their ability to cope withchanging environmental conditions. Resilience to a broader range of issues is also beinginvestigated by the National Infrastructure Unit in Treasury.

4http://www.dia.govt.nz/vwluResources/Cabinet_paper_Improving_infrastructure_delivery/$file/Cabinet_paper_Improving_infrastructure_delivery.pdf
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Managing GrowthThe projected growth of Aucklands population will place stress on

providers to deliver networks that meet both desired service levels and which meet thenecessary capacity for growth.

Renewals and MaintenanceIn addition to addressing population growth, infrastructureproviders face on-going work to replace and renew aging assets, while maintenance isalso required to ensure satisfactory levels of service.

Climate ChangeThe need to reduce greenhouse emissions and adapt to the effects ofclimate change will place additional pressures on infrastructure providers.

SustainabilityImproved resource use, greater energy efficiency, reducingenvironmental footprints, and other sustainability measures are also an important factor for

future infrastructure planning and delivery.

Economic DevelopmentInfrastructure also provides vital support to Aucklandseconomy, such as providing international connectivity and a secure supply of energy

Current Infrastructure InitiativesGiven the range of infrastructure types covered by the Auckland Plan, the following projects arebeing undertaken by Auckland Council order to achieve the aspirations of the Auckland Plan:

The Auckland Infrastructure Providers ForumThe purpose of the Forum is to improve alignment, communication, and raise the profile of theinfrastructure sector. Key features:

Identified as an action for Chapter 12 (Aucklands infrastructure) of the Auckland Plan.Discussion document, feedback analysis, and scoping undertaken late 2012.Meetings held in March and August 2013.Contains a range of providers across social and physical infrastructure.

The Infrastructure Delivery FrameworkThe need for an infrastructure delivery framework was raised at the second infrastructureproviders forum in August 2013. Key features:

Addresses providers desire for an infrastructure plan/strategy.

A prioritization tool for sector-wide policy development.Also encompasses the expansion of the Forward Land Supply and InfrastructureProgramme to include the entire region and all infrastructure types.Feedback is expected from Forum members on possible policy/strategy projects inNovember.

Upper North Island Strategic Alliance (UNISA)The purpose of UNISA is to provide a mechanism for Upper North Island Councils (currently 7member Councils) to plan together on major inter-regional transport, port, and land use issues.

Auckland Plan Implementation and Prioritisation ProgrammeThe Auckland Plan Implementation and Prioritisation Programmea strategic planning initiative toassist in growth planning across Auckland, with consideration of infrastructure investment. Thiswill inform the Forward Land and Infrastructure Programme.


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Forward Land and Infrastructure ProgrammeAn agreed implementation programme for land development integrated with infrastructure servicesover a short-term (3-year), medium (10-year and 20-year) and long-term (30 year) timeframes.The programme identifies priority areas for development aligned to the Auckland Plandevelopment strategy. It provides the context for identification and delivery of Special HousingAreas (SHAs) under the Housing Accords and Special Housing Areas Act 2013.

Infrastructure White PapersAdvancing work from the Auckland Plan and addressing key infrastructure issues, e.g.

Resiliencei.e. sudden population changes, hazards, resource supplyFundingAlternative technologies

ConclusionsThis paper has highlighted a broad range of issues, infrastructure types, and legislative changesaffecting the committee and the infrastructure sector. Auckland Councils current work programmelooks to support the infrastructure related aspirations of the Auckland Plan, while Council Officersare well placed to provide technical assistance to the committee in future work.


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An Overview of Transport in Auckland

PurposeThis paper provides the Infrastructure Committee an overview of transport infrastructure in

Auckland, including key opportunities for influence and guidance, particularly in the next threeyears.

IntroductionAuckland has a strategic direction for transport, as set out in the Auckland Plan, to create betterconnections and accessibility within Auckland, across New Zealand and to the world. The Plan,integral to achieving the vision for Auckland becoming the worlds most liveable city, contains fourmain transport priorities:

1) To manage Aucklands transport as a single system2) To integrate transport planning and investment with land use development3) To prioritise and optimise investment across transport modes4) To implement new transport funding mechanisms

Five main targets emerge from the strategic direction, including significantly increasing publictransport trips, including into the city centre during the morning peak, reducing fatalities andserious injuries, reducing congestion on the strategic freight network and increasing the proportionof people living within walking distance of frequent public transport. The Auckland Plan identifiesa range of other outcomes, targets and transformational shifts that transport is expected tocontribute to. These include accelerating prospects of children and young people, reducinggreenhouse gas emissions, increasing economic performance (GDP, productivity and exportgrowth), increasing housing supply, improving the quality of urban living, keeping rural Aucklandproductive, protected and environmentally sound, and significantly lifting Mori social andeconomic wellbeing.

The Auckland Plan refers to the need for a transformational shift to outstanding public transportwithin one network. Such a shift to outstanding public transport enables the efficient use of thetransport network, supports the development of a quality compact city and reduces greenhousegas emissions. Public transport is important for our economy and provides access and choice toenable greater participation in our daily activities.

ChallengesTransport programmes and projects need to support growth and place-making in Auckland andcontribute to a wide range of outcomes outlined in the Auckland Plan. Wider outcomes includeimproving health and safety, an increase in exports and tourism, delivering a quality compact city,

boosting economic performance and achieving a reduction in air, water and carbon pollutants.

In delivering these outcomes, however, Auckland faces significant growth pressures and fundingconstraints. In the next three years, implementing the Auckland Housing Accord through theidentification of Special Housing Areas will require Auckland Transport, Auckland Council and theNew Zealand Transport Agency to confront investment in new infrastructure and services ingreenfield areas and its relative priority to investment in brownfield areas.

The $68 billion, 30-year transport programme outlined in the Integrated Transport Programme wasidentified as having a $12 billion funding gap. For perspective, Auckland Councils transportcapex spend in 2012/13 was $611 million, which represents 47% of the Councils total capexspend. In 2013/14, $854 million of capital expenditure is planned (53% of total). In both cases,

this is more than twice the next largest areas of expenditure. The funding gap poses seriouschallenges to keeping pace with growth and determining how to best keep up with current service


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be consistent with its direction. The GPS is reviewed by the Minister of Transport each threeyears; GPS 2015 is currently under development and must be released in July 2014 to developthe next programme and will come into full effect the following July 2015. In the review of theGPS, the Ministry of Transport wants to engage Auckland Council better, possibly in the review ofan early GPS draft. This committee may have an opportunity to provide input to this most

fundamental transport policy statement.

NZTA Programmes and Major ProjectsThe NZ Transport Agency is progressing construction of the Waterview Connection to completethe Western Ring Route. NZTA is seeking designations for Puhoi to Wellsford and an AdditionalWaitemata Harbour Crossing .The Prime Ministers announcement on 28 July 2013 identifiedadditional state highway projects that NZTA has been asked to identify costs and how these couldbe accelerated in its programme.

Additional FundingThe delivery of the Auckland Plans list of transport projects will be determined by the availabilityof new funding. The Governing Body is responsible for consideration of alternative transport

funding. It is understood that a report on this programme will be considered by the GoverningBody at its December meeting. The extent to which additional funding will be available willsignificantly affect the timing and size of the transport programme and the scale of interventionsthat are possible.

Local and Regional ProjectsWhile the bulk of this paper focuses on regional projects, it should be noted that Local Boardshave been active in identifying local transport projects through their Local Board plans. Thiscommittee is in a position to influence how these local projects are integrated into the regionalcontext so that outcomes are maximised.

Placemaking, Walking and Cycling

Becoming the most liveable city in the world is dependent on world-class placemaking. Aroundthe world, active modes like walking and cycling are transforming cities and their spaces intoplaces for people, commerce and community. Intra and inter-neighbourhood networks forconvenient, comfortable and safe walking and cycling support intensification and public transportand improve the existing environment for everyone. The Auckland Plan sets targets for 70%completion of the regional cycleway network by 2021. Several local projects are underway,including walking and cycling access across the Harbour Bridge.

Travel Demand ManagementTravel Demand Management (TDM) is the use of policies, programmes, services and products toinfluence whether, why, when where and how people or goods travel. It is a range of measuresand activities aimed at increasing the efficiency with which the existing transport network isutilised, in recognition of the fact that capacity of this network is finite and, at times, demand willexceed capacity. Road pricing, parking management, public bike systems, ridesharing andincentives are all examples of TDM.

Auckland has a successful TDM programme, with over 480,000 Aucklanders engaged throughschool, workplace, tertiary or community based travel plan programmes. TDM components alsosupport the delivery of larger infrastructure projects such as AMETI and new public transport hubs.The last ITP recommends more demand management and AT is currently drafting a TDMOperations Plan and a TDM Implementation Plan, which will guide the delivery of TDM activitiesover the next three years. This committee may wish to guide the exploration of TDM opportunitiesto mitigate peak demand and utilise the existing system far more efficiently. The ability to manage

demand for additional transport infrastructure will be an important consideration for the


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Infrastructure Committee. Much can be learned from demand management mechanisms used forother infrastructure in Auckland.

Bus ServicesOver the next three years Aucklands bus system will be completely reconfigured to take

advantage of investment in integrated ticketing and the introduction of electric trains. The new busnetwork focuses on providing a connected network of frequent bus services, which will operate atleast every 15 minutes, 7am-7pm every day. Over 40% of residents will be within walking distanceof a frequent service (compared to under 15% currently) while approximately 75% of residents willbe within walking distance of a connector service operating at least half-hourly at most times,seven days a week. The new bus network is largely funded through the reallocation of existingresources, such as the removal of bus/train duplication and currently inefficient bus routes.

Transport in Greenfield AreasThe identification of future urban areas inside the Rural Urban Boundary triggers the need to planinfrastructure in proposed greenfield areas. A process has begun to identify conceptual transportnetworks for each of the major greenfield development areas identified in the Proposed Unitary

Plan. These networks are based on a new approach to transport planning focusing on howtransport networ

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