Communication and Consultation Plan

CRL Contract 3 Aotea Utility Relocation Works Communication and Consultation Plan Addendum to: Albert Street Canopy and Utility Works Communication and Consultation Plan (17 October 2017, revision 4) CRL-AOT-RME-LKA-PLN-800009

Revision: 00 30 August 2019

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| Communication and Consultation Plan (addendum)

Communication and Consultation Plan (addendum)

Communication and Consultation Plan CRL-AOT-RME-LKA-PLN-800009 This document is uncontrolled when printed. This document should be printed in colour

Revision Status Revision

Issue Date

00

Major Changes

Changed By

Issue revision

R. Blundell

30/08/2019

Approval Status Name/Title Prepared by:

John Daly Principal Planner

Reviewed by:

Rachel Blundell Communications and Engagement Manager

Controlled by:

Rachel Blundell Communications and Engagement Manager

Approved by:

Peter Roan Consents Lead – Link Alliance

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Signature

Date

Approved By

Communication and Consultation Plan (addendum)

Table of contents Table of contents...............................................................................................3 1. Introduction ................................................................................................5 1.1

Project Works .................................................................................................................... 5

1.1.1.

Introduction ............................................................................................................... 5

1.1.2.

Construction Sequence............................................................................................... 6

1.1.3.

Methodology – Canopy Removal/Dismantling ............................................................ 7

1.1.4.

Methodology – Utility Services Relocation.................................................................. 7

1.2

Purpose of Communication and Consultation Plan ........................................................... 8

1.3

Relevant Designation and Resource Consent Conditions................................................... 8

2. Context........................................................................................................9 2.1

Plan Overview ................................................................................................................... 9

2.2

Consultation and Communication Approach..................................................................... 9

3. Consultation Undertaken............................................................................9 4. Communication Objectives .........................................................................9 4.1

Objectives.......................................................................................................................... 9

4.2

Expected Outcomes........................................................................................................... 9

5. Roles and Responsibilities.........................................................................10 5.1

Reporting High Risk Issues............................................................................................... 10

5.2

Key Responsibilities......................................................................................................... 10

5.3

Reporting and Meeting.................................................................................................... 12

5.3.1.

Reporting Tools ........................................................................................................ 13

6. Communication Strategy ..........................................................................13 6.1

Strategy Overview: Conversation Locally; Broadcast to Wider Audience ........................ 13

6.2

Communication Tools...................................................................................................... 14

6.3

Branding and Collateral ................................................................................................... 14

6.4

Identifying and communication with key stakeholders ................................................... 14

6.4.1.

Liaising with stakeholder groups............................................................................... 14

6.4.2.

Parties affected by the project.................................................................................. 14

6.4.3.

Identifying additional people affected by the project................................................ 15

6.5

Communication channels ................................................................................................ 15

7. Protocols, Processes and Contract Details ................................................16 Page 3

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Communication and Consultation Plan (addendum) 7.1

Community Businesses Liaison Groups............................................................................ 16

7.1.1.

Aotea CLG purpose................................................................................................... 16

7.1.2.

Requirements........................................................................................................... 16

7.1.3.

Process..................................................................................................................... 16

7.2

Stakeholder and affected people..................................................................................... 16

7.2.1.

Permit to Notify........................................................................................................ 17

7.2.2.

Kaitiaki or Mana Whenua Forum .............................................................................. 17

7.2.3.

Network Utility Operators ........................................................................................ 18

7.2.4.

Emergency Services.................................................................................................. 18

7.2.5.

Heritage ................................................................................................................... 18

7.3

Notable Receivers............................................................................................................ 18

7.4

Public Engagement .......................................................................................................... 18

7.4.1.

Public Enquiries ........................................................................................................ 18

7.4.2.

Other Enquiries ........................................................................................................ 19

7.4.3.

Response Timeframes .............................................................................................. 19

7.4.4.

Complaints ............................................................................................................... 19

7.4.5.

Newsletters, brochures, websites and social media .................................................. 19

7.4.6.

Media....................................................................................................................... 19

7.5

Managing Crisis and Emergency Situations ..................................................................... 20

7.5.1.

What is a crisis or emergency?.................................................................................. 20

7.5.2.

Requirements........................................................................................................... 20

7.5.3.

Emergency contacts ................................................................................................. 20

7.6

Review of Project specific Communication and Consultation Plan .................................. 21

Appendix A: Summary of Project Communication and Consultation .............23 Appendix B: Stakeholder and Partner Contacts..............................................30 Appendix C: Key Project Contacts ...................................................................34 Appendix D: Approved CCP .............................................................................35

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Communication and Consultation Plan (addendum)

1. Introduction The City Rail Link (CRL) project comprises the construction, operation and maintenance of a 3.4km twin-tunnel underground passenger railway, running between Britomart Station and the North Auckland Line (NAL) in the vicinity of Mt Eden Station. The proposed works include the construction of two underground stations, with a depth of up to 42 metres below ground. It will transform the downtown Britomart Transport Centre into a two-way through-station that better connects Auckland’s rail network, allowing it to double in capacity.

In 2017, City Rail Link Limited (CRLL) submitted an outline plan for canopy removal and utility relocation works within the Aotea Station area, along the western side of Albert Street between Victoria Street West and Wellesley Street West (Auckland Council ref. OPW60310921). This outline plan was accepted by Auckland Council without changes and included the Communication and Consultation Plan, prepared by Connectus, dated 17 October 2017 (“the Approved CCP”). Canopy removal works are currently being undertaken.

Additional utility relocation works, including tree works, are required beyond the footprint of the works confirmed by OPW60310921. As such, an additional Outline Plan of Works is required to authorise these additional utility relocation works.

This report is an addendum to the CRL C2.1 & C2.2 CCP to cover the additional scope of works. It will be submitted to Auckland Council to support the Outline Plan of Works for the Aotea Utility Relocation works.

This addendum must be read in conjunction with the Approved CCP, any reference to ‘Connectus’ is to be replaced with the ‘Link Alliance’. The Link Alliance is the organisation undertaking the works for this stage of the CRL Project.

Where the Approved CCP is still relevant and no changes are required ‘No changes are required to this section of the Approved CCP’ is stated within this Addendum. Where there are no changes to a number of continuous sections ‘No changes are required to Sections XX and/to XX of the Approved CCP’ is stated.

1.1 Project Works 1.1.1. Introduction The existing network of underground utilities around the proposed Aotea Station will need to be permanently relocated prior to construction of the station. It is proposed to undertake the utility relocation works in 3 stages.

For all stages the main element of the works is the formation of temporary trenches within footpaths to allow installation of new ducts and pipes for utility services. Once the ducts and pipes are installed the trenches are to be backfilled with the footpath reinstated.

The trenches will generally be 1m to 1.8m wide with an average depth of 1.5m to 3m. The utility relocation works will relate to electrical, telecommunication, gas, potable water, stormwater and wastewater assets.

The additional utility relocation works will involve works to trees, including the removal of 7 trees and the transplanting and re-planting of 1 tree. The removal of the trees will be undertaken by a Page 5

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Communication and Consultation Plan (addendum) suitably qualified and experienced arborist and is described in the Tree and Vegetation DWP which forms as an appendix to the CEMP. Figure 1 shows the area of the works proposed.

Figure 1 Area of works

1.1.2. Construction Sequence Table 1 provides a summary of works proposed for each stage of utilities relocation with indicative timeframes.

Table 1 Description of Staging and Timeframes for Utility Relocation Works

Stage Stage 1

Stage 2

Stage 3

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Details of Works

Duration of Works (approximate)

Works will be located along the footpaths of Albert Street, between Wyndham Street and Victoria Street, extending into part of Kingston Street and Victoria Street and on the northern slip lane from Albert Street to Durham Street.

The total length of trenches constructed will be approximately 340m resulting in approximately 1350m³ of spoil being removed.

Works will be located along the footpath of Victoria Street, between Albert Street and Elliott Street (on the south side of the street) with trenching being around 1.5m in depth.

Between Victoria Street and Kingston Street, on the western side of Albert Street, trenching will be around 2.5m in depth.

A support site compound will be provided in part of the car park of Bledisloe House (details provided below).

The total length of trenches constructed will be approximately 160m resulting in approximately 480m³ of spoil being removed.

Works will be located along the east side footpath of Albert Street (between the top of the ramp from Durham Street to the corner of Victoria Street) and the north side footpath of Victoria Street, between Albert Street and Elliott Street.

Works will also be undertaken on the north side of Victoria Street, between Federal Street and Albert Street.

The total length of trenches constructed will be

3 months (September 2019 – November 2019)

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2 months (November 2019 – December 2019)

1.5 months (December 2019 / January 2020 – March 2020)

Communication and Consultation Plan (addendum)

Stage

Details of Works approximately 180m resulting in approximately 585m³ of spoil being removed.

Total length of 680m of trench resulting in approximately 2,415m³ of spoil being removed.

Duration of Works (approximate)

Approx. 6 months

A temporary construction site compound (Figure 2) will also be formed on the corner of Wellesley Street and Mayoral Drive in the part of the Bledisloe House car park. This compound will be within the project designation boundary and will be established approximately from October 2019 (Stage 2), until March 2020. This site compound will be occupied by storage containers, the objective of the site compound is to provide a site that can be used as a rest area for workforce staff, and house equipment and vehicles during the works. Temporary fencing will be used to delineate the site, along with Link Alliance branded mesh scrim. Vehicle access will be via the existing entrance off Mayoral Drive and through the gate as marked on the plan. Containers are likely to include machinery equipment and a total of up to 1,200L (6x 20L drums) of diesel in bunds.

Figure 2 Indicative layout of the Stage 2 Site Compound

Detailed site layouts for each stage of the works have been provided in Appendix C of the CEMP addendum which also informs the location of the construction site compound.

1.1.3. Methodology – Canopy Removal/Dismantling No canopy removal or dismantling is proposed as part of the additional utility relocation works. No changes are therefore required to this section of the Approved CCP.

1.1.4. Methodology – Utility Services Relocation The construction methodology to be used for the proposed works will generally be based on the methodology approved for the utility relocation works along the west side of Albert Street, between Page 7

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Communication and Consultation Plan (addendum) Victoria Street and Wellesley Street (OPW60310921). Full details on the construction methodology is provided in the Construction Environmental Management Plan (CEMP) addendum.

Table 2 below provides a summary of the activities and equipment for the works.

Table 2 Construction methodology summary

Activity

Equipment and Materials

Identify and mark-out position of trenches

Truck, hand held service locator

Saw cut and remove existing pavement/ hardstanding.

Concrete saw, handheld concrete breaker (only where necessary), excavator, truck

Expose and support existing services to 1.5m depth.

Hydro vac, normal excavator, truck

Lay new power and communication ducts, place and compact trench backfill

Trucks, plate compactor (no vibrating rollers)

1.1.4.1

Project Programme

The project is anticipated to take approximately 6 months to complete based on knowledge of underground services. Should complexity or additional services be encountered during the course of the project, then the project duration will extend beyond the 6-month time period, by up to 3 months.

1.1.4.2

Hours of Operation

It is anticipated that construction work will be undertaken between 0700hrs to 1900hrs Monday to Saturday. Limited construction works may be undertaken beyond 1900hrs, however this would not be a general occurrence and will be done in accordance with the project conditions.

1.2 Purpose of Communication and Consultation Plan Section 1.2 sets out the purpose of the CCP for the Approved Albert Street Canopy Removal and Utility Works. The purpose of the Approved CCP is relevant to the additional utility relocation works and have been adopted in this Addendum.

1.3 Relevant Designation and Resource Consent Conditions Section 1.3 sets out the CRL designation and resource consent conditions that require the preparation of a CCP for this stage of works. These conditions are relevant for the additional utility relocation works and this addendum has been prepared to meet these conditions.

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Communication and Consultation Plan (addendum)

2. Context 2.1 Plan Overview Section 2.1 sets out that the purposes of the CCP is to describe the processes and protocols relating to how the Link Alliance will deliver the Project. The processes and protocols set out in the Approved CCP are also relevant to this Addendum.

2.2 Consultation and Communication Approach Section 2.2 sets out the consultation and communication approach for the Project. This approach is also relevant to the additional utility relocation works.

Section 2.2 also provides an overview of the objectives and principles within CRL’s Communication and Consultation Strategy (2012) and outlines that these have been adopted in the development of the Approved CCP. These objectives and principles are also relevant to this Addendum.

3. Consultation Undertaken Section 3 of the Approved CCP sets out the consultation that has been carried out in relation to the Approved Albert Street Canopy Removal and Utility Works. Additional consultation will be undertaken for the additional utility relocation works as set out in Section 6 of this Addendum.

4. Communication Objectives 4.1 Objectives Section 4.1 of the Approved CCP sets out the communication objectives for the Approved Albert Street Canopy Removal and Utility Works. These objectives are relevant to the additional utility relocation works and have been adopted in this Addendum.

4.2 Expected Outcomes Section 4.2 sets out the expected communication outcomes resulting from an ‘effective CCP’. These outcomes are also expected for the additional utility relocation works as a result of implementing this Addendum.

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Communication and Consultation Plan (addendum)

5. Roles and Responsibilities No changes are required to this section of the Approved CCP. The exception is where reference is made to the Connectus Stakeholder and Communications Manager, this should be replaced with the Link Alliance Communications and Engagement Manager.

5.1 Reporting High Risk Issues No changes are required to this section of the Approved CCP. The exception is where reference is made to the Connectus Stakeholder and Communications Manager, this should be replaced with the Link Alliance Communications and Engagement Manager.

5.2 Key Responsibilities Table 6 sets out the Contractor’s Key Responsibilities.

Table 6: Key Responsibilities: Contractor Title Link Alliance Utilities Manager

Name Mark Anderson Mark.anderson@linkalliance.co.nz

Communications & Engagement Manager

Rachel Blundell Rachel.blundell@linkalliance.co.nz

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Responsibilities · Construction delivery. · Adherence to the CEMP and delivery work plans (including this DWP) of site personnel. · Building trust in the team’s capabilities by personally leading the process and providing expertise in specialist areas. · Alerting the Communications and Engagement Manager to stakeholder groups, individuals or issues that need attention. · Providing technical information and project progress/milestone information for briefings and CLG meetings. · Leading the response to issues management and crisis management. · Ensuring that subcontractors adhere to the Project communication protocols and procedures. · Manages a Communications & Engagement team that is the main and readily accessible point of contact for persons affected by the Project in addition to the 24-hour inquiries service during construction. · Inform the community of project progress and forward construction

Communication and Consultation Plan (addendum)

· · · ·

· · · · · ·

Environment and Sustainability Manager

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Sarah Sutherland Sarah.sutherland@linkalliance.co.nz

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programme.

Liaise as required to ensure Project community is well informed about work that affects them.

Manage stakeholder enquiries and working with relevant persons in the team to resolve complaints.

Immediately report high risk issues to the CRLL GM Corporate Relations and Communications.

Report weekly to the CRLL GM Corporate Relations and Communications on all key community relations and stakeholder management issues.

Manage and track stakeholder relations and risks Deliver stakeholder communications and notifications.

Work with CRLL to manage media queries.

Provide communications collateral and strategic advice to Link Alliance.

Manager for critical stakeholder engagement, communications and relationship building.

Assist the Construction Manager in the briefing of site personnel with respect to; - The mandatory site inductions regarding the standards and requirements for community relations.

- The protocols to follow if they are approached by a member of the public or the media.

- Behaviour protocols in and around the construction site boundaries.

· Key contact for compliance monitoring. · Inspections, auditing and checking of environmental management practices and procedures. · On-site compliance with consent conditions, delivery work plans, other requirements and tracking compliance information. · Attendance at compliance meetings

Communication and Consultation Plan (addendum)

·

· · · · · · · Subcontractors

•

•

•

• • • •

with Auckland Council Compliance and Monitoring Officers.

Report to Link Alliance changes to construction techniques or natural environmental changes which require alterations to delivery work plans, existing consents or new resource consents.

Prepare, review and update of CEMP and relevant sub plans.

Facilitate and oversee environmental monitoring.

Update and maintain the environmental portion of the Project Risk Register.

Training of all staff including subcontractors.

Reporting on environmental and sustainability KPIs. Undertaking incident investigations.

Implementation of sustainability measures.

Directing all public and media enquiries to the Communications & Engagement Manager.

Identifying themselves as a member of the project team and the company they work for.

Using approved haul routes so that access to and egress from the sites is undertaken with minimum disruption to the local community.

Parking only in designated project parking areas, if available.

Working within approved construction hours.

Working within the conditions specified in the Permits to Notify.

Showing consideration for stakeholders and community members at all times while working on the project and when travelling to and from the project site.

With the exception of the above, no changes are required to this section of the Approved CCP.

5.3 Reporting and Meeting Page 12

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Communication and Consultation Plan (addendum) The reporting and meeting protocols described in Section 5.3 of the approved CCP are applicable to this Addendum with appropriate amendments to reference the Link Alliance Communications & Engagement Manager.

5.3.1. Reporting Tools The following reporting tools are applicable to this addendum and will be used as part of the Link Alliance communications process.

Table 7: Tools

Responsibility

Description

Urgent notifications

Link Alliance Communications & Engagement Manager

Immediately report any issues or concerns to CRLL communications team when they may result in media interest or present reputational risk to the project participants.

Weekly meeting

Link Alliance Communications & Engagement Manager

Weekly meeting with the GM Corporate Relations and Communications to report on progress, any issues being proactively addressed

by Link Alliance, the forward construction programme and media opportunities.

Customer Relationship Management (CRM) database

Link Alliance Communications & Engagement Manager

Central repository for all stakeholder contact details and interactions with Link Alliance.

6. Communication Strategy 6.1 Strategy Overview: Conversation Locally; Broadcast to Wider Audience The communication and consultation programme (pre, during and post construction), aims to engage and inform the primary audience of local residents/businesses, affected/interested stakeholders and the users (drivers/passengers/pedestrians) of Albert Street and parts of Kingston Street, Durham Lane and Victoria Street about the additional utility relocation before works commence.

This will prioritise face-to-face interaction, via door knocking to arrange times for visits. Emails from the Aotea account will be sent to arrange meetings and/or phone calls with affected parties who are not available during door knocking. The purpose of the communication and consultation is to ensure affected parties are aware of the scope and effects of the additional utility relocation works

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Communication and Consultation Plan (addendum) and feel confident in the ability of CRLL and Link Alliance to deliver the works while minimising impacts.

A secondary audience of the wider Auckland population will be serviced through a predominantly online and electronic communications strategy. The key messages for this audience will be advanced communication of changes to road function to enable informed choice and to ensure travel-related information is readily available.

6.2 Communication Tools Section 6.2 and Table 8 of the Approved CCP sets out the communication tools to be used prior to and during the construction period for the approved canopy removal and utility works and these communication tools are relevant to the additional utility relocation works.

Tools that will be employed by Link Alliance prior and during construction, in addition to those outlined in Table 8 include: Door knocking – Link Alliance communications and engagement team members will meet with properties affected by the works to inform and discuss with them the details of the utility works that will be happening outside their premises.

Calling cards - For people who are not available when door knocks take place, calling cards will be used to arrange a future meeting time. The calling card outlines the aotea@linkalliance.co.nz email and the 0800 CRL TALK contact details.

Printed notifications – printed notifications will be used, in addition to email notifications.

Flyers – flyers will be distributed periodically to promote engagement opportunities to business and residential occupiers.

6.3 Branding and Collateral Section 6.3 of the Approved CCP sets out that all communication materials and signage will adhere to the CRLL Branding Guidelines. This requirement is relevant for the additional utility relocation works, however where reference is made to Connectus this should be replaced with Link Alliance.

All communications and engagement material will adopt approved Link Alliance branding, that has been approved by CRL.

6.4 Identifying and communication with key stakeholders 6.4.1. Liaising with stakeholder groups No changes are required to sections 6.4 and 6.4.1 of the Approved CCP.

6.4.2. Parties affected by the project A list of the parties affected by the additional utility relocation works and their contact details are provided in Appendix B of this Addendum.

The Link Alliance is responsible for keeping this list updated during the construction project.

6.4.2.1 Owners, occupiers and businesses Page 14

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Communication and Consultation Plan (addendum) The current key contacts for the property owners, occupiers and businesses directly affected and affected in proximity to the additional utility relocation works have been identified by the Link Alliance team and their contact details are provided in Appendix B. These persons will be provided with the contact details for the Link Alliance project team including phone, email, post and website details where they will be able to sign up for information and updates. They will also be invited to attend the Aotea CLG.

6.4.2.2 Network Utilities No changes are required to this section of the Approved CCP.

6.4.2.3 Auckland Council Parks Department The Link Alliance will engage Auckland Council Parks Department regarding works to be undertaken to any trees on public land located within the works area, including how trees not being removed, or in close proximity to the surface designation footprint where works are occurring, will be protected.

CRLL and Link Alliance have consulted with Auckland Council Parks Department regarding the tree works, including the removal of 7 trees and the transplantation and replanting of 1 tree.

CRL and the Link Alliance will continue to consult and engage with Auckland Council Parks Department in regard to the replacement of trees.

6.4.2.4 Heritage New Zealand Pouhere Taonga (HNZPT) No changes are required to Section 6.4.2.4 of the Approved CCP.

6.4.2.5 Emergency Services No changes are required to Section 6.4.2.5 of the Approved CCP.

6.4.2.6 Auckland Transport The additional utility relocation works for Stages 1-3 will require the relocation of the bus stop on the southern side of Victoria Street West (between Albert Street and Elliot Street). Consultation with Auckland Transport will confirm options to relocate the bus stop.

6.4.3. Identifying additional people affected by the project No changes are required to this section of the Approved CCP.

6.5 Communication channels The Project construction period is estimated at approximately 6 months for all three stages. The timeframes for each stage are set out in Section 1.1.2 of this Addendum.

Link Alliance will consult with and approach key Project stakeholders – including NUOs, adjacent businesses, affected parties and affected in proximity parties (refer Appendix B) prior to commencement of construction works.

The Aotea CLG will remain the key contact for general communications with key stakeholders and their representatives.

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Communication and Consultation Plan (addendum) Day-to-day communications and stakeholder-liaison protocols will be delivered using a variety of channels, with differing frequencies as outlined in Section 6.2 of this Addendum and in the Approved CCP.

7. Protocols, Processes and Contract Details 7.1 Community Businesses Liaison Groups The establishment of a CLG is one of the key consultation tools required by the designation and A2N resource consent conditions for the CRL. A CLG has been established for the Aotea Station area. The CLG is a key mechanism for reflecting community concern and interest and communicating the programme to the community’s most affected parties.

CRLL has been holding Aotea CLG meetings throughout the development of the DWPs and MPs and held a meeting in early August 2019 for Link Alliance to brief the CLG and discuss the additional utility relocation works. CRLL and Link Alliance will continue to meet with the Aotea CLG at least quarterly during construction of the Project (unless otherwise agreed by CRLL and the Aotea CLG).

7.1.1. Aotea CLG purpose No changes are required to this section of the Approved CCP.

7.1.2. Requirements During the construction period representatives of the Link Alliance will sit on CLG. No other changes are required to this section of the Approved CCP.

7.1.3. Process The process for coordinating Aotea CLG meetings is set out below.

Stage

Description

1

Link Alliance staff will liaise with the Aotea CLG members regarding meeting dates and venues. The venue is usually at the City Rail Link offices in the AMP building on the corner of Customs Street West and Lower Albert Street.

2

The Link Alliance Communications & Engagement Manager and Aotea Community Manager provides input, as required.

3

Link Alliance staff will take notes and carry out actions required.

4

Link Alliance staff will keep a record of the meetings (including attendance).

Table 9:

CLG meetings coordination

7.2 Stakeholder and affected people CRLL, the Link Alliance and the Principal Technical Advisors have undertaken pre-construction communication and consultation with a range of stakeholders, during the preparation of the addendums to the CEMP, DWPs and MPs. Page 16

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Communication and Consultation Plan (addendum) The following addendums to the DWPs have been prepared for the additional utility relocation works to satisfy the designation conditions: · · ·

· · · ·

·

An Air Quality (AQ) DWP addendum A Contamination DWP (CDWP) addendum A Construction Noise and Vibration DWP Addendum which identifies that a Site Specific Construction Noise and Vibration Management Plans (SSCNVMP) will be required for notable receivers.

A Contamination DWP (CDWP) Addendum An Historic Character DWP (HC DWP): Archaeology Section Addendum An Historic Character (Built Heritage) Memorandum (Appendix P of the CEMP Addendum) A Social Impact and Business Disruption (SIBP) DWP Addendum – Additional consultation will be undertaken with affected parties and potentially affected parties. The Communication Strategy is set out in Section 6 of this CCP Addendum and the affected parties are outlined in Appendix B. A Transport, Access and Parking Delivery Work Plan (TAPDWP) Addendum.

The following DWP has been prepared for the additional utility relocation works and was not required as part of the approved canopy removal and utility works: ·

A Trees and Vegetation DWP (TVDWP)

The following Management Plan Addendums have been prepared to satisfy the A2N resource consent: · · ·

A Construction Environmental Management Plan An Erosion and Sediment Control Addendum A groundwater settlement assessment memorandum

It is noted that an Air Quality Management Plan (AQMP) and a Contaminated Soils Management Plan (CSMP)is also required under the CRL resource consent conditions; a single AQDWP and CDWP has been prepared to serve both purposes.

Section 7.2 of the Approved CCP is otherwise relevant for the utility relocation, but where reference is made to Connectus this should be replaced with Link Alliance.

7.2.1. Permit to Notify No changes are required to this section of the Approved CCP. The exception is where reference is made to the Connectus Stakeholder and Communications Manager, this should be replaced with the Link Alliance Communications & Engagement Manager.

7.2.1.1 The Permit to Notify process

No changes are required to this section of the Approved CCP.

7.2.2. Kaitiaki or Mana Whenua Forum The additional utility relocation works will be presented to the Mana Whenua Forum with an opportunity to discuss the works in July 2018.

No changes are required to this section of the Approved CCP. Page 17

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Communication and Consultation Plan (addendum)

7.2.2.1 Requirements No changes are required to this section of the Approved CCP.

7.2.3. Network Utility Operators 7.2.3.1 Material changes affecting Network Utilities 7.2.3.2 Supplementary Authorisations 7.2.3.3 Inspection and final approval of works by Network Utility Operators 7.2.3.4 Ongoing Communication and Consultation No changes are required for Sections 7.2.2.1. to 7.2.3.4 of the Approved CCP.

7.2.3.5 Review of Management Plans Addendums to the CEMP and DWPs have been prepared for the additional utility relocation works.

The reviews outlined in Section 7.2.3.5 of the Approved CCP will include these addendums.

No changes are required to this section of the Approved CCP.

7.2.4. Emergency Services No changes are required to this section of the Approved CCP.

7.2.5. Heritage The potential effects on built heritage of the additional utility relocation works have been considered as part of the CEMP Addendum, and are not considered to give rise to effects on built heritage.

No changes are required to this section of the Approved CCP.

7.2.5.1 Requirements No changes are required to this section of the Approved CCP.

7.3 Notable Receivers The CEMP Addendum identifies that the additional utility relocation works will result in one Notable Receiver, the Auckland District Court. In accordance with designation condition 39, a Site Specific Construction Noise Management Plans will be prepared for the Auckland District Court.

The communication and consultation with the Notable Receiver will be as set out in Section 7.3 of the Approved CCP.

7.4 Public Engagement 7.4.1. Public Enquiries No changes are required to this section of the Approved CCP.

7.4.1.1 Requirements Page 18

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Communication and Consultation Plan (addendum) It is considered that no changes are required from this section as described in the Approved CCP, the exception is where reference is made to Connectus, this should be replaced with Link Alliance as the contractor for the additional utility relocation works.

7.4.1.2 Process The process for managing enquiries or complaints via the 24/7 Freephone number (0800 CRL TALK) or Email (info@cityraillink.govt.nz / Aotea@linkalliance.co.nz ).

No changes are required to this section of the Approved CCP.

7.4.2. Other Enquiries 7.4.2.1 Requirements 7.4.2.2 Process

7.4.3. Response Timeframes 7.4.4. Complaints 7.4.4.1 Requirements 7.4.4.2 Complaints process 7.4.4.3 Response timeframes

7.4.5. Newsletters, brochures, websites and social media 7.4.5.1 Requirements 7.4.5.2 Timeframe No changes are required to Sections 7.4.2 to 7.4.5.2 of the Approved CCP.

7.4.5.3 Media channels No changes are required to this section of the Approved CCP. The email address for public enquiries is as follows; info@cityraillink.govt.nz / Aotea@linkalliance.co.nz.

7.4.6. Media No changes are required to this section of the Approved CCP.

7.4.6.1 Requirements No changes are required to this section of the Approved CCP. The exception is where reference is made to Connectus, Connectus Staff, the Connectus Project Manager or the Connectus Stakeholder and Communications Manager, this should be replaced with Link Alliance, Link Alliance Staff, the Link Alliance Project Manager or the Link Alliance Communications & Engagement Manager as Link Alliance are the contractor for the additional utility relocation works.

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Communication and Consultation Plan (addendum)

7.5 Managing Crisis and Emergency Situations No changes are required to this section of the Approved CCP. The Approved CEMP provides a detailed description of the emergency response plans.

7.5.1. What is a crisis or emergency?

7.5.2. Requirements No changes are required to Sections 7.5.1 and 7.5.2 of the Approved CCP.

7.5.3. Emergency contacts Responsibility

Contact

Emergency Response Co-ordinator

Link Alliance Site Superintendent Name and contact details TBC

Construction management

Link Alliance Construction Manager Philippe Begou Philippe.begou@linkalliance.co.nz Link Alliance Health and Safety Manager Joseph McArdle Joseph.mcardle@linkalliance.co.nz

Assessing H&S risks Contacting WorkSafe and CRLL to report incidents Oversight of Link Alliance Construction Team

Link Alliance Project Director Francois Dudouit Francois.dudouit@linkalliance.co.nz

Link Alliance Communications & Engagement

Link Alliance Communications & Engagement Manager Rachel Blundell rachel.blundell@linkalliance.co.nz

Coordinate inputs/decision from CRL work streams

Link Alliance Project Manager Matt Sinclair 027 6755 785 matt.sinclair@linkalliance.co.nz

Coordinate inputs/decision across Project

Link Alliance Construction Manager Philippe Begou Philippe.begou@linkalliance.co.nz

Table 16: Emergency Responsibilities Contacts

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| Communication and Consultation Plan (addendum)

Communication and Consultation Plan (addendum) CRL Health and Safety oversight for Project Works

Link Alliance Construction Safety Manager Joe McArdle 021 075 6883 joe.mcardle@linkalliance.co.nz

CRLL Communications

Link Alliance GM Corporate Relations & Communications Victoria Jessop victoria.jessop@cityraillink.govt.nz

7.6 Review of Project specific Communication and Consultation Plan No changes are required to this section of the Approved CCP.

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Communication and Consultation Plan (addendum)

List of Appendices Appendix A: Summary of Project Communication and Consultation....................... 23 Appendix B: Stakeholder and Partner Contacts ...................................................... 30

Appendix C: Key Project Contacts .......................................................................... 34 Appendix D: Approved CCP.................................................................................... 35

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Communication and Consultation Plan (addendum)

Appendix A: Summary of Project Communication and Consultation This Appendix should be read in conjunction with the specific consultation sections in the relevant DWPs, specifically the Construction Noise and Vibration Delivery Work Plan, including Site Specific Noise Management Plans and the Social Impact and Business Disruption Delivery Work Plan. The DWPs include the feedback provided by consultees to inform the DWPs.

Party Name/Contact Details

Summary of Communication and Consultation

Government/Statutory Heritage New Zealand Pouhere Taonga

Link Alliance is undertaking ongoing consultation with HNZPT regarding the wider CRL Project, and an associated Archaeological Authority has been obtained. Utility relocation works during Stages 1-3 will occur entirely within the CRL designation extent.

Auckland Council

Pre-application meetings with Auckland Council planning staff, as well as technical advisors and compliance staff have been undertaken.

Auckland Transport

The proposed works were presented to Auckland Transport for comment on 12 August 2019.

Following presentation of the works to Auckland Transport and feedback received, the proposed staging of works have been altered.

New Zealand Transport Agency

The proposed works were presented to the New Zealand Transport Agency for comment on the 29 July 2019. The agency noted that these works are not likely to have an impact on NZTA’s network.

Network Utility Operators Vector Energy, Gas, Communications Vector Power power James Thatcher - Vector PM 0212214798 james@james.thatcher.co.nz Vector Comms Graeme Norton 0212249979 graeme.norton@vector.co.nz Vector Gas Darryl Wharerau - Project Manager - Key Contact 0212461611 darryl.wharerau@vector.co.nz Northpower Jason Butler - Northpower Project Manager - Key Contact 0299782972 jason.butler@northpower.co.nz Vodafone Lindsay Fitness - Vodafone Principal - Key Contact Page 23

| Communication and Consultation Plan (addendum)

Communication and consultation with the NUOs has included a series of weekly workshops, attended by Link Alliance technical staff, project managers and specialist engineers from the Principal Technical Advisor Team. The workshops have addressed the particular scope, time and cost constraints of relocating live services in the project area.

Key outputs from the workshops include detailed design drawings of the combined services proposals, agreed programme and timing details for the work implementation, and commercial agreements for the procurement of the work.

The requirement to provide continuous service supply to the building owners and occupiers and to minimise any service outages during the course of the works, was a key consideration during the design development.

This programme of consultation and communication has established excellent working relationships, based on trust and confidence, between the Link Alliance and NUO personnel.

Communication and Consultation Plan (addendum)

0299125520 lindsay.fitness@vodafone.com City Council – Stormwater Yasenko Krpo Senior Specialist - Healthy Waters 021 506 276 yasenko.krpo@aucklandcouncil.govt.nz Chorus Daniel Samuel Field Based Manager 0212970982 Daniel.Samuel@chorus.co.nz Watercare Frank Lin Project Manager - Key Contact 021977879 Frank.Lin@water.co.nz

Mana Whenua Ngati Whatua o Orakei Ngāti Te Ata Ngati Paoa Te Akitai Waiohua Ngati Maru Ngati Tamaoho

Targeted engagement with the Mana Whenua Forum has included: ·

Mana Whenua Forum (hui), 15 August 2019 from 10am – 1:30pm

Sean Sweeney introduced the Project and provided an update as well as progress on the Project made to date. The hui also explained the scope of work, construction methodology and the reasons behind advancing the work now.

Te Kawerau a Maki Ngai Tai ki Tamaki

Construction update provided by Aidan Kirkby-McLeod.

Sustainability & C3 procurement by Berenize Peita.

Victoria Jessop welcomed pepeha from all new attendees (both Link Alliance and CRL staff).

Aotea / Horotiu station upcoming works, utility investigations & early utility relocation provided by Mark Anderson.

Design update (including station design process, Cultural Advisor role and C5 design) provided by John Fellows and the Link Alliance team.

This was followed by a Design update (including station design process, Cultural Advisor role and C5 design).

There were various questions from Mana Whenua representatives, but no particular concerns were raised. The minutes from these meetings can be made available on request.

CRLL continues to work collaboratively with the Mana Whenua forum on all aspects of the Project.

Aotea Community Business Liaison Group Page 24

| Communication and Consultation Plan (addendum)

The first Aotea CLG relating to this Project was held in early July 2019.

Another CLG meeting was held in the CRL office (in the AMP building in

Communication and Consultation Plan (addendum) the city centre) on 5 August 2019 at 4pm. The meeting presentation covered an overview of the utility relocation works, the role of the CLG in the process and the programme for review and input into the DWPs and MPs. The meeting finished with an overview of the traffic management plans for the construction of Aotea Station through until 2024. The aim of this was to provide early information to CLG members of future disruption to enable them to plan ahead.

CLG members were given summaries of all DWPs and MPs approximately 10 working days in advance of each meeting. This provided time for CLG members to think about issues relevant to them, which they could then ask on the day of the meeting.

A variety of feedback has been received to date on the various draft DWPs and Management Plans – ranging from issues such as site access, parking, construction methodology / timing and noise. Feedback has been provided by members both at the meetings and via email. The feedback received, and responses have been documented in a table as an appendix of each relevant DWP or MP. It is noted that none of the issues brought up at the CLG meeting required changes to the DWPs and MPs prepared for the works.

During the construction phase, the Aotea CLG will meet at least quarterly with email updates as required / to advise project milestones e.g. construction commencing.

It is noted that the SIBD DWP is being supplied out of sequence to the Aotea CLG as the consultation required as part of the designation conditions was still being undertaken for this document. This was outlined in the CLG meeting on 5th August 2019.

Businesses and Property Owners Table 3 identifies the owners and occupiers identified as being the affected or affected in proximity parties. All of the parties listed in table 3 were contacted by the SIBD engagement team. Over 110 parties were individually contacted. For those that were not present at the time of calling, ‘calling cards’ were provided and follow up meetings arranged on request.

Address

Owner

Property Use

61 Albert Street

ADZ Limited

Shakespeare Hotel & Brewery

Gold Star Corporation Limited

Unichem Pharmacy City Mart The Fono - Dental & Medical Pregnancy Help Po Karaoke Bar

33 Wyndham Street

58 Albert Street

Page 25

Pro Invest NZ Property 2 Ltd Partners Pro Invest NZ Property 3 Ltd Partners

| Communication and Consultation Plan (addendum)

Active Construction site

Communication and Consultation Plan (addendum) Address

Owner

Property Use

Multiple Owners

Bespoke Coffee Bespoke Eatery Barclay Suites Barclay Relax

Multiple Owners

Wilson Car Park City Gardens Apartments

Empire Properties Limited

Hollywood Bakery Wherescape Towers

Rapaki Property Group Limited

Good to Go Supermarket* Health Food & Souvenir 63 Albert Street Offices

The Crown

Auckland District Court

Arapata Trust Limited

Coffee Right Café* K3 Consulting

Kingston Street (2015) Limited

City Convenience Store Rakuten Japanese Cuisine** Offices Apartments

6-12 Limited

Building appears empty

Maungaiti Limited

Kingston Street Café Mr. Barber 16 Kingston Street Offices

70-74 Albert Street #

76-84 Albert Street #

38 Wyndham Street #

63 Albert Street

65 Albert Street # 83-85 Albert Street

4 Kingston Street

6-12 Kingston Street 16 Kingston Street

22 Durham Street West

Heng Yue Durham Limited

87-89 Albert Street Mountain 8 Limited

92-96 Albert Street Queen Fern Holdings Limited

98-102 Albert Street

Cadmont Holdings limited Grant Murray McRae

47 Victoria Street West Page 26

| Communication and Consultation Plan (addendum)

Lollipops Educare JustWorkout DX Mail Offices: Pulse Therapeutic & Sports Massage Physiotherapy Foster Moore Red Square Mens Hairdressing

Da Vinci's Restaurant** Little Albert Coffee Big Albert Building Office (Hitchcocks Real Estate)

Media Design School Wilsons Parking Offices (Regus, Nokia & NZ Wine Cellars) Surf'n'Snow Backpackers D.P Money Exchange Nourishing Life Print Shop Rio Café The CUT City Photo

Communication and Consultation Plan (addendum) Address

Owner

37-45 Victoria Street West

Ching-Hsiang Liu Fu-Mai Liu

27-35 Victoria Street West

Property Use Pita Pit Lord Nelson Restaurant Little Yum Zhous Alley Net Café Oasis Hair Dressing Liquor & Tob City

Multiple Owners

President Hotel Auckland Kiwi Souvenirs City Star Convenience

Heng Yue Durham Limited Heng Yue Victoria Limited

Countdown Warehouse Stationary TAB Daikoku Offices

Roxy-Ces (NZ) Limited The Public Trustee

Tank Zombrero Dominos Internal Café Offices

11-25 Victoria Street West

205-225 Queen Street

112 Albert Street

NDG Asia Pacific

51-61 Victoria Street West

City Construction Limited

Wilson Car Park Sky Screamers Temporary Food containers: Dumpling Bao.Crepe Jango Coffix Chargrill Box Got Pasta

Roma Blooms Florist Mai Thai Restaurant Pawn Shop Taj Mahal Indian Food Midnight Express Café Kebab-Time Digital & Film Services

71 Victoria Street West

The Fiddler

69 Victoria Street West

Hell Pizza

67 Victoria Street West

Mexican Café Victoria Street News Agency

75 Victoria Street West Multiple Owners

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| Communication and Consultation Plan (addendum)

Victoria Residences Hummus & Falafel City Centre Convenience Store

Communication and Consultation Plan (addendum) Address

Owner

52-68 Victoria Street West

Cashel Asset Management Limited

99-101 Albert Street

103 Albert Street

Property Use Fuga Japanese Accord Barber The Coffee Club Velvet Burger 77 Convenience Store 62 Victoria Street West Offices The Glass Goose Bar & Eatery Coffee (Old Gloria Jeans)

Sky City Auckland Limited

Subway AA Centre

Mr Choi

City Centre Convenience Store

* Denotes parties still requiring independent face to face meeting. ** Denotes parties still requiring independent face to face attended meeting with Roma Blooms.

Where owners identified above have not been consulted as part of the door knocking exercise, there will be follow up contact by the Communication and Engagement Team in line with the actions set out in the Community Consultation Plan (CCP) for the additional utility works.

It is noted that this Appendix should be read in conjunction with the specific consultation sections in the relevant DWPs, specifically the Construction Noise and Vibration Delivery Work Plan, including Site Specific Noise Management Plans. Those properties assessed as requiring a site-specific noise management plan are contained within the CNVDWP addendum (Appendix F of the CEMP addendum).

Other Heart of the City (HOT)

Heart of the City representatives have been involved as a stakeholder in the CRL project since prior to work commencing in 2015. A representative from HOT has attended all CLG meetings for the utility relocation works. HOT therefore provided the social impact and business disruption consultation team insights into lessons learned to date. Recommendations put forward by Heart of the City in regards to social impact and business disruption consultation were that the Link Alliance: · ·

· ·

·

· · Page 28

Prepare clear and simple communications that local businesses and residents can readily understand and respond to (remove technical jargon); Clarify the process for joining and participating in the CLG. Some perceptions that the CLG is an invitation only group and that strict terms of reference are to be adhered to.

More innovative approaches to addressing issues of concern e.g. loading zones – how can these be provided to businesses when works are underway; Provision of up to date timelines so businesses can plan ahead and understand how the delivery works are expected to change (either increase or decrease over time); Talk to impacted parties about the overall package of work and not just the early works as the overall area of impact is much greater than the area of construction activity; Businesses have been frustrated by lack of face-to-face communication to date; More response to issues as they arise on site;

| Communication and Consultation Plan (addendum)

Communication and Consultation Plan (addendum) · · · ·

·

·

·

Page 29

Disappointed that the level of baseline monitoring that was previously proposed in relation to pedestrian movements has not occurred; Timely removal of hoardings and other equipment and storage facilities when no longer required on site; Need to plan for and recognise other large-scale development works in the CBD and co-ordinate where practicable; A number of business operators have experienced a high level of anxiety associated with the works to date and their lack of understanding of the works yet to come; Consideration needs to be given to community health and wellbeing; Ongoing communication updates (they previously received helpful communications from Connectus – on weekly basis which helped the local businesses them plan ahead for customers and staff); Comprehensive understanding of timeframes (including start and finish dates and overall duration of works). This is of particular relevance to hospitality and food businesses that rely on seasonal trade (some businesses make their profit in the summer season); Alternative start dates requested by some businesses to avoid summer season.

| Communication and Consultation Plan (addendum)

Communication and Consultation Plan (addendum)

Appendix B: Stakeholder and Partner Contacts Appendix B of the Approved CCP is relevant for the additional utility relocation works, and no changes or additions are required to this section. The exception is the affected and affected in Proximity Parties, which are indicated in the table below.

It is noted that those properties and uses identified in blue text were also identified in the Approved SIBD DWP. Likely Affected Parties of C3 Utility relocation works

Address

Owner

Property Use

43 Wyndham Street

The Roman Catholic Bishop of the Diocese of Auckland

St Patricks Cathedral

61 Albert Street

ADZ Limited

Shakespeare Hotel & Brewery

33 Wyndham Street

Gold Star Corporation Limited

Unichem Pharmacy City Mart The Fono - Dental & Medical Pregnancy Help Po Karaoke Bar

58 Albert Street

Pro Invest NZ Property 2 Ltd Partners Pro Invest NZ Property 3 Ltd Partners

Active Construction site

Yun-Pin Liu 34 – 36 Wyndham Street

Tzu-Han Vu

Sunflower Café

Xu-Yao Wu

Holiday Travel

70-74 Albert Street

Multiple Owners

76-84 Albert Street

Multiple Owners

38 Wyndham Street

Empire Properties Limited

63 Albert Street

Rapaki Property Group Limited

65 Albert Street

The Crown

83-85 Albert Street

Arapata Trust Limited

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| Communication and Consultation Plan (addendum)

Bespoke Coffee Bespoke Eatery Barclay Suites Barclay Relax Wilson Car Park City Gardens Apartments Hollywood Bakery Wherescape Towers Good to Go Supermarket Health Food & Souvenir 63 Albert Street Offices Auckland District Court Coffee Right Café K3 Consulting

Communication and Consultation Plan (addendum)

4 Kingston Street

Kingston Street (2015) Limited

City Convenience Store Rakuten Japanese Cuisine Offices Apartments

6-12 Kingston Street

6-12 Limited

Building appears empty

Maungaiti Limited

Kingston Street Café Mr. Barber 16 Kingston Street Offices

Heng Yue Durham Limited

Lollipops Educare JustWorkout DX Mail Offices: Pulse Therapeutic & Sports Massage Physiotherapy Foster Moore Red Square Mens Hairdressing

87-89 Albert Street

Mountain 8 Limited

Da Vinci's Restaurant Little Albert Coffee Big Albert Building Office (Hitchcocks Real Estate)

92-96 Albert Street

Queen Fern Holdings Limited

Media Design School Wilsons Parking Offices (Regus, Nokia & NZ Wine Cellars)

16 Kingston Street 60 Federal Street

22 Durham Street West

98-102 Albert Street

Cadmont Holdings limited Grant Murray McRae

Surf'n'Snow Backpackers D.P Money Exchange Nourishing Life Print Shop Rio Café The CUT

47 Victoria Street West

City Photo

37-45 Victoria Street West

Ching-Hsiang Liu Fu-Mai Liu

Pita Pit Lord Nelson Restaurant Little Yum Zhous Alley Net Café Oasis Hair Dressing Liquor & Tob City

Multiple Owners

President Hotel Auckland Kiwi Souvenirs City Star Convenience

27-35 Victoria Street West

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Communication and Consultation Plan (addendum)

11-25 Victoria Street West

205-225 Queen Street

112 Albert Street

Heng Yue Durham Limited Heng Yue Victoria Limited

Countdown Warehouse Stationary TAB Daikoku Offices

Roxy-Ces (NZ) Limited The Public Trustee

Tank Zombrero Dominos Internal Café Offices

NDG Asia Pacific

Wilson Car Park Sky Screamers Temporary Food containers: Dumpling Bao.Crepe Jango Coffix Chargrill Box Got Pasta

51-61 Victoria Street West

City Construction Limited

Roma Blooms Florist Mai Thai Restaurant Pawn Shop Taj Mahal Indian Food Midnight Express Café Kebab-Time Digital & Film Services

71 Victoria Street West

The Fiddler

69 Victoria Street West

Hell Pizza

67 Victoria Street West

Mexican Café Victoria Street News Agency

75 Victoria Street West

Multiple Owners

Victoria Residences Hummus & Falafel City Centre Convenience Store

52-68 Victoria Street West

Cashel Asset Management Limited

Fuga Japanese Accord Barber The Coffee Club Velvet Burger 77 Convenience Store 62 Victoria Street West Offices The Glass Goose Bar & Eatery Coffee (Old Gloria Jeans)

99-101 Albert Street

Sky City Auckland Limited

Subway AA Centre

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Communication and Consultation Plan (addendum)

99 Albert Street

Peppers Café Dept of Internal Affairs 100 Health

103 Albert Street

Sunflower Café Manhattan Apartments

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Communication and Consultation Plan (addendum)

Appendix C: Key Project Contacts Name

Title

Contact Details

Francois Dudouit

Link Alliance Project Director

Francois.dudouit@linkalliance.co.nz

Philippe Begou

Link Alliance Construction Manager

Philippe.begou@linkalliance.co.nz

Hugh Leersnyder

Link Alliance Environment, Planning and Sustainability Manager

Hugh.leersnyder@linkalliance.co.nz

Joe McArdle

Link Alliance Health and Safety Manager

021 075 6883 joe.mcardle@linkalliance.co.nz

Matt Sinclair

Link Alliance Project Manager

027 6755 785 matt.sinclair@linkalliance.co.nz

Victoria Jessop

Link Alliance GM Corporate Relations Communications

Victoria.jessop@cityraillink.govt.nz

Rachel Blundell

Link Alliance Communications & Engagement Manager

TBA

Link Alliance Site Superintendent

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Rachel.blundell@linkalliance.co.nz

TBA

Communication and Consultation Plan (addendum)

Appendix D: Approved CCP Albert Street Canopy and Utility Works Communication and Consultation Plan Revision: 4 17 October 2017

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| Communication and Consultation Plan (addendum)

City Rail Link In association with: In association with:

DETAILED DESIGN

Albert Street Canopy and Utility Works Communication and Consultation Plan Document Ref: Revision: 4 17 October 2017

INTERNAL WORKING DOCUMENT COMMERCIAL IN CONFIDENCE

ii

Version history Rev.

Date

Version details

Prepared by

Reviewed by

1

September

Draft for Internal Review

F. Witton

2

September

Draft for Connectus Review

F Witton

Connectus staff

4

17 October 2017

Final for lodgement

F.Witton

F.Witton

3

October

Final draft

F. Witton

Dave Brierley, Carol Greensmith and Catherine Edmeades F. Witton

COMMERCIAL IN CONFIDENCE Albert Street Canopy and Utility Works: Communication and Consultation Plan

Table of contents 1

2 3 4 5

6

7

Introduction 1.1 Project Works 1.1.1 Introduction 1.1.2 Construction Sequence 1.1.3 Methodology – Canopy Removal/Dismantling 1.1.4 Methodology – Utility Services Relocation 1.2 Purpose of Communication and Consultation Plan 1.3 Relevant Designation and Resource Consent Conditions Context 2.1 Plan Overview 2.2 Consultation and Communication Approach Consultation Undertaken Communciation Objectives 4.1 Objectives 4.2 Expected Outcomes Roles and Responsibilities 5.1 Reporting High Risk Issues 5.2 Key Responsibilities 5.3 Reporting and Meeting 5.3.1 Reporting tools Communication Strategy 6.1 Strategy Overview: Conversation Locally; Broadcast to Wider Audience 6.2 Communication Tools 6.3 Branding and Collateral 6.4 Identifying and communicating with key stakeholders 6.4.1 Liaising with stakeholder groups 6.4.2 Parties affected by the project 6.4.3 Identifying additional people affected by the Project 6.5 Communication channels Protocols, Processes and Contact Details 7.1 Community Business Liaison Group 7.1.1 Aotea CLG purpose 7.1.2 Requirements 7.1.3 Process 7.2 Stakeholder and affected persons 7.2.1 Permit to Notify 7.2.2 Kaitiaki or Mana Whenua Forum 7.2.3 Network Utility Operators 7.2.4 Emergency Services 7.2.5 Heritage 7.3 Notable Receivers 7.4 Public Engagement 7.4.1 Public Enquiries 7.4.2 Other Enquiries 7.4.3 Response Timeframes 7.4.4 Complaints 7.4.5 Newsletters, brochures, website and social media 7.4.6 Media

6 6 6 7 7 8 10 10 18 18 18 20 21 21 21 22 22 22 26 27 28 28 28 31 31 31 32 33 33 34 34 34 34 35 35 36 37 38 39 39 40 40 40 41 42 42 44 44 iii

iv 7.5 7.6

Appendix A: Appendix B: Appendix C:

Managing Crisis and Emergency Situations 7.5.1 What is a crisis or emergency?

7.5.2 Requirements 7.5.3 Emergency contacts Review of Project specific Communication and Consultation Plan Project Communication and Consultation Record Key Stakeholder Contacts

Key Project Contacts

Albert Street Canopy and Utility Works: Communication and Consultation Plan

45 45 45 46 47

Glossary of abbreviations Acronym

Definition

A2N

Aotea to North Auckland Line

CRL

City Rail Link

CEMP MP

Construction Environmental Management Plan

Management Plan

DWP

Delivery Work Plan

HNZPTA

Heritage New Zealand Pouhere Tāonga Act 2014

HNZPT

Heritage New Zealand Pouhere Tāonga

NAL

North Auckland Line

CRLL

City Rail Link Limited

RMA CLG

CRM

Resource Management Act 1991

Community Business Liaison Group

Customer Response Management system

v

6

1

Introduction

The City Rail Link (CRL) project comprises the construction, operation and maintenance of a 3.4 km underground passenger railway, running between Britomart Station and the North Auckland Rail Line (NAL) in the vicinity of Mt Eden Station.

The works relating to this Communication and Consultation Plan (CCP) constitute part of the enabling works for CRL. The works involve temporary canopy removal and cut-backs and utility relocation works along the western side of Albert Street, from Wellesley Street to Victoria Street West.

The works are required to be undertaken in advance of construction of Aotea Station. Given the dimensions of the station, the pile walls will clash with existing significant building canopies and utilities that support the functioning of the existing properties. These clashes need to be removed in order to construct Aotea Station.

The proposed construction zone is a busy, multi-use area affecting a range of transport, business, community and residential activities. Public liaison and stakeholder communications are critical to the success of the Project.

The development of a CCP is required by both the CRL designation and the CRL Aotea to North Auckland Line resource consents (A2N).

An Outline Plan and relevant Delivery Work Plans will authorise the district use elements of these works. The A2N resource consents authorise the regional consenting elements of these works.

1.1

1.1.1

Project Works Introduction

It is proposed to undertake early works in advance of the main construction of the City Rail Link (CRL) Aotea Station (Construction Contract C3). The early works will be undertaken under the CRL Construction Contracts C2.1 and C2.2 and involve the removal of building canopies and the relocation of underground utilities along the western side of Albert Street from Wellesley Street to Victoria Street West.

As the early works lie within the project footprint, it is considered they are authorised by the City Rail Link (CRL) 1714 (Designation 11) and the Aotea Station to North Auckland Line (A2N) resource consents2. This Plan has been prepared to meet Conditions of Designation 1 and the A2N resource consents.

The underground Aotea Station occupies the full width of Albert Street, with only a 2.5m gap in places between the piled station wall and the existing buildings. Consequently, construction of the piled wall requires the temporary removal of the existing canopies from the AA (99 Albert Street), and Sky City (109-125 Albert Street) buildings as well as the cutback of the existing canopies from the Manhattan Apartment (103-107 Albert Street) and Auckland Council (135 Albert Street) buildings.

The network of buried pipes and cables under Albert Street will need to be permanently diverted to enable construction of the station. The existing services will be relocated into a shared services trench approximately 4.0m in depth by 1.5m in width, located in the space between the new station wall and the existing buildings. Figure 1 shows the general site location, layout, temporary pedestrian pathways, vehicle entrances and hoardings. Based on the approximate distance from the corners of CRL Designation 1714 is comprised of six individual NoR’s, referred to individually as Designations 1-6.

R/LUC/2016/1890, R/REG/2016/1892, R/REG/2016/1895, R/REG/2016/1896, REG/2016/1897, R/REG/2016/1898, R/REG/2016/1899, R/REG/2016/1900 and R/REG/2016/2038.

1 2

Albert Street Canopy and Utility Works: Communication and Consultation Plan

Albert Street with Wellesley Street and Victoria Street West, it is estimated the trench will be about 220 m long and the excavated volume about 1,320 m3.

Figure 1. Site layout, temporary pedestrian pathways, hoardings

1.1.2

Construction Sequence

The construction methodology focusses on minimising disruption to vehicle and pedestrian access, minimising disruption and outages to services, and providing advanced notice of works through public information and consultation with directly affected and in proximity parties.

The construction work will require the closure of two lanes of traffic on the west side of Albert Street, from Wellesley Street to Victoria Street, for the 15 months duration of the works. Re-routing of buses and relocation of the bus stops away from this section is scheduled to take effect from 8 th January 2018. The bus stops will not be reinstated after the main CRL project is completed.

Above ground works commence with removal of the canopy at the AA building, cut back of the canopy at the Manhattan Apartments building, removal of the canopy and the glazed spa entrance at Sky City and cut-back of the canopy at the Auckland Council building.

Once canopies have been removed or sufficiently cut-back, below ground works commence with excavation of the shared utility services trench between the AA building on the corner of Albert Street and Victoria Street and the Auckland Council Building on the corner of Albert Street and Wellesley Street.

New pipes for the stormwater, wastewater and water supply services, and new ducts for the power and telecommunication cables, will then be installed in the trench. Following re-connection and testing of all relocated services, the footpath will be reinstated, all temporary hoardings and traffic management removed, and the site left clean and tidy in its normal condition (minus the building canopies).

1.1.3

Methodology – Canopy Removal/Dismantling

The canopy removal works, specifically the extent of dismantling / removal, is different for each building, however there are common methodologies that will apply to each stage, and similar tools and techniques will be used throughout, as detailed in the schedule below.

7

8 The equipment listed in Table 1 below will be supplemented by normal hand tools, ladders and handheld power tools.

Table 1. Methodology and approximate duration of canopy removal tasks and activities Activity

Equipment & Materials

Approx. Duration

Scaffold, gas welder / cutting torch, cherry picker, mobile crane, trucks.

up to 8 weeks, for each building

Install weatherproof flashing to building façade and make good.

Scaffold, trucks, cherry picker, mobile crane, hand tools

2 weeks, for each building

Total

Approximately

Set up and prepare site, install temporary traffic management (TTM), and erosion and sediment control (ESC) provisions and install pedestrian pathways; For AA and Manhattan – via existing undercroft

Trucks, signage, cones, mobile crane, excavator, containers, barriers, hoardings

2 weeks

For Sky City and Auckland Council – Container walkways

Provide pedestrian access to affected building entrances.

Provide vehicle access to Manhattan and Sky City car parks.

Terminate all power supplies to and relocate any and all plant, equipment and signage currently located on those parts of the canopy to be removed.

Erect scaffold, dismantle and remove building canopy.

 Remove glazing/panel/roof sections  Remove roof/secondary supports between main support beams  Remove primary support beams

1.1.4

No hammer drills or percussion tools to be used, to minimize noise and vibration.

20 weeks

Methodology – Utility Services Relocation

Following canopy removal, below ground works will commence on the shared utility services trench.

The trench will be excavated in two stages; first stage to 1.5m depth, around existing ducts and cables; second stage to approximately 4m depth, for installation of new stormwater and wastewater mains.

Hydro-vac excavation will be used where ever possible, to minimise noise and vibration, and to protect Albert Street Canopy and Utility Works: Communication and Consultation Plan

existing buried services. Temporary pedestrian and vehicle bridges will be provided where the trench runs across building entrances.

The trench will also be backfilled in two discrete stages; first stage to backfill over the new pipes to approximately 1.5m below ground level; second stage to backfill around the new ducts and cables to the surface.

After the first stage of backfilling, the new stormwater and wastewater mains will be tested, then individual property connections (branches) installed, allowing installation of the water supply main.

The water main will be tested and then connected to the individual properties.

Cable ducts for power and telecommunications cables are then laid in the trench, and the trench backfilled to the surface. Cable joint pits are then excavated, cables pulled through the ducts, and cable cutovers and connected to individual properties. This section of the work includes power and communications outages, which will be planned and coordinated with building occupants, to minimise disruption.

Abandoned or redundant services will then be removed from the station wall piling line, all excavations backfilled and the footpath pavement reinstated.

The equipment listed in Table 2 below will be supplemented by hand tools, ladders and hand-held power tools.

Table 1. Methodology and approximate duration of utilities relocation tasks and activities Activity

Mark out proposed footprint of trench section (up to 50m length). Identify and locate existing services on surface.

Saw cut and remove existing pavement (pavement is primarily asphalt surfacing, with isolated granite tile inserts).

This would be done in brief periods progressively along the trench.

Equipment & Materials

Approx. Duration

Concrete saw, handheld concrete breaker – only where necessary, excavator, trucks

2 - 3 weeks for the overall length of the trench; 2 – 3 days in front of each building

Trucks, Hand held service locator

Expose and support existing services to 1.5m depth– maintain all vehicle and pedestrian access with temporary crossings.

HydroVac excavator, trucks

Excavate trench to maximum 4m depth, using mini excavator, carefully working around struts and services.

Provide temporary strutting & shoring to trench sides, with timbers or trench shield, as appropriate.

Generally using HydroVac excavator, mini excavator if necessary. Truck

This would be done in brief periods progressively along the trench.

2 weeks

6 weeks

3 weeks

9

10 Activity

Lay pipe bedding and install new wastewater and stormwater pipes, connect to downstream discharge points.

Backfill approximately half trench depth, Lay new power and comms ducts, place and compact trench backfill where possible.

Excavation for draw pits and joint bays and connection points to be left open.

Draw cables through new ducts (where required) and cutover live mains. Place and compact remaining sections of trench backfill Total

1.2

Equipment & Materials

mounted crane, trench shields

Approx. Duration

Excavator, plate compactor, truck mounted or mobile crane

4 – 6 weeks

Trucks, excavator, plate compactor (no vibrating rollers)

4 -6 weeks

Truck mounted crane, excavator

10 weeks

Approximately

40 weeks

Purpose of Communication and Consultation Plan

The CCP has been prepared to address the communication and consultation related conditions established through the CRL Notice of Requirement (NoR) process and the CRL A2N resource consents.

The CCP addresses the communication and consultation processes that will be followed and available during the duration of the Project to ensure a quality and successful approach is achieved throughout the Project.

The CCP identifies the Project communications channels, audiences and timeframes for the construction periods and how the affected community will be informed of construction progress, activity and milestones.

The CCP has been prepared following consultation with directly affected and affected in proximity parties relevant to this stage of the Project.

1.3

Relevant Designation and Resource Consent Conditions

The Project works relate to the designation confirmed for Notice of Requirement (NoR) 1 and all A2N resource consents (Auckland Council References: R/LUC/2016/1890, R/REG/2016/1892, R/REG/2016/1895, R/REG/2016/1896, REG/2016/1897, R/REG/2016/1898, R/REG/2016/1899, R/REG/2016/1900 and R/REG/2016/2038) granted for the construction of CRL infrastructure for the Aotea to North Auckland Line section.

This CCP has been developed in accordance with the relevant conditions of the designation and associated resource consents. Tables 3 and 4 identify the relevant conditions that specify what is to be included in the CCP, and in turn which sections of the CCP address these conditions.

Albert Street Canopy and Utility Works: Communication and Consultation Plan

Table 3: Condition No.

15.1

15.2 15.3

Communication and consultation conditions in CRL designation and DWP Section where addressed Condition City Rail Link Designations

This document The objective of the Communication and Consultation Plan is to set out a framework to ensure appropriate communication and consultation is undertaken with the community, stakeholders, affected parties and affected in proximity parties during the construction of the City Rail Link.

The CRL shall prepare a Communication and Consultation Plan which This document for the Project shall be implemented and complied with for the duration of the construction of the City Rail Link.

The Communication and Consultation Plan shall set out how the CRL will (a) Inform the community of construction progress and future 6.2, 6.4, 6.5, 7.2.1 construction activities and constraints that could affect them;

(b) Provide early information on key Project milestones;

6.2 and 7.2.1

(d) Respond to queries and complaints including but not limited to: (i) Who is responsible for responding; (ii) How responses will be provided; (iii) The timeframes that responses will be provided within.

7.4 and 7.4.5 (complaints)

(b) The Communication and Consultation Manager for the Project including their contact details (phone, email and postal address);

Appendix C and 7.4.6

(c) Obtain and specify a reasonable timeframe (being not less than 10 working days), for feedback and inputs from directly affected and affected in proximity parties regarding the development (as part of the review process provided by Condition 22) and implementation of the CEMP or DWPs (including SSCNVMPs, SSNMPs and SSCVMPs); and

15.4

Relevant section of DWP

7.1.2

The Communication and Consultation Plan shall as a minimum include: (a) A communications framework that details the CRL’s 5.2, 5.3, 6.2 communication strategies, the accountabilities, frequency of communications and consultation, the range of communication and consultation tools to be used (including any modern and relevant communication methods, newsletters or similar, advertising etc), and any other relevant communication matters;

11

12 (c) The methods for identifying, communicating and consulting with persons affected by the project including but not limited to: (i) All property owners and occupiers within the designation footprint (ii) All property owners and occupiers adjacent to construction sites (Britomart and Albert Street (NoR 1), Karangahape Road (NoR 4), Newton Station (NoR 5), Main Construction site and the works at Normanby Road and Porters Ave (NoR 6)) (iii) New Zealand Historic Places Trust (NZHPT) (iv) Department of Corrections (including the entity contracted by Department of Corrections to administer and run the Mt Eden Corrections facility at 1 Lauder Road) (v) Ministry of Justice (including but not limited to) confirming the details of the contact person required under Condition 14 of this designation, and to provide appropriate details (including but not restricted to timing, duration, scale, noise effects, vibration effects, access restrictions, and disruption to utilities) in respect to any works impacting the operation of the Auckland District Court at 65-71 Albert Street, Auckland.

Communication and consultation of such details should be provided to the Ministry of Justice Auckland Property Programme Manager at least 9 months prior to the commencement of such works. Media Works (vi) Community Liaison Group(s) (refer Condition 7); (vii) Bear Park Early Childhood Centre; (viii) Body Corporate 164980 and Tenham Investments Ltd; (ix) Network Utility Operators, including the process:  To be implemented to capture and trigger where communication and consultation is required in relation to any material changes affecting the Network Utilities;  For the CRL to give approval (where appropriate) to Network Utility Operators as required by section 176(1)(b) of the RMA during the construction period;  For obtaining any supplementary authorisations (including but not limited to resource consents (including those required under a National Environmental Standard) and easements);  For inspection and final approval of works by Network Utility Operators; and  For implementing conditions 9, 22, 23, and 24 of this designation in so far as they affect Network Utility Operations. (x) The owner of 4 Kingston Street (xi) The owner of 6-12 Kingston Street (xii) The owner of 83 Albert Street

Albert Street Canopy and Utility Works: Communication and Consultation Plan

6.4, 6.5 and Section 7 NB: Various persons/groups in this condition are not affected by the specific Project works

Condition No.

Condition

Relevant section of DWP

(d) How stakeholders and persons affected by the project will be notified of the commencement of construction activities and works, the expected duration of the activities and works, and who to contact for any queries, concerns and complaints;

6.2, 6.4 and Section 7

(f) Methods for communicating in advance temporary traffic management measures and permanent changes to road networks and layouts to directly affected and in proximity parties, bus (public and private) operators, taxi operators, bus users, and the general public;

6.2

(h) Methods for communicating in advance proposed hours of construction activities outside of normal working hours and on weekends and public holidays, to surrounding communities, and methods to record and deal with concerns raised about such hours;

Section 7 and 6.2

(j) Methods for communicating and consulting with the Auckland Council Parks Department regarding works to be undertaken to any trees on public land (streets, squares, etc.) located within the City Rail Link surface designation footprint, including how trees not being removed, or in close proximity to the surface designation footprint where works are occurring, will be protected;

6.4.2.3

(e) How stakeholders and persons affected by the project will be consulted in the development and review of the CEMP and DWPs (including SSCNVMPs, SSCNMPs and SSCVMPs), including specifying reasonable timeframes for feedback;

7.1.2, 7.2

(g) Methods for communicating in advance to surrounding communities (including sensitive noise and vibration receivers) which must be notified at least 24 hours in advance where construction activities are predicted to: (i) Exceed the noise limits (refer Condition 31); or (ii) Exceed a vibration limit (refer Conditions 33 and 34); or (iii) Be within 200m of a blast site (refer Condition 32).

Further provisions for Notable Noise and Vibration Receivers are contained in Condition 16.

7.2.1 and 6.2

(i) Methods for communicating and consulting with mana whenua for the duration of construction and implementation of mana whenua principles for the project (refer to Conditions 8 and 49);

7.2.2

(k) Methods for communicating and consulting in advance of construction works with emergency services (Police, Fire, Ambulance) on the location, timing and duration of construction works, and particularly in relation to temporary road lane reductions and/or closures and the alternative routes or detours to be used, with specific detail around the management of the Fire and Ambulance from their central stations on Pitt Street;

6.4.2.5

13

14 Condition No.

Condition

(l) A list of Stakeholders, directly affected and affected in proximity parties to the construction works who will be communicated with;

Appendix B

(n) Methods for communicating and consulting with the Department of Corrections (including the entity contracted

by Department of Corrections to administer and run the Mt Eden Corrections facility at 1 Lauder Road), to confirm the details of the contact person required under Condition 14 of this designation, and in respect of any works impacting on access or works in proximity to the Mt Eden Corrections Facility and the Boston Road Community Corrections site; including temporary traffic management measures and permanent changes to road networks and layouts which may impact on access to and from the Facility and the motorway network.

N/A

(m) How communication and consultation activity relating to construction activities and monitoring requirements will be recorded; and

15.5 15.6

15.7

Relevant section of DWP

5.3

The Communication and Consultation Plan shall also include (as relevant) linkages and cross-references to the CEMP and DWPs (including SSCNVMPs, SSCNMPs and SSCVMPs).

This document

If, in the course of amendments undertaken as part of the review process, a material change to the Communication and Consultation Plan is made, those parties affected by the change shall be notified within 1 month of the material change occurring.

7.1.2

The Communication and Consultation Plan shall include a summary of the communication and consultation undertaken between the CRL and parties as required by the Pre-construction Communication and Consultation Plan. The summary shall include any outstanding issues or disputes raised by parties. The Communication and Consultation Plan shall be reviewed six monthly for the duration of construction and updated if required. Any updated Communication and Consultation Plan shall be provided to the “key contacts� (see Condition 13) and the Auckland Council Consent Monitoring officer for review and agreement on any further action to be undertaken.

Any further action recommended as a result of this review shall be undertaken by the Communication and Consultation Manager for the City Rail Link and confirmation of completion provided back to the Auckland Council Consent Monitoring officer.

Albert Street Canopy and Utility Works: Communication and Consultation Plan

2.3 and Appendix A

Table: 4 Communication and consultation conditions in A2N resource consents and DWP Section where addressed Condition No.

25

27

Condition City Rail Link A2N Resource Consent Conditions

Relevant section of DWP

At least 3 months prior to the commencement of construction, the This Consent Holder shall prepare a CCP the purpose of which is to set out document a framework to ensure appropriate communication and consultation with the community, stakeholders, affected parties and affected inproximity parties during the construction of the Project.

The CCP shall be based on and, where appropriate, incorporate the provisions of the PCCP, and shall set out how the Consent Holder will: a) Inform the community and business of construction progress and future construction activities and constraints that could affect them; b) Provide early information on key Project milestones;

c) Obtain and specify a reasonable timeframe (being not less than 10 working days), for feedback and inputs from directly affected and affected in-proximity parties regarding the implementation and review of the CEMP or other Management Plans; d) Respond to queries and complaints including but not limited to:

i) Who is responsible for responding;

6.2, 6.4, 6.5 and 7.2.1 6.2 and 7.1 7.1.2

7.4 and 7.4.5 (complaints)

ii) How responses will be provided; and

iii) The timeframes within which responses will be provided.

28

The CCP shall (as a minimum) include:

a) A communications framework that details the Consent Holder’s communication strategies, accountabilities, frequency of communications and consultation, the range of communication and consultation tools to be used (including relevant communication methods, newsletters or similar, advertising etc.), and any other relevant communication matters; b) The Communication and Consultation Manager for the Project including 24 hour contact details (phone, email and postal address); c) The 0800 CRL TALK phone number;

5.2, 5.3 and 6.2

Appendix C and 7.4.6 7.4.1

15

16 Condition No.

Condition

d) The methods for identifying, communicating and consulting with persons affected by the project including but not limited to:

i) All property owners and occupiers of the sites that are identified at Appendix 4, and adjacent to the Project’s construction sites; ii) Mana Whenua unless any of those named advise the Consent Holder of a different liaison process;

Relevant section of DWP

6.4, 6.5 and Section 7

NB: Various persons/groups in this condition and not affected by the specific Project works

iii) Heritage NZ;

iv) NZ Transport Agency/ Auckland Motorway Alliance (AMA); v) Kiwirail;

vi) Department of Corrections; vii) Ministry of Justice;

viii) Network Utility Operators; and

ix) The Community and Business Liaison Group (refer Conditions 1624) a) How stakeholders and persons affected by the Project will be notified of the commencement of construction, the expected duration of the activities and works, and who to contact for any queries, concerns and complaints; b) How stakeholders and persons affected by the Project will be consulted in the development and review of the CEMP and other Management Plans, including specifying reasonable timeframes for feedback; c) A list of stakeholders, directly affected and affected inproximity parties to the construction works with whom the Consent Holder will communicate; d) A requirement that the Consent Holder shall make any information that is relevant to 22 Stable Lane available to the owner of that property (Christopher Patrick Browne) on request, and advise that owner in the event that any alert or alarm trigger levels are exceeded that are relevant to 22 Stable Lane. In addition, the CCP shall state the method by which Christopher Patrick Browne can make such a request and the anticipated timeframe within which it will be provided; e) A summary of communication and consultation undertaken between the Consent Holder and parties as required by the PCCP. The summary shall include any outstanding issues or disputes raised by parties; f) How communication and consultation relating to construction activities and monitoring requirements will be recorded; and

Albert Street Canopy and Utility Works: Communication and Consultation Plan

6.2, 6.4 and Section 7 7.1.2 Appendix B N/A

2.3 and Appendix A 5.3

Condition No.

29 30

31

32 33

Condition

g) How opportunities to interpret and display archaeological finds within the Project area will be identified and implemented, including how Heritage NZ will be involved in this process.

The CCP shall also include (as relevant) linkages and cross-references to the CEMP and other Management Plans.

The CCP shall be reviewed six monthly for the duration of construction and updated if required. Any updates to the CCP shall be provided to the parties referred to in Condition 28(d) and the Council (Team Leader Central Monitoring) for review and agreement on any further action to be undertaken.

Any further action recommended as a result of the review under Condition 30 shall be undertaken by the Consent Holder’s Communication and Consultation Manager for the Project and confirmation of completion shall be provided to the Council (Team Leader Central Monitoring).

If, in the course of amendments undertaken as part of the review process under Condition 30, a material change to the CCP is made, the Consent Holder shall notify those parties affected by the change within 20 working days of the material change occurring.

The CCP shall be implemented and complied with for the duration of the construction of the Project.

Relevant section of DWP

6.4.2.4

This document 7.6

7.6

7.1.2 Confirmed

17

18

2

Context

2.1

Plan Overview

The purpose of this CCP is to describe the processes and protocols relating to how the Contractor delivering the Project, being Connectus, will:   

Manage and deliver communication and consultation with the community, stakeholders and affected parties and affected in proximity parties during the construction of the Project.

Provide assistance and cooperation to City Rail Link Limited (CRLL) in relation to media and stakeholder relations activities.

Comply with the requirements and responsibilities set out in the designation and A2N resource consent conditions and the overarching CRLL Communication and Consultation Plan for the CRL project.

This CCP will ensure:         

2.2

The public, including affected in proximity and directly affected parties, are well informed of the Project and feel safe. They will know about construction progress and future construction activities and any constraints that could affect them.

Disruptions are minimised.

There is ‘one face’ for the Project.

Both CRLL and Connectus maintain a positive reputation and support amongst the stakeholder groups.

Information is provided early on key project milestones.

A framework is provided to obtain feedback and input from directly affected and affected in proximity parties.

That queries and complaints are responded to quickly and appropriately.

Stakeholders, including the media, pedestrians, motorists, adjacent residents and businesses, are positively engaged.

All parties involved in the Project understand their responsibilities and can collaborate and quickly respond to stakeholder concerns.

Consultation and Communication Approach

CRLL and Connectus will undertake consultation and communication on the basis that we wish to take our key stakeholders, partners, directly affected and affected in proximity parties with us on the project journey. We are committed to delivering the project as fast as possible with as little disruption as possible to businesses, building owners and the community and will work with them to achieve this.

Consultation will continue to occur with key stakeholders, partners, directly affected and affected in proximity parties, including the Aotea Community Business Liaison Group (CLG).

Engagement with the public will be about communication; providing them with information on the project and responding to their enquiries and concerns.

The results of consultation will influence the management of project effects to better address the issues.

CRL established a communication and consultation strategy in 2012 with a range of objectives and principles. These include: 

A proactive approach- CRL will approach stakeholders with information rather than sit back and wait for people to come to it with inquiries; key stakeholders and affected parties have a right to express their views and concerns about a project that has the potential to

Albert Street Canopy and Utility Works: Communication and Consultation Plan



 

affect them

Effective communication channels- CRLL will maintain constructive links with key stakeholders by communicating on a regular basis; continual networking and presence in the business and other relevant communities; and seeking opportunities for dialogue and information-sharing.

Openness about issues- Information should demonstrate that CRLL is being upfront and transparent about what is proposed and provide as much certainty as possible while acknowledging that project detail is not finalised.

Responsiveness- Responses will use best practice by being timely, full, helpful, frank and detailed; key stakeholders and affected parties have a right to expect that their views and concerns will be considered in project decisions. Responses will demonstrate that CRLL is listening, even if agreement cannot be reached.

These objectives have been adopted in the development of this CCP.

19

20

3

Consultation Undertaken

Extensive consultation has been undertaken in preparation for the construction of the CRL generally in order to understand the specific access requirements and other potential disruption issues for residents and individual businesses/services along the CRL route.

Consultation regarding this Project with directly affected and affected in proximity parties has been undertaken by various members of the CRL team, along with other technical specialists (e.g. noise and vibration and social impact and business disruption). The CRLL Project Manager, Dave Brierley, has been directly involved with pre-construction consultation on the Project.

The purpose of the consultation was to identify the type and scale of disruption, specific access and servicing requirements, and client and visitor behaviour and requirements.

A summary of the consultation activities undertaken is provided at Appendix A. Reference should also be made to section 4.4 of the Social Impact and Business Disruption DWP and any Site Specific Construction Noise Management Plans.

Connectus’ Stakeholder and Communications Manager will undertake ongoing consultation throughout construction, in accordance with the requirements of this CCP.

Albert Street Canopy and Utility Works: Communication and Consultation Plan

4

Communciation Objectives

4.1

Objectives

The objective of the CCP is to show how CRLL and Connectus will develop and deliver:   

4.2

   

A consistent approach with stakeholders.

Informed, engaged communities and effective CLGs. Collaborative and cohesive stakeholder communications management across all CRL delivery teams.

Strong relationships with key stakeholders.

Good relationship / interaction with surrounding businesses/residences.

Proactive and reactive stakeholder support for the Project.

Public relations and reputation protection for the CRLL and Connectus.

Expected Outcomes

The following is a summary of expected outcomes as a result of an effective CCP:         

Strong relationships with key stakeholders.

Positive interaction with affected parties and affected in proximity parties.

Robust information received to influence the Construction Environmental Management Plan (CEMP) and the Delivery Work Plans (DWP).

Effective CLGs. Informed community.

Informed road users.

Informative and useful online presence.

Positive media coverage.

Reduced misinformation.

21

22

5

Roles and Responsibilities

Connectus and the CRLL Team will work together in the following ways:    

During construction, all communications with directly affected and affected in proximity parties and stakeholders will be the responsibility of Connectus, in collaboration with CRLL. CRLL will be responsible for communicating with the wider Auckland population.

Connectus will provide regular information and updates to CRLL on project progress.

The Project will be closely monitored to endeavour to ensure stakeholder satisfaction.

The Connectus Stakeholder and Communications Manager and Connectus Project Manager will meet with the CRLL Communications Team and CRLL Project Manager regularly during the Project.

5.1

Reporting High Risk Issues

The Connectus Stakeholder and Communications Manager will report to the CRLL Communications Team and CRLL Project Manager immediately about any high risk issues or concerns that will:

5.2

  

Be of interest to CRLL or Auckland Council.

Have the potential to attract media attention.

Present reputational risk to the Project participants.

Key Responsibilities

The key responsibilities for each role involved in communications for this Project are outlined below (contact details are provided in Appendix C): Table 5:

Key Responsibilities: City Rail Link Limited

Title

CRLL Project Director

Name

Chris Meale

Responsibilities  

   CRLL C2 Construction Manager

Lucas Nikkel

 

Providing strategic direction to all workstreams to provide an integrated approach to the delivery of the CRL.

Overseeing project planning, acquisition, design, constructability, procurement, stakeholder engagement, communications, programme and financial control.

Identifying and managing project risks and issues.

Regular reporting to the CRL Board, CRL Steering Group and Project Control and Integration Group.

Liaising with Auckland Council and other key stakeholders.

Managing performance of the Contractor

Responsible for the Contractor’s adherence to DWPs

Albert Street Canopy and Utility Works: Communication and Consultation Plan

Title

CRLL Communications Manager

Name

Carol Greensmith

Responsibilities 

   

CRLL Consents Manager

Richard Jenkins



CRLL Construction Safety Manager

Mark Durham

  

CRLL C2.1/2 Project Manager

Dave Brierley

  

CRLL Street Response Manager

Catherine Edmeades

   

Manager of CRL Communications for CRLL and responsible for communicating key aspects of Project to stakeholders, affected parties and general public.

Manages CRL Communications Strategy and is point of contact for CRLL. Manages CLGs for Project.

Manages CRLL’s online presence, specifically the CRLL website

Provide communications collateral and strategic advice to the CRL Project Director on critical stakeholder engagement, communications and relationship building.

Main point of contact for implementation of, and compliance with CRL designation and resource consent conditions.

Health and Safety regime for the CRL enabling works.

Being informed of all incidents, according to severity and time scales as outlined in the Health and Safety Plan for Connectus Reporting to the AT Rail Systems and Safety Assurance Manager.

Performance oversight of Construction

Coordinate different CRLL (client) work streams to provide quality and timely client inputs and decisions

Liaise fortnightly with the Project affected community regarding project progress and scheduled works in conjunction with the Stakeholder and Communications Manager.

Manages CRL street response measures including street cleaning, graffiti removal.

Co-ordinates Albert Street Business Promotion events.

Co-ordinates CRL Business Support Programme (Business Pack).

Proactively identifying opportunities to mitigate impact on businesses.

23

24

Table 6: Title

Key Responsibilities: Contractor

Connectus Construction Manager

Name TBC

Responsibilities 

Construction delivery.



Building trust in the team’s capabilities by personally leading the process and providing expertise in specialist areas. Alerting the Stakeholder and Communications Manager to stakeholder groups, individuals or issues that need attention.



  

Adherence to the CEMP and delivery work plans (including this DWP) of site personnel.

Providing technical information and project progress/milestone information to CRLL for briefings and CLG meetings.

Leading the response to issues management and crisis management.

Ensuring that subcontractors adhere to the Project communication protocols and procedures.

Albert Street Canopy and Utility Works: Communication and Consultation Plan

Title

Connectus Stakeholder and Communications Manager

Name

Alan Howard Smith

Responsibilities      

 

The main and readily accessible point of contact for persons affected by the Project in addition to the 24-hour inquiries service.

Inform the community of project progress and likely commencement of construction works and programme.

Liaise fortnightly with the Project affected community.

Manage stakeholder enquiries and working with relevant persons in the team to resolve complaints.

Immediately report high risk issues to the CRLL Project Manager and the CRLL Communications Manager.

Report weekly to CRLL Project Manager and the Communications Manager on all key community relations and stakeholder management issues.

Work with the CRLL Communications Manager to manage and track stakeholder relations and risks

Assist the CRLL Communications team with: - Stakeholders communications.

- Delivering communications activity. 



- Media enquiries.

Provide communications collateral and strategic advice to Connectus Construction Manager on critical stakeholder engagement, communications and relationship building.

Assist the Construction Manager in the briefing of site personnel with respect to

- The mandatory site inductions regarding the standards and requirements for community relations.

- The protocols to follow if they are approached by a member of the public or the media.

- Behaviour protocols in and around the construction site boundaries.

25

26 Title

Connectus Environment and Sustainability Manager

Name

John Surphlis

Responsibilities 

Key contact for compliance monitoring.



On-site compliance with consent conditions, delivery work plans, other requirements and tracking compliance information.



 

      Connectus Subcontractors

  

   

5.3

Inspections, auditing and checking of environmental management practices and procedures.

Attendance at compliance meetings with Auckland Council Compliance and Monitoring Officers.

Report to CRLL changes to construction techniques or natural environmental changes which require alterations to delivery work plans, existing consents or new resource consents.

Prepare, review and update of CEMP and relevant sub plans.

Facilitate and oversee environmental monitoring.

Update and maintain the environmental portion of the Project Risk Register.

Training of all staff including subcontractors.

Reporting on environmental and sustainability KPIs.

Undertaking incident investigations.

Implementation of sustainability measures.

Directing all public and media enquiries to the Stakeholder and Communications Manager.

Identifying themselves as a member of the project team and the company they work for.

Using approved haul routes so that access to and egress from the sites is undertaken with minimum disruption to the local community.

Parking only in designated project parking areas, if available

Working within approved construction hours.

Working within the conditions specified in the Permits to Notify.

Showing consideration for stakeholders and community members at all times while working on the project and when travelling to and from the project site.

Reporting and Meeting

A high level of communication will be maintained between Connectus and CRLL. This is particularly important in relation to high-risk issues that may expose CRLL or the Auckland Council to adverse publicity, or that may have the potential to attract media attention.

Albert Street Canopy and Utility Works: Communication and Consultation Plan

The Connectus Stakeholder and Communications Manager will immediately report to the CRLL Communications Manager on any high risk events or issues that significantly impact stakeholders, and each week on all other key community relations and stakeholder management issues.

5.3.1

Reporting tools

The following reporting tools will be used as part of the communications process between Connectus and CRLL. Table 7:

Reporting Tools

Tool

Responsibility

Description

Daily face to face contact

Connectus Stakeholder and Communications Manager

Report on work in progress and review of stakeholder satisfaction and upcoming work to identify communication requirements.

Urgent Notifications

Weekly report

Connectus Stakeholder and Communications Manager

Connectus Stakeholder and Communications Manager

Immediately report any issues or concerns to CRLL Communications when they may result in media interest or present reputational risk to the project participants.

Provide information to CRLL Communications Manager and CRLL Project Manager on all key community relations and stakeholder management issues including:      

Meetings (every two months)

Connectus Stakeholder and Communications Manager

Details of ‘live’ emerging and ‘horizon’ issues and mitigation strategies Details of any stakeholder meetings held and proposed for the following month A summary of enquiries and complaints received, agreements made and issues to be resolved 12 week look ahead of construction programme and aligned communication activities potential media opportunities/risks any information published, and opportunities to promote construction milestones.

Share knowledge, discuss issues resolution and best practice opportunities.

CRLL Communications Manager

Communications database (CRM)

CRLL Communications Team

Connectus Stakeholder and Communications Manager

Record all communication and correspondence such as contact with owners regarding building condition surveys.

The database will interface with CRLL communications database. It will allow wider circulation of issues and resolutions, and improve customer service.

Contact Details for all stakeholders, directly affected and affected in proximity parties.

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6

6.1

Communication Strategy

Strategy Overview: Conversation Locally; Broadcast to Wider Audience

The communication and consultation programme (pre, during and post construction), aims to engage and inform the primary audience of local residents/businesses, affected/interested stakeholders and Albert Street users (drivers/passengers/pedestrians) about the Project before the enabling works construction commences. This will prioritise face-to-face interaction and access to information to ensure affected parties are aware of the project scope and effects, and feel confident in the ability of CRLL and Connectus to deliver the project with the least possible impact.

Once general information on the project has been disseminated, the affected parties will be directly serviced at a detailed level by the contractors. The priority for communication with affected parties is via face to face conversations.

A secondary audience of the wider Auckland population will be serviced through a predominantly online and electronic communications strategy. The key messages for this audience will be advanced communication of changes to road function to enable informed choice and to ensure travel-related information is readily available.

6.2

Communication Tools

The following engagement tools will be utilised, with a preference for electronic media rather than printed material in keeping with CRL project sustainability goals.

Table 8: Channel

Publications

Communication Tools Tool

Construction look a heads

Usage/Content

E-notices that provide advance notification of the proposed work activities and potential impacts.

These are also an opportunity to seek clarification or provide feedback on potential impacts based on the residents or individual stakeholder’s situation. Topics will include:     

Key project milestones Upcoming works Activities and their expected impact Major complaints Feedback

Distribution: via email to all parties identified in Appendix B and any other parties that have registered an interest in the Project. Also, available on CRLL website.

Albert Street Canopy and Utility Works: Communication and Consultation Plan

Distribution Frequency Monthly

Channel

Face to face

Telephone and email

Tool

FAQs and Q&As

Usage/Content

Approved responses to frequently asked questions.

Distribution Frequency As and when required

Distribution: Email or on CRLL website

One to one discussions

One-on-one meetings with residents, businesses or organisations to address specific concerns.

Ongoing throughout construction

Directly affected and affected in proximity parties

Meetings in coordination with CRLL with directly-affected and affected in proximity parties.

Fortnightly, or at another frequency agreed by all parties

CLG Meetings

Aotea CLG meetings to be undertaken quarterly

Every 3 months, or at another frequency agreed by all parties

0800 information phone line

0800 CRL TALK (275 8255) will be printed on all external and internal communications to encourage community members to call with any enquiries. The number is operational 24/7.

Ongoing

Project email address

Printed on all external and internal communications to encourage community members to email with any enquiries.

Ongoing

If there are any material changes to any Delivery Work Plans, CLG review and input of revised DWP(s) is required

29

30 Channel Online

Signage/hoarding

Tool

Usage/Content

Distribution Frequency

eNews

Connectus will use eNews to advise registered stakeholders of Project milestones. This will also be used to advise temporary traffic management measures and permanent changes to road networks and layouts.

Ongoing

Email inbox

The community will be encouraged to contact Connectus with any concerns and feedback via the project email address. The email inbox will be an essential mechanism for capturing community feedback and enabling community members to contact the team at a time which is convenient to them

Ongoing

Signage

Project signage, hoarding and wayfinding signage will be produced to show traffic detours, including diverted pedestrian routes. All signage must meet CRL branding guidelines.

Established prior to construction commencement and maintained throughout the construction period

CRLL website

Connectus will provide the CRLL with information for the CRLL website.

This will include works alerts, and information about road detours and disruptions (temporary traffic management measures and permanent changes to road networks and layouts). It will also provide construction progress photos and updates including information on key Project milestones. Community members will be directed to the website for project updates.

Albert Street Canopy and Utility Works: Communication and Consultation Plan

Ongoing

Channel

Feedback/awareness

6.3

Tool

Aotea CLG

Usage/Content

During construction the Aotea CLG will meet at least quarterly, where Project information, feedback and project documentation can be shared. In addition, other forms of communication with the Aotea CLG will be undertaken as necessary.

Distribution Frequency At least quarterly

Branding and Collateral

All communication materials and signage developed will adhere to the CRLL Branding Guidelines. The Branding Guidelines are available from CRLL upon request.

Guidelines for all project collateral will be in line with CRL standards to ensure consistency. While the CRL sits within a busy city environment, many of those interested in the wider CRL project and in particular its effects on the use of city roads, may live beyond the project area. The focus will be on electronic communication while recognising that not everyone has access to this medium. Postal or hand delivery methods will be used where the need is identified.

Channels will include: 

  

6.4

Website - The CRLL website will be at the heart of the communications approach, with the aim of promoting it as a one-stop-shop for vital and interesting information for both the affected community and a wider audience. It will provide a facility for people to sign up for email updates. Contact details for the CRLL including freephone and email will be provided on the Auckland Council website as well as a link to the CRL website.

Newsletters - Project newsletters will be produced at least quarterly during construction and generally sent electronically to the project stakeholder database which will grow as the project proceeds.

Social media - The Project will also have a complementary online presence on Facebook, Instagram, YouTube and LinkedIn. Presence on social media will reflect CRLL guidelines.

Project Signage – Signage will be located at the construction sites which will promote the Projects information channels, including the Freephone number. The construction site will have available a copy of the CCP as well as the CEMP and DWPs.

Identifying and communicating with key stakeholders

CRLL and Connectus recognise the range of diversity amongst the stakeholders and their level of interest and involvement. While large segments of the community or particular groups have similar interests and issues, there are also specific individuals and groups with unique or individual needs. This includes those from culturally diverse backgrounds.

CRLL and Connectus will endeavour to fully understand stakeholders and the community, their expectations and communication needs.

6.4.1

Liaising with stakeholder groups

Connectus, in co-ordination with CRLL Project Manager, will be responsible for maintaining clear lines of communication between key stakeholders, Connectus and the CRLL team. Connectus is required to 31

32 liaise with key contacts within the stakeholder groups, and ensure they are kept fully informed about the CRL work that is being carried out.

The communication channels which will be utilised to consult with stakeholder groups, including frequency, are described in section 6.2 above.

6.4.2

Parties affected by the project

A list of the parties affected by the Project and their contact details are provided in Appendix B. Connectus is responsible for keeping this list updated during the construction project.

6.4.2.1 Owners, occupiers and businesses The current key contacts for the property owners, occupiers and businesses directly affected and affected in proximity to the Project have been identified during the pre-construction consultation phase and their contact details are provided in Appendix B.

These persons will be provided with the contact details for the CRLL project team including phone, email, post and website details where they will be able to sign up for information and updates. They will also be invited to attend the Aotea CLG. 6.4.2.2

Network Utilities

The Albert Street utility relocation works require the relocation of a number of existing network utilities. The affected utilities are owned by the following Network Utility Operators (NUOs): 

Vector Electricity



Vector Communications

     

Vector Gas Chorus

Vodafone

AC Stormwater

Watercare Services Ltd City Link

The proposed network utility relocation works have been designed in consultation with the relevant NUOs through a series of meetings, workshops and communications with discussions ongoing. An Aotea Station Utilities Management Plan has also been developed with the NUO’s for the CRL Project as a whole.

Engagement with the NUOs will be ongoing during construction, with the objective of ensuring appropriate management of utility assets and the ability to meet operational requirements at all times.

6.4.2.3

Auckland Council Parks Department

CRLL team is required to engage Auckland Council Parks Department regarding works to be undertaken to any trees on public land located within the works area, including how trees not being removed, or in close proximity to the surface designation footprint where works are occurring, will be protected.

There are no trees on in the construction footprint or in close proximity to the footprint.

Albert Street Canopy and Utility Works: Communication and Consultation Plan

6.4.2.4

Heritage New Zealand Pouhere Taonga (HNZPT)

For the purposes of applying for the necessary Archaeological Authority for the CRL main works, extensive consultation has been undertaken with the HNZPT Regional Archaeologist during the processing of the Archaeological Authority.

During construction, a matter to be discussed with both HNZPT and Mana Whenua is the display of archaeological material and artefacts within the new Aotea Station, if material meriting public display is recovered during the Project.

6.4.2.5

Emergency Services

The CRLL team and Connectus have a requirement to inform emergency services of any relevant effects prior to the commencement of each construction stage. In particular, this should include any changes to traffic movements around the construction site. The emergency services that will be engaged include:   

6.4.3

New Zealand Police New Zealand Fire Service St Johns Ambulance

Identifying additional people affected by the Project

Additional people affected by the project will be identified through complaints and enquiries recorded in the Customer Response Management system (CRM), email contacts to the site, one-on-one discussions with the community and from media impact. The primary database of all people affected will be the CRL CRM.

6.5

Communication channels

The Project construction period is estimated at approximately 15 months. To date CRLL has consulted with and/or approached key Project stakeholders – including NUOs, adjacent businesses, affected parties and affected in proximity parties (refer Appendix B).

The Aotea CLG will remain the key touchstone for general communications with key stakeholders and their representatives.

Day-to-day communications and stakeholder-liaison protocols will be delivered using a variety of channels, with differing frequencies as outlined in section 6.2 above.

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7

Protocols, Processes and Contact Details

7.1

Community Business Liaison Group

The establishment of a CLG is one of the key consultation tools required by the designation and A2N resource consent conditions for the CRL. A CLG has been established for the Aotea Station area. The CLG is a key mechanism for reflecting community concern and interest and communicating the programme to the community’s most affected parties.

The Project is the first CRLL enabling works contract to go to the Aotea CLG.

CRLL has been holding Aotea CLG meetings throughout the development of the DWPs and MPs and will continue to do so at least quarterly during construction of the Project (unless otherwise agreed by CRLL and the Aotea CLG).

7.1.1

Aotea CLG purpose

The purpose of the Aotea CLG is to: 

Provide a means for delivering regular updates on project progress.



Enable opportunities for concerns and issues to be reported to and responded by CRLL.

  

7.1.2

Monitor the effects of the project on the community.

Provide feedback on the development of the CEMP and DWPs (each of the DWPs or MPs documents comments received from the Aotea CLG and how these have been responded to).

Conduct an annual survey to inform CRLL of any suggested changes to this CCP.

Requirements

As required by the CRL designation and A2N resource consents, representatives of local residents and businesses as well as named parties were invited to join the Aotea CLG. The Aotea CLG’s role is to: 

 

Ensure that community interests are identified and recognised through the construction process and through feedback on the development of the CEMP, DWPs and management plans for issues such as traffic, access, noise and vibration, air quality and archaeology. The draft CEMP, DWPs and management plans were provided to the Aotea CLG for review and presented at a series of CLG meetings during August – November 2017. In addition to comments received at the meetings, the CLG was given at least 10 working days to provide feedback on each of the draft working documents.

Facilitate a two-way flow of information between the Project and all sectors of the surrounding communities so that the potential construction impacts and community safety can be appropriately managed.

Review any material changes made to DWP, CEMP or CCP during the construction phase of the Project.

Albert Street Canopy and Utility Works: Communication and Consultation Plan

Provide a regular forum through which information about the Project can be provided to the community, effects can be monitored, and an opportunity for concerns or issues to be raised and responded to. The Aotea CLG provides the community with a voice to ensure key issues identified through the planning process are given due and ongoing consideration. Membership of the Aotea CLG includes representatives of the CRLL Team. During the construction period, the Aotea CLG will also include representatives from Connectus. Other members of the Aotea CLG include representatives from affected property owners, businesses and Heart of the City.

7.1.3

Process

The process for coordinating Aotea CLG meetings is set out below.

Table 9: 1

Stage

CLG meetings coordination Description

CRLL Communications staff will liaise with the Aotea CLG members regarding meeting dates and venues.

The venue is usually at the AMP building on the corner of Customs Street West and Lower Albert St.

2

Connectus’ Stakeholder and Communications Manager provides input, as required.

3

CRLL Communications staff will take notes and carry out actions required.

4

CRLL Communications staff will keep a record of the meetings (including attendance).

7.2

Stakeholder and affected persons

The designation and A2N resource consent conditions identify a range of stakeholders in relation to the CRL project, and require the identification of directly affected and affected in proximity parties for the Project. A number of the stakeholders identified in the designation and A2N resource consent conditions are not relevant to the Project given its extent and location.

A full list of these parties for the Project is provided in Appendix B.

CRLL staff and the Principal Technical Advisors have undertaken pre-construction communication and consultation with a range of stakeholders, during the preparation of the CEMP, DWPs and MPs. The following DWPs are required under the CRL designation conditions: 

Transport, Access and Parking



Historic Character (Built Heritage and Archaeology) – built heritage section has not been included for this Project as there is no built heritage affected by the Project



    

Construction Noise and Vibration (including Site Specific Construction Noise and Vibration Management Plans)

Trees and Vegetation – has not been prepared for the Project as there will be no trees or vegetation affected by this Project Contamination Air Quality

Social Impact and Business Disruption

Urban Design- has not been prepared for this Project. The final urban design will be prepared

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36



for the overall CRL main works once the final urban design treatment for the public realm has been identified

Public Art DWP – has not been prepared for the Project as there is no public art located within or in close proximity to the footprint of the Project works

The following MPs are required under the A2N resource consent conditions: 

Erosion and Sediment Control Plan



Flocculent Treatment Management Plan – has not been prepared for the Project as flocculent treatment is not proposed.

    

Construction Environmental Management Plan

Groundwater and Settlement Monitoring and Contingency Plan Contaminated Soils Management Plan

Industrial and Trade Activities Environmental Management Plan – has not been prepared for the Project as industrial and trade activities will not be undertaken for the Project.

Air Quality Management Plan

Combined DWPs and MPs to satisfy both the A2N resource consents and designation conditions have been prepared for contaminated soils and for air quality. Likewise, one Construction Environmental Management Plan and one Communication and Consultation Plan (this document) have been prepared to satisfy the requirements of both the A2N resource consent and designation conditions.

Connectus is required to monitor construction progress and identify activities that may impact on stakeholders. This includes ensuring workers understand activities that may cause particular concern to the community, such as noisy activities.

The ‘Communication Tools’ detailed in section 6.2 above provide a framework to continue to proactively communicate with stakeholders and the adjacent community during the construction period. In addition to the general communication and consultation protocols which will be implemented during the works, the following sections outline the stakeholder specific protocols which are to be implemented.

7.2.1

Permit to Notify

When the delivery team is planning works that will impact on particular persons or businesses, including but not limited to exceedance of the Project noise limits, the delivery team is required to inform the Connectus Stakeholder and Communications Manager in advance. This will ensure timely preparation of construction notifications, with the affected persons or businesses being notified at least 24 hours in advance.

A Permit to Notify (PTN) will be used to facilitate internal approvals for works that are likely to have an impact on the adjacent community. This provides a way to activate communication about potential impacts on affected parties and ensures that notification timeframes will be met and advanced warning provided.

7.2.1.1

The Permit to Notify process

The communications process is set out in the following table:

Albert Street Canopy and Utility Works: Communication and Consultation Plan

Table 10:

Permit to Notify Process

Stage 1

Responsibility Delivery team members

Description Submit a Permit to Notify (PTN) to Connectus Stakeholder and Communications Manager in advance of the works.

The PTN will include:  

identification of scheduled works, and details of works including:     

2

CRLL Construction Manager

Signs off the PTN

3

CRLL Communications Manager

Approve construction notifications prior to distribution to stakeholders affected by the particular works.

Connectus Stakeholder and Communications Manager

Communicates to CRLL Communications Manager the construction impacts on stakeholders.

Connectus Stakeholder and Communications Manager

Communicates by appropriate mechanism (email, phone, or face to face communication) to building owners, tenants/businesses and Body Corporate representatives of the date, time, and expected duration of the exceedance.

Connectus Technical Team Member

Connectus Stakeholder and Communications Manager

4

Connectus Environment and Sustainability Manager

5

7.2.2

description of the works anticipated impacts as a result of the works description of any mitigation measures employed times and duration of the works, and contact details for enquiries.

Kaitiaki or Mana Whenua Forum

Where notifications contain technical content, the relevant contractor team member approves the content prior to sign off.

Any project contractual implication to be dealt with via the CRLL Project Manager through the contract mechanism.

A CRL Mana Whenua forum was established in 2012 for the purposes of undertaking kaitiakitanga responsibilities associated with the project. The forum comprises those Mana Whenua groups who expressed an interest in being involved in the CRL project and its related activities. Eight Mana Whenua self-identified their interest in CRL and are currently part of the forum: 

Ngāti Maru



Ngāi Tai Ki Tāmaki

  

Ngāti Paoa

Ngāti Te Ata Waiohua

Ngāti Whātua o Ōrākei 37

38 

Te Akitai Waiohua



Ngāti Tamaoho



Te Kawerau a Maki

This Project was presented to the Mana Whenua forum on Thursday 17 August 2017. It was agreed at this hui that a summary of the DWP and MPs, namely the Contaminated Land, Air Quality, Erosion and Sediment Control and Archaeology DWPs and MPs be presented to the Mana Whenua forum.

These presentations are scheduled for the hui in September, October and November 2017.

The Mana Whenua forum will continue to address matters such as: 

CEMP and DWPs



Koiwi and artefact discovery

   

7.2.2.1

Archaeology, including assistance with discovery protocols Cultural induction for contractors Cultural monitoring

Ongoing provision of mātauranga Māori input.

Requirements

During construction of the Project, Connectus is required to: 

Provide CRLL with information and attend the hui if required.



Ensure that all staff are given a cultural induction, in accordance with iwi guidelines.



7.2.3

Follow the protocols for recovery and preservation of artefacts, koi iwi, and other items of interest to Maori discovered during construction. These protocols are identified in the Project Historic Character Delivery Work Plan (Archaeology Section) at Appendix G of the CEMP.

Network Utility Operators

Ongoing communication and consultation will be undertaken with Network Utility Operators (NUOs) during construction as follows.

7.2.3.1

Material changes affecting Network Utilities

Where a material change is identified that has not already been agreed with the NUO and which affects network utilities, then the following process will be adopted: (i) CRLL will contact the relevant NUO to organise an on-site meeting in conjunction with

the contractor. (ii) If the change is subsequently agreed on site, then the relevant construction and/or asbuilt drawings will be revised. (iii) If the change cannot be agreed on-site, then a meeting will be held between CRLL,

7.2.3.2

Connectus and the relevant NUO Project Manager to identify a mutually agreeable outcome.

Supplementary Authorisations

Depending on the circumstances, the relevant NUO or CRLL will identify what authorisations are required. (i) If the proposed utility works are not related to the Project, then the NUO will be

responsible for obtaining any necessary authorisations (including resource consents

Albert Street Canopy and Utility Works: Communication and Consultation Plan

where required).

(ii) If the utility works are required to facilitate construction of the Project, then the CRLL

7.2.3.3

Utilities Manager and Connectus will meet with the relevant NUO Project Manager to identify an appropriate design and construction methodology for the works and confirm authorisations required. CRLL will be responsible for obtaining any necessary authorisations (including resource consents where required).

Inspection and final approval of works by Network Utility Operators

(i) Upcoming inspection, testing, and commissioning works will be identified at weekly

meetings between CRLL, Connectus and the NUOs.

(ii) Connectus will arrange necessary site inspections directly with the relevant NUO Project

Manager.

(iii) If the inspection passes, then the NUO will sign off the work package.

(iv) If the inspection fails, then the CRLL Utilities Manager (or delegate) and Connectus will work

7.2.3.4

together to identify the appropriate remedial action and a re-inspection will be organised with the NUO. Ongoing Communication and Consultation

During the utilities phase of the Project there will be regular on-site liaison between Connectus and the NUOs. This will generally be undertaken by way of ‘tool box’ meetings at the start of each day, complemented by weekly meetings during utility construction works between CRLL, Connectus and the NUOs. The purpose of the weekly meetings when utility works are progressing is to plan in greater detail for upcoming utility works in conjunction with other aspects of the Project works – e.g. temporary traffic management.

7.2.3.5

Review of Management Plans

The CEMP and DWPs for the Project will be reviewed at least annually, or as a result of a material change to the Project, or to address unforeseen adverse effects arising from construction or unresolved complaints.

CRLL will inform the NUOs of any such reviews, and will actively engage with the NUOs where a material change to the Project has implications for network utilities or the review is required in order to address unforeseen effects or unresolved complaints relating to the utilities aspect of the Project.

7.2.4

Emergency Services

Connectus will undertake consultation with Fire, Police and Ambulance (in particular fire service) regarding their specific operational requirements in relation to the Project. This will include information on the location, timing and duration of construction works (particularly in relation to road lane reductions and/or closures, alternative routes and detours) and consultation in advance of the commencement of construction works.

Table 4 of the Traffic Access and Parking DWP at Appendix E of the CEMP states that the Project will not impede emergency service access to properties. New Zealand Police, New Zealand Fire Service and St Johns Ambulance will be consulted with in terms in the reduced traffic capacity along Albert St in vicinity of the works.

7.2.5

Heritage

Communication and consultation via the Aotea CLG has occurred with key stakeholders in relation to the development of the Historic Character DWP (Archaeology Section) at Appendix G of the CEMP and protocols which will be implemented in relation to potential archaeological effects.

39

40

7.2.5.1

Requirements

Connectus is required to:    

7.3

Communicate information on any archaeological discoveries during the course of works to Auckland Council Heritage Unit, HNZPT and Mana Whenua.

Contact HNZPT, iwi and the police in the occurrence the ko iwi (human remains) are discovered during the course of works.

Provide a written summary report by the project archaeologist to CRLL, HNZPT, AC (Heritage Unit and Consent Monitoring officer) and Mana Whenua within 20 days of the completion of monitoring.

Maintain regular updates (via the appropriate communication tools detailed in section 6.2) with regard to archaeological findings and monitoring.

Notable Receivers

CRL designation Condition 16.1 requires that communication and consultation is undertaken, as soon as reasonably practicable (and at least once following confirmation of construction timing and methodology), with any Notable Noise and Vibration Receivers located within 100 metres of the designation footprint.

There are no notable receivers affected by the Project.

7.4

7.4.1

Public Engagement

Public Enquiries

CRLL has an established email address for public enquiries:

info@cityraillink.govt.nz

Access to a member of Connectus is also available 24 hours a day, 7 days a week at the free phone number:

0800 CRL TALK (275 8255)

This number will be promoted to directly affected and affected in proximity parties and stakeholders before construction commences. This number will feature on all project signage, communication material, Project, CRLL website and other collateral.

7.4.1.1

Requirements

Connectus is required to: 

Identify the free phone number on all project advertising and collateral.



Record all enquiries, requests for information and complaints.



7.4.1.2

Allocate a team member responsible for answering the free phone at all times. They must be able to actively respond to issues, enquiries and emergencies.

Process

The process for managing enquiries or complaints via the 24/7 Freephone number is set out below.

Albert Street Canopy and Utility Works: Communication and Consultation Plan

Table 11: Stage

1 2

Public enquiries Description

Connectus team member receives an enquiry or complaint.

The communication team member contacts:  

3 4 5 6 7

8

7.4.2

Connectus Stakeholder and Communications Manager, if the issue is about the construction activity, or Carol Greensmith, the CRLL Communications Manager, if it is a media enquiry, political enquiry, or enquiry about the costs, benefits or strategic fit of the project, or future CRL works outside the contract works

Connectus Stakeholder and Communications Manager or CRLL Communications Manager (as appropriate) responds in writing to the communication team member as quickly as possible.

Connectus team member contacts the enquirer with the response, unless it relates to a media or political enquiry, or an enquiry about the costs, benefits or strategic fit of the project – in which case the CRLL Communications Manager will respond.

Connectus team member determines whether the enquirer is satisfied with the response, including any mitigation action taken if it is a complaint.

Connectus team member responds with further information or action as required.

For construction related complaints, the Connectus team member in consultation with the Stakeholder Communications Manager and the CRLL Project Manager determines if a specific mitigation response is required.

If so, they refer to the specific Management Plan (e.g. Traffic, Noise and Vibration, Contamination, etc.), and contact the relevant responsible person or site supervisor.

Stakeholder and Communications Manager will conduct surveys every three months to determine levels of satisfaction with the process of communication responses.

Other Enquiries

In addition to the email contact and free phone number above, enquiries from the public may be received in writing or from face to face contact. All such contacts will be recorded in the CRLL communication system CRM. 7.4.2.1

Requirements

Connectus is required to ensure that the Project construction team is well briefed to respond to any enquiries, and site supervision is present on site during working hours and is able to actively respond to all issues, enquiries and emergencies.

7.4.2.2 Process The process for managing public enquiries generally is set out in Table 9 above.

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7.4.3

Table 12:

Response Timeframes

Public Enquiries Response Timeframe

Enquiry channel

Written correspondence (letters) Written correspondence (emails and social media)

0800 project information line calls

Response timeframe

Within 5 working days of receipt. 

Acknowledged on day of receipt.



Within 2 hours of the same working day during business hours of 8am to 6pm.



 Meetings

7.4.4



Resolved within 2 working days, unless there are significant claims for damages or escalations due to scale or complexity (e.g. Health and Safety investigation) Within 24 hours for calls received outside of business hours (unless the call relates to an ‘emergency’ situation requiring immediate action).

Response / resolution to be completed within the timeframes agreed in the meeting.

Complaints

Complaints will be dealt with in a responsive manner so that the complainant feels their concerns are being heard and addressed. This approach is designed to develop a relationship of trust and reliability between the community, Connectus and CRLL. The project will be contactable 24/7 through the freephone number.

A report detailing complaints and responses will be provided to Auckland Council if requested.

7.4.4.1 Requirements Connectus is required to ensure that:   

The Connectus Stakeholder and Communications Manager handles all complaints that arise on the project, and they are tracked by Connectus through the CRM. The community is notified of the project contact details through which complaints can be made. This will include the website, construction notifications, onsite signage and project publications and newsletters.

Connectus staff are briefed on the complaints process and are prepared to receive complaints through the free phone number, by email, in writing or through face to face contact.

7.4.4.2 Complaints process The process for managing complaints is set out below.

Albert Street Canopy and Utility Works: Communication and Consultation Plan

Table 13:

Complaints Management Process

Stage

Description

1

All complaints are forwarded to the Connectus Stakeholder and Communications Manager and CRLL Project Manager via the complaints/enquiry form.

2

The Connectus Stakeholder and Communications Manager acknowledges the complaint on day of receipt by phone or in writing. If the Connectus Stakeholder and Communications Manager is not available, the Connectus Project Manager or another member of the project team acknowledges the complaint.

3

The contact details and details of the complaint are entered into the CRM database.

4

Acknowledgement of a complaint is provided within on day of receipt. However, should the complaint demand a more detailed response, this will be provided within 2 working days or as soon as is practicable.

Note: See the ‘Response Timeframes’ in Table 12 below.

5

The Connectus Stakeholder and Communications Manager works closely with the CRLL Project Manager and Connectus Construction Manager to resolve complaints. They are proactive in keeping complainants informed of what action is being taken to address their concerns.

If a complaint cannot be resolved within the complaints process timeframe, the complainant is invited to a meeting with the Connectus Stakeholder and Communications Manager and the CRLL Project Manager.

6 7

All meetings are recorded in the CRM database to ensure that a complete record of times dates and location of meetings is maintained.

8

When a complaint is resolved it should be ‘closed out’ as an action in the CRM.

Each month a record of complaints activity will be reviewed by the Connectus Stakeholder and Communications Manager to check that all actions have been closed out.

9

7.4.4.3

Table 14:

Complaints data is reviewed regularly by the Connectus Stakeholder and Communications Manager, together with the CRLL Project Manager to identify any trends.

Response timeframes

Complaints Management Process - Response Timeframes

Complaint channel

Response timeframe

Written correspondence (letters)

Within 5 working days of receipt.

Written correspondence (e-mails and social media)





Resolved within 2 working days, unless there are significant claims for damages or escalations due to scale or complexity (e.g. Health and Safety investigation)

0800 project information line calls



Meetings



Within 2 hours of the same working day during business hours of 7am to 7pm.

Acknowledged on day of receipt.

Response / resolution to be completed within the timeframes agreed in the meeting.

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7.4.5

Newsletters, brochures, website and social media

The CRLL website is the heart of the project’s communications strategy. It is a ‘one-stop-shop’ for vital and interesting information for both the local community and a wider audience. It will also have links to other information produced by CRLL which includes newsletters, brochures and social media posts.

7.4.5.1

Requirements

7.4.5.2

Timeframe

7.4.5.3

Media channels

Connectus is required to provide information to the CRLL Communications Team that can be used for the CRLL website and newsletters. The type of information required and the contact details for each media channel is set out in the table below.

Information is required on at least a quarterly basis and sometimes daily or weekly for social media.

For social media very fast turnaround times may be required. Some of the information will be sourced from Connectus project progress reports.

Table 15:

Media Channels

Channel Website

Details

As the hub of communications for project information, CRLL’s website will provide:     

facility for people to sign up for updates CRLL email address for public enquiries the freephone number: 0800 CRL TALK (275 8255) contact details for the CRLL and a link to the project site DWPs, CEMP and CCP relating to the project

Information provided by the Contractor The Connectus Stakeholder and Communications Manager will provide the CRLL Communications Manager with the following information: 

  

Social Media Newsletters

Online presence on Facebook

CRLL Communications will produce electronic project newsletters quarterly which include content, stories and photos of project progress.

Photos of individuals working on the project will provide a human face to the work.

7.4.6

project information as required (including provision of early information on key Project milestones). content, stories and photos of project progress and experiences. photos of individuals to provide a human face. information for specific constructability stories.

CRLL Communications responsibility.  

Consistent CRLL branding.

Information to be provided to CRLL well in advance of printing for editing and content control.

Media

All media enquiries will be channelled through the CRLL Communications Manager, who will discuss the recommended approach with the CRLL Project Manager.

Albert Street Canopy and Utility Works: Communication and Consultation Plan

The project media spokesperson is the CRLL Project Director. The communications contact on behalf of the media spokesperson is the CRLL Communications Manager: Mobile: Email:

021 569211

carol.greensmith@cityraillink.govt.nz

7.4.6.1 Requirements Connectus is required to adhere to CRLL’s media protocols which include:      

7.5

Reporting to CRLL immediately on any matters which may be contentious or affect the good reputation of CRLL or the project.

Providing a very quick turnaround on facts.

The Connectus Project Manager collaborating with CRLL’s Communications Manager to be the approved spokesperson for specific technical responses to media enquiries.

Briefing Connectus staff, including sub-contractors to adhere to the media protocols.

Briefings will occur as part of staff induction.

Not communicating with the media or responding to media enquiries without express approval from CRLL.

Providing full support to the CRLL Communications Team for any media activities, including providing resources, personnel and promotional materials or assisting with event management and site access. CRLL’s requirements for media activities will be discussed and organised at the regular meetings between the Connectus Stakeholder and Communications Manager and the CRLL Communications Manager.

Managing Crisis and Emergency Situations

The Connectus Emergency Response and Incident Management Plan describe how Connectus will manage any emergencies and potential crisis situation.

7.5.1

What is a crisis or emergency?

A crisis or emergency is a potential or actual incident that:  

Poses significant harm to people, property, the environment or the local community, and Requires assistance from external emergency services agencies.

It is not a small-scale incident that can be managed without the mobilisation of the Incident/ Crisis Management team and without the assistance of external emergency agencies. For example, a first aid injury or small spill.

7.5.2

Requirements

In the event of a crisis or emergency, Connectus is required to:    

Activate the Emergency Response and Incident Management Plan which details all Health and Safety processes.

Guide strategic stakeholder management and communication processes, in line with the Incident Management Frameworks of Connectus and CRLL. Report any crisis or emergency through the Project Control Group.

Front to the media together with CRLL.

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7.5.3

Table 16:

Emergency contacts

Emergency Responsibilities Contacts Responsibility

Contact

Emergency Response Co-ordinator

Connectus Site Superintendent

Construction management

Connectus Construction Manager

Assessing H&S risks

Connectus Health and Safety Manager

Contacting WorkSafe and CRLL to report incidents

Dave.Young@connectus.net.nz

Oversight of Connectus Construction Team

Name and contact details TBC Name and contact details TBC Dave Young

Connectus Project Director Chris Powell

Chris.powell@connectus.co.nz Connectus Communications

Connectus Stakeholder and Communications Manager Alan Howard-Smith 021 361 158

Alan.howard-smith@hawkins.co.nz Coordinate inputs/decision from CRL work streams

CRLL Project Manager Dave Brierley

027 553 9359 Coordinate inputs/decision across Project

Dave.brierly@cityraillink.govt.nz CRLL Construction Manager Lucas Nikkel 021824576

CRL Health and Safety oversight for Project Works

Lucas.n@stellarprojects.co.nz

CRLL Construction Safety Manager Mark Durham 027 733 2156

Mark.durham@cityraillink.govt.nz CRL Communications

CRLL Communications Manager Carol Greensmith 021 569 211

Albert Street Canopy and Utility Works: Communication and Consultation Plan

Carol.greensmith@cityraillink.govt.nz Overall responsibility for entire CRL programme

CRLL Project Director Chris Meale 022 418 3394

Chris.meale@cityraillink.govt.nz

7.6

Review of Project specific Communication and Consultation Plan

This CCP shall be reviewed six monthly by the contractor Stakeholder and Engagement Manager for the duration of the Project and updated if required. Any material updates to the CCP shall be provided to the key stakeholders identified at Appendix B and Auckland Council for review and agreement on any further action to be undertaken.

Any further action recommended as a result of the review shall be undertaken by the CRLL Communications Manager for the Project and confirmation of completion shall be provided to the Auckland Council and the key stakeholders identified at Appendix B.

47

APPENDICES

Albert Street Canopy and Utility Works: Communication and Consultation Plan

48

APPENDIX A: SUMMARY OF PROJECT COMMUNICATION AND CONSULTATION

This Appendix should be read in conjunction with the specific consultation sections in the relevant DWPs, specifically the Construction Noise and Vibration Delivery Work Plan, including Site Specific Noise Management Plans and the Social Impact and Business Disruption Delivery Work Plan. The DWPs include the feedback provided by consultees to inform the DWPs. Party Name/Contact Details

Government/Statutory Heritage New Zealand Pouhere Taonga (Bev Parslow, Northern Regional Archaeologist)

Auckland Council

Network Utility Operators Watercare Services Ltd

Wasi Shirwali and Parkin Low

Vector Energy, Gas, Communications Alec Christie

021 979 477 James Thatcher 0212214798 Dave Cox

Vector – Project Engineer 021463163

Darryl Wharerau

Vector Gas – PrjMgr Tracy Adamson

Vector Comms – Prj Mgr

Summary of Communication and Consultation

CRLL is undertaking ongoing consultation with HNZPT regarding the wider CRL Project, and an associated Archaeological Authority has been obtained. This authority includes utility excavation works both inside and outside the CRL designation extent.

Pre-application meetings with Auckland Council planning staff, as well as technical advisors and compliance staff have been undertaken.

Communication and consultation with the NUOs has included a series of weekly workshops, attended by CRLL technical staff, project managers and specialist engineers from the Principal Technical Advisor Team. The workshops have addressed the particular scope, time and cost constraints of relocating live services in the project area.

Key outputs from the workshops include detailed design drawings of the combined services proposals, agreed programme and timing details for the work implementation, and commercial agreements for the procurement of the work.

The requirement to provide continuous service supply to the building owners and occupiers and to minimise any service outages during the course of the works, was a key consideration during the design development.

This programme of consultation and communication has established excellent working relationships, based on trust and confidence, between the CRLL and NUO personnel.

Chorus

Bob Willering Vodafone

Lindsay Fitness

49

50 AC Stormwater

Richard Smedley CityLink

Ian Neary

Mana Whenua

Ngati Whatua o Orakei Ngati Te Ata Waiohua Ngati Paoa

Targeted engagement with the Mana Whenua Forum has included: 

Te Akitai Waiohua Ngati Maru

CRLL (Fritha Witton and Dave Brierley) introduced the Project to the hui – explaining scope of work, construction methodology and the reasons behind advancing the work now.

No questions or concerns were raised by Mana Whenua.

Ngati Tamaoho

Te Kawerau a Maki Ngai Tai ki Tamaki

Mana Whenua Forum (hui), 17 August 2017



Mana Whenua requested that a summary of some of the DWPs be provided at the next two huis.

Mana Whenua Forum (hui), 21 September 2017 CRLL (Fritha Witton) presented a number of the DWPs to the Mana Whenua forum, including:

 Air Quality Delivery Work Plan

 Historic Heritage (Archaeology) DWP  Contamination DWP



There were various questions from Mana Whenua representatives but no concerns were raised. The minutes from these meetings can be made available on request.

Mana Whenua Forum (hui), 19 October 2017

CRLL staff (Fritha Witton and Helen McLean) presented the Social Impact and Business Disruption DWP and Communication and Consultation Plan to the Mana Whenua forum.

There were various questions from Mana Whenua representatives but no particular concerns were raised. The minutes from these meetings can be made available on request.

Community Business Liaison Group Aotea CLG

CRLL continues to work collaboratively with the Mana Whenua forum on all aspects of the Project.

The first Aotea CLG relating to this Project was held on 25 July 2017. The meeting presentation covered an overview of the Project, the role of the CLG in the process is and the programme for review and input into the DWPs and MPs.

Albert Street Canopy and Utility Works: Communication and Consultation Plan

During the design phase, the Aotea CLG was convened three times to explain the Project design, programme and seek feedback on the draft Project Delivery Work Plans. In each case the members were given Project documentation 10 working days in advance of each meeting.

A variety of feedback has been received to date on the various draft DWPs and Management Plans – ranging from issues such as site access, parking, construction methodology / timing and noise. Feedback has been provided by members both at the meetings and via email. The feedback received and responses therein will be specifically documented in the relevant DWP and/or management plans.

The Aotea CLG will also review the Management Plans that are required to be prepared in advance of construction commencing under the Aotea to North Auckland Line Main Works resource consents. These being, Erosion and Sediment Control and Groundwater and Settlement Monitoring and Contingency Plan.

The presentation of these plans will occur in November 2017.

Businesses and Property Owners

Sky City Convention Centre and Grand Hotel (Building Owner) 109-125 Albert Street

Arron Money (SkyCity)

Warren Bias (Convention Centre)

Colette Leonard (SkyCity Grand Hotel)

During the construction phase, the Aotea CLG will meet at least quarterly with email updates as required / to advise project milestones e.g. construction commencing.

Various meetings have been undertaken with SkyCity.

Ongoing meetings are being held with SkyCity regarding the property/legal agreements which are required to remove the canopy and vestibule, including design.

The resource management related meetings which have been undertaken include: 



Social impact and business disruption consultation meeting on Thursday 27 July 2017 at 2:30pm. Meeting to understand business operations and their requirements.

Site specific noise consultation meeting on Tuesday 22 August 2017 at 2pm. This consultation required to develop the Site Specific Construction Noise Management Plan for the Convention Centre and Hotel.

At this meeting, the Acoustic Engineer, Craig Fitzgerald of Marshall Day Acoustics, provided an overview of the anticipated noisy activities, undertook baseline noise measurements at various spaces within

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52

 

East Day Spa (Business - Tenant)

Ground floor, 109-125 Albert Street Ina Bajaj (East Day Spa)

the hotel, exclusive gaming area and Gusto at the Grand restaurant. There was a conference utilising the Convention Centre so baseline noise measurements were not able to be undertaken at that time.

Site specific baseline noise monitoring undertaken on Friday 1 September 2017 for the SkyCity Convention Centre.

Site specific noise consultation meeting on Wednesday 13 September with SkyCity technical specialist (EarCon) to discuss construction noise and vibration mitigation requirements.

Arron Money of SkyCity has been invited to all CLG meetings for the Project and has been sent draft DWPs for review and input.

Various meetings have been undertaken with East Day Spa and SkyCity representatives.

Ongoing meetings are being held with SkyCity regarding the property/legal agreements which are required to remove the canopy and vestibule, including design.

The resource management related meetings which have been undertaken include: 





Social impact and business disruption consultation meeting on Wednesday 23 August 2017 at 2:30pm. Meeting to understand business operations and their requirements to feed into the development of the construction methodology. A number of concerns were raised by Ina Bajaj, including:  Reduction in customers and customer satisfaction  Removal of vestibule and reduction in floor area and marketing capability  Compensation Construction noise and vibration meeting on 26 May 2016 to discuss the Project works generally. An overview of the proposed works and indicative timeframes were provided at this meeting, the relevant CRL designation conditions were summarised and experience of their implementation was provided in relation to the C1 and C2 early works contracts. A tour of East Day Spa was followed by a general discussion about the sensitivity of activities and operational constraints.

Craig Fitzgerald from Marshall Day Acoustics undertook baseline noise

Albert Street Canopy and Utility Works: Communication and Consultation Plan

 Auckland Council (Building Owner and Business) 135 Albert Street

Peter Young and Ben Thompson

measurements to assess the existing noise environment on 13 June 2016.

A further meeting was held on the 18 July 2017 to discuss the outcomes of the baseline noise measurements.

A number of meetings have been held with Auckland Council Corporate Accommodation Department.

Ongoing meetings are being held with Auckland Council regarding the property/legal agreements required to remove/cut-back their canopy, including design.

The resource management related meetings which have been undertaken include: 



Automobile Association (Building Owner and Business) 99 Albert Street Barney Irvine

Social impact and business disruption consultation meeting on Wednesday 23 August 2017 at 8:30am. Meeting to understand business operations and their requirements to enable the development of the construction methodology. This discussion also included discussing the general feedback received from staff on the current construction activity (recladding the building).

Site specific noise consultation meeting on Wednesday 23 August 2017 at 2:30pm.

This consultation required to develop the Site Specific Construction Noise Management Plan for Auckland Council.

At this meeting, Craig Fitzgerald of Marshall Day Acoustics provided an overview of the noisy activities, explained how the site specific noise management plan works and undertook baseline noise measurements to inform the site specific plan at various spaces within the building.

Auckland Council noted the importance of advanced warning of construction, particularly noisy activities.

A number of meetings have been held with the AA representative.

Ongoing meetings are being held with AA regarding the property/legal agreements required to remove their canopy and utilise part of their property for public pedestrian access, including design.

The resource management related meetings which have been undertaken include: 

Social impact and business disruption consultation meeting on Thursday 13 July 2017 at 2:00pm. Meeting to understand business operations and their

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

NPT (Building Owner and Business) Level 13, 99 Albert Street Tony Osborne

requirements to enable the development of the construction methodology.

Site specific noise consultation meeting on Tuesday 29 August 2017 at 10:00am.

Consultation required to develop the Site Specific Construction Noise Management Plan for AA. At this meeting, Craig Fitzgerald of Marshall Day Acoustics provided an overview of the noisy activities, explained how the site specific noise management plan works and undertook baseline noise measurements to inform the site specific plan at various spaces within the building.

AA has been invited to all CLG meetings for the Project and has been sent draft DWPs for review and input.

A number of meetings have been held with NPT representative.

Ongoing meetings are being held with NPT in conjunction with AA regarding the property/legal agreements required to remove their canopy and utilise part of their property for public pedestrian access, including design.

The resource management related meetings which have been undertaken include: 



Department of Internal Affairs (through NPT and AA as the Building Owner) Eilish Logan, Corporate Services Coordinator at Department of Internal Affairs Level 6, 99 Albert Street

Social impact and business disruption consultation meeting on Thursday 13 July 2017 at 2:00pm. Meeting to understand business operations and their requirements to enable the development of the construction methodology.

Site specific noise consultation meeting on Tuesday 29 August 2017 at 10:00am. This consultation required to develop the Site Specific Construction Noise Management Plan for AA. At this meeting, Craig Fitzgerald of Marshall Day Acoustics provided an overview of the noisy activities, explained how the site specific noise management plan works and undertook baseline noise measurements to inform the site specific plan at various spaces within the building.

Information on the operation of the Department of Internal Affairs has been provided by both AA and NPT as building owners at 99 Albert Street – see meeting references in rows directly above.

Craig Fitzgerald of Marshall Day Acoustics met with Eilish Logan on Tuesday 29 August 2017 at 1:00pm to discuss any noise sensitive activities occurring within

Albert Street Canopy and Utility Works: Communication and Consultation Plan

the Department of Internal Affairs. Eilish confirmed there is a ‘ceremony’ room on the corner of Albert and Victoria Street West which is a large office space for large office for registry ceremonies.

Subway (Business)

44 Victoria Street West

Fuga Bar and Restaurant 44 Victoria Street West

Peppers Café (Business) Sam Shum

Ground floor, 99 Albert Street Convenience Store (Business)

Ground floor, 105 Albert Street

Huawei Tower (owner Colwall Property Investment Limited), including Atrium carpark

Alex McKenzie (Colwall Property Investment Ltd) Matthew Topman (Atrium Investments)

Elisish requested advanced communication of the noisy works so that they can pre warn or reschedule use of the room.

No specific consultation. Various attempts have been made to initiate consultation including leaving business cards for the franchise owner and speaking with staff. CRLL has received no response.

No specific consultation. Various attempts have been made to initiate consultation including leaving business cards for the owner and speaking with staff. CRLL has received no response.

Social impact and business disruption consultation meeting on Tuesday 29 August 2017. Meeting to introduce the Project and understand business operations and their requirements to enable the development of the construction methodology.

No specific consultation. Various attempts have been made to initiate consultation including leaving business cards for the owner and speaking with staff. CRLL has received no response.

Consultation meetings have been undertaken with the owner of 120 and 128 Albert Street (Colwall Property Investment Limited) and the principal businesses in the building, including Crowne Plaza and the Atrium carpark. 

120 and 130 Albert Street Crowne Plaza (Business) Faizal Ali

128 Albert Street



Social impact and business disruption consultation meeting on Tuesday 11 July 2017. Meeting to better understand business operations and their requirements to enable the development of the construction methodology.

Site specific noise consultation meeting on Monday 28 August at 1:00pm.

Consultation required to develop the Site Specific Construction Noise Management Plan for both Huawei Centre and Crowne Plaza. At this meeting, the Acoustic Engineer, Craig Fitzgerald of Marshall Day Acoustics provided an overview of the noisy activities, explained how the site specific noise management plan works and scheduled a time to do baseline noise measurements within various spaces in the building. Crowne Plaza representatives

55

56 noted the importance of advanced warning of noisy works to enable movement of flight staff utilising the hotel to sleep during day time hours.

These contacts have been invited to all CLG meetings and has been sent draft DWPs for review and input.

Econolodge (Business) City Centre Hotel Ltd (Property Owner) Ken & Gloria Linstead

37 Wellesley Street West LJ Hooker (Business) Jenny Gibbs

Ground Floor, 105 Albert Street

Mai Thai (Business) Bo Manoonpong Edward Viterbo

57 Victoria Street West

Mai Thai (Building Owner)

city_construction@xtra.co.nz

Alex McKenzie on behalf of the property owner of 120 -130 Albert Street has been invited to all CLG meetings for the Project and has been sent draft DWPs for review and input.

Meeting on Tuesday 29 August 2017 to undertake social impact and business disruption consultation and site specific noise consultation meeting. At this meeting, the Acoustic Engineer, Craig Fitzgerald, undertook baseline noise measurements.

Meeting at 10:00am on Wednesday 23 August 2017 to undertake social impact and business disruption consultation. Key consideration for LJ Hooker is the removal of car parking in front of the entry to the building. CRLL Project Manager confirmed that alternative car parking arrangements would be made in consultation with LJ Hooker.

LJ Hooker requested to be invited to CLG meetings. LJ Hooker has now been added to the Aotea CLG. Social impact and business disruption consultation meeting on Tuesday 11 July 2017 2017. Meeting to introduce the Project and understand business operations and their requirements to enable the development of the construction methodology. One of the primary concerns from Mai Thai was the removal of on street carparks on Albert Street (related to wider Contract 2 works) and the removal of the loading zone outside the property on Victoria Street West which is part of the Albert Street Stormwater Diversion Project. It has been confirmed that the Victoria Street West pipe construction support area will be disestablished and loading zone made available again prior to the subject works commencing.

Mai Thai is invited to all CLG meetings and has been sent draft DWPs for review and input.

Various attempts made to contact the building owner.

57 Victoria Street West

Albert Street Canopy and Utility Works: Communication and Consultation Plan

Surf ‘N’ Snow Backpackers (Business) Yuki Saigo

102 Albert Street

Surf ’N’ Snow (Building Owner) mzmcrae@xtra.co.nz

Social impact and business disruption consultation meeting on Tuesday 11 July 2017.

Meeting to introduce the Project and understand business operations and their requirements to enable the development of the construction methodology. No specific concerns raised.

Various attempts made to contact the building owner.

NDG Asia Pacific (NZ) Ltd (property owner and Skyscreamers bungy business)

No response to the attempts made to contact the property owner.

Wilson Car parking (Business)

No response to the attempts made to contact the business.

Roma Blooms (Business)

Interview with business owner who raised concerns regarding the lack of visibility to the business when the hoardings are installed and potential noise and dust impacts.

112 Albert Street 112 Albert Street 93 Albert Street

Residences

Manhattan Apartments

Bruce Castle – Building Manager



103-107 Albert Street



Social impact and business disruption consultation meeting on Thursday 13 July 2017. Meeting to better understand business operations and their requirements to enable the development of the construction methodology.

Site specific noise consultation meeting on Monday 28 August at 1:00pm.

Consultation required in order to develop the Site Specific Construction Noise Management Plan (SSCNMP) for the Manhattan Apartment building. At this meeting, the Acoustic Engineer, Craig Fitzgerald of Marshall Day Acoustics provided an overview of the noisy activities, explained how the site specific noise management plan works and undertook baseline noise measurements to understand the existing environment and the anticipated performance of the façade.

Bruce Castle noted that the majority of the night workers who live in the building have apartments that front Federal Street and not Albert Street.

Bruce also noted that some occupants of apartments fronting Albert St do have young children. This information

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Manhattan Apartments Body Corporation (Representative of Building Owners) Vicky Dick (Body Corporation Chair)

Vicky Woods (Body Corporation Account Manager) 103-107 Albert Street

has helped inform the SSCNMP for Manhattan apartments.

A member of the CRLL Comms Team and the CRLL Project Manager, Dave Brierley, attended the AGM and presented the Project to the Manhattan Apartments Body Corporation on Wednesday 23 August 2017.

Another meeting was held on Monday 18 September to discuss various matters relating to the project, including: 

  

Other

Heart of the City (HOT)

Tania Loveridge and Fiona Johnston

Concerned that the current problem of AA building customers parking in front of Manhattan Apartment (blocking their car park entrance sometimes), may get worse when the area is a construction site.

Concerned about the potential disruption of power and other services during the utilities relocation phase.

Concerned that their fire assembly area in front of AA would be unavailable and they needed an alternative.

Discussion on various agreements required for the 4 alternative car park spaces, use of private land for a public thoroughfare and dismantling of the canopy.

A representative from Heart of the City has attended all CLG meetings undertaken to date for this Project. Their input has included providing written and verbal feedback on the DWPs as they have been circulated and presented to the CLG.

A social impact and business disruption consultation meeting was had with HOT on Wednesday 23 August. The CRLL Project Manager, Dave Brierley provided an overview of the proposed works. HOT noted that what is critical to the success of the project is that planned mitigation measures, where appropriate, are put in place before or at the beginning of works in this area.

Stakeholders/businesses do not care whether this is separable portion 1 or the main works – they see construction and impact in their area for a number of years, so the SIBD DWP (and other DWPs) need to recognise that whilst discreet in terms of contracts, it is all part of a bigger project and the impacts are far reaching.

Albert Street Canopy and Utility Works: Communication and Consultation Plan

HOT has noted that they have not viewed the Communication Plan for the Project.

A number of concerns were raised regarding lessons learned from the Contract 2 works, including   

Lack of compliance with SIBD DWP for Contract 2 Major 12-month delay in putting up any hoarding design, lighting; Rubbish and mess in the Contract 2 area

These concerns have been taken on board and fed back to the relevant personnel within CRLL and DWP authors.

59

APPENDIX B: STAKEHOLDER AND PARTNER CONTACTS Party Name/Contact Details Key Stakeholders

Government/Statutory

Contact Details

Heritage New Zealand Pouhere Taonga

Bev Parslow

Auckland Council Stormwater Unit

Refer Network Utility Operators below

Fire

Roger Callister Roger.callister@fire.org.nz

Emergency services Police

bparslow@heritage.org.nz

Inspector Andy King Andrew.king@police.govt.nz

Noreen.hegarty@police.govt.nz

gavin.henderson@police.govt.nz matthew.srhoj@police.govt.nz Ambulance

John Takerei

T 09 526 0508I | M 0272023144 john.takerei@stjohn.org.nz Graham Ferguson

Network Utility Operators Watercare Services Ltd

GrahamFe@stjohn.org.nz

Wasi Shirwali

wshirwali@water.co.nz Parkin Low

Vector - Energy, Gas and Communications

plow@water.co.nz Alec Christie

021 979 477 James Thatcher 0212214798 Dave Cox

Vector – Project Engineer 021463163

Darryl Wharerau

Vector Gas - PrjMgr Tracy Adamson Chorus

Vodafone Auckland Council Stormwater Unit

Vector Comms – Prj Mgr Bob Willering

Bob.willering@chorus.co.nz

0272749152 Lindsay Fitness Lindsay.fitness@vodafone.co.nz 029 912 520 Richard Smedley

Richard.Smedley@aucklandcouncil.govt.nz> Principal – Network Planning 021 529 905

CityLink

093674253 Ian Neary INeary@pulse.co.nz Managing Director

Pulse Networks Ltd

Other Heart of the City

021 902 016

Tania Loveridge

DDI 09 308 1559

Mobile 027 293 0835

Partners

Mana Whenua

Tania@hotcity.co.nz

Ngati Whatua o Orakei

Mei Hill

Ngati Te Ata Waiohua

Metiria Kaihau

Ngati Paoa Te Akitai Waiohua Ngati Maru

Ngati Tamaoho

Mei@ngatiwhatuaorakei.com m.kaihau.12@gmail.com Mahuika Rawiri

kaitiaki@ngatipaoaiwi.co.nz Adrian Lee

adrianleepettit@gmail.com Geoff Cook

07 867 9104

ngati.maru@wave.co.nz Hero Potini

Hero@tamaoho.maori.nz

Te Kawerau a Maki

Ngai Tai ki Tamaki

Affected and Affected in Proximity Parties Business and Property Owners

Sky City Convention Centre and Grand Hotel (109-125 Albert Street)

Scott Lomas

09 973 0903

Scott.lomas@tekawerau.iwi.nz

Zaelene Maxwell-Butler

zaelene.maxwell-butler@ngaitai-ki-tamaki.co.nz

Arron Money (SkyCity)

Arron.Money@skycity.co.nz

Warren Bias (Convention Centre) Warren.Bias@skycity.co.nz

Colette Leonard (SkyCity Grand Hotel) East Day Spa (109-125 Albert Street)

Auckland Council (135 Albert Street)

Colettte.leonard@skycity.co.nz

Ina Rajaj

ina@eastdayspa.com 0272733610

Peter Young

Peter.young@aucklandcouncil.govt.nz 021 903 883

Ben Thompson

Ben.thompson@aucklandcouncil.govt.nz 021 240 1137

Automobile Association (99 Albert Street)

Barney Irvine

NPT (99 Albert Street)

Tony Osborne

Department of Internal Affairs (99 Albert Street)

Eilish Logan

Subway (corner Victoria Street West and Albert Street)

Birvine@aa.co.nz Tony@npt.co.nz TBC

Deepak

0211 407830

Peppers CafĂŠ (Ground floor, 99 Albert Street)

Sam Shum

Convenience Store (Ground floor, 105 Albert Street)

TBC

Fuga Bar and Restaurant

021 633 886

TBC

LJ Hooker (Ground floor, 105 Albert Street)

Jenny Gibbs

Huawei Tower (120 Albert Street)

Alex McKenzie (Colwall Property Investment Ltd)

jgibbs.innercityrealty@ljhooker.co.nz

Alex@colwall.co.nz

Atrium carpark (120-130 Albert Street)

Matthew Topman (Atrium Investments)

Crowne Plaza (128 Albert Street)

Faizal Ali

com1@atriuminvestments.co.nz faizal.ali@ihg.com Tim Pollock

tim.pollock@ihg.com Econolodge (37 Wellesley Street West)

021 670 840

Gloria and Ken Linstead (09) 3073388

reserve@econolodgecitycentral.co.nz Mai Thai (47 Victoria Street West)

kenlinstead@yahoo.com

Bo Manoonpong – 027 4919 427 Edward Viterbo – 021 658526 info@maithai.co.nz

Surf ‘N’ Snow Backpackers (102 Albert Street)

Yuki Saigo

Roma Blooms (93 Albert Street)

Shobhana

yuki@surfandsnow.co.nz (09) 3779022

contact@romablooms.co.nz

NDG Asia Pacific (NZ) Ltd (112 Albert St)

Yan Biao CAI, Company Officer

Wilson Car parking (112 Albert St)

auckland@wilsonparking.co.nz

Residences

Manhattan Apartments (103-107 Albert Street)

Manhattan Apartments Body Corporate (103-107 Albert Street)

11 Nimstedt Avenue, Oteha, Auckland, 0632

Bruce Castle

Bruce@castlecentral.co.nz 027 4790768

Body Corporate Chair: Vicky Dick

MOB: (021) 939 040

Body Corporate Account Manager: Vicky Woods 09 968 3440

victoria@crockers.co.nz

APPENDIX C: KEY PROJECT CONTACTS Name

Title

Contact Details

Chris Meale

CRLL Project Director

022 418 3394

Lucas Nikkel

CRLL Construction Manager

021824576

Chris.meale@cityraillink.govt.nz Lucas.n@stellarprojects.co.nz

Carol Greensmith CRLL Communications Manager

021 569 211

Richard Jenkins

CRLL Consents Manager

021 870 124

Mark Durham

CRLL Construction Safety Manager

027 725 544

Dave Brierley

CRLL Project Manager

027 553 9359

Chris Powell

Connectus Project Director

Chris.powell@connectus.govt.nz

Alan Howard – Smith Yet to be appointed

Dave Young

Connectus Stakeholder and Communications Manager Connectus Construction Manager

Connectus Health and Safety Manager

Carol.greensmith@cityraillink.govt.nz Richard.jenkins@cityraillink.govt.nz Mark.durham@cityraillink.govt.nz Dave.brierley@cityraillink.govt.nz

Alan.Howard-Smith@connectus.net.nz TBC Dave.Young@connectus.net.nz