Consents C1 communications plan

Auckland City Rail Link In association with:

ENABLING WORKS CONTRACT 1 COMMUNICATION AND CONSULTATION PLAN

Document ref: CRL-BTM-ENV-DOW-PLN-000392

Revision: 4 FINAL July 2016

COMMERCIAL IN CONFIDENCE COMMUNICATION AND CONSULTATION PLAN

July 2016

Version history Rev.

Date

Version details

Prepared by

Reviewed by

1

May 2016

Draft for Auckland Transport Review

B Smith

P Roan

2

May 2016

Draft for Auckland Transport Review incorporating Auckland Transport comments

B Smith, P Roan

P Roan, R Jenkins

3

June 2016

Final

B, Smith, P Roan

R Jenkins

4

July 2016

Final incorporating Auckland Council review comments

B, Smith, R Purdy

R Jenkins

Distribution Date

Version

Issued to

Quantity & type

Approved for the DSBJV by

16 May 2016

Draft

Auckland Transport

1x Electronic

D Burtenshaw

30 May 2016

Draft

Auckland Transport for Review

1x Electronic

D Burtenshaw

2 June 2016

Final

Auckland Transport

1x Electronic 1 x Hard copy

D Burtenshaw

29 July 2016

Final

Auckland Transport

1x Electronic

D Burtenshaw

This document remains the property of DSBJV. Its contents are confidential and shall not be reproduced, destroyed or given away without express, written permission of DSBJV. The electronic version of this document in FULCRUM on designated serves(s) is the Master Copy and is a controlled document. Unless specifically noted, thereon, other copies of this document are uncontrolled.

\\albtpfile.ttgroup.local\data\rep\auckland\live\tt\projects\30850\30850.0500 planning\30850.0511 (engagement)\issueddocuments\final ccp july 2016\crl-btm-env-dow-pln-000392 ccp rev 4 final updated july 2016.docx

COMMUNICATION AND CONSULTATION PLAN

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Table of contents 1

Introduction 1.1 Communication and Consultation Plan Overview 1.2 Purpose of the Communication and Consultation Plan 1.3 Relevant Conditions 1.4 Sustainability 1.5 CCP Review and Updates

2

The Project 2.1 Overview 2.2 Construction Methodology

10 10 10

3

Communication Context 3.1 Community of Interest 3.2 CCP background 3.3 Existing communication and consultation

12 12 13 14

4

CCP Principles 4.1 Main considerations 4.2 Principles of engagement 4.3 Communication objectives 4.4 Key project messages 4.5 Expected outcomes 4.6 Management of issues and risks

15 15 15 15 16 16 17

5

Roles and responsibilities 5.1 Working together 5.2 Key responsibilities

18 18 18

6

Reporting 6.1 Reporting high risk issues 6.2 Routine Reporting 6.2.1 Weekly reporting 6.2.2 Reporting tools

21 21 21 21 21

7

Communications strategy 7.1 Strategy Overview 7.2 Communication tools 7.2.1 Communication and Engagement tools 7.3 Branding and Collateral

23 23 23 23 26

8

Stakeholder Engagement 8.1 Identifying stakeholders affected by the Project 8.1.1 Property Owners 8.1.2 Property Occupiers/Residents 8.1.3 Heritage New Zealand Pouhere Taonga 8.1.4 Auckland Council Built Heritage Unit 8.1.5 Community Liaison group 8.1.6 Network Utilities 8.1.7 Public Transport Users / General Community 8.1.8 Identifying additional people affected by the project 8.2 Notifying Stakeholders about the Works 8.2.1 Advising residents and businesses 8.2.2 Advising construction sequencing 8.3 Permit to Notify 8.3.1 The Permit to Notify Process

28 28 28 28 28 28 28 30 32 32 32 32 33 33 33

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8.4 8.5 8.6 8.7 8.8

Communicating and Consulting with Mana Whenua Communicating and consulting with Emergency Services List of Stakeholders, directly affected and affected in proximity parties Recording communications activities 8.7.1 Communications Database 8.7.2 Documenting Meetings Coordinating with wider Auckland Projects 8.8.1 Responsibilities 8.8.2 Concurrent Projects

34 35 36 36 36 36 36 36 37

9 10 11

Pre-construction consultation Construction Environmental Management Plan & Delivery Work Plans Public Communication Systems and Process 11.1 AT call centre and free-phone number 11.1.1 Requirements 11.2 Responding to General enquiries 11.2.1 Requirements 11.2.2 Process 11.2.3 Response timeframes 11.2.4 Project contacts 11.3 Open days and media events 11.4 Newsletters, brochures, website and social media 11.5 Signage 11.6 Other methods 11.7 Evaluating communications performance 11.7.1 Customer satisfaction 11.7.2 Requirements 11.7.3 Process

38 39 40 40 40 40 40 40 41 41 44 44 45 46 46 46 47 47

12

Dealing with complaints 12.1 Requirements 12.2 Complaints process Media enquiries and releases 13.1 Requirements 13.2 Media enquiries 13.2.1 Media Releases 13.3 Potentially contentious issues 13.3.1 Examples of contentious issues 13.3.2 Requirements 13.3.3 Process 13.3.4 Contact Details 13.4 Official Information requests and Privacy Act 13.4.1 Requirements

48 48 48 50 50 50 51 52 52 52 52 53 53 53

14

Managing crisis and emergency communications 14.1 Requirements 14.1.1 What is a crisis or emergency?

54 54 54

15

CCP Review and Updating 15.1 CCP Review 15.2 CCP Updates

56 56 56

13

COMMUNICATION AND CONSULTATION PLAN

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Appendix A :

Community of Interest - Stakeholder Key Contacts

Appendix B :

Key Project Contact Details

Appendix C :

Key Property Owner Contact Details

Appendix D :

City Rail Link Enabling Works Contract 1 - Stage 1 to Stage 4 Overview

Appendix E :

Risk Mitigation Matrix – template

Appendix F :

Identified Built Heritage

Appendix G :

Utility Consultation

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Glossary of abbreviations Acronym

Definition

ACDP (CA)

Auckland Council District Plan Central Area Section

AEE

Assessment of Environmental Effects

ACZ

Active Construction Zone

AT

Auckland Transport

BTC

Britomart Transport Centre

CBD

Central Business District

CEMP

Construction Environmental Management Plan

CLG

Community Liaison Group

CNV DWP

Construction Noise and Vibration Delivery Work Plan

COI

Community of Interest

CPO

Former Chief Post Office building

CRL

City Rail Link

DSBJV

Downer Soletanche Bachy Joint Venture

DWP

Delivery Work Plan

NoR

Notice of Requirement

SIA

Social Impact Assessment

SIBD

Social Impact and Business Disruption

SSCNVMP

Site Specific Construction Noise and Vibration Management Plan

TAP DWP

Transport, Access and Parking Delivery Work Plan

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1

Introduction Communication and Consultation Plan Overview

The City Rail Link (CRL) project comprises the construction, operation and maintenance of a 3.4 km underground passenger railway, extending between Britomart Station and the North Auckland Rail Line in the vicinity of Mt Eden station. The project is being undertaken by Auckland Transport (AT) and includes the construction of two tracks and two underground stations using cut and cover methods, and tunnel boring methods, up to 42 m below ground.

The works addressed by this Communication and Consultation Plan (CCP) constitute part of the enabling works for the CRL. The works (‘the Project’) involve the construction of an extension to the existing passenger rail network from the current termination point within the Britomart Transport Centre (BTC), westwards underneath the former Chief Post Office building (CPO) and lower Queen Street. The Project footprint is shown by the blue shaded area in Figure 1.1 below.

LEGEND CRL alignment BTC designation CRL designation C1 worksite

Figure 1.1: Project Footprint

This CCP has been prepared by the Downer Soletanche Bachy Joint Venture (the Contractor - DSBJV).

The CCP provides the overarching framework for communications and consultation with the community, stakeholders, affected parties and affected in proximity parties within the Community of Interest associated with the Project (refer to Section 3.2 of this Plan for further information). The CCP is one of a series of plans that detail the specific environmental and sustainability management controls for particular aspects of the Project.

Purpose of the Communication and Consultation Plan The Britomart area, in which the Project is being undertaken, is a busy, built-up urban area within the Central Business District (CBD). Land uses above the ground and adjacent the Project works include high density commercial and office buildings, residential and visitor accommodation, retail, restaurants and bars. Commercial offices intermingle with residential and visitor accommodation.

The area is also a key transport hub within the CBD.

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2 The objective of this CCP 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 construction of the Project. The CCP is required under Condition 15 of the CRL designation, Condition 16 of the BTC designation1 and Conditions 25 - 31 of the resource consents 2 for the Project.

The purpose of the CCP is to describe the processes and protocols relating to how the DSBJV will: Inform the community of construction progress and future construction activities and constraints that could affect them.

Provide early information on key Project milestones.

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 of the CRL designation and Condition 21 of the BTC designation) and implementation of the CEMP or DWPs. Respond to queries and complaints including but not limited to: (i) Who is responsible for responding to feedback and inputs; (ii) How responses will be provided; and (iii) The timeframes within which responses will be provided.

The CCP will be implemented and complied with for the duration of Project construction. In accordance with CRL designation Condition 15.6, BTC designation Condition 16.6 and Condition 29 of the resource consents, the CCP will be reviewed at least six monthly (the review process is outlined in Section 15 of this CCP).

Conditions as attached to Auckland Transport’s Confirmation Notice of 17 March 2016 on Notice of Requirement to alter the Britomart Transport Centre Designation 2 R/LUC/2014/5428 (land use consent – contaminated land), R/REG/2014/5430 (land use consent – earthworks), R/REG/2014/5432 (water permit – take and diversion of groundwater), R/REG/2014/5435 (discharge permit – contaminated land), R/REG/2014/5436 (discharge permit – washwater and wastewater), R/REG/2014/5437 (discharge permit – air) 1

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Relevant Conditions This section identifies the specific designation and resource consent conditions relevant to this CCP and where they are addressed in the document.

Table 1.1:

Communication and Consultation Plan conditions and location in the document

Condition

Condition No.

Relevant section of CCP

CRL Designation Conditions 15.1

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.

This document

15.2

The Requiring Authority shall prepare a Communication and Consultation Plan which shall be implemented and complied with for the duration of the construction of the City Rail Link.

This document

15.3

The Communication and Consultation Plan shall set out how the Requiring Authority will: (a) Inform the community 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 development (as part of the review process provided by Condition 22) and implementation of the CEMP or DWPs (including SSCNVMPs, SSCNMPs and SSCVMPs); and (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.

15.4

8 8.3 8.2

11.2, 12

The Communication and Consultation Plan shall as a minimum include: (a) A communications framework that details the Requiring Authority’s 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; (b) The Communication and Consultation Manager for the Project including their contact details (phone, email and postal address); (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) (iii) New Zealand Historic Places Trust (NZHPT) (vii) Community Liaison Group(s) (refer Condition 7); (ix) Body Corporate 164980 and Tenham Investments Ltd;

COMMUNICATION AND CONSULTATION PLAN

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Appendix B 8

July 2016

4

Condition

Condition No.

(d)

(e)

(f)

(g)

(x) 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 Requiring Authority 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.

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; 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; 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; 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).

Relevant section of CCP

8, 9

8, 9

8, 9

8, 9

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

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8

8

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Condition

Condition No.

15.5 15.6

15.7

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; (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; (l) A list of Stakeholders, directly affected and affected in proximity parties to the construction works who will be communicated with; (m) How communication and consultation activity relating to construction activities and monitoring requirements will be recorded; The Communication and Consultation Plan shall also include (as relevant) linkages and cross-references to the CEMP and DWPs (including SSCNVMPs, SSCNMPs and SSCVMPs).

The Communication and Consultation Plan shall include a summary of the communication and consultation undertaken between the Requiring Authority 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.

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.

Relevant section of CCP

8

Appendix A 8 10 9, 15

15

BTC Designation Conditions 16.1

16.2

16.3

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 Project.

The Requiring Authority shall prepare a Communication and Consultation Plan which shall be implemented and complied with for the duration of the construction of the Project.

This document

This document

The Communication and Consultation Plan shall set out how the Requiring Authority will: (a) Inform the community of construction progress and future construction activities and constraints that could affect them. (b) Provide early information on key Project milestones.

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Condition

Condition No.

(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 21) and implementation of the CEMP or DWPs. (d) Respond to queries and complaints including but not limited to:

(i) Who is responsible for responding to feedback and inputs; (ii) How responses will be provided; and (iii) The timeframes within which responses will be provided.

16.4

Relevant section of CCP 8 8

11, 12

The Communication and Consultation Plan shall, as a minimum, include: (a) A communications framework that details the Requiring Authority’s communication strategies, 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. (b) The Communication and Consultation Manager for the Project including contact details (phone, email and postal address). (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 the Britomart construction area; (iii) Heritage New Zealand Pouhere Taonga; (iv) Auckland Council’s Built Heritage Unit; (v) Community Liaison Group (refer Condition 8); and (vi) Network Utility Operators, including the process: a. To be implemented to capture and trigger where communication and consultation is required in relation to any material changes affecting the Network Utilities. b. For the Requiring Authority to give approval (where appropriate) to Network Utility Operators as required by section 176(1)(b) of the RMA during the construction period. c. For obtaining any supplementary authorisations, including but not limited to resource consents (including those required under a National Environmental Standard) and easements. d. For inspection and final approval of works by Network Utility Operators. e. For implementing conditions 10, 21, 22, and 23 in so far as they affect Network Utility Operations. (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. (e) How stakeholders and persons affected by the project (including Sensitive Noise and Vibration Receivers) will be consulted in the development and review of the CEMP and DWPs, including specifying reasonable timeframes for feedback.

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Appendix B 8

8

8

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7

Condition

Condition No.

(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. (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:

Relevant section of CCP 8

8

(i) Exceed the construction noise limits (refer Condition 25); or (ii) Exceed a vibration limit (refer Conditions 26 and 27).

(h) Methods for communicating in advance proposed hours of construction activities outside normal working hours and on weekends and public holidays, to surrounding communities, and methods to record and deal with concerns raised about such hours. (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 Condition 9). (j) 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 alternative routes or detours to be used. (k) A list of stakeholders, directly affected and affected in-proximity parties to the construction works with whom communication will be undertaken. (l) How communication and consultation activity relating to construction activities and monitoring requirements will be recorded.

8

8

8

Appendix A 8

16.5

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

10

16.6

The Communication and Consultation Plan shall include a summary of the communication and consultation undertaken between the Requiring Authority and parties as required by the Pre-construction Communication and Consultation Plan, including any outstanding issues or disputes raised by parties.

9

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 14) 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 Project and confirmation of completion provided to the Auckland Council Consent Monitoring officer.

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15

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Condition

Relevant section of CCP

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.

15

Condition No.

CRL Britomart Station to Wyndham Street Resource Consents 25

26

In order to set out a framework to ensure appropriate communication and consultation with the community, stakeholders, affected parties and affected in-proximity parties during the construction of the Project, the Consent Holder shall prepare a CCP which shall be implemented and complied with for the duration of the construction of the Project.

The CCP shall set out how the Consent Holder will: (a) Inform the community of construction progress and future construction activities and constraints that could affect them; (b) Provide early information on key Project milestones; and (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; (ii) How responses will be provided; and (iii) The timeframes within which responses will be provided.

27

This document

8 8 8

11, 12

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 any modern and relevant communication methods, newsletters or similar, advertising etc.), and any other relevant communication matters; (b) The Communication and Consultation Manager for the Project including contact details (phone, email and postal address); (c) The 0800 CRL TALK phone number; (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 5, adjacent to the Project’s construction sites (Britomart Station to Wyndham Street Section (as defined by the Britomart Transport Centre Designation 314 and CRL NoR 1)); (ii) Heritage New Zealand Pouhere Taonga (Heritage NZ); and (iii) The Community Liaison Group (refer Conditions 16 to 24). (e) 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; (f) 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;

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Appendix B 11 8

8

8, 9

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Condition

Condition No.

(g) A list of stakeholders, directly affected and affected in-proximity parties to the construction works with whom the Consent Holder will communicate; (h) 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; (i) How communication and consultation activity relating to construction activities and monitoring requirements will be recorded; and (j) 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.

28

29

30

31

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 “key contacts” 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 29 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 29, 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

Relevant section of CCP Appendix A

9

6

8 10

15

15

15

Sustainability AT is seeking an Infrastructure Sustainability Council of Australia (ISCA) Infrastructure Sustainability (IS) rating for the Project. Further details can be found in the Project CEMP and Sustainability Rating Management Plan and requirements are imbedded within the suite of Delivery Work Plans and management plans for the Project to ensure that sustainability is a key focus and ‘the way we do things’.

In some cases the IS requirements and sustainability goals enhance the designation and resource consent requirements.

CCP Review and Updates This CCP is a live document that will be reviewed and updated during the course of the Project to reflect material changes associated with construction techniques, communication, mitigation or the natural environment. A formal review process is described in Section 15 of this CCP.

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2

The Project Overview

The Project involves constructing an extension to the existing passenger rail network from the current termination point within the BTC, westwards underneath the CPO Building and lower Queen Street. Separate works are being undertaken to continue the CRL tunnels from this point under the Downtown Shopping Centre site (which is being redeveloped by Precinct Properties), and then up Albert Street.

Significant works beneath the CPO will be undertaken, including piling and diaphragm wall construction. In lower Queen Street, piling will be installed across the road corridor, excavation undertaken to form the rail tunnels followed by reinstatement of the road corridor following the completion of works. During construction, existing ticketing and retail functions and pedestrian access to the station will be accommodated in the new temporary station building, east of the CPO and Glasshouse buildings.

Surface works will also be required in QEII Square associated with the Downtown Shopping Centre redevelopment, including construction of the CRL rail tunnels beneath this site (Precinct Properties scope of work).

Construction Methodology The Project construction works will occur in four main stages as outlined in Table 2.1 below and shown on the drawings titled ‘City Rail Link Enabling Works Contract 1 Stage 1 – Stage 4 Overview’ provided in Appendix D. Table 2.1:

Construction Methodology

Stage

Description

Dates

Duration

Stage 1 – Temporary station access, construction of temporary accommodation in Station Plaza and streetscape works

Construction of temporary station facilities and access in Station Plaza to the rear of the BTC Removal of bus stops, shelters and canopies from Tyler and Galway Streets Kerbside management changes Construction of new vehicle crossing on Tyler Street Remove existing stairs and escalators Other enabling works

July 2016 to January 2017

7 months

Stage 2 – CPO building works, piling, removal of CPO ground floor

Construction of dust and noise barriers Strip out CPO CPO ground floor demolition CPO diaphragm wall construction commences

January 2017 to May 2017

4 months

Stage 3 – piling, CPO underpinning excavation, tunnel construction and backfilling.

CPO diaphragm wall construction Underpinning of CPO Lower Queen Street Piling CPO and lower Queen Street excavation Tunnel Construction Backfill excavation

May 2017 to March 2020

34 months

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Stage

Description

Dates

Duration

April 2020 to June 2020

3 months

Lower Queen Street reinstatement Reinstate and re-open CPO Stage 4 – Reinstatement & station fit out

Streetscape reinstatement Tie in rail tunnels with existing track alignment Removal of temporary station accommodation in Station Plaza

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3

Communication Context Community of Interest

As mentioned above, the Project is located within the Auckland Central Business District (CBD) but it is recognised that it will contribute to, and impact on the City overall (wider community).

The community of interest for the purpose of this CCP and associated Social Impact Business Disruption (SIBD) DWP has been identified as the land within, adjacent to, or surrounding the Project area (which is bound by Tyler Street, Commerce Street, Galway Street and Lower Queen Street). The community of interest with respect to this CCP and SIBD DWP is shown by the yellow box in Figure 3.1.

Figure 3.1: Existing Environment and community of interest.

The Project’s Community of Interest has been determined by drawing upon a range of Project related information, including existing Project documentation and effects assessments, construction staging/methodology, information gained from site walkovers, collaboration with environmental specialists preparing Project Delivery Work Plans and Environmental Management Plans, along with the outcomes of stakeholder engagement. Key components in this regard include: Social Impact Assessment (SIA) reporting prepared as part of the Notice of Requirement to alter the Britomart Transport Centre Designation and the CRL Notice of Requirement. In particular, the description of the existing social environment of the Project area, which provided a baseline context and understanding of the Project environs, including demographic characteristics, key land uses, community facilities and travel patterns, along with identifying key social impacts of the Project.

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13 Observational site walkovers, from which an understanding of the social context and range of land uses, business and activities within and surrounding the Project area, was gained.

Collaboration with the wider DSBJV team, inclusive of the contractor team and Project environmental specialists, in order to understand the proposed construction methodologies and staging and subsequently, the nature, scale and extent of environmental effects that may result from the Project. Key environmental considerations in determining the Project’s community of interest included (but are not limited to): o

Predicted construction noise and vibration levels, based on modelling proposed construction machinery, anticipated noise/vibration levels and setback distances to sensitive receivers. Refer to Section 4.1 and Appendix B of the Construction Noise and Vibration DWP for further information on construction noise effects and Section 4.2 and Appendix C in relation to vibration effects.

o

Potential impacts on the surrounding transport network, including pedestrian, cycle and the road transport networks, and effects on access to property located within or adjacent to the Project area. Refer to Section 4.4 of the Transport Access and Parking DWP for the proposed Traffic Sequencing Diagrams, Section 4.11 for discussion on impacts on access to the Project area, Section 4.12 for discussion on access to private property and Sections 4.15 and 4.16 for impacts on public transport.

The outcomes of consultation with stakeholders (in particular Coopers and Company and Precinct Properties) in determining those business/parties that may be affected by the Project and should form part of the community of interest.

Appendix A of this CCP lists those landowners, building managers, body corporate or building representatives, occupiers and businesses that form the Community of Interest for the purpose of this CCP and with whom consultation will be undertaken. The parties listed in Appendix A includes affected parties and affected parties in proximity parties. These parties will be the key audience for communications over the course of the Project. However, it is noted that ongoing community engagement will be undertaken during the course of the Project and will include communication with business, residents and other parties in areas beyond the ‘community of interest’ shown in Figure 3.1. The nature of construction activities and associated effects will determine the extent of wider community engagement to be undertaken once physical works have commenced.

CCP background DSBJV will undertake consultation and communication on the basis that we wish to take our stakeholders with us on the project journey. Our communications strategy is to actively engage with and inform the Community of Interest and when necessary the wider community in collaboration with AT. We are committed to delivering the project as fast as possible with as little disruption as possible to businesses, commuters and the community and will work with them to achieve this.

Engagement with other stakeholders and the public will be about communication, providing them with information on the project and responding to their inquiries and concerns.

Face-to-face interaction and easy availability of information will ensure all affected parties and affected parties in proximity are aware of the Project scope and effects. They must feel confident in the ability of AT and the DSBJV to deliver the Project with the least possible impact on them.

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

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14 In 2012 AT established a CRL communication and consultation strategy with a range of objectives and principles. These included: A proactive approach- AT 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 affect them.

Effective communication channels- AT 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 AT 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. They should demonstrate that AT is listening, even if agreement cannot be reached.

The objectives have four areas of focus: INFORM stakeholders about the project o o

Engage constructively with key stakeholders/target audiences, providing consistent information across the project.

Maintain and enhance existing relationships for ongoing constructive engagement.

EXPLAIN the process and timing o

Ensure key target audiences and stakeholders have an accurate understanding of the project and its implications.

o

Explain how the planning processes work and how people can input into them.

EDUCATE people about the CRL o

Discuss how the project fits into strategic city planning and the regional development of transport infrastructure.

o

Minimise uncertainty and dispel misinformation.

ENHANCE AT’s reputation o o

Ensure that AT is open and responsive to stakeholder feedback.

Manage communication risks that may impact the project and AT’s reputation.

DSBJV have adopted these objectives and have developed this CCP accordingly.

Existing communication and consultation Extensive consultation has been undertaken in preparation for the construction of the CRL in order to understand the specific access requirements and other potential disruption issues for residents and individual businesses/services located within the Community of Interest area (refer to Section 9 for further details). This has included consultation on the various plans required under the CRL and BTC designations and resource consents (refer to the CEMP and suite of supporting plans for a record of that consultation).

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4

CCP Principles Main considerations

There are a number of key construction related activities that will need to be carefully managed throughout the life of the Project. The main objective of this CCP is to clearly describe how DSBJV will communicate with stakeholders and communities regarding these activities and their associated effects.

Key potential effects from the Project include: noise and vibration, including impacts on sensitive receivers; changes to transport, access and parking networks within and adjacent to the Project area; impacts on historic character, both built heritage and archaeological heritage; air quality, particularly dust generation; managing soil contamination encountered during the excavation works; impacts on public art; impacts on the public realm urban environment within and adjacent to the Project area; social impacts and business disruption as a result of construction works; and discharge of sediment or other contaminants associated with the works.

The management of potential effects resulting from construction activities is addressed in the CEMP and the associated suite of supporting sub plans.

Principles of engagement Our principles of engagement are for the DSBJV to: Commit to understanding and addressing the communication needs and expectations of all stakeholders, including affected parties and affected in proximity parties; Present one face to the public and to all stakeholders for the Project; and Be the one point of contact for complaints and enquiries with a coordinated response in accordance with AT agreed procedural guidelines.

Communication objectives The main objective of this CCP is to set out a framework to ensure appropriate communication with the community, stakeholders, affected parties, and affected in proximity parties.

The CCP explains how, by incorporating AT’s principals and objectives, the DSBJV will: Educate, inform and positively engage affected stakeholders and Community Liaison Groups (CLG) about construction progress, future construction activities and any constraints and timelines that may affect them in order to mitigate or minimise disruptions; Implement and maintain an “early warning/ no surprises” approach. Minimise inconvenience to key stakeholders and the community by providing timely and regular information regarding any disruptions to traffic, public transport services, access to

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16 property, expected elevated noise disruptions, night works or any other impacts resulting from the works; Provide a consistent ‘one face’ approach for the Project; Provide a collaborative and cohesive stakeholder communications management across all CRL delivery teams creating an environment where each group can share knowledge and can contribute to the overall solution; Form and maintain strong relationships with key stakeholders, including media (led by AT); Explain procedures and protocols around how both AT and the DSBJV will maintain positive reputations and support amongst the stakeholder groups; Ensure information is provided in a timely manner to AT on key Project milestones; Obtain, manage and respond to feedback, queries and complaints; Outline the Project communications teams (both AT and the DSBJV) roles and responsibilities wherein the team can effectively respond to and manage key stakeholder concerns; and Deliver a successful project that continues to build a reputation with AT as a contractor of choice and a trusted construction advisor.

Key project messages The key messages reflect the project objectives and form the basis for the Project’s overall strategy for informing and getting feedback from those impacted. While these will remain constant throughout the Project duration and beyond, they will at times be supported by other messages that reflect construction activity and/or other influencing factors.

The hierarchy of the key messages will be defined by the audience (e.g. local / regional / national) and its relationship to the project. Examples are: The CRL is integral to meeting Auckland’s growth and subsequent transport demand.

Completing the CRL will provide faster, more frequent travel for all Auckland rail users.

Disruption during construction will be managed to ensure Auckland keeps working.

The Project Construction Environmental Management Plan reflects the DSBJV and AT’s commitment to safety, environmental sensitivity and community well-being during the works.

While these messages will remain constant during the Project and the wider CRL project, they will be supported by other messages that reflect construction activity and/or other influencing factors.

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 neighbours Robust information received to influence the Construction Environmental Management Plan (CEMP)and the Delivery Work Plans (DWP) Effective Community Liaison Groups (CLGs) Informed community Informed public transport and road users

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17 Informative and useful online presence Positive media coverage Reduced misinformation.

Management of issues and risks The DSBJV will align with AT’s guiding principles for the management of issues and risk as follows: Prevention – We will anticipate potential community impacts and manage risk at the source through effective process design, and through clear and open communication between the various participants and the community.

Planning – We will conduct detailed planning for known issues, such as noise, traffic and commuter disruptions, which have specific impacts on particular stakeholders or sectors of the community.

Proactive behaviours – Our “early warning/ no surprises” approach to community relations is predicated on being proactive and engaging early and actively with those who may be affected by our works. This will assist our team to prevent potential risks from becoming issues and also enable community feedback to inform planning and prevention strategies.

Active listening – We will listen to the community to understand specific issues and concerns and work with stakeholders and community members to develop practical and targeted mitigation measures that address those issues.

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Roles and responsibilities

5

Working together It is critical that a high level of communication is maintained between the DSBJV and AT. This section describes the communication responsibilities for each Project role.

DSBJV and AT will work together in the following ways: During construction, all communications with local communities and stakeholders will be the responsibility of DSBJV, in collaboration with AT. AT will be responsible for communicating with the wider Auckland population.

DSBJV will provide regular information and updates to AT on project progress.

All DSBJV staff will be advocates for the project and receive appropriate training on ongoing public relations.

The project will be closely monitored to ensure stakeholder satisfaction.

The DSBJV Communication Manager and DSBJV Project Manager will meet with the AT Communications Team regularly during the Project. Minutes from these meetings will be recorded in the project communications database.

Key responsibilities The key responsibilities for each role involved in communications for this project are: Table 5.1:

AT CRL Project Team

Role

Name

Responsibilities

AT CRL Project Director

Chris Meale

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

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 AT Board, CRL Steering Group and Project Control Group.

Liaising with Auckland Council and other key stakeholders.

AT CRL Britomart to Wyndham Construction Manager

Scott Elwarth

Performance oversight of construction for the Project.

AT Engineer’s Representative

Nick Adams

Performance oversight of construction.

Contract management under NZS 3910 – i.e. provide Engineer’s instruction to the Contractor.

AT General Manager Corporate Relations

Wally Thomas

Managing Carol Greensmith and overseeing the AT CRL communications function.

AT CRL Communications Manager

Carol Greensmith

Reporting to David Warburton, the AT Chief Executive.

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Managing AT CRL communications and stakeholders.

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Role

Name

AT CRL Communications

Shonagh Lindsay

Supporting the AT CRL Communications Manager.

AT CRL Communications and Stakeholder Advisor

Holly Claeys

Coordinating community open days and media events.

Supporting the AT CRL Communications Manager.

AT Principal Planner (CRL)

Richard Jenkins

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

Oversight for any additional consent requirements.

Main point of contact with Auckland Council Major Infrastructure Projects team and Heritage New Zealand Pouhere Taonga.

Planning and environmental representative for Community Liaison Group.

AT CRL Construction Safety Manager

Mark Durham

Health and Safety regime for the Project Being informed of all incidents, according to severity and time scales as outlined in the DSBJV Health and Safety Plan.

Reporting to the AT Rail Systems and Safety Assurance Manager.

AT CRL Utilities Project Manager

Steve Newbury

Main point of contact for all network utility matters relating to the Project, and interface with Network Utility Operators.

Table 5.2:

Responsibilities

DSBJV Project Team

Role

Name

DSBJV Project Director

Dale Burtenshaw

DSBJV construction delivery within the joint venture.

Reporting to the DSBJV Joint Venture Committee.

Building relationships through engaging and communicating with key stakeholders.

Building trust in the team’s capabilities by personally leading the process and providing expertise in specialist areas.

Alerting the DSBJV Communications Manager to stakeholder groups, individuals or issues that need attention.

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

Leading the response to issues management and crisis management.

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

DSBJV Communications Manager

Brandy Smith

Main point of contact for anyone affected by or interested in the Project prior to and during the construction phase of the Project.

Establishment of a 24 hour contact service.

Immediately reporting high risk issues to the AT Communications team.

See ‘Reporting high risk issues’ below.

Reporting weekly to AT on all key community relations and stakeholder management issues. See ‘Weekly reporting’ below.

Working with AT to assist in communicating with all stakeholders, affected parties, affected in proximity parties and the community.

Informing the community of Project progress and likely commencement of construction works and programme.

Working with the DSBJV Project Director to manage and track stakeholder relations and risks Providing communications collateral and strategic advice to the Project Director on critical stakeholder engagement, communications and relationship building.

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Responsibilities

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Role

Name

Responsibilities Coordinating with key communications contacts at key organisations associated with the wider CRL Project, including AT, Connectus (construction contractor for the Albert Street component of the CRL enabling works), and Precinct Properties (Downtown Shopping Centre redevelopment).

Assisting in delivering communication activities to stakeholders as required.

Assisting AT CRL Communications with media enquiries.

Managing stakeholder enquiries and complaints.

Identifying additional parties considered to be affected by the Project and updating Appendix A of this CCP to include them in the COI and Stakeholder Key Contact list.

DSBJV Communications Team

Briefing the subcontractors at mandatory site inductions. This includes the standards and requirements for community relations and protocols to follow when approached by a member of the public or the media.

Ensuring that subcontractors follow project protocols on a day-to-day basis and that they behave appropriately in and around the site parameters.

DSBJV Support Staff

A dedicated contact person will be responsible 24/7 for any public enquiries relating to the Project.

DSBJV Subcontractors

Directing all public and media enquiries to the DSBJV 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 site is undertaken with minimum disruption to the local community.

Parking only in designated project parking areas.

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.

Working in accordance with the CRL Britomart to Wyndham Street resource consent conditions, CRL and BTC designation conditions and the CRL Contract 1 Outline Plan of Works.

Cooper and Company are an important landowner and stakeholder in the Britomart Precinct. DSBJV and AT will work collaboratively with Cooper and Company over the duration of the Project.

Table 5.3:

Cooper and Company Key Contacts

Name

Position

Contact

Campbell Williamson

Development Director

Grant Kirby

Consultant

grantconsult@xtra.co.nz 021 938 076

Sarah Hull

Marketing Director

Sarah.Hull@britomartgroup.org

campbell.williamson@cooperandcompany.org 021 521 993

021 240 1133

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6

Reporting Reporting high risk issues

It is critical that a high level of communication is maintained between the DSBJV and AT. This is particularly important in relation to high-risk issues that may expose AT, Auckland Council or Government to adverse publicity, or that may have the potential to attract media attention.

The DSBJV Communications Manager will report to the AT CRL Communications team immediately about any high risk issues or concerns that will: Be of interest to AT or Auckland Council; Have the potential to attract media attention, and Present reputational risk to the project participants.

Routine Reporting

Weekly reporting The DSBJV Communications Manager will report to AT CRL Communications each week on all key community relations and stakeholder management issues (see table 6.1 below). The DSBJV will use existing templates for weekly reporting.

Reporting tools The following reporting tools will be used as part of the communications process.

Table 6.1:

Reporting Tools

Tool

Responsibility Description

Urgent Notifications

DSBJV Communications Manager

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

Daily Face to Face contact

DSBJV Communications Manager

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

Weekly Report

Fortnightly meetings

DSBJV Communications Manager

DSBJV Communication Manager

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Provide information to AT CRL Communications on all key community relations and stakeholder management issues including: details of ‘live’, ‘emerging’ and ‘horizon’ issues and mitigation strategies a breakdown of stakeholder meetings held and proposed for the following month a summary of enquiries and complaints received, agreements made and issues to be resolved a 12-week look-ahead of construction program and aligned communications activities potential media opportunities/risks any information published, and opportunities to promote construction milestones.

Report on routine public liaison matters.

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Tool

Responsibility Description AT CRL Communications

Monthly meetings

DSBJV Communications Manager Downer Precinct Properties Communications Managers AT CRL Communications Team

Bi-monthly meetings

DSBJV Communications Manager AT CRL Communications Manager AT CRL Communications Team

Communications database

DSBJV Communications Team

COMMUNICATION AND CONSULTATION PLAN

Discussion and alignment of stakeholder issues, construction milestones and media opportunities.

Share knowledge, discuss issues resolution and best practice opportunities.

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

The database will interface with AT’s CRL databases. It will allow wider circulation of issues and resolutions, and improve customer service.

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7

Communications strategy Strategy Overview

The DSBJV Communications Manager will work closely with the Project team to monitor construction progress and identify activities that may impact on stakeholders, affected parties, affected in proximity parties located in the Community of Interest and/or the wider community. This includes helping the Project team understand activities that may cause particular concern to the community, such as noisy activities, disruption to pedestrian networks, impacts to particular businesses etc.

The communication and consultation programme (pre, during and post construction), aims to engage and inform the primary audience of local residents/businesses, affected and affected in proximity parties, along with BTC users (drivers/passengers/pedestrians) and the wider public about the Project before major 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 AT and DSBJV to deliver the Project with the least possible impact.

Once general information on the project has been disseminated, the immediate neighbours will be directly serviced at a detailed level by the appointed contractors.

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 the benefits of the project and advanced communication of changes to road function to enable informed choice and to ensure travel-related information is readily available.

Communication tools

Communication and Engagement tools To ensure the level of communication with stakeholders and affected community groups is effective, a number of different communication channels will be used. These are described more fully in Table 7.1 below.

The frequency of communication for the various tools outlined in Table 7.1 below will be as required, depending on the nature of the activity to be undertaken and the scale of the effect.

Depending on the nature of the activity and scale of effect, DSBJV will identify what stakeholders need to be consulted, which tool is most appropriate to use and the frequency of consultation required. Where the frequency of communication for a particular tool is known, it has been specified in Table 7.1 below.

Table 7.1:

Channel

Communication & Engagement Tools

Tool

Usage/content

Construction look-aheads

E-notices that provide advance notification (need be precise) 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:

Publications

upcoming works activities and their expected impact

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Channel

Tool

Usage/content major complaints, and feedback.

Distribution Letterbox or email according to the recipient’s preferences and online.

CRL Project Newsletters

Weekly project newsletters that provide CRL project wide updates on weekly progress and up and coming construction activities.

Distribution Email

Letters

A one-page document to explain upcoming works, potential impacts or to address a particular issue with specifically targeted residents or stakeholders.

Distribution Letterbox or email according to the recipient’s preferences.

Information sheets

A one-page information sheet featuring details on a particular aspect of the Project. For example, extraction, dust and noise mitigation, and construction techniques.

Distribution Online or hard copy

FAQs and Q&As

Approved responses to frequently asked questions.

Distribution Email or online

Internal newsletters

A document featuring construction progress and photos, team highlights and events. This acknowledges the good work and contribution of the wider team to the Project.

Distribution Email or online

Posters

Advertising construction activities, associated detours and disruptions Distribution Displayed at information stations, project offices and AT designated locations.

Reports

Weekly and monthly reports highlighting the key issues, current and planned communication and engagement activities and performance for the reported period.

Distribution Email or hard copy

Site coffee mornings

The site office at the former Chief Post Office building will attract a variety of social groups seeking information and presentations about the project during construction.

One-on-one discussions

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

Face to face

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Channel

Telephone and email

Tool

Usage/content

Door knocks

Advising businesses of construction impacts that will particularly affect individuals or properties, particularly as part of the listed affected parties in the designation and resource consent conditions.

Project briefings

Regular update sessions with AT, business groups, government or transport operators informing them of project progress. These sessions are particularly useful for individuals and organisations associated with the project but who are not directly involved in day-to-day operations.

Media and VIP visits

Coordinated around key milestones, and managed in accordance with the media protocols. The visits will enable the communication of the project and its progress to the broader community. These events will be managed and directed by AT with the support of DSBJV.

Key stakeholder tours

Site visits by key stakeholders and industry networks will provide stakeholders with a greater understanding of the scale of the works.

Affected property owners and neighbours’ visits

Site visits in coordination with AT by directly-affected property owners and project neighbours. The visits will provide stakeholders with a greater understanding of the scale of the works and the reasons for some of the disruptions during construction.

Tool box meetings

Regular on site tool box meetings between AT, the DSBJV and NUOs during the utilities phase of the construction works, to discuss upcoming and current utility works in conjunction with other aspects of CRL construction works (e.g. traffic management).

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.

Project email address

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

AT website

DSBJV will provide AT with information for its dedicated project page on the AT website. This will include works alerts, and information about road detours and disruptions. It will also provide construction progress photos and updates. Community members will be directed to the website for project updates.

eNews

DSBJV will use eNews to advise registered stakeholders of project milestones.

Email inbox

The community will be encouraged to contact DSBJV 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.

Video and photography

A photographic and video record of construction activities and key events will be maintained and incorporated in a range of communications materials and public displays. Wide distribution of these images will ensure that stakeholders feel involved in the project.

Time lapse photography

A camera will be established to capture footage for use on websites, limiting the need for frequent visits to the work site. It will ensure that the public are able to view the complexity of the works being performed.

Online

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Channel

Tool

Usage/content

Signage

Project signage, hoarding and detour signage will be produced to show traffic detours and changes to bus, cycle and haulage routes. The signage will be supplementary to AT’s signage and produced in accordance with AT’s branding guidelines. It will: help the community to understand why the works are being performed and by whom;

Signage/ hoarding

provide the public with directional and safety information, particularly during bicycle and pedestrian path disruptions; provide information about transport detours; and promote Britomart businesses as being ‘open for business’ (Britomart designs for hoardings presently being discussed with Sarah Hull) Print (papers)

Print media will be used to communicate significant impacts such as road closures and detours, and advise of upcoming community information sessions.

Radio announcements

Radio announcements will be used for significant changes such as major disruption to services and road detours.

Community partnerships/ strategy

DSBJV is committed to becoming an integral member of the neighbouring community, forming relationships and leaving a legacy which will last beyond the duration of the project.

Feedback

Feedback will be sought from the community to comment on whether they feel that they are being kept up-to-date on progress and voice concerns.

DSBJV will review these comments and modify engagement and communication techniques to best meet the needs of those stakeholders.

Advertising material

Partnerships

Feedback will be sought from the community via various tools, including but not limited to: Community Liaison Group meetings are a platform for specific project feedback on construction effects, design, consent conditions etc. https://at.govt.nz/projects-roadworks/city-rail-link/communityliaison-groups/

Feedback / awareness

Feedback can be received from the community and key stakeholders via the project 0800 number and project email box for all queries – CRL project (AT) CRLproject@at.govt.nz and via the AT CRL- the build is on website: https://at.govt.nz/about-us/contactus/feedback-form/ Project open days held by AT. Monthly reporting

Monthly reports will be used to identify issues and areas for improvement, especially in relation to engagement techniques and the effectiveness of communication materials.

Branding and Collateral The wider CRL project will be promoted as one of AT’s most significant transport improvement projects, in accordance with AT’s branding guidelines. Locally, this parent branding will be supported

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27 by the DSBJV brand for the CRL Britomart and lower Queen Street works. This will give stakeholders confidence in the Project and emphasise the expertise and capability of the DSBJV. All communication materials and signage developed will adhere to the AT Branding Guidelines. The Branding Guidelines are available from AT upon request.

DSBJV will: Communicate the requirements of the Branding Guidelines to the wider project team, and Ensure that the brand and reputation is successfully promoted during the delivery of the Project.

Branding will be applied consistently across all applications on the project, including: Project name Approved logo Colour palette and layout standards Typeface Graphical elements Site apparel/office uniforms Approved business card and email signature format Standard templates for documents and other communication materials, and Approval processes.

The CRL is AT’s number one project. The overall AT branding will be supported with any constructor brand, which will be used to provide a local and dedicated community face for the appointed construction delivery team.

Guidelines for all project collateral will be in line with AT standards to ensure consistency.

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8

Stakeholder Engagement Identifying stakeholders affected by the Project

An extensive process of engagement and consultation has been undertaken to identify and communicate with affected parties and affected in proximity parties within the Projects Community of Interest (refer to Sections 3.1 and 9 and Appendix A in this CCP).

Property Owners Appendix C of this CCP identifies key property owners in the “community of interest” for the Contract 1 works.

Property owners and their representatives will be provided with the contact details for the CRL Contract 1 Project team including phone, email post and website where they will be able to sign up for information and updates.

Property Occupiers/Residents Information regarding occupiers and resident representatives has been gathered during the preparation of the SIBD DWP (refer Section 9) and available details are captured in Appendix A. During the life of the Project the database outlined in Appendix A will be kept up to date through a process of ongoing engagement.

Heritage New Zealand Pouhere Taonga An extensive process of engagement has occurred with HNZPT through the development of the Historic Heritage DWP. This process will be ongoing over the Project, as described in the Historic Heritage DWP.

Auckland Council Built Heritage Unit Auckland Council Built Heritage Unit has been consulted through the development of the Historic Heritage DWP. This process will be ongoing over the Project, as described in the Historic Heritage DWP.

Community Liaison group A Community Liaison Group (CLG) has been established for the CRL Britomart to Wyndham Street works. While required by the designation and resource consent conditions, CLG’s are a key mechanism for reflecting community concern and interest, and communicating the programme to the community’s most affected parties.

AT has been holding CLG meetings at least every two months prior to construction commencing for the CRL Britomart to Wyndham works, and will continue to do so at least every three months (or otherwise agreed) during construction of the works. Records of the meetings are published on the CRL website.

The meetings include representatives from AT and are open to all parties affected by the project.

CLG’s provide the community with a voice to ensure that key issues are given due and ongoing consideration.

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29 CLG Purpose The purpose of the CLG is to: Provide a means for delivering regular updates on project progress; Monitor the effects of the project on the community; Enable opportunities for concerns and issues to be reported to and responded by AT; Provide feedback on the development of the CEMP and Delivery Works Plans (each of the DWPs documents comments received from the CLG and how these have been responded to); Propose potential joint initiatives to AT for the Property Management Strategy regarding interim use of properties and vacant land acquired for the CRL; and Conduct an annual survey to inform any changes needed to the CCP to ensure customer satisfaction.

CLG Requirements The DSBJV is required to provide AT with: Information and presentations for the meetings Attendees at the CLG meetings, and Administrative support including organising meetings at a local venue, sending invitations and taking minutes.

CLG Role 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 vibration, heritage, social impacts, urban design, landscape, station plans and specifications addressed in the ISCA document regarding community health and wellbeing.

Facilitate a two-way flow of information between the project and all sectors of the surrounding communities, on project timeframes, property acquisition and management processes and advance notice of significant change or milestones, so that construction impacts and community safety can be better managed.

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 and for joint initiatives regarding property management to be considered.

The CLG provides the community with a voice to ensure key issues identified through the consenting process are given due and ongoing consideration.

Membership of the CLG includes representatives of AT and DSBJV. DSBJV has provided AT with: information and presentations for the CLG meetings held to date (particularly in relation to preparation of the CEMP, DWPs, and management plans).

Other members of the CLG include representatives from: Directly affected or affected in proximity property owners and occupiers CBD residents advisory group Heart of the City.

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

Table 8.1:

Process for coordinating CLG meetings

Stage

Description

1

AT CRL Communications staff liaise with the DSBJV Communications Manager regarding meeting dates and venues. Meetings are held bi-monthly or, during construction phases, monthly. The venue is usually the AT CRL project office.

2

The DSBJV Communications Manager provides administrative assistance as required, in particular ensuring that specialists are ready and rehearsed for technical presentations to the CLG.

3

DSBJV work stream managers provide (where practicable) any documents requiring feedback from the CLG.

4

AT CRL Communications staff take notes and carry out actions required. The DSBJV will makes changes to specific management plans as a result of feedback received.

5

AT CRL Communications staff keep a record of the meetings and publish the minutes on the project website.

Network Utilities Overview Engagement has been undertaken with the following Network Utility Operators (NUOs) who have network utilities located within the Project area: Chorus Vodafone Vector Gas, Vector Power, and Vector Communications Watercare (sewer and portable water) Auckland Council – Stormwater Unit CityLink Kordia.

Engagement has involved an initial Project start up meeting with all providers to outline the Project and present AT’s network utility protection and relocation drawings. Engagement with individual NUOs is underway to validate/check AT’s drawings against the operators own plans and will remain on-going throughout the Project. The NUOs are satisfied that they can continue to meet their operational requirements during the CRL construction works.

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31 The proposed utility works for Contract 1 are described in detail in the Construction Environmental Management Plan (CEMP) for the Project (refer Sections 2.2.5, 5.1.15 and Appendix P of the CEMP).

Future engagement/liaison will include establishing the pre-construction, construction and postconstruction inspection requirements established for each NUO and an overview methodology of the utility works covering location, protection, support, relocation and/or reinstatement that will be submitted to each NUO for review and approval.

Redline as-builts will be provided to the NUOs following the completion of the Project.

Also included in Appendix P to the CEMP is a summary of engagement by NUO. Network Utility Operators Ongoing communication and consultation will be undertaken with Network Utility Operators (NUOs) during construction as follows.

Material changes affecting Network Utilities Where a material change is identified that affects network utilities, then the following process will be adopted: AT will contact the relevant NUO to organise an on-site meeting in conjunction with DSBJV. If the change is subsequently agreed on site, then the relevant construction and/or as-built drawings will be revised.

If the change cannot be agreed on-site, then a meeting will be held between AT, DSBJV and the relevant NUO Project Manager to identify a mutually agreeable outcome.

Section 176(1)(b) RMA Approvals The relevant NUO will identify the scope of work required to be undertaken, including location and timing.

The AT CRL Utilities Project Manager and DSBJV will meet with the relevant NUO Project Manager to discuss the scope of work, programming, and physical interface with the CRL construction works. Based on this discussion, AT will determine whether or not the proposed utility works would ‘prevent or hinder’ construction of the CRL (and whether AT is able to give written consent to the utility works). Wherever possible, a mutually agreed ‘work plan’ will be developed that allows necessary utility works to proceed in a way that does not hinder construction of the CRL (particularly in the case of maintenance and urgent repair works).

Supplementary Authorisations Depending on the circumstances, the relevant NUO or AT will identify what authorisations are required.

If the proposed utility works are not related to the CRL project, then the NUO will be responsible for obtaining any necessary authorisations (including resource consents where required).

If the utility works are required to facilitate construction of the CRL project, then the AT CRL Utilities Project Manager and DSBJV will meet with the relevant NUO Project Manager to identify an appropriate design and construction methodology for the works and confirm the authorisations required. AT will be responsible for obtaining any necessary resource consents.

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32 Inspection and final approval of works by Network Utility Operators Upcoming inspection, testing, and commissioning works will be identified at weekly meetings between AT, DSBJV and the NUOs. The DSBJV will arrange necessary site inspections directly with the relevant NUO Project Manager.

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

If the inspection fails, then the AT CRL Utilities Project Manager (or delegate) and DSBJV will work 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 CRL construction works there will be regular on-site liaison between DSBJV and the NUOs. This will generally be undertaken by way of ‘tool box’ meetings at the start of each day, complemented by weekly meetings between AT, DSBJV and the NUOs. The purpose of the weekly meetings is to plan in greater detail for upcoming utility works in conjunction with other aspects of the CRL construction works – e.g. temporary traffic management.

Review of Management Plans The CEMP and Delivery Work Plans for the CRL C1 Britomart enabling works 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.

AT 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.

Refer table in Appendix G – Utility Consultation for a summary of the consultation that has been undertaken between AT, the DSBJV and the respective NUOs in relation to the Project.

Public Transport Users / General Community AT has existing email/text/web systems in place to communicate with public transport and road users in Auckland (including taxi companies and bus operators) and these will be utilised where the CRL construction impacts on bus and other transport services.

Communication and consultation will generally be by email, phone and through the Community Liaison Group established for the enabling works. With organisations, companies and body corporates communication will be by email, unless meetings or alternative methods are requested.

Identifying additional people affected by the project Additional people affected by the Project will be identified throughout the Project 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.

Notifying Stakeholders about the Works

Advising residents and businesses The Project will be carried out in close proximity to a number of businesses and residences.

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33 As outlined in Section 2, Construction Methodology, there are four construction stages that will affect residents and businesses within the Britomart area: Stage 1 – Temporary Accommodation works Stage 2 – Former CPO building works Stage 3 – Lower Queen Street works Stage 4 – BTC modifications and reinstatement.

At the beginning of each construction stage, affected local residents and businesses will be advised about the nature of the work, including the various management measures in place to address potential effects (including temporary traffic management measures, and noise and vibration management provisions) and the contact details for the Project.

DSBJV will: Contact each building owner, building manager or representative, ground floor occupier, and body corporate representative to show how the works will affect their property and, with as much programming accuracy as possible, when different kinds of disruption are expected to occur. Where possible this will be a face to face discussion.

Ensure affected residents and businesses are informed by email or text as well as letter drop. Refer below table 7.1‘Engagement Tools – Publications –‘letter drops’.

Advising construction sequencing The DSBJV will use all reasonable endeavours to ensure that building owners, building managers or representatives, ground floor occupiers, body corporate representatives and as many occupiers of affected buildings as possible are aware of the construction sequencing and impacts. Parties will be shown the construction sequencing plans for the Project and provided with an indication about when owners/occupiers can reasonably expect to have different kinds of disruption affect their building. However, it is possible that not all affected workers, residents or business owners will be able to be contacted individually.

Permit to Notify Project delivery teams who are planning works that may impact on stakeholders, including but not limited to construction activities outside normal work hours (including weekends (Sunday) and public holidays), and / or exceedance of the Project Noise and Vibration Standards, are required to inform the DSBJV Communications Manager in advance of undertaking these works. This will ensure timely preparation of construction notifications to potentially impacted parties, within the Community of Interest being notified at least 24 hours in advance. The nature of the activity, scale and effect will determine what parties within the community of interest are considered to be affected and notified. A Permit to Notify (PTN) will be used to facilitate internal approvals for works that are likely to have an impact on stakeholders. This provides a way to activate communication about potential impacts on stakeholders and ensures that notification timeframes can be met.

The Permit to Notify Process The PTN process is set out in the following table:

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34 Table 8.2:

Permit to Notify Process

Stage Responsibility

Description

1

Delivery team members

Submit a Permit to Notify (PTN) to the DSBJV Communications Manager in advance of the works.

The PTN shall include: identification of the scheduled works, and details of works in advance including: o description of the works o anticipated impacts as a result of the works o description of any mitigation measures employed o times and duration of the works, and o contact details for enquiries.

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

Signs off the PTN before works on specific activities can proceed.

2

AT Principal Planner (CRL) AT CRL Communications Manager AT CRL Britomart to Wyndham Construction Manager

3

AT CRL Communications Manager DSBJV Communications Manager

Approves construction publications (refer to Table 7.1) prior to distribution to stakeholders affected by the particular works.

4

AT CRL Communications Manager

Provides a copy of construction notifications affecting access to railway and bus stations to target organisations who have agreed to be contacted.

These may include: Police and emergency services Refuse collection services

5

DSBJV Communications Manager

Notifies the affected stakeholders and surrounding communities of the date, time, and expected duration of the exceedance at least 24 hours in advance of the scheduled work.

6

DSBJV Communications Manager DSBJV Project Director

Provides feedback to AT’s Communications Manager the construction impacts on stakeholders.

Communicating and Consulting with Mana Whenua 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: Ng ti Wh tua o

kei

Ng ti Te Ata Ng ti Paoa Te Akitai Ng ti Maru

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35 Ng ti Tamaoho Te Kawerau a Maki Ng i Tai ki T maki.

Regular hui have been held and will continue to be held at a timing to be agreed, which at the time of preparing this CCP is monthly with intermittent workshops to discuss discrete pieces of work. The Mana whenua forum will continue to address matters such as: Urban Design Framework and principles Station design and names CEMP and DWPs Built heritage Archaeology iwi and artefact discovery Cultural induction for construction contractors Public art impacts Ongoing provision of matauranga Maori input.

The forum can also provide written advice to AT on these matters for consideration.

In relation to mana Whenua engagement DSBJV will: Provide AT with information and attend the hui if required, Follow the protocols for recovery and preservation of artefacts, k iwi, and other items of interest to M ori discovered during construction. These protocols are identified in the Archaeology Section of the Historic Heritage Delivery Work Plan; and Ensure that all staff are given a cultural induction, in accordance with iwi guidelines.

Communicating and consulting with Emergency Services DSBJV has a requirement to engage with and inform emergency services of any relevant effects prior to the commencement of each construction stage. In particular engagement should be undertaken in relation to the location, timing and duration of construction works, and particularly in relation to temporary road lane reductions and/or closures and alternative routes or detours to be used in the event of a lane reduction or closure. Emergency services with whom consultation should be undertaken include: New Zealand Police New Zealand Fire Service St John Ambulance.

Pre-construction consultation has been undertaken with emergency services, in particular the New Zealand Fire Service, to inform preparation of the Transport, Access and Parking (TAP) DWP and incident planning for the Project. Engagement has informed the identification of emergency response routes to/from the Project area during construction, and access to roads within the Project area, in particular Galway Street where the width of the carriageway is being reduced as part of the construction works (refer to Section 6.3 of the TAP DWP for further detail in this regard).

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List of Stakeholders, directly affected and affected in proximity parties A list of all stakeholders, directly affected and affected in proximity parties with whom consultation has occurred to date and who serve as the primary database for the ‘community of interest’ is set out in Appendix A. These parties, and others identified over the duration of the project, will be the primary focus for ongoing engagement using the methods and tools outlined in Section 7.2.

Recording communications activities

Communications Database All communication and correspondence with stakeholders during construction will be recorded in the Project communications database.

The communications database is essential for recording the details of engagement with all Project stakeholders. The database will be in place before the construction works begin and will be added to as required to reflect successive communications.

Documenting Meetings All stakeholder meetings will be documented and, where appropriate, agendas provided. The meeting notes will be recorded both in the relevant stakeholder file in the communications database, and where further actions are required, these are to be logged and the appropriate action taken to close them out.

The DSBJV Communications Manager will work closely with the project delivery teams to monitor construction progress and identify activities that may impact on stakeholders. This includes helping delivery teams understand activities that may cause particular concern to the community, such as activities in close proximity to traders and culturally and environmentally sensitive sites.

Coordinating with wider Auckland Projects The DSBJV Communication Manager will work closely with the project delivery teams to monitor construction progress and identify activities that may impact on stakeholders. This includes helping delivery teams understand activities that may cause particular concern to the community, such as activities in close proximity to traders and culturally and environmentally sensitive sites.

A high degree of coordination is required between the various projects that will be underway in the CBD area at the same time as the Project. AT will lead the coordination process between these projects to minimise adverse effects and maximise efficiencies.

Responsibilities The DSBJV is responsible for the integration of communications between the various projects to ensure that a culture of ‘early waning and no surprises’ exists between DSBJV, AT’s CRL team and key project stakeholders.

AT is responsible for liaising with Auckland Council, other Council Controlled Organisations (CCOs), and private developers in relation to other projects being undertaken concurrently with the Project.

This will ensure there is a common face to the public about the broader redevelopment of Auckland’s CBD. At a political level oversight is provided by the Council’s Auckland City Centre Advisory Board. This has a number of entities represented on it. Its mandate for oversight includes:

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37 City Rail Link Light Rail The AT Metro Bus Network Cycleways Public Open Spaces Ports of Auckland.

Concurrent Projects Section 3.6 of the Transport, Access and Parking Delivery Work Plan identifies the public and private sector projects that will coincide with construction of the CRL Britomart to Wyndham Street works.

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9

Pre-construction consultation

An extensive process of pre-construction engagement has been undertaken by AT and the DSBJV. This includes wider CRL consultation undertaken by AT, consultation with the CLG in development of the CEMP and DWPs, along with consultation associated with the development of the Social Impact and Business Disruption Delivery Work Plan (SIBD DWP).

Consultation has been undertaken with the community, business owners, landlords, affected parties and affected in proximity parties located within the Community of Interest in preparing this CCP and the SIBD DWP (refer to figure 3.1). The objective of the consultation undertaken as part of the SIBD DWP was to consult with representatives from various groups within the Community of Interest to establish an understanding of site specific access and operational requirements and key concerns regarding the construction works, to identify mitigation and/or management measures to be implemented to address specific concerns raised. Specifically, engagement was undertaken with all ground floor businesses or tenants and a selection of tenants from each multi-storey building within the SIBD DWP community of interest. Within multi-storey buildings, tenants were selected to capture those who may have particular operational/access requirements or construction sensitivities (such as construction noise and vibration) and to engage with tenants across a range of floors within the building.

Common key concerns raised by parties consulted and listed in Appendix A are summarised below: Loss of short term parking spaces (P10) and loading zones along Tyler Street and Galway Street.

Increased traffic flows along Tyler Street.

Noise and vibration effects on adjacent receivers during construction.

Level of dust generated during the construction works.

Construction workers loitering in public open spaces or building lobbies adjacent to the Project area.

Impact on pedestrian access along lower Queen Street, specifically whether access will be maintained at all times during construction.

Impact on vehicle and pedestrian access into buildings during the works, specifically whether access will be maintained at all times during construction.

Impacts to public transport services during the construction works, specifically whether trains and buses will still be operational.

Loss of customers or revenue as a result of changes to pedestrian movement patterns during the construction works.

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10

Construction Environmental Management Plan & Delivery Work Plans

The Project’s CRL and BTC designation and resource consent conditions require the preparation of a Construction Environmental Management Plan and suite of Delivery Works Plans (DWPs) and Environmental Management Plans (EMPs) (the ‘sub-plans’). These plans, outlined in Table 10.1, describe how the DSBJV will avoid, remedy or mitigate any adverse environmental, social and economic effects associated with construction of the Project.

Table 10.1: CEMP and sub-plans

Plan

Relevant Conditions CRL Designation

BTC Designation

Resource Consents

Construction Environmental Management Plan (CEMP)

C 19

C 18

C 33

Transport, Access and Parking DWP (TAP DWP) – Appendix E to the CEMP

C 25

C 24

-

Construction Noise and Vibration DWP (CNV DWP) – Appendix F to the CEMP

C 36

C 28

-

Social Impact and Business Disruption DWP (SIBD DWP) – Appendix G to the CEMP

C 61

C 33

-

Historic Heritage DWP – Appendix H to the CEMP

C 41, 42

C 29, 30

-

Urban Design DWP (Station Plaza) Appendix I to the CEMP

-

33B

-

Urban Design DWP (permanent public realm design)

C 47

-

-

Public Art DWP – Appendix J to the CEMP

C 56

C 32

-

Contamination DWP / Contaminated Soils Management Plan – Appendix K to the CEMP

C 57

-

C 78

Air Quality DWP / Air Quality Management Plan – Appendix L to the CEMP

C 59

33A

C 69, 70, 71

Erosion and Sediment Control Plan (ESCP), including Chemical Treatment Management Plan CTMP) – Appendix M to the CEMP

-

-

C 45, 48, 50, 52

Industrial and Trade Activities Environmental Management Plan (ITA EMP) – Appendix N to the CEMP

-

-

C 96

Groundwater and Settlement Monitoring and Contingency Plan (GSMCP) – Appendix O to the CEMP

-

-

C 117, 122

Consultation has been undertaken with stakeholders in the development of the CEMP and subplans. The CEMP and DWPs have been presented to the CLG for review and comment. Refer to the CEMP, DWPs and management plan for details of the communication and consultation which has been undertaken in preparing each of the plans.

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11

Public Communication Systems and Process AT call centre and free-phone number

AT has an established call centre number for inquiries. For the CRL project, this line connects to a dedicated line direct to the project’s communications staff. This will remain in place. In addition, an 0800 number has been established for the start of construction for the CRL Britomart to Wyndham Street works. The number is 0800 CRL TALK (275 8255) and came into effect in May 2016. It is being promoted to owners, occupiers, businesses and affected stakeholders before construction commences. This number will feature across all Project signage, communication material, Project, AT and AC websites, and other collateral, and provide 24-hour access to the construction team.

Access to a member of the project team is available 24 hours a day, 7 days a week at the free phone number: 0800 CRL TALK (275 8255)

Requirements The DSBJV is required to: Feature the free phone number on all project advertising and collateral 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, and Record all enquiries, requests for information and complaints.

Responding to General enquiries In addition to the free phone number, enquiries from the public may be received by email, in writing or from face to face contact. All such contacts will be recorded in the AT CRM system. (Refer to Section 12 on Complaints processes).

Requirements DSBJV is required to ensure that: The Project team is well briefed to respond to any enquiries, and The site supervisor is present on site during working hours and is able to actively respond to all issues, enquiries and emergencies.

Process The process for managing public enquiries is set out in the below table and in the flowchart (Figure 11.1).

Table 11.1:

Process for managing general enquiries or complaints

Stage

Description

1

The AT CRL Call Centre receives the complaint or enquiry.

2

The complaint or enquiry is recorded and maintained in the AT CRM system. The system has the facility to raise and close out ‘actions’.

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Stage

Description

3

The AT CRL Call Centre liaises with Brandy Smith, the DSBJV Communications Manager, who determines who is the appropriate person to be briefed on the complaint or enquiry.

4

The AT CRL Call Centre briefs the appropriate contact person.

5

The appropriate contact person composes a response to the complaint or enquiry and this is provided to the enquirer within the response timeframes.

6

Each month a record of activity is reviewed to ensure all actions have been closed out.

7

One month after a complaint has been closed out, DSBJV makes a follow up call to the complainant and record feedback in the AT CRM database.

8

AT conducts an annual audit/community survey to review the standard of communications within the community. This may include how public enquiries are responded to.

Response timeframes Table 11.2:

Response timeframes for general enquires / complaints

Enquiry channel Written correspondence (including letters, emails and faxes) and 0800 project information line calls

Response timeframe Acknowledged within one working day of receipt of the complaint by DSBJV. Formal response within 5 working days.

Note: A response may not necessarily equate to a resolution of the issue (as some issues may require a timeframe in excess of 5 working days to resolve) but is aimed to demonstrate that appropriate actions have been taken to achieve a resolution.

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

Meetings

Project contacts Table 11.3:

Specific project contacts for general enquires / complaints

Area of responsibility

Contact Matt Beswick DSBJV Construction Manager - Civil Build Matthew.Beswick@downer.co.nz | 027 702 6002

Construction

Ian Mather DSBJV Construction Manager – MEP Ian.Mather2@downer.co.nz | 021 790 413 Fabrice Perez DSBJV Deputy Project Manager and Construction Manager – Foundations Fabrice.PEREZ@soletanche-bachy.com | 021 913 046

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Area of responsibility

Contact

Environmental and Sustainability Manger

Sarah Sutherland DSBJV Environmental and Sustainability Manager Sarah.Sutherland@downer.co.nz

Escalations for urgency or scale

Dale Burtenshaw DSBJV Project Director Dale.Burtenshaw@downer.co.nz | 021 115 1819

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Figure 11.1 Public queries flowchart

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Open days and media events AT will, from time to time, hold open days and media events during the Project. DSBJV will assist and attend these as required. Open days and media events allow the wider community to find out about the project and meet project staff.

To help AT prepare for the open days and media events, DSBJV is required to: Brief our staff, Auckland Transport Personnel and any other contractors Make available senior members of our team Collate material Contribute to a report on any issues raised, and Provide any information and material to Holly Claeys, the AT CRL Communications and Stakeholder Advisor. This is required at least two weeks in advance of each open day or media event.

Newsletters, brochures, website and social media The AT CRL 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 AT which includes newsletters, brochures and social media posts (refer possible media channels in Table 11.4).

Table 11.4:

Media Channels

Channel

Details

DSBJV Requirements

Website

As the hub of communications for project information, AT’s CRL website will provide: facility for people to sign up for email, Facebook and Twitter updates the freephone number: 0800 CRL TALK (275 8255) contact details for the CRL and a link to the CRL project site record of Community Liaison Group meetings media articles and releases, and communication and consultation plans relating to the project.

Brandy Smith, DSBJV Communications Manager, will provide Carol Greensmith, the AT CRL Communications Manager with the following information: project information as required. content, stories and photos of project progress and experiences. photos of individuals to provide a human face. information for specific constructability stories.

Project Brochure

AT CRL Communications will produce a project brochure before construction commences for distribution through the surrounding communities. This will introduce the scope, route and rough chronology of the construction stages.

Social Media

Online presence on YouTube, Facebook and Twitter.

COMMUNICATION AND CONSULTATION PLAN

Consistent with DSBJV and AT CRL branding.

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

AT CRL Communications responsibility.

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Channel

Details

Industry Specific Media

Industry magazines

Newsletters

AT CRL 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.

DSBJV Requirements Content, stories and photos of project progress and experiences.

Photos of individuals to provide a human face.

Technical specification stories.

Consistent with DSBJV and AT CRL branding.

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

Signage Signage will be used to inform the local community and the public about the Project, including: Why the works are being performed and by whom; Inform public that businesses in Britomart area are still open for business; Directional and safety information, particularly during bicycle and pedestrian path disruptions; bus route detours and disruptions; and, Contact information and how to find out more about the project.

DSBJV will: Ensure that site signage aligns with the AT. DSBJV and key stakeholder branding guidelines. Signage produced by DSBJV will be supplementary to the regulatory traffic management signage.

Place signs to be located in prominent places throughout the Project area, and Position signs well in advance of works or detours commencing.

The process to manage signage is set out below.

Table 11.5:

Process to manage signage

Stage

Description

1

AT CRL Communications Manager consults with key stakeholders prior to designing site signage.

2

AT CRL Communications Manager seeks final design approval from key stakeholders before ordering site signage.

3

AT CRL orders, checks and produces the signage.

4

AT CRL engages with DSBJV to ensure that signage placement confirms to relevant Temporary Traffic considerations. AT CRL is responsible for installing the signage, in conjunction with DSBJV.

5

AT CRL ensures that the signs do not distract drivers and do not otherwise present a health and safety risk to the project

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Other methods Other methods of wider public communications are outlined in Table 11.6.

Table 11.6:

Wider public communication methods

Programme

Description

Community Art

The project site hoardings will have displays around them. These are being organised by the AT team. DSBJV has been consulted about their content.

Viewing/Information Station Platform

A viewing/information station platform located at an appropriate location on lower Queen Street is being planned, and will provide up to date project info / newsletters. This will be in a high foot-traffic, safe area.

Information Boards

Information boards located in high foot traffic areas will promote the Project as well as celebrate the City and region’s heritage. The information boards will provide a great way of involving local community groups and influential stakeholders, indicating an understanding that the project is another chapter in the area’s evolution.

Advertising

Advertising (within the AT and DSBJV brand guidelines) may be required to inform the general public about construction activities. Advertising channels can include: print media radio flyers and miscellaneous options billboards, including buses, bus stops, train stations street-posters, and experiential.

Any advertising material around the site will be the responsibility of AT CRL Communications.

Evaluating communications performance Communications performance will be evaluated across a number of key performance indicators, including by carrying out stakeholder surveys and reviewing feedback from the Community Liaison Groups.

Customer satisfaction Annual surveys will be carried out within the CLG and wider affected community by a suitably qualified person and the results used to inform any changes needed to this CCP to ensure customer satisfaction. Feedback through the CLG will also be useful in determining community awareness and perspectives. This will also meet ISCA requirements for the purposes of obtaining an Infrastructure Sustainability (IS) Rating for the Project.

Where the communications and stakeholder team has fielded a complaint, a follow-up call will be actioned one month after the complaint has been closed out, and feedback recorded in the stakeholder communications database.

Annual audits and/or community surveys will be undertaken to review communication with the community. These will meet requirements under ISCA.

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Requirements The DSBJV is required to evaluate communications performance by: Conducting stakeholder surveys at intervals to be agreed with AT. These will gauge the surrounding communities’ level of satisfaction Receiving feedback through the Community Liaison Groups. This will also be useful in determining levels of community satisfaction Holding weekly work in progress meetings with the AT Project Manager. During these meetings stakeholder satisfaction and upcoming work will be reviewed to identify communication requirements. Any issues which arise which may be potentially contentious or affect AT’s interest should be communicated to the Project Manager immediately.

The results of evaluating communications performance will also be taken into consideration when the Communications Plan is reviewed and updated at annual intervals with AT.

Process The process for evaluating communications performance is set out below.

Table 11.7: Evaluation Communications Performance

Stage

Who

Description Agrees the evaluation methodology, focusing on process outcomes. For example, was the complaint: answered in a timely manner clearly explained politely and professionally delivered, and completely resolved.

1

Carol Greensmith, AT Dale Burtenshaw, DSBJV Brandy Smith, DSBJV

2

Carol Greensmith, AT Dale Burtenshaw, DSBJV Brandy Smith, DSBJV

Agrees on a sample for the evaluation. For example: all or a sample of the parties identified in the consents full membership of the Community Liaison Group, or other complainant sample.

3

Carol Greensmith, AT Dale Burtenshaw, Brandy Smith, DSBJV

Agrees on an independent firm to carry out the survey.

4

Dale Burtenshaw, DSBJV

Reports the survey results as part of Key Performance Indicators

5

Joint Venture Committee

Reports the survey results as part of Key Performance Indicators

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12

Dealing with complaints

All Project related complaints will be dealt with in a responsive manner. This ensures that stakeholders can feel their concerns are being seriously dealt with and not dismissed. The DSBJV wants to develop a relationship of trust and reliability between the community and the Project team.

Requirements The DSBJV is required to ensure that: The DSBJV Communications Manager handles all complaints that arise on the Project, and they are tracked by AT through the CRM. They will be supported by the DSBJV Project Manager 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 DSBJV 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, and Site staff are provided with Project contact business cards that they can give to people wishing to make a complaint if they are approached on site.

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

Table 12.1:

Process for managing complaints

Stage

Description

1

All complaints are forwarded to the DSBJV Communications Manager and DSBJV Project Director via the complaints/enquiry form.

AT CRL Communications Management have the relevant forms.

2

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

3

Acknowledgement of a complaint is provided within 1 day of receipt. Major complaints such as building damage will be addressed as soon as is practicable. Formal acknowledgement shall be made within 5 days of receipt.

Note: refer to Section 11.2.3 Response timeframe’s.

4

The DSBJV Communications Manager works closely with the DSBJV Project Director and delivery team to resolve complaints. They are proactive in keeping complainants informed of what action is being taken to address their concerns.

5

If a complaint cannot be resolved within the complaints process timeframe, the complainant is invited to a meeting with the DSBJV Communications Manager and the DSBJV Project Management team.

COMMUNICATION AND CONSULTATION PLAN

July 2016

49

Stage

Description

6

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

7

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 DSBJV Communications Manager to check that all actions have been closed out.

8

Complaints data is reviewed regularly by the DSBJV Communications Manager, together with the DSBJV Project Director, Dale Burtenshaw, to identify any trends.

If required, improvements to project processes and mitigation strategies will be implemented to minimise future complaints.

COMMUNICATION AND CONSULTATION PLAN

July 2016

50

13

Media enquiries and releases

DSBJV is sensitive to the political environment relating to the wider CRL project and the community and stakeholders who are affected by it. We will support AT’s handling of all media enquiries and opportunities.

Requirements The DSBJV is required to adhere to AT’s media protocols which include: Reporting to AT immediately on any matters which may be contentious or affect the good reputation of AT or the Project Providing a very quick turnaround on facts if AT is required to front to camera The DSBJV Project Director collaborating with AT’s CRL Communications Manager to be the approved spokesperson for specific technical responses to media enquiries Briefing our staff, including subcontractors 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 AT, and Providing full support to the AT CRL Communications team for any media activities, including providing resources, personnel and promotional materials or assisting with event management and site access. AT’s requirements for media activities will be discussed and organised at the regular meetings between the DSBJV Communications Manager and the AT CRL Communications Manager.

Media enquiries All media enquiries will be channelled through the AT CRL Communications Manager, who will discuss the recommended approach with the AT CRL Britomart to Wyndham Construction Manager.

The project media spokesperson is the AT CRL Project Director. The communications contact on behalf of the media spokesperson is the CRL Communications Manager: Carol Greensmith DDI:

09 447 4194 | Mob: 021 569 211

Email: carol.greensmith@aucklandtransport.govt.nz A copy of all media articles on the project will be kept electronically and uploaded to the Project website.

COMMUNICATION AND CONSULTATION PLAN

July 2016

51 The following process outlines how media enquiries will be handled.

Table 13.1:

Process for managing media enquiries

Stage

Description

1

DSBJV staff and subcontractors direct all media enquiries to the DSBJV Communications Manager.

2

The DSBJV Communications Manager forwards the enquiries through to Carol Greensmith, the AT CRL Communications Manager, together with any relevant information.

3

The DSBJV Communications Manager assists the AT CRL Communications Manager to prepare responses to the enquiries.

4

If appropriate, a combined FAQ Sheet is prepared between AT and the DSBJV with standard explanations, descriptions and responses to common media issues or questions.

Media Releases Media releases/invitations will be issued around key milestones, major works that will have an impact on the local or wider public, and support the project objectives.

Releases will be prepared by the AT CRL Communications Manager, reviewed by the AT Project Manager and approved by AT. Any media releases mentioning key stakeholders will be approved by said stakeholder prior to release. Releases will be issued by the AT media manager, posted on the AT/project’s website and supported by social media links.

The DSBJV is sensitive to the political environment relating to the CRL project and the community and stakeholders who are affected by it. We will support AT’s handling of all media enquiries and opportunities.

The following process outlines how media releases will be produced.

Table 13.2:

Stage

Process for producing media releases

Description

1

The AT CRL Communications Manager identifies opportunities for positive stories such as programme milestones. These help to raise the profile of the project and assist in communicating messages to a wider range of stakeholders.

2

The AT CRL Communications manager prepares media releases in collaboration with the DSBJV Communications Manager and the DSBJV Project Director.

3

All potential opportunities are provided to the AT CRL Communications Manager for consideration and a final decision.

4

Media releases are issued by the AT CRL Communications Manager, posted on the CRL website and supported by Facebook.

5

Electronic versions of articles and features are circulated to DSBJV and AT staff.

6

AT retains a copy of all media articles and features electronically on the communications database.

COMMUNICATION AND CONSULTATION PLAN

July 2016

52

Potentially contentious issues DSBJV is aware that AT and the wider CRL project are operating in a political environment and affecting a diverse community, citizen and customer base. To support this we will be proactive in reporting any issues that may affect AT’s interest and the positive reputation of the Project.

Examples of contentious issues Contentious issues include: Damage to properties, buildings or utilities; Utility shutdowns; Contaminant spills; Increased traffic congestion and changes to the transport network; and, Unforeseen blockage of property or building access.

Requirements DSBJV is required to: Report immediately on all matters that may be contentious or affect AT’s interest. This may include accidents and damage to property or utilities Provide a high standard of factual information to enable AT to liaise with the public, media or other party Brief the project team so that they are aware of, and can report any contentious issues, and Report on routine public liaison matters at the fortnightly meeting with AT.

Process The process for managing contentious issues is set out below.

Table 13.3: Managing contention issues process

Stage

Description

1

CRM staff log the issue within CRM.

2

CRM staff consult the relevant Management Plan, e.g. TAP DWP to locate any pertinent information relating to the issue.

3

The issue is escalated by email with all relevant information to Carol Greensmith, the AT CRL Communications Manager. A copy is provided to Dale Burtenshaw, the DSBJV Project Director.

4

If a response is required from DSBJV, clear it first with the DSBJV Project Director, then provide it to the AT CRL Communications Manager.

5

Following the response, check with the AT CRL Communications Manager to determine if any further response is required from DSBJV.

COMMUNICATION AND CONSULTATION PLAN

July 2016

53

Contact Details Table 13.4: Contact Details

Responsibility

Contact

Main contact

Carol Greensmith AT CRL Communications Manager 021 569 211 carol.greensmith@aucklandtransport.govt.nz

Second contact

Dale Burtenshaw DSBJV Project Director (ECI Stage) 021 115 1819 Dale.Burtenshaw@downer.co.nz

Brandy Smith DSBJV Communications Manager 027 692 3783 Brandy.smith@downer.co.nz

Official Information requests and Privacy Act The DSBJV will assist AT to comply with all Project related requests received under the Local Government Official Information and Meetings Act and Privacy Act in accordance with the requirements of the Local Government Act 2002.

AT will collate the information, respond to the requestor, and record the request and the information provided in a database.

Requirements DSBJV is required to: Provide the required information to AT in a timely manner; and Not release any information directly to the person making the request.

COMMUNICATION AND CONSULTATION PLAN

July 2016

54

14

Managing crisis and emergency communications

The AT Emergency Response and Incident Management Plan for the Project describes how DSBJV will manage any emergencies and potential crisis situations. It ensures that any further harm to a person, property, the environment, reputation or loss to the DSBJV is minimised.

Requirements In the event of a crisis or emergency, the DSBJV 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 the DSBJV and AT Report any crisis or emergency to its component companies through the Joint Venture Committee representatives, and through the Project Governance Group, and Front to the media together with AT.

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.

COMMUNICATION AND CONSULTATION PLAN

July 2016

55 Table 14.1: Emergency Contact Details

Company

Name

Position

Contact

Auckland Transport

Scott Elwarth

CRL Britomart to Wyndham Construction Manager

Scott.elwarth@at.govt.nz 021 725 544

Auckland Transport

Carol Greensmith

CRL Communications Manager

Auckland Transport

Chris Meale

CRL Project Director

Chris.Meale@at.govt.nz 022 418 3394

Auckland Transport

Mark Durham

Construction Safety Manager

Mark.Durham@at.govt.nz 027 733 2156

Auckland Transport

Nick Adams

Engineer’s Representative

Nick.Adams@at.govt.nz021 413 608

Auckland Transport

Steve Newbury

CRL Utilities Project Manager

Steve.newbury@at.govt.nz 027 5755 982

Chris Moloney

DSBJV Commercial Manager

DSBJV

DSBJV

DSBJV

DSBJV DSBJV DSBJV

DSBJV

DSBJV

Dale Burtenshaw

DSBJV Project Director

Carol.Greensmith@at.govt.nz 021 569 211

Chris.Moloney@downer.co.nz 027 706 6607 Dale.Burtenshaw@downer.co.nz 021 115 1819

Fabrice Perez

DSBJV Deputy Project Director and Construction Manager Foundations

Matt Beswick

DSBJV Construction Manager - Civil Build

Ian Mather

DSBJV Construction Manager - MEP

Clint Hill

DSBJV Zero Harm Manager

Brandy Smith

DSBJV Communications Manager

Brandy.smith@downer.co.nz 027 692 3783

Sarah Sutherland

DSBJV Environmental and Sustainability Manager

Sarah.Sutherland@downer.co.nz TBC

COMMUNICATION AND CONSULTATION PLAN

Fabrice.PEREZ@soletanche-bachy.com 021 913 046

Matthew.Beswick@downer.co.nz 027 702 6002 Ian.Mather2@downer.co.nz 021 790 413 Clinton.Hill@downer.co.nz 027 702 8309

July 2016

56

15

CCP Review and Updating

The CCP will be updated over the course of the Project to reflect material changes associated with changes to construction techniques, the natural environment or due to unresolved complaints or feedback from the community, stakeholders, affected parties and affected in proximity parties during construction of the Project.

CCP Review In accordance with CRL designation Condition 15.6, BTC designation Condition 16.6 and Condition 29 of the resource consents, the CCP will be reviewed at least six monthly by the DSBJV and AT. The review will be organised by the Communications Manager and all project personnel will be informed of any changes to the CCP through the regular Project communications processes. The review will take into consideration: Compliance with the designation and resource consent conditions, the CEMP, sub-plans (including site specific plans) and material changes to these plans.

Any significant changes to construction activities or methods.

Key changes to roles and responsibilities within the Project team.

Changes in industry best practice standards.

Changes in legal or other requirements (social and environmental legal requirements, consent conditions, AT objectives and relevant policies, plans, standards, specifications and guidelines).

Results of inspections, monitoring and reporting procedures associated with the management of adverse effects during construction.

Comments or recommendations from Auckland Council regarding the CCP, CEMP and/or sub-plans.

Unresolved complaints and any response to complaints and remedial action taken to address the complaint.

Following audits where improvements/changes are suggested.

Following performance reporting to senior management where improvements/changes are made.

CCP Updates The process for updating the CCP is as follows (refer to CRL designation Condition 15.6, BTC designation Condition 16.6 and Condition 29 to 31 of the CRL Britomart to Wyndham resource consents for further information): Any updated CCP shall be provided to the “key contacts” identified in CRL designation Condition 14, BTC designation Condition 13 and Condition 29 of the resource consents and to Auckland Council’s Consent Monitoring Officer (and or Team Leader Central Monitoring) 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 DSBJV Communication Manager or the AT CRL Communications Manager and confirmation of completion provided back to the Auckland Council Consent Monitoring officer.

COMMUNICATION AND CONSULTATION PLAN

July 2016

57 If, in the course of amendments undertaken as part of the review process, a material change is made to the CCP, those parties affected by the change (including key stakeholders and CLG), shall be notified within 20 days of the material change occurring.

A copy of the original CCP document and subsequent versions will be kept for the Project records, and marked as obsolete. Each new / updated version of the CCP documentation will be issued with a version number and date to eliminate obsolete CCP documentation being used.

COMMUNICATION AND CONSULTATION PLAN

July 2016

Appendix A:

Stakeholder

Community of Interest - Stakeholder Key Contacts Contact Details

Government/Statutory Heritage New Zealand

Bev Parslow bparslow@heritage.org.nz Robin Byron rbyron@heritage.org.nz

NZTA

Graham O’Connell graham.oconnell@nzta.govt.nz

Local board representatives Waitemata

Shale.Chambers@aucklandcouncil.govt.nz

Albert Eden

Peter.Haynes@aucklandcouncil.govt.nz

Auckland Council Parks

Dawn Bardsley Dawn.bardsley@aucklandocuncil.govt.nz

Heritage

Myfanwy Eaves Myfanwy.Eaves@aucklandcouncil .govt.nz Bryan Bennett Bryan.Bennett@aucklandcouncil.govt.nz

Public Art

Carole Anne Meehan CaroleAnne.Meehan@aucklandcouncil.govt.nz

Iwi Ng ti Wh tua o

kei

Mei Hill Mei@ngatiwhatuaorakei.com

Ng ti Te Ata

Berenize Peita b.peita@gmail.com

Ng ti Paoa

Jamie Forsman

Stakeholder

Contact Details

Te Akitai

Adrian Pettit adrianleepettit@gmail.com

Ng ti Maru

Geoff Cook ngati.maru@wave.co.nz geoff@ngatimaru.iwi.nz

Ng ti Tamaoho

Lucille Rutherfurd lucierutherfurd@gmail.com

Te Kawerau a Maki

Scott Lomas Scott.Lomas@tekawerau.iwi.nz

Ng i Tai ki T maki

Jeff Lee jeff.lee@ngaitai-ki-tamaki.co.nz

Business associations Heart of the City

Tania Loveridge Tania@hotcity.co.nz

Auckland Chamber of Commerce and Industry

Michael Barnett

Auckland CBD Residents Advisory Group

ak.cbd.rag@gmail.com

mbarnett@chamber.co.nz

Property / Address

Business

Contact Details

Property

Property Manager

Contact Details

Britomart Group Company (BGC):

Campbell Williamson - campbell.williamson@cooperandcompany.org

Britomart Precinct

Cooper and Company

Zurich Building

Precinct Properties

HSBC Building

Precinct Properties

Jeremy Priddy - jeremy.priddy@cooperandcompany.org Peter Bowden – Property Manager 021 160 6968 | peter.bowden@precinct.co.nz Ben Twigden - Property Manager 09 927 1633 or 029 494 2268 | ben.twigden@precinct.co.nz

Property / Address

Business

Contact Details Noel Playle - Building Representative

Endeans Building

Endeans Building

nmplayle@gmail.com

Gordon Nelson - Building Representative gpetal@xtra.co.nz 09 423 7744, 027 375 8925 Rakesh Pandey | Rakesh@cpgroupnz.com

Mercure Hotel Building

CP Group NZ

Tenham Investments HarbourView

Farry & Co

152 Quay Street

Britomart Transport Centre 8 - 10 Queen Street DOWNTOWN SHOPPING CENTRE MERCURE HOTEL BUILDING

09 353 6671 | pfarry@farry.co.nz

bca@orcon.net.nz 027 495 4065

148 Quay St

Business Address

Paul Farry

Russell McKinnon, Building Manager

Residential

RETAIL TENANTS

Nigel Harford, Temp General Manager | h1721-fo1@accor.com 09 377 8920 | 0274 700062

Business

Contact Details

Property Manager

It is noted that all retailers and tenants in the BTC and CPO will vacate the BTC before works in the CPO commence.

Cooper and Company

Downtown Shopping Centre to be demolished as part of the redevelopment of this site

Precinct Properties

Champions of the World has now vacated so premises is empty

Queen Street QUAY STREET 1 Queen Street

BRITOMART 130 QUAY St

various retail stores that front Quay Street Campbell Williamson campbell.williamson@cooperandcomp any.org Cooper and Company

Cooper & Company Grant Kirby 021 521 993

BARRINGTON BUILDING 10 Customs Street East

AS Colour

BARRINGTON BUILDING 12 Customs Street East

Federation

Lawrence Railton 09 379 5983 lawrence@ascolour.co.nz Don@federation.co.nz 0210 644616 | 09 303 3133

Cooper and Company

Cooper and Company

Property / Address

Business

Contact Details

BARRINGTON BUILDING Customs Street East

Britomart Hospitality Company

johnny@britomarthospitality.co.nz

Cooper and Company

BARRINGTON BUILDING Customs Street East

Mindhive

hello@mindhive.co.nz

Cooper and Company

BARRINGTON BUILDING Customs Street East

Inhouse Design

hello@inhousedesign.co.nz

Cooper and Company

OLD SOFRANA HOUSE 14 Customs Street East

Alchemy Equipment

OLD SOFRANA HOUSE 16 Customs Street East

Macpac,

LEVY BUILDING 20 Customs Street East

RJB Design

MASONIC HOUSE 30-32 Customs Street East EXCELSIOR BUILDING Cnr Galway and Commerece CUSTOM HOUSE 22 Customs St East CUSTOM HOUSE 34 Customs St East

Coucou Boutique

Central Valet DropOff

DFS Galleria

Service Denim Store

THE PAVILIONS 2 Te Ara Tahuhu

Trelise Cooper

THE PAVILIONS 4 Te Ara Tahuhu

The Co-op

THE PAVILIONS 6 Te Ara Tahuhu

Lineage

THE PAVILIONS 2D Commerce St

THE PAVILIONS 2C Commerce St

jonny@degrandi.co.nz 021 352 315 britomart@macpac.co.nz 09 379 7589 021 155 3658 ronald@rjbdesign.co.nz 09 309 1932 Madepocket@gmail.com 9 366 1694

enquiries@cooperandcompanyparking .org 09 300 6190 Carly Robertson carly.robertson@dfs.com 021500021 Sharon Tulp sharon.tulp@bayleys.co.nz Manager, Kelly 14ozmanagement@gmail.com Rose Williams 09 366 1964 pavilions@trelisecooper.co.nz Lucy Adams 09 366 1617 pavilions@co-opcollective.co.nz Jennie Loo jennie@lineage.co.nz 09309 1955

Cooper and Company

Cooper and Company

Cooper and Company

Cooper and Company

Cooper and Company

BAYLEYS

Cooper and Company

Cooper and Company

Cooper and Company

Cooper and Company

Anna Miles Sass and Bide

anna.miles@retail.sassandbide.com | 09 377 2630

Cooper and Company

Melanie Garrity Onitsuka Tiger

info@onitsukatiger.co.nz 0212099983 | 09 307 6975

Cooper and Company

Property / Address

Business

THE PAVILIONS 2C Commerce St

Timberlands

timberlandsbritomart@britwyn.co.nz | 09 309 2716

Cooper and Company

Ecoya

julia@ecoya.co.nz

Cooper and Company

Contact Details Nick Bromfield

MASTERCARD HOUSE 22-28 Customs Street Level 3

148 QUAY ST

COMMERCIAL / Professional services

Hartings Limited

Business

Chris Hay chris_m_hay@yahoo.com.au 09 366 4739

Contact Details

Building Manager: Russel McKinnon bca@orcon.net.nz 027 495 4065 Bodycorp Admin: Zenalie Zenalie@bodycorpadmin.c o.nz Property Manager

Building Manager: HSBC BUILDING 1 Queen Street

HSBC building

Ben Twigden Facilities Manager:

Precinct Properties

Leon Hewertson HSBC BUILDING 1 Queen Street

HSBC Bank

09-368 8688

Precinct Properties

Dun and Bradstreet NZ

David King (National Operations Manager) KingD@dnb.co.nz

Precinct Properties

Ground Floor HSBC BUILDING 1 Lower Queen Street Level 3

09 359 8034

HSBC BUILDING 1 Queen Street

OOCL

Level 4 HSBC BUILDING 1 Queen Street

VISA

Level 13 HSBC BUILDING 1 Queen Street

Level 6

Samantha Caddy (09) 926 2010 scaddy@visa.com Marty Kerr – Country Manager mkerr@visa.com

Baldwins

Mike Spraggon CEO Mike.Spraggon@baldwins.com

Serious Fraud Office

Mary Harris (Office Manager) mary.harris@sfo.govt.nz

Level 15 ZURICH HOUSE 12 Queen Street

Peter Sutherland General Manager peter.sutherland@oocl.com 09 3557874 | 021 740 873

SFO

09 303 5031

Precinct Properties

Precinct Properties

Precinct Properties

Precinct Properties

Property / Address ZURICH HOUSE 12 Queen Street

Business

Contact Details

NZX

Moira Howson - HR Manager moira.howson@nzx.com

Level 7 ZURICH HOUSE 12 Queen Street

NZ Super

Level 12

Operational Due Diligence Analyst, Brendon Forbes

Christmas Gouwland

ENDEANS BUILDING 2 Queen Street Ground Floor

Industrial and Commercial Bank of China

OLD SOFRANA HOUSE 18 Customs St East

Young and Shand

09 282 4680 auckland@youngshand.com

Buzz Channel

insight@buzzchannel.co.nz 379 8920

level 2

level 2 OLD SOFRANA HOUSE 18 Customs St East

TOA Architects

level 3 OLD SOFRANA HOUSE 18 Customs St East level 3 OLD SOFRANA HOUSE 18 Customs St East

Precinct Properties

bforbes@nzsuperfund.co.nz

ZURICH HOUSE 12 Queen Street

OLD SOFRANA HOUSE 18 Customs St East

Precinct Properties

Jill Benge 09 302 6172 jill.benge@wbcg.co.nz

Precinct Properties

Branch Manager, Carrie Tang 0064 9 374 7266

Endeans

info@nz.icbc.com.cn

margaret@toa.net.nz 09 303 3573

Sustainable Business Network

info@sustainable.org.nz

Caaht Studio

info@caahtstudio.com 093076600

Guy Richards Design Guide

Guy Richards guy@grdg.co.nz

09 826 0394

Cooper and Company

09

Cooper and Company

Cooper and Company

Cooper and Company

Cooper and Company

level 3 OLD SOFRANA HOUSE 18 Customs St East level 3

SANBETH HOUSE 22 Customs St East

Generator

EXCELSIOR HOUSE 6 Commerce St

Online Republic

LEVY BUILDING 20 Customs Street East Level 1

021 642 142 Francesca 022 097 7296 francesca@generatornz.com Jess Cooper 021 985 711 jess@generatornz.com Charlotte Lightbody clightbody@onlinerepublic.com

Cooper and Company

Cooper and Company

Cooper and Company

021 0295 8878 Pharmaceutical Solutions

Tamsin admin@pharmasols.com

Cooper and Company

Property / Address LEVY BUILDING 20 Customs Street East Level 2

MASONIC HOUSE 30-32 Customs St

Business

Contact Details

Big Communications

Ant Salmon ant@bigcommunications.co.nz

Cooper and Company

Translate Digital

Manager, Brody brody@translatedigital.com

Cooper and Company

The Spinoff newspaper

duncan@thespinoff.co.nz

Cooper and Company

Level 3 MASONIC HOUSE 30-32 Customs St Level 3 MASONIC HOUSE 30-32 Customs St

VICE NZ

Level 1

tim@vicenz.com david.benge@vice.com

Cooper and Company

Bledisloe Property - Jory Blair ROBO TOWER 2 Commerce St Level 6

HOSPITALITY Businesses

Robobank Tower

jory@bledisloeproperty.co.nz

Business

Contact Details

Below the Square Café

Carey and Linda

No.1 Queen Street Café and Bar

Travis Field, owner

Property Manager

Eateries / bars / clubs QEII SQUARE 1 – 12 Queen Street QEII SQUARE 1 Queen Street DOWNTOWN SHOPPING CENTRE 11- 19 Customs Street West

lliu23@hotmail.com

09-358 0365

Precinct Properties

Precinct Properties

Downtown Shopping Centre to be demolished as part of the redevelopment of this site

Precinct Properties

Marvel Hospitality Group

info@marvelhospitality.co.nz

Cooper and Company

ENDEANS Tyler Street

Daikoku Ramen Noodle

narita@daikoku.co.nz 093022432

Endeans

ENDEANS Tyler Street

Dogmatic

fantonynz@hotmail.com 021 924 498

Endeans

BRITOMART TRANSPORT CENTRE (BTC) &

It is noted that all retailers and tenants in the BTC and CPO will vacate the BTC before works in the CPO commence. As a

MASONIC HOUSE 30-32 Customs St Level 2

Cooper and Company

Property / Address

Business

CENTRAL POST OFFICE (CPO)

consequence, this SIBD DWP has not considered effects on these parties.

Contact Details

8 - 10 Queen Street LEVI BUILDING 20 Customs St

Xuxu Dumpling bar

tonymcgeorge@gmail.com 09 309 5529

Cooper and Company

gill@cafehanoi.co.nz 021 522 838

EXCELSIOR HOUSE Corner Galway Street and Commerce Street

Café Hanoi

EXCELSIOR HOUSE Corner Wyndham Street and Albert Street

Hollywood Bakery

He Kang khtao1205@hotmail.com 09 300 6190

Cooper and Company

EXCELSIOR HOUSE 22 Customs St East

Shaky Isles

William williamv@marvelhospitality.co.nz

Cooper and Company

STANBETH HOUSE 27 Galway St

1885

Johnny De Monchy 021 576 857 johnny@britomarthospitality.co.nz

Cooper and Company

31 GALWAY ST

Better Burger

09 303 2541

Cooper and Company

OLD SOFRANA HOUSE

Alchemy Equipment

Johnny Price (Owner) jonny@degrandi.co.nz

Cooper and Company

14 Customs Street East

Cooper and Company

admin@cafehanoi.co.nz 09 302 3478

14 Customs Street East OLD SOFRANA HOUSE

Jason@cafehanoi.co.nz

021 352 315 Little Bird Unbakery Britomart

jeremy@littlebirdorganics.co.nz 09 636 6807

Cooper and Company

Prakash Hira, Managing Director MERCURE HOTEL BUILDING

McDonalds

prakash.hira@nz.licensee.mcd.com Restaurant Manager, Nalini 0381@nz.stores.mcd.com

Queen Street

CP Group NZ Communications to go through McDonalds

Operations Manager, Kim MERCURE HOTEL BUILDING

Club Kong

09-309 0998 enquiries@kong.co.nz www.facebook.com/ClubKong

CP Group NZ

wellington@rabobank.com

Bledisloe Properties Limited

Galway Street RABO BANK TOWER

Double Standard Cafe

jory@bledisloeproperty.co.nz

Communications to go through Mercure

Building Manager: Russel McKinnon | 148 QUAY STREET

City Star Convenience Store

bca@orcon.net.nz

fareed986@yahoo.com

027 495 4065

Bodycorp Admin: Zenalie |

Zenalie@bodycorpad min.co.nz Hotels

Property / Address MERCURE HOTEL BUILDING

Business

Mercure Hotel

8 Customs Street East

Contact Details Nigel Harford, Temp General Manager

CP Group NZ

09 377 8920 | 0274 700062

Communications to go through Mercure Hotel

h1721-fo1@accor.com

Residential Building Manager: Russel McKinnon | bca@orcon.net.nz 027 495 4065 Bodycorp Admin: Zenalie | Zenalie@bodycorpadmin.co.nz 148 Quay St

Tenants; Paul McLuckie paul@ourmail.co.nz | Peter Stratford p.d.s@xtra.co.nz Tom Morton tom@pulsetraffic.com | Stephen Dudding stephen@ppetal.co.nz Torey Leggett torey@webbgroup.co.nz

HARBOURVIEW

sanjay@bodycorpadmin.co.nz

152 Quay Street

All communication to tenants through Paul Farry

ENDEANS

Gordon and Patricia Nelson

Noel Playle

2 Queen Street

gpetal@xtra.co.nz

nmplayle@gmail.com

MASTERCARD HOUSE Quinovic Apartments 136 Customs Street

Graeme Henderson graeme@quinovic-apartmentsonline.co.nz 021 928 261, 09 972 2821

Transport Operators / Agencies Taxi Federation

Automobile Association

Road Transport Association

Roger.heale@taxifed.co.nz Barney Irvine birvine@aa.co.nz Keith McGuire kmcquire@rtanz.co.nz

Emergency services Fire

Roger Callister Roger.callister@fire.org.nz Inspector Andy King

Police

| Paul Farry pfarry@farry.co.nz

Andrew.king@police.govt.nz Noreen.hegarty@police.govt.nz gavin.henderson@police.govt.nz

Property / Address

Business

Contact Details

matthew.srhoj@police.govt.nz John Takerei Ambulance

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

Utilities Watercare

Vector

Chorus

Vodafone

City Link

Auckland Council Stormwater

Alastair Stewart astewart@watercare.co.nz Alec Christie Alec.christie@vector.co.nz Bob Willering Bob.willering@chorus.co.nz Lindsay Fitness Lindsay.fitness@vodafone.co.nz Ian Neary Ineary@ihug.co.nz Yasenko Krpo, Ranjit Ranatunga and Manel Liyanagama

General/community PT Users

n/a

Media

TBC

Public

n/a

Appendix B :

Key Project Contact Details

Company

Name

AT

Adams, Nick

AT AT AT

Bird, Chris Durham, Mark Edwards, Joe

AT

Elwarth, Scott

AT

Greensmith, Carol

AT

Jenkins, Richard

AT AT AT Bus Services AT DSBJV DSBJV DSBJV DSBJV

Shonagh Lindsay Meale, Chris McAlpine, Stuart Newbury, Steve Beswick, Matt Burtenshaw, Dale Hill, Clint Mather, Ian

DSBJV

Perez, Fabrice

DSBJV

Smith, Brandy

DSBJV

Sutherland, Sarah

Title AT CRL Construction Manager – Contract 1 CRL Traffic Manager CRL Construction Safety Manager Contracts Manager CRL Britomart to Wyndham Construction Manager CRL Communications Manager CRL Principal Planner – representing consent holder AT Senior Public Affairs Advisor CRL Project Director AT Lead Service Disruptions CRL Utilities Project Manager Construction Manager – Civil Build Project Director Zero Harm Manager Construction Manager - MEP Deputy Project Director / Construction Manager – Foundations Communication Manager Environmental and Sustainability Manager

Contact Phone

Contact Email

022 645 1637

Nick.Adams@at.govt.nz

021 413 608 027 733 2156 021 569 126

chris.bird@at.govt.nz mark.durham@at.govt.nz Joe.edwards@at.govt.nz

021 725 544

scott.elwarth@at.govt.nz

021 569 211

carol.Greensmith@at.govt.nz

021 870 124

richard.jenkins@at.govt.nz

021 710 137 022 418 3394 021 307 447 027 5755 982 027 702 6002 021 115 1819 027 702 8309 021 790 413

Shonagh.Lindsay@at.govt.nz Chris.Meale@at.govt.nz Stuart.McAlpine@at.govt.nz Steve.Newbury@at.govt.nz Matthew.Beswick@downer.co.nz Dale.Burtenshaw@downer.co.nz Clinton.Hill@downer.co.nz Ian.Mather2@downer.co.nz

021 913 046

Fabrice.PEREZ@soletanche-bachy.com

027 692 3783

Brandy.smith@downer.co.nz

TBC

Sarah.Sutherland@downer.co.nz

Appendix C :

Key Property Owner Contact Details

Company Cooper and Company Cooper and Company

Responsibility Britomart Group (Britomart Precinct) Britomart Group (Britomart Precinct)

Name

Position

Phone

Campbell Williamson

Development Director

021 521 993

Grant Kirby

Consultant & Britomart Group board member

094205185 (use landline) 021 938 076

Email

Campbell.Williamson@cooperandcompany.org

grantconsult@xtra.co.nz

Physical Address Level 3, 130 Quay St, Britomart.

Level 3, 130 Quay St, Britomart.

Endeans Building

Endeans

Noel Playle

Body Corp

nmplayle@gmail.com

2 Queen St

Endeans Building

Endeans

Gordon & Patricia Nelson

Body Corp

gpetal@xtra.co.nz

2 Queen St

Precinct Properties

Zurich Building

Peter Bowden

Property Manager

021 160 6968

peter.bowden@precinct.co.nz

21 Queen St

Precinct Properties

‘Commercial Bay’ Development Site (former Downtown Shopping Centre)

Peter Bowden

Property Manager

022 160 6968

peter.bowden@precinct.co.nz

Lower Queen Street

Precinct Properties

HSBC Building

Ben Twigden

Property Manager

ben.twigden@precinct.co.nz

1 Queen St

Mercure Hotel

Mercure Hotel

Nigel Harford

Temp General Manager

029 494 2268 027 470 0062 09 377 8920

h1721-fo1@accor.com

8 Customs St east, Auckland 1010

McDonalds

McDonalds

Prakash Hira

prakash.hira@nz.licensee.mcd.com

2-8 Customs St East

McDonalds

McDonalds

Nalina

0381@nz.stores.mcd.com

2-8 Customs St East

Managing Director, Hira Corporation Store Manager

021 1104 2045

Appendix D :

City Rail Link Enabling Works Contract 1 - Stage 1 to Stage 4 Overview

Figure 2: C1 Stage 1 Construction Plan

Figure 3 C1 Stage 2 Construction Plan

Figure 4: C1 Stage 3 Construction Plan

Figure 5: C1 Stage 4 Construction Plan

Appendix E :

Risk Mitigation Matrix – template

Use this matrix to determine risk mitigation strategies.

Issues/risks/challenges

Likelihood (Low,

Impact (Low,

Medium High)

Medium High)

Proposed mitigation

Appendix F :

Identified Built Heritage

The following table lists those heritage buildings identified as requiring a building condition survey (identified in CRL designation Condition 46 and BTC designation Condition 31).

Building/Structure

Status

Former Chief Post Office building (12 Queen Street)

Subject to construction works Heritage features to be protected, removed and stored as appropriate for reinstatement as outlined in the Built Heritage section of the Historic Character DWP

Endeans Building (2 Queen Street)

Adjacent to Project area

Levy Building

Adjacent to Project area (20 Customs Street East)

Barrington Building

Adjacent to Project area (10 Customs Street East)

Old Sofrana House

Adjacent to Project area (14 – 18 Customs Street East)

Mercure Hotel

Adjacent to Project area (2-8 Customs Street East)

Zurich House

Adjacent to Project area (21 Queen Street)

148 Quay Street

Adjacent to Project area

Harbour View Building

Adjacent to Project area (152 Quay Street)

Appendix G :

Utility Consultation

Network Utility Operator Chorus telecommunications

Summary of Consultation Engagement Engagement (in the form of emails, phone calls, meetings and a workshop) has been undertaken with Bob Willering, Senior Delivery Specialist at Chorus, from December 2015 regarding impacts of the construction works on Chorus utilities located within or surrounding the Project area.

Engagement Outcome The Chorus representative has confirmed: Chorus utilities located within lower Queen Street will be impacted by Stage 3 of the Project and require removal and protection. New connections will be required for the temporary accommodation works (Stage 1 of the Project).

Works to Chorus utilities will be undertaken in accordance with the Chorus Agreement Relating to the Movement of Infrastructure dated December 2015.

In relation to the lower Queen Street excavation, a Node to Node connection could be outside the designation boundaries, however any works to this connection could be undertaken via manhole access and would not require excavation works. Essentially, these works would be business as usual.

At this point in time, Chorus will not need to work outside of the BTC or CRL designation boundaries in order to divert any cables that are affected by the construction work.

Future Engagement Engagement with Chorus will remain on-going as the Project progresses.

Vector – power, gas and telecommunications

Engagement Engagement (in the form of emails, phone calls, meetings and a workshop) has been undertaken with the following Vector representatives from November 2015: Alec Christie, (Stakeholder Engagement - Programme & Projects) at Vector, regarding impacts of the construction works on Vector utilities located within or surrounding the Project area.

Network Utility Operator

Summary of Consultation Graeme Norton (Fibre Plant Specialist) at Vector Communications, regarding impacts of the construction works on Vector telecommunication utilities Mike Cribb, (Gas Service Project Manager) at Vector Gas, regarding impacts of the construction works on Vector Gas utilities.

James Thatcher (Consultant to Vector) regarding on-going Project Management in relation to works to Vector utilities Dave Cox (Vector Consultant) at Vector, regarding all site liaison in relation to works to Vector utilities.

Engagement Outcome Vector representatives have confirmed: Vector utilities located within lower Queen Street will be impacted by Stage 3 of the Project and require removal and protection.

At this point in time, Vector will not need to work outside of the BTC or CRL designation boundaries in order to divert any utilities that are affected by the construction work. However this will need to be checked in relation to the Vector telecommunications fibre.

The Vector telecommunications fibre is installed inside a PE / PVC duct, which has been inserted into the cast iron pipe. It is envisaged that the cast iron main can be broken away over the open cut trench to allow the duct and fibre inside to be lifted and slewed for sheet piling works to proceed. To do this there will need to be slack in the cable in the Communications Pits in Queen Street and Tyler Street and this will need to be confirmed by lifting the lids on the pits to check.

Responsibility for VE3 and VE4 (11kV (PILC) and LV cables) to be confirmed depending on the site boundary of the DSBJV and Precinct Properties works. It is likely a section of these cables be relocated but as the utilities are in the western footpath they will be within the Precinct Properties work site.

Future Engagement Engagement with Vector will remain on-going as the Project progresses.

Transpower telecommunications

There are no Transpower utilities located within or adjacent to the Project area that will be impacted by the works.

Watercare – wastewater and potable water

Engagement Engagement (in the form of emails, phone calls, meetings and a workshop) has been undertaken with the following Watercare representatives from December 2015: Alastair Stewart (Water Project Manager – Infrastructure) at Watercare in relation wastewater and potable water Aru Chelliah (Team leader central - new developments) in relation new connections for wastewater and potable water Simon Porter (Central Networks Manager) in relation wastewater and potable water.

Network Utility Operator

Summary of Consultation Engagement Outcome Watercare representatives have confirmed: Watercare utilities located within Lower Queen Street will be impacted by Stage 3 of the Project and require removal and protection. New connections will be required for the temporary accommodation works (Stage 1 of the Project).

An ‘Agreement for Entrusted Works’ is currently being negotiated between Watercare and the Auckland Transport-City Rail Link in relation to the Project.

At this point in time, Watercare will not need to work outside of the BTC or CRL designation boundaries in order to divert any utilities that are affected by the construction work. It is possible that there may be additional valve installed that are outside the existing designation.

However, this work would be discrete from the Project.

Future Engagement Engagement with Watercare will remain on-going as the Project progresses.

Auckland Council – stormwater

Engagement Engagement (in the form of emails and meetings) has been undertaken with Yasenko Krpo, Ranjit Ranatunga and Manel Liyanagama at Auckland Council, from October 2015, regarding impacts of the construction works on Council stormwater utilities located within or surrounding the Project area.

Engagement Outcome The Auckland Council Stormwater Unit representatives have confirmed: Auckland Council stormwater utilities located within Lower Queen Street will be impacted by Stage 3 of the Project and require removal.

New stormwater connections will be required for the temporary accommodation works (Stage 1 of the Project).

At this point in time, the Auckland Council Stormwater Unit will not need to work outside of the BTC or CRL designation boundaries in order to divert any utilities that are affected by the construction work.

An ‘Agreement for Entrusted Works’ is currently being negotiated between Watercare and the Auckland Transport-City Rail Link) in relation to the Project.

Future Engagement Engagement with the Auckland Council Stormwater Unit will remain on-going as the Project progresses.

Network Utility Operator Vodafone telecommunications

Summary of Consultation Engagement Engagement (in the form of emails, phone calls, meetings and a workshop) has been undertaken with Lindsay Fitness (Fixed Access Design Engineer)from Vodafone from October 2015, regarding impacts of the construction works on Vodafone utilities located within or surrounding the Project area.

Engagement Outcome Vodafone has confirmed: Vodafone utilities are not affected by the Project.

Vodafone design appended to “Agreement to Move Network utilities Infrastructure for City Rail Link Project�

Future Engagement Engagement with Vodafone will be undertaken as required as the Project progresses.

Citylink telecommunications

Engagement Engagement (in the form of emails, phone calls, meetings and a workshop) has been undertaken with Ian Neary from Pulse Networks from October 2015, regarding impacts of the construction works on Citylink utilities located within or surrounding the Project area.

Engagement Outcome The Citylink representative confirmed: No Citylink utilities will be impacted by the construction works.

Future Engagement Engagement with Citylink will be undertaken as required as the Project progresses.

Kordia telecommunications

There are no Kordia utilities located within or adjacent to the Project area that will be impacted by the works.