Communication and Consultation Plan

‘

City Rail Link In association with:

DEMOLITION AT MT EDEN Communication & Consultation Plan

Document Ref: CRL-MTE-RME-000-RPT-0128 Revision: 1 11 February 2019

INTERNAL WORKING DOCUMENT COMMERCIAL IN CONFIDENCE

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Document control Report title

Communication & Consultation Plan

Document ID

CRL-MTE-RME-000-RPT0128

Project number

239933

Client

City Rail Link Limited

Client contact

Richard Jenkins

Rev

Date

Revision details/status

Prepared by

Author

Reviewer

0

15 January 2019

Initial draft for review

B Hill

B Hill

C Greensmith

1

11 February 2019

Final for lodgement

B Hill

B Hill

C Greensmith

Current revision

1

Approval Author signature

Approver signature

Name

Briony Hill

Name

Helen McLean

Title

Consultant, Communication and Stakeholder Engagement

Title

Associate

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Approver

H McLean

Contents 1

2

Introduction

1

1.1

Project works

1

1.2

Purpose of Communication and Consultation Plan

2

1.3

Relevant Designation and Resource Consent Conditions

2

Context

7

2.1

Plan overview

7

2.2

Consultation and communication approach

7

3

Consultation undertaken

4

Communication objectives

10

4.1

Objectives

10

4.2

Expected outcomes

10

5

6

7

9

Roles and responsibilities

11

5.1

Reporting high risk issues

11

5.2

Key responsibilities

11

5.3

Reporting and meeting

14

Communication strategy

16

6.1

Strategy overview: conversation locally; broadcast to wider audience

16

6.2

Communication tools

16

6.3

Branding and collateral

18

6.4

Identifying and communicating with key stakeholders

18

6.5

Communication channels

24

Protocols, processes and contact details

25

7.1

Community Business Liaison Group

25

7.2

Stakeholder and affected persons

26

7.3

Notable receivers

31

7.4

Public engagement

31

7.5

Managing crisis and emergency situations

37

7.6

Review of Project specific Communication and Consultation Plan

38

Appendices Appendix A Summary of Project Communication and Consultation Appendix B Stakeholder and Partner Contacts Appendix C Key Project Contacts

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Appendix D Engagement Map Appendix E ISCA Requirements

Figures Figure 1- CRL Mt Eden active construction zone and construction support area

1

Tables Table 1-1 Communication and consultation conditions in CRL designation and DWP Section where addressed 2 Table 1-2 Communication and consultation conditions in A2NAL resource consents and DWP Section where addressed 5 Table 5-1 Key responsibilities: City Rail Link Limited 11 Table 5-2 Key responsibilities: Contractor 13 Table 5-2 Reporting tools 15 Table 6-1 Communication tools 16 Table 7-1 CLG meetings coordination 26 Table 7-2 Permit to Notify process 28 Table 7-3 Public enquiries 32 Table 7-4 Public enquiries response timeframe 33 Table 7-5 Complaints management process 33 Table 7-6 Response timeframes 34 Table 7-7 Media channels 36 Table 7-8 Emergency responsibilities contact 37

Glossary of abbreviations Acronym

Definition

A2N

Aotea Station to North Auckland Line

ACZ

Active Construction Zone

AT

Auckland Transport Agency

CCP

Communication and Consultation Plan

CEMP

Construction Environmental Management Plan

CRL

City Rail Link

CRLL

City Rail Link Limited

CSA

Construction Support Area

DWP

Delivery Work Plan

MP

Management Plan

NAL

North Auckland Line

NoR

Notice of Requirement

NUO

Network Utility Operator

OP

Outline Plan of Works

RMA

Resource Management Act 1991

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Acronym

Definition

SIBD DWP

Social impact and business disruption Delivery Work Plan

SSCNVMP

Site Specific Construction Noise and Vibration Management Plan

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1

Introduction

The City Rail Link (CRL) project comprises the construction, operation and maintenance of a 3.4 km underground passenger railway, running between Britomart Station and the North Auckland Rail Line (NAL) in the vicinity of Mt Eden Station. CRL Enabling Works commenced in December 2015 and the procurement of the main works contract (C3 Alliance) is being progressed with contract award likely in the first quarter of 2019.

The works to which this Communication and Consultation Plan (CCP) relates constitute part of the enabling works for CRL. The works involve the demolition of buildings in the Mt Eden construction support area (CSA) and active construction zone (ACZ).

The works are required to be undertaken in advance of construction of the CRL tunnels, including the tunnel portals and the redeveloped Mt Eden Station.

The proposed demolitions will occur in a busy, mixed use area, and have the potential to affect a range of business, community and residential activities. Public liaison and stakeholder communications are critical to the success of the Project.

The provision of a CCP is requirement of conditions of CRL Designation 2500-6 and the suite of resource consents held for the construction of the Aotea Station to North Auckland Line (A2N) section, and the ongoing operation and maintenance, of the CRL. An outline plan of the work to occur within the CRL designation will authorise the district use elements of these works. The A2N resource consents authorise the regional consenting elements of these works.

1.1

Project works

To enable the construction of the CRL tunnels, including the tunnel portals and the redeveloped Mt Eden Station, all the buildings and structures located in the Mt Eden ACZ and CSA will need to be demolished and removed. The demolition area is identified in Error! Reference source not found. below.

Figure 1- CRL Mt Eden demolition area

The properties included in the Project area were purchased by Auckland Transport for the purposes of the CRL Project and are currently under CRLL’s management.

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Most of the properties to be demolished are tenanted as of October 2018. CRLL plans to commence the process of vacating the properties towards the end of 2018 and early 2019 to ensure sites are vacant in reasonable time ahead of the planned disconnection of services. Demolition will be undertaken in a staged manner, the order of which is to be confirmed by the C3 Alliance. All buildings and structures will be removed to ground level, with the retention of some existing foundations where necessary for site stability. A soft strip of salvageable materials will be carried out where possible. All demolition material will be removed from the Project area and disposed of at approved facilities.

The Project area will be fenced, with lockable gates, to prevent unauthorised entry. Where appropriate, solid plywood fencing will be used, with appropriate signage prohibiting unauthorised entry and identifying hazards.

1.2

Purpose of Communication and Consultation Plan

The CCP has been prepared to satisfy the communication and consultation related conditions that are required to be met in giving effect to the CRL designation and the CRL A2N resource consents.

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

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

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

1.3

Relevant Designation and Resource Consent Conditions

The Project works relate to the CRL Designation 2500-6 and all A2N resource consents (Auckland Council References: R/LUC/2016/1890, R/REG/2016/1892, R/REG/2016/1895, R/REG/2016/1896, REG/2016/1897, R/REG/2016/1898, R/REG/2016/1899, R/REG/2016/1900 and R/REG/2016/2038) granted for the construction of CRL infrastructure for the Aotea to North Auckland Line section.

This CCP has been developed in accordance with the relevant conditions of the designation and associated resource consents. Tables 1 and 2 identify the relevant conditions that specify what is to be included in the CCP, and in turn which sections of the CCP address these conditions.

Table 1-1 Communication and consultation conditions in CRL designation and DWP Section where addressed

Condition No.

Condition

Relevant section of DWP

City Rail Link Designations 15.1

15.2

15.3

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 City Rail Link.

The CRL 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.

The Communication and Consultation Plan shall set out how the CRL 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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This document

This document for the Project

6.2, 6.4, 6.5, 7.2.1 6.2 and 7.2.1

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15.4

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

7.1.2

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

7.4 and 7.4.5 (complaints)

The Communication and Consultation Plan shall as a minimum include: (a) A communications framework that details the CRL’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;

5.2, 5.3, 6.2

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

Appendix C and 7.4.6

(c) The methods for identifying, communicating and consulting with persons affected by the project including but not limited to: (i) All property owners and occupiers within the designation footprint (ii) All property owners and occupiers adjacent to construction sites (Britomart and Albert Street (Designation 1), Karangahape Road (Designation 4), Newton Station (Designation 5), Main Construction site and the works at Normanby Road and Porters Ave (Designation 6)) (iii) New Zealand Historic Places Trust (NZHPT) (iv) Department of Corrections (including the entity contracted by Department of Corrections to administer and run the Mt Eden Corrections facility at 1 Lauder Road) (v) Ministry of Justice (including but not limited to) confirming the details of the contact person required under Condition 14 of this designation, and to provide appropriate details (including but not restricted to timing, duration, scale, noise effects, vibration effects, access restrictions, and disruption to utilities) in respect to any works impacting the operation of the Auckland District Court at 65-71 Albert Street, Auckland. Communication and consultation of such details should be provided to the Ministry of Justice Auckland Property Programme Manager at least 9 months prior to the commencement of such works. (vi) Media Works (vii) Community Liaison Group(s) (refer Condition 7); (viii) Bear Park Early Childhood Centre; (ix) Body Corporate 164980 and Tenham Investments Ltd; (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 CRL to give approval (where appropriate) to Network Utility Operators as required by section 176(1)(b) of the RMA during the construction period; • For obtaining any supplementary authorisations (including but not limited to resource consents (including those required under a National Environmental Standard) and easements); • For inspection and final approval of works by Network Utility Operators; and • For implementing conditions 9, 22, 23, and 24 of this designation in so far as they affect Network Utility Operations. (xi) The owner of 4 Kingston Street (xii) The owner of 6-12 Kingston Street (xiii) The owner of 83 Albert Street (xiv) The owner(s) of 5 Porters Avenue (ALLOT 236 SEC10 Suburbs AUCKLAND)

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

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15.5

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

6.2, 6.4 and Section 7

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

7.1.2, 7.2

(f)

6.2

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: (i) Exceed the noise limits (refer Condition 31); or (ii) Exceed a vibration limit (refer Conditions 33 and 34); or (iii) Be within 200m of a blast site (refer Condition 32).

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

6.2 and 7.2.1

(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;

6.2 and 7

(i)

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

7.2.2

(j)

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

6.4.2.3

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

6.4.2.5

(l)

Appendix B

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; and

5.3

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

N/A

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

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This document

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15.6

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

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

Appendix A

15.7

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

7

Table 1-2 Communication and consultation conditions in A2NAL resource consents and DWP Section where addressed

Condition No.

Condition

Relevant section of DWP

City Rail Link A2N Resource Consent Conditions 25

27

At least 3 months prior to the commencement of construction, the Consent Holder shall This document prepare a CCP the purpose of which is 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 CCP shall be based on and, where appropriate, incorporate the provisions of the PCCP, and shall set out how the Consent Holder will: a)

Inform the community and business of construction progress and future construction activities and constraints that could affect them;

6.2, 6.4, 6.5 and 7.2.1

b)

Provide early information on key Project milestones;

6.2 and 7.1

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; Respond to queries and complaints including but not limited to:

7.1.2

d)

i) Who is responsible for responding;

7.4 and 7.4.5 (complaints)

ii) How responses will be provided; and iii) The timeframes within which responses will be provided.

28

The CCP shall (as a minimum) include: a)

b) c)

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

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5.2, 5.3 and 6.2

Appendix C and 7.4.6 7.4.1

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d)

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

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

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

iii) Heritage NZ; iv) NZ Transport Agency/ Auckland Motorway Alliance (AMA); v) Kiwirail; vi) Department of Corrections; vii) Ministry of Justice; viii) Network Utility Operators; and

29 30

31

32

33

ix) The Community and Business Liaison Group (refer Conditions 16-24) a) How stakeholders and persons affected by the Project will be notified of the commencement of construction, the expected duration of the activities and works, and who to contact for any queries, concerns and complaints; b) How stakeholders and persons affected by the Project will be consulted in the development and review of the CEMP and other Management Plans, including specifying reasonable timeframes for feedback; c) A list of stakeholders, directly affected and affected in-proximity parties to the construction works with whom the Consent Holder will communicate; d) A requirement that the Consent Holder shall make any information that is relevant to 22 Stable Lane available to the owner of that property (Christopher Patrick Browne) on request and advise that owner in the event that any alert or alarm trigger levels are exceeded that are relevant to 22 Stable Lane. In addition, the CCP shall state the method by which Christopher Patrick Browne can make such a request and the anticipated timeframe within which it will be provided; e) A summary of communication and consultation undertaken between the Consent Holder and parties as required by the PCCP. The summary shall include any outstanding issues or disputes raised by parties; f) How communication and consultation relating to construction activities and monitoring requirements will be recorded; and g) How opportunities to interpret and display archaeological finds within the Project area will be identified and implemented, including how Heritage NZ will be involved in this process.

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

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

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

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

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

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6.2, 6.4 and 7

7.1.2

Appendix B N/A

Appendix A

5.3 6.4.2.4

This document 7.5

7.5

7

Confirmed

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2

Context

2.1

Plan overview

The purpose of this CCP is to describe the processes and protocols relating to how the C3 Alliance delivering the Project will:

▪

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

▪

Provide assistance and cooperation to CRLL in relation to media and stakeholder relations activities.

▪

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

This CCP will ensure:

▪

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

▪ ▪ ▪

Disruptions are minimised.

▪ ▪

Information is provided early on key project milestones.

▪ ▪

That queries and complaints are responded to quickly and appropriately.

▪

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

There is ‘one face’ for the Project.

Both CRLL and the C3 Alliance maintain a positive reputation and support amongst the stakeholder groups.

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

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

2.2

Consultation and communication approach

CRLL and the C3 Alliance will undertake consultation and communication on the basis that we wish to take our key stakeholders, partners, directly affected and affected in proximity parties with us on the project journey. We are committed to delivering the Project as fast as possible with as little disruption as possible to businesses, building owners and the community and will work with them to achieve this.

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

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

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

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

▪

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

▪

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

▪

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

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

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

Consultation regarding this Project with directly affected and affected in proximity parties has been undertaken by the CRL team, along with other technical specialists (e.g. social impact and business disruption). Affected and affected in proximity parties are identified in section 5 and Appendix A of the Social Impact and Business Disruption Delivery Work Plan and in section 6.4.2 to follow.

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

Reference should be made to the Social Impact and Business Disruption Delivery Work Plan and any Site-Specific Construction Noise and Vibration Management Plans for a summary of the consultation activities undertaken.

The C3 Alliance’ Stakeholder and Communications Manager will undertake ongoing consultation throughout demolition, in accordance with the requirements of this CCP.

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4 Communication objectives 4.1

Objectives

The objective of the CCP is to show how CRLL and the C3 Alliance will develop and deliver:

▪ ▪ ▪

A consistent approach with stakeholders.

▪ ▪ ▪ ▪

Strong relationships with key stakeholders.

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

Good relationship / interaction with surrounding businesses / residences.

Proactive and reactive stakeholder support for the Project.

Public relations and reputation protection for CRLL and C3 Alliance.

4.2

Expected outcomes

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

▪ ▪ ▪

Strong relationships with key stakeholders.

▪ ▪ ▪ ▪ ▪ ▪

Effective CLGs.

Positive interaction with affected parties and affected in proximity parties.

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

Informed community.

Informed road users.

Informative and useful online presence.

Positive media coverage.

Reduced misinformation.

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5 Roles and responsibilities The C3 Alliance and the CRLL Team will work together in the following ways:

▪

During demolition, all communications with directly affected and affected in proximity parties and stakeholders will be the responsibility of the C3 Alliance, in collaboration with CRLL.

▪ ▪ ▪

CRLL will be responsible for communicating with the wider Auckland population.

The C3 Alliance will provide regular information and updates to CRLL on project progress.

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

The C3 Alliance Stakeholder and Communications Manager and C3 Alliance Project Manager will meet with the CRLL Communications Team and CRLL Project Manager regularly during the Project.

5.1

Reporting high risk issues

The C3 Alliance Stakeholder and Communications Manager will report to the CRLL Communications Team and CRLL Project Manager immediately about any high-risk issues or concerns that will:

▪ ▪ ▪

Be of interest to CRLL or Auckland Council.

Have the potential to attract media attention.

Present reputational risk to the Project participants.

5.2

Key responsibilities

The key responsibilities for each role involved in communications for this Project are outlined Table 51 (contact details are provided in Appendix C): Table 5-1 Key responsibilities: City Rail Link Limited and Auckland Council

Title

Name

Responsibilities

CRLL CEO

Sean Sweeney

▪ ▪ ▪ ▪

CRLL Construction Manager

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TBC

▪ ▪ ▪

Providing strategic direction to all workstreams to provide an integrated approach to the delivery of the CRL. Overseeing project planning, acquisition, design, constructability, procurement, stakeholder engagement, communications, programme and financial control.

Identifying and managing project risks and issues.

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

Liaising with Auckland Council and other key stakeholders.

Managing performance of the Contractor.

Responsible for the Contractor’s adherence to DWPs.

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CRLL GM Corporate Relations & Communications

Victoria Jessop

▪ ▪ ▪ ▪

CRLL Consents Manager

Richard Jenkins

CRLL Construction Safety Manager

Rob Mair

▪ ▪ ▪ ▪

CRLL Project Manager

TBC

▪ ▪ ▪

CRLL Street Response Manager

Holly Claeys

▪ ▪ ▪ ▪

Auckland Council Compliance Monitoring Officer

TBC

▪

Auckland Council Media Relations Manager

TBC

▪

Auckland Council Premium RC Team Project Manager

TBC

▪

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

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

Manages CRLL’s online presence, specifically the CRLL website.

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

Health and Safety regime for the CRL enabling works.

Being informed of all incidents, according to severity and time scales as outlined in the Health and Safety Plan for the C3 Alliance Reporting to the AT Rail Systems and Safety Assurance Manager.

Performance oversight of the demolition.

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

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

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

Co-ordinates Mt Eden Business Promotion events.

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

Proactively identifying opportunities to mitigate impact on businesses.

Liaise with CRLL Consents manager for implementation of, and compliance with CRL designation and resource consent conditions.

Liaise with CRLL GM Corporate Relations & Communications and Street Response Manager regarding implementation of Project communication protocols Liaise with CRLL Consents manager for implementation of, and compliance with CRL designation and resource consent conditions.

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Table 5-2 Key responsibilities: Contractor

Title

Name

C3 Alliance Construction Manager

To be appointed

Responsibilities

▪ ▪ ▪

▪ ▪ ▪ C3 Alliance Stakeholder and Communications Manager

To be appointed

▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪

Demolition delivery.

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

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

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

Leading the response to issues management and crisis management.

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

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

Inform the community of Project progress and likely commencement of demolition works and programme.

Liaise fortnightly with the Project affected community.

Manage stakeholder enquiries and complaints.

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

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

Work with the CRLL GM Corporate Relations & Communications to manage and track stakeholder relations and risks.

Assist the CRLL Communications team with:  Stakeholder communication.  Delivering communications activity.  Media enquiries.

▪ ▪

Provide communication collateral and strategic advice to the C3 Alliance Construction Manager on critical stakeholder engagement, communication and relationship building.

Assist the Construction Manager in the briefing of site personnel with respect to  The mandatory site inductions regarding the standards and requirements for community relations.  The protocols to follow if they are approached by a member of the public or the media.

 Behaviour protocols in and around the construction site boundaries.

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C3 Alliance Environment and Sustainability Manager

To be appointed

▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪

Project and Site Engineers

C3 Alliance Subcontractors

▪ ▪ ▪ ▪

▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪

5.3

Key contact for compliance monitoring.

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

On-site compliance with consent conditions, DWP’s, other requirements and tracking compliance information.

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

Report to CRLL changes to demolition techniques or natural environmental changes which require alterations to DWP’s, existing consents or new resource consents.

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

Facilitate and oversee environmental monitoring.

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

Training of all staff including subcontractors.

Reporting on environmental and sustainability KPIs. Undertaking incident investigations.

Development, management and monitoring of Construction Execution Procedures (CEPs). Including incorporating environmental and sustainability requirements into the detailed CEPs developed on site.

Overseeing subcontractors.

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

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

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

Parking only in designated project parking areas, if available Working within approved construction hours.

Working within the conditions specified in the Permits to Notify.

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

Reporting and meeting

A high level of communication will be maintained between the C3 Alliance and CRLL. This is particularly important to achieve a proactive response to issues as they arise and seek to avoid escalation of high-risk issues that may negatively affect the reputation of CRLL, the C3 Alliance or the Auckland Council from adverse publicity, or that may have the potential to attract media attention.

The C3 Alliance Stakeholder and Communications Manager will immediately report to the CRLL GM Corporate Relations & Communications on any high-risk events or issues that significantly impact

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stakeholders, and each week on all other key community relations and stakeholder management issues.

5.3.1

Reporting tools

The following reporting tools will be used as part of the communications process between the C3 Alliance and CRLL. Table 5-3 Reporting tools

Tool

Responsibility

Description

Urgent

C3 Alliance Stakeholder and Communications Manager

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

Daily face to face contact

C3 Alliance Stakeholder and Communications Manager

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

Weekly report

C3 Alliance Stakeholder and Communications Manager

Provide information to CRLL GM Corporate Relations & Communications and CRLL Project Manager on all key community relations and stakeholder management issues including:

Notifications

▪ ▪ ▪ ▪ ▪ ▪ Meetings (every two months)

C3 Alliance Stakeholder and Communications Manager

Details of ‘live’ emerging and ‘horizon’ issues and mitigation strategies.

Details of any stakeholder meetings held and proposed for the following month.

A summary of enquiries and complaints received, agreements made and issues to be resolved.

12 week look ahead of demolition programme and aligned communication activities.

Potential media opportunities/risks.

Any information published, and opportunities to promote construction milestones.

Share knowledge, discuss issues resolution and best practice opportunities.

CRLL Communications Manager CRLL Communications Team Communication database (CRM)

C3 Alliance Stakeholder and Communications Manager

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

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

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

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6 Communication strategy 6.1

Strategy overview: conversation locally; broadcast to wider audience

The communication and consultation programme (pre, during and post demolition) aims to engage and inform the primary audience of local residents / businesses and affected / interested stakeholders about the Project before the enabling works commence. This will prioritise face-to-face interaction and access to information to ensure affected parties are aware of the project scope and effects and feel confident in the ability of CRLL and the C3 Alliance to deliver the project with the least possible impact.

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

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

6.2

Communication tools

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

Table 6-1 Communication tools

Channel

Tool

Usage/content

Distribution frequency

Publications

Construction look aheads

E-notices that provide advance notification of the proposed work activities and potential impacts. These is also an opportunity to seek clarification or provide feedback on potential impacts based on the residents or individual stakeholder’s situation. Topics will include:

Monthly

▪ ▪ ▪ ▪ ▪

Key project milestones.

Upcoming works.

Activities and the expected impact.

Major complaints.

Feedback.

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

FAQs and Q&As

Approved responses to frequently asked questions.

As and when required

Distribution: email or CRLL website.

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Face to face

One-on-one discussions

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

Ongoing throughout demolition

Directly affected and affected in proximity parties

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

Fortnightly, or at another frequency agreed by all parties

CLG meetings

Mt Eden CLG meetings to be undertaken quarterly

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

If there are any material changes to any DWP(s), CLG review and input to revised DWP(s).

Telephone and email

0800 information phone line

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

Ongoing

Project email address

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

Ongoing

CRLL website

C3 Alliance will provide the CRLL with information for the CRLL website. This will include works alerts, and information about road detours and disruptions (temporary traffic management measures and permanent changes to road networks and layouts). C3 Alliance will also provide construction progress photos and updates including information on key Project milestones. Community members will be directed to the website for project updates.

Ongoing

eNews

The C3 Alliance will use eNews to advise registered stakeholders of Project milestones.

This will also be used to advise temporary traffic management measures and permanent changes to road networks and layouts.

Ongoing

Email inbox

The community will be encouraged to contact the C3 Alliance with any concerns and feedback via the project email address. The email inbox will be an essential mechanism for capturing community feedback and enabling community members to contact the team at a time which is convenient to them.

Ongoing

Signage/hoarding

Signage

Project signage, hoarding and wayfinding signage will be produced to show traffic detours, including diverted pedestrian routes.

All signage will meet CRL branding guidelines.

Established prior to demolition commencement and maintained throughout the demolition period

Feedback/awareness

Mt Eden CLG

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

At least quarterly

Online

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6.3

Branding and collateral

All communication materials and signage developed will adhere to the CRLL Branding Guidelines.

These guidelines are available from CRLL upon request.

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

Channels will include:

▪

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

▪

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

▪

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

▪

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

6.4

Identifying and communicating with key stakeholders

CRLL and C3 Alliance recognise the range of diversity amongst the stakeholders and their level of interest and involvement. While large segments of the community or particular groups have similar interests and issues, there are also specific individuals and groups with unique or individual needs.

This includes those from culturally diverse backgrounds.

CRLL and C3 Alliance will endeavour to fully understand stakeholders and the community, their expectations and communication needs.

6.4.1

Liaising with stakeholder groups

C3 Alliance, in co-ordination with CRLL Project Manager, will be responsible for maintaining clear lines of communication between key stakeholders, C3 Alliance and the CRLL team. The C3 Alliance is required to liaise with key contacts within the stakeholder groups, and ensure they are kept fully informed about the CRL work that is being carried out.

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

6.4.2

Parties affected by the project

A list of the parties affected by the Project and their contact details are provided in Appendix B. The C3 Alliance is responsible for keeping this list updated during the demolition project.

6.4.2.1

Owners, occupiers and businesses

The current key contacts for the property owners, occupiers and businesses directly affected and affected in proximity to the Project have been identified during the pre-demolition consultation phase.

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The owners and occupiers likely to be affected by the Project construction works are listed in Table 62 below.

These persons will be provided with the contact details for the CRLL project team including Freephone, email, post and website details where they will be able to sign up for information and updates. They will also be invited to attend the Mt Eden CLG. In addition, the Social Impact and Business Disruption Delivery Work Plan recommends a project kick off meeting and that a specific project communications plan be developed for residential occupants (refer section 6.1, table 5.3 of the Social Impact and Business Disruption Delivery Work Plan).

Table 6-2 Likely Affected Parties

Property Use Property

Property Owner/ Manager Occupier

New North Road 10 New North Road

Office

Nelson Buildings Ltd (owner)

Club & Meeting Rooms

Dalmatian Cultural Society

Other

Global Immigration Services Pure Dance Volunteering Auckland

16-20 New North Road

Commercial Office

AD Law Trustees (No.17) Ltd, and Owens Nominees Ltd (Owner) ACR Compliance Consultants

22-26 New North Road

Retail

30 New North Road

Specialty Trade

Jubilee Crippled Children Foundation Trust Board (Owner) Sopers Mac I & RW Doo (Owner) Mt Eden Tyre and Mechanical

60 New North Road

Office Film and TV

Carvoid Investments Ltd / Monkhouse Law Family Trust (Owner) Choise TV Entertainment Publications New Zealand HGTV Top TV NZ Ltd

66-70 New North Road

Retail

Summit Holdings AKL Ltd (Owner) Hero Sandwich House Bottle O

46-48 New North Rd

Specialty Trade

MediaWorks TV Ltd (Owner)

Office

MediaWorks Transmission Workshop and Offices

Retail

Delissimo Delicatessen and cafĂŠ

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Property Use Property 74 New North Road

Property Owner/ Manager Occupier

Office

Brayshaw Hall Ltd (Owner)

Retail

JP Spa

Residential

Lion Rock Merchandising Ltd Residential

78-96 New North Road

Office

Oasis Eden Holding Ltd (Owner)

Retail / Commercial

Cure Kids DJI Authorised Retail Store Eqstruc.co.nz Fersa light Techinic Jetts Kellylin Couture Life Plus Structural Ease

100 New North Road 112 New North Rd

Office

Jencal Properties Ltd (Owner)

Manufacturing

Soar Digital / Print

Specialty Trade

LL & LT Tieu & Brennan and Brown-Haysom Trustees Ltd (Owner) Advance Auto Repairs Aisha Motors

Mt Eden Road 15-19 Mt Eden Road

Retail

Elnaia Ltd (Owner)

Office

Bamboo Kitchen ExtraStaff

21-25 Mt Eden Road

Commercial

Bracey Consortium (Owner)

Retail

Helmut Hair Salon TwentyThree Café The Corner Store

22 Mt Eden Road

Specialty Trade

D.G. Trustee Co (2012) Ltd (Owner) Mt Eden Automotive

24 Mt Eden Road

Retail

The House of Knives Ltd (Owner) House of Knives

27 Mt Eden Road

37-39 Mt Eden Road

Retail

IL Haynes / TJ Parker (Owner)

Office

Al Volo Pizzeria Immigration Bureau

Residential

Allcard Services / Mayon Investment Ltd / Mankind Investment Ltd (Owner)

Other – Studio / Events

The Spreading Tree

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Property Use Property

Property Owner/ Manager Occupier

41 Mt Eden Road

Residential

Body Corporate – Various (Owner)

43 Mt Eden Road

Commercial

Anscot Property Ltd (Owner)

Residential

Quinovic Mt Eden (now vacant) Residential

Commercial

Northward Enterprises Ltd (Owner)

47 Mt Eden Road

Black Box Architects 49, 55, 57,59,61,63, 65 Mt Eden Road

Commercial

Samson Corporation Ltd (Owner)

Retail

Ace Kitchen John Zimmermann Couture Metal Tshirts Satya Restaurant The Tucker Box

71-75 Mt Eden Road

Commercial

Executive Trustees Ltd (Owner)

Retail

Bok Mart (Wang Mart) Keepsake Tattoo Suave Barbershop

81 Mt Eden Road

Vacant

83 Mt Eden Road

Retail

LJ Ng (Owner) Vacant – boarded up Quatro Properties Ltd (Owner) Mt Eden Souvenirs

101 Mt Eden Road

Commercial Retail

Southside Developments Ltd / Mt Eden 101 Ltd (Owner)

Specialty Trade

Auto Services Caci Health Dubber and Craig Customs Health 101

Fenton Street 11 Fenton Street

Residential

Station R Body Corporate – various (Owner)

7 Fenton Street

Specialty Trade

MEC Ltd (Owner) Police Vehicle Pound

Akiraho Street 1 Akiraho Street

Residential

Body Corporate – various (Owner)

3 Akiraho Street

Residential

Body Corporate – various (Owner)

5 & 9, 13 Akiraho Street

Commercial

Manukau Enterprises Ltd (Owner)

Retail

Brothers Brewery Juke Joint Regal Castings Regal Bullion

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Property Use Property 7 Akiraho Street

Property Owner/ Manager Occupier

Commercial

Regal Castings Ltd (Owner) Regal Castings Regal Bullion

11 Akiraho Street

Office

32 Akiraho Street

Commercial

Greenpeace Educational Trust (Owner) Greenpeace SM & CG Cole/ BAL Carpenter (Owner) Bear Park Early Childcare Centre

Ngahura Street 1 Ngahura Street

Other – Sport/ Events

Auckland Boxing Association (Owner) Auckland Boxing Association

2 Ngahura Street

3 Ngahura Street

Office Manufacturing

Jencal Properties Ltd (Owner) Soar Digital / Print

Residential

Body Corporate – various (Owner)

Commercial

Summit Holdings AKL Ltd (Owner)

Ruru Street 2 Ruru Street

Office 2A Ruru Street

Residential

DE Thomas and V Braun (Owner)

Office 3-5 Ruru Street

Other – Religious

Urban Vineyard Church (Owner)

4-6 Ruru Street

Commercial

Choy consortium (Owner)

Office

Vacant Goodwin Property

10-14 Ruru Street

Residential

Body Corporate – various (Owner)

Commercial

City Storage

Commercial

Soft Start Productions Ltd (Owner)

Office

Interdyn - Audio Visual Business

Korari Street 3 Korari Street

Network Lighting 5-7 Korari Street

Residential

Body Corporate – various (Owner)

Other – car parks

MediaWorks TV Ltd (Owner)

Flower Street 2 Flower Street

Car Parking Building 3 Flower Street

Film and TV

MediaWorks TV Ltd (Owner) MediaWorks

10 Flower Street

Residential

Body Corporate – various (Owner)

Nikau Street

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Property Use Property

Property Owner/ Manager Occupier

9, 11,13,15 Nikau Street

Residential

M S Kim (Owner)

2 Nikau Street

Office

IL Haynes / TJ Parker (Owner)

Residential

Auckland Business Consulting Ltd

Eden Accommodation

Residential 4 Nikau Street

Commercial

Lighthouse and CS Partnerships (Owners)

Office

Fuse Creative Advertising Agency International Entertainment Ltd

6-10 Nikau Street

Commercial

Frequency Nikau Ltd (Owner)

Office

Frequency NZ Ltd

Residential

Fresh Communications Ltd Residential

12-14 Nikau Street

Residential

Eden City Growers Ltd (Owner) Residential

Shaddock Street 2-4 Shaddock Street

Commercial

Cathran Properties Ltd (Owner)

Office

Guardian Alarms | Fire Detection Specialists Beer Jerk

3 Shaddock Street

5-7 Shaddock Street 6 Shaddock Street

Commercial

Allcard Services Ltd (Owner)

Office

Allcard Services

Commercial

Worth & Douglas Ltd (Owner)

Office

Worth & Douglas

Commercial

Executive Trustees Ltd (Owner)

Office

Glass Resources Ltd Adsel Solutions Group Ltd

6.4.2.2

Network utilities

The Mt Eden demolition work will include the termination and abandonment of services (power and comms) as well as the protection or diversion of utilities serving upstream or downstream properties (transiting utilities). The affected utilities are owned by the following Network Utility Operators (NUOs):

▪ ▪ ▪ ▪ ▪ ▪

Vector Electricity Vector Gas Vector Communications Chorus Vodafone Auckland Council’s stormwater unit (Healthy Waters)

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▪

Watercare Services Ltd

The Mt Eden Station Utilities Management Plan has also been developed with the NUOs for the CRL Project as a whole.

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

6.4.2.3

Auckland Council Parks Department

CRLL is required to engage with the Auckland Council Parks Department regarding works to be undertaken to any trees on public land located within the works area, including how trees not being removed, or in close proximity to the surface designation footprint where works are occurring, will be protected. There are no trees on public land in the demolition area footprint or in proximity to the footprint.

6.4.2.4

Heritage New Zealand Pouhere Taonga (HNZPT)

For the purposes of applying for the necessary Archaeological Authority for the CRL main works (Authority No. 2017/793), extensive consultation has been undertaken with the HNZPT Regional Archaeologist during the processing of the Archaeological Authority. On-going consultation with HNZPT will occur in fulfilment of the conditions of this Authority.

6.4.2.5

Emergency services

The CRLL team and C3 Alliance have a requirement to inform emergency services of any relevant effects prior to the commencement of each demolition stage. In particular, this should include any changes to traffic movements around the demolition site. The emergency services that will be engaged include:

▪ ▪ ▪

New Zealand Police.

New Zealand Fire Service.

St Johns Ambulance.

6.4.3

Identifying additional people affected by the Project

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

6.5

Communication channels

The Project demolition period is estimated at approximately 6 months. To date CRLL has consulted with and/or approached key Project stakeholders – including adjacent businesses, affected parties and affected in proximity parties.

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

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

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7 Protocols, processes and contact details 7.1

Community Business Liaison Group

The establishment of a CLG is one of the key consultation tools required by the CRL designation and resource consent conditions. A CLG for the Mt Eden area currently exists. The CLG is a key mechanism for reflecting community concern and interest and communicating the programme to the community’s most affected parties.

CRLL has held Mt Eden CLG meetings addressing the development of the DWPs and MPs for the Project, and will continue to do so at least quarterly during construction of the Project (unless otherwise agreed by CRLL and the Mt Eden CLG).

7.1.1

Mt Eden CLG purpose

The purpose of the Mt Eden CLG is to:

▪ ▪ ▪ ▪

Provide a means for delivering regular updates on project progress.

▪

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

Monitor the effects of the project on the community.

Enable opportunities for concerns and issues to be reported to and responded by CRLL. Provide feedback on the development of the CEMP and DWPs (each of the DWPs or MPs documents comments received from the Mt Eden CLG and how these have been responded to).

7.1.2

Requirements

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

▪

Ensure that community interests are identified and recognised through the demolition process and through feedback on the development of the CEMP, DWPs and MPs for issues such as traffic, access, noise and vibration, air quality and archaeology.

▪

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

▪

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

▪

Provide a regular forum through which information about the Project can be provided to the community, effects can be monitored, and an opportunity for concerns or issues to be raised and responded to. The Mt Eden CLG provides the community with a voice to ensure key issues identified through the planning process are given due and ongoing consideration.

Membership of the Mt Eden CLG includes representatives of the CRLL Team. During the demolition period, the Mt Eden CLG will also include representatives from C3 Alliance. Other members of the Mt

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Eden CLG include representatives from affected property owners, businesses and the Uptown Business Association.

7.1.3

Process

The process for coordinating Mt Eden CLG meetings is set out below.

Table 7-1 CLG meetings coordination

Stage

Description

1

CRLL Communications staff will liaise with the Mt Eden CLG members regarding meeting dates and venues. The venue is always at a local venue, usually at the CRLL Mt Eden Project Office.

2

C3 Alliance’ Stakeholder and Communications Manager provides input, as required.

3

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

4

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

7.2

Stakeholder and affected persons

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

A full list of these parties for the Project is provided in Table 6-2 above and detailed in the Engagement Map provided at Appendix D. CRLL staff and the Principal Technical Advisors have undertaken pre-construction communication and consultation with a range of stakeholders, during the preparation of the CEMP, DWPs and MPs. The following DWPs are required under the CRL designation conditions:

▪ ▪ ▪ ▪

Construction Environmental Management Plan.

▪

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

▪ ▪ ▪ ▪ ▪

Trees and Vegetation.

▪

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

Communication and Consultation Plan.

Transport, Access and Parking.

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

Contamination.

Air Quality.

Social Impact and Business Disruption.

Urban Design – has not been prepared for this Project. The final urban design will be prepared for the overall CRL main works once the final urban design treatment for the public realm has been identified.

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

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▪ ▪ ▪ ▪

Construction Environmental Management Plan.

▪

Groundwater and Settlement Monitoring and Contingency Plan – has not been prepared for the Project as works involve demolition down to ground level only.

▪ ▪

Contaminated Soils Management Plan.

▪

Air Quality Management Plan.

Communication and Consultation Plan.

Erosion and Sediment Control Plan.

Flocculent Treatment Management Plan – has not been prepared for the Project as flocculent treatment is not proposed. The Erosion and Sediment Control and Contamination Soils Management plans note that should the contractor require it be used then they will need to prepare a Flocculent Treatment Management Plan.

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

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

C3 Alliance is required to monitor demolition progress and identify activities that may impact on stakeholders. This includes ensuring workers understand activities that may cause particular concern to the community, such as noisy activities.

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

7.2.1

Permit to Notify

When the delivery team is planning works that will impact on particular persons or businesses, including but not limited to exceedance of the Project noise limits, the delivery team is required to inform the C3 Alliance Stakeholder and Communications Manager in advance. This will ensure timely preparation of construction notifications, with the affected persons or businesses being notified at least 24 hours in advance.

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

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7.2.1.1

The Permit to Notify process

The communications process is set out in the following table: Table 7-2 Permit to Notify process

Stage

Responsibility

1

Delivery team members

Description Submit a Permit to Notify (PTN) to the C3 Alliance Stakeholder and Communications Manager in advance of the works.

The PTN will include:

▪ ▪

identification of scheduled works, and details of works including:  Description of the works.  Anticipated impacts as a result of the works.  Description of any mitigation measures employed.

2

CRLL Construction Manager C3 Alliance Technical Team Member

3

CRLL GM Corporate Relations & Communications

▪ Times and duration of the works.

Contact details for enquiries.

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

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

C3 Alliance Stakeholder and Communications Manager 4

5

1.1.1

C3 Alliance Stakeholder and Communications Manager

Communicates to CRLL GM Corporate Relations & Communications the construction impacts on stakeholders.

C3 Alliance Environment and Sustainability Manager

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

C3 Alliance Stakeholder and Communications Manager

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

Mana Whenua Forum

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

▪ ▪ ▪ ▪ ▪ ▪

Ngāti Maru Ngāti Paoa Ngāi Tai Ki Tāmaki Ngāti Te Ata Waiohua Ngāti Whātua o Ōrākei Te Akitai Waiohua

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▪ ▪

Te Kawerau a Maki Ngāti Tamaoho

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

▪ ▪ ▪ ▪ ▪ ▪

CEMP and DWPs. Archaeology, including assistance with discovery protocols.

Koiwi and artefact discovery.

Cultural induction for contractors.

Cultural monitoring.

Ongoing provision of mātauranga Māori input.

7.2.1.2

Requirements

During construction of the Project, the C3 Alliance is required to:

▪ ▪

Provide CRLL with information and attend the hui, if required.

▪

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

Follow the protocols for recovery and preservation of artefacts, koi iwi, and other items of interest to Maori discovered during demolition. These protocols are identified in the Project Historic Character Delivery Work Plan (Archaeology Section) at Appendix G of the CEMP and in the Archaeological Authority1 approved for the A2N portion of the works.

7.2.2

Network Utility Operators

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

7.2.2.1

Material changes affecting network utilities

Where a material change is identified that has not already been agreed with the NUO and which affects network utilities, then the following process will be adopted: (i) CRLL will contact the relevant NUO to organise an on-site meeting in conjunction with the contractor. (ii) If the change is subsequently agreed on site, then the relevant construction and/or asbuilt drawings will be revised. (iii) If the change cannot be agreed on-site, then a meeting will be held between CRLL, C3 Alliance and the relevant NUO Project Manager to identify a mutually agreeable outcome.

7.2.2.2

Supplementary authorisations

Depending on the circumstances, the relevant NUO or CRLL will identify what authorisations are required. (i) If the proposed utility works are not related to the Project, then the NUO will be responsible for obtaining any necessary authorisations (including resource consents where required). (ii) If the utility works are required to facilitate the demolition in the Project area, then the CRLL Utilities Manager and the C3 Alliance will meet with the relevant NUO Project 1

Heritage New Zealand Pouhere Taonga reference 2017-793

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

7.2.2.3

Inspection and final approval of works by network utility operators

(i) Upcoming inspection, testing, and commissioning works will be identified at weekly meetings between CRLL, the C3 Alliance and the NUOs. (ii) The C3 Alliance will arrange necessary site inspections directly with the relevant NUO Project Manager. (iii) If the inspection passes, then the NUO will sign off the work package. (iv) If the inspection fails, then the CRLL Utilities Manager (or delegate) and C3 Alliance will work together to identify the appropriate remedial action and a re-inspection will be organised with the NUO. 7.2.2.4

Ongoing communication and consultation

During the utilities phase of the Project there will be regular on-site liaison between the C3 Alliance and the NUOs. This will generally be undertaken by way of ‘tool box’ meetings at the start of each day, complemented by weekly meetings during utility construction works between CRLL, the C3 Alliance and the NUOs. The purpose of the weekly meetings when utility works are progressing is to plan in greater detail for upcoming utility works in conjunction with other aspects of the Project works – e.g. temporary traffic management.

7.2.2.5

Review of Management Plans

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

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

7.2.3

Emergency services

C3 Alliance will undertake consultation with Fire, Police and Ambulance regarding their specific operational requirements in relation to the Project. This will include information on the location, timing and duration of demolition works (particularly in relation to road lane reductions and/or closures, alternative routes and detours) and consultation in advance of the commencement of construction works.

Table 9-1 of the Traffic Access and Parking DWP at Appendix (TBC) of the CEMP states that the Project will not impede emergency service access to properties. New Zealand Police, New Zealand Fire Service and St Johns Ambulance will be consulted with in terms in the reduced traffic capacity in vicinity of the works.

7.2.4

Heritage

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

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7.2.4.1

Requirements

The C3 Alliance is required to:

▪

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

▪

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

▪

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

▪

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

7.3

Notable receivers

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

The CNVDWP has identified one notable receiver, MediaWorks at 2-3 Flower Street, affected by the Project.

7.4 1.1.2

Public engagement Public enquiries

CRLL has an established email address for public enquiries:

info@cityraillink.govt.nz Access to a member of the C3 Alliance will also be available 24 hours a day, 7 days a week at the Freephone number: 0800 CRL TALK (275 8255) This number will be promoted to directly affected and affected in proximity parties and stakeholders before demolition commences. This number will feature on all project signage, communication material, Project, CRLL website and other collateral.

7.4.1.1

Requirements

The C3 Alliance is required to:

▪ ▪

Identify the Freephone number on all project advertising and collateral.

▪

Record all enquiries, requests for information and complaints.

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

7.4.1.2

Process

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

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Table 7-3 Public enquiries

Stage

Description

1

The C3 Alliance team member receives an enquiry or complaint.

2

The communication team member contacts: The C3 Alliance Stakeholder and Communications Manager, if the issue is about the construction activity, or

3

CRLL GM Corporate Relations & Communications, if it is a media enquiry, political enquiry, or enquiry about the costs, benefits or strategic fit of the project, or future CRL works outside the contract works.

The C3 Alliance Stakeholder and Communications Manager or CRLL GM Corporate Relations & Communications (as appropriate) responds in writing to the communication team member as quickly as possible.

4

The C3 Alliance team member contacts the enquirer with the response, unless it relates to a media or political enquiry, or an enquiry about the costs, benefits or strategic fit of the project – in which case the CRLL GM Corporate Relations & Communications will respond.

5

The C3 Alliance team member determines whether the enquirer is satisfied with the response, including any mitigation action taken if it is a complaint.

6

The C3 Alliance team member responds with further information or action as required.

7

For construction related complaints, the C3 Alliance team member in consultation with the Stakeholder Communications Manager and the CRLL Project Manager determines if a specific mitigation response is required.

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

8

7.4.2

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

Other enquiries

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

7.4.2.1

Requirements

The C3 Alliance is required to ensure that the Project demolition team is well briefed to respond to any enquiries, and site supervision is present on site during working hours and is able to actively respond to all issues, enquiries and emergencies.

7.4.2.2

Process

The process for managing public enquiries generally is set out in Table 7-3 above.

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7.4.3

Response timeframes

Table 7-4 Public enquiries response timeframe

Enquiry channel

Response timeframe

Written correspondence (letters)

▪

Written correspondence (emails and social media)

▪ ▪

0800 project information line calls

▪ ▪ ▪

Meetings

7.4.4

Within 5 working days of receipt.

Acknowledged on day of receipt.

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

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

Within 24 hours for calls received outside of business hours (unless the call relates to an ‘emergency’ situation requiring immediate action).

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

Complaints

Complaints will be dealt with in a responsive manner so that the complainant feels their concerns are being heard and addressed. This approach is designed to develop a relationship of trust and reliability between the community, the C3 Alliance and CRLL. The project will be contactable 24/7 through the Freephone number.

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

7.4.4.1

Requirements

C3 Alliance is required to ensure that:

▪

C3 Alliance Stakeholder and Communications Manager handles all complaints that arise on the project, and they are tracked by the C3 Alliance through the CRM system.

▪

The community is notified of the project contact details through which complaints can be made. This will include the website, demolition notifications, onsite signage and Project publications and newsletters.

▪

C3 Alliance staff are briefed on the complaints process and are prepared to receive complaints through the Freephone number, by email, in writing or through face to face contact.

7.4.4.2

Complaints process

The process for managing complaints is set out below.

Table 7-5 Complaints management process

Stage 1

Description All complaints are forwarded to the C3 Alliance Stakeholder and Communications Manager and CRLL Project Manager via the complaints/enquiry form.

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2

The C3 Alliance Stakeholder and Communications Manager acknowledges the complaint on day of receipt by phone or in writing. If the C3 Alliance Stakeholder and Communications Manager is not available, the C3 Alliance Project Manager or another member of the project team acknowledges the complaint.

3

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

4

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

Note: See the ‘Response timeframes’ in Table 7-6 below.

5

The C3 Alliance Stakeholder and Communications Manager works closely with the CRLL Project Manager and C3 Alliance Construction Manager to resolve complaints. They are proactive in keeping complainants informed of what action is being taken to address their concerns.

6

If a complaint cannot be resolved within the complaints process timeframe, the complainant is invited to a meeting with the C3 Alliance Stakeholder and Communications Manager and the CRLL Project Manager.

7

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

8

When a complaint is resolved it should be ‘closed out’ as an action in the CRM. Each month a record of complaints activity will be reviewed by the C3 Alliance Stakeholder and Communications Manager to check that all actions have been closed out.

9

7.4.4.3

Complaints data is reviewed regularly by the C3 Alliance Stakeholder and Communications Manager, together with the CRLL Project Manager to identify any trends.

Response timeframes

Table 7-6 Response timeframes

Complaint channel

Response timeframe

Written correspondence (letters)

▪

Written correspondence (e-mails and social media)

▪ ▪

0800 project information line calls

▪

Meetings

▪▪

7.4.5

Within 5 working days of receipt.

Acknowledged on day of receipt.

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

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

Within 24 hours for calls outside of business hours (unless Response / resolution to received be completed within the timeframes agreed the call relates to an ‘emergency’ situation requiring immediate in the meeting. action).

Newsletters, brochures, website and social media

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

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7.4.5.1

Requirements

The C3 Alliance is required to provide information to the CRLL Communications Team that can be used for the CRLL website and newsletters. The type of information required and the contact details for each media channel is set out in the table below.

7.4.5.2

Timeframe

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

For social media fast turnaround times may be required. Some of the information will be sourced from the C3 Alliance project progress reports.

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7.4.5.3

Media channels

Table 7-7 Media channels

Channel

Details

Website

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

▪ ▪ ▪ ▪ ▪

Facility for people to sign up for updates CRLL email address for public enquiries.

The Freephone number: 0800 CRL TALK (275 8255).

Information provided by the Contractor The C3 Alliance Stakeholder and Communications Manager will provide the CRLL GM Corporate Relations & Communications with the following information:

▪

Contact details for the CRLL and a link to the project site.

▪

DWPs, CEMP and CCP relating to the project.

▪ ▪

Project information as required (including provision of early information on key Project milestones).

Content, stories and photos of project progress and experiences.

Photos of individuals to provide a human face.

Information for specific constructability stories.

Social Media

Online presence on Facebook

CRLL Communications responsibility.

Newsletters

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

▪ ▪

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

7.4.6

Consistent CRLL branding.

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

Media

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

The project media spokesperson is the CRLL CEO. The communications contact on behalf of the media spokesperson is the CRLL GM Corporate Relations & Communications: Mobile: 027 230 6381 Email: Victoria.Jessop@cityraillink.govt.nz

7.4.6.1

Requirements

The C3 Alliance is required to adhere to CRLL’s media protocols which include:

▪

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

▪ ▪

Providing a very quick turnaround on facts.

▪

Briefing C3 Alliance staff, including sub-contractors to adhere to the media protocols. Briefings will occur as part of staff induction.

▪

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

The C3 Alliance Project Manager collaborating with CRLL GM Corporate Relations & Communications to be the approved spokesperson for specific technical responses to media enquiries.

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▪

Providing full support to the CRLL Communications Team for any media activities, including providing resources, personnel and promotional materials or assisting with event management and site access. CRLL’s requirements for media activities will be discussed and organised at the regular meetings between the C3 Alliance Stakeholder and Communications Manager and the CRLL GM Corporate Relations & Communications.

7.5

Managing crisis and emergency situations

The C3 Alliance Emergency Response and Incident Management Plan describes how the C3 Alliance will manage any emergencies and potential crisis situation.

1.1.3

What is a crisis or emergency?

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

▪ ▪

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

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

7.5.1

Requirements

In the event of a crisis or emergency, the C3 Alliance 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 C3 Alliance and CRLL.

▪ ▪

Report any crisis or emergency through the Project Control Group.

Front to the media together with CRLL.

7.5.2

Emergency contacts

Table 7-8 Emergency responsibilities contact

Responsibility

Contact

Emergency Response Co-ordinator

C3 Alliance Site Superintendent Name and contact details TBC

Construction management

C3 Alliance Construction Manager Name and contact details TBC

Assessing H&S risks

C3 Alliance Health and Safety Manager

Contacting WorkSafe and CRLL to report incidents

Name and contact details TBC

Oversight of C3 Alliance Construction Team

C3 Alliance Project Director Name and contact details TBC

C3 Alliance Communications

C3 Alliance Stakeholder and Communications Manager Name and contact details TBC

Coordinate inputs/decision from CRL work streams

CRLL Project Manager Name and contact details TBC

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Coordinate inputs/decision across the Project

CRLL Construction Manager Lucas Nikkel M: 021824576 E: Lucas.n@stellarprojects.co.nz

CRL Health and Safety oversight for Project Works

CRLL Construction Safety Manager Mark Durham M: 027 733 2156 E: Mark.durham@cityraillink.govt.nz

CRL Communications

CRL GM Corporate Relations & Communications Victoria Jessop M: 027 230 6381 E: Victoria.Jessop@cityraillink.govt.nz

Overall responsibility for entire CRL programme

CRLL Project Director Sean Sweeney E: Sean.sweeney@cityraillink.govt.nz

Auckland Council Compliance Monitoring Officer

TBC

Auckland Council Media Relations Manager

TBC

Auckland Council RC Team Project Manager

TBC

7.6

Review of Project specific Communication and Consultation Plan

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

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

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Appendices

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Appendix A Summary of Project Communication and Consultation

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

Summary of communication and consultation

Government/statutory Heritage New Zealand Pouhere Taonga Auckland Council

Network Utility Operators Watercare Services Ltd Vector Energy, Gas, Communications Chorus Vodafone AC Stormwater

Mana Whenua Ngati Whatua o Orakei

Mei Hill

Ngati Te Ata Waiohua

Metiria Kaihau

The Project was presented to the Mana Whenua Forum on 18 October 2018. The following questions were raised and responded to by CRLL at the Forum.

E: m.kaihau.12@gmail.com

•

Ngati Paoa

Jay Te Whare

E: Mei@ngatiwhatuaorakei.com

E: admin@ngatipaoaiwi.co.nz Te Akitai Waiohua

Adrian Lee Pettit E: adrianleepettit@gmail.com

Ngati Maru

Geoff Cook P: 07 867 9104 E: ngati.maru@wave.co.nz

Ngati Tamaoho

Hero Potini E: Hero@tamaoho.maori.nz

Te Kawerau a Maki

Scott Lomas P: 09 973 0903 E: Scott.lomas@tekawerau.iwi.nz

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Do the outline plans inform the works that are undertaken and the management plans inform the methodology

Response: The outline plan is supported by the

Delivery Work Plans (DWPs) and management plans that go to Council •

Is sediment control was part of these DWPs

Response: It is and that the consent conditions

required this •

Would be a Notice of Requirement (NOR) as part of this process

Response: No, because the designation has

already been set up. The outline plan explains how the work will be undertaken under the existing designation. An explanation of where

Ngai Tai ki Tamaki

Zaelene Maxwell-Butler E: zaelene.maxwellbutler@ngaitai-ki-tamaki.co.nz

the outline plan sits in relation to the management plans was given •

How was the puna (spring) at Water St acknowledged in the management plans as part of these works and requested that it was if it wasn’t included

Response: To be discussed further •

Are the management plans for these works similar to the ones that have been released for other contracts

Response: Confirmed that they were

Community Business Liaison Group Mt Eden CLG meeting 11 December 20218

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No feedback was received from the CLG meeting of 11 December

Appendix B Stakeholder and Partner Contacts

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Party name Key stakeholders

Contact details

Government/statutory Heritage New Zealand Pouhere Taonga

Bev Parslow

Auckland Council Stormwater Unit

Refer Network Utility Operators below

E: bparslow@heritage.org.nz

Emergency services Fire

Roger Callister E: Roger.callister@fire.org.nz

Police

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

Ambulance

John Takerei P: 09 526 0508I M: 0272023144 E: john.takerei@stjohn.org.nz

Graham Ferguson E: GrahamFe@stjohn.org.nz

Network Utility Operators Watercare Services Ltd

Wasi Shirwali E: wshirwali@water.co.nz Parkin Low E: plow@water.co.nz

Vector - Energy, Gas and Communications

Alec Christie M: 021 979 477

James Thatcher M: 021 221 4798

Dave Cox - Project Engineer (Vector) M: 021 463 163

Darryl Wharerau – Project Manager (Vector Gas)

Tracy Adamson – Communications Chorus

Bob Willering E: Bob.willering@chorus.co.nz M: 027 274 9152

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Vodafone

Lindsay Fitness E: Lindsay.fitness@vodafone.co.nz M: 029 912 520

Auckland Council Stormwater Unit

Richard Smedley - Principal – Network Planning E: Richard.Smedley@aucklandcouncil. govt.nz M: 021 529 905 P: 09 367 4253

Partners Mana Whenua Ngati Whatua o Orakei

Mei Hill E: Mei@ngatiwhatuaorakei.com

Ngati Te Ata Waiohua

Metiria Kaihau E: m.kaihau.12@gmail.com

Ngati Paoa

Jay Te Whare E: admin@ngatipaoaiwi.co.nz

Te Akitai Waiohua

Adrian Lee Pettit E: adrianleepettit@gmail.com

Ngati Maru

Geoff Cook P: 07 867 9104 E: ngati.maru@wave.co.nz

Ngati Tamaoho

Hero Potini E: Hero@tamaoho.maori.nz

Te Kawerau a Maki

Scott Lomas P: 09 973 0903 E: Scott.lomas@tekawerau.iwi.nz

Ngai Tai ki Tamaki

Zaelene Maxwell-Butler E: zaelene.maxwell-butler@ngaitaiki-tamaki.co.nz

Directly affected and affected proximity parties Property

Property Use

Property Owner/ Manager Occupier

Office

Nelson Buildings Ltd (owner)

Club & Meeting Rooms

Dalmatian Cultural Society

Other

Global Immigration Services

New North Road 10 New North Road

Pure Dance Volunteering Auckland

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16-20 New North Road

Commercial Office

AD Law Trustees (No.17) Ltd, and Owens Nominees Ltd (Owner) ACR Compliance Consultants

22-26 New North Road

Retail

Jubilee Crippled Children Foundation Trust Board (Owner) Sopers Mac

30 New North Road

Specialty Trade

I & RW Doo (Owner) Mt Eden Tyre and Mechanical

60 New North Road

Office Film and TV

Carvoid Investments Ltd / Monkhouse Law Family Trust (Owner) Choise TV Entertainment Publications New Zealand HGTV Top TV NZ Ltd

66-70 New North Road

Retail

Summit Holdings AKL Ltd (Owner) Hero Sandwich House Bottle O

46-48 New North Rd

Specialty Trade

MediaWorks TV Ltd (Owner)

Office

MediaWorks Transmission Workshop and Offices

Retail

Delissimo Delicatessen and cafĂŠ 74 New North Road

Office

Brayshaw Hall Ltd (Owner)

Retail

JP Spa

Residential

Lion Rock Merchandising Ltd Residential

78-96 New North Road

Office

Oasis Eden Holding Ltd (Owner)

Retail / Commercial

Cure Kids DJI Authorised Retail Store Eqstruc.co.nz Fersa light Techinic Jetts Kellylin Couture Life Plus Structural Ease

100 New North Road

112 New North Rd

Office

Jencal Properties Ltd (Owner)

Manufacturing

Soar Digital / Print

Specialty Trade

LL & LT Tieu & Brennan and BrownHaysom Trustees Ltd (Owner) Advance Auto Repairs Aisha Motors

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Mt Eden Road 15-19 Mt Eden Road

Retail

Elnaia Ltd (Owner)

Office

Bamboo Kitchen ExtraStaff

21-25 Mt Eden Road

Commercial

Bracey Consortium (Owner)

Retail

Helmut Hair Salon TwentyThree Café The Corner Store

22 Mt Eden Road

Specialty Trade

D.G. Trustee Co (2012) Ltd (Owner) Mt Eden Automotive

24 Mt Eden Road

Retail

The House of Knives Ltd (Owner) House of Knives

27 Mt Eden Road

37-39 Mt Eden Road

Retail

IL Haynes / TJ Parker (Owner)

Office

Al Volo Pizzeria Immigration Bureau

Residential

Allcard Services / Mayon Investment Ltd / Mankind Investment Ltd (Owner)

Other – Studio / Events

The Spreading Tree 41 Mt Eden Road

Residential

Body Corporate – Various (Owner)

43 Mt Eden Road

Commercial

Anscot Property Ltd (Owner)

Residential

Quinovic Mt Eden (now vacant) Residential

47 Mt Eden Road

Commercial

Northward Enterprises Ltd (Owner)

49, 55, 57,59,61,63, 65 Mt Eden Road

Commercial

Samson Corporation Ltd (Owner)

Retail

Ace Kitchen

Black Box Architects

John Zimmermann Couture Metal Tshirts Satya Restaurant The Tucker Box 71-75 Mt Eden Road

Commercial

Executive Trustees Ltd (Owner)

Retail

Bok Mart (Wang Mart) Keepsake Tattoo Suave Barbershop

81 Mt Eden Road

Vacant

LJ Ng (Owner) Vacant – boarded up

83 Mt Eden Road

Retail

Quatro Properties Ltd (Owner) Mt Eden Souvenirs

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101 Mt Eden Road

Commercial Retail

Southside Developments Ltd / Mt Eden 101 Ltd (Owner)

Specialty Trade

Auto Services Caci Health Dubber and Craig Customs Health 101

Fenton Street 11 Fenton Street

Residential

Station R Body Corporate – various (Owner)

7 Fenton Street

Specialty Trade

MEC Ltd (Owner) Police Vehicle Pound

Akiraho Street 1 Akiraho Street

Residential

Body Corporate – various (Owner)

3 Akiraho Street

Residential

Body Corporate – various (Owner)

5 & 9, 13 Akiraho Street

Commercial

Manukau Enterprises Ltd (Owner)

Retail

Brothers Brewery Juke Joint Regal Castings Regal Bullion

7 Akiraho Street

Commercial

Regal Castings Ltd (Owner) Regal Castings Regal Bullion

11 Akiraho Street

Office

Greenpeace Educational Trust (Owner) Greenpeace

32 Akiraho Street

Commercial

SM & CG Cole/ BAL Carpenter (Owner) Bear Park Early Childcare Centre

Ngahura Street 1 Ngahura Street

Other – Sport/ Events

2 Ngahura Street

Office

Auckland Boxing Association (Owner) Auckland Boxing Association

3 Ngahura Street

Manufacturing

Jencal Properties Ltd (Owner) Soar Digital / Print

Residential

Body Corporate – various (Owner)

Commercial

Summit Holdings AKL Ltd (Owner)

Ruru Street 2 Ruru Street

Office 2A Ruru Street

Residential

DE Thomas and V Braun (Owner)

Office 3-5 Ruru Street

Other – Religious

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Urban Vineyard Church (Owner)

4-6 Ruru Street

Commercial

Choy consortium (Owner)

Office

Vacant Goodwin Property

10-14 Ruru Street

Residential

Body Corporate – various (Owner)

Commercial

City Storage

Commercial

Soft Start Productions Ltd (Owner)

Office

Interdyn - Audio Visual Business

Korari Street 3 Korari Street

Network Lighting 5-7 Korari Street

Residential

Body Corporate – various (Owner)

Other – car parks

MediaWorks TV Ltd (Owner)

Flower Street 2 Flower Street

Car Parking Building 3 Flower Street

Film and TV

MediaWorks TV Ltd (Owner) MediaWorks

10 Flower Street

Residential

Body Corporate – various (Owner)

Residential

M S Kim (Owner)

Nikau Street 9, 11,13,15 Nikau Street

Eden Accommodation 2 Nikau Street

4 Nikau Street

Office

IL Haynes / TJ Parker (Owner)

Residential

Auckland Business Consulting Ltd Residential

Commercial

Lighthouse and CS Partnerships (Owners)

Office

Fuse Creative Advertising Agency International Entertainment Ltd 6-10 Nikau Street

Commercial

Frequency Nikau Ltd (Owner)

Office

Frequency NZ Ltd

Residential

Fresh Communications Ltd Residential

12-14 Nikau Street

Residential

Eden City Growers Ltd (Owner) Residential

Shaddock Street 2-4 Shaddock Street

3 Shaddock Street

Commercial

Cathran Properties Ltd (Owner)

Office

Guardian Alarms | Fire Detection Specialists Beer Jerk

Commercial

Allcard Services Ltd (Owner)

Office

Allcard Services

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5-7 Shaddock Street

6 Shaddock Street

Commercial Office

Worth & Douglas Ltd (Owner) Worth & Douglas

Commercial

Executive Trustees Ltd (Owner)

Office

Glass Resources Ltd Adsel Solutions Group Ltd

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Appendix C Key Project Contacts

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Name

Title

Contact details

Sean Sweeny

CRLL Project Director

E: Sean.Sweeney@cityraillink.govt.nz

Lucas Nikkel

CRLL Construction Manager

M: 021 824 576 Lucas.n@stellarprojects.co.nz

CRLL CRLL GM Corporate Relations & Communications

M: 027 230 6381

Richard Jenkins

CRLL Consents Manager

M: 021 870 124

Mark Durham

CRLL Construction Safety Manager

E: Richard.jenkins@cityraillink.govt.nz M: 027 725 544

Victoria Jessop

E: Victoria.Jessop@cityrailink.govt.nz

E: Mark.durham@cityraillink.govt.nz TBC

Auckland Council Compliance Monitoring Officer

TBC

Auckland Council Media Relations Manager

TBC

Auckland Council RC Team Project Manager

TBC

CRLL Project Manager

Yet to be appointed

C3 Alliance Project Director

Yet to be appointed

C3 Alliance Stakeholder and Communications Manager

Yet to be appointed

C3 Alliance Construction Manager

Yet to be appointed

C3 Alliance Health and Safety Manager

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Appendix D Engagement Map

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Appendix E ISCA Requirements

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CRLL is seeking ISCA (infrastructure Sustainability Council of Australia) IS (infrastructure Sustainability) Rating for the whole project lifecycle where the requirements as per ISCA CRL IS Technical Manual – Mahi Rauora Aratohu - Version 1.2 to be met, (Reference to CRLL minimum requirements - Appendices 10, 23 and 24 of the contract documents).

This Appendix states IS requirements that are essential to achieve the indicated target levels of the relevant ISCA credits (Sta-2, Sta-3 and Sta-4)2. These requirements remain subject to change should the alliance set different target levels to achieve the project’s sustainability goals. Hence, the below Table to be reviewed, amended (as and if needed) and confirmed according to the target level that will be set and agreed upon. The relevant required evidence(s) to achieve the target to be provided at appropriate timing.

ISCA Category Sta-2

Target Level

Construction Requirements

How we Aim to achieve this

Benchmark Negotiable issues are identified and the level of participation on these issues is at least 'consult' or higher for level 1, and at least 'involve' or higher for level 2 on the IAP2 spectrum.

AND Stakeholders are informed about non-negotiable issues.

Sections 5, 6 and 7 of the Communication and Consultation Plan in conjunction with SIBD DWP.

2

Level of engagement

Evidence Stakeholder engagement plan Stakeholder meeting minutes Community Newsletters Stakeholder letters Stakeholder engagement database

This Communication and Consultation Plan is set out to ensure appropriate communication and consultation is undertaken with the community, stakeholders, affected parties and affected in proximity parties. This includes providing information to the community on construction activities, progress of work and key milestones. However, benchmark for Sta-2 credit requires negotiable issues are identified, use IAP2 Spectrum of Public Participation to define the level of participation on these issues, and stakeholders are informed of the non-negotiable issues.

Hence, this need to be considered3 and to ensure the right evidence documents will be available

Sta-3 2 Effective Communication 2

Sta-1 Stakeholder engagement strategy is indirectly related to this plan and may be required to be provided as evidence for ISCA Sta credits. A stakeholder engagement strategy for the whole project should be implemented.

3 In case all works related to Demolition are considered “non – negotiable” then this need to be clearly indicated/communicated and documented for providing the right evidence documents.

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Benchmark The community has been provided with information that: was provided in a timely manner supported community participation was meaningful and relevant was accessible AND This has been verified by: internal management/ reviews/ audits OR community feedback with 65-80% support for level 1 and > 80% support for level 2

Sections 5, 6 and 7 of the Communication and Consultation Plan in conjunction with SIBD DWP.

Evidence Community survey(s) or equivalent Stakeholder engagement strategy Community relations Plan Management, review or audit reports Sta-4 2 Addressing community concerns Benchmark The community believe their concerns have been considered and addressed. AND This has been verified by: internal management reviews/ audits OR community feedback with 65-80% for level 1 and >80% for level 2 support Evidence Community survey(s) or equivalent Stakeholder engagement strategy Community relations Plan Management, review or audit reports

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Sections 6 and 7 of the Communication and Consultation Plan in conjunction with SIBD DWP.

Auckland Office Level 4, Aurecon House 139 Carlton Gore Road Auckland 1023 New Zealand T +64 9 520 6019 F +64 524 7815