Hamilton Central City Transformation Plan - Hamilton City Council
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Hamilton Central City
Transformation Plan
[DRAFT]
2 | Contents
Contents | 3
Contents
Introduction............................................................................. 4 Implementation and Timeframes.......................................46
A Framework For Action ...................................................... 6 Performance Indicators.......................................................48
Central City: The Facts & Stats............................................ 8 Strategic Framework............................................................49
Vision, Outcomes & Strategies ..........................................12 Timeline of Investment History..........................................50
Transformation Strategies ...................................................14 Retail Plan..............................................................................52
1. Reshape the Central City & Define
Laneways Plan......................................................................62
Precinct Identify & Character................................................14
i. The Business District......................................................... 17 Acknowledgements............................................................. 72
ii. Victoria...................................................................................18
iii. The South End...................................................................23
Garden Place............................................................................24
Precinct Actions...................................................................... 28
2. The Waikato River.................................................................. 30
i. Victoria on the River.........................................................32
3. The Green Frame & Green Spaces...................................34
4. Streetscape, Amenity & Beautification.............................36
5. Strengthening Connections.................................................38
i. Transport...............................................................................41
ii. Parking .................................................................................42
iii. Laneways.............................................................................42
6. Investment & Business Attraction.......................................44
4 | Introduction
Introduction
The Central City Along with many other cities around the Cities that have successfully revived
world, the decline of Hamilton’s central or transformed their central cities have
Transformational Plan is an city began in the 1970s. recognised the importance of a having a
action focused practical Easier access to cars, the rise of suburban
clear and distinctive identity that reflects
the prosperity and character of their city.
approach to transform centres with indoor malls and free parking,
Hamilton’s central city into and the loss of a distinctive identity have The Central City Transformation Plan has
eroded central city economies. been prepared after reviewing academic
a more vibrant prosperous research papers, talking with experts
Attempts at revitalisation can be grouped
centre for the Waikato. into three stages: more accessibility
and other cities, and understanding
what has worked in smaller sized cities
to cars and more parking; head on
around the world similar to Hamilton with
It is a long term plan to guide competition with the suburbs; creating a
populations under 500,000.
distinctive central city identity.
and change the central city. Public feedback, stakeholder
There are some short term Replicating the suburban shopping
engagement and resident surveys have
formula and attempting to compete with
projects, but fundamental suburban malls has been regarded as a
provided important views on the future
of Hamilton’s central city.
change will take some years failure world wide.
to achieve. Providing more parking, new physical
works and supporting events provide part
of the solution, but are not enough on
The Plan is part of an overall their own.
strategic approach to deliver
the Hamilton Plan.
Introduction | 5
6 | A Framework For Action
A Framework
For Action
Transformation success This Plan incorporates
factors in smaller cities have these success factors into a
been identified in successful framework for transforming
revitalisation of city centres Hamilton’s central city.
in small sized cities.
Strengths Challenges
• Successful anchors and • Developer confidence in the • Static economy • Poor connectivity to major
cultural assets in or close central city’s future facilities close by
• Big central city footprint
to the central city; Wintec,
• Public Art • Poor image and negative
Museum, Theatres, Library, • Lack of precinct identity
public perception of the
Stadiums and Claudelands • Strong hospitality offering
• Small and fragmented property central city and its economic
and award winning restaurants
• The Waikato River is a ownership performance
and cafes
unique and significant natural
• Old and tired buildings with • Declining and undistinguished
asset and the River Plan is • Redeveloped modern Centre
poor street appearance and retail offering
completed Place shopping mall
engagement
• Safety issues
• More people are living in the • Large green spaces
• A perception that there is
central city surrounding the central city • Garden Place is empty and
not enough parking, its not
perceived as unsafe
• Investment interest is high • Hamilton Central Business convenient and its not free
Association • Too much council red tape
A Framework For Action | 7
Compact
Pedestrian focused
environments &
Strong visitor
orientation
orientation
Marketing & events
to increase central
city visibility
High value given
to streetscape,
beautification, building
facades & public art
Transformation
Success People University or tertiary institutions
Factors attraction
& retention
in or close to the central city
Civic buildings & public buildings
such as convention centres
magnets Well preserved historical
Public sector character or a point of
uniqueness or feature
financial support to
High value natural
private investments amenity including
waterfronts &
green spaces
Retail that suits the
needs & tastes of Safety
people attracted to
central cities
Cultural activities
such as galleries
museums &
entertainment
8 | Central City: The Facts & Stats
Central City:
The Facts & Stats
An analysis of the economic
performance of the central
city has been undertaken for 2001 – 2006
the period 2001 – 2015.
The central city was growing (economy, people, dollars)
This study period was chosen and economic performance was reasonably strong.
because it contains changing
economic cycles and changes
to Hamilton that have
impacted on the central city.
The analysis shows that despite
2006 – 2015
considerable public investment into
physical works, there has been very little
The central city experienced economic decline but in the last 2 – 3 years
change to economic performance. The the economy has started to come back to 2001 levels, apart from retail,
central city is largely the same today as it which is experiencing significant change.
was in 2001, with two distinct economic
performance periods during the period.
More recently there has been renewed
investment activity and some major
developments including the PWC Centre,
Centre Place Mall, the ANZ building and
Riverview Lane.
Central City: The Facts & Stats | 9
Snapshot today
2,375 $1.85b
Central City GDP
Business $7.1b Hamilton GDP
in the Central City
19,440
Employees $650m
in the Central City Retail Spend
$125m
129.4 Entertainment Spend
Hectares
size of Central City
40 hectares
3,000
Christchurch People live
Central City Size in the Central City
10 | Central City: The Facts & Stats
Central City GDP Businesses
GDP $ Billions Central City GDP Hamilton’s GDP Businesses in Central City 2001 2006 2014
600
$7.1
500
CAPITAL VALUE
$6.3
400 Commercial
Number
Property in 2015
$4.9
300 $1.3 billion
200 Residential
Property in 2015
100
$1.9 million
$1.8 $1.8
$1.5 0
ail
od
c
g
re
ial
g
n
n
ifi
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Ca
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nc
Fo
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at
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ist
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alt
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at
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at
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st
an
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od
lE
Ad
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sio
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a
2001 2006 2014
ic
m
Re
es
bl
co
of
Pu
Ac
Pr
Employees
Employees by Business Type Employee Personal Income
Numbers
4,000 2001
3,500
3,000
2006
2014 19,440
people are currently $32,193
Number
2,500 employed in the Retail
central city
2,000
$65,372
1,500 Professional
$25,728
1,000
83,000
Food and
Accommodation
500 Services
0
people are currently
il
od
c
g
re
l
g
n
n
employed in Hamilton
ia
ta
ifi
tio
io
in
rin
Ca
nc
Fo
nt
Re
at
ur
ra
Hi
Employees earn in total
na
cie
uc
n/
ct
lth
ist
e/
fa
tio
Fi
Ed
l/S
a
at
in
u
He
$19 million a week
a
m
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an
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od
E
Ad
M
sio
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al
ic
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Re
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co
of
Pu
Ac
PrCentral City: The Facts & Stats | 11
Offices Grade Development 1,482
Total consents
2001-2014
Office Grade Central City Building Consents Per Year
120,000
2009 150 $350,461,926
Total consent
2012 value 2001-2014
$17,675,573
10,0000
$30,078,363
2015
$23,235,69
$31,741,116
120
$14,733,370
80,000
$50,071,084
$30,395,137
$12,639,186
Square Metres
$14,888,110
90
$19,002,480
Number
60,000
$46,404,955
$22,694,535
$18,225,770
$18,171,552
60
40,000
30
20,000
0 0
Grade A Grade B Grade C Grade D Grade E 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Distribution of Retail Property Residential
Spending in Hamilton Ownership
Retail as a Total % in Hamilton As at 2015
Hamilton Central City
100
Te Rapa and the Base Balance of Hamilton
Hamilton
Commercial 564 1,000 41%
of central city
Residential 411 people lived in the
residents are aged
90
Central City in 2001 between 20-34
43% 39% 41% New Zealand
80 and is increasing
Commercial 296
70
The number of
Residential 122
Percentage
60 residents aged 50+
is also increasing
5%
21% Overseas
50
3,000
27% Commercial 40
40
Residential 11
30 52%
20 townhouses/
20 41% people lived in the units dwellings
31% have been constructed in
10 central city in 2013 the central city since 2006
0
APR 02 - MAR 03 APR 07 - MAR 08 APR 12 - MAR 1312 | Vision, Outcomes & Strategies
Vision
Outcomes
Strategies
Vision
A prosperous commercial centre
with a vibrant metropolitan lifestyle
1 2
Outcomes eshape the Central
R
City and Define
The Waikato River
he objectives and projects in the
T
1. More people working and living Precinct Identity Hamilton City River Plan as they relate
to the central city are a critical part
in the central city & Character of transforming the central city and
restoring its economic prosperity.
2. An economically prosperous
The central city needs a concentration Ferrybank will be the city’s premier
of people and commercial activity waterfront and culture, visitor and
commercial core to prosper. The area known and entertainment destination. It is a
understood as the Business District significant project that will contribute to
3. The central city is a destination is too big in its current form and it
is ill-defined, with dispersed activity
achieving the outcomes in this Plan.
4. An activated riverfront impacting on economic performance.Vision, Outcomes & Strategies | 13
3 4 5 6
The Green Frame and Streetscape, Amenity Strengthening Investment and
Green Spaces and Beautification Connections Business Attraction
Hamilton places high value on A high level of safety, cleanliness and
Connections in and around the central city Increasing economic prosperity depends
greenspaces and the network of parks, beauty are critical in achieving the are not clear. Transport and pedestrian on business attraction and providing an
trees and urban gardens are part of the outcomes in the Plan. Considerable routes need to be defined and aligned to easy to work in business environment that
city’s identity. work has been done already but more the precinct identities. supports economic activity.
is required.
The old West Town belt was designed onnections to visitor experiences and
C his includes cutting red tape; ensuring
T
100 years ago to frame the city centre. Consistent footpath and roading major facilities such as Claudelands, council services, policies and bylaws are
Today that role has been largely lost treatments and street furniture are FMG Stadium Waikato, Seddon Park and enabling and not barriers; and defining
through encroachment of buildings onto required, as are defining gateways Founders Theatre are very important in an investment proposition that will grow
this green space. between precincts and using streetscape achieving the Plan’s outcomes. commercial activity and jobs.
and landscaping to create identity.
he Green Frame plays a valuable role
T central city that is easy to get around for
A he private sector has a major
T
in defining the boundary of the central Public art and encouraging creative use all ages with excellent walking and cycling role in attracting more investment
city and as a public space for recreation, of spaces adds to creating places people paths, and defined loops enhances the and businesses.
leisure and entertainment. Public green want to use and be in. central city’s appeal. Parking will support
spaces, including small spaces, will be the central city precincts and respond to
identified and valued. the needs of central city users.14 | Transformation Strategies
Transformation LAKE ROTOROA
Strategies
1 eshape the Central
R
City and Define Precinct
Identity & Character
The central city needs a concentration of
people and commercial activity to prosper.
The area known and understood as the
CBD is too big in its current form and
it is ill-defined with dispersed activity
Precinct Identity
i. The Business District
This will be the compact business
and commercial core of the central
city, including retail.
impacting on economic performance.
ities that have been successful in
C ii. Victoria
transformation and revitalisation have This will have a dominant focus on
reduced the size of their central city and being an inner city residential suburb
concentrated activities into well defined with mixed use activities that support
areas with their own identity and character. city living.
Hamilton’s central city footprint is iii. The South End
significantly larger when compared to
most with populations our size or bigger This will be the city’s premier
waterfront and culture, visitor and
including the new central city planned
entertainment destination, including
GRAN
for Christchurch. RESIDEN
Ferrybank.
he central city will be reshaped into three
T MIXE
precincts, each with a defined identity
and dominant activity. Planning rules will
support these defined identities.Transformation Strategies | 15
GREEN FRAME VICTORIA
RESIDENTIAL AND
MIXED USE
BUSINESS
DISTRICT
OFFICE,
CITY FRINGE COMMERCIAL
MIXED USE N AND RETAIL
R DE E
GA LAC
P
KEY
Links between the city
and the river
THE SOUTH END
CULTURAL HOSPITALITY
AND ENTERTAINMENT R
VE
RI
O
K AT
NTHAM AN AI
K
NTIAL AND RYB W
R
ED USE FE16 | Transformation Strategies
Transformation Strategies | 17
Precinct Identity
i. The Business District
The Business District will be the business
and commercial core of the central city
area, with concentrated retail.
Outcomes Increasing the number of people working
• A concentrated commercial in the Business District and concentrating
the commercial core is recognised as a
and retail area that is successful strategy to increase commercial
sustainably and economic prosperity.
economically thriving.
The focus will be on intensifying office
• A retail experience that and retail activity in this precinct with
District Plan and building rules to support
provides for the needs and this outcome.
tastes of people attracted to Garden Place will be the activated
centrally located public space.
shopping in central cities.
The features of the Business District
• Garden Place is valued as will be:
a vibrant public space. • High rise office accommodation
offering a variety of building grades
• Heritage buildings retained and
repurposed for a range of uses
• Well maintained buildings and high
quality urban design
• Building designs to maximise views
to the river
• Buildings with active street level frontages
• Laneways connecting commercial
activity
BUSINESS
DISTRICT • Retail and hospitality areas
• A high level of safety, amenity
and beauty
• Pedestrian friendly and prioritised
environments
• Cycling friendly options
• Parking offerings that meet the needs
of Business District users18 | Transformation Strategies
Precinct Identity
ii. Victoria
Victoria will be transformed over time into a In the transition period, which may be
predominantly medium density residential several decades, existing uses will
area with mixed use activities supporting continue but the objective over time,
Outcomes the living environment. Victoria will be is for residential living to become the
a 20 Minute neighbourhood, providing predominant feature.
• A medium density attractive residents with access to services, work District Plan and building rules will be
inner city residential suburb and entertainment to support inner city reviewed to support the outcomes for
living all within 20 minutes walk. this area.
for a range of residents. One of the biggest challenges in
The features of Victoria will be:
transforming the central city is to increase
• A 20 minute neighbourhood the number of people living in the central • Attractive medium density housing
experience. city to provide 24 hour activity. While offering a range of housing options
the inner city permanent population has • Mixed use activities and local
increased in the last 15 years, it is still shops to support residential living,
well short of what is required to deliver including hospitality
sustained prosperity.
• High levels of streetscape and
Victoria is currently a mixed use area in amenity suitable for residential living
the widest sense, with offices and some
medium and high density residential living. • Easy access and connections to
There are many empty areas which are services and entertainment
being used for car parks. • Greenspaces and open spaces,
VICTORIA
The area is well serviced with gyms, small and large that provide places
a supermarket, day care centres, for residents to enjoy
pharmacies, medical services and a good • Vistas and access to the River
selection of food and hospitality offerings.
A primary school and high school are near
by. These existing services form a good
basis for inner city livingTransformation Strategies | 19 Victoria - Artists Impression
20 | Transformation Strategies
Transformation Strategies | 21
FMG Waikato Stadium
and Seddon Park
Founders Theatre Primary School,
High School &
Event Venues Childcare centres
Biking, Walking and
THE
Green Spaces Education
20
Claudelands
Western Rail Trail Wintec
Waikato
River Walks
Entertainment
Casual and
fine dining
Playground
P Business District
Cafés
MINUTE
(19,440 employees and
and bars
2375 businesses)
Car parking buildings
and on street parking Work
NEIGHBOURHOOD
Movie
theatres
Getting Around Services
Shopping Supermarkets
and delis
Auto Services
Boutique Retail Gyms and
Hamilton Transport Centre Medical centres – general practice,
Sports Clubs urgent care and pharmacies
Centreplace Mall22 | Transformation Strategies
Transformation Strategies | 23
Precinct Identity
iii. T
he South End
This historic area Hamilton’s entertainment The features of The South End
and cultural precinct with restaurants, will be:
cafés, the Museum and Meteor Theatre.
Outcomes This Plan supports and expands that identity.
• Premier river destination
and connections
• Engaging, active, premier There are some key anchor buildings • Heritage buildings and features
in this area, including the Police, the
entertainment and visitor Courts and St Peter’s Anglican Cathedral,
• Hospitality and entertainment
destination with a unique Hamilton’s oldest church. • Visitor destinations
waterfront. Historic buildings still remain and • Cultural activities, including
theatre and art
the area is well supported with high
• Preservation and recognition density residential living in the
Gratham Street area and populated with
• Hotels
of history in the area. legal and medical services, including the • Commercial activity that
day hospital. supports the identity of the area
Successful central city revitalisation • Pedestrian environment
requires people attraction and retention • High levels of visitor amenity,
magnets that have a point of uniqueness including public facilities
or high value natural amenity.
• Maximised use of green spaces
Identifying Ferrybank as the premier
development site in the Hamilton • Parking options
City River Plan provides significant • Supporting services to the
THE SOUTH END
opportunities to transform this area. medium density residential
surrounding areas24 | Transformation Strategies
Garden Place
Outcome
Garden Place is an inviting, busy public space.
Since the creation of the public space in Actions
the 1930s, Garden Place has functioned as
• Upgrade the Library façade and open
a green space, car park and various public
the library to Garden Place
space designs.
• Expand the shared zone along the
There is mixed feedback about Garden
northern side to Victoria Street and
Place but the majority view is to retain it
include parking options
as the city’s major public space, “the town
square”, and it is regarded as important • Install feature gardens to add beauty
that Hamilton has such a space. and amenity
The City Heart project was completed in • Open the Council Reception Lounge
2012. The original design and parts of the for entry off Garden Place
activation strategy for Garden Place were
• Upgrade the Civic Square fountain
removed or changed.
• Install a continuous news screen for
The Central City Transformation Plan
public viewing
reinstates some design features that are
essential to activate this public space and • Install fairy light roof
make it more inviting for people to spend • Develop a year round events
time. These include addition of more programme and maximise the
planting and seats and the shared zone for Christmas City brand and events
pedestrians and cars.
• Reduce red tape to make it easy to
hold events and activities
• Explore transferring management of
Garden Place to HCBA
• Continue to implement the Safety Plan
• Attract the University of Waikato to
locate activities from a building in
Garden Place
• Provide more shade umbrellas, tables
and chairsTransformation Strategies | 25 Garden Place - Artists Impression
26 | Transformation Strategies
New Facade for Library - Artists ImpressionTransformation Strategies | 27
The Library
The Library plays an important role in Garden Place. These changes will increase pedestrian flows in and
around Garden Place.
The Library Plan identifies is as a community hub, to be
opened up at street level to activate Garden Place and More parking in Caro Street will provide easy access to
expand to offer more services. the Library.
Library Café/Reading Room - Artists Impression28 | Transformation Strategies
Precinct Actions
All of the actions in this Plan focus
on supporting reshaping the central
city and the precinct identities. Actions
that specifically reshape the central city
and define the precinct identity and
character are:
• Develop and implement a Structure
Plan for Victoria
• Review the District Plan and building
rules to align with precinct identities
• Develop marketing and communication
strategies to support precinct identities
• Implement a gateway plan that
distinguishes entry into the precincts
• Review the role of the Urban Design
Panel to enable a more active role in
urban design and build form quality
and outcomes
• Support a visitor attraction strategy for
Waikato with strong Hamilton content
• Continue to support the Heritage Plan
and Heritage Incentive FundTransformation Strategies | 29
30 | Transformation Strategies
Transformation
Strategies
2 Outcome
The Waikato River
The objectives and projects in the
Hamilton City River Plan as they relate
to the central city are a major part of
transforming the central city and delivering
economic prosperity.
Actions
• Complete the Development Plan
for Ferrybank and implement it
• Implement the River Plan
Anm activated waterfront The River Plan includes actions to open up • Develop the Council-owned VOTR
aligned with the River views and access points to the river, and to site into a busy public green space
develop the promenade along the central connected to the river
Plan vision. city river front
• Support completion of Embassy Park
Ferrybank is a significant project to
be delivered over many years that will
contribute to achieving the objectives in
this Plan.
Ferrybank is part of The South End,
which will be the city’s premier river
destination providing a cultural, visitor
and entertainment destination.Transformation Strategies | 31 Ferrybank - Artists Impression
32 | Transformation Strategies
i. Victoria on the River
The Council owns Victoria on the
River a large piece of land in the city
centre that has expansive views of
Outcome the Waikato River.
Stability challenges mean commercial
• A busy public green development on the site is costly and
space providing therefore not viable.
direct access to the Victoria on the River will become a
public green space, connecting to the
Waikato River. upper river walkway, with expansive
views of the river. Some parking for
adjacent buildings will be provided.
Actions
• Complete remedial and stability
work on the site
• Provide an activated public green
space with direct access to the
river walkwayTransformation Strategies | 33 Green space development on Victoria on the River - Artists Impression
34 | Transformation Strategies
Transformation
Strategies
3Outcomes
The Green Frame
& Green Spaces
Hamilton places high value on
greenspaces and the network of parks,
trees and urban gardens are part of the
city’s identity.
The old West Town belt (the Green
Actions
•
•
Brand and promote the Green Frame’s
role in central city’s identity
Develop and implement an amenity
• T
he role of the Green Frame) was designed 100 years ago
plan for the Green Frame that includes
seating, water stations and bike racks
Frame in shaping the to frame the city centre but today that
role has been largely lost through the • Complete the Maple Grove
central city is recognised encroachment of buildings.
• Identify and develop an implementation
and valued. The purpose and significance plan for pocket parks in Victoria
of the Green Frame is:
•
Green spaces are • Plan and install a playground or
• To shape and frame the central skate park located in or near the
incorporated into city to the west, helping to deliver Green Frame
central city identity a more compact central city
• Develop planting guidelines for green
and experience. • To provide a valuable public spaces in the central city
green space for recreation
• Link the Hamilton Biking Plan actions
•
The percentage and entertainment
that relate to the Green Frame
of green space is • Recognise Maori and European history
increased. through names for green spaces
and parks
•
Greenspaces are • Reduce red tape to make it easier
used for recreation to hold events and activities
and entertainment.Transformation Strategies | 35
Maple Grove - Artists Impression
Western Rail Trail - Artists Impression36 | Transformation Strategies
Transformation
Strategies
4Outcome
Streetscape, Amenity
& Beautification
Successful central city transformation
places high value on amenity, safety,
streetscape and beautification.
Consistent designs for street furniture
Actions
• Maintain the current level of service
for street cleaning
• Continue to implement and monitor
A high level of streetscape and and footpath treatments can help
the Safety Plan
define different precincts while public
amenity that creates distinctive art and landscaping create safe and • Adopt and implement street furniture
precinct identity. enjoyable spaces. and footpath guidelines (seats,
rubbish bins, drinking fountains,
Considerable work has already been
footpath treatments)
done. The City Heart project included
replanting Victoria Street and provided • Expand free wifi to all the Business
for a consistent style and design for District and increase promotion
street furniture. A city signage strategy is
• Update the Beautification Policy
already being implemented. The Central
City Safety Plan has applied since • Extend the Avenue of Trees and
December 2014. planting on Victoria Street to London
Street
Each precinct will develop its own
approach to streetscape, amenity • Fix the iconic clock on the Caro
and beautification. Street building
The River Plan will consider amenity • Continue implementing the
in the development of the Ferrybank Signage Plan
development plan, and the structure • Support the Public Art Plan and
plan for Victoria will do the same. encourage public art that reflects the
This plan will initially focus on the history of the central city, including
Business District. Maori history
• Encourage building owners to use the
“lick of paint” HCBA initiativeTransformation Strategies | 37 Avenue of Trees - Artists Impression
38 | Transformation Strategies
Transformation
Strategies
5 Outcomes
Strengthening
Connections
Successful central city transformations
have placed a strong emphasis on
pedestrian focused environments
and orientation.
•
•
Extend the shared zone in Garden
Place along Alexander Street to
Collingwood Street
Create a shared zone on the northern
•
Attractive and safe pedestrian Connections into and around the central
city to enable easy access for people,
side of Garden Place
friendly environments connecting • Rerouting the buses from Victoria
vehicles, bikes and public transport
Street between Claudelands Bridge
people to places. enable more activity and enhance the
central city’s appeal.
and Hood Street onto Anglesea Street
• Pedestrianise Victoria Street between
• Identified and well known Breaking up the structure of the large
London Street and Liverpool Street
city blocks is also important for creating
pedestrian connections to access and movement. Laneways add
including parking options, to support
residential Victoria
major facilities. to city amenity and connectivity
providing interesting spaces and new • Implement and communicate the new
• Well used biking networking pedestrian flows. parking strategy
connecting the central city. One of the major advantages of the • Implement the Laneways Plan
central city is all major entertainment
• Support completion of Embassy Park
Parking options that encourage
• facilities are within walking distance and
improving connections to these major • Identify and brand the pedestrian
more people to spend more time facilities will help achieve the Plan’s routes to Founders Theatre and the
in the central city. objectives. Stadiums
Parking creates the most feedback • Develop and implement a connectivity
•
Traffic routes that enable easy about the central city. Residents, workers plan to Claudelands Event Centre that
access to and from the central city. and visitors are looking for simple, clear includes pedestrianising Claudelands
and appropriately charged parking Bridge and O’Neil Street
options for both on street and off street. • Support and enable development on
Parking must support the central city the Sonning Car Park site
precincts and respond to the needs of
central city users. • Complete the projects in the Biking
Plan the connect the central city
Actions • Remove on street pedestrian barriers
• Develop a 30 year traffic model for and non-essential bollards
the central city • Install on street bike racks
• Continuing implementing the
Signage PlanTransformation Strategies | 39 Alexandra Street Shared Zone - Artists Impression
40 | Transformation Strategies
Entry from Caro Street into Shared Zone - Artists Impression
LIVERPOOL STREET
PRINCES STREET
VICTORIA STREETTransformation Strategies | 41
i. Transport
Shared Zone Victoria Street Upgrade
Extending the shared zone down Alexandra Street to Caro Street will become a oneway entry point into the Victoria Street will be upgraded to support residential
Collingwood Street increased the pedestrian focussed shared zone with angle parking and the shared zone living in Victoria. This upgrade will beautify the roading
environment that is one of the success factors in will have some parking. The Library Laneway is environment and include new parking options, high level
transforming central cities. It builds on the already incorporated into the shared zone and provides of pedestrian amenity and biking environment suitable
developing artisan and unique small retail business another entry into the Library. for inner city living. It will be a slower speed zone.
in this area.
Alexandra Street Shared Zone Library Laneway Entry - Artists Impression
LONDON STREET
VICTORIA STREET
Victoria Street Upgrade - Artists Impression42 | Transformation Strategies
ii. Parking
Feedback on parking focuses on cost,
convenience, and complexity about the
parking regime, and concern that parking
Outcome charges and parking patrol times are
affecting business opportunities and
Parking options that encourage economic activity.
more people to spend more time On street parking trials for free daytime
parking during the working week are
in the central city. not supported by business because
employees use the parks reducing on
street parks available for city shoppers
and visitors.
The new on street Parking Strategy
responds to the needs of all central city
users.
Actions
• Install on street parking technology
• Apply and promote new on street
parking zones
• Market information about on street
parking options
• Report monthly on parking use and
revenue
iii. Laneways
A Laneways Plan has been developed
to enhance laneways in the central
city. There is potential to activate these
Outcome places as other cities have done.
A network of attractive laneways View the Laneways Plan on page 62.
that contribute to Hamilton’s
central city identity, vitality,
economy and connections.Transformation Strategies | 43
Blue Zone Orange Zone
• $2 per hour. 2 hour time restriction • On Street Parking as signposted
• 9am - 3pm Monday-Saturday
• Sundays and Public Holidays no
fees and no time restrictions
Founders Theatre
Hamilton
Transport
Centre
City Council
I-Site
Centre Place
Shopping Mall
Garden
Place
Libary
Waikato Museum44 | Transformation Strategies
Transformation
Strategies
6 Outcomes
Investment &
Business Attraction
Economic prosperity will be enhanced
through business attraction and providing
a business environment that supports
economic activity.
•
•
•
Implement the Council’s Better
Business Services Plan
Implement the Retail Plan
Publicise a quarterly central city report
• More businesses and employees This includes cutting red tape; ensuring
council services, policies and bylaws are
on economic activity
working in the central city. enabling and not barriers; and defining • Establish the Future Investment Fund
an investment proposition that will grow to maximise appropriate opportunities
• A regulatory environment that commercial activity and jobs. for Council investment
reduces barriers and enables The private sector must play a major • Review Council policies and bylaws
role in attracting more investment and relating to the central city for alignment
economic prosperity. businesses and the public sector needs to with the Plan
provide support to enable this to happen.
• Review the role of the Urban Design
• A high level of investor Actions Panel to enable a more active role in
confidence in Hamilton’s • Develop a Business and Investment
urban design and quality built form
outcomes
central city. Attraction Plan, including assessment
of mechanisms such as incentives and • Create a central city building rules
rates and consent booklet for easy access
to information for developers and
• Establish the Business Hub, a one stop
investors
shop for business information, support
and investment • Build on the Waikato University’s
intended presence in the Business
• Establish the Hamilton Investment
District to include an expanded
Office, an economic growth and
footprint in a high profile site, course
investment agency
delivery and student accommodation
• Review the Business Improvement
• Complete the International Education
District policy and role of HCBA
StrategyTransformation Strategies | 45
Council Owned Development Sites
A distinguishing feature in successful • The BNZ building: built by the Council in Victoria on the River
transformation of smaller cities is public sector 1999
This site is to be developed as a public open
financial investment in activating rejuvenation
• Shareholding in Novotel and Ibis: the space connected to the river.
projects through commercial property
Council was a joint venture partner in
development, including joint ventures. Artspost
development of these hotels
There is mixed feedback about the extent Development on this site is to support visitor
• Knox Street carpark: built by the Council in
to which the Council should be involved in accommodation and complement the arts and
2008
these activities and whether private sector culture precinct of The South End, linking with
commercial returns should be realised if the The Council owns four strategic sites in or the aspirations for Ferrybank in the River Plan.
Council has this role. near the central city that have the potential to
Sonning Car Park
activate transformation and these sites have
The Council has been a significant investor
been marketed as partnership development This site plays a major role in connectivity
in the central city over many years and
opportunities since 2011. There has been between the central city and Claudelands
has entered into joint ventures to activate
strong interest in all of these sites. The Council’s Events Centre.
development or fill a gap when the market
aspirations for these sites are contained in
has failed to deliver. In the past five years the Brooklyn Road
the marketing brochure which aligns with the
Council has sold properties or shareholding that This site is across the road from Claudelands
Central City Transformation Plan.
resulted from these investments, including: Event Centre and is an opportunity for
development complimentary to Claudelands.46 | Implementation & Timeframes
Implementation Projects to Start
Immediately
These are the projects, planning and
& Timeframes design to commence immediately.
VOTR
Develop the Council owned VOTR site
into a public green space connected
The list is not a comprehensive list and to the river.
This page identifies some projects will require detailed
estimated timeframes planning and public engagement. Some Maple Grove
projects will require addition budgets and
for projects and actions. sources of funding.
Complete the Maple Grove project.
Transformation of the There are other Plans that are already
Central City Management
central city will take time being actioned to support delivery of the
Complete a review of the Business
outcomes in this Plan.
and many of the actions • Hamilton City River Plan
Improvement District policy, including
the role of the Hamilton Central
are continuous and will • Economic Development Agenda Business Association, to determine the
appropriate central city management
be reviewed and updated • Hamilton City Safety Plan
structure. This will include
• Hamilton Biking Plan
over time. consideration of Garden Place and
• Signage Plan Embassy Park management.
Implementation of the Central City
• Better Business Services Plan
Transformation Plan is a shared
responsibility; the Council contributes to • Arts Agenda and Public Art Plan Communications and Marketing
creating the environment for prosperity • Older Persons Strategy • Develop a communications
and the Hamilton Central Business • Disability Strategy and marketing plan to brand
Association is a partner with the Council, and support precinct identities,
• Open Space Plan
but transformation will only happen if the investment proposition and Green
business and investment community and • Libraries Strategic Plan
Frame identity.
the public also contribute. The private The Retail Plan and Laneways Plan have • Publish a quarterly central city
sector has a major role to play. their own implementation timeframe. report on economic activity
The Hamilton Central Business • Develop a year round events
Association also is implementing a programme for Garden Place and
number of projects that support maximise the Christmas City brand
transformation of the central city. • Complete the installation of
directional and way finder signs
Transport
• Complete a 30 year traffic model
for the central city.
• Implement the new parking strategy
and parking technology projectImplementation & Timeframes | 47
Short Term Medium and Long
Projects Term Projects
These projects that can These projects can start within
start in the next 1 -3 years 10 years
Business Investment and Attraction Develop a Structure Plan Develop and implement a connectivity Upgrade the Library façade and open
• Establish the Business Hub, a one for Victoria plan to Claudelands Event Centre that the library to Garden Place
stop shop for business information, This plan is to include location of includes pedestrianising Claudelands
support and investment additional green spaces and pocket Bridge and O’Neil Street
Extend the Garden Place paving and
• Establish the Hamilton Investment parks, amenity guidelines and road amenity treatment to Civic Square
Office, an economic growth and treatment. Fix the iconic clock on the Caro
investment agency Street building
Upgrade the Civic Square fountain
• Develop a Business and Investment District Plan
Attraction Plan, including Review the District Plan and building Identify and brand the pedestrian
assessment of mechanisms such as rules to align with precinct identities Open the Council Reception Lounge
routes to Founders Theatre and
incentives and rates and support District Plan variations for entry off Garden Place
the Stadiums
• Build on the Waikato University’s if required
intended presence in the Business Extend the shared zone in Garden
District to include an expanded Remove on street pedestrian barriers
Garden Place upgrade and non-essential bollards Place along Alexander Street to
footprint in a high profile site, Collingwood Street
course delivery and student • Install feature gardens
accommodation • Install news screen Reroute the buses from Victoria Street
• Create a central city building between Claudelands Bridge and Plan and install a playground or
• Install fairy light roof
rules and consent booklet for Hood Street onto Anglesea Street skate park located in or near the
• Shared zone on northern side to Green Frame
easy access to information for Victoria Street including parking
developers and investors options
• Establish the Future Investment Extend the Avenue of Trees and
Fund to maximise appropriate planting on Victoria Street to
opportunities for Council Support a visitor attractions strategy to London Street
investment Waikato with strong Hamilton content
• Complete the International Upgrade Victoria Street to Liverpool
Education Strategy Develop and implement an amenity Street with new pedestrian, road and
plan for the Green Frame that includes parking treatment
seating, water stations and bike racks
Policies
• Update the Gateways Policy to
include precinct entry points Recognise the history of Hamilton
through names for green spaces
• Update the Beautification Policy
and parks
• Adopt street furniture and amenity
guidelines for the Business District
(seats, rubbish bins, drinking refill Develop planting guidelines for green
stations and fountains, bike racks, spaces in the central city
footpath treatments)
Expand the free Wi-Fi to all of the
Business District48 | Performance Indicators
Performance
Indicators
Achievement of the
outcomes in the Central City 1. GDP
Transformation Plan will take $2bil by 2018
some time to achieve. Some
of the performance measures
2. Residential
relate to the New Zealand
census which is completed 6,000 people living in central city by 2023
every five years, but progress
on the performance will 3. Employees
be reported annually. The 10% increase in the number of employees
following performance
working in central city by 2023
indicators will be used:
4. Business
10% increase in the number of commercial
businesses in the Business District by 2023
5. Retail spend
10% increase in retail spend by 2018
6. Hospitality spend
5% increase in hospitality spend by 2018
7. Perception
An increasingly favourable view about central
city from visitors and residentsStrategic Framework | 49
Strategic
Framework
Priority 2
10 Year Plan
The third city economy in New Zealand River
Plan
Priority 4 Other
District Plan Hamilton Plan Strongly connected to the river Plans
30 Year Priority 6 CCTP
Infrastructure An active, strong commercial central city
Plan with distinctive suburban villages50 | Timeline of Investment History
Pre-European 1879
Ngati Wairere established the
Kirikiriroa Pa and the hill that once
1864 Union Bridge (known today
as the Victoria Bridge)
extended through Garden Place was European Hamilton opened, joining the east
known as Te Kopu Mania o Kirikiriroa settled and west settlements
Timeline of 1864 – 1900
Hamilton Hotel
1910
Investment Waikato Brewery New Victoria Bridge opens
History 1960 – 1980
Founders Theatre
Train station undergrounded
Garden Pace carpark closed and grassed
1980 – 1990
Government Life building
Hamilton City Council building
Downtown Carpark
Waikato Museum
Housing Corporation building
Farmers building
Centre Place
WEL building 1990 - 2000
Fonterra building Novotel
Police Station BNZ office building
Hamilton population growth
40,000
17,950
8,059
Year 1920 1940 1960Timeline & Investment History | 51
1900 – 1930
Post Office built (now ArtsPost)
Theatre Royal (old Embassy Theatre)
St Peter’s Cathedral
Technical College founded (Wintec)
1917
Hamilton and Frankton
Boroughs unite
1939
Garden Place Hill removed
1946
Hamilton proclaimed a city
2000 – 2010 2010 – 2015
Transport Centre Garden Place redeveloped
Waikato Stadium PWC building
City Heart redevelopments, Claudelands Event Centre
2004
Hood Street, Victoria Street
Centre Place redevelopment
Wintec House and Gallagher Hub
Les Mills Gym
Embassy Park created and Ibis
Riff Raff Statue erected ANZ building
Knox Street car park
2005
The Base
2014
Hamilton’s 150th Birthday
200,000
140,000
122,000
150,000
90,000
100,000
50,000
1980 2000 2010 201552 | Retail Plan
Retail Plan
Retail is changing all over the Central city retail has changed significantly
since 2001 and retail as a percentage
world, especially from online of total Hamilton retail has declined
competition. as competition from suburban malls,
especially The Base, has impacted.
To be successful, central city However,, retail spend has increased over
retail must change too and the past three years.
meet the shopping needs and Hospitality plays a major role in retail
success. Mixing the two together and
expectations of a significant using hospitality as people attractors
day-time working population benefits retail.
and deliver a unique and This Retail Plan is an action focused
memorable destination plan to coordinate and grow a stronger
retail base in the central city. It is the first
shopping experience for time Hamilton has taken a co-ordinate
visitors to be successful. approach to managed retail.Retail Plan | 53
54 | Retail Plan
The Plan
Outcome Goals
1. Encourage the right retail mix and quality
• A distinctive, memorable shopping
2. Build a strong retail identity
experience that suits the needs and tastes
3. Increase retail spend
of people attracted to central cities. 4. Create a welcoming and vibrant retail environment
• Increase visits and spend in the 5. Improve customer retail experience
retail sector. 6. Increase the mix of clustered retail and hospitality
Retail strengths
& challenges
Strengths Challenges
• The redeveloped Centre Place Mall providing a wide offering of • Fragmented and dispersed retail offering over all precincts
current brands
• A retail mix that doesn’t meet customer expectations
• Specific locations offering interesting and independent character,
• Lack of sufficient differentiation from the suburban malls in
including high end fashion (Casabella Lane and Barton Street
terms of mix of retailers
and Victoria Street)
• Average quality retail spaces and tired building presentation
• Some unique retail offerings such as Browers and Soul Gallery
• Buildings vacant for earthquake strengthening
• Loyal customer base
• Inconsistent opening and
• Experienced and loyal retailers
closing times
• New retail options expressing interest
• Inconsistent standard of customer presentation
• Excellent hospitality offering award winning cafés and restaurants
• Parking perceptions that create barriers to all day shopping
• The threat from online shopping
• Insufficient amenity for a safe and easy pedestrian environmentRetail Plan | 55
56 | Retail Plan
Facts & Statistics
Retail Spend People and Retail
Central City 2015 People per retail square metre in the central city
2.9
$617m
2013
$685m 2015
Hamilton
8.6
7
Christchurch
$648m 2014
Melbourne
Distribution of Retail
Hospitality Spend Spending in Hamilton
Central City 2015 As a Total % in Hamilton
100 Hamilton Business District
90 Te Rapa and the Base
43% 39% 41% Balance of Hamilton
80
$122m2014
70
60
Percentage
5%
50 21%
27%
40
$116m
2013
$128m
2015
30
20
52%
41%
31%
10
0
APR 02 - MAR 03APR 07 - MAR 08 APR 12 - MAR 13Retail Plan | 57
Retail Mix Retail Business
Hamilton Central City Retail Mix % Number in centrai city 2,490
people are currently
400 employed in retail in
the central city
350
2% Eyewear 12% Other
3% Giftware 300
4% Jewellery 250
Number
30% Clothing
4% Shoes 200
150
7% Communication
12% Hair/ 100
Beauty
50
8% Motoring
0
8% Convenience 2001 2006 2014
10% Homewares
Retail Vacancies Retail Rent
Central City Retail Vacancies
15
84,200m 2
2015 total Business District
12 retail space
Vacancy Rate %
9
6
$250-$260
average retail rent in the
central city per m2
3
0
2009 2012 201558 | Retail Plan
Strategies
1 2 3 4
Consolidate Retail Identity Retail Mix Events
the Retail Area The central city retail lacks a The ideal quality retail and balance Events attract people to the
cohesive identity that distinguishes of chain and independent stores central city and help build
Retail is dispersed and fragmented it from suburban offerings. mix is vital to retain and grow reputation as a destination.
throughout the central city with no market share and provide retail
easy pedestrian flow. It is vital to continue to promote This brings direct benefits
that suits the needs and tastes of
and market the uniqueness and to retailers.
Consolidating retail into the shoppers.
advantages of the central city as a
Business District precinct will retail destination. Creating distinctive clusters can act
enable easier shopper access and as a catalyst for unique personality
generate more economic activity. retail areas.
Hospitality and retail go hand in hand,
and developing closer connections
will benefit retail outcomes.Retail Plan | 59
60 | Retail Plan
Actions &
Performance Indicators
Actions Performance Indicators
All of the actions in the Central City transformation In partnership with the Hamilton Central Business Association, the Council will
Plan contribute to the Retail Plan outcomes and collect and publish performance results against the outcomes.
goals and are not repeated here. The Hamilton
Central Business Association also delivers Pedestrian Counts
initiatives to grow retail prosperity and the Council • overall pedestrian counts increase each year
works in partnership with the Association. • weekend pedestrian counts increase each year
The following additional actions will
commence immediately. Spending
1. Identify the ideal retail mix through • 10% increase in retail spend by 2018
customer survey and analysis • 5% increase in hospitality spend by 2018
2. Develop a retail prospectus and
promotional material to attract new Vacancy rates
retail investment
• 5% vacancy rate by 2020
3. Take a more active curation role
and identify distinctive areas for retail
Perception
clusters and support these with
branding and promotion • An increase in the level of customer satisfaction with the mix and experience
of central city retail
4. Promote the retail circuits
• Shopping as a reason for visiting the central city increases
5. Work with retail operators to agree
common opening and closing times
6. Working with HCBA, develop a highly
visible marketing and branding campaign
promoting the distinctive retail and
hospitality offering in the central city
7. Work with Hamilton Waikato Tourism to
promote central city retail and hospitality
to visitors
8. Collect and report information on retail
and hospitality performance
9. Develop an events plan that supports
retail activity such as fashion shows and
food eventsRetail Plan | 61
62 | Laneways Plan
Laneways
Plan
The uniqueness of lanes and their Transforming these obsolete spaces into
places of cultural and commercial value
development add a character, look is being recognised as a functional and
and feel to central cities. creative way to repurpose these areas in
central cities.
However they are often forgotten, Inspired by the success of laneway
neglected and seen as nothing more transformation in other cities, Hamilton’s
laneways provide a great opportunity to
than a space for service access and add to unique experience creating spaces
rubbish removal. which are interesting, attractive and that
people want to explore.You can also read
