Centres Policy

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CENTRES POLICY

29 August 2008

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INTRODUCTION

1.1 PURPOSE OF POLICY

This Policy provides a framework to guide the development and

management of Wellington City�s centres. Centres are the focus of

economic and social life in our communities. They have multiple

functions and activities, but their core is typically retail and local

services. Wellington City has an established network of centres,

from the central city which has a citywide and regional role, to the

larger town centres serving several suburbs (such as Johnsonville

and Kilbirnie) through to smaller centres serving their local areas

and neighbourhoods.

The Centres Policy considers in an integrated way the varied roles

of the centres, to provide guidance on how they should be

managed and developed in the future, and to assist in coordinating

the Council�s activities and programmes in and around these centres.

It will be supported and implemented through more detailed policies

(including the District Plan and centre plans), the Council�s infrastructure

investment decisions and specific projects and initiatives.

1.2 OVERALL APPROACH

Centres are key locations for future urban growth and support the

Council�s Urban Development Strategy. The Growth Spine is built

around these centres connected by a high quality transport corridor.

The overall intent of the Policy is to maintain and strengthen our

existing and planned centres. For the larger centres this will mean

retaining their role as primary places to shop and growing their multi-

functional nature by facilitating residential development, employment

growth and increasing the range of facilities and services available.

For the smaller centres this will mean retaining and strengthening

their role in providing accessible convenience shopping and local

community services. For all centres it is also important to improve the

quality of urban design and to maximise their potential to achieve more

sustainable forms of development.

A hierarchy of centres has been introduced to provide guidance on

their role and function, and will assist in assessing the appropriateness

of proposed developments. This is supported by defining �Planning

Areas� based around each of the larger centres to provide a common

spatial planning framework to assist the Council�s investment

programmes in areas such as infrastructure and community facilities

and to ensure integrated planning (refer to Hierarchy of Centres map

on page 9.

1.3 WELLINGTON�S CENTRES

Wellington has a well established network of centres across the city,

each with different roles and functions, reflecting their location,

population catchment, size and historical development pattern.

The central city has always played a dominant role as the primary

centre of both Wellington City and indeed the region as a whole.

It continues to be the primary shopping centre (especially for

comparison and speciality goods), as well as the major employment

centre for the region, a focus for civic and State functions and an

entertainment and events hub.

The inner and outer suburbs are also well served by a network of

centres, with a relatively even distribution of the six larger sub-regional

and town centres through the urban area supported by 30 district

and neighbourhood centres. The only identified gaps are in the more

recently developed northern suburbs, where some suburbs are growing

without suitable access to local convenience shopping or a community

focal point. The planned centres for Churton Park and Lincolnshire Farm

will help complete the network.

In recent years a number of other retail destinations have been

developed, often based on large-format retail activities (ie Rongotai

retail park). These have a single-activity focus and do not have the same

functions and roles as centres. There are also a number of areas across

the city that are primarily used for industrial activities � again these

have a single-activity focus and are not considered to be centres.

1.4 THE ROLE OF CENTRES

Centres are the focus for much of the economic and social life of their

communities. They provide accessible shopping and local services

to meet people�s day-to-day needs. The larger the centre � the

greater the range of activities and functions typically located there.

It is the combination of activities and functions that makes centres

particularly important places, as it enables them to deliver a range of

environmental, social, economic and cultural benefits.

The role of larger centres should include:

as a consequence of people moving about in the same space, and

centres are the most important places for such meetings, particularly

as they are more than often the location for community and

entertainment facilities. Centres also have a role in defining our

identity and our local community.

on housing � this means that retail is a critical factor in the

economic viability of centres. Retail (particularly supermarkets and

large department stores) makes viable the co-location of specialist

retailing and a range of services that are visited less often.

transport routes pass through or close to centres. People living in

and around centres are able to walk to access these services. Even

when the primary transport mode is a private vehicle, centres

provide significant environmental benefits, by enabling people to

combine one vehicle trip with multiple purposes (ie to shop, access

services, visit community facilities, meet other people and go to

work). Reducing vehicle emissions is a key element in reducing the

city�s carbon footprint. Maintaining and strengthening our centres is

also important to ensure Wellington has an urban environment that

is resilient to future changes such as climate change and peak oil.

significant concentrations of employment. Many of the businesses in

these centres are within the service sector � one of the growth areas

of the economy.

surrounds are also proposed to be the focus for more intensive

housing growth over the next 50 years, with the review of infill

housing anticipating that 60% of future growth will occur in and

around centres.

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OBJECTIVES AND POLICIES

Objective 1 To identify the role and function of each centre within

Wellington City and provide a spatial framework for integrated planning.

The Wellington Regional Strategy identified the CBD as the key

regional centre, and Johnsonville and Kilbirnie as two of eight

sub-regional centres. This is being reflected in the review of the

Regional Policy Statement.

To support the centre hierarchy and to provide a suitable spatial

context for integrated centre planning and development, 11 Planning

Areas have been identified. These recognise that centres, through

their multiple functions, are inextricably linked to their surrounding

areas. They provide a context for centre development and integrated

planning and have been based on a combination of factors including

geographical catchments for centres, topography and physical

boundaries, communities of interest, social and political boundaries,

and transport and infrastructure networks.

POLICY 1.1

Retail development within centres should be of a scale and intensity

appropriate to the place of that centre in the hierarchy. Redevelopment

opportunities are likely to be of greater scale and intensity in the larger

centres and of lesser scale and intensity in smaller centres.

POLICY 1.2

The identified Planning Areas (and the centres within them) will

be used to assist in integrated place-based planning, including the

integrated planning of Council activities and programmes.

APPROACH

To identify the role and function of each centre, a hierarchy has been

introduced (see Appendix 1). The hierarchy classifies each centre based

on a range of factors including its comparative size and land area,

population catchment, type of retail, range of activities, facilities and

services, and levels of accessibility. There are five different types of

centres in Wellington: the central city; two sub-regional centres,

four town centres; six district centres; and 24 neighbourhood centres.

The purpose of this hierarchy is to:

and the rest of the region;

as major centres to service their suburban catchments providing for

the weekly shopping, service and community needs;

providing day-to-day convenience shopping for the neighbourhood

as well as an important focus for neighbourhood services;

do not take on the role and function of centres or undermine their

viability or vitality;

office) does not undermine the role and function of centres higher

up in the hierarchy, due to an inappropriate scale.

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Objective 2 To maintain and strengthen the central city as the primary

centre within the city and region for shopping, employment, city-living,

culture and entertainment, tourism and major events, and ensure that

development in other locations does not compromise this role.

POLICY 2.1

The role of Wellington as the nation�s capital will be celebrated and

strengthened.

POLICY 2.2

A Central City Framework will be developed to guide the integrated

development and management of the area. This will include the

consideration of the following strategies and their implementation

at a place-based level:

POLICY 2.3

A focus will continue to be placed on projects to maintain and improve

the quality of the public realm in the central city to make it more

attractive to businesses, workers, residents and visitors.

POLICY 2.4

Retail proposals elsewhere in the city will only be supported where

they are of a scale that does not impact on the long-term viability and

vitality of the central city.

POLICY 2.5

The central city is the preferred location for major office developments

(over 5000m2 gross floor area).

APPROACH

The importance of the central city to both Wellington City and the region

as a whole cannot be underestimated. As an employment centre it

provides jobs for over 70,000 people (over 30% of all jobs within the

region). As a shopping centre it has the largest concentration of retail in

the region and is dominant in comparison goods, fashion and speciality

shopping. The Golden Mile is of particular importance to the City,

and is viewed by investors as Wellington�s �outdoor mall�. As a living

environment it now houses over 12,000 people in a range of apartments

providing a �city-living� option for the region�s population. It is an

entertainment and events centre and a public transport hub, being the

terminus for the region�s rail network and the main �conduit� for most

of the bus routes. As a national capital, it houses most of the major

government departments, Parliament and other national institutions.

The importance of the central city to the economic and social health of

the whole region is recognised in the Wellington Regional Strategy and

the Regional Policy Statement.

The approach is therefore to maintain and strengthen the central city,

to ensure that it retains its primacy as an employment and retail centre,

to further increase its residential population, and to strengthen its other

roles and functions. The concentration of office-based employment in

the central city, combined with the significant retail offer of the Golden

Mile, and the high quality of the public realm is critical to maintaining

the international competitiveness of Wellington and achieving

sustainable development outcomes.

Plan Change 48 has recently established a robust planning policy to

guide the future development of the central city. To support this, a non-

statutory framework is proposed to facilitate integrated development

and management on a place-based basis, encompassing both Council

activities and the activities of other stakeholders.

In addition, Plan Change 66 has introduced new provisions to allow

Council to consider and manage the effects of large integrated retail

developments proposed in the Central Area and Suburban Centres. Council

seeks to ensure that any new development enhances the sustainability

of existing retail centres (including the existing hierarchy of centres), does

not compromise the sustainability of the transport network, and does not

result in the unsustainable location of retail activities.

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investment and improvement;

contributes towards the achievement of this Centres Policy;

implement centre plans;

POLICY 3.3

The feasibility of establishing mechanisms such as Business

Improvement Districts will be investigated to provide additional tools to:

environmental and social issues;

community.

POLICY 3.4

The Council�s programme for public space and centres development will

be regularly reviewed to ensure the priorities reflect and support the

Council�s Urban Development Strategy, and integrate with the following

policies and plans:

POLICY 3.5

wherever possible, be located in or on the edge of centres. Council will

work with central government agencies to encourage the appropriate

location of facilities such as schools, hospitals, health services and

customer service centres.

APPROACH

The Council has a significant influence on the nature of centres through

the regulation of development, its investment in infrastructure,

improvements to the public realm, through the development of

community facilities and its ongoing city management role. It is

important that these varied activities and other specific initiatives

maximise the benefits to the city through coordination and integration

on a place-basis.

A particular proposal under consideration to assist in the future

management of our centres is the use of Business Improvement Districts

(BIDs). These have been extensively used in other parts of the country

(sometimes known as �Mainstreet� programmes) and overseas and

can be an effective way of building local ownership and providing a

funding base to address local environmental and social issues and to

facilitate economic development opportunities. Marsden Village, Karori,

is the only current example of such a mechanism in the city that is

funded through targeted rates, however there are other business-led

organisations such as the Courtenay Accord and Enterprise Miramar.

BIDs are a form of private-public partnership that generate funding

They take the form of an incorporated society with a management

committee and with members having voting rights.

POLICY 3.1

Centre plans will be developed to facilitate the strengthening of

centres and to ensure integrated and sustainable development.

These will integrate Council�s aspirations for centres expressed through

the Council�s policies and planning documents and will be developed

as resources allow, in the following priority order:

and Kilbirnie;

part of the review of infill housing;

will impact on the overall form and operation of that centre;

POLICY 3.2

Centre plans will be supported by the Council through:

functions;

improved where gaps are found or opportunities identified;

Objective 3 To strengthen the multi-functional nature of centres,

including their role as social and community foci, public transport hubs,

places where people live and work, and centres for entertainment,

recreation and local services.

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Large Format Retail Activity

Locational Preferences

Centres

Work Areas

Live/Work areas

(a) Yard-based activities (ie. building

supplies, garden centres, car sales,

agricultural supplies)

(b) Trade suppliers (ie. tiles, paint,

electrical supplies, plumbing supplies,

catering supplies)

and appliances, furniture, office products,

carpets, bedding)

(d) General merchandise (ie. supermarkets,

hypermarkets, discount stores, department

stores, homewares, clothing)

Objective 4 To manage the location of retail activities to ensure they

support Wellington�s compact urban form, provide for sustainable

transport options and an efficient use of resources, and support the

long-term vitality and viability of existing centres.

demand and car use;

and viability of existing centres;

not require further direct or indirect investment in public

infrastructure or facilities that cannot be funded from development

contributions;

infrastructure.

POLICY 4.2

Proposals for supermarkets (and hypermarkets selling fresh produce) will

generally only be supported within or on the edge of existing centres.

POLICY 4.3

The Council has the following preferences for locating larger-format

retail within the City:

APPROACH

The development of out-of-centre retail destinations has the potential

to adversely affect the viability and vitality of existing centres. Although

there has been limited development of this type in the city to date,

there is considerable pressure, and opportunities will no doubt continue

to emerge as �windfall� sites come onto the market or as the economics

of development changes.

Most out-of-centre retail activity comes with few of the co-location or

added economic, environmental and social benefits presented by a

mixed-use centre. Whilst they may offer a �price to market� advantage

to consumers, due to their low land costs and lower operating costs, this

is only one of a number of costs and benefits that have to be considered

generate increased total transport trips, higher use of private vehicles

and consequent environmental impacts. If they are of sufficient scale,

and depending on location, they can also threaten the viability and

vitality of existing centres and devalue public spending on infrastructure

in existing centres (ie. roads, public transport, public realm, community

facilities, and streetscape enhancements). In some cases significant new

retail developments may require additional infrastructure to support

them at a cost to ratepayers � this can result in duplicated services and

increased pressure on already stretched funding.

Retail that falls into the general merchandise category: hypermarkets,

supermarkets or clothing and fashion categories, regardless of whether

it is large-format or not, generates high levels of repeat visitation and

can generate much greater economic, social and environmental benefits

if it is located in a mixed-activity centre and co-located with other

complementary or even competitive stores.

goods retail generate infrequent visits as the purchase price is high

and the goods for sale are often not consumables but capital assets.

Stores selling these goods are by necessity of the product � large,

requiring extensive building footprints, large servicing and car parking

areas. They are often not suitable or viable to locate in centres, and an

out-of-centre location can be justified.

POLICY 4.1

Any proposal for larger-scale retail development outside of a centre will

not be supported unless it can demonstrate that it will:

transport, walking and cycling;

POLICY 4.4

any �General Merchandise� categories) will be investigated. This should

be located on the edge of an existing centre where it can be accessible

by a range of transport nodes and without affecting the long-term

viability and vibrancy of the central city or existing town centres.

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POLICY 5.1

Residential development in all centres will be supported where it:

POLICY 5.2

Residential development within larger centres identified as �Areas

of Change� should be of a higher density and based on apartment

typologies.

POLICY 5.3

Residential development in areas around centres and identified

as �Areas of Change� should be medium-density and be based on

townhouse and unit typologies.

Objective 5 To support centres through targeting future residential

growth in and around those centres identified as suitable for change due

to good transport accessibility, suitable physical characteristics and lower

sensitivity to changes to character.

APPROACH

The review of infill housing has identified �Areas of Change� where

future residential intensification could occur over the next 50 years.

All of these are based in and around centres because these areas offer

the greatest benefits. Residential development can support the long-

term viability and vitality of centres by increasing populations within

areas within walking distance, increasing the number of people on the

streets and using facilities and services, improving night-time safety,

and maximising the utilisation of existing public transport networks.

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Objective 6 To ensure there is a sufficient supply of land available for

industrial activities to meet the long-term needs of the city.

POLICY 6.1

Work Areas and Live Work Areas should not take on the role and

functions of centres although a limited range of ancillary services that

meet local needs and maximise accessibility may be appropriate.

POLICY 6.2

The development of non-industrial uses in Work Areas will be

controlled through the District Plan by limiting the scale and type

of non-industrial use locating there.

APPROACH

In the early 1990s the Council adopted a new approach to managing

all of the centres outside of the central city. This created a single District

Plan zoning (Suburban Centre) that applies to all of the city�s centres

(excluding the central city) as well as industrial areas and other mixed-

use areas. The rules for this zone placed no restriction on activities,

subject to compliance with basic environmental standards such as

noise, glare, servicing and parking.

In some centres this zoning has facilitated a significant shift in the

of residential and retail activities into areas previously dominated by

commercial and industrial uses, where existing industrial activities

�lose out� to the highest and best land use activities.

Research undertaken for the Council has identified that the availability

of industrial and employment land within Wellington City will be in

short supply in the future and that there is a need to recognise that

a broad range of industrial activities are not occurring in Wellington.

Forecast projections indicate that there will be a substantial increase in

land demand for industrial land of between 77-100 hectares over the

2007-2021 period � there is insufficient industrial land supplied within

Wellington City to cater for this projected demand.

The existing market-led approach has the potential to restrict the

growth of service industries which are critical in particular, to the overall

economy of the city, and also affect the integrity and character of these

traditionally industrial nodes.

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Objective 7 To improve the urban design quality of all centres and build

on their sense of place.

POLICY 7.1

The quality of urban design in centres will be improved by including

in the District Plan:

verandahs, glazing);

provide additional guidance to assessment;

appropriate.

APPROACH

The only urban design assessment currently applicable to development

in the Suburban Centre zone is for retail activities over 500m2

(under Plan Change 52) and for multi-unit residential development.

Consultation as part of the Suburban Centre review has revealed strong

support (84% of respondents) for improving the quality of urban design

in centres. Development in centres has a particular public prominence

that deserves special attention and the design of buildings and spaces

around them have a strong influence on the public realm where social

interaction occurs. As such, it is proposed to widen the triggers for urban

design assessment in centres and where possible to apply specific rules

to improve outcomes. This broadly follows the approach taken in the

central city (Plan Change 48).

Public feedback on the Draft Centres Policy highlighted again that

there is strong support (78%) for the improvement of urban design

quality of all centres through the development of a centres design

guide and taking design into account in assessing resource consents

for new developments.

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Johnsonville

Kilbirnie

Crofton Downs

Newlands

Churton Park

Island Bay

Brooklyn

Khandal ah

Miramar

Newtown

Karori

Tawa

Hierarchy of Centres

500

1,000

1,500

2,000

Metres

SCALE @ A1:

1:30,000

Map Legend

NEIGHBOURHOOD CENTRES

LIVE / WORK AREAS (MIXED USE)

WORK AREAS

PLANNING AREAS

ROADS

SH1

Major Roads

DISTRICT CENTRES

SUB-REGIONAL

CENTRES

TOWN CENTRES

CENTRAL WELLINGTON

Constable Street, Newtown

Crofton Road, Ngaio

Darlington Road, Miramar

Hataitai

Kelburn

Lincolnshire Neighbourhood

Linden

Marsden Vil age

Mersey Street, Island Bay

Newlands Road

Ngaio

Northland

Onepu Road, Lyal Bay

Roseneath

Seatoun

Shorland Park Shops, I. Bay

Standen Street Shops, Karori

Strathmore

Thorndon

Tringham Street, Karori

Wadestown

Aro Val ey

Berhampore

Broadway, Strathmore

Adelaide Road

Glenside

Greta Point

Kaiwharawhara

Miramar South

Oxford Street, Tawa

Park Road , Miramar

Ropa Lane, Miramar

Shel y Bay

South Newtown

Tawa East

Tawa South

Col ins Avenue

Grenada North

Kiwi Point Quarry

Landfil

Lincolnshire Farm

Newlands/Ngauranga

Ngauranga

Rongotai East

Rongotai South

Takapu Island

Tawa Street, Tawa

Rongotai West

HIERARCHY OF CENTRES MAP

KEY

T Town Centres

D District Centres

Planning Area Boundaries

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APPENDIX 1 - CENTRE HIERARCHY

CENTRE TYPE

FUTURE ROLES AND FUNCTION

Central City

� extensive retail offer (ie >100,000m

total floorspace)

� several department stores and full range of retail goods and specialist stores

� civic centre and centre of government

� major regional employment node (including large corporate offices)

� central community facilities

� extensive residential uses (ie apartments)

� extensive recreational and entertainment activities

� major cultural institutions

� visitor facilities, including accommodation

� high level of pedestrian activity

� central public transport hub

� extensive on-street and off-street parking

Sub-Regional

Johnsonville

Kilbirnie

� servicing a significant part of the city or region

� significant retail offer (ie between 20,000 - 50,000m

total floorspace)

� anchored by traditional main street, with at least one or more large supermarket and

department store, and a wide range of retail goods, some specialist stores

� civic or government services

� major employment node

� hub for community facilities

� residential uses above ground floor

� range of recreational and entertainment activities

� medium-scale office uses

� high level of pedestrian activity on main street

� sub-regional public transport hub

� significant on-street and off-street parking

Town Centres

Karori

Miramar

Tawa

� servicing one or more suburbs

� large retail offer (ie between 10,000 - 20,000m

total floorspace)

� anchored by traditional main street, with at least one or more large supermarket and a

range of retail goods

� some civic or government services

� employment node

� range of community facilities

� residential uses above ground floor

� recreational and entertainment activities

� medium-scale professional office uses

� high level of pedestrian activity on main street

� very good accessibility by public transport

� on-street and off-street parking

District Centres

Brooklyn

Churton Park

Crofton Downs

Island Bay

Khandallah

� servicing surrounding suburb

� moderate retail offer (ie <10,000m

total floorspace) including convenience-based retail

� residential uses above ground floor

� community facilities and services

� recreational and entertainment activities

� small-scale professional office uses

� very good accessibility by public transport

� on-street and limited off-street parking

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APPENDIX 1 - Continued...

Neighbourhood Centres

Aro Valley

Berhampore

Broadway, Strathmore

Darlington Road, Miramar

Hataitai

Kelburn

Lincolnshire Farm

Linden

Marsden Village

Mersey Street, Island Bay

Roseneath

Seatoun

Shorland Park shops, Island Bay

Standen Street shops, Karori

Strathmore

Thorndon

Tringham Street, Karori

Wadestown

� servicing surrounding residential neighbourhood

� small retail offer based on convenience-based retail (ie <2,000m

total floorspace)

servicing day-to-day needs

� community services

� small-scale professional offices and specialist retail

� easy pedestrian access to neighbourhood area

� good accessibility by public transport

� generally on-street parking

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OTHER AREAS (Not Centres)

FUTURE ROLES AND FUNCTIONS

Work Areas

Collins Avenue

Kiwi Point Quarry

Landfill

Lincolnshire Farm

Rongotai East

Rongotai South

Takapu Island

Tawa Street, Tawa

� high proportion of employment activities

� yard-based activities, trade suppliers and limited large-format retail activities

(excluding general merchandise) as per Policy 4.3

� no community or entertainment facilities

� no supermarkets and limited food retailing

� no residential activities

� offices ancillary to main activity on site

� small-scale retail ancillary to main activity on site

� low pedestrian volumes

� moderate accessibility by public transport at peak times

Live/Work Areas

Adelaide Road

Glenside

Greta Point

Kaiwharawhara

Miramar South

Park Road, Miramar

Rongotai West

Ropa Lane, Miramar

Shelly Bay

Tawa East

Tawa South

Mixed uses, including:

� employment activities, light industrial, commercial and business services, limited large-format

retail activities (excluding general merchandise) as per Policy 4.3, recreational and

entertainment uses, residential activities, local community services

The Wellington Regional Strategy identified the CBD as the key regional centre. This is being reflected in the review of the Regional Policy Statement.

The Wellington Regional Strategy identified Johnsonville and Kilbirnie as two of eight sub-regional centres. This is being reflected in the review of the Regional Policy Statement.

The Kilbirnie Sub-Regional Centre is not a tightly defined area in the same way as Johnsonville � it is instead made up of several parts that are located within a wider catchment, but which

together have the characteristics of a sub-regional centre. It consists of the town centre itself, major community-based facilities such as the Wellington Regional Aquatic Centre and the

proposed Indoor Community Sports Centre; employment and large-format retail nodes around the Western Apron and Rongotai West and the Wellington International Airport. Building and

improving connections between these parts will be a key aim of this Policy.

Proposed centre, not yet constructed

Proposed business park (Plan Change 45) not yet constructed

Subject to Plan Change 47.

APPENDIX 1 - Continued...

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APPENDIX 2 � PLANNING AREAS

PLANNING AREA

SUBURBS

CENTRES

Tawa

Takapu Valley

Town Centre

� Tawa

� Linden

Churton Park

Glenside

Grenada Village

Horokiwi

Woodridge

Paparangi

Johnsonville

Broadmeadows

Sub-Regional Centre

� Johnsonville

District Centres

� Churton Park

Makara

Makara Beach

Khandallah

Kaiwharawhara

Wadestown

Wilton

Crofton Downs

District Centres

� Crofton Downs

� Khandallah

� Crofton Road

� Wadestown

Karori

Town Centre

� Karori

� Marsden Village

� Standen Street shops

� Tringham Street

Kelburn

Aro Valley

Highbury

Brooklyn

Vogeltown

Mornington

Kingston

District Centre

� Brooklyn

� Aro Valley

� Kelburn

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Thorndon

Pipitea

Wellington Central

Te Aro

Mt Cook

Mt Victoria

Roseneath

� Central City

� Roseneath

� Thorndon

Berhampore

Town Centre

� Berhampore

� Constable Street

Island Bay

Southgate

Houghton Bay

District Centre

� Island Bay

� Mersey Street, Island Bay

� Shorland Park shops, Island Bay

Rongotai

Lyall Bay

Melrose

Hataitai

Kilbirnie

Sub-Regional Centre

� Kilbirnie

� Hataitai

Maupuia

Karaka Bays

Miramar

Seatoun

Strathmore Park

Breaker Bay

Moa Point

Town Centre

� Miramar

� Broadway, Strathmore

� Darlington Road, Miramar

� Seatoun

� Strathmore

APPENDIX 2 � Continued...