City
Development Committee
04 July 2017
File: (17/1047)
Report
no: CDC2017/3/189
Report back on
Proposal for Suburban Shopping Centre Revitalisation Budget
Purpose
of Report
1. The
purpose of the report is to outline the recommended use of the budget of
$100,000 p.a. over the next three years allocated during the 2017/2018 Annual
Plan to assist revitalisation of suburban shopping centres.
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Recommendations
That the Committee recommends that Council either:
(i) approves
the proposal for the Neighbourhood Precinct Placemaker role and activities
for 12 months in the first instance; OR
(ii) approves
the proposal for the Neighbourhood Precinct Placemaker role and activities
with amendments; OR
(iii) does
not approve the proposal for the Neighbourhood Precinct Placemaker and advise
officers of direction that could be taken.
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Background
2. Suburban
shopping centres have an important role to provide a wide range of goods and
services to the local neighbourhood. They also provide a sense of place.
3. Changing
consumer habits have led to changed retail formats, and the role of suburban
shopping centres has altered since they were first established. Many
centres are struggling to identify their niche in the changed retail
environment
4. Council
has previously funded Retail Co-ordinators/Mainstreet Managers work to achieve
economic growth for their shopping centres by organising marketing and
promotions, facilitating communications networking events, writing meetings and
newsletters, advocacy or liaison between retailers and Council or other
agencies and by organising events that promote the centres and encourage community
involvement.
5. Council
currently funds the Suburban Shopping Centre Improvement Fund administered by
the Urban Design Manager. This fund has a programme of upgrades each year
to the physical environment of prioritised suburban shopping centres.
6. It
was decided by the Community Plan Committee at its meeting on 8 June 2017 to
allocate a budget of $100,000 per annum for three years to assist in
revitalisation of suburban shopping centres.
7. In
approving the budget, Councillors asked officers in conjunction with others, to
advise on how best to utilise the funding to achieve the best outcome.
Discussion
8. A
Neighbourhood Precinct Placemaker role is being proposed and a job description
is attached as Appendix 1 to the report.
9. The
purpose of this position is to assist with the strategic and operational
aspects of economic development within prioritised neighbourhood precincts
centred around a suburban shopping centre.
10. This
includes implementation of the Economic Development Plan and Urban Growth Strategy
for the Council with particular emphasis on attracting, growing and retaining
businesses and residents and increasing the recognition of the Lower Hutt as a
place to do business and live.
11. The role
will also promote the Council’s development incentives and be involved in
other economic development initiatives, particularly related to place making
such as the About Space program, and other short term programmes to revitalise
neighbourhood precincts centred around suburban shopping centres.
12. There are
fifteen shopping centres across the City as currently defined in the councils
Suburban Shopping Centres policy.
13. It is
proposed that 2-3 centres should be focused on each financial year. The
centres should be priortised based on the following criteria:
a. Medium-large
scale property developments underway/proposed
b. Other
Council investment being undertaken in the centre e.g. Community Hub
c. Area
for intensification proposed in the Residential Intensification Plan Change
d. Investment
underway/proposed by other areas of council e.g. Urban Design, Roading and
Traffic, Parks and Gardens, Community Art, Community Services, Safe City
Ambassadors and Events Team.
e. Level
of vacancy/need for assistance
f. Strategic
fit within the four strategies already approved by Council
i. Environmental
Sustainability Strategy
ii. Infrastructure
Strategy
iii. Leisure
and Wellbeing Strategy
iv. Urban
Growth Strategy
14. By focusing
our efforts on areas that already have some momentum or other projects
happening we can work together to have a greater impact with the limited
budget. Examples of areas include where Housing New Zealand is proposing
new housing development in Naenae and Epuni.
15. This role
will focus on placemaking and relationship building with business/property
owners rather than large capital projects. It will leverage programmes
already happening e.g. About Space
16. Targets/measures
for success will be:
a. Growth
and retention of existing businesses
b. Increase
in satisfaction of surburban shopping centres by the community
c. Increase
in perception of safety with increased foot traffic
d. Increase
in private investment
e. Raising
the profile on suburban shopping centres
f. Reduction
in shop vacancies
Options
Options as
detailed in the recommendation include:
17. Approve the
proposal for the Neighbourhood Precinct Placemaker role and activities as
attached, for 12 months in the first instance or
18. Approve the
proposal for the Neighbourhood Precinct Placemaker role and activities with
amendments, or
19. Don’t
approve and advise officers of direction that could be taken.
Consultation
20. Should
report back to the committee 6 monthly on activity undertaken
Legal
Considerations
21. No legal
considerations
Financial
Considerations
22. A budget of
$100,000 has been allocated in the 2017/2018 Annual Plan for each of the next 3
years.
Other
Considerations
23. In making
this recommendation, officers have given careful consideration to the purpose
of local government in section 10 of the Local Government Act 2002. Officers
believe that this recommendation falls within the purpose of the local
government in that it with the creation of this role and the successful
implementation of revitalization and development plans we can have thriving and
appealing commercial centres throughout our city. It does this in a way that is
cost-effective because it doesn’t involve any additional funding.
Appendices
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No.
|
Title
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Page
|
|
1⇩
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Job Description - Neighbourhood
Precinct Placemaker July 2017
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11
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Author: Parvati
Rotherham
Development Liaison Manager
Author: Cyndi
Christensen
CBD Development Manager
Reviewed By: Gary Craig
Divisional Manager City Development
Approved By: Kim Kelly
General Manager, Strategic Services
City Development Committee
04 July 2017
File: (17/1043)
Report
no: CDC2017/3/186
General Managers'
Report
Purpose
of Report
1. The
purpose of this report is to provide the Committee with updates on a number of
projects that it has previously identified. This will be done on a
regular basis.
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Recommendation
It is recommended that the
Committee:
(i) notes
the updates contained in the report;
(ii) endorses
the decision to demolish the Stokes Valley Community House; and
(iii) notes
the officers’ response to questions from this committee regarding the
Walter Nash Fitness Centre.
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Background
2. At
the beginning of the 2013-2016 triennium, the Chair of City Development asked
for a General Managers’ report to be provided at each meeting. This
would mainly be for update purposes but from time to time could include items
for decision making.
Discussion
3. An
update of a number of projects is provided below. The items to be
included were discussed by the City Development Committee and may change from
time to time.
City Wide
and CBD Remissions Policy and Funding.
4. A
City Wide and a CBD Remissions policy have been in operation since 1 July
2012.
5. As
of this financial year– 1 July 2016 to 30 June 2017 38 new applications have been received and funding
provided as follows:
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CBD Remissions
|
Appns
|
Approved
|
Declined
|
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A new apartment development of at least 8
attached residential dwelling units OR of at least 500m2 in floor area
|
2
|
2
|
0
|
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A new commercial development or new
building extension of at least 500m2 floor area
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2
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2
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0
|
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A new development with a mix of
apartments and commercial space of at least 500m2 in floor area
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1
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1
|
0
|
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Total CBD
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5
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5
|
0
|
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City Wide Remissions – anywhere
in the City including the CBD
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Appns
|
Approved
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Declined
|
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A medium or high density residential
development
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25
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24
|
1
|
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New non-residential building or building
extension of at least 500m2
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9
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9
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0
|
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A conversion of a building from any use to
residential apartments
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0
|
0
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0
|
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Total City Wide
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34
|
33
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1
|
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Total All Policies
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39
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38
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1
|
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Fee type remitted
1 July 2016 –
30 June 2017
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Amount
|
|
Rates
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$ 166,747
|
|
Development
contributions
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$ 182,813
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|
Reserve contributions
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$ 278,957
|
|
Resource consent fees
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$ 100,925
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Building consent fees
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$ 408,306
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TOTAL
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$ 1,137,747
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Total Fees
Remitted Annually
From 1 July
– 30 June
|
|
|
FY2012-2013
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$159,000
|
|
FY2013-2014
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$873,000
|
|
FY2014-2015
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$712,000
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|
FY2015-2016
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$548,000
|
|
FY2016-2017
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$1,137,747
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6. The figures in the above table reflect the amount of applications
for remissions received and not the total number of developments being built.
7. Additional remissions were approved for another three year period
during the Annual Plan 2017-18 process including the introduction of Economic
Development Grants .
Riddiford Gardens
8. Physical
works commenced in November 2015 on Phase 2 of the Riddiford Gardens Landscape
Upgrade project, starting with development of the north and west sides of the
Administration Building.
9. The
work on the front of the Administration Building and the electrical sub-station
was largely completed within a very tight deadline to enable the building to
open to customers on 22 March 2016.
10. All of the remaining work for Phase 2 has now been completed with
the new toilet pavilion operational at the end of February.
11. Concept design options for Phase 3 work were prepared and considered
by Council in confirming the 2016/17 budget. A meeting with key
stakeholders was held on 12 July 2016 to consider the concept design before the
detailed design commenced. Phase 3 design has been the subject of value
engineering.
12. SLT has
agreed that the Phase 3 works will be negotiated with Naylor Love, the
incumbent contractor, to ensure continuity and coordination with the Events
Centre work. Naylor Love is currently pricing the work, which is not
expected to commence until August.
Town Hall and Events Centre
13. Since the
last report, structural steel has been installed in the atrium/foyer, new
auditorium, café and meeting room spaces.
14. Foundations
have been laid in the above spaces, as well as in the commercial kitchen and
truck dock areas.
15. Work in the
Town Hall has stalled due to the discovery of asbestos in the mezzanine
bleacher area. Work will recommence when this has been safely dealt with.
16. We are
waiting for pricing of two major packages, which when received will provide
much more certainty on the project schedule.
17. The current
programme shows construction completion in February 2018, and a handover to the
Manager in April after a commissioning period. We have been previously
reporting a handover in March.
18. The work in
the upcoming period will include:
a. Completion of commercial kitchen and café design;
b. Demolition of Horticultural Hall supper room;
c. Installation of roof.
19. The current
operational priority is on completion of a kitchen design that will enable the
operator to produce high quality food to the maximum capacity of the Event
Centre.
20. The project
team is devoting a lot of time to value engineering without unduly comprising
the design principles or operating ability. This has been challenging due
to the rapid rate of inflation in the construction industry.
Avalon Park
21. The development of the playground area was completed in
late September 2016 with the official opening held on Sunday 2 October
2016. Since then the playground has been extremely popular with large
numbers of visitors over the summer and autumn months.
22. Further funding of $2M to complete
the next stage of works (pond and southern entrance) was included in the
2016/17 Annual Plan. Developed design of the next stage has been completed and
tendered. All tenders exceeded budget and have been declined. The scope of work
is currently being reviewed and will be re-tendered in August. A
carry-over of $1.7M is available to complete this stage.
CBD Promenade -
Riverlink
23. Riverlink is the GWRC, NZTA, and HCC joint project to progress flood
protection, state highway, and Making Places projects together and in order to
optimise/maximise outcomes to all three agencies.
24. Negotiations continue upon the purchase of properties on Daly Street
and concepts are being considered for medium density residential upon what
would become residual land at Melling.
25. HCC and GWRC are working with NZTA to write the ‘Hutt Growth
Story’. NZTA will use this to better understand the value of Melling
Interchange (plus CVL and P2G) to the future of Lower Hutt and the Wellington
Region. This will help in the prioritisation of Lower Hutt projects against all
other NZTA projects nation-wide. Currently NZTA does not have a timeframe for
Melling (this includes replacement of Melling road bridge).
26. Council has circa $49M in various years in the annual plan. $7M was
brought forward for the purchase of properties.
Greening, Queens
Drive
27. At the Community Plan Committee meeting in June 2017, officers were
requested to provide further information in response to an annual plan
submission on greening the business section of Queens Drive.
28. Officers previously met with the submitter to discuss his ideas in
May 2015. That meeting was also attended by the Mayor and Deputy
Mayor. At that time it was explained that funding was limited, that
Riverlink was viewed as the strategic priority and that community consultation
consistently supported this.
29. Subsequently Council has demonstrated commitment to the Riverlink
partnership (with Greater Wellington Regional Council and New Zealand Transport
Agency) by allocating $39M in the Annual Plan. Riverlink design to date
shows that the CBD road network will change due to the partial closure of Daly
Street, relocation of the Melling Bridge, strengthening of walking and cycling,
and possible changes to the public transport network.
30. Whilst there is no budget to cover $1M to $2M potential cost to
“Green Queens Drive” the largest risk for doing this work is that
officers do not fully understand the changes required of the CBD transport and
road network, how CBD car parking will work once 600 car parks are lost from
the riverbank car park, and the full role of Queens Drive in the future
CBD. Analysis will be done through the Riverlink detail design phase
which is programmed for 2018-2020.
31. Officers advise that Council currently has no funding allocated in
its 20 year plan for either investigating or undertaking such capital work.
32. Council are about to start on a review of Making Places which will
include a spatial plan for the CBD going forward. Streetscape will be
looked at for the whole of the CBD as part of this process.
Community Services Group and Community Facilities Trust (CFT)
Significant Projects
33. The status of these projects is as follows:
Fraser Park Sportsville Stage 2
– Multipurpose Sports Building
34. Following Council
approval, the CFT awarded a construction contract to Armstrong Downes Ltd and
actual construction is now underway at the Fraser Park site. It is
expected that the build programme will take approximately 13 months, meaning
that the building will be ready for fit out by Fraser Park Sportsville in
September /October of 2018 (subject to fundraising success).
35. During the
above build HCC, CFT and FPS will join forces with an aggressive fundraising
programme designed to raise a further $2m required to complete the funding for
the project.
Walter
Mildenhall Park Redevelopment
36. The main
clubrooms, the three external greens, the tennis and petanque courts,
landscaping, fencing and lighting are now complete and the club is operating in
the new club rooms. The built space is attractive, sunny and generously
proportioned and represents a huge step up on the amenities of both the legacy
club facilities.
37. Work on the
adjacent indoor green is nearing completion. The fabric roof is now in place
and the sub- base for the indoor green is also now largely completed. It
is anticipated that the indoor green will be completed by the end of
July. Tidy-up site works that cannot be completed until after the indoor
green is completed will be completed by Hawkins by mid-August. An official
opening for the entire complex is planned for August.
38. Lastly, work
on the central parking courtyard is now largely completed and will be sealed in the week commencing 18 July.
Huia
Pool Development
39. The building
is completed. The pools have been filled and all air and water plant has
been commissioned and currently is working as designed. Adjustments are ongoing
as the building is now being used and customers are providing feedback.
The building was handed over in mid-July. A Mayoral opening was held on Friday
21 July, a public open day on Sunday 23 July with the whole complex open from
Monday 24 July.
40. The
project’s construction phase has now been completed. The project managers
and QS are completing final paperwork, payment and the snag list with Naylor
Love, Opus and AHDT.
Stokes
Valley Community Hub
41. The Stokes Valley Hub project continues to remain on track with an
estimated public opening of end of October. The laying of the Mauri stone in
June marked an important and very special milestone. Several arts
projects are underway. The build handover will take place in August, and during
September and October fit out will be completed. Recruitment for the
minimum new roles required to run the facility is in progress and the existing
team looks forward to transitioning into the new building.
Future
of Stokes Valley Community House
42. The Stokes Valley Community Hub will be open at the end of October
2017.
43. During the planning process, three organisations were approached as
potential partners based on logical synergies present with them delivering
activities and services from the hub venue.
44. One of these organisations was the Community House. The Community
House has elected to migrate all of its activities across to the hub with the
expectation that the current levels of support to organisations that use the
house are maintained.
45. This results in the current community house facilities being
obsolete.
46. Council officers’ stance on this facility was that it was
preferable to be moved from the site and repurposed for another community
organisation. This was due to:
a. improving safety in the area; and
b. allowing a wider look at Speldhurst Park from a reserve perspective
and aligning with the wider policy of trying to reduce the number of built
structures on reserves.
47. It should also be noted that the building next door, Plunket, is
also planning on being removed. This is owned by Plunket.
48. The Community House Committee was asked early in 2017 to provide
Council with a recommendation for the future use of the facility.
49. Two actions occurred as a result of this, firstly a report was
prepared by Brittons on the viability of moving the facility. The report
advises that the type of building has little resale value, and that there is a
high risk that it would be damaged if moved. This view was subsequently
supported by a second company Alpha, whom the Divisional Manager Community Hubs
spoke to in June.
50. Secondly, a public meeting was organised in March 2017 by the
Committee to hear the views of the community. Approximately 20 individuals
attended, including the Ward Councillors, representatives from several
community organisations and local residents.
51. Key outcomes noted were:
a. The ability to remove and resell was very unlikely given the outcome
of the Britton report.
b. There is a high risk of vandalism and other safety concerns by
leaving a single structure on the park.
c. The general regard was that the house has served its purpose well,
but that this is the right time for it to be removed.
d. A representative of the family who owned the land prior to Council
purchasing it, was present at the meeting (Harvey Watts). He gave a brief
history of the building and land, and gave his blessing for it to be removed.
He requested that Council takes into account the original purpose of the land
being passive recreation in its future planning.
52. At this meeting there was unanimous support for the demolition of
the community house by those in attendance.
53. Council’s Parks and Gardens Division has committed to prepare
a concept plan with community input for this part of the park.
54. Officers have accordingly planned for the Community House building
to be demolished in November 2017. This will be managed by the Parks and
Gardens Division. If there is useable material within the house that
community organisations can recycle, then this will be salvaged before or when
the building is demolished. Officers propose that this be funded from within
existing budgets.
Wainuiomata
and Petone Sportsvilles
55. Due to questions raised during the Annual Plan process regarding the
sportsville proposals presented by Wainuiomata and
Petone, the joint Sportsville Steering Group (General Manager Community
Services, Divisional Managers of Leisure Active and Parks and Gardens, and a
representative from both Sportsvilles) has agreed the following process:
· July/August 2017 -
Business plan development which includes ownership/governance/management
modelling, operational costings and revenue generation, and asset
rationalisation and staging.
· Sept/October 2017
– Presentation to club committees seeking sign off on business plans.
· October/November
2017 – Club AGMs to formally endorse business plans and concept design.
· The above stages of
work will cost approximately $20k.
· November 2017
– March 2018 – Preliminary design development including community
and stakeholder consultation.
56. The Sportsville Steering Group is aware of concerns raised by some
clubs hence the next stage of our work is essentially aimed at addressing these
concerns and specifically answering questions regarding operational and
financial modeling. This is to ensure all parties are fully informed of what
the redevelopment will entail for their clubs and members before committing to
significant design expenditure. An independent consultant has been engaged to
complete the business plan.
57. In the absence of any new information Petone Central Bowls Club and
The Petone Rugby Club Executive Committee have advised Petone Sportsville of
their intention to withdraw from the sportsville project.
58. While it is unfortunate that these clubs have chosen to withdraw
their support for the sportsville proposal prior to all relevant information
being available, the Sportsville Steering Group remains committed to completing
the business plan development phase as the vast majority of clubs are still
very engaged and committed. When this information is available it will be
presented to all clubs, including those who have chosen to withdraw support.
59. The Steering Group is also aware of some community concerns around
design elements and therefore if there is support from clubs to proceed to the
next stage of design this will include community and stakeholder consultation
phase.
Healthy
Families Lower Hutt
Smokefree Lower Hutt
60. Hosted a successful celebratory event on World Smokefree Day (31
May) at Mo Town Cafe in Moera who are a 100% smokefree café. The
celebration included attendance by the Hon Nicky Wagner (Associate Minister of
Health), Marama Fox (Maori Party Co-leader), Lower Hutt Mayor and Deputy Mayor
and key partners and stakeholders. This attracted positive coverage including a
Beehive press release, Te Karere Maori News and Stuff.
61. A Smokefree Queen Street survey was conducted between 9 and 30 May
with 489 respondents and 82% in support for a smokefree Queen Street. The
survey highlighted a lack of awareness by some of current smokefree areas in
Wainuiomata. The Wainuiomata Community Board resolved to do more work on
raising awareness of current smokefree areas and review in six months before
considering if the community is ready to embrace a smokefree town centre.
62. Resource packs have been developed for businesses with outdoor
pavement dining and are being distributed by the Jackson Street Project and CBD
Development Manager.
63. A Smokefree Lower Hutt webpage has been developed on Hutt City Council’s website
which provides details of HCC’s Smokefree Outdoor Public Places Policy,
information for the public about the policy, information about Quit support and
resources available for businesses with outdoor pavement dining and others
wanting to promote a smokefree environment.
Workplace Wellbeing
64. In partnership with HRINZ – Hutt Valley branch, a Workplace
Health and Wellbeing Expo was held at the Dowse Art Museum in May. The exhibits
and speakers covered a range of health and wellbeing topics. Over 60 people
from 41 organisations attended on the day.
Naenae Village Market
65. Currently exploring and engaging with the Naenae community on the
concept of a Village Market. A working group representing organisations and
community has been developed to support this. An online survey has taken place
throughout the months of June-July and a pop up market was held on 1 July.
There is overwhelming support for a Naenae Village Market from Naenae residents
and surrounding neighbourhoods. We are currently looking into developing a
sustainable model for this to go ahead.
Go the H20 (water initiative)
66. Seven new water fountains will be installed in Stokes Valley (1),
Naenae (2), Taita (1), Moera (1), Eastbourne (1) and Wainuiomata (1) over the
months of August and September to increase access to water across the city. We
will continue to work with Council colleagues to increase the number of our
public water fountains so water is the easy and accessible choice of drink for
our communities.
Walter Nash
Centre Fitness Suite
67. The following section of this report relates to questions asked by
this Committee at a recent meeting regarding the Walter Nash Centre Fitness
Suite.
68. This is one of three (not including Huia) sites across Lower Hutt
that Council owns and operates. Councillors asked officers to investigate
the impact of offering a $5 a week membership rate for Community Service Card
holders at Fitness Suites.
69. Hutt City Council Fitness Suites provide a mid-range price point gym
experience for the public, while still maintaining staffed facilities. They
also work with specific sectors of the community in a proactive manner such as
green prescription, people with disabilities and older adults. There is a clear
balance to be made between offering a service to the community, and operating a
business.
70. Any discount rates need to be applied across the network to maintain
consistency (memberships are primarily network memberships). We have a
total current number of 112 members that fall into the category of Gold Card
holders (21 at the Taita Fitness Suite).
71. The impact to revenue of implementing a Community Service Card
holder rate at $5 would approximately be $57,096 to Council across the network.
This would be split as follows across sites:
· Naenae $35,568 (76 members)
· Stokes Valley $11,700 (25 members)
· Taita $9,828 (21 members)
72. We estimate that there are 6,117 holders of Community Service Cards
in Taita, Stokes Valley and Naenae communities respectively. 1,647 are located
in Taita and 21 of these are already gym members.
73. Using participation averages noted below of 23% of population as gym
members in the Taita area there is a latent potential market of 358, however
some of these are likely to be members at other gym locations.
74. As a result of implementing a $5 weekly membership, numbers in this
category are likely to increase from the latent potential market, however it is
very difficult to predict this impact due to:
· no large
scale surveying of non-users has taken place in Taita
· no
national information or research is available on community card holder gym use
behaviours
· we know
a range of factors impact on people attending a gym and for some, price point
is irrelevant. Exercise New Zealand CEO has provided feedback that time and
competing demands for the dollar spend are much more important factors for
people than price
· in the
Naenae survey when asked why people joined the gym location and pool
inclusion rated higher than price
75. A further 38 members would need to be obtained from the latent
potential market to recover the revenue lost for reducing the rate to $5 at the
Taita Fitness Suite. Across the network increases proportionate to the lost
revenue would also be required (45 in Stokes Valley and 138 Naenae).
76. Set out below are some additional statistics and comments about the
gym market used to help inform the views of officers.
77. Officers believe that it is likely that implementing the above
membership rate would increase numbers across the network; however it is
unreasonable to expect that by default they would
increase to a level which would fully recover all lost revenue. The additional
membership growth required also places additional pressures on the staff and
facilities at Stokes Valley and Naenae sites which are performing well
currently.
78. Prior to this request by Councillors to investigate a $5 membership
level for Community Service Card holders, Leisure Active had already begun a
review process on membership pricing. The outcome of this is a planned
implementation from 3 August for the following membership pricing :
· A FULL membership
reduces from $16.00 to $14.00 per week on a DD 12 week contract or
a lump sum payment of $168.00
· A Community Services
Card Holder Membership reduces from $14.00 to $10.00 a week on a DD 12 week
contract or a lump sum payment of $120.00
· Other current
memberships will also be reduced to the $10.00 a week pricing schedule.
79. Officers at this time would not recommend implementing a $5
membership rate for Community Service Card holders, however we would recommend
that the Taita Fitness Suite is given a further 12 months with the proposed
membership changes above.
80. If, after this time membership levels have not increased to a
desired level, then we would recommend a review is undertaken to investigate
operating model changes to the business to make it more cost effective.
Supporting
Information
81. Currently, there are 1300 members across the network, split across
the three sites as follows:
a. Walter Nash - 205
b. Stokes Valley - 195
c. Naenae – 900
82. Total revenue across the fitness suite network for the 2016/17 year
will be approximately $600,000 gross (budgeted gross $720,000). The
differential is primary attributable to the Walter Nash Centre Fitness Suite.
The Walter Nash Centre Fitness Suite was expected to reach 400 members after
several years of operation to meet budget, however currently fluctuates between
195 and 220 monthly.
83. The impact of the Huia Pool Fitness Suite on the existing members
network when operational is expected to be minimal due to a different catchment
population of potential members.
84. The Walter Nash Centre Fitness Suite team have been doing a number
of incentive based and promotional activities to try and attract new members.
While some short term successes have been seen, retention of these members has
been an issue. Maximum membership reached since opening peaked at 250.
85. Hutt City data suggests that up to 23% of the adult population are
members of gym type facilities (Communitrak survey 2015). National figures
corroborate with this percentage (24.2% of population
in urban locations like Lower Hutt, Active NZ Survey 2013/14 - Sport NZ).
86. Reasons why people join and leave gyms are well documented (2013
Australian & New Zealand Fitness Industry Survey): The top three reasons why respondents joined a fitness club:
1. Location 33%
2. Value for money 13%
3. Different type of exercise 7%
87. Naenae Fitness Suite Survey (2015) reasons people joined the gym
(sample 183)
1. Close to where I live or work – 42%
2. Includes a swimming Pool – 30%
3. Cost – 17%
4. Atmosphere/ambience – 5%
5. Other - 5%
6. Council owned facility – 1%
88. Other considerations to take into account include the overall
purpose of this venue and the market impact.
89. Market impact in this case specifically relates to Council operating
a gym in a competitive market, and being seen to be fair and reasonable in its
delivery of this service.
90. The purpose of this service currently is to provide a low-mid range
gym experience within the Taita community. This is currently being achieved,
but not at the levels of membership expected.
91. Long term, an investigation of the operating model will take place
if membership trends do not improve by 30 June 2018. This could include looking
at hours of operating, staffing levels, different product (ie focusing only on
group exercise or small group training) etc.
Science &
Technology (STEMM) Funding and Activity
92. Council allocated $115,000 in the 2016/2017
budget for projects related to STEMM. Projects include:
· Scholarships for the Open Polytechnic Graduate Certificate in
Primary Science Teaching; Weltec Engineering School and Postgraduate
Certificate in Applied Practice by the Mind Lab.
· Hutt Science Programme. 40 primary schools in Lower Hutt and 3
in Upper Hutt (on trial) are currently enrolled in the Hutt Science Programme
and the resource centre has been expanded at Naenae Primary School. A
professional development programme for primary and secondary school teachers is
now well developed along with a mentoring programme for secondary school
science Scholarship students. Hutt Science successfully applied for
further funding totaling approx. $60K from MBIE to run a science programme in
schools in the North East in late 2017.
· Innovative Young Minds (IYM) programme developed and underway in
July 2017 – programme for 40 senior secondary school female students are
immersed in STEMM experiences throughout a weeklong programme of organisational
visits and structured programmes.
· STEMM Festival – 3rd year of this growing event
showcasing the best in science and technology in the city. Run over a 2 weeks
period and incorporated in the national Tech week a full programme of events
was well supported across the business and education communities.
International guests (NASA scientists) were a key new element.
93. 1st
Assembly – Innovation Hub
Further funding was approved at the
Annual Plan for the continuation of 1st Assembly – the
Innovation Hub based at 125 High Street operated by Creative HQ.
The space now accommodates six ventures
Conduce, Makegood, Fre3Formd, Quamcom, Yali, Simutech.
Regular mentoring clinics are being held
with established but early stage businesses as they focus on growth.
A regular programme of workshops and
events is in place.
Officers and Creative HQ staff are
presently reviewing the first year of operation to better position the centre
for the technology sector into the future.
94. Maker -
Space (Techshop) Feasibility - TechShop makerspace
market assessment
A facilitated workshop was held with
proposed stakeholders and representatives from industry in March with the
intention of finding common goals for a TechShop and establishing a group to
help move the project forward and create individual business cases.
Initial feedback from the session
suggested WelTec would like to be included in an establishment group.
Urban
Growth Strategy Implementation
95. The Urban
Growth Strategy 2032 was adopted in 2014.
96. Implementation
projects being worked on include:
· Wainuiomata
- extension of Wise Street – This work has been undertaken enabling the
start of a consented 31 lot private subdivision on one of the landholdings
along the extension. Other landholdings along this extension are considering
future residential development.
· Upper
Fitzherbert, Wainuiomata
Officers have invited Expressions of
Interest from selected providers with the skills and experience to prepare a
best practice framework for the urban development of Upper Fitzherbert Road,
Wainuiomata.
Shortlisted respondents will be invited
to provide detailed fee proposals.
· Upper
Kelson – extension of Major Drive – currently working with owner on
proposed plan change to enable this site to be developed into approx. 90 lots
and brought to market.
Kaitangata Crescent, Kelson –
existing consent for approx. 140 lots – Owner is preparing a resource
consent for a development proposal increasing the number of lots to be
developed to approx. 180.
· Stokes
Valley – extension of Shaftsbury Grove – Urban Plus is
continuing to complete conditions of transfer of this parcel to an experienced
developer. Offer back requirements for adjacent parcels have now been
completed and a final survey plan is being conducted currently to amalgamate
titles into one parcel
· District
Plan Work Programme - work continues on the residential intensification changes
required for the UGS.
· Council
approved continuing the Development Incentives and Rates remission schemes
until 30 June 2020.
CBD
97. Current CBD
Development activity includes:
· Hotel development
– a new resource consent has now been issued. A building consent
for the foundations is imminent now that an engineering solution has been
determined by the developer.
· 2 Connelly Street
– Construction of a large commercial building is currently underway due
for completion last quarter 2017.
· Ex Post Office
Building – Completed and retail/commercial tenancies leased.
· Gibson Sheat
Building – Car parking building completed
· Ex Evan’s
building under fitout for new tenant – Premier Hair Academy
· Centre City Plaza
– reoccupied after earthquake repairs
· 531 High Street
– 6-year lease to Kiwibank
98. Retail activity in the CBD showed a -2.7% decline in spending for
the quarter ended 30 June 2017 reflecting the reduced capacity of the
Queensgate Shopping Centre until early April, following the Nov earthquake and
the closure of Briscoes and Rebel Sports.
99. A new large format Big Save furniture store is locating in the space
vacated by Briscoes and Rebel Sports and has opened 21 July. Other
retailers will occupy part of the space and will open later.
100. The Queensgate Shopping Centre reopened the remaining retail space
on April 6 after completion of the demolition of the Event Cinemas and
associated carparks building. It has recently been announced that
international retailer H&M will be opening its 2nd New Zealand
store in the Centre later this year. Building works have commenced to
accommodate them.
CBD Car
Parking
101. Free parking in the HC2 Shopper Parking Zone in the CBD ended 3
April 2017. Long term parking charges reverted to pre-trial levels as at
16 January 2017.
102. The city-wide parking review is progressing with a strategy to be
brought to Council’s Policy Committee; a new parking app to be launched
in next quarter; and a parking demand study undertaken with results due.
Suburban
Shopping Centres
103. Waterloo Shopping Centre footpath and street furniture upgrades were
completed at Trafalgar Square and at Birch Street (both sides of railway line)
during 2017-2018.
104. Stokes Valley Stage 4 footpath improvements were completed in June 2017
(Evans Street and the shopping walk through immediately northwest of New
World).
Petone 2040
Spatial Plan
105. The
Petone 2040 final report (Stage Two) was approved by Council on 23 May 2017.
106. Council
endorsed the P2040 community group and approved $50K funding to progress a
Jackson Street Streetscape Design and $50K to progress the Strategic
Infrastructure Project (Petone to Grenada and Cross Valley Link).
Options
107. There
are no options. Information is for noting only.
Consultation
108. No
consultation was required for this report. Consultation relevant for the
specific projects outlined above have been undertaken as required
Legal Considerations
109. There
are no legal considerations.
Financial Considerations
110. There
are no financial considerations. All funding discussed in this paper has been
approved at previous meetings or were reported as budget implications to
Council on 16 February.
Other Considerations
111. In
making this recommendation, officers have given careful consideration to the
purpose of local government in section 10 of the Local Government Act
2002. Officers believe that this recommendation falls within the purpose
of the local government in that it is mostly a noting paper on current
activity. It does this in a way that is cost-effective because it
provides timely information to Council.
Summary Table
The table below provides an overall summary of the timing and status
of each of the projects mentioned in this report.
|
Project
|
To be completed by 30 June 2017
|
Project
completion date
|
Status
|
|
Events Centre
|
Significant
progress in the structural construction of the Event Centre.
Significant progress in the reinstatement of the Town Hall. Operational
fit-out agreed.
|
Early 2018
|
Revised
|
|
Riddiford
Gardens
|
Phase 2 works are
now completed.
Phase 3 works
design complete and with Naylor Love for pricing.
|
March 2018
|
Awaiting Naylor
Love to complete Phase 3 pricing. Work expected to commence in August.
|
|
Avalon Park
|
Hawkins has
completed work on playground space. Design and estimates for next stage
completed and tendered with all tenders rejected.
|
June 2018
|
Design being
reviewed and will be retendered in August.
|
|
CBD Promenade -
Riverlink
|
Design and Costing
stage
|
July 2017
|
On track
|
|
Regional Bowls
Centre
|
Design complete.
Fundraising
95% achieved
|
Target: Mid 2017
|
Late
|
|
Huia Pool
Development
|
Construction 50%
complete
|
July 2017
|
On track
|
|
SV Community Hub
|
Construction
underway
|
September 2017
|
On track
|
|
Fraser Park Sportsville
Stage 2
|
Detailed design 95%
complete
|
2016/17 (funding
dependent)
|
Late
|
|
UGS –
Wainuiomata Wise St
|
Draft design and
cost estimates completed. Discussions with residents commenced
|
|
Completed
|
|
UGS –
Upper Kelson
|
Revised design and
cost estimates completed. District Plan team to progress Plan Change
|
June 2020
|
On track
|
|
UGS –
Stokes Valley
|
Draft design and
cost estimates to be completed.
District Plan team
to progress Plan Change
|
|
Possible private
sector development
|
|
UGS –
Wainuiomata Development Plan
|
Plan being
finalised
|
|
Completed.
Coordinator appointed April 2016.
|
Appendices
There are no appendices for this
report.
Author: Kim
Kelly
General Manager, Strategic Services
Approved By: Tony Stallinger
Chief Executive
MEMORANDUM 40 01
August 2017
Our Reference 17/1036
TO: Chair
and Members
City Development Committee
FROM: Matt Reid
DATE: 03 July 2017
SUBJECT: Recognition of Council's efforts in
the North East
|
Recommendation
That the Committee receives the report.
|
Purpose
of Memorandum
1. The Chair of the
City Development Committee has requested a brief report on the recent external
recognition of Council’s efforts in the North
East.
Background
2. Council is
committed to making a positive difference across all of Hutt City and has recognised
that additional efforts are required in various communities that are challenged
by high deprivation.
3. Significant
Council resource, effort and energy has been put into the North East –
especially with regards to empowering tamariki for a brighter future.
4. ‘Empowering
tamariki for a brighter future’ – we are increasingly using
this short statement as the headline that summarises our many different
initiatives and projects.
5. Whilst the changes
and outcomes we seek are much longer term and require the ongoing strongest
leadership, courage and innovation, it is pleasing to see Council’s
efforts being recognised by others.
Information
6. The following
information highlights three awards, the first two of which Council was the
winner, and the third where Council is a finalist with results yet to be
announced.
7. While the
recognition is great, our motivation regarding these awards is predominantly to
leverage opportunities to grow awareness and our increasing family of partners.
8. These awards are a
real credit to many very talented, passionate and incredibly dedicated staff at
Council. Our talent (staff) has been prepared to push boundaries,
innovate and give things a go (mahia atu).
9. Really pleasing to
me is an underlying attitude from our talent that what success we have had is
not yet enough – there is much more to be
done.
10. The awards also reflect
extremely well on the elected Council’s leadership – current
and previous, as well as our many partner organisations and private individuals
that support us, including with funding.
Sport
NZ Community Impact Award
11. At the
recent national Sport NZ industry awards, Hutt City Council’s Northeast
Pathways Project (NEPP) was successful in winning the Community
Impact Award.
12. This
award celebrates, promotes and encourages collaborative projects that will
have a positive impact on the community and community sport.
13. Centered
upon Avalon Intermediate and Taita College, NEPP ties together education,
whanau and sports organisations across Taita, Stokes Valley and the Pomare
area. This accolade comes off the back of success in using sport as a tool to
grow student engagement and achievement in education which NEPP has clearly
done for all of our North East kids who were involved.
14. We are
delighted for our partners and friends in the education and sport sectors.
LGNZ
Excellence Awards
15. At the LGNZ
Excellence Awards held on 25 July, Council was the winner of the Community
Engagement category, for its integrated community services being offered in and
around Taita – which has loosely been called ‘Transformation
Taita’.
16. Aiming to
create a brighter future for our tamariki while building a stronger community, Transformation
Taita offers access to facilities, resources and activities that matter, to
those that need it most.
17. We are
passionate about helping secure positive futures for our community and the
children within it and believe we can, by creating access to a wide
range of activities, services, and resources that we think matter. We
have concentrated our efforts, partnerships and relationships to contribute to
a range of projects which focus on world-class facilities, recreation,
literacy, and the arts.
18. These integrated
activities, services and resources include the Walter Nash Centre (facility,
services and programmes), magic cards, transport services, support and
offerings from corporate and private partners, North East Pathways Project,
Taita Computer Clubhouse, Action Replay project, targeted core Council services
(literacy, arts and recreation), Westpac Stadium professional sporting events
and other.
19. The
long-term goal of this work is to readily provide kids with easy access to
these facilities, services, and resources while giving them options that will
help to realise their dreams and break out of the cycle of poverty.
20. Already we
have seen a substantial increase in participation and community pride, with
visible signs of increasing social capital.
21. Put simply,
more Taita kids and the wider community are able to access stuff that matters.
Beyond
Sport Global Awards
22. Again for various efforts, projects and initiatives (predominantly
around sport, recreation and leisure) with North East Kids, HCC is a finalist for the Beyond Sport Global Awards 2017 (26 July 2017) for the Sport
for Sustainable Cities and Communities Award – selected from more
than 300 entries worldwide. Entries showcased work from over 70
countries, with work focussing on topics such as health, gender, STEM
education, equality, climate change, accessibility and inclusion, technology
and employability.
23. Council is the first New Zealand finalist at these Awards. In their ninth year, the awards celebrate, support, raise awareness
and provide funding for ways sport is being used to help make the global goals
for sustainable development a reality.
24. Beyond Sport is the global organisation for sustainable social change
through sport. They convene and build networks, celebrate and fund
projects, promote and advocate key social issues and advise and develop
strategy.
25. Partnered by UNICEF and TIME Magazine, Beyond Sport have built a
network of over 2000 organisations reaching 140 countries using sport as a
catalyst for change, facilitated and funded projects, built safe sport spaces,
facilitated policy and research on sport’s impact on meaningful subjects
from girls’ education to child protection to the refugee crisis, raised
awareness and prompted inspiration of thousands through high profile
ambassadors eg Rt Hon Tony Blair, Michael Johnson, Desmond Tutu, Dame Kelly
Homes, Lord Sebastian Coe, to name a few.
26. Council is a finalist for its integrated efforts in and around the
Walter Nash Centre, its partnerships, the North East Pathways Programme, magic
cards and other initiatives.
Appendices
There are no
appendices for this report.
Author: Matt
Reid
General Manager Community Services
Approved By: Tony Stallinger
Chief Executive
