Communities Committee | KOMITI HAPORI
25
February 2021
Order
Paper for the meeting to be held in the
Council
Chambers, 2nd Floor, 30 Laings Road, Lower Hutt,
on:
Thursday 4
March 2021 commencing at 2.00pm
Membership
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Deputy
Mayor T Lewis (Chair)
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Mayor C Barry
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Cr D Bassett
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Cr J Briggs
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Cr K Brown
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Cr B Dyer
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Cr S Edwards
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Cr D Hislop
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Cr C Milne
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Cr A Mitchell
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Cr S Rasheed
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Cr N Shaw (Deputy
Chair)
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Cr L Sutton
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For
the dates and times of Council Meetings please visit www.huttcity.govt.nz
Have your say
You can speak under public comment to items
on the agenda to the Mayor and Councillors at this meeting. Please let us know
by noon the working day before the meeting. You can do this by emailing DemocraticServicesTeam@huttcity.govt.nz or calling the
Democratic Services Team on 04 570 6666 | 0800 HUTT CITY
OVERVIEW:
This Committee assists Council to ensure healthy, vibrant and
resilient communities through development and management of relevant plans, strategies
and functions.
The Committee is aligned with the Neighbourhoods &
Communities Directorate.
Its areas of focus are:
§ Urban design and spatial
planning
§ Major Neighbourhoods &
Communities projects (e.g. Naenae Pool)
§ Arts and culture
§ Parks and reserves
§ Sport and recreation
§ Community funding
§ Community development
§ Community facilities and
services
§ Community safety
§ Emergency management
PURPOSE:
To develop, implement, monitor and review strategies, policies, plans and functions associated
with community, social and cultural activities. This includes making the city a desirable, safe and attractive place,
providing facilities and recreational opportunities that support quality living
and healthy lifestyles, and supporting the cultural wellbeing of residents.
DELEGATIONS FOR THE COMMITTEE’S AREAS OF FOCUS:
§ All powers necessary to perform the
Committee’s responsibilities including the activities outlined below.
§ Develop required strategies and
policies. Recommend draft and final versions to Council for adoption where they
have a city-wide or strategic focus.
§ Implement,
monitor and review strategies and policies.
§ Oversee the
implementation of major projects provided for in the LTP or Annual Plan.
§ Oversee
budgetary decisions provided for in the LTP or Annual Plan.
§ Oversee the development and
implementation of plans and functions associated with community, social and
cultural activities.
§ Maintain an overview of work
programmes carried out by the Council’s Neighbourhoods & Communities
Directorate.
§ Advocate in conjunction with relevant
community organisations on matters related to the health and social/cultural
wellbeing of communities.
§ Recommend to Council the acquisition
or disposal of assets, unless the acquisition or disposal is provided for
specifically in the LTP.
§ Approve and oversee monitoring around
Community Funding Strategy grants.
§ Matters arising from the activities
of Community Houses, other than those in the Harbour and Wainuiomata Wards,
which are delegated to the community boards in those areas.
§ Conduct any consultation processes
required on issues before the Committee.
§ Approval and forwarding of submissions.
§ Any other matters delegated to the
Committee by Council in accordance with approved policies and bylaws.
§ The committee has the powers to
perform the responsibilities of another committee where it is necessary to make
a decision prior to the next meeting of that other committee. When exercised, the
report/minutes of the meeting require a resolution noting that the committee
has performed the responsibilities of another committee and the reason/s.
§ If a policy or project relates
primarily to the responsibilities of the Communities Committee, but aspects
require additional decisions by the Infrastructure & Regulatory Committee
and/or Climate Change & Sustainability Committee, then the Communities
Committee has the powers to make associated decisions on behalf of those other
committees. For the avoidance of doubt, this means that matters do not need to
be taken to more than one of those committees for decisions.
Additional Parks and Reserves
Delegations:
§ Adopt, and agree amendments to, open
space or reserve management plans.
§ Make any decisions under open space
or reserve management plans that are not otherwise delegated.
§ Grant leases, licences, rights of way
and easements in terms of Council policy for Council owned properties that are
either open space under the District Plan or reserve under the Reserves Act
1977. This delegation, except the granting of leases and licences to Council
owned community houses/centres in the Harbour and Wainuiomata Wards, is
sub-delegated to the community boards in those areas.
§ Official naming of parks, reserves
and sports grounds within the provisions of Council’s Naming Policy,
other than those in the Harbour and Wainuiomata Wards, which are delegated to
the community boards in those areas, except where the sites have a high
profile, city-wide importance due to their size and location and/or cross ward
or community boundaries.
§ Removal and/or planting of street
trees within the provisions of Council’s Operational Guide for Urban
Forest Plan, other than those in the Harbour and Wainuiomata Wards, which are
delegated to the community boards in those areas.
HUTT CITY COUNCIL
Communities Committee | Komiti
Hapori
Meeting
to be held in the Council Chambers, 2nd Floor, 30 Laings Road, Lower Hutt on
Thursday
4 March 2021 commencing at 2.00pm.
ORDER
PAPER
Public Business
1. APOLOGIES
2. PUBLIC
COMMENT
Generally up to
30 minutes is set aside for public comment (three minutes per speaker on items appearing on the agenda). Speakers may be
asked questions on the matters they raise.
3. CONFLICT
OF INTEREST DECLARATIONS
Members
are reminded of the need to be vigilant to stand aside from decision making
when a conflict arises between their role as a member and any private or other
external interest they might have
4. Recommendations to Council | Te
Kaunihera o Te Awa Kairangi - 24 March 2021
a) Land Exchange
Proposal - 31 Kotari Road (21/197)
Report
No. CCCCC2021/1/42 by the Parks, Reserves and Recreation Planner 7
Chair’s Recommendation:
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“That the recommendation contained in the report be
endorsed.”
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b)
Land Sale
Proposal - Miromiro Road (21/198)
Report No. CCCCC2021/1/43 by the Parks, Reserves and
Recreation Planner 10
Chair’s
Recommendation:
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“That the recommendation contained in the report be
endorsed.”
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5. Parks and Reserves Asset Management Planning
Update
(21/190)
Report
No. CCCCC2021/1/44 by the Parks, Reserves and Recreation Planner 13
Chair’s Recommendation:
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“That the recommendations contained in the report be
endorsed.”
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6. Director's Report - Neighbourhoods and
Communities Group (21/92)
Report
No. CCCCC2021/1/45 by the Head of Community Projects and Relationships 136
Chair’s Recommendation:
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“That the recommendation contained
in the report be endorsed.”
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7. Information Items
a) Naenae
Projects progress report (21/133)
Memorandum
dated 2 February 2021 by the Strategic Projects Manager 147
Chair’s Recommendation:
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“That the recommendation contained in the memorandum
be endorsed.”
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b) Minoh
House Update
(21/228)
Memorandum
dated 15 February 2021 by the International Relations Manager 153
Chair’s Recommendation:
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“That the recommendation contained in the memorandum
be endorsed.”
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8. QUESTIONS
With reference to section 32 of
Standing Orders, before putting a question a member shall endeavour to obtain
the information. Questions shall be concise and in writing and handed to the
Chair prior to the commencement of the meeting.
Judy Randall
Democracy Advisor
Communities Committee
09 February 2021
File:
(21/197)
Report no:
CCCCC2021/1/42
Land Exchange
Proposal - 31 Kotari Road
Purpose
of Report
1. This report seeks
Council approval in principle to exchange land near Kotari Road, Days Bay,
which has been occupied by the owners of 31 Kotari Rd since at least 1998.
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Recommendations
That the Committee recommends
that Council agrees to the exchange of approximately 107m2 of encroached
reserve land known as Lot 2 DP 549866 on CT 946488 (attached in red as
Appendix 1 to the report) for approximately 140m2 of native bush land on Lot
16 DP 308 CT 40C/717 (attached in blue as Appendix 1 to the report).
For the reasons to resolve a
long established encroachment and to protect native vegetation adjacent to a
significant natural resource area.
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Background
2. Officers first
became aware of the encroachment in early 2020 when an email was sent by the homeowner
enquiring about options to resolve the encroachment.
3. The encroachment
area is approximately 107m2 and consists of a deck attached to the house and
garden area which has been used for at least 50 years. An aerial plan outlining
the encroachment is attached in Appendix 1.
4. The encroached
land is part of 253 hectare parcel that is part of the East Harbour Regional
Park. This parcel is to be gazetted as scenic reserve as per a previous council
recommendation upon rectifying the existing encroachment.
Discussion
5. Council officers
have offered to exchange the encroached land for an area that has native
vegetation and adds to a wider reserve network which is adjacent to SNR 36.
a. Should the area
of native vegetation be valued higher than the encroached area Council will not
pay the difference, either the area will be reduced in size until the value of
both areas are equal or the property owner will vest the remaining land with
Council.
6. Council practice
is to rectify encroachments via exchange of land or by the removal of the
encroachment. Given that a permanent structure is encroaching, the exchange of
land is the most appropriate option.
7. The encroached
area has no recreation, community, environmental, cultural, or spiritual
purpose and is therefore not managed as a park or reserve.
8. It is most
practical to resolve the encroachment prior to the classification of the
adjacent reserve as to not require a reserve status revocation in the future.
Options
9. Council could
consider altering the boundaries of the proposed land exchange. Removal of the
encroachment is not a feasible option in this case.
10. Council could consider
issuing a long-term licence to occupy. This would be contradictory to current
Council practice.
Climate
Change Impact and Considerations
11. The matters addressed in this
report have been considered in accordance with the process set out in
Council’s Climate Change Considerations Guide.
Consultation
12. The Eastbourne Community
Board Chair and Greater Wellington Regional Council have been informed of the
situation.
Legal
Considerations
13. There are no legal
considerations
Financial
Considerations
14. The costs associated with the
land exchange will be met by the property owners at 31 Kotari Rd. A valuer has
been commissioned to provide Council with a valuation for the purposes of
negotiating the exchange value.
Appendices
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No.
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Title
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Page
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1⇩
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31 Kotari Road Land Exchange Boundaries
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9
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Author: Tyler Kimbrell
Parks, Reserves and Recreation Planner
Reviewed By: Marcus Sherwood
Head of Parks and Recreation
Approved By: Melanie Laban
Head of Community Projects and Relationships
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Attachment 1
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31 Kotari Road Land Exchange Boundaries
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Communities Committee
09 February 2021
File:
(21/198)
Report no:
CCCCC2021/1/43
Land Sale Proposal -
Miromiro Road
Purpose
of Report
1. This report seeks
Council approval to resolve an encroachment by selling Council land adjacent to
2 Miromiro Road, Normandale, which has been occupied by the owners since 1954.
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Recommendations
That the Committee recommends
that Council agrees in principal to sell approximately 58m2 of the encroached
upon land on Part Section 74 Normandale Settlement CT WN492/165 attached as
Appendix 1 to the report.
For the reason to resolve a
long established encroachment
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Background
2. Officers first became
aware of this encroachment in 2015 when a suite of letters were sent out
informing homeowners of their possible encroachment onto reserve land.
Recently, the homeowner has approached council officers inquiring about options
to resolve the encroachment.
3. The encroachment
area is approximately 58m2 and consists of a portion of the dwelling and a sun
deck/ conservatory. An aerial plan outlining the encroachment is attached in
Appendix 1 to the report.
4. The encroached
land is part of an 8 hectare parcel known as Martin Grove Reserve.
Discussion
5. Council officers
have offered to sell a 58m2 portion of Martin Grove Reserve to resolve the
encroachment. Exact boundaries and land area will need to be assessed by an
independent surveyor at the expense of the homeowner.
6. Council practice
is to resolve encroachments via exchange or sale of land or by the removal of
the encroachment. Given that the Council land is being encroached by a
permanent structure Council officers believe that a sale of land is most
suitable.
7. The encroached
area has no recreation, community, environmental, cultural, or spiritual
purpose and is therefore not managed as a park or reserve.
Options
8. Council could
consider issuing a long-term licence to occupy; this would be contradictory to
current Council practice.
Climate
Change Impact and Considerations
9. The matters
addressed in this report have been considered in accordance with the process
set out in Council’s Climate Change Considerations Guide.
Consultation
10. There are no effected parties
to this minor boundary adjustment other than Council and the homeowner.
Legal
Considerations
11. There are no legal
considerations
Financial
Considerations
12. The costs associated with the
land exchange will be met by the property owner at 2 Miromiro Road. A valuer
will be commissioned to provide Council with a valuation for the purposes of
negotiating the sale price.
Appendices
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No.
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Title
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Page
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1⇩
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2 Miromiro Road Encroachment Area
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12
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Author: Tyler Kimbrell
Parks, Reserves and Recreation Planner
Reviewed By: Marcus Sherwood
Head of Parks and Recreation
Approved By: Melanie Laban
Head of Community Projects and Relationships
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Attachment 1
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2 Miromiro Road Encroachment Area
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Communities Committee
09 February 2021
File:
(21/190)
Report no:
CCCCC2021/1/44
Parks and Reserves
Asset Management Planning Update
Purpose
of Report
1. To inform and update
Council on the Parks and Reserves Asset Management Plan 2020 (AMP).
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Recommendations
That the Committee:
(1) notes and receives
the report,
(2) notes that an
additional $2M in capital funding for renewal of Parks building assets has
been agreed for inclusion in the draft Long Term Plan.
For the reason(s)
Asset Management Plans are
operational documents to guide and assist officers in planning for appropriate
maintenance and development of Council assets. This is used to inform budgets
which are considered by Council during long term and annual plan
deliberations.
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Background
2. A report to the
Finance and Performance Committee in November 2018 updated Council on the
status of the Neighbourhoods and Communities group asset management plans
including the Parks and Reserves Asset Management Plan.
3. Asset management plans
assist in the development of long-term plans particularly in relation to
financial planning. Asset planning is required by the Local Government
Act (LGA) 2002 specifically, in regards to the requirements set forth by
Schedule 10 of the LGA 2002.
4. Key details of the LTP
required under Schedule 10 of the LGA 2002 that the AMP informs includes:
a. Identifying activities
b. Identifying the
rationale for the delivery of the activities and their community outcomes
c. Budgeting for capital
expenditure to meet demand both current and additional, improve or
maintain the expected levels of service, and a programme of replacing
assets
d. Life cycle of
significant assets
5. Section 14(1)(g) of
the LGA 2002 states that a local authority should ensure prudent stewardship
and the efficient and effective use of its resources in the interests of its
district or region, including by planning effectively for the future management
of its assets.
6. AMPs have been a
fundamental part of strategic planning for Parks and Reserves since at least
the late 1990s.
7. The key elements of
the Parks and Reserves AMP are:
a. Asset inventories -
includes asset categories, estimated useful life, and asset value.
b. Demographic and trend
analysis - determines what type of assets are likely to be in higher demand in
the future.
c. Levels of service -
provides comprehensive quality and technical standards for the asset managers
to deliver correct provisioning, development, and operation & maintenance
of assets. Includes asset performance and park user satisfaction as a variable
for measuring levels of service.
d. Risk management -
outlines mitigation efforts and response strategies should an asset fail.
e. And
financial management - summarizes project priority, renewals and improvements,
and future capital expenditure.
Discussion
8. The Parks and Reserves
AMP outlines the delivery of key services through effective asset development
and renewal, AMPs ensure that assets do not reach the point of deterioration
that would cause economic and social detriment.
9. The Parks and Reserves
AMP framework was updated in 2018 by independent asset management and planning
company Xyst. This update ensured that the AMP covered all of the necessary
components to inform the LTP. Since 2018, officers have kept the information in
the AMP up to date including undertaking specific asset condition assessments
on hard surfaces, bridges, tracks and trails, wharves, grandstands and some
buildings. Initial seismic assessments have also been completed on all park
buildings.
10. Assets covered in the AMP are
spread across 349 reserves covering 2,781 hectares of land and covers the
activities within the following categories:
a. Open space
b. Horticulture parks
c. Sportsgrounds
d. Playgrounds
e. Cemeteries
f. Street trees
g. Wharves
h. Public toilets
11. Parks and Reserves’ first
AMP was developed in 1996 and has been updated periodically since then to
ensure that asset management is up-to-date with current trends and a growing
asset inventory.
12. The AMP has always maintained the
importance of value for money, that asset development and renewal should be
focused on providing the rate payer the most value in terms of reliability and
quality of park assets.
13. Funding sources have largely
remained the same among all AMPs, borrowing for capital projects and rates for
operational budget, with the exception of the introduction of reserve financial
contributions, which are able to fund projects to address growth and improve
levels of service.
14. A more sophisticated comparative
analysis between other Councils in NZ has been implemented in the more recent
AMP renditions to ensure that HCC is on par with or exceeds some of the level
of service factors within the peer group. Data for this comparative analysis
hasn’t been updated since 2018 but it is likely to be utilised again
before the next AMP update. Updating this data will provide consistency for all
Parks and Reserves Plans. Some comparative data include:
a. Provision of park
land per 1,000 residents HCC is above its peer group and national median.
b. Actively maintained
park per 1,000 residents HCC is below the peer group and national median.
c. and, Overall Best
Practice Score HCC is above the peer group and national median- this is
based a number of criteria including the data collection, strategic planning,
infrastructure management, and operational excellence.
15. Based on a report of the
Controller and Auditor-General on Local Government: Results of the 2002-03
Audits HCC would be considered to be within the advanced level of asset
management. Criteria for the ‘advanced’ level includes
a. A high level of asset
knowledge i.e. allowing predictions to be made about performance - Parks and
Reserves has an understanding life cycle, the useful lives of the assets, and
works to renew assets based on condition assessments.
b. A greater understanding
of the desired level of service that the community wants the assets to provide
- Parks and Reserves uses demographic analysis and community surveys.
c. And, a focus on
addressing the risks associated with managing the infrastructure - Parks and
Reserves updates is risk management framework to meet the requirements of
Council’s risk management policy.
16. The Parks and Reserves AMP has a
detailed improvement plan that outlines the goals of the Parks and Reserves
activity for the next three years. These are high level goals that are meant to
improve efficiency and data collection to ensure accurate reporting and asset
evaluation. Some high priority goals include:
a. Continuing to improve
knowledge around required levels of service
b. Improving condition
based asset renewal scheme
c. Improving signage data
d. Improving track and
trails data
e. And, updating our
reserve management plans
17. From a financial perspective the
updated AMP notes historic under-investment in asset maintenance and renewals
particularly in regard to built structures. This includes assets like toilets,
changing rooms, grandstands, wharves, roads and bridges.
18. A high level peer review of the
Parks AMP was completed by Brent Manning of the Society of Local Government
Managers (SOLGM) which supports the approach proposed within the AMP (attached
as Appendix 2).
19. The AMP informs the LTP budget
and sets a project timeline to complete the works budgeted. The following chart
compares the 10 year budget of the AMP and the LTP.
a. This budget does not
include Wharves or Petone Rec Grandstand as they are projects being managed
outside of the AMP.
b. This budget also does
not include an additional $2m for Parks and Reserves building renewal as proposed
in the draft LTP.
Options
20. There are no options for this
report
Climate
Change Impact and Considerations
21. The matters addressed in this
report have been considered in accordance with the process set out in
Council’s Climate Change Considerations Guide.
22. Green assets support carbon
sequestration and local biodiversity.
Consultation
23. While consultation is not
specifically required in the preparation of the PAMP, high level consultation
is undertaken through annual customer feedback as a part of LTP and AP
processes; regular and direct engagement with users e.g. regional, national and
local organisations.
Legal
Considerations
24. There are no legal
considerations for this report
Financial
Considerations
25. There are no financial
considerations for this report. Funding for implementation of the AMP is
considered as part of long term and annual planning processes.
Appendices
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No.
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Title
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Page
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1⇩
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Parks and Reserves AMP 2020-02-16
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21
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2⇩
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Memo to Hutt City 2020-12-18 - Parks AMP
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132
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Author: Tyler Kimbrell
Parks, Reserves and Recreation Planner
Author: Aaron Marsh
Team Leader Parks
Reviewed By: Marcus Sherwood
Head of Parks and Recreation
Approved By: Melanie Laban
Head of Community Projects and Relationships
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Attachment 1
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Parks and Reserves AMP 2020-02-16
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Attachment 2
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Memo to Hutt City 2020-12-18 - Parks AMP
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18 December 2020
Marcus
Sherwood, Manager Parks, Hutt City Council
Private Bag
31 912
Lower Hutt
Hutt City Council
Parks Asset Management Plan (PAMP) & related Capex programme
Dear Marcus,
Thank you for your
contact and sharing of the above PAMP. I have reviewed all of the materials you
provided and comment per the headings below:
AMP Review
A draft AMP in soft
copy was provided to me on 26 November 2020. I have reviewed that draft and
provide general comment below. More specific commentary is provided within the
document which is to be shared back to the author.
The AMP is
comprehensive in its scope, including as it does all Parks recorded assets,
both hard and ‘soft’ (e.g., trees) infrastructure.
“Living” assets however, are not capitalised. Not all structures
are covered within the AMP; some facilities and buildings are within the
separate community facilities portfolio.
In conducting this
review, I have referenced the International Infrastructure Maintenance and
Management Manual (IIMM) which is recognised as accepted good practice for
Asset Management throughout the public sector in Australasia.
AMP format
The AMP format is
generally consistent with the guidance provided within the IIMM. The Executive
Summary (Section 1) provides the casual reader with a quick oversight of the
portfolio and key issues, especially in relation to future ‘demand’
for services. Of note, is the need to further develop and document levels of
service for Parks assets and activities covered by the PAMP. This is noted in
the Improvement Plan and should be given priority, in conjunction with CLT and
the Council.
Presentation could be
improved, particularly to make tables and figures more
‘user-friendly’.
AMP content
The content overall
is quite thorough; Headings and Sections mostly follow those of the IIMM.
Section 10 (“Risk”), while comprehensive in its methodology and
content could benefit from a reader-oriented precis of specific risks ranked in
terms of overall risk, and related risk treatments for the Parks Activity. This
may simply be reflective of the developing risk maturity within HCC.
I understand that all
structures within Parks have been assessed against the earthquake-prone
building standard and where identified, the expected upgrade costs included in
capex forecasts. Of note in the capex improvements in the PAMP, is the proposed
new grandstand for Petone at estimated capex of $7.5M in Year 3; I am unclear
whether this is a replacement for an earthquake prone structure.
Condition information
is included only for ‘specialist’ or high-risk asset groups –
with long term renewals planning not yet based on evidence-based asset lifecycle
analysis. It is good to see that significantly more condition inspection is
intended as a key priority. This will better enable HCC to undertake improved
renewals planning/forecasting at the next iteration of the PAMP. It will also
better serve HCC in identifying operational risks, and subsequently triage and
treating those risks.
The Improvement Plan
at Section 12 needs to be given more prominence (and reference throughout the
PAMP) with the proviso that the identified improvement actions are critical to
better enabling HCC to achieve their targets with respect to Parks, and in
improving asset management maturity. A total $ figure should be provided at the
end of the tables on pages 93-94, with the note that these figures are included
in budgets derived from the PAMP.
AMP completeness
The financial figures
remain to be finalised and added to all financial related tables. I understand
this is a work-in-progress to be completed on finalisation with the council
(through workshops I presume) and the Corporate Leadership Team (CLT).
The greatest area for
refinement I observe, is the need for more accurate future population growth
projections; best done by taking a low, moderate and high view, and extending
as an envelope over time, with corresponding development of options. As I have
previously noted, if the recently experienced growth of Hutt City at 3.5% was
to continue, then the city population will double in 20 years. Such growth
impacts within the constrained area of Hutt City would have serious implications
for all facilities and assets, including Parks related amenities.
Capital Expenditure
(Capex) Implications
Based on the numbers
that have been shared with me to date, ergo the draft Long Term Plan (LTP) and
draft PAMP, a step-increase in capex in the Parks portfolio is intended (and
needed). The justifications for the increase I note below:
· Wharves and some
other assets have been added to the portfolio – these are high risk/high
replacement cost assets. With deferred maintenance on for example wharves,
improvement expenditure of $1.5M in years 1 and 2 of the PAMP is proposed for
the Petone Wharf (versus $0.8M in the LTP), and another $1.5M for the Point
Howard wharf in years 2 and 3.
· Another significant
improvement identified in the PAMP, is the afore-mentioned new grandstand for
Petone at estimated capex of $7.5M in Year 3.
· Significant
‘catch-up’ expenditure is required, given the reduced spend of the
past few years, and resultant deferred maintenance or replacement.
· Proposed renewals
spend at $2.527M for year 1 is at 47% of total Capex, and 1.3% of Gross
Replacement Cost (GRC) for all assets – taken as an average, this would
mean total replacement of the existing infrastructure stock every 80 years. I
note that the equivalent calculation for the renewals figure in the LTP at 0.5%
of GRC, would require the infrastructure to last 200 years.
· The long-term capex
requirement in the PAMP represents a tripling of capex for the portfolio as
against the figures in the LTP, and a near-doubling when compared to recent
capex spend for the three-year period 2018-20 inclusive. I note from the
benchmarking figures provided from Yardstick for years 2015-20, that until 2018[1] Hutt City Council
(HCC) used to spend significantly more in this activity area. The proposed
increase for the next few years still does not bring capex up to the pre-2018
figures; and is still moderate when compared to other councils, and with the
inclusion of the new assets added to the portfolio as noted above. Below I have
graphed the figures for all council participants (Appendix 1):
If you have any
further questions or clarifications, please do contact me at brent.manning@solgm.org.nz
Kind regards
Brent Manning,
BE, CM Eng.
For SOLGM
Enclosure: Appendix1:
NB: #11 = Hutt City for years 2016, 2017, 2018.
Calculated figure for 2021 per PAMP is $1,926
NB: #10 = Hutt City for years 2016, 2017, 2018.
Calculated figure for 2021 per PAMP is $48,700
Communities Committee
28 January 2021
File:
(21/92)
Report no:
CCCCC2021/1/45
Director's Report -
Neighbourhoods and Communities Group
Purpose
of Report
1. To provide the
Committee with an update from the Neighbourhoods and
Communities Group.
|
Recommendations
That the Committee notes and
receives the report.
|
Overview and
highlights
2. Work is underway to develop a Neighbourhoods and Communities
strategic approach to deliver on our vision that our city and all its people
thrive and the priorities in the draft LTP 2021/23, in particular Connected
Communities. This includes a shift to taking an holistic approach to
neighbourhoods and communities, and more community-led development.
3. We are working closely with the Policy team to ensure alignment with
the 30 year City Plan which is also under development. Like the City Plan, we
will have a focus on the four well-beings and are using Taituarā’s
(SOLGM’s) Well-being Indicator
Framework which will enable us to track our contribution to the
community’s social, economic, environmental and cultural
well-being.
4. Over the last two months we have held a series of workshops with
staff to contribute to the development of our approach and we will bring our
thinking to a Council workshop and community stakeholders in April for further
contributions and guidance. This will then inform Phase 3 of our organisational
change, set to take place in April/May.
5. 2021 marks the 50th Anniversary of The Dowse Art Museum
and the programme of events to mark this important milestone was launched on 13
February. You can read more about this under Museums.
6. We are pleased to report that earthquake strengthening has been
completed at Walter Nash Centre (WNC), with back stadium now fully accessible
and the Little Theatre has recently reopened following extensive seismic
remedial works. Alterations begin to Naenae Library shortly to enable greater
community access after-hours, and the Library will soon also be able to take
council payments (rates, dog registrations etc.).
7. Our work to activate the Naenae town centre is going well, with our
community co-ordinator Joni Araiti working closely with Naenae Library,
Clubhouse and other Council teams alongside the local community to respond to
the Voice of the Community Report. You can read more about this under Naenae
Projects.
Community Hubs Projects and
Relationships
Hubs
8. Whilst attendance at Hubs is not at the same levels as the previous
year, community participation at programmes and activities across the Hubs is.
9. Hub staff worked alongside community on their Christmas Events, with
very successful community led events held in Wainuiomata, Taita and Stokes
Valley.
10. Christmas
holidays provided challenges around the behaviour of young people across our
spaces, which resulted in us implementing a revised strategy reinforcing
expected behaviours and growing confidence amongst staff in dealing with these
situations. We have been working closely with our Health and Safety team
to facilitate a staff ‘Situational safety scenario’ role play
session in support of recent anti-social events.
11. Over
the holidays Hubs also took the opportunity to enable more community led
activity across our spaces including Ukulele lessons which are a new offer
delivered by our community in Koraunui. These were so successful they
will remain in place through Term 1.
12. We
have partnered with Love Wainuiomata and Toastmasters initially, to work on
updating the Wainuiomata Community Directory. We also had a joint partnership
with Wainuiomata Historical Society, Libraries Heritages and Wainuiomata Hub
delivered the 2020 Heritage program with such success, the Historical Society
has asked to continue this through 20201. In Taita we have donated
underutilised resources to local community groups.
Community
Funding
13. A
number of community workshops were held in February enabling our community to
have a voice on the upcoming reset of our community funding. These workshops
will help inform our recommendations to this committee in April.
14. Community
Panels are meeting regularly, they have all completed one round of the
Community Engagement Fund and have not yet identified any new projects to fund
from their Community Projects fund.
15. We
were invited to, and had a stall at, the Pacific Funding Talanoa drop-in
sessions led by Ministry of Pacific Peoples, a great opportunity to connect and
build relationships with Pacific Community groups and leaders.
Community
Panels
16. Community
Panels were appointed on 25 August 2020 for this triennium. There are four
across the city (Eastern, Central, Western and Northern) and they are fully
funded from rates.
17. Each
Panel approves allocations from two funds: Community Engagement Fund (total
varies but less than $10k pa) and Community Asset Fund ($114k per triennium).
Following is a summary of the status of projects from the previous triennium
which are yet to be completed:
|
PANEL
|
PROJECT
|
STATUS
|
|
Western
|
Public access way between Crestview Grove and Park
Road Meadowbank
|
Still being progressed by Council officers and land
owners. $16.7k
|
|
Central
|
Changing Places Toilet
|
$100K was allocated to this project, however more
detailed work saw the budget increase to $380K meaning the original concept
was not affordable. The new Central Panel has decided against contributing
any funding so the project is on hold. The Parks and Reserves team is now
considering whether this can be included in any of the other scheduled public
toilet renovations in the future.
|
|
Eastern
|
Skateboard facility in Naenae
|
On hold due to need to align with Naenae spatial plan.
Now being progressed.
|
City
Safety
18. Attention to detail by the Safe City Ambassadors resulted in the
early apprehension of two suspects, and the victims receiving the necessary
support, as a result of an assault in one of our council facilities.
19. Our CCTV volunteers have played instrumental roles recently that
have enabled suspects of both a potential burglary and Hit and Run be
identified and apprehended. We are continuing to grow the number of volunteers
for the CCTV team.
20. Wainuiomata was a hot spot for Police at the end of 2020, which saw
additional police foot and mobile patrols, Maori Wardens, and Safe City
Ambassadors help deter anti-social behaviour around the town centre.
Neighbourhood
Support
21. In
line with Council’s COVID 19 Recovery Plan recommendations, we are
looking to increase the number of residents involved in Neighbourhood Support
groups. These neighbourhood networks contribute to making our community
connected, resilient and safe.
22. As
part of this, we’ll be using Neighbours Day Aotearoa 2021, which runs
from March 20-30, to promote both the event itself and the opportunity to sign
up to be part of Neighbourhood Support. This promotion will be through
Council’s regular channels.
23. We are
also currently promoting Neighbourhood Support in Wainuiomata in response to
the issue outlined above.
Naenae Projects
24. Over
the last four months the Coco Community Pop Up space in Hillary Court has been
activated with a range of activities. There has been a lot of good
feedback from people who feel they have benefitted either from hosting or
attending activities in the space, or through connecting to relevant social
service support group/agencies through our community co-ordinator.
25. Over
the recent school holidays Council teams partnered with community in Naenae to
deliver a range of additional activities for tamariki, on the back of concerns
by community leaders that not enough was available for them. Activities were
supported and delivered by Regional Public Health, Community Leaders, Dowse
Education Team, and Active in the Hutt and the Libraries team.
26. Another highlight in
Naenae has been the Free Ride pilot initiative which was driven by Naenae
Clubhouse and Healthy Families.
Libraries
27. The
New Zealand Libraries Partnership Programme (NZLPP) is a government funding
package of $58.8 million, which is designed to support librarians and library
services to be retained in New Zealand libraries, and assist them to support
community recovery from COVID-19 impacts.
28. We
have now successfully recruited for our first two secondment roles. Mele Tonga
is our new Library Digital Skills Advisor, and Laurel-Jean Dennison is our
Library Diversity and Workforce Development Advisor. They both started in their
new roles on 9th February.
29. A
third secondment role has now been approved for Library Outreach Services
Advisor and internal recruitment will be underway shortly.
30. We
have had our request for internet access fee reimbursement approved, which
means we can now remove all charges from public internet access.
31. Renewal
of our OneMusic licensing was coordinated on behalf of Council. This ensures we
are able to legally play select music at Council events held at nominated
venues.
32. Staffing
levels continue to fluctuate as we move staff into secondments, acting roles,
and fill vacancies.
33. Covid
is still having ongoing impact on our services, particularly around visitor
numbers and programming volume. We continue to receive customer feedback
regarding War Memorial Library hours being reduced. Our suppliers are also
being affected by extended delays acquiring and delivering new book stock.
Staff are weathering these challenges, but managers are aware of their
resilience being stretched.
Museums
34. As well as supporting the work in Naenae, the museums team have been
running hub arts programmes at Walter Nash, Wainuiomata and Koraunui Stokes
Valley, education programmes in our museums and in schools throughout Hutt
City. There are also collaborations with a number of community-led initiatives
currently in development with a particular focus on senior communities and
youth.
35. 2021 marks the 50th Anniversary of The Dowse Art Museum.
The programme has been under development throughout the first half of the
financial year with the launch on Saturday 13 February with the Dowse Birthday
Bash event focussed on local community engagement and families. Other events
engaging with Dowse stakeholder groups will be held throughout the 2021
calendar year and are being organised in collaboration with the Dowse
Foundation. Among the events being planned are exhibitions, talks and
get-togethers that celebrate the history of the Dowse and its
collections.
36. We have transitioned to shorter weeks at The Dowse (closed Mondays)
and Petone Settlers Museum (closed Mondays & Tuesdays). This has had very
little negative impact with our visitors and we have already begun hosting
unique community group visits at both facilities on these days.
37. We are currently working with the Filipino community on developing a
display at Petone Settlers Museum due to open mid-2021.
38. An inventory and asset management schedule for the Civic Public Art
Collection has been completed and will be included as supporting documentation
in the Arts & Culture Policy review scheduled for the later part of 2021
(second quarter of the next financial year).
Parks
& Recreation
Pools +
Fitness
39. Attendances
across all swimming pools are down by 10% for the year to date mainly due to;
restriction of services during alert level 2 lockdown from Auckland cluster,
shortened season and hours for outdoor pools to meet savings targets, and
unsettled Summer weather resulting in less attendances at our outdoor pools in
December.
40. Despite this membership at out gyms continue to grow, currently up
5% on last year.
41. New pool covers have been installed at Wainuiomata Pool to reduce
ongoing power use and costs and therefore also reduce our carbon emissions.
Recreation
42. The Active in the Hutt team have been successful in partnering with
community providers to secure funding grants from the Tu Manawa Fund
administered by Sport Wellington. Tū Manawa Active Aotearoa provides
funding for programmes or projects delivering play, active recreation, and
sport experiences for tamariki and rangatahi. This includes:
· Two
grants secured to support events and programmes delivered by Lower Hutt Primary
School Sports Association.
· One
grant to support Fraser Park Sportsville to deliver an after school recreation
programme at Ricoh Sports Centre.
· One
grant to support community Yoga providers to deliver Yoga in Schools programme
to low decile schools.
· One
grant to support our Summer Play Days programmes.
43. The summer play days programme has been very successful with large
numbers attending sessions in many of our parks during January. Our Play
Streets trailer has also been busy, booked out for most of the summer period by
local residents hosting play street parties in their neighbourhoods.
Parks and
Reserves
44. Petone Wharf was closed in January to attend to safety works
following damage to piles as a result of minor earthquakes experienced over the
holiday period. A separate report to the LTP Sub-committee provides more detail
on this including remedial actions and long term recommendations.
45. We are continuing to work with Waka Kohtai NZTA on the Ngā
Ūranga to Pito-one section of the Te Ara Tupua shared path which will be
built on the harbour’s edge from Ngauranga to Honiana Te Puni Reserve in
Petone. Work is underway in erect signs at the Reserve to advise people
of the work taking place and areas that will still be available for dog
walking.
46. Work is continuing on a review of the Reserves Maintenance Contract
which is due to expire in August 2021.
47. Work is also underway on Public Consultation on a Reserve Management
Plan for Williams Park in Eastbourne.
48. The following is an update on Parks projects scheduled for
completion this financial year.
|
20/21 Annual Plan
|
Completion
|
General Scope
|
Status
|
|
Bell Park Development
|
May-21
|
Provides for the
construction of an all-weather multi-use court
|
Scope and schedule being
prepared to send out to contractors for pricing. Timeline remains for
completion in May 2021
|
|
Wharves Refurbishment
(Days Bay)
|
Apr-21
|
Complete structural
replacement
|
On track for completion
in March/April
|
|
Fraser Park
reinstatement
|
Jun-21
|
Construction of sand
amended field
|
Field work to commence
at the end of March (end of summer season). WRFU and FPS informed of
timing. ARFC to be updated on timing
|
|
Manor Park Cycle Trail
|
Jun-21
|
Shared pathway along the
rail corridor between Golf Rd and Silverstream rail bridge
|
Tender to be award by
end of February. Works to start in March. Complete end of June.
KiwiRail is reviewing the closure of one crossing. Officers have asked
for formal confirmation that the review will not preclude tender and
construction timing
|
|
Valley Floor Review
Implementation
|
Jun-21
|
Naenae Park - Proposal
to construct an all-weather walking track around the perimeter of the park
and a pedestrian bridge linking Waddington Drive with the park
|
Selected tender from x4
contractors. Start works in March. Complete by end of June.
Initial review shows walkway will complement Naenae Spatial Plan.
|
|
Te Aroha Matauranga
facility - Te Whiti Park
|
Jul-21
|
Construction of
multi-use facility adjoining HCC facility at Te Whiti Park
|
Some changes made to
plans at request of Runanga. Work to be publicly tendered in February.
Construction starts in April with a 4 month construction period.
|
|
Playgrounds
|
|
Playground replacements
at: Taieri Cres Kelson, Purser Gr Epuni, Matuhi St Tirohanga and Moera
Reserve.
|
Taieri - complete end of
Feb. Consultation on Moera complete end of Jan. Equipment
ordered Feb. Scheduled to complete end of June. Matuhi -
consultation in Feb. Equipment ordered in March. Commence construct in
May. Completion of playground installs is subject to supply.
|
|
Hutt Valley Tennis
– Mitchell Park
|
TBA
|
Grant to HVTA to
renovate tennis centre
|
Pending confirmation of
sale of surplus land. Club to hold special AGM in February to ratify decision.
Also awaiting information from DOC. HCC to publicly advertise
revocation after receipt of clubs decision.
|
|
Biodiversity Assistance
for Private Landowners
|
Jun-21
|
Funding opportunity for
residents
|
Trap pick up day
completed in December 2020. Plant pick up day scheduled for
March/April. Working with Tier 2 applicants to finalise works and
plans.
|
|
Demolition of Fraser
Park Grandstand
|
May-21
|
Demolition of grandstand
and reinstate site
|
Asbestos report
received. Invitation to contractors to quote for demolition to be sent
out February. Demolition likely March due to national tournaments at
Park. Fraser Park Sportsville notified
|
|
Dog Park - Wainuiomata
|
Apr-21
|
Creation of a dog park
in Waiu Street Reserve land, Wainuiomata
|
Commenced on 11
Jan. Programmed to complete April
|
|
Skate Parks
|
TBC
|
Naenae construction of
wooden half-pipe
Wainuiomata improvement
to existing surface
|
Preferred location is
subject to developments around Pool/supermarket. Unlikely to proceed at
this location until pool completed (2-3 years). Alternative locations being
considered are at Naenae Park or corner of Vogel/Naenae Rds.
Continue consultation
with Sk8ers. Consultation undertaken by Love Wainuiomata and feed back
to HCC. Anticipate works in April. Complete by June/July
|
Healthy
Families Hutt Valley
49. The following are highlights from our Healthy Families team:
· Continuing
to work with the Transport team on the Auaha Evolving Spaces projects including
Knights Road Connection, Jackson Street Project and Play Streets projects.
· New
road layout trials for Knights Road will start in February
· Jackson
Street Project is in the middle of the community engagement phase
50. Delivering on our kai focus through our relationship and action with
Kōkiri Marae Health and Social Services’ Pātaka Kai, building
community food share prototypes for Pomare and Taitā communities and
working with Common Unity on a Hutt Valley Food Resilience Network.
51. Continuing to implement smokefree town centres which will be
completed by April 2021. Smokefree signage across town centres will be rolled
out.
52. Recruited a new Systems Innovator to work in Māori Systems
starting in late February. This role will work with the team and our partners
to strengthen our capability, approach and mahi aligning to our Healthy
Families NZ principles prioritising equity and national Te Kāhui
Māori goal of “Māori visible driving change.” The role
will also work closely with Council’s Kaitātari Tumuaki Māori
Matiu Jennings.
53. Free Ride Scheme in Naenae has launched in partnership with Naenae
Clubhouse and Naenae Library. Free Ride bikes are being well utilised and
helmets supplied by Greater Wellington Regional Council are being given out
from the clubhouse and library for anyone that needs one.
Climate
Change Impact and Considerations
54. The
draft Long Term Plan 2021/23 includes a number of initiatives which will lessen
the environmental impact of our work including a budget allocation to
transition our community facilities from gas to electricity.
Appendices
There are no appendices for this
report.
Author: Melanie Laban
Head of Community Projects and Relationships
Author: Karl Chitham
Museums Director
Author: Marcus Sherwood
Head of Parks and Recreation
Author: Shane O'Connor
Acting Head of Libraries
Reviewed By: Andrea Blackshaw
Director Neighbourhoods and Communities
Approved By: Jo Miller
Chief Executive
MEMORANDUM 148 04
March 2021
Our Reference 21/133
TO: Chair
and Members
Communities Committee
FROM: Allen
Yip
DATE: 02
February 2021
SUBJECT: Naenae Projects progress report
|
Recommendation
That the Committee receives and notes the information.
|
Purpose
of Memorandum
1. To update the
Committee on the progress and management of the Naenae Projects (pool and town
centre development).
Background
2. In April 2019
Naenae Olympic Pool was closed to the public due to seismic issues.
3. Following
extensive community engagement in December 2019 Council agreed to progress,
subject to funding, a proposal to build a new pool and fitness suite on the
site of, or adjacent to, the current pool. This required an amendment to the
Long Term Plan and a consultation document was prepared with a projected
capital cost of $54M.
4. Council also
directed officers to urgently start work on a Spatial Plan for the wider Naenae
town centre, and agreed to retain the $9M already budgeted for a community hub
in Naenae to invest in other projects, as determined by the Spatial Plan.
5. In October 2020, a
combined Naenae Pool and Spatial Plan Project was approved by the Corporate
Leadership Team (CLT) to mitigate align project objectives and better manage
the risks of managing two projects that have close dependencies.
6. The
purpose of the project is to deliver:
a. An aquatic facility:
i. which responds to
the voice of the community report in terms of meeting the needs of the
community, aquatic sport and the wider Lower Hutt community.
ii. that fits within the
existing Hutt and Wellington Region Aquatic network.
iii. that contributes to
council’s sustainability and environmental strategies.
b. Other Council approved
projects as identified in the spatial plan which contribute to the rejuvenation
of the town centre.
7. Due to the
Covid-19 pandemic, consultation on funding for the Naenae Pool project was not
included in the Annual Plan 2020/21. Instead, funding for the Naenae Pool
project is being included in the draft LTP 2021-2031, which will go to
public consultation in March 2021. The final LTP 2021-2031 is planned to be
adopted by Council on 30 June 2021.
8. The Naenae Pool
project was successful in receiving co-funding of $27M, which will be managed
through Crown Infrastructure Projects (CIP).
9. The Naenae Project
Board meets monthly to monitor progress and provide project oversight and
governance.
10. The Community Committee will
receive updates every eight weeks.
Project Update
11. The project initiation was
approved by the Corporate Leadership Team (CLT) in February 2020.
This enabled the project to engage a Project Manager and Engineer to the
Contract for the project. In October 2020 the scope of the project was
increased to include agreed projects from the spatial plan for Naenae’s
town centre.
12. A Project Board has been
established to oversee and direct the project. The Board meets monthly to
monitor progress and to assist with decisions that are beyond the authority of
the Project Manager.
a. The board is chaired by
Project Sponsor Andrea Blackshaw, Director of Neighbourhoods and Community
b. It consists of Mayor
Campbell Barry, Deputy Mayor Tui Lewis, Cr Simon Edwards, Cr Deborah Hislop, Cr
Josh Briggs and Chief Executive Jo Miller. Meetings are also attended by the
Chief Financial Officer, Chief Legal Officer and the Sponsor of the Spatial
Plan elements of the project Kara Puketapu-Dentice.
13. In December 2020, following a
competitive process, AECOM were appointed to provide project management
services.
14. One of their first tasks was
to review the 2019 cost estimate ($54M) based on preliminary designs and assess
probability of achieving the estimate given the time that has passed, increased
understanding of the project scope and current economic conditions.
15. A Quantitative Risk
Assessment (QRA) of the cost estimates was undertaken by members of the AECOM
Quantity Surveyor and Risk teams along with Council officers on the 20 January.
16. This exercise is to inform
the funding options recommended by the Board to the Long Term Plan/Annual Plan
Subcommittee (the Subcommittee) for inclusion in the draft LTP 2021/31.
17. Procurement of the
multi-disciplinary design team has started, with an advance notice being issued
to proponents on the 13 January 2021. The RFP documentation, including a
detailed scope of services was prepared and issued in the week commencing 10
February 2021.
18. Preparation of procurement
documentation for the procurement of specialist consultants and demolition
contractors will commence following the issue of the design team documentation.
19. Terms of Reference for the
Community Advisory Group have been developed and the group is being recruited.
Expressions of interest were called for from December 2020 to January
2021. Over 40 applications were received to fill 12 seats. The
decisions on the applicants will be made in March 2021, with the aim to have a
first meeting following shortly after.
20. The purpose of this group is
to support engagement, represent the views and advocate on behalf of the
diverse Naenae community. This Group will contribute to project workshops and
help shape solutions, as well as championing projects and being a conduit to
wider community engagement. This group will have involvement in the new
Naenae Pool project and other town centre developments.
Financial considerations
21. A cost plan for a new pool
was prepared by Hawkins in June 2019, indicating a total projected cost of
$54M. This was based on a preliminary designs and calculated using a
combination of:
a. Calculations based on their experience of
similar projects
b. Quotes received for some elements where
possible
c. Assumptions based on their experience of similar
projects
22. In the past Council has
estimated project costs differently, using an estimate on likely construction
costs and materials on a “per square metre” basis, with additional
percentage margins for escalation, design development, construction contingency
and professional fees.
23. The QRA approach also takes
into account risk. It provides a more realistic and risk based project
cost estimate by factoring escalating costs in construction resulting from
global supply chain disruption, increased demand for skilled
labour, potential site issues that may be discovered during
construction (including allowing for potential asbestos removal), and the
inclusion of improved technology that would support Council’s
sustainability objectives in reducing the operating costs of the new facility.
24. It assigns the likelihood of
risks occurring and their value to elements of the project. Based on this
it calculates the probability of the project exceeding budget. The client
then has the opportunity to choose the level of risk it wishes to budget
for. This approach is being used in projects at Wellington City Council
and Kainga Ora, amongst others.
25. The QRA analysis has
identified the opportunities and risks within the project, informed by the
existing documentation (project brief), and the current preliminary designs.
Other specific risks have also been identified and incorporated within the
analysis.
26. During the first stages there
is significant risk due to how early it is in the project, which provides more
potential for the scope to change, and it is normal that the estimate will vary
as a result of design and scope clarification as these become better defined.
27. The QRA was undertaken by the
AECOM Quantity Surveyor and Risk team, with input from Council officers.
This exercise included:
a. Review of existing cost estimate, benchmark
with AECOM current cost data
b. Review of existing brief
c. Meeting with officers to review project
objectives
d. Discussion on assumptions and methodology with
the Hawkins quantity surveyor
28. The exercise looked at each
project element, its estimated cost and the probability of achieving the cost
estimate. The risks inherent in the original estimate and potential
variance were applied to each element in order to calculate new probability
values.
29. The analysis confirmed that
the original Hawkins estimate was robust, although done in a very tight
timeframe, which also creates inherent risk.
30. This exercise has determined
that the initial cost estimate based on preliminary designs of $54M would now
not be sufficient to deliver the project.
31. It identified the following
series of project values:
|
|
Estimated
Value
|
|
Expected cost
|
$58.1M
|
|
Estimated cost at 50% probability of
exceedance / confidence (P50)
|
$63.8M
|
|
Estimated cost at 90% probability
exceedance / confidence (P90)
|
$68M
|
32. Noting that the P values
represent the statistical exceedance probability where, based on the inputs to
the model, there is a P% probability that this figure will not be
exceeded.
33. If selecting 90% the Board
would take the option that provides just a 10% probability that the budget will
be exceeded.
34. The items at biggest risk of
variance are:
a. Cost fluctuations due to market pressures until
a contract is awarded
b. The risk of ground contamination
c. Unknown underground seismic conditions
d. The probability of asbestos
e. Incorporating environmentally sustainable
design
f. Uncertainty due to COVID-19
g. Inherent risks of reusing the existing
hydro-slide (Zoom Tube)
35. This analysis assumes that
there will be no significant deviation from the brief and scope identified,
which have been reviewed by the Project Board. If the Project Board
sought a significant scope increase, it would require Council approval.
This would increase the cost.
36. The Project Board recommended
that the P90 value is used as the preferred option for the draft LTP
2021/31. This was agreed after consideration of a number of factors
including advice that Waka Kotahi / NZ Transport Agency uses a 95% cost
probability in the preparation of budgets, and that Treasury recommends
85%.
37. While this represents a
realistic project cost, it would still require the Project Team to find
efficiencies and to prioritise during the design phase. It also provides the
project team with the best option to meet the community’s expectations as
outlined in the Voice of the Community Report that was presented to Council in
December 2019.
38. At the LTP Subcommittee
meeting on 10 February, the subcommittee agreed with the Project Board's
recommendation to include the original $54M option as well as the $68M in the
consultation documents. The option to demolish the pool, and repurpose
the land was not considered because it had previously been consulted on and
ruled out as an option.
39. This recognised that the $68M
funding level includes all elements that, during the extensive engagement
exercise in 2019, the community said was important to include in a new
pool. Selecting the $54M option may result in pool that would provide a
lower level of facility and services than the existing pool and would not meet
the needs of all previous users.
Risk
40. Project risks are presented
to the Audit and Risk Subcommittee every eight weeks. The key risks
at this stage are:
a. Managing the uncertainties around having sufficient budget to
deliver Naenae programme of projects and desired outcomes. However, using
a risk approach to the cost estimates will provide sufficient contingency to
mitigate this.
b. Uncertainty about ground conditions and
contamination, which will not be known until testing is able to be done. The
project team has prioritised the demolition which will allow the testing.
The risk based approach to costing will ensure sufficient provision to address
this.
Climate Change Impact and
Considerations
41. The matters addressed in this
report have been considered in accordance with the process set out in
Council’s Climate Change Considerations Guide.
42. While all Council projects
will be delivered in a way that supports Council’s Guidelines, the cost
option chosen may have an impact on the actual Environmentally Sustainable
Design and Innovation options.
Consultation
43. The analysis and options were
developed by AECOM in consultation with Council officers, original Hawkins
Quantity Surveyor and the Project Board.
Legal Considerations
44. At the conclusion of the Long
Term Plan process the Project Board will seek delegated authority to make
project decisions that are within the agreed project budget and scope.
45. Where decisions are required
outside this, the Board will report to the Communities Committee, and on risks
to the Audit and Risk Subcommittee.
Appendices
There are no appendices for this
Memorandum.
Author: Allen Yip
Strategic Projects Manager
Approved By: Melanie Laban
Head of Community Projects and Relationships
MEMORANDUM 150 04
March 2021
Our Reference 21/228
TO: Chair
and Members
Communities Committee
FROM: Vesna
West
DATE: 15
February 2021
SUBJECT: Minoh House Update
|
Recommendation
That the memorandum be noted and received.
|
Purpose
of Memorandum
1. The purpose of
this memorandum is to provide an update to the Committee on the progress of
taking over the management of Minoh House from Hutt Minoh House Friendship
Trust (the Trust).
Background
2. At
the meeting of the Community and Environment Committee on 8 July 2020 Council
reviewed arrangements with the Trust and agreed to take over the complete
management of Minoh House. See meeting resolution below:
Resolved: (Deputy Mayor Lewis/Cr Dyer)
Minute No. CEC 20403
“That the Committee:
(i)
notes that officers have reviewed the current arrangements between Council and
the Trust;
(ii)
notes the options outlined for future arrangements between Council and the
Trust;
(iii)
agrees to Council taking over the complete management of Minoh House;
(iv) requests officers to report back six monthly
on the new model; and
(v) requests that the Hutt Minoh House
Friendship Trust works with officers to apply through Council’s
contestable funding and any other applicable funding to support its activities
and programmes.”
Update
Minoh House
maintenance
3. At the July 2020
meeting Council agreed to take over the complete management of Minoh House. The
Trust no longer receives income from Minoh House tenancies and bookings. Income
from both tenancies and bookings is paid directly to Council. Council continues
to pay for Minoh House maintenance.
Minoh House booking
4. Council’s
Parks and Recreation Division have taken over Minoh House bookings from the
Strategy and Planning Team on 5 October 2020. All regular users were notified
of this change. A key audit has been completed and Council is currently
investigating whether a swipe card system can be installed, rather than the
current key system. Council is also investigating the installation of a simple
internet connection.
5. From
5 October 2020 Council receives all income from venue bookings. For the period
of October to December 2020 there were 24 bookings for 72 hours in total. These
were all Japanese related activities and therefore free of charge as per a
historical agreement. The schedule of charges will be reviewed.
6. Total
operational costs for Minoh House for this financial year to mid-February were
$16,533, excluding depreciation.
7. A
Minoh House Management agreement between Council and the Trust is being drafted
outlining responsibilities of each party related to bookings, charges,
chattels, inventory lists and insurance.
Minoh House tenancy management
8. Property
management company Manage My Rental were contacted by the Trust to manage Minoh
House tenancies. Council took over this contract from 1 September 2020. From 1
September 2020 Council receives income from Minoh House tenancies.
9. There
are currently four tenants in the upstairs area of Minoh House. Weekly rental
for each individual tenant is $185. If fully
occupied, rental income is $740 per week. This includes electricity charges as
there is no separate meter for the upstairs area.
10. The total
income from tenancies from September to December 2020 was $12,932. The total
fees paid to Manage My Rental for the same period were $1,252.
11. The full
assessment of maintenance work for Minoh House has not been undertaken yet. It
is expected that this will be completed once the new Head of Assets and
Facilities Management is appointed.
Appendices
There are no appendices for this
report.
Author: Vesna West
International Relations Manager
Approved By: Gary Craig
Head of City Growth
