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,




Thursday 4 March 2021 commencing at 2.00pm






Deputy Mayor T Lewis (Chair)

Mayor C Barry

Cr D Bassett

Cr J Briggs

Cr K Brown

Cr B Dyer

Cr S Edwards

Cr D Hislop

Cr C Milne

Cr A Mitchell

Cr S Rasheed

Cr N Shaw (Deputy Chair)

Cr L Sutton







For the dates and times of Council Meetings please visit


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 or calling the Democratic Services Team on 04 570 6666 | 0800 HUTT CITY




Membership:	13
Meeting Cycle:	Meets on an eight weekly basis, as required or at the requisition of the Chair
Quorum:	Half of the members
Reports to:	Council



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



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.




§  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.





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.




Public Business


1.       APOLOGIES 


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.       


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:

“That the recommendation contained in the report be endorsed.”


b)            Land Sale Proposal - Miromiro Road (21/198)

Report No. CCCCC2021/1/43 by the Parks, Reserves and Recreation Planner       10

Chair’s Recommendation:

“That the recommendation contained in the report be endorsed.”




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:

“That the recommendations contained in the report be endorsed.”


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:

“That the recommendation contained in the report be endorsed.”

7.       Information Items

a)      Naenae Projects progress report (21/133)

Memorandum dated 2 February 2021 by the Strategic Projects Manager 147

Chair’s Recommendation:

“That the recommendation contained in the memorandum be endorsed.”


b)      Minoh House Update (21/228)

Memorandum dated 15 February 2021 by the International Relations Manager      153

Chair’s Recommendation:

“That the recommendation contained in the memorandum be endorsed.”


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            

                                                                                       8                                                          04 March 2021

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.


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.



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.


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.


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.


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.






31 Kotari Road Land Exchange Boundaries





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


Attachment 1

31 Kotari Road Land Exchange Boundaries


                                                                                      11                                                         04 March 2021

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.


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



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.


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.


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.


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.






2 Miromiro Road Encroachment Area








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


Attachment 1

2 Miromiro Road Encroachment Area



                                                                                      19                                                        04 March 2021

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).


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.



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.


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.




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.


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.






Parks and Reserves AMP 2020-02-16



Memo to Hutt City 2020-12-18 - Parks AMP








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


Attachment 1

Parks and Reserves AMP 2020-02-16






































































































Attachment 2

Memo to Hutt City 2020-12-18 - Parks AMP



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

Kind regards



Brent Manning, BE, CM Eng.




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


                                                                                     142                                                       04 March 2021

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. 


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


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:







Public access way between Crestview Grove and Park Road Meadowbank

Still being progressed by Council officers and land owners. $16.7k


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.


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.


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.


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.


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


General Scope


Bell Park Development


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)


Complete structural replacement

On track for completion in March/April

Fraser Park reinstatement


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


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


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


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.



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


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


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


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


Creation of a dog park in Waiu Street Reserve land, Wainuiomata

Commenced on 11 Jan.  Programmed to complete April

Skate Parks


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.


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




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).


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


Estimated cost at 50% probability of exceedance / confidence (P50)


Estimated cost at 90% probability exceedance / confidence (P90)


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.


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.


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.




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




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).


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.”


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.



There are no appendices for this report.   




Author: Vesna West

International Relations Manager




Approved By: Gary Craig

Head of City Growth

[1] HCC have not participated in Yardstick since 2018