Presentation to Community Board Meeting 6th June 2011

PRESENTATION TO

GOLDEN BAY COMMUNITY BOARD

6^TH JUNE 2011

“PROPOSED GOLDEN BAY COMMUNITY RECREATION, LEISURE & CULTURAL CENTRE”

GOLDEN BAY RECREATION PARK

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BACKGROUND

• Group Interested in promoting and facilitating the development of a “multi-use” recreation, leisure & cultural facility at the Golden Bay Recreation Park

• Numerous public meetings conducted since October 2010, to gauge interest and formulate what is desired

• 30 individual groups (leisure, sport & cultural) have expressed interest and support for this project. “Wish lists” from each group have been obtained.

• Approximately 1,300 members are represented by the 30 individual groups

• Group presented update to the Golden Bay Community Board 8 March 2011 (refer presentation dated 8.3.11)

THE PROPOSED FACILITY

We use the word ‘facility’ to represent not only a ‘building’ but also the surrounding facilities and environment (sports fields, car parking, A&P arena’s etc.)

In summary the “Proposed Facility” would encompass:-

Refer appendix for further detail.

6 playing fields (soccer, rugby, hockey)

4 tennis courts (existing)

3 netball courts

1 warm up area

2 squash courts

1 dance room (dance, yoga, tap-dancing, aerobics)

1 athletics track (and long jump, discus, shot put)

1 cricket field/pitch

1 large hall (netball, basketball, volleyball, badminton, climbing wall, aikido)

Weight Training & Gym Room

6 changing rooms

2 sets communal showers

Individual showers

3 sets of toilets (including disabled)

8 storage areas (accessible from outside)

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2 cupboards / office storage (indoor)

5 storage areas off main hall

Manager’s office

Commercial kitchen

3 meeting rooms

1 youth room

Baby change / breast feeding room

Bar

2 Social areas (200 seat)

Shop (take-aways)

Pool (indoor 25m 8 lane)

Pool (learners)

Parking

Grandstand/Viewing Area

Refer presentation dated 8^th March 2011 for detail of diversity of users from Bridge Club, youth groups, sports organisations to Search & Rescue/Civil Defence.

PROGRESS SINCE 8^TH MARCH 2011

• Group ‘Wish Lists” have been prioritised, in order to determine ‘cross-overs’ and base facility/requirements desired. (Detailed in summary above.)

• A Bank Account has been opened and an initial donation of $750 has been received which will be used for advertising and small administrative type expenditure.

• Public Feedback and Responses sought, via Golden Bay Weekly and Nelson Mail articles, survey and Letters to the Editor.

• Feedback has been both positive and negative:-

1. GB Weekly Survey: Total Responses 76

Positive 53 (70%)

Negative 21 (27%)

Other 2 (3%)

2. Letters to Editor: Only 3 individuals have publicly opposed the proposal

• Negative Feedback - appear to relate to 2 main issues:-

1. Need (this particular facility or anything at all)
2. Rates

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• Our Group feels that the individuals opposing the “Facility” are not totally familiar with what is actually being proposed (a misunderstanding of what they are actually opposing).
• We have invited detractors to our ‘Public Meetings” to gain a better knowledge of the proposal and to air their concerns – attendance by these people at any of our meetings has not been noted.

• We believe we will be in a better position to address any concerns by greater public awareness and knowledge of what is actually being proposed. In order to achieve this we need to move to the “Next Phase” – refer summary below.

• As to the issue around Rates – we believe 2 factors are at play here. Firstly, the perception by the individuals of a general dislike of rates, ie relating to rates as a whole not in respect to the facility proposed. Secondly, an understanding of what the actual impact is likely to be and what we will get for our money.

• In respect to the second issue and as mentioned above we believe we can only address and clarify the issue around rates by moving to the “Next Phase” – refer summary below.

PROPOSED NEXT PHASE

In order for the following to be achieved:-

1. Scoping of the proposed project
2. Assessment of feasibility
3. To provide detailed information to the public thus enabling a thorough understanding of the proposal
4. Address and gain further public feedback on the proposal

We believe we now need to take the following steps:-

1. To consider engaging a Project Manager to manage the organisational aspects of the proposal.

2. Engage a suitably qualified Architect Group to commence working with the group to initially complete sketch plans, modelling and feasibility analysis of the proposal.

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3. Feasibility Analysis to include but not limited to issues and information around:-

1. cost of construction,
2. cost of additional land
3. operational budgets
4. funding of project

In moving to these next steps we will then be in a position to take tangible drawings, models and numbers behind the proposal to the public in order for the general public to gain a full understanding of the project and thus enable informed feedback.

Why A Project Manager?

• Provide qualified and experienced advice and management of the project
• Time, skills and relationships to ensure best possible outcome

Why An Architect/Group of Architects?

• We believe it is desirable that we engage and work with a group of people from the outset with the resources and expertise to see this project to its conclusion.
• It is imperative that understanding, planning and groundwork be thorough from the outset in order to save money at later stages of the project.
• Well-designed buildings:

1. Enhance and enrich the user’s activities and lives.
2. Living or working in a well-designed building can change the way we think and feel; it inspires us, uplifts us, brings us together in new ways, and promotes well-being and health.

• Make a positive contribution to the urban or rural landscape.
• Sustain and protect the environment.
• Provide an opportunity for sound investment.
• Leave a legacy for future generations to enjoy
• A skilled architect can;

1. Help clarify what we want.
2. Bring vision, design skill, and creativity to the project.
3. Maximise potential and create value by taking the project beyond the ordinary.
4. Avoid predictable responses to a site or brief, and offer practical solutions to problems.

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5. Offer a broad range of skills, including; design, cost analysis, contract management and project supervision.
6. Liaise and consult with other professionals including engineers, quantity surveyors and building contractors.

Every architectural project follows a series of clear stages and an architect's professional expertise brings consistency and quality to each step in the building process.

The Project Brief is the first stage of sharing information and describing the vision we have for our site & project. The Project Brief should clearly articulate our needs and vision.

Concept Design is the second phase of the project. At this point, the architect considers all the options and will present us with several solutions, through a series of drawings, perspective sketches, computer rendering or physical models.

Developed Design is the third phase of the project. When a concept has been agreed, the architect will test the ideas and refine the details to shape the final design of the building. At this stage the budget will be discussed and priorities will be set in terms of cost, time, and quality.

Planning Approval is necessary before the final, detailed or working drawings can be finalised. Once all the consents for the project have been finalised, working drawings allow a construction contractor to assess the full scope of the project prior to the Tender Process.

Building Consent is crucial to the actual construction or renovation and your architect is the best person to understand the relevant codes and to apply for this consent.

Choosing a builder and contractors is another important role the architect can help with. The architect is well-placed to help co-ordinate and integrate the contribution of all building professionals (engineers, quantity surveyors, building contractors etc.) into the building process.

Throughout the construction of the building, the architect can manage the contractual and financial transactions as well as oversee the construction phase of the project to ensure that best building practice is maintained and that the building is one of quality.

Once the building is completed, the architect will assess the construction for quality and provide a detailed list of remaining work. The architect will collect all trade warranties from

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the main contractor, secure a Code of Compliance Certificate, administer the final payment and issue the main contractor with a Defects Liability Certificate.

We have the opportunity here to design and construct a facility that we will still be proud of in 50-100 years and which remains fit for purpose.

It is proposed that any actions/work undertaken by these people/groups would be at the sole recommendation and approval of the Committee proposing this project.

Action Plan

1. Existing ‘working group’ behind the Recreation Park Facility is restructured into the following (or something similar):-

1. An Incorporated Society is formed
2. Executive Committee consisting of up to 6 members and chairperson
3. Full Committee consisting of representatives of all potential facility users

2. Expressions of Interest to be sought for the role of Project Manager (role and job description to be confirmed)
3. Expressions of Interest to be sought for the role of Architect (role and job description to be confirmed). Initial scope of this role would be limited to the “Brief” and “Concept Design” Phases of the process, however with the view that the appointed Architect would continue to the end of this project in the event that it proceeds.

In the likely event that we have more than 1 applicant for either of these roles it would be suggested that:-

1. The applicants are then short listed by the Executive Committee in consultation with Tasman District Council,
2. Short-listed applicants then asked to make a presentation to the Executive Committee and a Council representative
3. As a result of the interview and presentations, a successful candidate will be appointed

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REQUEST

On behalf of the Group of citizens behind making this proposal happen for the good of all residents in Golden Bay, I now request the Golden Bay Community Board:-

1. Supports our proposal, as detailed in the Action Plan above.
2. Recommends to the Tasman District Council that funding is made available to undertake:-

1. The appointment of a Project Manager
2. The appointment of an Architect
3. The Initial Design (to concept stage only) and Feasibility Study, including costing, of the project
4. Further public consultation

Dean Lund Peter Blasdale Jenny Pomeroy