2 Apologies
At the close of the agenda no apologies had been received.
3 Declaration of Interest
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 Confirmation of Minutes
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That the Hibiscus and Bays Facilities and Reserves Committee:
a)
confirm the ordinary minutes of its meeting,
held on Friday, 10 July 2015, as a true and correct
record.
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5 Leave of Absence
At the close of
the agenda no requests for leave of absence had been received.
6 Acknowledgements
At the close of the agenda no requests for acknowledgements had been
received.
7 Petitions
At the close of the agenda no requests to present petitions had been
received.
8 Deputations
Standing
Order 3.20 provides for deputations. Those applying for deputations are
required to give seven working days notice of subject matter and applications
are approved by the Chairperson of the Hibiscus and Bays Facilities and
Reserves Committee. This means that details relating to deputations can be
included in the published agenda. Total speaking time per deputation is ten
minutes or as resolved by the meeting.
At the close
of the agenda no requests for deputations had been received.
9 Public Forum
A period of
time (approximately 30 minutes) is set aside for members of the public to
address the meeting on matters within its delegated authority. A maximum of 3
minutes per item is allowed, following which there may be questions from members.
At the close of the agenda no requests for public forum had been
received.
10 Extraordinary Business
Section 46A(7) of the Local Government Official Information and
Meetings Act 1987 (as amended) states:
“An item that is not on the agenda for a meeting may be dealt with
at that meeting if-
(a) The local authority by resolution so
decides; and
(b) The presiding member explains at the
meeting, at a time when it is open to the public,-
(i) The reason why the item is not on the agenda; and
(ii) The reason why the discussion of the item
cannot be delayed until a subsequent meeting.”
Section 46A(7A) of the Local Government Official Information and
Meetings Act 1987 (as amended) states:
“Where an item is not on the agenda for a meeting,-
(a) That item may be discussed at that meeting
if-
(i) That item is a minor matter relating to
the general business of the local authority; and
(ii) the presiding member explains at the
beginning of the meeting, at a time when it is open to the public, that the
item will be discussed at the meeting; but
(b) no resolution, decision or recommendation
may be made in respect of that item except to refer that item to a subsequent
meeting of the local authority for further discussion.”
11 Notices of Motion
At the close of the agenda no requests for notices of motion had been
received.
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Hibiscus and
Bays Facilities and Reserves Committee
31 August 2015
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Stanmore Bay
Pool and Leisure Centre Redevelopment Project
File No.: CP2015/16405
Purpose
1. To
seek the Hibiscus and Bays Local Boards approval to update the scope of works
for the Stanmore Bay Pool and Leisure Centre redevelopment project, to remove
the option of a new café and replace this with an in-house operated childcare
facility, and allow construction to occur outside the existing footprint.
Executive Summary
2. The
agreed option from the business plan has been scoped, designed and priced. It
has been established through the design process that the asset protection
works, internal reconfiguration of the squash courts and fitness spaces, and
enhancement of the fitness changing rooms can all be achieved. However the
space required to provide a spa and sauna and public access to stadium 2,
within the building footprint was unachievable. The location of these services
requires placement outside the current building footprint..
3. Furthermore
the latest cost estimates advises that the available budget does not allow for
the relocation and upgrade of the existing café to a destination café. Having
had a more extensive review of return on investment and the viability of a
destination café, we propose that this space continues to operate as a
childcare but under the operation of the Stanmore Bay Pools and Leisure Centre.
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Recommendation/s
That the Hibiscus
and Bays Facilities and Reserves Committee:
a) approve the inclusion of an in-house operated childcare facility at
$189,000 net profit per annum when operated at full capacity
b) approve the change in scope summary to allow work to occur outside
the current building footprint in accordance with plan 51-33247-A100
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Comments
4. The Stanmore
Bay Pool and Leisure Centre upgrade has been a priority dating back to the
legacy Rodney District Council. Funding for the upgrade is contained within
the 2014/2015 and 2015/2016 Long-term plans. The concept design and business
case were presented and subsequently approved at the local board a workshop on
the 27th May 2015.
The recommended and
agreed scope summary from the business case was
“option 3 - Asset
protection works, targeted improvements largely within current building
envelope.
Scope summary: Asset
protection works to secure facility for another 10 to15 year cycle. Targeted
change room upgrade works plus strategic internal reconfigurations to maximise
fitness opportunities to meet demand and grow memberships without expansion.
Targeted value add improvements through spa or sauna provision. Café likely
moves also adjacent pool hall. The ability to deliver the full extent of the
above scope will be dependent on costs associated with the structural
remediation work.”
On the basis of the
above scope, detailed design and cost estimates have been obtained. (summary as
attached)
5. The
following are some points to note on the design thus far:
· Asset protection –
Has been investigated, scoped, designed and priced and fits within existing
budget.
· Targeted change
room upgrade - Has been scoped, designed and priced. Budget priorities have
limited change room upgrades to the fitness change rooms only. If budget
allows upgrading of the aquatic change rooms would be considered.
· Strategic internal
reconfiguration – Relocation and reconfiguration of fitness, squash and group
exercise rooms has been accommodated.
· Targeted added
value improvement – Spa, Sauna. The provision of spa and sauna have been scoped
priced and fits within the budget.
Taking
the above into consideration, a revised priority list based on available
construction budget is proposed:
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Construction Budget
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3,212,340
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|
|
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Priority 1 – Remedial Works
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1,299,380
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Priority 2 – Reconfigure Squash Court to
Fitness, Enhance Fitness change rooms and
provide access to Stadium 2
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1,147,659
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Priority 3 – Spa and Sauna
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698,200
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Priority 5 – Develop Physiotherapy Rooms
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35,885
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Priority 12 – First Floor Administration Office
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32,800
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TOTAL
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3,213,924
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|
|
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Priority 4 – Cold Shell Café in place of Childcare
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92,980
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Priority 7 – Destination Cafe
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376,000
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Priority 8 – Main Reception
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195,888
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6. Scope
summary amendment options
i. Access
to Stadium 2 – Outside the building footprint
Pros
a. Fitness
space, capacity are maximised, thereby maximising revenue potential, better
customer flow to stadium two.
Cons
b. Extension
to footprint (minimal cost impact).
ii. Spa
and Sauna – Outside the building footprint
Pros
a. Ideal
size is not compromised (Spa 15 people, Sauna 8 people).
b. Improved
customer experience particularly for the elderly demographic of the community.
16 out of the 17 council owned indoor aquatic centres offer Spa and Sauna
c. Offers
additional revenue potential and does not impact on other aquatic services.
(i.e. learn to swim and concourse space). Profit from the spa and sauna are
estimated at $35,000 per annum. (based on a $7 entry fee with 30 visits per
day).
d. Also
enables options for the childcare space which would be removed if the spa and
sauna had to be located internally.
Cons
e. Extension
to footprint (minimal cost impact).
iii. Use
of Early Childcare space
a. Option
1 – redevelop into a ‘destination Café’ – operate in-house
Pros
i. A
destination café is developed which address an identified gap in the market,
net profit potential in the region of $66k (22% of an estimated $300,000
turnover).
Cons
ii. The
cost to develop the destination café is estimated at $468,980. This is outside
the existing budget, alternative funding would need to be sourced.
iii. Operations
of a Café service is not core business for Leisure.
b. Option
2 – redevelop into a ‘destination café’ - Lease
Pros
i. A
destination café is developed which addresses an identified gap in the market,
lease revenue potential in the region of $36k (12% of an estimated $300,000
turnover. Current annual leave from the incumbent is $11,500).
Cons
ii. The
cost to develop the destination café is estimated at $468,980. This is funding
would be provided by the tenant, Advice from Auckland Council Properties
Limited is that this level of investment and projected return would be
difficult to secure.
c. Option
3 – utilise the space as an early childcare centre operated in-house (currently
licenced for 29 over two year olds)
Pros
i. Continues
to provide a service to the community. Auckland Leisure is a proven provider
of childcare currently operating 10 childcare centres across the city (Kauri
Kids East Coast Bays operates within the Hibiscus and Bays Local Board area).
ii. Generates
additional revenue. Projections based on current licence and max occupancy is
approx. $190k/yr.
iii. Supports
the parents of young children to better utilise the facility with access to
on-site childcare.
Cons
i. Limits
the café provision to the current state. (The existing café service would be
retained).
Consideration
Local Board views and implications
7. The
draft concept design and business case were presented to the local board at a
workshop on the 27th May 2015. The local board were supportive of
the concept design, and encouraged the inclusion of a ‘destination café’.
Given the budget constraints the local board also encouraged the progression of
the master plan concept and seeking additional funds in future years of the
Long-term Plan to further develop a purpose built childcare facility adjacent
to the Leisure Centre.
8. The
agreed scope (option 3) was designed, priced, and ranked against the agreed
priorities. Unfortunately the budget does not extend to the provision of the
café. This was discussed at the workshop with the local board on the 29th
July 2015, where an alternative option to utilise this space for an in-house
operated childcare was discussed.
Māori impact statement
9. There
are no particular impacts on Maori which are different from general users of
the current facility.
Implementation
10. The proposed project execution is planned to occur over the October
2015 – February 2016 periods. Work is planned to be phased to ensure as little
disruption as possible to existing users.
Attachments
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No.
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Title
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Page
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aView
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Stanmore Bay Cost Estimate
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11
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bView
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Stanmore Bay Floor Plan- Ground Level
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13
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Signatories
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Authors
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Michael Groom - Manager Aquatics & Recreation
Facilities
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Authorisers
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Rob McGee - Manager Leisure – Parks, Sports and
Recreation
Lesley Jenkins - Relationship Manager
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