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Resolution
number WTM/2023/50
MOVED by Chairperson G Sage, seconded by Member R
Northey:
That
the Waitematā
Local Board:
a)
whiwhi / receive
the indicative business case for Tāmaki Pātaka Korero –
Auckland Central Library, which found that:
i)
the services
delivered in the Central Library are valued and used by local and regional
communities to deliver social, educational and cultural benefits.
ii)
current facility
issues such as size, age, condition and configuration constrain our ability
to deliver services and programmes. The building does not reflect
Auckland’s unique cultural identity and Māori communities are
under-represented in visitor numbers.
iii)
future demand for
services and programmes currently delivered in the Central Library is
uncertain, as COVID-19 restrictions have caused fluctuations in visitor
numbers and trends world-wide show increased demand for online content as
well as demand for more accessible, multifunctional space for physical
visitors.
iv)
remodelling the
Central Library or building a new facility (options 2, 3 and 4) would meet
council’s business needs by delivering a fit-for-purpose and
future-proof facility to enable service delivery in the long-term.
v)
remodelling the
Central Library or building a new facility (options 2, 3 and 4) do not
deliver value for money if this is assessed only on a benefit-cost ratio
basis. Benefit-cost ratio ranges from 0.25 to 0.48, and costs would need to
be reduced by at least 30 per cent to equal benefits.
vi)
remodelling the
Central Library or building a new facility (options 2, 3 and 4) carry high
development costs, ranging from $190 million to $228 million, which is likely
to be unaffordable in the short term.
vii) various forms of leasing as alternatives to
Auckland Council ownership of the facility are likely to be attractive to a
third party, but leasing does not change the value for money assessment and costs more to council
over the long run than owning the facility.
b)
note a methodology
of “willingness to pay” is more commonly used in commercial goods
and services development than in the provision of public services and which
does not attempt to evaluate the value of community cohesion, or access to
knowledge and support.
c)
whakaae / agree that the development options (options 2, 3, and 4) do not progress to
detailed business case as they do not provide value for money on a
benefit-cost ratio basis and are likely to be unaffordable in the short term.
d)
urges an
investigation of the possibility of a new Central Library facility being
included in the medium term in a redevelopment of the property on the
northern side of the Aotea Square as part of the cultural hub.
e)
note that the
2021/2022 Annual Report had a result of 95 per cent customers satisfied with
the quality of library service delivery and recommend this is included in the
Report.
f)
tuhi ā-taipitopito
/ note that in option 1:
The status quo, service
delivery can continue in the current facility at 44-46 Lorne Street in the
short- to medium-term (50
years), however is dependent on required funding and renewal work is carried
out.
g)
tuhi ā-taipitopito
/ note that the current
facility is not a viable long-term solution to house services currently
delivered in the Central Library as it faces facility issues and has a
high-risk profile.
h)
note that a Central Library
will probably remain an essential facility and service for Council in the
long-term and that the risk of major damage or decay over time
necessitating an expensive and possibly non-optimum replacement facility will
probably increase over time.
i)
note that there is
a current projected renewals gap in the 10-year budget (2021-2031) to support
status quo and request staff to provide advice to the local board and the
governing body on the anticipated renewals programme and the funding required
in the next 10-year budget to maintain service delivery for the short to
medium term.
j)
whakaae / agree that the next step is to develop a
service plan to:
i)
actively manage and plan for central library services
to Aucklanders over the next 50 years.
ii)
support
decision-making by presenting adaptive pathways allowing for flexibility to respond to changes,
opportunities and challenges in the future, considering triggers for
intervention such as cost to serve and risks.
iii)
appropriately
recognise the vital and continuing importance of the Central Library for
study, research, access to information, books, recordings and other
resources, and as an important welcoming and safe community hub and space for
diverse groups including families with children, vulnerable and homeless
people.
iv)
be included as a
priority action in the Community Facility Network Plan Action Plan 2022.
k)
tuhi
ā-taipitopito / note that staff will be reporting to the Planning,
Environment and Parks Committee at its May 2023 meeting.
l)
request that the Waitematā Local Board present to the Planning Environment and
Parks Committee meeting considering this item and that Member Northey as
Community Facilities portfolio holder be part of the deputation.
CARRIED
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