31 January 2018 MEMORANDUM FOR:

......

Property and Community Services Committee

NOTICE IS HEREBY GIVEN that there will be a meeting of the Property and Community Services Committee at:

1.00pm on Wednesday, 7 February 2018 in the Council Chamber, Municipal Office Building, 101 Guyton Street, Whanganui.

Business

The following items of business will be considered:-

No Item Page Refs 1. Apologies………………………………………………………………………………………… 3 2. Declarations of Interest...... 3 3. Minutes of Previous Meeting………………………………………………………….. 3 A 4. Actions Arising from Previous Minutes……………………………………………. 4 5. Dog Pound Relocation...... 5 B1–B4 6. New Zealand Glassworks Opening Hours...... 18 7. Property Group Activity Report...... 20 C1, C2 8. Regulatory and Customer Services Activity Report...... 56 Confidential 9. Property Group Activity Report – Confidential...... 73 D

Kym Fell Chief Executive Page 2

Property and Community Services Committee – Terms of Reference

• To monitor acquisition or sale or lease of properties owned by the Council or any endowment properties.

• To discuss and make recommendations to Council on: o Cultural facilities, activity and events. o Parks, sporting and recreational activities and facilities. o Waste minimisation activity. o Customer service related matters.

• To monitor the progress and implementation of key strategic projects including: o Town Centre Regeneration. o Castlecliff Rejuvenation.

Items of business not on the agenda which cannot be delayed Items not on the agenda may be brought before the meeting through a report from either the chief executive or the Chairperson. The meeting must resolve to deal with the item and the Chairperson must explain at the meeting, when it is open to the public, the reason why the item is on the agenda and the reason why the discussion of the item cannot be delayed until a subsequent meeting. Refer to Standing Order 9.11

Note: nothing in this standing order removes the requirement to meet the provisions of Part 6, LGA with regard to consultation and decision-making.

Discussion of minor matters not on the agenda A meeting may discuss an item that is not on the agenda only if it is a minor matter relating to the general business of the meeting and the Chairperson explains at the beginning of the public part of the meeting that the item will be discussed. However, the meeting may not make a resolution, decision or recommendation about the item, except to refer it to a subsequent meeting for further discussion. Refer to Standing Order 9.12

Property and Community Services Committee 7 February 2018 Page 3

Property and Community Services Committee Membership

Cr Helen Craig (Chair), Cr Josh Chandulal-Mackay (Deputy Chair), Mayor Hamish McDouall, Crs Charlie Anderson, Philippa Baker-Hogan, David Bennett, Murray Cleveland, Jenny Duncan, Kate Joblin, Hadleigh Reid, Alan Taylor, Rob Vinsen, Graeme Young, and Ms Sandra Falkner.

Opening Prayer

1. Apologies

2. Declarations of Interest

3. Minutes of Previous Meeting The minutes of the Property and Community Services Committee meeting held 22 November 2017 were tabled at Whanganui District Council’s meeting on 6 December 2017. The minutes, excluding Item 6, were received and the reports and recommendations were adopted by the Council. In regard to Item 6: Dog Pound Relocation, the Council resolved that the matter lie on the table until the next meeting of the Property and Community Services Committee pending further information.

Recommendation to Committee

3.1 THAT the minutes of the Property and Community Services Committee meeting held 22 November 2017 are confirmed.

References – Agenda Attachments A Minutes − Property and Community Services Committee 22 November 2017 (provided separately).

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4. Actions Arising from Previous Minutes

Officer assessment of significance of decision – In terms of the Significance and Engagement Policy 2014, the recommended decision is not significant.

Recommendation to Committee

4.1 THAT the information is noted.

No Item Resolution Action % Completed 1 Property and THAT it is recommended to Council Stuart Hylton 50 Community Services that all events receiving Council Discussions started with Committee meeting funding or requiring a licence to Customer Services to include 14 February 2017 use a public place, be required to this provision in Licence to 6. Waste submit and operate an approved Occupy applications. Waste Management and waste minimisation plan for the Plan application form devised. Minimisation Working event. Party Report.

2 Property and THAT repair work is undertaken on Wendy Bainbridge 25 Community Services the Alexa Place walkway. Planners are assessing data Committee meeting from survey work. An item is 20 June 2017 THAT Council seeks further planned to come to Council in 7.St Johns Hill Walkways. community feedback on the next round. proposed closure of the Smart Terrace and Burnett Terrace walkways. 3 Property and THAT the Committee recommends Rosemary Fletcher 100 Community Services Council approves the Airport Road Recommendations went to Committee Meeting location for a new Dog Pound Council 6 December 2017. See 22 November 2017 facility. Council resolution (Action # 4 6. Dog Pound below). Relocation. THAT the Committee recommends Council provisionally approves the addition of $550,000 to Year 1 of the Long-Term Plan.

4 Council Meeting 6 THAT Item 6: Dog Pound Rosemary Fletcher 100 December 2017 Relocation lie on the table until the Information included in 7 Adoption of Minutes next meeting of the Property and February 2018 agenda, Item – Property and Community Services Committee 5: Dog Pound Relocation – Community Services pending receipt of further Additional Information. Committee 22 information. November 2017.

5 Property and THAT the Committee recommends Leighton Toy 100 Community Services Council approves the seismic The project continues and is Committee Meeting 22 upgrade of the Whanganui War due to commence during the November 2017. Memorial Centre to a level which middle part of 2018. 7. Whanganui War will achieve approximately 67% of Memorial Centre – the New Building Standard. Seismic Upgrade - 2018

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THAT the Committee recommends 100 that Council approves the pre- allocation of 2018/19 budgeted expenditure to complete both the seismic upgrade and associated improvement works at the Whanganui War Memorial Centre.

6. Referred from Council THAT a report on options for user Rowan McGregor 60 Meeting 13 August 2013 pays be brought back in early 2014 As far as stage 2 is concerned, 3. Wharf Street Trailer as part of the recommendations the toilet is operational and Boat Slipway Repairs from the Wharf Street Boat Ramp all other items of work have Working Group currently looking at had time frames allocated to future options for the facility. them, including user pays. It is proposed that all elements, except for a possible swimming area, will be completed by June.

Four options are under 20 consideration for a future swimming/bombing area, all contain a different mix of advantages, disadvantages and costs.

Infrastructure and The Committee requested that a April/May 2018. The fee will 30 Special Projects timeframe for the installation of a be $10 per launch or a season Committee 15 March user-pays system be brought to the pass of $65. 2017 next meeting. .

5. Dog Pound Relocation

Significance of decision – In terms of the Significance and Engagement Policy 2014, the recommended decision is not significant.

Recommendation to Committee

5.1 THAT the Committee recommends that Council approves the Airport Road location for a new Dog Pound facility.

5.2 THAT the Committee recommends that Council provisionally approves the addition of $550,000 to Year 1 of the Long-Term Plan.

Rosemary Fletcher, Team Leader Asset and Facilities Management, and Warrick Zander, Team Leader Compliance, report:

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Introduction The purpose of this report is to inform Council of a preferred location for a new and compliant dog pound, and the build costs associated with this project.

Background At the 22 November 2017 Property and Community Services Committee meeting, the Committee approved recommendations 5.1 and 5.2 of this paper. At the 6 December 2017 Council meeting, Council resolved the following:

• That item 6: Dog Pound Relocation, lie on the table until the next scheduled meeting of the Property and Community Services Committee, pending receipt of further information.

This paper provides the requested updated information.

The existing dog pound facility, established in 1994, is located at 174 Ridgway Street, in an outer commercial zoned area. The current facility consists of 36 operational kennels and a converted granny flat used as reception and office premises.

In 2014, national and international media publicised concerns voiced by animal rights groups regarding the manner in which dogs were being euthanised in Whanganui which, at that time, was by gas. The material published was deemed to have caused significant reputational damage to the Whanganui District Council.

Animal rights group continue to focus on the Council’s Pound despite the change in the method of euthanising dogs (now by injection administered by a local veterinarian).

This negative attention gave rise to reconsideration of the existing Pound facility by Council. A nominal sum of $450,000 was put into the Long-Term Plan to refurbish an existing site on Council-owned land to meet the increasing legislative changes regulating both the temporary housing and treatment of animals. Approval was granted for this funding in July 2015 in the Long-Term Plan.

In February 2017 a project team was instructed to consider the options of bringing the existing facility up to code, provide potential new build locations and develop new build cost estimates for a pound to house both dogs and stock.

Three key factors have changed since 2015:

1. Further investigation into the Castlecliff site revealed that it was no longer a viable option, mainly due to the sites proximity to residential dwellings, and the proposed location on Airport Road, now preferred by the Compliance Team of Council, is a greenfield site with no existing infrastructure; 2. The compliance regulations under which a pound must operate were updated and have become more stringent; and 3. The number of kennels required has increased due to the increasing number of dogs being impounded.

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Additional Information - Complaints received due to breaches of the Animal Welfare Act 1999 in the past 12 months. Several complaints have been received and investigated throughout 2017. All complaints related to breaches of the Animal Welfare Act 1999 and focused mainly around the construction of the current Pound which lacks the infrastructure and build specification to ensure that impounded dogs are returned to their owners in reasonable condition.

The specifics of the complaints are not included as they involve information that would identify individuals.

The Needs a. An appropriate location to impound stock and other large animals in a compliant manner. b. An appropriate location to house 48-60 compliant kennels to accommodate dogs. c. Legally compliant pound facilities to support the assessment, care, return and euthanising of dogs.

Housing of Stock Montgomery Reserve was identified as a short term solution for stock. This area has now been fenced into two paddocks and is currently in use as an effective stock holding area with no significant public complaint. Whilst the lower portion of Montgomery Reserve had previously been identified for sale, the location and topography are not conducive for developments and the property has been removed from our proposed divestment list. The housing of stock has been considered in the provision of the proposed Pound and the preferred Airport Road location has sufficient land to house stock when required.

Additional Information – Dog Numbers and Capacity The existing Pound has a total of 36 operational kennels. There is an existing arrangement with Rangitikei District Council for Whanganui to house overflow. This arrangement saw a total of 74 dogs impounded in Whanganui for Rangitikei between July 2016 and October 2017. The average length of stay for each of the dogs has been recorded from March 2017 and ranges between 1-23 days, an average stay of 5.47 days. The table below shows the number of Rangitikei dogs held by month for the period July 2016 – October 2017. MONTH NUMBER Jul 2016 2 Aug 2016 1 Sep 2016 2 Oct 2016 0 Nov 2016 3 Dec 2016 5 Jan 2017 2 Feb 2017 1 Mar 2017 5 Apr 2017 5 May 2017 9 Jun 2017 10 July 2017 7 Aug 2017 5 Sep 2017 4 Oct 2017 13

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The existing Pound has recorded being near or at capacity on 11 occasions in 2017, these being: DATE (2017) DOGS HOUSED Note each of the 36 available kennels is only able to house a single dog to meet compliance. 25 May 34 26 May 34 30 May 41 31 May 39 01 Jun 38 10 Jul 36 11 Jul 36 14 Jul 36 15 Jul 38 16 Jul 40 17 Jul 42

Additional Information - Outsourcing of Animal Control Services In 2017, Council staff met with a company that showed interest in providing Animal Control Services for the Whanganui District. However the interested company did not demonstrate any previous experience in the area of Animal Control other than to attend priority one out of hours calls for South Taranaki District Council with all other calls being attended by Council animal control officers. This company is primarily a security company offering a static guard service.

Animal Control was reviewed under Section 17a of the Local Government Act 2002 and the outcome was not to review outsourcing of this key sensitive function of Council.

Further investigation post the submission of the this paper in November 2017 has not identified any specialist Animal Control service providers in New Zealand and discussions with a local vet clinic indicated that if the Council were to enter into a Public Private Partnership (PPP) there would be some interest in participating in the discussion but little interest in a capital investment to build a new Pound.

Additional Information - Potential Shared Service Agreement with Rangitikei District Council (RDC) RDC were approached about contributing towards the costs of the Pound based on their usage which is currently at (8.7%). Discussions to date have been positive. Potentially WDC could make a submission to their Long-Term Plan. Currently RDC are contracted to provide Animal Control Services to Manawatu District Council, they at this particular time would be unlikely to agree to enter into an agreement outside using our Dog Pound facility. There is merit in continuing the discussions throughout our Regulatory functions to work towards a shared-service agreement. WDC already provide some services to RDC.

Income received from RCD over that previous 12 month period was $1099.

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Bringing the existing facility up to code Compliance issues at the existing site include the drainage around and under the kennels, the orientation and construction of the kennels, and the size, design and access to the facility. Bringing the existing facility up to code would require a full rebuild. A compliant facility to accommodate the current and future number of kennels requires a minimum of 1300m2 of land. Compliance factors that influence the footprint size include the relationship between and orientation of the kennels, appropriately sized and located support facilities, adequate secure exercise space, public and officer parking and secure entranceways. The existing site is 672m2 however the shape would still preclude compliance when the above factors were taken into account. The cost of undertaking the necessary work on the existing site has not been considered in detail due to location, shape and size.

The potential sale and demolition of the current site has been treated as a separate project to the new build. The current land value for the 672m2 site is $72,800. The estimated demolition cost to clear the site for sale is approximately $80,000.

Locations Considered Only Council-owned properties were considered for a new Pound facility, these include:

A. 174 Ridgway Street (current location) B. 45-50 Carson Street – Castlecliff C. Wembley Park (Rodeo Area) – Whanganui East D. Corner of Montgomery and Great North Roads E. Balgownie F. Airport Road

Preferred location Location A was not considered an appropriate site for a new Pound due to size and location in terms of required compliance.

Locations B - E are not considered appropriate sites for a new Pound. These locations are in close proximity to residential areas or in the case of Balgownie, an industrial area. Each would require significant additional spend to isolate noise if resource consent was successful.

Location F - Airport Road: this is the preferred location and offers a land space of 4,000+ m2, to accommodate the 1300m2 footprint planned for the new build. The closest residential neighbour is over 500 metres from the proposed site. The location is within a convenient distance to town but cannot be seen from the road. The topography of the land offers natural barriers to sound and further landscaping during site preparation will improve this further. The ground has been tested for contamination and is safe for development. Acoustic measurements have been undertaken to measure noise as it would impact neighbours and noise levels are within reasonable range. This site also offers the benefit of co-location with the Wastewater Treatment facility which will mean greater security in the area.

Initial concerns raised include the proximity to the gun clubs and the airport. It is unlikely that the noise from this location, after site development, would adversely impact either

Property and Community Services Committee 7 February 2018

Page 10 of these parties, however, it is noted that there may be some noise from both that the animals would need to contend with. The build will consider how best to minimise this.

Peter Scott BVSc from Vets on Carlton has become involved in an advisory capacity in relation to the design of the proposed build. Peter is focused on compliance and welfare for the animals impounded and is in support of the Airport Road location contingent on attention being paid in the build to temperature and noise levels.

Discussions have taken place in relation to external noise and its impact on the dogs and whilst everyone agrees that there would be an unsettled reaction to the noise particularly from the gun clubs to date a definitive measure of tolerable noise for short term exposure for dogs has not been found. Several sources including Peter Scott and environmental specialists, Marshall Day, have attempted to seek guidance as to a standard tolerance. The key remains in the build materials, design and associated landscaping for noise mitigation.

Discussions with senior members from both gun clubs has continued and has been positive. The key concern for the gun clubs is that in the future noise mitigation and associated costs would be forced onto the clubs as a result of the Pound being located nearby. Both clubs are likely to consent if a binding no complaints covenant is put in place through the Resource Consent process.

Council officers continue consultation in advance of the Resource Consent process being undertaken. Whanganui District Council will engage an independent consultant to prepare the consent application and the proposed no complaints covenant.

Build The proposed design is shown at Ref B3.The design is focused on fit for purpose, safe and compliant Pound facilities. Only essential considerations have been adopted however there is adequate infrastructure futureproofing to allow an increase in kennel numbers over time.

The current design includes, within the 1300m2 total footprint: 1. Two functional building facilities: a. Office area and Reception – approximately 100 m2 This area will cater to visitors, one permanent staff member and up to three staff hot desking as required. It allows for animal assessment or microchipping in a closed space away from visitors with outside access if further behavioural assessment is required. There is also an area where officers can meet with owners or potential owners that is semi private. b. Sheds (3) totalling approximately 40m2. Two sheds - one for storage and one for food preparation. An area for euthanising with external access to remove cadavers. These two buildings bookend the operational complex for ease of access, safety and for added security. 2. The operational kennel area of approximately 200m2 consists of a concrete foundation that has individual drainage for each of the kennel locations to ensure compliance and to eliminate cross contamination.

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3. 48 compliant kennels constructed predominantly of concrete and composite panelling with wire mesh doors and tops. Each kennel is 1.8m high 1.5m wide and approximately 1.2m deep with a drop down sleeping platform. Each has a coved base to the side walls to ensure that there is no flow of fluid or liquid between the kennels. 4. Each kennel has individual drainage to eliminate cross contamination. 5. 12 additional kennels can be added to the operational area in time as required. 6. There is provision for two outdoor enclosed exercise areas using approximately 60m2. 7. The operational area has a greenhouse style roof that will provide cover and will last with the minimum of maintenance in the coastal conditions. The roof has a life span of 25 years. 8. The compound is secured by a mesh fence. 9. There is provision for public parking outside the fence and officer parking within the compound, with parking using approximately 350m2. The vehicle entrance is secured with a double gate for the safety of the officers. 10. Driveway access, site works and provision of services has been allowed for.

Preliminary Cost Estimate (+/-15%)

Site Preparation 100,000 Buildings and fit-out 140 m2 @$2150 301,000 External works including kennels 300,000 Subtotal 701,000 P&G 7% 49,000 Margins 8% 60,000 Contingency 11% 90,000 Consultancy 100,000 Subtotal 299,000 Budget Requirement 1,000,000

Funding already approved 450,000 Funding requested 550,000

New Build Design and Cost The preliminary cost has been prepared to achieve a compliant Pound build on a greenfield site. The margin of error for the Preliminary Cost Estimate is +/-15%. The project received $450,000 in the 2015 Long-Term Plan phased over two years. With the above cost estimate this project has a funding shortfall of $550,000.

It is anticipated that detailed design to construction completion would be a period of roughly 12 months.

Strategic context Animal management issues within the District is a core service of Council. Initial funding for this project was approved in July 2015 through the Long-Term Plan. The Council is committed through the Leading Edge Strategy to provide appropriately positioned sustainable infrastructure for core Council services.

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There is a potential risk of closure of the Pound if a full audit was undertaken. In addition, with the subject of animal welfare practices remaining topical in both national and international media Whanganui risks further reputational damage while the current facility and resultant practices remain uncompliant.

Legal compliance Compliance is required under the following legislations. The current facility is non- compliant in many respects, as outlined for Councillors during the visit to the existing Pound on 6 November 2017: 1. Impounding Act 1955 – administered by Ministry for Primary Industries. The Act requires that every local authority shall provide and maintain a public pound. 2. The Dog Control Act 1996 – administered by Department of Internal Affairs. The Act defines dog control and gives responsibilities to territorial authorities to provide services under the Act to manage the dog issues within their district. 3. Animal Welfare Act 1999; and Animal Welfare Amendment Act (No 2) 2015 – administered by Ministry for Primary Industries. The Animal Welfare Act 1999 establishes the duty of care for animals. The Acts’ set out the obligations of animal owners or people in charge of animals to meet an animal’s physical, health and behavioural needs, and their obligation to alleviate pain or distress. The minimum standards and recommended best practice are contained in the regulations and The Code of Welfare – Temporary Housing of Companion Animals (dogs) which is issued under the Act. 4. Resource Management Act 1991. A land use consent is required to operate a Pound facility. 5. Health and Safety at Work Act 2015.

Policy implications Council has already resolved that a new Pound is required. It has consulted with the community and allocated funds through the Long Term Plan. Any change to that decision would require community consultation in the upcoming Long Term Plan.

Risks The existing Pound is non-compliant putting Whanganui District Council at risk from a reputational, legislative and operational perspective.

Considerations To achieve the desired level of animal control for Whanganui, the operation of the Pound is essential. The necessity for growth in capacity has been demonstrated by the Compliance Team. Discussion around this project has been ongoing since 2014 without any significant advancement, leaving the operation uncompliant.

It is important to note that approximately 50% of the dogs are returned or rehomed. Without safe and functional Pound facilities these animals will be returned in a worse state and the remaining animals will not only suffer but will create a greater risk to the animal control officers.

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The required spend to reach compliance is, under current market conditions, likely to continue to rise year on year.

Significance This recommended decision is not significant in terms of the Council’s Significance and Engagement Policy.

Engagement Community consultation took place through the Long-Term Plan process and may, if the recommended decision is approved, be required in the current Long-Term Plan. Resource Consent is likely to be required and further consultation will be undertaken as part of that process. Assessment of options 1. Do nothing a. Due to the compliance issues identified within this report, Council Officers do not consider “doing nothing” is an option. 2. Bring existing facility up to code a. Due to the size restriction of the existing site, Council Officers do not consider this a viable option. 3. Relocate Pound Facility to Airport Road a. This is the Council Officers’ recommended option. 4. Relocate Pound to an alternative privately owned site a. This is a solution that can remain a viable option, however the cost to purchase or lease land would need to be added to the estimated cost of development referred to within this report. For this reason Council firstly considered whether any Council owned land would be suitable.

Conclusion In 2014, Whanganui suffered reputational damage as a result of the Pound operations. Since this time the facility, its operation and compliance has been under consideration by Council. Community consultation took place through the Long-Term Plan and nominal funding of $450,000 was made available.

Over time legislation has continued to develop around the compliance requirements for Pound facilities and investigations have shown that the existing facility is not meeting its minimum compliance obligations. In addition the requirement for a greater number of kennels has been demonstrated with the existing pound frequently reaching capacity.

A preferred location, basic design and build cost have been established at $1,000,000 requiring approval for a further $550,000. The site development and build would take the better part of a 12 month period and an immediate start to the process is recommended.

References – Agenda Attachments B1 Dog Pound relocation sites B2 Dog Pound relocation site plan B3 Dog Pound relocation floor plan B4 Dog Pound Artists Impression 1-3

Property and Community Services Committee 7 February 2018

Page 14 Reference B1

Proposed Dog Pound Sites

Proposed Dog Pound Sites Page 15 Reference B2

9,600

ix ix

STORAGE - FOOD etc EUTHANASING SPACE STORAGE - 11.85 m2 12.02 m2 EQUIPMENT 3,600 7.70 m2

auto sliding gate x x

vi vi

FUTURE KENNEL EXPANSION - Add 16 - Total 64

a

vi vi

FUTURE vi EXERCISE YARD 1 vi EXERCISE YARD AREA

v v

gate

KENNELS - TOTAL 48 144.00 m2

gate iv iv

RANGER PARKING 1 15,000

EXERCISE YARD 2 iii iii

RANGER PARKING 2

ii ii RANGER PARKING 3

A B C D E

RANGER PARKING 4 i i

1 1

CLOAK ROOM STAFF PUBLIC BACK LOBBY MEETING ROOM 9.98 m2 ACCESSIBLE WC ACCESSIBLE WC 6.13 m2 12.92 m2 & SHOWER 3.57 m2 3.97 m2

auto sliding gate

2 2 LOCKERS SECURE GENERAL CPD CPD CPD/ 1.04 m2 1.00 m2 HWC? 1.00 m2 KITCHENETTE

PVC WATER TANK PVC WATER TANK 3 3 7,470

30.13 m2

SALLY PORT AWC OFFICER WORK AREA ADMINISTRATION ENTRY LOBBY, WAITING MEETING ROOM/ OFFICE 12.26 m2 WORKING ROOM 12.96 m2

102.55 m2 4 4 auto sliding gate

14,080

A B C D E

a

PUBLIC PUBLIC PUBLIC PUBLIC PUBLIC ACCESSIBLE CAR PARK PARK PARK PARK PARK Site Plan OPTION 1A

ANIMAL WELFARE CENTRE 103

WHANGANUI DISTRICT COUNCIL Date: 5/10/2017 Scale: 1:100 @ A1 AIRPORT ROAD, WHANGANUI Job Number: 4-307-011

THIS DRAWING IS COPYRIGHT AND MAY NOT BE REPRODUCED WITHOUT OBTAINING THE ARCHITECT'S PRIOR APPROVAL Page 16 Reference B3

i

ii x v 1 2 3 4 iii ix vi vi vi iv 7,470 1 2 E E

EXERCISE YARD EXERCISE YARD 3,600 15,000 gate gate 2 2 m m 12 . 92 12 . 96 MEETING ROOM MEETING ROOM / WORKING ROOM D D - 2 , WAITING m 7 . 70 STORAGE EQUIPMENT 2 2 m 2 m m 6 . 13 12 . 26 102 . 55 BACK LOBBY BACK LOBBY ENTRY C C 14,080 2 2 - m m 16 3 . 57 PUBLIC WC ACCESSIBLE ADMINISTRATION OFFICE 1 . 04 CPD Add 2 - m 9,600 2 m 12 . 02 EUTHANASING SPACE 1 . 00 GENERAL CPD / HWC ? 48 2 m 2 m SHOWER TOTAL 3 . 97 STAFF WC ACCESSIBLE & - 2 2 1 . 00 SECURE CPD m B B m 64 30 . 13 144 . 00 FUTURE KENNEL EXPANSION KENNELS Total FOOD etc - 2 m . 85 11 STORAGE 2 m 9 . 98 CLOAK ROOM CLOAK LOCKERS KITCHENETTE OFFICER AWC WORK AREA a A A auto sliding gate auto sliding gate i ii x v 1 2 3 4 iii ix vi vi vi iv SALLY PORT SALLY auto sliding gate Ground Floor Plan OPTION 1A

ANIMAL WELFARE CENTRE 104

WHANGANUI DISTRICT COUNCIL Date: 5/10/2017 Scale: 1:50 @ A1 AIRPORT ROAD, WHANGANUI Job Number: 4-307-011

THIS DRAWING IS COPYRIGHT AND MAY NOT BE REPRODUCED WITHOUT OBTAINING THE ARCHITECT'S PRIOR APPROVAL Page 17

ARTIST IMPRESSION

ANIMAL WELFARE CENTRE 502 WHANGANUI DISTRICT COUNCIL Date: 5/10/2017 Scale: @ A1 AIRPORT ROAD, WHANGANUI Job Number: 4-307-011

THIS DRAWING IS COPYRIGHT AND MAY NOT BE REPRODUCED WITHOUT OBTAINING THE ARCHITECT'S PRIOR APPROVAL Page 18

6. New Zealand Glassworks Opening Hours

Significance of decision – In terms of the Significance and Engagement Policy 2014, the recommended decision is not significant.

Recommendation to Committee 6.1 THAT the information is noted

Pete Gray, Manager – Libraries & Community, reports:

Executive summary A report has been requested on the opening hours of the New Zealand Glassworks. This item outlines the current staffing levels and opening hours and the budgetary implications of increasing the opening hours.

Background The Glassworks is open for professional glass artists to hire the facility six days a week from 8.00am until 4.00pm; and the gallery is open seven days a week 10.00am to 4:30pm. The Glassworks is closed on public holidays; and closes from 23 December until 8 January each year for staff annual leave.

The Glassworks budget allows for staffing comprising one full time employee (Manager Scott Redding) and one permanent part time employee (Briarlee Rees, Retail and Facility Assistant, four days a week, including weekends). Some additional staffing is provided by casual staff from a pool shared with the Sarjeant Gallery.

Both permanent staff members are trained not only for front of house duties but also in all aspects of health and safety and the running of the hot shop and cold room at the facility, including ensuring that users adhere to the health and safety rules of the facility. Considerable training is needed to meet these requirements and casual staff need to be trained to the same level.

The Glassworks is currently closed on public holidays as prior experience has been that there are few (if any) sales in the gallery and poor numbers thorough the door compared to normal weekdays and weekends through the year. For example, on Wellington Anniversary Monday last year only four people came in to the facility for the day and no sales were made. The staff costs alone far outweigh the income generated from being open.

New Zealand Glassworks is reliant on professional glass artists’ hiring of the hot shop and cold room. Hirers of the facility have indicated they break over the Christmas period and the majority of regular hirers start using the facility again in February of each year.

Currently the Glassworks and the Sarjeant Gallery are changing the same Point of Sale System. This may provide the opportunity for Glassworks gallery/shop to be open over the Christmas break and public holidays.

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Requirements for additional opening hours In order to safely open on public holidays and efficiently run day to day operations, including health and safety monitoring, the Glassworks would require the following additional staff:

• 1 x permanent part-time front of house/facility assistant employed for 3 days per week and available to work on public holidays. Estimated additional cost $28,000 per annum. • 2-3 casual front of house staff (shared with Sarjeant Gallery), fully trained for front of house operations, to assist over weekends, special events, holiday periods, public holidays and annual leave/sick days. No additional cost. • 1 x casual technical assistant for the hot shop/cold room who can cover the Manager’s sick leave or annual leave. The technical assistant would be trained in all aspects of the hot shop including charging the furnace with glass; would need to have a handling hazardous substance certificate; and would be on call to Glassworks staff members during the weekends. Estimated additional cost $2,000 per annum.

Key Issues • The New Zealand Glassworks staffing budget constrains the number of staff available to operate the facility. • Safe operation requires staff to be capable of overseeing safe working practices by hirers. • Enabling year-round opening, including public holidays and covering staff annual leave requires additional staff at an estimated cost of $30,000 per annum.

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7. Property Group Activity Report

Significance of decision – In terms of the Significance and Engagement Policy 2014, the recommended decision is not significant.

Recommendation to Committee

7.1 THAT the information is noted.

Leighton Toy, General Manager Property, reports:

Executive summary The purpose of this report is to provide an update on various projects that are being managed within the Property Group.

Progress Update This report provides an update on the following matters:

• Property Divestment Strategy • Property General • Pensioner Housing • Parks and Reserves General • Energy Management • Sport and Recreation • Ports Group • Whanganui Venues & Events

Key issues Property Divestment Plan At its 28 November 2017 meeting, the Strategy and Finance Committee approved the release of the Property Portfolio Investment Plan for public feedback, a process which is to remain open until 16 February 2018.

As part of the communication strategy, Council was to present the draft plan at a Saturday morning market in late-January or early-February, however the decision has been made to defer this Saturday morning presence until March when Council will also be consulting on the Long-Term Plan. Council will also be able to provide the community with a summary of the feedback received to date, and will continue to accept further feedback at the market. Thereafter, Council Officers will arrange a workshop to discuss the findings of the community feedback and table the final version of the plan at a future Committee meeting.

Property General Town Centre Regeneration Progress on the development of the Regeneration Strategy for the Whanganui Town Centre is being led by the Principal Planner, Hamish Lampp, supported by Councillor

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Helen Craig in her role as the Chair of the Town Centre Regeneration Steering Group. The Steering Group has recently appointed Ellen Waugh as the Project Manager for Strategy, with a core focus on community engagement and delivering on the recommendations of the Strategy. Ellen has recently met with the block 4 Victoria Avenue retailers (Guyton to Ingestre Street) to obtain their feedback on an action plan.

Castlecliff Regeneration Over the past few months Council has undertaken the Rangiora Street beautification works which include undergrounding of services and upgrades to the footpath, curbing, lighting and street beautification. This work is scheduled to be completed in February. Council continue to engage with the Castlecliff community on the Port Revitalisation Project, and further enhancements to the beach, Castlecliff Domain and cycleways.

Castlecliff Coastal Reserve Management Plan As part of the Castlecliff Coastal Reserve Management Plan, Council commissioned a report from an environmental professional, eCoast Limited, to provide advice on the long term management of the dune system in the Castlecliff Coastal Reserve. A report has been received in draft. Council Officers continue to work with eCoast to finalise the report before this is presented to Council and incorporated within the Castlecliff Coastal Reserve Management Plan.

Hyltons Pit Whanganui Rotary Club donated their time to plant 120 liquid amber trees on the bottom flat. A track has been created which loops around the wetland being developed.

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Acacias and more native trees have been planted but due to the hot, dry conditions the eucalyptus trees are delayed until next year. Weed management continues, the pines have been spot sprayed. The Mountain Bike Club continue making tracks.

Seismic Upgrade Museum Practical completion of the seismic element of the project was completed on 24 November 2017. The Museum has commenced the internal refurbishment and recreation of the internal museum experience. The Museum is scheduled to re-open to the public in October 2018, however Museum Director, Frank Stark, will provide a more detailed update to Council in due course.

War Memorial Centre Council is in the process of reviewing the preliminary costings for the proposed seismic upgrade, and this information will feed into the Council’s Long-Term Plan / budgeting. The physical works are due to commence during the middle of 2018.

Whanganui Airport Control Tower – Weather Tightness Project The Airport Control Tower Restoration Group are leading the fundraising for this project which will see the 1st and 2nd floor exterior cladding refurbished. The Group have raised sufficient funds to complete approximately two thirds of the project, and are continuing to pursue funding opportunities to complete the remainder of the work.

The contract has been awarded to DML Construction who have almost completed the 2nd floor. The refurbishment of the 1st floor is unlikely to commence until further funding has been secured.

Joint Council Forestry In December 2017, 30,000 New Zealand Units (carbon credits) were sold for $592,500 ($19.75 net per NZU) and a decision will be made on the remaining 31,000 NZUs in April 2018.

The Sale of four of the six Joint Forests is still waiting on the approval of the Overseas Investment Office and indications are that there will be a decision in February 2018.

Waitahinga Quarry With investigation work about to be commenced by Horizons Regional Council and Whanganui District Council as part of the funding application to Government for the repair of the Lower Whanganui River Training Structures, work will run in parallel concerning a business case to develop, or not, the Waitahinga Quarry. If it is not viable to develop the Quarry, it is most likely that the rock will come from Golden Bay.

Boat Ramp recreational area A health and safety report was commissioned and received regarding the creation of a safe swimming area within the vicinity of the boat ramp. After receiving the report it was decided that the installation and operation of a swimming area in the proposed location was not appropriate. Significant risks were identified regarding the predictability of the depth of water around the pontoon and hazards underneath. Council continue to

Property and Community Services Committee 7 February 2018 Page 23 consider alternative solutions. The toilet in the Wharf Street car and trailer park is installed and operational.

Pensioner Housing There are effectively 5 vacant units with regular (daily) inquiries being received from the public. There are currently 20 empty units however we have 15 tenants awaiting the completion of internal refurbishments.

Movement of Tenants:

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Parks and Reserves Community Projects Work – Some projects undertaken over the last few months: Work on the slide at Castlecliff domain to replace the metal legs.

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Both the Litter and Community Projects Team visited Hipango Park to do the annual clean up prior to Christmas, inclusive of repairing the steps. This is a full day project requiring mowing, weed eating, spraying, cleaning toilets, working on tracks etc. Fulton Hogan provide two workers and a mower to assist with this clean-up.

Mosquito point - 2 tables have been installed as part of the WDC contribution to the upgrade of Mosquito point.

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Graffiti

Note - the December figures for December 2017 are up to 19th December. It can be anticipated that, as with previous years, school holidays will tend to see an increase in the graffiti.

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Visitor Numbers Bason Botanic Gardens

Park Visitors The summer weather has promoted use of our Premier parks. The Shakespeare in the Park event is set to bring more visitors into Bason Botanic Gardens. Rehearsals have begun, and the stage is due to go up soon.

Virginia Lake Trust (VLT) Sandy Dobbin who was instrumental in starting the Trust has resigned as Chair. The new Chair of the Trust is Terry Coxon. Not long after the VLT was set up, a development plan was written. Sandy has been a driving force in seeking funding from charities for Property and Community Services Committee 7 February 2018 Page 28 numerous projects that were set out in the development plan including the Southern Entranceway development, retaining walls along the middle track, lighting on the band rotunda and pergola at the front of the lake.

Higgenbottom Fountain Lighting (Virginia Lake) Work continues on sourcing the replacement lights for the Higgenbottom fountain which are now in transit. The Virginia Lake Trust has been working with Powerco who have agreed to sponsor $10,000 for the installation of the lights. Powerco have also approved funding to paint a mural on the power box which will be completed during 2018.

Kowhai Park – Freedom camping area Council Officers met with a representative of Exaloo to discuss the potential layout and costs to upgrade the toilets in the Motorboat Clubrooms. Council awaits further advice.

Whanganui River Road – Public Toilet The Council funding application to the Tourism Infrastructure Fund (Ministry of Business, Innovation and Employment) has been approved for a public toilet on Whanganui River Road. The project commenced planning stages in December 2017

Matipo Park bridge closure Following a recent engineering inspection the pedestrian bridge has been closed due to identified deterioration of the structure.

While further investigation and perhaps some minor repairs may be taken early in the New Year to maintain pedestrian access, we are aware that horses are regularly brought across the bridge which cemented the decision to close the bridge totally.

There have been a significant number of calls from members of the public who use the park. This has highlighted the fact that more people are now using the park for a variety of activities including mountain biking, dog walking, some motorbike activity, and horse riding. The park is seen by walkers at least as quite unique in the natural surrounds and shade that is provided. Proximity to town is also a factor in the usage that it attracts.

Matipo Park is also linked to the Westmere walkway over an area of private property. One of the issues of usage of the park is that users need to cross railway land. Before any decisions are made on access to the park there will have to be some engagement with KiwiRail on how we can best manage the situation, which is likely to have an impact on costings which may include a formal crossing and a lease.

Cremator Preparation of documentation for Tenders Board for the purchase of a new cremator is underway. There have been a number of issues with the operation of the current cremator in the last year. During times when the cremator is not operable, the Funeral Directors usually utilise the cremator in Palmerston North. In early December 2018 we put Palmerston North on alert as it was looking likely that the cremator may not be able to be repaired. The Palmerston North cremator is due for repair work next year, and they will be looking to use our cremator during their down time.

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Energy Management • The current time of use contract expires on 30 April 2018. Closer to expiry Council will be investigating options for a four month extension so that all of our energy requirements can be tendered together. • The current non-time of use contract has been extended from 30 April 2017 to 31 August 2018. As part of this extension negotiation, there was an increase in our prompt payment discount from 11% to 13%. This increase in discount should save approximately $16,000 per annum. • The two-year gas supply contract expires on 31 August 2018. With the Waste Water Treatment Plant being progressively commissioned from the end of 2017 there will be significant increases in both power and gas consumption.

The ‘Use versus Budget’ for the year to 30 June 2017 indicates that actual use for the year was slightly below the Smart Power budget.

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The following summarises both consumption and cost since Smart Power took over the management of our energy.

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Sport and Recreation Upokongaro Cycleway Council entered into a construction contract with Emmetts Civil Construction. The project involves the development of a cycleway from Upokongaro to the urban area of Whanganui along the Aramoho side of the river, inclusive of a Cable Stay Bridge just south of Upokongaro. The detailed design has commenced and the project is scheduled to be completed by March 2019.

Wanganui East Pool The pool refurbishment has been completed with the pool re-opening to the public on 27 December 2017. Attendance numbers have been strong due to a good spell of weather. For the four days in December there were 1,042 attendees, and a total of 5,687 up until 20 January 2018.

Splash Centre The contract for the planned maintenance to repair the shower changing room areas, repaint the recreational pools and replace the flooring throughout the newer recreational side of the complex was awarded to Edmonds Painting with work commencing 22 December 2017. The original pool area will remain open throughout the period of the work. The closure was been timed for the quietest time of the year for pool usage. The work has been completed and the full complex was operational as from 24 January 2018.

Regional Velodrome Project Council is working with the Regional Velodrome Development Trust (the Trust) on the Velodrome Project. A Project Control Group (PCG) has been formed consisting of Leighton Toy and Rosement Fletcher from Council, and Bob Smith and Leigh Grant from the Trust.

The PCG have overseen the Developed Design stage which has been completed. The Quantity Surveyor has provided cost estimates for Stage 1, the Roof and Stage 2, the additional facilities. The initial cost estimates for both stages are in excess of those expected by the PCG and a significant amount of work will be required to reduce these forecasted financials. Until this work has been undertaken and a final cost estimate that is acceptable is available to the PCG, no further work on the Council Peer Review will take place. Funds to complete the Developed Design work has been raised by the Trust.

Funding applications continue to be made by the Regional Velodrome Development Trust (RVDT) include: Four Regions Trust, Lotteries Commission, Lion Foundation, New Zealand Community Trust and Community Foundation.

The Central New Zealand Regional Velodrome Project Indicative Business Plan June 2017 (“Plan”) made a number generalised assumptions around operational costs associated with the proposed upgrade project. The plan’s assumptions were made utilising projected financial operating costs associated with the now scrapped Hawkes Bay Velodrome and Whanganui’s 2011 unsuccessful ‘NZ Cycling Centre of Excellence’ bid; as well as considering actual financial performances of the two other velodromes in New Zealand – Avantidrome Cambridge and Invercargill Velodrome which is part of Stadium Southland.

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Within the last couple of months Council commissioned a report to provide greater clarity on the operating costs of the facility post development, and a copy of this updated section of the report is attached (Ref C1)

Sport and Recreation Strategy Sport Whanganui has submitted the Sport and Recreation Strategy in draft to the Property Group.

A “Steering Group” consisting of Councillor Philippa Baker-Hogan, Leighton Toy and Keith Smith from Council, and Adam Gosney and Jimmy Hildreth from Sport Whanganui has convened to review the first draft of the Strategy. Before the draft is presented to this Committee for consideration, additional work will be required so that the document aligns with Council reporting requirements.

In the interim the Steering Group has considered the content of the draft Strategy and put forward recommendations for consideration during Council’s forthcoming Long-Term Planning / budgeting process.

It is intended that a Memorandum of Cooperation will be entered into with Sport Whanganui to deliver the outcomes of the Strategy. This Memorandum will be managed within the Council’s Property Group.

Ports Group (Airport and Port) A full Ports Group Activities report has been furnished to Whanganui District Council Holdings Limited.

The major activity at the airport has been the demolition of the ex-fire services building which will shortly be replaced with a garage for airport vehicles and equipment. The remainder of the vacant site is being leased for private aircraft hangar. The development of a Whanganui Airspace Memorandum of Understanding to ensure ongoing safe flying operations in the area is under final review.

Dredging of the port in the vicinity of the boat ramp has recently been completed to enable maximum availability at low tide.

Whanganui Venues & Events Royal Wanganui Opera House A very busy December for the Opera House, with end of year school presentations and the local ballet school performance: • The Opera House won the Best Music Venue in the inaugural Regional Arts Touring awards (RATS), selected by popular vote from touring artists and staff of Artists On Tour NZ. • The natural ventilation project has been completed; monitoring of temperatures and ambient changes commenced 12 December 2017, allowing ample time for preparation for the Whanganui Opera Week in January 2018.

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• The Box Office relocation project was completed 20 November 2017, in time for Ballet Show sales; the team are fielding numerous compliments on the new space and accessibility. • Venue usage has increased compared to this period last year with efficiency at 38%, compared to last year’s 11%. • Venue attendance has continued to increase on last year’s figures; this is predominantly due to a combination of an increase in shows, and a 51% auditorium capacity. • Fergus Reid has made great strides in his first weeks as the Technical Lead, developing a strong working relationship with the Friends of the Opera House. A key area of his focus is venue Health and Safety, including hazardous substance storage; implementing new post audit Health and Safety systems. • Maintenance and testing of the rigging systems is now underway with the help of the Friends of the Opera House. • A review and subsequent recommendations of an alternative Ticketing and Customer Database provider is expected to be presented to Council’s Executive Leadership Team early 2018. The new provider benefits the team through vastly improved operational efficiencies, strategic marketing, and commission (revenue) stream.

War Memorial Centre • Continuing the strong start to the year, with a greater number of events held compared to this period last year; Council and Council Controlled Organisation events comprise 25% of total events. • The Pioneer Room continues to be the most hired room, accounting for 39% of total business; the Main Hall provides for 37% of hireage • he Seismic Strengthening project was approved to 67% NBS. The team are working closely with event organisers and the conference bureau of Whanganui & Partners to ensure events are matched to the venue best suiting their needs. A majority of events have opted for the Royal Wanganui Opera House. • Two new major events were secured: Rugby Awards and the Sports Awards, these had previously been hosted at the Racecourse. The strong relationship developed with these stakeholders had a pivotal role in the winning of this business.

Cooks Gardens Events Centre • The decision by the Trust to forego renewing the liquor licence at Cooks Gardens has paved the way for greater opportunities with hirers, with BYO now a viable option. • Work to improve the sound system has moved onto the Function Centre and Corporate boxes; the remainder of works including the Main Grandstand system, which may require capex to roll over into 2018/19. • A very busy month for the track and grounds due to school athletics bookings. Venue usage has increased throughout the venue since falling under Whanganui Venues and Events. Council and Council Controlled Organisation bookings comprise 71% of total events. i-SITE Visitor Centre This period reflects the start of the summer visitor influx to Whanganui.

• Visitors to the centre were down on 2016 by 4%, however revenue was up 12% ($14.3k) on the same period last year. December 2017 trading was the best on record

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since 2006, and can be attributed to Eventfinda ticket sales, retail sales, accommodation bookings and good weather for the River Trips. • A new people counter system called Bellweather was installed in early November – capturing all foot traffic in and out of the i-Site. The data is very precise and is able to confirm previous anecdotal evidence of what times of the day, and what days of the week, are the busiest. The software provides extensive reporting options, and allows a greater understanding of the relationship of events in Whanganui to foot traffic to the Visitor Centre. This will be instrumental in planning staff rosters in the coming months and years. • Since becoming an official Eventfinda agent, the i-SITE has experienced increased event sales due to summer events such as Vibe Music Festival, Shelterview Jetsprints, and Steam train rides at Vintage Weekend. Whanganui & Partners are promoting Eventfinda to incoming events which anticipated to increase ticket sales through the i- SITE. • i-SITE staff have attended a number of industry famils during November and December, increasing local tourism product knowledge and adding value to both the operator relationship and visitor experience.

The Whanganui Venues & Events Activity Dashboard to 31 December 2017 is attached. (Ref C2)

Arts Facilitation Activity Report Activity highlights include:

Creative New Zealand, Creative Communities Scheme Local Funding Creative Communities Local Funding 2017/18 Round 1 closed on 12 October 2017. Nine valid applications were considered by the Assessment Committee on 10 November 2017.

A total of $21,965 was distributed to the following successful applicants: • Te Aio Productions - $2,500 (compilation music album) • Angela Crawford - $3,000 (International Jazz Day one day music festival) • Space Studio & Gallery - $955 (3rd annual Christmas Night Market) • Whanganui Creative Space - $2,500 (interactive audience and participant puppet show) • Joan Rosier-Jones - $2,500 (Literary Whanganui booklet) • Whanganui Resource Recovery Centre - $3,000 (outdoor sculpture made from recycled materials) • Bason Botanical Gardens Trust - $2,500 (Shakespeare in the Park) • Te Kura o Kokohuia - $3,510 (Pae Tamariki primary school kapahaka festival) • Daniel Mills - $1,500 (a series of murals)

Arts Strategy Work continues on the Arts Strategy, now being undertaken by the Arts Facilitator. A first draft has been prepared and is now being reviewed by other Council officers and key stakeholders.

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Public Art Fund During October and November 2017 the guidelines and application form for the Public Art Fund were developed and sent out for review. This $25,000 matched fund will be opened for applications in late February 2018. Additional information about the application and assessment process will be put on the Whanganui District Council website at that time.

Council Chamber Stained Glass Windows This project has now been passed over to the Arts Faclitator. There are nine remaining windows to find sponsorship for, and two that have confirmed designs but are yet to be completed and installed.

General Business • Working with WDC Event Coordinator Stephanie Thomas and Active Transport Facilitator Norman Gruebsch to set up the ‘Light Bike Spectacle’ – a night-time all- wheels parade along the new cycleways through town and alongside the awa, with illuminated lanterns, floats and bicycles. This will be held on the evening of 4 May 2017 and will involve schools, families, artists and wider community members. • Meetings held to provide support and advice around: a potential carving event, a youth street art workshop, a proposed public dance class, a new opera based on a significant Whanganui historic event, plans for Whanganui Opera Week 2019, a piano fundraising event, marketing a fibre art series of workshops, a potential riverside mural, the Thrive Whanganui social enterprise kickstarter, accessible exhibition design at the Whanganui Regional Museum, the inaugural Emerging Practitioner in Clay Award, the inclusion of the Wanganui Orchestra in the Christmas Parade, co-judging the new Library Cards, connecting a local muralist with the Infrastructure team around a new concept for painted pedestrian crossings to slow traffic, lighting projects as part of the Town Centre Regeneration strategy, co-judging a Youth Scholarship held by Fine Arts Whanganui, and more. • Made enquiries regarding the purchase of robust outdoor projectors capable of projection mapping onto buildings – these are ongoing. • Made enquiries and met with Pete Gray around trialling a new community funding portal – ongoing. • Met with new ‘Head of Creative’ at UCOL to discuss plans for collaboration on arts and design related activity going forward • Began project to condition report public artworks owned by WDC – so far 5 have been assessed and photographed. Once all have been assessed, associated maintenance plans will be developed and an asset management register completed. This was a key goal laid out in the Public Art Strategy 2010-2012.

References – Agenda Attachments C1 Operating Costs – Proposed Revamped Velodrome C2 Venues & Events Activity Dashboard

Property and Community Services Committee 7 February 2018 Page 36 Reference C1

Proposed Regional Velodrome Upgrade Project Review of Potential Operating Costs January 2018

1. Introduction

The Central New Zealand Regional Velodrome Project Indicative Business Plan June 2017 (“Plan”) made a number generalised assumptions around operational costs associated with the proposed upgrade project.

The Plan noted - “Financial forecasts for these types of facilities are difficult to accurately predict, particularly on the revenue side e.g. naming rights, sponsorship, track utilisation, user fees. This indicative business plan has not undertaken any comprehensive analysis of the potential operational revenue and costs. Instead it has made some general assumptions based on other velodromes with adjustments for this facilities particular operational status i.e. this facility is likely to have some key users who will be in charge of managing their particular use .e.g. Regional Cycling Performance Hub, Cycling and Speed Skating. This would require a booking management system for these key users negating the need for fixed operational costs ‘events centres’ endure to provide 12 hour a day mixed use facilities.”

The Plan’s assumptions were made utilising projected financial operating costs associated with the now scrapped Hawkes Bay Velodrome and Whanganui’s 2011 unsuccessful ‘NZ Cycling Centre of Excellence’ bid; as well as considering actual financial performances of the two covered velodromes in New Zealand – Avantidrome Cambridge and Invercargill Velodrome which is part of Stadium Southland. The indicative business plan assumed anticipated operational costs would be met by the Whanganui District Council (facility owner). The rough order operational costs were expected to be in the region of $100k and $250k, before income. It was hoped the operational costs can be kept reasonably low by utilising management structures and resources already operating within the region.

The Central New Zealand Regional Velodrome Project involves upgrading the existing cycling velodrome complex including roofing the velodrome to protect the infrastructure, introducing a speed skating track inside the cycling track, upgrade of the amenities and redevelopment of the track infield to allow greater opportunity for the hosting of general events. Council covers the operational cost of the velodrome in its current state which is approximately $63,000 per annum. 2. Purpose The purpose of this report is to better qualify and quantify operational costs associated with the proposed upgraded Regional Velodrome.

The report identified that the Whanganui District Council (Council) would fund any operational shortfalls. Council, quite rightly, has asked for further analysis to better project operational costs to be considered within its Long Term Planning processes.

This report will assist Council to better determine the operational costs associated with operating the facility which will in turn assist decisions around whether to commit ratepayers to financially support

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any operational shortfalls and determine which operational management structure is best employed to deliver the desired performance outcome. 3. Methodology In compiling the information within this report, we have reconsidered assumptions associated with the indicative business plan. In doing so we have analysed more critically and discussed with persons associated with the following operations/reports to seek greater clarity around the ‘likely’ operational costs for facilities similar to that which might be constructed in Whanganui –

• Napier Multi-Use Sports Facility – Detailed Business Case 2017 (including Sport NZ assessment of report), • Whanganui’s 2011 unsuccessful ‘NZ Cycling Centre of Excellence’ bid, • Avantidrome Cambridge – including last few years actual financial and non-financial performance reports, • Invercargill Velodrome, • Operational data from other Velodromes around the world including Valley Cycling Centre – Trexlertown PA, Manchester Velodrome, Wales National Velodrome, Perth Speed Dome, • Local/Regional Cycling and Skating Officials • Sport Whanganui • Cycle NZ • Findings by Sport NZ on Napier’s abandoned Velodrome project • Roof design group • Event Management Consultants • Project architect/designer • Velo Group • Council’s Property Team

This report is particularly mindful of and is informed in its assumptions and projections by –

• The key findings from Sport NZ’s review of Napier’s abandoned Velodrome Projects Detailed Business Case, 16 February 2017. Sport NZ were scathing of some of the Napier Velodromes business case assumptions including extremely optimistic projected financials, over optimistic anticipated community use compared to Waikato’s Velodrome, unrealistic and unsustainable club rides, unrealistic user fees from first year compared to other tracks and unrealistic projected school use.

• The actual performance of the Waikato Avantidrome over the last three years of operation especially in relation to the velodromes projected performance. The projected financial performance set out in this report represents assumptions and expectations based on currently available information. The same caveats expressed in the indicative business plan exists with this information in so far as the proposed facility will operate different to the two other velodromes in New Zealand and the normal variables, risks and uncertainties that exist around a largely untried venture. Therefore financial performance may differ from those projected because events and circumstances do not always occur as expected. This was the case with both the other Velodromes in NZ – Waikato Avantidrome and Invercargill Velodrome.

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4. Key Assumptions and Expectations This report has reviewed and re-stated the key assumptions and expectations from the indicative business plan. These are critical in projecting operational costs and performance. Operational costs are based on the capital build assumed in the Velodrome Business Case dated June 2017, updated assumptions and referencing the updated specification plans dated 15 September 2017. Assumptions informing the operational budget are:

Velodrome Category:

The proposed velodrome and facility will be an ICU Category 2 Velodrome (unlike Waikato and Invercargill that are Category 1) due to inferior amenities such as lighting strength, seating numbers, scoreboards, timing etc. Facility Overview:

The proposed facility will fundamentally provide for all-weather track cycling and speed skating as well as providing a 3,500m2 infield suitable for events, shows, exhibits and other sports. The facility will not be set up as an all-purpose events centre but will rather provide the basic all weather space for events with basic amenities that event organisers will have to supplement. Repairs and Maintenance:

The facility will have a life expectancy well in excess of 25 years. It’s assumed the cycling track is being fully replaced ($2M) as part of the capital upgrade project which will dramatically decrease R and M costs for the lifetime of the track. For the Vesmaco skating track, maintenance required is a regular three year mop wash. Napier in its business case allowed for $32k in the first year rising to $82K in year 5 for repairs and maintenance costs across the areas of building/grounds, building compliance, minor equipment, bike fleet, plant and equipment, courts and track. Avantidrome currently budget $10k for track repairs following crashes and around $75k for other building related repairs and maintenance. For Whanganui’s track use we have assumed a figure of $5k per annum for track repairs and $10k for other facility repairs and maintenance.

Based on the below maintenance schedule received from the roof manufacturer we are assuming an average $80k annual cost for estimated maintenance for the roof structure (averaged over a six year period). This is to maintain the aesthetic appearance of the fabric to a recommended and practicable standard.

Note: The actual costs of the clean and optimum frequency can only be established relatively accurately when the degree of mould growth has been ascertained specifically for this site, and the first detailed clean has been performed. i.e. mould growth is dependent upon on topography, proximity to flora, wind and sun exposure and also annual climatic conditions. Estimated Roof Maintenance Schedule

• 100% of external surface cleaned every second year - estimate $44,000 • 33% of external surface cleaned yearly (Sothern slopes) - estimate $18,000

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• 100% of internal surface cleaned every 3 years (access by boom lift - will require access via the tunnel) - estimate $55,000 • Spot cleaning of internal surface yearly as required (access by boom lift - will require access via the tunnel) - estimate $22,000

Scope for Non Cycling/Skating Events:

Ian Magan, Event Organiser, Auckland - promoter of 42 years advises “ The need is for a multi-purpose venue that has been planned to encompass the particular staging, loading and production needs for high-level entertainment, as well as meeting the usual requirements for sporting and other activities….Palmerston North….has tended to be the regional base in the past, but it does not currently have such a facility, tending to rely on an older Sports Stadium…….we think there is good potential for Wanganui to occupy such a space in the NZ Venue scene – it all gets down to foresight of design…..and good solid local support and management”.

The Napier Velodrome Detailed Business Case assumed their multi use events centre would attract 6 events per year with an income of $750 per event. The income per event seems very modest indeed. Avantidrome are more cycling centric in their use however they still attract venue hire for events such as expo’s and weddings which can attract a daily charge of between $2,500 to $5,000 depending on exclusivity of use. For the Whanganui model we have assumed we will attract two events in the first year rising by an extra event each year. We have assumed a conservative daily charge of $2000 based on Avantidrome’s fees and Cooks Garden’s complex charging $1,300 for a full day private hire with other costs for rubbish, table cloths, projectors etc., being met additionally by the hirer.

There is always an element of juggling charges to suit the event/hirer, depending on what they are using and their respective requirements. Insurance:

Currently Council insures its $6.8M velodrome under the $17.3M Cooks Complex insurance package. This appears in the Cooks Venue budget as a $53k annual insurance cost. With the proposed $12M capital upgrade, annual insurance costs will increase by a net $21k to $74k.

Depreciation: Council does not rate fund for depreciation therefore there is no allocation within the proposed budget. Note: Other Velodrome complex’s usually budget for depreciation. Debt repayment:

Budget assumes the $1M WDC capital debt will be repaid over 16/17 years at $100,000/year. This will show against the Cooks Complex Budget. Personnel Costs:

We have assumed the Venue will be managed by Council’s Venue’s and Event’s Team as part of a facilities management portfolio thereby sharing overheads and maximising services, facilities and resources. Therefore we assume a minimal start-up requirement building capacity and usage over a 3 year period. Assuming 0.5FTE for year one rising to 1.5FTE at year three dedicated to the Velodrome. Avantidrome has approximately 4.5 FTE’s.

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Power Costs:

Unlike the Avantidrome (sub-floor and heat pumps), Whanganui’s velodrome will not be heated. It will require new 2V transformer in the capital build. Avantidrome use $165k worth of power with approximately $70k associated with the light use. Napier’s proposal budgeted $50k for power.

Lighting will use the most power in Whanganui’s facility and will obviously depend on amount of use. Whanganui’s velodrome will have 1000 -1200 lux from 100 x 600W bulbs with a 7 year warranty on lights.

Assumption: This facility will use 60% ($40k) of Waikato Velodromes lighting costs due to the lesser number of hours anticipated usage and the lower light illumination required. Tenants

Unlike the Waikato Avantidrome, this facility will have very limited tenant space due to capital build constraints. With the anticipation the Velodrome upgrade will result in a Regional Bike Performance Hub being set up in the region, Bike NZ are currently undecided where the regional hub or associated FTE will be located. It may be at the Velodrome complex or it may be associated out at Massey University. It will be six months before Bike NZ is likely to make this decision. Therefore we have assumed no tenant income from Bike NZ. We have, however, identified revenue within the budget from anticipated Regional Bike Performance Hub usage from its riders. The $2M project upgrade of the Snell Pavilion as Whanganui Cyclings Clubrooms will result in a lease with Whanganui Cycling Club which we’ve estimated as $5k per annum. Marketing/Promotion/Advertising

Napier assumed $20k whereas Avantidrome spend $29k for Marketing/Promotion/Advertising. Due to our anticipated soft start we have assumed $8k for this expenditure item. Cleaning and Sanitation

Napier assumed $8k whereas Avantidrome spend $22k for Cleaning and Sanitation. Due to our anticipated soft start we have assumed $5k for this expenditure item. Stationary and Office Supplies

Napier assumed $2.5k and we have assumed $1k for this expenditure item. Contingency

A 10% contingency ($25k) has been included within expenditure figures.

5. User Income Cycling

Note: The Regional Velodrome facility will not operate like Waikato Avantidrome, Southland or previously proposed Napier Velodrome in that it will not have a gym, café, recovery pools, medical and rehabilitation centre, athletes nap room, study rooms etc., especially in its conceptual years.

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Usage at the likes of the Waikato Avantidrome and Invercargill Velodrome are approximately 80/20 - Community/Elite. The Manawatu/Whanganui velodrome will not have the tenancy presence of elite programmes such as the Avantidrome enjoys i.e. Cycling New Zealand, Triathlon NZ and Paralympic High Performance Programmes, therefore we have assumed a 90/10 - Community/Elite within our cycling user model.

Avantidrome charge $15/hr adults; $10/hr < 18; Concession cards – includes a level of coaching, access to bikes and showers. We have assumed a base charge of $10/hour in our calculations.

Table 1 Summary of Track Use (rides) – Avantidrome Cambridge

April 14 to March 15 April 15 to March 16 April 16 to March 17

Community 21,678 19,377 24,232

Schools 5,162 4,453 5,418

Racing 1,898 3,453 3,861

Trike 40 981 2,767

Total Use 28,500 28,000 36,000

Projected (Business Plan) 30,530 33,583 36,636

Track Hours Used 5,528 3,700 4,205

Percentage - High 17.6% / 82.4% 21.7% / 78.3% 18.9% / 81.1% Performance vs Community Cycling Track Hire Revenue - $398K $415k generated from above cycling track users

The proposed Napier Velodrome had four primary revenue sources for the multi-use facility:

• Track hire-age fees for the velodrome track and related facilities • Court usage fees • Event charges • Retail leases

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Projected income for each of these items was as follows (Napier): Table 2: Projected income Year 1 Year 2 Year 3 Year 4 Year 5+ Velodrome Clubs $149,217 $149,217 $149,217 $149,217 $149,217 Community $54,783 $95,870 $146,087 $205,435 $228,261 Competitions $24,261 $24,261 $14,870 $21,913 $10,174 Corporate Challenge $20,870 $31,304 $41,739 $52,174 $62,609 Cycling NZ $31,304 $31,304 $31,304 $31,304 $31,304 Schools $58,435 $68,870 $79,304 $89,739 $100,174 Total Track Fees $338,870 $400,826 $462,522 $549,783 $581,739 Courts Total Court Fees $107,400 $110,870 $114,687 $118,903 $123,581 Events Number of 6 6 6 6 6 entertainment events per year Income per event $750 $750 $750 $750 $750 Total Events Fees $4,500 $4,500 $4,500 $4,500 $4,500 Total Facility Fees $450,770 $516,196 $581,709 $673,186 $709,820

For the Manawatu Whanganui velodrome we assume there will be no income from court usage fees or retail leases although this cannot be discounted in future years as the complex potentially develops.

A NZME report on Napier’s failed Proposed Velodrome quoted the following Sport NZ review findings of the detailed business case associated with the proposal -

• Projected financials were extremely optimistic • Business case optimistically anticipated 85% in community use to that of Waikato • Club figures were also unrealistic and unsustainable i.e. 1000 members would generate 15,702 rides per year or 1044 hours. • Also queries over projected school use. • Projected $338,870 user fees in first year from track – unrealistic according to other tracks.

The Invercargill Velodrome generates around $32k from track fees annually.

6. Whanganui Velodrome Cycling User Fees – Assumptions Community Hire

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Avantidrome has 2700 hours of community use a year, Napier predicted 2328 hours ($54k). We assume Whanganui will get a conservative 400 hours of community riding in the first year growing 5% each year. Avantidrome charge $15/hr adults; $10/hr < 18; whereas Napier budgeted on a $10/hr fee. We have assumed a charge of $10/hour in our calculations.

Schools Hire

Avantidrome has approximately 500 hours of school hire whereas Napier budgeted for 448 hours ($58k). We assume we will conservatively attract 200 hours of school riding in the first year growing 5% each year. We have used a $5/hour charge for schools in our calculations.

Racing Hire

Avantidrome has approximately 200 hours of racing hire whereas Napier budgeted for 130 hours ($24k). We assume we will attract the cycling events as listed in Table 4 which amounts to $12,900 per year (10 year average). In calculating this average we have used a conservative daily charge rate of $3,000 as opposed to Avantidrome’s cycle meeting cost of $5,000 per day. Club Hire Napier predicted 812 hours ($149k). We assume we will get a conservative 200 hours of club riding in the first year growing 5% each year. We have assumed a charge of $10/hour in our calculations.

Regional Performance Cycling Hub Avantidrome has approximately 240 hours of Cycle NZ Hub riders whereas Napier budgeted for 160 hours ($31k). We assume we will attract 150 hours of Cycle NZ Hub hours/year. We have assumed a charge of $10/hour in our calculations. We have assumed that the Whanganui Manawatu Velodrome will conservatively attract the following user fees from Cycling/Events. Table 3 – Projected Income for the Whanganui Velodrome

Year 1 Year 2 Year 3

Velodrome Clubs $2,000 $2,100 $2,200

Community $4,000 $4,200 $4,400

Competitions $12,900 $12,900 $12,900

Regional $1,500 $1,575 $1,625 Performance Hub Schools $1,000 $1,100 $1,200

Total Track Fees $21,400 $21,875 $22,325 Events: Number of non- 2 3 4 Non cycling/skating cycling/skating events per year Income per event $2000 $2000 $2000

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Total Event Fees $4,000 $6,000 $8,000

Skating Events $4,375 $4,375 $4,375

Training/casual $10,000 $10,000 $10,000 use

Total Skating Fees $14,375 $14,375 $14,375

Total Facility Fees $39,775 $42,250 $44,700

Skating

We have tested the assumptions made in the indicative business plan around anticipated use by the various skating users that may utilise the revamped covered velodrome which is to include a world class ‘vesmaco’ speed skating surface. In terms of maintenance of the vesmaco track, a similar track in Italy which was laid in 2004 is still operating 13 years later with no need for track maintenance. Unlike cycling, spills on the track by skaters tend not to damage the tracks surface. By having a world class vesmaco speed track at the velodrome, the Whanganui/Manawatu centre would have first class surfaces across all skating disciplines i.e.

• Speed skating – Velodrome • Roller Derby - Velodrome • Inline Hockey – Springvale Stadium • Artistic – Jubilee Stadium • Road racing/ marathon etc – Manfeild (Feilding)

We have re-tested the assumptions around the velodrome attracting Oceania, NZ, World and other skating events and these have been found to be largely accurate apart from the NZ Track Champs which could be expected every three rather than two years. Table 4 below has been adjusted accordingly. There is also opportunity to gain World Masters hosting rights down this part of the world with Timaru being granted the 2019 hosting rights. We could expect an event of this magnitude once every 8 years in NZ and the obvious place would be Whanganui if it had the vesmaco track under the velodromes roof.

For large skating events, organisers could expect to pay $5,000 for 5-6 day hire and $2,500 for 2-3 days. We have assumed a charge out rate of $1000/day for these events.

Skaters expect to have to pay to use the proposed track for training at the velodrome and this could either be in the form of a ‘club yearly fee’ of around $10k plus a daily fee for casuals. If the track was to be built we would expect skaters from the Manawatu area and beyond to travel here for training. Additionally artistic skaters, roller derby skaters, inline hockey skaters and road skaters would use the track for cross training purposes.

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Assumption: There would be no possibility to hold World Speed Skating or World Masters Games Skating within the first three years. We would expect to gain hosting rights to Oceania and New Zealand Speed Skating Champs within first three years along with two day events per year. User fees from these events have been averaged over ten years. i.e. $4,375 /year.

Table 4: Cycling/Skating Event Schedule

Event Expected How often Expected annual user Duration Charge per Revenue will the daily revenue from (Days) event after 10 Event event occur charge years (10 year average)

NZ Cycling Once every Track 7 five years $21,000 $42,000 $4,200 Champs $3,000

Oceania Cycling Once every 4 $3,000 $12,000 $12,000 $1,200 Track ten years Champs

NZ Secondary

Schools Once every 3 Cycling three years $3,000 $9,000 $30,000 $3,000 Track Nationals

One Cycling Once every internation 1 $3,000 two years $3,000 $15,000 $1,500 al event

Regional Three per Cycling 1 $1,000 year $1,000 $30,000 $3,000 Events

Cycling Total $12,900

Oceania Speed Once every $5,000 $12,500 $1,250 Skating 5 $1,000 four years Champions hips

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New Zealand Once every $3,000 $10,000 $1,000 Bank Track 3 $1,000 three years Champions hips

World Speed Once every 7 $1,000 $7,000 $7,000 $700 Skating ten years Champs

Other Speed One per 1 $1,000 $1,000 $10,000 $1,000 Skating Year Events

World Masters Once every $4,000 $4,250 $425 Games 4 $1,000 eight years Speed Skating

$4,375

Note: The assumptions around use of the Velodrome for the events listed in Table 4 above, have been tested with the likes of Ron Cheatley (ex. NZ Cycle Coach), Dayle Cheatley (outgoing NZ Track Cycling Coach), Sport Whanganui staff and local Speed Skating Coach/enthusiast – Gary Clark.

7. Sponsorship

As is the case with both the Waikato and Southland Velodromes, the ability to attract major sponsorship and to a lesser degree grants, dictates whether a Velodrome/Multipurpose Stadium can sustain an operational break even budget. The ‘Velo Group’ are canvassing a ‘Velo 5000 Club’ which attracts initial sponsorship of $5k which provides for signage rights for 3 years after which the sponsors will be expected to ‘pay as they go’. The initial 5000 club sponsorship amount will go towards velodrome project/capital costs whereas any renewal sponsorship, we’ve assumed, will be used as part of operational income. Again this is difficult to quantify therefore we have assumed no income from this source for the purposes of this report.

The Velo Group and soon to be commissioned ‘Giblin Group’, have reasonable leads to suggest an overall naming rights sponsor for the velodrome to the value of $1M is not out of the question. Depending on the Sponsors agreeance this could be taken evenly over a 5 year period and used for operational revenue purposes. Again we have not assumed any income from this area within the projected budget.

8. Projections and Actual Performances of Other Velodromes

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Waikato Avantidrome – ICU Cat 1 Velodome ($32M Capital Build - 3km from Cambridge and 14kms from Hamilton)

The Waikato Avantidrome is probably the most realistic velodrome from which to gauge potential operational running costs from as its relatively new and has transparent operations to gauge what works well and what does not. Even so, the Manawatu/Whanganui Regional Velodrome will never be the premier Velodrome that Waikato Avantidrome is and nor will it be set up to provide the depth of services Waikato Avantidrome does.

During the 2015/16 year the Avantidrome in Cambridge had an operating surplus of $330k which followed an operating surplus the previous year of $363k. Again in 2016/17 the operating surplus was 363k. A large portion of the operating revenue ($2.7M) was attributable to sponsorship (57%), rent (22%) and grants (1.5%). Track hire $415k accounted for 15% of overall revenue. The surpluses were after an element of debt repayment and accounting for depreciation. Rental is very high due to multiple tenants – Bike NZ, Sport NZ, Triathlon NZ, Paralympic NZ, BOP/WBOP Cycle.

Avantidrome has 40 schools participating during a year with 179 riders and 1300 rides although predominantly five main close schools. Generally usage is divided between 20% High Performance/ 80% Community/Corporate – rest homes, infield gym, disabilities/rehab/schools.

Waikato Avantidrome’s total operating expenditure (2.6M) was principally made up from depreciation (47%), property expenses (18%) and employee expenses (16%). Of the property expenses $165k is for power which includes subfloor heating and heat pumps to keep the velodrome constantly at or around 18 degrees Celsius. It’s estimated the lights make up around $60k of this total cost. This year has seen the highest usage of the track since opening. The biggest growth has come from the Avantidrome Trikes programme with close to 300% increase. The facility had a total of 24,232 community riders riding the track during the year, with a total of 36,482 hours. The Grassroots Trust Waikato/BOP Performance Hub has used a total of 238 hours this year. Obviously, Cycling New Zealand and Paralympic High Performance Programmes are a big part of the Avantidrome day to day business although their combined 556 hours was considerably lower than last year.

Southland Velodrome - ICU Cat 1 Velodrome

The Southland velodrome is part of Stadium Southland that also relies on Grants and Sponsorship of around $400k to survive. The track attracts $100k in track fees and rentals, circa $150k velodrome expenses, Insurance $6k, Vehicle $9k, Rates/Rent etc $8k, Repairs and Maintenance $3.5k, Riders grants $6k, Accounting $3k. Admin $34k, Audit $7k, lease $7k and Wages $221k. Some of these costs are associated with running Southland Cycling including running the tour of Southland. Stadium Southland attracts generous sponsorships from the likes of the Invercargill Licensing Trust, Invercargill City Council, the Community Trust of Southland and Southland District Council.

The stadiums operational costs have grown to maintain the standard of an $11m venue compared to the $43m complex they now have. Valley Preferred Cycling Centre – Trexlertown, PA (outdoor track)

1975 built, county owned and funded through corporate sponsorship and fundraising. Biggest revenue earner is sale of alcohol. $500 annual fee for bikes/track use with other concessions. The track is fully booked from sun up to late in the evening during the season.

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Manchester Velodrome

1995 Ron Webb designed track. Now operated by a Trust and receives an annual operating grant of around $485k from the City. Supposed most used velodrome in the world and they can no longer satisfy demand. Home of Great Britain Cycling and have around 200 GBC staff accommodated. GBC use 1500 hrs annually which is about 25% of available track time. They pay $97/hour. Open 8am to 10pm daily. Velodrome is heated. Lighting up to 2000 Lux. NCC has around 50 staff. Wales National Velodrome

Ron Webb design built in 2003. Owned and operated by the city of Newport. Multi sports complex. Home to Welsh Cycling who use 500 hrs of track time per year. Velodrome is heated. Welsh Cycling pays $145/hr. to use. Basically open 7am to 10pm daily. Employs 5 FTE’s. Originally built for $13.6M on the cheap. Perth Speed Dome

Ron Webb construction built in 1989. Owned and operated by state government. 25 years old and looks it. Only one employee but open 1pm to 8.30pm weekdays and on weekends by arrangement. Track is rented for $45/hour or singularly $13 a session. International teams pay $134/hr. 50 bikes for rent. Has inline skating rink inside. No natural light, no heating, no ventilation. 1400 lux lighting. Track does not break even but to what extent not sure. Track is used for 75% of its opening hours or 30 hours per week. Little emphasis on commercial viability. Venue West Annual Report reports 24,589 uses in 2010/11 including 516 hours of elite training/comps, 3 elite events, 1 commercial event and 13 community events.

Whanganui Velodrome - Cycling Centre of Excellence Centre Proposal

The previous Cycling Centre of Excellence Centre proposed by Council in 2011, expected an operational loss of $200k to $300k. Napier City Council – Proposed Velodrome

The now scrapped Napier Velodrome/Events Centre projected within its indicative Business Plan 2015 an operational cost of between $375,000 and $675,000, less revenue, with an optimistic projection of break even in year seven. A more detailed business case produced in 2017 for the same complex identified an operational cost of $438,000 in year one through to $559,630 in year five with an associated income stream of $450,000 in year one and $709,820 in year five. That’s a profit from year one. As has been pointed out earlier in this report, a number of the assumptions around these financial projections were seriously questioned in a review by Sport NZ. The Napier project has since been scrapped.

Table 6 and 7 details the expenditure and income projected from the Napier detailed business case.

9. Draft Whanganui Velodrome Operations budget against Waikato (actual) and Napier’s (projected)

Table 5 Income Napier (Proposed) Avantidrome Whanganui (Waikato)

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Rental Income 605,000 5,000 Sponsorship 1,566,000 Cycling Track Hire 338,870 415,000 21,400 User Charges 107,400 Room Hire 45,000 1,000 Gym Fees 57,000 Skating Track Hire 14,375 Event Hire 4,500 4,000 Other 40,000 Interest 1,000 Grants 118,000 Donations 136,000

User Fees and Other 450,000 2,987,000 45,775 Income

Expenses

Accounting 10,000 Advertising 20,000 29,000 3,000 Catering Expenses Cleaning and Sanitation 8,000 22,000 5,000 Compliance costs Consultancy Grants Education and Training 2,500

Energy – Gas/Electricity 69,000 165,000 (Lights 70k) 40,000 Health and Safety 1500 Insurance 35,000 74,000 Interest 140,000 Repairs and Maintenance 32,000 484,000 95,000 General Expenses 4000 8,000 2,000 Marketing and 5,000 Promotion Clothing/Uniforms Rates 750 Personnel Costs 219,000 423,000 35,000 Security 5000 Minor Equipment Professional Development Stationary and Office 2500 1,000 Supplies Telephones Travel and 2,500 Accommodation

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Depreciation 1,249,000 Other 287,000 Contingency 10% 25,000 Total Expenses 438,902 2,623,000 285,000

Profit/(Deficit) 11,000 363,000 (239,225)

10. (Napier) Operating costs The Indicative Business Case estimated annual operating costs at $375,000 - $675,000, which was based on a standalone multi-use facility owned and operated by the Council. The IBC also estimated operating income with the caveat that it warranted further investigation in the detailed business case.

Below is the updated projected operating costs for the Napier multi-use facility identified within the detailed business case.

Table 6: Projected operating expenditure – Napier Multi-Use Facility

2019 2020 2021 2022 2023

Accounting 10,000 10,000 10,000 10,000 10,000 Advertising & 20,413 23,685 26,960 31,534 33,366 Promotion incl. staff uniforms Audit Fees 5,000 5,000 5,000 5,000 5,000 Bank Fees & 5,000 5,000 5,000 5,000 5,000 Booking Fees Cleaning - 7,800 7,800 7,800 7,800 7,800 Products & supplies Education & 2,500 2,500 2,500 2,500 2,500 Training Energy - Arena 50,000 50,000 50,000 50,000 50,000 lighting & power Energy - Arena 12,500 12,500 12,500 12,500 12,500 climate control Energy - Other 6,000 6,000 6,000 6,000 6,000 Event Costs 0 0 0 0 0 General 2,500 2,500 2,500 2,500 2,500 Expenses Health & 1,500 1,500 1,500 1,500 1,500 Hygiene incl. Waste Mgmt

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ICT (computer, 10,000 10,000 10,000 10,000 10,000 internet, website, phone etc) Insurance 35,000 35,000 35,000 35,000 35,000 Kitchen 1,500 1,500 1,500 1,500 1,500 Supplies Legal expenses 2,500 2,500 2,500 2,500 2,500 Memberships, 1,500 1,500 1,500 1,500 1,500 subscriptions, licences Office Supplies 5,000 5,000 5,000 5,000 5,000 incl. copying Rates 750 750 750 750 750 Security 5,000 5,000 5,000 5,000 5,000 Travel 2,500 2,500 2,500 2,500 2,500 186,963 190,235 193,510 198,084 199,916 Repairs & Maintenance

R & M - 12,500 15,625 20,833 31,250 62,500 Building/Grou nds & General R&M - Building 3,500 3,500 3,500 3,500 3,500 compliance R & M - Minor 2,500 2,500 2,500 2,500 2,500 Equipment (< $500) R & M - Bike 1,000 1,000 1,000 1,000 1,000 Fleet R & M - Plant & 2,500 2,500 2,500 2,500 2,500 Equipment R & M - Courts 10,000 10,000 10,000 10,000 10,000 & track R & M - Total 32,000 35,125 40,333 50,750 82,000 Salaries & Wages

Cleaning - 2,250 2,250 2,250 2,250 2,250 Hours Cleaning 39,375 39,375 39,375 39,375 39,375 Instructors - 780 1,210 1,640 2,070 2,150 Hours Instructors 15,600 24,200 32,800 41,400 43,000 Sales and 60,000 60,000 60,000 60,000 60,000 Operations Manager

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Operations 25,000 25,000 25,000 25,000 25,000 Coordinator - Track Operations 25,000 25,000 25,000 25,000 25,000 Coordinator - Courts Reception - 2,328 2,794 3,212 3,714 3,770 Hours (Total track use hours) Reception 40,740 48,895 56,210 64,995 65,975 211,073 228,724 245,487 263,804 266,520 ACC 2,533 2,745 2,946 3,166 3,198 Kiwisaver 6,332 6,862 7,365 7,914 7,996 Total salaries & 219,938 238,330 255,797 274,884 277,714 wages PROJECTED 438,902 463,690 489,641 523,718 559,630 TOTAL OPERATING EXPENDITURE

Table 7: Projected income (Napier)

Year 1 Year 2 Year 3 Year 4 Year 5+ Velodrome Clubs $149,217 $149,217 $149,217 $149,217 $149,217

Community $54,783 $95,870 $146,087 $205,435 $228,261

Competitions $24,261 $24,261 $14,870 $21,913 $10,174

Corporate Challenge $20,870 $31,304 $41,739 $52,174 $62,609

Cycling NZ $31,304 $31,304 $31,304 $31,304 $31,304

Schools $58,435 $68,870 $79,304 $89,739 $100,174

Total Track Fees $338,870 $400,826 $462,522 $549,783 $581,739

Courts Total court fees $107,400 $110,870 $114,687 $118,903 $123,581

Events Number of 6 6 6 6 6 entertainment events per year

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Income per event $750 $750 $750 $750 $750

Total Events Fees $4,500 $4,500 $4,500 $4,500 $4,500

Total Facility Fees $450,770 $516,196 $581,709 $673,186 $709,820

11. Conclusion: Based on the findings of this report built around best knowledge and conservative estimates, its anticipated the proposed upgraded velodrome complex in Whanganui will have an operational income of around $46,000 in year one and an operational expenditure of $285,000; not taking into account any possible sponsorship/grant income. This produces an operational loss of $239,000 in year one. This needs to be considered against a current operational cost of $63,000 for the uncovered velodrome.

The key assumption going forward is that increased use will reduce the operational deficit and sponsorship/grant revenue is key to reaching a break even operation. The Avantidrome, for instance, relies on around 60% of its total revenue from sponsorship/grants. Within this operational budget there is no allowance for any revenue that may be solicited through sponsorship/grants.

18 Page 54 Reference C2 ACTIVITY DASHBOARD Period: 1 November to 31 December, 2017

Business Acquisition in Period Year to Date* Conversion Quotes Bookings Conversion Rate Quotes Bookings Rate War Memorial 26 6 23% 92 42 46% Centre Royal Wanganui 20 1 5% 37 6 16% Opera House Cooks Gardens 11 11 100% 30 28 93% Event Centre Total 57 18 32% 159 76 48% *New measurement from 01/01/2017 Venue Efficiency: Days Venue Hired vs. Days Venue Available in Previous Year Comparison Period (6 day week) No. of Days Hired Efficiency Efficiency Variance Events War Memorial 16 34 22% 22% 0% Centre (3 rooms) Royal Wanganui 12 20 38% 11% 27% Opera House Cooks Gardens Event Centre incl. 14 21 38% 57% (19%) Track & Grounds Total 42 75 29% 27% 2%

Net Promoter Score (Cumulative)

WMC RWOH CGEC Total Benchmark Current Period 88 33 67 74 20 Previous Period 79 0 50 59 20 Variance ^9 ^33 ^17 ^15

Mu Visitor Footfall: Event Attendance, Ticketed Patrons & Visitors in Period vs. period last year

9,000 7,887 8,000 7,000 6,000 4,814 4,943 4,780 5,000 3,962 4,000 3,000 2,000 1,000 - - War Memorial Centre Royal Wanganui Opera House Cooks Gardens Event Centre

Current Period Previous Yr Page 55

Visitor Footfall in Period vs. period last year

3,000 2,802 2,620 2,500

2,000 1,737 1,797

1,500

1,000 887 852

500

0 Local Domestic International

Current Period Previous Yr

Revenue Mix in Period vs. period last year

140,000 132,003

117,697 120,000

100,000

80,000

56,800 60,000 41,390 41,614 40,000 29,503 30,593

20,000 12,759 11,953 15,005 6,737 3,346 0 Retail Accommodation Activity Transport Events Total

Current Period Previous Yr Page 56

8. Regulatory and Customer Services Activity Report July 2017 – December 2017

Significance of decision – In terms of the Significance and Engagement Policy, the recommended decision is not significant.

Recommendation to Committee

8.1 THAT the information is noted.

Iain Brown, Regulatory and Customer Service Manager, reports:

Executive Summary The purpose of this report is to provide the Property and Community Services Committee with an update on the Regulatory and Customer Services activity for the six months ending December 2017.

Within the last year customer service delivery has been addressed across all of the teams, but particularly in respect to the Animal Management team. Better practices have enhanced the public perception along with reducing repeat calls from complainants as well as increasing our enforcement capability. Complaints to the Mayor and CE, which were common early in the year, are now rare.

The proposed redevelopment of the front counter area is going to enhance the customer service experience considerably. At present we have three disparate elements to the Customer Services team. The proposed changes to the physical environment will facilitate improved staff utilisation and support for each other..

We are in the process of accelerating the digitisation of building plan packs and updating the whole delivery of these to the public. This will transform the way people will view the files and remove the need for people to sit in the foyer with files spread out across counters and desks and getting staff to make copies of them.

Along with the system updates, a review of KPI’s, targets and general statistics is being completed so that we are able to get more relevant information to inform the business.

Progress Updates:

ENVIRONMENTAL STANDARDS TEAM

Having dedicated building administration staff since the restructure has improved the quality control in regards to documentation and has seen several efficiencies identified and implemented.

Online consenting applications have been mandatory since 1 February 2017 and feedback has generally been positive. Staff have been proactive in supporting customers

Property and Community Services Committee 7 February 2018 Page 57

and businesses utilising this. The second phase of the process is in the test stage after which it will be made publicly available.

There is a continuation of high volumes of construction work within the building sector in our District and region. This creates high volumes of work for the Building and Admin team. The Revenue to Council has increased commensurately.

We have accepted a request (MoU in place) from Ruapehu District Council to supply technical expertise for commercial projects when required. We are also supplying technical training and reviews for Tararua District Council (TDC) building officers in the Plumbing and Drainage disciplines. These actions highlight our leadership and expertise in the region.

The new Earthquake-prone Buildings (EPB) legislation is starting to impact on resourcing with enquiries and creation of appropriate recording systems being completed within the period. The coming year will increase work as we roll-out the profiling requirements and undertake inspections of potential EPB’s.

New swimming pool legislation has also impacted upon resourcing with staff creating and implementing notification and recording systems for inspections to start in 2018. Complaints around illegal pools have also spiked with the warmer weather which is putting pressure on resources to carry out enforcement actions in this area.

Building Control

Table 2 – Building Control activity July 1 2017– December 31 2017.

ACTION 2016 2017 RAG

Number of building consents issued 431 430 N/A

Consents processed under 20 days 99.4% 100% KPI 100%

Average days 10.1 days 9.14 days N/A

Value of building consents $40,627,438.47 $41,980,017.45 N/A

Revenue received $574,630.03 $538,918.40 N/A

Code Compliance Certificates issued 332 340 N/A

Code Compliance Certificates (CCC) 98.8% 100% KPI 100% processed in less than 20 days

Customer satisfaction (annual) Not available 97% (annual) KPI 90%

Of the 430 building consents issued during the July – December 2017 period none went over the statutory 20 days. The trend is again showing an excellent level of compliance especially taking into account levels of activity..

Property and Community Services Committee 7 February 2018 Page 58

For the period of July – December 2017 we received 429 building consent applications and received 305 replies to further information requests (RFI’s).

There were 433 consents processed for the period with 54% requiring RFI’s (which totalled 1,763 questions).

There were 1,867 inspections carried out with only 58.5% passing. This will now require a further 774 recheck inspections which will also need to be allowed for within inspection timeframes.

Compliance with statutory 20 day requirements for building consent applications reached 100% for the July – December 2017 period. This is an excellent effort considering the amount of consents coming through which also includes a significant number of re- assessments for applications which required further information.

340 Code of Compliance Certificate applications for the July – December 2017 period were assessed and issued and there was only 1 historic application exceeding the statutory 20 days in the year so far.

Although it doesn’t strictly fall within the reporting period we have just had our International Accreditation New Zealand Audit which is crucial for us to maintain our Building Inspection accreditation. We have provisionally passed with a few minor corrective actions and recommendations required before the final certification can be issued. One observation that was made is that in a number of the instances where we have appeared to have been too customer-centric focussed and that has been treated as a fault. The auditors have commented that this was a strong theme across the Building Consent Authority.

Whilst many functions that we complete across our wider teams are customer-focused we have to recognise that in the regulatory environment we are bound by the law. If something hasn’t been done correctly we need to ensure that the customer is informed and potentially their applications may be rejected.

Property and Community Services Committee 7 February 2018

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Property and Community Services Committee 7 February 2018

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Environmental Health

Overall this six months has been busier than the same time last year. This may be attributable to the finer weather (40 days without rain).

Technical staffing levels, Environmental Health Officers (EHO’s) have been able to manage complaints and food related matters adequately. We have however identified some gaps in the administration section and we have experienced some backlogs of food business applications and related administration and we are working to rectify this.

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Bee-keeping activity has caused some complaints and we are working to try and reconcile these issues.

There has been an increase in general compliance issues such as Abandoned Vehicles and Other Animal Related issues. Some things such as abandoned vehicles may be attributed to the lower scrap metal cost at present.

Noise calls out from 1 July 2017 to 30 Dec 2017.

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Food Control Plan Inspections 1 July 2017 to 30 Dec 2017

KEY Number Inspections Total FCP Percentage RAG PERFORMANCE of new month (6 Inspections to date INDICATORS premises months) to date loaded

Annual auditing of 103 103/175 59% KPI 100% Food Control Plans (annual)

Corrective actions - - 0 0 KPI 100% (10 working days) to meet minimum standards

COMPLIANCE TEAM

Alcohol licensing

There were 30 Licencing Inspections over the six month period.

The provisional Local Alcohol Policy received two appeals. A date has been set for 23 July 2018 for the Alcohol Regulatory Licencing Authority (ARLA) to hear the appeals.

The Alcohol Licensing process has been reviewed from start to finish. This will make it more user friendly for both staff and customers. We are moving to online applications.

Licences/ Certificates issued.

Jul Aug Sep Oct Nov Dec Total

Total 25 28 24 19 24 28 148

20 working 25 28 24 19 24 28 148 days

Target 100% 100% 100% 100% 100% 100% 100% 100%

Average 6.5 5.3 3 1 4.2 1.4 3.6 processing time (days)

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Alcohol Applications received

Jul Aug Sep Oct Nov Dec Total

ON (NEW) 0 0 0 0 0 0 0

ON (RENEW) 0 5 1 1 3 3 13

OFF (NEW) 0 0 0 0 1 0 1

OFF (RENEW) 0 0 0 0 0 2 2

CLUB (NEW) 0 0 0 0 0 0 0

CLUB (RENEW) 0 1 0 0 0 1 2

BYO (NEW) 0 0 0 0 0 0 0

BYO (RENEW) 0 0 0 0 0 0 0

T/A 0 0 0 1 0 0 1

SPECIALS 14 10 14 12 14 16 80

MANAGER CERT (NEW) 7 7 4 1 1 6 26

MANAGER CERT 4 8 4 4 6 3 29 (RENEW)

TOTAL 25 31 23 19 25 31 154

Animal Management

The pound project has been submitted to Council and there is a revised report being presented at the 7 February 2018 Property and Community Services Committee meeting.

During this period we have prepared six files for prosecution, five of these are due to be laid at Court and one has been convicted awaiting sentence.

A review of our dog registration process identified a legacy invoicing issue and we have subsequently added an extra $60k to the revenue. This is reflected in the draft Long-term Plan budgets.

We have sent out 470 non-registration infringements with a late penalty fee in lieu of a fine. 183 people took advantage of that which has boosted our registered dog population by 4.4%. Follow up on the final unregistered dogs is to follow which will involve seizure and accommodation in the pound as room permits. We have neutered 232 dogs from the possible 250 allowed from the Department of Internal Affairs grant received last year. We have neutered the second highest number of dogs in the country.

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Dog Pound

Jul Aug Sep Oct Nov Dec Total

Impounded 86 84 61 63 51 37 382 dogs/Whanganui

Impounded 7 5 4 13 7 6 42 dogs/Rangitikei

Returned to owner (RTO) 36 33 26 30 33 21 179

Euthanised 44 35 30 24 12 10 155

Sold 4 15 4 4 4 4 35

Pound $2265 $3370 $1810 $1430 $2320 $1395 $12590 fee/Sustenance/Sale of dogs

Total impounds remain high at 20 impounds higher than the previous six months.

Impounds have placed pressure on current resources which has caused alternative decisions to be made. All dogs impounded for attacks have been released pending prosecution subject to strict conditions.

Dog Registration

Jul Aug Sep Oct Nov Dec

Known active dogs 7819 7773 7738 7662 7698 7728

Registered dogs 5705 6511 6825 7076 7282 7348

Known not registered 2114 1262 913 586 416 380

Target 98% 73% 83.8% 88.2% 92.4% 94.6% 95.1%

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METER REVENUE 70000 60000 50000 40000 30000 DOLLAR $ 20000 10000 0 JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN 2016/17 39096 36566 41744 58185 41519 49548 42500 41500 44500 40881 43734 38520 2017/18 40175 43486 44519 66529 48302 51930

Money banked that month 2016/17 2017/18

Parking Services

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Councillors will be well aware of the Parking Management Plan so I won’t address that in this report.

CUSTOMER SERVICES TEAM

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There are numerous other statistics for Customer Services such as phone calls both during the day and after hours, counter caller numbers and payments which are not included in this report but are collected to inform the business.

PLANNING TEAM

Resource Management

Activity Report July 1 2017 – December 31 2017. ACTIVITY 2016 2017

Pre-Application meetings held Unknown 45

Applications returned (s88) - all Unknown 12

Resource consents issued – subdivision 22 30

Resource consent issued – land use 32 57

Time extension (s37) – subdivision 3 1

Time extension (s37) – land 0 2

Issue days – subdivision 19.6 15.7

Issue days – land use 16 13.6

Processed within statutory timeframe 100% 96.4%

Refund issued Unknown 3

Notified Resource consent 0 0

223 Certification 16 19

224 Certification 17 26

Building Consent processing 139 209

LIM processing 276 250

Customer survey satisfaction Unknown 17

Processing Performance 33 more consent applications were processed in the period compared with the same period in 2016. 96.4% of consent applications were processed within statutory timeframes. Average processing days were less in the period than in the 2016 period. Performance was high given resource vacancies and additional reliance on consultants and contractors.,

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Pre-Application Meetings Pre-application meetings continue to be a popular option with an average 7 meetings held a month.

Objections to Consents During the period Council received no objections to resource consent applications.

Monitoring of Conditions of Consent Monitoring of consent conditions was not undertaken in the period due to resourcing levels.

Active Enforcement One abatement notice served in the period at 3 Carson Street in respect to an unauthorised front fence (notice served 12 December).

Environment Court Two Environment Court matters have been progressing with Kensington Swan acting on behalf of Council in both. Both hearings are scheduled for 30/31 January 2018. • 80 Hipango Terrace - Declaration filed by David Mulholland regarding definition of ‘suitably qualified and experienced geotechnical engineer’. Brenda O'Shaughnessy and Johanna Verhoek expert witnesses.

• 14 Edith Collier Drive - Declaration filed by Mr Reuters regarding WDC’s interpretation of ‘existing ground level’ definition. Daryll Couper, Brenda O'Shaughnessy and Johanna Verhoek expert witnesses.

Customer Satisfaction Survey 17 surveys were returned during the period, with the majority of surveys either ‘satisfied’ or ‘very satisfied’ with the service received.

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District Plan update

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Phase Six: Various Topics

Otamatea West (PC46)

Hearing held 11 December 2017. Hearing adjourned by the Panel for further submitter engagement to be undertaken. Engagement meeting set for 15 February 2018.

Outstanding Natural Landscapes (PC48)

Awaiting receipt of final Cultural Assessment Report. No action in the period.

Phase Seven: Tangata Whenua

Tangata Whenua (PC50)

Hearing held 11 July 2017 to hear submissions. Decisions on submissions were notified on 7 October 2017 and the Plan was amended effective 9 October 2017. The period for lodging appeals closed on 20 November 2017. No appeals were received. Adoption by Council anticipated February 2018.

Phase Nine

Industrial Zone (PC54)

Mill Road Structure Plan developed by GHD for Infrastructure.

Springvale Structure Plan (PC53)

Draft Structure Plan completed by GHD. On hold through the period owing to resourcing.

Cultural values assessment likely to be required. Discussions to be held with local iwi to confirm cultural heritage requirements.

Other Non-District Plan Projects

Castlecliff Reserve Management Plan Review

Draft Reserve Management Plan (RMP) has been prepared, currently awaiting external peer review.

Coastal Management Plan (that informs the RMP) has been prepared by eCoast and reviewed by Council. Draft to be finalised in first quarter of 2018.

Cultural values assessment likely to be required. Discussions to be held with local iwi to confirm cultural heritage requirements.

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Queens Park Reserve Management Plan Review

Draft Reserve Management Plan has been prepared and externally peer reviewed. Iwi confirmed no requirement for cultural values assessment. Revised RMP to be notified in March 2018.

Town Centre Regeneration Project

Town Centre Regeneration Steering Group established, together with terms of reference. Monthly steering group meetings held.

Project Manager Ellen Waugh appointed to oversee implementation of projects. Prioritising of projects and implementation plan being developed by Project Manager.

Castlecliff Rejuvenation Project

Rangiora Street upgrade works ongoing. Project Castlecliff public meeting held in November. Exploring option of Council providing remaining rejuvenation budget to Project Castlecliff to deliver project outcomes subject to contract in place setting out deliverables and timing thereof.

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MOTION TO EXCLUDE THE PUBLIC

THAT the public be excluded from the following parts of the proceedings of this meeting.

Ground(s) under General Subject of Reason for passing this section 48(1) for the Item No each matter to be resolution in relation passing of this considered to each matter resolution 9. Property Group Activity Port Revitalisation Good reason to Section 48(1)(a) Report – Confidential. Project Update withhold exists under section 7.

This resolution is made in reliance on section 48(1) (a) of the Local Government Official Information and Meetings Act 1987 and the particular interest or interests protected by section 6 or section 7 of that Act which would be prejudiced by the holding of the whole or the relevant part of the proceedings of the meeting in public are as follows:

9. Property Group Activity Protection of commercial and industrial Section 7(2)(i) Report –Confidential. negotiations.

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MOTION TO REOPEN THE MEETING TO THE PUBLIC

THAT the meeting be reopened to the public and the preamble, discussion and recommendations associated with Item 9: Property Group Activity Report remain confidential.

Property and Community Services Committee 7 February 2018