March 2021 Tauranga Central Library Community Hub Strategic Case & Analysis
INFORMATION
DOCUMENT REFERENCE Tauranga Central Library Community Hub – Strategic Case & Analysis
AUTHORS Anita Coy Macken, Craig Jones, Gordon Cessford – Visitor Solutions Lawrence McIlrath - Market Economics
SIGN OFF Craig Jones
VERSION Final
DATE 1 April 2021
COVER PHOTO Photo credit by Henry Winger on Unsplash
IN ASSOCIATION WITH
Disclaimer: Information, data and general assumptions used in the compilation of this report have been obtained from sources believed to be reliable. Visitor Solutions Ltd has used this information in good faith and makes no warranties or representations, express or implied, concerning the accuracy or completeness of this information. Interested parties should perform their own investigations, analysis and projections on all issues prior to acting in any way regarding this project. © Visitor Solutions 2021.
TAURANGA CENTRAL LIBRARY COMMUNITY HUB | STRATEGIC CASE & ANALYSIS
C CONTENTS
1.0 INTRODUCTION ...... 1 1.1 Background ...... 1 1.2 Purpose ...... 1 1.3 Scope ...... 1 1.4 Format ...... 2 PART A - STRATEGIC CASE 2.0 STRATEGIC CASE ...... 4 2.1 Vision...... 4 2.2 Desired Outcomes ...... 4 2.3 Case for Change ...... 5 2.4 Strategic Alignment ...... 6 2.5 Tauranga Moana Design principles ...... 6 2.6 Community Engagement...... 7 2.7 Preliminary Schedule of Space ...... 7 2.8 Development Considerations...... 8 2.9 Indicative Cost Implications ...... 8 2.10 Next Steps ...... 9
PART B - ANALYSIS 3.0 CURRENT STATE ...... 11 3.1 Library Network ...... 11 3.2 Library User Survey ...... 14 3.3 Central Library Building ...... 18 3.4 Adjacent Buildings ...... 24 3.5 Land Issues ...... 26 3.6 Conclusions ...... 27 4.0 PREVIOUS RESEARCH ...... 28 4.1 Introduction ...... 28 4.2 Community Engagement...... 29 4.3 Targeted Engagement ...... 29 4.4 Prototypes ...... 30 4.5 Willingness to Pay ...... 32 4.6 Bulk and Location Study ...... 32 4.7 Cost-Benefit Analysis...... 33 4.8 Value Management ...... 33 4.9 2018 Long-term Plan Submissions ...... 34 4.10 Draft Business Case...... 35 4.11 Draft Revenue Generation Strategy ...... 35 4.12 Conclusions ...... 37 5.0 PROVISION CONSIDERATIONS ...... 38 5.1 Strategic Context ...... 38 5.2 Evolution of Libraries ...... 42 5.3 Population Changes ...... 45 5.4 Library Provision ...... 48 5.5 Conclusions ...... 50 6.0 WIDER COMMUNITY NEEDS ...... 51 6.1 Introduction ...... 51 6.2 Community Centre / Hall Provision ...... 51 6.3 Other Community Needs ...... 55 6.4 Conclusions ...... 57
TAURANGA CENTRAL LIBRARY COMMUNITY HUB | STRATEGIC CASE & ANALYSIS
7.0 CASE STUDIES ...... 58 7.1 Scoping a new Wellington City Central Library ...... 58 7.2 Tūranga (Christchurch) ...... 60 7.3 Te Manawa (Westgate, Auckland) ...... 61 7.4 Tōia – Ōtāhuhu Recreation Precinct (Auckland) ...... 63 7.5 Onehunga Library & Community Centre (Auckland) ...... 64 7.6 Whangarei Central Library ...... 65 7.7 Hamilton Central Library ...... 66 7.8 Matuku Takotako: Sumner Centre (Christchurch) ...... 67 7.9 Te Ahu (Kaitaia) ...... 68 7.10 Walter Nash Centre (Lower Hutt) ...... 69 7.11 Te Takeretanga o Kura-hau-pō (Levin) ...... 70 7.12 Puke Ariki (New Plymouth) ...... 71 7.13 Conclusions ...... 72 8.0 DEVELOPMENT REQUIREMENTS ...... 74 8.1 Case for Change ...... 74 8.2 Estimating the Size of the Library ...... 76 8.3 Preliminary Schedule of Spaces ...... 76 8.4 Other Spaces ...... 77 8.5 Building Requirements ...... 78 8.6 Description of Functional Spaces ...... 80 8.7 Cost Implications ...... 90 9.0 NEXT STEPS ...... 91 10.0 APPENDIX 1 – PREVIOUS RESEARCH ...... 93 11.0 APPENDIX 2 – LIBRARY PROTOTYPE ...... 106 12.0 APPENDIX 3 – COST ESTIMATE ...... 107
TAURANGA CENTRAL LIBRARY COMMUNITY HUB | STRATEGIC CASE & ANALYSIS
1.0 INTRODUCTION
1.1 BACKGROUND Tauranga Central Library is located on Willow Street in the centre of Tauranga’s central business district. The current 3,000m2 facility over three floors has numerous issues including weathertightness, inadequate building services, insufficient space and inflexible design not suited to the changing nature of modern libraries as community hubs.
In 2017, work was undertaken on options for redevelopment of the library (both standalone and in combination with the museum) which fed into an overall civic master plan which was adopted in principle in 2018. As part of Tauranga City Long-term Plan 2018-2028, community feedback was sought on potential library development options. The Council resolved to include funding in the previous long-term plan based on delivering a facility to meet immediate needs, but did not include provision for a community hub approach.
In 2019, Tauranga City commissioned a Community Facilities Needs Analysis which analysed the need for community facilities over the next 20 years. The Needs Analysis confirmed the need to progress the central library development at the same time as considering provision of community space within the central city.
1.2 PURPOSE The purpose of this report is to provide a Strategic Case for the future development of the Tauranga Central Library Community Hub, including the vision, outcomes, rationale, and required schedule of space.
The report is based on synthesizing research previously undertaken, updating the current state, and reviewing relevant best-practice and case studies for community hub development. In addition, the work seeks to understand the need for community space within the central city using available secondary data and then consider the extent to which these needs should be addressed in the development of a combined community hub.
The outcomes from this work will be used to inform the Long-term Plan investment decisions and a revised Civic Master Plan.
1.3 SCOPE The scope of the study includes:
• Reviewing the role and performance of the Central Library. • Collating previous research for the Central Library redevelopment to define the community needs and outcomes for the library. • Updating demographic information to understand changes to Tauranga’s population which may influence future demand. • Reviewing library best-practice and recent case studies to provide guidance on library and community hub development and specifications. • Reviewing the role and performance of Elizabeth Street Community and Arts Centre and Cliff Road Building based on existing information and engagement with staff. • Defining the schedule of spaces for the library and community hub development, along with the rationale and high-level specification. • Identifying possible development options for the provision of community space in the hub. Assess whether these options should be considered further and if so, identify the next steps. • Developing a Strategic Case for the Central Library Community Hub development.
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1.4 FORMAT The report is presented in two parts:
• Part A Strategic Case – this section presents the strategic case for the Central Library Community Hub development using key findings from the research.
• Part B Analysis – this section collates all the analysis undertaken which supports the Strategic Case. This includes:
• Current state analysis of the Central Library and the surrounding precinct. • Summary of the previous library research. • An analysis of provision considerations including strategic context, evolution of libraries, impact of population growth and library network requirements. • Assessment of wider community needs including a review of community space provision in the central area, and other community research. This section provides conclusions about future provision of community space within the hub development. • Series of library case studies and identifies key learnings about integrated community hubs. • Outline of development requirements – summarises the research to articulate the development requirements for a Central Library Community Hub including preliminary schedule of spaces, design requirements and cost implications. • Summary of ‘next steps’, outlining suggestions for the way forward.
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PART A: STRATEGIC CASE
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2.0 STRATEGIC CASE
2.1 VISION Libraries are evolving from quiet repository of books into exciting and integrated community hubs which provide a multitude of opportunities and experiences for the diverse needs of their communities. To facilitate the community hub approach, the design of the facility also needs to evolve. The vision for the Central Library Community Hub is to be:
A vibrant and inspirational hub for everyone to learn, relax, create, socialise, and enjoy.
PURPOSE OF THE CENTRAL LIBRARY COMMUNITY HUB Reflective of the vision and aligning to strategic outcomes the purpose of the Central Library Community Hub is to:
• Provide experiences and opportunities to expand minds, foster creativity, connect with others, access information, find solitude, and have fun. • Share and preserve the stories of Tauranga Moana: past, present, and future. • Support engagement with, and delivery of the library network both physically and digitally. • Contribute to a vibrant city centre that people want to visit.
2.2 DESIRED OUTCOMES The desired outcomes and outputs from developing the Central Library Community Hub are:
DESIRED OUTCOMES OUTPUTS Creating an appealing • A place for current and future generations to love. destination in a • Increased number, frequency, and length of visits. vibrant city centre. • High resident satisfaction in our library service. Fostering a sense of • Wide spectrum of programmes and events co-created with our community. belonging and • Diverse community engagement, across all ages, in the experiences and connection. opportunities on offer. Supporting learning, • Increased provision of information and services. creativity, and the • Improved accessibility of technology and resources. accessibility of • Support provided for study, business, and personal development. information. Building collaboration. • A visible partnership with Mana Whenua is facilitated. • Broadened partnerships and connections in the community. Valuing our stories • Expansion of the special collections to reflect our evolving history. and identity. • Increased use of the special collections, both physical and digital.
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2.3 CASE FOR CHANGE
DETERIORATING CENTRAL LIBRARY BUILDING • Weathertightness, glazing, damp, and odour issues. • Seismic strength currently 67% NBS and liquefaction risk. • Aging interior and unappealing appearance. • Building services coming to the end of their product life.
NOT FIT-FOR-PURPOSE • Poor placement of building and lacks visibility. • Poor noise attenuation creates tension between activities. • Poor natural light and low ceilings creates a bunker feeling. • Inflexible and inefficient layout with poor sightlines. • Insufficient toilet facilities. • Too small to accommodate growing demand. • Does not reflect the community in the building design.
ROLE OF THE CENTRAL LIBRARY
Network • Local library serving those living close-by or working/studying in the city centre. Regional • Regional library serving the city and region for specialist services.
Local • Network role supporting the Tauranga library network. • Contributes to a vibrant civic precinct in the city centre.
GROWING DEMAND • A greater proportion of population growth is forecast in the Tauranga Central area through intensification. • Central Library primary catchment: growing from 50,000 to 62,000, 22% growth over the next 25 years.
WIDER COMMUNITY NEEDS • Growing demand for community space, opportunity to include space for complementary community activities and use. • Provision of community service for information and advice. • Libraries viewed as welcoming space for everyone.
EVOLUTION INTO COMMUNITY HUB APPROACH • Libraries have evolved into the community hub approach and the building needs to be designed to facilitate this approach. • Welcoming people into the hub and showing what’s on offer. • Providing a living room for reading, studying, and relaxation. • Connecting people to socialisation, programmes, and events. • Learning, to facilitate literacy, growth, creativity, and innovation. • Preserving and telling the stories of the past, present, and future. • Revitalising, finding solitude, interaction, support, and advice.
A variety of development options have been previously analysed, and modifications to the existing building has been discounted as it does not deliver positive community outcomes. The quantum of the building issues and the underlying poor design and placement along with the growing demand and facilitating the community hub approach, means building a new Central Library Community Hub is the only sensible and beneficial way forward.
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2.4 STRATEGIC ALIGNMENT The development of the Central Library Community Hub has strong strategic alignment with the strategic outcomes for western Bay of Plenty and Tauranga. A summary of the strategic alignment is illustrated in the following diagram. Alongside the Case for Change, the Central Library Community Hub contributes to three strategic opportunities:
• Consistency with the Connected Centres programme outlined in the Urban Form and Transport Initiative approach to city development and transport planning. • Supporting regeneration and intensification of Te Papa Peninsula through providing a community amenity within unique, liveable, connected, and healthy neighbourhood. • Contributing to the revitalisation of the city centre through the provision of an attractive and appealing destination in the city centre.
Western Bay of Plenty: a great place to live, learn, work and play. Build the community: make WBOP active, vibrant, connected, caring, healthy and safe. Connected Centres Programme Land use and multimodal transport system to enable people to live, learn, work, play, and move about in western Bay of Plenty which is desirable and sustainable.
Tauranga City: We have a well-planned city. We are inclusive, and value our culture and diversity. We support business and education.
City Centre Revitalisation The commercial, cultural, and Community Facilities: accessible, sustainable, functional,
civic heart of the city, a place inspirational, and integrated for innovation, business,
learning, entertainment, Central Library Community Hub: culture and living. Vibrant and inspirational hub for everyone to learn, relax, create, socialise, and enjoy. Te Papa Peninsula Supporting growth by Learning, Sharing stories Appealing Library innovation, of Tauranga destination in network creating unique, liveable, connected, and healthy connections Moana city centre support neighbourhoods.
2.5 TAURANGA MOANA DESIGN PRINCIPLES The Tauranga Moana Design Principles outlined in Table 2.1 (adopted by Te Rangapū Mana Whenua o Tauranga Moana Partnership and Tauranga City Council in 2017) provide the overarching framework and starting point for cultural principles and projects, including the Central Library Community Hub development.
TABLE 2.1 TAURANGA MOANA DESIGN PRINCIPLES PRINCIPLES OUTCOMES SOUGHT Mana Rangatiratanga/Ahikāroa: The status of iwi and hapū as mana whenua is recognised and Authority respected. Whakapapa: Names and naming Māori names are celebrated and reinstall pride. Taiao: The natural environment The natural environment is protected, restored and/or enhanced. Mauri Tū Mauri Ora: Environmental Environmental health is protected, maintained and/or enhanced. health Tohu: The wider cultural landscape Acknowledgement of site’s significance to mana whenua and cultural landmarks Mahi Toi: Creative expression Iwi/hapū kōrero are captured and expressed creatively, celebrating the knowledge and identity, through a co-creation process. Ahi Kā: The living presence Iwi/hapū have a living and enduring presence and are secure and valued within their rohe.
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2.6 COMMUNITY ENGAGEMENT Extensive community engagement was undertaken on the development of a new central library in 2017 and 2018. This work provides a solid understanding of community needs and expectations which has been used to inform this strategic case.
The 2017 community engagement identifies the desired outcomes for the Central Library Community Hub which are:
• the value in telling our story, • creating a sense of belonging, • connecting communities, • fostering growth and inspiration, and • bringing people into the city centre. The community and stakeholder views on the spatial requirements of the library are useful starting points for the development requirements and preliminary schedule of spaces which have been modified by the further research undertaken in this study.
The 2017 research also included a survey of 400 individuals aged 16 years and over to understand resident views on the support and willingness to pay for cultural facilities. Key results include:
• 58% of residents have visited central library, with younger and residents in the central areas more likely to visit. • 47% of residents are willing to pay for a new library through rates. Reasons for being more willing include needing a library (15%), essential service (13%) and worthwhile project (14%). • 33% are unwilling to pay through their rates. Reasons for being less willing include do not use (26%), too expensive (19%), and rates are high enough (18%) and use other libraries (15%). • 35% of residents indicate they will be more likely to visit a new library compared to current library. A further 61% indicate there would be no change to their current behaviour.
2.7 PRELIMINARY SCHEDULE OF SPACE Findings from the analysis, including previous community engagement and case studies, have informed the preliminary schedule of spaces for the Central Library Community Hub.
TABLE 2.2 SUMMARY OF PRELIMINARY SCHEDULE OF SPACES FOR CENTRAL LIBRARY COMMUNITY HUB FUNCTION RECOMMENDED SPACE ROLE Children and Teens 400 Local Adult Collections 650 Local Technology 200 Local Relaxation – seating 250 Local Programme & meeting space 450 Local Community Services 80 Local Workrooms & storage 350 Local Toilets 100 Local Heritage / Special Collections 600 Regional Collection Management 300 Network Staff area 200 Network 2 Total 3,580 m Plant & circulation, GFA allowance 1,253 Total Gross Floor 4,833 m2 Based on the preliminary schedule of spaces, the proposed Central Library Community Hub will have space allocated for the following roles:
• Local library and community hub 2,480m2 (69% of the total space) • Regional library 600m2 (17%) • Network role 500m2 (14%)
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Using the indicative library provision benchmark of 41m2 per 1,000 population against forecast population growth, the proposed scale of provision is likely to accommodate local demand until approximately 20401. While the increased central provision will play an important role in Tauranga’s library network, it will not alleviate the need for increased library provision across the city to cater for population growth beyond the Central Library catchment.
This preliminary schedule of spaces includes a percentage of 35% to estimate the plant, circulation, and gross floor area allowance, which is consistent with the previous design work from 2017. However, this percentage appears high and should be tested through the bulk and location process.
Spaces such as programme, meeting rooms, technology and relaxation spaces are part of the community hub approach. A proportion of these spaces will be multi-functional at different times of the day and will be able to service both library and community driven activities and uses.
2.8 DEVELOPMENT CONSIDERATIONS Section 8.0 of this report provides considerations to inform the future development of the Central Library Community Hub, including space descriptions for the different proposed functions. The development considerations and space descriptions should inform the development brief. Some key points include:
• Ensuring the placement of the hub is highly visible and accessible with good street frontage. • Incorporating community placemaking in the design of the hub building to celebrate and represent the community and build community pride and ownership. • Incorporating an attractive and engaging façade to provide a sense of what is offered inside. • Universal design is a fundamental principle to ensure the facility is accessible to everyone. • The internal form should provide a sense of space, is appealing and easy to navigate. • Consider opportunities to reduce the environmental footprint of the facility.
2.9 INDICATIVE COST IMPLICATIONS Based on the preliminary schedule of spaces, the indicative cost estimate2 is outlined below.
TABLE 2.2 SUMMARY OF PRELIMINARY COST ESTIMATES FOR THE CENTRAL LIBRARY COMMUNITY HUB1 COMPONENT LOW RANGE HIGH RANGE Gross Floor Area 4,833 $5,900 $28,514,700 $6,300 $30,447,900 Services Infrastructure PC $1,000,000 $1,000,000 External Works PC $1,300,000 $1,300,000 Art & Sculptures PC $300,000 $300,000 Design Contingency 5% $1,555,735 $1,662,395 Professional fees 15% $4,901,000 $5,237,000 Client Internal Costs 2% $654,000 $699,000 Furniture, Fittings & Equipment 600-800 $4,833 $2,900,000 $4,833 $3,867,000 Project Contingency 10% $4,113,000 $4,472,000 Total Project Cost $45,239,000 $49,186,000 The rates and provisional sums should be tested as part of a bulk and location assessment.
ALTERNATIVE FUNDING SOURCES A draft revenue generation strategy developed in 2018 provides a solid foundation to consider alternative funding sources. While the funding environment has changed in the intervening period, there is still good guidance in the draft strategy. A high level review indicates potentially up to $3.5 million could be sourced, with a dedicated strategy and resource allocated.
1 The benchmark calculation is a guide only, as there will be many factors that could impact on future demand and supply. 2 Appendix 3 sets out a full indicative cost estimate with inclusions and exclusions.
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2.10 NEXT STEPS Recommended next steps for the development of the Central Library Community Hub:
1. Report and Budget Guidance – on the outcomes of this strategic case and preliminary cost estimate.
2. Bulk and Location Assessment – test the preliminary schedule of spaces and development requirements including the percentage for the plant and circulation, the size and functionality of the proposed spaces and the preliminary cost estimate.
3. Mana Whenua, Stakeholder and Community engagement – initiate engagement with Mana Whenua, stakeholders, and community. This would continue throughout the design process. As part of the ongoing engagement, a public art process is a potential way to incorporate the community hand-print on the project.
4. Investigate alternative funding sources.
5. Design Brief and Budget – refine the design brief and budget with input from bulk and location, engagement feedback and indications of alternative funding sources.
6. Design Process – once the brief and budget are determined, proceed with the design process. Consider establishing Project Champion, Project Team and Project Governance Group to oversee the project. Given the complex design nature of these projects and the level of specialist input required a traditional procurement method is recommended (not a design build approach).
FIGURE 2.1 RECOMMENDED NEXT STEPS FOR THE CENTRAL LIBRARY COMMUNITY HUB
Report Strategic Case Endorse Vision, Outcomes, Schedule of Space and Preliminary cost estimate
Bulk & Location Testing Mana Whenua Engagement Test schedule of space and cost Review brief & confirm estimate engagement process
Investigate alternative funding Stakeholder and Community sources Engagement
Design Brief & Budget
Internal Project Controls
Design Process Public Art Process
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PART B: ANALYSIS
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3.0 CURRENT STATE
3.1 LIBRARY NETWORK There are four libraries and a mobile library in Tauranga’s library network (Table 3.1).
TABLE 3.1 SUMMARY OF TAURANGA’S LIBRARY NETWORK LIBRARIES LOCATION DESCRIPTION OF FACILITY & AMENITIES Tauranga 91 Willow St, • Built 1989 with approximately 3000m2, of which 2,400m2 is library Library Tauranga, space and remaining 600m2 for administration. • Co-located with the civic building and Baycourt Arts Centre. • Children's, Teen & Adult collections. • Public computers and WiFi. • Ngā Wāhi Rangahau - Heritage Research Centre. • Centralised regional support and administration. • Okahukura Meeting Room. Papamoa 15 Gravatt Rd, • Built 2006, approximately 930m2. Library Papamoa Beach, • Co-located with Papamoa Community Centre. Papamoa, • Children's, Teen & Adult collections. • Public computers and WiFi. Greerton 139 Greerton Rd, • Built 2016, approximately 960m². Library Gate Pa, • Located in town centre. Tauranga, • Children's, Teen & Adult collections. • Public computers and WiFi. • Heremanuhiri Meeting Room. Mount 398 Maunganui Rd, • Built 1967, approximately 860m². Maunganui Mt Maunganui, • Children's, Teen & Adult collections. Library Tauranga, • Public computers and WiFi. Mobile Various • Garaged at Mount Maunganui Library. Library • Children's, Teen & Adult collections. • 2 week timetable stopping at a variety of sites.
LIBRARY FUNCTIONS Libraries are increasingly used for many different functions, not just lending books. They are places for community connection, quiet study or reading, accessing computers and delivery of community programmes and events. Typically, libraries are organised with common functions delivered at the local level and specialised functions delivered at the citywide/regional level. Table 3.2 describes the library functions, nature of space required and typical level of delivery.
TABLE 3.2 REQUIRED AMENITIES OF LIBRARIES FUNCTION SPACE DESCRIPTION DELIVERY Children and Teen Dedicated space for children and teen resources and delivering Local programmes for this age-group. Adult Dedicated space for adult resources and programmes. Local Technology Dedicated space to access computers and connect to WIFI. Local Relaxation Dedicated space for reading, relaxing and studying. Local Meeting rooms Rooms designed for small community meetings. Local Programmes Flexible and adaptable spaces to deliver events and programmes. Local Heritage / Special Dedicated, climate-controlled space for storing and accessing Regional Collections special collections and archives. Collection Administration space for management of the library collection, Regional management services, and programmes. Community services Flexible spaces for community services such as Justice of the Local or Peace or citizen’s advice. Regional
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Tauranga’s library network is delivered through a “hub and spoke” provision model. As the “hub” facility in the network, the Central Library has multiple roles:
• Local role – serving the community living close-by or working/studying in the city centre to access collections, technology and study/relaxation space; • Regional role – serving the city and region to access special/heritage collections and research functions; • Network role – serving the library network with collection management, programme development and administration.
The Papamoa, Greerton, Mount Maunganui and Mobile libraries all serve as a “spokes” in the network providing local functions for their communities.
VISITS TO LIBRARY FACILITIES Figure 3.1 shows visits to library facilities during the period 2014-2018 and Table 3.3 breaks down the library visits in the 2017-18 year. The analysis undertaken in the Community Facilities Needs Analysis 2020 found there is slow but growing demand for library facilities. This is partly driven by population growth, but also by the constrained provision of libraries which is a factor in the limited visit growth.
FIGURE 3.1 – ANNUAL VISITS TO TAURANGA’S LIBRARY FACILITIES 2014 - 2018
TABLE 3.3: TOTAL VISITS RECORDED TO LIBRARIES IN 2017-18 17-18 VISITS % VISITS Tauranga City Library 358,822 41 Papamoa Library 197,021 23 Greerton Library 196,263 23 Mt Maunganui Library 96,446 11 Mobile Library 23,577 3 Total visits 872,129 100
In addition to physical visits, there has been significant growth in use of the library digital resources. Table 3.4 summarises the growth recorded across the library network in a number of digital service indicators.
TABLE 3.4: GROWTH IN USE OF SELECTED DIGITAL SERVICE INDICATORS 2014-153 2015-16 2016-17 2017-18 4 YEAR % CHANGE CHANGE Total Virtual usage 423,301 425,509 437,469 659,873 236,572 56 Customer Internet Sessions 11,940 23,349 30,190 111,679 99,739 835 eBook issues 11,726 28,659 31,000 45,449 33,723 288
3 The Bolinda Digital/BorrowBox system was introduced during 2014-15, enhancing access to new library eContent options.
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CURRENT PROVISION ASSESSMENT In 2019, the Tauranga Community Facilities Needs Analysis was undertaken to understand the need for community facilities over the next 20 years and inform Tauranga City Council’s future investigation and investment in community facilities. The analysis considered population growth, demographic changes, quality, capacity, location, utilisation, and provision standards and provides conclusions on both the level of provision and nature of provision. The outcomes from the needs analysis informed the Community Facilities Investment Plan (see Section 5.1).
The Needs Analysis included an assessment of library provision and participation to determine if the level of provision was sufficient for the population in Tauranga. Ratios were used as a starting point in this analysis to assess the rate of provision and participation.
Table 3.5 provides a high-level analysis of library provision and participation in Tauranga based on library size, visits, and catchment population. National benchmark recommends a library provision of 41m2 per 1,000 population although this is a relatively old guideline and does not reflect the more recent trend for library facilities to provide space for community connection, relaxation, and programming. There is no standard benchmark for participation but comparisons with other community facilities indicate ratios above 5.0 visits per head of population and more than 150 visits per square metre of space are positive.
TABLE 3.5 COMPARISON OF LIBRARY PROVISION CATCHMENT SIZE VISITS M2 / VISITS / VISITS 2 POPULATION M2 1000 PEOPLE POPULATION / M Tauranga Overall 134,600 5,150 848,500 38.3 6.3 165 Tauranga City Library 44,576 2,400 358,800 53.8 8.0 150 Papamoa 30,778 930 197,000 30.2 6.4 212 Greerton 34,509 960 196,000 27.8 5.7 204 Mount Maunganui 21,326 860 96,400 40.3 4.5 112
At a city level, Tauranga is slightly under the benchmark with 38.3m2 per 1,000 and all the local libraries are indicatively too small for their catchment populations. At a participation level, the library network is well visited with 6.3 visits for the population and 165 visits for the level of provision. This compares well with other community facilities. Combined with other analysis, a key conclusion from the Community Facilities Needs Analysis was there is an under-supply of library provision across the city together with the current distribution, location and size of library facilities contributing to constraining participation. Without intervention this situation will worsen as the city grows. Table 3.6. outlines the recommended library provision guidelines.
TABLE 3.6 LIBRARY PROVISION GUIDELINES CITY-WIDE LOCAL National benchmark Equates to 41m2 per 1,000 population Provision guideline Serves Tauranga city-wide Serves local population catchments of catchment of at least 40,000 plus approximately 20,000 to 30,000 and and a distance of more than 10 km distance 6km- 8km New provision Desirable to have at least 40,000 Desirable to have around 20,000 to catchment population for new provision 30,000 population for new provision Amenities Children and teen area Children and teen area Adult area Adult area Technology Technology Relaxation Relaxation Meeting rooms Meeting rooms Community services Community services Heritage research Collection management Facilities Tauranga Central Mount Maunganui Greerton Papamoa
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3.2 LIBRARY USER SURVEY
BACKGROUND As part of the 2020 Community Facilities Needs Analysis, a survey was undertaken with over 1,100 users of Tauranga community facilities. The survey included 920 respondents who had used at least one of Tauranga’s libraries. The library sample included 503 respondents (55%) who specified they used Tauranga Central Library, and 417 respondents who had not. While the survey focus was high level due to its broad spatial and facility-type scope, the following findings do provide perspective on the use of Tauranga Central Library. There are also additional insights from comparisons of the responses from those library users who used Tauranga City Library with those of the library users who did not use it (referenced as ‘Other Tauranga Libraries’).
USE OF TAURANGA CENTRAL LIBRARY Of the 503 library user respondents who used Tauranga Central Library:
• around 70% used it as their 1st (primary) preference. • around 25% used it as their 2nd preference. • around 5% used it as their 3rd preference.
The proportion of the 503 Tauranga Central Library users who also used other libraries in Tauranga were as follows:
• 37% Greerton • 20% Papamoa Library • 17% Mount Library • 12% Mobile Library • 3% Katikati Library (The Centre - Patuki Manawa) • 1% Te Puke Library & Information Service Centre • 1% Omokoroa Library & Service Centre • <1% Waihi Beach Library & Service Centre • <1% Other libraries (e.g., Toi Ohomi, Massey Online)
Extrapolating these findings, it is possible to draw the following conclusions to support the multiple roles of Tauranga Central Library:
• Local Library – for the two-thirds of Central Library respondents who are using the library as their primary library (first choice). This is likely the library closest or most accessible to them.
• Regional Library – for the quarter of respondents using the library as their second and third preference. This supports the role the Central Library plays supporting the wider network providing functions or amenities not available at other libraries. The wide geographic distribution of other libraries reconfirms the regional influence of the Central Library.
CHARACTERISTICS OF CENTRAL LIBRARY USERS
Survey respondents provided age and ethnicity data. Figure 3.2 summarises the comparative age profile and Figure 3.3 the comparative ethnicity profile of Central Library users compared with other libraries users.
Central Library users have a higher proportion of aged 30-39 years and slightly higher proportion of 40-49 years. This most likely related to the proximity of the Central Library to the business district. Interestingly, the Central Library has a lower proportion of users aged over 60 years in comparison to other libraries.
From an ethnicity perspective, there is no notable difference between Tauranga Central library users and users of other libraries.
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FIGURE 3.2 RESPONDENT AGE PROFILES (TAURANGA CENTRAL LIBRARY & OTHER TAURANGA LIBRARIES) 40
35 34 Tauranga Central Library 30 30 Other Tauranga Libraries
24 25
20 15 16 14 14
15 13 % of user of % user respondents 10 8 8 6 6 6 5 5
0 <20yrs 20-29yrs 30-39yrs 40-49yrs 50-59yrs 60-69yrs >70yrs
FIGURE 3.3 RESPONDENT ETHNICITY PROFILES (TAURANGA CENTRAL LIBRARY & OTHER TAURANGA LIBRARIES)
100 88 90 83 Tauranga Central Library 80 Other Tauranga Libraries 70 60 50
40 % of users of% 30 20 9 10 4 5 6 1 1 2 2 0 European Maori Pacifc Asian Other
ACTIVITIES UNDERTAKEN IN LIBRARIES Survey respondents were also asked to indicate the activities they undertook at libraries. Figure 3.4 compares responses from users of ‘Tauranga Central Library’ with those using only ‘Other Tauranga Libraries’. (Note respondents could choose multiple activities therefore the results equal more than 100%).
FIGURE 3.4 ACTIVITIES UNDERTAKEN IN LIBRARIES.
Finding/withdrawing books/items
Reading books/ research
Other Tauranga library %
Doing kids activities Tauranga Central Library %
Using other library services
Other community/council services
Other library activities
0 20 40 % of users 60 80 100
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While the priority of activities is the same between the Central Library and other libraries, the proportion at Tauranga Central Library are higher than other libraries.
The top three activities, finding/withdrawing books, reading books/research and doing kids activities was significantly higher at Tauranga Central Library.
Overall, these figures suggest users of ‘Tauranga Central Library’ were typically engaged in a wider range of activities than those of ‘Other Tauranga Libraries’.
ISSUES LIMITING LIBRARY USES Users were asked if there were any issues with the Libraries that limited their use of the facilities. Overall, 123 (26%) of the 479 ‘Tauranga Central Library’ survey user respondents indicated ‘YES’ there were limitations. This compared to 33 (14%) of the 242 users of the ‘Other Tauranga Libraries’.
Users who indicated they experienced limitations in library use, were asked to specify in open- ended questions what sorts of limitations they encountered. Their responses are summarised in Table 3.7. The main distinction is the much higher proportion of Tauranga Central Library users (51%) compared with the users of ‘Other Tauranga Libraries’ (14%) that cited ‘Access/parking’ and the lower proportions citing ‘Book/item availability’ and ‘Facility condition’.
TABLE 3.7 ISSUES LIMITING LIBRARY USES (TAURANGA CENTRAL LIBRARY & OTHER TAURANGA LIBRARIES) CENTRAL OTHER CONTENT NOTES LIBRARY LIBRARIES Access / parking 51 18 Parking availability/cost generally Availability of desired books and other loan/use Book/item availability 16 27 items Opening times 11 18 Accessibility times, particularly outside office hours. Access Location Traffic problems, proximity to home, transport 10 3 Traffic limits Costs 8 6 General preference for cheaper costs. Facility condition 7 21 Upgrade needed Online services; the presence/absence of particular Service availability 5 6 services Work/reading spaces 5 6 Availability and/or quality of desired spaces Conflicting Competition for space/resources; conflicting 5 6 uses/activities/users uses/activities in spaces Item unavailability in local libraries; wheelchair Other 11 15 parking, staff attitudes, limited return options, public transport etc. (n=123) (n=33)
LIBRARY CATCHMENT As part of the survey, library users were also asked to provide their home address and community facility preferences (1st, 2nd and 3rd preference). This was spatially modelled, and decay analysis undertaken. From the distance decay analysis and spatial modelling, catchments for each facility were developed. Some facilities have overlapping catchments meaning that a person (or household) has a choice of facilities. Where catchments overlap, the population was distributed to facilities based on the relative distance to competing facilities.
Figure 3.5 and 3.6 (over page) provides a map of central library catchment, along with their respective catchments in blue. The green dots represent future population growth. In the current state report, catchments for individual facilities are provided.
The maps show the wide distribution of the Central Library users including from Te Papa Peninsula, and Otumoetai in large proportions. The Central Library was calculated to have a primary catchment of 10km and a combined catchment of 17km. The primary catchment is calculated at 50,702 in 2018, forecast to grow to 60,195 in 2038 and 61,868 by 2043.
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FIGURE 3.5 DISTRIBUTION OF CURRENT USERS FOR TAURANGA CENTRAL LIBRARY
FIGURE 3.6 CATCHMENT MAP FOR TAURANGA CENTRAL LIBRARY AND PROJECT POPULATION GROWTH
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3.3 CENTRAL LIBRARY BUILDING
LAYOUT The Central Library building was built in 1989 associated with the main civic building. The library occupies three floors totalling 3,000m2, structured as follows:
• Ground floor 1,200m2 – main reception, children & teen’s area, public computers, seating, and collections. • First floor 1,200m2 – Ngā Wāhi Rangahau - Heritage Research Centre, seating and programme space and collections. • Second floor 600m2 – Library Administration and staff facilities
The layout of the library is depicted in Figures 3.5, 3.6 and the space allowance for different functions outlined in Table 3.8.
FIGURE 3.5 LAYOUT OF CENTRAL LIBRARY GROUND FLOOR
Newspapers, Magazines & Collections DVDs
Seating
Work-room
Computers
Teens
Administration
Children’s Area
Children’s Outdoor Children’s Courtyard
Area Toilets
•
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FIGURE 3.6 LAYOUT OF CENTRAL LIBRARY FIRST FLOOR
Meeting Rooms
Reference Centre & Library Archive
Fire-proof
Storage Toilets
Programme Space
Admin
Seating Collections
Collections
• •
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• Current Layout Space Assessment TABLE 3.8 CENTRAL LIBRARY SPACE BY LEVELS FUNCTION SPACE M2 Children & Teens 300 Technology - Computers 100 Relaxation - Seating 105 Adult Collections 250 Administration & workroom 200 Toilets 15 Circulation 230 Level 1 Total 1,200 Research Centre & Archive 465 Adult Collections 345 Programme 50 Meeting room 40 Relaxation - Seating 25 Storage 100 Toilets 15 Administration 50 Circulation 100 Level 2 Total 1,200 Collection Management 300 Staff Area 200 Circulation 100 Level 3 Total 600 Total Library 3,000
TABLE 3.9 CONSOLIDATED CENTRAL LIBRARY SPACE ALLOCATION FOR FUNCTIONS FUNCTION SPACE M2 ASSESSMENT Children and Teen 300 Insufficient size and needs better programme spaces which can cater for noisier activities. Beneficial having outdoor area which can cater for eating. Adult Collections 595 Sufficient capacity to hold required collections. Greater flexibility of spaces required to meet changing demands for special collections. Technology 100 Heavy demand Vital to have in close proximity to staff areas. Relaxation 130 Insufficient capacity. Tension between those that want relaxing space and quiet study space. Need delineated spaces. Meeting rooms 40 Insufficient to cater for community activities Programmes 50 Insufficient. Require flexible space. Heritage / Special Collections 465 Current collection is at capacity. There is a need to expand the archives to meet community preservation demand. Collection management 300 Sufficient. Capacity for 27 desks. Community services - Needs to be provided. Workrooms & storage 350 Sufficient for the current operation of the library which includes staff only functions on Level 3. Toilets 30 Grossly insufficient. Not well placed or visible. Not suitable for programme delivery (ie large groups of children). Staff area 200 Sufficient.
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CONDITION The condition of the Central Library building was assessed in 2017 (refer to Appendix 10.1) and found to be suffering from numerous weathertightness and building issues.
While significant water leaks were partially addressed by the addition of level two, weathertightness issues are still current (mainly related to poor glazing on the ground and level 1). Consequently, the library still suffers from ongoing dampness and odour issues.
The seismic strength of the building is assessed at 67% of NBS and geotechnical assessment indicate the building will be impacted by liquefaction in a 1 in 100 event due to the shallow foundation type. It would be uneconomic to mitigate this risk on this site.
The ground and level 1 have a low ceiling height and is partially dug-in relative to the street-level. This contributes to the ground floor having poor natural light and a bunker like appearance, which is unappealing for a modern library. There is insufficient natural light on level 1 due to the placement of the building relative to the street level. The structural columns on the ground and level 1 also make the layout inflexible and difficult to efficiently use.
The layout of the building with the central stairwell and lift creates a visual block in the centre of the structure and means there are poor sightlines throughout the facility. This makes observing all the spaces difficult. Consequently, managing user behaviour has been problematic and resulted in numerous incidents which compromise both staff and user safety. Poor noise attenuation within the building causes conflict between different users and spaces.
The exterior of the building is dated and unappealing. The entrance is set-back from the street and accessed through an alleyway. This contributes to the library having low visibility and a perception the building is not welcoming. While large signage has been used to signal the location of the library, it still suffers from poor visual accessibility.
There are insufficient toilet facilities to cater for the occupancy and use of the building. Building heating and ventilation services are performing at an acceptable level but are reaching the end of their product life (within 5 years). Much of the building is also tired and has an unappealing appearance.
While the condition assessment found the building does have some remaining book value, the risk of expending capital to upgrade or refurbish the building must be balanced against the likely consequences of not generating an appropriate environment for the end user. It remains likely that even with significant expenditure there is a very high risk of not comprehensively eliminating the building issues.
In summary, the building suffers from the following issues.
• Weathertightness issues, aging glazing and ongoing damp and odour issues. • Seismic strength current 67% NBS and liquefaction risk which is uneconomic to remedy. • Poor placement of the building relative to the street with poor visibility and unwelcoming entrance. • Poor natural light into the building and low ceilings which give a bunker feeling. • Structural columns make the library layout inflexible and inefficient. • Poor sightlines throughout the building make managing user behaviour challenging. • Poor noise attenuation which creates conflicts and tension between activities. • Aging interior and unappealing appearance. • Building services coming to the end of their product life. • Insufficient toilet facilities.
The quantum of the problems and the underlying design and placement issues indicate building a new library is the only sensible and cost-effective solution. To invest in the current building and not address the underlying design would not achieve positive community outcomes.
The following page includes images of the current library.
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LIBRARY EXTERIOR, ACCESSED BY TWO ALLEYWAYS
GROUND FLOOR, LOW NATURAL LIGHT, POOR SIGHTLINES & INFLEXIBLE COLUMNS
LEVEL 1 HERITAGE/SPECIAL COLLECTIONS, CRAMPED AND INSUFFICIENT STORAGE
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STAFF WORKSHOP To assist with the current state analysis of the Central Library a workshop with staff was undertaken to explore current performance and challenges, along with a discussion on future provision. The outcomes from the workshop are summarised in Appendix 1. Relevant points relating to current provision are outlined below:
• Historical land issues / Lot 45 – Important this is recognised as a critical issue for the future development of the Central Library (see Section 3.4).
• There is very little about the existing library that works well from an operational perspective.
• Too small – there is no spare capacity for events, programmes, collections, and resources. It is ongoing challenge determining the space for collection display versus activity space. Events are often accommodated after hours which creates management issues. Book storage is getting very tight as the collections grows every year. Archival space is limited with no space to display and preserve. Currently climate controlled off-site storage is required.
• Noise and conflicting uses – the limited space results in challenges around how the library space is used, particularly noise arising from programmes and events impacting on those people wanting quiet space. This tension extends into the research space where some users want to collaborate while others want a quiet research space.
• Inflexible space – the building was original built when the city was smaller with the ground floor being the library, the second floor an arcade and the third floor a carpark. The library grew into the second floor and the third floor converted to offices (as part of leak resolution). Consequently, it is not designed for modern library use and has no flexibility in how the spaces can be used.
• Growing demand – there is growing demand from users wanting lockers to store their possessions while using the library, seeking study rooms to enable small collaboration, and larger meeting rooms for community meetings and programmes.
• Children’s area – while it is generally agreed the space is well located and beneficial to have the small outdoor courtyard, there is concerns around the ability to accommodate mid-sized to large groups, insufficient toilet facilities, noise disturbances and lack of natural light.
• Wayfinding – limited wayfinding and difficult for users to navigate the spaces.
• Natural light and height – there is poor natural light and low ceiling heights especially on the ground floor.
• Amenities – toilets are very poor both in terms of capacity and appearance, no parenting room, no lockers, no drinking fountain.
• Community reflection – the current library does not reflect the community through its design. While artwork has been incorporated to provide a sense of Tauranga’s story there is little evidence of the community handprint. The building position and entrance does not appear welcoming.
• Staff concerns – with the mould and odour issues, many staff have concerns about the safety of the building. There is no space for staff meetings, no quiet rooms (for health and safety), limited trust in the lift and the different building levels do not promote collaboration.
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3.4 ADJACENT BUILDINGS The Central Library sits within a block which includes other community facilities and services, as shown in the Figure 3.7 below. This section provides some information about other facilities in the precinct which are relevant when considering the future of the Central Library.
FIGURE 3.7 COMMUNITY FACILITY AND SERVICE PRECINCT AROUND THE CENTRAL LIBRARY
CAB
Service Central Centre & Baycourt Library Civic Building
BAYCOURT COMMUNITY AND ARTS CENTRE Baycourt Community and Arts Centre is the Bay of Plenty’s premier performing arts facility. It opened in 1983 and is now 40 years old. Baycourt is home to a wide range of events and performances, presented through a year-round programme. There is a diverse mix of commercial and community use, primarily in the performing arts space including theatre, music, dance, comedy, cabaret, and musical theatre. The facility also hosts a small number of non-performing arts events (conferencing, auctions, business meetings), however the programme is approximately 85% performing arts focused.
Baycourt has a variety of spaces including:
• Main theatre (Addison Theatre) – an open stage with full flying system, sprung floor, and orchestra pit which seats 580. • Flexible studio venue (X-space) – a flexible flat floor space which can accommodate a variety of modes including theatre (capacity 169), cabaret (capacity 200) and cocktail (capacity 250). • Terrace Rooms – meeting room style spaces that can be opened up to a larger space or have capacity for 50 people seated.
In a normal year, Baycourt would be occupied at least 80% of available days (closed during January for maintenance. Community hire accounts for 55-65% of the use which includes school productions, community theatre productions, performing arts competitions, dance school showcases etc. A small proportion of use is for general functions and events outside of the performing arts including Chamber of Commerce, Citizenship Ceremonies, public debates, and some council meetings.
The current Central Library already use some of the Baycourt facilities to deliver some library driven programmes and events. This is because there is insufficient programme space within the current library building.
In 2017, an indicative business case was developed for a new performance venue (complementary to Baycourt). Indicatively, space was included in the city centre master plan for a new performance venue adjacent to Baycourt. Key needs for a new performance venue include:
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• The main theatre of Baycourt is too small to accommodate the range of performance events, touring entertainment, and theatre events. The Bay of Plenty currently miss out on some touring product due to Baycourt’s size. • A larger fully-flexible venue with capacity between 1,200 – 1,600 is needed to fulfil a range of needs in the city and accommodate larger touring shows. • Tauranga does not have a town hall and no central city conference space. A flexible multi- purpose venue could address needs for a range of sectors. The current reception and hosting spaces at Baycourt are limited and the addition of a new venue alongside Baycourt would create opportunities for formal and informal community and commercial events.
The development of a Central Library Community Hub is complementary to a performance venue for a variety of reasons:
• Cultural heart – a cluster of facilities serving community, art and cultural outcomes contributes to establishing a vibrant and thriving heart in the city centre, where an abundance of activities is on offer. • Cross-promotion – clustering facilities together assists in raising awareness and promotion of activities and opportunities at the facilities to a wide cross section of the community. • Cross-utilisation – close association of facilities enables complementary usage between the facilities for example a multi-purpose performance venue would accommodate larger library/community events when the demand exceeds the space. Similarly, a library can be used for community outreach of performance events.
If the Central Library Community Hub development progresses, careful consideration should be given to the interface with the current Baycourt facility and a potential future performance venue to facilitate future collaboration.
CITIZENS ADVICE BUREAU The Citizens Advice Bureau (CAB) is a nationwide but locally based community organisation delivered by a small team of paid staff and a large base of volunteers. Their purpose is to:
• Provide free, confidential independent information and advice. • Help people to know and understand their rights and obligations. • Help people to find community services they need. • Act as a voice for positive social change.
In Tauranga, the CAB is located adjacent to the Central Library at 38 Hamilton Street. The building is owned by Tauranga City Council which was last refurbished in 2011. Tauranga City Council have an operating contract with the CAB for the delivery of services, along with Western Bay District Council. Other funders also support the delivery of services.
There is a natural synergy between CABs and libraries with the provision of information and access to technology. It would be a natural fit to consider the inclusion of CAB services within the Central Library Community Hub.
TAURANGA CITY COUNCIL SERVICE CENTRE The service centre for the Council is located in front of the current Central Library, along with the Council chambers. Service centres manage enquiries or transaction typically associated with rates, resource/building consents, licences, and other services of Council. Development of a future service centre and Council chambers is included as part of the Civic Precinct master planning.
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3.5 LAND ISSUES A Cultural Values Assessment by Buddy Mikaere for the Ngai Tamarawaho Environmental Unit was undertaken to identify and suggest appropriate actions to address the cultural impacts associated with several Council development proposals in the Central Business District of Tauranga City, including the civic precinct on which the Central Library is indicated for development. The area of focus was between Mission Street to 11th Avenue as part of the Te Papa Peninsula.
The Assessment outlines the Te Papa Peninsula (area of focus) is located with the rohe (traditional area) of Ngai Tamarawhao, a hapu of Ngati Ranginui iwi. The area also falls within the rohe of Ngati Tapu of Ngaiterangi iwi. Although linked to two different iwi, both hapu have shared Takitimu ancestry. By agreement between the two hapu Ngai Tamarawaho safeguards the interests of Ngati Tapu on the western side of Tauranga harbour (including Te Papa) while the converse applies on the eastern side of the harbour.
The purpose of referencing the Cultural Values Assessment is to outline land issues which have been raised in relation to the civic precinct. It is not the intent of this section to inform the future design process as this should be done through examining the Cultural Values Assessment and engaging with Mana Whenua. The Assessment report identifies these values have been recognised by Council through the involvement of Ngai Tamarawaho in design aspects of various projects, thereby helping to ensure their presence in the city is recognised and maintained.
LOT 45 “Land incorporated into the civic campus includes what was formerly Lot 45 and which is now occupied by the current Library and Bay Court buildings. It is Ngai Tamarawaho’s contention that this land should be in the ownership of hapu. The basis of the Ngai Tamarawaho claim to these lands is that they were intended to be held in Trust by the Church Missionary Society (CMS)/Anglican Church for welfare purposes and were not to be sold. However, some Lots were sold or as is the case with the Council land, simply granted as endowments by the Crown. The accompanying Trust obligation in respect of these lands was passed to the Crown on acquisition and subsequently to the Council but have not been honoured. Other Lots within the Civic Campus are potentially of a similar background and therefore subject to the same breach of trust circumstances.
Ngai Tamarawaho does not support development on the civic campus land until the matter is addressed and resolved. The land is regarded as disputed land and in cultural and spiritual terms is bereft of mauri and mana.”
Extract from Cultural Values Assessment by Buddy Mikaere for the Ngai Tamarawaho Environmental Unit
In the draft 2018 Business Case for the Stand-alone Library noted Ngai Tamarawaho’s potential claim on Lot 45 which forms part of 91 Willow Street stie. The report stated “such a claim would not affect the development of a new Central Library as the facility is not proposed to be located on Lot 45 but on the north-east corner of the site (corners of Hamilton and Willow Street). The hapu offers to assist with appropriate ceremonials and the commencement and completion of any project, as well as with assisting with any cultural design features associated with the project” (Stand-alone Library Draft Business Case, 2018).
It is not the purpose of this report to comment on this issue or how it should be resolved, other than to identify it as a critical issue for resolution.
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3.6 CONCLUSIONS Tauranga’s library network is delivered through a “hub and spoke” provision model, where the Central library performs three roles in the network:
• Local library role – serving the community living across Tauranga Central or working or studying in the city centre. • Regional library role – serving the city and region for special collections and services. • Network role – supporting the delivery of the network, programmes, and services.
These roles were supported in the findings of a library user survey, where 70% of Central Library users choose the library as their first choice, akin to their local library. The remaining 30% use the Central Library as their second and third choice, akin to the regional library role.
Catchment analysis of the Central Library shows the area the facility is serving is large with the primary catchment encapsulating Te Papa Peninsula and Otumoetai (across Central Tauranga) while the secondary catchment covers most of the city and beyond.
Visits to Tauranga libraries have been growing both physically and digitally, which indicates growing demand for library facilities, services, and programmes. Users of the Central Library indicate high preferences to loan books, undertake research and participate in kids’ activities.
Analysis undertaken as part of the Community Facilities Needs Analysis 2020 found there is a clear lack of provision (under-supply) in Tauranga’s library facility network, which will come under increasing pressure as the city and population grows.
The current library building is 3,000m2 spread over three floors, with the first two levels for public facing services and the third floor dedicated for collection management and staff. Many of the spaces within the library are under pressure and have major building constraints on the level of service that can be provided.
The Tauranga CAB is located adjacent to the current library. There are good synergies between library and CAB services which are worth considering in the future development. It is also important to consider the connections between future library and performance facilities which are envisioned within the civic precinct master plan.
Land incorporated in the civic precinct includes what was formerly Lot 45 and which is now occupied by the current Library and Baycourt buildings. There are ongoing and unresolved grievances held by Ngai Tamarawaho which need to be resolved as a priority.
The current building for the Central Library has numerous issues, including:
• Weathertightness issues, deteriorating glazing and ongoing damp and odour issues. • Seismic strength current 67% NBS and liquefaction risk which is uneconomic to remedy. • Poor placement of the building relative to the street and lack of visibility. • Poor natural light into the building and low ceilings which creates a bunker feeling. • Poor noise attenuation which creates tension between different activities. • Structural columns make the library layout inflexible and inefficient. • Poor sightlines throughout the building make managing user behaviour challenging. • Aging interior and unappealing appearance. • Building services coming to the end of their product life. • Insufficient toilet facilities. • The size of the library is insufficient to accommodate current user demands for programmes, services and resources or the growing demand arising from population growth. • Building design does not reflect the community and perceived as not welcoming. • The building is not for purpose for a modern and appealing library.
The quantum of the problems and the underlying design and placement issues indicate building a new facility is the only sensible and beneficial solution.
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4.0 PREVIOUS RESEARCH
4.1 INTRODUCTION The catalyst for investigating Central Library provision was the discovery of toxic mould in the council offices in the city centre in November 2014 which led to the opportunity to re-develop the entire 91 Willow Street site on which the library building sits. In 2015, Council initiated the Civic Space Options Project to consider the long-term solutions to the building issues (shown in Figure 4.1) and assess how the development could be a catalyst to revitalise the city centre.
FIGURE 4.1 CIVIC SPACE OPTIONS PROJECT AREA OF FOCUS
City and regional strategies, including SmartGrowth, SmartEconomy, the City Centre Strategy and the City Plan (see Section 5.1 for summaries of the strategic documents) all “seek to establish Tauranga’s city centre as the commercial, civic and cultural heart of the sub-region, while the civic precinct identified in the City Centre Strategy as being the cultural and community focus of the city centre” (Civic Heart Overview Report).
During 2017, a large portion of work was undertaken to investigate options for the library, museum, and performance venue in the civic precinct. A summary of this work as it relates to the library is summarised in this section. A more comprehensive overview of this work is outlined in Appendix 1.
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4.2 COMMUNITY ENGAGEMENT Through March to June 2017, community engagement was undertaken to raise awareness and understand community expectations of potential library/museum facilities. Key findings from the research include:
• People see the services of the library and accessibility of libraries as important. • A new library has the potential to contribute to a vibrant city, increasing the appeal and drawing people into the city centre. • Community expectations for a new library as being a place for: • growth and learning. • inspiration, imagination and dreaming. • recreation and relaxing. • community connections are developed, building pride, unity, and a sense of community. • telling our story, reflecting, and understanding history. • fostering inter-generational outcomes. • growth, inspiration/imagination, learning, recreation and relaxing and a place where community connections are developed. • Reasons against developing a new library were varied but included such perceptions as it being not a priority, being a waste of money, offering no additional benefit and that the existing library is satisfactory. • Considerations for a new library included: • Maintain the existing services while expanding the offering. • Offer a better level of provision for children. • Include a range of spaces such as a courtyard, quiet space, reading space, learning spaces, and event/performance space. • It must be accessible with good parking, toilet and into the building. • Include better technology offerings. • Develop a modern community hub facility.
4.3 TARGETED ENGAGEMENT In addition to wide-spread community engagement, targeted engagement was undertaken to explore through co-design the ideal experiences, services, and spatial footprint of better library (along with new museum). The co-design process involved individuals, schools, stakeholders and tangata whenua of Tauranga Moana through:
• 42 in-depth one-on-one and group interviews involving 81 members of the community. • Nine co-design workshops with 130 people from across the community. • Workshops with the five primary and high schools: Merivale Primary School, Pillans Point Primary School, Te Wharekura o Mauao, Otumoetai College and Papamoa College.
STAKEHOLDERS A key theme from this research was a lack of vision and action in the provision of arts, cultural and community facilities, with a sense Tauranga is a “cultural wasteland”. The stakeholder engagement found a better library (and new museum) are clearly worth investing in, not just as civic amenities but to support inspiration, aspirations, and dreams. There was a strong sense of get it done but do it right.
The value of new library (and museum facility) would provide:
• Sense of belonging. • Stronger connections. • Value in our story. • Growth and inspiration.
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• Connecting older generations with the modern world and sharing knowledge. • Raising cultural awareness.
Requirements a new library are:
• great architecture (people-first urban planning) iconic beautifully designed buildings. • gathering places – non-commercial, open-access spaces. • versatile spaces – carefully design to accommodate growth and change. • Inter-generational – opportunity for inter-generational learning. • A place for people as opposed to paper. • Family place. • Accessible amenities – physically and affordable.
YOUNG PEOPLE Engagement with young people identified libraries are important places for children and youth, providing for hands-on learning, collaborating with friends/family, and being challenged. Essential elements for a library are:
• World history. • Cultural knowledge. • Use of nature. • Interactive elements. • Shared spaces. • Versatile and adaptable spaces. • Access to technology.
The space requirements include:
• knowledge centre – communal laptops/books for independent study. • quiet space for relaxing (beanbags, plants & books). • technology areas including virtual reality and robots. • world and culture area. • adventure area. • café area.
4.4 PROTOTYPES A key outcome from the community, stakeholder and young people engagement was the development of prototypes for stand-alone and joint facilities which shows the relative sizes of areas for specific activities, summary of experiences and who would use the space and associated imagery. The prototypes were tested with 26 participants across the community. The final image for the stand-alone library is shown in Figure 4.2 (on the following page) and included in full in Appendix 2.
Key spatial requirements of the library, in order of size are:
1. Library and shared workings spaces – a communal space which facilitates reading, relaxing and connecting with others, and includes space for collections, technology, working/studying and sitting. A warm and inviting atmosphere, with high ceilings, natural light and designed to facilitate inclusion or separation without losing a sense of connection.
2. Multi-purpose learning centre – a flexible, dynamic, multi-purpose space that facilitates a range of activities from small group meetings, lectures, workshop, classes, or independent learning. Provides technology and interactive/hands-on to support learning, making and exploration. Bookable for use by range of organisations.
3. Children’s area – an interactive, fun, and multi-purpose space which facilities play, learning and imagination. Friendly and inviting, durable, vibrant/colourful, light and airy and does not impede on other areas of the library.
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4. Café area – provides for individuals or groups to gather, relax, and connect. Provides coffee and healthy food options and should generate revenue. Linked to entrance or outdoor area.
5. Quiet Spaces – a place for people seeking solitude which is intimate yet connected. Provides for independent research/study and includes computers/technology or bring your own. Comfortable and calm, warm and inviting, modern and uses space in a unique way.
6. Entrance Space – creates a warm and inviting atmosphere to welcome all ages and demographics. Provides services such as i-site, directory. Dynamic design to catch attention, not an old-fashioned reception, artistic, reflects Tauranga’s story, light and airy. Could serve as an event or function space.
7. Technology Area – provides for people of all ages to engage with technology including computers, games, and research. Comfortable, accessible, and innovative with potentially a workshop space for technology learning.
8. Outdoor Area – shared community area for people to sit and relax with seamless indoor/outdoor flow, potentially with local arts and connects with Tauranga Moana.
9. Staff area & archive – offices for administration and storage of archives.
FIGURE 4.2 2017 COMMUNITY PROTOTYPE FOR STAND-ALONE LIBRARY
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4.5 WILLINGNESS TO PAY A survey of 400 individuals aged 16 years and over to understand resident views on support and willingness to pay for cultural facilities. Key results include:
• 58% of residents have visited central library, with younger and central residents are more likely to visit. • 47% of residents are willing to pay for a new library through rates. Reasons for being more willing include needing a library (15%), essential service (13%) and worthwhile project (14%). • 33% are unwilling to pay through their rates. Reasons for being less willing include do not use (26%), too expensive (19%), and rates are high enough (18%) and use other libraries (15%). • 35% of residents indicate they will be more likely to visit a new library compared to current library. A further 61% indicate there would be no change to their current behaviour.
4.6 BULK AND LOCATION STUDY The Tauranga Cultural Facilities site feasibility and bulk and location study was completed in December 2017 for stand-alone and joint library/museum facilities. The scope of work was defined as pre-design including site assessment of the Willow Street block (and other sites), considering facility options, and initial bulk. Cost analysis was also undertaken.
A functional brief based on the outcomes of the prototypes (see Section 4.4) drove a conceptual plan for 6,332m2 library structured over four floors, diagrammatically shown in Figure 4.3.
FIGURE 4.3 2017 JASMAX CONCEPTUAL STAND-ALONE LIBRARY
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The stand-alone library is proposed to be located on corner of Willow Street and Hamilton Street, with ground floor and level 1 providing street frontage. Main entry from Willow Street with secondary entrance from the centre of the civic block. The concept is a “social building that showcases civic activity through high quality bespoke glazed facades at lower levels, circulation and atrium spaces. It has colour and diverse facades, upper-level glazing and screens that capture and frame the views to Tauranga Harbour. The internal spaces are warm and inviting with timber, colour and innovative spaces to enable community collaboration and activation” (Bulk and Location Report, 2017).
Costings undertaken for the concepts were based on three scales: a full-scope (recommended size and high-specification), targeted reductions (recommended size and reduced specification) and reduced scope (reduced size and reduced specification). The cost estimates from 2017 are summarised in Table 4.1.
TABLE 4.1 2017 COST ESTIMATES FOR STAND-ALONE LIBRARY FULL SCOPE TARGETED REDUCTIONS REDUCED SCOPE Gross Floor Area 6,332 6,332 5,832 Building Cost $44,130,043 $38,858,179 $36,236,209 Cost per square metre $6,969 $6,137 $6,213 External works $3,055,017 $565,621 $566,191 Project costs $9,149,200 $8,326,800 $8,018,400 Total costs $56,334,400 $47,750,600 $44,820,800
4.7 COST-BENEFIT ANALYSIS Cost-Benefit analysis was undertaken to understand the relative merits in relation to the aim to create a vibrant, safe and successful city centre of different Museum and Library options. The library options included reinstatement, to stand-alone Library (and other integrated facility options). The different options were assessed in terms of respective Benefit: Cost Ratios, comparing monetary value of the benefits with investment.
A new library is estimated to have approximately 565,000 visits in 2023 growing to approximately 860,000 visits by 2053. This was calculation based on current levels of library visits and incorporating higher penetration rates achieved in other cities with modern library facilities.
Each visit to the Library assumed at $10 per hour from value of leisure time determined by NZTA Economic Evaluation Manual. Estimated library visits are half hour so worth $5. On this basis the cost-benefit analysis found Benefit:Cost Ratio of 0.55 for new Stand-alone Library. This was lower than BCR ratios for other facility options including the museum due to the high capital cost and low external funding options for a stand-alone library.
4.8 VALUE MANAGEMENT In December 2017, Tauranga City Council decided to include $25 million towards a new central library for consultation as part of the 2018-2028 Long-term Plan, with the expectation of $5 million to be raised from external sources.
The proposal developed by Jasmax (Section 4.6) proposed a library which responded to community expectations and scaled at 6,330sqm (GFA) at a cost of $48million. A value management exercise determined a reduction in the quality of architecture and size of the facility would be necessary to meet the reduced budget. The new budget was based on $26.6 million, assuming $1.6million from external funding was secured from alternative sources and any additional funding would be allocated to additional equipment and features. Table 4.2 outlines the proposed budget breakdown and Table 4.3 outlines the changes to the size of the facility. A working assumption was reducing the construction cost from $5,600m2 to $4,600m2.
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TABLE 4.2 2018 COST ESTIMATES ESTIMATES ASSUMPTIONS Construction cost $20m 2/3 for structure and 1/3 for fit out Professional fees and consents $2m 10% of construction cost Contingency $2m 10% of construction cost Client direct costs $1.5m FF&E $0.9m Development cost $26.6m Assuming $1.6m external funding is secured
TABLE 4.3 2018 REDUCTION IN LIBRARY SIZE – SCHEDULE OF SPACES 2017 JASMAX PROPOSAL 2018 REVISED PROPOSAL Library & shared working space 1,830 1,400 Multi-purpose community space 890 330 Children’s & teens area 660 400 Café 60 0 Social services kiosk CAB, JO etc 0 60 Seating & Quiet space 110 100 Entrance area (potential coffee cart) 50 50 Heritage Research Centre 200 150 Archive 210 150 Outdoor area 0 0 Staff 300 300 Functional spaces 290 250 Total UFA 4,600 3,190 30% plant & circulation 1,430 950 5% allowance for GFA 302 210 Total GFA 6,332 4,350
4.9 2018 LONG-TERM PLAN SUBMISSIONS In May 2018, 1,994 submissions were received to the Council’s draft Long-term Plan 2018-2028 relating to the Central Library. The preferences were: • Option 1: Council invests in a central library to replace the existing library – 456 submissions. • Option 2: Council invests in a central library with scope to meet future community needs – 589 submissions. • Option 3: Council invests in a combined library and museum - 372 submissions. • No response – 577 submissions (of online or paper survey).
Analysis of the commentary identified the following points:
• The Library is an essential public service, supporting educational development, acting as a community hub and contributing to community wellbeing. • Ensuring the proposal is affordable to council and ratepayers but investment is undertaken properly. Critical of past decision which do not plan for the future. • There were some concerned about the relevance of libraries in the digital age and about the potential financial implications.
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4.10 DRAFT BUSINESS CASE In 2018, a draft business case was developed for a Stand-alone Library based on the Better Business Case template.
The report outlines the community view is a Central Library is worth investing in for the benefits and outcomes that the development would provide.
Options analysis identified remediating the existing library was discounted as it did not provide a fit-for-purpose library. Other options were identified and considered. Through the decision- making deliberations on the Long-term Plan, Council approved $39million option for a stand- alone library with a reduced scope to meet future needs (this amount varies from the $45 million indicated in the current Long-term Plan).
This option was the result of a compromise between the call to future-proof the library (as expressed by two-thirds of submissions to the draft Long Term Plan 2018–28) and a political desire to limit overall rates impact. Council resolved $35million would be allocated to the central library project with an additional $4million assumed to come from external sources.
Net operating costs of this option were estimated at $3.344 million including additional staffing, operating costs, depreciation, interest costs and factoring in revenue.
4.11 DRAFT REVENUE GENERATION STRATEGY In July 2018, the Giblin Group was engaged to examine external funding opportunities available for the development of the Tauranga Central Library, and to identify high level campaigns for community engagement in the project.
Most funders see libraries as a core function of Council, however there may be aspects of the project that could attract discrete funding, such as an education centre, digital drop-in zone, or youth lounge. Modern libraries also offer community meeting spaces/rooms which lend themselves to naming rights sponsorships. Corporate sponsorship may also be sought for naming rights for various spaces.
In some instances, funding for a new library building has come from a benefactor within the community, who has a “heart” for the library and/or books. There are instances of bequests made to public libraries, however such promises of funding should not be relied on. Some community trusts have shown a willingness to support the project, as have some gaming trusts.
Finally, a community fundraising programme may contribute a modest amount to the project but, more importantly, will allow the public to engage with and feel ownership for the library.
The Revenue Generation Strategy is built on six key components, including:
• Local Government Funding • Central Government Funding – mainly through the Lottery Grants Board: Environment and Heritage Fund and Community Facilities Fund. • Corporate Sponsorship • Funding Organisations (Community, Private and Gaming Trusts) • Philanthropic Donations • Community Engagement and Community Fundraising.
TABLE 4.4 SUMMARY OF POTENTIAL EXTERNAL SOURCES OF FUNDING. FUNDING SOURCES AMOUNT Lottery Grants Funding $750,000 Corporate sponsorship and Philanthropic donations $2,600,000 Gaming, community & private trusts $1,015,000 Community Fundraising $100,000 Total potential $4,465,000
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Corporate Sponsorship and Philanthropic Donations
As designs are developed, sponsor and donor benefits and values should be developed at the same time. Policies for naming rights and recognition will also need to be developed.
Trust Funding (Community, Gaming and Private)
The project is a good fit with the criteria and mandate of a number of funding organisations, such as community, private and gaming trusts and foundations. Utilising contributions from these types of funding organisations is a well-established method for supporting community projects. However, the amount of money that trusts and foundations have to distribute is trending downwards. They are still an important source of income but a diversified and coordinated approach is required to secure adequate revenue. This is achieved through establishing key relationships, understanding the needs of trusts and foundations and being able to show the value that the funding will provide to the community at a variety of levels.
Community benefit is an underlying criterion for funding applications, so it is paramount that Council illustrates a compelling case for community-wide benefit through the project.
Community Engagement and Community Fundraising
To achieve success in generating revenue for a project such as this, it is important to engage and connect with the community that will benefit from it.
Community fundraising initiatives are a key strategy, not necessarily because of the ability to raise revenue, but because effective community fundraising provides opportunities to engage the community. This strategy outlines high-level community fundraising initiatives that provide a mechanism for the communities of the Tauranga to contribute to the project, and that will build awareness and generate ownership within the community.
The draft Revenue Generation Strategy provides the following recommendations:
• Develop the sponsorship and major gift campaign in conjunction with the design process; • Develop naming rights and recognition policies; • Leverage existing supplier relationships; • Foster and retain relationships to develop ongoing programme/project activations opportunities by linking sponsorship back to other TCC business and activity, coordinated centrally through a position such the Manager of Project Tauranga. • Ensure funding applications to central government funds, trusts and corporates are channelled through a single point of contact to ensure consistency, eliminate multiple applications to one source; • Align a strategic communications plan to community engagement initiatives to maximise community engagement campaigns; • Identify internal/external resources to implement community engagement and fundraising campaigns;
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4.12 CONCLUSIONS Extensive work was undertaken on the development of a Central Library during 2017 and 2018. This work provides a solid understanding of community needs and expectations to inform this Strategic Case. The community engagement identifies the desired outcomes from a Central Library including:
• the value in telling our story. • creating a sense of belonging. • connecting communities. • fostering growth and inspiration, and • bringing people into the city centre.
The community and stakeholder views on the spatial requirements of the library, along with the indicative schedule of space are also useful starting points. This work has been used to inform the Development Requirements for a Central Library in Section 8.0.
A willingness to pay survey indicates over half of the residents survey visit the Central Library. Just under half (48%) of Tauranga’s residents were willing to pay for a new library from their rates, with the library considered an essential services and worthwhile project. A third were unwilling to pay from their rates as the project is too expensive or not required. A third of those services would be more likely to visit a new library once redeveloped.
A draft revenue generation strategy identifies the potential to raise up to $4million from external sources including central government, philanthropic, corporate sponsorship, trust funding and community fundraising.
The work in 2017 and 2018 resulted in stand-alone concept being approved in the previous long- term plan for development of the Central Library, based on meeting current library needs and not factoring in future growth or the community hub approach.
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5.0 PROVISION CONSIDERATIONS
This section summarises provision considerations for the development of the Central Library Community Hub. It includes assessment of the relevant strategic context, the changing nature of libraries, population analysis and the impact of population growth on library provision.
5.1 STRATEGIC CONTEXT The development of the Central Library Community Hub contributes to the achievement of the strategic outcomes articulated in strategic documents. This section outlines the relevant strategic context at regional, city-wide, and functional level for the Central Library Community Hub development. The key points from these strategic documents are summarised in Figure 5.1.
FIGURE 5.1 – SUMMARY OF STRATEGIC CONTEXT FOR CENTRAL LIBRARY COMMUNITY HUB
Western Bay of Plenty: a great place to live, learn, work and play. Build the community: make WBOP active, vibrant, connected, caring, healthy and safe.
Connected Centres Programme Land use and multimodal transport system to enable people to live, learn, work, play, and move about in western Bay of Plenty which is desirable and sustainable.
Tauranga City: We have a well-planned city. We are inclusive, and value our culture and diversity. We support business and education.
City Centre Revitalisation The commercial, cultural, Community Facilities: accessible, sustainable, functional, and civic heart of the city, inspirational, and integrated a place for innovation, business, learning, entertainment, culture Central Library Community Hub: and living. Vibrant and inspirational hub for everyone to learn, relax, create, socialise, and enjoy. Te Papa Peninsula Supporting growth by Appealing creating unique, liveable, Learning, Sharing stories Library innovation, of Tauranga destination network connected, and healthy connections Moana in city centre support neighbourhoods.
SMARTGROWTH Responding to growth issues, Tauranga City Council, Western Bay of Plenty District Council and Bay of Plenty Regional Council, along with Tangata Whenua, developed SmartGrowth in 2004. SmartGrowth is a 50-year, sub-regional growth strategy originally based on population, household and employment forecasting out to 2051, but extended to 2065 in 2013.
SmartGrowth 2013 provides a unified vision “Western Bay – a great place to live, learn, work and play”, and direction for the future of the Western Bay of Plenty. The Strategy has multiple outcomes, but of relevance to the community hub development is the Build the Community interest area: “we work proactively and in partnership with the community to make Western Bay active, vibrant, connected, caring, healthy and safe”. The Strategy identifies actions which include evidence based planning, partnerships with the community, considering the needs of an aging population, supporting life-long learning and ensuring opportunities are accessible.
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URBAN FORM AND TRANSPORT INITIATIVE The Urban Form and Transport Initiative (UFTI) is a collaborative project led by SmartGrowth and the NZ Transport Agency, and involves Western Bay of Plenty District Council, Tauranga City Council, the Bay of Plenty Regional Council, iwi, and community leaders.
The UFTI Connected Centres programme has been developed to provide a high level, future focused land use and transport programme to guide future investment decisions and incorporate into spatial planning.
The Connected Centres programme has a land use settlement pattern and multimodal transport system that enables people now, and in the future, to continue living, learning, working, playing, and moving in the western Bay of Plenty in a way that is both desirable and sustainable.
There are two core concepts critical to the Connected Centres programme.
1. Increasing the number of dwellings by intensifying our existing urban and new growth areas. This is to maximise the land available for development and support a well-functioning multimodal transport system.
2. Being able to access local social and economic opportunities within a 15-minute journey time, and sub-regional social and economic opportunities within 30–45 minutes.
These concepts encourage strong local centres and connected neighbourhoods. Based on these core concepts, the Connected Centres programme requires rethinking and changing the approach to housing, employment, community infrastructure and transport networks now and into the future.
The Connected Centres programme acknowledges three key challenges of which the second is relevant to this project. It states, “access to community facilities, and infrastructure levels of service are not aligned with community expectations and needs”. In response it is important to carefully consider the placement of community facilities and infrastructure which are fit for purpose and accessible by many modes of transport. This means having a clear spatial plan that outlines where future growth is best supported by community facilities, public transport, active mode services and infrastructure.
TAURANGA CITY COUNCIL COMMUNITY OUTCOMES Tauranga City Council’s long-term plans set out the decision-making framework for the city and articulates the community outcomes, the goals for the City, which shape activities to improve the wellbeing of Tauranga. Community Outcomes of relevance to the Community Library Community Hub development are:
• We have a well-planned city – Tauranga is a city that is well planned with a variety of successful and thriving compact centres and resilient infrastructure. • We are inclusive, and value our culture and diversity – Tauranga is a city that recognises and values culture and diversity, and where people of all ages and backgrounds are included, feel safe, connected and healthy. • We support business and education – Tauranga is a city that attracts and supports a range of businesses and education opportunities, creating jobs and a skilled workforce.
CITY CENTRE STRATEGY 2012 Developed in 2012, the City Centre Strategy is intended to guide major change in the city centre over the 25-30 year period with the overall intent to establish Tauranga’s city centre as the commercial, civic and cultural heart of the western Bay of Plenty sub-region.
The Strategy confirms the civic precinct (where the Central Library is located) is the cultural and community focus of the city centre. City Centre Outcomes (under review), are summarised in Table 5.1 (next page).
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TABLE 5.1 TAURANGA CITY CENTRE OUTCOMES ENVIRONMENT CENTRES / ECONOMY CULTURE TRANSPORT COMMUNITY The city centre’s The city centre has Private and public The city centre has People have safe, urban form, community investment in the ‘quality’ urban convenient, transport options facilities and city centre spaces and events sustainable and public spaces cultural accelerates, that foster identity options to travel support a healthy, experiences that providing new and reflect to, from and sustainable and attract locals and office, cultural heritage, around the city resilient visitors, befitting accommodation encourage social centre from Te environment. its role as the and retail space. and economic Papa and the primary centre of interactions and wider city, in Te Papa and the act as a catalyst support of UFTI primary civic for investment. and Te Papa centre of the city. Spatial Plan objectives.
TAURANGA CITY CENTRE SPATIAL FRAMEWORK 2017 The Spatial Framework sets out the vision and framework for the development of the city centre and the look and feel of the streetscapes, waterfront and open-space. It is a bridging document between the high-level intent of the Tauranga City Centre Strategy 2012 and more detailed and specific proposals for individual projects and sites. The Framework is a living document (with further review signalled) which identified key aspirations, supported by key moves, design objectives and initiatives.
The Tauranga City Centre Spatial Framework seeks to:
• Put people first – create places that put the needs and interests of people first. • Create a city heart – design an exciting, attractive and memorable city centre. • Connect to the water – ensure access to water and celebrated our waterfront. • Create a distinctive identity – celebrate our unique culture, heritage and natural environment. • Be sustainable – support a vibrant, compact city centre that attracts inner city living, walking and cycling and use of public transport. • Encourage living – new residents are attracted to the city as a place to live. • Be internationally competitive – help business to thrive, increasing our competitiveness, resulting in higher standard of living for all.
TE PAPA SPATIAL PLAN 2020 Spatial plans provide direction on managing growth to meet future needs and respond to opportunities and challenges. The Te Papa Spatial Plan is a 30-year plan, providing a coordinated and integrated approach for transport, urban form, economy, open-space and community facilities, health, social services, commercial activity, education, culture, and identity. As a non- statutory document, the spatial plan helps to inform planning processes such as the city plan, social infrastructure planning, transport planning and the council’s financial planning. Te Papa peninsula is in the centre of Tauranga encompassing the city centre shown in Figure 5.2 (next page).
The spatial plan responds to the SmartGrowth at the sub-regional level and the Tauranga Urban Strategy at a city level. These strategies place greater focus on planning for growth in the existing urban area and emphasises placemaking in and around our town centres to support more compact forms of housing, with spaces, reail and other businesses.
The Te Papa Spatial Plan is focused on supporting growth by creating unique, liveable, connected, and healthy neighbourhoods within Te Papa.
The city centre is identified as an immediate focus for ongoing city centre regeneration. The city centre plays a strategic role as the commercial, cultural and civic heart of the sub-region. The long-term development of the city centre is supported by the City Centre Strategy and the City Centre Spatial Framework (see above).
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FIGURE 5.2 TE PAPA PENINSULA IN THE CENTRE OF TAURANGA
Actions of relevance to the Central Library Community Hub in the Te Papa Spatial Plan include:
• Investigate development of a multi-purpose community centre hub that provides for multigenerational activity. Consider rationalisation of sites to achieve this and how this could be incorporated into the central library development. • Development of destination facilities that attract people to the city centre and provide a range of experiences that contribute to the community’s health and wellbeing. • Continue to explore opportunities to provide greater recognition of our culture and history.
Tauranga Moana Design Principles The Te Papa Spatial Plan includes the Tauranga Moana Design Principles outlined in Table 5.2 (adopted by Te Rangapū Mana Whenua o Tauranga Moana Partnership and Tauranga City Council in 2017) which provide the overarching framework and starting point for cultural principles and projects, including the Central Library Community Hub development.
TABLE 5.2 TAURANGA MOANA DESIGN PRINCIPLES OUTLINED IN TE PAPA SPATIAL PLAN PRINCIPLES OUTCOMES SOUGHT Mana Rangatiratanga/Ahikāroa: The status of iwi and hapū as mana whenua is recognised and Authority respected. Whakapapa: Names and naming Māori names are celebrated and reinstall pride. Taiao: The natural environment The natural environment is protected, restored and/or enhanced. Mauri Tū Mauri Ora: Environmental Environmental health is protected, maintained and/or health enhanced. Tohu: The wider cultural landscape Acknowledgement of sites significant to mana whenua and cultural landmarks Mahi Toi: Creative expression Iwi/hapū kōrero are captured and expressed creatively, celebrating the knowledge and identity, through a co-creation process. Ahi Kā: The living presence Iwi/hapū have a living and enduring presence and are secure and valued within their rohe.
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COMMUNITY FACILITIES INVESTMENT PLAN 2021 The Community Facilities Investment Plan informs investment decisions in the 2021-2031 Long- Term Plan and 30-year Infrastructure Strategy. The plan seeks to ensure Tauranga has the right facility, in the right place at the right time, taking into consideration growth, other challenges and financial constraints. The Plan confirms redevelopment of the Central Library as high priority. There are five guiding principles to assist in the provision of community facilities.
Accessible Community Facilities • Placement – well located for the community it is serving. • Physical access – facilities are universally easy to use, including for people with disabilities. • Visible – facilities are placed so people can see and access them. • Affordable – facilities are affordable for all to use. • Inclusive – facilities meet the needs of specific social, demographic or cultural communities.
Sustainable Community Facilities • Well utilised community facilities. • Strong governance and management of facilities. • Invest in quality and sustainable design, including materials to reduce ongoing maintenance. • Robust asset management planning including depreciation, renewals and maintenance.
Functional Community Facilities • Understanding of community needs informs the design process. • Fit-for-purpose design to accommodate the range of activities. • Consider how spaces can be multi-use instead of single-purpose. • Flexible spaces which can respond to changing community needs. • Safe and enjoyable spaces.
Inspirational Community Facilities • Invite and inspire participation. • Reflect local character and contribute to local placemaking through design and materials. • Encourage innovation in all forms.
Integrated Community Facilities Where possible, new investment should focus on strategically placed, integrated community facilities providing cohesive and efficient community experiences.
5.2 EVOLUTION OF LIBRARIES The fundamental principle and role of libraries has remained relatively constant over time. What is changing is how libraries deliver their services to meet the changing needs of the community. The main reasons for library visits are changing to seeking an experience, finding creativity, having face-to-face social interactions, seeking guidance, and accessing all types of resources. Worldwide libraries are transforming to remain relevant to their communities and optimise the way services are delivered in the new digital era. Libraries have moved on from being repositories of books to being multi-media and social hubs.
PUBLIC LIBRARIES OF NEW ZEALAND - NATIONAL STRATEGIC FRAMEWORK 2020-2025 The Public Libraries New Zealand released the National Strategic Framework 2020-2025. The framework was developed to provide a cohesive and consistent strategic direction which can apply to all public libraries.
Vision: Literacy for all, for life.
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Goals/Themes:
• Pānui / Read – Literacy for all, reading for pleasure. • Pāngia / Relate – People connected to knowledge and each other. • Parakitihi / Rehearse – Creative learning for life. • Pupuri / Remember – Valuing the past to inform the future.
Public Libraries have maintained their traditional focus but have embraced the role as crucial social infrastructure for community wellbeing in a more sophisticated and overt way. Public libraries are part of an overall learning, literacy, and entertainment landscape. As a result, public library services have changed significantly, reflected in the nature of collections, the incorporation of technology, strengthening of programme offerings and the types of staff that are employed. Relevant trends for public libraries are outlined in Table 5.1.
TABLE 5.1 PUBLIC LIBRARY TRENDS TREND COMPONENTS Library spaces • New libraries as opportunity for place-making and contributing to economic and social revitalisation. • Safe spaces, open to anyone; libraries as places of civic participation. • Community hubs, anchoring with other social and cultural activities. Learning • Mainstreaming of the ‘maker movement’ providing opportunities to access new through technologies e.g. 3D printing, virtual reality, augmented reality and robotics. technologies • Craft and older technologies are having a revival. • Libraries lending equipment (e.g. telescopes and sewing machines), accompanied by books and materials to enable learning through experience. Literacy and • Steady growth in eLending and rising popularity of eAudio materials. collections • Making available quality content without paywalls. • A renewed focus on supporting reading for pleasure and literacy. • Collections and services that support Te Reo Māori and other languages. • Collection cataloguing and processing being outsourced. Programmes & • Support for digital citizenship, digital literacy, and information brokerage. Services • Support for business, entrepreneurs, and STEM (science, technology, engineering, and mathematics) skill development. • Use of social media such as Facebook and Instagram to promote services and engage users. • People and communities at the centre including co-design of services. • Collaboration and partnership to achieve greater benefit and collective impact. Access • Extended hours and unstaffed hours. • A focus on equity leading. • Apps to make smart phone access easier.
The Strategy identifies three strategies for success:
• People Development – Staff need to be digitally literate, with excellent problem solving and customer service skills while still retaining the more traditional professional knowledge areas related to collections, service development and library management systems. • Partnership and Collaboration - Working together with others on shared outcomes can have a far greater collective impact than working alone. • Smart, sustainable business practices - Public libraries, like all areas of local government, need to continue working smarter, looking for efficiencies, reducing duplication, managing resources wisely and using technology to simplify and refine processes. It also means appropriate capital and operational investment to enable the library to service growth in demand based on sound business cases.
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The Public Libraries National Strategic Framework articulates the changing nature of public libraries, responding to societal changes and the arising issues, summarised in the foreword by Co-Chairs of Public Libraries of New Zealand:
“A public library today is a focal point, a centre for the whole community and its visitors, a meeting place, a site for education, a source of inspiration and innovation, a connection to the wider world, a democratic place for sharing knowledge, experience, and opinion.”
LIBRARY COMMUNITY HUB APPROACH 2015 In 2015, Tauranga City Council adopted a new strategic direction for Tauranga libraries based on a Community Impact through Renewed Engagement Model, also referred to as the “Community Hub Model”. This involves:
• Shifts the emphasis from a book and information place to a people place that supports learning, innovation, inspiration and connection. • Recognises that digital sources of information and reading will sit alongside print as vital sources of the world’s knowledge and for local identity into the future. • Recognises the library as civic space for learning, connection and community participation remains important as a public good particularly of the disadvantaged and socially isolated. • Requires libraries to continually reshape services to meet societal changes and differing customers’ needs and be relevant in the digital knowledge age. • Recognises that growth will come from two factors – growth in the population and growth in the demand for digital content and services.
There are four major strategic areas of focus in the Community Hub Model:
1. Grow access to digital content and services – make it easy for customers to discover and use an extensive range of digital content and enable those without access or skills to participate in the online world. 2. Leverage greater community collective impact through collaboration – aligning library services in support of community goals, including strategic approach to developing a targeted programme for different groups with specific learning, information or social needs to increase use of library services for those often most in need. 3. Maximize the value of existing assets and find innovative ways to address growth – redesign and refurbishment of the central library (as well as longer opening hours for community libraries) to increase access and improve the experience and opportunities in the city centre. 4. Empower staff to work smarter, innovate and embrace new ways of working – strong leadership including digital leadership and foster a culture of innovation, trust and change, to not only maintain a well-managed efficient organisation but to lead and motivate staff to deliver on the changes required.
The approach is being embedded through a range of operational changes and the development of a new central library provides the opportunity to further embed the community hub model through the design and consideration of the new approach.
2017 CENTRAL LIBRARY STRATEGY As part of the research undertaken in 2017 (see Section 4 for summary of this research), the Central Library Strategy was developed to provide clarity on the intended direction, purpose and objectives of a new stand-alone central library and its role as part of the wider network.
The strategy sets out the requirements for fit-for-purpose, future-proof library services in the city centre and responds to residents’ aspirations. It follows the strategic direction to move towards a community hub model, as well as being a repository of books and information. The strategy recognises that libraries of the 21st century are increasingly becoming a people place that support social connection, education and access.
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The vision for the Central Library is for4: “A popular destination that people love to go to. The place is constantly bustling with people and activity within a vibrant city centre. People are immersing themselves in the many opportunities available to learn, innovate, inspire and connect with others.” The central library purpose is to:
• be a recreation and cultural attraction that contributes to a vibrant city centre. • be a community hub for learning, innovation and connection. • share the stories of Tauranga: past, present and future in its Heritage Centre and Archive.
The strategy also articulates the dual role of the Central Library providing citywide functions and community library for Central Tauranga area.
5.3 POPULATION CHANGES Tauranga has seen strong population growth over the past decade. In 2013 the city accommodated 120,000 people in 45,900 occupied dwellings and over the five years to 2018, the city’s population increased to 140,800 residents, a 17.5% increase, living in 51,144 occupied dwellings (11.5% increase in dwellings). Current estimated population is 151,300 which illustrates the fast pace of growth.
Three broad zones of recent growth have been identified:
• Pyes Pa area – outwards to Tauranga’s South and West from the Bethlehem, Pyes Pa and Hairini Area Units, referenced as the Western Corridor. • Papamoa Coastal eastwards - along the Coast from Papamoa through the Pacific View, Palm Beach, Gravatt, Doncaster and Palm Springs Area Units, referenced as the Eastern Corridor. • The growth was also across existing residential areas, in the form of infill development, referenced as intensification. References to Tauranga Central include the Te Papa Peninsula and western areas of the city.
Over the next 30 years (to 2048), Tauranga City is forecasted to grow by 43% to 201,900 residents. For the purpose of community facility provision, two aspects of population growth are important:
• When is the growth expected to occur? (i.e. the timing) • Where growth is expected?
Tauranga’s SmartGrowth population projections have been recently updated to take account of recent growth and infrastructure implications. These changes have a direct bearing on when and where population growth is anticipated.
TIMING OF POPULATION GROWTH Figures 5.2 and 5.3 illustrate the timing of population growth in Tauranga:
• The cumulative growth in 10-year intervals by type of location i.e. Potential future greenfield, Future greenfield, Greenfield, Rural infill, Infill, Intensification or High density. This classification is based on updated Tauranga City Council’s definitions. • The shift taking place in 10-year blocks broken down by the same location areas.
4 The vision statement and purpose has been refined as part of this Strategic Case development.
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FIGURE 5.2: CUMULATIVE GROWTH OVER 10-YEAR INTERVALS BY LOCATION
FIGURE 5.3: RELATIVE GROWTH IN 10-YEAR BLOCKS BY LOCATION
Based on TCC information, the following observations can be made around the timing of growth:
• Over the short term, the next 10 years, the city will add around 24,300 additional residents, equal to a third (35.1%) of the next 40 years’ worth of growth. The greatest proportion of the growth will occur in Greenfield Urban Growth Areas.
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• The second decade (2028-2038) will see the population expand by another 24,100 residents (34.8% of the growth). The greatest proportion will be in the Future Greenfield and Intensification areas. • Over the longer term (2038-2048), the growth will decelerate as shown in Figure 5.3 but the population will still see an expansion, mostly accommodated via Intensification. • By 2058, the population is forecast to grow to an estimated 210,000.
LOCATION OF POPULATION GROWTH Figure 5.4 displays where population growth is forecast to occur in Tauranga based on the new Tauranga SmartGrowth projections. In this map, red equates to population growth and blue equates to population declines.
FIGURE 5.4 POPULATION GROWTH PROJECTS 2018-2043 BASED ON NEW SMARTGROWTH PROJECTIONS
Based on the analysis from the graphs on the previous page and the map above, the following conclusions can be drawn on where population growth will occur:
• Whereas previously, population growth was heavily focused in the Eastern and Western Corridors, a greater proportion of population growth is now forecast in the Central area around Te Papa Peninsula, central parts of Otumoetai and Glenfield, shown in Figure 5.4. This is consistent with intensification efforts and aims to concentrate development and growth around the Te Papa Peninsula to increase urban efficiencies. • Forty percent of population growth over the next 40 years will be accommodated in existing urban areas in the form of intensification, infill as well as development in the Intensification Areas (IAs) and High-density areas. Over the short term (10 years), the share of growth accommodated by way of infill and intensification will be around 24%. • In the first 10 years (2018-2028), most of the population growth is forecasted in the Eastern Corridor, with 46.6% or 11,332 more residents. Tauranga Central area will also grow, by 30.7% of the population growth (7,480).
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• For the second decade (2028-2038), a large share of population growth will be in Tauranga Central, capturing half (51%) of the population growth – 12,340 additional residents in the central area. This compares against a quarter (26%), or 6,300 in the Eastern Corridor. • Looking further in the future (2048-2058), a large portion (53%) of the population growth will be accommodated in the Tauranga Central area. In resident numbers, the amount of growth is less than the previous periods, but still substantial. About 46% of this growth is expected to occur in Intensification zones, 24% in the High-density area and 29% in future greenfield.
Section 5.4 outlines how population changes are likely to impact on library provision.
5.4 LIBRARY PROVISION The Community Facilities Needs Analysis was undertaken in 2019 to understand the need for community facilities over the next 20 years and inform future investment outlined in the Community Facilities Investment Plan (see Section 5.1 and Section 3.1).
The needs analysis included modelling to assess the impact of population growth on the facility catchments over time. Figure 5.5 shows the analysis of population growth on library facility catchments over the next 25 years with no intervention or change in facility provision. The graph shows the primary catchment populations for Tauranga City Library and Greerton Library are forecast to grow the most significantly, although all libraries show catchment growth. Over the next 25 years, the Central Library catchment is anticipated to grow by 22%. A key conclusion from the modelling was the significant lack of current capacity in the library network to accommodate increased demand arising from population growth.
FIGURE 5.5 TAURANGA LIBRARIES – IMPACT OF POPULATION GROWTH ON CATCHMENTS (NO PROVISION CHANGE)
The population analysis is spatially shown in Figure 5.6 in the catchment map for the Central Library, with high population growth representative by the larger and darker green circles.
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FIGURE 5.6 CATCHMENT MAP FOR TAURANGA CENTRAL LIBRARY AND PROJECTED POPULATION GROWTH
RECOMMENDED LIBRARY FACILITY CHANGES Factoring in the recommendations from the Needs Analysis to increase library facility provision, Figure 5.7 shows the potential impact on catchment populations for the library network (Wairakei Te Tumu relates to the Eastern Corridor). The graph shows redevelopment of the Central Library (with more capacity) the facility will accommodate growth in the Tauranga Central catchment. The introduction of new library capacity indicated in the Western and Eastern Corridors will have little impact on the Central Library catchment but will reduce pressure on the existing local libraries at Greerton and Papamoa.
FIGURE 5.7 IMPACT OF RECOMMENDED LIBRARY DEVELOPMENTS ON THE LIBRARY CATCHMENTS
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The analysis supports following provision conclusions:
• There is significant undersupply in the current library network and no capacity to accommodate increasing demand arising from population growth. • Development of the Central Library with increased capacity (and better offerings) will enable the facility to accommodate increasing demand arising from population growth. • Additional provision in the library network (local libraries in the west and east) will have little impact on the Central Library but should ease pressures facing existing local libraries.
5.5 CONCLUSIONS Provision considerations for development the Central Library Community Hub, include:
• The Central Library Community Hub development contributes to strategic and spatial outcomes for western Bay of Plenty and Tauranga city. Of particular strategic importance are: • Consistency with the Connected Centres programme outlined in the Urban Form and Transport Initiative approach to city development and transport planning. • Supporting regeneration and intensification of Te Papa Peninsula through providing a community amenity within unique, liveable, connected, and healthy neighbourhood. • Contributing to the revitalisation of the city centre through the provision of an attractive and appealing destination in the city centre.
• Application of the Tauranga Moana Design Principles provides an overarching framework and starting point for cultural principles and projects.
• Facilitating the evolving role of libraries from the quiet repositories of books to a meeting place for the whole community and visitors, a place for education, a source of inspiration and innovation and a connection to the wider world supporting democratic sharing of knowledge. • In Tauranga this is expressed through the community hub approach.
• The Tauranga population is growing, which is likely to result in increased demand for library services. Modelling shows the primary catchment the Central Library serves will grow by 22% over the next 25 years. Combined with current under-supply of existing libraries means the existing network is under pressure. • Development of the Central Library with increased capacity (and better service offerings) will enable the facility to accommodate increasing demand arising from population growth.
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6.0 WIDER COMMUNITY NEEDS
6.1 INTRODUCTION The library community hub approach seeks to consider the opportunity to integrate, co-locate or connect different types of community facility provision. The 2020 Community Facilities Needs Analysis identified the need to review future community provision in Tauranga Central, with a particular focus on Elizabeth Street Community and Arts Centre and Cliff Road Building.
One of the objectives of this study is to consider the need and appropriateness of including community centre/hall components into the future library development in support of the Community Hub approach. It does this by analysing available secondary information on Elizabeth Street Community and Arts Centre and Cliff Road Building. However, the available information was limited, which has constrained this analysis.
In addition, other community research has been examined to consider wider community needs which can be incorporated into future library / community hub development.
Section 7 summarises cases studies of different community hub approaches from across New Zealand. Section 7.13 provides analysis of the different ways community hubs can be developed which has relevance when considering the appropriateness of including wider community facility needs into the Central Library Community Hub development.
6.2 COMMUNITY CENTRE / HALL PROVISION The 2020 Community Facilities Needs Analysis provided a high-level assessment of the network of 14 council-owned/supported community centres / hall facilities. The high-level findings from this assessment were:
• Growth occurred in the use of community centre / halls across the city. • The distribution and location of community centres / halls is critical because these facilities generally serve relatively small catchments. • Overall, additional provision will be required in the network to accommodate increasing demand arising from population growth. • The design of some facilities within the existing network does not provide enough flexible and multi-sized spaces and are not fit for purpose for modern community facility programmes and services. • The quality of existing facilities is a concern. Some existing facilities are also not in optimal locations or configurations. Optimisation and rationalisation should be considered. • All new provision should have multiple and flexible spaces to accommodate a variety of community needs.
For Elizabeth Street Community and Arts Centre and Cliff Road Building, the findings were:
“Both facilities will come under pressure resulting from population growth through intensification. Current facilities do not have the capacity, quality, or amenity to accommodate increasing demand. As neither site is ideal, recommend investigating rationalisation and developing new integrated community centre to serve the population”.
ELIZABETH STREET COMMUNITY AND ARTS CENTRE Elizabeth Street Community and Arts Centre is located as part of a precinct of community leases and facilities at 169 Elizabeth Street. The facility comprises two separate hall spaces, one includes a stage and kitchen. One space is carpeted while the other space has a basic wooden floor as shown in the pictures in Figure 6.1.
While there is no specific condition information, the building appears dated. There is limited carparking associated with the facility.
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FIGURE 6.1 IMAGES OF ELIZABETH STREET COMMUNITY AND ARTS CENTRE SPACES
CLIFF ROAD BUILDING Cliff Road Building is a small facility which used to be clubrooms and includes one room with kitchen, toilets, and showers with a maximum capacity of 50 people. There is no specific condition information, but the building appears dated. A boxfit provider is the anchor tenant but the facility is also used for a variety of other activities.
FIGURE 6.2 CLIFF ROAD BUILDING
LEVEL OF USE Compared to other facilities in Tauranga’s community centre/hall network, both Cliff Road and Elizabeth Street have relatively low use, both in the terms of the hours booked and number of visits. However, the average visits for each booked hour are on par with similar community halls but lower than community centre visits/hour booked.
Despite the low use Figure 6.3 shows the facilities have growing demand for both hours booked and visits to the facilities over the 7 years (reductions in 2019/20 show the impact of COVID-19 lockdowns). Elizabeth Street increased by 99% in the hours booked and had a 101% growth in visits, whereas Cliff Road had 51% growth in hours booked and had 54% increase in visits.
The growth at both facilities is reflective of growing use of community centre/hall facilities across Tauranga over the last five years. The growth is partly driven by population increases but also reflects greater community engagement in the variety of activities which are delivered from community centre/halls. While there is capacity for greater use of both facilities (as indicated by the low comparative use), it also appears both facilities play a role in meeting demand for hireable space and this role is likely to continuing growing, particularly with population growth.
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FIGURE 6.3 HOURS BOOKED AND VISITS TO ELIZABETH STREET AND CLIFF ROAD FACILITIES
NATURE OF ACTIVITIES Both Elizabeth Street and Cliff Road Buildings have a high proportion of the peak times (after- school weekdays and weekends) booked by regular users. While use during the day is relatively low (which contributes to the low overall use). Figure 6.4 shows the proportion of regular bookings, as a percentage of the total available hours (14 hours per day from 8am to 10pm). Over seven days, both facilities have 39% regular bookings. Anecdotal feedback is the hire groups like the conveniently located spaces which are available at a low hire rate.
FIGURE 6.4 PROPORTION OF REGULAR BOOKINGS AT ELIZABETH STREET AND CLIFF ROAD FACILITIES
80% 70% Mon 60% Tues 50% Wed 40% Thur 71% Fri 30% 57% 46% 46% 46% 50% 20% 43% 43% 39% 39% 39% Sat 29% 29% 10% 21% Sun 16% 7% 0% Total Elizabeth St Cliff Road
The nature of activities undertaken during regular bookings is shown in Figure 6.5. The activities at both facilities are more active, noisier activities (fitness, martial arts, dance, music) making up 79% of regular bookings at Elizabeth Street and 73% of regular bookings at Cliff Road.
FIGURE 6.5 NATURE OF REGULAR ACTIVITIES
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CATCHMENTS In 2019 a survey undertaken for the Community Facilities Needs Assessment informed catchment analysis for Tauranga’s community facilities. The distribution of users for both facilities is shown in Figure 6.6 and 6.7. Based on the data collected in this survey, the maps indicate neither facility is serving a local community catchment with users spread across the city (although noting the data for Cliff Road is limited). This contrast with other community centres and halls, which have catchments primarily focused on the local area and therefore serving local needs. This indicates the use of both central city facilities is more about the availability of the facility to accommodate the hire activity (and attractiveness of those hire activities) rather than serving a local catchment.
FIGURE 6.6 ELIZABETH STREET DISTRIBUTION OF USERS
FIGURE 6.7 CLIFF ROAD BUILDING DISTRIBUTION OF USERS
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Figure 6.8 shows the distance of responding users to each facility. Both facilities have a large proportion of users who travel more than 5km to the facility, which is in contrast to most of the other community centre/halls. For both facilities, a third of users travel more than 10km to the facility.
FIGURE 6.8 DISTANCE BETWEEN HOME AND COMMUNITY FACILITIES
The Needs Analysis also analysed the potential level of increased demand resulting from population growth in the facility catchments. Both facilities have projected population growth in their primary catchments of 6%.
6.3 OTHER COMMUNITY NEEDS
VITAL UPDATE TAURANGA 2020 The Vital Update research was undertaken to better understand the needs, wants and aspirations of people in Tauranga. The research focused on reaching people of all backgrounds and experiences including a focus on those that are vulnerable. The research provides wide ranging insight in social and economic issues facing Tauranga residents, including housing, social wellbeing, and safety. The research identifies the highest priority issues to address are traffic congestion, more public transport and improved planning of the city and city centre.
Results relevant to Central Library Community Hub development from the survey include:
• While transport was most important issue to address, 11% would like a more vibrant city centre / better city planning (third most important issue). • Considering how the city can thrive in the next 10 years, 17% would like more Maori culture/ history/ heritage and 10% see revitalising the city centre / retain community feel / access to the waterfront as important. • In relation to other aspects about Tauranga’s future, 10% identified revitalise the city centre and 9% want more/better facilities (including shops, restaurants, hospitals, community facilities and schools). • Of the services and facilities people use, 48% say they use libraries in their community, while 21% use community halls. • Of the services and facilities people want to have better access to, 13% identify libraries and 6% identified community halls.
The research was also consolidated for respondents who reside in Tauranga South, City Centre, Avenues and Sulphur Point. Key findings relevant to the Central Library Community Hub development include:
• While traffic congestion is the number one issue to improve, 10% of respondents would like more facilities including cafes, supermarkets, community hubs (facilities and services). • Of the services and facilities people use, 59% use libraries (higher in comparison to Tauranga City) and 20% use community halls.
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• Of the services and facilities people want better access to, 9% identified libraries and 8% community halls.
The Vital Update Research illustrates there is resident support for improving the city centre. There is strong local and city-wide use of library facilities. There is also a proportion of the local and city-wide community who would like to see improvements to community facilities.
MIGRANT COMMUNITIES AND NEW RESIDENTS The current Central Library is used as a venue to engage with migrant communities and new residents. Community Development Advisor for Welcoming Communities advises libraries are viewed as a welcoming space for new migrants, as they considered safe, neutral, and accessible. The current library is used both formally and informally by migrant communities. Formal programmes include the provision of information sessions and language classes while informally libraries are used as a meeting space by families.
Key issues identified to facilitate the use of the Central Library Community Hub by migrant communities includes:
• Welcoming signage (in a number of languages) to support our multicultural community to support a sense of belonging and inclusion. • Having a small – medium size meeting rooms available to support community connection through information sessions and classes. • Provision of a ‘boardroom’ type space that communities can use for their own community meetings that has accessible technology. • Adaptable and flexible spaces the communities are able to utilise for small events, exhibitions, film screenings etc. • Having a kitchen space available as food is important part of hospitality and bringing people together. • The design and public artwork should reflect the diversity of language and cultures in the community to provide a sense of belonging. • Having available more communal tables and seating so people can sit and spend time in the library comfortably.
OTHER NEEDS Engagement across the Community Development team at Tauranga City Council identified other potential considerations for a Central Library Community Hub, these include:
• Provision of information service (such as CAB) within the library where people can access information and advice. • Inclusion of small private meeting rooms which people can book for confidential meetings. • Provision of water fountain and locker facilities within the library. • Provision of adequate toilets and parent-rooming room was identified as essential. There was also a suggestion for inclusion of a shower facility. This was voiced in relation to a group of users including children, people with disabilities and vulnerable people where accidents can occur. The availability of a shower facility (on request) can help resolve these incidents. • Connections between library staff and social services to help support vulnerable people who need crisis support or additional services. • There has been a long-held desire for the development a dedicated youth facility in the city- centre as a safe and welcoming place for youth. This may be an opportunity to be explored further either in the form of integrated or co-located provision depending on the nature of youth activities desired. Further research with youth could provide clarity on the nature of youth facility provision required and the suitability of either integrating or co-locating with the Central Library Community Hub.
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6.4 CONCLUSIONS High level analysis of Elizabeth Street Community and Arts Centre and Cliff Road building using secondary data highlights the following:
• Despite both facilities having low comparative use compared to other community centres/halls, there has been significant growth in use. This is reflective of growing use and demand for community centre/hall facilities. • There is a high proportion of regular hire of both facilities, predominately at peak times. • The nature of regular activities is more active and noisier in nature (like fitness, dance, music, and martial arts) rather than passive and quiet activities (like meetings, arts and crafts, and support groups). • Anecdotally, hire groups advise the convenient location and low hire rates are appealing. • Catchment analysis indicates users come from across the city. This indicates current use is more about the availability of the facility to accommodate the hire activity (and attractiveness of those hire activities) rather than serving a local catchment.
Overall, the analysis indicates growing demand for community space, which combined with population growth is likely to generate more demand. On the question on whether this demand could be accommodated in a Central Library Community Hub, the following conclusions are drawn:
• Providing space within the development to accommodate demand for the active and noisy activities is not appropriate in an integrated facility due to the impact of noise and vibrations on other activities (without significant cost spent on noise attenuation and space separation to make integration suitable). Co-locating or shared entrance could be considered, however, it is not evident these types of activities need to be located in the central city. As current activities appear to attract users from a wide catchment, the facility could be located in any central and accessible location.
• However, there is considerable potential to provide integrated space(s) within the hub development to accommodate the quieter and passive activities like arts and crafts, youth activities, support groups and community meetings. This currently makes up between 5% and 18% of the current use of Elizabeth Street and Cliff Road facilities. If these activities were accommodated in the new hub, then this could free up a small amount of space at Elizabeth Street and Cliff Road. Additional capacity should be considered in the hub development to ensure there is sufficient capacity to accommodate both library and community driven activities.
Beyond these conclusions, it is noted both Elizabeth Street and Cliff Road facilities are located on strategic sites and the buildings are dated indicating a question as to their medium to longer term future. A more detailed analysis of community provision in the central area would provide clearer direction on the appropriate provision and the future of both facilities.
The review of wider community needs highlights the opportunity of the hub development to contribute to meeting other community needs including:
• Improving the appeal of the city-centre is highlighted as an important issue for residents. • Providing welcoming spaces for migrant communities and new residents for both formal and informal activities. • Support for provision of information services as part of the hub development. • Possibility of a youth orientated space although this needs further investigation. Engagement with youth will provide greater clarity on the nature of activities and spaces required.
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7.0 CASE STUDIES
This section outlines examples of conceptually similar libraries with associated community hubs across New Zealand. These range from small local libraries in small towns up to larger central hubs in major cities. Innovations in library/community facilities are happening at all levels of provision so consideration of a range of examples is productive. Several case studies are described to illustrate some of the different features, issues and opportunities which may be considered for the future Tauranga Central Library. To quote from an architectural description of Tūranga – the new Christchurch City Library:
“If you have set foot in a library in the last 20 years, you may have noticed a change. Gone are the shushing librarians, the rows of dusty shelves and the stagnant atmosphere; conversation is now welcome, technology is everywhere and, perhaps strangely to some, books, while still very important, are no longer the sole focus. The library has become the ‘third place’: a place anyone can go to for whatever reason, be it to study, to research or to seek haven and rest as a parent, traveller or homeless person.”5
And another from the architect Sir David Adjaye:
“Think about the library as a network hub, a place where the community hall is merged with the library, and social services are also activated there. So you have life-long learning, you can learn motor mechanics, flower arranging, yoga, you can get a book, you can get a class on languages, you can get government services. So it really becomes a hub, and it becomes one of the few places where you see multi generations of people, people of different languages and backgrounds, all coming under a service that is supplied in their community and neighbourhood.”6
The following case studies explore some of the ways these types of ideas have been being applied to New Zealand examples.
7.1 SCOPING A NEW WELLINGTON CITY CENTRAL LIBRARY In late 2020 Wellington City was assessing 5 options for replacement of its Central Library Services (after closure due to earthquake risk). The summary points are from the ‘Statement of Proposal’ scoping document presented for consultation7. They represent many of the key directions in the provision of modern library services, and for development of a new central library facility.
The role of modern libraries nationally and internationally is evolving. What libraries deliver, what people need, and the way they learn, has evolved beyond what was planned for in the late 1980s and early 90s when there was no internet, Wi-Fi or digital devices. What is offered needs to adapt too. Libraries play a fundamental role in a community’s resilience as they form part of the physical and social infrastructure that supports the senses of place for many communities and the cities capacity to respond to, and recover from, significant or difficult events. To achieve this, libraries are designed to be:
• accessible – easy to get into, around and out of. • a social equalizer as they allow equal access to information. • easier to use with longer opening hours, central locations, and good transport connections.
Around the world public libraries are being reimagined to provide different types of spaces which cater to a wider range of people, including the following main types of spaces and services.
5 https://architecturenow.co.nz/articles/the-third-place-turanga/ 6 https://cclbibliofile.wordpress.com/category/buildings/ 7 Statement of Proposal (Sept 2020). Briefing document from Wellington City Council Consultations page – see link to document at https://www.letstalk.wellington.govt.nz/central-library
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‘ARRIVE AND NAVIGATE SPACES’ These are spaces, facilities and services that welcome and invite people into the library and guide them to the different areas by providing:
• Access that is easy, welcoming, inclusive and starts to convey the main stories and styles emerging in the library’s purposes and themes. • Clear transitions from one area to another through consistent, intuitive signage. • Wayfinding routes provide space to circulate to, from, and between zones and the different services. • Simple and clear signage to help people find what they want, supported with staff available on the floor to help when needed. • Digital tools to provide real-time information about programming and activities.
‘LIVING ROOMS’ These are spaces, facilities and services for collections, relaxation, recreational reading, study, learning and knowledge exploration. People can:
• Access most library collections and resources, including special facilities for rare books and unique collections, and local history resources. • Use moveable seating and furniture for quiet reading and study. • Use devices for reading online magazines and newspapers.
‘DISCOVERY AND INNOVATION SPACES’ These are spaces, facilities and services that focus on literacy, learning and creativity. They include:
• Workshops, classroom, and meeting spaces that support a range of library-led, community- led, and partnership activities and programmes. • Fun spaces for early literacy development through reading, play, music, and stories. • Youth hang-out and gaming areas, meet up spaces for tutoring or studying with friends, and screens and whiteboards in collaborative study zones. • Digital learning classes or individual technology support. • Maker and creation spaces for 3D printing, recording, sewing and much more.
‘ENGAGEMENT AND SHOWCASE SPACES’ These are spaces, facilities, and services where people connect with big ideas, topical issues, heritage, culture, and civic functions via:
• Areas for public meetings and civic functions. • Highlighted library collections and resources. • Exhibitions, displays and performances. • Venues to host local and national events and performances for festivals, creative, cultural and local works, groups and organisations.
‘REFRESH AND REVIVE SPACES’ These are spaces, facilities, and services where people can take a break, eat, rest, mingle and relax. They provide:
• A variety of atmospheres, seating and lounge spaces, places to meet up with friends, colleagues or whānau, pick up some food and coffee, or hang out and wait. • Bathroom facilities, public storage lockers, water fountains, a range of general benches and seating. • Café and seating which link indoor and outdoor spaces.
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PRINCIPLES GUIDING HOW THE LIBRARY LOOKS INSIDE AND WORKS The principles guiding the design of the future Wellington Central Library service and spaces under any of the options are to:
• restore a Central Library service to the community that reflects peoples changing needs. • remove barriers to access through services, programmes and facilities that are equitable and inclusive to all. • provide inviting, engaging, and comfortable facilities with embedded flexibility through innovative design. • balance space for relaxation, recreational reading, study, learning, and knowledge. • exploration, with space for collections. • embed fit-for-purpose technological solutions and equipment to reflect Wellington as a ‘smart city’. • consider how the library service could co-locate with Council’s front-facing customer services and other partners whose mission, purpose and values are aligned, complementary and mutually beneficial. • more appropriately celebrate and showcase our taonga and special collections and honour Te Tiriti o Waitangi as the foundation of our nationhood and community.
7.2 TŪRANGA (CHRISTCHURCH)
BACKGROUND Tūranga is the new main public library in Christchurch, New Zealand. It opened in October 2018 and replaced the nearby Christchurch Central Library that closed due to 2011 Christchurch earthquakes. The total cost was $92.7 million and has won numerous awards. The final plan was shaped by over 2,400 public ideas during an extended consultation period.
The building is approximately 9,850m2, making it the largest public library in the South Island. It is located centrally at the corner of Cathedral Square, Colombo Street, and Gloucester Street in the heart of Christchurch business district.
The centre is funded primarily through Christchurch City Council and its library services. It is open 9.00am-8.00pm and spaces available to hire from 8.00am to 11.00pm for a range of activities which currently include community group, dance, education and workshop events. It is a part of the wider network of 23 Christchurch City Council Library locations. Christchurch has a population of approximately 380,000.
FACILITIES AND SERVICES Visitors enter Tūranga in Cathedral Square through a large welcoming foyer designed to be an extension of the public open space of the square. The ground floor “urban carpet” acts as a link to the neighbouring Performing Arts Precinct and Convention Centre, with a cafe and an area displaying new technology. Above the foyer, the stairs cross over at angles designed to draw visitors to the upper floors.
The first floor (Community Level 1) has a 200-seat community arena, exhibition space, and areas for families, children, and youth. The top three floors (Identity, Discovery, Creativity Levels) house the bulk of the library’s digital, specialist and print collections along with meeting, recreation, and activity areas. The furniture throughout the library can be moved. On the ground floor, this is particularly important for events such as pōwhiri, which may occur in the square. Sliding doors across the square façade can create a wide opening for such events.
Facilities include:
• $1.2 million 7m-long touch-sensitive Discovery Wall, interactive digital picture of Christchurch. • a café. • a 200-seat community arena. • activity rooms. • crafts facilities.
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• 3D printing facilities. • exhibition space. • study spaces. • meeting rooms. • children’s play area with LED lightshow. • Computing and technology facilities include: • public computers with free internet access; free wi-fi; Playstations; virtual reality (VR) headsets and gaming; printing and photocopying; scan to email or USB; production and audio-visual studios.
OTHER KEY POINTS While Tūranga has only been operating for around 2 years it has already developed a strong reputation as an attraction for Christchurch locals and visitors. It is considered a worthwhile facility to visit and has received very positive user reviews on the travel review site Trip Advisor where is has received ‘Very Good to ‘Excellent’ ratings in over 90% of posted reviews.
IMAGES
7.3 TE MANAWA (WESTGATE, AUCKLAND)
BACKGROUND The Westgate Library and Multi-Purpose Facility is an award-winning 1,800m² facility in West Auckland. It was designed as the anchoring civic component for the new Westgate Town Centre, incorporating a new library/community hub, town square and bus interchange. The brief was to set a benchmark for civic buildings, establishing a sense of place and to provide a core community destination within the wider retail master-plan. Completed in 2019 it has been referred to as Auckland Council’s first fully-integrated community hub.
Te Manawa inherited the library services of the old Massey Library. It is a part of the wider network of 55 Auckland Council Library locations. Auckland has a population of approximately 1.5 million. The population of Henderson-Massey Local Board area is approximately 118,000.
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FACILITIES AND SERVICES The project houses core library function alongside a variety of spaces including a customer service centre, rooms for hire, commercial kitchen, creative spaces, performance and event spaces, work, and study areas along with a Citizens Advice Bureau. In summary, Te Manawa facilities and services include:
• Core Library facilities/services – spaces and presentation for extensive collections of books, e- books, newspapers, magazines, and online resources, (including free movie streaming). There are designated places for fiction, non-fiction, children, and teen collections. There are 8 PCs available for customers to use for free with free wifi and a designated study space.
• Programmes and events - Te Manawa has a varied programme of free events and classes, including Wiggle and Rhyme, learning 3D printing, trying out a recording studio, and improving conversational English. Te Manawa also has a team dedicated to Programme and Outreach. Events such as food or craft markets take place using Te Manawa and other parts of the Westgate town centre.
• Council Services - Te Manawa provides a good range of community services including rates payments, dog registration and general Auckland Council service inquiries all under one roof and served by the same team. It is planned that there will be further council services available, such as building consent submission.
• Community venue hire – including auditoriums, meeting rooms as well as a commercial kitchen for community use with a small charge. The combined auditoriums can accommodate up to 200 people. AV Suite and Studio 2 were made available for public use since July 2020. AV Suite is fitted with audio equipment and is best suited for recording and editing purposes. Both AV Suite and Studio 2 are fitted with sound dampened walls and windows to improve sound quality.
• Citizens Advice Bureau - provides free, confidential, independent information and advice to all people on civil rights, how to get access relevant services they need, and the Justice of the Peace (JP) service.
OTHER KEY POINTS Te Manawa benefits from being purpose built in a living town centre precinct; being part of the wider network of Auckland Council facilities and services. It is also enhanced by having had good investment in state-of-the-art design incorporating sustainability principles and having actively involving strong local communities.
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7.4 TŌIA – ŌTĀHUHU RECREATION PRECINCT (AUCKLAND)
BACKGROUND The Ōtāhuhu library opened in 2016 and is part of a comprehensive recreation precinct incorporating the library, aquatic centre, indoor courts, fitness centre, CAB and outdoor precinct with a civic area, playground, community garden and open-space. Toia is located directly behind Ōtāhuhu main shopping precinct and adjacent to the local supermarket.
The library space is roughly 900m2 and was deliberately designed with dual entrances to attract users to engage through the library to the other facilities. The main entrance ramp runs through the library with collections spaces and quieter meetings accessible from the ramp. Above the ramp is a community art-work called “Spirt Level” incorporating over 1,000 glass globes blown by the community during a 12 month community arts campaign to “breath life” into the precinct.
The library is managed by council staff who work with the deliverers of the aquatic and recreation centre who are run by a private company contracted to Auckland Council. The estimated population of Māngere- Ōtāhuhu Local Board is 85,000.
FACILITIES AND SERVICES • Children’s area. • Learning centre with free computers and free wifi. • 3 reading rooms which can be booked and used for small events. • Meeting room with capacity for 15. • Justice of Peace and CAB. • Adjacent is café, playground, outdoor recreation area, indoor courts and aquatic centre.
OTHER KEY POINTS Tōia incorporates a number of art-works developed in partnership with the community and Mana Whenua along with architectural features which reflect the diverse ethnicity of Otahuhu and the significance of the portage where Maori would drag canoes from one harbour to another. The name Tōia was gifted by Mana Whenua and literally means “to drag”. The facility has been extremely successful with the community fully embracing the precinct.
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7.5 ONEHUNGA LIBRARY & COMMUNITY CENTRE (AUCKLAND)
BACKGROUND The Onehunga Library and Community Centre was developed in 2003 as one of the early co- located community facilities in Auckland Council’s library and community centre network. There is a shared entry to both facilities but separate receptions for each facility. There is a medium sized foyer in front of the library area which is used for community events and for social gathering and relaxation. Staff of Auckland Council run both facilities but have separate line-management. Meetings between staff of the facilities are held roughly six monthly to consider joint programming and events.
The library space is roughly 900m2 and the community centre is a similar size. The Citizens Advice Bureau and Onehunga Toy Library are also located in the building with separate entrances. The community centre has multiple spaces of differing sizes for the delivery of programmes and for hire by the community. The community centre includes a central open-air play space.
FACILITIES AND SERVICES The library provides a wide range of programmes including, community and language classes and workshops, storytime, a book club and events.
The community centre provides different programmes for children, youth, older people, and different ethnic groups. However, venue for hire is the main use.
OTHER KEY POINTS A recent community needs assessment in Onehunga confirmed the Onehunga library is a successful facility with high community awareness, use and satisfaction. Conversely, the community centre located in the same building has low community awareness and use. Reasons for the limited success of the community centre are the smaller spaces not suited to the nature of loud/active/large activities, lack of noise attenuation between spaces, the cost of hire and a general lack of understanding of what a community centre can offer. The high awareness of the library but low awareness of the community centre led the needs assessment to suggest exploring a combined reception area and consider whether this would improve community awareness and use of the community centre.
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7.6 WHANGAREI CENTRAL LIBRARY
BACKGROUND The current Whangarei Central Library was opened in 2006 behind its predecessor which now functions as an arts centre. The network has 3 branch libraries and mobile library which together with the 8 community libraries provide a broad coverage of library services throughout the Whangarei District. Whangarei District Libraries administer grants for and offer professional support to the community libraries across the District staffed by volunteers. Whangarei District population is approximately 90,000 and the town is approximately 55,000.
The library provides a number of varied services, but its principal activities are to:
• educate the community, providing lifelong learning – this includes providing access to computers and the internet, and training in how to use them. • provide information to the community. • provide relaxation and enjoyment through books, audio-visual media, technology, events at the library and the creation of a safe meeting space. • provide these services equitably as possible across the District via the central library, strategically placed branch and community libraries and the mobile library.
FACILITIES AND SERVICES Facilities and services at the library include:
• Information /service desks. • A ground floor café by the entrance and the magazine/newspaper area. • Computers, internet and free wifi along with printing facilities. • A bookable E-learning centre. • Photocopy and printing services. • Newspapers and Magazines. • Theme rooms including collections and media resources for Maori, Genealogy, Northland and New Zealand. There are also dedicated spaces for kids and teens. • Bookable meeting rooms. • Justice of the Peace services at set times. • Free access to the New Zealand Film Archive of Film, Television and Sound is available through Medianet, a computer based digital video resource. • Occasional performance events.
OTHER KEY POINTS There are strong cultural connections demonstrated, with 5 of the 10 welcoming pou around the entrance being carved and presented by non-maori cultural groups.
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7.7 HAMILTON CENTRAL LIBRARY
BACKGROUND Hamilton Central Library is located centrally in a converted department store and was established in 1993. It has 5 branch libraries across Hamilton and no mobile library service. The library was upgraded as part of earthquake strengthening (2016-2018) and major renovations 2019. The population of Hamilton is approximately 165,000.
FACILITIES AND SERVICES The spaces and services available include:
• More than 400,000 items on offer, including books, DVDs, CDs, eCollections, archives, magazines, newspapers, and databases. • Free internet (20+ PCs available) and free Wi-Fi with computer Mentors. • Colour photocopying and printing available. • Kootuitui community and events space. • Self-check issues and after-hours returns. • Community and study rooms. • Archives and historic photos. • Local history and genealogy research. • Justice of the Peace (JP). • Storytime, wriggle & rhyme. • Special Events. • Auaha collaborative makerspace including 3D printers, virtual reality, and recording studio.
OTHER KEY POINTS Hamilton Central Library is not a dedicated new build but has worked modern library functions and spaces into its footprint over time and though opportunities provided from earthquake strengthening (2016-2018) and 2019 renovations.
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7.8 MATUKU TAKOTAKO: SUMNER CENTRE (CHRISTCHURCH)
BACKGROUND Built new in 2017 by Christchurch City Council as a hub-type replacement for several earthquake- damaged civic/community spaces in Sumner, this new $10 million, 1,300m² space combines library, community centre and museum functions. The library, community office, display area, computer hub and library courtyard are situated on the ground floor. The rest of the community functions, hall, kitchen, and museum spaces are on the first floor. The library is open all week but has limited opening times during the weekend.
Matuku Takotako is considered a community centre and hub, hosting and/or providing a venue for a number of community groups and activities such as the Sumner Community Residents Association, knitting groups, storytime, babytime, JP clinics and school holiday activities.
The centre is funded primarily through Christchurch City Council and its library services. Spaces are available to hire from 8.00am to midnight on any day for a range of activities which currently include dance, education, and workshop events.
FACILITIES AND SERVICES The centre has a small hall with a stage (150 people seated) and two meeting rooms—one large room that can be used with the hall (40 seated, 60 standing) and a smaller meeting room (12 seated, 35 standing). Costs vary for community and commercial uses, with a range of largely standardised council hourly hire rates of $10-$100/hour linked to room capacity and use purpose.
OTHER KEY POINTS The centre benefits from being both purpose-built and being part of the wider network of Christchurch City Council facilities and services.
Building on this combined services hub model, a new and much larger scale combined Library, Customer Services and Recreation and Sport Centre is currently planned for Hornby in Christchurch’s rapidly growing south west.
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7.9 TE AHU (KAITAIA)
BACKGROUND A need was identified by Far North District Council for a multi-functional facility to provide modern, purpose-built spaces for Kaitaia’s library, museum, i-SITE and civic/community service centre (especially for arts and culture).
This need was initially expressed through the Long-Term Plan. It was acknowledged for such a community facility to succeed long term, it was vital the project was driven by the community. The Te Ahu Charitable Trust Inc., a Council Controlled Organisation (CCO), was formed from the community and tasked with the funding, construction, and administration of the facility. The new centre (2012) incorporated refurbished parts of the original Far North Community Centre along with newly built facilities for the library, museum, café, i-Site and meeting rooms, all joined through a large central entry atrium.
Funding for the Te Ahu Charitable Trust comes predominantly from council grants, with supporting revenue at much lower levels from other charitable grants, ticket sales, and fees.
FACILITIES AND SERVICES This multi-functional centre in Kaitaia houses the Far North District’s northern area library, museum, i-SITE visitor information centre and council customer services. The complex also houses a café, a variety of connected venues for hire including different sized meeting rooms; commercial kitchen (and separate kitchenette); banquet room (240 capacity); a large main hall (600 capacity); art spaces and a combined theatre/cinema space (110 capacity).
One meeting room is set up as a dedicated computer classroom containing 17 terminals. The library and museum together provide facilities for copying, scanning, and printing. The large Atrium also provides an entryway and event space for the facility and acts as a linking hub access for the different spaces within it.
These facilities provide for a variety of cultural, community and commercial uses through providing venues for community club and group activities; theatre/cinema shows/events, museum and art curating, exhibitions, and events; and library services.
OTHER KEY POINTS This facility, through its Trust, has a high degree of community and iwi involvement in its establishment and governance, and through the supporting involvement of Far North District Council. The design optimised the refurbishment of the pre-existing community centre buildings and facilities with strategic facility space additions to provide an integrated centre. There is a significant public art built into Te Ahu.
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7.10 WALTER NASH CENTRE (LOWER HUTT)
BACKGROUND The Walter Nash Centre was established to provide a strategic sports venue; a leisure and learning space (incorporating Taita Community Library); and a central administrative hub for the delivery of community-based programmes, services, and activities. It has a greater sport-focus compared to other case studies, although it does include library and community services.
The $11 million centre was established in 2015 with funding provided through the Hutt City Council’s Community Facilities Trust (CFT), a Council Controlled Organisation (CCO). This Trust continues to provide ongoing grant funding for operations. The estimated population of Lower Hutt is 104,000.
FACILITIES AND SERVICES The new centre combines the Walter Nash Stadium, Taita Community Hall, Taita Community Library and Hutt Valley outdoor netball courts. The centre is the home for Hutt Valley Netball and Basketball and hosts a range of different sporting codes who are based primarily in Lower Hutt and Upper Hutt. It is an indoor and outdoor venue for events in the Hutt Valley, particularly age group events for court sports; but also, community festivals and trade shows. It is also a Hub for community programmes, services, and activities for the local area. The facilities feature:
• five indoor multi-purpose courts across two separate stadiums, and 11 outdoor netball courts. • a new library including 20 public computers and free Wi-Fi. • three community meeting spaces (for up to 200 combined). • a community fitness centre. • an onsite café. • free parking.
OTHER KEY POINTS The centre is adjacent to Taita railway station and just five minutes' walk from Fraser Park, the largest recreational sports ground in the Wellington region.
Following on from the model adopted at the Walter Nash Centre and the recently opened Koraunui Stokes Valley Community Hub, new CFT funding was committed to the development of two new $7+million community Hubs at Naenae and Wainuiomata.
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7.11 TE TAKERETANGA O KURA-HAU-PŌ (LEVIN)
BACKGROUND This library-based community facility was established in 2012 from the conversion of an old supermarket building by Horowhenua District Council, with the strategic vision of creating a community centre, incorporating the Levin Library. The adopted approach meant a complete redesign of the library service delivery. Recreational, cultural, learning, digital and social experiences are located in one convenient, modern, and accessible facility. It has proven to be successful with over 3 times the number of visits in its first year compared to the old Levin Library.
The facility was managed by a Council-controlled organisation, Te Horowhenua Trust, up until 2016 when the management of the facility and all services was brought in-house by the Council following a comprehensive review of community services in the District. The bulk of the funding comes from council, although some minor revenue is generated from the hireable spaces/facilities. The estimated population of Horowhenua District is 33,000.
FACILITIES AND SERVICES As well as a modern library space the site includes a number of additional spaces and services including the Levin i-Site; a cafe; the Contact Youth Space incorporating social, club and event spaces, multiple PCs, gaming and radio/recording facilities; a community radio station (run by youth); an AA vehicle information/licensing agent; a children’s area; business, council and community support service access; and several hireable rooms and spaces which can be configured for different sizes and types of meetings, events or exhibitions. The Library space hosts several activities including school holiday programmes and community classes in computing and fitness.
OTHER KEY POINTS An enhanced library facility, with a wider community focus particularly for youth and learning. Highly successful in terms of user numbers and community uptake.
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7.12 PUKE ARIKI (NEW PLYMOUTH)
BACKGROUND Puke Ariki is an integrated knowledge hub comprising museum, library, research centre, museum store and i-SITE. Opened in 2003, the facility is claimed to be the world’s first integrated museum, library and tourist information centre. The facility has won multiple awards for innovate technology and design including Creative New Zealand’s Creative Places Award in 2003.
The New Plymouth District Council contributed $12.3 million in funding and another $11 million was raised externally. The facility is based within the retrofitted war memorial building for the library and research centre and a 5,000m2 new building for the museum, café and information centre, linked together by an air-bridge. The museum building is located on an original pā site, where the building has been designed to reach the same height as the former Puke Ariki hill (before excavation). Eight Taranaki iwi collaborated in the project and in 1996-97 a Komiti Māori was formed to represent them and give input into the project.
Puke Ariki has been successful in attracting a high level of visits both from residents and visitors to the region. The library is one of network of 5 libraries and a mobile library. New Plymouth District has a population of 85,500 and the city has roughly 60,000 residents.
FACILITIES AND SERVICES Puke Ariki library includes a wide range of facilities and services including:
• Broad range of collections. • Community lounge area. • Discover It area for children. • Taranaki Research Centre / Te Pua Wānaga o Taranaki. • Computers, wifi and printing. • Lockers and parents’ room. • Daily News café located on the first floor of the library.
OTHER KEY POINTS A key feature of the project is the drive to integrate community facilities together, being an early example of the new approach for community facility development. The integration of facilities has enabled the museum, library, and information centre to leverage of each other. The Lonely Planet guide identifies Puke Ariki as a key visitor attraction for New Plymouth.
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7.13 CONCLUSIONS
DIVERSIFYING LIBRARY SPACES A clear learning from the case studies is the incorporation of new and diversified spaces into libraries is both possible and, in many instances, desirable. The inclusion of technology is also a key feature and not just computers but classroom and teaching spaces, maker spaces, recording studios, virtual technology, and digital walls.
The library is referenced as the ‘living room’ of the city providing spaces for people to relax, study, engage with others in their community and also find solitude and relaxation space. The libraries showcased highlight the need for library spaces to be diversified and designed to provide opportunities for both quiet and nosier engagement.
The need for library spaces to be flexible so they can be modified to suit different activities and programmes is another key learning.
The brief for the new Wellington Central Library provides good direction for the diversified spaces required in modern libraries:
• ‘Arrive and Navigate spaces’ - These welcome and invite people into the library and guide them to the different areas. • ‘Living Rooms’ - the spaces, facilities and services for collections, relaxation, recreational reading, study, learning and knowledge exploration. • ‘Discovery and Innovation spaces’ – the spaces, facilities and services focussing on literacy, learning and creativity. • ‘Engagement and Showcase spaces’ – the spaces, facilities and services where people connect with big ideas, topical issues, heritage, culture, and civic functions. • ‘Refresh and Revive spaces’ – the spaces, facilities and services where people can take a break, eat, rest, mingle and relax.
DIFFERENT HUB APPROACHES Many of the libraries showcased have completely blurred the lines between the library and other community spaces including meeting rooms, hireable spaces, kitchens (commercial and kitchenettes), hall spaces, service centres, arts and museum spaces. There are a variety of different models used in these examples from fully integrated, shared entrance to co-located. Figure 7.1 provides a graphical representation of different approaches.
FIGURE 7.1 REPRESENTATION OF DIFFERENT HUB DELIVERY APPROACHES
Lobby
/ Entrance
Fully integrated Shared Entrance Co-location The division between types of The external appearance is one The facilities are located one site facilities is blurred and the facility with a common creating a hub but have multiple facility reads as one. There may entrance/lobby leading to entrances or receptions to be distinguished spaces for different facilities or spaces different facilities. specific activities. which have clear distinctions. Examples: Examples: Examples: Onehunga Library & Community Te Takeretanga o Kura-hau-po Te Ahu (Kaitaia) Centre (Auckland) Te Manawa Tōia (Otahuhu)
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Each delivery approach has been successful in the application relative to the type of facilities and services which are being brought together. Clearly in some cases, fully integrating the spaces would be impractical such as integrating library and aquatic or performing arts for example. In other cases, the scale of provision is the determination on what is practical to integrate, for example Turanga in Christchurch is a very large facility (with a substantive budget) which does integrate some components (such as meeting rooms) but is also co-located with the performing arts centre and convention centre precinct for practical and scale reasons. There have also been some learnings which are also useful to consider such as combined receptions in shared- entrances (as illustrated by the Onehunga Library and Community Centre).
The appropriate scale and composition of library hubs and the array of spaces, facilities and services provided will vary in different situations due to population size; the presence of other competing or complementary facilities; the availability of willing partners/collaborators; development budgets (including adequate noise and vibration separation and circulation space to separate spaces so they are functional comes at a cost) and the needs of the communities/customers. There is no one-size-fits-all model. For example, Te Ahu in Kaitaia features significant art and culture in the shared entrance approach, while the Taita Community Library in Lower Hutt, Wellington is incorporated in a significant sub-regional sports hub (Walter Nash Centre) also in a shared entrance approach, while Turanga in Christchurch is deliberately large and is a statement of optimism for rebuilding in Christchurch (with a budget which allowed quality materials and design that facilitated multi-use functionality).
COMMUNITY HAND-PRINT Another key learning from almost all the facilities is the importance of the building design and facility name reflecting its community. The design of many buildings incorporate themes derived from and reflecting different aspects of local communities. Influences are often drawn from:
• Mana Whenua. • History of an area. • Ethnicity of the community. • Landscape and environment of the community. • Significant stories or people from the community. • Incorporate artworks or design features developed by or with the community.
Building a strong community identity and involvement from the community in the facility development process is a key factor in underpinning the ongoing success and a sense of community ownership in facilities.
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8.0 DEVELOPMENT REQUIREMENTS
8.1 CASE FOR CHANGE
CURRENT ISSUES There are multiple issues facing the current Central Library facility as follows:
• Weathertightness issues, aging glazing and ongoing damp and odour issues. • Seismic strength is currently 67% NBS, plus there is a liquefaction risk which would be uneconomic to remedy. • Poor placement of the building relative to the street with lack of visibility. • Poor natural light into the building and low ceilings which creates a bunker feeling. • Poor noise attenuation which creates tension between different activities. • Structural columns make the library layout inflexible and inefficient. • Poor sightlines throughout the building make managing user behaviour challenging. • Aging interior and unappealing appearance. • Building services coming to the end of their product life. • Insufficient toilet facilities. • The size of the library is insufficient to accommodate the user demand for programmes, services and resources or the growing demand arising from population growth. • Building design does not reflect the community and is not welcoming. • The building is not for purpose for a modern and appealing library.
A variety of development options have been previously analysed, and modification of the existing central library building has been discounted as it cannot deliver positive community outcomes. The number of problems and the underlying design and placement issues indicate building a new facility is the only sensible and beneficial solution.
NEED FOR A NEW APPROACH Development of a Central Library Community Hub contributes to achievement of strategic outcomes for the civic precinct, the city centre, Tauranga and Western Bay of Plenty. The hub is part of the commercial, cultural, and civic heart of the city-centre and can contribute to Tauranga being an internationally recognised and competitive destination.
The role of libraries is changing in response to the significant societal and technological changes. No longer are libraries quiet places to loan a book, they are lively and appealing places where engagement happens, where connections develop, learning is fostered and a source of inspiration and innovation. Being free, a library provides equitable access to everyone in the community to information and interaction. For Tauranga this is expressed through adopting the Community Hub approach.
The Central library performs three important roles in the Tauranga library network:
• Local library – serving those living close-by or working/studying in city centre. This includes general collections, technology, study/relaxation spaces, meeting, and programmes spaces. • Regional library – serving the city and region to access specialist services. This includes provision of special collections, archive of important documents and research centre. • Network role – serving the Tauranga library network with collection management, programme development and administration.
Tauranga is growing at a rapid pace and Tauranga Central is a focus for significant population growth. The primary catchment of the Central library is calculated at 50,000 in 2020 and forecast to grow to 62,000, 22% growth, over the next 25 years. Graphically the Central Library catchment is shown in Figure 8.1 (on the next page). This shows the wide reach of the Central Library, serving as the local library for a wide area of central Tauranga.
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FIGURE 8.1 CATCHMENT MAP FOR TAURANGA CENTRAL LIBRARY AND PROJECTED POPULATION GROWTH
Combined with the current under-supply of libraries in Tauranga, the existing library network will come under increasing pressure due to population growth if there is no invention. There is need to develop local libraries in the east and west of Tauranga to respond to population growth in these areas. The development of the Central Library Community Hub with increased capacity (size) and better offerings (functions) will enable the facility to respond to increasing demand from population growth in the centre of Tauranga and respond to the needs of the community hub approach.
Wider community needs that can be accommodated in a new hub include:
• Integration of community space for complementary community driven activities such as community meetings, youth activities, arts and crafts, learning activities and support groups. • Provision of community information and advice services such as CAB.
The case for change for development of a new Central Library Community Hub is based on:
• Deteriorating central library building, which is not fit-for-purpose. • Greater capacity required to meet increasing demand and enable delivery of the library roles. • Libraries have evolved into vibrant and appealing community hubs and the building needs to be designed to facilitate this approach and accommodate wider community needs.
A new Central Library Community Hub needs to be a vibrant, inspirational, and people-focused facility, with space for a variety of functions which includes:
• Welcoming - draws people into the hub and guides them to the opportunities. • Living room - provides space for reading, studying, learning, relaxation, and recreation. • Connecting - growing community connections, socialisation, participation, and events. • Learning - supports literacy, education, creativity, and innovation. • Preservation - tells and preserves the stories of the past, present, and future. • Revitalise - where people can relax, interact, find solitude, and gain support and advice.
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8.2 ESTIMATING THE SIZE OF THE LIBRARY The current space allocation for the three roles of the Central Library is outlined in Table 8.1, derived from the current layout analysis (Section 3.3). An estimate of the future spatial requirements to deliver these roles along with an explanation is also outlined in Table 8.1.
TABLE 8.1 – TAURANGA CENTRAL LIBRARY SPACE ALLOCATIONS NOW AND ESTIMATED FOR THE FUTURE ROLE CURRENT FUTURE REQUIREMENTS FUTURE SPACE Local role 1,595 Using the benchmark 41m2 for every 1,000 in 2,050 – 2,542 catchment as a guide. Central library catchment population is 50,000 in 2018 and estimated to be 62,000 in 2043. Regional role 495 Current heritage and archive space is at capacity. 500 - 600 Desire to expand to accommodate preservation of new collections, more events and display of collections. Network role 500 Current space is sufficient but cannot be reduced. 500 Total 2,560 Total 3,050 – 3,642 Circulation 440 Plant, circulation based on 35%8 1,068 – 1,275 Total 3,000 Estimated future Central Library space requirement 4,118 – 4,917
For comparison, the 2017 design concept based on providing for future community needs had a total gross floor area of 6,332m2 and the revised March 2018 concept had 4,350m2.
8.3 PRELIMINARY SCHEDULE OF SPACES Using findings from the current state analysis, previous community engagement, and case studies, the recommended space for functional requirements is summarised in Table 8.2.
The meeting room and programme space have the largest increase (compared to current state) to implement the community hub approach. It is envisioned these spaces will be used by the library and community for a range of programmes and events. Technology and relaxation spaces also increase in size (compared to current state) as these spaces also contribute to the community hub approach and are currently constrained and a source of activity conflicts.
TABLE 8.2 RECOMMENDED SCHEDULE OF SPACE FUNCTION CURRENT SPACE RECOMMENDED SPACE ROLE Children and Teen 300 400 Local Adult Collections 595 650 Local Technology 100 200 Local Relaxation – seating 130 250 Local Programme & Meeting rooms 40 450 Local Community Services 0 80 Local Workrooms & storage 350 350 Local Toilets 30 100 Local Heritage / Special Collections 465 600 Regional Collection Management 300 300 Network Staff area 200 200 Network
Total 2,560 3,580
Plant & circulation, GFA allowance 440 1,253
Total Gross Floor 3,000 4,833
8 This percentage was used in the 2017 space calculations based on 30% for plant and circulation and 5% for GFA allowance. This percentage has been used for consistency with previous design work. A Bulk and Location exercise should test the required percentage, as it is potentially too high.
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Based on the preliminary schedule of space, the proposed Central Library Community Hub will have space allocated to the following roles (in comparison to Table 8.1):
• Local library 2,480m2 (69% of the total space) • Regional library 600m2 (17%) • Network role 500m2 (14%)
Using the indicative library provision benchmark of 41m2 per 1,000 population against forecast population growth, the proposed scale of provision is likely to accommodate local demand until approximately 2040. It is important to remember, there is likely to be many factors that will contribute to future demand and supply analysis and therefore this timeframe is an indication only. While the increased central provision will play an important role in Tauranga’s library network, it will not alleviate the need for increased library provision across the city to cater for population growth beyond the Central Library catchment as outlined in the 2020 Community Facilities Needs Analysis.
The preliminary schedule of space includes a percentage of 35% to estimate the plant, circulation, and gross floor area allowance, which is consistent with the previous design work from 2017. However, this percentage appears high and should be tested through bulk and location process (see Section 9.0 for further detail).
Spaces such as programme, meeting rooms, technology and relaxation spaces are part of the community hub approach. A proportion of these spaces will be multi-functional at different times of the day and will be able to service both library and community driven activities and uses.
8.4 OTHER SPACES There have been suggestions to include other spaces or amenities with the Central Library Community Hub. This section provides commentary on these opportunities and outlines space requirements if these spaces are to be included.
FULL-SCOPE COMMUNITY CENTRE The schedule of spaces recommends inclusion of flexible programme and meeting spaces. The need for these spaces reflects the changing nature of libraries, where programming and events are now a core part of the library community hub offering. The scale of provision has been recommended at a sufficient size to accommodate use by the wider community for meetings, youth activities, support groups, learning activities, craft activities and community events. Provision of this space should help meet growing demand for community centre/hall space which is currently evident (Section 6.2).
There has been consideration of whether a full-scope community centre offering should be included as part of the Central Library Community Hub. Analysis of Elizabeth Street Community and Arts Centre and Cliff Road Building found a large proportion of current use is active and noisy activities (ballet classes, martial arts, music and remote-controlled cars). Fully integrating space to accommodate these types of activities within a community hub is not recommended due to the likely noise and vibration disturbance (which is costly to fully address). A shared-entrance approach (Section 7.13) is an appropriate way to include a full-scope community centre offering if this was desired. However, there is no clear indication these activities or spaces need to be located in the centre of the city-centre. On this basis, it is not recommended to include active community space as part of the hub, beyond the programme and meeting space (which is already recommended for inclusion).
If the provision of active community space is to be pursued, then it is recommended Council undertake further community and stakeholder input to inform the decision-making and space requirements. A summary sheet has been prepared based on typical active community space and is included in Section 8.6 Description of Functional Spaces.
CAFÉ There are often suggestions to include cafes inside libraries/community hubs as these facilities can attract high volumes of people and they also support the ‘living room’ concept. Cafes can also provide a source of revenue to support the operation of the hub. Successful hospitality
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operations have clear factors underpinning their success including visible location, high foot traffic and a good service offering. Although there are numerous examples of cafes being included in libraries/community hubs, there are often challenges including:
• Extraction fans being insufficient and odours from the café filtering through the facility. • Noise from the café if located inside the hub can be too loud and conflict with other activities. Good noise attenuation is essential. • Cafes typically want to occupy the most visible location in the facility which can conflict with other requirements. • Revenue generated from cafes may be insufficient to cover the cost of development. A cost benefit analysis should be undertaken to determine if it is viable and profitable. • Cafe operators can go through booms and busts (often due to the business model), which can lead to a turnover of contracts / leases and challenges for facility management. • A vacant café that is not operational lowers the visual appeal of a facility.
A recent trend across a variety of community venues is to utilise mobile carts, food trucks or kiosk type services rather than a full-blown café. This approach has a few potential advantages:
• Limited capital investment or dedicated foot-print required. • The food and beverage offering can be inter-changed regularly depending on the season, or patron response. • As food preparation is undertaken off-site, there is limited noise and smell generated.
Given the private delivery of cafés within the city-centre, the kiosk or mobile cart is potentially a better strategy for the Central Library Community Hub.
COMMUNITY SERVICE / CAB The Tauranga CAB is located adjacent to the current Central Library. There is a natural synergy between CABs and libraries with the provision of information and access to technology. There are many successful examples of including community service offering such as a CAB within a library.
The preliminary schedule of spaces outlined in Section 8.4 includes provision of 100m2 for a community service offering. This should include provision for an information desk, display of information, secure storage and private meetings rooms to facilitate confidential interactions. Discussions with Taranga CAB on the potential accommodation of their service within the Central Library Community Hub is recommended.
SERVICE CENTRE The inclusion of a service centre has also been suggested for the hub development. Service Centres are typically associated with enquiries or transactions relating to rates, consents, licences etc. The nature of these interactions can be adversarial at times which is not a strong fit with a library offering. If a service centre is to be included in the development, it is best to co-locate this offering through a shared entrance area rather than integrated into the library space.
8.5 BUILDING REQUIREMENTS The following section provides a description of the key building requirements to inform the future Central Library Community Hub brief. At a minimum the design should meet the Te Aranga design principles (Rangatiratanga, Kaitiakitanga, Manaakitanga, Wairuatanga, Kotahitanga, Whanaungatanga, Mātauranga).
VISIBLE AND ACCESSIBLE PLACEMENT The placement of the hub needs to be highly visible and accessible. The building needs to have a strong street frontage with views from the street into the facility. There also needs to be a strong interaction between the public street and the public space internally (ideally allowing those on the street to see people active inside the space). High visibility promotes greater equity of the hub, as a safe and accessible place for all to engage. The entrance into the hub needs to be visible and legible without the need for large signage. The entrance needs to consider how people will
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arrive at the facility, from parking, walking, biking or public transport. It is acceptable to have dual entrances, provided internal security of the collections and resources is well managed.
COMMUNITY PLACEMAKING Public buildings offer significant opportunities to build placemaking by celebrating and representing the community – including Mana Whenua, history, diversity, special people or events, the landscape or environment. Incorporating artworks or themes into the building design helps to build a narrative around the facility which engages the community, builds a sense of ownership, helps to heal wounds, foster pride, and minimise vandalism (due to community ownership). Working with the community to identify the key themes and directly contributing to community artworks is an important part of the facility development process. It is important to start this process early, to improve the influence on fundamental design decisions. This approach also extends to the name of the facility and languages used in signage and information.
FAÇADE The façade of the Central Library Community Hub needs to be appealing and engaging, providing a sense of what is offered inside. Glazing is important in the façade to allow people to see what is on offer however this needs to be managed carefully internally. The opportunity for the introduction of placemaking and artworks on the façade are significant.
TŪRANGA (CHRISTCHURCH) HAS A STRIKING FACADE WITH A LARGE AMOUNT OF GLAZING INVITING PEOPLE IN TE TAKERE TANGA O KURA-HAU-PO (LEVIN) HAS SIMPLE FAÇADE (CONVERTED FROM AN OFFICE BUILDING) WITH USE OF COLOURFUL BANNERS TO INCREASE APPEAL
RANUI LIBRARY, AUCKLAND, HAS A STRIKING CORTEEN STEEL DEVONPORT LIBRARY IN AUCKALDN HAS A INTERESTING FAÇADE WRAP WHICH PROVIDES A STRICKING REFERENCE TO BUILDING SHAPE AND FAÇADE USING TIMBER TO GOOD THE ENVIRONMENT AROUND RANUI. EFFECT
UNIVERSAL DESIGN A fundamental principle for the design, is ensuring the building is accessible to everyone in the community, including people who have accessibility challenges. Universal design in the community hub should ensure doors and corridors are wide, level changes have ramp and lift access which are not hidden but clearly visible, appropriate toilet facilities and signage/ information available in a variety of languages.
INTERNAL FORM The internal form of the Central Library Community Hub is as important as the facade. Most modern hubs incorporate high volumes to provide a sense of space and airiness inside. This is used to good effect when the facilities have multiple levels. Given the potentially large footprint
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of the hub, it is important to ensure the height of ceiling does not make the spaces feel subdued. In some places, lower ceiling height can be used to provide intimacy, such as seating areas.
The entrance is one area of the hub that requires careful design. Like the façade, the entrance area plays an important role in signalling what is offer within the facility and provides important way-finding to ensure people can navigate through the facility. Entrance spaces can also be used as part of the event and programming space.
Circulation within the facility does not need to be purely functional and can incorporate seating, artworks and provide space for programming or events. Way-finding is also important to help people navigate the different opportunities on offer.
WHANGAREI LIBRARY USES VOLUME AND GLAZING IN THE GREERTON LIBRARY USES VOLUME TO GOOD EFFECT TO ENTRANCE TO GOOD EFFECT PROVIDE AIRINESS INSIDE THE LIBRARY WITHOUT LARGE AMOUNTS OF GLAZING
TURANGA LIBRARY HAS A HIGH VOLUME AND INTERESTING DEVONPORT LIBRARY INCLUDES INTERESTING AND VARIED CIRCULATION SPACES WHICH ALSO PROVIDE SEATING OPTIONS DECORATION TO PROVIDE INTEREST IN THE LIBRARY
ENVIRONMENTAL CONSIDERATIONS Through the design process, there is the opportunity to consider the environmental footprint of the facility. Expert advice and consideration should be sought on opportunities to reduce power consumption, stormwater and wastewater management, carbon emissions and rubbish minimisation. This is likely to impact on the cost per square metre (between low and high).
8.6 DESCRIPTION OF FUNCTIONAL SPACES The following pages provide a description of the functional spaces to inform the future Central Library Community Hub design brief.
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CHILDREN AND TEENS The children and teens area is a critical part of the hub and the successful design of this space can be a key determinant for the facilities overall success. The space needs to be interactive, fun and appealing for an age-range from 6 months to 18 years. Age-appropriate books, activities, learning materials and furniture are required. The potential to include specialised technology should also be considered such as music play area, virtual reality, and maker space.
Ideally, the children and teens area (or part of it) needs to be visible to the street-edge and the front entrance. This helps to draw people into the hub as an attractive place to visit.
The space needs to be designed to absorb noise, as no longer are children expected to be quiet in a library. The spaces also need to be robust, able to withstand high use and easy to keep clean.
SUMMARY SHEET CHILDREN AND TEENS Floor Area 400m2 Space Description • Distinguished by three zones: pre-school, primary and teens. • Fun, colourful, bright, and engaging. • Flexibility to accommodate groups or programmes up to 50, could be in a delineated space or formed through easy moving furniture. • Interactive opportunities. • Quiet areas for reading. • Area for noisy/messy activity such as music playing or arts and crafts. • Storage and workroom area. • Accessible to outdoor area which can be used for programming. Space Relationships • Visible through windows or from entrance but separated so young children cannot exit unaccompanied by caregivers. • Clear signage and wayfinding to make the area easier to find. • Close to toilets (capacity up to 5 stalls) and parent room facilities. • Located away from computers and quiet study areas. • Located away from special collections and resources. • Ground floor location is preferred so easier to access for parents with prams. Architectural • Good acoustic separation and absorption. Requirements • Light and airy volume – height should not be oppressive. • High levels of natural light. • Flexibility of the space is critical, incorporating furniture which is easily moved to create diversity in the how the spaces are used. • Robustness of the space is critical, easy to clean and withstand high use. • Decoration and sizing of the spaces should consider the target user, incorporating reduced size furniture in the pre-school and children area. • Integrated and tactile artworks and features. • Accessible for prams and people in wheelchairs. Lighting Natural light Ventilation Temperature controlled Vertical and horizontal with natural ventilation lighting with sensors available Equipment Self-issues machines Furniture & Fittings Range of furniture Security gates types and sizes Example Images
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ADULT COLLECTION The adult collection is the traditional image of a library, with space for presenting fiction, non- fiction, magazines, newspapers, DVDs, and other borrowing resources. Critical to the success of the hub is designing the area for a cross section of activity types. The space should have a mix of zones to accommodate the needs of individuals and groups allowing for both quiet and noisier interactions.
It is important the area is attractive with natural light (but not direct glare) while minimising the impact of direct sunlight deteriorating books and other resources. While providing for a level of perceived solitude it is important the design maintains good sightlines as the safety of the spaces is critical.
SUMMARY SHEET ADULT COLLECTIONS Floor Area 650m2 Space Description • Easily separated into zones for different collections, which can be changed. • Engaging and relaxing space – a living room away from home. • Mix of open and closed in spaces but maintaining sightlines or security. • Community display area. • Accommodate quiet areas for reading. • Accessible to outdoor area. Space Relationships • Does not have to be provided as one continual space. • Proximity to the programme, technology, and relaxation spaces (does not have to be all in the same area). • Clear signage and wayfinding to make the resources easy to find. • Proximity to toilet. • Proximity to reception and staff areas. Architectural • Acoustic separation. Requirements • Light and airy volume – height should not be oppressive. • Natural light but minimising the proximity of collections to windows. • Robustness of the space is critical, easy to clean and withstand high use. • Integrated and tactile artworks and design features. • Accessible for people in wheelchairs – wide aisles. • Maintaining good sightlines and avoiding any entrapment or isolated spaces Lighting Natural light Ventilation Mechanically controlled Vertical and horizontal lighting with sensors Equipment Self-issues machines Furniture & Fittings Easy to move furniture Security gates and display stands Example Images
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TECHNOLOGY An increasingly important and growing use of libraries is as a technology hub, using both BYO and provided hardware and software. Increasingly the technology is expanding to include provision of printers, scanners, 3D printers, audio-visual technology, and virtual reality. The focus is on expanding literacy, innovation, learning and creativity.
The location of the technology area close to the staff areas is critical as these services are popular and can often be a source of conflict or can be associated with behavioural issues. The proximity to staff and good sightlines will minimise these issues. Some services may need to be booked in advance and require training prior to lightly supervised or unsupervised use (such as 3D printers).
SUMMARY SHEET TECHNOLOGY Floor Area 200m2 Form Description • Space to accommodate computers and study desks. • Should be light and airy space which is appealing to use. • Ability to incorporate some of the area with the programme space to create a learning / teaching space. • Ability to BYO and connect to the WIFI system. Space Relationships • Proximity to staff observation and good sightlines. • Proximity to adult collections and relaxation spaces. • Proximity to programme space with the ability for a portion of the space to be create a learning / teaching space. • Does not have to be provided as one space, provided the staff observation is still secured. Architectural • Good acoustic absorption to enable people to study quietly without Requirements preventing people from interacting. • Minimise the impact of sun-glare onto the computers. • Practical study spaces but still incorporating elements of visual interest. • Views externally can help make the space attractive and appealing. Lighting Vertical lighting Ventilation Mechanically controlled Equipment 30 workstations with Furniture & Fittings Practical study desks, with additional capacity for some height adjustable BYO workstations Movable desks and chairs Example Images
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RELAXATION - SEATING Complementary to the adult collection and technology spaces are flexible relaxation zone/s offering a diversity of sub-spaces to enable people to sit, relax, study, interact and read. The relaxation space is often spread through-out the hub to provide some areas which are conducive to small group interactions and other areas which are quiet and provide solitude for those who want it.
It is important to provide a diversity of experiences so that people can find the space that is most appealing to them. Theming of areas can be way to delineate spaces. Relaxation spaces can also be accommodated in circulation areas (see Tūranga Christchurch library stairs as an example).
SUMMARY SHEET RELAXATION - SEATING Floor Area 250m2 spread throughout the library Form Description • Diversity of spaces. • Provide for quiet study and solitude – need to be intimate yet connected, comfortable and calm, warm and inviting. • Provide for interactive relaxation between small groups of people, where they can sit, relax and interact without impacting on other people’s use of the library. • Ability to accommodate BYO devices and connect to the WIFI. • Should be light and airy. • Inclusion of a few confidential spaces which can be used for online meetings. Space • Good sightlines so no space is completely obscured from observation. Relationships • Proximity to adult collections and technology spaces. • Not provided as one space, scattered throughout the library. Architectural • Good acoustic absorption to enable people to study quietly and interaction Requirements between small groups. • Minimise the impact of sun-glare. • Views externally can help make the space attractive and appealing. Lighting Vertical lighting Ventilation Mechanically controlled Equipment - Furniture & Fittings Variety of seating arrangements and furniture Example Images
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MULTI-PURPOSE PROGRAMME & MEETING SPACES Flexible and adaptable spaces to accommodate community programmes, events, speakers, classes, meetings (small to large) and learning centres is a key component of the proposed Central Library Community Hub. These spaces should be able to be dividable into smaller spaces and can combine into a large space for bigger activities. It is likely the spaces will be highly scheduled, but flexibility is key so when programmes or events are not happening, the space(s) can naturally form part of the hub.
The programme and meeting spaces must have good acoustic separation to enable the divided spaces to be used simultaneously without impacting on each other or other users of the hub. Consideration should also be given to people coming into and out of these spaces before and after activities and events. Consideration should also be given to the technology required to book and manage spaces through smart-access technology.
The multi-purpose programme space can incorporate a diversity of spaces and consideration should be given to a teaching space, maker space and general event space (accommodating different audience / participant numbers). Access to a kitchen space is necessary to facilitate activity / event needs which require food preparation/serving. The ability to secure / separate part of the programme space from traditional library areas is critical so it can be used after-hours with a secure entry. The entrance area / foyer of a hub is a potential opportunity to incorporate flexible programme space.
SUMMARY SHEET PROGRAMME & MEETING SPACES Floor Area 450m2 in total Form Description • Technology learning centre with close connection to technology space. • Community meeting and activity rooms. • Maker space for creativity. • Multi-sensory space. • Ability to form a large space which can be used for events or large programmes which have capacity up to 200 people. • Flexible and adaptable to accommodate range of activities. • Accommodate small to larger groups. • Dividable spaces which must have acoustic separation. • Incorporate storage. • Access to kitchen and toilets Space Relationships • Proximity to the technology space • Good signage and way-finding is critical. Architectural • Dividable to create a variety of different sized spaces which can operate Requirements individually but also be combined into a larger space. • As a minimum, one meeting room to accommodate 15-20, teaching space to accommodate 15-20, flexible space to accommodate up to 200. • Flooring is critical to enable a diversity of activity. • Acoustic separation is critical. • Ability to secure and enter/exit after-hours without impacting the rest of the library. Lighting Vertical lighting Ventilation Mechanically ventilation Equipment Audio-visual equipment Furniture & Fittings Flexible and movable Smart-access furniture Example Images
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HERITAGE / SPECIAL COLLECTIONS An area dedicated to specialist reference, resource, and genealogy collections for the history of Tauranga and region (with specialist staff also being available). The area includes areas for displays, exhibitions of artifacts, documents, and artworks within a dedicated, secure space.
In addition, archival space is used to store original documents and irreplaceable records. A specific secure room is required with controls around security, temperature, fire proofing, and lighting.
SUMMARY SHEET HERITAGE / SPECIAL COLLECTIONS Floor Area 600m2 Form Description • Specialist area with controlled entry. • Storage of specialist collections either on display or in archive rooms. • Availability of desks, computers, wifi to support research. • Ability to change displays of documents, artefacts, and artworks. • A separate reading room with controlled entry and secure lockers. • Provision of larger area (or meeting room) which provides for collaborative review of research. Space • There is no specific location requirement other than being accessible and have Relationships good sightlines. Architectural • The appearance of this space needs to interesting and inviting to encourage Requirements people to explore the treasures within. • Archive rooms must have the ability to control security, temperature, lighting and be fire-proofed to preserve documents. • While natural light is not ideal for delicate documents, it is still important to have some glazing in this area but with controls over sunlight. Lighting Controllable lighting Ventilation Mechanical ventilation Equipment Digitisation computer Furniture & Fittings Desks, chairs, storage, stations shelving, displays Scanners Freezer for document and disaster recovery Example Images
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COMMUNITY SERVICES Incorporating community services such as Citizens Advice Bureau into community hub is a natural fit which supports access to information and advice. The inclusion can also help build cross-patronage between users. These services are ideally located close to the entrance area of the hub.
SUMMARY SHEET COMMUNITY SERVICES Floor Area 80m2 Form Description • A counter area and space for display of information. • Separate meeting room for confidential conversations. • Space for storage of documents and information. Space Relationships • Close to the main entrance is ideal. Architectural • Ability to secure the space as operating hours do not always align with Requirements hub hours. • Ability to store documents and equipment away as the spaces can be used by different providers and may not dedicated to one provider. Lighting Vertical Ventilation Mechanical Equipment Computers Furniture & Fittings Desk, display and storage equipment
WORKROOMS & STORAGE Workrooms and staff space for operations, spread throughout the library. Visibility, security, and accessibility are key factors for successful workspaces. Inclusion of secure storage is also important.
SUMMARY SHEET WORKROOMS & STORAGE Floor Area 350m2 Form Description • Interesting, appealing, and safe workspaces for library staff. Ability to control access for staff security. • Storage for secure and controlled storage of documents, including for collections not on display. • Lockers for secure storage of staff belongings. Space Relationships • Spread throughout the library supporting the delivery of different functional spaces – children & teens, adults, technology, and programme spaces. Architectural • Accessible to the returns slot and loading zone. Requirements • Natural light but minimise glare onto desks and documents. Lighting Vertical Ventilation Mechanical Equipment Computers Furniture & Fittings Work-spaces
COLLECTION MANAGEMENT While related to the workrooms, the collection management is largely back of house supporting the delivery of the library network with programme development and library administration. Accessibility of the area to the loading dock is important (can be via a service lift).
SUMMARY SHEET COLLECTION MANAGEMENT Floor Area 300m2 Form Description • Provision for 27 desks, meetings rooms and flexible workspaces Space Relationships • Secure and separate space. • Can be co-located with staff areas. Architectural • Can be located on an upper floor provided good access to service lift and Requirements loading dock. Lighting Vertical Ventilation Mechanical Equipment Computers Furniture & Fittings Work-spaces
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STAFF AREAS The staff area includes staff toilets, lunchroom, storage areas and support rooms (e.g. quiet- space). As most hub staff are accessible to the community, it is important staff have an area where they can take a break from work.
SUMMARY SHEET STAFF AREAS Floor Area 200m2 Form Description • Lunchroom area potentially with access to outside areas. Include kitchen facilities. • Staff changing and toilets with showers. • Staff storage spaces /lockers. • Support room(s). Space Relationships • Secure and separate space. • Can be co-located with collection management area. Architectural • Can be located on an upper floor provided there is good access via lift. Requirements • Division of spaces. Lighting Vertical Ventilation Mechanical Equipment Kitchen Furniture & Fittings Comfortable seating and variety of furniture
TOILETS & FUNCTIONAL SPACES As community hubs are becoming the living-rooms in the city, access to adequate, safe and plentiful toilets for public use is important. The toilets need to be well located in relation to the functional spaces in the library but also in visible locations to prevent inappropriate behaviour. However, toilets do not need to be purely functional and the opportunity to incorporate a ‘fun’ design aesthetic into toilets should not be overlooked.
SUMMARY SHEET TOILETS & FUNCTIONAL SPACES Floor Area 100m2 Form Description • Individual toilet cubicles spread throughout the facility. • In the children and teens area, up to 5 stalls should be included to cater for large groups of children from schools or attending programmes. • Parent room. • Potential for secure shower room. • Provision of public lockers. • Availability of water fountains and water-bottle filling stations. Space Relationships • Spread throughout in association with functional spaces. Architectural • Robust design and easy to clear. Closed access services. Requirements • Visible locations with good sightlines to staff desks. • Fun and appealing design. Lighting Normal Ventilation Mechanical Equipment Toilet Furniture & Fittings - Example Images
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OUTDOOR AREA While not incorporated into the schedule, access to a secure outdoor area is desirable as it provides another area for relaxation but also for events and programme delivery.
SUMMARY SHEET OUTDOOR AREA Floor Area Not specified (but can be taken from other spaces m2 where appropriate) Form Description • Secure outdoor area which is accessibly only from the hub. • Accommodates furniture to enable people to eat, read and relax. Space • Located close to the children’s and teen area is ideal, provided it is secure. Relationships • Proximity to programme spaces can supplement events delivery. Architectural • Security is critical to prevent loss of collections and resources. Requirements • Durable and robust. Lighting Natural Ventilation Natural Equipment - Furniture & Fittings Outdoor furniture Example Images
ACTIVE COMMUNITY SPACE – ACCESS BY SHARED ENTRANCE/RECEPTION Subject to further research and consideration, if the provision of active community space is included to support a wider community centre offering, the following are generic requirements.
SUMMARY SHEET ACTIVE COMMUNITY SPACE(S) Floor Area 300m2 – 500m2 (requires further community testing) Form Description • Flexible and adaptable spaces to accommodate a wide range of recreational, sport and community activities. • Ability to divide into at least 2 separate spaces with own access points. • Provision or access to kitchen amenities. • Provision or access to toilet facilities. • Dedicated storage which can be divided be individually locked. Space Relationships • Shared entrance space with library (common reception), around 50m2 but provides individual entrance outside of hub hours. • Linkages to the programme and meeting spaces in the hub. Architectural • Must have complete noise and vibration separation from hub. Requirements • Robust, hard-wearing floor. • Incorporate audio-visual requirements. • Ceiling height up to 5 metres to accommodate active activities. Lighting Vertical, simple grid Ventilation Mechanical format. Enclosed fixtures. Equipment Kitchen area Furniture & Fittings Audio deck (secure location). Black-out blinds / curtains. Storable desks & chairs
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8.7 COST IMPLICATIONS An element of the brief was to consider whether the current $45 million budget was sufficient to deliver the required Central Library Community Hub. To test this assumption a preliminary cost estimate was developed based on the preliminary schedule of spaces and low/high square metre rate from recent library/community hub developments. The preliminary cost estimate for the schedule of spaces is summarised in Table 8.3 and included in Appendix 2.
TABLE 8.3 SUMMARY OF COST ESTIMATES FOR CENTRAL LIBRARY COMMUNITY HUB COMPONENT LOW RANGE HIGH RANGE Gross Floor Area 4,833 $5,900 $28,514,700 $6,300 $30,447,900 Services Infrastructure PC $1,000,000 $1,000,000 External Works PC $1,300,000 $1,300,000 Art & Sculptures PC $300,000 $300,000 Design Contingency 5% $1,555,735 $1,662,395 Professional Fees 15% $4,901,000 $5,237,000 Client Internal Costs 2% $654,000 $699,000 Furniture, Fittings & Equipment 600-800 $4,833 $2,900,000 $4,833 $3,867,000 Project Contingency 10% $4,113,000 $4,472,000 Total Project Cost $45,239,000 $49,186,000 There are a range of factors that will impact the potential cost of the Central Library Community Hub, these include:
• The size of the building, including the efficiency of design to maximise functional areas and minimise unnecessary circulation space. • Level of design specification including the complexity of the architectural design and associated engineering. • Complexity and scope of the fittings, furniture and equipment including information technology, audio-visual etc. • The placement of the building and associated site and infrastructure works required. • The degree the building is designed to reduce environmental impacts e.g. GreenStar ratings.
POTENTIAL ALTERNATIVE SOURCES OF FUNDING In 2018, a draft Revenue Strategy was developed for the Central Library development. This strategy outlines potential alternative sources of funding. While the funding environment has continued to change in the intervening period, the basis of draft revenue strategy remains true, although the level of funding will have changed. Table 8.4 outlines the potential sources of funding identified in 2018, with commentary of the likely status of these approaches.
TABLE 8.4 SUMMARY OF POTENTIAL EXTERNAL SOURCES OF FUNDING FROM 2018 ALONG WITH CURRENT COMMENTARY FUNDING SOURCES POTENTIAL AMOUNT LIKELY CURRENT STATUS Lottery Grants Funding $750,000 Potentially still a funding source, although the amount is likely to be less due to the high demands on these funds. Corporate sponsorship $2,600,000 This remains potentially the strongest source of and Philanthropic alternative funding but will require a dedicated donations strategy/resource to achieve this level of funding. Gaming, community & $1,015,000 A potential source although the level of funding is private trusts likely to be considerably lower than indicated due to the high demands on these funds. Community Fundraising $100,000 Potentially unlikely if ratepayer contribution is significant. Total potential $4,465,000 A revised target between up to $3.5 million is potentially achievable.
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9.0 NEXT STEPS
This study has been undertaken to provide a strategic case and requirements for the development of the Central Library Community Hub. The analysis outlines a preliminary schedule of space for a facility 4,833m2 in size. The following are recommended next steps for the development of the Central Library Community Hub, which is illustrated in Figure 9.1.
1. Reporting and Budget Guidance – report the outcomes of this strategic case and analysis and seek guidance on the budget for the proposed Central Library Community Hub. The current budget is set at $45 million which aligns with the low preliminary cost estimate. Political guidance should be provided on whether an increased budget to deliver the identified design outcomes would be considered. Endorsement of the proposed vision, outcomes and schedule of spaces should be sought through this process.
2. Bulk and Location Testing – the preliminary schedule of spaces and development requirements outlined in Section 8.0 should be used as a brief to inform a bulk and location exercise. This process should be used to test several aspects of the brief including the percentage for the plant and circulation, the size and functionality of the proposed spaces. The bulk and location are primarily focused on the layout and functionality and it is not envisioned it would extend into design elements of the facility (like façade or internal form). The bulk and location assessment should include an updated cost estimate. This will help test the preliminary cost estimate and inform the required budget.
This process could be undertaken as part of the Civic Centre Master Planning process or could be undertaken separately to inform the master plan process. It may also be necessary to undertake other investigations to understand project risks and costs. For example, geotechnical assessment and cost/benefit analysis of different building approaches.
3. Mana Whenua Engagement – it is important to initiate engagement with Mana Whenua, at the start of the facility development process. This should include providing feedback on the proposed brief and agreeing on the engagement framework throughout the development (and beyond into operations). Mana Whenua have an important role contributing to and influencing the design and outcomes associated with the Hub. This could extend to building elements, artworks, naming, and future programming/events.
There are also outstanding issues relating to Lot 45 which needs to be resolved either through this process or a parallel process.
4. Stakeholder and Community Engagement – It is also important to initiate engagement with stakeholders and the wider community early in the process. This will help build community ownership and understanding of the project, but also help to finalise the brief and set the basis for on-going engagement.
A key stakeholder to engage is the CAB to confirm the potential inclusion in the Hub and confirm space and functional requirements. Community engagement should consider:
• Youth – to understand the potential for youth activities and services in the Hub. • Families, children and schools – to understand their needs for the children space and future programming. • Older people – to understand their needs that will influence design of varied spaces. • Diverse and migrant communities – to understand the diverse community needs and how the hub can be welcoming and representative of Tauranga’s community. • Community organisations – to understand varied community needs and influence the design of the multi-purpose programme and meeting spaces. • Specialist groups – specialist research groups may have views on the design and requirements of the Heritage / Special Collections area. • Education and Business organisations – to understand needs relating to study and business development.
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Beyond the initial engagement, establishing a Community Advisory Group with both stakeholder and community representation is a potential method to facilitate continued efficient community engagement. This group can be used as a sounding board for key project decisions and as a check-in at the various design stages.
There should also be consideration of a public art process where the community are involved in the creation of artworks and/or design features.
5. Alternative Funding Sources – if desired, there can be review of the revenue generation strategy to seek alternative funding sources including philanthropic, sponsorship, Lotteries grants, licensing trusts, sponsorship, and partnerships for certain facility components. Updating the revenue generation strategy, allocating dedicated resource, and engaging with potential partners/funders is essential. The funding process can run in parallel with the engagement and design process, so long as certain design elements can be removed should the funding not eventuate.
6. Design Brief and Budget – using the findings from the bulk and location investigation and informed by the Mana Whenua, stakeholder and community engagement, confirm the design brief and budget for the Central Library Community Hub.
7. Design Process – Once a clear brief and budget is determined, the design process should proceed. Given the complex design of the facility and the level of specialist input required a traditional procurement method is recommended (not a design build approach). Alongside normal project management controls, there could be consideration for internal Project Controls to oversee the project including:
• Project Champion(s) – a role(s) which works closely with the project management, design team and project team to ensure the overall outcomes and facility requirements are achieved. • Project Governance Group – a group of internal decision-makers who make decisions on the scope, budget, timeframes, and outcomes, based on recommendations from the project champion or project team. • Project Team – a selection of experts (internal or external) who have specific tasks relating to the project such as engagement, communication and design functionality specialists who can provide feedback on different facility requirements.
FIGURE 9.1 RECOMMENDED NEXT STEPS FOR THE CENTRAL LIBRARY COMMUNITY HUB
Report Strategic Case Endorse Vision, Outcomes, Schedule of Space and Preliminary cost estimate
Bulk & Location Testing Mana Whenua Engagement Test schedule of space and cost Review brief & confirm estimate engagement process
Investigate alternative funding Stakeholder and Community sources Engagement
Design Brief & Budget
Internal Project Controls
Design Process Public Art Process
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10.0 APPENDIX 1 – PREVIOUS RESEARCH
This section summarises the previous work completed relating to Tauranga Central City Library in chronological order.
REPORT BUILDING B – LIBRARY BLOCK BUILDING AND OPTIONS ASSESSMENT AUTHOR Twenty Two DATE March 2017 PURPOSE As assessment of Building B, assessing previous reports relating to building condition, weather tightness, fire compliance, seismic and geotechnical conditions and building services performance. SUMMARY Includes review of: • Beca Fire Compliance Assessment July 2014. • Prendos – Technical Due Diligence Report – Building B April 2015. • Council Briefing Report – Weather Tightness and Building Services – April 2015 • Beca Seismic Assessment of 91 Willow Street Campus Buildings – May 2015. • Opus Civic Campus Structural Review – May 2015. • Rider Levett Bucknall – Master Plan Estimate and Development Budget – May 2015. • Rider Levett Bucknall – Civic Space Cost Benchmark Assessment – Feb 2016. • Original building is 20 years old and second floor addition is 11 years old. • Poor natural light throughout ground and level 1. • Weathertightness issues are related to glazing on ground and level 1. Likely the external glazing systems will continue to fail as they reach the end of life. • Building entrance is functional but appears dated and uninviting. • Accessible egress is acceptable but a temporary ramp is visually poor. • Exterior canopy appears dated and poorly it although drainage is functioning. • Building heating and ventilation services are performing at an acceptable level but reaching the end of product life (within 5 years). • Central lift is working well but relatively low use. • Building fire compliance is currently acceptable. • Number of toilets is barely acceptable or satisfactory. • Primary structure achieves 67% of NBS but a significant event (1 in 500) will likely mean the building is unable to be reoccupied. • Geotechnical assessment indicate the building will be impacted by liquefaction in a 1 in 100 event due to shallow foundation type. • While the addition of Level 2 addressed the more serious water leak issues, water issues remain. Replacement of the glazing and low level classing have not progressed. Primary physical issues: • Ongoing damp odour issues. • Aging perimeter glazing system • Aging interior and inefficient layout • Insufficient toilet facilities • Seismic strength current 67% NBS • Liquefaction risk – uneconomic to remedy • Poor natural light Possible options: • Option 1 – no change with ongoing maintenance. Ongoing building issues. • Option 2 – remediate to basic level. Cost $4.8M. Addresses glazing and cladding but not change to functionality. • Option 3 – remediate to higher standard. Cost $13.2M. Floor plate, columns and seismic rating will not be addressed. • Option 4 – Demolish and build new. Cost $28.3M. Fit for purpose facility. • Concluded, while Building B has some remaining book value, any decision to expend further capital to achieve a partial building solution must be balanced against the consequences of not generating an appropriate environment for the end user, and the risks of not comprehensively eliminating the current building issues.
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REPORT CULTURAL FACILITIES - GENERAL COMMUNITY ENGAGEMENT OUTCOMES AUTHOR Tauranga City Council DATE March -June 2017 PURPOSE General community engagement undertaken to raise awareness of the museum/library project and provide an opportunity to understand community expectations from these facilities. Undertaken through 11 events where postcards asked for feedback on: • What would a new museum do for you? • What do you think a new museum will do for the city? • What will a redesign central library do for you? • What do you think a new library will do for the city? SUMMARY Existing library: • People see the services of the library as important to the community. • Would like to see extended opening hours in the evening. • Accessibility of the existing community libraries is important. Value of new or redesigned central library: • Contribute to creating a vibrant city. On par with other cities. A place for families. Revitalise the city centre. Progressive city. Cultural heart. Modern. • Increasing utilisation – more attractive and appealing to visit • Drawing people to the city centre – creating a destination and helping to revitalise the city centre. • A place for growth, inspiration and learning – recreational and relaxing space. A place for thinking, dreaming and imagining. • Stronger connections in the community – unity, togetherness, pride and leisure. Sense of community. Living room of the city. • The value in our story – reflecting and understanding history. • Inter-generational outcomes use and connections. Reasons against investing in new or redesigned library: • Not a priority or waste of money, little benefit and library is fine as it is. Perception libraries no longer required in digital age. Considerations for new or redesigned library: • Maintain existing services and expand offering – more books, interactive activities. • Activities for children – larger more interactive children’s area and new programmes. • Range of spaces – courtyard, quiet space, cosy reading space, children’s areas which accommodates noise, flexible spaces, learning space, event/performance space. • Accessibility – parking, accessible toilets / building. • Increase building size. • Keep pace with technology. • Community hub • Modern facility
REPORT COMMUNITY ENGAGEMENT & CO-DESIGN WORK FOR A BETTER LIBRARY AND NEW MUSEUM FOR THE CITY OF TAURANGA AUTHOR The Distillery DATE June 2017 PURPOSE Provide analysis of: • What people feel the ideal experiences, services and supporting spatial footprint of a better library and new museum for Tauranga. • What types of outcomes and benefits these amenities will deliver for Tauranga? SUMMARY People’s Recommendations • A better library and new museum are clearly worth investing in, not merely as civic amenities or buildings but for the outcomes in the short and long-term. Supporting inspiration, aspirations and dreams. • Actively champion the design, construction and people-first urban planning of these amenities. Integrate seamlessly into the city to create a place Tauranga community can have deep pride in. Promoting belong, connection with and identity. • Do it once and do it right – action. • Rather than something of some description than nothing.
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REPORT COMMUNITY ENGAGEMENT & CO-DESIGN WORK FOR A BETTER LIBRARY AND NEW MUSEUM FOR THE CITY OF TAURANGA Interviews with community • 42 in-depth interviews with 81 members of the community, ranging in age, gender, demographics and ethnicities, public, business and civic leaders. • Gain a better understanding of community needs by understanding people’s perceptions of Tauranga City, exploring what a library and museum might provide and understanding their views on what might best enable the experiences and outcomes. • Of the 81 interviewed, 72 support investing in a new library. 2 support remediating existing library, 8 support remediating & future-proofing, 22 support stand-alone library, 48 support joint facility. • The problem - lack of vision/plan and ambition with conservative thinking, short- sighted thinking, lack of engagement and too much focus on keeping rates low. • The manifestation – cultural wasteland with under-investment in arts and culture, dying city centre and employers struggling to attract high-skilled professionals. • The Solution – clear vision, cohesive plan, courageous leadership, innovative funding, vibrant, exciting city, amazing civic amenities, engaged community, clear communication and investment in civic amenities. • The Outcomes – sense of belonging, stronger connections, value in our story, growth and inspiration, connect older generation with modern world/share knowledge, raise cultural awareness. • Requirements & Observations: • great architecture (people-first urban planning) iconic, beautiful buildings, • gathering places – non-commercial, open-access spaces, • versatile spaces – carefully design to accommodate growth and change, • Inter-generational – opportunity for inter-generational learning, • Joint facility was preferred, • Library of the future – places for people as opposed to places for paper, • Family place • Accessible amenities – physically and affordable, • Library services is good Children’s workshops • Four 90 minutes interactive design thinking workshops for school students. • Gain a better understanding of needs, desires and wants of Tauranga’s youth. • Great learning space for youth – interactive activities, hands-on learning, collaborating with friends and family, being challenged, real world learning. • Essential elements – world history, cultural knowledge, use of nature, interactive elements, shared spaces, versatile and adaptable spaces, access to technology. • Space requirements – knowledge centre – communal laptops/books for independent study, quiet space for relaxing (bean-bags, plants & books), technology areas including virtual reality and robots, world and culture area, adventure area, café area. Co-design workshops • Nine 3 hour co-design workshops with 130 people across the community. • Objective share findings and insights gain better understanding of what the community believes the amenities should offer and provide an opportunity for people to voice their opinions to shape the outcomes. • Outcomes a library and/or museum would create for Tauranga: • Attract more people to the city. • Help shape Tauranga’s identity. • Act as a community hub bringing everyone together, providing sense of belonging. • Act as a gateway to knowledge, opportunity for people to learn and grow. • Celebrates Tauranga’s past, present and future. • Build a greater sense of cultural awareness and diversity. • The following is needed: • City and people need to be dynamic and flexible, enable growth and change. • Inspiring leaders • Create funding model. • Open and regular community and engagement • Committed to the community as a whole
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REPORT COMMUNITY ENGAGEMENT & CO-DESIGN WORK FOR A BETTER LIBRARY AND NEW MUSEUM FOR THE CITY OF TAURANGA Prototyping and testing • From co-design workshops, high-level prototypes for stand-alone and joint facilities which shows the relative sizes of areas for specific activities, summary of experiences, summary of kind of people selection of associated imagery. • June 2017 undertook testing with 26 participants across community. • Key findings from the testing process was size of children’s area was too small, multi- purpose space combined with learning centre, not providing an archive facility was an oversight and relative sizing of café was too large
REPORT CIVIC AMENITY PROTOTYPES AUTHOR The Distillery DATE June 2017 PURPOSE The diagram summarises the outputs of exercises undertaken by people in the Museum & Library Co-design Workshops. It addresses Stand-alone Library, Stand-Alone Museum and Integrated Library & Museum. SUMMARY The diagram and text show (See Appendix 2). • The relative sizes of areas allocated for specific activities (in priority of size). • A summary of description of the types of experiences and services in these areas. • A summary of description of kind of people best deliver services. • A summary of the aesthetic and spatial visual stimulus material for each area.
REPORT EXPLORING WILLINGNESS TO PAY FOR MUSEUM AND/OR LIBRARY FACILITIES AUTHOR Key Research DATE November 2017 PURPOSE Understand willingness of residents to pay for a museum and/or library via an increase in rates ($54-$64 in rates for central library). Sample 403, via telephone and intercept. SUMMARY • 58% of residents have visited central library – 29% at least monthly. (21% never). Younger residents and those living closer are more likely. • 47% of residents are willing to pay for a new library through rates instead of repairing the current library. Rationale, the library is a needed/essential service and because it is more economical than repairing existing building. Benefits the city. • 33% are unwilling to pay as they don’t use, live further away or too expensive, rates already too high. • 35% of residents indicate they will be more likely to visit a new library rather than current library. 61% no change to current behaviour. • Those more likely to visit are the most willing to pay for a new library (74%). • New library likely to increase visitation among those who are not current users (20%). • 64% are willing to pay for at least one facility, 24% pay for both, 23% library only, 17% museum only. 21% not willing to pay for either facility. • Residents willing to pay for integrated facilities on basis of being cheaper than two standalone facilities.
REPORT CENTRAL LIBRARY STRATEGY – STAND ALONE OPTION AUTHOR Tauranga City Council DATE 1 August 2017 PURPOSE Outlines the intended direction, purpose and key objectives of a new stand along central library and its role as part of the wider library network. SUMMARY Case for Change • The central library occupies 3,000m2 over three floors. Issues identified include weather tightness, building service issues, old and dated environment, declining physical visitation, lowest level of library space per 1,000 residents amongst NZ. • The role of libraries have moved from being repositories of books to multi-media hubs and social hubs. The modern library is the third space between home and work. • 2 key objectives for central city library – implementing the community hub model for libraries and as a critical part of a cluster of civic and cultural uses in the city.
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REPORT CENTRAL LIBRARY STRATEGY – STAND ALONE OPTION Community Hub Model strategic objectives: • Grow access to digital content and services – make it easy for customers to discover and use an extensive range of digital content and enable those without access or skills to participate in the online world. • Leverage greater community collective impact through collaboration – aligning library services in support of community goals, including strategic approach to developing a targeted programme for different groups with specific learning, information or social needs to increase use of library services for those often most in need. • Maximize the value of existing assets and find innovative ways to address growth – redesign and refurbishment of the central library (as well as longer opening hours for community libraries) to increase access and improve the experience and opportunities in the city centre. • Empower staff to work smarter, innovate and embrace new ways of working – strong leadership including digital leadership and foster a culture of innovation, trust and change, to not only maintain a well-managed efficient organisation but to lead and motivate staff to deliver on the changes required. • Development of new central library is strong catalyst as part of a cultural heart and adding vibrancy to the city centre. Founding Statements • Identified vision for central library: “A popular destination that people love to go to. The place is constantly bustling with people and activity within a vibrant city centre. People are immersing themselves in the many opportunities available to learn, innovate, inspire and connect with others.” • Objectives: 1. Attract new customers and grow the customer base. 2. Increase the offer available to existing and new customers. 3. Increase the regularity and length of visits through programmes, events and learning opportunities for all ages. 4. Working in partnership with Tangata Whenua for the benefit of Tauranga Moana Iwi. 5. Build partnership and collaboration. 6. Preserve and interpret Tauranga history to create a sense of belonging and greater community connection. 7. Provide a gathering place in the city where people can relax and connect socially. 8. Technologies enable customers to connect with information, help themselves to information and services and participate online. The Experiences • Starting point for a reference design is 4,500m2. • Entrance Space – 10%. Draws people in and can be used for events and activities. • Library and Shared Working Space – 40%. Large communal space for relaxing, connecting and working. Centred on people activity. Include stocks, computer, history/heritage sections. • Multi-purpose community space – 20%. Flexible and dynamic space that encourage creativity, innovation and learning. Includes learning centre, meeting spaces, maker space, multi-sensory space, kitchen and toilets. • Children’s and teens space – 15%. Interactive and fun for different age-groups. • Quiet space – 10%. Limited noise for relaxing, working or studying. • Café – 10%. Vibrant and energised and generates revenue. • Archive space – 10%. Storing original documents and records. Require security, temperate, fire-proofing and lighting. • Heritage Research Centre – dedicated for specialise reference, resource and genealogy collections of Tauranga city and region. • Staff and function space – 15%. Accommodating library network support staff and functional space. Operational considerations • Assumed operations would continue by TCC. 96% of operational costs funded by rates and 4% from user fees and charges. • Building a community hub facility present opportunity seek funding from grants, donations and sponsorship.
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REPORT TAURANGA CULTURAL FACILITIES REPORT AUTHOR Jasmax DATE December 2017 PURPOSE Outlines the Tauranga Cultural Facilities site feasibility and bulk and location work. The scope of work is defined as pre-design, exploring sites, providing an analysis of space requirements against each potential site. Explores library and museum facility provision. Rider Levett Bucknell provide costs for each option. SUMMARY • Feasibility of two sites were tested, the corner of Willow Street and Hamilton Street located on the north east corner of the civic centre block and Cliff Road site (for museum only). • Provides a site assessment and context of the Willow Street site. • Includes space for library and shared working space, multi-purpose community space, children and teens areas, café, quiet spaces, entrance area, heritage research centre, archive, outdoor area, staff and function spaces. • Proposed a stand-alone library space requirements for library 4,600m2 with additional space for plant and circulation with total GFA of 6332m2. • Full-scope cost of $56.3M ($6,696 per square metre), targeted reductions cost $47.75M ($6,137 per square metre) and reduced scope (reduced GFA) cost $44.8M ($6,213 per square metre).
REPORT TAURANGA MUSEUM AND LIBRARY OPTIONS – RESEARCH TO SUPPORT THE DETAILED BUSINESS CASE AUTHOR Berl DATE December 2017 PURPOSE Undertake research to help Tauranga City Council understand the benefits that different Museum and Library options would bring to the city. This is intended to support a Detailed Business Case and investment decisions for a new museum and central library. In particular, the research sought to: • Estimate the likely number of visits to the potential Museum and Library. • Examine effect of charging a fee for Museum entry on the number of visits. • Undertake Benefit:Cost Analysis for the different options. • Provide advice on how the benefits and costs that could not be measured in monetary terms alongside benefits and costs that could be measured. SUMMARY Options assessed: • Option 1 – reinstate library 3,000m2. Net capex $4.7M. No opex implications. • Option 2 – New standalone Library 6,332m2. Net capex $36.8M. Opex $3.1M pa. • Option 3 – Integrated Library & Museum 9,041m2. Net capex $36.3M. Opex $3.1M pa. • Option 4 – Stand-alone Museum & reinstate Library 4,200m2+3,000m2. Net capex $25M. Opex $3.2M pa. • Option 5 – Stand-alone Library & Museum 10,532m2. Net capex $61.8M. Opex $3.5M pa. Estimates of Museum: • Estimated visits to Museum will be 275,000 from Tauranga residents, Bay of Plenty residents, New Zealand visitors, cruise ship passengers and other international visitors. • Potential Museum visit growth to 585,000 by 2053. Estimates of Library visits: • In 2017, there was 385,288 visits to the Central City Library. Equivalent to 301% of city’s population. • Comparison to penetration rates for other cities is between 172% and 650% with a mid- point of 411%. • Expected number of visits to grow inline with population growth. However, current library is cramped and therefore increased visits anticipated following development. In addition, new tertiary campus (University of Waikato) located in city centre will likely contribute to library visits. • Concluded to base on 411% of population with growth inline with population growth. Assuming library opens in 2023, estimated 564,833 visits growing to 857,154 by 2053.
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REPORT TAURANGA MUSEUM AND LIBRARY OPTIONS – RESEARCH TO SUPPORT THE DETAILED BUSINESS CASE Possible impact of integrated Library and Museum development: • It is suggested visits to an integrated facility would be higher overall due to cross- patronage. While the logic was considered strong, there is no hard data to support the conclusion. Some examples of combined facilities were cited. • Puke Ariki in New Plymouth, with combined museum, library and information centre has 700,000 visits for a population of 74,000 – penetration rate of 946%. • Te Takere, Levin, multipurpose community hub – 553,693 visits for population of 31,900. Penetration rate of 1,736%. • Te Ahu in Kaitaia has an integrated library, museum, community cinema, i-site, council service centre has a reported high penetration rate but no data available. Benefit:Cost Analysis of options • Each visit to Library assumed at $10 per hour from value of leisure time determined by NZTA Economic Evaluation Manual. Estimated library visits half hour so worth $5. • Option 1 – Reinstate library 0.0 value as no additional visits. • Option 2 – New standalone Library 0.55 (due to high capital cost with limited external funding) • Option 3 – Integrated Library & Museum 1.20 (due to higher leveraged capital funding). • Option 4 – Stand-alone Museum & reinstate Library 1.03 • Option 5 – Stand-alone Library & Museum 0.85
REPORT LONG-TERM PLAN 2018-2028 SUBMISSION ANALYSIS FOR TCC AUTHOR Global Research DATE 2 May 2018 (draft) PURPOSE Synthesizes all the submissions received during TCC Long-term Plan 2018-2028 public consultation process focused on the Central Library. SUMMARY • 1994 submissions were received in relation to options for a new central library. The preferences were: • Option 1: Council invests in a central library to replace the existing library – 456 submissions • Option 2: Council invests in a central library with scope to meet future community needs – 589 submissions • Option 3: Council invests in a combined library and museum. 372 submissions • No response – 577 submissions (of online or paper survey). Option 1 – Central library to replace existing library • Supported building a new library for a variety of reasons. • Library is an essential public service, supporting educational development, act as community hub and contribute to community wellbeing. • Ensuring the proposal is affordable to the council and ratepayers. • Some support for additional functions such as community space, café and underground carparking. • Potential to partner with tertiary institution’s library. • Incorporate digital technologies and service innovations. Option 2 – Central Library with scope to meet future community needs • Investment should be done properly. • Critical of past decisions which don’t plan for the future. • Develop as a community hub. Include digital technologies. Opposition: • Question the need for a central library as patronage of traditional libraries are declining and the advancement of digital libraries. • Some support for repairing existing library. • Don’t see a need to improve existing library. • Financial impact and burden. • Support for suburban libraries instead.
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REPORT DETAILED BUSINESS CASE – HEART OF THE CITY PROGRAMME: INVESTING IN A CENTRAL LIBRARY FOR TAURANGA AUTHOR Canler Consulting & Heart of the City Programme, TCC DATE June 2018 (first draft) PURPOSE Provides a robust evidential analysis of investment options following the Better Business Case methodology. Intended to inform the 2018-2028 Long-term Plan investment decisions. Carried out simultaneously to investigating options for museum in Tauranga. SUMMARY Strategic Case • Catalyst for investment in the central library was discovery of toxic mould in council offices in November 2014 which led to the opportunity to redevelop the entire 91 Willow Street site. • Tauranga has a shared aspirations to an internationally competitive city with the city centre providing a commercial, civic and cultural heart for western Bay of Plenty. The central library purpose is to: • be a recreation and cultural attraction that contributes to a vibrant city centre • be a community hub for learning, innovation and connection • share the stories of Tauranga: past, present and future in its Heritage Centre and Archive. Investment objectives identified: • More active, safe and vibrant central city. Existing facilities are Art Gallery, Baycourt and Central Library which are not well integrated and library is not-for-purpose. No museum experience in CBD. • Improved value for money for the community. Existing library is out dated, weathertightness issues and building service issues, too small for current and future population. • Improved local and regional economic development. Identified a failure to accelerate cultural and commercial and inner-city resident development is compromising the city’s ability to exploit major growth opportunities for the city and region. State of the current library building: • Continuing reactive repairs and maintenance would not resolve dampness issues. • Building glazing systems would continue to fail. • Building use could be limited over time as current systems fail and spaces are increasingly impacted. Essential requirements for a well-performing Central Library facility • Entrance space that is inviting and welcoming to visitors • Public reception which will be staffed to respond to questions and provide support • Library and shared working space with seating, books and computers • Multi-purpose community space with flexible spaces for group learning and activities • Children’s and teen space that is fun and interactive, zoned for pre-school, primary school and teens • Quiet space for individual researchers and readers • Café that enables visitors to stay longer and also generates revenue • Book collection storage • Archive space • Heritage Research Centre (to service both library and museum collection) • Staff and functional space • Staff and administration • Book returns management space • Bathroom and parent room facilities • Access: disabled parking, drop off zone, book return zone Requirements that would be dependent on available space • Community tenable space (e.g. Citizens Advisory Bureau) Requirements that could also be incorporated to add value • Outdoors programming space in a segregated area • Visitor parking
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REPORT DETAILED BUSINESS CASE – HEART OF THE CITY PROGRAMME: INVESTING IN A CENTRAL LIBRARY FOR TAURANGA Architectural requirements • At a minimum meet the Te Aranga design principles (Rangatiratanga, Kaitiakitanga, Manaakitanga, Wairuatanga, Kotahitanga, Whanaungatanga, Mātauranga). • Connection to the rest of the city / high visibility of the library Options Analysis • Remediating existing library (renewal) and allowing for future-proofing were discounted as will not deliver fit-for-purpose library. • Planning – 91 Willow Street has low planning risk as site is designated for civic, community and cultural purposes. • Transport – 91 Willow Street does not require further transport investment as well connected to public transport. • Geotechnical – 91 Willow Street has some geotechnical issues that can be resolved. • Archaeology – requires further investigation. • Cultural - Ngai Tamarawaho’s potential claim on Lot 45, which forms part of the 91 Willow Street site but impact central library as it is not proposed to be located on Lot 45 but on the north east corner of the site (corners of Hamilton and Willow streets). Kaumatua and Tangata Whenua provided advice the Willow Street site did not hold mana or mauri for Kaumatua and Tangata Whenua and that they could not support a museum on this site, and the Cliff Road site was their preferred site for the development of a museum in Tauranga Moana. Economic Case • Remediate option - $4.8m (base option). • Stand Alone Library - $44.8M reduced scope - $47.7M targeted reduction - $56.3M full scope. Potential external funding of $5.5M. • Integrated Museum and Library option was identified as preferred option as it provides the most cost effective option but is not supported by Tangata Whenua. Financial Case • Option 2A: a $30m stand-alone library to meet current needs - Option consulted on in draft LTP 2018-28 as Council’s proposal • Option 2B a $39m stand-alone library with reduced scope to meet future needs – this option was approved as part of the Long Term Plan deliberations. • Option 2C a $48m stand-alone library to meet future needs - Option consulted on in draft LTP 2018-28 • Option 2B would require $35M from Council and $4M from external funding. Total net operating impact $3.3M. Commercial Case • Tauranga City Council ran a comprehensive procurement process and approved Willis Bond & Co as the preferred development partner for the Heart of the City programme on 19 December 2017.
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REPORT CREATING TAURANGA’S CIVIC HEART AUTHOR Tauranga City Council DATE 2018 PURPOSE Summarises the wider community engagement on the city centre values and feedback on the 2015-2025 LTP Amendment including central library feasibility. SUMMARY • Civic Space Options project began in July 2015 following discovery of toxic mould in TCC Willow Street buildings in November 2014. • A long-term solutions to building issues was required which provided a once in a lifetime opportunity to create a civic heart (precinct). • Identified outcomes: 45% more active and safe vibrant central city, 25% improved value for money for the community, 30% improved local and economic development. • Fie design principles: • Concentrate – create greater intensity, a centre/heart, stronger sense of place • Leverage – Council’s unique position as owning an amalgamated site but needing new accommodation. • Innovate, integrate and maximise impact – work together, connect, be open to co- location, create a destination for visitors and residents • Partner to catalyse – create a vision and environment for partnerships with the private sector to occur that will grow physical and economic development in the city centre. • Build Identity – ensure our streetscape, places and structures capture and express the essence of Tauranga’s identity in a bold and ambitious way.
REPORT DRAFT REVENUE GENERATION STRATEGY AUTHOR Giblin Group DATE 30 July 2018 PURPOSE Examine external funding opportunities available for the development of the Tauranga Central Library, and to identify high level campaigns for community engagement in the project. SUMMARY • Most funders see libraries as a core function of Council, however there may be aspects of the project that could attract discrete funding, such as an education centre, digital drop-in zone, or youth lounge. Modern libraries also offer community meeting spaces/rooms which lend themselves to naming rights sponsorships. Corporate sponsorship may also be sought for naming rights for various spaces. • In some instances, funding for a new library building has come from a benefactor within the community, who has a “heart” for the library and/or books. There are instances of bequests made to public libraries, however such promises of funding should not be relied on. • Some community trusts have shown a willingness to support the project, as have some gaming trusts. • Funding of $4.465 million has been potentially indicated from: • Central Government Funding • Corporate Sponsorship • Funding Organisations (Community, Private and Gaming Trusts) • Philanthropic Donations • Community Engagement and Community Fundraising. Lottery Grants Funding Investigations indicate that the project meets the criteria for two Department of Internal Affairs Lottery Grants fund, with applications recommended totalling $750k. The RGS recommends applications to the funds: • Lottery Grants Board: Environment and Heritage Fund; • Lottery Grants Board: Community Facilities Fund; Corporate Sponsorship and Philanthropic Donations The RGS recommends that as the designs are further developed that sponsor and donor benefits and values are developed at the same time. Policies for naming rights and recognition will also need to be developed. Our initial high-level investigation
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REPORT DRAFT REVENUE GENERATION STRATEGY recommends that corporate sponsorship and philanthropic donations have a combined target of $2.6M. Trust Funding (Community, Gaming and Private) The project is a good fit with the criteria and mandate of a number of funding organisations, such as community, private and gaming trusts and foundations. Utilising contributions from these types of funding organisations is a well-established method for supporting community projects. However, the amount of money that trusts and foundations have to distribute is trending downwards. They are still an important source of income but a diversified and coordinated approach is required to secure adequate revenue. This is achieved through establishing key relationships, understanding the needs of trusts and foundations and being able to show the value that the funding will provide to the community at a variety of levels. Community benefit is an underlying criterion for funding applications, so it is paramount that Council illustrates a compelling case for community-wide benefit through the project. $1.015M has been identified from community, gaming and private trusts. Community Engagement and Community Fundraising To achieve success in generating revenue for a project such as this, it is important to engage and connect with the community that will benefit from it. Community fundraising initiatives are a key component of the RGS, not necessarily because of their ability to raise revenue, but because effective community fundraising provides opportunities to engage the community. This strategy outlines high-level community fundraising initiatives that provide a mechanism for the communities of the Tauranga to contribute to the project, and that will build awareness and generate ownership within the community. The RGS identifies $100,000 in community fundraising initiatives for the Library project. Recommendations This report makes several recommendations that are necessary for the successful implementation of this Revenue Generation Strategy. • Develop the sponsorship and major gift campaign in conjunction with the design process; • Develop naming rights and recognition policies; • Leverage existing supplier relationships; • Foster and retain relationships to develop ongoing programme/project activations opportunities by linking sponsorship back to other TCC business and activity, coordinated centrally through a position such the Manager of Project Tauranga. • Ensure funding applications to central government funds, trusts and corporates are channelled through a single point of contact to ensure consistency, eliminate multiple applications to one source; • Align a strategic communications plan to community engagement initiatives to maximise community engagement campaigns; • Identify internal/external resources to implement community engagement and fundraising campaigns;
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REPORT WILLOW STREET LIBRARY – CPTED SITE ASSESSMENT AUTHOR Warren and Mahoney DATE April 2019 PURPOSE Undertake a crime prevention through environmental design site assessment of the existing Willow Street Library. Provides a better understanding of the CPTED issues and provides recommendations to improve safety. SUMMARY Analysis of incidents (between March 2018 – February 2019) • Frequent issues occurred on the first floor in areas associated with the seating area, learning centre and computers. • Occasional incidents occurred on the ground and first floors in seating areas. • Few incidents occurred on the ground floor children Maori books and large print and the first floor seating, toilets, stair-well and adult Maori books. Recommendations: • Lower the library shelving to create better sightlines. • Change the orientation of shelving to improve current sightlines. • Relocate staff desks to create better sightlines • Relocate public seating areas to more visible open areas within eyeline of staff desks. • Move the public computer uses area to the ground floor next to the entrance and with direct sight to the main administration / reception desk. • Allow for more permeable aisle layout with no dead ends. • Use lighting to brighten dark areas of the library • Paint walls to colour code areas for better awareness and wayfinding • Feature ceilings over seated areas for improved acoustics (as noise was a factor in previous incidents) Outcomes It is understood most of the recommendations have been implemented with the significant change brining the public computers to the ground floor. Staff have reported improvements and reduction in incidents.
SUMMARY OF STAFF WORKSHOP AUTHOR Visitor Solutions DATE 6 November 2020 PURPOSE Understand staff views on: • Current central library facility – what works well and not. • Future central library facility – key considerations • Vision and objectives for future library SUMMARY • Land issue – library is situated on Lot 45 which was meant to be kept for benefit of Tangata Whenua and people of Tauranga. Given to the government and then traded. In 1987 protest in the old library because the Council wants to build new library. • Size of the library is an issue, no space for events or books. No nice space. • Difficult to have events during opening hours due to lack of space and conflict with other uses so schedule the events in the evening which creates management issues. Larger events are held in the staff lunchroom which is not ideal. • Books – every year the reference gets bigger and bigger. • Community archive – donations coming weekly of local historic interest. No space to preserve as must be climate controlled. Now have 25m2 offsite storage. • Events in the children areas create tension on space usage due to noise. • Insufficient space for collection and space for activities / programmes. • Want general public to see the whole collection but limited on display. • Tension in the research space with people wanting to collaborate versus those who want quiet space. • Community would like lockers, meeting space, small study rooms – collaboration versus individual or small group study. • Children’s and teen space is located well – children can’t get to the door or lifts. • Teen space is not well used. • Wayfinding is poor.
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• No reception – no landing space. • Like the courtyard – mix of event and programme space – can leave bags out there, eat outside, messier activities, enclosed, children are safe. But it is cold and damp. • Noise – adults events can only be held by the computers but not ideal. Can’t have adult and children events at the same time. • Natural light is poor. Good to have natural light but not too much sun as harmful to collections. • Toilets are poor – not enough, no parent room, no lockers, no water fountain. • Computers are a long way from the staff desk . Behavioural issues. Language, fights, reflect social issues, Mental Health. • Heritage and cultural events – loss of display space. • Built when the city was small with the ground floor library, second floor arcade and top floor carpark, which was converted to offices due to leak. • Some staff wont work in the library due to mould and mysterious smell. No sick bay, no mental break room. Have to hold meetings in the café. Staff feel hierarchy in levels of library. Don’t trust lift. Building design does not promote togetherness. • Reputational damage – when the pipes leaked into the archival area, donor choose to remove archive mater. • Lots of criticism from community but appear to be happy with the books and programmes but not the facility. New library • Programmes for children with extra sensory needs – quiet space, visible, but not taking away from others. Special destination. Equipment to touch and feel. • Spaces that can scale up to larger groups. • Older people – meeting room in the research centre with afterhours access. • Research area would like to have more exhibitions, more displays, more events – such as 120 people hosted at council chambers for conservation talk. • Heritage library – more collaboration with business. • Partnership with the University around study space and programmes. • Community space for programming independent of library staff (run by others). • Co-location with community centre – concerned about compatibility of activities.
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11.0 APPENDIX 2 – LIBRARY PROTOTYPE
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DC183 - Attachment D
LIBRARY QUIET 1. AREA PARKING (which includes bus area) 5. SPACES ›› A communal space which facilitates reading, relaxing, ›› A place for people to go when they are seeking solitude and connecting with others ›› A space which is intimate yet connected to others ›› A space which compliments people who wish to work, ›› Provides people the opportunity to carry out as well as those who wish to connect/socialise with independent research or study others ›› Provides computers/technology to assist with research ›› Provides books, magazines, newspapers, DVDs and ›› Provides the opportunity for people to use their own music for people to sit and enjoy in the space, or to lend devices out ›› A design which utilises space in a novel and unique way ›› Provides computers/technology to assist with research ›› A modern and innovative feel and database searches, as well as independent activities ENTRANCE ›› Comfortable and calm design features such as games. 6. AREA ›› Warm and inviting atmosphere ›› Provides the opportunity for people to use personal devices e.g. iPads, laptops CAFE ›› Service support desks are embedded throughout to 4. AREA support people at any stage ›› Designed in a way that facilitates inclusion or separation from others, yet doesn’t lose the sense of connection ›› Enables people to connect and learn from each other across all age groups and demographics ›› Modern and youthful design elements ›› Comfortable and accessible design features ›› Warm and inviting atmosphere ›› High ceilings, lots of vertical space ›› Open space ›› Utilises natural light ENTRANCE LIBRARY AND SHARED AREA WORKING SPACES 6. WHO 1. ›› A design that is not ‘old fashioned’ (in regards to ›› Trained librarians who can provide guidance looking like a reception area) and support ›› A design that is artistic and reflects Tauranga’s identity ›› Friendly and knowledgeable staff, with great ‘people’ skills ›› Open and spacious layout ›› Trained staff who understand, and are competent ›› Light with technology ›› Could double up as a function space for events WHO ›› Paid customer service, administration staff, and maintenance staff to keep the venue clean MULTI-PURPOSE ›› Enthusiastic and passionate volunteers to support staff LEARNING CENTRE ›› Staff must have strong ‘people’ skills to ensure people 2. › A space that creates a warm and inviting atmosphere so › feel welcomed ›› Multi-purpose/interchangeable design which allows that all ages and demographics feel welcomed ›› Staff must be knowledgeable and well-informed, and people to easily manipulate the space to fit their needs. › Provides services such as i-site and › must be a mix of ethnicities and ages ›› Innovative, ‘think-tank’ atmosphere directory information. ›› Dynamic design that catches peoples attention and is WHO unique to the venue ›› Qualified teachers, experts in specialised fields MULTI-PURPOSE ›› Local business groups, enterprise groups 2. LEARNING CENTRE ›› Tertiary providers e.g. Waikato University, and Toi Ohomai TECHNOLOGY ›› Community members & volunteers to support 7. AREA programmes ›› A space which provides people of all ages the ›› Third party sponsorship opportunity and support to engage with technology ›› Quality IT and technical support staff ›› Provides computers/technology to enable people to ›› Administration staff to manage bookings carry out independent activities e.g. games, or research ›› Innovative and dynamic design Examples of the different experiences that could be ›› Comfortable and accessible design features provided in this space are: ›› Could provide a workshop space for people to learn ›› Evening classes hosted by local enterprises or tertiary how to use different technology providers e.g. business lectures, technology and digital QUIET services, financial literacy and budgeting, CV making 5. SPACES WHO ›› Art and craft classes/workshop hosted by local artists ›› Paid technical experts e.g. Māori weaving, carving, sculpture ›› IT and technology tutors ›› Social ‘Meetups’ ›› Flexible, dynamic space/s that can facilitate a ›› Trained staff who understand, and are competent with range of activities from small group meetings, ›› Community groups e.g. bookclub TECHNOLOGY technology › School holiday programmes lectures, workshops, classes or independent learning › 7. SPACE Examples of the different experiences that could be programmes ›› Te Reo classes, Te Puia practical demonstrations, & provided in this space are: geneology workshops ›› A space which allows all ages to connect, engage, and ›› Rent tech e.g. iPads, laptops learn from each other ›› Incubators and start-up labs, a maker space ›› Online courses ›› Can be booked by schools, universities, independent ›› Health education e.g. human library ›› Workshops on specific technology and programmes experts, businesses or local community members and ›› Youth groups e.g. Te Hiku youth group groups at no cost ›› Provides technology to support activities ›› Interactive and hands-on space which encourages learning, making, and exploration ›› The space is adaptable to meet specific ‘spatial’ needs OUTDOOR and requirements e.g. one large area or broken down AREA into multiple rooms 8. STAFF ›› A shared community area for people to sit and enjoy the 9. AREA outdoors ›› Facilitates a seamless indoor-outdoor flow with the venue (the design of the outdoor area/s needs to CHILDREN’S CHILDREN’S consider how it is integrated with the venues indoor 3. AREA AREA areas e.g. how it connects with the entrance and cafe 3. area or the children’s area) ›› Provides age appropriate books and learning materials ›› Provides the opportunity to display local art exhibitions ›› Provides interactive activities and games ›› Design of the area/s connects with Tauranga Moana - ›› Design that utilises different spaces and shapes ‘land, water, sky, and people’ ›› Comfortable and movable furniture ›› Spacious, greenspace design that utilises native plants ›› Durable design features and materials ›› Inviting and calming atmosphere ›› Light, open space ARCHIVE ›› Area could be integrated with the café ›› Vibrant and colourful ›› Area could be integrated with the main entrance ›› Doesn’t distract or impede on other areas e.g. café, quiet study rooms WHO ›› Could be used for learning programmes ›› Paid gardeners and landscape designers to design and ›› Could be used by local day care groups maintain the property ›› Sculptures & works by local artists ›› An interactive, fun space for children which facilitates WHO both play and quiet learning opportunities ›› Paid staff to monitor area at all times ›› A space that stimulates children’s imagination ›› Readers, teachers, child carers ›› A space that is friendly and inviting ›› Third party childcare groups
CAFÉ STAFF AREA & 4. AREA 9. ARCHIVE ›› Provides people ‘great’ coffee ›› Provides people a range of ‘good’ healthy food options Staff ›› Vibrant and energised atmosphere ›› Offices to support administration and day-day activities for library staff ›› Light, open space OUTDOOR ›› Kitchen for staff ›› Generates revenue to support ongoing costs of the AREA venue 8. ›› Toilets for staff ›› Could be integrated with the entrance ›› Could be integrated with the outdoor area Archive: ›› Could be privately operated with a profit share with TCC ›› Secure onsite storage and archive facility to manage and preserve the libraries collections WHO ›› Provides librarians easy access to collections and ›› In-house managers and trained staff archives ›› Provides the space for people to gather with groups or ›› Trained barista ›› Provides the opportunity for the library to hold by themselves ›› Third party suppliers ‘specialised’/rare collections ›› It is a space which facilitates family time ›› Third party vendors ›› Potentially can be built underground or as an adjoining ›› Provides a space for people to relax facility alongside the main structure
Objective ID: A7997968
This diagram summarises the outputs of the exercises undertaken by people in the Museum & Library Co-design Workshops. It shows: Please note: The diagram is a conceptual prototype that shows how people in the workshops believe we might best allocate space in these 1. The relative sizes of the areas they allocated for specific activities (numbers indicate priority by size); amenities to support different types of activities, to help generate the types of outcomes for the people of Tauranga deemed desirable in the workshops, including: greater cultural awareness, greater connection, a sense of belonging, a sense of identity, etc. 2. A summary of their description of the types of experiences and services that might best take place in these areas; It is not a floor plan, or a spatial layout. It is not intended to show the position of these areas in relation to one another, and/or how they might 3. A summary of their description of kind of people they believe might best deliver those services, and, finally; best interact from a spatial or interior design perspective. The detailed architectural and spatial plans will be developed by an architect, once STAND-ALONE LIBRARY 4. A summary of the aesthetic & spatial visual stimulus material selected by people in the workshops as appropriate for each area. the site has been confirmed.
12.0 APPENDIX 3 – COST ESTIMATE
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Order of Cost Estimate Tauranga Library
5th March 2021
MPM Projects Limited, 6 Kirk Street, Grey Lynn, Auckland
P O Box 3257, Auckland <> Phone: (09) 303 9420 <> Tauranga Library
Clarifications & Exclusions
General
These estimates have been based on the scope & assumptions stated in the estimate
Clarifications
Estimates are based on the following : Community Facility Schedule of Spaces provided by Visitor Solutions dated 24th February 2021 Library Schedule of Spaces provided by Visitor Solutions dated 4th March 2021
Exclusions
The following are excluded from these estimates: Ground risk issues Asbestos & other contaminated materials Development Contributions & network upgrade charges Land, Finance & Legal costs Escalation from March 2021 GST
MPM Projects Ltd 5/03/2021
Tauranga Library
Description QuantityUnit Rate Amount QuantityUnit Rate Amount
Library Building Low Range High Range
Children and Teen 400 m2 400 m2 Adult Collections 650 m2 650 m2 Technology 200 m2 200 m2 Relaxation - seating 250 m2 250 m2 Meeting rooms 150 m2 150 m2 Programmes 300 m2 300 m2 Heritage / Special Collections 600m2 600m2 Collection management 300 m2 300 m2 Community services 80 m2 80 m2 Workrooms & storage 350 m2 350 m2 Staff Area 200m2 200m2 Toilets 100 m2 100 m2 Plant & circulation 1,074 m2 1,074 m2 5% allowance for GFA 179 m2 179 m2 Total GFA 4,833 m2 5,900 28,514,700 4,833 m2 6,300 30,447,900
Provisional Allowance for Services Infrastructure 1 Sum 1,000,000 1,000,000 1Sum 1,000,000 1,000,000 Provisional Allowance for External Works 1 Sum 1,300,000 1,300,000 1Sum 1,300,000 1,300,000 Provisional Allowance for Art & Sculptures 1 Sum 300,000 300,000 1Sum 500,000 500,000 Design Development Contingency 5% 1,555,735 5% 1,662,395
Sub Total 32,671,000 34,911,000
Professional Fees & consents 15% 4,901,000 15% 5,237,000 Client Managed Internal Costs 2% 654,000 2% 699,000 Furniture Fittings & Equipment, shelving, AV/IT Equipment, RFID system 4,833m2 600 2,900,000 4,833m2 800 3,867,000
Project Contingency 10% 4,113,000 10% 4,472,000
Total Project Cost 45,239,000 to 49,186,000
MPM Projects Ltd 5/03/2021
Tauranga Library
Description QuantityUnit Rate Amount QuantityUnit Rate Amount
Community Facility Low Range High Range
Integrated entrance 50 m2 50 m2 Active Recreation 300 m2 500 m2 Storage 85 m2 85 m2 Kitchen 25m2 25m2 Toilet Facilities 40m2 40m2 10% allowance for circulation & GFA 45 m2 65 m2 Total GFA 495m2 5,900 2,920,500 715m2 6,300 4,504,500
Provisional Allowance for Services Infrastructure 1 Sum 200,000 200,000 1Sum 300,000 300,000 Provisional Allowance for External Works 1 Sum 300,000 300,000 1Sum 500,000 500,000 Provisional Allowance for Art & Sculptures 1 Sum 100,000 100,000 1Sum 200,000 200,000 Design Development Contingency 5% 176,025 5% 275,225
Sub Total 3,697,000 5,780,000
Professional Fees & consents 15% 555,000 15% 867,000 Client Managed Internal Costs 2% 74,000 2% 116,000 Furniture Fittings & Equipment, AV/IT Equipment, 495 m2 300 149,000 715 m2 400 286,000
Project Contingency 10% 448,000 10% 705,000
Total Project Cost 4,923,000 to 7,754,000
MPM Projects Ltd 5/03/2021