5 Appendices

237

5 APPENDICES

TAURANGA CIVIC HEART WARREN AND MAHONEY + LANDLAB 96 — — MASTER PLAN REPORT 24 MAY 2016 INDICATIVE PROGRAMME OF EVENTS & COMMENTARY NOTES - PERFORMANCE238 VENUE — (PROVIDED BY TCC STAFF) Event Mode Information Follow on Information, Benefits & Other regions NZ National Touring Companies Royal New Zealand Ballet Theatre Style RNZ have not performed in Tauranga since 2013 with only Tutus On Wellington, Christchurch, Invercargill, Dunedin, Blenheim, Rotorua, Tour productions being presented at Baycourt. In 2016 they have Auckaland, Palmerston North & Napier three productions none of which are coming to Tauranga because the theatre is not big enough.

New Zealand Symphony Orchestra Theatre Style NZSO have twelve concerts touring NZ, three of which are coming to Dunedin has five concerts Baycourt. New Zealand Chamber Music Theatre Style Chamber Music have 19 concerts touring NZ and four are being NZ Chamber Music tour to all major cities as well as most regional cities and performed at Tauranga Boys High School many towns New Zealand Opera Theatre Style NZO have 3 productions none of which are coming to Tauranga. Only touring major cities, Wellington, Auckland & Christchurch

Tour Makers (NZ National Touring Agency) Theatre Style Tour Makers tours 4 ‐ 6 major high quality NZ Performing Arts Funded by Creative NZ to tour to the regions, Baycourt has had two Productions annually productions in 2015 with bookings for two more in October. New Zealand Pops Theatre Style Are planning NZ Tours

NZ National Events New Zealand International Film Festival Theatre Style Held in Dunedin at the Regent Theatre and Rialto Cinemas Held in Auckland, Wellington, Christchurch and Dunedin

International Youth Silent Film Festival Theatre Style inaugural Festival being held in Tauranga at Baycourt in 2016

Te Matatini Regioanl Kapa Haka Comps Theatre Style 2017 being held at the Sports Park in Hastings The National Brass Band Championships Theatre Style 2016 Napier, 2017 Wellington, 2108 Belnheim

Conferencing Plenary space with breakout rooms Flat Floor Dressing rooms are easily turned into meeting rooms Ability to hold conferences up to 300 delegates in the CBD Banquet space Flat Floor 350 ‐ 400 dinning round tables Able to turn a room around from conference to banquet in same day Expo space Flat Floor Flat Flour able to hold 800 standing (cocktail style)

Bringing a cities people together, the PV acts as a modern Town Hall Civic Events Anzac Commenmorations Theatre Style Ceremonies, productions, events ‐ NZ Army Band Citizenship Ceremonies Theatre Style Once a month

Large International Acts Theatre Style More International acts to Tauranga if we had larger seating capacity as Ability for Tauranga residents to see high quality acts that they would we have a growing population as well as close proximity to Auckland normally have to go to Auckland to see.

Events Graduations Theatre Style Annually, students parade CBD and gather outside in civic square and Bringing educatitioanl campus into the city to celebrate enter for ceremony Fashion Shows Traverse Seating on either side of catwalk Being a multipurose venue allows it the ability to adapt to whatever is being held within it. Not an airy sports stadium or areana type feeling.

Fundraiser Auctions Banquet Style Catered by PV restarurant Bride of the Year Banquet Style Banquet style with a catwalk down the middle Awards Ceremonies Banquet Style Presentation set up with projector screens on all four walls Balls Banquet Style Lighting effects able from lighting catwalk Corporate banquets Banquet Style Lighting effects able from lighting catwalk Lectures, presentaions & TED style talks Theatre style A venue capabile of holding over 1000 people but also with the capailities for Presentation set up with projector screens on all four walls large presentations Potential Community Events Local Live Music Events Garden/Restaruant Early evening events in Garden or PV café/restaurant All of these events would be to create a hub of events and happenings in the CBD Matinees of Live Music for Ederly theatre Style Brass Band, Jazz Bands, Choirs, Singers Networking Sessions Garden/Restaruant After work networking sessions

TAURANGA CIVIC HEART WARREN AND MAHONEY + LANDLAB — — 97 MASTER PLAN REPORT 24 MAY 2016 239

Tauranga City Council Spatial Requirements

Original Issue: 13th October 2015 Re-issue: 14th April 2016 Version: 2.0 Zak Hogg

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TAURANGA CIVIC HEART WARREN AND MAHONEY + LANDLAB 98 — — MASTER PLAN REPORT 24 MAY 2016 240

This document contains information that is confidential and which may be legally privileged. If you have received this document in error, please notify Tauranga City Council immediately and delete the document. This document is intended solely for the use of the intended recipients and you may not use or disclose this document in any way without the prior consent of Tauranga City Council.

Document name TCC-Step2-Process model-20151007-ZH Version 2.0 Date 14th April 2016 Author Zak Hogg Authorisation Gijs Nooteboom

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TAURANGA CIVIC HEART WARREN AND MAHONEY + LANDLAB — — 99 MASTER PLAN REPORT 24 MAY 2016 241 Contents

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TAURANGA CIVIC HEART WARREN AND MAHONEY + LANDLAB 100 — — MASTER PLAN REPORT 24 MAY 2016 242 I. Executive Summary

Tauranga City Council requested Veldhoen + Company’s support to create a Category Item m2 total view of how Tauranga City Council’s future workplace strategy, Activity Workpoints Based Working (ABW), defined in Step 1, would impact the footprint required Collaboration such that potential / existing buildings can be qualified. Core Spatial ~5,250 Requirements Shared Amenities In undertaking this work, Veldhoen + Company has considered three major Storage building blocks in the work environment (process model page 7): • Core Spatial Requirements: - The space required to support the organisations Headcount (HC) in IT Build Room an ABW model including; Individual Workpoints; Collaborative Core Special Spatial CCTV Space spaces, formal and informal; and Shared amenities, cafeteria’s Requirements ~330 Print Room mini-kitchens, storage, utilities, server rooms. • Core Special Spatial Requirements: Library – Back of House - spaces, or functions/teams undertaking a specific activity that would

require a physical space outside of the standard workpoint and Council Chambers meeting room scope to support a core business activity. E.g. Print room Council Chambers Foyer External Special Councilors Lounge ~850 • External Special Spatial Requirements: Spatial Requirements - spaces, or services Tauranga City Council provides that may sit Mayors Offices outside of the Organisations way of working, that would require a Customer Service – Front of House physical space outside of the standard workpoint and meeting room scope, + special core business scope to support an externally focused activity. High-level Spatial Requirements = NLA Total ~6,430m2 - This does not include the Public Library Space (including 28% Circulation + 5% Fit- factor) Table 1 provides the high level overview indicating Tauranga City Council Summary Table 1: High-level Spatial Requirements has a high-level spatial requirement of ~6,430m2 to support an ABW workplace strategy at 2018 predicted Headcount.

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TAURANGA CIVIC HEART WARREN AND MAHONEY + LANDLAB — — 101 MASTER PLAN REPORT 24 MAY 2016 243 I. Executive Summary – High-level Space Model

In addition to the more detailed analysis presented in this report, needed to support the specified headcount. Appropriate open and Veldhoen + Company presents a high-level model TCC may find enclosed meeting spaces, individual work spaces, pantries, valuable in making decisions related to the required workplace m2. kitchen, and the special Core and External specials (CCTV, etc). The table below provides an overview of the m2 of workspace • Veldhoen + Company has applied a benchmark figure of 14m2 per required, including special requirements (external + core), based on individual workpoint to drive an approximate space estimation, this an assumed headcount, growth model, and workplace factor. allows for a ‘rule of thumb’ approach to space estimation. – The number of workpoints is calculated by multiplying the – NOTE: This figure does not mean 14m2 per physical HC by the Workplace Factor (WPF). workpoint – WPF is defined as the number of ergonomic work points • The total space required for the Core Special & External Special per 100 employees. A 60% WPF would mean that 60 Spatial Requirements (1,180 m2) based on the current ergonomic work points are provided for 100 staff. assumptions for specials is also included. • The calculated workspace includes all offerings and amenities

WPF / HC 539 565 591 619 648 678 710 743 777

Year (@ June 30) 2018 2020 2022 2024 2026 2028 2030 2032 2034

50% 4953 5135 5317 5513 5716 5926 6150 6381 6619

55% 5330 5531 5731 5946 6170 6401 6647 6901 7163

60% 5708 5926 6144 6380 6623 6875 7144 7421 7707

65% 6085 6322 6558 6813 7077 7350 7641 7941 8251

70% 6462 6717 6972 7246 7530 7824 8138 8461 8795

75% 6840 7113 7386 7680 7984 8299 8635 8982 9339

80% 7217 7508 7799 8113 8438 8774 9132 9502 9882

WPF Optimal WPF Recommended WPF Challenging WPF Not Recommended

Table 1 : Workspace (incl. special spatial requirements) in m2 needed at different headcount levels and different work place factors (WPF)

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TAURANGA CIVIC HEART WARREN AND MAHONEY + LANDLAB 102 — — MASTER PLAN REPORT 24 MAY 2016 244

2. Introduction

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TAURANGA CIVIC HEART WARREN AND MAHONEY + LANDLAB — — 103 MASTER PLAN REPORT 24 MAY 2016 245 2. Introduction

Background information potential sites / existing buildings can be qualified

Tauranga City Council (TCC) currently delivers their administration Approach and governance services across four original campus buildings and has two short-term lease occupations of other sites in the City To create this high-level spatial requirements, Veldhoen + Company Centre. The current accommodation format is a typically ‘one size fits has considered the following major building blocks, as highlighted in all’-approach of which the majority consists of enclosed office areas. the process model (page 8): • Core Spatial Requirements In late 2014, TCC discovered toxic mould and seismic issues in their • Core Special Spatial Requirements current campus buildings. Technical investigations have highlighted • External Special Requirements the inadequate state of the buildings. This has lead TCC to consider other options rather than remediation of existing buildings. The Better Business Case process aims to support TCC in a much broader Veldhoen + Company has leveraged project benchmark data and consideration of strategic issues and opportunities for the future of experience, and where possible indicated within a range, where the campus buildings and the City Centre. Tauranga City Council exists, and why. E.g. Higher end of Team Storage due to perceived paper volumes and impact of community paper based submissions. This Report Veldhoen + Company's approach has been shaped by our

collaborative approach, and we welcome challenge and questions to Through undertaking desktop analysis of current information relating ensure the spatial requirements gain the accuracy of Tauranga City to Tauranga City Councils accommodation, and conducting high- Councils current, and future thinking, and knowledge. level on-site analysis, Veldhoen + Company has created a High level

estimate of the amount of NLA required determined by Step 1 workplace strategy.

The spatial requirements are based on the aspirations and the functionality that Tauranga City Council wants to accommodate in the council campus, so that a footprint can be determined and

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TAURANGA CIVIC HEART WARREN AND MAHONEY + LANDLAB 104 — — MASTER PLAN REPORT 24 MAY 2016 246 2. Introduction – Headcount

An accurate headcount (HC) is key to the briefing, and subsequent design process for creating an environment to support an ABW way Year (@ 30 June) Headcount (FTE) of working. Many of the decisions in the physical concept relate to, or are impacted by the HC attributed to the groups within the building. Day 1 - 2018 539

Veldhoen + Company has used the Year 1 – 2018 HC numbers to 2020 565 drive spatial requirements calculation based on an expected occupancy of a new workplace by 2017/2018. 2022 591

Tauranga City Council provided the HC and growth projections, as seen in Table 2. Based on historic growth trends presented in an 2024 619 update on the paper prepared for the LTP 2nd June 2015 – Report – Council – 2 June 2015 – DC180 – LTP Deliberations – Investment in 2026 648 People and Expertise.

2028 678 In creating an overview for the spatial requirements, the HC and associated growth projection have been used to drive the Core Spatial Requirements, particularly related to Individual Work-settings, 2030 710 collaborative spaces, and shared amenities. 2032 743 Conducting the briefing and design process with an accurate HC, and growth model ensures decisions can be made that will effectively 2034 777 support Tauranga City Council as the organisation experiences and develops their new way of working in the first years, but also Table 2: Headcount and Growth predication based on encourage the desired behaviours related to the aspirations as the ‘Investments in people and Expertise’ LTP report. organisation grows.

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TAURANGA CIVIC HEART WARREN AND MAHONEY + LANDLAB — — 105 MASTER PLAN REPORT 24 MAY 2016 247 2. Spatial Requirements – Overview

The diagram below highlights the overview of how this spatial requirements analysis has been conducted.

Workplace Strategy Organisation Information Headcount Core Spatial Requirements

• ABW • Headcount • Current day • Individual work areas • Applied to ‘all’ staff • Utilisation information • Projected growth • Collaborative settings • Aspirations • Workforce composition • Enclosed • Capacity/appetite for • Open change Utilisation Information • Shared amenities • Internal Specials • Indicative WPF • +28% circulation factor • +5% ‘fit-factor’ Aspirations + Appetite for change

Core Special Spatial • Design features Requirements

Internal Specials • Conceptual future requirements • Current day • View of future • +28% circulation factor requirements • +5% ‘fit-factor’

External Specials External Specials External Specials External Spatial Requirements Spatial Conceptual Requirement • Ability/appetite to • External facing spaces • Current day include in Workplace • Public amenities • View of future • Conceptual future Strategy requirements requirements

Diagram 1: High-level Spatial Requirements overview process model

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TAURANGA CIVIC HEART WARREN AND MAHONEY + LANDLAB 106 — — MASTER PLAN REPORT 24 MAY 2016 248

Core Spatial 3. Requirements

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TAURANGA CIVIC HEART WARREN AND MAHONEY + LANDLAB — — 107 MASTER PLAN REPORT 24 MAY 2016 249 3. Core Spatial Requirements – Workpoints

The number of workpoints is calculated by multiplying the HC by the Average�Hourly�Workpoint�Occupancy�-�Overall�Results�Excluding�Hotdesks,�n�=�492� 100%� 100%�

Workplace Factor (WPF). 90%� 90%�

80%� 80%�

The workplace factor is defined as the number of ergonomic work 70%� 70%� 70% points per 100 employees. So in case of 60% it would mean that 60 60%� 60%� 50%� 50%�

ergonomic work points are offered to 100 staff. 40%� 40%�

30%� 30%�

20%� 20%�

10%� 10%� � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 0%� � � � � � � � � � � 0%� 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 3 3 0 0 0 0 0 3 3 0 0 0 0 0 3 3 0 0 0 0 0 3 3 0 0 0 0 0 3 3 0 0 0 0 0 3 3 3 3 3 3 3 3 3 3 : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : 0 1 3 4 5 6 7 0 1 3 4 5 6 7 0 1 3 4 5 6 7 0 1 3 4 5 6 7 0 1 3 4 5 6 7 8 9 8 9 8 9 8 9 8 9 • Veldhoen + Company has taken an expert view with a moderately 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 Monday� Thursday� Wednesday� Thursday� Friday� conservative WPF of 70%. Diagram 2: Average Hourly Workpoint Occupancy – TCC - This view has been informed by results from the Utilisation Utilisation Report – with indicative expert Workplace Factor Study. - During Phase 2/Step 3 Veldhoen + Company would work Year (@ 30 June) Headcount (FTE) WPF @ 377 WPs with TCC to define an endorsed WPF • Veldhoen + Company has used project bench-mark of 6m2 per Day 1 - 2018 539 70% workpoint (WP) not including circulation 2020 565 67% • Based on the Day 1 – 2018 HC FTE numbers 2022 591 64% - 539 x 70% = 377 Workpoints 2024 619 61% • Table 3 illustrates how as Tauranga City Councils grows, the 2026 648 58% organisation would become more efficient with how workpoints are used. 2028 678 57%

- Veldhoen + Company consistently sees organisation 2030 710 53% moving to more dynamic/lower WPF’s as staff become more flexible and mobile with their working, and more 2032 743 51% focused on collaborative activities in the office. 2034 777 49% - This is also demonstrated in Table 1 – Page 4. Table 3: WPF aligned to predicted Headcount and growth

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TAURANGA CIVIC HEART WARREN AND MAHONEY + LANDLAB 108 — — MASTER PLAN REPORT 24 MAY 2016 250 3. Core Spatial Requirements – Collaboration

Collaboration Average�Hourly�Occupancy�of�Enclosed�Collabora ve�Spaces,�By�no.�Par cipants,�n�=�35� (Incl.�Offices)��

1�mee ng�a endant� 2-4�mee ng�a endants� 5-6�mee ng�a endants� 7-8�mee ng�a endants� 100%� 9-15�mee ng�a endants� 16-23�mee ng�a endants� 24+�mee ng�a endants� Unoccupied�

The number of collaborative spaces, including: Enclosed, formal 100%� 90%� 90%� 80%�

meeting rooms, and Open, informal collaborative spaces. But 80%� 70%� excluding Council Chambers and other specialty spaces. Is 70%� 60%� 60%� 50%� 50%� calculated by looking at current day collaborative space utilisation, an 40%� 40%� 30%� organisations aspirations, and desired future state of collaboration. 30%� 20%� 20%� 10%� 10%� � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 0%� � � � � � � � � � � 0%� 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 3 3 3 3 3 0 0 3 3 3 3 3 0 0 3 3 3 3 3 0 0 3 3 3 3 3 0 0 3 3 3 3 3 0 0 0 0 0 0 0 0 0 0 : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : : 0 1 2 3 4 5 6 0 1 2 3 4 5 6 0 1 2 3 4 5 6 0 1 2 3 4 5 6 0 1 2 3 4 5 6 • Veldhoen + Company has drawn on results from Tauranga City 8 9 8 9 8 9 8 9 8 9 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 Council’s utilisation study, in particular the number of participants Monday� Tuesday� Wednesday� Thursday� Friday� Diagram 3: Average Hourly Occupancy Enclosed Collaborative in meetings. Allowing future collaborative spaces to be ‘right-sized’ Spaces – TCC Utilisation Report • Benchmark data and insights from other Local Government clients has been used to give an expert view on the ‘desired future state’ Number of meeting Open Enclosed - During Concept Development Phase Veldhoen + Company attendants Collaborative Collaborative Space [n = 12] Space [n = 35] would work with TCC to define an endorsed desired future state of collaboration. 1 attendants/users 38% 8%

2-4 attendants/users • Veldhoen + Company’s experience suggest where meeting rooms 56% 69% are occupied ~50% of the time on average, employees will 5-6 attendants/users 6% 12% perceive it as difficult to find a meeting room. • Whilst Veldhoen + Company aims to more closely align the size of 7-8 attendants/users 0% 4% collaborative meetings with an appropriate sized room, there is a tendency for people to choose spaces 10-20% larger than 9-15 attendants/users 0% 8% required for comfort. E.g. 4 people in a 6 person room. Veldhoen + Company accounts for this in our budgeting. >15 attendants/users 0% 0%

Total: 100% 100%

Table 4: Average number of meeting attendants

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TAURANGA CIVIC HEART WARREN AND MAHONEY + LANDLAB — — 109 MASTER PLAN REPORT 24 MAY 2016 251 3. Core Spatial Requirements – Collaboration cont’d

• Today, Tauranga City Council has: – ~4 Formal meeting seats for every 10 staff, in 35 Meeting rooms (including offices) – ~0.6 Informal collaborative seats for every 10 staff, in 12 Open collaborative spaces

• Veldhoen anticipates Tauranga City Council would move towards at day 1 - 2018: – ~5.5 Formal meeting seats for every 10 staff, in 28 Meeting rooms + Enclosed Individual spaces – ~2.9 Informal collaborative seats for every 10 staff, in 31 Open collaborative spaces

• Veldhoen + Company has used project benchmarks and an expert view, informed by trends observed from the Tauranga City Council Utilisation Study to inform budgeting of: – 12 x Small (4p) meeting rooms @ 10m2 – 11 x Medium (6 - 8p) meeting rooms @ 16m2 – 3 x Large (10 - 16p) meeting rooms @ 30m2 – 2 x X-Large (22p+) meeting rooms @ 40m2 – 20 x Small (2-4p) informal collaborative spaces @ 6m2 – 10 x Medium (6 - 8p) informal collaborative spaces @ 14m2

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TAURANGA CIVIC HEART WARREN AND MAHONEY + LANDLAB 110 — — MASTER PLAN REPORT 24 MAY 2016 252 3. Core Spatial Requirements – Shared Amenities

Kitchen/Hub/Cafeteria and the need to support external submissions of information, e.g. During on-site analysis, Veldhoen + Company understood through paper based submissions. anecdotal insights that the current Staff Cafeteria located on Level 3 • 6 Utility spaces @ 10m2 – Second Floor Block B had been a very dynamic and popular space.

The recent movement of staff off-site has reduced this. Server Room

Veldhoen + Company has budgeted for 50m2 for server rooms based Veldhoen + Company experiences that centralised, shared eating on current provisions. No consideration for a move to Cloud based or spaces are very popular, in an ABW environment, they can serve as externally housed servers has been included. informal meeting spaces, but also social gathering points. • Server room(s) 50m2

The spatial budget has accounted for a cafeteria space ~20% Hydration Stations larger than the current space based on the expected increase in Veldhoen + Company has budgeted for 10 hydration-stations/water- use, and increase in organisation size using the space. Based on coolers. benchmarking experience Veldhoen + Company has also factored in 2 3 distributed mini-kitchen spaces that would provide staff access • 10 x Hydration-Stations @ 4m to basic tea & coffee making facilities, and food storage. • Central Staff Cafeteria, today ~293m2, Budgeted 360m2 Team Storage • Distributed mini-kitchens, Budgeted 3 x 25m2 Veldhoen + Company applies a generic storage allocation for team, defined by a per person metric. Veldhoen + Company's benchmark metric is 0.9lm pp. (linear meters per person). Veldhoen + Company Utility Spaces has seen many organisation move well below this, however due to the high volumes of paper the council uses currently, and the need to Utility spaces house multi-function devices/printers, and other support community submissions, etc., the standard metric has been stationary items staff may require. Veldhoen + Company has applied to the Year 2 – 2020 HC. budgeted for six utility spaces, higher than average to account for the perceived higher dependence on paper based information access, • 565x .9lm = 549 lm Team Storage

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TAURANGA CIVIC HEART WARREN AND MAHONEY + LANDLAB — — 111 MASTER PLAN REPORT 24 MAY 2016 253 3. Core Spatial Requirements – Shared Amenities

Personal Lockers The provision of Personal Lockers in an ABW environment allows employees to maintain high degrees of mobility through having a space to store personal items. Personal lockers are typically provided 1:1 for years 1-4. Due to the degree of change from they current way of working, and the potential speed of growth Veldhoen + Company has budgeted for 1:1 personal locker provisions up to 2022. After this point it is expected that efficiencies in locker utilisation, and staff mobility will not require a locker for all staff. • 591 Lockers, .19m2 per locker with 3 height locker banks

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TAURANGA CIVIC HEART WARREN AND MAHONEY + LANDLAB 112 — — MASTER PLAN REPORT 24 MAY 2016 254 3. Core Spatial Requirements – Summary

Category Item Units m2 per Unit m2 total Category Item Units m2 per Unit m2 total Generic team - 1/3 of a 400x900 3 shelf unit with 750 565 0,4 ~230 Workpoints Individual 377 6 ~2260 circa in front (anchor) Storage Meeting Rooms - X-Large 2 40 80,0 Personal (Locker) - 3 high, 400x500 w 750 circulation = 591 0,19 ~115 .575 / 3 = .19 (anchor) Meeting Rooms - Large 3 30 90,0

NLA 3911 Meeting Rooms - Medium 11 16 176,0 Collaboration Sub-total Circulation (28% of NLA) 28% ~1100 Meeting Rooms - Small 12 10 120,0

Informal Open Spaces - NLA + Circulation ~5000 10 14 140,0 Medium Fit-factor (NLA + Circulation) 5% ~250 Informal Open Spaces - x 5% 20 6 120,0 Small Total (NLA + Circulation) x 5% ~5,250 Hub/Kitchen/Canteen 1 360 360,0 NLA / HC HC 610 ~8,5 Mini-Kitchen 3 25 75,0 NLA / Workpoints 13.9 Shared Amenities Utility 6 10 60,0

Server Room 1 50 50,0

Hydration Stations 10 4 40,0

Summary Table 2: Core Spatial Requirements

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TAURANGA CIVIC HEART WARREN AND MAHONEY + LANDLAB — — 113 MASTER PLAN REPORT 24 MAY 2016 255

Core Special Spatial 4. Requirements

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TAURANGA CIVIC HEART WARREN AND MAHONEY + LANDLAB 114 — — MASTER PLAN REPORT 24 MAY 2016 256 4. Core Special Spatial Requirements

During on-site investigations and conversations with representatives of the Property team, the following Core Special Spatial Print Room requirements, being spaces, or functions/teams undertaking a Dedicated high-volume print machines, and peripheral storage specific activity that would require a physical space outside of the (paper, etc.) standard workpoint and meeting room scope to support a core • Current space: 32m2 + 48m2 business activity, were captured: • Budgeted space:80m2 • IT build room • Print room • Reasoning: More effective planning and design of this space

• CCTV space • Library – Back of House should allow greater efficiency of space, and storage.

IT Build Room Library – Back of House Workshop/build room for IT team to configure/build/work with IT tools Library back of house space, for collection management, sorting, and technology. maintenance. • Current space: ~35m2 • Current space: 88m2 • Budgeted space: 40m2 • Budgeted space: 88m2 • Reasoning: In an ABW environment, reliance on IT tools • Reasoning: Following conversations regarding the direction of the becomes even more important. Ensuring IT teams have the library space, further work will define how this part of the required space to provide business support and technology organisation may work in the future, this space budget accounts continuity is essential. for a modernized version of the current approach.

CCTV Space Designated space with 24/7 use for CCTV camera feed monitoring. • Current space: ~ 24m2 • Budgeted space: 35m2 • Reasoning: Veldhoen + Company understands other teams/requirements could be aligned with this space. E.g. waterways monitoring, transport team, etc. Note: This list is not exhaustive, it is focused on capturing those specials that would likely have a meaningful impact on the spatial requirements. It also does not suggest solutions, nor detailed insights into the future state.

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TAURANGA CIVIC HEART WARREN AND MAHONEY + LANDLAB — — 115 MASTER PLAN REPORT 24 MAY 2016 257 4. Core Special Spatial Requirements – Summary

Category Item Units m2 per Unit m2 total IT Build Room 1 40 40

CCTV Space 1 35 35 Core Special Spatial Requirements Print Room 1 80 80

Library – Back of House 1 88 88

NLA 243

Sub-total Circulation (28% of NLA) 28% 68

NLA + Circulation 311

Fit-factor (NLA + Circulation) 5% 15 x 5% Total (NLA + Circulation) x 5% ~325

Summary Table 3: Core Special Spatial Requirements

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TAURANGA CIVIC HEART WARREN AND MAHONEY + LANDLAB 116 — — MASTER PLAN REPORT 24 MAY 2016 258

External Special 5. Spatial Requirements

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TAURANGA CIVIC HEART WARREN AND MAHONEY + LANDLAB — — 117 MASTER PLAN REPORT 24 MAY 2016 259 5. External Special Spatial Requirements

During on-site investigations and conversations with representatives Council Chambers of the Property team, the following External Special Spatial • Current space: ~190m2 + Foyer 90m2 requirements, being spaces, or services Tauranga City Council • Budgeted space: 190m2 provides that may sit outside of the Organisations way of working, – Foyer 90m2 (budgeted for in circulation) that would require a physical space outside of the standard workpoint and meeting room scope, + special core business scope to support an externally focused activity, were captured. Councillors Lounge • Current space: 45m2 For the purpose of this Spatial Requirements report, Veldhoen + • Budgeted space: 45m2 Company does not have insights into how the future direction of these spaces may change, and the current day allocations have been used. This is not an exhaustive list, but is based on Veldhoen + Mayor & Deputy Mayor Offices Company’s best understanding of spaces that may fit the above • Current space: ~120m2 description, and have a meaningful impact on space: • Budgeted space: 120m2 • Council spaces: – Chambers (incl. foyer area) Customer Service – Front of House 2 2 – Lounge • Current space: ~246m + Meeting rooms 40m 2 2 – Mayor & Deputy Mayor Offices • Budgeted space: 246m + Meeting rooms 40m • Customer Service – Front of House: – Meeting rooms

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TAURANGA CIVIC HEART WARREN AND MAHONEY + LANDLAB 118 — — MASTER PLAN REPORT 24 MAY 2016 260 5. External Special Spatial Requirements – Summary

Category Item Units m2 per Unit m2 total Council Chambers 1 190 190 (excludes Foyer)

External Special Councilors Lounge 1 45 45 Spatial Requirements Mayors Offices 1 120 120

Customer Service 1 286 286

NLA ~640

Circulation (28% of NLA) 28% 80 Sub-total Note: Council Chambers Foyer is included as part of circulation Council Chambers Foyer 1 90 90 calculation, as secondary circulation is not required for this space.

NLA + Circulation + Foyer 810

Fit-factor (NLA + Circulation) 5% 40 x 5% Total (NLA + Circulation) x 5% ~850

Summary Table 4: External Special Spatial Requirements

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TAURANGA CIVIC HEART WARREN AND MAHONEY + LANDLAB — — 119 MASTER PLAN REPORT 24 MAY 2016 FUTURE LIBRARY NEEDS DOCUMENT 261

Library needs definition 1.2 Central library shelving space

2 1. Existing situation The Central Library is 3,000m and currently has 4166 shelves – the equivalent of 3,812 metres. Of these, 80 are higher than ideal for earthquake safety. The customers prefer lower shelves too as many older people struggle to bend their necks to read the top shelf , especially if they have bifocals. 1.1 Tauranga library services compared To lower all shelves to four high would require an extra 18m of floor.

Comparable libraries, based on city population size, are Hamilton, Dunedin, Hutt City and The shelves in the NZ Room are too high also but these will be dealt with those by weeding the Palmerston North. The table below presents key indicators of usage and service offering. stock.

Library statistical comparisons (updated to June 2015) The aisles need to be at least 1m wide to allow for turning wheelchairs and scooters, which are Auckland Chch Hamilton Dunedin Tauranga Hutt City Palm Nth getting bigger. 1,526,900 362,000 148,200 123,500 125,550* 98,240 80,080 Population served The library also houses 24 Audio visual stands (1.3m x .5m each), which need at least the same space Customers again for people to get around them. Active borrowers (used card in last 2 yrs) 551,420 191,874 74,846 91,528 42,044 50,168 27,228 Active borrowers as % of population 36 53 51 74 33 51 34 1.3 Usage and Satisfaction level

Visits 12,690,322 3,663,048 972,310 1,170,002 824,388 1,072,140 486,720 Children and young people are major users of the libraries, with 58% of issues last year being Visits per capita 8.3 10.1 6.6 9.5 6.6 10.9 6.1 children’s books. The libraries also run over 300 programmes for children per year including class Buildings visits, Toddler Time, holiday programmes, Stories @ Your Place. It is estimated that xxx children and Size of buildings 64,605 N/A 8693 10,098 5520^ 4676# 9307 young people attended one of these programmes at the central library in 2014-15. In addition, M2 per 1000 pop 42.3 58.7 81.8 43.9 47.6 116.2 children and teens were enrolled in the Summer Reading Programme, which required each child to Collections read regularly and make at least three visits to the library to discuss their reading with staff or Total collection items 3,646,076 1173642 389270 711,254 307,000 252,978 221,791 volunteers. Items per capita 2.39 3.24 2.63 5.76 2.44 2.58 2.77 The 2015 TCC Community Perceptions Survey showed E-books 158,598 39,922 8697 4486 6677 7333 0 E-books as % of total 4.35 3.40 2.23 0.63 2.17 2.90 0.00 Opening hours – Satisfied or Very Satisfied – 84%

Total issues & renewals 17,435,870 4,465,833 1,495,533 1,502,072 1,733,174 1,103,676 1,294,663 Range of titles - Satisfied or Very Satisfied – 90%

Issues per capita 11.42 12.34 10.09 12.16 13.80 11.23 16.17 Range of formats - Satisfied or Very Satisfied – 84% Physical items on loan (snapshot) 789,283 N/A 72,041 70,176 63,961 53,841 N/A % collection on loan 22 19 10 21 21 The Library User & Non-User Survey 2014 showed that 70% of respondents had visited a library at Staff least once in the last year. Staff FTE 788 252 75 80.5 63 88 72.5 Staff per 1000 capita 0.52 0.70 0.51 0.65 0.50 0.90 0.91 Programmes 2. Future needs Number delivered pa 2761 4319 1747 702 529 137 1992 Workstations for the public 2.1 Population forecasts PCs for the public 782 345 44 78 33 137 64 PCs per 1000 capita 0.51 0.95 0.30 0.63 0.26 1.39 0.80 Library needs should be read with the context of a fast growing population (+59,800 people between * Includes 15% WBOPDC pop, using Smartgrowth figures 2013 and 2043 for the Western Bay of Plenty sub-region) as well as an ageing population as # Has since increased Taita Library this year - new bldg with community centre illustrated by the tables below. ^ Includes new Gtn Lib space Dunedin is about to add a new library in Dunedin South Projected population of territorial authority areas (medium projections) - 2013(base)–2043 Auckland has replaced 6 branch libraries in the last 3 years. This floorspace number has risen 900m2 with addition of Devonp ort Population change Population at 30 June Library) 2013–43

TAURANGA CIVIC HEART WARREN AND MAHONEY + LANDLAB 120 — — MASTER PLAN REPORT 24 MAY 2016 262

Average • Uptake of library e-collections is increasing, which has increased the variety of media that TA area 2013(3) 2018 2023 2028 2033 2038 2043 Number annual(4) libraries are offering, from e-books to e-music to complement print collections (percent) • Libraries continuing to curate community heritage and provide archives. In many cities, the Western Bay of Plenty library is the central place where historical document collections are stored district 45,500 47,700 49,300 50,700 51,800 52,500 53,000 7,400 0.5 • Libraries partnering with the community to provide space for a variety of educational, Tauranga 119,800 129,200 138,100 146,900 155,600 164,000 172,100 52,300 1.2 creative and age-specific activities that are turning in libraries into community hubs Sub-regional total 165,300 176,900 187,400 197,600 207,400 216,500 225,100 59,800 0.4 Hamilton City 150,200 163,800 174,100 184,400 194,200 203,600 212,900 62,700 1.2 • Libraries as a focal point for urban regeneration, where they are used as a safe, reliable, and Rotorua district 68,400 68,800 69,000 68,800 68,200 67,000 65,200 -3,200 -0.2 versatile community space within an urban environment. Whakatane 34,200 34,200 34,100 33,900 33,500 32,700 31,600 -2,500 -0.3 Palmerston North City 83,500 86,800 89,600 92,300 94,700 96,900 98,800 15,300 0.6 Lower Hutt City 101,200 101,900 102,400 102,600 102,100 100,900 99,100 -2,100 -0.1 Pp45-48 of the 2015 Tauranga Library Review discusses national future trends in general. Dunedin 123,500 126,800 128,400 129,700 130,600 130,900 130,700 7,100 0.2 Source: Statistics New Zealand

Projected population age structure and components of change 1996–2043 (2013-base), medium projection 2.3 Future direction for Tauranga libraries Population(2) by age group (years), Median at 30 June age(7) The 2015 Tauranga Library Review recommended the following Strategic Focus areas. The main Territorial authority area(1) Year (years) at 0–14 15–39 40–64 65+ Total 30 June specific recommendations for each which could impact on space in the building are summarised underneath: Western Bay of Plenty district 1996 24.4% 30.9% 31.5% 13.5% 100.0% 36.7 2001 24.1% 27.4% 34.1% 14.4% 100.0% 38.9 1. Grow access to digital content and services 2006 21.4% 26.0% 37.0% 15.8% 100.0% 41.7 • Increase e-books and e-magazines, hold print budget for 3 years and then re-assess. 2013 20.0% 24.2% 36.7% 19.1% 100.0% 44.4 2018 18.9% 24.7% 34.6% 22.0% 100.0% 46.1 (Comment: After 2 yrs, the trend for the public to use e-books is much smaller than 2023 18.3% 24.9% 31.6% 25.4% 100.0% 47.0 Councillors expected. E-book issues are still only 2% of total issues, rising slowly as our 2028 17.6% 25.0% 29.2% 28.4% 100.0% 47.3 collection increases. Maybe because the collection is fairly small still. This indicates a 2033 17.4% 23.7% 28.6% 30.5% 100.0% 47.5 continuing need for space for print stock for a long time yet ). Public sales of e-books in the 2038 17.0% 22.9% 28.6% 31.8% 100.0% 48.2 US have plateaued at around 20% of total book sales, and while this is expected to rise 2043 16.2% 22.5% 29.6% 31.7% 100.0% 49.3 slowly, print publishing is still increasing and Amazon – the world leader in digital books – Tauranga city 1996 21.6% 33.6% 27.8% 17.0% 100.0% 36.4 has opened a print bookstore. E-books are likely to sit alongside older formats and the 2001 21.8% 31.6% 29.6% 17.0% 100.0% 37.7 library will be expected to supply both. 2006 20.7% 30.9% 31.0% 17.3% 100.0% 38.9 • Increase digitisation of local materials (This is unlikely to change the space requirement for 2013 20.6% 28.5% 31.9% 18.9% 100.0% 40.6 existing materials as we would not usually throw away the original, as it is an artefact in its 2018 19.9% 28.4% 31.1% 20.6% 100.0% 41.4 own right. We could possibly store more in a shared controlled storage unit with the 2023 19.1% 28.8% 29.8% 22.3% 100.0% 41.9 2028 18.4% 29.0% 28.4% 24.3% 100.0% 42.3 museum. It might reduce the space needed later as more of what is collected, is born digital. 2033 18.1% 28.4% 27.8% 25.7% 100.0% 42.9 • Implement free internet (This is expected to impact significantly on use of library computers. 2038 17.9% 27.9% 27.3% 26.9% 100.0% 43.5 Looking at PCs provided by peer libraries, it seems likely we will need space to increase the 2043 17.7% 27.6% 27.4% 27.3% 100.0% 44.0 number of PCs, and to provide more space for customers to wait, and to park pushchairs and Source: Statistics New Zealand luggage. This is already a problem with wifi users.) • Support users to improve their digital skills (We have noticed decreasing demand for formal classes and more for one-to-one help. So we will need flexible space and equipment which 2.2 National and international trends in service usage can be reconfigured as needed. For example, we need to increase availability of other technology for customers to become acquainted with, such as robotics kits, small engines, Hamilton City Libraries Strategic Plan 2015-2025 identifies five key worldwide trends impacting on sewing machines in a classroom-sized Makerspace as happens in many libraries overseas. the future of NZ libraries: Ideally this would be available all day, but if not, it could be set up in the learning space from time to time). • Libraries embracing technology innovation – this leads to improved digital literacy in the community and providing access to technology, which individuals might not otherwise be 2. Leverage greater collective community impact through collaboration able to afford Deliver library content in others’ spaces. (This would reduce the need for spaces in the library)

TAURANGA CIVIC HEART WARREN AND MAHONEY + LANDLAB — — 121 MASTER PLAN REPORT 24 MAY 2016 263

Increase children’s services and programmes (This would increase space required as we technology including smart tables and digital microfilm readers. already have classes doubling-up). 4th floor: Administration and GRLC head office. Remove children’s fines and membership fees (This is expected to increase use of the 5th floor: Flexible event space with stunning views and open timber deck that will be available for children’s library). hire early next year.

3. Maximise the value of existing assets and find innovative ways to address growth

Redesign and refurbish Tauranga Library (A new library would avoid this cost if done within next 2-3 years) http://www.urbanmediaspace.dk/en/mediaspace/vision Increase opening hours (libraries will be open longer to spread use, but will probably also increase overall use) Dokk1, Aarhus Denmark : 26,500 m2 spread over three floors. Population 330,639 (Dec 2015).

4. Empower staff to work smarter . an open and informal learning centre Target of 80% customer transactions being done by customers (I consider 60% would be . a special place for children stimulating play, experiencing and learning more realistic, but either figure would mean more public space and less back room space. . a building that offers state-of-the-art information technology We are heading down that track already with new equipment coming in May). . the main library of the Aarhus-region with free and equal access to knowledge and culture . a place for dialogue, information, ideas and inspiration.

http://www.theage.com.au/victoria/docklands-library-choices-not-just-for-the-bookish-20140530- 3. Example of new libraries 399us.html

http://my.christchurchcitylibraries.com/central-library/ Docklands, Melbourne: a branch, but a big one designed for urban renewal. 3000m2

https://yourvoice.ccc.govt.nz/your-library-your-voice/faqs#2950 • Books are still part of the picture at Melbourne's newest library • A recording studio, editing facilities, a big-screen TV and a table tennis table, community meeting New Chch central library. 12000m2. 20 other branches. Note positive effect on retail. rooms, a dedicated children's library and is home to a community choir While the library will hold a lot of heritage information on site, it has the capacity to do more research, Mr Winter said. The library services team are particularly interested in the rich oral • the place to go to read, learn, study, swap ideas, do research, try new technology and socialise. history held on the area by the community, and is encouraging people to come to the library • offer easy access to lending and reference material, digital resources, and local, heritage and and open up this type of privately held information special collections. • Sustainable building design • provide a wide range of programmes, events, exhibitions and experiences for all people of all

ages and backgrounds. • support the wider Christchurch library network of 19 community, mobile and digital libraries.

http://www.librarybuildings.info/germany/stuttgarts-municipal-library

http://www.grlc.vic.gov.au/glhc/about-dome Stuttgart, Germany: 20,225m2 for population 593,000.

Geelong Library and Heritage Centre 6000m2. City of Greater Geelong 225,000 in 2016. 15 other • Sound Studio, 1st floor, Music Section – Digitisation programs, LPs, notation software libraries and software for scanning sheet music and composing, keyboard Ground floor: Library with a mix of seating areas, news lounge for print and digital news media with • Hausch Children’s Room, 2nd floor, Children’s Section – Media recommendations for lots of technology available for use. Also a mezzanine and book wall. Café opening soon in early every child’s room 2016. • Literature Scene and Guest Library, 4th floor Gallery – Forum for the literary life of 1st floor: A colourful, tactile children’s space with digital equipment and creative materials as well as Stuttgart and its environs th a dedicated youth space with technology wall, digital equipment, study space and gaming • Graphotheque, 8 floor, Art Section – Art you can borrow th equipment. • Online Animation Library, 8 floor, Art Section – Viewing stations for digitised animations in collaboration with the International Stuttgart Festival of Animated Film 2nd floor: Quieter space with adult fiction, non-fiction, magazines, journals, e-resources and • LesBar, 8th floor, Art Section – Enjoy a cup of coffee or a snack in the literary café run by specialist collections such as a unique arts collection. the charity Caritas für Stuttgart (please check current opening times) 3rd floor: Will house the State’s largest regional archive of historical resources. Also state-of-the-art

TAURANGA CIVIC HEART WARREN AND MAHONEY + LANDLAB 122 — — MASTER PLAN REPORT 24 MAY 2016 264

technology including smart tables and digital microfilm readers. • Showroom, lower ground floor – Experimental events space for the digital world 4th floor: Administration and GRLC head office. • Max Bense Forum, lower ground floor – Function room for around 300 guests 5th floor: Flexible event space with stunning views and open timber deck that will be available for • Gallery b, ground floor – 16 screens on the ground floor act as exhibition space for hire early next year. visual language, video and internet art at the intersections of text – image - code

http://www.urbanmediaspace.dk/en/mediaspace/vision

Dokk1, Aarhus Denmark : 26,500 m2 spread over three floors. Population 330,639 (Dec 2015).

. an open and informal learning centre . a special place for children stimulating play, experiencing and learning . a building that offers state-of-the-art information technology . the main library of the Aarhus-region with free and equal access to knowledge and culture . a place for dialogue, information, ideas and inspiration.

http://www.theage.com.au/victoria/docklands-library-choices-not-just-for-the-bookish-20140530- 399us.html

Docklands, Melbourne: a branch, but a big one designed for urban renewal. 3000m2

• Books are still part of the picture at Melbourne's newest library • A recording studio, editing facilities, a big-screen TV and a table tennis table, community meeting rooms, a dedicated children's library and is home to a community choir While the library will hold a lot of heritage information on site, it has the capacity to do more research, Mr Winter said. The library services team are particularly interested in the rich oral history held on the area by the community, and is encouraging people to come to the library and open up this type of privately held information • Sustainable building design

http://www.librarybuildings.info/germany/stuttgarts-municipal-library

Stuttgart, Germany: 20,225m2 for population 593,000.

• Sound Studio, 1st floor, Music Section – Digitisation programs, LPs, notation software and software for scanning sheet music and composing, keyboard • Hausch Children’s Room, 2nd floor, Children’s Section – Media recommendations for every child’s room • Literature Scene and Guest Library, 4th floor Gallery – Forum for the literary life of Stuttgart and its environs • Graphotheque, 8th floor, Art Section – Art you can borrow • Online Animation Library, 8th floor, Art Section – Viewing stations for digitised animations in collaboration with the International Stuttgart Festival of Animated Film • LesBar, 8th floor, Art Section – Enjoy a cup of coffee or a snack in the literary café run by the charity Caritas für Stuttgart (please check current opening times)

TAURANGA CIVIC HEART WARREN AND MAHONEY + LANDLAB — — 123 MASTER PLAN REPORT 24 MAY 2016 MCA ASSESSMENT 265

MCA Assessment

Urban and Architectural Outcomes Option 1 Option 2 Option 3 City Identity: 2 4 5 The outcome achieved will express Tauranga’s identity through the concentration and clustering of civic and cultural functions, and the integrated design of the open space and architecture. The experience will be distinctive and unique to Tauranga. City Making: The outcome supports the 3 4 5 wider Spatial Framework, through creating connections, open spaces, and a legible Civic Precinct. The outcome also anticipates future public transport solutions. Place-making and Activation : An 2 4 5 outcome supportive of nnovation in the delivery of events, services, and amenity. Catalytic effects and Positive Impacts 2 4 5 on the wider city centre: The outcome stimulates follow-on new-build development, regenerative development, and wider investor confidence in the City Centre. Natural and Cultural Heritage The 1 4 5 outcome incorporates sustainable design thinking and innovation in the expression of Tauranga’s natural history and cultural heritage and community. TOTAL 10 20 25

TAURANGA CIVIC HEART WARREN AND MAHONEY + LANDLAB 124 — — MASTER PLAN REPORT 24 MAY 2016 266 COMPANY PROFILE — Warren and Mahoney confirm our capacity to deliver Our rigorous design, documentation, Each project has its own identity and DISCOVER Insights. From the platform of our experience outputs in a timely manner. project delivery processes and quality requires its own tailored methodology. — we review and refine each facet is one of the largest assurance methods ensure that However, a reliable and refined of the work. The design evolves in architectural practices in Warren and Mahoney has adopted a our buildings fully fit client briefs, process can be applied to this project We use design research and strategic response to user testing, feedback, structured and disciplined approach evaluation to inform the direction of New Zealand with over budget and delivery programmes. We in order to ensure it is functionally and strategic analysis – an iterative to risk and quality management are committed to tried and tested, and operationally successful and well each project. In each case the essential process of design. The technological, 220 people across our six by implementing an Integrated well-structured systems designed aligned to the community it will serve. aims, intentions, and opportunities are cultural, environmental and commercial discovered and identified as design centres. Management System (IMS) to minimise risk to the projects we realisation of the building emerges. programme in accordance with the undertake. We know the best outcomes emerge insights. Our Auckland studio has 90 staff Quality Management Standard ISO from an idea-led and collaborative DELIVER Communication. 9001, Safety Management Standard design process. Our four-phase design DEFINE Scope. — and all of the design, documentation, — modelling and 3D visualisation AS/NZS 4801 and Environmental approach applies to work at a variety of scales and over a wide range of building In order to guarantee the accurate resources and facilities necessary for Standard ISO 14001. Insights found in Discover are typologies – from master-planning to translation of idea to reality, all the successful delivery of this project. formulated as initial concepts on paper. Project quality is delivered through interior design, libraries to bridges and project details are specified, Additional resource is available from We see Define as a collaborative effort the following: workplace strategy to built form. documented, and delivered to the our Wellington studio where required. to understand how the project fits into client for implementation. Warren and →→ Integrated Management System the wider landscape of human needs, We are committed to continuing our The 4D’s are our creative process which Mahoney observes and administers (IMS) Manual starts with stakeholder engagement as well as technical and commercial the construction process, facilitating successful relationship with Tauranga opportunities. City Council and →→ Project Quality Plan (PQP) that and consultation and is a process which partnerships, and providing support as drives solutions from the drawing board necessary. we use to manage and check the DESIGN Resolve. design and responsibilities to the real world. — →→ Corporate and Project Risk Drawings become refined designs as we Management process work to distil visions for the built form →→ Safety in Design process from the wide range of initial concepts.

LOCATIONS RESOURCES — — Auckland 109 Architects Wellington 27 Interior Designers Christchurch 53 Architectural Technicians Queenstown 8 Marketing + 3D Graphics Sydney 30 Support / Corporate Melbourne

TAURANGA CIVIC HEART WARREN AND MAHONEY + LANDLAB — — 125 MASTER PLAN REPORT 24 MAY 2016 CURRICULA VITAE 267 — Bachelor of Architecture (Honours), Architecture. Southern Cross Insurance, 1979 University of Canterbury Design Director for the new $14.2m University of Auckland / Berkeley Auckland Heritage & Cultural Centre to Carlaw Park Redevelopment, Bachelor of Architecture (Honours), Design Director for the new ICT University 2 showcase local heritage and culture, Auckland Project Director for the 8,000m University of Auckland innovation institute – the first 5 workplace design and project Green Star rated education building and also provide space for 1994 Project Director and Designer of the analysis. Award winning – Best 1975 - 1979 in New Zealand. performing and visual arts. Berkeley University, San Francisco $120M mixed-use redevelopment of Design Award Offices + Workplace University of Auckland Trusts Stadium, Waitakere (EAP Exchange Scholarship) Carlaw Park, comprising hotel, office, Environments Bronze. Deloitte Centre, Auckland retail, public open-space, and 1973 - 1974 Design Director for a premium grade Project Architect for a new indoor 1990 - 1991 residential accommodation. Award Clear Communications University of Canterbury office tower in central Auckland. In sports venue. The building exhibits University of Canterbury winning – 2010 Property Council Headquarters, Takapuna, Auckland association with Woods Bagot. many low energy and sustainable Merit Award – Mixed-use. Professional Affiliations design strategies. Professional Affiliations Involvement in all aspects of the creation of this corporate — 2 Cathedral Square, Christchurch — St Patrick’s Cathedral & Precinct, National Aquarium of New Zealand headquarters building for Clear New Zealand Institute of Architects Part of the design team for a new NZIA Nominated Member of the Auckland Communications. (NZIA) – Fellow office building located in a prominent Project Director for the Auckland Council City Centre The restoration of the Cathedral to location south of Cathedral Square. refurbishment and extension of Advisory Board meet today’s demands and safety Project Experience Napier City Aquarium. standards while preserving the — Rural Bank House, Christchurch NZPC Member of the Building Buddhist Pagoda, Auckland building’s character and historic ASB Arena Tauranga Design Director for a new office Research Advisory Council (BRAC) JOHN COOP significance. ANDREW BARCLAY Design Director for this 9-court building located in a prominent Design Director for a contemporary sports centre which incorporates a location north of Cathedral Square. addition to the existing temple Member of the Executive of the Whangaparaoa Library and Civic — — 4,000 seat sport and events complex. Auckland Branch of the NZ Property Centre performance venue. XV Pacific Games Village, Papua Principal, Executive Council Project Director for this new $5M Principal, Executive New Guinea community facility for Rodney Trust Power Tauranga Design Director for the XV Pacific Director & Chairman Architect Member of the Auckland Director District Council. Award winning – Design Director for Trust Power’s Games Village, providing Council Civil Defence Recovery 2005 NZIA Auckland branch award; BArch (Hons) FNZIA Reg Arch VIC new Head Office in Tauranga. accommodation for over 4,000 Advisory Group – Built Environment 2005 Year of the Built Environment BArch (Hons) FNZIA Reg Arch Reg Arch No. 17727 NSW Reg Arch Westgate Library & Town Centre, athletes for the Pacific Games 2015. award – Finalist. No. 8892 Westgate Past president of the Auckland — Paraparaumu Public Library Architecture Association University of Auckland, Auckland — Project Director for a new library, Project Director for a new library for Project Director for various Andrew has more than 30 town square, bus interchange and Fellow of the New Zealand Institute the Kapiti Coast District Council. development studies during 2007, years design experience, shared space located in the new John Coop is Regional of Architects (NZIA): Regular and in 2008 detailed urban design South Christchurch Library and plus an award-winning Westgate Town Centre. Director of Warren and contributor to NZIA & university and master-planning of the future Service Centre, Christchurch programmes; lectures throughout NZ development of sector 400N. design talent and a depth Christchurch Blueprint Project Director for this single level Mahoney’s Auckland studio. as a core member of NZIA Graduate 2,400m2 community library, service Development Programme Service New South Wales, of experience in marketing Part of the team tasked to devise an Working across the built Australia and business management. orchestrated plan for the recovery of centre and learning centre Christchurch central city after a incorporating ESD principles. Professional Member of the Project Director for the new generic environment – from Andrew directs several catastrophic sequence of major Designers Institute of New Zealand design, initially for 19 Service Centres New Zealand Police HQ, commercial to civic, design teams at one time earthquakes devastated the city in throughout New South Wales. Christchurch infrastructure and master Project Experience across the practice. 2010 and 2011. — BNZ Customer Experience Project Director for the Christchurch Justice and planning, to customer New Zealand International Strategy, New Zealand redevelopment of the New Zealand Convention Centre Andrew’s design philosophy Emergency Services Precinct Police CBD site in Christchurch. experience and workplace Project Director for the delivery of a is centred on establishing Project Director for the new Anchor design – John seeks to add Project Director for the New Zealand national roll-out of retail fit-outs for National Cycling Centre of key insights into the client Project precinct. unexpected value to projects International Convention Centre BNZ. Award winning – 2011 Best Excellence – Design Competition (NZICC). Design Award Retail Environments brief, the site and the Memorial Bridge, Christchurch Project Director for the Auckland by devising intelligent and Bronze – BNZ National Stores ARA Dart Master planning, context. His work, whether in proposal for the National Cycling original design solutions that Rollout. Design Director for a new bridge on Marlborough the tertiary education, sport State Highway 1 outside of Centre of Excellence Velodrome deliver beyond the brief. competition. Project Director and designer for Ara National Australia Bank Retail and recreation, community, Christchurch. Vineyard and Ara’s vineyard’s Stores, Australia Kapiti Coast Bridges Riccarton Library, Christchurch With close to 20 years’ operations, staff administration, and commercial office or in Project Director for the new generic Design Director for a combined visitor reception centre, completed in residential sector, is always Project Director for new bridge experience, John is a store concept design for 750 stores community library for Christchurch early 2008, and located in designs to service the Kapiti area. member of the Auckland Civil throughout Australia. concerned with simplification City Council and Riccarton High Marlborough. Member since 2003 of MIT Manukau & Transport School. The building has a strong Defence Built Environment Ara’s multi-disciplined and NZ House, Shanghai of form and avoidance of Interchange ESD focus. Recovery Task Group and collaborative master-planning team, Retail and workplace design for this unnecessary detail. His Design Director for integration of the Auckland branch of masterplanning vineyard design, New Zealand themed office building, work strongly echoes Spark Place Auckland landscape, brand development, new transport interchange and housing a NZ retail centre at ground Design Director for 30,000m2 interior the Property Council, a architecture, and infrastructural Warren and Mahoney’s tertiary campus at Manukau’s level and 3 floors of office space design for Spark’s new Auckland development. Award winning – NZIA core belief that successful Hayman Park. past president of Auckland intended for NZ companies. headquarters. In association with Local Award. architecture derives from a Architecture Association, a Victoria Park Tunnel, Auckland Les Mills Project Unleash Geyer. ANZ Centre Redevelopment and clear understanding of the Design Director for the delivery of Fellow of the New Zealand Commission by NZTA to work University of Canterbury, Corporate Headquarters Fit-out, five Les Mills gyms nationally. Institute of Architects alongside Sinclair Knight Merz and client’s strategic objectives Engineering Precinct Auckland (NZIA), and has been a Boffa Miskell Ltd on Victoria Park and that a central part of the Air New Zealand, Auckland Design Director for the Project Director for the $70M Tunnel Early Works of which the Project Director for a 14,000m2 fit- redevelopment of the Engineering significant contributor to the redevelopment of the ANZ Centre design of the St Mary’s Bay architect’s responsibility is to out to rehouse one of New Zealand’s precinct. NZIA Graduate Development lobby and public spaces and interior footbridge was the first element of improve lives and businesses 2 leading brands within Auckland’s refurbishment of their 20,000m , 20 the package. University Halls, University of Programme. through better and more CBD. storey Corporate Headquarters. Auckland Award winning – 2013 Property Paraparaumu Airport effective environments. Qualifications Novotel Hotel, Auckland Design Director for a new 450-bed Council of New Zealand Supreme Redevelopment master plan, Kapiti — Qualifications International Airport student residence for the University 2007 Award; 2013 Property Council of New Leading a multi-disciplined team — Design Director for the new 260- of Auckland. Zealand Commercial Office Property during 2006-2007 in master planning Registered Architect, New Zealand 1982 room hotel at Auckland Airport. Award – Excellence, and named Best the redevelopment of Paraparaumu Te Awamutu Heritage & Cultural Registered Architects Board Registered Architect – New Zealand in Category; 2013 NZIA Auckland airport. Centre Registered Architects Board NZi3 Innovation Institute, 1992 - 1995 Architecture Award, Commercial

TAURANGA CIVIC HEART WARREN AND MAHONEY + LANDLAB 126 — — MASTER PLAN REPORT 24 MAY 2016 CURRICULA VITAE 268 — 1993 Ministry of Justice head office accommodation for the Maori Arts like light, surrounding the South Terminal that includes a ANZ Bank’s interior fit-out of 14 and Crafts Institute with the adjacent 2 Bachelor of Architecture (Honours), Project Director for new 17,000m² environment, the outlook and reconfiguration of existing lounge floors (11,000m ) in Wellington. The University of Auckland government workplace in the Vogel marae and visitor access to the and retail spaces to enhance project amalgamated the non-retail Centre, Wellington. world-famous Pohutu Geyser. the interior in close detail. He passengers transit time and provide a banking departments, forming an Professional Affiliations comfortable, sunlit terminal space. open plan office, contact centre and Auckland Zoo is interested in developing — Tower Insurance staff facilities. The project also sustainable practices, and Wellington Zoo Animal Hospital, New Zealand Institute of Architects Design Director for 5,000m² new Design Architect for new entry, integrated a base building total (NZIA) – Architect member workplace for Tower Insurance head ticketing, retail, administration and investigating opportunities The facility provides an animal refurbishment with the interior office. education buildings at one of for prefabrication and treatment and surgical facility, fit-out. Auckland’s premier visitor New Zealand Registered Architects innovation in modern building isolation rooms, native animal Board, Registered Architect number Lion attractions. recovery centre and vet nurse BNZ Willis Street Retail materials. training. The animal hospital is an Development, Wellington 2848 Design Director for 5,100m² Auckland Botany Library office for Australasian beverage interactive experience for zoo This development created new retail The Designers Institute of New company, themed to reflect the Project Architect for new public Ralph was appointed a visitors, providing interaction with accommodation at ground level library within a shopping mall, Zealand (DINZ) – Fellow various NZ locations in which their Principal of Warren and zoo treatment work and education on podium area at 1 Willis Street Tower. products are produced and designed as a retail experience. animal welfare. Provision of a new tower entrance CoreNet Global New Zealand Mahoney in 2008. His consumed. Tupu Library lobbies, Sony and BNZ retail Chapter, Executive Committee tenure at the practice has Evan’s Bay Patent 126 Apartments tenancies, escalator re-alignments Trimble offices Project Architect for new public member RALPH ROBERTS spanned more than 26 years; A highly-successful multi-unit and relocation of the Neil Dawson ANDREW Project Director for 6,000m² library designed specifically for residential development on Evan’s Sculpture were components of this TU’INUKUAFE Spatial Design Advisory Board, Christchurch office for technology Polynesian and Maori youth in Otara — he joined the Wellington Bay Parade in Wellington project. Auckland University of Technology, company developing navigation and to provide a focus for knowledge and studio in 1987, and aside Sanctum Apartments, Wellington — Board member GPS systems for global markets. learning, and a community “living Principal BRANZ Headquarters, Wellington from a two year sabbatical room”. Sanctum Apartments was completed A 4,000m2 refurbishment for the Principal - Interiors and Projects with Creative Spaces Paymark ANZIA Reg Arch to RHWL Architects, a large in 2001 comprising 94-apartments, Building Research Association New — Auckland Golf Club Project Director for new ABW car parking building, landscaped Zealand, Wellington. Workplace Design Auckland Council Workplace London-based practice, has workplace environment for electronic Design Architect for significant — gardens, swimming pool, tennis court Strategy refurbishment of existing golf been committed to building Asteron Centre, Wellington AA Dip (Grad Des) BArch (Hons) payments processing company and gymnasium. Project Director for creation of new owned by the “Big Four” banks. clubhouse buildings to enhance the the long-term growth of the Located opposite the Wellington ANZIA Reg Arch FDINZ Ralph Roberts is a Principal Sarjeant Gallery, Wanganui Workplace Strategy to support amenities on offer to members and to practice ever since. railway station, a new office building council’s transformation to a high SKM offices unify its external appearance. of Warren and Mahoney, Project Director for a modern will provide approximately 30,000m2 — performing team, which will roll out Design Director for new Auckland and leads the practice’s Qualifications extension to this significant art of office space and ground floor to all council workplaces across the and Christchurch offices for Wellington studio. He is a — museum. retail. The project is designed for 5 Andrew joined Warren and region. engineering consultancy. 2000 Stars with the NZGBC rating tool. highly experienced architect, The National Library of New Mahoney in 2015 as Principal Registered Architect – New Zealand The project integrates the interior Auckland Council Auckland House Fonterra Zealand, Wellington and head of the Interiors with a career spanning nearly Registered Architects Board fit-out with IRD. Project Director for new $70M Design Director for various fitouts in three decades and a portfolio Project Director for the extensive team across the practice. council workplace at 135 Albert Auckland, Hamilton, Wellington and 1999 redevelopment project requiring Delegats Winery, Marlborough comprising commercial, Street. The project involved the Christchurch, including 10,000m² Victoria University, Wellington spatial reconfiguration within the Project Director for the extension While his design skills are refurbishment and extensive upgrade staged refurbishment of 12 floors of residential, transport, constraints of an existing building and refurbishment of Delegat’s considerable, Andrew’s of a 1990s era building into over the Fonterra Centre in Auckland. workplace, sports and civic 1981 - 1987 envelope. Regional Headquarters building. 28,000m² of highly flexible 5-star New Zealand Certificate in ability to form highly MWH offices architecture. Karori Library, Wellington National Aquarium of New Zealand, rated Green Building Council Architectural Draughting, Central Napier collaborative working accredited office space. Design Director for new Auckland Institute of Technology (CIT) and Karori Library and interior fit-out of a 2 and Christchurch offices for Ralph’s interest lies in Technical Correspondence Institute new 980m suburban library in the An $8M refurbishment and extension relationships is an equally Auckland Council Bledisloe House engineering consultancy. designing bespoke buildings (TCI) retail precinct, integrated with a new of the Napier City Aquarium. important factor in the and Bledisloe Lane town square and commercial café. 7 Waterloo Quay successful delivery of his Project Director for $10M American Express that require specialised Professional Affiliations Sited adjacent to a community designs and those of his refurbishment of 10,000m² workplace Project Director for pilot AWS and unique solutions to suit — centre, the library design strengthens Project Principal at Bledisloe House, and adjacent (Alternative Workplace Strategies) Karori’s urban and retail context. The team. each client’s requirements. New Zealand Institute of Architects Genesis Recreation Centre, urban laneway renewal of Bledisloe NZ head office fitout designed for (NZIA) – Architect Member library is highly glazed promoting Lane. ultimate 2:1 sharing ratio of He develops buildings openness of internal activity with the Masterton Andrew is an exceptional workpoints, which was then from the inside out; first Project Experience public and utilises sustainable design District Council, refurbished indoor Auckland Council Customer designer – the winner of implemented successfully in other evaluating internal needs, — principles to reduce energy usage. sports hall, new indoor aquatic Service Centre global locations. The commission also Ag Research Grasslands Campus facility with lane pools, recreation multiple design awards – and Project Director for innovative new workplace change management before creating the structure Masterplan Suter Gallery, Nelson water, hydro-slide, various water club has been invited to be a customer focused retail experience consultancy. that will best embody Project Principal Project Director for the facilities and commercial gymnasium. convenor and judge of within the ground floor of the that ideal space. Through redevelopment and seismic refurbished Bledisloe House. IBM Grand Central Christchurch strengthening of the historic Suter Rugby Park Stadium, New comprehensive analysis and Plymouth national design awards Project Director for new Petone Project Principal for 20,600m2 new Gallery. Manukau City Council Civic Centre programmes. office fitout and Project Architect for briefing, Ralph prioritises mixed-use commercial building Two new covered stands and bowl Singapore High Commission, Design Director for 10,000m² major 4,000m² Auckland office fitout. development on the existing Hotel seating development for 25,000. understanding the client and Wellington He has studied at the refurbishment of Manukau’s iconic Grand Chancellor site Neville Price designed Civic Centre Fertility Associates their business requirements. Project Director for the extensive Arena Manawatu, Palmerston prestigious Architectural building. The project included an Project Director for specialist Victoria University Gateway redevelopment and upgrade of the North Association School of extended main entry and reception medical facility including consultation For Ralph, one strong single Building, Wellington Singapore High Commission in An upgrade of the existing grand Architecture in London, and level with a mezzanine containing rooms, labs, operating and recovery idea forms the foundation of Project Director for the development Wellington. stand including new public public meeting rooms suspended rooms. of the 12,200m2 new green field site concourse, corporate lounges, every project. He is skilled Indian High Commission, has worked in New Zealand, from the existing building above. on the Kelburn Campus. stadium back of house facilities for UK and USA. Albany Stadium Pool at weaving that singular Wellington PNCC. Auckland Central Library Project Director for $20M 4,100m² concept through an entire Wellington International Airport The new building’s simple, Qualifications Design Architect for major $25M family fun and leisure pool on (The Rock), Wellington rectangular forms provide a sense of Wellington Westpac Stadium — staged refurbishment of 1970s Auckland’s North Shore, located in building, absorbing it into the In collaboration with Studio Pacific, permanence and authority. Multi-purpose stadium with capacity 1999 International style building which the Albany Stadium Domain. fabric of built result. With the addition and refurbishment of the for 34,500 people. Architectural Association Diploma involved cutting a new atrium international passenger terminal. Parliament Buildings and Te Puia a modernist, international Walter Nash Centre, Lower Hutt (Graduate Design), Architectural through the middle of the building, Parliamentary Library Association School of Architecture, refurbishing all front and back of Design Architect for new tourism design style, Ralph considers Wellington Airport South Terminal Refurbishment Projects This project brings together an London house areas, and creating a new facility at Whakarewarewa in the space he’s creating Expansion, Wellington indoor sports facility, outdoor courts public entrance. Rotorua, combining new Creative and engaging extension to and a community space to create a carefully; analysing factors ANZ Bank, Wellington

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Qualifications Qualifications — — 2009 2015 Master of Architecture (Professional Master of Architecture (Professional) Honours), The University of Auckland (First Class Honours), University of Auckland 2007 Bachelor of Architectural Studies, 2012 The University of Auckland Bachelor of Architectural Studies, University of Auckland Professional Affiliations — Project Experience New Zealand Institute of Architects — – Graduate Member Tauranga Masterplan Tauranga City Centre Master Plan Project Experience Part of the team working on the — masterplan of Tauranga’s civic 602 Apartments, Auckland centre. SEBASTIAN HAMILTON Part of the design team for this ANTONIA LAPWOOD multiple housing project in Auckland. — — King’s School Centennial Project, Bluegrey Ave Apartments, Auckland Architectural Graduate Auckland Architectural Graduate Part of the visualisation team for the Part of the design team for this 44- new King’s School Centennial MArch (Prof) (Hons) unit medium density development. MArch (Prof) (Hons) Project.

— ANZ Centre, Auckland — Downtown Precinct, Auckland Part of the team for the design and Part of the visualisation team for the Sebastian joined Warren delivery of $70m redevelopment of a Antonia joined Warren and Downtown Precinct. prominent Auckland landmark and Mahoney in 2011 as building. Mahoney in 2014 as an New Zealand International an Architectural Graduate. Architectural Graduate after Convention Centre, Auckland Point Resolution Bridge, Auckland Since then, he has become completing her Master of Part of the visualisation team for the Part of the team designing a New Zealand International a key member of the replacement pedestrian bridge Architecture with First Class Convention Centre (NZICC). design team and has been connecting Tamaki Drive to Parnell Honours from the University baths in Auckland. St David’s Memorial Project, involved in a wide range of of Auckland. Auckland architectural and interior Stolen Girlfriends Club – New Part of the visualisation team projects of varying scales, Zealand Fashion Week 2011 During her studies, Antonia working on Max Gimblett’s memorial including residential, Concept design and creation, design diversified her experience artwork installation at St David’s development and installation. and enthusiasm for Chuch, which commemorates the commercial, institutional and New Zealanders who served overseas MIC Gallery infrastructure projects. architecture and design in WWI and seeks to raise funds for Other Than Human. through involvement in a the restoration of the Church.

Sebastian’s design Stolen Girlfriends Club – wide range of design studios, MAGS Gamble Centennial Centre Rosemount Australian Fashion philosophy is centred on a with highlights including Part of the visualisation team for the Week 2010 belief that buildings should being tutored by Teddy Cruz MAGS Gamble Centennial Centre. be honest in their use of Concept design and creation, design and Tezuka Architects. development and installation. materials and simple in their expression. He has a strong Antonia is currently part understanding of the design of the visualisation team, and delivery of projects. helping on a range of projects and aims to further develop her technical and design experience within Warren and Mahoney.

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TAURANGA CIVIC SPACES PUBLIC REALM FRAMEWORK DESIGN CONCEPTS 26.05.2016 _

VERSION_ TWO FOR_ INFORMATION AND COMMENT DATE_ 26.05.2016 Objective Ref: A7134723 _ 271 TAURANGA CIVIC SPACES PROJECT FINAL DRAFT PUBLIC REALM FRAMEWORK DESIGN OPTIONS AND CONCEPT REPORT _

DOCUMENT CONTROL REGISTER

About us... We are a design focussed team of Landscape Architects and Urban Designers based in Auckland, New Zealand. We work collaboratively VERSION PURPOSE DATE ISSUED REVIEWED BY APPROVED BY to achieve sustainable, innovative and creative outcomes across a range of project scales and typologies. We have specific expertise and interest 1.0 Information and Discussion 20.05.2016 HC HC in the design of urban environments and complex landscapes across a range of project types and scales. 2.0 Final Draft 25.05.2016 HC HC

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TABLE OF CONTENTS _

1.0 INTRODUCTION 5.0 TAURANGA’S PUBLIC REALM INVENTORY 8.0 PUBLIC REALM PHASING Introduction Purpose Proposed Staging Sequence Purpose Existing Public Realm Inventory Proposed Project Phases Scope Landscape Character and Aesthetics

6.0 PROPOSED PUBLIC REALM NETWORK 9.0 PLACE AND ACTIVATION 2.0 SITE CONTEXT Design Concepts Opportunities Location Streets Stage One Tauranga Spatial Framework Civic Axis Shared Zones 10.0 SUMMARY Civic Square Summary and Conclusion 3.0 BRIEF Civic Plaza Landscape Character Heritage Features 7.0 KIT OF PARTS Materiality 4.0 INITIAL DESIGN CONCEPTS Urban Elements Vegetation Masterplan Art Work Opportunities Feedback Recieved

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1.0 INTRODUCTION & PURPOSE _

THIS REPORT ILLUSTRATES AND DESCRIBES THE PUBLIC REALM 1.2 VISION_ TAURANGA’S CIVIC HEART IS A BOLD AND INSPIRING 1.3 PURPOSE_ THIS PUBLIC REALM FRAMEWORK FOR THE TAURANGA CONTEXT, VISION AND DESIGN FRAMEWORK FOR THE TAURANGA CIVIC PLACE DEFINED BY ITS CITY CENTRE AND WATERFRONT LOCATION, CIVIC SPACE OPTIONS PROJECT ESTABLISHES THE DESIGN STRATEGY, CAMPUS SPACES PROJECT. IT HAS BEEN DEVELOPED IN PARALLEL WITH THE EXCELLENCE OF ITS URBAN DESIGN, ARCHITECTURE AND PUBLIC CO-ORDINATION, MATERIAL PALETTE APPLICATIONS AND TECHNICAL THE WARREN & MAHONEY CONCEPT DESIGN REPORT AND SHOULD BE DOMAIN AND ITS DISTINCTIVELY TAURANGA IDENTITY. IT WILL BE A EVIDENCE TO ENABLE AN INTEGRATED, HIGH QUALITY PUBLIC REALM READ IN CONJUNCTION WITH THIS. DYNAMIC PLACE FOR ALL PEOPLE TO CREATE AN ENVIRONMENT WHICH FOR THE CIVIC SPACE OPTIONS PROJECT. IT WILL; IS CONNECTED, SUPPORTIVE, SECURE, COLLABORATIVE AND DIVERSE. IT WILL PROVIDE PLACES FOR MEETING, GATHERING AND INTERACTION • incorporates the design principles and vision incorporated in the City Centre WHILST RESPECTING THE SOCIAL AND CULTURAL HERITAGE OF THE Framework Document (in progress) PRECINCT AND ITS CITY. • sets the future aspiration, direction and look and feel for the public domain Vibrant, distinctive and succesful public places are important to the function of design for the Tauranga City Centre a growing city. Tauranga’s civic spaces will provide transformational change to the city centre by delivering integrated, distinctive and succesful places which • guides the delivery and implementation of public and privately funded public attract more people, more often for longer. realm transformation in the city centre over the next 5-10 years

The proposed public realm interventions will deliver a sustainable, distinct • informs the detailed design of public open spaces within the ‘Access to and diverse range of public spaces that unify the city. Public domain must Water’ and ‘Civic Space Options’ projects be robust, accessible, functional, flexible, safe, sustainable, attractive and memorable places for people. • identify priority projects and synergies to achieve transformation change for the City Centre

• identifies opportunities to foster enahnced place making, public amenity and safety

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2.0 STRATEGIC CONTEXT _

TAURANGA’S CIVIC CENTRE IS LOCATED ON A STRATEGICALLY ITS PROXIMMITY TO THE EXISTING RETAIL AND COMMERCIAL CORE, EXISTING THE VISION FOR THE CIVIC HEART IS TO CREATE A... A DYNAMIC, VIBRANT AND SIGNIFICANT, COUNCIL OWNED SITE BETWEEN THE CITY CENTRE CULTURAL FACILITIES (ART GALLERY AND LIBRARY) MASONIC PARK AND URBAN CITY HEART WITH A CLUSTER OF COMMUNITY AND WATERFRONT (EAST) AND CAMERON ROAD RIDGE (WEST) AT THE THE CITY CENTRE WATERFRONT PROVIDE THE OPPORTUNITY FOR A CULTURAL ACTIVITIES THAT PROVIDES A CATALYST FOR CHANGE AND A FOCAL GEOGRAPHICAL CENTRE OF THE CITY. TRANSFORMATIVE AND CATALYST PROJECT WHICH RE-CONNECTS AND RE- POINT AND NEW MEMORABLE EXPERIENCES FOR THE CITY. ENABLE SYNERGIES ENERGISES THESE KEY COMPONENTS OF THE CITIES URBAN MORPHOLOGY AND CONNECTIONS BETWEEN THE WATERFRONT, THE CIVIC CAMPUS, AND PUBLIC REALM. TAURANGA DOMAIN AND EDUCATION AND RETAIL AMENITIES TO CREATE A COMPACT, LEGIBLE AND WALKABLE CENTRE. The ‘City Centre Spatial Framework’ (under development) provides the strategic context for the civic campus within the public realm and urban development This will be achived through the following Design Objectives; opportunities identified for the City Centre over the next 10 years. • Define and activate a new geographical centre for the city centre, supported by complementary city ‘precincts’

• Use the Civic Campus project as a catalyst to create a recognisable community and cultural hub

• Transform Hamilton Street into an east-west green link between the Tauranga Domain (west) and city centre Waterfront (east)

• Create an accessable and walkable civic precinct through the creation of pedestrian friendly and shared space streets

• Reinforce synergies between these elements and other future projects e.g. hotels, civic functions and commercial development

• Aggregate community and cultural facilities into a the Civic Campus to create a focal point and destination which supports retail, food and beverage and night time economies

• Include flexible streets and open spaces which enable the Civic Centre to be a venue for performances, events and celebrations

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Potential ‘A Civic Heart’ X Destinations A. WATERFRONT PRECINCT

B. CIVIC CAMPUS

C. SPORTS PRECINCT “A dynamic, vibrant and urban city heart with a cluster of community and cultural activities that provides a catalyst for change and a focal point and D. EDUCATION PRECINCT new memorable experiences for the city. Enable synergies and connections E. RETAIL AND between the waterfront, the Civic Campus, Tauranga Domain and education COMMERCIAL CENTRE and retail amenities to create a compact, legible and walkable centre”.

Design Objectives Supporting Initiatives

• Define and activate a new geographical centre for the city 1. Access to Water centre, supported by complementary city ‘precincts’ • Connect the Civic Campus through Masonic Park and the Waterfront shared space streets (Wharf, Hamilton and • Use the Civic Campus project as a catalyst to create a Harington) to the waters edge 2 recognisable community and cultural hub 2. Tauranga Domain Sports Precinct C • Transform Hamilton Street into an east-west green link • Create a multi-functional sports and event destination in between the Tauranga Domain (west) and city centre the Domain Waterfront (east) • Enhance pedestrian amenity and safety between the • Create an accessable and walkable civic precinct through 1 Domain and city centre across Gladstone Road 6 the creation of pedestrian friendly and shared space streets 3. Retail and Commercial Precinct B 5 A • Reinforce synergies between these elements and other • Support and reinforce the existing provision of retail and future projects e.g. hotels, civic functions and commercial commercial activity through the ongoing enhancement of a distinct public realm identity and improved pedestrian development connectivity • Aggregate community and cultural facilities into a the Civic Campus to create a focal point and destination 4. Education Precinct which supports retail, food and beverage and night time • Support tertiary education facilities through appropriate economies public realm upgrades that emphasise pedestrian priority D 4 and connections with surrounding precinct areas 3 • Include flexible streets and open spaces which enable the Civic Centre to be a venue for performances, events and • Transform Durham Street into a pedestrian friendly, north- E celebrations south green street 5 MINUTE WALK (400M) 5. Masonic Park Connection • Redevelop Masonic Park as a truly urban, civic space that accommodates a range of civic functions and celebrations

6. Hamilton Street Green Connection • Creating a green axis connecting the Waterfront and Domain through the centre of the city

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3.0 PUBLIC REALM CONTEXT _

TAURANGA’S CIVIC CENTRE IS LOCATED ON A STRATEGICALLY OBSERVATIONS AND EXPERIENCES OF TAURANGA CITY CENTRES CONNECTEDNESS The cities north-south, east-west street grid provides SIGNIFICANT, COUNCIL OWNED SITE BETWEEN THE CITY CENTRE EXISTING PUBLIC REALM; the basis for a legible and connected public realm however this is currently WATERFRONT (EAST) AND CAMERON ROAD RIDGE (WEST). ITS compromised by a number of key factors including; PROXIMITY TO THE EXISTING RETAIL AND COMMERCIAL CORE, EXISTING QUANTUM The current provision of open space in the city centre relies on the • the existing design of space and hierarchy of streetscape character/ treatments do not support legibility and connectedness CULTURAL FACILITIES (ART GALLERY AND LIBRARY) MASONIC PARK existing street network and borrows amenity form the adjacent Masonic Park • connectivity between the city and waterfront is limited by low quality streets AND THE CITY CENTRE WATERFRONT PROVIDE THE OPPORTUNITY FOR and city centre waterfront. Key observations include; • parks and green space occupy 16.5 hectares or 20% of the city centre area and spaces between Willow Street and the Strand A TRANS FORMATIVE AND CATALYST PROJECT WHICH RE-CONNECTS • roads and infrastructure occupy 17.1 hectares or 22% • Masonic Park is severed from the city by the presence of existing car park, AND RE-ENERGISES THESE KEY COMPONENTS OF THE CITIES URBAN • the City Centre lacks a legible and identifiable central space or ‘civic heart’ public toilet and transport infrastructure MORPHOLOGY AND PUBLIC REALM. which provides a focal point for public life and civic ceremony • the existing rail tracks create a physical and visual barrier between the city • there is an absence of smaller finer grain spaces which provide more intimate centre and the waterfront and harbour ‘urban’ experiences • there are few tertiary connecting spaces such as lanes and through site links • streets are dominated by vehicles and provide limited pedestrian priority and providing finer grain linkages opportunities for occupation • a lack of visual markers and landmarks which reinforce way finding and define a ‘centre’ QUALITY The overall quality of the City Centre public realm is varied and in most cases limited. This includes; FUNCTION The functionality of the city centre public realm is varied and • public realm quality varies from high quality streets to low quality parking limited by compromised or under utilised space, variable quality and limited areas reflecting a general lack of investment and design cohesion management of the open space network. the civic campus currently presents an under whelming, in-active frontage to • streets display an imbalance in functionality weighted towards vehicular Willow Street blighted by dated public transport infrastructure movement at the expense of pedestrians, cyclists and other public realm • many city centre streets and spaces are dated contributions • high quality spaces are located on the waterfront • open spaces are generally passive with few opportunities for recreational • Masonic Park provides a low level of amenity and environmental quality opportunities beyond movement and passive occupation constrained by existing parking, public toilets and transport infrastructure • lack of place making and activation which encourages visitation and • streets are car-dominated, and generally unfriendly to pedestrians and occupation, engages community and expresses identity and place cyclists • the existing public realm does not communicate or reinforce the idea of a City Centre

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4.0 PUBLIC REALM INVENTORY _

THE FOLLOWING PAGES ILLUSTRATE THE EXISTING PUBLIC REALM THE FOLLOWING OBSERVATIONS ARE MADE ABOUT THE WIDER NETWORK OF TAURANGA’S CIVIC SPACES WILL PROVIDE TRANSFORMATIONAL CHANGE TO NETWORK OF THE TAURANGA CITY CENTRE. THE PURPOSE OF THIS PUBLIC OPEN SPACES; THE CITY CENTRE BY DELIVERING INTEGRATED, DISTINCTIVE AND SUCCESSFUL IS TO IDENTIFY THE QUANTUM, CHARACTER AND FUNCTIONALITY PLACES WHICH PEOPLE OF THE EXISTING OPEN SPACE NETWORK. THIS INFORMS THE ROLE • the existing City Centre peninsula is dominated by large scale, passive green AND FUNCTION OF SPACES PROPOSED WITHIN THE CIVIC CAMPUS BY spaces which provide for informal recreational activities and relationship to The Public Realm framework for the Tauranga Civic Campus Project will: PLACING THESE IN THE WIDER CITY CONTEXT. significant landmark and cultural sites associated with the waters edge • incorporate the design principles and vision incorporated in the City Centre • the city centre waterfront provides an opportunity to create a more active Framework Document (in progress) and programmed waterfront parklands destination extending between Matapihi Bridge (south) and Otamatah Pa (north) • set the future aspiration, direction and look and feel for the public domain design for the Tauranga City Centre • existing City Centre spaces such as Masonic Park are under utilised in terms of recreational opportunity and events and activities that reinforce the city as • guide the delivery and implementation of public and privately funded public a social destination realm transformation in the city centre over the next 5-10 years

• the existing city centre currently lacks intimate, fine grain ‘urban’ spaces - • inform the design of public open spaces within the ‘Access to Water’ and lanes, courtyards and plazas - that provide urban experiences and scale ‘Civic Campus’ projects

• identify priority projects and synergies to achieve transformation change for the City Centre

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ROBBINS PARK_

ASPEN PARK_

THE DOMAIN_

HAMILTON/DURHAM PARK_ WATERFRONT_

MASONIC PARK_

EXISTING CITY CENTRE PUBLIC REALM NETWORK RED SQUARE_ TOTAL AREA 819,400 M2 PUBLIC SPACE 380,500 M2 (36%) OPEN SPACE 176,931 M2 (46%) SHARED SPACE 1,332 M2 (0.01%) 400M RADIUS STREET SPACE 153,500 M2 (54%)

THE DOMAIN 110,721 M2 MISSION CEMETERY 18,650M2 WATERFRONT 14,680 M2 ROBBINS PARK 13,595M2 THE ELMS 12,580M2 MASONIC PARK 2,255 M2 RED SQUARE 1,332 M2 800M RADIUS DURHAM PARK 1,238 M2 ASPEN PARK 1,110 M2

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279 TAURANGA CIVIC SPACES PROJECT FINAL DRAFT PUBLIC REALM FRAMEWORK EXISTING SPACES _ EXISTING PUBLIC REALM NETWORK INCLUDES DOMAIN, ROBBINS PARK, MISSION CEMETRY, MASONIC PARK AND WATERFRONT PARK SPACES.... 95% IS PASSIVE GREEN SPACES. SO WHATS MISSING.... • GENEROUS WATERFRONT SPACES • ACCESSIBILITY TO WATERS EDGE • A HIGH QUALITY CIVIC SQUARE • INTIMATE, CITY AND URBAN SPACES • URBAN SPACES, DESTINATIONS AND EXPERIENCES • PLACE MAKING AND STRATEGIC ACTIVATION

THE DOMAIN ROBBINS PARK WATERFRONT MISSION CEMETERY MASONIC PARK RED SQUARE HAMILTON/DURHAM STREET PARK ASPEN PARK 110721M2 15595M2 14680M2 18650M2 2255M2 1332M2 1238M2 1020M2 ______• An active reserve • Historic military site of Monmouth • A scenic harbour backdrop to this • A small civic park located in the • Tauranga only pedestrian street • A small pocket park located in the • Pocket park located in the city • A site for organised and informal Redboubt waterfront park. heart of the city. • Commercial activation with heart of the city. centre. sports and recreation. • Rose gardens, fountains and • A popular spot for recreational • A popular location for lunch and outdoor dinning • Used as an outdoor space for • A location for informal gatherings. • Dog walking is popular. tropical garden displays activities and organised events. informal gatherings. • Informal meeting place Baycourt performances • Facilities for tennis, bowls, croquet • Robbins Park offers Tauranga • The family playground is popular • Used for events – Movies in the • A popular location informal and athletics as well as seasonal a quite escape from the city. A with kids and contains the Hairy park, used for Arts Festival as site gatherings. cricket, rugby fields. popular park for lunches and a Maclary sculpture for Crystal Palace, used for staging • Clubrooms and public toilets place to explore and simply enjoy • Commercial zoning – permissive for Jazz Festival and other events • Playground the scenery. event allowances, plus allowances • Gateway between the Civic • No reserve managment plan for increased commercial activity Campus project and Access to • Short term carparking • Small scale to large scale water project organised events e.g. Marine Show (big), Arts Festival (medium), Christmas Carols (small)

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280 TAURANGA CIVIC SPACES PROJECT FINAL DRAFT PUBLIC REALM FRAMEWORK PROPOSED (SPATIAL FRAMEWORK) MISSION CEMETERY_ _

Through the development proposed within the spatial framework, public space will increase from 146,930m2 to 207,230m2. Through the developments to the waterfront there will be an extra 11,300m2 of public space. An extra 6100m2 will also be added from the Dive Crescent Park and Elizabeth waterfront. THE ELMS_ Shared space streets will add an extra 18,525m2 of urban space to DIVE CRESENT the city, with the potential 3552m2 addition of the civic campus. PARK_

ROBBINS PARK_

THE DOMAIN_

ASPEN PARK_

HARRINTON STREET_

TOTAL AREA 819,400 M2 HAMILTON STREET_ PUBLIC SPACE 350,695 M2 (36%) OPEN SPACE 195,862 M2 (55%) +10% MASONIC PARK_ DURHAM SHARED SPACE 16,329 M2 (5%) +1000% CIVIC WATERFRONT_ STREET_ CAMPUS_ STREET SPACE 138,503 M2 (40%) -10% WHARF STREET_

4 ENHANCED OPEN SPACES... THE DOMAIN 110721m2 WATERFRONT 25967m2 RED SQUARE_ MISSION CEMETERY 18650m2 ROBBINS PARK 13595m2 THE ELMS 12580m2 400M RADIUS ELIZABETH WATERFRONT 4460m2 CIVIC CAMPUS 3552m2 MASONIC PARK 2255m2 DIVE CRESENT 1640m2 ASPEN PARK 1110m2 RED SQUARE 1332m2

5 NEW SHARED ZONES... 800M RADIUS ELIZABETH DURHAM STREET 6560m2 WATERFRONT_ WILLOW STREET 3225m2 HARINGTON STREET 2316m2 HAMILTON STREET 1433m2 WHARF STREET 1463m2

Tauranga - Civic Campus v.1 March 2016 © Land Lab Limited 2016 Tauranga Civic Spaces - Public Realm Framework Version 2 - ‘Final Draft’ www. landlab.co.nz _11 PROJECT NAME CHAPTER X SHEET NAME _

281 TAURANGA CIVIC SPACES PROJECT FINAL DRAFT PUBLIC REALM FRAMEWORK EXISTING AND PROPOSED SPACES _

AN EXPANDED NETWORK OF SPACES INCLUDING A REDE-VELOPED WATERFRONT PARKLANDS, CITY CENTRE SHARED SPACES, CIVIC CAMPUS PROVIDES A WIDER RANGE OF REC-REATIONAL AND URBAN EXPERIENCES IN TERMS OF ACTIVITY, AND SCALE...

TAURANGA AND WHAREPAI DOMAIN WATERFRONT PARK MISSION CEMETERY ROBBINS PARK THE ELMS DURHAM STREET ELIZABETH WATERFRONT PARK CIVIC CAMPUS 110721M2 25967M2 18650M2 15595M2 12580M2 6560M2 4460M2 3552M2 ______

• Taurangas largest open space • Waterfront Destination • Significant historical and • Connected to the Elms through • Connected to the Robbins Park • With the addition of the civic • A small waterfront park located • Opportunity for an intimate urban within the central city cultural landmark upgrades to Mission St and Cliff through upgrades to Mission St and campus and the univerty campus under the rail bridge space • Active reserve and principal • Regional scaled attraction Road Cliff Road Durham street will become a shared • Taurangas hiden sercret • Activated and enclosed by parkland • Events venue and Destination • Contains one of the most • Contains one of the most space for innovation. • Access to the water surrounding buildings • Important historical site important heritage sites – Redoubt important heritage sites – Redoubt • The creative hub of the city. • Passive recreation. • Active and highly programmed • Large scale events • Connected to wider and The Elms and The Elms • Increased commercial activity and • Precedent example: Judges • Potential addition of a stadium landscape • Retain characteristics of historic • Retain characteristics of historic possibly accommodation activity on Bay (Auckland) Frank Kitts Park -opportunity for large formal • Play space and passive reserve and passive reserve edges (Wellington) events that will activate the city. • Retain views provide appropriate • Precedent example: Ellott Street • Active and passive recreational • Consider wider range of setting for Rose Garden and (Auckland) opportunities recreational experiences Redoubt • Precedent examples: Hagley and social/community Park (Christchurch), Victoria Park infrastructure (Auckland) • Consider active uses eg. food and beverage, retail and commercial (small scale)

WILLOW STREET WHARF STREET HARINGTON STREET MASONIC PARK DIVE CRESENT PARK RED SQUARE HAMILTON STREET ASPEN PARK 3225M2 2255M2 2316M2 2255M2 1640M2 1332M2 1238M2 1020M2 ______• Willow street between Masonic As a part of the waterfront • As a part of the waterfront • The upgraded Masonic park • The northern point of the civic • Retain as pedestrian street/ plaza • As a part of the waterfront • Pocket park Park and the new civic campus upgrade, Wharf Street from the upgrade, Harington Street from the will encorporate the adjacent waterfront • Increase informal and formal upgrade, Hamilton Street from the • Improve link to adjacent becomes a central pedestrian Strand to Willow Street is proposed Strand to Willow Street is proposed carparking and provide an urban, • A gateway to and from the events Strand to Willow Street is proposed commercial sites priority shared street. as a pedestrian priority street. This as a shared street. civic square to Tauranga. waterfront • Encorage future outdoor as a pedestrian priority shared • Urban space serving the imedtiatly • Increased thoroughfare creates contributes to activating the easy • Contributing to activating the easy • A space to be activated for dayly • Retain the cultural importance of commercial activities street. local population commercial and social opportunities flowing waterfront zone. flowing waterfront zone. use and appropriate sized events. area to Hapu and iwi • Contributes to activating the • Precedent examples: Midlands • A transient space surrounded • Increased formal and informal • It will be the gateway between the • Walking connection to the ‘Green pedestrian waterfront zone. park (Wellignton), St Patricks by destinations becomes a key events waterfront and the civic heart of Necklace’ • Hamilton Street ‘Green Axis’ Square (Auckland) destination of its own. • Commercial occupation for dinning the city. • Commercial activation proposes incresed street planting • Major focus point for civic and to connect the Domain and cultural events Waterfront • Presedent projects: Federation Tauranga - Civic Campus v.1 March 2016 Square (Melborne) Takutai square © Land Lab Limited 2016 Tauranga Civic Spaces - Public Realm Framework Version 2 - ‘Final Draft’ (Auckland) www. landlab.co.nz _12 PROJECT NAME CHAPTER X SHEET NAME _

282 TAURANGA CIVIC SPACES PROJECT FINAL DRAFT PUBLIC REALM FRAMEWORK CONNECTING SPACES _

‘CIVIC AXIS’ ‘DOMAIN’ TO ‘WATERFRONT’ SPATIAL SEQUENCE GREEN > URBAN > CIVIC > GREEN > BLUE THE SOCIAL SPINE OF THE CITY CENTRE A DIVERSITY OF SPACES AND EXPERIENCES...

> > > > >

TAURANGA AND WHAREPAI DOMAIN DURHAM STREET SHARED SPACE CIVIC CAMPUS WILLOW STREET MASONIC PARK WATERFRONT _ CONNECTS HOTEL AND CIVIC _ _ _ _ CAMPUS _

Tauranga - Civic Campus v.1 March 2016 © Land Lab Limited 2016 Tauranga Civic Spaces - Public Realm Framework Version 2 - ‘Final Draft’ www. landlab.co.nz _13 PROJECT NAME CHAPTER X SHEET NAME _

283 TAURANGA CIVIC SPACES PROJECT FINAL DRAFT PUBLIC REALM FRAMEWORK MASONIC PARK SIZE COMPARISON 60M _

50M

55M

45M

60M

CIVIC CAMPUS (TENTATIVE LAYOUT) 3550M2 _ WILLOW STREET 3225M2 105M _

30M

85M

MASONIC PARK 2255M2 _ CIVIC CENTRE (TENTATIVE LAYOUT) 25M 3550M2 WILLOW STREET 3225M2 MASONIC PARK 2255M2 SCALE 1:1000 Tauranga - Civic Campus v.1 March 2016 © Land Lab Limited 2016 Tauranga Civic Spaces - Public Realm Framework Version 2 - ‘Final Draft’ www. landlab.co.nz _14 PROJECT NAME CHAPTER X SHEET NAME _

284 TAURANGA CIVIC SPACES PROJECT FINAL DRAFT PUBLIC REALM FRAMEWORK SUCCESSFUL PRECEDENTS _

MIDLAND PARK, WELLINGTON ST PATRICK’S SQUARE, AUCKLAND CITY SQUARE, MELBOURNE 1155M2 2247M2 2843M2 _ _ _

55M 60M 95M

21M 36M

25M

´´ KARANGA PLAZA, AUCKLAND TAKUTAI SQUARE, AUCKLAND CIVIC SQUARE, WELLINGTON 3050M2 2086M2 1830M2 _ _ _

50M

ScaleScale @@ A3A3 1:10001:1000

57M 50M 60M

65M 35M MapMap TitleTitle 25M ´

SCALE 1:1000 Tauranga - Civic Campus v.1 March 2016 © Land Lab Limited 2016 Tauranga Civic Spaces - Public Realm Framework Version 2 - ‘Final Draft’ www. landlab.co.nz _15

This map/plan is illustrative only and all information ´ This map/plan is illustrative only and all information ´ shouldshould be be independently independently verified verified on on site site before before taking taking anyany action.Copyright action.Copyright Auckland Auckland Council. Council. Boundary Boundary informationinformation from from LINZ LINZ (Crown (Crown Copyright Copyright Reserved). Reserved). WhilstWhilst due due care care has has been been taken, taken, Auckland Auckland Council Council Scale @ A3 1:1000 givesgives no no warranty warranty as as to to the the accuracy accuracy and and completeness completeness ofof any any information information on on this this map/plan map/plan and and accepts accepts no no liabilityliability for for any any error, error, omission omission or or use use of of the the information. information. HeightHeight datum: datum: Auckland Auckland 1946. 1946.

Created:Created: Wednesday, Wednesday, 2 2March March 2016,1:10:31 2016,1:10:31 p.m. p.m. Scale @ A3 1:1000 Map Title

Map Title

This map/plan is illustrative only and all information should be independently verified on site before taking any action.Copyright Auckland Council. Boundary information from LINZ (Crown Copyright Reserved). Whilst due care has been taken, Auckland Council gives no warranty as to the accuracy and completeness of any information on this map/plan and accepts no liability for any error, omission or use of the information. Height datum: Auckland 1946.

ThisThis map/planmap/plan isis illustrativeillustrative onlyonly andand allall informationinformation shouldshould bebe independentlyindependently verifiedverified onon sitesite beforebefore takingtaking anyany action.Copyrightaction.Copyright AucklandAuckland Council.Council. BoundaryBoundary Created: Wednesday, 2 March 2016,1:18:36 p.m. informationinformation fromfrom LINZLINZ (Crown(Crown CopyrightCopyright Reserved).Reserved). Whilst due care has been taken, Auckland Council givesgives nono warrantywarranty asas toto thethe accuracyaccuracy andand completenesscompleteness ofof anyany informationinformation onon thisthis map/planmap/plan andand acceptsaccepts nono liabilityliability forfor anyany error,error, omissionomission oror useuse ofof thethe information.information. HeightHeight datum:datum: AucklandAuckland 1946.1946.

Created:Created: Wednesday,Wednesday, 22 MarchMarch 2016,5:30:142016,5:30:14 p.m.p.m. PROJECT NAME CHAPTER X SHEET NAME _

285 TAURANGA CIVIC SPACES PROJECT FINAL DRAFT PUBLIC REALM FRAMEWORK UNSUCCESSFUL PRECEDENTS _

GARDEN PLACE, HAMILTON AOTEA SQUARE, AUCKLAND 9330M2 12016M2 _ 56M _

82M

52M ±±

1:1,0001:1,000

ScaleScale : :

117M 2/03/20162/03/2016 Disclaimer:Disclaimer: Hamilton Hamilton City City Council Council does does not not guarantee guaranteethat that the thedata data shownshown on on this this map map is is100% 100% correct. correct. CadastralCadastral Information Information is isfrom from Land Land Information Information New New Zealand. Zealand. Crown Crown Copyright Copyright Reserved. Reserved.

PrintPrint Date Date : :

120M

56M

50M

This map/plan is illustrative only and all information should be independently verified on site before taking any action.Copyright Auckland Council. Boundary informationinformation fromfrom LINZLINZ (Crown(Crown CopyrightCopyright Reserved). Reserved). ´ Whilst due care has been taken, Auckland Council gives no warranty as to the accuracy and completeness Map Title 45M of any information on this map/plan and accepts no liabilityliability forfor anyany error,error, omissionomission oror useuse ofof thethe information.information. Height datum: Auckland 1946.

SCALE 1:1000 Created: Wednesday, 2 March 2016,1:17:17 p.m. Tauranga - Civic Campus v.1 March 2016 © LandScale Lab Limited @ 2016 A3 1:1000 Tauranga Civic Spaces - Public Realm Framework Version 2 - ‘Final Draft’ www. landlab.co.nz _16

WARNING:WARNING: Levels, Levels, locations locations and and dimensions dimensionsof of works works shown shown on onthis this plan plan may may not notbe accurate, beaccurate, due to due circumstances to circumstances not notified not notified to Council. to Council. AA physical physical check check should should be bemade made on onall alllevels, levels, locations locations and and dimensions dimensionsbefore before starting starting design design or works. or works. ContactContact City City Waters WatersUnit, Unit, phone phone (07) (07) 838 8386699. 6699. COPYRIGHT COPYRIGHTHAMILTON HAMILTON CITY CITYCOUNCIL.COUNCIL. PROJECT NAME CHAPTER X SHEET NAME _

286 TAURANGA CIVIC SPACES PROJECT FINAL DRAFT PUBLIC REALM FRAMEWORK CIVIC CENTRE SIZE COMPARISON 60M _

50M

55M

45M

60M

CIVIC CAMPUS (TENTATIVE LAYOUT) 3550M2 _ WILLOW STREET 3225M2 105M _

30M

85M

MASONIC PARK 2255M2 _ CIVIC CAMPUS (TENTATIVE LAYOUT) 25M 3550M2 WILLOW STREET 3225M2

MASONIC PARK SCALE 1:1000 2255M2 Tauranga - Civic Campus v.1 March 2016 © Land Lab Limited 2016 Tauranga Civic Spaces - Public Realm Framework Version 2 - ‘Final Draft’ www. landlab.co.nz _17 PROJECT NAME CHAPTER X SHEET NAME _

287 TAURANGA CIVIC SPACES PROJECT FINAL DRAFT CIVIC CENTRE SIZE COMPARISON SUCCESSFUL PRECEDENTS

MIDLAND PARK, WELLINGTON ST PATRICK’S SQUARE, AUCKLAND CITY SQUARE, MELBOURNE 1155M2 2247M2 2843M2 _ _ _

55M 60M 95M

21M 36M

25M

´´ KARANGA PLAZA, AUCKLAND TAKUTAI SQUARE, AUCKLAND CIVIC SQUARE, WELLINGTON 3050M2 2086M2 1830M2 _ _ _

50M

ScaleScale @@ A3A3 1:10001:1000

57M 50M 60M

65M 35M MapMap TitleTitle 25M ´ SCALE 1:1000

Tauranga - Civic Campus v.1 March 2016 © Land Lab Limited 2016 Tauranga Civic Spaces - Public Realm Framework Version 2 - ‘Final Draft’ www. landlab.co.nz _18

Created:Created: Wednesday, Wednesday, 2 2March March 2016,1:10:31 2016,1:10:31 p.m. p.m. Scale @ A3 1:1000 Map Title

Map Title

Created:Created: Wednesday,Wednesday, 22 MarchMarch 2016,5:30:142016,5:30:14 p.m.p.m. 288 TAURANGA CIVIC SPACES PROJECT FINAL DRAFT PUBLIC REALM FRAMEWORK DESIGN OPTIONS AND CONCEPT REPORT _

5.0 PROJECT BRIEF _

“A DYNAMIC, VIBRANT AND URBAN CITY HEART WITH A CLUSTER OF IN ORDER TO DEVELOP THIS FRAMEWORK A NUMBER OF KEY DESIGN 4. NEW SYNERGIES COMMUNITY AND CULTURAL ACTIVITIES THAT PROVIDES A CATALYST MOVES AND STRATEGIES HAVE BEEN CONSIDERED PUBLIC REALM Identify and facilitate synergies between existing and proposed facilities to FOR CHANGE AND A FOCAL POINT AND NEW MEMORABLE EXPERIENCES DESIGN OPPORTUNITIES. THESE ARE; reinforce a civic precinct. This includes creating more active edges to activate FOR THE CITY. ENABLE SYNERGIES AND CONNECTIONS BETWEEN THE and define these new spaces and the curation of the ‘right’ kinds of activities WATERFRONT, THE CIVIC CAMPUS, TAURANGA DOMAIN AND EDUCATION 1. THE CIVIC AXIS to ensure high quality design and place outcomes. AND RETAIL AMENITIES TO CREATE A COMPACT, LEGIBLE AND WALKABLE Utilising the sites location to reconnecting the ‘city’ and ‘sea’ via a new east- CENTRE.” west public realm spine linking Durham Street to the Waterfront via the Civic 5. NEW MODELS FOR PUBLIC SPACE

Campus incorporating three new open spaces - the Civic Plaza at the heart of Consider these new civic spaces as new models for public space in Tauranga. the civic precinct, Masonic Park as a the ‘Civic Heart’ and Access to Water as a These are not formal ‘set piece’ compositions but flexible adaptable spaces new blue/green space at the waters edge. capable of supporting a wide range of programmed and um-programmed activities. Spaces as infrastructure and stages for civic life rather than 2. CREATING A NEW HEART set piece designs. Projected population growth and pressures on existing Creating and curating ‘Masonic Park’ as the signature landscape space public open space provides Tauranga Council with an exciting opportunity which reflects Tauranga’s urban identity and venue that supports civic life to investigate changes in the provision of open space and how alternative and activity. Creating a complimentary Civic Plaza at the centre of the Civic methods of delivery can be implemented. Campus which reinforces the destinational functions of this site. Adopting a design strategy that enables these space to be connected and/or scaled - 6. PLACE MAKING AND STRATEGIC ACTIVATION through the appropriation of adjacent spaces - to form a singular events space These new spaces need to be supported with a creative and co-ordinated able to accommodate a wide range of civic functions and celebrations. program of place making and strategic activation that establishes dynamic and vibrant spaces and supports repeat visitation. 3. CREATE STREETS FOR PEOPLE Rethinking roads and infrastructure provides an opportunity to make a substantial contribution to an improved City Centre public realm. Transforming roads to ‘streets for people’ will be examined in greater depth in the following pages, leading to proposals for new street typologies. • decreasing on-street parking • reducing the width and/or quantity of traffic lanes • increasing footpath widths • increasing shade provision • improving cycle facilities

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6.0 PUBLIC REALM _

WHAT IS PUBLIC REALM AND WHY IS IT IMPORTANT? ...A CITIES PUBLIC A HIGH QUALITY PUBLIC REALM CONTRIBUTES TO SUCCESSFUL, THRIVING • trees and landscaping has room to grow and thrive REALM IS USED BY EVERYBODY. AS PEOPLE MOVE BETWEEN THEIR CITIES IN MANY WAYS. SOME OF THESE INCLUDE; • the functional requirements for cars, service vehicles and public transport HOMES, SCHOOLS, AND PLACES OF LEISURE OR EMPLOYMENT, THEY DO are appropriately balanced with those of pedestrians and cyclists SO IN THE PUBLIC REALM. DIVERSITY AND RICHNESS • footpaths can accommodate both movement and occupation • great places and experiences enable greater participation in community and cultural activities CONNECTIVITY TAURANGA’S CITY CENTRE PUBLIC REALM IS MADE UP OF A WIDE • there is a variety of different places, spaces and experience, ranging from • improved quality, legibility and connectivity makes it easier to get from one VARIETY OF PLACES AND SPACES, INCLUDING: MASONIC SQUARE, RED formal, city-scale spaces to smaller and intimate spaces space to another SQUARE, THE DOMAIN, THE CITY CENTRE WATERFRONT AND THE CITIES • there are places for acknowledging cultural heritage and values • pedestrian priority and accessibility encourages people to walk and cycle STREET NETWORK. • there are opportunities for design, creativity and artistic expression rather than use cars to move around the city • ‘free’ public spaces, such as parks, plazas, provide a ‘common ground’ for residents and visitors regardless of age, social standing, wealth or employment PLACE status • high quality public spaces reinforce the city’s sense of place • the quality of the public realm is widely acknowledged as supporting the VITALITY creation of environments that people wish to live and work in • high quality public realm can produce measurable benefits to the local • research has shown that there is a positive, significant and consistent value economy, health, social well-being and safety added to private business by maintaining and improving the public realm • enhance the value of adjacent real estate and encourage greater economic • research has also confirmed the health and social benefits of public realm activity there is movement and a sense of ‘life on the street’ improvements, particularly pedestrian-oriented environments • commercial trade and activity results from an increase in the use of public • investment in the public realm provides the opportunity for enhance space and support associated business environmental quality through the integration of green infrastructure, • places for events and celebrations contribute positively to the local economy sustainable design and innovation

SAFETY • people feel safe whilst carrying out their activities: shoppers, pedestrians, cyclists, delivery staff, motorists, public transport travelers, children, and all adults, including the elderly or those with special access requirements • the spaces that feel safe encourage use by both day and night

FUNCTIONALITY • spaces works for the purposes they were designed for

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7.0 OUTCOMES _

THE FOLLOWING OUTCOMES ASSIST THE DEVELOPMENT OF A POTENTIAL CHANGES TO THE EXISTING PUBLIC REALM RESULTING FROM POTENTIAL OPPORTUNITIES HAVE BEEN IDENTIFIED AND ARE RECOMMENDED HIGH QUALITY PUBLIC REALM FOR TAURANGA THAT SUPPORTS THE INVESTMENT IN THE CIVIC CAMPUS PROJECT INCLUDE: FOR FURTHER EXPLORATION, INCLUDING ASPIRATIONS FOR THE CITY CENTRE, CIVIC CAMPUS AND OPEN SPACE ASPIRATIONS FOR THE CITY • increased pedestrian footfall in and around the Civic Campus requiring higher • revitalisation of the City Centre waterfront as a cohesive waters edge levels of pedestrian priority parklands destination • increased pedestrian and cycle traffic on streets adjacent the campus • reintroduction of the community to its city waterway edges through a series • need for co-location of public transit, such as bus and rail interchange of public ‘walks’, including reconnecting missing sections of the waters edge • increased foot traffic conflicting with inadequate footpath widths and promenade to enable circumnavigation of the City Centre unappealing streetscapes • Improved connectivity with the Domain • existing provision of street furniture, lighting, cycle infrastructure is • redevelopment opportunities of large publicly owned land parcels, such as inadequate requiring upgrades Dive Crescent • increased safety issues due to inadequate intersection thresholds, • reinvigoration of under utilised spaces, such as degraded footpaths and subsequently increasing jay walking and risky pedestrian/cyclist movements laneways, expansive car parking areas or street ends, into new, shared open • streets and intersections are designed for pedestrian priority and reduced spaces and urban plazas traffic speed • exploration of innovative technologies and strategies to deliver greater open • soft edges where buildings and street frontages at ground level provide an space provision within developments, such as rooftop and rain gardens, green active fine grain interface with the street edges and walls • establish street trees and planting that reinforces the visual and physical • engagement with interested stakeholders to identify new public realm hierarchy of the street network, creating visual patterns and rhythm opportunities appropriate to specific urban and climatic conditions

Tauranga Civic Spaces - Public Realm Framework Version 2 - ‘Final Draft’ _21 291 TAURANGA CIVIC SPACES PROJECT FINAL DRAFT DESIGN OPTIONS AND CONCEPT REPORT PUBLIC REALM DESIGN DRIVERS _

8.0 DESIGN DRIVERS _

CIVIC HEART CONNECT CITY DESIGNED FOR FLEXIBILE AND A STAGE FOR AND SEA PEOPLE ADAPTABILE CIVIC LIFE

ESTABLISH THE CIVIC CAMPUS AS THE RE-ESTABLISH THE HISTORICAL ESTABLISH A DIVERSE, INTEGRATED ENABLE AN INNOVATIVE, SUSTAINABLE CREATE SPACES AND CURATE FOCAL POINT OF THE TAURANGA’S CITY CONNECTIONS AND ASSOCIATIONS AND COMPLIMENTARY NETWORK OF PUBLIC REALM THAT IS ABLE TO ADAPT EXPERIENCES WHICH INSPIRE SOCIAL CENTRE THROUGH THE CREATION OF WHICH (RE)DEFINE TAURANGA’S PUBLIC SPACES THROUGHOUT THE CITY TO A BROAD RANGE OF USES AND INTERACTION, CELEBRATION, A RICH, DISTINCTIVE AND SUCCESSFUL DYNAMIC RELATIONSHIP BETWEEN CITY CENTRE THAT ENCOURAGES SOCIAL ACTIVITIES OVER TIME CREATIVITY AND EXPRESSION AND RE- PUBLIC REALM THAT REVEALS AND AND SEA INTERACTION AND USE BY THE WIDEST ENGAGE THE TAURANGA COMMUNITY EXPRESSES TAURANGA’S DISTINCTIVE RANGE OF USERS WITH THE CITY AS A DESTINATION SENSE OF PLACE AND URBAN IDENTITY Flexibility AND PLACE TO LIVE, WORK, PLAY AND Connectivity Adaptability CELEBRATE Legibility Pedestrian Priority Resilience Redefine the Centre Access to Water Walking and Cycling Robustness The Centre of the Centre A Slow Speed Heart Sustainability Curation Destination Environmental Comfort Placemaking Vibrancy and Energy Safe and Comfortable Strategic Activation Synergies Social Infrastructure

Tauranga Civic Spaces - Public Realm Framework Version 2 - ‘Final Draft’ _22 292 TAURANGA CIVIC SPACES PROJECT FINAL DRAFT DESIGN OPTIONS AND CONCEPT REPORT WATER - RIDGE TRANSECT _

‘WATER’ CIVIC HEART CIVIC DESTINATION ‘LANDMARK’ DOMAIN

VIEWS OVER

WATERFRONT RECREATION LOW RISE WATERFRONT PRECINCT CIVIC CAMPUS HOTEL ZONE & LARGE SCALE EVENTS (FOOD AND BEVERAGE, CIVIC CELEBRATION) (INTIMATE, TERRACED & (DURHAM STREET FRONTAGE & COMMUNITY/CIVIC SPACES) LANEWAY CONNECTIONS)

TO SOUTH

FLEXIBLE THEATRE SPACE

CIVIC HEART BLUE ROOM TIDAL STAIR PARK ZONE STRAND RECREATION CIVIC URBAN LANEWAY TO DOMAIN & EVENT ZONE AVENUE & OCCUPATION COURTYARD (URBAN & INTIMATE)

TO NORTH

Tauranga Civic Spaces - Public Realm Framework Version 2 - ‘Final Draft’ _23 293 TAURANGA CIVIC SPACES FINAL DRAFT INITIAL DESIGN CONCEPTS _

The following diagrams illustrate the conceptual design drivers for the propsed Civic Campus site and its associated public realm framework.

WATER & HARBOUR

WATERS EDGE SPACE

WATERFRONT PARKLAND

MASONIC WATERFRONT SQUARE PRECINCT

CIVIC CAMPUS CIVIC PRECINCT CARPARK CIVIC SPACES AREA OF INFLUENCE

HOTEL RIDGE

‘CIVIC CAMPUS + SPACES’ Opportunity to create a new civic campus and public realm which integrates the wider City ‘CITY - WATER LAYERING’ reveal the historical layering of ‘blue’ and ‘green’ spaces between the waters edge and the Centre and Waterfront public realm aspirations into a distinctive, vibrant, urban heart for Tauranga. heart of the City Centre

‘WATER’

CIVIC CAMPUS CIVIC CAMPUS

BRING THE HARBOUR INTO THE CAMPUS enhance the interaction between between the city centre and the waters edge EXTEND THE CITY TO MEET THE WATER reinforce the stitch between land and sea by enabling the city (red) to push out by notionally pulling the harbour into the Civic Campus site and interact with the water (blue) via Masonic Square and the proposed Town Wharf to the Harbour

Tauranga Civic Spaces - Public Realm Framework Version 2 - ‘Final Draft’ _24 294 TAURANGA CIVIC SPACES PROJECT FINAL DRAFT PUBLIC REALM FRAMEWORK DESIGN OPTIONS AND CONCEPT REPORT _

WATERFRONT PARKLANDS WATERFRONT PARK

WATERFRONT PRECINCT MASONIC WATERFRONT PRECINCT SQUARE CIVIC HEART

CIVIC CAMPUS CIVIC CAMPUS

CONNECT THE PRECINCTS reinforce synergies between the waters edge and waterfront parklands, city centre water- MASONIC PARK Masonic Square is the signature public open space destination and the linking element between ‘waterfront precinct and the civic campus. front’ and ‘city.

ACCESS TO WATER WATERFRONT PARKLANDS ACCESS TO WATER WATERFRONT PARK

WATERFRONT PRECINCT MASONIC WATERFRONT PRECINCT MASONIC SQUARE SQUARE CIVIC HEART CIVIC HEART

CIVIC CAMPUS CIVIC PLAZA

CIVIC AXIS extend the civic axis between the waterfront and Durham Street to create a key strategic link, visual connec- 3 NEW DESTINATIONS 3 new spaces work together to provide for a variety of open space opportunites and distinctive tion and organising element linking a new spatial sequence between ‘ridge and ‘water’ experiences and that work together to provide attract people and visitors to the city centre

Tauranga Civic Spaces - Public Realm Framework Version 2 - ‘Final Draft’ _25 295 TAURANGA CIVIC SPACES PROJECT FINAL DRAFT PUBLIC REALM FRAMEWORK DESIGN OPTIONS AND CONCEPT REPORT _

TOWN WHARF

‘BLUE ROOM’ PROMENADE

‘EVENT LAWN’ PARK ‘COMMUNITY’ AND ‘PLAY’

PARK

CIVIC DESTINATION + HEART SHARED

PLAZA FINE GRAIN CIVIC

SHARED

TAURANGA WATERFRONT ACCESS TO WATER OPPORTUNITIES 01 TRANSECT Articulate the Civic Axis as a series of occupiable terraces and stairs which create an integrated but diverse _ DISTINCTIVE EXPERIENCES Establish a singular unified waterfront precinct which brings together the Strand, park spac- transect of spaces and experiences between Durham Steet and the waters edge es, rail corridor, waters edge promenade and blue water spaces into a single destination

ACCESS TO WATER WATERFRONT PROMENADE

WAIKAREAO ESTUARY MASONIC SQUARE EVENT LAWN THE STRAND

DOMAIN DOMAIN

WHARF AXIS

GREEN

SQUARE

SQUARE EVENT SPACE WATERFRONT PARK RECREATION

CENTRAL WATERFRONT TIDAL STAIRS PROMENADE EDGE PIER/LOOKOUT ‘BAY/BEACH OPENS TO VIEW’

GREEN LINK TOWN WHARF

EXISTING BOARDWALK

EXISTING BOAT RAMP AND PARKING MASONIC SQUARE EXISTING WHARF WHARF STREET AND PIER AND PONTOON TOWN WHARF

MOVEMENT AND CIRCULATION Create a legible network of connections which link the Civic Campus into the wider city PARK - WATER + THE CIVIC AXIS centre.

Tauranga Waterfront - Access to Water v.2 November 2015 page 18

Tauranga Civic Spaces - Public Realm Framework Version 2 - ‘Final Draft’ _26 296 TAURANGA CIVIC SPACES PROJECT FINAL DRAFT PUBLIC REALM FRAMEWORK DESIGN OPTIONS AND CONCEPT REPORT _

6.0 PROPOSED PUBLIC REALM NETWORK _

THIS REPORT ILLUSTRATES AND DESCRIBES THE PUBLIC REALM CON- THREE NEW PUBLIC SPACES THREE NEW PUBLIC SPACES TEXT AND FRAMEWORK FOR THE PROPOSED TAURANGA CIVIC CAMPUS TAURANGA’S CIVIC SPACES WILL PROVIDE TRANSFORMATIONAL CHANGE TO TAURANGA’S CIVIC SPACES WILL PROVIDE TRANSFORMATIONAL CHANGE TO SPACES PROJECT. IT HAS BEEN DEVELOPED ALONG SIDE THE WARREN THE CITY CENTRE BY DELIVERING INTEGRATED, DISTINCTIVE AND SUCCESFUL THE CITY CENTRE BY DELIVERING INTEGRATED, DISTINCTIVE AND SUCCESFUL MAHONEY CONCEPT DESIGN REPORT AND SHOULD BE READ IN CON- PLACES WHICH PEOPLE PLACES WHICH PEOPLE JUNCTION WITH THIS. The Public Realm framework for the Tauranga Civic Campus Project will: The Public Realm framework for the Tauranga Civic Campus Project will:

• Incorporate the design principles and vision incorporated in the City Centre • Incorporate the design principles and vision incorporated in the City Centre Framework Document (in progress) Framework Document (in progress)

• set the future aspiration, direction and look and feel for the public domain • set the future aspiration, direction and look and feel for the public domain design for the Tauranga City Centre design for the Tauranga City Centre

• Guide the delivery and implementation of public and privately funded public • Guide the delivery and implementation of public and privately funded public realm transformation in the city centre over the next 5-10 years realm transformation in the city centre over the next 5-10 years

• Inform the design of public open spaces within the ‘ACcess to Water’ and • Inform the design of public open spaces within the ‘ACcess to Water’ and ‘Civic Campus’ projects ‘Civic Campus’ projects

• identify priority projects and synergies to achieve transformation change for • identify priority projects and synergies to achieve transformation change for the City Centre the City Centre

Tauranga Civic Spaces - Public Realm Framework Version 2 - ‘Final Draft’ _27 297 TAURANGA CIVIC SPACES ‘CITY’ PUBLIC REALM CONCEPTS PROJECT SCOPE _ CIVIC PLAZA

THE PUBLIC REALM AROUND THE CIVIC CAMPUS COMPRISES OF THREE NEW PUBLIC SPACES - A NEW ‘CIVIC PLAZA’ ON MASONIC PARK THE CAMPUS SITE, MASONIC PARK AS THE ‘CIVIC HEART’ AND ACCESS TO WATER AS A NEW BLUE/GREEN WATERS EDGE ROOM. THIS SPINE OF SPACES IS EXPRESSED AS A SERIES OF OCCUPIABLE TERRACES TRAVERSES FROM RIDGE TO WATER (RE) CONNECTING ‘CITY AND SEA’. ACCESS TO WATER

‘WATER’

CIVIC PLAZA DURHAM STREET

THE STRAND

MASONIC PARK

WILLOW STREET

THIS NEW EAST-WEST URBAN ARMATURE IS FRAMED BY AND WHARF STREET ACCESS TO WATER STITCHED INTO THE CITY VIA A NEW NETWORK OF SHARED SPACES AND GREEN STREETS WHICH DEFINE A COHESIVE URBAN PUBLIC REALM. THESE PEDESTRIAN PRIORITY, SLOW SPEED ENVIRONMENTS ESTABLISHES A DISTINCTIVE SENSE OF PLACE AND COMMUNITY FOCAL POINT AT THE GEOGRAPHICAL CENTRE OF THE CITY THE ‘CIVIC AXIS’

HOTEL

CIVIC CAMPUS

WATERFRONT PRECINCT

CITY CENTRE

WATERFRONT

ACCESS TO WATER THE PUBLIC REALM FRAMEWORK INTEGRATES BUILT FORM OPEN SPACE AND ACTIVITY INTO A MULTI-FUNCTIONAL DESTINATION AND CIVIC HEART BY STITCHING TOGETHER THE ‘CITY’ AND ‘WATERFRONT’ PRECINCTS AND LINKING THE EXISTING AND PROPOSED COMMUNITY AND CULTURAL ANCHORS INTO A DISTINCTIVE, COHESIVE AND PEOPLE FOCUSED URBAN PRECINCT TOWN WHARF

Draft - Work in progress 298 TAURANGA CIVIC SPACES PUBLIC REALM PROJECT SCOPE _

THE FOLLOWING INTERVENTIONS WORK TOGETHER TO ESTABLISH A HIGH QUALITY, CONNECTED AND DIVERSE PUBLIC REALM FOR THE CIVIC CAMPUS PROJECT WHICH BUILD ON THE DESIGN PRIN-CIPLES ESTABLISHED BY THE SPATIAL FRAMEWORK AND ACCESS TO WATER MASTER PLAN.

18 27 WATERFRONT EVENT 28 29 HAMILTON STREET 12 SPACE 5 22

FUTURE COMMUNITY FOOD + BEVERAGE COUNCIL ART GALLERY + USE 24 ACCOMODATION MUSEUM

21 9

CIVIC CAMPUS 26 23 15 14 WILLOW STREET MASONIC PARK 4

HOTEL DURHAM STREET 13 2 1 THE STRAND THE PLAY SPACE ACCESS TO WATER 25 3 20 6 BAY COURT THEATRE PERFORMANCE VENUE ART GALLERY FUTURE COMMUNITY USE

19 16

8 17 WHARF STREET 11 10 7

1. CIVIC SQUARE ‘URBAN’ ZONE a flexible and adaptable urban surface supporting informal and programmed civic 10. WHARF STREET EXTENSION extend shared zone to meet Town Wharf and re-configure access road to events improve pedestrian connectivity 21. OFFICE BUILDING ENTRY entrance zone from Durham Street Shared Zone to Bay Court and Civic Plaza

2. CIVIC SQUARE ‘SOFT’ ZONE a lawn/garden zone providing flexible seating and recreational opportunities 11. WHARF STREET SHARED ZONE transform Wharf Street into a shared zone and food and beverage destination 22. HAMILTON STREET ENTRY pedestrian access from Hamilton Street to Council Building and Art Gallery/ Museum 3. CIVIC SQUARE EDGES open the edges of the civic square to provide activation, occupation and observation 12. HAMILTON STREET transform into a waterfront precinct shared space with a distinctive character 13. WILLOW STREET SHARED ZONE transform Willow Street into a shared zone which connects the Civic Campus 23. DURHAM ENTRY entrance zone from Durham Street Shared Zone to Bay Court and Civic Plaza 4. THE STRAND transform the Strand into a waterfront promenade with a flexible, shared surface street that and Masonic Park. Able to be closed for civic events/celebrations. supports events and celebrations. Remove clutter and provide new lighting to transform vertical identity 24. DURHAM STREET GREEN ZONE retain existing green space as amenity and entry for Council building. Faces 14. CIVIC PLAZA ENTRY stepped entrance to plaza provides social space and vantage point afternoon sun and Domain 5. WATERFRONT PARK remove parking and improve connections between masonic Park and Access to Water Phase 1 promenade and tidal stairs 15. CIVIC PLAZA flexible urban space provides focal point for Civic Campus life and flexible/adaptable space for 25. DURHAM STREET SHARED SPACE transform Durham Street into a shared zone which connects the Civic ceremonies, celebrations and events Campus and pro-posed Hotel site 6. TIDAL STAIRS create a waters edge ‘blue room’ which enables access to water and connectivity to the harbour 16. CORNER SITES corner sites anchored by public uses and quality architectural edges 26. HOTEL reinforces Civic Axis activation. Height locates site in wider context. Roof terrace aligned with/ overlooks Civic Axis. 7. WHARF PAVILION activate the Town Wharf with commercial and/or community activity accommodated within a 17. WHARF STREET street upgrade to improve amenity and inter-face with Civic Campus access requirements high quality architectural form 27. CAMERON ROAD improve pedestrian access between Domain, Cameron Road and Hamilton Street green link 8. TOWN WHARF re-instate the town wharf at the end of Wharf Street as landmark and destination. Public access and viewing to wharf end. 18. LANE lane way connection between Spring Street and Harrington Street 19. ACCESS LANE supports access and loading to performance complex 28. NEW DOMAIN/STADIUM ENTRY enhance entrance to Domain to improve legibility and access 9. HAIRY MACLARY existing statue to remain 29. HAMILTON ROAD transform Hamilton Road into a green avenue with generous footpaths widths supporting a 20. LANE WAY stepped lane way between Civic Plaza and Durham Street ceremonial link between the Domain and Waterfront 299 TAURANGA CIVIC SPACES PROJECT FINAL DRAFT PUBLIC REALM FRAMEWORK INTERNAL PLAZA AND LANES _

DURHAM STREET GREEN ZONE 750 M2 THE CIVIC AXIS IS EXPRESSED AS A SERIES OF ACTIVATED AND OCCUPIABLE ‘TERRACES’ STEPPING ACROSS THE SITE BETWEEN DURHAM STREET SHARED DURHAM STREET ZONE (RIDGE) AND THE WATERFRONT (SEA). THE SHARED ZONE OVERALL CIVIC ACCESS IS EXPRESSED AS A SINGULAR, CONNECTING URBAN SURFACE WHICH PROVIDES 1940 M2 VISUAL COHESION AND CONNECTIVITY

THE CIVIC PLAZA SITS MID CONTOUR AT THE CENTRE OF THE CIVIC CAMPUS CONNECTED INTO THE SURROUNDING STREETS VIA LANEWAY AND STAIR CONNECTIONS. MASONIC PARKS ESTABLISHES A CONNECTING ELEMENT BETWEEN THE WATERFRONT AND STRAND AND THE CIVIC CAMPUS. THE SPACE IS HIGHLY ACTIVATED BY BOTH MOVEMENT AND INTENSIVE OCCUPATION OF ITS EDGES

OUTLINE SPECIFICATION;

FOOTPATHS • Stone Pavers nom. 600 x 400mm on a rigid sub base • Stairs with treads and risers to match Paving • Aco (K100 Heelguard) slot drains to building thresholds

KIT OF PARTS • Type A Light Poles at 20m centres CIVIC PLAZA 3600 M2 • Civic Campus Street Furniture Suite • Allowance for Public Art Feature • Stainless Steel Balustrades to stairs @ 4000mm spacings • Allowance for Feature Lighting WILLOW STREET INFRASTRUCTURE SHARED ZONE 2 • Structural lined planters with subsoil drainage and storm 2200 M water connections • Additional Lighting capacity for events and performances • Power, water and data supply to central paved space and the Willow Street and Strand frontages • Wifi • CCTV MASONIC PARK CIVIC HEART 2200 M2

THE STRAND

Tauranga Civic Spaces - Public Realm Framework Version 2 - ‘Final Draft’ _30 300 TAURANGA CIVIC SPACES PROJECT FINAL DRAFT PUBLIC REALM FRAMEWORK CIVIC PLAZA _

DURHAM STREET THE CIVIC PLAZA IS AN INTIMATE AND URBAN SPACE AT THE HEART OF THE CIVIC CAMPUS. ITS IS ENCLOSED Vertical identity and scale are provided through art and AND ACTIVATED BY THE SOFT AND ACTIVE EDGES OF creative lighting express a THE ADJACENT BUILDINGS THAT BLUR THE BOUNDARIES creative urbanity BETWEEN INSIDE AND OUTSIDE. GARDEN ZONE THE MAIN PLAZA LEVEL IS ACTIVATED BY FLEXIBLE URBAN FURNITURE WHICH PROVIDE OPPORTUNITIES FOR SOCIAL COUNCIL BUILDING HAMILTON STREET ENTRY OCCUPATION AND INFORMAL GATHERING. A NEW URBAN ECOLOGY IS PROVIDED THROUGH THE INTEGRATION OF GREEN INFRASTRUCTURE AND GREEN WALLS AROUND THE STAIR AMPITHEATRE EDGES OF THE SPACE.

OUTLINE SPECIFICATION; BAY COURT The Civic Plaza occupies a mid-slope FOOTPATHS vantage point overlooking Masonic Square and Willow Street and is • Stone Pavers nom. 600 x 400mm on a rigid sub base SIGNATURE TREE visually connected to the water and • Stairs with treads and risers to match Paving harbour • Aco (K100 Heelguard) slot drains to building thresholds

KIT OF PARTS • Type A Light Poles at 20m centres MUSEUM AND LIBRARY • Civic Campus Street Furniture Suite CIVIC PLAZA ZONE • Allowance for Public Art Feature GARDEN ZONE • Stainless Steel Balustrades to stairs @ 4000mm spacings • Allowance for Feature Lighting

INFRASTRUCTURE • Structural lined planters with subsoil drainage and storm water connections

• Additional Lighting capacity for events and performances PERFORMING ARTS • Power, water and data supply to central paved space and the Willow Street and Strand frontages GREEN WALL STAIR AMPITHEATRE • Wifi • CCTV

STAIR AMPITHEATRE The Civic Axis features a network of nested and social seating opportunities which support engagement and interaction GARDEN ZONE

WILLOW STREET

Tauranga Civic Spaces - Public Realm Framework Version 2 - ‘Final Draft’ _31 301 TAURANGA CIVIC SPACES PROJECT FINAL DRAFT PUBLIC REALM FRAMEWORK MASONIC PARK _

Garden Islands incorporate lawn, planting and social seating seating opportunities.

MASONIC PARK WILL ESTABLISH TAURANGA’S SIGNATURE URBAN LANDSCAPE EXPERIENCE AND CREATE A NEW FOCAL POINT FOR COMMUNITY WILLOW STREET ACTIVITIES AND A STAGE AROUND WHICH Soft Edges to Masonic TAURANGAS’ NEW URBAN IDENTITY CAN BE Square provide for CHOREOGRAPHED. occupation and vitality and reinforce the Square the THE SQUARE IS TRANSFORMED AS A COHESIVE AND social heart of the city FLEXIBLE AND INFRASTRUCTURAL ‘URBAN’ SURFACE ABLE TO BE APPROPRIATED FOR A RANGE OF CIVIC CIVIC GARDENS EVENTS AND CELEBRATIONS. RE-PROGRAMMING AND LAYERING OF THE SPACES EDGES TO SUPPORT OCCUPATION AND ACTIVATION STAIR TERRACE WILL FRAME THIS SPACE WITH ENGAGING EDGES.

OUTLINE SPECIFICATION;

FOOTPATHS • Stone Pavers nom. 600 x 400mm on a rigid sub base • Stairs with treads and risers to match Paving • Aco (K100 Heelguard) slot drains to building thresholds

KIT OF PARTS • Type A Light Poles at 20m centres GALLERY EDGE ZONE • Civic Campus Street Furniture Suite • Allowance for Public Art Feature FLEXIBLE PLAZA ZONE • Stainless Steel Balustrades to stairs @ 4000mm spacings • Allowance for Feature Lighting

INFRASTRUCTURE These green islands BAKERY REMAINS • Structural lined planters with subsoil drainage and storm incorporate lawn, planting water connections and social seating seating opportunities. • Additional Lighting capacity for events and performances • Power, water and data supply to central paved space and the Willow Street and Strand frontages • Wifi A smart urban surface with built in • CCTV infrastrcuture enables flexibility and adaptability for a range of spatial appropriations.

LAWN ISLAND

SOCIAL EDGE ZONE

THE STRAND

Tauranga Civic Spaces - Public Realm Framework Version 2 - ‘Final Draft’ _32 PROJECT NAME CHAPTER X SHEET NAME _

302 TAURANGA CIVIC SPACES PROJECT FINAL DRAFT PUBLIC REALM FRAMEWORK CIVIC SPACE OPTIONS _

THE COMBINATION OF MASONIC PARK, WILLOW STREET AND CIVIC CAMPUS COURTYARD CREATES A FLEXIBLE AND SCALEABLE SPACE AT THE HEART OF THE CITY FOR A RANGE OF EVENTS, PERFORMANCES AND CELEBRATION PROGRAMMES.

3940 m2 2215 m2

A. MASONIC PARK (2215 m2) B. MASONIC PARK + (3940 m2) Utilise Masonic Park (only) as a Civic Space for Utilise Masonic Park and its Willow Street and Strand frontages medium sized events to create a larger civic space. Close Willow Street shared space to through traffic and divert around Durham Street.

8000 m2 4570 m2

C. MASONIC PARK + WILLOW STREET (4570 m2) D. CIVIC PRECINCT (8000 m2) Utilise Masonic Park as a civic space.Close Willow Street Utilise Masonic Park, Willow Street and the Civic Campus spaces as shared space to through traffic and divert around Durham a singular civic space/venue. Close Willow Street shared space and Street. the Strand to traffic and diverst via Durham Street.

Tauranga - Civic Campus v.1 March 2016 © Land Lab Limited 2016 Tauranga Civic Spaces - Public Realm Framework Version 2 - ‘Final Draft’ www. landlab.co.nz _33 303 TAURANGA CIVIC SPACES PUBLIC REALM PROJECT SCOPE _ DOMAIN F ' B '

WATERFRONT EVENT HAMILTON STREET SPACE B F FUTURE COMMUNITY FOOD + BEVERAGE COUNCIL ART GALLERY + USE ACCOMODATION MUSEUM D D' C C'

CIVIC CAMPUS WILLOW STREET MASONIC PARK

HOTEL DURHAM STREET

THE STRAND THE PLAY SPACE ACCESS TO WATER WATERFRONT PARK PARK WATERFRONT

BAY COURT THEATRE PERFORMANCE VENUE ART GALLERY FUTURE COMMUNITY USE E ' A '

WHARF STREET E A

INTRODUCTION

The following outline specification is intended to support the preparation of initial cost estimates for the Tauranga Civic Campus. Refer to the indicative site plan drawing SK 001. The scope of the Civic Campus project includes the following spaces – Masonic Park, Willow Street (between Wharf and Hamilton), Wharf Street between the Strand and Durham Street, Hamilton Street (between Strand and Durham Street, Durham Street (between Wharf and Hamilton Street) and the internal Campus spaces. The key design features of each is outlined as follows;

SITE PLAN (SK 001) Draft - Work in progress 304 TAURANGA CIVIC SPACES PROJECT FINAL DRAFT PUBLIC REALM FRAMEWORK WHARF STREET _

A NEW SHARED SPACE STREET REINFORCING THE HISTORICAL CONNECTION BETWEEN THE CITY AND THE HARBOUR VIA THE EAST-WEST WHARF STREET AXIS. ESTABLISHES A NEW FOOD AND BEVERAGE DESTINATION AND LINKAGE TO THE PROPOSED TOWN WHARF ON THE WATERS EDGE. Mixed use Trees and Benches at 15m Centres OUTLINE SPECIFICATION;

CARRIAGEWAY AND FOOTPATH • Rigid stone paving comprised of a nominal 150mm compacted sub-base, Catenary lighting 150mm thick reinforced concrete slab, nom. 300 x 150 x 75mm thick natural stone (basalt/granite paving) Steintech morter bedding system * • Flush stone kerbs and tactile delineator bands • Allow for drainage, services diversions and service lid cover re-alignment • Rain Gardens and planters 2500mm wide and 1250mm deep with subsoil drainage and storm water connections • Street Trees at nom. 10m centres • Foliage planting to garden areas

KIT OF PARTS • Catenary Lighting system mounted from buildings with luminaires spaces in a nom. 5m grid • Street trees at nom. 15m centres • Street Furniture match TCC Waterfront Suite

INFRASTRUCTURE • Power water and data supply • CCTV

3.25m Movement Zone

4.5m Occupation Zone

4.5m Carrageway

4.5m Occupation Zone Total: 20m 3.25m movement zone

Tauranga Civic Spaces - Public Realm Framework Version 2 - ‘Final Draft’ _35 305 TAURANGA CIVIC SPACES PROJECT FINAL DRAFT PUBLIC REALM FRAMEWORK HAMILTON STREET (BB’) _

HAMILTON STREET - WATERFRONT - SECTION B-B' (SK 014)

A shared space street providing pedestrian priority link between Willow Street and the Strand/ Waterfront. Mixed use Trees and Benches at 15m Centres

Outline Specification;

Catenary lighting Carriageway and Footpath Rigid stone paving comprised of a nominal 150mm compacted sub-base, 150mm thick reinforced concrete slab, nom. 300 x 150 x 75mm thick natural stone (basalt/granite paving) Steintech morter bedding system * Flush stone kerbs and tactile delineator bands Allow for drainage, services diversions and service lid cover re-alignment Rain Gardens and planters 2500mm wide and 1250mm deep with subsoil drainage and storm water connections Street Trees at nom. 10m centres Foliage planting to garden areas

Kit of Parts Catenary Lighting system mounted from buildings with luminaires spaces in a nom. 5m grid Street trees at nom. 15m centres Street Furniture match TCC Waterfront Suite

Infrastructure Power water and data supply CCTV

3.25m Movement Zone

4.5m Occupation Zone

4.5m Carrageway

4.5m Occupation Zone Total: 20m 3.25m movement zone

Tauranga Civic Spaces - Public Realm Framework Version 2 - ‘Final Draft’ _36 306 TAURANGA CIVIC SPACES PROJECT FINAL DRAFT PUBLIC REALM FRAMEWORK WILLOW STREET (CC’) _

WILLOW STREET SHARED SPACE - SECTION C-C' (SK 010)

The shared space streets are proposed to provide pedestrian priority connections to adjacent open spaces (eg. Masonic Square) and flexible civic/event spaces.

Outline Specification; Trees at 15m Centres

Carriageway and Footpath Rigid stone paving comprised of a nominal 150mm compacted sub-base, 150mm thick reinforced concrete slab, nom. 300 x 150 x 75mm thick natural stone (basalt/granite Street Lighting at 20m Centres paving) Steintech morter bedding system * Flush stone kerbs and tactile delineator bands Allow for drainage, services diversions and service lid cover re-alignment Rain Gardens and planters 2500mm wide and 1250mm deep with subsoil drainage and storm water connections Street Trees at nom. 10m centres Foliage planting to garden areas

Kit of Parts Type A Light Poles at nom 20m centres Street trees at nom. 15m centres Street Furniture match TCC City Centre Suite

Infrastructure Power water and data supply CCTV

* This is based loosely on the Auckland Shared Space specification and subject to detailed engineering design.

Footpath 5.5m Parking/ Planting 2.5m Carrageway 2.75m Carrageway 2.75m Parking/Planting 2.5m Total: 20m Footpath 4.0m

Tauranga Civic Spaces - Public Realm Framework Version 2 - ‘Final Draft’ _37 307 TAURANGA CIVIC SPACES PROJECT FINAL DRAFT PUBLIC REALM FRAMEWORK DURHAM STREET (DD’) _

DURHAM STREET SHARED SPACE - SECTION D-D' (SK 011)

The shared space streets are proposed to provide pedestrian priority connections to between the Civic Campus and hotel/campus proposals on Durham Street.

Outline Specification; Trees at 15m Centres

Carriageway and Footpath Rigid stone paving comprised of a nominal 150mm compacted sub-base, 150mm thick reinforced concrete slab, nom. 300 x 150 x 75mm thick natural stone (basalt/granite paving) Steintech morter bedding system * Flush stone kerbs and tactile delineator bands Allow for drainage, services diversions and service lid cover re-alignment Rain Gardens and planters 2500mm wide and 1250mm deep with subsoil drainage and storm water connections Street Trees at nom. 15m centres Foliage planting to garden areas

Kit of Parts Type A Light Poles at nom 20m centres Street trees at nom. 15m centres Street Furniture match TCC City Centre Suite

Infrastructure Power water and data supply CCTV

Footpath 4.0m Parking/ Planting 2.5m Carrageway 2.75m Carrageway 2.75m Parking/Planting 2.5m Total: 20m Footpath 5.5m

Tauranga Civic Spaces - Public Realm Framework Version 2 - ‘Final Draft’ _38 308 TAURANGA CIVIC SPACES PROJECT FINAL DRAFT PUBLIC REALM FRAMEWORK WHARF STREET (EE’) _

Trees and Benches at 15m Asphalt Carriageway WHARF STREET – CITY - SECTION E-E' Centres (SK 013)

Wharf Street is proposed to be up-graded in parallel with the Civic Campus project in order to provide increased amenity and pedestrian access into the site. To co-ordinate access and Street lighting parking requirements. This includes; (15m centres)

Outline Specification;

Carriageway Asphaltic Carriageway New Concrete kerb and channel Intersections with Durham and Willow Street paved with basalt cobblestones (to match Wharf/Willow Street intersection)

Footpaths Rain Gardens and planters 2500mm wide and 1250mm deep with subsoil drainage and storm water connections Clay/Concrete Pavers on a flexible compacted base (to match existing streets) Street Trees at nom. 10m centres Foliage planting to garden areas

Kit of Parts Type B Light Poles at nom 30m centres Street trees at nom. 15m Street Furniture

Footpath 4.5m Furniture/ Planting 2.25m Carrageway 3.25m Carrageway 3.25m Parking/Planting 2.25m Total: 20m Footpath 4.5m

Tauranga Civic Spaces - Public Realm Framework Version 2 - ‘Final Draft’ _39 309 TAURANGA CIVIC SPACES PROJECT FINAL DRAFT PUBLIC REALM FRAMEWORK HAMILTON STREET (CITY) _

Trees and Benches at 15m Asphalt Carriageway HAMILTON STREET - GREEN LINK - SECTION F-F' Centres (SK 015)

Hamilton Street is proposed to be upgraded in parallel with the Civic Campus project in order to provide increased amenity and pedestrian access into the site. To co-ordinate Street lighting access and parking requirements. The ‘Green Link’ provides a ceremonial and civic connection between the Tuaranga Domain (west) and Waterfront parklands (east) and (15m centres) includes spaces for low impact design and planting to reinforce this design concept. This includes;

Outline Specification;

Carriageway Asphaltic Carriageway New Concrete kerb and channel Intersections with Durham and Willow Street paved with basalt cobblestones (to match Wharf/Willow Street intersection)

Kit of Parts Type B Light Poles at nom 30m centres Street trees at nom. 15m Street Furniture

Footpath 4.5m Furniture/ Planting 2.25m Carrageway 3.25m Carrageway 3.25m Parking/Planting 2.25m Total: 20m Footpath 4.5m

Tauranga Civic Spaces - Public Realm Framework Version 2 - ‘Final Draft’ _40 310 TAURANGA CIVIC SPACES PROJECT FINAL DRAFT PUBLIC REALM FRAMEWORK DESIGN OPTIONS AND CONCEPT REPORT _

7.0 KIT OF PARTS _

THE FOLLOWING KIT OF PARTS HAS BEEN DEVELOPED TO CREATE A DISTINCTIVE IDENTITY AND LOOK AND FEEL FOR THE CIVIC PRECINCT WHICH DIFFERENTIATES THIS FROM THE SURROUNDING CITY CENTRE. IT HAS BEEN DEVELOPED TO INFORM THE CONCEPTUAL DESIGNS, INDICATIVE COSTINGS AND IS SUBJECT TO FURTHER DESIGN DEVELOP- MENT AND CONSULTATION.

Tauranga Civic Spaces - Public Realm Framework Version 2 - ‘Final Draft’ _41 311 TAURANGA CIVIC SPACES PROJECT FINAL DRAFT PUBLIC REALM FRAMEWORK GRASS ISLANDS _

‘GREEN ISLANDS’ DISTRIBUTED ACROSS THE CIVIC CAMPUS SITE INTEGRATE PLAYFUL TYPOGRAPHY FUNC- TIONAL GREEN INFRASTRUCTURE, SOCIAL SETAING AND A NEW SITE ECOLOGY

MASONIC PARK DURHAM STREET SHARED SPACE Lawn Islands provide a continuous theme through the site These green islands incorporate lawn, planting and social seating seating opportunities.

Integrated seating element

Grass mounds reaching 1.2m hight

Civic planting dividing grass mound and platform

Tauranga Civic Spaces - Public Realm Framework Version 2 - ‘Final Draft’ _42 312 TAURANGA CIVIC SPACES PROJECT FINAL DRAFT PUBLIC REALM FRAMEWORK PAVING INLAYS _

A SERIES OF PAVING INLAYS WITH INTERPRETIVE AND/OR GRAPHIC CONTENT UNIQUE TO THE SITE COMMMUNICATE SITE SPECIFIC LANDSCAPE AND CULTURAL NARRATIVES

Cultural narratives are embedded into the surface of the Civic Plaza and Civic Axis to reveal stories of the site

Tauranga Civic Spaces - Public Realm Framework Version 2 - ‘Final Draft’ _43 313 TAURANGA CIVIC SPACES PROJECT FINAL DRAFT PUBLIC REALM FRAMEWORK STAIRS _

The Civic Axis features a distributed green infrastructure strategy

THE CIVIC AXIS STAIRS PROVIDE SCULPTURAL FORMS WHICH FOLD DOWN THE SITE FROM RIDGE TO WATER. THESE CREATE OPPORTUNITIES FOR INFORMAL OCCUPATION AND ALSO ENABLE SMALL SMALL AMPITHEATRE SPACES FOR SOCIAL INTERACTION AND INFORMAL GATHERING

The use of native plants provides for a new ecology which extends through the site between ‘city and sea’

Stairs and level changes are articulated to create oportunities for informal occupation, gathering and a variety of social scenarios

Tauranga Civic Spaces - Public Realm Framework Version 2 - ‘Final Draft’ _44 314 TAURANGA CIVIC SPACES PROJECT FINAL DRAFT PUBLIC REALM FRAMEWORK PLANTING _

A CIVIC GARDEN PALETTE

Cordyline australis Sophora tetraptera Vitex lucens Titoki / Cabbage Tree Large leaved Kowhai Puriri

Brachyglottis perdicioides Coprosma lucida Coprosma rhamnoides THE CIVIC AXIS PLANTING PALETTE PROVIDES Raukumara Shiny Karamu Mingimingi / Twiggy coprosma A DISTINCTIVE AND COLOURFUL PLANTING PALETTE WHICH DIFFERENTIATES IT FROM THE SURROUNDING PUBLIC REALM AND CELEBRATES THE CONNECTIVITY BETWEEN ‘CITY AND SEA’

Mazus novaezeelandiae Muehlenbeckia complexa Parsonsia capsularis Dwarf Musk Pohuehue Kaiwhiria / Native jasmine

Dichondra repens Haloragis erecta Knightia excelsa Lophomyrtus obcordata Mercury Bay weed Toatoa / Shrubby haloragi Reawrewa Rohutu

Phormium cookianum Pseudopanax arboreus Pseudowinteria colorata Wharariki / Mountain flax Puahou / Five finger Horopito Tauranga Civic Spaces - Public Realm Framework Version 2 - ‘Final Draft’ _45 315 TAURANGA CIVIC SPACES PROJECT FINAL DRAFT PUBLIC REALM FRAMEWORK DESIGN OPTIONS AND CONCEPT REPORT _

B URBAN AVENUE PALETTE

Metrosideros excelsa Planchonella costata Streblus banksii Pohutukawa Tawapou Ewekuri

Carex secta Blechnum minus Coprosma areolata Apodasmia similis Purei Swamp kiokio Thin leaved coprosma Oioi / Jointed Rush THE PLANTING PALETTE FOR THE FRAMING STREETS PROVIDES A COASTAL NATIVE PLANTING PALETTE INTEGRATED WITH EXISTING CITY CENTRE STRATEGIES AND CELEBRATING EAST-WEST CONNECTIVITY BETWEEN ‘CITY AND SEA’

Dichelachne crinita Hierochloe redolens Knightia excelsa Pātītī Kāretu Reawrewa

Lobelia angulata Mazus novaezeelandiae Microsorum pustulatum Libertia cranwelliae Panakenake Dwarf Musk Kōwaowao Mīkoikoi / Native iris

Parsonsia capsularis Phormium cookianum Phormium tenax Kaiwhiria / Native jasmine Wharariki / Mountain flax Harakeke / New Zealand flax

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WHITE GRANITE

JURA BEIGE, LIMESTONE

TURNED BASALT

CATENARY LIGHTITNG CATENARY LIGHTITNG • Located on lower Wharf Street, to enhance the • Located in the civic plaza, these bespoke lighting elements pedestrian experience. scattered sparsely above, sculpturally encase the space creating a unique feel within the city.

IGUZZINI WOODYS

PROPRIETARY BIKE RACKS PROPRIETARY RUBBISH BINS TREE GRATE GARDEN SEATS • Street Furniture NZ • Street Furniture NZ • Bespoke tree grate with artistic • Platform styled seats incorporated into ‘Tauranga’ design the garden/ lawn shape

MASONIC POLE TYPICAL STREET LIGHT POLE SHARED STREETS PROPOSED PLATFORM VARIATIONS PROPOSED CONCRETE BENCHES • 10m tall light pole to add • 9m light pole with banner • 6.5m light pole adds a more • Concrete and timber platforms found on the shared • The concrete benches speak the language of the terraced nature vertical element to masonic attachment to be found intermate feeling to the shared streetshelp shape the space while adding seating and play of the site. These elements of the terraced stairs break away and park throughout the city centre spaces space. stand alone as benches for additional seating.

Tauranga Civic Spaces - Public Realm Framework Version 2 - ‘Final Draft’ _47 317 TAURANGA CIVIC SPACES PROJECT FINAL DRAFT PUBLIC REALM FRAMEWORK DESIGN OPTIONS AND CONCEPT REPORT The ‘Civic Axis’ extends from _ Durham Street to the waters edge via a series of ‘terraces’ and connecting stairs which provide for occupation and social interaction

The Civic Plaza provides a urban destination and flexible venue supporting civic activities and celebrations

Willow Street as a ‘shared zone’ connects the Civic Campus to Masonic Park

Soft Edges to Masonic Square provide for occupation and vitality

Soft Edges to Masonic Activated by Civic functions, Square provide for Cultural destinations and occupation and vitality complimentary food destination retail/F+B Masonic Park is Taurangas new Civic Heart at the geographic centre of the city.

View 001 Looking up the Civic Axis (and west) from above The Strand towards Durham Street Tauranga Civic Spaces - Public Realm Framework Version 2 - ‘Final Draft’ _48 318 TAURANGA CIVIC SPACES PROJECT FINAL DRAFT PUBLIC REALM FRAMEWORK DESIGN OPTIONS AND CONCEPT REPORT _

Civic Plaza and stairs establishes a destination along the civic axis

Soft Edges to Masonic Square provide for Islands of planting and trees occupation and vitality introduce green infrstruture to the Civic Axis

A smart urban surface with built in infrastrcuture enables flexibility and adaptability for a range of spatial appropriations. View 002 Looking across Masonic Square , Willow Streets and up the Civic Axis (and west) from the Square Tauranga Civic Spaces - Public Realm Framework Version 2 - ‘Final Draft’ _49 319 TAURANGA CIVIC SPACES PROJECT FINAL DRAFT PUBLIC REALM FRAMEWORK DESIGN OPTIONS AND CONCEPT REPORT New street trees provide green, _ environmental comfort and visual cohesion to the Civic Campus

The civic campus provides a strong prescence within the city centre by defining and activating corners and edges

Low Impact design startegies bring ecology into the city centre and express place and identity

Shared surfaces provide for pedestrain priority, manage vehicle View 003 Looking north along speeds and communicate the Civic Willow Streets shared zone Campus as the new ‘heart’ of the city with the Civic Campus (left) and Masonic Park (right) Tauranga Civic Spaces - Public Realm Framework Version 2 - ‘Final Draft’ _50 320 TAURANGA CIVIC SPACES PROJECT FINAL DRAFT PUBLIC REALM FRAMEWORK DESIGN OPTIONS AND CONCEPT REPORT _

Green screens and climbing frames provide vertical green into the Vertical identity and scale plaza area are provided through art and creative lighting express a creative urbanity

The Civic Plaza occupies a mid-slope vantage point overlooking Masonic Square and Willow Street and is visually connected to the water and harbour

The Civic Axis features a network of nested and social seating opportunities which support engagement and interaction

High quality finishes and detailing View 004 Looking down provide cohesion and reinforce a the Civic Axis towards the distinctively Tauranga identity and look Tauranga Civic Spaces - Public Realm Framework Version 2 - ‘Final Draft’ harbour from the Civic Plaza and feel _51 321 TAURANGA CIVIC SPACES PROJECT FINAL DRAFT PUBLIC REALM FRAMEWORK DESIGN OPTIONS AND CONCEPT REPORT _ New street trees provide green, environmental comfort and visual cohesion Calmed city centre streets and shared to the Civic Campus zones reinforce the Civic Campus as both a visitor destination and commmunity focal point for Tauranga

The Civic Campus and Civic Building provide a strong prescence to and activate Durham Street

View 005 Looking south down Durham Street towards Shared surfaces provide for the entry to the Civic Axis pedestrain priority, manage vehicle speeds and communicate the Civic Campus as the new ‘heart’ of the city

Tauranga Civic Spaces - Public Realm Framework Version 2 - ‘Final Draft’ _52 322 TAURANGA CIVIC SPACES PROJECT FINAL DRAFT PUBLIC REALM FRAMEWORK DESIGN OPTIONS AND CONCEPT REPORT _

The Civic Building occupies an anchor site fronting the New green spaces provide Civic Plaza, Civic Axis and islands of occupation and Durham Streets shared soft infrastructure zone

The Civic Plaza is connected across the contour between Hamilton and Wharf Streets

The Durham Street shared zone stitches togther the Hotel, public transport infrastructure and Civic Campus

Laneway spaces provide View 006 Looking north along the Durham Street shared zone intimate urban expereinces and fine grain connectivity through the site

Tauranga Civic Spaces - Public Realm Framework Version 2 - ‘Final Draft’ _53 323 TAURANGA CIVIC SPACES PROJECT FINAL DRAFT PUBLIC REALM FRAMEWORK DESIGN OPTIONS AND CONCEPT REPORT _

8.0 PROPOSED PHASING STRATEGY _

THE FOLLOWING STAGING STRATEGY HAS BEEN DEVELOPED TO CO-ORDINATE THE PROPOSED INVESTMENT IN THE CIVIC CAMPUS DEVELOPMENT WITH THE ASSOCIATED UPGRADE OF THE SURROUNDING CITY CENTRE STREETSCAPES AND PUBLIC REALM. THE PURPOSE OF THE STAGING APPROACH IS TO OPTIMISE SYNERGIES AND VALUE FOR MONEY IN TERMS OF CONSTRUCTIBILITY, VALUE FOR MONEY, INFRASTRUCTURE CO-ORDINATION AND PLACE MAKING.

Tauranga Civic Spaces - Public Realm Framework Version 2 - ‘Final Draft’ _54 324 TAURANGA CIVIC SPACES PROJECT FINAL DRAFT PUBLIC REALM FRAMEWORK DESIGN OPTIONS AND CONCEPT REPORT _

EARLY ACTIVATION...... FRAMING THE CAMPUS

CIVIC HEART PROJECTS...... SUPPORTING STREETSCAPE UPGRADES

MASONIC WHARF STREET SHARED ZONE CIVIC PLAZA AND CAMPUS WILLOW STREET SHARED ZONE DURHAM STREET SHARED ZONE HAMILTON STREET ‘GREEN LINK’ WHARF STREET PARK UPGRADE Establish Lower Wharf Street as Provide Civic Plaza spaces associ- Shared Space Zone provides link Shared Space Zone provides link Transform Hamilton Street to Early activatIon of Masonic Park to a food and beverage destination. ated with Civic Campus activities. between Civic Campus and Water- between Hotel and Civic establish a green link betweeb the Up-grade balance of Wharf Street establish civic heart identity, de- Establishes city centre focus in Seed future activities through front. Provides pedestrain amenity Campus. Provides pedestrian Domain and Waterfront. Frames the to frame Civic Campus and provide velop place making strategies and conjunction with Masonic Park and staged and access around Civic Campus amenity and access around Civic Civic Campus and provides en- enhanced access and amenity. destination effect. Build on Access Access to Water (stage 1) Strategic Campus hanced access and amenity. to Water (stage 1)N Activation initiatives.

Tauranga Civic Spaces - Public Realm Framework Version 2 - ‘Final Draft’ _55 325 TAURANGA CIVIC SPACES PROJECT FINAL DRAFT PUBLIC REALM FRAMEWORK DESIGN OPTIONS AND CONCEPT REPORT _ 1.A 0.A MASONIC PARK ACCESS EARLY ACTIVATION TO WATER

DOMAIN

WATERFRONT PARKLANDS MUSEUM/LIBRARY COUNCIL OFFICES

CIVIC PLAZA MASONIC PARK HOTEL

BAY COURT PERFORMANCE ACCESS TO WATER

WHARF STREE SHARED ZONE TOWN WHARF

SUMMARY

- initial focus on Masonic Square to seed Civic Heart place and activation strategies - reinforce synergies between Access to Water, Wharf Street and Masonic Park whislt Civic Campus project develops - leverage investment in future waterfront parklands stages and Town Wharf 1.B 0.B WHARF STREET TOWN SHARED ZONE WHARF DESTINATION

Tauranga Civic Spaces - Public Realm Framework Version 2 - ‘Final Draft’ _56 326 TAURANGA CIVIC SPACES PROJECT FINAL DRAFT PUBLIC REALM FRAMEWORK DESIGN OPTIONS AND CONCEPT REPORT _

6.0 3.0 1.A 0.A H A MILTO N WILLOW STREET MASONIC PARK ACCESS STREET SHARED ZONE EARLY ACTIVATION TO WATER UP-GRADE

DOMAIN

WATERFRONT PARKLANDS GREEN SPACE MUSEUM/LIBRARY COUNCIL OFFICES

WILLOW CIVIC STREET PLAZA SHARED MASONIC PARK HOTEL ZONE

BAY COURT ACCESS TO WATER PERFORMANCE

WHARF STREE SHARED ZONE TOWN WHARF

SUMMARY

- complete the civic campus open space network - reinforce synergies between Civic Campus and Waterfront - strategic activation of the Civic Campus spaces 1.B 0.B 2.0 WHARF STREET CIVIC PLAZA TOWN SHARED ZONE WHARF AND CAMPUS DESTINATION

Tauranga Civic Spaces - Public Realm Framework Version 2 - ‘Final Draft’ _57 327 TAURANGA CIVIC SPACES PROJECT FINAL DRAFT PUBLIC REALM FRAMEWORK DESIGN OPTIONS AND CONCEPT REPORT _ 4.0 3.0 1.A DURHAM STREET WILLOW STREET MASONIC PARK SHARED ZONE SHARED ZONE EARLY ACTIVATION

DOMAIN

WATERFRONT PARKLANDS

GREEN SPACE

DURHAM WILLOW CIVIC STREET STREET PLAZA MASONIC PARK SHARED SHARED HOTEL ZONE ZONE

ACCESS TO WATER

WHARF STREE SHARED ZONE TOWN WHARF

SUMMARY

- integrate the hotel site - include public transport infrastructure

1.B 2.0 WHARF STREET CIVIC PLAZA SHARED ZONE AND CAMPUS DESTINATION

Tauranga Civic Spaces - Public Realm Framework Version 2 - ‘Final Draft’ _58 328 TAURANGA CIVIC SPACES PROJECT FINAL DRAFT PUBLIC REALM FRAMEWORK DESIGN OPTIONS AND CONCEPT REPORT _

4.0 6.0 3.0 1.A DURHAM STREET H A MILTO N WILLOW STREET MASONIC PARK SHARED ZONE STREET SHARED ZONE EARLY ACTIVATION UP-GRADE

DOMAIN

WATERFRONT HAMILTON STREET PARKLANDS

GREEN SPACE

DURHAM WILLOW CIVIC STREET STREET PLAZA MASONIC PARK SHARED SHARED HOTEL ZONE ZONE

ACCESS TO WATER

WHARF STREET WHARF STREE SHARED ZONE TOWN WHARF

SUMMARY

- Hamilton Street green link - Wharf Street upgrade - frame the campus 1.B WHARF STREET SHARED ZONE DESTINATION

Tauranga Civic Spaces - Public Realm Framework Version 2 - ‘Final Draft’ _59 329 TAURANGA CIVIC CAMPUS FINAL DRAFT PUBLIC REALM PROJECT STAGING OPTION ONE _

ACTIVATION OF SITE 2B (NORTH) AS AN INTERIM VENUE/DESTINATION (Re:Start Mall, Christchurch)

ACTIVATION OF SITE 2B (SOUTH) AS AN INTERIM OPEN SPACE (Takutai Square, Britomart) ?

SUMMARY CON’S STRATEGIC ACTIVATION

- initial focus on Masonic Square to seed Civic Heart place and activation strategies (1A) - lack of activation and prescence on Willow Street (compared with civic/cultural build- - early seeding of activity in (1A) Masonic Park to generate ‘heart’ through new space, - establish Civic Plaza as a focal point for Library refurbishment and new Council buildings) program of events and activities ing (2A) - risk stages (2B) will not happen or delivers a low quality design outcome - activation of sites (2B North) with interim community buildings to seed future com- - Willow Street developed as shared zone destination linking Civic Plaza and Civic Heart - seperation/severence of Civic Plaza and Civic Square connection die to lack of conti- munity activities and destinational focus. Could include F+B uses eg. Re:Start Mall/Brit- - Durham (4), Wharf (6) and Hamilton Streets (7) recieve basic upgrades only nuity (public use) omart Pavilions - new Council Carpark and Office Building CP + CO - Civic Square size/width constrained by retaining existing Library building - activation of site (2B South) with complimentary and interim landscape treatment eg. - existing Library refurbished B - no Durham Street Shared Zone connecting to Hotel site Takutai Square/Times Square - Sites 2B North and South developed in future project stage

Tauranga Civic Spaces - Public Realm Framework Version 2 - ‘Final Draft’ _60 330 TAURANGA CIVIC CAMPUS FINAL DRAFT PUBLIC REALM PROJECT STAGING OPTION ONE _

PHASE ONE PROJECTS PHASE TWO PROJECTS PHASE THREE PROJECTS 1A. MASONIC PARK $2,308,000 4. DURHAM STREET UPGRADE $1,387,000* 6. WHARF STREET UPGRADE $1,999,000 2A. CIVIC PLAZA AND ACCESS $3,464,000 5. HAMILTON STREET UPGRADE $1,445,000 7. HAMILTON STREET UPGRADE $1,999,000 2B. STRATEGIC ACTIVATION $2,500,000 3. WILLOW STREET SHARED ZONE $2,677,000 SUB TOTAL $2,832,000 SUB TOTAL $3,998,000 SUB TOTAL $10,949,00 TOTAL $17,779,000 * excludes public transport infrastructure

Tauranga Civic Spaces - Public Realm Framework Version 2 - ‘Final Draft’ _61 331 TAURANGA CIVIC CAMPUS FINAL DRAFT PUBLIC REALM PROJECT STAGING OPTION TWO _

ACTIVATION OF SITE 2B (SOUTH) AS AN INTERIM OPEN SPACE ?

SUMMARY CON’S STRATEGIC ACTIVATION

- initial focus on Masonic Square to seed Civic Heart place and activation strategies - lack of activation and prescence on Willow Street/Wharf Street cnr (compared with - early seeding of activity in (1A) Masonic Park to generate ‘heart’ through new space, (1A) civic/cultural building) program of events and activities - establish Civic Plaza (2A) as a focal point for Library refurbishment (B) and new Coun- - less control over design outcomes on this corner - activation of site (2B South) with complimentary and interim landscape treatment eg. cil Building (CO) - risk stages (2B South) will not happen or low quality design outcome Takutai Square/Times Square - develop Durham Street (4) as a shared space to connect Civic Plaza and Civic Square - Civic Square size constrained by retaining existing Library building - existing Library (B) footprint retained

Tauranga Civic Spaces - Public Realm Framework Version 2 - ‘Final Draft’ _62 332 TAURANGA CIVIC CAMPUS FINAL DRAFT PUBLIC REALM PROJECT STAGING OPTION TWO _

PHASE ONE PROJECTS PHASE TWO PROJECTS PHASE THREE PROJECTS 1A. MASONIC PARK $2,308,000 4. DURHAM STREET SHARED ZONE $2,774,000* 6. WHARF STREET UPGRADE $1,999,000 2A. CIVIC PLAZA AND ACCESS $3,964,000 5. HAMILTON STREET SHARED ZONE $2,889,000 7. HAMILTON STREET UPGRADE $1,999,000 2B. STRATEGIC ACTIVATION $ 500,000 3. WILLOW STREET SHARED ZONE $2,677,000 SUB TOTAL $5,663,000 SUB TOTAL $3,998,000 SUB TOTAL $9,449,000 TOTAL $19,110,000 * excludes public transport infrastructure

Tauranga Civic Spaces - Public Realm Framework Version 2 - ‘Final Draft’ _63 333 TAURANGA CIVIC CAMPUS FINAL DRAFT PUBLIC REALM PROJECT STAGING OPTION THREE _

SUMMARY CON’S STRATEGIC ACTIVATION

- initial focus on Masonic Square to seed Civic Heart place and activation strategies - early seeding of activity in 1A Masonic Park to generate ‘heart’ through new space, - establish Civic Plaza as a focal point for Library refurbishment and new Council build- program of events and activities ing - early seeding of activity in 2A Civic Plaza spaces to support construction sequencing/ - Willow Street developed as shared zone destination linking Civic Plaza and Civic Heart staging - initial focus on Masonic Square to seed Civic Heart place and activation strategies - develop Durham Streets as a shared space to connect to Hotel - Creates legible ‘arts cluster’ on Willow Street

Tauranga Civic Spaces - Public Realm Framework Version 2 - ‘Final Draft’ _64 334 TAURANGA CIVIC CAMPUS FINAL DRAFT PUBLIC REALM PROJECT STAGING OPTION THREE _

PHASE ONE PROJECTS PHASE TWO PHASE THREE 1A. MASONIC PARK $2,308,000 4. DURHAM STREET SHARED ZONE $2,774,000* 6. WHARF STREET UPGRADE $1,999,000 2A. CIVIC PLAZA AND ACCESS $4,464,000 5. HAMILTON STREET SHARED ZONE $2,889,000 7. HAMILTON STREET UPGRADE $1,999,000 2B. STRATEGIC ACTIVATION $1,000,000 3. WILLOW STREET SHARED ZONE $2,677,000 SUB TOTAL $5,663,000 SUB TOTAL $3,998,000 SUB TOTAL $10,449,000 TOTAL $20,110,000 * excludes public transport infrastructure

Tauranga Civic Spaces - Public Realm Framework Version 2 - ‘Final Draft’ _65 335 TAURANGA CIVIC CAMPUS FINAL DRAFT PUBLIC REALM PROJECT STAGING FUNCTIONAL BRIEFS _

1.0 MASONIC PARK (CIVIC SQUARE) 2.0 CIVIC PLAZA 3.0 WATERFRONT PARKLANDS

- a flexible urban space (75% hard paved, 25% lawn/grass) - intimate urban space - regional scaled events venue and destination - remove existing toilets and bus stop - highly flexible space with simple high quality surface - large flexible lawn areas - level changes become seating opportunities - utilise level changes to create viewing opportunities - accommodate zones for stages and seating - small lawn for sitting gathering ie. Takutai Square - central space accommodates amphitheater - access for event set-up and break down - able to accommodate a range of mid size events (larger than Civic Plaza, but smaller - built in infrastructure (below and above) - lighting flexibility than Waterfront) - maintain sight-lines through space - topography to enhance seating/viewing for large scale events - connecting function between Waterfront and Civic Campus - avoid water features/built in planters etc. - event power, water and data provision - active edges (food and beverage/retail) supported by paved seating zones - level thresholds with surrounding ground floor spaces - Mode 1 ‘Every Day’ passive recreational focus - clear sight-lines between Civic Campus and Waterfront - indoor outdoor connections - Mode 2 ‘Play’ recreational activities/strategic activation - incorporate archaeological site (smaller) - flexible edges to space - Mode 3 ‘Event’ gathering and performance mode - high quality paved surfaces - event power, water and data provision - flexible lighting (event capacity) - Mode 1 ‘Civic Functions’ City Council focus - event power, water and data provision - Mode 2 ‘Cultural Ceremony’ Museum/Library focus - additional seating opportunities - Mode 3 ‘Celebration’ Performing Arts focus

Tauranga Civic Spaces - Public Realm Framework Version 2 - ‘Final Draft’ _66 336 TAURANGA CIVIC CAMPUS FINAL DRAFT PUBLIC REALM PROJECT STAGING FUNCTIONAL BRIEFS _

4.0 SHARED SPACE STREETS_ 5.0 STRATEGIC ACTIVATIONS 001_ 6.0 STRATEGIC ACTIVATIONS 002_

- provide pedestrian priority around civic campus - temporary uses of vacant sites - transitional use of vacant sites - create slow vehicle movements reinforcing centre of city - seed long term vision and DNA of the site - variety of day/night, weekday/weekend activities - create flexible spaces as extensions of/between Civic Plaza and Masonic Park - retail/food and beverage offerings complimentary to surrounding spaces eg. - seasonal experiences and events - reinforce active frontages to Civic Campus Masonic Park reinforcing Civic Campus as a destination - temporary, light weight structures - develop a kit-of-parts (paving, lighting, furniture, planting) able to be repeated - permanent light weight structures (removable) - changing program of events and installations creates interest and repeat visits across future projects - use structures able to be deployed elsewhere across the city following build out of the site (ie. the Waterfront)

Tauranga Civic Spaces - Public Realm Framework Version 2 - ‘Final Draft’ _67 337 TAURANGA CIVIC SPACES PROJECT FINAL DRAFT PUBLIC REALM FRAMEWORK DESIGN OPTIONS AND CONCEPT REPORT _

9.0 PLACE AND ACTIVATION _

THIS SECTION IDENTIFIES PLACE MAKING AND STRATEGIC ACTIVATION INITIATIVES FOR THE CIVIC CAMPUS AND MASONIC PARK PROJECTS. IT ALSO PROPOSES AN INTERIM DESIGN APPROACH FOR THE PHASE ONE PROJECT PROPOSAL WHICH INCLUDES THE TEMPORARY ACTIVATION OF THE WILLOW STREET FRONTAGE.

Tauranga Civic Spaces - Public Realm Framework Version 2 - ‘Final Draft’ _68 338 TAURANGA CIVIC CAMPUS FINAL DRAFT PUBLIC REALM PROJECT STAGING FEDERATION SQUARE CASE STUDY _

FEDERATION SQUARE... ONE PLACE > FLEXIBLE SPACES > MULTIPLE ACTIVITIES

Tauranga Civic Spaces - Public Realm Framework Version 2 - ‘Final Draft’ _69 339 TAURANGA CIVIC SPACES PROJECT FINAL DRAFT DESIGN OPTIONS AND CONCEPT REPORT PUBLIC REALM _

STRATEGIC ACTIVATION... BRITOMART PAVILIONS, TAKUTAI SQUARE, SILO PARK MARKETS, RE START MALL CHRISTCHURCH

Tauranga Civic Spaces - Public Realm Framework Version 2 - ‘Final Draft’ _70 340 TAURANGA CIVIC SPACES PROJECT FINAL DRAFT PUBLIC REALM FRAMEWORK STAGE ONE STRATEGIC ACTIVATION _

PAVILION

BLEACHERS

FLEXIBLE ZONE

STAIRS CIVIC CAMPUS WILLOW STREET MASONIC PARK

KIOSK

PHASE ONE ACTIVATION ZONE LIBRARY

LANDSCAPE ZONE

KIOSK

Tauranga Civic Spaces - Public Realm Framework Version 2 - ‘Final Draft’ _71 341 TAURANGA CIVIC SPACES PROJECT FINAL DRAFT PUBLIC REALM FRAMEWORK DESIGN OPTIONS AND CONCEPT REPORT _

The Civic Plaza is built to out to the edge of the Phase One basement parking below Temporary Pavilion defines the street corner and activates the space with food and beverage

PAVILION

FLEXIBLE ZONE

KIOSK

LIBRARY ENTRY Pavilions and Kiosks define the Willow Street edge and seed future activation and occupation of this edge LANDSCAPE ZONE

KIOSK

soft landscape zone on Willow and Wharf Street corner provides for informal occupation and Library entry

View 008 Looking north along Willow Street towards the Civic Campus Stage One proposal Tauranga Civic Spaces - Public Realm Framework Version 2 - ‘Final Draft’ _72 342 TAURANGA CIVIC SPACES PROJECT FINAL DRAFT DESIGN OPTIONS AND CONCEPT REPORT SUMMARY _

10.0 SUMMARY _

Tauranga Civic Spaces - Public Realm Framework Version 2 - ‘Final Draft’ _73 343 Attachment 10 - Summary of Feedback from Civic Heart Engagement

TAURANGA CITY COUNOL: The CivicSpam Options project wlU determinethe best options I for Council aa:ommadatlanand a55esshow thisproject could OVIC SPACE OPTIONS PROJECT be a catalystfor other opportunities In the citycentre. STAGE 1. HEARTAND STAGE1 • HEART AND MIND: MIND REVIEWSUMMARY WHAT IS CIVIC The CivicSpace OptionsProject wasformed in The aim of the firstcommunity engagement stage was to talk to people about what a CiVic Heart Julv 2015, followingthe discoveryof toxicmould in means to them and what we need to do to develop our identity and invoke pride in our city centre, Coundrs WIiiowStreet buildings In November2014. and to raise awareness of the project in the community. This Is being used to guide and reinforce the scope of the project Here's a snapshot: The project team includes ElectedMembers, iwi and Council staff. Communityfeedback through the long Term Plan 2015-2015 said Council should look at wider options than fixingthe buildings. The benefitssought from the project are: WEB VIEWS • More active, safe and vibrant city centre • Improved value for money for the community • Improved local and regional economic development 4SEMAILSTO Elected Members asked the Civic Space Options hoveyoursol/lllltourongo.9ovtnz Project team to investigate the following scope elements: Council offices, library, museum, perfonnancevenue, city square, conference centre, AL hotel, retail and hospitality activity, and accessibility. IIEMH!&!§� STAKEHOLDER18 Community engagement will discuss the wider PRESENTATIONS economic benefits,affordability and fundingoptions, 94 and what the Ovic Heart could look like. The FACEBOOKUKES, communitywill have their say through COMMENTS& SHARES public consultation on a Long Term Plan Amendment RECEIVED 264 i11- FACEBOOKPOST CUCKS

WEASKED: EXPERIENCESDO YOU EXPECTHAVE TO IN A CIVICHEART? HOW DO YOUWANT TO FEEL IN TAURANGA'S CIVIC HEART?HE 'S t:U N PO AI- S/JRPRfll fllJ&IIT�

P1i8R8 ��A�,. Y l.'1MOS f VA�Y BUSILINB "" £MOTION�EU:D w� . J (ONNECf WkAf"�NJ ��-tr,.._ a sense of CQNNfiC:rEO fQ ,�- �l>cin� history � 1lfti � \).)\AA\-."� '{ � IJ.o �·"""'"'"'" ;,.11- � ,'t" 'v:i,:,\ol\'f e.c..:> ...... ,':if::.';'!/� ""' ""fT.;,P,.. ·,,,;. ��z.·� nb1·ac:ed by tbe city a •ense l '°� � �. � e1 pride& P:!ea 'rl .... � .... re.' /\f!.'e ,..._ A�iGN,artor-, e ar,erience41.J. Here's a high level summarvof what the community said: • Council officeswithin city centre l!l/fJ�IPlr.r. • Library in city centre is a must lJIJAt\� • Tauranga needs a museum alive& excited � • Yes, to performance venue in citycentre (notumbleweeds) - • City square - absolutely (waterfront or b FU NJ{ Y --�·�� 1,()\ Masonic Park good options} • Support for conferencecentre and hotel \'IBI: �'0'(�� All community feedback is on: www.tauranga.govt.nz/civicheort SAID THE ORIGINAL SCOPE ELEMENTS HAVE A PLACEIN A CIVIC HEART. I oObjective Ref: A7136541 Attachment 11 - Benefit Cost Analysis of the Civic Space Options 344

Economic analysis of Tauranga’s civic redevelopment options Cost benefit analysis of Tauranga civic space options

NZIER report to Tauranga City Council 17 May 2016

Objective Ref: A7120049 345

Objective Ref: A7120049 346

About NZIER

NZIER is a specialist consulting firm that uses applied economic research and analysis to provide a wide range of strategic advice to clients in the public and private sectors, throughout New Zealand and Australia, and further afield. NZIER is also known for its long-established Quarterly Survey of Business Opinion and Quarterly Predictions. Our aim is to be the premier centre of applied economic research in New Zealand. We pride ourselves on our reputation for independence and delivering quality analysis in the right form, and at the right time, for our clients. We ensure quality through teamwork on individual projects, critical review at internal seminars, and by peer review at various stages through a project by a senior staff member otherwise not involved in the project. Each year NZIER devotes resources to undertake and make freely available economic research and thinking aimed at promoting a better understanding of New Zealand’s important economic challenges. NZIER was established in 1958.

Authorship This paper was prepared at NZIER by Peter Clough, Senior Economist and Michael Bealing, Economist The assistance of Adam Thompson of Urban Economics and various staff at Tauranga City Council is gratefully acknowledged.

Objective Ref: A7120049 347

Key points

This report provides estimates of the economic benefits and costs of various elements being considered in redevelopment of Tauranga City Council’s Civic Spaces, namely new offices, library, potential for a new museum, conference and performing arts venues in the city centre. The estimates consider costs and benefits for each of these elements in turn, then use these with Council’s cost estimates for a number of redevelopment options with different combinations of elements. Benefit estimates are at a relatively high level in terms of detail because details of the different elements have yet to be finalised.

Literature review We started with a review of international literature on the experience of civic spaces redevelopment like that being considered in Tauranga. In summary this found:  There will be economic impacts on spending and employment from new building and operation of the redeveloped civic campus site, but additional spending is hard to distinguish from relocated spending in the local economy  Modern offices and new ways of activity based working have been observed to deliver improvements in productivity, staff retention and reduced absences due to sickness, all of which could lower costs of services for Council and its ratepayers  New libraries with modern design which act as community hubs can lead to immediate and long term increases in visitation and turn around long term declining trends in library use by enabling better service provision  Civic open space improvements have been shown to increase pedestrian counts in city centres with spin-offs for local businesses, and also to provide a forum for public activities and events, but the largest gains for the local economy are in attractions that draw visitors from elsewhere rather than relocating activity by Tauranga residents within the city  Museums that highlight local identity can be supported by local residents even if they make little direct use of them, as well as providing a drawcard for visitors to spend time in Tauranga, including international tourists  Conference facilities can have significant impact in drawing overnight visitors who may return after the event for leisure purposes, but that depends on availability of suitable hotel accommodation nearby  Adaptable multi-purpose performance venues can extend the range of events that can be hosted in a city to include large shows and smaller conferences requiring a mix of meeting rooms and exhibition spaces, but this critically depends on specific market conditions in each location. We have drawn from this literature and local sources to make assumptions on the outcomes that such developments could achieve in Tauranga. The assumptions err towards the lower end of results obtained overseas in order to be conservative.

Objective Ref: A7120049 348

Results At this programme business case, costs are estimates and findings should be read with some degree of caution. Findings are based on conservative assumptions. Nevertheless we find there is merit to further investigate investment costs and benefits for all of the elements being considered. Key findings from the results are:  Options for relocating council functions off the current Civic site are generally more costly than those retaining functions on the site  Options for leasing office space are generally more costly than those in which council owns its new premises  If Tauranga City Council achieves the sort of productivity improvements observed elsewhere when moving to new office space allowing new ways of working, the benefits of a new office would outweigh its costs, even when using assumptions at the conservative end of the range observed elsewhere  At present the prevailing prices for parking in central Tauranga are not conducive to provision of new off-street parking space, but car parking is an integral and necessary element in accessible Council operations and wider city centre. Provision on site is a strategic decision that could be net beneficial if changes in supply and demand for parking in the city increase the value of parking in future  The City Plaza and other open space improvements have potential to provide both non-market benefits to local residents and spill-over benefits for additional spending in nearby businesses but economic value depends on how the open space is used and on whether it increases time spent in the city; however, some landscaping around new buildings is required around any new buildings, so the incremental cost of the City Plaza is relatively low  On current estimates the highest benefit cost ratio is obtained from a new council office, followed by a new museum and then a library on the site, but these results depend on the non-market value of the museum and improved library services to Tauranga’s residents and ratepayers  Conference facilities and performance venue are also net beneficial, but this depends on suitable hotel development nearby and on the ability to attract large performance events. Most uncertainty surrounds the performance venue which requires more detailed market research.  Option 1 and Option 2 appear net beneficial as the net beneficial elements have sufficient benefit to cover elements for which no benefit value can be calculated. Option 3 does not quite have benefits sufficient to cover costs.  These results are obtained using a 5% discount rate, but the general pattern is not changed at higher rates of 7% or 8%, although the net benefits are smaller

Objective Ref: A7120049 349

Discussion While the new office, car parking, library and landscaping are in a sense upgrading facilities that exist already, the museum and large performance venue would be new to the central city. Of all the elements, these (and the conference centre) have the greatest potential for attracting more visitors into the city and holding them there to create a visible boost to the vibrancy of the city and opportunities for new business. Tauranga does not currently have a museum despite it significant cultural heritage and archaeological sites. Developing a museum would provide a focal point to showcase Tauranga's heritage and history. In a recent survey locals expressed a preference for a museum. International studies show the local people value the existence of local museums and are willing to pay to support their continued existence, even if they do not frequently visit them. Tourism is currently in a major growth phase and the proportion of international visitors who go to museums and art galleries is increasing in New Zealand. There is potential to attract more visitors into central Tauranga by developing a modern museum. Our analysis indicates that the economic benefits are likely to exceed the costs. On this basis we recommend including the development of a museum in the detailed business case. NZIER and Urban Economics were commissioned to assess the prima facie case for a multi-purpose performance venue that could host conference/conventions and seat 1200 people for performances. We found that Tauranga has a number of small performance venues and facilities for conferences, but there is a gap in the market for larger venues. This has limited the number of touring shows that visit Tauranga compared to those that go to places with performances venues with similar or smaller populations. We found that economic benefits would break-even with costs if the venue was able to attract overnight visitors for the equivalent of 14 sold out performances and 8,000 additional overnight conference delegates annually. The performance venue is the most uncertain of the elements. Further analysis should be done to test the market before committing to an investment. The level of market research needed to have greater clarity was out of scope. We recommend that the performance venue element be included in the detailed business case. Further analysis should done sooner rather than later to provide greater certainty about whether performance venue would be net beneficial or whether the location could be used for a different purpose. The other area of uncertainty is in the non-market value of facilities like the library, the open spaces and the museum for local residents. People express value in such things by the time and money they are prepared to give up to use them, and they may also be willing to pay for the option of using them in future even if they currently do not do so. Techniques exist to estimate the non-market values of such things, but they are generally case-specific and difficult to translate reliably to new situations. In this report we partially address this by showing the non-market value per library visit needed to be net beneficial is not large, and by drawing inferences on the value

Objective Ref: A7120049 350

of local museums from international evidence. Further research and primary data gathering could be done to assess such values in Tauranga, but that would depend on having a clear picture of what is being valued. This benefit cost analysis for a programme business case is of necessity high level and limited in detail due to assumptions and the fluidity of the proposal being developed. More detailed analysis would be needed to support an investment decision, but this analysis does indicate that the elements warrant further investigation.

Objective Ref: A7120049 351

Contents

1. Background and scope ...... 1 1.1. Framework ...... 2 1.2. Interpreting Cost Benefit Analysis ...... 4 1.3. Elements and Options...... 7 2. Results in brief ...... 11 3. Estimation inputs and assumptions ...... 20 3.1. Option 1 ...... 20 3.2. Option 2 ...... 22 3.3. Option 3 ...... 26

Appendices Appendix A Benefits of new Civic Centre elements ...... 29

Figures Figure 1 New office build, conservative benefit assumptions ...... 16 Figure 2 New office (conservative benefits)and civic plaza ...... 17 Figure 3 New office (conservative benefits), civic plaza and car park ...... 17 Figure 4 New office (low benefits), civic plaza, car park and street improvements ...... 18 Figure 5 New office (medium benefits), civic plaza, car park and street improvements ...... 18 Figure 6 New office (medium benefits), civic plaza, car park and street improvements ...... 19 Figure 7 New office (high benefits), civic plaza, car park and street improvements ...... 19 Figure 8 Tauraga Art Gallery visitor numbers ...... 41 Figure 9 Cruise ship visits and passenger ratings ...... 42 Figure 10 The pecentage of international visitors that visited museums and galleries ...... 43 Figure 11 Estimate of museum visitors ...... 44

Tables Table 1 Capital spending on elements for Civic spaces redevelopment ...... 10 Table 2 Conservative estimates of benefits and costs for key elements considered on the three redevelopment options ...... 12 Table 3 Conservative estimates of benefits and costs for key elements considered on the three redevelopment options ...... 14 Table 4 Conservative estimates of benefits and costs for key elements considered on the three redevelopment options ...... 15 Table 5 Option 1 with conservative (low) assumed benefits ...... 20 Table 6 Estimation methods and assumptions – Option 1 elements ...... 21 Table 7 Present value of elements in Option 1 ...... 22 Table 8 Incremental present value of elements in Option 2 ...... 24 Table 9 Museum key findings ...... 25 Table 10 Estimation methods and assumptions Options 2 and 3 elements ...... 25

Objective Ref: A7120049 352

Table 11 Incremental present value of elements in Option 3 ...... 27 Table 12 Performance venue key findings ...... 28 Table 13 Quantified benefits from new office buildings ...... 29 Table 14 Office key findings ...... 31 Table 15 Combination of office, car park and open space ...... 34 Table 16 Returns to library investment (ROI) ...... 35 Table 17 Summary of Tauranga Central Library use statistics ...... 37 Table 18 New library key findings...... 38 Table 19 Who benefits from different types of visitors ...... 40 Table 20 Museum key findings ...... 44 Table 21 Conferences by duration ...... 46 Table 22 Events by size in Tauranga, Rotorua and New Zealand ...... 46 Table 23 Events by size in Tauranga, Rotorua and New Zealand ...... 47 Table 24 Potential value of new business meeting visits to Tauranga ...... 48 Table 25 Main performance, conference and meeting venues in Tauranga ...... 49 Table 26 Performance venue key findings ...... 52 Table 27 Cost savings from avoided trips to Auckland for locals ...... 53

Objective Ref: A7120049 353

1. Background and scope

Tauranga City Council commissioned NZIER and Urban Economics to assist in better understanding the types of benefits from the potential redevelopment of Civic Campus centred on the block within Wharf Street, Willow Street, Spring Street and Durham Street. This is set in the context of the required demolition or refurbishment of some of the Council’s existing buildings in the Campus, and the opportunities this presents for redevelopment. NZIER’s brief was defined by the following five distinct but related tasks:  Task 1: A desktop review of the experience of other municipalities in developing civic activities as part of a wider city development agenda. In particular, evidence of the type and quantum of benefits gained from the development of different types of activities and combination of activities.  Task 2: Refinement of the KPIs and measures included in the Investment Logic Map (only as necessary) and suggest qualitative measures.  Task 3: Participation in a workshop with Council Staff to understand the investment options to be assessed.  Task 4: Assess and quantify the costs and benefits of different investment options.  Task 5: Ranking options. This report is the combination of tasks four and five. It builds on previous interim reports and workshop participation that covered tasks 1, 2 and 3 which are summarised in the Appendices. This report presents some quantified estimates of benefits of the elements of proposed options for the Tauranga Civic Campus redevelopment. The analysis primarily takes the perspective of benefits to the Tauranga City community arising from decisions taken by the Council on upgrade of its offices and other uses of the Civic Campus. This report is a draft and figures included in it are subject to revision as the options are refined.

Scope NZIER’s brief was to consider the cost and benefits of a range of redevelopment elements and options. The redevelopment elements covered in this report are:  New Council offices on site – benefits from improved office surroundings and activity based workplace (ABW) through improved productivity, improved staff retention and reduced staff absences due to sickness  New Council Library – benefits from increased public use of new libraries due to new services’ availability  New Museum – benefits from new attraction to bring visitors to Tauranga and encourage them to spend more time and money in the city, including overnight stays + social benefits for local residents  New Convention Centre and Hotel – benefits from attracting new visitors to Tauranga

Objective Ref: A7120049 354

 New Performing Arts Venue – benefits from attracting new visitors to Tauranga  Associated car parking and public open space on and around the campus site. The economic analysis is to feed into Council’s multi-criteria assessment of options and the opportunities they present for contributing to the following programme objectives:  A more active, safe and vibrant city centre  Improved local and regional economic development  Improved value for money for the community from reconfigured council office accommodation and efficiency gains.

Advice on the options for further analysis rather than advice on committing to construction. NZIER was commissioned to assist the Tauranga City Council to establish the programme business case of redevelopment. A programme business case seeks the options worthy of further analysis before committing to investment. According to the Treasury the programme business case seeks approval to develop a subsequent project based business cases1. In that context the scope of the economic analysis is positioned at the strategic level, rather than a detailed level. Therefore, the purpose and scope of our economic analysis is to assess the elements and options to determine the following:

 whether they are likely to be net beneficial for Tauranga City over a 30-year period and more detailed consideration is justified  the ranking of these options. More detailed assessment of the elements and options as required for an investment decision is outside of the scope, as is primary research such as surveys of potential users. This may happen after the programme business case has been finalised. At this stage we are assessing the prima facie case for the feasibility of the options and whether they warrant further detailed investigation. In this context, our report examines a range of scenarios for the elements and options being considered by the Council, based on information available about the performance and experience of comparable developments.

1.1. Framework The framework used is that of social cost benefit analysis (CBA). This weighs up the benefits flowing from an investment against its costs over time, to estimate a net benefit and social return on investment.2 Such economic analysis has a distinct role within the 5-step Better Business Case process outlined by the New Zealand Treasury.

1 http://www.treasury.govt.nz/statesector/investmentmanagement/plan/bbc/guidance 2 This approach is informed by the “Guide to Social Return on Investment” (HM Cabinet Office 2012) although the stakeholder engagement included in that Guide is beyond the scope of the current report.

Objective Ref: A7120049 355

 Strategic case - establishes the broad needs and the role of a proposed development in meeting those needs  Economic case – establishes whether the costs of a proposed development are exceeded by the benefits it delivers, and assists in choosing the most beneficial options amongst alternatives  Commercial case – establishes what parts of the development have potential to be commercially viable and provided on a stand-alone basis  Financial case – establishes the mix of financial instruments and timing of investments and repayments to maximise net benefits of development  Management case – establishes the organisational capability required to implement the development in the most effective manner. CBA is similar to and complements the financial analysis undertaken by Council but it is distinct from a financial analysis in that it aims simply to identify the balance of benefits over costs, focusing on the real resource effects of inputs, outputs and outcomes rather than the detail and timing of financial instruments. For example effects on rating liabilities are excluded to avoid double counting value changes from property uses. It also needs to take account of costs and benefits falling outside the Council’s budgetary considerations, including effects on the city’s residents/constituents for which no market prices are observable and value needs to be inferred in non-market terms. CBA is also distinct from an economic impact analysis which simply estimates the increase in economic activity directly or indirectly (through economic multipliers) attributable to an investment project. Such impact analyses are commonly used by the promoters of a development because of the large numbers they generate, but such analysis does not consider the full opportunity cost of all resources affected by the investment and gives exaggerated results. Economic impact analysis generally starts with an increase in expenditures in a local economy, caused either by investment (e.g. new buildings) or consumption (e.g. new visitors brought in by the investment). Such expenditures are not all benefits to the local economy, so inputs supplied from elsewhere are deducted to arrive at value added in the local economy, which comprises returns to three main factors:  Fixed capital equipment – the return covers its maintenance and renewal to keep the capital in constant condition  Labour – the return, or employee compensation, provides incomes to people living and working in the economy  Owners and managers of capital – the operating surplus provides a return to these items after other costs are covered. Cost benefit analysis differs in focusing on the benefits obtained net of all costs. Labour and capital maintenance become costs of securing benefit stream, but the operating surplus is an economic benefit for producers to be recorded over time. Cost benefit analysis also acknowledges effects on consumers or social impacts of a project, and may use various techniques to infer how valuable are the non-market effects of a project. In that case the aim is to estimate a consumer surplus comparable to the surplus for producers.

Objective Ref: A7120049 356

In cost benefit analysis the sum of these economic surpluses is the measure of economic well-being. Producer surpluses are beneficial because they enable firms to reinvest in further production and provide dividends to their shareholders. Consumer surpluses are beneficial because they either provide savings on the current cost of spending, freeing up consumers’ disposable income for other things, or they arise from increasing the choices available from available resources. This analysis also provides some commentary on the economic impacts (on expenditures, value added) associated with the options and elements being examined where this pertains to the cost benefit analysis. However, such analysis is not suited to assessing the value of assessments, because it is difficult to determine the additionality of any such effects (e.g. it may just reflect relocation of activity within the economy) and as usually prepared it does not account for changes in input prices caused by the demands for new projects, or for offsetting cost impacts on other business activity. In summary, the different forms of analysis serve the following functions:  Economic impact analysis assesses the stimulus to spending and employment in the economy arising from a project  Cost benefit analysis addresses the question of whether an investment is worthwhile in delivering benefits in excess of its costs over the lifetime of the project, including effects that fall outside the budgetary concerns of the proponents of the investment  Financial analysis addresses how the project is to be funded and afforded, including questions around spreading costs between current and future users through borrowing and focusing on revenues and costs to the investment proponents. While the cost benefit analysis draws heavily on the capital and operating cost figures prepared at Council for input into the Long Term Plan, the CBA treats some items quite differently from the Council’s financial analysis. Interest payments are excluded from a CBA, because the discounting process accounts for the time value of money used in the analysis. So too is depreciation, which is accounted for in CBA by the provision of on-going maintenance and renewal of capital through the project to maintain its capability against wearing out.

1.2. Interpreting Cost Benefit Analysis Cost benefit analysis is a modified investment appraisal procedure taking the perspective of the community and economy at large, rather than the perspective of an individual firm or agency. In the case of the Civic Campus redevelopment it covers effects both on the council and on its ratepayers and other stakeholders. It therefore complements the financial analyses of options being prepared within the Council, which omit non-financial matters such as the “worth” that Tauranga’s residents are likely to get from improved Civic structures such as the library, streetscapes and a potential new museum.

Objective Ref: A7120049 357

The principal outcomes from a cost benefit analysis are an estimate of the net benefits of a project converted to present value terms by discounting, and the benefit cost ratio.3 The present value of net benefits is commonly summarised as a net present value (NPV), although the scope of the analysis is different from the financial NPVs calculated by council. It is estimated over the project’s lifetime as Present value of a stream of benefits minus Present value of a stream of costs The benefit cost ratio (BCR) is based on the same present value calculations Present value of a stream of benefits divided by Present value of a stream of costs A project is economically worthwhile if it produces benefits greater than costs i.e. positive net benefits, which means it will also have a BCR greater than 1. In principle cost benefit analyses of different options undertaken in a consistent manner will show which produces the greatest net benefits and is hence most efficient use of those resources (given a range of assumptions about adequacy of coverage of valuation). Because resources like capital funding are not unlimited cost benefit analysis can be used to identify the most efficient use of those resources, i.e. those that produce the most valuable outcomes. Efficiency requires maximising the net present value obtained from available resources, and the way to do that is to rank potential projects according to their BCRs, and selecting those with the highest BCRs and implementing them until the available resources are fully deployed. Selection by BCR ensures that small projects with very high yields are not passed over in favour of bigger projects with large NPV but a smaller yield per unit of resource input. In this way the combined NPV across a programme of potential projects will be efficient.

Discounting and analysis over time In this analysis of Tauranga Civic Spaces options we provide a quantified analysis over a 30 year period of the various elements for consideration. We use a discount rate of 5% in our central estimates, which is close to Tauranga City Council’s current borrowing rate of about 4.5%. This is at the low end of Treasury’s current guidelines4 which have a default rate of 8% but allow flexibility to choose other rates if there is reason to do so (and did so even over the 30 years before 2008 when the default rate was 10%, regardless of how the underlying long term interest rate was changing). Other rates in the current guidelines include 5% for office buildings and 7% for infrastructure. One of the functions of the Treasury discount rates is to raise a hurdle for government agency spending to restrain Crown liability, and there is no reason for that to dictate rates applied to a local council if its cost of capital is lower – which it will be if the council can borrow at 4.5% and obtains a lower return on its other investments. We also use a 7% rate on some elements in the analysis that can be expected to have greater risk around expected revenue streams than council’s core administrative

3 Note there are other decision methods associated with cost benefit analysis, in particular Internal Rate of Return (IRR) which calculates the interest rate required for the present value of costs and benefits to be equal, and compares this rate against the prevailing market rate of return. But IRR can give different results to NPV and BCR and is less useful for ranking options.

4 http://www.treasury.govt.nz/publications/guidance/planning/costbenefitanalysis/currentdiscountrates

Objective Ref: A7120049 358

functions, such as provision of the performing arts venue, conference facilities, car parks and the “exhibition function” of the museum (as distinct from its “curatorial repository function”). We also tested results with a 8% rate. In short we recommend:  5% rate is appropriate for office, open spaces, library and museum  A higher rate (7% or 8%) could be used for parking, conference and performance facilities.

Summary of prior reports This report follows from and builds on previous reports on site redevelopment options prepared by Urban Economics in connection with this project. In its assessment of the Market Potential of Office Space in the Civic Spaces Project, Urban Economics found a strong office market in Tauranga but not focused on the central city, so that success in the civic precinct redevelopment depended on securing a large reliable client, which the council office function would provide. It also concluded that prospects were not promising for retail space, given the level of vacancy in the city centre, or for residential accommodation in which the market is likely to favour more waterfront locations. In its evaluation of On-site versus Off-site Office Location Options, Urban Economics examined a number of potential alternative off-site locations for council office accommodation and found that on-site redevelopment provided similar benefits to the off-site options, with the added advantage of concentrating activity around the Civic campus site that could not be achieved off-site. This evaluation also concluded that Council ownership conferred greater flexibility for future management and use than leasing from a private office owner, particularly where Council needs more than a generic office space, such as the Civic chambers for council meetings and customer centre. Urban Economics also prepared an evaluation of Market Potential for a Performing Arts Centre in Tauranga which found a potential for a larger venue than those currently in the city centre, but recommended further market research into its likely level of use. This analysis is built on a review of international literature prepared at NZIER for Tauranga City Council in January 2016 to better understand the value of Civic space development and urban regeneration. The literature tends to be dominated by case studies documenting successes rather than meta-analyses surveying all urban development projects to analyse which are most successful and which are less so, and identifying causative factors explaining the different degrees of causation and success. Nevertheless there is a substantial body of literature suggesting Civic projects lead to positive impacts on local economic and social activity, with some quantified estimates with which to assess the potential effects of new elements and options in Tauranga.

Objective Ref: A7120049 359

1.3. Elements and Options

1.3.1. Option 1 New Council Office Building Element 1 is for a new council office building of 8,170m2 floor area on the Hamilton Street frontage of the Civic Campus site, with activity based working fit-out, furnishings and fittings, and relocation of IT equipment. Capital costs are $32.561m for the building, $13.964m for the fit-out, $2.730m for the furnishings and $3.418m for IT infrastructure and $2.344m for ABW implementation. Annual operating costs (occupancy costs excluding labour) would be $1.628m for the new building, but the difference from business as usual needs to deduct the operating costs of office buildings council currently uses that would be vacated after the move. Operating costs on the current Civic Building and Westpac building are $1.366m annually which if avoided would imply a net cost of $0.262m a year. However, it is unclear if these are the complete savings, when they would occur, or whether the net cost would actually be negative (i.e. a benefit) so a conservative assumption would be to set these operating costs at zero for the cost benefit analysis. Labour costs are excluded from the analysis on the assumption that they would be the same as business as usual without the new building. But international literature indicates potential productivity gains, reductions in staff turnover and reductions in staff sickness on moving to new modern designed buildings, all of which are estimated on the basis of labour cost savings and hence appear in the benefit rows of the CBA.

Civic Plaza and Accessibility Works Option 1 also includes construction of a Civic Plaza within the Civic Campus site and landscaping around the new buildings. The capital cost would be $3.464m, and operating cost is zero as it is expected to be absorbed into council’s existing budgets for parks, recreation and open spaces. The benefit is the non-market value of a more attractive city centre, but we have no basis for attaching a value to this.

Car parking Option 1 also provides for the inclusion of a multi-layer underground car park under the new office building and Civic Plaza, with capacity for 180 cars. The capital cost for this would be $9.944m. Operating costs would be $0.089m per year. Income from the operation would be $0.393m per year from 180 spaces, after deducting losses of $0.032m from removal of the existing parking spaces in the Civic campus. The net income stream appears in the benefit row of the CBA.

Objective Ref: A7120049 360

Street upgrades and shared space Option 1 also provides for upgrades to the streets surrounding the Civic Campus and to shared space such as Masonic Park and strategic activation of vacant areas. The capital cost would be $12.860m. Operating cost is zero as it is expected to be absorbed into council’s existing budgets for streets and open spaces maintenance. The benefit is the non-market value of a more attractive city centre, but we have no basis for attaching a value to this.

1.3.2. Option 2 New Library & Community Hub Under option 2 it is proposed to build a new building of 4,500m2 to house the library and a community hub, incorporating modern design features with external windows to draw visitors in and internal spaces for meeting and mingling. The capital cost of this new building would be $28.273m. There would be an occupancy cost of $0.989m, less savings from the old library vacated of $0.522m to leave a net annual operating cost of $0.467m. Labour cost is excluded and assumed to be not materially different from what would happen without the new building, as the staff per square metre in modern libraries is lower than in older style buildings. Incremental increases in revenue from library services are also assumed to be not materially different, and excluded from the CBA. Also excluded is any revenue or lease from third party concession operations such as a café within the library. The library would have free entry and attract mainly Tauranga residents who obtain a benefit of non-market value.

New Museum Option 2 also includes a new Museum of 2,500m2 which would be a new facility and attraction in central Tauranga. The capital cost would be $23.082m, and occupancy costs would be $0.808m per year once operating. Labour costs are assumed to be similar to those in the Art Gallery but remain uncertain, as they may employ a mix of paid staff and volunteers and fluctuations in casual employees with specific exhibitions and events. Revenues are based on assumptions about visitation by people from outside Tauranga who would be charged an entry fee. Tauranga residents would have free entry and obtain a benefit of non-market value.

Civic Plaza and Accessibility Under Option 2 the Civic Plaza works would be $0.5m greater than under Option 1, with total capital cost of $3.964m. Assumptions on operating costs and benefits are unchanged.

Street upgrades and shared spaces Under Option 2 the street upgrades and shared spaces works would be $5.941m, greater than in Option 1. Assumptions on operating costs and benefits are unchanged.

Objective Ref: A7120049 361

1.3.3. Option 3 Combined convention facilities and performing arts venue Option 3 includes building of a 1200 seater performing arts venue, with flat floor and ability to change internal layouts to provide a number of smaller rooms for conferences and exhibitions. This would occupy the site of the existing Buildings A, B and C which would all be removed. The performance venue would provide an alternative and larger space for live performances to the Baycourt Theatre, and also provide additional space for larger conferences to supplement facilities in a hotel to be developed privately on council land to the West of Durham Street. The capital cost of the new performance venue would be $58.863m. Its annual occupancy cost once in operation would be $2.000m.

Civic Plaza and Accessibility Under Option 3 the Civic Plaza works would be $0.5m greater than Option 2, with total capital cost of $4.464m. Assumptions on operating costs and benefits are unchanged.

Street upgrades and shared spaces Under Option 3 the street upgrades and shared spaces works would be the same as in Option 2, i.e. $5.441m. Assumptions on operating costs and benefits are unchanged.

Car parking Option 3 also includes provision for an extension of the underground car park to provide an additional 55 spaces. The capital cost would be $3.039m. Its operational cost would be $0.032m once in operation, and it is expected to generate income of $0.109m each year.

Objective Ref: A7120049 362

Table 1 Capital spending on elements for Civic spaces redevelopment Undiscounted $m Years ending June

Option Elements Capital costs Option 1 Total $ ABW Civic building - structure 32,561,354 ABW Civic building and offices - Fit out 13,964,456 Option 1,2,3,ABW Civic building furniture and fittings 2,730,000 Option 1 ABW - LTP I T - TMN Server relocation 1,900,000 Option 1 ABW - LTP IT Infrastructure 1,518,000 Option 1 ABW ABW Implementation 2,344,276 Office Building Sub-total 57,518,086 Option 1 Civic Plaza and Access 3,464,000 Option 1,2 3 Civic building underground carpark (180) 9,944,160 Option1 Strategic activation of vacant areas 2,500,000 Option 1 Street upgrades and shared spaces 10,360,000 Option 1 Total 81,286,246 Option Elements Capital costs Option 2 Total $ Option 2 and 3 New Library and Community Hub Building 28,273,000 Option 2 New Museum 23,082,000 Option 2 Civic Plaza and Access 3,964,000 Option 2 Strategic activation of vacant areas 500,000 Options 2,3 Street upgrades and shared spaces 5,441,000 Option 2 Total 61,260,000 Option Elements Capital costs Option 3 Total $ Option 3 alternative New Performance Venue 58,863,000 Option 3 Civic Plaza and Access 4,464,000 Option 3 Civic underground carpark ( 55 spaces) 3,038,502 Options 2,3 Street upgrades and shared spaces 5,441,000 Option 3 Total 71,806,502 Operational Costs Option Elements Operational costs $/year Option 1 ABW Own Civic building Operating costs - per property council 1,628,403 Option 1 ABW Both Relocation & Change Management 0 Option 1 ABW Own Avoided cost on old Civic & Westpac buildings 1,366,187 Option 1 ABW Own Net cost of new building operations 262,216 Option 1 Civic Plaza and Access 0 Option 1,2 3 Civic building underground carpark (180) 406,220 Option 1 Street upgrades and shared spaces 0 Option 2 and 3 New Library and Community Hub Building 989,555 Option 2 and 3 Avoided operating costs on old library 522,115 Option 2 and 3 Net cost of new library operations 467,440 Option 2 New Museum 807,870 Option 2 New Museum - other opex 392,130 Option 2 Civic Plaza and Access 0 Option 2 Strategic activation of vacant areas 0 Options 2,3 Street upgrades and shared spaces 0 Option 3 Performing Arts Venue (1000+ Capacity) 2,000,000 Option 3 Civic underground carpark ( 55 spaces) 32,285 Revenue income Option Elements Income $/year Option 1 ABW Parking Income - Civic Building (90 leased) 247,613 Option 1 ABW Parking Income - Civic Building (90 casual) 179,010 Option 1 Civic Campus - Parking income loss -32,703 Parking Income - Civic Building 180 spaces 393,920 Option 3 Civic underground carpark ( 55 spaces) 109,395 Option 2 & 3 Library Income - increase over current 80,895 Option 2 & 3 library sub lease - café 25,000 Option 2 & 3 Museum Income 500,000

Source: Data provided by Tauranga City Council

Objective Ref: A7120049 363

2. Results in brief

Tauranga City Council has considered a large number of options for its office redevelopment, including variants of refurbishment and new build, on-site and off- site redevelopment and of own build and leasing arrangements. Own-build on-site has a number of advantages in avoiding the additional costs and risks of being subject to another owners’ development aims, and of facing renewed rebuild costs when a refurbished building further deteriorates. This analysis draws on the Council’s estimates for capital and operational spending being prepared for revision of the Long Term Plan. In broad sequencing the council offices and Civic campus car park are commenced first (in years ending June 2017- 2019) with the library and museum proposed for 2019-2021. A proposed conference centre is tied to the development of a hotel on the Durham Street site, which is best developed and managed by a private developer on land provided by the Council. A performing arts venue which would expand the space available for use in conferences and exhibitions is proposed for 2025-2027. There are also planned works for improving public open spaces around the Civic Campus, including creation of a Civic Plaza within the site and improvements in the surrounding streets and Masonic Park to create a city centre open space. This cost benefit analysis has combined these capital costs with on-going operational costs and revenues and benefit (where available) to compare the costs and benefits of each of the elements being considered. Benefits in the case of the library and new museum include a monetary value for visits to these facilities, inferred from non-market means (due to the absence of market values for these activities). There can also be non-market value for the open space and landscaping activities, but there is no reliable basis for estimating these so they remain unquantified. The following three tables present the same set of quantified results discounted at 5%, 7% and 8%. They show the incremental costs and benefits of each main element of the proposed Civic Space redevelopment in turn, with timing of their building staggered over the 2017-2024 period according to the Council’s estimates aligned to revision of the Long Term Plan. The estimates are all based on medium assumptions which are towards the lower end of the range of potential benefits identified in the international literature, and as such can be considered as conservative. The reasons, assumptions and evidential support for the estimates are provided in the next section and appendices. The most unambiguous gains for Tauranga are in those elements that can draw visitors from the rest of New Zealand to spend time in Tauranga. This is clearly the case for the conference centre (which is dependent on new hotel space being developed in the city), the performing venue and the new museum. The library and Civic Plaza developments are more likely to be of benefit to Tauranga residents. A clear beneficial element is the new office fitted out for new styles of activity based working, if the Council can achieve the lower end estimates of the productivity gains from new ways of working observed in other locations and businesses that have made such a move. Around 90% of the benefit is attributable to productivity improvement, with smaller gains for improved staff retention (8%) and reduced staff sicknesses (2%). These gains would save costs for the Council and assist its aim of achieving value for money for ratepayers.

Objective Ref: A7120049 364

Table 2 Conservative estimates of benefits and costs for key elements considered on the three redevelopment options Estimates in present value dollar terms; discounted at 5% over 30 years; medium benefits

Elements in Non-market Market Monetary Net Benefit Cost Ratio consideration Benefits Benefits Costs Present Value

PV$m PV$m PV $m PV$m New office + ABW 143.0 69.3 73.7 2.1 fitout Civic Campus 180 4.9 9.9 -5.0 0.5 car parks Civic Plaza and Not 0.0 3.0 -3.0 0.0 access quantified Street upgrades & Not 0.0 8.0 -8.0 0.0 shared space quantified Option 1 Total 147.9 90.2 57.7 1.6 New 29.1 28.0 1.1 1.0 library/community hub New Museum 74.2 8.2 31.9 50.6 2.6 Civic Plaza and Not 3.4 -3.4 0.0 access quantified Street upgrades & Not 4.3 -4.3 0.0 shared space quantified Option 2 Total 103.4 11.0 78.7 35.7 1.5 Combined 54.6 52.5 2.1 1.0 performance & conference facilities Campus parking (55 0.8 2.0 -1.2 0.4 spaces) Civic Plaza and Not 0.0 3.6 -3.6 0.0 access quantified Street upgrades & Not 0.0 4.3 -4.3 0.0 shared space quantified Option 3 Total 55.4 62.4 -7.0 0.9

Options 1 and 2 103.4 158.8 168.9 93.3 1.6

Options 1,2 & 3 103.4 214.3 231.3 86.3 1.4

Source: NZIER

Other beneficial elements are the new library and community hub and a new museum. However, all of this library benefit and most of the museum benefit stems from a non-market value for visiting these facilities, informed by observed visitation

Objective Ref: A7120049 365

patterns for new facilities and some economic value estimates made overseas. Translating such values across countries is fraught but it remains probable that these facilities would still yield a positive net benefit. In providing new attractions, these facilities would add to the vibrancy and safety of the city centre. The proposed performing venue also has potential to provide benefits greater than costs, with mixed use for performing arts and conference activities. Both performances and conferences have potential to attract more visitors to Tauranga’s central city, bringing new spending that would assist economic development. However, the ability to attract enough custom to such a venue in Tauranga requires more detailed market research beyond the scope of this current report. New car parking facilities are currently not net beneficial due to the low fee structure that predominates in Tauranga. Changes in the supply and demand for city centre parking and in the prevailing fee structures could change that in future. The city is facing contraction of some parking spaces due to other developments, and the proximity of parking is integral to the successful operation of Council offices and other activities under consideration for the Civic campus. The table shows the NPV of the New Office is more than sufficient to absorb the negative NPVs of the new parking. Improvements to open spaces to create an accessible Civic Plaza and improve the surrounding streetscapes could have non-market benefit in improving the attraction of the city centre. We have not quantified this, as we have found no reliable basis for attaching a value to those improvements and primary surveying on this is beyond the scope of this report. Taken together, Option 1 has a BCR of 1.6 and Option 2 has a BCR of 1.5, driven by the non-market values of library and museum. Option 3 has BCR of 0.9, although the benefits of the conference and performance venue are highly uncertain. Combined all these elements would result in a cost benefit ratio greater than 1, which implies they would be a worthwhile use of resources. Combining Option 1 and 2 has a BCR of 1.6 (after adjusting for street upgrade costs that are common to both) and adding Option 3 would have BCR of 1.4. All of these elements would have economic impacts in drawing more resources in the building and construction industries in the city. It is however difficult to tell how much of that would be additional to what would happen anyway, or how much impact it would have on the price of key inputs (like certain types of labour and equipment) which increase costs for other activities using those inputs. The results would also be lower if a higher discount rate were applied to reflect greater risk. All the benefit cost ratios would be lower, but options 1 and 2 would still be net beneficial. It makes little difference whether a 7% or 8% discount rate is used (see Table 3 and Table 4 respectively). Conversely, these results are all based on conservative assumptions about likely benefits, especially for the library and performance venue which achieve benefits just above costs in the initial assumption set, so the results could be higher if Tauranga achieved the sorts of outcomes reported for other locations in the literature.

Objective Ref: A7120049 366

Table 3 Conservative estimates of benefits and costs for key elements considered on the three redevelopment options Estimates in present value dollar terms; discounted at 7% over 30 years; medium benefits

Elements in Non-market Market Monetary Net Benefit Cost Ratio consideration Benefits Benefits Costs Present Value

PV$m PV$m PV$m PV$m New office + ABW 105.0 62.5 42.5 1.7 fitout Civic Campus 180 3.8 9.3 -5.5 0.4 car parks Civic Plaza and Not 0.0 2.8 -2.8 0.0 access quantified Street upgrades & Not 0.0 7.2 -7.2 0.0 shared space quantified Option 1 Total 108.8 81.8 27.0 1.3 New 21.2 25.0 -3.8 0.8 library/community hub

New Museum 53.1 8.2 27.1 34.2 2.3 Civic Plaza and Not 3.2 -3.2 0.0 access quantified Street upgrades & Not 4.0 -4.0 0.0 shared space quantified Option 2 Total 74.3 8.2 59.2 23.3 1.4 Combined 43.9 41.9 0.0 1.0 performance & conference facilities Campus parking (55 0.6 1.7 -1.1 0.4 spaces) Civic Plaza and Not 0.0 3.3 -3.3 0.0 access quantified Street upgrades & Not 0.0 4.0 -4.0 0.0 shared space quantified Option 3 Total 44.5 50.8 -6.3 0.9

Options 1 and 2 74.3 117.0 141.0 50.3 1.4

Options 1,2 & 3 74.3 161.5 191.8 44.0 1.2

Source: NZIER

Objective Ref: A7120049 367

Table 4 Conservative estimates of benefits and costs for key elements considered on the three redevelopment options Estimates in present value dollar terms; discounted at 8% over 30 years; medium benefits

Elements in Non- Market Monetary Net Benefit Cost Ratio consideration market Benefits Costs Present Benefits Value

PV$m PV$m PV$m PV$m New office + ABW 90.9 59.6 31.3 1.5 fitout Civic Campus 180 3.3 9.0 -5.6 0.4 car parks Civic Plaza and Not 0.0 2.7 -2.7 0.0 access quantified Street upgrades & Not 0.0 6.8 -6.8 0.0 shared space quantified Option 1 Total 94.2 78.2 16.0 1.2 New 18.2 23.6 -5.4 0.8 library/community hub New Museum 45.1 8.2 25.2 28.2 2.1 Civic Plaza and Not 3.1 -3.1 0.0 access quantified Street upgrades & Not 3.8 -3.8 0.0 shared space quantified Option 2 Total 63.3 8.2 55.7 15.9 1.3 Combined 37.6 37.6 0.0 1.0 performance & conference facilities Campus parking (55 0.5 1.5 -1.0 0.3 spaces) Civic Plaza and Not 0.0 2.7 -2.7 0.0 access quantified Street upgrades & Not 0.0 3.8 -3.8 0.0 shared space quantified

Option 3 Total 38.1 45.7 -7.5 0.8

Options 1 and 2 63.3 102.4 133.9 31.9 1.2

Options 1,2 & 3 63.3 140.6 179.5 24.4 1.1

Source: NZIER

Objective Ref: A7120049 368

2.1.1. Variations on Option 1 results The following figures illustrate how adding elements to Option 1 changes the CBA results, starting with the most conservative (low) assumptions. In the most conservative benefit assumptions the new office alone would become net beneficial after 26 years at 5% discount rate, but remains a net cost at 7%.

Figure 1 New office build, conservative benefit assumptions 5% discount rate, conservative (low) benefit assumptions

7% discount rate, conservative (low) benefit assumptions

Source: NZIER

Objective Ref: A7120049 369

At 5% discount rate the office remains net beneficial with addition of the civic plaza, but break-even is pushed back to year 28.

Figure 2 New office (conservative benefits)and civic plaza 5% discount rate, conservative (low) benefit assumptions

Source: NZIER

With addition of the underground car park Option 1 breaks even at year 30.

Figure 3 New office (conservative benefits), civic plaza and car park 5% discount rate, conservative (low) benefit assumptions

Source: NZIER

Objective Ref: A7120049 370

Addition of street upgrades would leave option 1 a net cost at 5% discount rate.

Figure 4 New office (low benefits), civic plaza, car park and street improvements 5% discount rate, conservative (low) benefit assumptions

Source: NZIER

But medium benefits would make option 1 more viable, with break even in year 18.

Figure 5 New office (medium benefits), civic plaza, car park and street improvements 5% discount rate, medium benefit assumptions

Source: NZIER

Objective Ref: A7120049 371

It remains viable at 7% discount rate, with break-even pushed back to year 21.

Figure 6 New office (medium benefits), civic plaza, car park and street improvements 7% discount rate, medium benefit assumptions

Source: NZIER

High office benefits would improve the viability further, with break-even at 5% in year 13 and at 7% in year 14.

Figure 7 New office (high benefits), civic plaza, car park and street improvements 7% discount rate, high benefit assumptions

Source: NZIER

Objective Ref: A7120049 372

3. Estimation inputs and assumptions

For a high level analysis where the elements being analysed are still in process of being defined, there is a limit to the accuracy that can be attached to quantified results. Explanation of different elements and some testing of the sensitivity of results to changing assumptions is provided in the following sections and in appendices.

3.1. Option 1 Option 1 entails the building of a new council office with ABW fitout on the council campus site (including furnishings and IT relocation), with consideration of incremental additions of the elements of an underground car park on the site and work on open space improvement to create an accessible Civic Plaza. International literature cites a number of examples of improvements in workplace productivity, staff retention and reduced absences due to sickness on moving to modern designed office spaces. All of these effects affect the amount of labour required to fulfil council functions, so can be estimated on the basis of potential reductions in labour costs for the Council. On medium assumptions our estimates suggest the office alone has a positive net benefit, with a BCR of 2.1 at 5% discount rate and 1.7 at 7% discount rate. As an office for a council tenant is relatively low risk, the lower discount rate (5%) is more appropriate in this case. With the low benefit assumptions the office remains net beneficial but Option 1 has a BCR less than 1 because of the inclusion of costs of open space works for which we have not quantified benefits.

Table 5 Option 1 with conservative (low) assumed benefits Estimates in present value dollar terms; discounted at 5% over 30 years; low assumed benefits

Elements in Non-market Market Monetary Net Present Benefit Cost consideration Benefits Benefits Costs Value Ratio PV$m PV$m PV $m PV$m New office + ABW 77.5 69.3 8.2 1.1 fitout Civic Campus 180 4.9 9.9 -5.0 0.5 car parks Civic Plaza and Present but not 0.0 3.0 -3.0 0.0 access quantified Street upgrades & Present but not 0.0 8.0 -8.0 0.0 shared space quantified Option 1 Total Not quantified 82.4 90.2 -7.8 0.9

Source: NZIER

Objective Ref: A7120049 373

The estimation methods and assumptions are summarised in Table 6.

Table 6 Estimation methods and assumptions – Option 1 elements * indicates same methods apply to Option 2 and Option 3 elements

Basis of Benefits Element and costs Estimation method Assumptions & sources New office + Productivity Valued at Annual staff hours Based on TCC staff forecast ABW fitout improvement: saved at average council staff for LTP; Literature finds 6%- wage; conservative estimate of 16% productivity gain in 6% gain, medium 11%, higher overseas offices estimate 16% Staff retention: Costs currently estimated at 5% of TCC estimates of labour total labour costs, so assume 10% recruitment and (conservative), 30% or 50% productivity loss costing reduction 38% of average staff cost, or 5% of total labour cost in an average year Reduced Valued at average staff costs TCC estimates of staff sick absence due to times average hours off sick leave claimed; National sickness: (times 15% for work-related survey by Business New sickness), times assumed 30% Zealand finds 15% of (conservative), 40% (medium) or sickness and injury to be 50% (high) reductions work related Capital costs From TCC LTP adjustment forecasts; includes building, ABW fitout and furnishings and IT set up Operating costs From TCC LTP adjustment NB: labour cost omitted as forecasts: building operating costs assumed to be unchanged from property council, with except for improved expected savings in current productivity, staff retention operating costs on other buildings and sickness netted off Car parking* Incidental TCC LTP adjustment assumptions Parking revenues do not revenues represent full economic value to consumers, but are used to illustrate shortfall on cost recovery Capital and TCC LTP adjustment assumptions operating costs Open space*: Benefit Not estimated Non-market value exists but Civic Plaza and quantifying them requires streetscapes primary market research Capital costs TCC LTP adjustment assumptions Note some variation in scale and timing between Options 1,2 & 3 Operating costs Nil Assumed covered in the existing parks and street works budgets

Source: NZIER

Objective Ref: A7120049 374

Table 7 illustrates the effects of adding elements to option 1 under conservative and high office benefit assumptions. Results under medium assumptions are presented in Tables 2, 3, and 4.

Table 7 Present value of elements in Option 1 Estimates in 2016 present value dollar terms; conservative benefits, except for right hand column

Setting Office only, Office only at Office plus Office , civic High Office conservative higher civic plaza plaza, street benefits, benefits discount rate upgrades and plaza, street car park upgrades and car parks Discount 5.0% 7.0% 5.0% 5.0% 5.0% rate PV Benefits 77.53 57.53 77.53 82.43 216.96 PV Costs 69.35 62.47 72.34 90.22 90.22 NPV 8.18 -4.94 5.19 -7.80 126.74 BC Ratio 1.1 0.9 1.1 0.9 2.4

Source: NZIER drawing on costings by TCC

Option 1 also includes provision for a hotel to be built on the west side of Durham Street. Both the scale and timing of this are unknown, as it depends on Council’s ability to attract an investor to the site, and may not occur until after other new attractions like library and museum have been established. If that happens, Council will obtain the lease rental from the land but that is not included in this analysis. With 180 car parks, the new Civic campus carpark would have sufficient capacity to replace the existing car parks on the Civic campus site and at Harington Street which will be lost during construction of a new 485 space multi-storey car park. The new Harington Street car park is not part of Option 1, having been designed to replace other car parks on the waterfront and elsewhere that have been slated for removal. The city centre is losing some car parks due to new developments like the building of university facilities in the city, at the same time as demand seems set to increase due to recent developments like Trustpower’s move to a central location in Cameron Road. Provision of car parks in and around the central city is necessary for the functioning of the Council offices and to improve accessibility to new developments in the Civic campus. As future potential features like convention centre or performance venue (option 3) could increase demand for car parking out of office hours, there could be a higher utilisation of new car park spaces with Civic centre development.

3.2. Option 2 Option 2 would build on Option 1 and add the construction of a new library with space to develop a community hub, a new museum and some additional civic open space development. Benefits for both the library and the new museum are in the

Objective Ref: A7120049 375

non-market realm – public value of these benefits needs to be inferred in non-market ways. For the library, this is an existing service with a recent history of declining utilisation, yet international literature cites numerous examples where a modern library building has turned around declining use, with reported increases in visitation in the range of 30% to over 100%. Estimates of cost benefit ratios achieved elsewhere fall in a range of 2.3-3.6 after excluding outliers with questionable calculation methodologies. To assess the value that Tauranga might get from a new library building we assume the new building’s design and wider range of services can achieve a one-off lift in visitation with a gradual growth thereafter in line with population growth. Under our medium assumptions (20% one-off lift and 1.2% on-going annual increase in visits) the library would break even with a non-market value per visit of $5 per visit and achieve a BCR of just over 1.0 at 5% discount rate. At 7% discount rate the BCR drops to 0.8. Under our more conservative (low) assumptions (10% one-off lift and 0.8% long term growth), the library would break even at $6.53 per visit (at 5% discount rate) or $8.06 (at 7%). To achieve a BCR of 2.3 at the low end of the range observed overseas would require a value per visit of $15.02 (at 5%) or $18.53 (at 7%). People express value for libraries in the time and effort they put into using them, and they also value the option of keeping them for future use even if they do not currently use them. By way of comparison, the New Zealand Transport Agency values savings in travel time at $9.00 per hour for non-work travel and $34 per hour for work-time travel.5 As library visits are a discretionary choice but travel time is often a necessary input to doing something else, it is not unreasonable to expect the average value of a library visit to be in the order of or larger than ½ hour to an hour’s travelling time. This would mean the new library would likely break even or achieve higher BCR towards the range calculated overseas. Both library and museum appear likely to produce benefits with a non-market value greater than their costs. They may also generate monetary benefits in the form of revenue streams from data sales (at the library) and gift shop sales (from the museum) but their predominant value would be as social assets for Tauranga’s residents.

5 The work-time value is based on the average wage, the non-work time based on a fraction of that wage – although a smaller fraction than used in most international comparator countries. New Zealand’s value of travel time is relatively low compared to other countries: the Civil Aviation Authority of Australia (2010) uses general aviation travel time values of $64.29 for business and $45.09 for leisure travel.

Objective Ref: A7120049 376

Table 8 summarises the incremental present value costs and benefits of the elements in Option 2.

Table 8 Incremental present value of elements in Option 2 Estimates in present value dollar terms, at 5% discount rate, medium benefit assumptions

Incremental Non-market Market- Monetary Net benefits Benefit elements benefit based costs PV $m Cost PV $m benefit PV $m Ratio PV $m New 29.1 28.0 1.1 1.0 library/community hub New Museum 74.2 8.2 31.9 50.6 2.6 Civic Plaza and Present but not 3.4 -3.4 0.0 access quantified Street upgrades & Present but not 4.3 -4.3 0.0 shared space quantified Combined 103.4 11.0 78.7 35.7 1.5

Source: NZIER drawing on costings by TCC

A new museum also has some potential for attracting domestic and international visitors (including cruise ship passengers) to the city centre which would result in some conventional spillover benefits for other businesses in the city, although that may take time to establish. We developed a museum visitor forecast and tested a range of scenarios for a new modern museum in Tauranga. There is a range of potential benefits from developing a museum:  It would allow Tauranga to showcase its heritage collection and host touring exhibitions.  It would contribute to increased foot traffic in the precinct area and assist in increasing the economic vibrancy of the centre  It could attract international and domestic visitors to visit the civic precinct and surrounding areas and increase their spending e.g. admission to special exhibitions  It could provide a focus point for showcase the significant Maori and maritime history in the area and provide a point of difference from other locations  It has the potential to be a starting point for interpretative tours of significant historic and archaeological sites in the area such as Gate Pa, the Monmouth Redoubt and Mauao Historic Reserve. The findings of our analysis show that the benefits for Tauranga outweigh the costs. A new museum should be included as an element in the analysis on a future detailed business case.

Objective Ref: A7120049 377

Table 9 Museum key findings

Scenario Low Medium High

5% discount rate Present value of benefits $m $76.0 $82.4 $88.9 Present value of costs $m $31.9 $31.9 $31.9 Net present value $m $44.2 $50.6 $57.0 Benefit cost ratio 2.4 2.6 2.8 7% discount rate Present value of benefits $m $56.8 $61.3 $65.9 Present value of costs $m $27.1 $27.1 $27.1 Net present value $m $29.7 $34.2 $38.8 Benefit cost ratio 2.1 2.3 2.4

Source: NZIER

We recommended using the low scenario (with a 5% discount rate) because it is the most conservative and the benefits exceed the costs so the result is positive. There is a good case of further consideration of developing a museum in the detailed business case. The open space improvements also have potential to provide both non-market and spillover benefits for Tauranga, but it is more difficult to infer an economic value for these. Overseas literature suggests this depends on how the open space is used, and in having a programme of events and gatherings that give a reason for people to come to the city centre and spend time there. The cost of the City Plaza on the campus site is relatively low and does not require large demonstrable benefits for justification.

Table 10 Estimation methods and assumptions Options 2 and 3 elements Basis of Benefits Element and costs Estimation method Assumptions & sources New Library / Annual visitation Achievement of lower bound BCR Community times average observed in overseas literature Hub (4,500m2) value Lift in library Medium assumptions: one-off lift Overseas literature has visitation after in library visitation of 20% times reported increases in new new building and average value per visit; and 1.2% library visitation and use of layout annual increase in line with 30% to over 100% for some population growth; low services conservative values of 10% and 0.8% Average non- Back calculation of value per visit Overseas literature market value per required to achieve BCRs that estimates BCRs for new visit break even (BCR=1) or the range libraries of between 2.3 and of BCR observed in overseas 3.6 (excluding those using studies of new modern library multipliers and other

Objective Ref: A7120049 378

building erroneous measures) Incidental Not included in the analysis due to Effect of omission is to revenues forecast diversity make the net benefits conservative Capital costs TCC LTP adjustments input cost assumptions Operating costs Additional cost of new library i.e. TCC LTP input assumptions new library operating costs less for occupancy costs, less old library operating costs the 3 yearly average occupancy cost of the old library; labour cost excluded as assumed unchanged New museum Non-market Benefit transfer method – Adjustments for purchasing benefits adjusting a willingness to pay power and inflation. estimate for similarly sized city Statistics NZ population and museum in Finland projections for Tauranga City Market benefits Economic surplus from domestic Average visitor spends $30. and international tourist Tourism growth follows expenditure at the museum MBIE forecasts. The propensity to visit a museum follows the average rate in the International Visitor Survey 2004 - 2014 Operating costs Based on the Tauranga Art Gallery Excluding depreciation and financing cost Capital cost TCC LTP adjustments input cost assumptions Performance & Conference Existing survey and average Average conference conference delegates expenditure per domestic visitor delegate spends 2 days in facilities Tauranga Performance Breakeven analysis – and Average performance visitor audience combination of domestic visitors spends 2 days in Tauranga and avoided travel and accommodation costs for locals Operating costs Based on Baycourt and adjusted Excluding depreciation and for the larger scale of proposed financing cost venue Capital cost TCC LTP adjustments input cost assumptions

Source: NZIER

3.3. Option 3 Option 3 adds consideration of a performance venue to be used both as a convention centre and performance arts venue on the civic campus site. There may also be additional works on open spaces and car parking.

Objective Ref: A7120049 379

Convention and conference centres have the potential to draw people into Tauranga, with spillover benefits for the hospitality trade and retailers when people stay overnight. Overseas studies show conference delegates are likely to return to spend time in a city for leisure purposes, and the lure of additional visitors to the city is a principal attraction of providing conference or convention centres. Tauranga has a number of venues for meetings and conferences but most are small in size and not well integrated with accommodation needed to draw the most valuable multi-day delegates. Conference facilities are a natural fit with new hotel developments, and the City Council has the potential to provide attractive setting for new hotel development, by the provision of land around the Civic Campus and the opportunity for using other spaces around the city centre for meetings and exhibitions and adding to the attraction of holding conferences there. Hotel development, however, is a commercial operation and council’s role is primarily in providing the setting in which it is favourable. NZIER and Urban Economics consider the market for a new 1,200 seat performance venue and conference centre in Tauranga. Overall we found that there is a potential market for larger venue relative to existing supply for both the performance and conference market. Further detailed analysis of the size of the market is recommended before committing to investing in the venue.

Table 11 Incremental present value of elements in Option 3 Estimates in present value dollar terms; 5% discount rate

Incremental elements Non-market Market- Monetary Net Benefit benefit based costs benefits Cost benefit Ratio PV $m PV $m PV $m PV $m Combined conference & 54.6 52.5 2.1 1.0 performance facilities Campus parking (55 0.8 2.0 -1.2 0.4 spaces) Present but 0.0 3.6 -3.6 0.0 Civic Plaza and access not quantified Street upgrades & Present but 0.0 4.3 -4.3 0.0 shared space not quantified Combined 55.5 62.4 -7.0 0.9

Source: NZIER drawing on costings by TCC

Our analysis shows the equivalent of 14 sold out shows annually would be required for a performance venue to yield net economic benefits. Our findings indicate that the analysis of potential performance venue should progress to the detailed business case. The performance venue is most uncertain element we investigated. Further analysis of the element should be done sooner rather than later to provide clarity as

Objective Ref: A7120049 380

to whether the site should be retained for a perform venue or could be used for another purpose.

Table 12 Performance venue key findings

Scenario Low Medium High

5% discount rate Present value of benefits $m $37.8 $54.6 $73.9 Present value of costs $m $52.5 $52.5 $52.5 Net present value $m -$14.7 $2.1 $21.5 Benefit cost ratio 0.7 1.0 1.4 7% discount rate Present value of benefits $m $29.0 $43.9 $56.6 Present value of costs $m $41.9 $41.9 $41.9 Net present value $m -$12.8 $0 $14.7 Benefit cost ratio 0.7 1.0 1.4

Source: NZIER

2.4 Caveats on interpretation We have included in the BCR an estimate of library benefits, which is essentially a non-market value rather than a market transactional value, i.e. it reflects value to library users and ratepayers that they do not directly pay for (rather indirectly through their rates). If these benefits were not as large the case for a new library would get smaller. The library, museum and open space elements all contain elements of non-market value that could in principle be valued. Existing studies in New Zealand are few in number and context specific, so transferring such values from elsewhere depends on finding values from situations closely analogous to Tauranga. Such values are not zero and we have used methods to indicate how large they would need to be to ensure net benefits, but it would be preferable to undertake such valuation in Tauranga to test preferences of the population once each element’s details are fully defined. The economic value of productivity gain from new office fitout and ABW, as measured here as a saving in staffing costs, is a double-edged benefit for council’s broader objectives of city centre vibrancy and economic development, for the higher the productivity improvement, the less the number of council staff and their spending brought into the city centre. This links well to the ILM objective value for money for community Sensitivity testing of variations on these assumptions has been done but does not change the conclusion that under a range of plausible assumptions major elements in the options produce net benefit results and can be taken to a further stage of more detailed assessment of more defined proposals.

Objective Ref: A7120049 381

Appendix A Benefits of new Civic Centre elements

A.1 Benefits of New Office with Activity Based Workspace Moving to a new office building fitted out for Activity Based Working (ABW) offers potential for long term savings in office operating costs, due to consolidation into a single building of operating expenses currently spread across buildings, and a smaller floor area required than in non-ABW offices. In addition, the move to new offices and ABW have been associated with other operational improvements in productivity in performing specific tasks, in reducing work-related stress and sickness, and in improving staff retention and lowering staff turnover and recruitment costs.

A.1.1 International indicators There is some empirical evidence that new office spaces can lead to healthier workplaces, fewer sick days and productivity improvements. Better office conditions can also lead to more contented staff and lower turnover, with potential savings in costs of work disruption, hiring temporary assistance, and recruiting replacements. Some evidence from the literature on health and productivity is presented in Table 2.

Table 13 Quantified benefits from new office buildings Location Productivity Productivity Energy saving Reduced sick days Reduced % Value $/year Rate headaches Samsung general Australia 16.0% 6.4 hrs/per/wk Trevor Pearcey House Canberra 2007 6.2% 300,000 20,000 50 Lonsdale Street Melbourne 30% 0% 500 Collins Street Melbourne 40% 15% 181 Williams Street Melbourne 0% 18%

Source: NZIER, drawing from the Guardian of 16 January 2016 and Telsyte Samsung

The table drawing from the Guardian newspaper reports productivity gains of between 6% and 16%, reduced sick days in the range of 30-40% and reduced headaches and workplace health and safety incidents (as measures of distraction) of 15-18%. Productivity gains can be larger than costs savings such as energy use (not included in the analysis). In New Zealand, a Well-being in the Workplace Survey Report (2013) found an average of unscheduled absences per year across survey organisations of 4.5 days, with a higher number for manual than for non-manual workers and also a higher number in the public sector than the private sectors. Non-work related illness and injury is the most widely reported driver of employee absence, and work-related injury and work-related illness were not among the top three causes of workplace absence, accounting for around 15% of absences on average.

Objective Ref: A7120049 382

A.1.2 Specifics for Tauranga Council Offices Tauranga City Council has provided information on staff sickness, staff turnover and retention over the 10 years ending June 2006-2015. Over this period staff numbers and Full Time Equivalents have increased at about 4% per year annual average and staff costs by an average of 6.9% per year, but the number of sick hours has increased by only 3.3% per year and staff turnover has declined over the period, from 16.85% of staff in 2006 to 12.3% of staff in 2015. Tauranga Council has also estimated the cost of turnover on the basis of international evidence that on average the loss and replacement of staff and lost productivity in the interim costs 38% of the cost of employing those staff. This means the turnover cost in the council has averaged 5% of the total staff cost over the 10 year period.

A.1.3 Estimates For absences because of sickness a sickness rate per FTE (average 2.8% over 10 years) has been multiplied by forecasts of staff in the Central City office only, to establish a baseline of sickness absences into the future. As work-related sickness accounts for 15% of absences, sickness hours have been multiplied by 15% times the average wage to calculate the value of work-related sickness, and the maximum saving that a new building can be expected to achieve. Estimates of reduced sick days have been made by multiplying this maximum by 30%, 40% (see Table 13) and a high of 50%. For staff turnover we have estimated the cost of turnover as 5% of staff costs over the forecast period, calculated as forecast staff numbers times average hourly salary for a forty hour week (in constant dollar terms). We then assume 10%, 30% or 50% reductions in staff turnover to estimate potential benefit from a healthier workplace. For productivity gains from ABW (see Table 13) we assume improvements of 6% (low), 11% (medium) and 16% (high) and multiply this by the total cost of labour, on grounds that a productivity improvement should reduce the staff time required to fulfil council functions and that the wages staff are paid represent the marginal value of their product, so a productivity gain is equivalent to staff cost savings. We use building and fitout costs of $55million, with building spread over three years from 2017 to 2019 and full benefits emerging in 2020.Operations and maintenance costs are included in this analysis at $1.6m per year, excluding labour which is assumed the same as the without-new office option, except for improvements in productivity, staff retention and avoided sickness which are counted as benefits. On the basis of this analysis productivity gains are by far the most important of these quantifiable benefits, amounting in the first year (2020) to about $3 million (2020) compared with $260,000 benefit in staff retention and $54,000 in avoided sickness (using the most conservative, low set of assumptions). Using these low assumptions results in a NPV of $8 million and benefit cost ratio of 1.12 when discounted at 5%, with break-even occurring after 26 years. If a 7% discount rate is used and other things held constant, there are reductions in NPV to - $5 million and BCR to 0.92, with break-even occurring after 32 years. When using the medium or high assumptions about effects of office changes net benefits increase: with medium assumptions the BCR rises to 2.1 (discounted at 5%) or 1.5 (discounted at 7%), and with the high assumptions they rise further to 3.0 and 2.5 respectively.

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Our estimates suggest that even if improved sickness, turnover and productivity are the only benefits in the analysis, the low assumptions would be sufficient to provide a net benefit over the costs of new office building and library refurbishment. The results of this analysis on medium assumptions in present value dollars at 5% discount rate are:  Total costs of $69.3 million  Total benefits (sickness, turnover and productivity) $143.0 million  Net benefits $73.7 million  Benefit Cost Ratio 2.1 With the more conservative low benefits assumption the corresponding results are gross benefits $77.5m, costs $69.3m, net benefit $8.2m, BCR 1.1.

Table 14 Office key findings

Scenario Low Medium High

5% discount rate Present value of benefits $m 77.5 143.0 212.1 Present value of costs $m 69.3 69.3 69.3 Net present value $m 8.2 73.7 142.7 Benefit cost ratio 1.1 2.1 3.1 7% discount rate

Present value of benefits $m 57.5 105.0 155.7 Present value of costs $m 62.5 62.5 62.5 Net present value $m -4.9 42.5 93.3 Benefit cost ratio 0.9 1.7 2.5

Source: NZIER

A.2 Urban Open Space One of the elements considered for the Civic Space redevelopment is an urban open space through the Council Campus, providing access links and a view-shaft between other components of the site (like hotel and library), the Masonic Park and waterfront. Such a space can also be used to stage outdoor gatherings and events to attract people to the city centre, complementing the library hub and other elements. International literature suggests there is substantial evidence of the positive economic and social return to urban open space. This is linked to open spaces’ increased attraction to visitors to spend time and money in and around the spaces, improved residential property values in the vicinity of such spaces, benefits for physical and mental health (particularly from urban green space) and even reductions in crime and anti-social behaviour in spaces which appear kempt and well- used by the public.

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But it is challenging to quantify such benefits and demonstrate a link to commercial returns.6 A key issue is establishing additionality of benefits attributed to open space. Hard quantitative assessments are rare. Impacts of improvements in urban open spaces in the public realm include:  On performance of existing businesses – redesign of streets and spaces has been associated with increasing foot traffic and spending by up to 40%  On urban regeneration, with open space redesign associated with creation of new business enterprises, new employment and higher property rentals  On consumer and business perception and satisfaction, improving the well- being of resident consumers and giving businesses confidence to invest. Most empirical studies involve pedestrianisation of existing streets, resulting in positive impact on adjoining businesses and properties (both commercial and residential).7 Pedestrian shoppers are more likely to “browse” and spend more time and money in retail streets than motorised shoppers. Other studies are about the beneficial effects of traffic calming and pedestrian crossings in reducing accidents, improving perceived security and increasing foot-traffic.8 As the Civic Campus redevelopment is not about revitalising an existing street, and has limited space for retail activity, these studies are not highly germane to this case. More relevant is the experience of Edinburgh’s Grassmarket, a rundown street redesigned with improved links to other areas and a reallocation of space from cars to pedestrian access, with active management through a pilot events programme to bring additional foot-traffic to the area. Also of interest is a British study of the public’s willingness to pay for attributes of different improvement packages, which estimated a value of £20-£25 per person per year for full pedestrianisation and an additional £10 for “high activity” components such as seating and places to eat.9 These studies suggest that improved pedestrian space can increase residents’ well- being, but the total benefit to Tauranga also depends on the forecast number of users who are also Tauranga residents. As the design of the open space and its potential activities have yet to be finalised, neither costs nor benefits can be estimated at this time. There is an estimate of capital costs of the urban open space, which would involve spending of $4.46 million at intervals over 10 years. There are also lower estimates at 50% ($2.23 million) and a higher accelerated estimate of $6 million spent over a three year period. Council already maintains open spaces and streets, so no additional operating costs are assumed for this Civic Campus space. Because the precise form and use of the space (e.g. for public gatherings and events) is indeterminate at this stage, no meaningful estimates of benefit value can be made.

6 Lawler E (2014) The Pedestrian Pound: The business case for better streets and places; Report for Living Streets (The Pedestrians’ Association), London 7 Wooller, Leslie Ann. 2010. “What Are the Economic and Travel Implications of Pedestrianising a Roadway in Takapuna’s Shopping Precinct”. AUT University. http://aut.researchgateway.ac.nz/handle/10292/999 8 Turner, Shane, R. Singh, P. Quinn, and T. Allatt. 2011. Benefits of New and Improved Pedestrian Facilities: Before and After Studies. 436. http://trid.trb.org/view.aspx?id=1122909 9 Atkins Consultants. 2011. “DfT Pedestrianisation and Townscape Research.” www.gov.uk/government/uploads/system/uploads/attachment_ data/file/89395/pedestrianisation-townscape-research- report.pdf

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Instead, the costs of the urban open space are added to the cost of the council office development to illustrate its effect on the benefit cost ratio of the new office.

A.3 Car parking Currently replacement car parking is being considered for the Civic Campus site, which would involve under-grounding one or two levels of carpark under the space occupied by the new Council offices, library / museum and the urban open space (Civic precinct). Such a car park with capacity for 120 cars is currently expected to have a capital cost of $9.9 million spread over two years of construction. A further car park with 55 spaces is considered in Option 3, with a cost of $3.0 million. The market for car parking in Tauranga is not conducive to commercial car park building provision, as Council sets fees at a low level that restricts revenue potential and payback of capital costs. That may change as a number of car parking spaces are likely to be lost in the foreseeable future, due to specific developments like the building of the Waikato University campus on an existing car park, and the intention to recover waterside car parks as green space. Demand for central city car parking is also likely to increase, with the arrival of the university, the recent move of Trustpower’s 500 head office staff into the city centre, and the potential pull of new Civic attractions in the city centre. Adequate parking is a pre-requisite of the accessibility and functioning of other activities on the Civic Campus site. The costs of the car park provision are added to the cost of the council office development to illustrate its effect on the benefit cost ratio of the office. Parking ticket revenues are a revenue stream to defray some of the capital and operating costs of the parking facility. This analysis considers only the provision of car parking on the Civic Campus site. Council also plans to develop a multi-storey car park with a sleeve of office and commercial space across the road on Harington Street. This is designed to replace other car parks that are expected to be removed, and the commercially viability of this car park would be improved if other elements in the Civic Campus attract sufficient new activity to use the increased car parking capacity.

A.4 Combined effect of parking and open space elements The effect on NPV and BCR of adding parking and open space elements to the new council office building is illustrated in the Table below. Results are in the bold figures at the top, while the unbolded sections below give some of the main parameter settings. The civic space would be constructed between 2017 and 2019 and car park constructed from between 2018-2019. This shows with the most conservative benefit assumptions the office building alone has a BCR of 1.1 and NPV of $8.18 million when discounted at 5% over a 30 year period. The BCR remains unchanged with addition of the Civic Plaza but falls to 0.9 with the addition of street upgrades and the car park. The BCR would also fall below 1 with a discount rate of 7%, even for the office alone. But at the medium or high office benefit assumptions it becomes net beneficial again, and sufficiently so to remain net beneficial with addition of the other net costs elements (open space, street upgrades and car parks).

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Table 15 Combination of office, car park and open space All results using the low end assumptions, except (MA) medium assumptions

Setting Office only, Office only at Office plus Office , civic High Office conservative higher civic plaza plaza, street benefits, benefits discount rate upgrades and plaza, street car park upgrades and car parks Discount rate 5.0% 7.0% 5.0% 5.0% 5.0% PV Benefits 77.5 57.5 77.5 82.4 216.9 PV Costs 69.3 62.5 72.3 90.2 90.2 NPV 8.2 -4.9 5.2 -7.8 126.7 BC Ratio 1.1 0.9 1.1 0.9 2.4

Source: NZIER

Even under conservative low assumptions about the benefits of the new office, the development retains a positive NPV with addition of car park and open space costs but becomes negative with surrounding street upgrades. At the medium benefit assumptions the NPV and BCR rise substantially even at the higher discount rate suggesting that the analysis is relatively robust to additional cost of these further elements. The information used here has the car park built after the new office is built and the Civic Space costs starting to be incurred before it. However, because the capital costs involved are not very large ($9.9 million for car park, $3.6 million for civic space) it makes little difference to the results if the order of construction is reversed and the car park is built first.

A.5 Library benefits The social benefits of public libraries stem from the expectation that access to written material supports learning opportunities that improve the human capital of people and the productivity of businesses and the community more widely. Long term this can show up as higher educational achievements of students, and improved performance for small and medium enterprises. It is also evident in the expressions of support given to libraries in social surveys of communities, and in councils’ willingness to pay to fund them.

A.5.1 International indicators Despite recent advances of information technology and electronic appliances that increase accessibility to written material on-line, there remains an expectation of a continuing need for public libraries as a place where people can obtain information in more affordable ways than they can individually, because of the economies of scale and scope and the specialised assistance provided by libraries. Library services still require buildings but modern libraries use retail techniques, locating next to foot traffic routes with windows and changing displays to attract people inside, with

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layouts including lounges and refreshment areas to encourage their use as social meeting spaces.10 The strengths and weaknesses of libraries depend on initial planning and construction, and the combination of library architecture and management style. International literature identifies positive returns to library investment and to new libraries’ contribution to urban regeneration. For instance, in the USA new libraries have been associated with increased library usage of over 100% and with sustained increases in library programme attendance of around 30%.11 Much of the literature focuses on the success stories rather than taking an overview of all library activity and establishing what proportion achieves successful outcomes. However, the literature still indicates that new libraries can be associated with improved social and economic outcomes, and provides quantified estimates of libraries’ economic value. Table 16 shows returns commonly in the range of 3-5 times the investment, although some caution is required in interpreting results as the calculation methods differ.

Table 16 Returns to library investment (ROI)

Country Date Findings ROI per $ invested

United Kingdom 2013 British Library return £419m/year 5.1

Victorian public library services valued at Victoria, Australia 2011 3.6 $681m/year compared to cost $191m

NSW public libraries valued by users at NSW, Australia 2008 4.2 $392m/year

USA 2007 Meta-review of 17 studies 3.0

Norway 2005 Public libraries return on spending 4.0

National Library bibliographic database & Wellington NZ 2002 3.5 catalogue: $160m/year

Library Dividend Technical Report Queensland, 2012 showed all libraries were a net benefit to 2.3 Australia local economy

Toronto, Canada 2013 Public library economic impact 3.8

Source: NZIER drawing on LIANZA (2014) Valuing our libraries, Martin Prosperity Institute (2013) So much more: The Economic Impact of the Toronto Public Library on the City of Toronto

The highest returns explicitly include an economic multiplier calculation of the indirect flow-on expenditures stimulated by the direct use of the libraries, but such multipliers are problematic in investment appraisal because any spending (not just libraries) has such flow on effects, and the commonly used multipliers can overstate

10 Bryson, Usherwood & Proctor (2003) Libraries must also be buildings – New Library Impact Study; Centre for Public Libraries and Information in Society, University of Sheffield, UK 11 Marylaine Block (2007) The thriving library: Successful strategies for challenging times

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the flow on effects of big investments by ignoring the price effects on other activities using the same inputs as the investment project. The Toronto study headlines a ROI of 5.6:1, but that is obtained by dividing the total economic impact (including multiplier indirect effects and the cost of investment) by the cost of investment. A more correct ROI would remove the investment costs from the numerator (it is a cost, not a benefit) and conservatively remove the indirect multiplier impacts, which would reduce the estimated ROI to 3.8:1. The estimates contain a mix of valuation methods. Some library services can be valued at an equivalent market service value, while free access lending and circulation can be valued at some fraction of the cost of individuals buying the items they access or borrow. Some studies (such as the British Library and Norwegian studies) include a non-market value estimate of the community’s stated willingness to pay for the option of retaining the library. From the above a well-designed new library can be expected to return more than its annualised cost, between 2.3 and 3.6 times in a conservative range.

A.5.2 Specifics for Tauranga Central Public Library A strategic review of Tauranga’s public library services in 2015 found that it was comparable to library services in other cities, but recommended changes to enable the library service to adapt to changing needs for access to digital information to create a place that supports learning, innovation and connection. That could be accommodated in a new building on the Civic Campus. Among findings of that review are:  There is no macro-study of library needs of Tauranga City citizens or communities, so demand must be inferred in other ways  Tauranga has 5 library service points (1 central library, 3 suburban libraries and 1 mobile library), with each outlet serving 24,644 people on average, a lower ratio of outlets per head of population than in peer libraries in New Zealand provincial cities serving populations of more than 50,000  Tauranga has a lower percentage of population (36%) holding library borrowing cards than its peer libraries (53-89%), but is also the only library to charge a service fee on the cards, which may encourage lower personal cardholding and higher card sharing (e.g. within families)  Tauranga Central library accounts for 53% of card holders and the same percentage of floor space across all Tauranga library buildings  Tauranga Central Library  Lacks main street access, with entry via a covered arcade  Has dated building interior layout, with little space for people-based activity  Would face significantly increased usage in a new facility. Further details of Tauranga Central Library’s usage and visitation are summarised from library activity statistics in Table 17Table 17below. These show some decline in average activity for visits, total borrowers and total issues and renewals, but growth in new borrowers, virtual visits and Learning Centre activity (from a low starting level).

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Table 17 Summary of Tauranga Central Library use statistics

Total New Visits Issues & Virtual Internet Learning Learning Learning Borrowers Borrowers renewals visits income $ Lessons attendees Income $ Monthly Yearly Yearly Yearly Tauranga Central Library 22,589 1,470 199,722 536,436 Tauranga Central % 47% 47% 47% 53% Annual average % change -7% 5% -5% -3% 45% 1% 50% 52% 104% 2013-14 45,318 5,755 794,965 1,772,218 379,302 110,212 532 1,925 10,424 2012-13 48,038 5,272 834,709 1,788,995 327,229 95,096 567 1,553 8,895 2011-12 52,354 5,175 877,241 1,872,921 180,000 107,431 235 835 2,508

Source: Tauranga Public Library Activity Statistics

From the foregoing, measurable benefits from a well-designed modern library with new service offerings and more attractive surroundings are likely from:  A one-off step up in visitation and use of the library, which overseas literature has reported in the range of 30% to over 100%  A halt or reversal in the recent annual declines in use of the central library  An increase in value for users of the library and in their willingness to spend time and money in using library space  Continued or enhanced increase (from a low starting point) of the pay-per- use services for internet access and learning centre programmes, which yield some income for council to defray costs

A.5.3 Estimates Public libraries are generally not money-making ventures so most of their value needs to be inferred through non-market measures. In the absence of a firm estimate of the non-market value of a library visit relevant to Tauranga’s circumstances, we apply a backwards assessment of what the value per visit would need to be for the new buildings to a) break even (with a BCR=1) and b) achieve a BCR in the range of the less extreme estimates observed in overseas literature (BCR=2.3-3.6). We then compare these figures with other estimates of the value of leisure time in New Zealand to assess whether the estimates are a reasonable indicator of potential value. On the medium assumption that:  Construction on a new library starts in 2018/19 and is completed in 2020/21, and becomes substantially operative in 2019/20  The one-off step-up in visitation is 20%  The long term annual growth in visitation changes from -3% to +1.2% (based on Statistics New Zealand’s medium population forecast for Tauranga)  The counter-factual is continuing decline in central library visitation and use  The analysis period is 30 years … we estimate a value per visit needed to break-even. For our central estimate under medium assumptions we fix the value per visit at $5.00 which results in a BCR of 1.0.

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That result and some comparators with low and high assumption sets and different discount rates are summarised in the table below.

Table 18 New library key findings Assuming $5.00 value to users per library visit Scenario Low Medium High

5% discount rate Present value of benefits $m 15.5 29.1 37.4 Present value of costs $m 25.0 28.0 28.0 Net present value $m -9.4 1.1 9.4 Benefit cost ratio 0.6 1.0 1.3 7% discount rate Present value of benefits $m 15.5 21.2 27.3 Present value of costs $m 25.0 25.0 25.0 Net present value $m -9.4 -3.8 2.3 Benefit cost ratio 0.6 0.8 1.1

Source: NZIER

More conservative assumptions about the effect of a new building on visitation would necessitate higher values per visit to break even or reach other target BCRs. The average value per visit is not an entry fee (the effect of which would be to deter use) but a non-market indication of public willingness to pay for retaining the library. Economic value of a non-market service is what people are willing to give up to use or retain the option of using that service, and it reflects what users may already be paying in indirect ways in the cost of travelling to the library and the time they spend there. The New Zealand Transport Agency applies values of $9/hour for leisure time and $34/hour on working time to combine with vehicle operating costs when estimating the value of road improvements that shorten travel times, and library users incur similar costs for the time they spend visiting libraries. On the table’s assumption set the average values per library visit are consistent with under an hour’s leisure time using NZTA’s figures and are not unreasonable. The value of a visit could be substantially higher, as people go to the library out of choice, whereas travel time is largely incurred as a means to access some other activity. Under these assumptions a new library could produce non-market economic benefits comparable to those recorded for new libraries internationally. It would maintain and enhance foot traffic in the Civic Campus area, with some potential spillovers for increased spending in local shops. However, as most users of the library will be residents of Tauranga this largely represents a relocation of spending in the city rather than increased activity. Traditional library revenue sources like overdue fines are in long term decline with increasing use of electronic media. Neither these nor new sources like charges for data and learning centre activities are estimated here, but they would be a revenue stream to defray some of the capital and operating costs of the new library building.

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Less quantifiable is the library’s positive impact on supporting information needs of small and medium enterprises, and the longer term benefit in supporting educational attainment of Tauranga’s residents. An attractive library with associated café could also be visited by tourists from outside the city who bring new money and provide stimulus to economic activity. But libraries exert less of a pull than event-oriented facilities such as convention centres, performance venues and museums which may bring extra overnight stays to the city. Consequently there will be little economic impact from outside business, and the main impact will come from direct expenditures on the project and flow on effects – but the incremental effect is unlikely to be large relative to any alternative use of Council directed funding (and its multiplier effect).

A.6 Museum

A.6.1 Background and context Tauranga does not currently have a public museum space. Presently artefacts are stored in a facility – The Tauranga Heritage Collection. The collection is not open to the general public. Artefacts are occasionally lent to schools for a hands on experience. There is a potential opportunity to develop a modern museum as part of the Civic Precinct development.

A.6.2 Estimating the benefits of a museum There is a range of potential benefits from developing a museum:  would allow Tauranga to showcase its heritage collection and host touring exhibitions.  would contribute to increased foot traffic in the precinct area and assist in increasing the economic vibrancy of the centre  could attract international and domestic visitors to visit the civic precinct and surrounding areas and increase their spending e.g. admission to special exhibitions  could provide a focus point for showcase the significant Maori and maritime history in the area and provide a point of difference from other locations  Has the potential to a starting point for interpretative tours of significant historic and archaeological sites in the area such as Gate Pa, the Monmouth Redoubt and Mauao Historic Reserve. We assess the benefit from three types of museum goers: local residents, domestic visitors and international visitors. One key to estimating the benefits for Tauranga from attracting more people into the area is determining the number of domestic or international visitors that it attracts to the area. Spending by these two groups of visitor is an economic benefit for Tauranga. Spending by local residents is not considered to an additional benefit because it is a redistribution of money in the local economy (see Table 19).

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Table 19 Who benefits from different types of visitors

Who benefits?

Museum Tauranga New Zealand

Local people 

Domestic visitors  

International

Source of spending Source    visitors

Source: NZIER

The economic benefits for Tauranga City from adding a modern museum to the Civic Campus due to domestic and international visitors are a result the value add surplus from spending at the museum (admission fees, café revenue and gift shop revenue). According to estimates from the Statistics New Zealand Tourism Satellite Account the estimated economic surplus from tourism spending is 18%. We have assumed the average amount domestic or international spends on a trip to the museum would be $30 which is based on the average amount spent by a non-resident visiting Rotorua museum. The value added proportion (the economic benefit for Tauranga) of this average expenditure is $5.40 per non-resident museum visitor. International evidence shows that locals value the existence value of a local museum and are willing to pay to have the option of experiencing a local museum. Therefore, we have estimated the benefits from non-resident museum goers on a market basis and the existence value of a museum on a non-market basis. This approach seeks to capture the benefits of a museum for Tauranga from the perspectives users. Non- market valuation is used widely to estimates the benefits of societal or environmental resources and services that have value to society but are not traded in markets. Non-market valuation has been used to estimate the value of major international cultural institutions. Estimates of the value of local benefits for smaller local museums are rare. We found no suitable studies for local museums in New Zealand to overcome this challenge we based our estimates on internationally peer-reviewed studies for museums in cities with similar population level. Ideally we would assess the benefits for locals of having the option of going to a museum using a sophisticated survey to assess their willingness to pay for a local museum. Due to the limitations of our scope we were not able to assess the willingness to pay of Tauranga residents for the existence of a local museum. The conventional way to overcome this limitation is to use the benefit transfer approach. This approach applies the benefit estimates in other pieces of primary research to the question at hand12. To provide an indicative estimate for the programme business

12 Rosenberger, R. S., & Loomis, J. B. (2003). Benefit transfer. A primer on nonmarket valuation, 445-482.

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case we have applied as value of $44 per resident. This based on (Tohmo 2004)13 who estimated the willingness to pay for the existence of a local museum in Finland regardless of whether resident visited it or not. The Central Museum of Finland in Jyväskylä is focused on the cultural heritage of the region and is about the same size as the proposed Tauranga museum14. Jyväskylä is similar size to Tauranga. So there are several comparable features which underpins to the transfer of the benefit estimates. We adjusted the Finnish value for purchasing power and inflation. To triangulate this esitimate we review the literature Most studies featured major institutions such the British Museum. The scale these museums make then a poor comparator for a museum. However, a study of the willingness to pay for local museum estimated that locals were willing to pay the equivalent of $67 to have the option of visiting the Bolton Museum, which is located in a civic precinct15. The estimate of value of the benefit of museum is the same order of magnitude as the estimated value for Jyväskylä. To be conservative we have used the lower estimate based on Tohmo. Estimating the number of museum visitors The Tauranga Art Gallery provides a useful comparator for the potential level of utilisation/visitation. The gallery opened in 2008. Last year over 66,000 people visited the gallery (Figure 8). The average annual growth in visitors per year is 4% since it opened.

Figure 8 Tauraga Art Gallery visitor numbers

80,000

60,000

40,000

20,000

Source: Tauranga Art Gallery

The Art Gallery is currently located close to the Civic Precinct so conceivable that many of the gallery visitors would also visit the museum. The combination of a new museum close to the art gallery may give people more reason to visit the area. There is clearly potential for more international visitors to be draw into the area. Tauranga has around 80 cruise ship visits annually and the cruise market is a growing source of tourism for New Zealand. Tauranga is rated amongst the top 5 cruise ship stops in New Zealand according to visitor satisfaction surveys. According to Cruise

13 Tohmo, T. (2004). Economic value of a local museum: factors of willingness to pay. Journal of Socio-Economics 33, pp. 229-240. 14 http://www.jyvaskyla.fi/keskisuomenmuseo/english 15 Jura Consultants. (2005). Bolton’s Museum, Library and Archive Services: An Economic Valuation. Bolton, UK.

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New Zealand 35% of cruise passengers that arrive in Tauranga opt for tours of Rotorua or Hobbiton rather than visit Tauranga. A further 10% stay on the ship and 55% visit Tauranga. This represents an opportunity for Tauranga to capture a greater share of international tourism spending if it convinces these cruise passengers to stay in Tauranga. The addition of a Museum that is geared towards a visitor experience/attraction in combination with other attractions may assist in bringing international visitors into central Tauranga. This would generate additional benefits for local business and the hospitality industry.

Figure 9 Cruise ship visits and passenger ratings From the 2012/13 cruise season

9.2 Hawke's Bay Fiordland 9.1 Northland Tauranga 9.0 Canterbury Otago 8.9 Auckland 8.8 Marlborou gh Wellington 8.7

8.6

8.5Passenger satisfaction outof ten 0 20 40 60 80 100 120 Cruise ship visits per year

Source: NZIER based on Cruise New Zealand

We know that international visitors from different countries have different propensities for visiting museums and galleries (See Figure 10). Our CBA assesses how the composition of tourism forecasts by country of origin will shape the benefit of developing a museum space in Tauranga.

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Figure 10 The pecentage of international visitors that visited museums and galleries Percentage of total visitors by country of origin

2004 Total Other Japan… UK China USA and… Australia

0% 20% 40% 60%

Source: NZIER based on Statistics New Zealand – International visitor survey

A.6.3 Summary of results for the museum analysis We have forecast the number of museum visitors based on the combination of forecasts for the three key markets of local residents, domestic visitors and international visitors; and their propensity to visit museums. Figure 11 shows 0ur central estimate forecasts the number of museum visitors from when if it opens in 202216 until 2046. It also shows that international tourism is growing faster the domestic tourism and local population growth. This is important for informing decisions about shaping and marketing the museum offering to potential visitors. To estimate the total benefits over the period from 2022 to 2046 when applied the estimates benefits per non-resident museum visitor to the relevant visitor forecasts and the benefits for locals to the population forecast17.

16 Potential open date provided by Tauranga City Council to facilitate analysis. No decisions have been made about if or when it may open. 17 We used the Statistics NZ subnational population projections for Tauranga City as the basis for our population forecasts,

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Figure 11 Estimate of museum visitors Museum visitors

300,000

250,000

200,000

150,000

100,000

50,000

0 2022 2024 2026 2028 2030 2032 2034 2036 2038 2040 2042 2044 2046

Locals Domestic visitors International visitors

Source: NZIER

Table 20 summarises the results of our analysis for the museum opportunity. Overall our analysis of the cost and benefits that are quantifiable indicates that the benefits of museum outweigh the costs even the most conservative scenario. This indicates of a museum is likely to make a positive contribution to Tauranga City.

Table 20 Museum key findings

Scenario Low Medium High

Source: NZIER

We tested the results using two discount rates (5% and 7%). The Council is able to borrow at low interests for low risk projects i.e. 5% discount rate. A higher discount rate such as 7% may be warrant of elements with greater risk associated with them.

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We were asked to test the sensitivity of the findings for each element to a 7% discount rate. The museum benefit cost ratio of the medium scenario decreases from 2.4 to 2.1 if the discount rate is increased from 5% to 7%. A higher discount rate does change our recommendation to include the museum in the detailed business case because the higher discount does not change the result significantly. In additional to testing high, medium and low scenarios for visitors and population we test the sensitivity of the results to an increase in the operating cost from $1.2 million to $2 million. In all scenarios the benefits exceed the costs. On the basis of these results the museum element should be included in the next stage of analysis, the detailed business case, prior to committing to investment.

A.6.4 Assumptions for the Museum analysis These estimates are based on the following assumptions:  The museum will open in 2022 based on TCC estimates.  Total capital expenditure of $23.1 million as estimated by TCC  Annual operating expenditure of $1.2 million based on the operating expenditure of the museum being similar to the operating expenditure of Tauranga Art Gallery after excluding depreciation and finance costs  10% percent of domestic visitors annually will visit the museum  Tourism growth rates in Tauranga will follow the MBIE tourism forecasts  Domestic tourism will grow at same rate as the national average which was 0.42% annually from 2005 to 2015.

A.7 Performance venue

Background and scope NZIER and Urban Economics were commissioned to consider the prima facia case for a new performance venue as an element within the redevelopment of the Civic Campus. This scope this assessment includes an assessment of the costs, benefits and compared to current market offering. Primary research as surveying potential users is outside scope of our brief, which means our assessment of the potential demand is limited to existing estimates. Therefore, our assessment consists of a range of scenarios informed by on the operating costs and market demand experience by other venues around New Zealand. The assessment is high level as result of the limited scope. This is consistent with the level of detail in a Program Business Case and further primary research would be expected for elements and options that were recommend of a detailed business case. We considered the installation of a 1,200 seat performance venue in the Civic campus space to complement the smaller spaces available in the existing Baycourt Theatre. Conceptually the venue is a multi-function facility that is first and foremost a performance venue capable of hosting entertainment shows but also reconfigured for other events such as conferences in need of lecture halls, break-out areas, dining and spaces for exhibit displays The consideration of the market demand in separated into two parts i.e. the conference market and the performance/performing arts market. Our investigation

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considers what might be the effect of this, both on the demand for meetings, incentives and conference events (MICE) and on the vibrancy of the City Centre.

A.7.1 Current demand for conference venues in Tauranga Data from the Convention Activity Survey carried out by the Ministry of Business Innovation and Employment (MBIE) suggest that Tauranga’s share of the MICE sector is proportional to its share of population in New Zealand. Tauranga would have hosted most of the 159 conferences meetings in the Bay of Plenty region (excluding Rotorua) in year ending June 2015, attracting nearly 36,000 delegate days, 80% of them from multiday conferences. Of those 159 events, 44% were for 1 day, 27% were for two days and 29% were for longer than two days (Table 21).

Table 21 Conferences by duration Delegates / Events Delegate Days event

1 day conferences 70 7,065 101 2 day conferences 43 28,902 325 >2 day conferences 46 Totals 159 35,967

Source: MBIE Convention Activity Survey 2015

As Table 22 shows, 30 or fewer delegates was the largest size-group of these meetings, but there were almost as many events in the 101-200 delegate band. There were relatively fewer events of 200 delegates or more, but as a proportion of total events this was not much different from the proportion in more frequented convention regions like Rotorua, and in New Zealand at large. At multiday events, 36% of delegates were local, 59% were from rest of New Zealand (mostly the wider BOP region) and only 6% from overseas.

Table 22 Events by size in Tauranga, Rotorua and New Zealand

Event size (delegate Tauranga and BOP All New Zealand Rotorua numbers) (excluding Rotorua) 10-30 42 27% 104 30% 1,968 37% 31-60 27 17% 94 27% 1,258 23% 61-100 30 19% 47 13% 803 15% 101-200 40 26% 68 19% 838 16% >200 16 10% 38 11% 492 9% Total 155 100% 351 100% 5,359 100%

Source: MBIE Convention Activity Survey 2015

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Table 23 Events by size in Tauranga, Rotorua and New Zealand

Event size (delegate Tauranga and BOP All New Zealand Rotorua numbers) (excluding Rotorua) Meetings and seminars 73,190 5% 45,509 3% 1,584,654 100% Incentive activities 4,236 5% 2,927 3% 91,040 100% Trade 5,743 4% 4,464 3% 131,659 100% shows/exhibitions Special occasions 63,717 5% 35,042 3% 1,303,742 100% Total 146,886 5% 87,942 3% 3,111,095 100%

Source: MBIE Convention Activity Survey 2015

In addition to these convention visitors MBIE’s figures also record the number of visitors in non-convention events such as meetings and seminars, incentive activities, trade shows and exhibitions, and special occasions (such as weddings). Tauranga attracted almost 147,000 delegate days to this category of non-convention events, a 5% national market share, greater than its share of population and almost twice as many delegates as Rotorua to such events. Combining these delegate days with those for convention events, Tauranga would have achieved around 11% utilisation of its annual convention space capacity (excluding the Baypark sports stadium and entertainment space).18

A.7.2 Prospects for the future Venues and space for new conventions does not appear to be constrained at present, but there is a shortage of venues with the size and flexibility to stage larger events with ability to draw delegates from outside the city. This was the view of a survey of businesses undertaken by Priority One, in which a substantial proportion of respondents cited the lack of appropriate hotel accommodation as a reason for not hosting more visitors in Tauranga city.19 Of those surveyed, 69% said they would use conference facilities if associated with the hotel, and 31% said they would not. Of that 69%, 48% would use the facilities once a year, and 52% would use them more than once. And asked what size of conference facilities they would like to see, 72% answered facilities catering for up to 100 delegates, 22% for up to 250 delegates, 6% for up to 500 and less than 1% for any more than 500. Overall respondents thought they would bring 8,015 people a year from out of town into Tauranga if it had the appropriate hotel and conference facilities. If these expectations were met, Table 24 below estimates how much extra spending would be brought to Tauranga. It uses figures from MBIE’s Convention Activity Survey to show the number of delegate days in one-day conventions, multi-day

18 This is assuming the 4,667 convention delegate places in identified venues are used for 365 days a year and for 1 event a day, resulting in a total capacity of 1.7 million delegate days per year. The utlilisation rate will go up to the extent that set up and wind down days around events take out time available for staging events, and go down to the extent that smaller venues will add to potential capacity. 19 Priority One: Tauranga International Hotel Survey, 2014

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conventions and non-conventions, and also the number of delegates, given that multi-day conventions are on average about 3 days in duration. Monetary estimates of convention delegate spending per night from MBIE’s Convention Delegate Survey are then used to calculate the total spending from different types of delegates from outside the local region (Tauranga City). No value is attached to hosts and delegates from within the city on the assumption that whatever they spend on local meetings would otherwise have been spent elsewhere in the city, so there is no additionality in their new attendance. The bottom of the table then estimates the effect of bringing an extra 8,015 delegates to the city, on the assumption that average spending would be the same as for current delegates. This would add an extra $3.5 million to the $38 million spending that convention activity already brings to the city. Using ratios from Statistics New Zealand’s Tourism Satellite Account, this new spending translates to $1.6 million of new value added, within which $0.842 million accrues as added employee earnings and $0.456 million accrues as operating surplus for business owners. These are figures for one year that would be expected to increase over time with growth in business activity and the recognition of Tauranga as a meeting destination.

Table 24 Potential value of new business meeting visits to Tauranga

NZ delegates Local (host Delegate Total International from outside region) days Delegates delegates host region delegates One-day conventions 7,065 7,065 7,065 Multi-day 28,902 9,016 459 5,353 3,204 Totals 35,967 16,081 459 5,353 10,269 Non-conventions 146,886 146,886 6,631 87,209 52,199 All delegate days 182,853 162,967 7,090 92,562 62,468 Total spending $38,176,648 $2,323,505 $35,853,142 Average spend/night $317 $304 $438 New delegates 8,015 8,015 New visitor spending $3,510,570 $3,510,570 New Value Added $1,614,862 $1,614,862 Operating Surplus $456,374 $456,374 Employee earnings $842,537 $842,537

Source: NZIER, drawing on MBIE Convention Activity Survey 2015, MBIE Delegate Days Survey 2014, Statistics NZ Tourism Satellite Account 2015

While a large capacity performance arts venue that could be adapted to convention space could complement the smaller offerings for major events, demand for such major events does not yet appear to be large. The performing arts centre would therefore need to rely more on its performance arts for attracting visitors and

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revenues than on hosting large conventions in the early years until it becomes established as a venue for large conventions.

A.7.3 Current supply of venues in Tauranga There is currently a mixture of venues of varying capacity scattered across Tauranga, although most could accommodate well below 1,000 seat capacity (Table 25).

Table 25 Main performance, conference and meeting venues in Tauranga

Name Venue type Capacity Notes Performing Arts Baycourt Theatre 577 Repertory Theatre Theatre Baycourt Theatre Theatre 200 Exhibition Space Baycourt Theatre Terrace Rooms 50 Meeting rooms Performing Arts Black box theatre, function Totara Street 450 Theatre rooms Performing Arts 16th Avenue Theatre 150 Purpose-built theatre Theatre Performing Arts Theatre, base to Tauranga Westside Theatre 110 Theatre Musical Theatre Group Performing Arts Converted church theatre, base Detour Theatre 70 Theatre to Detour Theatre Company Dedicated theatre seats Total 1,607 Hotel & Trinity Wharf Hotel 400 Conference venue + 122 rooms functions Exhibitions and Exhibition space with dining Tauranga Art Gallery 240 recitals and conference capability Tauranga Yacht and Motor Conference and Function rooms 300 Boat Club wedding/dining Classic Flyers Hangar 700 Convention space Break-out space of 200 + two Classic Flyers Other spaces 224 12 seat rooms Restaurant, function rooms and Mill Reef Winery Function rooms 250 outdoor space Restaurant, function rooms and Waimarino Adventure Park Function rooms 176 outdoor space Holy Trinity Church Church 800 Civic and other functions Other function rooms Total 3,090

Source: NZIER & Urban Economics, drawing on data from Tauranga City Council and other sources

A performance venue of up to 1,200 seat capacity in the Civic campus would certainly increase the potential for staging larger events in the city centre, although that would be dependent on sufficient accommodation of suitable quality nearby to attract the

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most valuable out-of-town visitors to multi-day conferences. Proximity of suitable accommodation appears to be a limiting factor for the ASB Baypark Stadium, and the Trinity Wharf Hotel has overnight accommodation in a variety of styles which are not equally suited to use by conference delegates. There are a number of smaller venues associated with bars and restaurants and community halls. However, the conclusion of the 2010 Horwath report on conference centre potential for Tauranga that “there is currently no venue in Tauranga that comfortably can host conferences (that includes an exhibition and a banquet) of above 100 delegates” appears to be no longer valid, although there remain limits on the capability of hosting larger multi-day events catering for around a 1,000 attendees due to floor space and accommodation. The Horwath report described the Baycourt Community and Arts Centre as constrained by its small number of breakout rooms and single flat floor space, insufficient for an exhibition and a banquet. In its Evaluation of Market Potential for a Performing Arts Centre in Tauranga, Urban Economics found Tauranga had the fewest theatre seats per head of population of a selection of other cities in New Zealand regions. More accurate estimate of demand would require interviews with local performing arts groups, national touring groups and promoters to assess their needs and likely use of a venue of the proposed size. The foregoing has indicated there is a shortage in supply of large convention venues in the city, but strong demand for large venues is not yet apparent. However, recent surveys do show a latent demand for conference facilities in the central city with higher grade hotel accommodation, and that facilities for smaller conventions would be used by a majority of respondents.

A.7.4 The market for a performance venue When considering for performance space beyond what Baycourt already provides we consulted staff at the Baycourt theatre who reported that in recent years Tauranga has missed out on several NZSO and Royal New Zealand Ballet performances due to venue capacity constraints. These touring performances visited locations like Napier and Dunedin which are smaller than Tauranga but have the venues required toaccommodate the shows. This indicates there that the capacity constraint is affecting the number of performances that take place in Tauranga. This indicates the potential for more and larger performance events in Tauranga which could increase the number of domestic visitors. It could also lead to cost savings for local people travelling to venues outside Tauranga for performances, which means the cost savings are available to contribute to Tauranga’s economy rather than Auckland’s for example. The size and composition of the performance market for Tauranga is the most uncertain market among the redevelopment options. Primary research is out of scope. We have estimated the level of show attendance required to offset the costs, rather develop a market forecast, because the information available in the absence of primary research is quite limited.

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A.7.5 Indicative breakeven estimates We (NZIER and Urban Economics) have demonstrated that there is a potential gap in the market for a performance and conference facility that can seat 1,200 people in Tauranga. However, it is unclear whether the level of demand for such a facility will be likely to be sufficient to offset the costs. The scope of our brief did not allow for market testing. Urban Economics recommended that further analysis of the potential market is done before committing to major investment. For example, it is good practice to interview key potential users to establish the level of demand. NZIER concurs with this recommendation. More in-depth analysis is required before proceeding with a decision to commit to investing in a performance venue. NZIER have provided an indicative estimate of the level of market demand and economic benefits (which as distinct from financial benefits such as show revenue) required for the performance offset the capital and operational costs. This analysis differs from the analysis in previous section because it estimates the minimum level of benefits needed to offset the costs. There are three types of benefits in our analysis of the performance venue:  Savings for locals avoiding travel cost and accommodation costs from travelling to Auckland for shows  Economic benefits from attracting domestic visitors to visit Tauranga for a performance  Economic benefits from attracting 8,000 additional domestic visitors to visit Tauranga for conferences or conventions at the performance venue annually. Our findings indicate that with a 5% discount rate the equivalent of 14 sold out performances that lead to visitors spending two days and in Tauranga and 8,000 extra conference/convention delegates annually for the benefits for Tauranga to offset the cost. This level of usage is significant but it does not appear to be unreasonable. The performance venue is the most uncertain element assessed in this report. A higher interest rate may be applied to due to this uncertainty. When the discount rate is increased from 5% to 7% to reflect the potential for a higher cost of borrowing due to uncertainty the number of sold out performances (or equivalent) increases from 14 to 18 annually, holding the number of additional conference/convention delegates constant at 8,000. We recommend further detailed analysis is done before investment decisions are made about the Performance venue. Completing the detailed analysis in the near term would be beneficial to TCC, business and residents because it would provide clarity above the viability of a performance on the site available or whether other options for the use of the land should be investigated.

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Table 26 Performance venue key findings

Scenario Low Medium High

Source: NZIER

Our basis for this estimate includes the following assumptions:  The composition of users is assumed to be:  Local resident 75%  Domestic visitor 25%  International visitor None  Our estimates of the value add benefits per domestic visitor for Tauranga by user type were $201 per event day and the average performance or conference visitor spends 2 days in Tauranga  The cost of capital expenditure is $58.9 million based on estimates provided by TCC.  No estimates of the operating expenditure have been provided by TCC.  The operating expenditure for Baycourt is around $1 million, but a larger more technically advanced facility is assumed to cost more to operate than Baycourt. We have assumed an operating expenditure of $2 million per year. The proposed performance venue has 1,200 seats and Baycourt has 577 seats  The facility is modelled to become operational in 2027 based on estimates provided by TCC.  Cost savings from avoided trips to Auckland for locals as shown in Table 27.

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Table 27 Cost savings from avoided trips to Auckland for locals Local savings on trips to Auckland Distance (return km) 402 Time hours 5.2 Vehicle occupancy rate 2 Value of time/hr $8.71 Value of time per occupant $45.30 Value of time per car $90.60 Vehicle operating costs per km $0.25 Travel cost $100.50 Accommodation cost (ex GST) $150.00 Accommodation cost (ex GST) per person $75.00 Economic saving from an avoid trip to Auckland per vehicle $341.10 Economic saving from an avoid trip to Auckland per person $170.55

Source: NZIER based on estimates from AA and NZTA

Objective Ref: A7120049 Attachment406 12 - Tauranga Civic Spaces Funding Assessment

Tauranga Civic Space Options Project Funding Assessment

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______

Giblin Group is a specialist consultancy assisting local and central government and iwi, hapū and whanau to develop and deliver on their plans and projects. Our reputation is built on attracting more than $63 million in public and private funding to restoration, extension or new construction projects in communities across New Zealand.

Since Giblin Group was founded in 2008, it has cemented itself as New Zealand’s most successful capital raising company.

Giblin Group is owned and managed by director, Jenni Giblin. A team of consultants, each with specialised skills, work out of Hawke’s Bay, the Waikato and Wellington to ensure Giblin Group stays grounded in the provinces while still being connected to ministers and government officials in the Capital.

______

Report author: Erin Harford-Wright

Report support: Christine Ennis and Charlotte Williams

Confidential: Aspects of this document are commercially sensitive and subject to intellectual property rights. This document cannot be published without express permission from Tauranga City Council and Giblin Group.

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Contents

1. Executive Summary ...... 4

2. Methodology ...... 8

3. Project Funding Breakdowns ...... 11

3.1 Museum ...... 12

3.2 Library ...... 22

3.3 Public Transport Hub ...... 24

3.4 Performance Venue ...... 25

3.5 Offices ...... 30

3.6 Masonic Park ...... 31

3.7 Streetscape + Shared Spaces ...... 34

3.8 Hotel ...... 36

3.9 Car Park ...... 37

4. Funders ...... 38

5. Iwi Partnerships ...... 40

6. Optimal Campaign Platform ...... 44

7. Capital Raising Timeframes ...... 47

8. Critical Path ...... 49

9. Implementation Costs ...... 50

10. Recommendations ...... 51

11. Interview List ...... 52

12. Appendices ...... 52

13. References ...... 53

14. Tables ...... 54

15. Version Control ...... 54

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1. Executive Summary

1.1 Project Background Health and safety issues caused by toxic mould, Stachybotrys, discovered in Tauranga City Council’s administration buildings in 2014 have meant Council has had to re-house staff and consider how it will accommodate them in future. However, this has also presented the community with an opportunity to breathe new life into the heart of the city and provide fit- for-purpose facilities that will serve the people of the Bay of Plenty for generations to come.

Through the 2015-25 Long Term Plan, the community gave Tauranga City Council (TCC) the mandate to investigate the various options for civic improvement opportunities and now council has embarked on the Civic Space Options Project (CSOP).

Establishing how the community will pay for those facilities is central to how the community will prioritise elements of the project. The potential developments being investigated are wide-ranging, as is the potential for how individual facilities will be funded.

Tauranga is fortunate to have a growing population (and ratepayer base), be supported by a number of generous funding organisations and be the home to many “high net worth individuals”1, some of whom have thrown their support behind invigorating the city centre. Tauranga is also an increasingly important contributor to the national economy at a time when there is a central government focus on seeing the regions prosper.

Giblin Group works with councils across New Zealand to help build thriving and prosperous communities and is a champion of the regional renaissance that New Zealand is experiencing.

We do that by bringing together local government, central government, iwi groups, private philanthropists, community, gaming and private trusts and corporates to build facilities that will not only meet the needs of the community but drive economic and social change.

Tauranga City Council has engaged Giblin Group to provide a Funding Assessment of the facilities within the scope of the Civic Space Options Project. The Funding Assessment will

1 Tauranga is home to the Bay of Plenty Enterprise Angels which consists of 166 high net worth individuals looking to invest in start-up companies: http://www.nzherald.co.nz/bay-of-plenty- times/news/article.cfm?c_id=1503343&objectid=11473439

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establish which facilities lend themselves to external funding and provide an estimate of how much funding they may attract.

Giblin Group’s work is evidence-based and robustly tested, giving Council and the community assurance that due diligence has been done in maximising ratepayer investment in community facilities. The Funding Assessment will provide a starting point for establishing partnerships that will not only pay for the construction of a facility but build ownership in the community beyond the Council itself.

Securing funding requires a robust and methodical process and requires investment and time.

A typical capital campaign looks like the graph below:

Table 1 Capital Raising Process

• Project Scope / Better Business Case • Revenue Generation Strategy • Feasibility Study Strategic Phase

• Community Engagement & Communications Strategy • Sponsorship Collateral Development Development • Corporate and Philanthropic Research Phase

• Corporate & Philanthropic Approaches • Government Funding Applications • Gaming and Community Trust Applications Implementation Phase • Community Fundraising Campaigns

•Monitoring and evaluation of campaign •Maintaining partnerships Evaluation Phase •Leveraging existing partnerships for other developments

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1.2 Funding Summary

This report examines “external funding” opportunities for nine potential capital projects Council is investigating through the Civic Space Options Project. Those are:

. Museum; . Library; . Public Transport Hub; . Performance Venue; . Offices; . Masonic Park; . Streetscape and Shared Spaces; . Hotel; and . Car Park.

External funding in this report refers to grants, donations, sponsorships or in-kind support through channels such as ministerial grants, contestable funds, community fundraising or corporate sponsorship arrangements. This report does not endeavour to examine “financing” or “commercial investments”, but where high-level information has been apparent this has been included for completeness. Where Council contributions are identified, this report does not recommend how that portion should be funded.

This report identifies a mix of funding for each project, with some projects attracting a number of complementary funders while others are limited to Council or commercial investment only.

The museum and performance venue proposals attract the largest ratio of external funding, with between 76 percent and 81 percent potentially coming from external sources to the museum, and between 70 percent and 76 percent from external sources to the performance venue.

A public transport hub may attract as much as 55 percent in external funding, including a small portion of commercial investment.

Other projects, such as the library, Masonic Park and street-scape, would be considered by funders as the core business of Council but some items within those projects may still attract funding. The funding could be as much as 25 percent of the total cost, depending on the scale of the project.

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Some of the project do not lend themselves to external funding. Options for the Civic Administration Buildings (refurbishment or new build) and a car park proposal include Council fully funding the projects through to a property developer constructing and leasing to Council. A hotel proposal could significantly be funded by commercial interests with a small portion of Council support through enablers such as deferring payment for land.

On the following page is a high-level overview of what external funding could be secured for each project, within the scope of the Funding Assessment. Council’s contribution is in blue

, external funding in orange and commercial investment in green .

The facilities have been ordered by ratio of funds they can attract from external funders, with the museum and performance venue with the highest ratio, reading down to those at the lower end. If they cannot attract external funding they have been excluded.

The museum and performance venue are also the most likely to attract external funding as there are established dedicated funds at both a national and local level for these kinds of projects. The model for securing funds for these sorts of facilities has also been repeatedly proven. However, the key to these facilities securing this funding is demonstrating the need and benefits to the community and that there is significant community support.

Table 2 Project Funding Summary

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2. Methodology

As defined by Tauranga City Council, the Funding Assessment will deliver three key elements:

. Funding source options, benchmarks for all project scope elements; . Initial engagement with key funding stakeholders; and . Preliminary funding revenue strategy and route map.

The methodology for delivering the desired elements of the Funding Assessment are as follows:

2.1 Funding Source Options Giblin Group has significant experience in funding community infrastructure projects across New Zealand as well as a thorough understanding of the processes and political climate that shape a project’s journey to completion. That experience, case studies of similar projects and investigations specifically in the Bay of Plenty and within the Civic Space Options Project are the foundation of this report.

Investigations have included reviews of recent grants from relevant funders (Appendix 1) and funding case studies for similar projects (Appendix 2). Benchmark project costs supplied by Council have been established by Rider Levett Bucknall through comparison with similar facilities across New Zealand, some of which are projects Giblin Group has worked with. All benchmarks presented are “turn-key” costs that include construction as well as consenting, professional fees and fit out of “fixtures, fittings and equipment”. Operational funding opportunities have not been specifically investigated but where opportunities have arisen, these have also been identified.

In April, a “scope and scale” process further tested the elements through workshops with facility users to establish activities and space requirements. These requirements have been included in each element description.

Funding opportunities presented for co-locating or “hubbing” facilities (based on funding criteria/mandate) are also presented and what funding conditions may apply to those combinations (see Section 3.1).

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2.2 Initial Engagement with Key Funding Stakeholders Through the development of the Funding Assessment, 20 funders or stakeholders were interviewed, including Lottery Grants Board advisors, Central Government fund advisors, Community Trust representatives and local business people.

These interviews include confirming the fit between the criteria and the project, gauging the level of support for the project (i.e. where it may fit in their priorities) and, where possible, getting an indication of the value of the application.

These conversations served as an information gathering exercise and provided background to the funders or stakeholders to help build an understanding of Council’s intentions. Funders increasingly want to know what projects are in the “pipeline” so they can effectively manage fund distribution and maximise the effectiveness of the limited funds they can grant.

2.3 Preliminary Funding Revenue Strategy and Route Map Funding options for each project are outlined in a table under each project description (Section 3), including what funds can be applied to, for how much and when. Some contestable funding amounts can increase depending on the scale of the project, within reason, while others have a fixed maximum based on experience. Funds with fixed maximums have also been highlighted within the tables. Appendix 1 outlines the grant history of relevant funds to support the values recommended.

The table also identifies whether those applications are low, medium or high risk, i.e. how likely they are to be granted, and as a result how much of a “funding buffer” should be accounted for to cover the funding risk across the project.

As a baseline, it is recommended that all funding campaigns should include at least a five percent buffer to cover grants that are not approved or only partially approved. If anchor applications are high-risk and are a large proportion of the funding mix, the buffer is likely to be more than five percent and the buffer level should be assessed against risk once scope has been defined. It should be noted that a funding buffer is different from a construction contingency, which should be assessed by a qualified quantity surveyor.

The ratio of funding coming from each sector is also identified, including local government, central government, corporate sponsorship, trusts and community fundraising.

Information relating to who would be the best applicant is outlined in Section 6.

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While every funding campaign presents a different set of circumstances, the Funding Assessment gives examples of how long campaigns can take (Section 7) and the critical steps to get there (Section 8).

Fundraising costs are a recognised and legitimate part of any construction project budget that requires external funding. Without funding, a project may not be delivered on time or at all. An estimate on funding campaign implementation is outlined in Section 9.

2.4 Funding Conditions The funding sector is ever changing and is heavily dependent on the economic and political climate at both a local and national level. The application values estimated in this Funding Assessment are made on current conditions and with high-level information for each project only.

All application values need to be tested thoroughly once the scope and design of each project is completed. The grants each project may receive are dependent on the value they deliver the community and the priorities of individual funders at the time. Giblin Group gives its advice based on an excellent reputation in the funding sector, however no application or approach resulting from this document can be guaranteed. Due diligence has been taken through contacting funders and ground-truthing values locally, but many factors are outside of the applicant’s control, such as changing funder priorities, tightening financial climates or significant competition for funds. This is especially relevant as fundraising for the projects outlined within this report are unlikely to commence within the next 12 months, during which time many things can change.

Objective Ref: A7107241 416 Attachment 13 - Decision Making trail regarding council office accommodation

Report Decision Date Civic Space Options – Strategic 25 November 2015 Council: Case (a) Adopt the Strategic Case as the basis on which to proceed to the Economic Case.

Civic Space Options – Strategic 22 October 2015 Council: Case (a) Adopt the Strategic Assessment as the basis on which to proceed to the next stage in particular the Problem and Benefit statements in the Investment Logic Map with the deletion of: • Pg. 4 (pg 101 of Council agenda), point a (Economic Evidence): “Tauranga is struggling but generally performing well relative to comparable cities” (a statement extracted from the Tauranga City Centre Economic vibrancy 2014 report by Martin Jenkins). (b) Amend the statement “Improved local & regional economic growth” on pgs. 104 & 107 of the Council agenda to “Improved local & regional economic development”.

Council Campus and Civic 25 August 2015 Council: Facilities – Project Establishment (DC258) (a) Approves the project proceeding to the Programme Business Case stage in line with the Project Plan, Project Objective and Project Approach.

Establishing the Project Steering 22 July 2015 Council: Group for the Civic Campus Project (a) Resolves to appoint Elected Members Edlin and McIntosh, with Mayor Crosby as an alternate, as the Elected Member representatives on the Project Steering Group for the Civic Campus project. (b) Notes that any external appointments to the Project Steering Group will be made by the Chief Executive on the advice of the Project Steering Group in accordance with Council’s Project Management Policy. (c) Notes that the next scoping report from the Project Steering Group would clarify the reporting and decision making lines back to Council. 417

(d) Notifies and invites all Elected Members to attend all meetings of the Project Steering Group.

Council Campus Buildings 2 June 2015 (a) Confirm the Building Contingency Fund of $2m, included in the draft Long Term Plan. (b) Initiate a new project utilising robust business case methodology to assess all the strategic issues and opportunities associated with the future of the campus buildings. Attachment 14 - Financial Information418 for three programme options

Financial Summary - Short-listed Masterplan Options

Uninflated costs as at 30 June 2016

LTP Amendment Option 1 Option 2 Option 3 Capital Projects $,000 $,000 $,000 $,000 Civic Administration Building* 60,164,434 60,164,434 60,164,434 60,164,434 Minor update to the Civic Civic Plaza 3,964,000 5,964,000 4,464,000 4,464,000 Civic Square on Masonic Park 2,308,000 2,308,000 2,308,000 2,308,000 New Library 0 0 28,273,000 28,273,000 Update current Library 0 12,924,000 0 0 Repurpose Building B (office) 0 0 4,500,000 0 Museum 0 23,082,000 23,082,000 Street Scapes 0 8,052,000 9,439,000 9,439,000 Performance Venue 0 0 0 58,863,000 Business Case Elements Museum 100,000 0 0 0 Library 200,000 0 0 0 Performance Venue 200,000 0 0 0 Total Capital Expenditure 66,936,434 89,412,434 132,230,434 186,593,434 Capital- External Income 600,000 600,000 18,000,000 29,400,000 Net Additional Capital Expenditure /Debt 66,336,434 88,812,434 114,230,434 157,193,434

LTP Amendment Option 1 Option 2 Option 3 Net Additional Operating Cost by Activity $,000 $,000 $,000 $,000 Civic Administration Building 4,076,161 4,076,161 4,076,161 4,076,161 Civic Plaza 381,432 554,166 374,431 365,460 Civic Square on Masonic Park 151,078 151,078 151,078 151,078 New Library 0 0 2,045,005 2,045,005 Update current Library 0 913,910 0 0 Repurpose Building B (office) 0 0 (310,525) 0 Museum 0 0 1,303,976 1,303,976 Street Scapes 0 579,265 666,507 666,507 Performance Venue 0 0 0 3,415,956 0 Total Net Additional Average Annual Operating Costs 4,608,672 6,274,581 8,306,634 12,024,144

LTP Amendment Option 1 Option 2 Option 3 Net Additional Operating Cost by Classification $,000 $,000 $,000 $,000 Operating Costs 242,886 520,594 2,279,974 4,075,649 Depreciation 1,630,690 2,255,530 2,999,570 3,942,418 Finance Costs 2,735,095 3,714,920 4,795,591 6,931,000 0 Less Revenue (216,464) (1,768,501) (2,924,923) 0 Total Net Additional Operating Costs by Classification 4,608,672 6,274,581 8,306,634 12,024,144

LTP Amendment Option 1 Option 2 Option 3 Potential Funding Summary $,000 $,000 $,000 $,000 Rates Civic Administration Building** 69.21% 2,821,111 2,821,111 2,821,111 2,821,111 Civic Plaza 381,432 554,166 374,431 365,460 Civic Square on Masonic Park 151,078 151,078 151,078 151,078 New Library 0 0 2,045,005 2,045,005 Update current Library 0 913,910 0 0 Repurpose Building B (office) 0 0 -310,525 0 Museum 0 0 1,303,976 1,303,976 Street Scapes 0 579,265 666,507 666,507 Performance Venue 0 0 0 3,415,956 Total Average Annual Rates Impact 3,353,622 5,019,531 7,051,584 10,769,094

LTP Potential Average Rating Impact per rating unit Amendment Option 1 Option 2 Option 3 Activity Rating Units* 61250 61250 61250 61250 Civic Administration Building** 69.21% $46 $46 $46 $46 Civic Plaza $6 $9 $6 $6 Civic Square on Masonic Park $2 $2 $2 $2 New Library $0 $0 $33 $33 Update current Library $0 $15 $0 $0 Repurpose Building B (office) $0 $0 -$5 $0 Museum $0 $0 $21 $21 Street Scapes $0 $9 $11 $11 Performance Venue $0 $0 $0 $56 Total Average Rates Impact per Rating Unit $55 $82 $115 $176

*Rating units forecast 2025/26 **Civic Administration Building 69.21% rates the balance is collected via User Fees and Charges (including Waste and Water)

Source: Tauranga City Council, May 2016

Objective Ref: A7137992 419

Attachment B – Previous Report Schedule

Project Clean list of Reports

1. Objective Files – Council Report Location

Council Report Title Objective Reference

1. Council Campus Buildings - Council Report (DC130) – 2-5 June 2015 Obj ID: A6275287 2. Council Briefing Report – Weathertightness & Building Services – 28 Obj ID: A6241732 April 2015 – Confidential 3. Council Briefing Report – Seismic Capacity & Risk – 21 April 2015 - Obj ID: A6227893 Confidential Appendix A - Chronological Index of Seismic Reports Obj ID: A6227894 Appendix B - Letter to Steve Warnes from Stephen Town - Reference Notice to Fix - Earthquake Prone Buildings - Revised IEP4 Confirmation of Obj ID: A6227895 Post Disaster Function - 91 Willow Street (A2977192) Appendix C - Opus 2014 TCC Civic Campus Structural Review Report Issue 2 Obj ID: A6227896 Appendix D - Seismic Assessment of 91 Willow Street Campus Buildings - Obj ID: A6227897 Draft (Rev A) 4. Confidential Seismic Presentation to Elected Members – 21 April 2015 Obj ID: A6237393

5. Building Report – Council Report– DC 32 – 3 February 2015 Obj ID: A6064674

2. Objective Files – General File Locations

File Name Objective Reference

6. Beca - Seismic Assessment Report - 25 May 2015 Obj ID: A6289421 7. Beca - Seismic Assessment – APPENDIX D (structural drawings) - 25 Obj ID: A6289419 May 2015 8. Prendos - Weather Tightness Report Administration Building (secured) Obj ID: A6226069 – 8 April 2015 9. Prendos - Weather Tightness Report Block A (secured) – 8 April 2015 Obj ID: A6226064

10. Prendos - Weather Tightness Report Block B (secured) – 8 April 2015 Obj ID: A6226065

11. Prendos - Weather Tightness Report Block C (secured) – 8 April 2015 Obj ID: A6226068

12. Beca - Building Services Report Obj ID: A6239419

13. Beca - TCC Willow Street Campus - Fire Assessment Obj ID: A6242241 420

Car Parking Reports

3. Objective Files – Council Report Locations File Name Objective Reference 14. Report – Council – 29 June 2015 – DC215 – Adoption of the 2015-25 Obj ID: A2559383 Long Term Plan 15. Report Council – 2 June 2015 DC136 – LTP Deliberations – City Centre Obj ID: A6267452 Parking Pricing Report – Council – 2 June 2015 - DC136 – LTP Deliberations – City Obj ID: A6283393 Centre Parking Pricing LTP Financials – Attachment A 16. Report Council – 2 June 2015 – DC133 – LTP Deliberations – City Obj ID: A6267359 Centre Car Park Facilities New Parking Building (3) (2) Report – Council – 2 June 2015 – DC136 – LTP Deliberations – City Obj ID: A6283456 Centre Parking Pricing LTP Financials – Attachment B

Civic Space Options Reports:

4. Objective Files – Council Report Locations

File Name Objective Reference 17. Council Report – DC123 – Council 27 April 2016 – Civic Space Options Obj ID: A7046711 Project Findings and Next Steps Attachment A DC123 Council CSO Project Findings and next steps – Obj ID: A7046093 Civic Campus Map - final Attachment B to DC123 Council CSO Project Findings & Next Steps – Obj ID: A7046724 Cost Summary remediation of existing buildings Attachment C DC123 Council CSO Project Findings and Next steps Obj ID: A7045857 Economic Evaluation of Council Office Location Options Attachment D to DC123 – Council Civic Space Options Project Obj ID: A7045078 Findings and Next Steps 18. Report Council – 25 November 2015 – DC358 – Civic Space Options – Obj ID: A6686325 Strategic Case 19. Report Council – 22 October 2015 – DC 305 - Civic Space Options – Obj ID: A6594478 Strategic Assessment 20. Council Campus and Civic Facilities – Project Establishment (DC258) – Obj ID: A6485351 25 August 2015 DC258 – Council Campus and Civic Facilities Project Plan Attachment Obj ID: A6427154 A DC258 - Council Campus and Civic Facilities BBC Diagram DC258 Obj ID: A6451846 Attachment B 21. Establishing the Project Steering Group for the Civic Campus Project – Obj ID: A6349270 22 July 2015 (DC195) DC195 Attachment A – Project Management Policy Obj ID: A6349274 22. Report Council -2 June 2015 – DC130 – LTP Deliberations – Council Obj ID: A6275287 Campus Buildings DC 165 Attachment C - Civic Space Options - Proposed Masterplan Options 1-3 421

REFER TO LANDLAB PRESENTATION DOCUMENT 3.1 OPTION 1 - LEAST AMBITIOUS FOR PUBLIC SPACE PHASING+ AREA SCHEDULE Carpark Building Developed (approximately 560carparks)

Hotel site developed Retail active edge Entry to Corner sites developed Accessto by Private Sector along Hamllton carpark via by Council for strategic Water project Street elevation Harington activation Implemented Street

HARIN ON ST

WHAREPAI DOMAIN l @)

11,------,\I I __ •' ------, ,, ______,------5 (Not funded by I .-- __..... P""'!!l_.aa - " ------1. I this project) � ..- ··�- __ ..... _ .. ..,,_W51 .... ��------�--� Baycourt I LTON STREET 7 •' HAMI II: 1.:� -... -- -.. �� -----· ® • - - �� -�--�-�� ----· i ·- ---�---=1"-- �-- - I j Council Offices @ l Q Carpark ct l tu @ :.!! 1 e 1- ct I w � C 9 ArtGallery � � I ti g @ 0::: @ .� .-I 'w 3: Masonic Park 'I !::c I� @ IC B I Access to Water t I 4 I e I I PROJECT ELEMENTS Option 1 (m2 GFA) Hotel J -----....------, b- Harington Car Park 14860 0 6 WHARF STREET --- lllllliit _ __ .... ____: _ ..., Main SiteCar-parking 0 @ Civic Space _ ....- ...- __ ... --�--JL-----� �=---�� Council Offices 8170 Shared Space @ Library 3700 (existing + ancillary uses) Council Offices & Civic Plaza built Building B Corner sites developed as one integrated project retained and by Council for strategic Museum 0 (5 -storeys) repurposed activation 8170sqm GFA as library PerformanceVenue 0

Area of new Open Space 2656

Total: 32123

TAURANGA CIVIC HEART WARREN AND MAHONEY + LANl>LA!I

MASTER PLAN REPORT 24 MAY 2016 Objective Ref: A7135939 422 REFER TO LANDLAB PRESENTATION DOCUMENT 3.1 OPTION 2 - MORE AMBITIOUS FOR PUBLIC SPACE PHASING + AREA SCHEDULE Carpark Building Developed Council Offices Retail active edge (approximately & Civic Plaza along Hamilton 560 carparks) Accessto bullt as one Street elevation waterproject Hotel site developed with implemented Integrated Entryto Admin Building demolished - Integrated3-4 storey car parking and Integrated project carpark via library and museum building developed on corner of function space. Potentially de (5 -storeys) Harington Hamilton & WIiiow Streets. veloped In partnership 8170sqmGFA Street

T HARi GTON ST E

WHAREPAI DOMAIN

® Baycourt Council Offices ,.. - - .... .+. l ----·------,J @ _..-'\-�---- -,..---- ,______- ..-__ _-_ ...... � ---- -_-- -�--�--·.;;- I Carpark i- -- - - STREET 7 HAMILTON �� @) l ... UJ -�- - 0:. _ ...... - .. _.. - --..-�-- ·------�--� ;�:.::..:-::-:.-=--,r- ::;:::-- Art Gallery 0 ; @ \::J g Masonic Park � a:: @ 2 0 0 � Access to Water e e e w Hotel :cI- 28 B 0 Library PROJECT ELEMENTS Option 2 (m2 GFA) Museum -- __ ...... - .... a?:SI·------_ __.--...H --� F..,.�- STRE T 6 Harington Car Park 14860 0 r-- W AR E _ ...... - Civic Space I .- ..� -��-�� Main Site Car-parking 0 @ I� - � _.� - - ...- Council Offices 8170 Shared Space Library 4500 ® (existing+ ancillary uses) Civic Squareand Corner sites developed Public Realm by Council for strategic Museum 2600 developed activation SharedSpace Implemented connecting Civic Space to Masonic Performance Venue 0 Park and Access toWater Building B retained & Area of new Open Space 3453 repurposed as eg office or community use Total: 36222

TAURANGA CIVIC HEART WARREN AND MAHONEY+ LANi)LAB

46 MASTER PLAN REPORT 2'1 MAY 2016 Objective Ref: A7135939 423

REFER TO LANDLAB PRESENTATION DOCUMENT 3.1 OPTION 3 - MOST AMBITIOUS FOR PUBLIC SPACE PHASING+ AREA SCHEDULE - car park Build ing Developed Council Offices Retail active edge (approximately & Civic Plaza along Hamilton 560 car parks) Access to bullt as one Street elevation Entry to water project Hotel site developed with integrated Integrated 3-4 storey library and carpark via Implemented car parking and integrated project museum building developed on comer Harington function space. (5 -storeys) of Hamilton & Willow Streets. Street 8170sqmGFA

HA INGTON S REET WHAREPAI DOMAIN

® Baycourt @ Council Offices @ Carpark - I ,, l •• ------�, I @ I� ) ,... ______. ..:" _ _ ..... �- _ W!!lllt- _____ .., _ ... -- - ...� ;..-111!!11'--tB!l--llllllP _ Art Gallery HAMILTON STREET 7 I @ I ,_ ® Masonic Par\< 0 Access to Water � ct e e 0 0 Hotel w er: e ', I � t Cl) ·� w Library ::c ::cer: I- :::> 0 0 0 Museum -1 Civic Space ------2 I PROJECTELEMENTS Option 3 (m GFA) @ ------...------� - WHARF STREET Harington Car Park 14860 Shared Space I 6 -- . ------... --- .- ._. ... -...... --� -.- @ , ...-- ...- .. Main Site Car-parking 3982 e Performance Venue Council Offices 8170 Library 4500

Civic PerformanceVenue SharedSpace Museum 2500 Square constructed with 35 implemented and Public space carpark below. connecting Civic 6500 Realm Space toMasonic PerformanceVenue developed Park and Access to Water Area of new Open Space '4224

Total: 47473

TAURANGA CIVIC HEART WARREN AND MAHONEY+ LANDLAB MASTER PLAN REPORT 24 MAY 2016 Objective Ref: A7135939