4. TOWN HALL CONSERVATION AND OVERALL PERFORMING ARTS PRECINCT

General Manager responsible: General Manager Community Services, DDI 941-8607 Officer responsible: Mike Hannaway, Major Facilities Rebuild Unit, DDI 941-6318 Author: Liam Nolan, Major Facilities Rebuild Unit, DDI 941-5046

PURPOSE OF REPORT

1. The purpose of this report is to present a response to the Council’s resolution on 22 November 2012 to adopt its preferred option for the Town Hall (as agreed to in the draft annual plan) which was to repair the existing facility to 100% per cent of New Building Standard. The resolution also agreed that there may be opportunities to rework the southern entry, which the report addresses in an options study and recommendation.

2. The recent Crown/CCC cost sharing agreement has confirmed CCC as the lead for the Performing Arts Precinct (which includes the Town Hall) and this report provides the commentary and recommendation for moving forward with a feasibility study of the proposed facilities for the Music Centre of , Christchurch Symphony Orchestra and Court Theatre.

3. The report seeks direction from the Council on which option they wish to proceed with for the southern entry of the Town Hall and to confirm which option they wish to proceed with for the Performing Arts Precinct. The agreement states these decisions need to be delivered to the Minister by 31 August 2013.

EXECUTIVE SUMMARY

4. The suffered damage in the Canterbury Earthquakes, primarily in the 22 February event. The Council’s resolution on 22 November 2012 was to adopt its preferred option for the Town Hall (as agreed to in the draft annual plan) which was to repair the existing facility to 100% per cent of New Building Standard, allowing alternative proposals for the southern entrance.

5. The Town Hall restoration was consulted on through the 2012-13 Annual Plan and gained significant support from the community.

6. The Town Hall restoration project can be defined as the original interrupted refurbishment project, significant betterment to services and acoustics (James Hay Theatre), a comprehensive jet grouting matrix and concrete raft slab engineering solution and strengthening of the building to a target of 100% NBS. The CCC Workshop Final Design Report provides the architectural, engineering, heritage, and commercial details of the conservation project as well as the Limes/function wing design options.

7. The preliminary cost estimate is $127.5M, which includes appropriate cost escalation and contingency elements.

8. Insurance discussions for the Town Hall are ongoing, a number of options are available depending on the final position of the insurers and Council’s decision on repair or replacement of the Town Hall

9. The draft Central City Plan identified the need for a new Court Theatre and suitable home for the Music Centre of Christchurch. The negotiations for a home for the CSO were already underway prior to the earthquakes at the Salvation Army Citadel. These findings informed the Performing Arts Precinct requirements outlined in the Blue Print.

10. The Joint Agency Group (JAG) comprised of staff representatives from the Ministry for Culture and Heritage, Creative New Zealand, Christchurch Earthquake Recovery Authority, Central Christchurch Development Unit and the Christchurch City Council is developing a package of options that collectively address the following key issues for the arts sector (including performing arts) in Christchurch: - Ongoing Transitional Support - Permanent Infrastructure / Premises - Sector Capability

11. A thriving performing arts sector is one component of the broader recovery of the arts sector in Christchurch. The collective impact of a range of initiatives will contribute to the recovery of the arts sector as a whole. The successful development and long-term activation of the Performing Arts - 2 -

Precinct relies on maintaining an awareness of these initiatives and understanding the ways in which they can inform the development of the PAP project.

12. The Joint Agency group has a key role to play in maintaining this connection between the Performing Arts Precinct and the wider recovery initiatives of the arts sector. Preliminary build projects have been identified in the Performing Arts Precinct but how the remaining space (public and private) can best be developed and the overall activation plan for the precinct requires further consultation. An overarching arts strategy (including performing arts) that draws together the aims of the Performing Arts Precinct and the sector as a whole also requires further investigation.

13. The report recommends commencing developed design for the Town Hall (based on Option 1 for the southern entry) with the intention to achieve further cost certainty through a tender process. It is further recommended to continue the Performing Arts Precinct feasibility study via stakeholder meetings to achieve a brief and project definition that meets the required Crown/CCC cost sharing agreement budget.

14. The report confirms that delivery of the Town Hall and the other Performing Arts Precinct facilities outlined in the cost sharing agreement will be challenging within the $157.5M plus contributions but achievable.

15. Costs of external works and car parking to the Performing Arts Precinct are excluded and will be funded by commercial operations and/or part of parking provisions funded elsewhere.

BACKGROUND

16. The Christchurch Town Hall suffered damage in the Canterbury Earthquakes, primarily in the 22 February event. The extent of shaking damage was lower than might have been expected. However, the liquefaction and lateral spread on the site has been the main contributor to the structural damage.

17. The Town Hall complex was part way through a refurbishment when the earthquake events occurred. This refurbishment included refining the acoustics of the James Hay Theatre, adding additional food and beverage facilities and an upgrade of the fire and mechanical services.

18. In the 2012 annual plan discussions, Council requested staff to “evaluate the merits of retaining the main auditorium, and developing a new entrance and gathering space, provided the overall acoustic quality, and sense of place associated with the Town Hall can be retained”.

19. Staff presented options on 22 November 2012 and recommended developing the design to address the concerns about a confused sense of place.

20. Council resolved on 22 November 2012 to adopt its preferred option for the Town Hall (as agreed to in the 2012 draft annual plan) which was to repair the existing facility to 100 per cent of New Building Standard, but allowing alternative proposals for the southern entrance.

21. The following is an extract from the Crown/CCC cost sharing agreement;

Schedule ten:

The Council will decide what Performing Arts Facilities will be provided within the following Performing Arts Precinct.

Options for the Precinct could include:

1. The existing Town Hall Auditorium, James Hay Theatre and a new southern entrance to the facility.

2. The existing Town Hall Auditorium with pre-function space and also a 500-seat Auditorium, small theatre and the Music Centre on designated land between south of Armagh and east of Colombo streets.

3. The existing Town Hall Auditorium, James Hay Theatre and a new southern entrance to the facility, and also a small theatre and music centre on designated land between south of Armagh and east of Colombo Streets.

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If the Council decision is to proceed with options 2 and 3, the Crown will vest the required land in Council at no cost. The Crown is to approve the design and scope of the facilities being developed on the land being vested by the Crown. The Crown agrees to not unreasonably withhold its approval of design and scope. The Performing Arts facilities, funded by the Council, will be owned and operated by the Council.

22. All options outlined in the Crown/CCC cost sharing agreement include the complete or partial retention of the Town Hall.

23. The Blue Print identified facilities (see table below) for the Music Centre of Christchurch, Christchurch Symphony Orchestra and the Court Theatre. Consultation with these organisations to further understand their requirements, ownership and funding models has commenced.

Facilities User Functional Requirements GFA (m2) CSO ‘Home’ CSO Requires new office, library, storage and 1000 rehearsal facilities Music Centre Music students Teacher Requires facilities for music and a venue 2700 and performers for performances and teaching, ideally collocated with CSO Court Theatre General public, The Requires two auditoria for theatrical 3910 Court Theatre, Various performances including support facilities, touring theatre groups out-door amphitheatre

24. The attached Performing Arts Precinct High Level Feasibility Study provides a schedule of accommodation and a bulk and location example for these facilities.

25. The total estimated cost for each of the facilities is identified in the WT Partnership Order of Magnitude Estimate and highlights the need to manage the requirements of each facility specific to their funding streams.

26. Based on the high level discussions and costs, providing the required facilities will be challenging within the $157.5 million budget plus contributions from others, but it is achievable.

27. It is anticipated that there will be additional funding for any external works and car parking required. Should car parking be required as part of delivering the Precinct, or any resource consent requirement, the work may need to be funded from the agreed budgets set aside for parking.

28. Through the draft Central City Plan CCC identified the need for a new state of the art Court Theatre, finding a suitable site for the Music Centre of Christchurch, provision of community performance and rehearsal facilities and investigation into the provision of amphitheatres and outdoor performance spaces.

29. Negotiations regarding a permanent home and rehearsal facilities for the Christchurch Symphony Orchestra were already underway in relation to the Salvation Army Citadel site prior to the earthquakes.

30. The Ministry for Culture and Heritage, Creative New Zealand (and Christchurch City Council through the draft central City Plan) and CERA were jointly involved in informing the development of a Performing Arts hub concept in the Christchurch Central Recovery Plan. Those recommendations informed the Blue Print process and final Blue Print decision.

31. The Blue Print reconfirmed the need to provide homes for the Court Theatre, Christchurch Symphony Orchestra and Music Centre of Christchurch as key anchor tenants of the Performing Arts Precinct.

32. The subsequent formation of a Joint Agency Group (JAG) comprised of representatives from the Ministry for Culture and Heritage, Creative New Zealand, Christchurch Earthquake Recovery Authority, Central Christchurch Development Unit and the Christchurch City Council continues to provide a collaborative platform for the development of the Performing Arts Precinct in consultation with stakeholders and the Performing Arts Precinct project team.

33. The attached Performing Arts Precinct Overview summaries the history of the decisions and provides a review of performing arts facilities identified in relation to the Performing Arts Precinct, including facilities in close proximity to the Performing Arts Precinct.

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METHODOLOGY

34. The purpose of this report is to respond to Council’s November resolution for the Town Hall and also address the requirements outlined in the Crown/CCC cost sharing agreement for the overall Performing Arts Precinct. The team involved in this review to assist included: . (WAM) – Architectural Concept Design and Report (TH) . Sheppard and Rout Architects (SRA) – Architectural Bulk and Location (PAP) . Holmes Consulting Group (HCG) – Structural Concept Design (TH) . Rider Levett Bucknall (RLB) – Preliminary Cost Estimating (TH) and Peer Review (PAP) . WT Partnership (WTP) – Preliminary Cost Estimating (PAP) and Peer Review (TH) . Heritage Advisory Team (HAT) – Heritage Reporting

35. This report summarises the individual reports on the retention and conservation of the Town Hall and the initial feasibility of the wider Performing Arts Precinct. It is recommended that the report be read in conjunction with the Town Hall CCC Workshop Final Design Report and the Performing Arts Precinct High Level Feasibility Study.

PLANS AND REPORTS:

36. The accompanying documents for this report are:

. Warren and Mahoney (WAM) CCC Workshop Final Design Report, Rev A: A comprehensive report on the structural, architectural, service and commercial aspects of the Town Hall conservation project, including options for the south entrance. (previously circulated). . Tonkin and Taylor Post earthquake and foundation repair assessment; consolidation report on ground conditions and recommended engineering solutions for the Town Hall conservation project. . Sheppard and Rout Performing Arts High Level Feasibility Study, 12 August 2013: initial assessment of Performing Arts Precinct providing details of the Blue Print requirements. . Performing Arts Precinct Overview: introduction into the Christchurch Performing Arts requirements to inform the Blue Print document. . Arts Sector Recovery Initiatives Overview from JAG . Heritage Team Report: comments on the WAM Report with particular reference to the options for the south entrance of the Town Hall.

PLANS AND REPORTS: CCC WORKSHOP FINAL DESIGN REPORT – SECTION 9 LIMES/FUNCTION WING DESIGN OPTIONS

37. Council agreed in November 2012 that there may be opportunities to rework the southern entry to the Town Hall from the Avon River Park which may mean some changes to Boaters, the Limes and Cambridge rooms, however any such changes would be approved by the Council.

38. Consultations on the proposed design options for the southern entry have been undertaken with the projects Heritage Advisory Team and Jenny May (HMS/CCC), CCDU (Arts Precinct and Avon River Park), the Project Sponsor and the incumbent operator Vbase team.

39. Evaluation matrix of the southern entry options (taken from the attached CCC Workshop Final Design Report)

40. A summary of the options for the southern entrance with an indicative cost position are as follows: Option 1: Full Retention and Restoration: 2075m2, cost neutral. Option 2: Partial Retention and Restoration: new ground floor function space: 2045m2, cost neutral / cost saving Option 3: Full Replacement, two storey function/Limes rooms: 2045m2, cost neutral / additional Option 4: Full Replacement, one storey function room: 1695m2, cost saving. NOTE: All options above include the retention and restoration of the Auditorium and James Hay

41. The CCC Workshop Final Design Report under Section 9.0 confirms strong heritage support for option 1, describes option 2 as not optimal and dismisses option 3 and 4 as not acceptable.

Options 3 and 4 score much higher in terms of functionality based on maximising view and terracing to Victoria Square with open floor plates.

42. The merits of the four options can be broadly categorised into heritage and functionality. The main functional issues of the original design are multiple levels (Boaters) and internal columns that reduce the effective floor area (Limes). Options 1 and 2 are strong in terms of heritage but do not address these functionality concerns of the building. Options 3 and 4 can address concerns of functionality by providing uninterrupted floor space, but do not sit well within the original identity of the Christchurch Town Hall.

43. The heritage and identity maintained through option 1 outweighs any functionality concerns expressed regarding the multiple levels and interrupted floor plate, which are original elements of the building design.

44. Option 1 is a good balance for retaining heritage whist still providing functional space.

INSURANCE CONSIDERATIONS

45. Cunningham Lindsey (the Loss Adjuster) advised (email date 13 August 2013):

- LAPP (the Insurer) has previously undertaken to share any relevant information in a timely and transparent manner. - Hence the SKM (the Engineer) report into the Town Hall has been forwarded to Council within weeks of its receipt by LAPP. This was at the same time, or even prior to, circulation to other interested parties, and before LAPP could commence its indepth review of the contents of the report, or seek the views of other relevant parties. - This review and discussion has commenced and is currently ongoing. Until the process has been completed, LAPP is not in a position to provide Council with its position on the supported repair of the Town Hall.

46. Town Hall EQ Insurance Claim Considerations:

- Replacement Sum Insured On the basis Council is limited to the valuation amount provided on the underwriting spreadsheet, the Replacement Sum Insured is $62,658,660. (as per registered valuation as at time of the 30 June 2010 insurance placement), plus 10% “margin”.

Total sum insured therefore $68,924,526 (including margin)

This represents the maximum amount that can be claimed for damage from any one event, with the exception of “reasonably” incurred Professional fees to assess and determine damage.

In the event of damage due to multiple events, the cost of damage made good between the events will be payable in addition to the replacement sum insured. For example if some damage was incurred in the September 2010 earthquake and repairs were completed partially or wholly before more damage occurred in the February 2011 earthquake, the repairs completed between September 2010 and February 2011 will be paid by the policy.

- Indemnity Value $32,444,334: Per registered valuation as at time of the 30 June 2010 insurance placement – represents depreciated replacement value. - 7 -

Should the Council choose not to repair or rebuild the Town Hall, the Indemnity Value of the Town Hall as at the date of the damage represents the maximum amount that can be claimed, plus demolition costs (if incurred) and professional fees (reasonably incurred to assess and determine damage).

In view of the initial assessment of the damage to the Town Hall exceeding the indemnity value, insurers agreed to make payment of this amount as an interim payment in late 2011. To date $22,115,778 of the indemnity value has been paid to Council

- Claim Options The current Council engineering advice is that the cost of repairs exceed the replacement sum insured (including 10% margin) of - $68,924,526.

At this point, insurers agree that the damage is substantial but we have not received their final damage assessment or their expected repair costs. They have however indicated that they believe the building is not an economic loss and therefore can be repaired within the replacement sum insured.

47. Depending on the final position of the insurers and Council’s decision on repair or replacement of the Town Hall, the insurance options are:

Option A Repair the asset at the current location. Council would have the option to inject own funds to reinstate the asset in excess of what is covered under the Policy. However, the insurer’s contribution will be the amount agreed with them for repairs (or, if no agreement, determined as being properly payable), up to the replacement sum insured.

Option B Council chooses to repair only parts of the asset. Insurance funds contribution will be the agreed repair costs for the damaged portion of the Town Hall that is reinstated and arguably, the indemnity value of repairs to the damaged portions not reinstated.

Option C Council can, in agreement with the Insurer, and on the basis that the asset is deemed a total loss, build a new Town Hall at an alternative site. Insurance contribution will not be more than the replacement sum insured.

Option D Council does not reinstate the Town Hall and therefore negotiate a cash settlement. The insurer’s position is likely to be to offer only the indemnity value. Negotiating any settlement can only be achieved when Council have a clear plan as to whether they wish to retain the asset in total, repair part of the asset or not repair. We also note that the insurer has raised concerns on many assets with respect to Council acting with “reasonable dispatch” on agreeing repair methodology and commencing repairs. Their concern is that unnecessary delays can result in escalation of costs. Ultimately, the insurer can assert that if the Town Hall is not reinstated with reasonable dispatch then only the indemnity value of the repairs (up to the indemnity value of the Town Hall) will be payable.

FINANCIAL IMPLICATIONS

48. The 2012-2013 Annual Plan included a budget of $127.5 million over four years and estimated an insurance contribution of $68.9 million. The Annual Plan resolution went on to say “Continue to work closely with the CCDU and arts community to determine how best to maximise the opportunities for arts (including the Voice of Music) in the Central City” and “approve a total budget of $127.5 million ($120.2 million plus inflation allowance) to deliver the project(s).”

49. Following the finalisation of the Crown/CCC cost sharing agreement, the Three Year Plan confirmed the amount available for the Town Hall repair at $127.5 million, with a total budget of $157.5 million for the Town Hall/Performing Arts Precinct.

50. There has been concern raised that an overspend on the Town Hall restoration project may impact on the available funds for the remaining facilities in the Performing Arts Precinct.

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Do the Recommendations of this Report Align with 2013-2016 TYP budgets?

51. Yes. This work is provided for through the 2013-2016 Three Year Plan.

LEGAL CONSIDERATIONS

The investigation of repair options for the Town Hall has been consulted on through the 2012-2013 Annual Plan Process and reconfirmed through the Three Year Plan.

ALIGNMENT WITH LTCCP AND ACTIVITY MANAGEMENT PLANS

52. Yes. The operation of the Town Hall was inherited by the Council when the operational arm of Vbase was transferred to the Council in July 2011. Levels of service are summarised in the draft Activity Management Plan 13.15 Venue Management. An investigation of a repair option in respect of the Town Hall is included on page 9 of the 2012-2013 Annual Plan.

Do the recommendations of this report support a level of service or project in the 2013-2016 TYP?

53. Yes. See above paragraph of this report.

ALIGNMENT WITH STRATEGIES

54. Aligns with the Christchurch Events Strategy 2007-2017, primarily with the ability of Christchurch to produce and host top quality events. Also aligns with the Councils’ Arts Policy and Strategy 2001 whereby the Christchurch City Council is committed to achieving an enlivened and creative city in which the arts are widely recognised as being essential.

Do the recommendations align with the Council’s strategies?

55. Yes. See above paragraph of this report.

CONSULTATION FULFILMENT

56. The consultation requirement for options to repair the Town Hall was met through the 2012-2013 Annual Plan process.

STAFF RECOMMENDATION

57. To commence the design development of the Town Hall restoration (based on option 1 for the southern entry) with the intention to achieve further cost certainty through a tender process and greater understanding of functional requirements via user groups. Option 1 has been recommended based on the balance of strong heritage support and limited functionality and commercial benefits of the other options.

58. To confirm that the option for the Performing Arts Precinct will include the Town Hall restoration (as above), a new Court Theatre, a home for the Music Centre of Christchurch and for the CSO and to continue with the feasibility study for the precinct via stakeholder engagement to achieve a brief and project definition that meets the required Crown/CCC cost sharing agreement budget.

59. To separate the budgets for the Town Hall restoration project and the other Performing Arts Precinct facilities which will provide assurance through project budgets specific as follows: $127.5 million for the Town Hall restoration and $30 million plus partner contributions for the other facilities.

C.S.O.

M.C.C. Court Theatre

Performing Arts Precinct High Level Feasibility Study

Architectural Study Prepared by: Sheppard & Rout Architects Ltd

For:

Christchurch City Council

12th August 2013 Performing Arts Precinct High Level Feasibility Study | Sheppard & Rout Architects Ltd |

Purpose of the Study

- To evaluate on a high level, the spatial feasibility of locating the remaining Performing Arts Precinct (containing Music Centre of Christchurch, Court Theatre, CSO ‘Home’) on the designated land allocated by CCDU bordered by Colombo St, Armagh St, Gloucester St and New Regent St. - To evaluate, on a high level, the 'nancial feasibility of the Performing Arts Precinct assuming the full restoration of the Town Hall

Assumptions

Assumptions made as part of this brie'ng information are listed as follows:

- The spatial requirement of various stakeholders is based on the information provided in the Christchurch Central Development Unit - Functional Brief for Arts & Heritage dated 22nd June 2012 version 1.8 document and subsequent discussions (see attached documents). They provide the key metrics used in the layout of the site. - The Town Hall will be fully restored to 100% of current building standard at its present site as per the decision made by the Christchurch City Council in November 2012. - Due to the unclear future of the , this report assumes the worst case scenario (spatially) where the building remains on the designated land.

1 Performing Arts Precinct High Level Feasibility Study | Sheppard & Rout Architects Ltd |

Facilities User Functional Requirement CSO ‘Home’ CSO Requires new o7ce, library, storage and rehearsal facilities

Music Centre Music students Requires facilities for music and a venue for Teacher and performers performance and teaching, ideally collocated with CSO

Court Theatre General public Requires two auditoria for theatrical performances The Court Theatre including support facilities, out-door amphitheatre Various touring theatre groups

Facilities GFA in Blueprint (m9) Revised GFA (m9) CSO ‘Home’ 1000 1300 Music Centre 2700 2700 Court Theatre 3910 3910

T.H.

C.T. C.T. C.S.O. P.A.C. M.C.C. C.S.O. M.C.C.

Blueprint Plan Revised Plan During the design of the Blueprint Should the Town Hall be restored at its Plan for Christchurch, C.S.O. ‘Home’ is a present site, the C.S.O. may no longer part of the proposed new Performing be integrated into the the Town Hall. Arts Centre (P.A.C.). Therefore it shares Therefore extra areas such as foyer, circulation, services, back of house, circulation, services and loading must loading and other areas with the new be provided and GFA revised. Town Hall.

2 Performing Arts Precinct High Level Feasibility Study | Sheppard & Rout Architects Ltd |

LOADING

REHEARSAL

OFFICE C.S.O.

M.C.C. LIBRARY

Space Saving Possibilities

Due to symbiotic nature of CSO and MCC, there are areas that could potentially be shared or integrated to allow reduction on the Gross Floor Area (GFA) which may directly provide savings on cost. Shared loading space, o7ce space, and library space are three potential areas of saving without major impact on the running of either centres.

The rehearsal space of CSO may also be allowed to be reduced to allow a smaller footprint and hence cost saving for the overall project.

Note: While these options have been mentioned to the major stakeholders, detailed discussions may still be required to reach a feasible solution.

3 Performing Arts Precinct High Level Feasibility Study | Sheppard & Rout Architects Ltd |

Functional Brief

Schedule of Accommodation

C.S.O.

CSO Home

The accommodation schedule of the home of CSO has been revised since the Blueprint as the consquence of no longer being located within the proposed new Performing Arts Centre.

CSO Size Area Allocation (m9)

Level 1 Foyer 30 Rehearsal Room 20m x 25m 500 Gear Storage 150 BoH and Loading Bay 70 Kitchen and Breakout 130 WCs 12 Circulation 10% 89.2 Building Services Plant 10% 89.2 Sub Total Level 1 1070.4

Level 2 O7ce/Support 100 Library 100 O7ce WCs 8 Circulation 10% 20.8 Building Services Plant 10% 20.8 Sub Total Level 2 249.6

Total GFA 1320

4 Performing Arts Precinct High Level Feasibility Study | Sheppard & Rout Architects Ltd |

Music Centre of Christchurch

The accommodation schedule for the Music Centre of Christchurch remains the same as the brief in the Christchurch Central Development Unit - Func- tional Brief for Arts & Heritage dated 13th July 2012 version 2.2.

Music Centre Size Area Allocation (m9) M.C.C. Level 1 Foyer 200 F&B/ Cafe 150 Auditorium (300 pax) 300 Stage 100 Sound/ Tech Support 25 Storage 100 Back of House 100 Loading Bay 100 Medium Rehearsal Rooms 6 x 50 300 Large Rehearsal Rooms 1 x 100 100 WCs 100 Circulation 10% 157.5 Building Services Plant 10% 157.5 Sub Total Level 1 1890

Level 2 O7ce/Support 100 Sound/ Tech Support 25 Storage 100 Back of House 100 Small Rehearsal Rooms 8 x 20 160 Teaching Studios (small) 10 x 10 100 WCs 50 Circulation 10% 63.5 Building Services Plant 10% 63.5 Sub Total Level 2 762 Sub Total Level 1&2 2652

Total GFA (rounded) 2700

5 Performing Arts Precinct High Level Feasibility Study | Sheppard & Rout Architects Ltd |

Court Theatre

The accommodation schedule for Court Theatre remains the same as the brief in the Christchurch Central Development Unit - Functional Brief for Arts & Heritage dated 13th July 2012 version 2.2.

Court Theatre Size Area Allocation (m9)

Level 1 Main auditorium (400 pax) 484 Studio (The Forge) auditorium (130 pax) 196 Main Foyer 440 WCs 70 Bar Storage 24 Restaurant 200 Restaurant Kitchen 64 Wardrobe 60 Workshop 448 Circulation 5% 99 Building Services Plant 10% 0 Sub Total Level 1 2090 C.T. Level 2 Sponsor’s function room 100 Rehearsal room 312 Studio Rehearsal room 100 Education room 100 Dressing rooms 5 x 20 100 Wardrobe 60 Costume Storage 196 O7ces 256 O7ce WCs 24 Kitchen facilities 36 Props storage 196 Technicians space 40 BoH - Green Room 36 BoH - WC/showers 20 Circulation 5% 79 Building Services Plant 10% 158 Sub Total Level 2 1820

Total GFA (rounded) 3910

6 Performing Arts Precinct High Level Feasibility Study | Sheppard & Rout Architects Ltd |

Comments

On the assumption that both the Town Hall and Forsyth Barr Building remain, it is feasible to Tt the CSO Home, Music Centre of Christchurch and Court Theatre on the designated land bordered by Colombo St, Gloucester St, New Regent St, and Armagh St.

The Gross Floor Area (GFA) of CSO Home must be increased due to the lack of symbiotic relationship with the Town Hall as the result of the assumptions. However, it may be possible to form a symbiotic spatial relationship between the CSO and MCC.

While the concentration of facilities on the designated land may be ideal to create an urban node, it is important to take into considerations such as parking and safety for younger members of the public especially around the Music Centre.

Also from an urban design point of view, the inclusion of a pedestrian laneway is highly recommended to allow the connection between the diUerent facilities within the precinct.

Note: the attached plan for the Performing Arts Precinct is only an indication of a possible layout of the functions on the designated land.

7 T E E R T S

KILMORE STREET KILMORE STREET

LEGEND

M.C.C MUSIC CENTRE OF CHRISTCHURCH C.S.O CHRISTCHURCH SYMPHONY ORCHESTRA F.B FORSYTH BARR R RETAIL C.T COURT THEATRE I.T.R

CHESTER STREET WEST

A V O NR V I E R

VICTORIA PARK DURHAM STREET

ARMAGH STREET ARMAGH STREET

M.C.C .

R R PARKI NG PROPOSED CSO CONV E NTION CENTRE R

A.THEATRE

R R COLOMBO STREET C.T. MANCHESTER STREET

R R I.T.R .

GLOUCESTER STREET

PROPOSED CENTRALC E N T R A L PUBLIC LIBRARY

CATHEDRAL SQUARE

SHEPPARD & ROUT PERFORMING ARTS PRECINCT 12 August 2013 O P T I O N A T E E R T S

KILMORE STREET KILMORE STREET

LEGEND

M.C.C MUSIC CENTRE OF CHRISTCHURCH C.S.O CHRISTCHURCH SYMPHONY ORCHESTRA F.B FORSYTH BARR R RETAIL C.T COURT THEATRE I.T.R ISAAC THEATRE ROYAL

CHESTER STREET WEST

A V O N

R V I E R

VICTORIA PARK COLOMBO STREET DURHAM STREET

ARMAGH STREET ARMAGH STREET

R F.B.

C.S.O. B.O.H. M.C.C. B.O.H.

PROPOSED C ONV E NTION CENTRE PUBLIC LANEWAY B.O.H. COLOMBO STREET NEW REGENT STREET MANCHESTER STREET

R C.T. RR I.T.R.

GLOUCESTER STREET

PROPOSED CENTRALC E N T R A L PUBLIC LIBRARY

CATHEDRAL SQUARE

SHEPPARD & ROUT PERFORMING ARTS PRECINCT 12 August 2013 O P T I O N B TOWNHALL

PROPOSED CONVE NTION CENTRE

M.C.C.

POTENTIAL CARPARK C.T. C.S.O.

C O L O M B O S T

I.T.R.

PROPOSED CENTRAL PUBLIC LIBRARY

G L O U C E S T E R

S T

SHEPPARD & ROUT PERFORMING ARTS PRECINCT 12 August 2013 PERSPECTIVE- OPTION A TOWNHALL

PROPOSED CONVE NTION CENTRE

ST C.S.O

RETAIL C.T M.C.C C O L O M B O

RETAIL

PROPOSED CENTRAL PUBLIC LIBRARY I.T.R

G L O U C E S T E R S T

CATHEDRAL SQUARE

SHEPPARD & ROUT PERFORMING ARTS PRECINCT 12 August 2013 PERSPECTIVE - OPTION B Performing Arts Precinct High Level Feasibility Study | Sheppard & Rout Architects Ltd |

Attached Documents

- Relevant pages from Christchurch Central Development Unit - Functional Brief for Arts & Heritage dated 22nd June 2012 version 1.8. - Letter from Steve Clarke (CCDU) to Peter Marshall (WAM) regarding CSO requirements dated 10th December 2012

10 APPENDIX 1 | ANCHOR PROJECT FUNCTIONAL BRIEFS

Functional Brief FOR LIMITED DISTRIBUTION / BLUEPRINT PLAN / DRAFT AS AT 22 JUNE 2012 / REV 1.8 Project: Performing & Visual Arts Precinct

Anchor Project Lead: David Sheppard Company: Sheppard & Rout

5.2 Music Precinct 5.3 CSO Music Centre (300 pax) No. Size (m2) Total Total GFA (rounded) 2700 Performing Arts Centre (Town Hall); two auditoria sharing facilities estimated as Estimated at 1,000m2 of GFA required follows: Footprint (rounded) 1900 1500 Seat Auditorium 500 Seat Auditorium 5.4 Music Centre Land area (footprint +5% 1900 rounded) Level 1 Approximate provision and areas estimated as follows: Stalls 1000 500 5.5 Beat-box Stage 300 200 Music Centre (300 pax) No. Size (m2) Total Foyer 500 0 Level 1 Approximate provision and areas estimated as follows: Sound/Tech Support 50 50 Foyer 200 Beat-Box Size (m2) No. Total BoH & Dressing Rooms 250 0 F&B / Cafe 150 Level 1 Loading Bay 200 0 Auditorium 300 Foyer 6 5 40 Ticket Sales 20 0 Stage 100 Hospitality 8 6 50 Foyer Services 30 0 Sound / Tech Support 25 Hospitality ext. terrace 4 2 10 F&B Services 100 0 Storage 100 Retail 3 12 40 WCs 100 0 BoH 100 Studio A 12 9 110 Circulation 10% 255 10% 75 Loading Bay 100 Studio B 5 4 20 Building Services Plant 10% 255 10% 75 Medium Rehearsal Rooms 6 50 300 Studio C 5 6 30 Sub Total Level 1 3060 900 Large Rehearsal Rooms 1 100 100 Studio D 5 4 20 WCs 100 WCs 2 4 10 Level 2 Circulation 10% 157.5 Storage 2 4 10 Dress Circle 500 0 Building Services Plant 10% 157.5 Sub Total 340 Dress Circle Foyer 500 0 Sub Total Level 1 1890 Circulation 10% 34 BoH & Dressing Rooms 250 0 Building Services Plant 10% 34 Foyer Services 30 0 Level 2 Total Level 1 408 F&B Services 100 0 OG ce/Support 100 WCs 80 0 Sound/Tech Support 25 Total GFA (rounded) 410 Circulation 10% 146 10% 0 Storage 100 Footprint (rounded) 410 Building Services Plant 10% 146 10% 0 BoH 100 Land area (footprint +5% 440 Small Rehearsal Rooms 8 20 160 Sub Total Level 2 1760 0 rounded) Sub Total Levels 1 & 2 4820 900 Teaching Studios (small) 10 10 100 WCs 50 Total GFA (rounded) 4900 900 Circulation 10% 63.5 Total GFA (1500 & 500 pax 5800 Building Services 10% 63.5 Auditoria rounded) Sub Total Level 2 762 Footprint (rounded) 4000 Sub Total Levels 1 & 2 2652 Land Area (footprint +5% 4200 rounded)

NOT GOVERNMENT POLICY 139 APPENDIX 1 | ANCHOR PROJECT FUNCTIONAL BRIEFS

Functional Brief FOR LIMITED DISTRIBUTION / BLUEPRINT PLAN / DRAFT AS AT 22 JUNE 2012 / REV 1.8 Project: Performing & Visual Arts Precinct

Anchor Project Lead: David Sheppard Company: Sheppard & Rout

5.6 Court Theatre Two Auditoria: 130 & 400 Pax Area (m2) New Auditorium 600 Pax Area (m2) BoH - WCs/showers 20 BoH - WCs/showers 30 Approximate provision and areas estimated as follows: Circulation 5% 79 Circulation 10% 92 Two Auditoria: 130 & 400 Pax Area (m2) Building Services Plant 10% 158 Building Services Plant 10% 92 Level 1 Sub Total Level 2 1820 Sub Total Level 2 1200 Main auditorium (including stage) 484 Sub Total Level 1 & 2 3910 Sub Total Level 1 & 2 4300 Studio (The Forge) auditorium (including stage) 196 Main Foyer (including ticket oG ce, bar, cafe) 440 Total GFA (rounded) 3910 Total GFA (rounded) 4300 WCs 70 Footprint (rounded) 2090 Footprint (rounded) 3100 Bar Storage 24 Land Area (footprint rounded) 2090 Land Area (footprint rounded) 3300 Cafe Kitchen 0 Restaurant 200 5.7 New Auditorium 5.8 Isaac Theatre Royal

Restaurant Kitchen 64 Approximate provision & Areas estimated as follows: As existing with 300m2 of additional space for multifunction centre Studio Foyer (including ticket oG ce & bar) 0 WCs 0 New Auditorium 600 Pax Area (m2) 5.9 Library Bar Storage 0 Level 1 Estimated at, 5,400m2 of GFA required Dressing rooms (5 No.) 0 Main auditorium (including stage) 600 Wardrobe 60 Main Foyer (including ticket oG ce, bar, cafe) 400 5.10 Arts Circus Costume Storage 0 WCs 100 Workshop 448 Bar Storage (including Studio Foyer & bar storage) 40 Approximate provision & areas estimated as follows:- Cafe Kitchen 40 Circulation 5% 99 Arts Circus Total (m2) Building Services 10% 0 Restaurant 200 Level 1 Sub Total Level 1 2090 Restaurant Kitchen 80 Venues 1446 Wardrobe 150 Backstage/service/public toilets 300 Level 2 Costume storage 250 Market 226 Sponsor’s function room 100 Dressing rooms (5 No.) 130 Access/egress 328 Rehearsal room 312 Workshop 560 Hospitality 610 Studio Rehearsal room 100 Circulation 10% 255 Existing Facilities Education room 100 Building Services 10% 255 Shed 797 Dressing rooms (5 No.) 100 Sub Total Level 1 3100 Cafe 86 Wardrobe 60 Workshops 684 Costume storage 196 Level 2 Sub Total (rounded) 4500 OG ces: admin, marketing, product, meeting, 3 No. oG ces 256 Sponsor’s function room 130 Circulation 0% 0 OG ce WCs 24 OG ces: admin, marketing, product, meeting, 4 No. oG ces 320 Building Services Plant 0% 0 Kitchen facilities 36 OG ce WCs 40 Total 4500 Props storage 196 Kitchen facilities 50 Technicians space (patch room, recording booth, etc) 40 Prop storage 250 Total GFA (rounded) 4500 BoH - Green Room 36 Technicians space (patch room, recording booth, etc) 50 Footprint (rounded) 4500 BoH - Green Room 50 Land area (footprint +5% rounded) 4500

NOT GOVERNMENT POLICY 140

PERFORMING ARTS PRECINCT OVERVIEW

Prepared 16 /08 /13 by: Sarah Amazinnia Strategic Arts Adviser in consultation with JAG Description of Attachments: Appendix 1 Criteria for performing arts venues

PURPOSE OF REPORT

To provide an overview of performing arts facilities identified in relation to the Performing Arts Precinct (PAP), including facilities in close proximity to the PAP and options requiring further consideration to provide a context for Town Hall option decision making.

EXECUTIVE SUMMARY

In consultation with arts stakeholders and the community The Council identified through the draft Central City Plan a new state-of-the-art Court Theatre, working with the Music Centre of Christchurch to find a suitable site, provision of community performance and rehearsal facilities and investigation into the provision of amphitheatres and outdoor performance spaces. Negotiations regarding a permanent home and rehearsal facilities for the Christchurch Symphony Orchestra were already underway in relation to the Salvation Army Citadel site.

The Ministry for Culture and Heritage, Creative New Zealand (and Christchurch City Council through the draft central City Plan) and CERA were jointly involved in informing the development of a performing arts hub concept in the Christchurch Central Recovery Plan. Those recommendations informed the Blueprint process and final Blueprint decision.

The subsequent formation of a Joint Agency Group (JAG) comprised of representatives from the Ministry for Culture and Heritage, Creative New Zealand, Christchurch Earthquake Recovery Authority, Central Christchurch Development Unit and the Christchurch City Council continues to provide a collaborative platform for the development of the Performing Arts Precinct in consultation with stakeholders and the PAP project team.

PERFORMANCE FACILITIES OVERVIEW

 A New Zealand City with a population of 300 – 500,000 would ideally have a range of well-appointed performing arts venues. See further criteria detail in Appendix 1.

Table 1: Optimum facility matrix for Christchurch

Facility type Comment regarding Christchurch Priority (A) a large auditorium suitable for civic events, festivals The Town Hall main auditorium addresses the Top and large-scale performances ( i.e. seating over 2000, need for a 1500+ facility to accommodate plus onstage and backstage capacity for big orchestras orchestral concerts and larger performances. (90+), choirs (150+) (B) a mid size seated auditorium acoustically suitable for A reconfiguration of the James Hay could address Top traditional /symphonic / chamber music this. (C) a fully equipped theatre with fly tower, wings, large The Isaac Theatre Royal will meet this fully once Top backstage area and orchestra pit for staged productions operational, with enhanced capability for concerts, (ballet, opera, musicals etc) seating audiences of c 1200 performance and audio visual / film cf pre September 2010 (D) at least one theatre dedicated to a full time The return of the Court Theatre to the central city Top professional theatre company addresses this need. (E) a 500 – 600 seated / 1000 standing flexible mid size Identified as a gap prior to Sept 2010. High venue to accommodate touring groups, contemporary music / jazz / folk / rock and performance (F) at least one theatre suited to community theatre Potentially the Repertory Theatre and /or the High groups Addington Shed once The Court relocates to the central city. (G) a dance and physical theatre 'black box' The city did not have a venue fully meeting these High performance space with moveable staging and seating specs for contemporary dance and physical (200-400) and flexible state-of-the-art technical theatre. A proposed Movement Centre is under capabilities consideration as part of the Metro Sport Facility (H) outdoor amphitheatre / performance space Provides opportunity for a wide range of visible Med activity without the significant overheads associated with bricks and mortar infrastructure.

 The Blueprint identified the need to provide homes for the Court Theatre, Christchurch Symphony Orchestra and Music Centre of Christchurch as key anchor tenants of the Performing Arts Precinct.

 The Blueprint identified the need for 1500 seat auditorium and flexible 500 - 600 seated/1000 standing flat floor auditorium for the Performing Arts sector in the presumed absence of the Town Hall.

 The restoration of the Town Hall main auditorium will address large scale performance and orchestral requirements of 1500 +.

 The 500 - 600 seated / 1000 standing flat-floor auditorium addressed a gap identified pre-earthquake for a venue that could accommodate a range of contemporary uses including touring groups and shows, drama, dance, contemporary music / jazz / folk / rock, comedy and community events. This remains an identified gap.

 There are recognised functionality shortfalls in the James Hay auditorium that require consultation with the sector in order to adequately address the effectiveness of the venue as a viable performing arts facility.

 The proposed reconfiguration of the James Hay pre-earthquake sought to address these functional limitations to ensure that traditional /symphonic / chamber music would be well catered for. Considerations such as the reduction of seating to 750 seats to avoid direct competition with The Isaac Theatre Royal (c1200 seats) were also addressed. Reviewing this work in the context of the broader Performing Arts Precinct development would ensure the development of an optimum range of facilities.

 Music Centre of Christchurch (MCC) Included in the concept plans for the MCC is an intimate 300-seat, raised-stage auditorium, with acoustics designed specifically for music performance. The facility forms part of the MCC business model with a focus on affordable community hire. With a flat floor and removable seating, the auditorium will also be suitable for large ensemble rehearsals, intimate festival drama, dance and music productions, studio recordings, public meetings, conventions, lectures and music examinations.

 The Christchurch Symphony Orchestra (CSO) An administrative home and rehearsal facility for the CSO as part of the PAP.

 The Court Theatre The return of a fulltime professional theatre company to the central city with two venues in exclusive use by The Court: a 400 seat theatre and The Forge at 130 seats.

Isaac Theatre Royal A fully equipped theatre with fly tower, wings, large backstage area and orchestra pit for staged productions (ballet, opera, musical etc) seating audiences of c 1200.

ADDITIONAL CONSIDERATIONS

 Placemaking: Outdoor Amphitheatre / Public Space / Courtyard Investigation into a multi-faceted approach to the planning, design and management of public space within the Performing Arts Precinct to create the opportunity for visible daytime / weekend / family activity. There is opportunity for a wide range of activity including outdoor theatre and music events, buskers, street performers and community groups to access an affordable space without the significant overheads associated with bricks and mortar infrastructure.

 Private Development / Synergistic Tenancies Opportunities exist for the development of hospitality, retail and the wider arts sector / creative industries to engage with and inform the overall development of a vibrant Performing Arts Precinct.

 Strategy and Vision An overall plan for the transitional to long-term activation of the Performing Arts Precinct beyond brick and mortar is required. Consultation with the sector would inform the development of an overall activation plan.

Appendix 1 Performing Arts Venues Principles / Criteria

1. Every vibrant city needs a mix of performing arts facilities which, as a suite provide a platform for a diversity of arts practice and arts companies, and serves a wide range of audiences. 2. Performing arts facilities must be fit for purpose. Each art form has characteristic requirements. Facilities that try to be too multi purpose risk diminishing the quality of the performers’ experience and the quality of the audience experience through compromising acoustics, sightlines, etc. 3. Different performing arts genres require venues of differing size, both in terms of accommodating the performing ‘resources’ on stage and back stage (eg green room, soloists rooms) and appropriate for the genre and the optimal size of the audience. 4. Different performing arts genres require venues with differing technical resources and specifications, such as sprung dance floor, lighting rigs, sound enhancement, orchestra pit, transportation bays etc. 5. New facilities should be future-focussed – structurally and technically able to adapt to and accommodate new ways of producing and presenting work (eg digital media technology, live streaming, convergence of art forms etc). 6. Venue design and refurbishment should respond to audience and hirers’ needs and behaviours. For example, attractive areas for socialising and hosting and access to parking and transport. 7. Ideally auditoria and theatres are linked with or in proximity to the rehearsal and administrative bases of the resident performing arts companies which use them. This has significant benefits for time-efficiency, cost-effectiveness and company and venue profile. 8. Venues work well when they are clustered in an arts centre/hub/precinct, eg Lincoln Centre in New York, Barbican Arts Centre in London. 9. Performing arts venues are more attractive when they are located with hospitality and entertainment (and retail) and/or with conference centres (which may allow for combining facilities for large events); and integral to the daytime and night-time ‘buzz’ of a city. 10. Performing arts facilities must be affordable to cultural-sector performing arts companies, or have a subsidy structure in place which makes them affordable. 11. Performing arts facilities must be reasonably available for New Zealand cultural sector hirers. Opera and ballet productions often require additional set-up and rehearsal time on site, and should not be crowded out by more lucrative hires by commercial users. A city should have enough venues to accommodate both types of hirer. 12. Venues must be set up as viable business models. There must be transparent accounting between venue operating budgets and arts production budgets. 13. Venues management is not the core business of arts organisations - they should be professionally run by experienced managers with the appropriate set of governance, management, financial and technical skills in place.

ARTS SECTOR RECOVERY INITIATIVES OVERVIEW

Prepared 21 /08 /13 by: Sarah Amazinnia Strategic Arts Adviser in consultation with JAG

PURPOSE OF REPORT

To provide an overview of a package of Arts sector recovery initiatives under consideration by the Joint Agency Group (JAG).

EXECUTIVE SUMMARY

The Joint Agency Group (JAG) comprised of staff representatives from the Ministry for Culture and Heritage, Creative New Zealand, Christchurch Earthquake Recovery Authority, Central Christchurch Development Unit and the Christchurch City Council is developing a package of options that collectively address the following key issues for the arts sector (including performing arts) in Christchurch:

 Ongoing Transitional Support  Permanent Infrastructure / Premises  Sector Capability

A thriving performing arts sector is one component of the broader recovery of the arts sector in Christchurch. The collective impact of a range of initiatives will contribute to the recovery of the arts sector as a whole. The successful development and long-term activation of the Performing Arts Precinct (PAP) relies on maintaining an awareness of these initiatives and understanding the ways in which they can inform the development of the PAP project.

The Joint Agency group has a key role to play in maintaining this connection between the PAP project and the wider recovery initiatives of the arts sector. Preliminary build projects have been identified in the PAP but how the remaining space (public and private) can best be developed and the overall activation plan for the precinct requires further consultation. An overarching arts strategy (including performing arts) that draws together the aims of the PAP and the sector as a whole also requires further investigation.

INITIATIVES OVERVIEW

Project 1: Ongoing Transitional Support

Outcome(s)  arts and cultural practitioners and businesses are supported so that they are still artistically and financially (and audience developmentally) viable between now and when permanent infrastructure and organisational recovery solutions are completed.

Discussion Many arts and culture organisations have created temporary response solutions to their situation but these are generally not sustainable over the medium (5-10 years) term. They require confirmed, stable support until permanent solutions are completed. These interim solutions need to take into account not only the organisation (or person) but also the audience/users so that both are brought successfully through the transition period viably and together. Interim initiatives to support arts and cultural organisations will be prioritised. Where the need is proven and shown to be feasible and the initiative has a long term legacy value the Joint Advisory Group will support funding applications and will also help with engagement where needed with other agencies.

Table 1: Transitional support projects overview

Project Creative Industries Support Fund A Central City Fund to enable the swift dispensing of funds to ensure that Creative Industries are re-established in the Central City to support the rebuild. This fund is intended to support the establishment of affordable studio, exhibition and retail solutions and projects that will help stem the loss of the Creative Sector in the city. Life in Vacant Spaces The Life in Vacant Spaces programme matches vacant property and sites with projects and creative enterprises, acting as a facilitator between the property owners and projects.

CCC Transitional Fund The Transitional Fund is administered competitively, with calls for expressions of interest every six months to support and promote smaller projects that:  attract people to central Christchurch  are creative and have a high quality design  reflect greater Christchurch’s unique culture and history  use vacant spaces  connect residents and the wider community with central Christchurch and its recovery  support existing or emerging recovery area clusters

Work for Artists in the Rebuild (WAR) This proposal seeks to capture the work opportunities for artists in the rebuild of the city. As the city develops over the next 10-20 years a huge amount of art and object totalling many millions of dollars will be incorporated into buildings. WAR is a scheme to be developed that will ring fence these opportunities and allow the sector to engage with architects and spatial planners in a vibrant and dynamic way in order to assist with interior styles and themes of buildings and the outdoor spaces.

Building owners and developers will be able to engage with the wider community by seeking proposals for the commissioning of art and object items via an expressions of interest scheme that will assist in bringing closer relations between building owners/developers and the community.

ArtBox ArtBox comprises a number of mobile and flexible modules on Madras/St Asaph Street corner with additional modules to be manufactured and placed around the central city as funding permits. ArtBox provides exhibition and retail space for approximately 100 artists, craft practitioners and design retailers who have lost workspace and outlets following the earthquakes.

BeatBox The Christchurch Music Industry Trust (CHART) is developing a central rehearsal space for musicians following the ArtBox concept using flexible modules. The proposal includes self-contained isolated soundproofed rooms with in-built PA & AC systems; teaching spaces for music during the day and a rehearsal space for the music community in the evenings; affordable office space for creative’s, meetings, workshops, and seminars. It is also anticipated that several city music retailers may base themselves at Beatbox.

Arts Hub A development project is proposed to create an arts administration centre for a range of arts organisations - this could be a long-term (30 years) facility.

Arts Circus A temporary dedicated arts and entertainment area proposed for location at the Arts Centre, the Arts Circus proposal supports a range of performing arts activities, festivals and community arts events. Arts Circus at the Arts Centre would have two major planks. In the short term it would welcome and house a number of creative industries within the historic precinct of the Arts Centre. This will invigorate the spaces in and around the campus, by bringing significant traffic to the site. The project will also act as an incubator for these same creative industries and associated businesses that will then potentially become permanent tenants within the Arts Centre.

Venue Underwrite Fund Funders have indicated support for a venue subsidy (currently under discussion). The subsidy would support arts organisations (e.g. Christchurch Symphony Orchestra, New Zealand Symphony Orchestra, Royal New Zealand Ballet and community groups) when it is necessary to adapt venues such as the CSB Arena for performances.

Event Development Fund The key challenges to organisers of cultural activities and events include funding (especially in a competitive environment) and a lack of suitable (and affordable) locations to hold events and festivals in. An Event Development Fund is proposed to support/sustain large cultural events in Christchurch. Criteria for selecting which events for funding would need to be determined.

Lease Guarantee Scheme Artists returning to the central city no longer have access to cheap surplus space. Potential tenants in new city developments often require a Personal Guarantee to secure a new lease. Practical support advising the prospective tenant on lease matters and alternative methods of providing Personal Guarantees is required.

Creative New Zealand Emergency Fund Through its Earthquake Response Fund CNZ has dedicated funding for the recovery of the Christchurch arts sector. To date it has provided over $2 million in earthquake recovery grants and is committed to continuing the fund until 2015. CNZ also provides advice and logistical support to artists, organisations and projects

Project 2: Permanent Infrastructure / Premises

Outcome(s)

 arts and cultural venues and facilities are fully fit-for-purpose and their provision is co- ordinated

 audiences access and experience cultural activities, events and products of their choice  people participate in community arts and culture activities that meet their needs and interests

Discussion Most facilities and amenities across greater Christchurch were disrupted, damaged or destroyed by the earthquakes, from major venues such as the Town Hall, the Arts Centre and Isaac Theatre Royal to rehearsal spaces and community venues such as the Music Centre, the Repertory Theatre and public bars for contemporary music.

The loss of venues severely affects key performing arts organisations including the Court Theatre (since re-opened in a temporary venue), the Christchurch Symphony Orchestra, Christchurch City Choir, Showbiz, CHART, regional Kapa Haka festivals, the Christchurch Arts Festival and the Body Festival. Contemporary music has been hit particularly hard with live venues such as clubs and pubs destroyed, and equipment and gear trapped in condemned buildings.

Many visual arts venues have been closed damaged or destroyed. The visual arts sector has been imaginative with interim solutions (e.g. Outer Spaces from ) while long term/permanent solutions are developed.

Table 2: Permanent infrastructure projects overview

Project Development of the Performing Arts Precinct The Precinct will offer facilities for music and the performing arts, and act as a catalyst for recovery. The precinct will embrace different sites and will support co-location of organisations as far as is possible. It will be in close proximity to the Convention Centre, Papa o Ōtākaro/Avon River Precinct, hospitality providers and hotels. The location of the Performing Arts Precinct recognises the restoration of the Isaac Theatre Royal in its existing location and potential synergies with the Repertory Theatre site in Kilmore Street.

Restoration/rebuild of the Isaac Theatre Royal Prior to the earthquakes, the Isaac Theatre Royal (ITR) was one of Christchurch’s main performing arts venues particularly for opera, ballet, music theatre and touring shows and is scheduled for reopening in 2014.

Repertory Theatre JAG has had preliminary conversations with representatives from the Repertory Theatre to investigate ways to support the development of a sustainable community focused theatre in the central city.

Christchurch Arts Centre The Arts Centre Trust’s vision is built around the four concepts of art, culture, heritage and education. The Arts Centre will release their new vision seeking comment from the public in late August. Repair and strengthening of 23 buildings will take until 2019.

Christchurch Art Gallery Work is underway on a repair and enhancement plan for the building which involves lifting the building, re-levelling the foundations, installing base isolation followed by repair of the façade and interior spaces. The Art Gallery is expected to re-open in 2015 when art exhibitions and public programmes will be returned to pre-earthquake levels.

Movement Centre – Metro Sports Centre The Metro Sports Facility will include a performance movement centre with studios and performance space.

PROJECT 3: Sector Capability

Outcome(s)  Arts and cultural practitioners and businesses successfully remain in, return to, or are newly attracted to, greater Christchurch to make, present, record and distribute their work.

Discussion Successful cultural endeavours do not succeed solely on the strength of cultural and/or artistic content and services. They also deploy energy and creativity managing sustainable and competitive entities or businesses. Increasingly there is a blurring of boundaries within the sector itself between different mediums, commercial and not-for-profit activities, the established cultural infrastructure and independent artists and companies, and between audiences and artists. This view of the sector as a complex and interdependent ‘ecosystem’ is forging new thinking, new practices and new business models. The earthquakes have further emphasised these issues and demand an even greater need for the sector to embrace and develop new skills and operational models to ensure a successful and sustainable recovery. Successful recovery will be achieved when arts and cultural organisations and endeavours are not dependent on ongoing external funding for their longevity and sustainability.

Individual practitioners and organisations are rethinking where they sit within the broader environment, what they contribute to the health and vitality of the sector, and how they might address the gaps in services and skills.

In such an environment supporting the sector in its ability to better identify key capability gaps and opportunities and, more importantly, to connect with new opportunities and solutions becomes even more critical. International experience around such capability work has demonstrated that the capability development programmes work best when driven locally. Accordingly it is proposed that such a programme be sector driven, but supported by local and central government partners.

Table 3: Sector capability projects overview

Project

Sector-led Capability Programme Undertake a needs assessment of the cultural sector to more accurately identify the key capability issues which are critical to a thriving and sustainable sector. Undertake a gap analysis to identify what critical skills the sector needs to develop. Provide recommendations to the sector of models for how the sector might address the gaps  prioritising initiatives that will have the greatest impact  help the sector connect with new opportunities and solutions

Pilot of a “Sponsor Bank” programme: (Enrich!) The piloting of a “Sponsor Bank” (Enrich!) to promote wider opportunities for businesses to better support the arts and cultural sector

Te Matatini Festival Ngāi Tahu has identified three main recovery priorities:  getting Māori artists back into the central city  re-establishing cultural capacity  successfully using Te Matatini as a springboard for Māori cultural recovery The current focus for Ngāi Tahu is the Te Matatini Festival which will take place in Christchurch in 2015. Discussions are underway with Concil regarding support from the Events team.

Continued support and promotion of the existing capability programmes Existing capability programmes include those run by National Services, Creative New Zealand, Charities Commission and other initiatives such as the Ministry of Awesome and the Cultural Recovery Centre at the Air Force Museum.

Christchurch Arts Audience Development CNZ commissioned Morris Hargreaves McIntyre to research and develop a Christchurch wide audience development strategy. The findings and recommendations of this report are under discussion with JAG. The Christchurch Arts Audience Development Steering group unanimously agree that the implementation of this strategy will be of universal benefit of Arts organisations in Christchurch.

Heritage Report re Proposals for the Christchurch Town Hall Options 19 August 2013 ______

1. Purpose of the report

1.1. To provide the Council with an overview of the heritage considerations and advice from the Heritage Advisory Team (HAT) for the Town Hall.

1.2. HAT, established by the Council’s Town Hall Project Management Team, consists of Sir (Architect), Dr Jessica Halliday (Architectural Historian), Graeme McIndoe (Architect and Urban Planner), Jenny May (Heritage Consultant).

2. Background

2.1. The Christchurch Town Hall, designed in 1965 by Sir Miles Warren and Maurice Mahoney, is a carefully conceived and integrated complex that has provided for a multiplicity of civic, community and regional uses. It has played a pivotal role in the civic, artistic and cultural life of this city and the wider Canterbury province over the past 40 plus years. Over time a keen understanding of this building as an architectural, historical, social and cultural space has developed within the community’s consciousness. As a consequence of this it has a very special and specific sense of place as an iconic feature within Christchurch's urban landscape.

2.2. The Christchurch Town Hall was one of the largest civic projects to be undertaken in the City. It was a joint project by the six former metropolitan territorial local authorities ‐ the Christchurch City Council, Paparua and Heathcote County Councils, Riccarton and Lyttelton Borough Councils, and Waimairi District Council. It received wide community support as a concept and was built using significant financial contributions from the public. It was officially opened on 30 September 1972 by His Excellency Governor General, Sir Denis Blundell.

2.3. As a result of the seismic activity of 2010‐2011, the Town Hall has suffered earthquake damage, in particular to the southern side comprising the Cambridge and Limes Rooms and the Boaters Restaurant area. This two storey section has been affected by liquefaction and lateral spread causing movement toward the river. The main auditorium and James Hay Theatre areas and entrance foyer have also been affected to varying degrees by the seismic activity.

2.4. The Town Hall is listed as a Group One heritage item in Appendix One, Section 10 of Volume III of the Christchurch City Plan. As such any alteration to the building deems it subject to the rules and City Plan provisions for Group One heritage items. Under the current four proposals for the Town Hall, Options 3 and 4 may trigger either limited or public notification.

2.5. It is not registered under the Historic Place Act by the Historic Places Trust (NZHPT). However as the Town Hall is within the Four Avenues and on a known site of pre1900 activity it may be subject to Sections 10‐20 of the Historic Places Act with regard to archaeological matters.

1

Under the city plan provisions for Group One heritage items the council is required to consult with the NZHPT with regard to any consent required for change to the Town Hall.

3. Heritage Advisory Team

3.1. HAT have reviewed the four options proposed for the Town Hall and as presented to the 13th August 2013 Council Workshop on the Town Hall. HAT reiterates its previous written advice noting that it considers that Options 1 and 2 are viable, while, in their opinion, neither Options 3 nor 4 are acceptable from either a heritage or architectural perspective. HAT is clear that the purpose of this endeavour is to return the Town Hall as near to as is possible to original condition, and to achieve 100% of the NBS. HAT is clear that only options 1 and 2 would meet this goal. HAT have provided to Council a commentary of their consideration of each option. These are summarised below:

3.2. Option 1: This retains and restores the existing building including the Limes Room and Boaters Restaurant space, adding bracing in the north‐south direction. This is regarded as the optimal solution from a heritage perspective. HAT were presented with two variations of Option 1, however variation 2 was not considered acceptable: Variation 1. Bracing with paired diagonal braces. This allows maximum retention of original fabric. While consistent with heritage practice, this has architectural implications with the braces inconsistent with the building aesthetic and arguably looking overtly ‘remedial’. Braces would need to be detailed to express junctions and connections in a sophisticated way. Given the dimensions of the columns, 400mm diameter braces would appear to be aesthetically acceptable. Variation 2. Vierendeel truss. This solution replaces existing paired concrete columns with matching new concrete columns integrating horizontal struts to form the truss. This requires removal and replacement of heritage fabric (the existing paired columns) and is not preferred.

It is noted that the existing low walls and handrails that define the edge of the floor levels in the restaurant space are a 1990s addition, and have no heritage or architectural merit.

3.2.1. Option 2: This option sees the removal of the existing Boaters Restaurant and replacement with a new flat‐floored suspended box in glass and steel. This results in loss of heritage fabric, so from a heritage perspective is not optimal but was considered to be acceptable. It delivers an architectural effect that is distinctively different from but similar to the original and functionally it allows a flat floored space with space use benefits. Architecturally, it includes twin pairs of diagonal braces which establish a visual rhythm along the facade, consistent with the aesthetic of the building. HAT recommended that if this option was followed, the introduction of copper elements that might be integrated in ways that are consistent with the original aesthetic approach could be considered.

3.2.2. Option 3:

2

HAT considered that this particular option was not acceptable or supportable from either a heritage or architectural perspective. HAT noted that in their opinion it is critical that in this restoration project that the Limes Room is retained. This space has significant singular spatial and architectural qualities that are carefully integrated into the understanding and reading of the complex as a whole and that the indicated approach is inconsistent with a restoration intention for the entire Town Hall complex.

3.2.3. Option 4: HAT considered that a single storey glass box was entirely inappropriate in this situation. HAT commented that while this approach may be acceptable in a high‐end business park, it is a very commercial approach and in its opinion it is an inappropriate addition to a cultural and architectural icon of the standing and quality of the Christchurch Town Hall. The Limes Room has been carefully articulated with eight pairs of marble faced columns, and cantilevered concrete beams supporting a complex rich timber structure and this would be lost. It considered this option to be a relatively low and visually insubstantial addition that was out of proportion to the significant sculptural forms of the auditoria to which it is connected. The proposed patterned glass fins on the exterior walls are out of keeping with the copper fins throughout the Town Hall and in general was an inappropriate minimalist design with a wide, out of scale open balcony facing due south.

3.3. HAT also made general observation on the repair process has presented to it and these included the following comments:

 Foundation upgrading with grouting better retains lateral spread, is the least intrusive, and gives the better outcome.  Levelling of beams is not critical.  Where visible cracking is to be filled, it should be ‘plastered square’. That is, the repair would be made, and patching over would be visible, but geometrically ordered. A range of approaches is likely to be necessary, given the different situations/requirements and variation in extent of repair required.  There is no problem with expressing how the building is strengthened with the addition of steel structure to columns in the foyer, and may give visitors confidence that the building is sound.  HAT agreed that the repair presents opportunities to improve functionality, and considered that it was acceptable in principle to introduce a Wind lobby at the Kilmore Street entrance; to provide an extension at the western end of the auditorium for greater user functionality; to provide a new or enhanced south‐west entrance; to make minor south‐west foyer extensions.

3.4. It is noted that in any forward planning that the river, terracing and Ferrier Fountain are an intrinsic part of the heritage values of the setting, and that the related external landscape works should be investigated as part of this project as part of a comprehensive Town Hall landscaping and open space plan. To this end HAT recommended that given the Town Hall’s relationship to the Avon River and Victoria Square the design for the Avon River project should acknowledge and provide for the Town Hall and its external spaces.

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