BROWNS BAY SPORT AND COMMUNITY HUB FEASIBILITY STUDY

Transcription

1 BROWNS BAY SPORT AND COMMUNITY HUB FEASIBILITY STUDY APRIL 2017

2 Information Document Reference Authors Browns Bay Community Hub Feasibility Study Report Danny O Donnell, Craig Jones Sign off Version Final Disclaimer: Information, data and general assumptions used in the compilation of this report have been obtained from sources believed to be reliable. Visitor Solutions Ltd has used this information in good faith and makes no warranties or representations, express or implied, concerning the accuracy or completeness of this information. Interested parties should perform their own investigations, analysis and projections on all issues prior to acting in any way with regard to this project. Visitor Solutions Browns Bay Sport and Community Hub Feasibility Study Report 2

3 EXECUTIVE SUMMARY Visitor Solutions has been commissioned by a working group led by the Browns Bay Bowling Club to undertake a study to examine the feasibility of enhancing the club s existing site to more of a community hub. Doing so will enable utilisation from a wider cross section of sports clubs and the general community. The community hub project can be broken down into three potential components: 1. Central hub facility which provides for clubroom, social and function requirements for all the partners and wider community 2. Covered and outdoor bowling greens for both competitive and social bowl s needs 3. Sporting facilities associated with the partner organisations of Harbour Badminton, Harbour Volleyball and the Browns Bay Racquets Club and provide: 6 x badminton courts, 3 x volleyball courts, Covered tennis courts for multipurpose activity, Three preliminary bulk and locations options have been developed (limited, medium and major developments) which provide different considerations for the project team. The report identifies the medium development option is the preferred option to progress as it provides the optimum functional layout and operational potential. The initial business model undertaken as part of the report indicates the proposed facility is likely to be viable. As the project progresses and the potential partners enter the next level of discussions a detailed business plan should be prepared. It is favoured that an independent entity owns and manages the community hub facilities. A preliminary governance and management model has been outlined which can aid further partner discussions. The report recommends the following: 1. The project group members should discuss the findings from the feasibility study at the club board / committee level and then make a recommendation to their membership as to whether to progress further. 2. Seek approval from key stakeholders (partners, Local Board, etc.) for key elements of the project. 3. Discussions should be held with potential funders to ascertain their level of interest in the project. 4. Depending on the outcome of Recommendations 1 and 2 the strategic action plan ( road map ) outlined in Section 15 should be implemented. Browns Bay Sport and Community Hub Feasibility Study Report 3

4 CONTENTS Executive Summary 3 1. Introduction 5 2. Background and Stakeholders 6 3. Site Context 8 4. Membership and Demograhic Analysis 9 5. Stakeholder Consultation The Project - Community Hub Needs Analysis Preliminary Schedule of Spaces Preliminary Bulk and Location Options Preferred Development Option Preliminary Cost Estimates Preferred Staging Options Preliminary Governance/Management Considerations Preliminary Operational Considers Project Road Map Conclusions and Recommendations 43 Appendix 1 MPM Cost Estimates Browns Bay Sport and Community Hub Feasibility Study Report 4

5 1. INTRODUCTION 1.1 Purpose of Report Visitor Solutions has been commissioned by a working group led by the Browns Bay Bowling Club to undertake a study to examine the feasibility of enhancing the Club s existing site to more of a community hub. Doing so will enable utilisation from a wider cross section of sports clubs and the general community. The study is designed to determine the need, feasibility, costs and benefits of such a development on the Club s current site. A project group was established to explore the potential for the development. The group includes stakeholders from: Browns Bay Bowling Club, East Coast Bays RSA, Browns Bay Racquets Club, Harbour Badminton, North Harbour Volleyball. 1.2 Scope and Methodology The feasibility study s methodology included the following key elements: A review of secondary data (such as current operational details and facility usage, membership data, demographic data, existing lease agreements, relevant strategies and plans, and a scoping assessment of other local sports, recreation and community facilities), A needs analysis (primary data collected via consultation and interviews with key stakeholder groups (such as sports club representatives and Council Officers), Site and context analysis, Potential partnership assessment and strategic partnership planning, A preliminary conceptual design phase (including development of a functional design brief, a site options analysis, and preliminary building concept options), Review and analysis of potential governance and management structures, A preliminary cost estimate, A preliminary financial analysis, and Client workshops to discuss progress and key findings. Browns Bay Sport and Community Hub Feasibility Study Report 5

6 2.0 BACKGROUND AND STAKEHOLDERS 2.1 Background of Project The Browns Bay Bowling Club has initiated a project which looks to establish a sporting and community facilities hub on its current site. Discussions within the community identified additional partners in the project. These partners all desire the identification of a sustainable operational approach for their membership. Thus the East Coast Bays RSA, Browns Bay Racquets Club (who are situated adjacent to the bowls club site), Harbour Badminton, and Harbour Volleyball were invited as potential project partners. 2.2 Current Situation Currently the Browns Bay Bowling Club and East Coast Bays RSA have been in discussions regarding a potential merger, or formalised partnership, between the two organisations. The East Coast Bays RSA is selling its current building and one of the options is relocating to the Bowls Club. A project team has been set up with representatives from all the partner organisations as well as representatives from Auckland Council and Harbour Sport. The feasibility study is the first formal step in the process which will provide the partners with key information to allow them to make decisions on their future involvement in the proposed project. 2.3 Key Stakeholders The following information provides a high-level overview of each of the partner organisations. Browns Bay Bowling Club Established in 1943 with the men s and women s clubs merged in 2005, Membership has been steady around the 350 mark over the past five years, Causal participants have increased (use the Club s facilities through activities such as business house bowls, mates in bowls, corporate and social events, community meetings and events, etc.). North Harbour Badminton A strong regional sporting organisation that owns and operates its own 11 court badminton facility, Membership has been steady with 800 registered members and an additional 1,500 card users who play regular badminton in a pay for play manner, The facility is at capacity at peak times from 3pm to 10pm seven nights a week which is limiting the ability to cater for new clubs and members. East Coast Bays RSA The East Coast Bays RSA owns its own site and building, Browns Bay Sport and Community Hub Feasibility Study Report 6

7 It is looking to sell the assets and move to a new facility for the long-term delivery of its operations, The RSA currently has over 3,000 members. Browns Bay Racquets Club The Browns Bay Racquets club owns its own building and 8 tennis courts on land leased from Auckland Council The Browns Bay Racquets Club was originally established as a tennis club on the beach in It was moved to its current location in the heart of the community in 1966 and redeveloped to include squash in The membership is steady at around 500 which provides a solid base for its operations. Browns Bay Sport and Community Hub Feasibility Study Report 7

8 3.0 SITE CONTEXT The Browns Bay Bowling Club owns its own site which is located at 784 Beach Road in Browns Bay. The site is zoned Open Space Sport and Active Recreation. The bowls club site is located adjacent to both residential areas and a sports precinct. The residential areas are situated on three sides of the bowls club site with Freyberg Park being located on the western side of the site. Freyberg Park is the home to several sporting organisations including: East Coast Bays Rugby League club who has its clubrooms and access to two home playing fields, Browns Bay Racquets club which has its clubrooms and 8 tennis courts, An early childhood centre, Map 3.1 provides an overview of the site and the location of stakeholders in relation to the Browns Bay Bowling Club. Map 3.1: Site Location Browns Bay Sport and Community Hub Feasibility Study Report 8

9 4. MEMBERSHIP AND DEMOGRAPHIC ANALYSIS 4.1 Club Membership The estimated membership of the combined organisations that are proposing to develop the Browns Bay Community Hub is a key factor contributing to the long-term viability of the project. The Browns Bay Bowling Club and Browns Bay Racquets Club s membership is based on their current numbers. The East Coast Bays RSA has a current membership of approximately 3,000. However, it is anticipated that this could reduce if it relocated to a new site in a partnership model. Badminton North Harbour s current facility is at, or very near, capacity which is limiting its ability to grow its membership. A new facility would allow the growing demand by players to be met. Volleyball currently has limited access to indoor facilities and utilise school facilities when they are available. Their growing membership of 2,000 is currently looking for a home of volleyball. Based on available data we would estimate the Browns Bay Community Hub membership would be approximately 2,250 (Table 4.1). This significant core membership would provide a strong basis from which to progress the proposed development. Table 4.1: Estimated Hub Membership Levels Organisation Estimated Membership Badminton 200 plus 500 card members* Bowls 350 Racquets Club 500 RSA 1,000** Volleyball 200 plus 500 card members (club, social and pay for play only) Preliminary Membership Total 2,250 * Card members pay an annual fee for the right to book and pay for court time. They are not members of any individual badminton or volleyball club. ** This estimated membership in the new location has been set conservatively for later modelling purposes. 4.2 Demographic Analysis Information on changes in population, age-group distribution and ethnic composition are reviewed within this section. The main summary points distinguishing the Greater Browns Bay population are summarised below: a higher than average recent population growth by Auckland standards, with future projections for continued growth, although at relatively lower rates, an age-profile largely consistent with Greater Auckland, and like it having future projections of growth in all age-groups (especially the 65+ group), Browns Bay Sport and Community Hub Feasibility Study Report 9

10 lower proportions of European, Maori and Pacific people with corresponding higher levels of Asian ethnicities in particular (and higher past and projected future Asian growth), higher and faster growing proportions of overseas born people relatively better socio-economic conditions for North Shore residents overall 1. These results suggest planning should allow for continued population growth generally, and increased consideration of some population sectors (e.g. Older adults, Asian residents). More detail is provided below. Overall population numbers and trends The recent population and growth levels of the respective catchment areas are summarised in Table 4.2. This shows that the rate of population growth in the last 15 years for the Greater Browns Bay area has been above the average for both Auckland generally and for the Northern Auckland area. Table 4.2: Recent Population Change ( ) change % change Greater Browns Bay 51,000 59,598 66,921 15, Northern Auckland Urban 228, , ,463 52, Greater Auckland 1,160,271 1,304,961 1,415, , Source: Statistics NZ Census Counts, Looking forward it is apparent that a growth trend will continue across all of Auckland over the next 30 years (Table 4.3). This shows strong population increase is a common factor in all Auckland catchment areas. The rate of growth in the Greater Browns Bay area appears lower than the average for Auckland, but is still very high by New Zealand standards. There are also some localised hotspots of higher growth around the overall Greater Browns Bay area (which has a projected growth of 25%). Most prominent growth is projected around the Albany area and to much a lesser extent around Long Bay. Localised variations aside, the main overall points are that the current catchment populations, both locally in Browns Bay and regionally around the North Shore, will increase. Table 4.3: Projected Future Population Change ( ) change % change Greater Browns Bay 79,715 85,461 88,903 92,606 94,924 97,065 99,746 20, Northern Auckland Urban 312, , , , , , , , Greater Auckland 1,563,511 1,683,944 1,807,111 1,928,763 2,053,249 2,168,767 2,268, , Source: Auckland Council ART Projections (Scenario 1, Version9) 2 1 Socio-economic data (Census 2016) has been viewed but only summary note is made in bullet points here 2 Unless otherwise stated all population projections come from Auckland Council s Auckland Regional Transport (ART) model (output: Scenario I, Version 9) which refines standard Statistics NZ projections by incorporating local planning, strategy and development approval factors to more accurately reflect likely localised population growth. These are used for the Council s Long Term Plan and Infrastructure Strategy, subject to change from any future changes in planning decisions and directions. Other information of age and ethnicity come from Statistics NZ Census 2013 counts and additional projections. Browns Bay Sport and Community Hub Feasibility Study Report 10

11 Added to overall population growth will be significant changes in population composition, most significantly around age-group proportions and ethnicities. Some key population characteristics and trends are summarised below. Age and Age Groups Compared with the wider Northern Auckland Urban and Greater Auckland populations, the age-groups of the Greater Browns Bay population was virtually identical (Table 4.4). Median ages indicate that the populations of the Greater Browns Bay area (39) and Northern Auckland Urban (38) areas were slightly older than that of greater Auckland (35). Table 4.4: Current Age Group Distributions 0-9 Years Years Years Years Years Years 60+ Years Total Median Age Greater Browns Bay , Northern Auckland Urban , Greater Auckland ,415, Source: Statistics NZ Census 2013 Looking ahead across all catchments, all age groups are projected to increase in numbers, but the most significant changes are projected to be among the older age groups. Table 4.5 and Figure 4.1 below illustrate the broad pattern projected for the Greater Browns Bay area overall. These feature a large increase of around 142% in the older 65+ age group in the 30 years between 2016 and Overall the proportion of older people (65+) in the population is projected to increase from around 13 to 20%. While overall numbers do increase for those in younger age groups, the relative population proportions aged 0-14 years actually decline (from 18% to 14%). Table 4.5: Projected population growth by age-group Greater Browns Bay area change % change 0-14 Yrs 12,890 13,600 14,400 15,250 16,480 17,310 17,890 5, Yrs 23,260 27,670 30,190 32,030 32,810 34,040 35,860 12, Yrs 25,020 25,930 26,540 27,830 30,850 33,870 37,460 12, Yrs+ 9,290 11,310 13,810 16,350 18,890 21,270 22,480 13, Source: Statistics NZ Population projections 2006 base (Oct 2012 Update), medium series Browns Bay Sport and Community Hub Feasibility Study Report 11

12 Figure 4.1: Projected population growth by age-group Greater Browns Bay area These figures show that not only will much greater numbers need to be catered for in future sports facility services, but that the needs of more mature participants will become more significant. Ethnic Diversity Another characteristic feature of Auckland populations are their high proportions (>20%) of Asian residents (Table 4.6), often with higher growth rates than other ethnic groups (Table 4.7). These tables show this pattern is maintained in the Greater Browns Bay and wider Northern Auckland areas, with the Maori and Pacific residents notably lower, and that of Europeans notably higher in the North Shore areas. Table 4.6: Ethnic Composition - Greater Browns Bay Population 3 European Māori Pacific Asian Other ethnicity Total Greater Browns Bay ,834 Northern Auckland Urban ,542 Greater Auckland ,331,427 Source: Statistics NZ Census Note that total % will exceed 100% as more than one ethnicity can be specified in the Census Browns Bay Sport and Community Hub Feasibility Study Report 12

13 Table 4.7: Projected Ethnic Composition (Northern Auckland Population 4 ) change Source: Statistics NZ Subnational Projections by Ethnicity (medium series) These tables show, that not only are Asian residents an important (>20%) and notably growing sector of the Northern Auckland population, but that their importance will increase in the future. Under the projections in Table 4.7 the proportion of the population with Asian ethnicity is projected to increase from around 20% to around 33%, while that of Europeans is projected to decline from 75% to 62% % change European 222, , , , , ,200 36, Maori 20,710 23,170 25,820 28,660 31,790 35,110 14, Asian 60,280 78,850 93, , , ,200 76, Pacific 10,400 12,120 13,970 15,960 18,050 20,230 9, Total pop 296, , , , , , , Projected ethnicities are not available below Local Board level Browns Bay Sport and Community Hub Feasibility Study Report 13

14 5.0 STAKEHOLDER CONSULTATION One-on-one meetings were undertaken with all the key stakeholders and potential partners to determine their perceptions and key development considerations. The findings from these interviews are summarised below. Auckland Council Indoor Leisure Centre Future No plans in the next years to move and expand on the current East Coast Bays Leisure Centre, No option in this period for Council support for a Council owned indoor leisure space on the Browns Bay Bowls land. Early Childhood Centre Lessee has formally applied to Council to exercise its right of renewal in accordance with the terms of its deed of lease, Need to compensate lessee if relocated to another site. Council land/reserve (behind bowls/tennis club) Favourable to allowing this piece of land to be utilised as part of the overall hub development if need is proven. Browns Bay Bowling Club Development of a community hub Bowling Club is looking to develop a new community hub facility in partnership with the Browns Bay RSA and other sporting and community groups. Bowls Greens The bowls club could reduce the number of greens from four down to 2 outdoor natural greens and 1 covered artificial green (membrane or solid structure) to accommodate the project. East Coast Bays RSA Other Partners The Bowling club is supportive of other sporting and community groups utilising its site to deliver their sport/programmes, The Bowling Club sees this as effective practise in establishing a successful community hub. New Site RSA is selling its existing land and building and is looking for a future long term home for its members and operations. Key Requirements The RSA requires function and social spaces for its members as well as a memorabilia room. Browns Bay Racquets Club Community Hub The Racquets club is wanting to be part of a community hub to provide additional benefits to its members. Browns Bay Sport and Community Hub Feasibility Study Report 14

15 Canopy The Racquets clubs would like to place a canopy over 3 existing tennis courts (artificial) and make them more multipurpose. They could then be used by the wider sporting community. North Harbour Badminton North Harbour Volleyball Indoor Badminton Facility The existing Harbour badminton facility is at capacity during the peak hours of 3pm to 10pm, 7 days a week. This is limiting the growth of the sport and the demand for court space from the wider community. A minimum of 6 badminton courts, but preferably 8, would be required. Indoor Volleyball Facility Currently Harbour volleyball does not have a home for their sport and currently hire high school and council owned facilities to deliver their sport. Access to these facilities is limited and they cannot cater for the growth of their sport. They currently hire 136 hours of use a week throughout the North Harbour region. A minimum of 3 volleyball courts, but preferably 4, would be required. 3 to 4 outdoor beach volleyball courts would also be attractive. Browns Bay Sport and Community Hub Feasibility Study Report 15

16 6.0 THE PROJECT CONCEPT - COMMUNITY HUB The Browns Bay Bowling Club initiated a potential partnership project to promote sport and community facilities in the Browns Bay and Albany areas. The project is based on the potential to establish a major sustainable sporting and community facilities hub using the Browns Bay Bowling Club site as a base. This could be expanded to include the Browns Bay Racquets club site and potentially Auckland Council land. The community hub project can be broken down into three components: 1. Central hub facility which provides for clubroom, social and functions requirements for all the partners and wider community. It would be utilised under a shared space arrangement. 2. Covered and outdoor bowling greens for both competitive and social bowl s needs. This would be connected and utilise the shared hub spaces. The Browns Bay Bowling Club would look to become the key site for bowls within the northern bays region. The project would provide: 2 x natural outdoor bowls greens, 1 x covered artificial bowls green. 3. Adjoining and utilising the shared community hub facilities would be the sporting facilities associated with the partner organisations of Harbour Badminton, Harbour Volleyball and the Browns Bay Racquets Club. The project stage would provide for 6 x badminton courts, 3 x volleyball courts, Covered tennis courts for multipurpose activity, Note: The ability for the indoor sport spaces to provide multiuse sport opportunities will be required to be examined further in the next phase of the project. Underpinning the proposed development is the ability to have shared services and management of the facilities, thus providing a true multisport development. Note: The Browns Bay Racquets Club is proposing to transfer the ownership and management of its existing facilities over to the proposed new entity to provide the overall governance/management for the facilities within the project. Multisport developments are strongly encouraged by both Sport New Zealand and Auckland Council as effective practise for the long-term sustainability of sporting organisations. New Zealand and international research reveals the potential advantages of multisport developments. These include: Operational savings (shared costs), More revenue streams, Higher quality, more functional facilities, Better usage year-round (summer and winter sports), Increased participation, Higher membership numbers, Increased public profile, Increased club and sports code participation, Increased, lifelong participation in sport. Browns Bay Sport and Community Hub Feasibility Study Report 16

17 7. NEEDS ANALYSIS The previous sections have identified a range of key factors that assist in determining if proposed sport and recreation facilities have a demonstrated need. Determining if the level of need both now and into the future is sufficient to warrant provision of a particular type and scale of facility is essential. This assessment is the first step prior to deciding to test feasibility. 7.1 Needs Analysis The key findings from the previous sections have all indicated that there is a demonstrated need for the proposed facility. The key findings supporting this assertion are: 1. Population One of the key factors in determining need is the size of the surrounding catchment population. The demographic analysis of the Browns Bay and surrounding areas has indicated there is a sufficient population to provide a catchment population of approximately 90,000 by All this provides the proposed facility a solid existing and significant potential population base to draw on. It should also be noted that the proposed facility should be seen as having a 50+ year lifespan. 2. East Coast Bays RSA in need of a new home The East Coast Bays RSA is selling their building in Browns Bay as they look to a sustainable future. The RSA is still a strong organisation within New Zealand with a large membership, community following and support. A new home for its 2,000 members will be required in the Browns Bay area (Note: for modelling purposes, we are using a conservative membership of 1,000 rather than the current membership). 3. Potential Membership The proposed Browns Bay Community Hub development has a potential conservative membership of 2,250 (which is made up of members from the proposed partner organisations). In addition to this is an anticipated annual recreation/causal usage of the indoor badminton and volleyball spaces could be significant. Wider community and social usage of the indoor bowls space and hub function facilities is also considered to be significant. 4. Limited indoor sports facility space in Auckland region Sport New Zealand (Sport NZ) commissioned a National Indoor Sports Strategy to provide guidance and direction in the development of facilities for indoor sports on a national basis. Some of the key findings relevant to this study are: Browns Bay Sport and Community Hub Feasibility Study Report 17

18 There is generally existing capacity within the national network with the exception of Auckland and Canterbury. However, the Auckland region is also dealing with the growth of immigrants, and a more diverse cosmopolitan mix. This may place changing demands on facilities with many of the indoor sports sought by recent immigrant populations, particularly Volleyball, Badminton and Futsal. Over the next twenty years Auckland will continue to lead national demand, needing a further 21 courts in addition to the current 21 court shortfall, resulting in a further 42 courts being required. 5. Capacity of Existing North Badminton Harbour Facility The current Badminton North Harbour facility is at capacity (at peak times) which now has limited or stopped the growth of badminton membership on the North Shore of Auckland. Badminton North Harbour cannot provide additional space to members or cater for the establishment of new clubs where there is strong demand for from the increasing Asian population of the North Shore. 6. Sustainable Multisport Operations Multisport developments, where several sports clubs and/or community organisations operate under shared facilities are seen as effective practise both nationally (Sport NZ) and internationally (Sport England and Australian state sport agencies). The desired outcome of the development of multisport facilities is the ability to provide a sustainable operational base for member clubs. Joint memberships can create sufficed mass and therefore revenue to meet required operational costs as well as allowing the sports to concentrate of the delivery of their sport. Browns Bay Sport and Community Hub Feasibility Study Report 18

19 8. PRELIMINANRY SCHEDULE OF SPACES The preliminary schedule of spaces should be seen as a starting point to enable discussion between stakeholders and potential funders to progress, as well as enabling a preliminary estimate of capital costs to be established. The final configuration of the proposed facilities and site layout will need be negotiated during the future project stages (prior to reaching detailed design). The description of spaces has been designed to meet the identified needs of the clubs as well as providing best practise components that will assist with its operational viability in the long term. Table 8.1: Key Facilities Preliminary Schedule of Spaces Organisation Preliminary Schedule of Spaces Preliminary Size Browns Bay Bowls Club East Coast Bays RSA Browns Bay Racquets Club North Harbour Badminton North Harbour Volleyball 2 outdoor natural greens, 1 covered artificial green (membrane or solid structure), Bar, kitchen and function/social spaces, Dividable spaces for multiple uses/functions to occur at one time. RSA memorabilia room, Bar, kitchen and function/social spaces, Dividable spaces for multiple uses/functions to occur at one time, Potential for gaming lounge. Canopy cover of 3 existing tennis courts, Bar, kitchen and function/social spaces, Dividable spaces for multiple uses/functions to occur at one time. Indoor badminton facility required, Catering for minimum 6 badminton courts but preferably 8, Permanent badminton court set up, Minimal changing facilities required. Indoor Volleyball facility required, Catering for minimum 3 volleyball courts but preferably 4, Permanent volleyball court set up, 3 to 4 outdoor beach volleyball courts would also be attractive. Green 40 x people Each court is 6.1m X 13.4m plus 2m clear space around courts Height 9.14m Each court is 18m X 9m plus 3m clear space around courts Height 7m 12.5m (FIVB comps) Browns Bay Sport and Community Hub Feasibility Study Report 19

20 Table 8.2: Proposed Community Hub Building Preliminary Schedule of Spaces Space Description Foyer Lobby/entrance area where participants and spectators enter and either move to the different areas of the hub and facilities. Reception Space for bookings, welcoming and directing participants, spectators and visitors. Offices Open plan office. Space for up to four desks Store area Includes spaces for functions (table and chairs etc) Cleaner Cupboard Small area with tub/hot water and storage space for facility cleaning. Change Areas Min. As required by building code Connection to bowls greens Toilets As per building code (include a staff only WC). Function/Multi- Use Room Used for line dancing, indoor bowls, functions Connections to bar, kitchen and dining area 16m X 12m Kitchen Commercial type kitchen Connection to dining area Connection to function space Connection to Covered bowls Bar Connection to sports bar, dining area, function space and indoor bowls green Restaurant 180 seated Connection to bar and function space Sports bar 120 standing Connection to bar Beer garden area Connection to sports bar RSA Memorabilia Room 5m X 6m Browns Bay Sport and Community Hub Feasibility Study Report 20

21 9. PRELIMINARY BULK AND LOCATION OPTIONS 9.1 Introduction The findings from the previous sections have been used to develop a series of preliminary bulk and location options. The purpose of the preliminary options was to provide the project team with visual plans to allow discussions to proceed. Three preliminary bulk and locations options were explored. These options all come with different considerations. The options are: 1. Option 1 Limited Development 2. Option 2 Medium Development 3. Option 3 Major Development 9.2 Planning Considerations A high level preliminary assessment of the Auckland Council planning considerations was undertaken with regard to development on the Browns Bay Bowls Club site. The summary of this assessment is outlined below. Site Zoning - Open Space Sport and Active Recreation The Browns Bay Bowling Club own the site which they are located on. This site is zoned Open Space Sport and Active Recreation. The permitted activities and key standards related to this zoning are outlined below. Premitted Activity Indoor and outdoor organised sports, active recreation and community activities. Multi-sport facilities. Clubrooms. Recreation facilities. Includes restaurants and cafes, retail accessory to a permitted activity. Key Standards Maximum height for buildings 10m. Height in relation to boundary of any adjoining zone applies to the common boundary (i.e. if it adjoins a residential zone, the residential zone standard will apply). A 6m side/rear yard setback for buildings adjoining residential zones. Maximum gross floor area of individual buildings 150m2 (Note: This is subject to appeal). Browns Bay Sport and Community Hub Feasibility Study Report 21

22 9.3 Option 1: Limited Development The key development components under the limited development option are: The existing Browns Bay Bowling Club s clubrooms would be used as the community hub for all the stakeholders administration, social and function needs, Existing 3 rd back green would be utilised and covered, Existing 4 th back green and council lease area would be used for development of an 8 court badminton space and 4 court indoor volleyball space, 3 outdoor court volleyball space, Existing 3 artificial tennis courts to be covered with membrane structure to for all weather tennis and multiuse sports needs. The configuration of this option was based on utilising the existing infrastructure where possible and not utilising the early childhood centre space. 9.4 Option 2: Medium Development The key development components under the medium development option are: The existing Browns Bay Bowling Club s clubrooms would be demolished and a new purpose built community hub would be developed for all the stakeholders administration, social and function needs, The early child centre would be relocated to the back of the site adjacent to the Browns Bay Racquets club on council leased land, A new covered artificial bowls green would be developed on the site of the existing early childhood centre, The existing 3 rd and 4 th back greens would be utilised for development of a 6- court badminton space and 3 court indoor volleyball space, This option has no 3-outdoor court volleyball space, Existing 3 artificial tennis courts to be covered with membrane structure to for all weather tennis and multiuse sports needs. The configuration of this option was based on the optimum location for the community hub and indoor spaces from a functional and operational perspective. 9.5 Option 3: Major Development The key development components under the major development option are: A total reconfiguration of the site would be undertaken, All existing buildings and infrastructure to be removed with all new facilities being developed, All proposed new indoor sports and community hub facilities to be located on existing tennis club site, All outdoor sports facilities to be located on existing bowling club and early child centre sites. Browns Bay Sport and Community Hub Feasibility Study Report 22

23 9.6 Preliminary Bulk and Location Options The three bulk and location options identified within this section are presented below through a series of bulk and location plans for each option. The preliminary bulk and location plans should be seen as starting point that allows the project team and stakeholders to discuss the type of facility mix, functionality of the site and the potential optimum site layout. They are the first step in design process and will change and be updated as decisions are made from the key stakeholders. Browns Bay Sport and Community Hub Feasibility Study Report 23

24 Option 1 Limited Development Key Considerations Minimal impact and lower cost (compared to other options) Alteration of existing bowls building as main hub for social/functions etc. No impact on early childhood centre Limited hub interaction with badminton and bowls Height to boundary consideration for indoor bowls won t comply with set back from a residential boundary or height to boundary Would require neighbours sign off on it and a buy in from council planners etc.

25 Option 2 Medium Development Key Considerations All stakeholder needs/wants are accommodated Require use of early childhood centre Outside of planning rules for maximum height for buildings, height in relation to boundary and side/rear yard setback for buildings adjoining residential zones Planning considerations will apply regarding large sit coverage Optimal connection between community hub and indoor facilities

26 Option 3 Major Development Key Considerations Minimal visual impact of site by locating large indoor spaces to rear of site adjacent to hill New hub building required to provide control/access to indoor spaces Limited public view of hub building Limited connection of hub building to outdoor sports facilities Utilisation of early childhood centre site required Largest cost relocation and construction of all facilities No height to boundary consideration for building

27 10. PREFERRED DEVELOPMENT OPTION Preferred Development Option The Medium Development option has been identified as the preferred option for further analysis. This option delivers the maximum benefit to the stakeholders in the community hub project. The key considerations for identifying the medium development option as the preferred option to progress are: Operational This option would provide the opportunity to maximize revenue streams. It provides the optimal connection between the sports facilities and the hub in order to leverage social/function/hospitality revenue opportunities. Functionality The preferred option creates opportunities for sports synergies/co-locations within the site which will promote shared use of facilities. The functionality avoids duplication of facilities and provides for a central control of facilities from the main hub. Site access and layout The site layout creates an address or presence which promotes the facilities and organisations (a shop front ). This option looks to optimise the vehicular access and onsite parking. Ability to provide staging options The ability to clearly identify and implement a logical staging approach is realistic under this option. There is a clear linkage between each of the proposed stages of the project. The staging options allows for initial partnerships to be formed without the requirement of large capital investment. Preliminary Sketch Floor Plan Community Hub Building The community hub building as identified within the preferred development options has been developed into a preliminary sketch floor plan. It is anticipated that the preliminary sketch floor plan will be the first step in the design process which will be modified as the project progresses. Browns Bay Sport and Community Hub Feasibility Study Report 27

28 Preliminary Sketch Floor Plan of Community Hub Building

29 11. PRELIMINARY COST ESTIMATES The preferred medium development option for the Browns Bay Community Hub has undergone a preliminary estimate of costs. The estimated costs are based on indicative sizes, building location and a traditional procurement process. It is expected that during the detailed design stage a comprehensive analysis will be undertaken to identify more exact costs. The detailed breakdown of the preliminary estimate of costs is outlined in Appendix 1. Option 2: Medium Development A preliminary estimate of costs of each of the facility components of the preferred medium development option has been undertaken and is identified below Summary Table Breakdown The below table outlines the summary of costs for the facility components as identified from the preferred development option. Area Preliminary Cost Estimate Community Hub Building $6,685,520 New Covered Artificial Bowls Rinks $1,589,641 Indoor Badminton Centre $3,349,500 Indoor Volleyball Centre $3,349,500 Cover of 3 Tennis Courts $1,105,526 Car Parking & External Works $893,200 $16,972, Individual Facility Breakdown The tables below outline the individual costs for each of the facility components as identified from the preferred development option. Community Hub Building Preliminary Cost Estimate 1,122 $3,800m² 4,264,436 Kitchen fitout Sum 200,000 Bar fitout Sum 75,000 Hard paving Sum 200,000 Landscaping Sum 50,000 Services Infrastructure allowance sum 250,000 Sub Total $5,239,436 Professional Fees & Consents 16% 838, Contingency 10% 607,775 Total $6,685,520 Browns Bay Sport and Community Hub Feasibility Study Report 29

30 New Covered Artificial Bowls Rinks Preliminary Cost Estimate Site clearance 30,000 New artificial bowling green 245,000 Fabric Canopy & frame 649,800 Perimeter Walls 216,000 Allowance for lighting Sum 30,000 Services Infrastructure allowance sum 75,000 Sub Total $1,245,800 Professional Fees & Consents 16% 199,328 Contingency 10% 144,513 Total $1,589,641 Indoor Badminton Centre Preliminary Cost Estimate Building 1,150 2,000m² 2,300,000 Hard paving Sum 75,000 Landscaping Sum 50,000 Services Infrastructure allowance sum 200,000 Loose Fitout & sports equipment excluded Sub Total $2,625,000 Professional Fees & Consents 16% 420,000 Contingency 10% 304,500 Total $3,349,500 Indoor Volleyball Centre Preliminary Cost Estimate Building 1,150 2,000m² 2,300,000 Hard paving Sum 75,000 Landscaping Sum 50,000 Services Infrastructure allowance sum 200,000 Loose Fitout & sports equipment excluded Sub Total $2,625,000 Professional Fees & Consents 16% 420,000 Contingency 10% 304,500 Total $3,349,500 Cover of 3 Tennis Courts Preliminary Cost Estimate Fabric Canopy & frame 1, ,400 Perimeter Walls - excluded Allowance for lighting Sum 30,000 Services Infrastructure allowance sum 75,000 Sub Total $866,400 Professional Fees & Consents 16% 138,624 Contingency 10% 100,502 Total $1,105,526 Browns Bay Sport and Community Hub Feasibility Study Report 30

31 Car Parking & External Works Preliminary Cost Estimate Carparking 3, m 450,000 Landscaping Sum 100,000 Services Infrastructure allowance sum 150,000 Sub Total $700,000 Professional Fees & Consents 16% 112,000 Contingency 10% 81,200 Total $893, Early Childhood Centre Site Excluded from the preliminary estimate of costs is any potential relocation costs of the Early Childhood Centre. This would need to be negotiated if the endorsement and approval is gained from the relevant parties Reducing the Preliminary Estimated Costs The preliminary estimate of costs is significant in terms of an entity s ability to fundraise. Funding success will rely heavily on the potential project partners and major funders contributions. The project team may wish to reduce the preliminary estimated costs (after initial discussions with funders). The following approaches have been highlighted as potential ways of reducing the initial capital costs. Approach 1 - Reduce Footprint of Building The preliminary medium development option has the potential for some facility components to be scaled down in size, or excluded from the final development once a detailed review is completed. The final decision on a reduction in the size of the buildings will impact on the final cost of the development. The reduction in the size of the community hub building, and/or the exclusion of spaces such as function space will result in a reduction in the overall capital cost. The current average square metre building rate of $3,800/m 2 (excluding fees) demonstrates the savings that can be made by reducing the over size of a proposed building. Approach 2 - Staged Build The potential to stage components of the overall development will provide the ability to spread the cost of the build out over time. The next section of the report identifies the potential staging options available to the project team for consideration. Approach Shared Indoor Courts Space Discussion between badminton and volleyball would need to occur to determine the operational practicality of sharing one indoor space as opposed to operating two separate spaces. Demand and capacity issues of both sports would need to be addressed. Browns Bay Sport and Community Hub Feasibility Study Report 31

32 12. POTENTIAL STAGING OPTONS As identified in earlier sections there is the potential to stage components of the overall development. This would spread the cost of the build out over time, making funding more realistic while also enabling the partners to continue operating with minimal disruption. The potential staging options for consideration are identified in Figure Figure 12,1: Staging Options Stage 1 RSA Relocation to Existing Bowls Club Building An interim solution which allows both parties to try the potential partnership without having to invest significant capital investment. A small modification to the existing bowls club building would be required to meet the minimum RSA requirements. Stage 2 Relocation and Development of Early Childhood Centre The relocation of the early childhood centre to a new site would allow their operations to continue until their new building/site was complete. Once completed this would provide a clear site for the bowls club and RSA to develop the community hub building and indoor bowls green. Stage 3 Development of New Community Hub Building and Covered Bowls Green The key stage in the project where significant capital investment would be required. This stage would provide the key requirements of the bowls and RSA members as well as the hub facility In which the community would be welcomed. Both sporting and social components would be realised at this stage. Stage 4 Development of Indoor Badminton and Volleyball (multipurpose indoor court space) and Covering of Tennis Existing Courts) This key phase would provide a significant amount of recreation and formal membership for the community hub. Significant capital would be required to develop both spaces but would meet the equally significant demand for indoor sports facilities. Stage 4 or 5 Identify appropriate level of service and facility requirements for the existing rackets club building This stage could be done concurrently with the development of the indoor spaces, or separately. The future management, use/users and level of service of the existing racquets club function and bar spaces will be important.. Browns Bay Sport and Community Hub Feasibility Study Report 32

33 13. PRELIMINARY GOVERNANCE AND MANAGEMENT CONSIDERATIONS A wide range of governance and management approaches exist for sports and community facilities. No one approach is applicable in all situations. In very general terms when multiple clubs and organisations are seeking to work together and develop facilities the approaches generally fall into four categories: collocating, merging, forming a new entity (with member clubs), and forming a single new entity. The following sections assumes a new entity is established which has member clubs. This approach aligns with the objectives of most clubs now. Figure 13.1 illustrates one way this structure could be developed. This approach should be seen as a starting point for discussion between the potential partner clubs. Figure 13.1: Potential Governance and Management Structure. Legal Agreements Trust (3 club & 4 independent Trustees) Management Advice Manager Members Group (All clubs have representation) Staff Contractors Clubs Clubs Clubs Clubs Under this potential model: A Trust would be established with seven trustees. Three trustees would be drawn from the partner clubs. The remaining four trustees would be independents appointed based on their respective skills. The Trust would be a skills based entity and have a clear succession plan. All land and built assets belonging to the member clubs would be transferred to the Trust. The member clubs would then have individual legal agreements with the Trust. These legal agreements would set out each entity s responsibilities and obligations. Clubs would be responsible for running / delivering their own sports activities (unless by agreement certain roles are transferred to the Trust), A members group would also be formed. Each member club would have representation on this group. The members group would provide advice to the Trust. The Trust may also decide to delegate certain tasks to the members group. Browns Bay Sport and Community Hub Feasibility Study Report 33

34 The Trust would appoint a centre manager who would in turn appoint staff and contractors. Experience has illustrated the importance of all entities involved in multi-sport developments understanding what ongoing obligations they have. This is important as the success of the Trust is often intrinsically linked with the success of the member clubs. Poorly performing clubs impact on the Trust. It is important that the Trust can hold the member clubs to account in the same way clubs can hold the Trust to account. This is where the legal agreements are of importance. The Trust needs to be able to generate revenue to maintain the assets under management (for the benefit of the member clubs). This will require revenue being derived from sources such as: 1. Capitation fees charged to each club member, 2. Food and beverage revenue, 3. Hire revenue, 4. Sponsorship, 5. Investments, 6. Social sports league revenue, 7. Grants. The mix of revenue will depend on the approach adopted by the Trust and the legal agreements signed with the member clubs. All parties need to be very realistic about the operational costs and the need for the Trust to generate revenue to maintain and operate the facilities under management. A selection of key lessons from other multisport operations that have been taken into consideration are: Underperforming member clubs have a direct impact on the operations of the Trust. Mechanisms must be in place to enable underperforming clubs to improve. Independent trustees with key skills that are important to the governance and management of organisations are very valuable. Member clubs do not need direct representation on a trust to protect their interests. This can be done via legal agreements. The structure should enable the inclusion of additional member clubs (both sporting and community focused) at any time. This process should be made as simple as possible. Succession planning should be built in so that the Trust does not become tired and so that the trustees do not all change at the same time. Do not under estimate the operational costs associated with running multi sports facilities. Browns Bay Sport and Community Hub Feasibility Study Report 34