11.7 GTV9 Community Facility - Management Options

Ordinary Council Meeting
11.7
18 March 2014
GTV9 Community Facility - Management Options
Trim Record Number: D14/57785
Responsible Officer: Director Community Programs
Purpose
1.
This report provides Council with an overview of potential management models for the GTV9
community facility and seeks endorsement of one or more options to investigate and develop
further. It also provides Councillors with an update on design options for the facility.
Background
2.
At its meeting on 23 November 2010 Council considered the findings of the Richmond Social
Infrastructure Review report. The Review explored issues surrounding the long term
provision of community services in the Richmond area, the future of existing facilities
including 49 Tudor Street and Loughnan Hall, and opportunities arising from the Channel
Nine redevelopment. Relevant key findings included:
(a)
there is high demand for neighbourhood house programs in Richmond, with existing
neighbourhood houses at capacity and with waiting lists for programs;
(b)
there is a comparatively low level of provision of neighbourhood houses in the
Richmond neighbourhood than across the wider municipality; and
(c)
there is significantly higher provision of community meeting spaces but existing
facilities have major functionality issues.
3.
The Review recommended consolidation of neighbourhood house activities and community
meeting spaces in one, purpose-built community facility at the GTV9 site, in lieu of dispersing
spaces across multiple other sites. Council accordingly resolved to ‘undertake further studies
to determine the required size, configuration and governance arrangements of the
community facility at the GTV9 site’.
4.
In furtherance of this resolution, the GTV9 Community Facility - Tenancy, governance &
configuration investigation report was prepared in March 2011. The report proposed that the
facility be operated by a local community based organisation and identified the Richmond
Community Learning Centre (RCLC) as a potentially suitable operator.
5.
At its meeting on 4 June 2013 Council received an update on the planning and design of the
GTV9 facility and endorsed a set of key principles and objectives for the facility and the
engagement of stakeholders and consultants.
Richmond Community Learning Centre
6.
The RCLC are currently deeply engaged in a significant development at Burnley Backyard
which will enter construction phase in coming months. Once constructed this development
has a 2 to 3 year start-up phase prior to reaching full development.
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18 March 2014
7.
Council has provided funding for a consultant to assist in its planning for integration of
operations across three sites, these being Burnley Backyard, Lord Street and potential
participation in GTV9.
8.
It is anticipated that this consulting support will assist RCLC to clarify:
(a)
the extent of involvement and effort that it might be able to apply to the GTV9
development in the medium term;
(b)
its future commitment to Lord Street and family focussed activities; and
(c)
the effort that will be required to realise the vision for Burnley Backyard over the
coming two to three years.
Options Report
9.
Council has commissioned a preliminary report (attached) which explores the management
and service delivery options for the GTV9 facility.
10.
In summary terms the options include:
(a)
(b)
(c)
Option One – Council Management as Venue for Hire
(i)
facility would be managed and staffed by Council;
(ii)
bookings coordinated through Council Venues & Events;
(iii)
all cleaning and maintenance managed through Council programs; and
(iv)
community development managed through internal resourcing.
Option Two – Direct Council Management – ‘Engagement Officer’
(i)
facility managed as a ‘community hub’ through Council resources;
(ii)
active community engagement to develop the facility as an active and vibrant
space;
(iii)
0.5 EFT staff member engaged to undertake community development, liaison
and facilitation; and
(iv)
bookings coordinated through Council Venues & Events.
Option Three – Community Organisation as Anchor Tenant
(i)
move immediately to a community based organisation as anchor tenant, this
might be RCLC or other organisation;
(ii)
Council would enter into a formal lease agreement which would include
provisions and conditions for management and coordination of the facility;
(iii)
this might include staffing and accountability for maintenance and maintaining
minimum core opening hours; and
(iv)
bookings coordinated through Council Venues & Events or though Anchor
Tenant.
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Ordinary Council Meeting
(d)
11.
12.
18 March 2014
Option Four – Establishment – Council with Review for Future Operational Model
(i)
this model will see Council assume responsibility for initial operations in
partnership with a lead /anchor tenant selected through an EOI process;
(ii)
Council will directly resource an engagement officer who will be responsible for
activating the facility as well as working with lead tenant(s) to create a vibrant and
exciting community facility;
(iii)
there is an opportunity for using the annual grants program to encourage a
diverse range of programming for the facility across children’s, environment, arts
and social / community programs;
(iv)
bookings would be principally coordinated through Council Venues & Events.
Option Four – Establishment – Council with Review for Future Operational Model is
recommended by officers for a range of reasons, these include:
(a)
Council retains control over the facility during the important initiation phase to ensure
that the facility is fully activated and accessed by a broad range of groups;
(b)
the facility will be open for core hours which will build confidence of the local
community;
(c)
the ‘transition’ period allows the GTV9 development to be substantially completed with
its own community and local community based organisations to finalise existing
commitments such as Burnley Backyard and develop an ‘appetite’ for new ventures;
(d)
Council can conduct a full evaluation of models after initiation to fully inform decision
making; and
(e)
this will provide the best opportunity to develop a vibrant and fully activated facility for
the entire community.
It will be recommended that Option Four be the preferred option for ensuring that the facility
achieves its full potential and that an expression of interest (EOI) process be initiated to seek
suitably qualified, experienced and capable community based organisations to partner
Council through the start-up phase.
EOI Parameters and Criteria
13.
It is intended that Council will undertake an open and transparent EOI process to seek one or
two community based organisations to work in partnership with Council to activate the site
and provide ‘caretaker’ services in lieu of the rental and overhead costs.
14.
The lead tenant(s) will:
(a)
undertake activities / programs that:
(i)
are compatible with the location;
(ii)
bring vibrancy to the precinct;
(iii)
have the potential to deliver creative and engaging programming within the
facility;
(iv)
provide significant community benefit;
(v)
are not too technical or esoteric for general community involvement;
(b)
bring experience in community development and engagement which will assist in
activation of the facility;
(c)
provide ‘caretaker’ services for the facility to ensure the building is open for core hours
(to be determined but likely Monday to Friday 9 am to 5 pm);
(d)
potentially bring experience in facility management and technical skills in centre
management; and
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Ordinary Council Meeting
(e)
15.
18 March 2014
understand and reflect Council’s vision that community ‘activation’ of the space is an
absolute priority.
The ‘offer’ from Council will be a three year licence for occupation of space within the facility,
it is anticipated that this might include:
(a)
exclusive occupation of between 70m2 and 100m2 of floor space (the intrinsic value of
this occupation calculated at between $21,000 and $30,000); and
(b)
a ‘peppercorn’ rental including general outgoings (except high cost items such as
telephone etc).
16.
Note that the 100m2 space outlined above is calculated at around 20% of active usable
internal space within the facility and does not include the two large community spaces,
lounge or kitchen.
17.
It will be recommended that Council undertake an EOI based on the parameters and
guidelines above and that a further report be presented to Council for endorsement of the
partner lead tenant(s) and conditions for occupancy of the facility.
Design Update
18.
Six Degrees Architecture has been appointed as design architects for the internal fit out of
the GTV9 community facility.
19.
An initial space allocation process has been undertaken to examine the most efficient layout
incorporating:
(a)
a mezzanine floor;
(b)
stair and lift access;
(c)
two large programming rooms (one upstairs and one downstairs);
(d)
one smaller programming space;
(e)
community lounge;
(f)
outdoor activity space;
(g)
kitchen and storage; and
(h)
office and two ‘consulting rooms’.
20.
Attached for information is a ‘sketch’ design of the proposed layout which is currently being
discussed with internal and external stakeholders.
21.
It is anticipated that further minor consolidation of the concept design and some engineering
elements will be completed in the coming two to three weeks. At this stage there will be a
pause in the design process while the EOI for lead / anchor tenants is conducted.
Project Timing
22.
Final detailed design development which will include input from the lead / anchor tenants is
anticipated to occur in June and July 2014.
23.
Project tender is anticipated in July and August 2014 with construction to commence in
September 2014.
24.
It is possible that the GTV9 Facility will be open and available for community use by late
2014 or early 2015. Officers are currently working through a detailed program for
development and part of the current consideration includes details such as lead times for
delivery of equipment such as lifts and heating and air-conditioning units.
Consultation
25.
Internal Yarra service areas have been engaged to determine the potential and need for
direct delivery of Council service through the facility, and the design requirements for a range
of multi-functional spaces.
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26.
18 March 2014
An informal EOI in October 2013 sought to identify individuals and organisations from the
local community interested in using the facility on a regular basis as either tenants or casual
users.
Financial Implications
27.
Financial implications arising from the proposed management options are outlined within the
report.
28.
An allocation of $80,000 has been made within the draft 2014/15 budget for operational costs
associated with the GTV9 facility.
29.
A capital development budget of $1m has been allocated within the draft 2014/15 capital
works budget. The current year capital budget has $0.5m allocated for design and
preliminary works.
Economic Implications
30.
There are no significant economic implications arising from this report.
Sustainability Implications
31.
There are no significant environmental sustainability implications arising from this report.
Social Implications
32.
Social implications arising from the proposed management options are outlined within the
report.
Human Rights Implications
33.
There are no human rights implications arising from this report.
Council Plan, Strategy and Policy Implications
34.
This project delivers the Council Plan initiative ‘Design and open GTV 9 Community Centre’.
Legal Implications
35.
There are no significant legal implications arising from this report.
Conclusion
36.
The GTV9 facility represents a significant financial commitment by Council for the provision
of social and community infrastructure for the residents of Yarra.
37.
It will be important that the initiation phase is managed carefully to ensure the facility
achieves its full potential in the early years and maintains flexibility and capacity to adapt to
the changing and emerging needs of the local community.
RECOMMENDATION
1.
That Council:
(a)
note the update report on management options for the GTV9 facility;
(b)
endorse Option Four – Establishment – Council with Review for Future Operational
Model as the preferred management model for three years, the key aspects of this
model being:
(i)
this model will see Council assume responsibility for initial operations in
partnership with a lead /anchor tenant selected through an EOI process;
(ii)
Council will directly resource an engagement officer who will be responsible for
activating the facility as well as working with lead tenant(s) to create a vibrant and
exciting community facility;
(iii)
use the annual grants program to encourage a diverse range of programming for
the facility across children’s, environment, arts and social / community programs;
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18 March 2014
and
(iv)
bookings would be principally coordinated through Council Venues & Events.
(c)
authorise officers to undertake an expression of interest process based on the
parameters and guidelines outlined in the body of the report;
(d)
note that a further report will be presented to Council for endorsement of the partner
lead tenant(s) and conditions for occupancy of the facility;
(e)
note the preliminary Sketch Design for facility layout and that detailed design will occur
following the appointment of anchor / lead tenants; and
(f)
note that it is anticipated that the facility will be open and available for community use
by late 2014 or early in 2015.
CONTACT OFFICER:
TITLE:
TEL:
Craig Kenny
Director Community Programs
9205 5100
Attachments
1 GTV9 Management Options
2 140218 - GTV9 - Stakeholder Sketch Design Presentation
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