I am pleased the debate over the site for the new Civic Theatre has heightened public interest in the project.  I also think it is important to respond clearly to questions that have arisen.

Why do we need a new Civic Theatre?
On average, more than 26,000 people come to the current theatre each year.  It is booked for more than 260 days of the year.  It is heavily used by school children. But the current theatre needs major work to remain fit for purpose.  Rebuilding the existing theatre would require many design compromises and would mean the district would be without a theatre for more than 12 months.  A feasibility study conducted by theatre experts in 2005 found that it would be more cost-effective to construct a new theatre.
What consultation has been carried out?
All theatre users were surveyed as part of a feasibility study of future theatre options.  In 2008 the Theatre Trust applied to the Council for funding.  Submissions were requested on this project as part of Council's 2008/2009 Annual Plan process.  Again, as part of Council's 2009/2019 Long Term Council Community Plan, public submissions were called for.  The overwhelming majority of submissions supported the call for a new theatre.

What is Council's financial contribution to the new theatre?
Council has agreed to provide $5M towards the cost of the new theatre. That funding will come from Council reserves that are specifically set aside for community assets. The Theatre Trust is raising the rest of the funds from the sale of its existing building and through fundraising. The Council has also agreed to provide $200,000 per annum towards the theatre's operating costs. In addition, the Council-owned land at the western end of the Combined Clubs' building is being provided for the new theatre site.

Have other sites been considered for the new theatre?
A number of other sites have been considered.  These include part of the Blenheim School site.  This land is owned by the Crown and is subject to the Treaty of Waitangi Settlement process.  It is possible that a local iwi will gain ownership of the site but it will take several years to complete this process. New owners would be expected to require a commercial return for the land.  Even if this site was ever to become available, it would be at significant additional cost.

The Council's Alfred Street carpark was considered as a possible site but the area is too small to accommodate a theatre and provide adequate carparking in the area. 

There are no other suitable available sites in close proximity to the Convention Centre.

Why is it important to build the Theatre close to the Convention Centre?
There is a strong economic argument for locating the facilities near to each other. The Civic Theatre already has a working relationship with the Convention Centre, providing specialist lighting and sound services to the Convention Centre. The Council's Convention Centre, which adjoins the Combined Clubs complex, has been a great success.  It has created new jobs for the organisations that provide services to the Centre, including local motels, hotels and retail shops.  A new theatre close to the Convention Centre would help to attract larger conferences to Marlborough with the associated positive spin-off in jobs and visitor numbers.

Why is Council building a parking building on its Alfred Street carpark?
Several years ago Council adopted a long-term carparking strategy which included a plan for the Council to provide more than 300 carparks in central Blenheim to meet the needs of the next five years.  The Alfred Street carpark and the carpark behind the Post Office have long been identified as sites for future parking buildings. The alternative to parking buildings is to purchase more land, demolish existing buildings and create more ground level parking space. The current cost of land and buildings makes it more cost-effective to build parking buildings.  The Alfred Street parking building will be going ahead regardless of the site of the theatre with construction scheduled to commence in March, 2010.

Will carparks be lost if the new theatre is built next to the Clubs and Convention Centre?
There will be a net loss of 32 parking places from Council's carpark when the new theatre is built.  However it would be possible for Clubs of Marlborough to free up a further 16 parks on Marlborough Club land currently used for staff parking. But any loss will be offset by Council's new Alfred Street parking building which will provide more than 300 new car parks. People using the new parking building will have direct and secure access to the Clubs and Convention Centre by way of a new boulevard supported by good lighting and improved pedestrian crossings.

Why is Council spending money on community assets such as the new theatre, Picton's foreshore redevelopment and the Aquatic Centre?
Core infrastructure such as sewerage, water and roading is important for the district.  Community infrastructure such as libraries, public swimming pools, the Picton foreshore, Renwick's Sports Centre and the Civic Theatre are also important.  Council has a responsibility to provide both types of assets.  We are building facilities which create a strong, vibrant and attractive community.  Marlborough is extremely fortunate to have a Civic Theatre Trust to help fund its theatre.  Most towns in New Zealand have no option but to completely fund facilities such as a Town Hall and Civic Theatre from rates. 

As elected representatives we have the difficult job of prioritising Council expenditure.  It is not an easy task as funds are limited.  Council is fortunate that it has been able to use returns from a number of Council investments to fund both core and community infrastructure.  These investments include its forestry estate, dividends from Port Marlborough and profits from Council land subdivision activities.

By way of comparison of the sums involved, the Council's Long Term Council Community Plan for the ten years to 2019 shows that Council will be investing more than $500 million on roads, sewerage services, water and stormwater projects.

What agreements were made with the Combined Clubs?
The Combined Clubs had insufficient land to construct their new building.  Most of the land surrounding the former RSA building was owned by the Council.  Council gave the Combined Clubs sufficient land for their new building as part of a land-swap agreement.  That agreement also provided for Council to build either a high-rise hotel or a community asset such as a theatre on the Council-owned land at the western end of the new Combined Clubs' building.  Before construction of the new Combined Clubs' building began, the architect for the Combined Clubs presented Council with two sets of concept plans for a hotel and for a civic theatre on the site.

What impact will the proposed new theatre have on the Combined Clubs' building?
The Civic Theatre Trust has offered compromises to meet concerns expressed by the Combined Clubs' Executive Committee. These include creating a ten-metre separation between the first floor of the Clubs building and the side of the theatre auditorium and moving the theatre fly tower to eliminate any light and shade issues for the Clubs' building.

I hope this information will answer the queries that have been raised.

 




ALISTAIR SOWMAN
MAYOR


Click Here To Read This Article On The Marlborough District Council Website
 
 
Is there a fundraising formula for Marlborough community projects? The committee behind the building of Renwick's Giesen Sports and Events Centre says yes. His name is Ross Anderson.

Mr Anderson's fundraising debut was leading the Hospital Equipment Trust appeal to raise more than $1.5 million for new ultrasound, MRI and CT scanners for Wairau Hospital.

"I was hooked," he admits.

Since then, he has helped raise money for Stadium 2000, the Blenheim Rowing Club and the Giesen Sports and Events Centre.

A new theatre for Marlborough is his latest project.

Rule No1 in Mr Anderson's fundraising book is strong control by the fundraising manager.

Community fundraising projects could involve a lot of well-meaning people all keen to rush out and raise $5, when with a planned approach $5000 could be raised with the same effort, he said.

Rule two was having a high level of organisation and structure.

For the Giesen Sports and Events Centre project, Mr Anderson created a business plan outlining trustees' responsibilities, with "a business tree" setting out who needed to do what and when.

Credibility is Mr Anderson's third fundraising rule.

The whole concept of capital gifting required a project to have high credibility.

In the Giesen Centre example, highly respected Renwick publican Warren Croft was appointed patron.

"Capital gifting is about making people feel a part of your project."

A clear audit trail for cash received was essential to meet Inland Revenue Department requirements and donors must be sent an acknowledgement of the amount pledged.

Of course, a good cause was essential, as was buy-in from the local community, which in the case of the Renwick centre extended throughout the Marlborough sports community.

A structured launch presentation has been part of Mr Anderson's fundraising formula. Money spent on a memorable occasion such as the champagne breakfast held to raise funds for the Renwick sports and events centre was a good investment, adding status to the project and building goodwill with invited guests.

Naming rights as well as gold, silver and bronze pledges offered the opportunity for donors to be seen as good corporate citizens.

Tight control must be exercised over the capital-gifting period of five or six weeks from when the launch was held, Mr Anderson said. No other fundraising should be carried out at this time, as this could detract from the main event.

"Someone who has bought a $20 raffle ticket, for example, might feel they've already done their bit for a project and say no when they're asked to fill in a $3000 pledge card."


Gifting should be structured so it was not too onerous. In the Renwick sports centre project, for example, donations were tax-deductible over four years and there was a right for donors to opt out if circumstances changed and the pledged amount was no longer available.

However, every event Mr Anderson had been involved with resulted in a larger sum of money being collected than was originally pledged.

Attracting capital gifts was all about networking, Mr Anderson said. People invited to an initial launch function were expected to pull in more donors.

Asked whether fundraising would be more difficult today given the current economic climate, Mr Anderson insisted there was no good time for fundraising. There would always be plenty of people who would say no.

However, each project tended to attract people dedicated to that particular cause.

"There is no substitute for planning and hard work," he said.

Someone who has bought a $20 raffle ticket, for example, might feel they've already done their bit for a project and say no when they're asked to fill in a $3000 pledge card....Ross Anderson, fundraiser.


Click Here To Read The Marlborough Express Article
 
 
Local businessman Ross Anderson has been appointed fundraising manager as the Marlborough Civic Theatre Trust embarkes on raising $3 million from the local community. Click Here To Read The Marlborough Express Article