1. Q.1. Land?
2. Q.2. Council?
– 2.1. Christchurch District Plan
– 2.2. CCC Long Term Plan & Annual Plans
– 2.3. CCC Citizen Hub Strategy
– 2.4. CCC Community Facilities Network Plan
– 2.5. CCC Equity and Inclusion Policy
– 2.6. CCC Infrastructure Strategy
– 2.7. CCC Multicultural Strategy
– 2.8. CCC Heritage Strategy
– 2.9. CCC Strengthening Communities Together Strategy
– 2.10. CCC Ōtautahi Christchurch Future Transport
– 2.11. Christchurch City Libraries Facilities Plan
– 2.12. CCC Activity & Asset Management Plans
3. Q.3. Community?
– 3.1. ‘Open Strategies’ Consultation (2017)
– 3.2. ‘Community Board’ Consultation (2020)
– 3.3. ‘Community Board’ Consultation (2023)
– 3.4. ‘Building Concept Design’ Consultation
– 3.5. ‘Richmond Community Needs Analysis’ Report (2018)
– 3.6. ‘Shirley Community Centre Feasibility Report and Business Case’ Report (2018)
– 3.7. ‘ReVision Youth Friendly Spaces Audit: Shirley Library’ Report (2021)
– 3.8. ‘ReVision Youth Friendly Spaces Audit: 10 Shirley Road’ Report (2021)
– 3.9. ‘Shirley Community Reserve Feasibility Study’ Report (2023)
4. A.1. = Options
– 4.1. Option 1: ‘Leave the Space as is’
– 4.2. Option 2: Build the ‘Approved Plan’
– 4.3. Option 2: New ‘Shirley Library & Service Centre’
– 4.4. Option 3: Build the ‘Shirley Centre’
– 4.5. Option 3: Reallocate the ‘Approved Plan’
– 4.6. Option 3: Sell ’36 Marshland Road’ building
– 4.7. Option 3: Relocate ‘NZ Post Centre’
– 4.8. Option 3: Relocate ‘Waitai C-B-L Boardroom’
– 4.9. Option 3: Relocate ‘Waitai C-B-L Governance Team’
5. A.2. = Funding
– 5.1. Reallocate & Increase Funding in LTP 2027
– 5.2. Sell ’36 Marshland Road’
– 5.3. Relocate Boardroom & Lease Area of ’36 Marshland Road’
– 5.4. Other Funding Providers
‘The Big Picture’ planning & development of the 10 Shirley Road site: Shirley Community Reserve, should focus on these 3 questions & 2 answers:
1. Q.1. Land?
– What can & can not be done with the Land?
2. Q.2. Council?
– What are the relevant Council plans, policies & strategies?
3. Q.3. Community?
– What does the Community want & need?
4. A.1. = Options
– What are the different scenarios currently available?
5. A.2. = Funding
– What are the different funding options available?
1. Q.1. Land?
The first obvious question is:
Q. What can & can not be done with the Land?
A. The 10 Shirley Road site is the Shirley Community Reserve.
This site was the original location for the Shirley School from 1915 to 1977.
When the school building & site became surplus to Ministry of Education requirements, it became Crown land in 1979.
In 1980, this site became classified as a reserve for local purpose (site for a community centre):
“That means the land could not be used for any other purpose than a community centre unless and until the reserve classification is changed.
It also appears the land could not simply sit ‘vacant’ with the reserve status unchanged, as that would also be inconsistent with the reserve purpose.”
2. Q.2. Council?
The second obvious question is:
Q. What are the relevant Council plans, policies & strategies?
A. After the earthquakes, the Shirley Community Centre was included in the Community Facilities Rebuild Programme – Tranche 1, to “Replace. Insurance claim.”
Based on the Reserve classification, the next question should have been what type of ‘Community Centre’ is going to “Replace” the former Shirley Community Centre?
In 2016, the Christchurch City Council gave Delegated Authority for the ‘rebuild of the Shirley Community Centre’ to the Shirley/Papanui Community Board: “process similar to that put in place by the Council for the rebuild of the St Albans Community Centre be followed.”
2.1. Christchurch District Plan
“The District Plan helps us manage the way our city develops.”
The site is an ‘Open Space Community Parks Zone’, with Dudley Creek to the south is zoned as ‘Open Space Water and Margins Zone’.
The Record of Title shows that the Purpose of the allotment is “in trust for local purpose (site for a community centre)”.
“This area currently visually appears as lower density residential; however, this area has been recently rezoned to Medium Density Residential (MRZ), and High Density Residential (HRZ) to the east (around The Palms Mall)…projected future increase in population signalled by the recent urban intensification zonings.”
2.2. CCC Long Term Plan & Annual Plans
“The Long Term Plan is reviewed every three years and outlines the Council’s activities, services, capital programme and finances for the next 10 years.
An Annual Plan is the Council’s budget for one financial year and is produced in the years between Long Term Plans.
The Council is required by the Local Government Act 2002 to produce a plan and consult with its community [after reviewing the Consultation feedback, Councillors can make amendments to the Plan, to advocate on behalf of their community] before finalising the document.”
By the beginning of 2018, the funding for the new Shirley Community Centre had been ‘Removed from Programme’, from the CCC Community Facilities Rebuild Programme.
LTP 2018: “Council requests staff to complete the Community Facilities Network Plan as soon as practicable…Potential developments include but are not limited to; the Shirley Community Centre.
Staff directed to engage external independent consultants for:
‘Community Needs Analysis for Richmond’ & ‘Shirley Community Centre Feasibility and Business Case’.”
LTP 2021: “Council reinstates $3.0 million funding formerly set aside for the rebuild of the Shirley Community Centre in FY 2029/30 – FY 2031/32 to enable a subsequent annual plan to bring the funding forward if plans are progressed.
Council adds $35,000 in FY 2021/22 for an updated feasibility study to look at other options, including incorporating the current Shirley Library.”
2.3. CCC Citizen Hub Strategy
“A hub can be far more than a place from which service is delivered. It can bring community services together, be a gathering place for the community to play, learn, and engage with each other.
The key is integration; this strategy will look at how and where Council services can become the platform for more deeply integrated citizen hubs.”
“Hub Principles: Facilities are fit for purpose for the community it serves:
– Community continues to have pride in their facilities and maximise use.
– Locations meet customer demand and are centrally located in our communities.”
Shirley Library & Service Centre is a Citizen Hub with co-located Council services.
The 36 Marshland Road building is no longer ‘fit for purpose’ to be a Citizen Hub, due to the limited size of the building & location in The Palms Mall car park.
This location is no longer centrally located in our communities, since the population shift West of Marshland Road (post earthquakes) & new District Plan changes for housing intensification (now Medium/High Density Residential Zone) in St Albans, Edgeware, Shirley, Richmond & Dallington.
2.4. CCC Community Facilities Network Plan
“The Council wants to support the network of community centres and halls across Christchurch City and Banks Peninsula so these spaces are well used, and people come together there for lots of different activities.
Information within the plan also helps support decisions about any proposed changes or developments to Council facilities within the network.
Any recommendations and decisions on individual facilities (such as building a new facility, changing usage or potential sale) will be made through robust and transparent Community Board, Annual Plan and Long Term Plan processes, with appropriate engagement and consultation sitting alongside.
Trends toward hubs and focal points:
Worldwide trends tell us Community Facilities will be focal points in the community and will become known as neighbourhood and communal gathering places of flexible spaces that allow people to work/play/be/meet together in groups or work/play/be alone but connected to others outside of their homes.
They will facilitate enquiry, self-reflection, social interaction, formal and informal activity. A trend is to hub significant facilities as part of community focal points.”
The Plan includes different types of Community Centres, for example in our area:
– Large Building: Kohinga – St Albans Community Centre, for indoor activities/events.
– Building & Park: Avebury House/Park & MacFarlane Park Centres/Park, building for weekly indoor activities & park for outdoor events.
– Small Building: Richmond Neighbourhood Community Cottage, ‘venue for hire’.
Christchurch City Libraries are included in this Plan, but the Plan does not identify the gap in their Network, with no ‘Suburban’ Library in the Innes or Central Ward.
2.5. CCC Equity and Inclusion Policy
“The Equity and Inclusion Policy describes our approach to enabling people from all communities and all areas of the city to have equitable access to our services.
It recognises the Council’s responsibility to ensure that decision-making reflects its commitment to fostering equity and inclusion for all residents…and recognises that some of our residents may face disproportionate disadvantages in accessing Council services.
– We will use an equity, access and inclusion lens to inform decision-making to avoid discrimination promote inclusion and increase fairness in the city, wherever possible.
– As an organisation with resource, influence, and authority, using this lens means that our decisions do not create or perpetuate further inequities.”
2.6. CCC Infrastructure Strategy
“The Infrastructure Strategy is a critical component of our community’s long-term success, developed in conjunction with the Financial Strategy as part of the Long Term Plan (LTP).
It is framed within the Council’s revised strategic framework, emphasizing inclusivity, sustainability, financial wisdom, and adaptability to climate change and demographic changes.
At the core of managing our extensive infrastructure are the Asset Management Plans and Activity Plans.
Our strategic priorities are:
– Be an inclusive and equitable city which puts people at the centre of developing our city and district, prioritising wellbeing, accessibility and connection.
– Manage ratepayers’ money wisely, delivering quality core services to the whole community and addressing the issues that are important to our residents.
– Actively balance the needs of today’s residents with the needs of future generations, with the aim of leaving no one behind.
Through the Infrastructure Strategy, we commit to uphold these guidelines, ensuring that every initiative, project, and effort resonates with our commitment to build a thriving, inclusive, and sustainable city for all.
Renewing Our Assets: It is critical that planning is in place to renew these assets at the right time in their lifespan before they fail or are no longer fit-for-purpose.”
2.7. CCC Multicultural Strategy
“Ōtautahi Christchurch is an inclusive multicultural and multilingual city that honours Te Tiriti o Waitangi and values our environment – a city where all people belong.
Each one of us made a journey or has ancestors who did, to make New Zealand home — by waka, by ship or by plane. It is that journey that we all have in common, and it is one of the foundation stones of our nation.
The Multicultural Strategy will build on the Council’s current approach which includes: Promoting the diversity of cultures and languages in the city through its libraries.
The city’s increased diversity provides an opportunity to promote Ōtautahi/Christchurch as a welcoming and vibrant city for tourists, investors, international students and new residents.”
What type of Community Centre do we need at 10 Shirley Road, Shirley Community Reserve, Gateway to the East?
A ‘Venue for Hire’ building doesn’t say “Welcome, you belong here” it is limited in its function & open hours.
Whereas the potential opportunities for a Citizen Hub: Library, Service Centre, Community Centre & Information Centre, are unlimited.
2.8. CCC Heritage Strategy
“He tātai muka, He tātai tangata
Weave together the strands; Weave together the people
Weaving our stories together – Connecting with Our Heritage, Our Taonga
This strategy is centred on the metaphor of weaving a taura, and focuses on how our individual strands are woven together to tell the story of the district’s heritage.
These strands include the stories of Ngāi Tahu, the early European settlers, Pasifika and people of all ethnic and cultural backgrounds who have journeyed here over time. This strategy recognises that all these stories are our taonga and part of our rich and diverse heritage.
You will see throughout this strategy the importance placed on the environment, the landscape, the people and the places.
As time goes on, and new generations weave their stories, the rope grows. Unbroken, the rope reflects heritage as a continuum of past, present and future, and our desire to pass our treasured places, stories and traditions on to future generations intact.”
The new building at Shirley Community Reserve should honor the land & ‘Tell Our Stories’ connected to this site & our communities.
Items Retrieved from the former Shirley School/Shirley Community Centre should be incorporated into the new building “as a continuum of past, present and future”.
2.9. CCC Strengthening Communities Together Strategy
“Strong communities give people a sense of belonging and encourage them to take part in social, cultural, economic and political life…
As the city recovers from the effects of a devastating series of earthquakes, other events such as floods, fires and terror attacks and most recently a pandemic, have added to these stressors.
Our communities have navigated house repairs, rebuilds, relocations, school closures, protracted insurance negotiations, employment and business insecurity, trauma, personal loss and uncertainty.
Some of us continue to struggle with the effects of the last decade’s events…
We cannot address the many complex social issues that face our city on our own, but we can help to develop and nurture networks and bring resources and people together so that collectively we can achieve more.
– Te Pou Tuatahi: Te Tāngata, Pillar 1: People
Actively promote a culture of equity by valuing diversity and fostering inclusion across communities and generations.
– Te Pou Tuarua: Te Whenua, Pillar 2: Place
Support and help build connections between communities to foster a sense of local identity, shared experience and stewardship.
– Te Pou Tuatoru: Te Mahi, Pillar 3: Participation
Residents and groups in the wider community are socially and actively engaged and able to initiate and influence decisions affecting their lives.
– Te Pou Tuawhā: Te Takatū, Pillar 4: Preparedness
People feel safe in their communities and neighbourhoods and work together to understand, adapt and thrive in the context of change and disruption.”
2.10. CCC Ōtautahi Christchurch Future Transport
“Our population and that of surrounding districts are projected to increase significantly. Urban environments will become more intensively developed. Mitigating the effects of climate change and addressing the resilience and adaptation challenges it presents will remain ongoing priorities.
To meet these challenges and leverage opportunities, we need to plan for transport growth that makes it safer and easier to get around, reduces carbon emissions, is sustainable, efficient, and accessible for all…
We want a transport system that priotitises people, ensuring everyone has access to the activities critical to their daily needs, regardless of age, ability or financial means…We pay particular attention to people with disabilities, seniors, and children to promote equity and provide the necessary support where it’s most needed.”
Shirley, Hills & Marshland Road are all ‘High vehicle movement routes’.
2.11. Christchurch City Libraries Facilities Plan
“The Plan looks to grow the network by tailoring any future development, network configuration or extension of services to better meet changing community needs, address growth and create focal points for community learning and leisure activities.
Through the Plan, Council recognises the importance of libraries in providing social hubs in the community and the need to ensure that future development reflects the cultural diversity of the community and the advances in digital information and communication technology.
The four key principles of the Plan are to provide library facilities which are:
– 1: community focal points, reflecting and responding to local needs;
– 2: accessibility across the network to a mix of library services and facilities, including non-building based provision;
– 3: maximum efficiency and effectiveness of facilities; and
– 4: optimisation of partnership opportunities with other agencies and/or services.
Role of library facilities in communities:
– Important, central meeting place and focal point in a community.
– Open, spacious, welcoming environment; warm place to be in winter; vital social contact for many (especially older persons); place to meet and relax with children and friends or family.
– Outstanding location (e.g. overlooking ocean, park setting) – source of community pride, for the building and the resources available.
– Access to a diverse range of reading materials.
– Free learning environment; provider of ‘second chance’ opportunities for adults wanting to learn.
– Provider of general services, e.g. photocopiers, community/local information.”
2.12. CCC Activity & Asset Management Plans
– Christchurch City Libraries LTP 2024-34 Activity Plan
– Christchurch City Libraries Asset Management Plan 2024-34
2.3. Network Age and Lifecycle Stage
Shirley Library (1995) is the 4th oldest library in the portfolio, with Redwood 1st (1968), Spreydon 2nd (1972) & Papanui 3rd (1995).
In 2050 there will be a number of libraries passing the 50 year mark as they were built in the mid-1990s to 2000s. As an asset becomes aged, maintenance costs tend to increase until the useful life of the asset expires.
2.4 Critical Assets
Critical assets are those whose failure would likely result in a significant disruption in service and financial, environment and/or social cost, and therefore warrant a higher level of asset management.
Three library assets can provide a disaster recovery function as assets under the Civil Defence Emergency Management Act 20021 and therefore potentially have higher Building Code importance levels – and consequently, are deemed critical.
These assets are as follows:
– Te Hapua: Halswell Community Centre
– Orauwhata Bishopdale Community Centre
– Matuku Takotako – Sumner Community Centre (Not to be used in tsunami event)
– Papanui Library provides the backup location for the Council’s call centre.
3.2 Critical Risk Identification and Management
– Climate Change:
Sea levels: New Brighton and Matuku Takotako Sumner.
– Tsunami:
Two library buildings are in red evacuation zones: New Brighton and Matuku Takotako Sumner.
Aranui, Parklands and Akaroa Libraries are in the orange or yellow evacuation zones.
– Flooding:
Matuku Takotako Sumner, New Brighton, Shirley, Redwood, Fendalton and Ōrauwhata Bishopdale Libraries lie within the Flood Management Area (FMA) Planning rules affecting these areas are specific to sites and the District Plan should be consulted before any construction works are undertaken at these complexes.
3. Q.3. Community?
The third obvious question is:
Q. What does the Community want & need?
A. Since the ‘Shirley Community Centre’ building was demolished in 2012, the community have had 3 opportunities to give feedback on ‘what’ they would like built on the 10 Shirley Road site:
– 3.1. ‘Open Strategies’ Consultation (2017) Page 11
– 3.2. ‘Community Board’ Consultation (2020)
Activation Ideas for the site: “Due to Council’s financial situation it is not expected in the short term that funding will be available, however the Board would like to see the site being used by the community.”
– 3.3. ‘Community Board’ Consultation (2023)
Options for the site:
“Recreation space with a full basketball court, renewed playground, planting, a picnic and BBQ area, a community garden and a walkway.
Creating a community hub that’s open to partnerships with local organisations.
Leaving the space as it is.”
– 3.4. ‘Building Concept Design’ Consultation
The ‘Building Concept Design’ was decided upon by the Working Party.
At no stage in the development of the now ‘Approved Plans’ were residents in our communities consulted on:
– ‘what’ they wanted in the new building, nor
– ‘how’ they wanted the new building to look & function.
Following my 1st submission to Council in 2018:
“That the Council requests Staff to complete the Community Facilities Network Plan as soon as practicable…Potential developments include but are not limited to; the Shirley Community Centre”.
Staff directed to engage external independent consultants for the:
– 3.5. ‘Richmond Community Needs Analysis’ Report (2018)
– 3.6. ‘Shirley Community Centre Feasibility Report and Business Case’ Report (2018)
This report was suppose “to look at what the different options are” for the 10 Shirley Road site (as requested in the LTP 2018), but there was no audit of the current Shirley Library included in this report.
In 2021, the following ReVision Audits were completed:
– 3.7. ‘ReVision Youth Friendly Spaces Audit: Shirley Library’ Report (2021)
– 3.8. ‘ReVision Youth Friendly Spaces Audit: 10 Shirley Road’ Report (2021)
The CCC LTP 2021, requested an ‘Updated Feasibility Study’ for the Shirley Community Centre, to include “incorporating the current Shirley Library”:
– 3.9. ‘Shirley Community Reserve Feasibility Study’ Report (2023) Pages 40-81
This Feasibility Study was to included “incorporating the current Shirley Library”, yet this information was missing from the Report:
– Christchurch City Libraries 2025 Facilities Plan (Key Principles, Role of Library Facilities in Communities, Location Preferences & Building Requirements – Needs and Expectations)
– Christchurch Libraries Network Plan Map (showing Suburban & Neighbourhood Libraries locations & gaps in the Network)
– Christchurch Libraries Asset Management Plan (Network Age & Lifecycle Stage)
– Current size of the actual Library area available, within the 36 Marshland Road building.
– Location/size of area for ‘Regular Programmes’: eg. Wā Pēpi: Babytimes, Family History drop-in session, Justice of the Peace drop-in session etc.
– Amenities available at the Shirley Library: eg. Children’s Area, Youth Area, Learning Spaces, Meeting Rooms, Maker Space, Toilets, Outdoor Area etc.
– Comparison with other Christchurch suburban libraries based on: building size/capacity, highlighting amenities & programmes available at other locations.
– Population Density: at 36 Marshland Road vs. 10 Shirley Road.
4. A.1. = Options
Based on the Questions above, the Answer we need is:
A. What are the different options/scenarios available?
– If Council don’t use the Shirley Community Reserve for the new Shirley Library, they will be forced to buy land: where?
– Due to the new District Plan changes, the land in the areas around Shirley Road have changed from residential to ‘Medium/High Density Residential’, which means Council will be competing with property developers to purchase ‘for sale’ properties.
– Purchasing land (& demolition of existing building/s) will add to the cost of a new Shirley Library.
– Reallocating the budget for the Shirley Community Facility, to go towards the build costs for the new Shirley Library, makes more financial sense.
– Bringing forward the renewal of this aging community facility, to increase the size & amenities, provides more value for money for the Council & our increasing population due to housing intensification.
– 4.1. Option 1: ‘Leave the Space as is’
This was one of the 3 options available to choose from in the ‘Community Board’ Consultation (2023). This Option does not align with the purpose for this Reserve: “site for a community centre”.
– 4.2. Option 2: Build the ‘Approved Plan’
This Option did not receive unanimous support from the Working Party, Community Board Elected Members or 10 Shirley Road Community Advocates.
There has been no Consultation, for residents to give feedback on ‘what’ is in the building & ‘how’ it is designed, nor the reduced car parking available on the Reserve.
The size of the building does not “replace” the former Centre & is not adequate for the current or future needs of residents in the areas around Shirley Road.
The size & function of the ‘Approved Plan’ as a ‘venue for hire’, is fine at a different location: community facility in a local park, located on residential side streets.
eg. If Council needs to “replace” the ‘Richmond Neighbourhood Cottage’ (Corner London & Pavitt Streets), which is a ‘venue for hire’ in the Richmond Village Green (park opposite New World on Stanmore Road).
Shirley Community Reserve is located on Shirley Road, between Hills Road & Marshland Road, these roads are key urban arterial routes, high-volume urban road (Level 2: 15,000+ per day).
The ‘Approved Plan’ is short sighted & short changes the residents & visitors to the Shirley Community Reserve, Gateway to the East.
– 4.3. Option 2: New ‘Shirley Library & Service Centre’
Option 2. Build the ‘Approved Plan’, does not address the issue of no ‘Suburban’ library in the Innes/Central Ward nor the lack of space & amenities available at the current Shirley Library.
There is no more space at 36 Marshland Road, to create a new larger ‘fit for purpose’ Library, without relocating the occupants of this building elsewhere during the rebuild process. While 10 Shirley Road is ready for a new building to be built.
With the new Commercial developments along Marshland Road, turning right onto Golf Links Road & Marshland Road will take longer, for those traveling from the East along New Brighton Road. It will be quicker to travel straight to 10 Shirley Road.
– 4.4. Option 3: Build the ‘Shirley Centre’
This Option makes the best use of the land:
– new landmark on this historic site,
– prime location for active travel & public transport links,
– park setting with Dudley Creek & Shirley Playcentre,
– new inclusive accessible playground & half basketball court
– centrally located to our local schools &
– amongst our housing intensification areas:
Shirley, Dallington, Richmond, Edgeware, St Albans & Mairehau.
Incorporating the ‘Shirley Library & Service Centre’ into the new building on the Shirley Community Reserve, would provide:
– a larger ‘fit for purpose’ standalone building as a ‘destination place’,
– located closer to all the residents in the Innes/Central Wards,
– dedicated Learning Spaces & Meeting Rooms,
– spaces/tables/seating (indoors & outdoors) for everyone to find ‘a place to be’,
– inclusive, accessible, intergenerational, ‘third place’, ‘bumping space’ for all.
– 4.5. Option 3: Reallocate the ‘Approved Plan’
Use the ‘Shirley Community Facility v1’ plan (09/07/2025) (Pages 36-61) for a new Community Facility at MacFarlane Park, “to consolidate facilities and allow more views into the park from surroundings.”
The ‘Public Toilets and Rugby Store Shed’ are currently located in the middle of the Sports Field area of the Park.
“The location of these buildings has no passive supervision, nor is aligned with complementary facilities (such as a playground).
The toilets are up for renewal in the next 5-years.”
The Shirley Community Facility v1 plan (09/07/2025) (Page 42), has 3 internal toilets & 2 external toilets (lockable at night?).
Location Option 1: 17 Acheson Avenue
Replace the ‘MacFarlane Park Neighbourhood Centre’ with a new larger building.
This Option would allow better visibility along Acheson Avenue & into the Park, connecting the new building to the existing footpath & car parks on Acheson Avenue.
– Remove the current ‘Public Toilets and Rugby Store Shed’ on the Park.
– Remove the current building, due to age/size & limited ability to ‘see into the building’ & ‘see out to the Park’.
– Replace the current building with the ‘Shirley Community Facility, 100% Developed Design’ Plan (without ‘Colonial’ details):
Larger open plan space, plenty of large windows to ‘see into the building’ & ‘see out to the Park’.
Internal/External toilets (closer to playground/basketball court, lockable at night) & storage room to replace the current ‘Public Toilets and Rugby Store Shed’.
Location Option 2: MacFarlane Park, behind 4 Skipton Street.
This Option would allow better visibility through the Park only, connecting the new building to a new West side path (from the South to the North), but further away from the car parks on Acheson Avenue.
– Remove the current ‘Public Toilets and Rugby Store Shed’ on the Park.
– Add the ‘Shirley Community Facility, 100% Developed Design’ Plan on the Park:
Closer to the Sports Fields & Playground. Internal/External (lockable at night) & storage room to replace the current ‘Public Toilets and Rugby Store Shed’.
– 4.6. Option 3: Sell ‘36 Marshland Road’ building
This building is sandwiched between:
– The Palms Mall car park &
– Resene ColorShop/Alma Place Social Housing.
New development at 42 – 50 Marshlands Road & 55A – 55C Golf Links Road.
All the above land/buildings are in the ‘Town Centre’ Zone, current ‘Commercial Core’ Zone (including the Shirley Library & Alma Place Social Housing).
– 4.7. Option 3: Relocate ‘NZ Post Centre’
NZ Post Closures (May 2026):
– ‘NZ Post North Avon’ | 341A Stanmore Road, Richmond
– ‘NZ Post Dallington’ | 1/23 Woodham Road, Linwood
– ‘NZ Post Wainoni’ | Hampshire Dairy, 61 Hampshire Street, Aranui
– ‘NZ Post Aranui’ | 338 Pages Road, Aranui
– ‘NZ Post Linwood’ | 108B Stanmore Road, Linwood
‘NZ Post Shirley’ at the entrance of the Shirley Library and Service Centre (part of the 36 Marshland Road building), is already the busiest NZ Post location in Christchurch.
These closures will only increase the number of visitors to The Palms location. Making it harder to find a car park for library users & increase the amount of people at the entrance to the Shirley Library, as you enter/exit the Library area.
New NZ Post Retail Hubs:
“…introducing new retail hubs in key locations. These hubs will bring multiple services together in one convenient spot, making it easier for customers to send, collect and return parcels in a single visit.”
Location Option 1: New Retail Hub, relocate NZ Post back into The Palms Mall
The former ‘Q Store’ (Shop 95) on the corner opposite the 36 Marshland building?
This location is on the outside of the Mall (north of the North entrance), with the PO Boxes (south of the North entrance).
With a pedestrian crossing outside the shop & express parks for quick visits, mobility & parent parking by the North entrance (Robert Harris), this location would also provided easier access for NZ Post vans.
Location Option 2: New Retail Hub, vacated Library Workroom/Service Centre area
Repurpose the Library Workroom (for supplies/parcel storage/sorting) & Service Centre counter. Lease this area in the 36 Marshland Road building to NZ Post.
– 4.8. Option 3: Relocate ‘Waitai C-B-L Boardroom’
The Waitai-Coastal-Burwood-Linwood Community Board meetings are currently held in The Boardroom, Corner Beresford and Union Street, New Brighton.
When the 36 Marshland Road building was built in 1995, it included a boardroom for the community board.
“Board vacated its boardroom at the Shirley Service Centre in August 2001 to provide additional space for the Council’s area staff.”
Opportunity to create a new Boardroom & Meeting Rooms, in the vacated Shirley Library area & relocate the Community Board meetings back to the Council owned building with the Governance Team.
– 4.9. Option 3: Relocate ‘Waitai C-B-L Governance Team’
Selling the 36 Marshland Road building would require relocating ‘NZ Post Shirley’ & the Waitai C-B-L Governance Team.
It would make sense to relocate ‘NZ Post Shirley’ back into The Palms Mall & the Waitai C-B-L Governance Team to The Boardroom (or another building) in New Brighton, closer to the new developments around New Brighton.
5. A.2. = Funding
Based on the Questions above, the Answer we need is:
A. What are the different funding options available?
– 5.1. Reallocate & Increase Funding in LTP 2027
The Waipapa Papanui-Innes-Central Community Board meeting agenda for the 13th June 2024, included the Council Staff report for the ‘Shirley Community Reserve: Proposed Community Facility’:
“Options Considered: Investigate the relocation of Shirley Library (Page 34 – 35)
4.25 The following options were considered but ruled out:
The LTP budget for Shirley Community Centre would be insufficient to include the relocation of Shirley Library…
4.30 Based on $/m2 cost estimates for the Ōmōkihi South Library project and including inflation and escalation:
1100m2 facility (as per 36 Marshlands Rd) = $12,343,952
plus Geotech and foundation.”
– 5.2. Sell ‘36 Marshland Road’
36 Marshland Road (Christchurch City Council)
Land Size = 1,518 m2
Zone = ‘Town Centre’ Zone, current ‘Commercial Core’ Zone
Land Value = $1,270,000 + Value of improvements = $2,530,000
Capital Value = $3,800,000
Current year’s rates = $33,430.95
10 Shirley Road (Shirley Community Reserve, Crown Land)
Land Size = 9,042 m2
Zone = ‘Open Space Community Parks’ Zone
Land Value = $1,350,000 + Value of improvements = $220,000
Capital Value = $1,570,000
Current year’s rates = $2,408.88
– 5.3. Relocate Boardroom & Lease Area of ‘36 Marshland Road’
Don’t sell the 36 Marshland Road building, repurpose the vacated Library Area: new Boardroom & Meeting Rooms, closer to the Waitai C-B-L Governance Team.
– Relocate the Waitai-Coastal-Burwood-Linwood Community Board meetings from The Boardroom, Corner Beresford and Union Street, New Brighton to 36 Marshland Road.
– Lease the vacated Library Workroom/Service Centre area to NZ Post, to create a new Retail Hub for ‘NZ Post Shirley’.
– 5.4. Other Funding Providers
See: Shirley Centre | Funding
