Waitakere City Council

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17 MAY 2010

CONTENTS

1 Introduction............................................................................................................ 3

2 Discussion and findings....................................................................................42.1 Complexity of the Transition – Auckland Council................................................42.1. Ambiguous and Difficult Issue.....................................................................................52.2 WCC community building facilities...............................................................................7

2.2.1 Community centres............................................................................................................................82.2.2 Hirers – demographics and survey results.................................................................92.3 Communication channels...............................................................................................10

2.3.1 Website..............................................................................................................................................112.3.2 White pages....................................................................................................................................112.3.3 Onsite.................................................................................................................................................12

2.4 Comparison of City Councils’ community centres’booking practices......132.4.1 Current practice of booking community halls and community centres............13

2.5 Case study – Zumba Fitness Group, Te Atatu Peninsula Community Centre.................................................................................................................................. 16

2.5.1 Experience of the communication practice when booking..............................17

3 Conclusions......................................................................................................... 203.1.1 Complexity of the transition – Auckland City.................................................................203.1.2 Ambiguous and Difficult Issue...............................................................................................203.1.3 Lack of Clarity to Issue Management and Ownership..............................................20

3.2 Communication channels............................................................................................213.2.1 Website..............................................................................................................................................213.2.2 White Pages...................................................................................................................................213.2.3 Onsite.................................................................................................................................................21

3.3 Comparison of City Council community centre channels of communication................................................................................................................ 22

3.3.1 Current practice of booking community halls and community centres............223.4 Case study.......................................................................................................................... 22

3.5.1 Experience of the communication practice when booking.........................................22

4 Recommendations............................................................................................254.2.2 White Pages...................................................................................................................................26

4.5 Case study............................................................................................................ 27

References............................................................................................................................. 28

Appendices............................................................................................................................ 29Appendix A – Establishment of ATA.....................................................................................29Appendix B – Community centre survey.............................................................................31Appendix C – Example of hireage agreement....................................................................34

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1 Introduction

The purpose of this report is to present to the Auckland Transition Agency (ATA) (see appendix

A for information on ATA) recommendations for the Auckland Council (Super City) on external

communication practices related to the bookings of communitycentres(centre) based within the

Waitakere City Council (WCC) region.As of October 2010, the Super City will become the

council for the Auckland Region, encompassing the current Auckland City Council, Manukau

City Council, WCC, North Shore City Council, Papakura District Council, Rodney District Council

and Franklin District Council.

WCC is responsible for the West Auckland area within the Auckland region, which is further

divided up into four Wards; Henderson, Massey, New Lynn and Waitakere. The buildings

available to the community for hire are multipurpose, can be used more than one group and can

be hired casually or on a regular basis. WCC provides three types of buildings for to host

community activities; centres, community houses and community halls. This report will only

focus on the centres as they are directly managed by the WCC offices, where as the houses and

halls are managed by an independent Management Committee volunteers from the local

community.

By examining the current external communication practices during the booking process and

when hirer is on site, this report identified the effectiveness of WCC’s communication channels

and the consequential barriers. The findings are based on an investigation of procedures

involved in the hiring a WCC community centre. The methods used were; interview with a group

organiser, researching the WCC website, participating in a group activity, analysis of the

‘Community centre survey’ (survey) and enquiring directly with WCC for booking information. A

limitation when gathering the information was that all initial contact to the WCC went through the

main 24 hour customer service department that deals with all WCC matters.

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2 Discussion and findings

As it will be essential for the new Auckland Council to establish and maintain good relations with

its stakeholders, this report is to make sound recommendations based on its analysis of findings.

Here the report outlines major areas concerning external communication and some of the

difficulties encountered.

2.1 Complexity of the Transition – Auckland Council

As we are about to see, the reality and complexities of local government’s transition in to

one Auckland Council will not be an easy task. Severely lacking in adequate support

from the majority of Aucklanders in general, combined with ignored recommendations

noted in The Royal Commission Report (Royal Commission of NZ, 2010) earlier this

year, has not only fuelled the debate that resonates a majority witnessed in public

submissions to local and national governments; reflects the view that all attempts have

‘fallen upon deafened ears’. Furthermore, a fair resolution to all living in Auckland would

be to have everyone included in the decision–making process. Moreover, in far too many

cases, the likelihood of finding significant support from local Aucklanders has been

controversial to date. At the same time, the public problems with which local

governments have had to routinely deal with before going in to the new Auckland Council

now have grown to such an extent that no doubt it will continue to be complex to the

point that all have become highly technical and contentious in nature. E.g. Now in

Auckland, there exists the highest in number of contractors than any other time ever in

Auckland council history.

Does this suggest a more prompt and efficient delivery of services? The growing trend to

shift in contracting specialists to all councils will continue to grow.Could this indicate a

smooth transition in to the newly formed Auckland Council? Possibly not, indeed one of

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the unfortunate realities is the patterns lacking in some areas of management practices

that are prevalent with most existing councils.There are too few innumbers, especiallyin

the smaller local areas that manage community centres who solely focus on the delivery

of efficiency and effectiveness of its services. The channel of information communicated

directly to its public and also to council has not always been clear.Most of all the

responsibility to accountability is in great need of being reviewed and brought in line with

the transition process to Auckland Council. This grey area for most partrequires

addressing to channel efforts in solving many of today’s multifaceted public problems.

Too often the assumption for more collaborative actions and partnership initiatives are

alwaysheavily relied upon. Admittedly the necessary cooperation to coordinate and

manage all is often very expensive and complicated to achieve. So it isvital that WCC or

local governments not relinquishor turn away their responsibility for the delivery of

needed service to members of its community because it is assumed that these

NFPmanagement teams can single handedly provide them. It goes without saying

therefore that the most effective systemof delivering needed services to the community

involves a strong partnership focus between the community and local government

workingtogether (Unitec, NZ, Waitakere NFP Lecture, 2010).

Much of the local community facilities in WCC,as is with other councils have a Not for

Profit (NFP) structure in place with a management team of people already operating

(WCC, 2010). The full support of local council to better manage it can only be beneficial

to the wider community.

2.1.Ambiguous and Difficult Issue

The management team of people have not always been beneficial in better

serving the public of Waitakere, as witnessed by disgruntled users of Te Atatu

North Community Centre in the case study. Te Atatu North Peninsula Community

Centre and WCC face communication difficulties in addressing issues

experienced by some of the users of the centre. Some are not aware who to seek

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for help when in need to go beyond the management team and its manager. The

responsibilities of WCC in only addressing issues that they are responsible for

with what belongs to them, evidently is not clear and apparent with everyone else.

This situation highlights a somewhat ambiguous and difficult issue to pin down.

2.2.Lack of Clarity to Issue Management and Ownership

The reasons for deterioration in communication are fairly predictable… demand

for information increases during periods… while managements' ability to provide

accurate information decreases concurrently (Sligo, 1995). Negative experiences

may therefore predominate. Such experiences encompass confusing and

ambiguous information from management; increased conflict; lack of

communication… (McCarthy, et al, 1995).

WCC own ten community halls and run them as a not for profit community service

that local volunteer management structures operate under.Similarly to the several

other additional communities owned and operated facilities in Waitakere City,

these enable a good support in numbers with availability made easy for

community groups and individuals wishing to utilise them. The Community Hall

Fund provided by WCC assists with hall maintenance etc. One of the areas of

contention when it comes to dealing with local community facility issues in

seeking help on matters concerning any of the management team running these

facilities, it struggles to clearly identify who exactly should be responsible for the

management team themselves. Although WCC may own some of these halls, the

reality is that it is only those that they are responsible for and own that WCC

addresses. Therefore any discrepancy or issues relating to any other may very

well continue without it being resolved as witnessed in our case study.

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2.2 WCC community building facilities

WCC is responsible for West Auckland area of the Auckland region, this area is divided up

into four Wards; Henderson, Massey, New Lynn and Waitakere. The buildings are

multipurpose, able to be used by more than one group, able to be hired casually and to

provide a meeting place for the community. The WCC provides three types of buildings for

to host community activities; community houses, community halls and centres.

The community houses are located in the suburbs which are smaller buildings that are

used for community activities and events. The houses are either owned by the Council or

rented from Community Housing New Zealand, and are run by Management of Committee

volunteers within the community who deal directly with the public.

In more isolated areas are a number of community halls that are small to medium scale

buildings. Of these halls are either owned by the council, the community or an investor.

The halls that are owned by council are leased to and managed by independent

Management Committees of local volunteers that deal directly to the public.

The centres are managed by a team located at the WCC offices, that the public contact

directly to enquire about hiring a centre. The centres are advertised on the WCC website

detailing location of centre, facilities available at the centre and a list of regular weekly

programmes with the hirer’s contact details. As the community centres are the only

facilities directly managed by the WCC, the report is based solely on these facilities.

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2.2.1 Community centres

There are six centres located in urban areas and provide spaces for meetings,

community activities, social events and programmes and functions for community

benefits.Out of the four wards within Waitakere all but Massey has a centre.

Community centres available:

COMMUNITY CENTRE WARD ABBREV.Ceramco Park Function

Centre

New Lynn CPFC

Kelston Community Centre New Lynn KCC

New Lynn Community Centre New Lynn NLCC

Te Atatu Peninsula

Community Centre

Henderson TAPCC

Te Atatu South Community

Centre

Henderson TASCC

Titirangi War Memorial Hall Waitakere TWMH

Location of community halls, map from http://maps.aa.co.nz/

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2.2.2 Hirers – demographics and survey results

With a share of 14.3% of the Auckland Regions population, Waitakere’s 186,447

residents reside mainly in urban wards (Statistics New Zealand, 2006). The main

residences of the people who use the centres are either in or nearby the suburb the

centres are located. The centres are used by both the organiser and the attendees

of the activities. However, the only people that would potentially contact WCC

regarding the facilities will be the organisers of the activities. The report will focus on

the organisers of activities who hire the centres(hirers) and their access to

information as both potential and actual hirers. As there is not a centre in the Massey

Ward, and there is a low usage of any Waitakere centre from residents within

Massey’s suburbs, the ‘actual user’access to communication channels will only

include the Henderson, New Lynn and Waitakere Wards (TouchPoll Auckland,

2008).

There are two types of hirers of the centres, the majority of hirers are for regular

activities, way as one-off hirers for activities such as meetings, weddings and expos

are less frequent. Both types of hirers use the same channels of communication

when contacting WCC.

As per the survey the majority activities the centres are used for are:Dance groups (28%), Martial arts (14%)Play groups (13%)Arts and crafts (11%)Special interests/hobby (11%)Senior citizens groups (9%)

(See appendix B for further details on each centre)

2.3 Communication channels

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Possible channels of communication to between WCC and potential hirers are; print, post,

phone, internet (email and websites), and fax. It is presumed that most Waitakere

residents will have access to printed material either by viewing advertising signs outside

the venues, or other print advertisements at venues, advertisements in the Western

Leader or circulars. It is also presumed that all residents will have access to any

communication sent through the postal service.

The following statistics are Waitakerehouseholds access to telecommunication devices.

ACCESS TO %*No access 1.6Cellphone 75.9Telephone 93.5Fax machine 26.8Internet 63.6Titirangi War Memorial Hall

* Please note that households can access more than one telecommunication device, therefore the percentages do not add up to 100 (Statistics New Zealand, 2006)

Significant to the internal structure of communication is the flow of external communication

to its publics and stakeholders. JTNT’s experience of contacting a centre representative

gave an insight to how the internal structure of communication is managed when dealing

with initial enquiries. The survey found that the overall service when dealing directly with

community centre staff was mainly rated good to excellent. However the TAPCC rating

was 50% good, 16.7% acceptable and 33.3% thought the overall service was very

poor(TouchPoll Auckland, 2008).

When hirers surveyed about individual aspects of their experience of the booking system,

tended to mainly rate the WCC office representatives mainly as good. The ease of booking

the facilities, did not score well with responsiveness ratings very sporadic. However the

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knowledge and understanding of information provided tended to score highly, along with

the representatives manner, appearance and courtesty(TouchPoll Auckland, 2008).

2.3.1 Website

The WCC website, directs all enquires either to the main customer service

department which deals with all WCC enquires by either calling the main 24 hour

number or emailing info@waitakere.govt.nz. These enquires are then directed to the

centre’s booking enquiries department, there was a significant time delay in

response if a representative was not available to take a phone call straight away.

The website does a brief description of each centre including; location, the type of

activities the venue can cater for, capacity, and equipment available. It also provides

you with contact details of the each regular activity hirers, subject to the hirer

wanting the information made available. A standard blurb is on each centre’s web

page advising the process of the booking system.

2.3.2 White pages

Unlike the WCC website, the Auckland White Pages provides a direct telephone

to the Community Centres, Recreation Centres and Parks department. However if

you ring outside of the standard office hours (Monday to Friday 8:30am to

4:30pm) the call is then directed to the 24 hour customer services, whom can only

advise you of the hours that you can contact the facilities staff.

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2.3.3 Onsite

When JTNT enquired about staff available to contact onsite if there were any

issues when hiring any of the centers, the Leisure Facilities Manager said that

there three Community Centre Assistants available for the 6 centres. The

representative further explained that the assistants each divide their time between

two allocated centres, Monday to Friday 9:30am to 2:00pm (allocation of

assistants to centres – CPFC & KCC, NLCC & TWMH, TAPCC & TASCC). If an

assistant is not available when an activity is running at a centre the hirer has to

contact the 24 hour customer service numberHowever an interview with Lea

Peihopa, who runs the Zumba fitness class at the Te AtatuPenisula centre

advised that there is a ‘caretaker’ who seems to look after the centre when her

class is on (see 2.4 Case study).

The following times are hours that the centres are used for regular activities

during the week. Note that during these hours there maybe multiple activities

happening or periods of time with no activities.

Day CPFC KCC NLCC TAPCC

TASCC TWMH

Monday 17:15 –19:45

09:30 –22:15

09:00 –21:00

15:30 –21:30

10:00 –22:00

16:00 –20:45

Tuesday 17:15 –19:45

09:15 –22:30

09:00 –21:30

16:15 –19:00

12:45 –20:45

16:30 –22:30

Wednesday 17:15 –19:45

09:00 –22:00

09:00 –21:30

09:30 –21:30

16:00 –20:30

09:15 –20:45

Thursday 17:15 –19:45

07:00 –21:30

09:00 –21:45

09:00 –19:00

18:30 –20:45

09:00 –18:30

Friday - 09:30 –21:30

09:30 –20:00

09:30 –21:00

09:00 –22:30

09:00 –22:00

Saturday 08:00 –09:30

07:00 –16:00

08:45 –17:00

- 09:00 –16:00

10:30 –15:30

Sunday - 09:00 –21:00

09:00 –17:00

09:30 – 20:00

08:00 –21:00

-

The survey had mixed results about how an issue or difficulty was effectively

resolved, this could be easily reflected in the lack of contactable hours with the

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community assistants. KCC tended to have the least issues, but when one

occurred it was dealt with effectively. The survey however does not include

TAPCC, but comparing the how issues are dealt with at TASCC, whom share the

same assistant, this centre has the highest rating in only marginally effective or not

effective at all compared to the other centres (TouchPoll Auckland, 2008).

2.4 Comparison of City Councils’ community centre’s booking practices

An analysis was conducted on the current operating system used for booking community

centres, halls, houses within the four main councils. A test was conducted on two

councils to ascertain ease of communication and channels used by council to ensure

information on contract liabilities and requirements are conveyed to any hirer along with

any licenses which might be required.

2.4.1 Current practice of booking community halls and community centres

Analysis was carried out on the 4 of the city councils which will be amalgamating

into the Super City as to their current booking systems for the centres, halls and

houses.In total there are over 92 community facilities that can be booked and

each council operates its own system. Testing of the booking system was

conducted on Waitakere and Auckland City to compare the ease of booking and

obtaining information and whether one system superseded the other which would

be favoured by ATA. North Shore city and Manukau City information was

obtained directly from their respective websites.

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Waitakere City Council

Number of venues: 6 community centres

How to book: Bookings can only be made face to face, phone or

email to one of the council customer service

representatives.

Conditions of Hire: Not available online.

Ease of contact: 3 email enquiries with customer service

representative staff. Staff suggested that a booking

must firstly be made which creates a booking number

which enables terms and conditions to be made

available. (Waitakere, 2010). Request forwarded to

WCC booking unit to reply which they failed to do.

WCC has no booking information that can be downloaded. Information requested

seemed to flow from customer service representatives (very prompt in response) to

the council booking unit representative who never responded. The communication

input and message direction was confusing as the customer service

representatives seemed to have no authority and simply referred the request to

higher authority simulating the existence of a hierarchical vertical channel in

operation. Outputs from the council included 4 emails in total with no information

gained.

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Auckland City Council

Number of venues: 29 halls and 21 community centres

How to book: All bookings must be made directly with each centre

manager or coordinator. From the website a direct link

to the corresponding center is available which details

each facility along with email link or address and phone

details of each centre.

Conditions of Hire: Details available online.

Ease of contact: 3 emails made with centre manager.

Auckland City council has considerable information and PDF forms which can be

downloaded.Communication is made directly with individual centre managers.

Each centre has its own website link and email address directly from the council

website. The initial request for information was responded directly from centre

manager and the outputs included an email from Mr Edwards, “We would like to

know your qualifications and experience but public liability insurance would be

your care” (G. Edwards, personal communication, May 7, 2010). Mr Edwards also

included attached information in the form of a zip file publisher document which

initially could not be downloaded. It seemed likely that being a publisher file and

its contents would have been created directly from the centre.

North Shore City Council

Number of venues: 11 community centres and houses.

How to book: Through the council only via email or phone centre.

Conditions of Hire: No information available online and hard to navigate.

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Ease of contact: Not contacted

Manukau City Council

Number of venues: 18 community halls and 7 community houses

How to book: Through the council only via email or phone centre.

Conditions of Hire: Basic definitions and terminology explained well but no

reference to the liability of hirer.

Ease of contact: Not contacted.

Navigating each council’s website varies considerably. Most place information

under the word community, however names vary from halls, centres, houses etc.

Tabs names vary and are confusing. The best website for information was

Auckland City and the worst to navigate was WCC.

2.5 Case study – Zumba Fitness Group, Te Atatu Peninsula Community Centre

This case study is from an interview with Lee Peihopa who hires the Te AtatuPeninsual

Community Cente (TAPCC) for a Zumba Fitness Group illustrates all the issues previously

discussed. Peihopa experience of hiring the centre highlights the communication practice

from the initial booking enquiry to continue communication with WCC whilst using the

centre on a regular basis.

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2.5.1 Experience of the communication practice when booking

Early November 2009 Peihopa calls Waitakere City Council to ask about hiring the

TAPCC where she is referred to the Facilities Booking Unit.

Booking unit do not foresee any problems and advise Peihopa it is simply a matter of

contacting the centre manager to make and confirm a booking. Peihopa is given a

mobile number.

Peihopa plans to start a Zumba fitness classes. She anticipates classes will begin late

February 2010.

Centre manager is very difficult to contact and does not return calls prompt. Several

messages are left and some days later Peihopa receives a reply, however Manager is

abrupt, almost rude.

Manager confirms Peihopa’s bookings for 7pm Tuesdays and Thursdays.

2.5.2 Experience of the communication practice when there is an issue

There are two issues that have occurred on eachnight that Peihopa has hired a room at

the centre. On Tuesday and Thursday nights the West Fono Health Trust, an exercise

group, have the room booked until 7pm, which is exact time Peihopa has the room

booked from. Also the first Tuesday of every month the Northwest Floral Art group,

have a meeting at the same time as the Zumba Fitness group, which they have an

invited guest speaker.

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West Fono Health Trust (Fono West)

The Fono West group are booked into the hall on a Tuesday and are only just

finishing up at 7pm, they need time to pack up and vacate.

Fono West complains to the caretaker who is not the manager that Peihopa and

her patrons are intimidating.

Caretaker takes authority of the situation blamingPeihopa for the problem.

Advising that the Zumba class should start at 7:30pm and ‘warns’ that they are not

to enter the room before this time.

Peihopa has trouble contacting the Manager.

Caretaker causes disruptions by yelling and taking photos of Peihopa’s patrons

Peihopa has had to hire an extra room to accommodate her patrons so they are

not left waiting in the rain and dark

Peihopa is forced to book another venue because of over booking and goes to

Pomaria Primary School Hall in the interim, hoping problems at the centre will be

resolved by management

Te Atatu Floral Arts

In an adjacent room the Floral Arts group have invited a guest speaker, later they

complain to the centre manager Zumba music is too loud

Peihopa advises that a string of complaints from various users of the TAPCC have

been forwarded to the WCC and Centre Manager. As a result the parties forwarding

complaints are left feeling frustrated and thinking little has been done to resolve

issues.

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Outcome of complaint

In the case study the manager failed to appear to investigate the complaints and

instead relied on hear say. This hear say, was full of prejudices. Shockley-Zalabak’s

(2009), acknowledges prejudice arises from beliefs that given groups of people are

generally inferior or that a given group interferes with important basic values. Based

on the version of events reported by the caretaker and the complaints of the long

standing users of the centre, Peihopa was given a warning should any more

complaints be received she will have to go.

According to Haeberle et al., a problem is a discrepancy between an actual condition

and a desired condition (2008, p27). This report finds the manager failed to see the

‘bigger picture’ and to understand the various parts to the problem. Even if the

problem had been correctly determined solutions would have then had to be created.

Getting the job done is the primary determinate of managerial performance. To get the

job done, managers must be able to correctly distinguish between symptoms and

problems so appropriate solutions are chosen. If a manager thinks that a symptom is

actually the problem, then the manager will create a solution that will not address the

actual problem. Haeberle (2008).

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3 Conclusions

Overall it is evident that there are inconsistencies with the communication practices and

utilization of the different channels of communication. This has resulted in numerous

communication barriers both with the external and internal publics. However amidst the

barriers present, it is evident that it is not infringing on the occupancy rate of the centres.

3.1.1 Complexity of the transition – Auckland City

Te Atatu Peninsula Community Centre’s management and WCC operate under an

ambiguous system of governance with an inappropriate structure and process of

handling customer/public relations complaints.

3.1.2 Ambiguous and Difficult Issue

Te Atatu Peninsula Community Centre management team and WCC are experiencing

difficulties in recognising the problems that the public, especially users of the centre are

having in relation to being heard. Systems in place lack adequate capacity to develop the

kind of informationon community/citizens needs whether that is complaints, general

feedback or otherwise. It is necessary to have effective response from both the centre to

the public and/or visor versa.

3.1.3 Lack of Clarity to Issue Management and Ownership

The manager is having great communication difficulties in accepting crucial feedback and

enquiries from the public, therefore jeopardising a loss of income for both public and

consequently the centre, in failing to achieve what is potentially a sustainable form of

income.

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3.2 Communication channelsThere is an overall lack of consistency with the communication practice of the WCC.

Information is easily accessible, through each of the different communication channels

and hard to get in contact or a responsive from a Leisure and Facilities representative.

3.2.1 Website

The website gives a lot of written information about each centre with a standard format

that covers the basic information. However the site does not provide dimensions or

layouts of the rooms, neither does it supply photos of the centres.This does not allow the

hirer to familiarise themselves with the facilities. Although each centre’s page seems to

offer the same information there is no consistency as there may be more detailed

information about one centre compared to another. This lack of continuity and

information hinders a potential hirer’s research on what the facility is like, especially if

they are unable to contact the Leisure and Facilities representative to gather more

information. This inhibits a timely flow of information, especially as all contact details to

the Leisure and Facilities department via the WCC customer service centre.

3.2.2 White Pages

The White Pages, although more of a secondary advertising material, it is the only

source of information found that displays a direct dial telephone number. When ringing

during office hours, this cuts down the time frame of receiving information.

3.2.3 Onsite

As the communication staff are only available at limited times of the day and spread

between centres, this hinders any issues being resolved in a timely fashion. Advising

hirers to contact the customer service centre if they are require help, did not result in an

effective response to issue.

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3.3 Comparison of City Council community centre channels of communication

Whist the Councils tend to have similar channels of communication. The initial channel is

the websites, then phone and later either face to face or written.

3.3.1 Current practice of booking community halls and community centres

The WCC’s initial inquiry to the website does not have as much detail as the Auckland City Council’s website. However it does hirers have one main office to contact for information, compared to the Auckland City Council who has allocated representative for certain facilities.

3.4 Case study

This section of the report has looked at a series of events which have impacted on a lot

of individuals. Some left feeling intimidated by management, some left feeling angry and

frustrated, others feeling marginalised and unfairly treated and others feeling threatened

all in all this situation has successfully defeated the goals according to the charter of the

Waitakere City Council.

In Fundamentals of Organisational Communication 7th ed. (2009), Clampitt, DeKoch,

and Cashman assert ‘….a communication strategy should be developed through, a

process of discover, create and assess’. With this approach an effective communication

strategy might incorporate the following characteristics: organisational communication is

described as linking organisational goals; legitimizing certain issues and delegitimizing

others, shaping organisational memory, making sense of the confusing and ambiguous,

providing proper point of identity, and continuously evolving. In the interests of the

organisation a communications strategy should extend to its all members including those

who make up a small but significant number of volunteers.

3.5.1 Experience of the communication practice when booking

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Community volunteers such as centre managers should be made to feel included in the

supra structure of the organisation. Key communication skills such as valuing diversity,

and knowledge skills of interpersonal and intrapersonal communication, including

sensitivity to communication behaviour can be learned and developed. Finally it is

important to note that should the organisation and the managers within the organisation

value its members and its stakeholders then there is much to gain from developing a

strategy that includes communication competency skills that contribute to personal

satisfaction as well as to overall organisational effectiveness. Manger has not considered

compatibility of groups sharing centre

The final decision of completing bookings is made by the centre manager. Managers are

vested with the responsibility of coordinating resources and to getting the job done.

According to William C. Haeberle (2008) in How a Business Works, “To achieve its goals

an organisation must organise its resources. These resources may include material,

human, financial, and informational”.

3.5.2 Experience of the communication practice when there is an issue

To help achieve the goals of the organisation there are specific skills that individuals can

use to improve effectiveness and efficiency. Skills such as valuing diversity and active

listening make it possible to achieve the goals and preferred outcomes of an

organisation. Valuing diversity is the ability to understand and appreciate the

contributions differences in people can make.

As with this case clearly there are diverse and distinctly different groups and activities

carried out at the TAPCC. This report finds management did not anticipate the effect the

noise generated from the Zumba class would have on the Floral Arts Group, resulting in

complaints.

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Active listening is where one stops talking and listens to what is being said. An active

listener will summarize main points and evaluate facts and evidence before responding.

Using these skills makes it possible to respond based on what was said. Should the

manager have taken the time to understand the needs of the Zumba i.e. 10mins to set up

and the needs of the Fono-West group 10mins to vacate, then the problems caused

through overlapping could have been avoided.

Other areas for potentially problematic communication

Several layers of communication to establish hire of hall

Potential hirers are passed on from one staff member to another

Calls, e-mails, and messages are not promptly answered

Complaints personnel seems impossible to reach (has not replied to any e-mails)

Website has many layers and not user friendly, poorly maintained (looks outdated)

Centres administered by council although managed by volunteers

Need for clearer terms of governance of community halls, centres, houses

What happens when things go wrong, processes and procedures not evident

Does not answer calls or give prompt reply

Managers lack of presence never seen

Manager failed to investigate complaints and relied instead on hear say to make

judgments

Problems unresolved and resorted to blame and threats

Hall accessibility for set up has become a big problem, overlapping of times resulting

in clashes with other users

Bookings are not well coordinated with other users e.g. loud music intrudes on other

users quieter activities

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4 Recommendations

4.1.2 Restructure existing systems in place by aligning more to a dual ownership role of

responsibility in order to strengthen management capacity and management systems.

Furthermore initiate plans to a more business like model as portrayed in Auckland City

Council’s Community Venues (Appendix 1) to favorably assist with transitioning in to

Auckland Council.

4.1.2 Critical for performance and transition in to Auckland Council is the implementation of

various kinds of measurement and quality management systems that will enable clarity in

distinguishing proper and easy to follow procedures made available to all at the centre,

WCC and the public/users. This will give an opening to set a new model of excellence in

terms of accountability and transparency to help reverse negative community

disillusionment and dissatisfaction from a sense of hopelessness.

4.1.3 Send manager on an appropriate management/communication training programme.

Perhaps suggest for an assistant, a communications/business student doing their

internship programme to help with a more hands on approach. By getting to know the

different groups using the centre, this is a great way to establish a relationship team

building exercise with all staff to all users of the centre therefore affirming to build support

and draw on the strength of the community in re-establishing connections with each

other.

4.2.1 Website

The following recommendations are to improve the information available and to cut down

the time it takes to get in contact with a representative.

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The website needs more detailed information on rooms, including dimensions

and layouts.

A direct email and phone number to the Leisure and Facilities department

A downloadable PDF brochure of the facilities

4.2.2 White Pages

The White Pages, although more of a secondary advertising material, it is the only

source of information found that displays a direct dial telephone number. When ringing

during office hours, this cuts down the time frame of receiving information.

4.2.3 Onsite

As the communication staff are only available at limited times of the day and spread

between centres, this hinders any issues being resolved in a timely fashion. Advising

hirers to contact the customer service centre if they are require help, did not result in an

effective response to issue.

A clear line of communication practice procedures to be made available for issues that

arise.

Allocate enough time between bookings to prevent overlapping of bookings.

All issues not matter how small must be reported and followed up in a timely matter

An internal phone line to be made available at each centre, giving hirers direct access

to leisure and facilities staff.

4.4 Adopt a booking system which is similar to Auckland City council in the interim (i.e. 3 – 5

years). Enable ATA and SuperCity council time to action other issues while monitoring the

success of current booking system merger.

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Allow hirers to access as much information online as possible which negates the need for

extra communication. Outline terms and conditions of hirer agreements and conditions of

hire together with definitions of hire and laws pertaining to hire would be sensible.

A hire agreement could include the following information:

4.4.1 As part of ATA’s established 12 workstreams (appendix A) it is clear that underpinning all

streams will be a robust legal framework to protect council from possible litigation and to

protect its assets. A functional approach to any legal framework could be seen in the

definitions and guidelines of hiring any Super City facility. It is recommended a standard

hireage agreement to be produced and published on the webdite. (See appendix C for an

example).

Relevant legislation:All children in New Zealand have the right to a safe and healthy life

that is free from abuse and violence which includes carrying out a range of activities to

advocate for kids in this country. “Any activity must adhere to the guidelines set by the

UN Convention on the Rights of the Child” (UNCROC, 2010).

4.5 Case study

An immediate investigation into management protocols of community halls and centres,

to be carried out and completed by end of June 2010

Analysis of data to identify symptoms and causes of barriers to communication, resulting

in the development of a communications strategy to overcome barriers to

communication.

Develop a booking system that is leaner, with less layers and procedures (for potential

hirers)

Recommendations to be carried out and implanted by end of August 2010

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References

Alcohol (2007).Sale of Liquor Act. Retrieved May 09, 2010 from http://www.alcohol .org.nz /SaleOfLiquorActContent.aspx?PostingID=860

Auckland City Council. (2010). Community Venues. Retrieved May 10, 2010 from http://www.aucklandcity.govt.nz/council/services/venues/atholsyms.as.

Consumer, 2007.Noise control. Retrieved May 10, 2010 fromhttp://www.consumer.org.nz /reports/ noise-control

De Vito Joseph A., S. O’Rourke, L. O’Neil, (2001). Human Communication New Zealand Edition. Pearson Education New Zealand Limited: Auckland New Zealand

De Vito Joseph A., (2003). Human Communication, The Basic Course 9th Ed. Pearson Education Inc: United States of America.

Duhe Sandra C., (2007). New Media and Public Relations. Peter Lang Publishing, Inc: New York, United States of America.

Haeberle, William C. (2008). How a Business Works, What Every Businessperson, Citizen, Consumer, and Employer Needs to Know About Business. Arthur House: Bloomington, Indiana, United States of America.

McCarthy, P., Sheehan, M. and Kearns, D. . (1995). Managerial Styles and Their Effects on Employees Health and Well-Being in Organisations Undergoing Restructuring, Report for Worksafe Australia, Griffith University, Brisbane.

Mersham, G., P. Theunissen, J. Peart, (2009). Public Relations and Communication Management, An Aotearoa / New Zealand Perspective. Pearson New Zealand Ltd: Rosedale, New Zealand.

Shockley-Zalabak, P. S. (2009) Fundamentals of Organsiational Communication.(7th ed.).Ally and Bacon. Boston: Pearson Education Inc

Sligo, F. (1995). Information less revisited: how different levels of staff perceive their access to work related knowledge. Vol. 33 No. 1, 60-74 Asia Pacific Journals of Human Resources.

Statistics New Zealand. (2006). QuickStats about Waitakere City. Wellington. Retrieved from http://www.stats.govt.nz/Census/2006CensusHomePage/QuickStats/AboutAPlace/SnapShot.aspx?pdf=1&id=2000006&type=ta&ParentID=1000002

TouchPoll Auckland. (2008). Community centre survey. Auckland. Retrieved from http://www.waitakere.govt.nz/abtcnl/pdf/surveys/communitycentres08.pdf

Tymson, Candy, P. Lazar, (2002). The New Australian and New Zealand Public Relations Manual. Millenium Books Australia Pty Ltd.

Unicef (2010).Guidelines for children. Retrieved May 10, 2010 from http://www.unicef.org.nz /page/11/ChildreninNewZealand.html

Waitakere City Council Strategy Unit. (2008). People in Waitakere. Auckland. Retrieved from http://www.waitakere.govt.nz/abtcit/ps/pdf/2006file1.pdf

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Appendices

Appendix A

Establishment of the Auckland Transition Agency (ATA)

The history of how and why the Auckland Transition Agency has been established has its roots

in the Royal Commission on Auckland Governance which delivered its report in March 2009.

The Government agreed with the Royal Commission’s recommendation that there needed to be

bold change to make Auckland the most exciting, vibrant metropolitan centre in Australasia

(ATA, 2010).

An appointed team was selected to undertaken how decisions, work streams will be adopted for

the new Super City. It is expected that by October 2010, the major work of the transition will be

completed in time for the local body elections.  The new Auckland Council will operate from

November 2010 with an interim Chief Executive that will be appointed by the ATA. When the

Auckland Council is established the ATA will be disestablished.

Legal Framework for the Auckland Transition Agency (ATA)

The Auckland council established a first draft proposal on the 18 August 2009 which outlined 12

draft workstreams. Under workstream 11 it outlines: “Ensuring the transfer of assets, liabilities,

contracts, licences etc. to the Auckland Council and provision of legal advice to work streams

and the overall transition process” (ATA, 2010).

ATA’s Legal Work Stream 11

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The legal work stream manages legal and contractual aspects of the re-organisation and

provides legal advice to other work streams and the overall re-organisation process.

This work stream is responsible for the following key outcomes:

(i) Ensuring legal risks to the new Council are identified and managed

(ii) Providing the legislative framework and ensuring the framework facilitates the goals for

the Auckland Council

(iii) Ensuring existing assets, contracts, IT, IP etc. are transferred to the new council or are

subject to a future plan

(iv) Ensuring all litigation, claims, and liabilities relevant to the Auckland Council are

identified and managed.

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Appendix B

Community centre survey results

(TouchPoll Auckland, 2008)

Key findings, pg. 5

Question 1: Facilities, pg. 7

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Question 3: Directly involved in hiring centre, pp 8

Question 4: Direct contact with community centre staff pp 9-11

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Appendix C

Suggested hireage agreement

Hireage agreement

Includes times to enter the facility and when to vacate at the completion of the booked period. The

booking period must include setting up, dismantling and cleaning of the facility

Hireage with nominated user only

Sub contracting hall or centre hireage is strictly prohibited and in breach of hireage agreement. Any

bond or monies paid will be immediately forfeited.

Bond - A refundable bond is required for bookings. Deductions from the bond will occur if:

(i) The facility or any equipment or fittings are damaged.

(ii) Extra cleaning is required.

(iii) You enter onto or remain in the facility outside of the booked period.

(iv) Rubbish is left either inside and/or outside the facility.

(v) Any other breach of these conditions has occurred, resulting in call out charges or other costs.

Breach of conditions

Any breach of these conditions may result in:

(i) Forfeit of all or part of the bond.

(ii) Closure of function.

(iii) Refusal to accept future bookings.

(iv) Extra charges being incurred.

Cancellation/additional bookings

Cancellation chargers should the hirer cancel.

(i) Outside 30 days - full refund.

(ii) Within 30 days - 25% of total fee retained.

(iii) Within 14 days - 50% of total fee retained.

(iv) Within 7 days - 100% of total fee retained.

Cleaning and rubbish removal

Hirers are responsible for cleaning the facility. Cleaning materials including mops and brooms are

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provided. Chairs and tables must be cleaned and returned to their original location. Cleaning of the

facility must be completed within the booking times. Hirers must remove all rubbish from the facility at

the completion of cleaning. This includes removal of rubbish from the carpark and adjacent grounds.

Fire safety

Every hirer is required to be familiar with the procedure for evacuation of the facility in case of fire. In

the event of a fire, evacuate the facility immediately, notify the fire brigade phoning 111.

Hire charges and payments

Paid for in advance and by said date. Failure may result in cancellation and / or forfeit of bond payment.

Liquor licence - No liquor is to be sold, supplied or consumed without a special licence from the Liquor

Licensing Agency.

Would require a special licence agreement prior to booking the facility.

Relevant legislation:

Sale of Liquor Act 1989 which aim is "to establish a reasonable system of control over the sale and

supply of liquor to the public with the aim of contributing to the reduction in liquor abuse, so far as that

can be achieved by legislative means” (Alcohol, 2010)

Loss or damage

Auckland City accepts no responsibility for loss or damage to any property which may be brought to the

facility, whether within or outside the premises, and does not provide any insurance cover for such

property, including property left secured in any storage facility which may be provided.

Extra documentation required: Public liability and /or insurance cover prior to hireage.

Noise

Noise from amplifiers and loud speakers must be kept to a moderate level at all times. Failure to comply

with this condition may result in the early closure of your function.

Relevant legislation:Under the Resource Management Act (RMA), people are not allowed to make

"excessive" noise and must ensure that noise from their property does not reach an "unreasonable"

level. See the RMA to view a suggested guide for activity level as decibel levels vary. (Consumer, 2010)

Prohibited - from our facilities are the following:

(i) No smoking or chewing gum.

(ii) No use of ballroom powder or confetti.

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(iii) No decorations may be attached to, or hung from any part of the facility without prior written

approval.

(iv) No open fires, naked flames, BBQs or spits (including candles and kerosene lamps) are to be used

inside.

(v) Pianos are not to be moved without prior consent of the centre or hall custodian.

Right of refusal to hire

Auckland City council may, at its discretion, refuse any application for hire and may cancel any booking

without assigning a reason (in which case all monies paid will be returned in full).

Security

The hirer is responsible for:

(i) Securing the facility upon completion of the function.

(ii) Ensuring all lights, heaters, stoves and electrical appliances are turned off, and windows and doors

are closed and locked.

(iii) A security guard may be required for some functions. An additional cost for this service will be

added to the hire charge.

Supervision of children

Please ensure all children are supervised at all times.

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