Letters: The Lakefront isn't broken

An artist's impression of what a redeveloped Lakefront might look like. Image / Supplied.

Lakefront development

We wish to add to the voice(s) of discontent at the proposed Lakefront development.

Over the past 31 years, we have held various leases with Rotorua Council — the Lakeside Cafe/Crafts for eight years ... the Soundshell building and the outer grassed areas for 31 years.

So we consider that we have good knowledge of the workings of this area.

We agree that for the Soundshell building and adjoining cafe their time is up, and the Lakefront concession users do need new buildings/offices to suit their specific needs.

But the rest of the Lakefront isn't broken. Just leave it as it is. It works as a meeting place for locals, picnics, kids, visitors, bikes. It has easy access for young agile users and aged mobility users.

The playground is the focal point for local families and get-togethers — without having to pay. The large grassed area gets used often by sports groups and families having picnics and our market.

There is plenty of parking.

All it needs is a decent, large toilet block, which incidentally was promised in the last development in 1991.

If they have all this money for development at the Lakefront, just move the plans up to where the Scout Hall is and take the development up to Sulphur Point. There is plenty of space there for your boardwalks — and a bonus — a good toilet block and boat ramp.

(Abridged)

Gordon and Liz Davies
Soundshell Market

Rescue helicopter
Regarding the loss of our rescue helicopter, we are concerned that a small public meeting has reportedly decided to buy a replacement (News, October 12).

With respect, is this the most appropriate strategy?

What if a small team of stakeholders led by a professional project manager used five steps to develop a fresh service delivery model.

First, use clinical experience to identify the shortfall in air ambulance services to the Rotorua District, in the light of the Government's new national and integrated service.

Second, consult local and regional helicopter operators with proven business experience to clarify the capabilities and organisation that would make good the shortfall.

Third, seek adjustments to the Minister's national strategy with resources to make good the shortfall, given his promise to ensure a no-lesser service.

Fourth, when the outcomes of the third step are known, design an appropriate local service delivery model. It might be achieved through purchase or lease, or a contract for service with easy local upgrades, depending on the model adopted.

Fifth, when the most appropriate service delivery model is agreed, mobilise resources from past funders and the public as required. Bay Trust, for example, could well help if it is convinced that the service delivery model is efficient, effective and in the public interest.

Fortunately, there is also time for other strategies to be suggested before the public meeting in the hangar on Saturday, November 3.

Reynold Macpherson and Peter Bentley
Rotorua