PALMERSTON NORTH CITY
COUNCIL
Arts, Culture and
Heritage Committee
MEETING
12 December 2016
Order of Business
(NOTE: The
commencement time for this meeting coincides with the commencement time for the
Community Development
Committee meeting. The format
for the meeting will be that the Arts, Culture and Heritage Committee meeting
will open, take apologies and adjourn immediately until 1pm to allow the Community Development Committee to consider its business. At 1pm the Arts,
Culture and Heritage Committee meeting will resume to consider its business.)
1. Apologies
2. Notification of Additional Items
Pursuant to Sections 46A(7) and
46A(7A) of the Local Government Official Information and Meetings Act 1987, to
receive the Chairperson’s explanation that specified item(s), which do
not appear on the Agenda of this meeting and/or the meeting to be held with the
public excluded, will be discussed.
Any additions in accordance with
Section 46A(7) must be approved by resolution with an explanation as to why
they cannot be delayed until a future meeting.
Any additions in accordance with
Section 46A(7A) may be received or referred to a subsequent meeting for further
discussion. No resolution, decision or recommendation can be made in
respect of a minor item.
3. Public
Participation at Meetings Page 8
Memorandum,
dated 9 November 2016, from the Committee Administrator, Rachel Corser.
4. Deputation
- Public Sculpture Trust Page 12
5. CCOs Annual Report Page 13
Report, dated 31
October 2016, from the Community Groups Advisor, Pascal Francois, the Financial
Accountant, Keith Allan and the Community Liaison Team Leader, Peter Grey.
6. 2019
Military Tattoo Page 185
Memorandum,
dated 25 November 2016, from the Manager - Community Engagement, Ian
Littleworth.
7. Committee
Work Schedule Page 187
Committee Work
Schedule, dated December 2016.
8. Exclusion
of Public
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To be moved:
“That the
public be excluded from the following parts of the proceedings of this
meeting listed in the table below.
The general
subject of each matter to be considered while the public is excluded, the
reason for passing this resolution in relation to each matter, and the
specific grounds under Section 48(1) of the Local Government Official
Information and Meetings Act 1987 for the passing of this resolution are as
follows:
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General
subject of each matter to be considered
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Reason for
passing this resolution in relation to each matter
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Ground(s)
under Section 48(1) for passing this resolution
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This resolution is made in reliance on Section
48(1)(a) of the Local Government Official Information and Meetings Act 1987
and the particular interest or interests protected by Section 6 or Section 7
of that Act which would be prejudiced by the holding of the whole or the
relevant part of the proceedings of the meeting in public as stated in the
above table.
Also that the
persons listed below be permitted to remain after the public has been
excluded for the reasons stated.
Chief Executive
(Paddy Clifford), Chief Financial Officer (Grant Elliott), General Manager,
City Enterprises (Ray McIndoe), General Manager, City Future (Sheryl Bryant),
General Manager, City Networks (Ray Swadel), General Manager, Customer
Services (Peter Eathorne), General Manager, Libraries and Community Services
(Debbie Duncan), Human Resources Manager (Wayne Wilson) and Strategic
Communications Manager (Mark Torley) because of their knowledge and ability
to provide the meeting with advice on matters both from an organisation-wide
context (being members of the Council’s Management Team) and also from
their specific role within the Council.
Legal Counsel
(John Annabell), because of his knowledge and ability to provide the meeting
with legal and procedural advice.
Committee
Administrators (Penny Odell and Rachel Corser), Governance and Support Team
Leader (Kyle Whitfield) because of their knowledge and ability to provide the
meeting with procedural advice and record the proceedings of the meeting.
< add officers who are authors of reports or
their substitutes
> because of
their knowledge and ability to assist the meeting in speaking to their report
and answering questions, noting that such officer will be present at the
meeting only for the item that relate to their respective report.
<add third parties, e.g. authors of third party reports being
considered>, because of their knowledge and ability to assist the meeting in speaking
to their report/s [or other matters as specified] and answering questions,
noting that such person/s will be present at the meeting only for the items
that relate to their respective report/s [or matters as specified].
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PALMERSTON NORTH CITY
COUNCIL
Report
TO: Arts, Culture and Heritage Committee
MEETING DATE: 12 December 2016
TITLE: CCOs Annual Report
DATE: 31 October 2016
AUTHOR/S: Pascal
Francois, Community Groups Advisor, Libraries and Community Services
Keith Allan,
Financial Accountant, City Corporate
Peter Grey,
Community Liaison Team Leader, Libraries and Community Services
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RECOMMENDATION(S) TO Council
1. That
the 2015-2016 Annual Reports submitted by Caccia Birch Trust Board, The
Regent Theatre Trust Board, Te Manawa Museums Trust Board and Globe Theatre
Trust board be received;
2. That
the Council notes the performance achieved by each the Council Controlled
Organisations; and
3. That
the Council thank Board members and staff for their contributions and
commitment shown during the 2015-2016 year.
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Summary of options analysis for
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Problem or Opportunity
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Council is required to monitor
performance of Council Controlled Organisations and receive their Annual
Report. Annual report to include:
• Comparison
of performance to statement of Intent (SOI)
• Explanation
of material variances between performance and SOI
• Audited
financial statements
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OPTION 1:
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That the 2015-2016 Annual Reports
submitted by Caccia Birch Trust Board, The Regent Theatre Trust Board, Te
Manawa Museums Trust Board and Globe Theatre Trust board be received
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Contribution of Recommended Option to
Council’s Strategic Direction
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Each CCO contributes to the achievement
of Council vision and goals. Presentation of their Annual Report is an
opportunity for CCOs to report on the past year’s achievements and
difficulties in comparison to their SOIs.
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Rationale for the recommendations
1. SIGNIFICANCE AND 10 YEAR
PLAN FUNDING
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Are the decisions significant
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No
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Can this decision only be made through a 10
Year Plan
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No
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Can this decision only be made through the
Special Consultative procedure
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No
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Is there funding in the current Annual Plan
for these actions
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Yes
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2. CONTRIBUTION TO GOOD QUALITY
LOCAL INFRASTRUCTURE, PUBLIC SERVICES AND REGULATORY FUNCTIONS OF
RECOMMENDATIONS
2.1. A
Council Controlled Organisation (CCO) is an organisation which one or more
Councils own or control fifty per cent of voting rights, or has the right to
appoint at least fifty per cent of the directors or trustees. In Palmerston
North CCOs are set up to independently manage Council-owned facilities for a
mixture of commercial and community purposes. Each CCO is governed by its own
Board of Trustees. The management and operation of the facilities is determined
by each Board, and carried out in accordance with the terms of their respective
Trust Deeds.
2.2. The
relationship between Council and CCOs is conducted in accordance with the
requirements of the Local Government Act 2002. CCOs develop their Statements of
Intent, which include performance outcomes and targeted service levels, and
submit these to the Council for approval. Once approved, CCOs report six
monthly and annually against their Statements of Intent and present their
Annual Reports to the Council. The presentation of the Annual Reports is an
opportunity for CCOs to report their performance to the Council.
2.3. In
Palmerston North, there are four cultural CCOs which are required to report
under these terms. They are: Caccia Birch Trust Board, the Globe Theatre Trust
Board, the Regent Theatre Trust Board, and the Te Manawa Museums Trust.
2.4. This
report is presented as commentary from officers in Libraries and Community
Services and City Corporate.
3. Background and
previous council decisions
3.1. Six month
reporting against the 2015-2016 Statements of Intent and Draft Statements of
Intent for 2016-2019 were received by the Council in April 2016.
3.2. Final
Statements of Intent were approved by Council in June 2016 covering 2016/17
financial year.
4. Description of
options
4.1 Caccia Birch Trust Board
4.1.1. Service Performance
2015-2016
Last year marked the 120th
anniversary of Caccia Birch House. A successful and entertaining Open Day was
held on 7th November 2015 to celebrate this and also the end of the Local
History week in partnership with the City Library and Te Manawa.
Maintenance and upgrading of House and
grounds continued, including new sunscreen blinds in both conservatories and
the redevelopment of the Rose Garden.
Thirteen advertised open afternoons
were held drawing an attendance from 20 to 50 visitors per open afternoon. The
venue occupancy is close to 66.5% which is a bit lower than last year.
Due to the restrictions based on hours
of operation, Caccia Birch doesn’t attract as many weddings as it would
like to.
The Board is currently looking at
reservation software and at upgrading their website.
NZTA has so far refused to install
road signs promoting Caccia Birch as a tourist/heritage destination. This is an
ongoing issue for Caccia Birch, as road signs will undoubtedly increase the visibility
of this remarkable asset.
4.1.2. Financial Position 2015-2016
Key
Financial Performance to June 2016
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$
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Actual
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Budget
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PNCC
grant funding
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93,445
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93,445
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Net
surplus / (deficit)
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(29,464)
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(27,525)
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Cash
operating surplus / (deficit)
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(8,161)
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(6,425)
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Cash
funding surplus / (deficit) after capital expenditure
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(8,161)
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N/A
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For the year to June 2016, Caccia Birch
reported a net deficit of $29k, compared to a budgeted deficit of $28k. The
cash operating deficit was $8k compared to a budgeted deficit of $6k.
Compared to 2015, Caccia Birch facility hireage and revenue was slightly lower,
non-employee expenses down in line with that reduction. However, employee
related expenses were up 2.2%.
Net working capital has decreased from 27k
to 18k. Net cash reserves have decreased due to the cash operating deficit.
This now leaves net cash reserves equating to 9% of operating expenditure.
Should the forecast cash deficits in the statement of intent for the next three
years eventuate, then the resulting level of cash reserves will be very low.
4.2. Regent Theatre Trust Board
4.2.1 Service Performance 2015-2016
The number of events hosted in this
reporting year was slightly less (161 compared to 165), than in previous year
with 3% more commercial shows and 4% less community shows. The global
attendance increased slightly from 87,761 to 89,280, nevertheless still under
the 100,000 target. Even though the commercial hirers represent 21% of the
shows performed, they contribute to 55% auditorium revenue, thus enabling The
Regent to offer a reduced community rate. One major upgrade has been secured
with arrangements made with Council to establish a more permanent bar and
hospitality area by incorporating into the Theatre the adjoining shop premises
– this work has recently begun.
Highlights of the year are Mamma Mia
(local production, 9300 attended), A Midsummer Night Dream (1353 patrons), Dr
Hook, The 10 Tenors (1209 patrons), the Wizard of Oz (1393 patrons) and amazing
community events such as the Kapa Haka, Pasifika Fusion Group, World on Stage
and many dance schools and school shows.
The Friends of the Regent continue to
provide a unique and very valuable contribution to the theatre. Their
contribution this year amount to $13,483.00 bringing total donations from the
Friends since the Theatre reopened in 1998 to $650,446.00.
4.2.2. Financial Position 2015-2016
Key
Financial Performance to June 2016
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$
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Actual
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Budget
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PNCC
grant funding
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236,521
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236,521
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Net
surplus / (deficit)
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(42,097)
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(79,289)
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Cash
operating surplus / (deficit)
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41,601
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711
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Cash
funding surplus / (deficit) after capital expenditure
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38,535
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711
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For the year to June 2016, the Regent
reported a net deficit of $42k, compared to a budgeted deficit of $79k. From a
cash perspective excluding vested interests, the Regent had an operating
surplus of $42k, compared to a budgeted surplus of $1k. Overall, theatre
revenue has been lower than budget and the previous year. However
expenditure has also reduced, generating an overall favourable cash operating
result.
Since June 2015, receivables have increased
whilst payables decreased slightly. Net cash reserves have increased during the
year and are at a satisfactory level, equating to 33% of operating expenditure.
4.3. Te Manawa Museums Trust
4.3.1. Service Performance
2015-2016
2015-2016 has been another year of
growth, change and experimentation on many different levels: audience,
exhibitions, and community involvement, national and international recognition.
Sunlight exhibition won “Best Exhibition-Regional Science and
Technology” at the 2016 Museums Australasia Conference in Auckland. Due
to Te Manawa growing reputation Palmerston North will be the host city for the
2017 National Museums Aotearoa conference, a first for Palmerston North.
A very important exhibition in development this year was called Inspired By; an
exhibition of works by artists with disabilities responding to works in the Te
Manawa collection. Because of the work Te Manawa has been doing with
communities and specifically people with disabilities over the past 4 years,
the Te Manawa CEO was invited to speak at an international museums conference
in Berlin alongside representatives from Tate Modern, The Metropolitan Museum
of New York, The Smithsonian and the Royal British Museums. These institutions
have expressed interest in how Te Manawa has engaged communities and removed
barriers to access in real ways.
Developing partnerships with key
stakeholders and a wide variety of community groups has increased the level of
community participation in joint events and initiatives (Viva La Vida Fiesta
connecting with and enhancing the Frida Kahlo exhibition experience whilst
showing Palmerston North off as a contemporary, creative and inclusive city),
either in town or outside of the region (people coming by bus from Wellington
for both Viva la Vida and Frida Kahlo).
A large number of targets have been
achieved (86% of targets achieved compared to 77% the previous year)
demonstrating the pertinence of the new leadership team and the vision. Visitor
numbers reached 213,541 (184,007 the previous year) exceeding the target of
168,000. Also noticeable is the success of Te Manawa touring exhibitions at
other venues that saw 350,360 visitors (100,000 was the target).
Te Manawa visitor satisfaction survey
shows a steady 97% (98% previous year) of visitor satisfaction who rated their
experience from very good to excellent.
Te Manawa continued its ongoing
support for indigenous art and Māori participation and partnership with
the signing of an MOU with Te Wānanga ō Aotearoa. Also illustrated by
the celebration of 20 years of Massey Māori visual arts at Te Pūtahi
ā Toi, which took over 4 galleries of the art gallery; the fifth gallery
displayed student end of year projects from UCOL’s Bachelor of Applied
Visual Imaging.
Highlights of the year include
exhibitions such as Frida Kahlo, 50 Greatest Photos of National Geographic, the
Visible Sculpture Store which opened up the collection to the public, events
such as Waitangi Day and Matariki and input into events at our venues like
Festival of Cultures and the IPU Spring Festival.
4.3.2. Financial Position 2015-2016
Key
Financial Performance to June 2016
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$
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Actual
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Budget
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PNCC
grant funding
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2,962,086
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2,962,085
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Net
surplus / (deficit)
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207,084
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17,778
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Cash
operating surplus / (deficit)
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480,940
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310,638
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Cash
funding surplus / (deficit) after capital expenditure
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162,797
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45,538
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For the year to June 2016, Te Manawa
reported a net surplus of $207k, compared to a budgeted surplus of $18k. From a
cash perspective, Te Manawa has a cash funding surplus, after capital
expenditure, of $163k compared to a budgeted surplus of $46k. Overall revenue
has been higher than budget (touring revenue, community grants) with
expenditure lower than budget (operating costs personnel) providing the better
operating result.
June 2016 receivables are 28% lower than at
June 2015 and payables 12% lower. Net cash reserves equate to 24% of operating
expenditure.
4.4 Globe Theatre Trust Board
4.4.1. Service Performance
2015-2016
This reporting year is the second of
operation following the redevelopment of The Globe Theatre. It has been a year
of significant changes for the organisation both at a Board and staff level.
Bruce Warwick retired after 10 years as Theatre Manager. His contribution to
the success of the Globe is acknowledged in their report. Stephen Fisher long
time Board member and past Chair and a Civic Award recipient, stepped down from
the Board. In this report we want to take the opportunity to acknowledge his
incommensurable contribution to the Globe and more generally to the Arts in
Palmerston North.
The completion of the Piano box allows
the Globe to have a Council owned grand piano on site, hence attracting high
quality performers to Palmerston North. With the implementation of the new
database, 1,217 email addresses are now captured by Patronbase (PatronBase
provides arts management software; it is used by performing arts organisations
to build their audience http://www.patronbase.com).
Almost all the objectives were
achieved with two very significant ones, community use at 93% and 151 performance
nights, which means 1 public performance every 2.5 days. It is quite a
remarkable achievement that contributes to the vibrancy of the city.
The Manawatu Theatre Society continues
to develop its programme of events at the Globe Theatre with 6 productions and
highlights of this season such as “Vicar of Dibley”,
“Quilt” and “Muppet Mayhem”.
4.4.2. Financial Position 2015-2016
Key
Financial Performance to June 2016
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$
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Actual
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Budget
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PNCC
grant funding
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74,043
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74,043
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Net
surplus / (deficit)
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(14,144)
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(23,847)
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Cash
operating surplus / (deficit)
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18,455
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13,153
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Cash
funding surplus / (deficit) after capital expenditure
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2,735
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N/A
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For the year to June 2016, the Globe
reported a net deficit of $14k, compared to a budgeted deficit of $24k. There
was a cash operating surplus after capital expenditure of $3k.
Net cash reserves currently equate to 10%
of operating expenditure. Receivables increased by 80% ($5k) and payables
increased by 1% compared to June 2015.
5. DISCUSSION
OF OPTION(S) – SUSTAINABILITY AND ALIGNMENT WITH COUNCILS STRATEGIC
DIRECTION
5.1. Social and cultural
sustainability
The CCOs contribute to the
Council’s goal of a city with many social, cultural recreational
opportunities; by provide a range of activities that especially support
Council’s strategies pertaining to Arts, Heritage, Festivals and Social
outcomes.
In addition each board represents a
collection of highly skilled and committed individuals with strong roots in the
local community. The CCOs engender support and commitment from volunteer
organisations, friend’s societies, amateur performers, academics, and
historians as they come together to participate and give their time and energy
to engage in strengthening the historical, cultural and performing arts fabric
of the city.
5.2. Environmental
sustainability
CCOs contribute to the outcome of
“Palmerston North is attractive, clean and green” through well maintained
and appealing facilities including heritage buildings.
5.3. Economic
sustainability
The CCO’s play a significant
role supporting the diversity and vibrancy of the city, thereby contributing to
the attraction of visitors and support of local businesses.
5.4. Alignment with
Council’s Strategic Direction
CCOs consider and align themselves
with the Council’s strategic direction when setting their own strategies,
specifically through the Statement of Intent process.
They are primarily aligned with the Arts
Strategy and the new Heritage Strategy, enhancing the look and feel of the
city, increasing participation and involvement and celebrating diversity of
culture and creativity. They also contribute to the Social Strategy by
fostering an inclusive city.
6. Conclusion
6.1. By receiving
the Annual Reports of the CCOs, Council is fulfilling its obligation to monitor
the performance of Council Controlled Organisations to ensure they
achieve their intended purpose.
7. Next actions
7.1. That Council provides feedback
to the CCOs and thanks them for their ongoing contribution.
8. Outline of community
engagement process
8.1. Ongoing and
regular contact is conducted with all the CCOs, by the relevant Officers from
the Libraries & Community Services Unit.
Compliance and administration
<Enter text>
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Does the Committee have delegated authority to
decide?
If Yes quote relevant clause(s) from Delegations
Manual Clause 159
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Yes
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Are the decisions significant?
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No
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If they are significant do they affect land or a
body of water?
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No
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Can this decision only be made through a 10 Year
Plan?
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No
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Does this decision require consultation through the
Special Consultative procedure?
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No
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Is there funding in the current Annual Plan for
these actions?
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Yes
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Are the recommendations inconsistent with any of
Council’s policies or plans?
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No
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Attachments
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1.
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Caccia Birch Annual Report2015/16 ⇩ 
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2.
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The Regent Annual Report 2015/16 ⇩ 
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3.
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The Globe Annual Report 2015/16 ⇩
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4.
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Te Manawa Annual Report 2015/16 ⇩
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Pascal Francois
Community Groups Advisor
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Keith Allan
Financial Accountant
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Peter Grey
Community Liaison Team Leader
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