Agenda of Arts, Culture and Heritage Committee

PALMERSTON NORTH CITY COUNCIL

Arts, Culture and Heritage Committee MEETING

13 November 2017

Order of Business

NOTE: The Arts, Culture and Heritage Committee meeting coincides with the ordinary meeting of the Economic Development Committee meeting. The format for the meeting will be as follows:

- Arts, Culture and Heritage Committee will open and adjourn immediately to following Economic Development Committee.

- Economic Development Committee will open, conduct its business and then close.

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 Comment

To receive comments from members of the public on matters specified on this Agenda or, if time permits, on other Committee matters.

(NOTE: If the Committee wishes to consider or discuss any issue raised that is not specified on the Agenda, other than to receive the comment made or refer it to the Chief Executive, then a resolution will need to be made in accordance with clause 2 above.)

4. Deputation - Virginia Warbrick Page 7

5. Deputation - Shaun Kay Page 9

6. Deputation - Globe Theatre Page 11

7. Confirmation of Minutes Page 13

“That the minutes of the Arts, Culture and Heritage Committee meeting of 14 August 2017 Part I Public be confirmed as a true and correct record.”

8. Presentation of Annual Reports 2016-2017 for Council-Controlled Organisations (Cultural) Page 21

Report, dated 27 October 2017 from the Community Funding Coordinator, Rebecca Hofmann and the Management Accountant, Matt Duxfield.

9. Military History/Heritage - issues and options update Page 215

Report, dated 6 November 2017 from the Manager - Community Engagement, Ian Littleworth.

10. Investigation into Military Heritage Precinct Page 265

Memorandum, dated 30 October 2017 from the Policy Planner, Matthew Mackay.

11. Palmerston North Public Sculpture Trust Page 311

Memorandum, dated 24 October 2017 from the Arts Coordinator, Gillian Tasker.

12. Arts Celebration for the City: Fringe Festival Opportunity Page 313

Memorandum, dated 6 November 2017 from the Manager - Community Engagement, Ian Littleworth.

13. Globe Theatre - Mobility Access to Main Auditorium Page 325

Report, dated 27 October 2017 from the Senior Property Assets Officer, Jocelyn Broderick and the Parks & Property Manager, John Brenkley.

14. Committee Work Schedule Page 335

15. Exclusion of Public

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:

General subject of each matter to be considered	Reason for passing this resolution in relation to each matter	Ground(s) under Section 48(1) for passing this resolution

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 (Heather Shotter), 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 Communications and Marketing Manager (or their representative (name)) 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.

Governance and Support Team Leader (Kyle Whitfield) and Committee Administrators (Penny Odell, Carly Chang and Rachel Corser), because of their knowledge and ability to provide the meeting with procedural advice and record the proceedings of the meeting.

[Add Council Officers], 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], 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].

PALMERSTON NORTH CITY COUNCIL

Palmerston North City Council

Minutes of the Arts, Culture and Heritage Committee Meeting Part I Public, held in the Council Chamber, First Floor, Civic Administration Building, 32 The Square, Palmerston North on 14 August 2017, commencing at 9.00am.

Members

Present:

Councillor Rachel Bowen (in the Chair), The Mayor (Grant Smith) and Councillors Susan Baty, Brent Barrett, Adrian Broad, Gabrielle Bundy-Cooke, Vaughan Dennison, Lew Findlay QSM, Leonie Hapeta, Jim Jefferies, Lorna Johnson, Duncan McCann, Karen Naylor, Bruno Petrenas, Aleisha Rutherford and Tangi Utikere.

Apologies:

The Mayor (Grant Smith) and Councillor Adrian Broad (for early departure) (on Council Business).

Councillor Aleisha Rutherford left the meeting at 11.09am during consideration of clause 18. She entered the meeting again at 11.17am after the consideration of clause 19. She left the meeting again at 12.43pm. She was not present for clauses 18 and 22 to 25 inclusive.

The Mayor (Grant Smith) left the meeting at 12.11pm at the conclusion of clause 19. He was present for clauses 16 to 19 inclusive.

Councillor Adrian Broad left the meeting at 12.11pm at the conclusion of clause 19. He was present for clauses 16 to 19 inclusive.

Councillor Duncan McCann left the meeting at 12.25pm during consideration of clause 20. He entered the meeting again at 12.43pm during consideration of clause 21. He left the meeting again at 2.18pm during consideration of clause 23. He entered the meeting again at 2.26pm during consideration of clause 24 and then left the meeting again at 2.48pm during consideration of clause 24. He was not present for clauses 20, 23 and 25 inclusive.

Councillor Vaughan Dennison left the meeting at 12.43pm during consideration of clause 21. He entered the meeting again at 1.50pm when the meeting resumed. He was not present for clause 21.

16-17

Apologies

Moved Rachel Bowen, seconded Bruno Petrenas.

The COMMITTEE RESOLVED

1. That the Committee receive the apologies.

Clause 16.1 above was carried 16 votes to 0, the voting being as follows:

For:

The Mayor (Grant Smith) and Councillors Susan Baty, Brent Barrett, Rachel Bowen, Adrian Broad, Gabrielle Bundy-Cooke, Vaughan Dennison, Lew Findlay QSM, Leonie Hapeta, Jim Jefferies, Lorna Johnson, Duncan McCann, Karen Naylor, Bruno Petrenas, Aleisha Rutherford and Tangi Utikere.

The meeting adjourned at 9.01am.

The meeting resumed at 10.40am.

17-17

Confirmation of Minutes

Moved Rachel Bowen, seconded Leonie Hapeta.

The COMMITTEE RESOLVED

1. That the minutes of the Arts, Culture and Heritage Committee meeting of 13 February 2017 Part I Public and the extraordinary Arts, Culture and Heritage Committee meeting of 3 April 2017 Part I Public be confirmed as a true and correct record.

Clause 17.1 above was carried 14 votes to 0, with 2 abstentions, the voting being as follows:

For:

Councillors Susan Baty, Rachel Bowen, Brent Barrett, Adrian Broad, Gabrielle Bundy-Cooke, Vaughan Dennison, Lew Findlay QSM, Leonie Hapeta, Jim Jefferies, Lorna Johnson, Duncan McCann, Karen Naylor, Bruno Petrenas and Tangi Utikere.

Abstained:

The Mayor (Grant Smith) and Councillor Aleisha Rutherford.

18-17	Asset Management of Palmerston North Public Art and Register of Council Owned Artwork Memorandum, dated 21 July 2017 from the Arts Coordinator, Gillian Tasker. Councillor Aleisha Rutherford left the meeting at 11.09am.
	Moved Rachel Bowen, seconded Karen Naylor. The COMMITTEE RECOMMENDS 1. That Council receive the report titled “Asset Management of Palmerston North Public Arts and Register of Council Owned Artwork” and dated 21 July 2017, from the Arts Coordinator, Gillian Tasker, and that it be referred to the Long Term Plan process.
	Moved Brent Barrett, seconded Vaughan Dennison. 2. That the Chief Executive is instructed to maintain a register of public artworks, including significant works, subject to recommendation 1.
	Clause 18-17 above was carried 15 votes to 0, the voting being as follows: For: The Mayor (Grant Smith) and Councillors Susan Baty, Rachel Bowen, Brent Barrett, Adrian Broad, Gabrielle Bundy-Cooke, Vaughan Dennison, Lew Findlay QSM, Leonie Hapeta, Jim Jefferies, Lorna Johnson, Duncan McCann, Karen Naylor, Bruno Petrenas and Tangi Utikere.

19-17	Deputation - Te Manawa Mr John Fowke, Mr Andy Lowe and Mr Tyson Schmidt made a deputation to the Committee regarding their ambitious goals for Te Manawa in 2025 and how these could support a bold and inclusive city and region. Mr Fowke spoke about creating a city that is a great place for all peoples, in particular families, and celebrating our heritage, diversity and creativity. Also to develop into an arts powerhouse with a national reputation for creativity and the arts. He talked about the success of some of the exhibition that they have had. Mr Lowe advised that museums and galleries are evolving to match societal shifts and are becoming spaces that are more and more useful, helping to affect social change. They want the museum work to be visible, people centric and interactive with the ultimate goal being that all staff work with the public and that there is no ‘back of house’. He gave some ideas to the Committee that would consistently deliver an outstanding experience. Mr Schmidt spoke about the challenge they are having including earthquake strengthening, running out of collections storage, buildings not fit-for-purpose. He presented two options, A and B, with one being a new building repositioned and the other a mix of repurposing and new build. He mentioned the cost of the two options and what they would require from the Council and from fundraising and grants. Councillor Aleisha Rutherford entered the meeting again at 11.17am.
	Moved Rachel Bowen, seconded Leonie Hapeta. The COMMITTEE RECOMMENDS 1. That the Arts, Culture and Heritage Committee receive the deputation for information.
	Moved Rachel Bowen, seconded Grant Smith. 2. That the presentation be referred to the Long Term Plan process.
	Moved Vaughan Dennison, seconded Jim Jefferies. 3. That the Concept Plan be developed further into a staged Master Plan with business case support for the Long Term Plan consideration.
	Moved Grant Smith, seconded Rachel Bowen. 4. That the Chief Executive be instructed to report back to the August Council meeting on how to best achieve recommendation 3.
	Clause 19-17 above was carried 16 votes to 0, the voting being as follows: For: The Mayor (Grant Smith) and Councillors Susan Baty, Rachel Bowen, Brent Barrett, Adrian Broad, Gabrielle Bundy-Cooke, Vaughan Dennison, Lew Findlay QSM, Leonie Hapeta, Jim Jefferies, Lorna Johnson, Duncan McCann, Karen Naylor, Bruno Petrenas, Aleisha Rutherford and Tangi Utikere. The Mayor (Grant Smith) left the meeting at 12.11pm. Councillor Adrian Broad left the meeting at 12.11pm.

20-17

Deputation - Palmerston North History Project

Ms Margaret Tennant made a deputation to the Committee regarding the Palmerston North History Project sponsored by the Palmerston North Heritage Trust.

Ms Tennant spoke about their book which will include a social history approach and address issues arising from the more recent past, as well as the foundation period. She mentioned that it will be a well-illustrated and referenced book of nine essays of approximately 8,000 words each, plus introduction and conclusion.

Ms Tennant advised what funding they had already received from the Lotteries Heritage, the Mayor’s Office and Massey University. Along with help from the Heritage section of the City Library. Ms Tennant suggested that the Palmerston North City Council or the Mayor’s Office purchase at least 500 copies of the book for $30.00 per unit.

Councillor Duncan McCann left the meeting at 12.25pm.

Moved Rachel Bowen, seconded Lorna Johnson.

The COMMITTEE RECOMMENDS

1. That the Arts, Culture and Heritage Committee receive the deputation for information.

2. That the request for financial support be referred to the Chief Executive.

Clause 20-17 above was carried 13 votes to 0, the voting being as follows:

For:

Councillors Susan Baty, Rachel Bowen, Brent Barrett, Gabrielle Bundy-Cooke, Vaughan Dennison, Lew Findlay QSM, Leonie Hapeta, Jim Jefferies, Lorna Johnson, Karen Naylor, Bruno Petrenas, Aleisha Rutherford and Tangi Utikere.

21-17

Deputation - National Young Performer Awards

Ms Nikki Cunningham made a deputation to the Committee regarding the National Young Performer Awards.

Ms Cunningham mentioned that the awards was in their 41^st year of competition and the 4^th year in Palmerston North. It is the only competition of its kind in New Zealand with eight soloist art forms and troupes and must win the right to compete. The prize money is currently $45,000 every year. The competition would be held in Palmerston North on 20-22 October 2017. The venues used for the competition in Palmerston North are the Regent on Broadway, Globe Theatre and the Speirs Centre.

Ms Tennant presented some statistics of the visitors by region, type of accommodation used, average daily spend per person and how they travelled here. She highlighted that 93% that attended the competition came from outside of the Manawatu, the average daily spend per person was $166.90, 80% stayed in commercial accommodation, the average nights stayed were 3 nights and 53% travelled her by plane. The estimated economic impact on the Manawatu was $742,248 and in 2017 it could be $838,170.

Councillor Vaughan Dennison left the meeting at 12.43pm.

Councillor Duncan McCann entered the meeting again at 12.43pm.

Moved Rachel Bowen, seconded Aleisha Rutherford.

The COMMITTEE RESOLVED

1. That the Arts, Culture and Heritage Committee receive the deputation for information.

Clause 21.1 above was carried 13 votes to 0, the voting being as follows:

For:

Councillors Susan Baty, Rachel Bowen, Brent Barrett, Gabrielle Bundy-Cooke, Lew Findlay QSM, Leonie Hapeta, Jim Jefferies, Lorna Johnson, Duncan McCann, Karen Naylor, Bruno Petrenas, Aleisha Rutherford and Tangi Utikere.

The meeting adjourned at 12.43pm.

The meeting resumed at 1.50pm.

Councillor Aleisha Rutherford was not present when the meeting resumed.

Councillor Vaughan Dennison was present when the meeting resumed.

22-17

Military History Exhibition Facility Feasibility Study - extension of scope

Memorandum, dated 28 July 2017 from the Manager - Community Engagement, Ian Littleworth.

Moved Rachel Bowen, seconded Vaughan Dennison.

The COMMITTEE RECOMMENDS

1. That the memorandum titled “Military History Exhibition Facility Feasibility Study – extension of scope” and dated 28 July 2017 from the Manager – Community Engagement, Ian Littleworth, be received.

2. That the scope of the feasibility study be extended to also include wider museum/heritage issues and opportunities as well as a military history exhibition facility.

3. That the feasibility study be renamed “Military History/Heritage issues and options” to reflect the broader scope of the programme and report back to the November Arts, Culture and Heritage Committee meeting.

Clause 22-17 above was carried 13 votes to 0, the voting being as follows:

For:

Councillors Susan Baty, Rachel Bowen, Brent Barrett, Gabrielle Bundy-Cooke, Vaughan Dennison, Lew Findlay QSM, Leonie Hapeta, Jim Jefferies, Lorna Johnson, Duncan McCann, Karen Naylor, Bruno Petrenas and Tangi Utikere.

23-17

Presentation of Finalised Statements of Intent 2017-2020 for Council-Controlled Organisations (Cultural)

Report, dated 28 July 2017 from the Community Funding Coordinator, Rebecca Hofmann and the Management Accountant, Matt Duxfield.

Councillor Duncan McCann left the meeting at 2.18pm.

Moved Rachel Bowen, seconded Tangi Utikere.

The COMMITTEE RECOMMENDS

1. That the Statement of Intent 2017-2020 submitted by Caccia Birch Trust Board be approved and Council authorises an increase of $4,431 in Council budget for 2017/18.

2. That the Statement of Intent 2017-2020 submitted by Regent Theatre Trust be approved.

3. That the Statement of Intent 2017-2020 submitted by Globe Theatre Trust Board be approved.

4. That the Statement of Intent 2017-2020 submitted by Te Manawa Museums Trust be approved.

5. That Council authorise commencement of the process of exempting Caccia Birch as a reporting CCO under s 7 of the Local Government Act 2002 and Councillors confirm that the ongoing reporting requirements are to be similar to current requirements, and Council does not require an audit of Caccia Birch and the budgets reduced accordingly, subject to Audit New Zealand agreement.

Clause 23-17 above was carried 12 votes to 0, the voting being as follows:

For:

24-17	Funding for the Arts Memorandum, dated 28 July 2017 from the Community Funding Coordinator, Rebecca Hofmann. Councillor Duncan McCann entered the meeting again at 2.26pm.
	Moved Rachel Bowen, seconded Duncan McCann. The COMMITTEE RECOMMENDS 1. That the memorandum titled “Funding for the Arts” and dated 28 July 2017 from the Community Funding Coordinator, Rebecca Hofmann be received as information. 2. That the Appendix information is referred to the planned review of the Community Funding Policy.
	Clauses 24.1 and 24.2 above were carried 13 votes to 0, the voting being as follows: For: Councillors Susan Baty, Rachel Bowen, Brent Barrett, Gabrielle Bundy-Cooke, Vaughan Dennison, Lew Findlay QSM, Leonie Hapeta, Jim Jefferies, Lorna Johnson, Duncan McCann, Karen Naylor, Bruno Petrenas and Tangi Utikere.
	Moved Rachel Bowen, seconded Duncan McCann. 3. That the Chief Executive develop a policy to direct the PNCC contribution to the Creative Communities New Zealand scheme.
	Clause 24.3 above was carried 11 votes to 2, the voting being as follows: For: Councillors Susan Baty, Rachel Bowen, Brent Barrett, Lew Findlay QSM, Leonie Hapeta, Jim Jefferies, Lorna Johnson, Duncan McCann, Karen Naylor, Bruno Petrenas and Tangi Utikere. Against: Councillors Gabrielle Bundy-Cooke and Vaughan Dennison.
	Moved Tangi Utikere, seconded Jim Jefferies. Councillor Duncan McCann left the meeting again at 2.48pm.
	Note: On a motion: That the Meeting Fee Allowance for Creative Communities New Zealand members be extended to include those Elected Members appointed by Council to that Committee, subject to approval from the Remuneration Authority. The motion was lost 3 votes to 7, with 1 abstention, the voting being as follows: For: Councillors Susan Baty, Bruno Petrenas and Tangi Utikere. Against: Councillors Jim Jefferies, Brent Barrett, Gabrielle Bundy-Cooke, Vaughan Dennison, Lew Findlay QSM, Leonie Hapeta and Karen Naylor. Abstained: Councillor Lorna Johnson. Councillors Rachel Bowen and Duncan McCann declared a conflict of interest and withdrew from discussion and voting on the lost motion.

25-17

Committee Work Schedule

Moved Rachel Bowen, seconded Gabrielle Bundy-Cooke.

The COMMITTEE RESOLVED

1. That the Arts, Culture and Heritage Committee receive its Work Schedule dated August 2017.

Clause 25.1 above was carried 12 votes to 0, the voting being as follows:

For:

The meeting finished at 3.01pm.

Confirmed 13 November 2017

Chairperson

PALMERSTON NORTH CITY COUNCIL

Report

TO: Arts, Culture and Heritage Committee

MEETING DATE: 13 November 2017

TITLE: Presentation of Annual Reports 2016-2017 for Council-Controlled Organisations (Cultural)

DATE: 27 October 2017

AUTHOR/S: Rebecca Hofmann, Community Funding Coordinator, Libraries and Community Services

Matt Duxfield, Management Accountant, City Corporate

RECOMMENDATION(S) TO Council

1. That the 2016-17 annual reports submitted by Caccia Birch Trust Board, Globe Theatre Trust Board, Regent Theatre Trust and Te Manawa Museums Trust be received.

2. That the Council notes the performance achieved by each of the four cultural CCOs.

3. That the Council thanks the board members, staff and volunteers of the cultural CCOs for their contributions and commitment during the 2016-2017 year.

Summary of options analysis for

Problem or Opportunity

Council is required to monitor the performance of Council-Controlled Organisations (CCOs).

Presentation of their annual reports is an opportunity for the four cultural CCOs to report on their achievements and difficulties in comparison to their Statements of Intent.

OPTION 1:

That the 2016-17 annual reports submitted by Caccia Birch Trust Board, Globe Theatre Trust Board, Regent Theatre Trust and Te Manawa Museums Trust be received.

Contribution of Recommended Option to Council’s Strategic Direction

Each CCO contributes to the achievement of Council vision and goals.

The cultural CCOs provide the community with affordable access to high quality facilities for participating in a wide range of activities pivotal to the social, cultural, economic and educational life of the City.

Rationale for the recommendations

1. Overview of the problem or opportunity

1.1 The Local Government Act 2002 (LGA) governs the relationship between Council and its Council-Controlled Organisations (CCOs). Palmerston North City Council has four cultural CCOs: Caccia Birch Trust Board, Globe Theatre Trust Board, Regent Theatre Trust and Te Manawa Museums Trust.

1.2 Under the LGA, Council has a responsibility to undertake performance monitoring of its CCOs. CCOs develop their Statements of Intent (SOIs), which include performance outcomes and targeted service levels, and submit these to Council for approval. CCOs then report six monthly and annually against their SOIs.

1.3 Council’s role is to evaluate the contribution of each CCO to the achievement of:

● the Council’s objectives for the CCO;

● the desired results set out in the SOI; and

● the overall aims and outcomes of the Council.

1.4 CCO Trust Boards are invited to present their annual reports to the Council, and to speak to them. Council now has the opportunity to consider and comment on the annual reports for the 2016-17 year. At this stage the CCOs are reporting against their final SOIs for 2016–2019. Council approved those SOIs in September 2016.

1.5 Each of the annual reports are considered by the management staff and Board of each CCO. The final annual reports are subject to Board and auditor sign-off prior to submission to the Council. A CCO annual report must include:

● any information required by the SOI;

● audited consolidated financial statements for that financial year;

● an auditor’s report on the financial statements and the performance targets and other measures by which performance was judged; and

● information that is necessary to enable an informed assessment of the operations, including:

o comparison of the CCO’s performance with the SOI; and

o an explanation of any “material variances” between performance and the SOI.

2. Background and previous council decisions

2.1 A CCO is an organisation in 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.

2.2 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.

2.3 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. These parties come together to give their time and energy to strengthening the heritage, cultural and arts aspects of the City.

2.4 Previous Council Decisions

2.4.1 Council approved the Statements of Intent for 2016–2019 in September 2016.

2.4.2 The CCOs presented their six-month reports against this SOI to Council in April 2017.

3. CACCIA BIRCH TRUST BOARD

3.1 This report is against Caccia Birch’s SOI for 2016–2019. That SOI contains both “Annual Targets” and “Specified Objectives”. The auditors only required Caccia Birch to report against the Specified Objectives in their SOI. However, to give Council a fuller picture of their activities for the year, Caccia Birch has also reported against some Annual Targets.

3.2 We will work with Caccia Birch to streamline and refine their KPIs for the next SOI, prior to its submission at the end of February 2018.

3.3 Overview Of Performance For The 12 Months To June 2017

3.3.1 The Trust continues to maintain Caccia Birch House and its grounds to a high standard. The Board and staff take seriously their role as guardians, preserving this heritage asset for the City. The Trust has ambitious plans to improve the grounds, although this is dependent on funding. The planning for a new Coach House archive display is complete, and work will commence on this once further funding is secured. The Trust is looking forward to the potential opportunities presented by the upcoming housing development in Hokowhitu.

3.3.2 Challenges identified in the report include a small decline in wedding bookings (14 in 2016-17 compared to 16 in 2015-16) and private functions (29 in 2016-17 compared to 36 in 2015-16). However an increase in training seminars and meetings has offset this somewhat, leading to an overall occupancy decline of 3.78%.

3.3.3 Highlights for the year include the high number of open afternoons (20 in 2016-17 compared to 13 in 2015-16), doubling the target set by the Trust. The House was again utilised during Local History Week 2016. The Board hosted a Jazz event in March; however, there was low interest with just under 100 people attending. Caccia Birch successful hosted the annual Bridal Fair and, over winter, three classical musical recitals.

3.4 Key Financial Performance to June 2017

$	Actual	Budget
PNCC grant funding	94,754	93,538
Net surplus / (deficit)	(21,127)	(29,688)
Cash operating surplus / (deficit)	117	(8,436)
Cash funding surplus / (deficit) after capital expenditure	(123)	(8,436)

For the year to June 2017, Caccia Birch reported a net deficit of $21k, compared to a budgeted deficit of $30k. The cash operating had a small net surplus compared to a budgeted deficit of $8k. Compared to 2016, Caccia Birch revenue was slightly higher and expenses were lower. Net cash reserves remained steady at 9% of operating expenditure.

4. GLOBE THEATRE TRUST BOARD

4.1 Overview Of Performance For The 12 Months To June 2017

4.1.1 The Globe has undergone a period of change in this reporting period. The theatre’s new operational structure has now stabilised, and the Board has indicated it is looking at a new strategic direction. The Trust Board recognises the Globe’s vital place in the City’s art scene, and it is endeavouring to increase the accessibility and amenity of this community venue.

4.1.2 Challenges identified in the 2016-17 year included the scope of the accessible walkway project, which affected the Board’s ability to achieve two KPIs (funding for walkway and services delivered within 10% variance). KPIs around the establishment of customer satisfaction benchmarks and targets were also not met, but this a priority for the new manager.

4.1.3 Highlights for the year include a high rate of community use (75%), and the overall theatre usage is up slightly from 2015-16. The Trust has established two new MOUs with community users of the theatre. A new-look website was introduced this year, along with an online enquiry form for potential hirers. Third-party donations and fundraising was substantially higher this reporting period ($43.3k in 2016-17 compared to $14.6k in 2015-16). The Trust successfully promoted the Globe by sponsoring the Sunday Matinee Series and the Globe Awards.

4.2 Key Financial Performance to June 2017

$	Actual	Budget
PNCC grant funding	75,080	74,117
Net surplus / (deficit)	(1,542)	(16,234)
Cash operating surplus / (deficit)	32,792	15,788
Cash funding surplus / (deficit) after capital expenditure	(4,143)	15,788

For the year to June 2017, the Globe reported a net deficit of $1.5k, compared to a budgeted deficit of $16k. There was a cash operating deficit after capital expenditure of $4k. Net cash reserves currently equate to 6% of operating expenditure. Receivables increased by 40% and payables more than doubled compared to June 2016.

5. THE REGENT THEATRE TRUST

5.1 Overview Of Performance For The 12 Months To June 2017

5.1.1 The Regent Theatre Trust achieved a milestone this year, serving its two millionth visitor since the theatre’s reopening in 1998. A new bar and hospitality area opened during the reporting period, adding to the quality of services available to patrons.

5.1.2 Challenges identified in the report include a deficit suffered by the Regent on Broadway Promotions account. The Trust may revisit its risk assessment formula when deciding which shows to support in future. One KPI was not achieved (adding new subscribers to the database) due to an error with the subscription database. The Regent is working to have this error addressed.

5.1.3 Highlights for the year include growth in both the number of attendees and events hosted. There were 100,576 attendances to the Regent (up from 89,280 in 2015-16). Community events accounted for 75% of the auditorium usage days. This demonstrates the range of performance opportunities provided for locals in a professional theatre setting.

5.1.4 There are high levels of satisfaction with the theatre, as shown by the 97% visitor satisfaction rating achieved in the latest Communitrak survey. The Friends of the Regent continue to be a vital part of the Trust’s operations, contributing $75k this year to help fund the new hospitality area.

5.2 Key Financial Performance to June 2017

$	Actual	Budget
PNCC grant funding	215,761	212,996
Net surplus / (deficit)	76,911	(99,012)
Cash operating surplus / (deficit)	165,242	(19,012)
Cash funding surplus / (deficit) after capital expenditure	24,050	(19,012)

For the year to June 2017, the Regent reported a net surplus of $77k, compared to a budgeted deficit of $99k. From a cash perspective, the Regent had an operating surplus after capital of $24k, compared to a budgeted deficit of $19k. Since June 2016, both receivables and payables increased. Net cash reserves have decreased slightly during the year equating to 32% of operating expenditure.

6. TE MANAWA MUSEUMS TRUST

6.1 Overview Of Performance For The 12 Months To June 2017

6.1.1 Te Manawa had a busy year in which it continued to push the concept of a “museum without boundaries”. Te Manawa is committed to increasing the inclusiveness of its services and spaces. This work was recognised by winning the inaugural Arts Access Museum Award 2017 for its NOA Open Studio and the exhibition Inspired By. The Museum Aotearoa Conference 2017 was brought to Palmerston North this year, and delegates from around the country gathered at Te Manawa under the theme “He Waka Eke Noa, Museums of Inclusion”.

6.1.2 Challenges identified in the 2016-17 report include the balance of resourcing in the education and partnerships areas, which led to the non-achievement of some KPIs. However, Te Manawa has reviewed its education offer and is working to bed in the changes, including establishing a new learning hub. Revenue from touring exhibitions, venue hire and other front of house charges was also below target for the year, but this was offset by strong performance against their targets for third-party revenue. The income received from fundraising and sponsorship was $229k against a budget of $100k, and up from $200k in 2015-16.

6.1.3 Highlights for the year include two hugely successful exhibitions, Dinos and Frida Kahlo: Her Photos, which drew locals and visitors alike to take part in new and engaging experiences. Te Manawa performed well against their targets for increased visits, with 175,853 visits in person and 57,732 e-visits. Te Manawa also ran or took part in a number of unique events and festivals. It also grew new partnerships with community organisations to increase its value to the community. The Trust plans to make the most of opportunities presented by the need to undertake earthquake strengthening in the building.

6.2 Key Financial Performance to June 2017

$	Actual	Budget
PNCC grant funding	3,003,555	2,965,049
Net surplus / (deficit)	(52,446)	(3,793)
Cash operating surplus / (deficit)	276,554	298,321
Cash funding surplus / (deficit) after capital expenditure	(165,179)	69,821

For the year to June 2017, Te Manawa reported a net deficit of $52k, compared to a budgeted deficit of $4k. From a cash perspective, Te Manawa had a cash funding deficit, after capital expenditure, of $165k compared to a budgeted surplus of $70k. June 2017 receivables were 17% lower than at June 2016 and payables 54% lower. Net cash reserves equate to 18% of operating expenditure.

7. Conclusion

7.1 The cultural CCOs provide the community with affordable access to high quality facilities for participating in a wide range of activities pivotal to the social, cultural, economic and educational life of the City.

7.2 By receiving and considering the annual reports, the Council contributes to the requirement to regularly undertake performance monitoring of its four cultural CCOs.

8. Next actions

8.1 The Council will provide feedback to the CCOs on their annual reports 2016-17.

8.2 At the end of February 2018 the CCOs will submit:

· their draft SOIs for 2018–2021; and

· six-month reports on the current SOI (2017–2020).

8.3 These will be brought to the Committee in due course.

9. Outline of community engagement process

9.1 The Community Funding Coordinator and the Arts Coordinator hold monthly meetings with the managers of the cultural CCOs. These meetings give the attendees a chance to share information and identify opportunities for collaboration. One outcome has been increased communication between the cultural CCOs and other Council-funded arts organisations.

Compliance and administration

Does the Committee have delegated authority to decide? If Yes quote relevant clause(s) from Delegations Manual <Enter clause>	No
Are the decisions significant?	No
If they are significant do they affect land or a body of water?	No
Can this decision only be made through a 10 Year Plan?	No
Does this decision require consultation through the Special Consultative procedure?	No
Is there funding in the current Annual Plan for these actions?	Yes
Are the recommendations inconsistent with any of Council’s policies or plans?	No

Attachments

1.	Caccia Birch - Annual Report to 30 June 2017 ⇩
2.	The Globe - Annual Report to 30 June 2017 ⇩
3.	The Regent - Annual Report to 30 June 2017 ⇩
4.	Te Manawa - Annual Report to 30 June 2017 ⇩

Rebecca Hofmann

Community Funding Coordinator

Matt Duxfield

Management Accountant

PALMERSTON NORTH CITY COUNCIL

Report

TO: Arts, Culture and Heritage Committee

MEETING DATE: 13 November 2017

TITLE: Military History/Heritage - issues and options update

DATE: 6 November 2017

AUTHOR/S: Ian Littleworth, Manager - Community Engagement, Libraries and Community Services

RECOMMENDATION(S) TO Council

1. That the report Military History/Heritage - issues and options update be received

2. That the option to house a military heritage space within Te Manawa be considered as part of the Te Manawa 2025 concept.

3. That the option to explore future military heritage exhibition opportunities with Te Manawa be undertaken

4. That within Programme 1343 further research be undertaken to identify technology opportunities to showcase our military heritage and that any funding implications be referred to the 10 year plan

5. That Council requests Te Manawa to explore opportunities to support and collaborate with local museums and in particular ECMC

Summary of options analysis for

Problem or Opportunity	This report is to provide an update on progress of Programme 1343 Military History/Heritage Issues and Options and to seek Council direction on the next steps for this programme.
OPTION 1:	Standalone Palmerston North Military Museum
Community Views	General support from military heritage community
Benefits	Showcase our military heritage in a central location Builds on our status as Defence Capital of New Zealand
Risks	Underutilised facility Crossover/competition with Te Manawa/National Army Museum
Financial	$2,250,000 building costs (very indicative)
OPTION 2:	Independent Military Museum as part of Te Manawa
Community Views	Discussion with Te Manawa undertaken as part of research Wider community views not sought at this stage
Benefits	Showcase our military heritage in a central location Builds on our status as Defence Capital of New Zealand
Risks	Underutilised facility Crossover/competition with Te Manawa
Financial	Not provided
OPTION 3:	Military heritage activity as part of Te Manawa
Community Views	Discussion with Te Manawa undertaken as part of research Wider community views not sought wider at this stage
Benefits	Utilises existing museum expertise and exhibition space
Risks	Impact on Te Manawa
Financial	Not provided at this stage
OPTION 4:	Community hub with the RSA
Community Views	Not sought at this stage
Benefits	Community collaboration
Risks	Support not provided by the RSA
Financial	Not provided at this stage
OPTION 5:	Palmerston North collections hub
Community Views	Not sought at this stage
Benefits	Community collaboration
Risks	Expensive option and may be underutilised
Financial	Not provided at this stage
OPTION 6:	Collections relocated to National Army Museum
Community Views	Not sought at this stage
Benefits	Little benefit to city
Risks	ECMC will not continue
Financial	No implication
OPTION 7:	Digital/virtual platforms
Community Views	Not sought at this stage
Benefits	Potentially makes military heritage accessible to a wider audience
Risks	Technology evolves so platforms need to remain current
Financial	Further research required
OPTION 8:	Scales of War Gallipoli exhibition
Community Views	Not sought at this stage
Benefits	Nationally renowned exhibition Builds on our status as Defence Capital of New Zealand
Risks	Te Papa not interested in gifting exhibition to the city Level of long term public interest in this exhibition
Financial	Not provided
OPTION 9:	Provide museum/collections expertise to support the development of smaller collections
Community Views	Not fully sought at this stage
Benefits	Lifts the standard of museum services
Risks	Ability of small organisations to sustain their museums in the long term
Financial	Further research required

Rationale for the recommendations

1. Overview of the problem or opportunity

1.1 This report is to provide an update on progress of Programme 1343 Military History/Heritage Issues and Options and to seek Council direction on the next steps for this programme.

1.2 Research has been undertaken on the various issues and options relating to military history/heritage and the attached discussion document has been prepared for Council consideration.

1.3 The discussion document identified a broad range of options for Council consideration. Council guidance is needed as to the validity of any of these options so Council Officer’s work can be directed accordingly.

1.4 The following is a summary of the key points raised in the discussion document:

1.4.1 There is general support for the idea of a military museum from the PNDHAG and those consulted as part of preparing this discussion document

1.4.2 The largest military collection in the region is the Engineers Corp Memorial Centre (ECMC) currently housed at Linton Army Camp. This facility has approximately 60,000 objects and is housed in a cramped 350sqm space. ECMC has no immediate need to relocate its premises.

1.4.3 There are no other significant military collections in the region.

1.4.4 There is an obvious need to provide professional museum support and expertise to existing military museums/collections.

1.4.5 The discussion document recommends three preferred options.

1.4.5.1 Undertake additional consultation should the city wish to further explore the question of military heritage in relation to our place as the ‘defence capital of New Zealand’.

1.4.5.2 Explore utilising digital solutions to showcase our military heritage.

1.4.5.3 Utilising Te Manawa’s professional knowledge and expertise to support the development of smaller collections.

2. Background and previous council decisions

2.1 During the last annual plan submission process the Palmerston North Defence Heritage Advisory Group (PNDHAG) asked Council to undertake a feasibility study into a military history exhibition facility. The PNDHAG identified a number of existing opportunities which could be leveraged to further grow the city’s status as the Defence Capital of New Zealand.

2.2 Through the 2017/18 annual plan Council resolved that a new programme (Prog. 1343) of $20,000 be added to undertake a feasibility study into a military history exhibition facility.

2.3 Since the confirmation of the feasibility study a number of broader museum/heritage considerations have been identified which have relevance to this particular programme.

2.4 At the 14 August 2017 Arts, Culture and Heritage Committee meeting it was recommended that the scope of this programme be broadened from a feasibility study to an issues and options paper which would include those additional considerations. Council would then have a more holistic picture of the museum/military history/heritage landscape to consider.

2.5 The following Council resolutions were made:

That the memorandum Military History Exhibition Facility Feasibility Study - extension of scope be received

That the scope of the feasibility study be extended to also include wider museum/heritage issues and opportunities as well as a military history exhibition facility.

That the feasibility study be renamed Military History/Heritage issues and options to reflect the broader scope of the programme and report back to the November Arts, Culture and Heritage committee meeting.

3. Description of options

The following is a summary of the options outlined in the attached discussion document. Given that detailed analysis of each option is included in the discussion document it has not been duplicated here.

3.1 OPTION ONE: Standalone Palmerston North Military Museum
Provides a stand- alone facility preferably within the CBD which is a collaboration of collections and community organisations.

The ECMC is the most significant military collection in the region and would form the bulk of any proposed Military Museum. This would create a strong focus on engineering history which raises a question over how much museum would be a reflection of our broad military heritage?

The other collections are very small in size with some having existing storage and exhibition options e.g. Medical Museum.

Whilst a standalone military museum has a specific focus there is still a degree of crossover and/or competition with Te Manawa which raises the question of whether Te Manawa should then be the appropriate location for military heritage collections?

A standalone museum would require significant capital and ongoing operational funding.

The building costs below are purely indicative to illustrate potential costs. They based on the original size of ECMC and allowing additional space for other collections, staff areas and so forth. These figures DO NOT include staffing or operational costs, nor potential purchase of land?

Size		Cost
750sqm	$3,000 sqm	$2,250,000

Given the cost implication, questions over the level of need for a central military collection space and the intended focus of the collection itself this option is not recommended.

3.2 OPTION TWO: Independent Military Museum as part of Te Manawa
In a similar vein to the Rugby Museum this option is for an independent Military Museum space to be included within any proposed expanded Te Manawa complex.

This option raises similar pros and cons to Option One, although the cost implication is likely to be lower given it is not a stand-alone facility.

It is recommended that this option be included for consideration as part of the Te Manawa 2025 concept.

3.3 OPTION THREE: Military heritage activity as part of Te Manawa
This option combines Option (c) and (g) from the discussion document.

Te Manawa would take over control and ownership of military collections which would then be used for permanent, temporary or roving exhibitions. Te Manawa has been clear to state that it would not take all collections and in particular would only take a fraction of the ECMC collection. This would still require these collections to maintain current facilities.

Based on the limited benefit of this option this has not been considered further.

Option (g) has been included in this option as a major exhibition at Te Manawa is seen as a way to test the waters for community interest in viewing military material.

Te Manawa does already have two military exhibitions planned and these may prove a catalyst for future military themed exhibitions which would provide opportunities for other local museums to showcase our military heritage.

It is recommended that this option be considered.

3.4 OPTION FOUR: Community hub with Returned and Services’ Association (RSA)
This option suggests that a community hub be created in association with the RSA. It would likely mean that a new location would need to be found to house collections and the RSA.

This option has not been discussed specifically with the RSA and was not considered further as it would require the relocation of the RSA from the Distinction Hotel.

An alternative to this is that should Option One or Five be progressed then the RSA may choose to align with those?

3.5 OPTION FIVE: Palmerston North collections hub
This option proposes the establishment of a separate collection storage space which focuses on the conservation and curation of the various military collections, although this facility could house a wider range of heritage collections including from Te Manawa. The facility would allow limited public access and would support the creation of travelling exhibitions.

This option provides an opportunity to bring a range of collections under one roof both military and wider heritage including a possible storage option for Te Manawa.

There is an obvious cost implication which would likely be in excess of that indicated in Option One given the potential increased space requirement. No detailed cost figures have been prepared at this stage.

It is suggested that this is an option that could be considered as part of the Te Manawa 2025 concept?

3.6 OPTION SIX: Collections relocated to National Army Museum (NAM)
Collections are re-located to the National Army Museum at Waiouru.

This option was not considered further as it does not provide any benefit to the city, is not supported by ECMC nor has NAM expressed a desire to host these collections.

3.7 OPTION SEVEN: Digital/Virtual Platforms
This incorporates discussion document option (h) and (i) and proposes that collections stay as they are but focus is instead put on using technology, in particularly digital and virtual/augmented reality, as a vehicle to showcase collections and make our military heritage more accessible.

There are a wide range of opportunities that exist in the technology space which offer multiple delivery mechanisms both in a physical environment e.g. Te Manawa and the Library, and in the online space.

It is recommended that this option be explored further and any funding implications be referred to the 10 year plan.

3.8 CONSIDERATION: Scales of War Gallipoli Exhibition
Currently preliminary discussions are underway with Te Papa regarding Palmerston North having a role to play in the future of this exhibition once it is decommissioned in 2019.

The discussion document suggests that this could be consideration with Option One, Two, Three and Five. The document does raise questions over the level of ongoing public interest in the exhibition beyond 2018, availability of space to exhibit, the cost to house and maintain an exhibition of that size, and the level of connection with Palmerston North?

Before a decision is made it is recommended that discussions with Te Papa continue to understand whether this is a valid option or not at which time it can be reported back to Council.

3.9 CONSIDERATION: Provide museum and collections expertise to support the development of smaller collections
The need for professional museum/collection expertise and knowledge to support military collections was evident during the preparation of the discussion document.

If collections were to stay in their current locations then this may be an area to explore where value can be added to both the organisations and their operations.

Local museum and collections expertise resides predominantly with Te Manawa so it is recommended that Council requests Te Manawa to explore opportunities to support and collaborate with local museums and in particular ECMC.

4. Conclusion

4.1 The original submission from the PNDHAG asked for consideration of a military heritage exhibition facility, the scope of that study was expanded to address wider issues and options that subsequently arose.

4.2 Whilst the attached discussion document does not provide a clear case for a stand-alone military museum it includes a number of options that support the growth and accessibility of our military heritage collections.

4.3 The current Te Manawa 2025 concept also allows consideration of opportunities that support the growth and accessibility of our military collections.

5. Next actions

5.1 Programme 1343 would continue with a focus on recommendation Four. Any funding implications will be referred to the 10 year plan.

5.2 Council Officers will undertake to discuss with Te Manawa recommendations Two, Three and Five.

6. Outline of community engagement process

6.1 Community consultation has been limited to the military heritage community and specifically those listed in the consultation list attached.

6.2 No community engagement has been undertaken with the wider community. Should the final Council resolutions require it then community engagement will be undertaken.

Does the Committee have delegated authority to decide? If Yes quote relevant clause(s) from Delegations Manual <Enter clause>	No
Are the decisions significant?	No
If they are significant do they affect land or a body of water?	No
Can this decision only be made through a 10 Year Plan?	No
Does this decision require consultation through the Special Consultative procedure?	No
Is there funding in the current Annual Plan for these actions?	No
Are the recommendations inconsistent with any of Council’s policies or plans?	No

Attachments

1.	Military heritage discussion document ⇩
2.	Military heritage discussion document - consultation list ⇩

Ian Littleworth

Manager - Community Engagement

PALMERSTON NORTH CITY COUNCIL

Memorandum

TO: Arts, Culture and Heritage Committee

MEETING DATE: 13 November 2017

TITLE: Investigation into Military Heritage Precinct

DATE: 30 October 2017

AUTHOR/S: Matthew Mackay, Policy Planner, City Future

RECOMMENDATION(S) TO Council

1. That the Council continues to explore & invest in methods to raise awareness and communicate local military history as part of the delivery of existing programmes and activities.

2. That the Council does not proceed with an explicitly defined Military Heritage Precinct in the Central Business District.

3. That the Council note that the Chronology of Palmerston North’s Military and Defence History (1860 – 1975) is available on Manawatū Heritage.

1. ISSUE

The Palmerston North Area Defence History and Heritage Advisory Group (PNADHHAG) presented to the 14 March 2016 Community Development Committee Meeting with a request for Council to approve the creation of a heritage precinct in the Central Business District (CBD).

The Council instruction requested a report on the implications of creating a heritage (military) precinct in the CBD.

Council commissioned research by an independent historian to assist with this project, completing a Chronology of Palmerston North’s Military and Defence History (1860 – 1975). A copy of the Chronology is attached as Appendix 1.

The investigations have highlighted that more can be done to communicate and raise awareness of local military and defence history as part of the delivery of existing Council programmes and activities.

The research has identified that relevant military and defence sites are found all over Palmerston North, as opposed to only in the CBD. A heritage precinct or area requires a number of properties or sites in a specific geographical area in order to have a recognisable presence, character or identity. For this reason the creation of an explicitly defined Military Heritage Precinct in the CBD is not recommended as an appropriate course of action.

2. BACKGROUND

2.1 Deputation & Council Resolution

The PNADHHAG made a deputation to the Community Development Committee Meeting with a number of ideas and requests.

The group has the following purpose:

To strengthen collaborative partnerships and to continue to build and protect the City’s defence culture and heritage, through:

· Remembrance and commemoration

· Heritage protection and creation

· Education and building awareness

To concentrate on the “four C’s” of Communication, Connecting, Continuity and Coordination of all appropriate Defence activities within the area, past, present and future

Council passed the following resolution in response to the request to approve the creation of a military heritage precinct in the Central Business District:

That the Chief Executive be instructed to report to Council on the implications of creating a Heritage (military) precinct in the Central Business District. [Council Resolution 24-16, 29 March 2016]

2.2 Research Completed

As identified by PNADHHAG there are a number of sites and places across the city with connections to Palmerston North’s military and defence history. Some of these are buildings or monuments recognised in the District Plan and/or by Heritage NZ Pouhere Taonga. Others are streets or locations, for example Poppy Places. There is also an extensive source of information and research contained in museums and collections, publications, research (including academic and community), and archival databases.

Council engaged a historian to complete a compilation of known information to help evaluate the proposal to create a military heritage precinct. This resulted in a Chronology of Palmerston North’s Military and Defence History (1860 – 1975).

It is important to clarify that the document is not a complete historical account or an exhaustive inventory of military and defence activity in Palmerston North.

2.3 Council Approach to Heritage Communication and Awareness

The deputation by PNADHHAG highlights that more can be done to communicate and raise awareness of local history, particularly through on-the-ground interventions.

The Council has a number of distinct local history and heritage roles, for example archival, research, planning, community development, and heritage advice. Staff are also working toward a whole-of-council approach, whereby heritage outcomes can also be achieved through the delivery of Council projects. Examples of this could include:

· Placemaking (events, murals etc.) to share local history;

· Include story-telling into Manawatū River projects;

· Including heritage considerations in multi-disciplinary working – for example street upgrades, the development of the Arena, and building upgrades.

2.4 Implications of creating a military heritage precinct

The request to create a dedicated precinct must be considered in light of Council direction, being to adopt a more strategic approach to heritage by:

· Working with Rangitāne in a post-settlement environment;

· Developing a thematic based approach to heritage;

· Making use of a wider range of tools beyond District Plan protection;

· Working in a multi-disciplinary way;

· Taking the lighter, quicker, cheaper approach; and

· Collaborating with others in the wider Heritage Sector.

This direction is contained within Council Strategy and Plans (new vision and goals and strategies under development, Heritage Strategy, District Plan and the City Centre Framework). Heritage New Zealand and ICOMOS also provide guidance on heritage management.

A heritage precinct or area is one of many methods available for managing historic heritage. Heritage NZ defines a heritage area as groups of related historic places such as a geographical area with a number of properties or sites, a heritage precinct or a historical and cultural area.

Palmerston North currently has two formal heritage areas: the Savage Crescent Conservation Area, and the Northwest Square Heritage Area. Both areas were formally recognised following detailed historic investigation and an assessment of heritage values contained within the District Plan.

The heritage values recognised with both of these precincts is also the dominant or recognisable character of these areas. For this reason they operate as successful precincts.

The research completed to date has identified that relevant military and defence sites are found all over Palmerston North, as opposed to only being located in the CBD. This suggests that the precinct is not the appropriate course of action.

3. NEXT STEPS

The Chronology document is being used in a number of ways to improve working in this area:

· To help identify opportunities for future research;

· Identify opportunities for further work (e.g. additional District Plan protection, history walks, publications);

· A resource for Council projects as it looks to include story-telling in Council activity (for example street upgrades, the development of the Arena, storm water and river projects, murals, and building upgrades); and

· Help engage with the public to share their photographs, stories and information.

To this end, the document is now available on Manawatū Heritage which enables people to share and contribute. The Manawatū Heritage Development team are using the Chronology to explore opportunities for the next phases of development.

Staff are also using the Chronology document and Manawatū Heritage to test options for an improved GIS based inventory of heritage sites. Traditionally this has only been District Plan protected sites. An expanded inventory will help improve the links between completed research and incorporating this into the delivery of Council programmes.

4. Compliance and administration

Does the Committee have delegated authority to decide? If Yes quote relevant clause(s) from Delegations Manual	No
Are the decisions significant?	No
If they are significant do they affect land or a body of water?	No
Can this decision only be made through a 10 Year Plan?	No
Does this decision require consultation through the Special Consultative procedure?	No
Is there funding in the current Annual Plan for these actions?	Yes
Are the recommendations inconsistent with any of Council’s policies or plans?	No

Attachments

Chronology of Palmerston North Military and Defence History 1860 - 1975 ⇩

Matthew Mackay

Policy Planner

PALMERSTON NORTH CITY COUNCIL

Memorandum

TO: Arts, Culture and Heritage Committee

MEETING DATE: 13 November 2017

TITLE: Palmerston North Public Sculpture Trust

DATE: 24 October 2017

AUTHOR/S: Gillian Tasker, Arts Coordinator, Libraries and Community Services

RECOMMENDATION(S) TO Arts, Culture and Heritage Committee

1. That Council receive the memorandum Palmerston North Public Sculpture Trust for information.

1. ISSUE

The current funding agreement between Palmerston North City Council and Palmerston North Public Sculpture Trust will be completed with the transfer of the final sculpture for the city in 2018. The Palmerston North Public Sculpture Trust (PNPST) will continue with new trustees and a new request for funding will be submitted to the Long Term Plan process.

2. BACKGROUND

The nine sculptures installed over the past decade by the PNPST have contributed to the growing sense of pride in Palmerston North. Formed in 2006, the Trust set an aim to foster the appreciation, participation and expression of art and add to the vitality of the city centre.

Funds for the sculptures were raised by donations matched with a contribution of $50,000 per work from Palmerston North City Council. Assistance in lighting of each work was provided by Central Energy Trust. Together, the sculptures form a collection of high quality contemporary artworks for the city.

Of the three remaining PNPST trustees, Chairperson Junne Bendall and trustee William Bendall wish to retire from the Trust. With the support of the retiring trustees and the community, trustee Simon Barnett would like to ensure the work of the Trust continues and planning is underway to make this happen.

3. NEXT STEPS

The three remaining trustees of the PNPST will meet in early November to complete the transfer of the management of the Trust to incoming Trust Chairperson Simon Barnett. Three new trustees have been approached and have indicated they are happy to be appointed the Trust.

The PNPST intend to continue to acquire and install high quality sculptures in public areas of Palmerston North. They would like to commission a series of smaller works, installed over a shorter time frame of five years. They will be seeking the support of Palmerston North City Council for this new programme of up to $50,000 per year through the Long Term Plan Process. The intention of PNPST is to continue to match the Council’s contribution through fundraising.

Once the PNPST has completed its appointment of its new trustees then Council will start discussions for a new funding agreement with the trust with a start date of 1 July 2018.

Does the Committee have delegated authority to decide? If Yes quote relevant clause(s) from Delegations Manual <Enter clause>	No
Are the decisions significant?	No
If they are significant do they affect land or a body of water?	No
Can this decision only be made through a 10 Year Plan?	Yes
Does this decision require consultation through the Special Consultative procedure?	No
Is there funding in the current Annual Plan for these actions?	No
Are the recommendations inconsistent with any of Council’s policies or plans?	No

Attachments

Nil

Gillian Tasker

Arts Coordinator

PALMERSTON NORTH CITY COUNCIL

Memorandum

TO: Arts, Culture and Heritage Committee

MEETING DATE: 13 November 2017

TITLE: Arts Celebration for the City: Fringe Festival Opportunity

DATE: 6 November 2017

AUTHOR/S: Ian Littleworth, Manager - Community Engagement, Libraries and Community Services

COMMENDATION(S) TO Council

1. That the memorandum Arts Celebration for the City: Fringe Festival Opportunity be received for information

1. ISSUE

This memorandum is to update Councillors on progress in delivering Programme 1280 Winter Festival / Arts Celebration for the City and in particular to introduce a unique opportunity that has arisen to host a Fringe Festival to the city. This will be a significant event to celebrate our arts community.

Attached is a proposal received from Centrepoint Theatre outlining the benefits of a Fringe Festival to the city, what a festival would look like and how it would be delivered. A verbal presentation from Centrepoint Theatre would be included as part of presenting this report.

The delivery of Programme 1280 will be in two workstreams:

The first being the Regent Theatre’s birthday celebrations to be held in June 2018 and the second is a proposed Fringe Festival to be held in October 2018.

2. BACKGROUND

The following resolution was passed at the Committee of Council, 24 May 2017:

That programme 1280 be renamed Winter Festival/Arts Celebration for the City, including Regent Birthday Gala event and seeking external funding as appropriate.

The second part of the resolution arose from a submission made through the annual plan process by Mr Malcolm Hopwood to celebration the 20^th anniversary of the Regent’s refurbishment.

For 2017/18 $50,000 is allocated to this programme. Up to $18,000 will be allocated to the Regent Theatre’s celebration and up to $32,000 to a Fringe festival. At this point there is no additional funding request for the Fringe Festival.

To date work has progressed with Regent Theatre Board who are considering two ideas for their celebrations. Once they have reached a final decision Council Officers will work to support their planning and delivery.

Initial work was undertaken to look at a concept for an Arts Festival in June 2018 as an umbrella to tie together a range of arts events from across the city including the Regent’s celebrations. The more recent Fringe festival proposal offers that same opportunity for the city including strong local participation but positions the city and our arts offering in a more unique space.

3. NEXT STEPS

Council Officers will continue to work with both the Regent Board and Centrepoint Theatre on progressing the two works streams in Programme 1280.

4. Compliance and administration

Does the Committee have delegated authority to decide?	Yes
Are the decisions significant?	No
If they are significant do they affect land or a body of water?	No
Can this decision only be made through a 10 Year Plan?	No
Does this decision require consultation through the Special Consultative procedure?	No
Is there funding in the current Annual Plan for these actions?	Yes
Are the recommendations inconsistent with any of Council’s policies or plans?	No

Attachments

Palmy Fringe Festival proposal ⇩

Ian Littleworth

Manager - Community Engagement

PALMERSTON NORTH CITY COUNCIL

Report

TO: Arts, Culture and Heritage Committee

MEETING DATE: 13 November 2017

TITLE: Globe Theatre - Mobility Access to Main Auditorium

DATE: 27 October 2017

AUTHOR/S: Jocelyn Broderick, Senior Property Assets Officer, City Networks

John Brenkley, Parks & Property Manager, City Networks

RECOMMENDATION(S) TO Council

1. To increase the width of the main aisle in the Globe Theatre auditorium to accommodate wheel chair access, totally funded by Council under its budget contribution of 72k for Programme 1325 (Option 2)

Summary of options analysis for

Problem or Opportunity	The Globe Theatre currently complies with the Building Act requirements for accessibility. Due to design constraints for access to the main auditorium, disabled persons are the last patrons permitted to access the theatre and the first to leave after an event. To improve the situation Programme 1325 Mobility Access to Main Auditorium exists in the current Annual Plan with a budget of $143k. The budget assumes $72k will be funded from rates and the balance from external sources.
OPTION 1:	Construct a new external, enclosed walkway from the main reception to the auditorium, entering the auditorium from a new access point.
Community Views	Discussion held at the Globe with members of the Disability Persons Association (DPA) into achieving better access into the auditorium.
Benefits	Two access points to the auditorium. Improved access into the auditorium.
Risks	The walkway will be difficult to implement because of difficulties in meeting the gradient requirements inside the building and will also be very difficult to achieve given the current building shape and location of foundation blocks. A building consent will be required which will trigger a fire report.
Financial	Given the current building configuration the walkway option will cost significantly more than the allocated budget. The fire compliance work required will have implications for both the main auditorium and the rest of the building. No external funds have been secured to date.
OPTION 2:	Increase the width of the main aisle in the auditorium to accommodate wheel chair access (Solely funded by Council)
Community Views	Discussion held at the Globe with members of the Disability Persons Association (DPA) into achieving better access into the auditorium.
Benefits	To improve access into the main theatre for disabled persons. The new aisle will allow people in wheelchairs to sit with their friends and family and not require specific entry and exit times.
Risks	There are no significant risks with this option.
Financial	Council funding in the 2017/18 Annual Budget for improved accessibility is adequate to complete the project.
OPTION 3:	Increase the width of the main aisle in the auditorium to accommodate wheel chair access (Funded 50% by Council and 50% by external sources)
Community Views	Discussion held at the Globe with members of the Disability Persons Association (DPA) into achieving better access into the auditorium.
Benefits	To improve access into the main theatre for disabled persons. The new aisle will allow people in wheelchairs to sit with their friends and family and not require specific entry and exit times.
Risks	The external funds may not be secured preventing a start to the project.
Financial	Council funding in the 2017/18 Annual Budget for improved accessibility will reduce from $72k to $36k with an expectation of a further $36k being raised externally.
Contribution of Recommended Option to Council’s Strategic Direction	Council’s Events and Festivals Strategy has a focus on supporting a strong community sector. Addressing access to the Globe Theatre for persons with a disability clearly contributes to this focus of the Strategy.

Rationale for the recommendations

1. Overview of the problem or opportunity

1.1 Disabled persons access into the main auditorium at the Globe Theatre is restrictive and requires for people in wheelchairs to enter the building last and leave the building first. The Globe Theatre currently complies with the Building Act requirements for accessibility. To improve the situation Programme 1325 Mobility Access to Main Auditorium exists in the 2017/18 Annual Budget with a budget of $143k. The budget assumes $72k will be funded from rates and the balance from external sources being the responsibility of the Globe Theatre Trust Board.

1.2 The main aisle leading into the auditorium can be widened to accommodate all patrons attending shows at the theatre so that there is not a need for disabled persons to have to enter and leave the theatre at different times. Reference attachment 1

2. Background and previous council decisions

2.1 The Globe Theatre was significantly upgraded in 2012/13 resulting in a new 100 seat flat floor auditorium extension and a new glass fronted reception with a new café bar space. The scope however did not include improvements to the existing disabled access to the main auditorium. At that time the Globe Theatre Trust Board engaged a local architect who developed a concept plan for an alternative access for disabled persons to enter the auditorium via a separate entrance from a new covered walkway near the base of the front door of the stage. The external disability access was not part of the original scope of the project and was not budgeted for in the 2012/13 redevelopment.

3. Description of options

3.1 Build a separate external access way from the café / bar space to the auditorium via a new access point. This is the design instigated by the Globe Theatre Trust Board at the time of the 2012/13 development. Refer attachment 2

3.2 Widen the main aisle leading into the auditorium to accommodate wheel chairs and replace the existing seating with appropriate seating to accommodate both disabled persons and able bodied persons. Refer attachment 1

4. Analysis of options

4.1 At the time of the 2012/13 upgrade of the Theatre, the Globe Theatre Trust Board independently engaged the services of a local architect who developed a concept plan for an alternative access for disabled persons. Work on the main auditorium was outside the scope of the original project and therefore was not considered further. This alternative access lead from the cafeteria along the side of the Globe Theatre entering the auditorium near the base at the front of the stage. The design was conceptual and had not been taken to the detail design stage. The architect presented a ball park figure of $143k for the work.

4.2 Council staff met with members of the Globe Theatre Trust Board and the local architect to assess the practicality of the external walkway and it became apparent that because of the building layout and design the concept would be very difficult and expensive to achieve. The project would trigger a Building Consent and therefore a fire report would be required. Implementing the conditions to meet the fire compliance standards would add significantly to the cost of the project.

4.3 The current seating layout and slope of the floor make it very difficult to achieve the ramp gradient required under the Building Act to connect with the existing emergency exit which would act as a secondary entranceway to the theatre. The building has a steeply sloped roof with steel columns held in place with concrete foundations around the edge of the facility. The combination of low eaves, steel columns and foundations make the integration of the external walkway a very complicated and potentially very expensive option to design, consent and build.

4.4 There is an opportunity to widen the main aisle leading into the auditorium which will enable both disabled persons and able bodied persons to access the theatre at any time. This option also lets disabled persons sit with their friends whom they are attending the theatre with.

4.5 This option will involve taking an entire row of existing seats and replacing them with single removable seats that can be quickly relocated if required for wheelchair access. The seating in the row immediately in front of the main aisle would be moved forward to accommodate a wider aisle so that access to seats in this row could be gained at any time. This in turn would have a domino effect that would require the further 4 rows of seats to be shuffled forward, closer to the stage. There is room to accommodate these rows being moved.

4.6 The seating plan is currently with a seating specialist who is completing a design and costing plan for this work. After initial conversations with this specialist, the existing budget for improved disability access appears adequate to complete this work.

4.7 The current Annual Budget has a provision of $143k of which Council is responsible for $72k with the balance is to come from external sources being the responsibility of the Globe Theatre Trust Board. The budget was originally provided by the architect who designed the external walkway concept. It will not cover the external walkway; however the option of widening the central aisle is achievable with the $72k being Council’s contribution to Programme 1325.

4.8 Alternatively a further option would be to proceed with widening the main aisle in to the auditorium on the basis that the $72k budget is funded $36k by Council and $36k external funding being the responsibility of the Globe Theatre trust Board.

4.9 To date the Globe Theatre Trust Board has not secured any external funding for improving disability access to the theatre given that their financial efforts are directed to other activities at the theatre.

5. Conclusion

5.1 Globe Theatre currently complies with the Building Act requirements for disability access.

5.2 At the time of the 2012 /13 flat floor auditorium and café / bar extension an external covered walkway was proposed to link the café / bar space to the main auditorium. It was outside the scope of the project and did not proceed past concept design stage. Recent on site investigations have shown that this option would be difficult and expensive to achieve.

5.3 Following a further meeting with members of the Globe Theatre Trust Board, Disabled Persons Assembly and Council staff a second option of widening the existing main aisle and installing removable seats to allow wheelchair access was discussed. This option is a practical and cost effective method of achieving better disabled level of service to the main auditorium.

5.4 The option of widening the central aisle is achievable with the $72k Council budget contribution under programme 1325.

6. Next actions

6.1 Receive the completed design back from seating supplier and architect to incorporate widening the main aisle.

6.2 Meet with the Globe Theatre Trust Board, Disabled Persons Assembly and Councillors to share the design and seating plan.

6.3 Obtain prices from the market to complete the work and engage a Contractor.

7. Outline of community engagement process

7.1 A meeting was held on site with a local architect to discuss suitable options to improve disability access. The construction of a new external walkway and widening the main aisle were both considered as solutions.

7.2 A further meeting was held with Globe Theatre Trust Board, Disabled Persons Assembly, Councillors and Council officers. Both options of improving disabled access to the theatre were discussed.

7.3 The feedback received from those who attended the meeting considered both options. The meeting concluded that both options would be suitable and that both options would improve the disability access into the theatre.

7.4 Widening the aisle to the theatre was seen as an option that could be completed relatively quickly with minimal impact on the theatre. The group agreed that this is the preferred option.

Compliance and administration

Does the Committee have delegated authority to decide? If Yes quote relevant clause(s) from Delegations Manual <Enter clause>	No
Are the decisions significant?	No
If they are significant do they affect land or a body of water?	No
Can this decision only be made through a 10 Year Plan?	No
Does this decision require consultation through the Special Consultative procedure?	No
Is there funding in the current Annual Plan for these actions?	Yes
Are the recommendations inconsistent with any of Council’s policies or plans?	No

Attachments

1.	Attachment 1 Globe Theatre Aisle Location ⇩
2.	Attachment 2 Globe Theatre External Walkway Location ⇩

Jocelyn Broderick

Senior Property Assets Officer

John Brenkley

Parks & Property Manager

Rachel Bowen (Chairperson)
Jim Jefferies (Deputy Chairperson)
Grant Smith (The Mayor)
Susan Baty	Lorna Johnson
Brent Barrett	Duncan McCann
Adrian Broad	Karen Naylor
Gabrielle Bundy-Cooke	Bruno Petrenas
Vaughan Dennison	Aleisha Rutherford
Lew Findlay QSM	Tangi Utikere
Leonie Hapeta