AGENDA
Arts,
Culture and Heritage Committee
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Rachel Bowen
(Chairperson)
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Jim Jefferies (Deputy
Chairperson)
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Grant Smith (The Mayor)
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Susan Baty
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Vaughan Dennison
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Brent Barrett
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Karen Naylor
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Adrian Broad
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Bruno Petrenas
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Gabrielle Bundy-Cooke
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Tangi Utikere
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PALMERSTON NORTH CITY COUNCIL
Arts, Culture and
Heritage Committee
MEETING
12 November 2018
Order of Business
NOTE: The
Arts, Culture and Heritage Committee meeting coincides with the ordinary
meeting of the Economic Development Committee.
The Committees will conduct business in the following order:
- Economic Development Committee
- Arts, Culture and Heritage Committee
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. Declarations
of Interest (if any)
Members are reminded of their duty
to give a general notice of any interest of items to be considered on this
agenda and the need to declare these interests.
4. 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.)
5. Presentation
- Manawatu Art Trail Page 7
6. Presentation
– CEDA’s Distinguished Alumni of the Manawatu Project Page 9
7. Deputation
- Te Toa Manawatu Page 11
8. Confirmation
of Minutes Page 13
“That the minutes of the Arts,
Culture and Heritage Committee meeting of 10 September 2018 Part I Public be
confirmed as a true and correct record.”
9. Toa o
Manawatū - Council Update Page 21
Memorandum, dated 23 October 2018
presented by the General Manager - Community, Debbie Duncan.
10. Presentation of
2017-18 Annual Reports for Council-Controlled Organisations (Cultural) Page 25
Report, dated 24 October 2018 presented
by the General Manager - Community, Debbie Duncan.
11. Council Arts
Funding Page 221
Report, dated 24 October 2018 presented
by the General Manager - Community, Debbie Duncan.
12. Proposed Process
for s17A Stage 2 Review of the Arts and Culture Organisations Page 231
Memorandum, dated 19 October 2018
presented by the Head of Community Planning, Andrew Boyle.
13. Committee Work
Schedule Page 235
14. 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
(Heather Shotter), Chief Financial Officer (Grant Elliott), Acting Chief
Infrastructure Officer (Ray Swadel), Acting General Manager – Strategy
and Planning (David Murphy), General Manager - Community (Debbie Duncan),
Acting General Manager – Customer (Sheryl Bryant), Human Resources
Manager (Wayne Wilson), General Manager - Marketing and Communications (Sacha
Haskell), Acting Operations Manager (Ray McIndoe) 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.
Acting Governance
and Support Team Leader (David Murphy) and Committee Administrators (Penny
Odell, Rachel Corser and Courtney Kibby), 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].
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PALMERSTON NORTH CITY COUNCIL
Presentation
TO: Arts,
Culture and Heritage Committee
MEETING DATE: 12
November 2018
TITLE: Presentation
- Manawatu Art Trail
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RECOMMENDATION(S)
TO Arts, Culture and Heritage
Committee
1. That
the Arts, Culture and Heritage Committee receive the presentation for
information.
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Ms Gunhild Litwin will make a presentation to the Committee
regarding the Manawatu Art Trail.
Attachments
Nil
PALMERSTON NORTH CITY COUNCIL
Presentation
TO: Arts,
Culture and Heritage Committee
MEETING DATE: 12
November 2018
TITLE: Presentation
– CEDA’s Distinguished Alumni of the Manawatu Project
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RECOMMENDATION(S) TO Arts, Culture and Heritage Committee
1. That
the Arts, Culture and Heritage Committee receive the presentation for
information.
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Ms Janelle Deuchrass will make a presentation regarding
CEDA’s Alumni Project.
Attachments
Nil
PALMERSTON NORTH CITY COUNCIL
Deputation
TO: Arts,
Culture and Heritage Committee
MEETING DATE: 12
November 2018
TITLE: Deputation
- Te Toa Manawatu
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RECOMMENDATION(S) TO Arts, Culture and Heritage Committee
1. That
the Arts, Culture and Heritage Committee receive the deputation for
information.
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Mr Trevor Mills and Mr Timothy Wilson will make a Deputation
regarding the bronze sculpture project Te Toa Manawatu.
Attachments
Nil
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 10 September 2018, commencing at 9.00am
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Members
Present:
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Councillor Rachel Bowen (in the Chair),
The Mayor (Grant Smith) and Councillors Brent Barrett, Susan Baty, Adrian
Broad, Gabrielle Bundy-Cooke, Vaughan Dennison, Jim Jefferies, Karen Naylor,
Bruno Petrenas and Tangi Utikere.
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Non Members:
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Councillors Leonie Hapeta, Lorna Johnson,
Duncan McCann and Aleisha Rutherford.
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Apologies:
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Councillor Lew Findlay (early departure).
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Councillor Lew
Findlay was not present when the meeting resumed at 11.02am. He was present for
clause 22.
Councillor Tangi Utikere left the
meeting at 12.09pm during consideration of clause 25. He entered the meeting
again at 12.44pm during consideration of clause 27. He was not present for
clauses 25 and 26 inclusive.
Councillor Duncan
McCann left the meeting at 1.38pm during consideration of clause 29. He was not present for clause 29.
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22-18
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Apologies
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Moved Rachel Bowen, seconded Aleisha Rutherford.
The
COMMITTEE RESOLVED
1. That
the Committee receive the apologies.
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Clause 22-18 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.
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The meeting adjourned at 9.01am
The meeting resumed at
11.02am
When the meeting resumed
Councillor Lew Findlay was not present.
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23-18
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Public Comment
Public comment was received
from Ms Jean Kahui regarding the art gallery petition and her support for
keeping Te Manawa and the Art Gallery together.
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Moved Aleisha Rutherford, seconded Leonie Hapeta.
The
COMMITTEE RESOLVED
1. That
the public comment be received for information.
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Clause 23-18 above was carried 15 votes to 0, the voting being as
follows:
For:
The Mayor (Grant Smith) and
Councillors Brent Barrett, Susan Baty, Rachel Bowen, Adrian Broad, Gabrielle Bundy-Cooke,
Vaughan Dennison, Leonie Hapeta, Jim Jefferies, Lorna Johnson, Duncan McCann,
Karen Naylor, Bruno Petrenas, Aleisha Rutherford and Tangi Utikere.
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24-18
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Presentation - National Young Performer Awards 2018
Ms Nikki Cunningham and Ms
Maryanne Mechen made a presentation regarding the National Young Perfomer
Awards.
It was the 42nd
year of the competition and the 5th year of being held in
Palmerston North. Nominations for the awards were received through competitions
held around New Zealand and it was quite a strict process.
The economic impact of the
event was able to be measured over the past two years via the Central
Economic Development Agency survey.
It had been confirmed by the
Palmerston North City Council that a partnership agreement would be created
supporting the awards and this was expected shortly.
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Moved
Rachel Bowen, seconded Lorna Johnson.
Elected Members queried the
partnership agreement and requested further information be provided to Council,
along with a report on the Events and Festivals Strategy.
The COMMITTEE RECOMMENDS
1. That
the Arts, Culture and Heritage Committee receive the presentation for
information.
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Moved
Aleisha Rutherford, seconded Lorna Johnson.
2. That
the Chief Executive be instructed to provide further information regarding
the funding and timeframes for the partnership agreement between the National
Young Performer Awards and Palmerston North City Council, to be reported to
the September Council meeting.
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Moved
Leonie Hapeta, seconded Grant Smith.
3. That
the Chief Executive be instructed to report on the Events and Festivals
Strategy at the November 2018 Arts, Culture and Heritage Committee meeting.
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Clause 24-18 above was
carried 15 votes to 0, the voting being as follows:
For:
The
Mayor (Grant Smith) and Councillors Brent Barrett, Susan Baty, Rachel Bowen,
Adrian Broad, Gabrielle Bundy-Cooke, Vaughan Dennison, Leonie Hapeta, Jim
Jefferies, Lorna Johnson, Duncan McCann, Karen Naylor, Bruno Petrenas,
Aleisha Rutherford and Tangi Utikere.
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25-18
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Presentation
- Update on Fringe Festival
Councillor Tangi Utikere left the meeting at 12.09pm
Ms Kate Louise Eliott made a
presentation regarding the upcoming Fringe Festival.
Over 70
events were involved from around the country, with two international events.
The Festival programmes had been created and distributed and the focus was
now on the awards and the opening event. The majority of the funding for the
event had come from Palmerston North City Council.
Support
from the events team at Council had been reduced which had caused some
difficulties.
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Moved
Rachel Bowen, seconded Adrian Broad.
Elected Members requested
further information regarding the support being provided for the festival by
the events team and they were interested to see the outcomes of the festival.
The COMMITTEE RECOMMENDS
1. That
the Arts, Culture and Heritage Committee receive the presentation for
information.
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Moved
Aleisha Rutherford, seconded Leonie Hapeta.
2. That
the Chief Executive be instructed to provide a report on the support the
Palmerston North City Council events team is providing to the Fringe
Festival, to be reported to the September 2018 Council meeting.
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Moved
Rachel Bowen, seconded Lorna Johnson.
3. That the Chief Executive
be instructed to provide a report on the outcomes of the Fringe Festival to
the first Arts, Culture and Heritage Committee meeting in 2019.
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Clause 25-18 above was
carried 14 votes to 0, the voting being as follows:
For:
The Mayor (Grant Smith) and
Councillors Brent Barrett, Susan Baty, Rachel Bowen, Adrian Broad, Gabrielle
Bundy-Cooke, Vaughan Dennison, Leonie Hapeta, Jim Jefferies, Lorna Johnson,
Duncan McCann, Karen Naylor, Bruno Petrenas and Aleisha Rutherford.
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26-18
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Confirmation of Minutes
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Moved Rachel Bowen, seconded Vaughan Dennison.
The
COMMITTEE RESOLVED
1. That the
minutes of the extraordinary Arts, Culture and Heritage Committee meeting of
25 June 2018 Part I Public be confirmed as a true and correct record.
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Clause 26-18 above was carried 14 votes to 0, the voting being as
follows:
For:
The Mayor (Grant Smith) and
Councillors Brent Barrett, Susan Baty, Rachel Bowen, Adrian Broad, Gabrielle
Bundy-Cooke, Vaughan Dennison, Leonie Hapeta, Jim Jefferies, Lorna Johnson,
Duncan McCann, Karen Naylor, Bruno Petrenas and Aleisha Rutherford.
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27-18
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Presentation of Finalised Statement of Intent 2018-2021
for Council-Controlled Organisations
Report, dated 20 August 2018 presented
by the Manager - Community Engagement, Ian Littleworth and the Chief
Financial Officer, Grant Elliott.
Elected Members queried the
audit requirements for Caccia Birch and requested a report on the issue in
relation to all Council Controlled Organisations.
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Moved
Grant Smith, seconded Rachel Bowen.
The COMMITTEE RECOMMENDS
1. That the
report dated 20 August 2018 and titled `Presentation of Finalised Statement
of Intent 2018-2021 for Council-Controlled Organisations’ be
accepted.
2. That the
final Statement of Intent 2018-2021 submitted by Globe Theatre Trust Board be
approved.
3. That the
final Statement of Intent 2018-2021 submitted by Caccia Birch Trust Board be
approved.
4. That the
final Statement of Intent 2018-2021 submitted by Regent Theatre Trust be
approved.
5. That the final
Statement of Intent 2018-2021 submitted by Te Manawa Museums Trust Board be
approved.
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Moved
Rachel Bowen, seconded Grant Smith.
6. That the Chief
Executive be instructed to provide an issues and options report on the audit
issues facing Palmerston North City Council Controlled Organisations.
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Clause 27-18 above was carried 15 votes to 0, the
voting being as follows:
For:
The Mayor (Grant Smith) and
Councillors Brent Barrett, Susan Baty, Rachel Bowen, Adrian Broad, Gabrielle
Bundy-Cooke, Vaughan Dennison, Leonie Hapeta, Jim Jefferies, Lorna Johnson,
Duncan McCann, Karen Naylor, Bruno Petrenas, Aleisha Rutherford and Tangi
Utikere.
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28-18
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Approval of Letters of Expectation for Council-Controlled
Organisations
Memorandum, dated 20 August
2018 presented by the Manager - Community Engagement, Ian Littleworth.
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Moved
Rachel Bowen, seconded Leonie Hapeta.
The COMMITTEE RECOMMENDS
1. That the memorandum
dated 20 August 2018 and titled `Approval of Letters of Expectation for
Council-Controlled Organisation’ be accepted
2. That
the Letters of Expectation for Globe Theatre Trust, Caccia Birch Trust,
Regent Theatre Trust and Te Manawa Museums Trust be approved for distribution
to these cultural Council-Controlled Organisations, subject to the following
amendments:
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That Council’s responsibility as building owner be
reflected in each Letter of Expectation
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That the heritage purpose of the Regent Theatre and Te
Manawa be reflected in their Letters of
Expectation.
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Moved
Leonie Hapeta, seconded Karen Naylor.
- Add
`Joint Marketing of Cultural Council Controlled Organisations’ to point
3 `Working Together’ in the Letter of Expectation for all Council Controlled
Organisations.
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Moved Jim Jefferies, seconded Gabrielle Bundy-Cooke.
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That a redraft of the Letter of Expectations be made to
reflect a partnership approach.
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Moved
Rachel Bowen, seconded Jim Jefferies.
- That
the Chairperson and Deputy Chairperson of the Arts, Culture and Heritage
Committee be authorised to make minor amendments to the Letters of
Expectations for Council Controlled Organisations.
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Clause 28-18 above was
carried 15 votes to 0, the voting being as follows:
For:
The Mayor (Grant Smith) and
Councillors Brent Barrett, Susan Baty, Rachel Bowen, Adrian Broad, Gabrielle
Bundy-Cooke, Vaughan Dennison, Leonie Hapeta, Jim Jefferies, Lorna Johnson,
Duncan McCann, Karen Naylor, Bruno Petrenas, Aleisha Rutherford and Tangi
Utikere.
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29-18
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Committee Work Schedule
Councillor Duncan McCann left
the meeting at 1.38pm
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Moved
Rachel Bowen, seconded Aleisha Rutherford.
The COMMITTEE RECOMMENDS
1. That
the Arts, Culture and Heritage Committee receive its Work Schedule dated
September 2018.
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Clause 29.1 above was carried 14 votes to 0, the
voting being as follows:
For:
The
Mayor (Grant Smith) and Councillors Brent Barrett, Susan Baty, Rachel Bowen,
Adrian Broad, Gabrielle Bundy-Cooke, Vaughan Dennison, Leonie Hapeta, Jim
Jefferies, Lorna Johnson, Karen Naylor, Bruno Petrenas, Aleisha Rutherford
and Tangi Utikere.
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Moved
Lorna Johnson, seconded Aleisha Rutherford.
2. That
in relation to the report back on s17a reviews, cultural Council Controlled
Organisations are to be reviewed at the same time and an interim report be
presented to the November 2018 Arts, Culture and Heritage Committee meeting.
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Clause 29.2 above was carried 13 votes to 1, the
voting being as follows:
For:
The
Mayor (Grant Smith) and Councillors Brent Barrett, Susan Baty, Rachel Bowen,
Adrian Broad, Gabrielle Bundy-Cooke, Leonie Hapeta, Jim Jefferies, Lorna
Johnson, Karen Naylor, Bruno Petrenas, Aleisha Rutherford and Tangi Utikere.
Against:
Councillor Vaughan Dennison.
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The meeting finished at 1.40pm
Confirmed 12 November 2018
Chairperson
PALMERSTON NORTH CITY COUNCIL
Memorandum
TO: Arts,
Culture and Heritage Committee
MEETING DATE: 12
November 2018
TITLE: Toa
o Manawatū - Council Update
DATE: 23
October 2018
PRESENTED BY: Debbie
Duncan, General Manager - Community
APPROVED BY: Heather
Shotter, Chief Executive
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RECOMMENDATION(S) TO COUNCIL
1. That the
Arts, Culture and Heritage Committee receive the memorandum titled `Toa o
Manawatū – Council Update’ dated 23 October 2018 for
information.
2. That
Council provide a letter of support for this project, to be signed by the
Mayor.
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1. ISSUE
This memorandum supports the
deputation made by Mr Tim Wilson and Mr Trevor Mills.
Mr Wilson and Mr Mills
propose to create a unique memorial sculpture representing contemporary
military service. They will be leading the project, with support and
advice from Council Officers.
2. BACKGROUND
Mr Wilson and Mr Mills are
veterans of the East Timor campaign, and Mr Mills continues to serve with the
New Zealand Defence Force. Both are amateur artists and have exhibited at
Square Edge and at Bowen House in Wellington.
Earlier this year Mr Wilson and
Mr Mills met with Council Officers to discuss their application for 2018
Creative Communities (CCNZ) funding towards this sculpture project. The
application demonstrated a well-conceived project, but sought funding at a
level not provided by the Palmerston North Creative Communities funding scheme.
The sculpture is to commemorate
all deployments from the Manawatū, for campaigns since 1974 (i.e.
post-Vietnam), with a life-size and realistic bronze depiction of a serving
soldier (tentatively titled Toa o Manawatū). The soldier will represent
all of the armed services.
Since the initial meeting
Officers have remained in close communication with Mr Wilson and Mr Mills as
they have continued to work on securing support and funding for the project.
The project cost is
approximately $72,000 for the production and delivery of the sculpture.
There is no current funding, but applications have been submitted to the Earl
Creativity Trust and to Creative New Zealand (notification for both funds is
due in November).
Mr Wilson and Mr Mills have
received support from 1RNZIR (Linton) and RNZRSA
3. NEXT
STEPS
They now seek Council
assistance with:
1. Letter
of support from the Mayor to be included with funding applications;
2. Confirmation
of the preferred location of along the shared path next to the Manawatū
River between the He Ara Kotahi Bridge and Linton;
3. Liaison
with Rangitāne over the proposed location;
4. Determination
of appropriate timeframes and completion date;
5. Site
preparation;
6. Council
will take responsibility for the statue and the ongoing maintenance.
7. A
funding contribution of up to $5,000 towards this project
The sculpture will need to meet
building and resource consent and compliance obligations, with the cost to be
met by the sculptors.
Officers are able to assist
with site location and liaison with Rangitāne whilst funding for site
preparation can be provided from within internal Council resources.
Funding of up to $5,000 can
also be provided from within the current Arts Initiatives programme. Further
funding requests may be made dependent on the result of ongoing fundraising
efforts. No Council funding is allocated specifically for this project, nor can
funding beyond the level of $5,000 be supported from existing resources.
The Sculpture Trust are aware
of this initiative, but haven’t expressed any interest in supporting it
as the project falls outside their CBD focus.
4. Compliance
and administration
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Does the Committee have
delegated authority to decide?
If Yes quote relevant clause(s)
from Delegations Manual <Enter
clause>
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No
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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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No
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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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The recommendations contribute
to Goal 2: A Creative and Exciting City
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The recommendations contribute
to the outcomes of the Creative and Liveable Strategy
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The recommendations contribute
to the achievement of action/actions in the Arts Plan
The action is:
· Work collaboratively
across the Manawatū region for arts related and celebratory activities,
programmes, projects and events.
· Create and
foster new and existing pathways that nurture new, developing and emerging
artist and art forms and promote opportunities for people to participate in
arts and cultural experiences in Palmerston North.
And from the Culture and Heritage Plan:
· Facilitate and
enable local history.
· Work with others
to celebrate and promote local history.
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Contribution to strategic
direction
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Council assistance with this
project will contribute to creating a new work of art for the public art
collection. Developing artists will be supported to create the work.
Links with the armed services
based in the region will be strengthened and their history and connection to
Palmerston North and the Manawatū celebrated.
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Attachments
Nil
PALMERSTON NORTH CITY COUNCIL
Report
TO: Arts,
Culture and Heritage Committee
MEETING DATE: 12
November 2018
TITLE: Presentation
of 2017-18 Annual Reports for Council-Controlled Organisations (Cultural)
DATE: 24
October 2018
PRESENTED BY: Debbie
Duncan, General Manager - Community
APPROVED BY: Heather
Shotter, Chief Executive
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RECOMMENDATION(S) TO Council
1. That the
report `Presentation of the 2017-18 Annual Reports for the Council-Controlled
Organisations (Cultural)’ dated 24 October 2018 be received.
2. That the
2017-18 annual reports submitted by Globe Theatre Trust Board, Te Manawa
Museums Trust Board, Caccia Birch Trust Board and Regent Theatre Trust Board
be received.
3. That
Council notes the performance achieved by each of the four cultural CCOs.
4. That
Council thanks the board members, staff and volunteers of the cultural CCOs
for their contributions and commitment during the 2017-18 year.
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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 Council
is required to monitor the performance of the cultural CCOs 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.
1.3 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 2017-18 year. At this stage the CCOs are reporting against
their final SOIs for 2017-20. Council approved those SOIs in September 2017.
1.4 Each
of the annual reports were considered by the management team 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 Previous
Council Decisions
2.1.1 Council
approved the final CCO Statements of Intent for 2017-20 in September 2017.
2.1.2 The CCOs presented their
six-month reports against these SOIs to Council in April 2018.
2.2 Officers
have summarised the 2017-18 annual reports received from each cultural CCO in
the following pages. The full annual reports for each CCO are appended to this
report.
2.3 This
report follows the format introduced with the presentation of the six monthly
reports in April 2018. The narrative summaries are now accompanied by
performance target and financial dashboards using the same KPIs as presented
with the six month reports.
3. Globe Theatre Trust Board
3.1 Annual
Report to 30 June 2018
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GLOBE: SUMMARY OF
ACTIVITIES – ANNUAL
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In July 2017 the Board emerged from a restructure process
and with a new staff team focused on community outreach, stakeholder
engagement and growing communications.
The result of this work is demonstrated by a significant
increase in usage figures and performance nights, and community use at 83% of
total usage.
Work continues of the Theatre’s redevelopment plans
with improved access to Globe 1, roof leaks repaired, sound system in Globe 1
has been revamped, and a second projector was purchased.
The opening of the café provides a fabulous asset
to the theatre operations, which have been extended to now a ticket sales
facility.
COGS
funding enabled a programme of initiatives to seek hirer and patron feedback
into the Board’s review of its strategic plan. In future, the Globe
will be able to use this information to clearly track and build on its
objectives.
|
|
GLOBE: PERFORMANCE
TARGET DASHBOARD – ANNUAL
|
|
The
3 Year Trend = à
Steady ä
Improving æ
Declining
|
|
Measure
|
|
YTD
30 Jun 2017
|
YTD
3 Jun 2018
|
3 Year Trend
|
Comments on trend
|
|
Community usage
|
Actual
Target
|
75%
60%
|
83%
60%
|
ä
|
High figure in 2015/16
results trending up again
|
|
Usage nights
|
Actual
Target
|
273
250
|
514
250
|
ä
|
Steady increase year-on-year
|
|
Performance nights
|
Actual
Target
|
138
165
|
175
165
|
ä
|
High figure in 2015/16
results trending up again
|
|
Events co-promoted by Trust
|
Actual
Target
|
7
2
(full year)
|
29
2
(full year)
|
ä
|
Steady increase year-on-year
|
|
Hirers
|
Actual
Target
|
70
None
set
|
87
None
set
|
ä
|
Steady increase
(no 2015 data)
|
|
New hirers
|
Actual
Target
|
28
None
set
|
45
None
set
|
ä
|
Steady increase
(no 2015 data)
|
|
GLOBE: FINANCIALS
– ANNUAL
|
|
2017/18
|
2017/18
|
|
2016/17
|
Actual 2016/17-2017/18
|
|
Summary Financials ($000)
|
Actual
|
Budget
|
Var.
|
Actual
|
Var.
|
|
|
|
|
|
|
|
|
Financial Performance
|
|
|
|
|
|
|
PNCC grant
|
77
|
77
|
|
75
|
2
|
|
Total Revenue
|
182
|
276
|
(94)
|
176
|
6
|
|
Total Expenses
|
210
|
202
|
(7)
|
177
|
(32)
|
|
Net Surplus (Deficit)*
|
(28)
|
74
|
(102)
|
(2)
|
(26)
|
|
|
|
|
|
|
|
|
Financial Position
|
|
|
|
|
|
|
Current Assets
|
43
|
37
|
6
|
48
|
(5)
|
|
Total Assets
|
271
|
403
|
(132)
|
295
|
(24)
|
|
Current Liabilities
|
43
|
15
|
(28)
|
39
|
(4)
|
|
Total Liabilities
|
43
|
15
|
(28)
|
39
|
(4)
|
|
Equity
|
228
|
388
|
(160)
|
226
|
2
|
|
|
|
|
|
|
|
|
Cash Flows
|
|
|
|
|
|
|
Total Net Cash Flows
|
1
|
1
|
|
14
|
(13)
|
|
Opening Cash
|
32
|
25
|
7
|
18
|
14
|
|
Closing Cash
|
33
|
25
|
8
|
32
|
1
|
|
· Operating revenue was 94k less than budget, due to delay
in lighting upgrade, leading to an overall unfavourable financial performance
against budget.
|
|
· Working capital (current assets minus current
liabilities) reduced by $9k to zero.
|
|
· The 2-year cumulative cash increase was $15k.
|
|
GLOBE: ISSUES &
OUTLOOK – ANNUAL
|
|
An
increased operating grant is provided from 2018/19 to support the ongoing
renewals programme.
Progress
has been made to address rigging issues in Globe 1 as part of looking at the
structural integrity of Globe 1. It is anticipated that Globe 1 will be
closed in January 2019 to allow this work to happen. Other building work in
2018/19 will include the installation of air conditioning in Globe 1.
Work
is ongoing in growing the outreach programme with the community to build
theatre usage.
|
4. Te Manawa Museums Trust
4.1 Annual
Report to 30 June 2018
|
TE MANAWA: SUMMARY
OF ACTIVITIES – ANNUAL
|
|
A strong exhibitions programme
has continued through the year with The Topp Twins – an Exhibition for
New Zealand being added to the touring ensemble. The communications campaign
around this particular exhibition saw Te Manawa recognised as a finalist in the
International Design Communications Awards.
The flagship science exhibition
Sunlight – Ihi Kōmaru continues to delight audiences in Auckland
and Christchurch.
Te Manawa presented a range of
events and exhibitions, resulting in a strong performance against its visitor
targets.
A number of significant
collections have been donated to Te Manawa to care for on behalf of the city.
Of significance is two works by photographer Dr Fiona Pardington, a superb
Kahu poni cloak, two pouwhenua by Matt Pine and a large urn by Paul Maseyk.
The permanent collection increased to 49,181 items.
Review of partnership agreement
with Rangitāne was completed and document signed in September 2017.
Review of other strategic partnerships was completed in June 2018.
|
|
TE
MANAWA: PERFORMANCE TARGET DASHBOARD – ANNUAL
|
|
The 3 Year Trend
= à Steady ä Improving æ Declining
|
|
Measure
|
|
YTD
30 Jun 2017
|
YTD
30 Jun 2018
|
3 Year Trend
|
Comments on trend
|
|
Visits to TM incl e-visits
|
Actual
Target
|
175,853
170,000
|
192,592
172,000
|
ä
|
Return to an upward trend
again after high High YTD 2016 result)
|
|
Visits to exhibitions at
other venues
|
Actual
Target
|
75,240
100,000
|
251,141
100,000
|
ä
|
Not achieved in 2016/17 but
upward trend for 17/18
|
|
Online reach
|
Actual
Target
|
581,129
160,000
|
524,746
160,000
|
æ
|
Downward trend but still
above target
|
|
Third-party revenue
|
Actual
Target
|
$972,000
$546,000
|
$660,000
$577,000
|
æ
|
High YTD 2016 result (due to Dinos)
then downward trend. Still above target
|
|
Visitor satisfaction (TM
surveys)
|
Actual
Target
|
96%
>96%
|
99%
>96%
|
ä
|
Steady increase year-on-year
|
|
Activity participation
|
Actual
Target
|
23,676
20,000
|
18,700
21,000
|
æ
|
Decline in actuals from
2016/17. Below target for 2017/18
|
|
TE MANAWA:
FINANCIALS – ANNUAL
|
|
|
2017/18
|
2017/18
|
Budget
|
2016/17
|
Actual 2016/17-2017/18
|
|
Summary Financials ($000)
|
Actual
|
Budget
|
Var.
|
Actual
|
Var.
|
|
|
|
|
|
|
|
|
Financial Performance
|
|
|
|
|
|
|
PNCC grant
|
3,064
|
3,046
|
18
|
3,004
|
60
|
|
Total Operating Revenue
|
3,723
|
3,623
|
100
|
3,975
|
(252)
|
|
Total Operating Expenses
|
3,930
|
3,651
|
(279)
|
4,034
|
103
|
|
Net Operating Surplus (Deficit)
|
(207)
|
(28)
|
(179)
|
(58)
|
(149)
|
|
|
|
|
|
|
|
|
Financial Position
|
|
|
|
|
|
|
Current Assets
|
949
|
1,130
|
(181)
|
1,068
|
(118)
|
|
Total Assets
|
18,419
|
16,844
|
1,575
|
16,787
|
1,664
|
|
Current Liabilities
|
521
|
425
|
(97)
|
413
|
(109)
|
|
Total Liabilities
|
525
|
428
|
(97)
|
417
|
(107)
|
|
Equity
|
17,895
|
16,416
|
1,479
|
16,370
|
1,525
|
|
|
|
|
|
|
|
|
Cash Flows
|
|
|
|
|
|
|
Total Net Cash Flows
|
(238)
|
184
|
(422)
|
(216)
|
(21)
|
|
Opening Cash
|
591
|
660
|
(69)
|
808
|
(216)
|
|
Closing Cash
|
354
|
845
|
(491)
|
591
|
(238)
|
|
· Financial performance was unfavourable against budget.
|
|
· Working capital (current assets minus current liabilities) decreased by
$227k, despite budgeting for an increase.
|
|
· Cash and cash equivalents decreased by $238k in the year,
and the 2-year cumulative cash reduction is $454k.
|
|
TE MANAWA: ISSUES
& OUTLOOK – ANNUAL
|
|
Shaping
the long-term future of Te Manawa is a high priority for the Trust, and some
planned activities have been deferred for consideration as part of TM2025.
Work
continues on the Rangitāne Cultural Centre concept – Te Ahikaea
The
art gallery will be reopened after maintenance work is completed. This will
provide the ability to show more of the collection in the form of long term
installations.
Reaching
LEOTC (Learning Experiences Outside the Classroom) targets continues to be a
challenge. From 1 January 2018 this programme is covered by new contract
arrangements, including a lower visit target.
Work
will continue in growing community relationships and translating those into
exhibitions, programmes and activities that met the needs of the local
community.
|
5. Caccia Birch Trust Board.
5.1 Annual
Report to 30 June 2018
|
CACCIA BIRCH:
SUMMARY OF ACTIVITIES – ANNUAL
|
|
Caccia Birch Trust Board continued to encourage access to
the property which has seen an increase in occupancy and usage day with total
attendees to the House of 11,349.
Review of the Trust Board’s strategic plan was
completed in December 2017.
The Trust has secured funding for th first part of the new
display in the CoachHouse Archive.
The Trust
Board continues to manage the maintenance of the house and grounds to ensure
that this heritage property is preserved for coming generations. The house is
in excellent condition and the Board continues to plan for improvements, such
as a new recycling facility and landscaping.
|
|
CACCIA BIRCH:
PERFORMANCE TARGET DASHBOARD – ANNUAL
|
|
The 3 Year Trend = à Steady ä Improving æ Declining
|
|
Measure
|
|
YTD
30 Jun 2017
|
YTD
30 Jun 2018
|
3 Year Trend
|
Comments on trend
|
|
Open afternoons
|
Actual
Target
|
20
10 (full year)
|
15
10 (full
year)
|
æ
|
Downwards trend
|
|
Average occupancy
|
Actual
Target
|
63%
None set
|
73%
None set
|
ä
|
Steady upwards trend
|
|
Usage days
|
Actual
Target
|
230
None set
|
267
None set
|
ä
|
Steady upwards trend
|
|
Proportion of usage: Training
and seminars
|
Actual
Target
|
45%
None set
|
46%
None set
|
ä
|
Slight upwards trend
|
|
Proportion of usage: Meetings
|
Actual
Target
|
38%
None set
|
3o%
None set
|
æ
|
Downwards trend
|
|
Proportion of usage:
Community discounted
|
Actual
Target
|
N/A
None set
|
6%
None set
|
|
No 3 year trend available
|
|
Proportion of usage: Private
functions and weddings
|
Actual
Target
|
12%
None set
|
10%
None set
|
æ
|
Slight downwards trend
|
|
Proportion of usage: Events,
tours and open days
|
Actual
Target
|
5%
None set
|
8%
None set
|
ä
|
Slight upwards trend
|
|
CACCIA BIRCH: FINANCIALS – ANNUAL
|
|
2017/18
|
2017/18
|
Budget
|
2016/17
|
Actual
2016/17-2017/18
|
|
Summary Financials ($000)
|
Actual
|
Budget
|
Var.
|
Actual
|
Var.
|
|
|
|
|
|
|
|
|
Financial Performance
|
|
|
|
|
|
|
PNCC grant
|
98
|
101
|
(3)
|
104
|
(6)
|
|
Total Revenue
|
288
|
286
|
3
|
266
|
22
|
|
Total Expenses
|
294
|
307
|
13
|
287
|
(7)
|
|
Net Surplus (Deficit)
|
(6)
|
(21)
|
15
|
(21)
|
15
|
|
|
|
|
|
|
|
|
Financial Position
|
|
|
|
|
|
|
Current Assets
|
81
|
66
|
16
|
17
|
65
|
|
Total Assets
|
189
|
173
|
16
|
182
|
6
|
|
Current Liabilities
|
50
|
26
|
(24)
|
37
|
(13)
|
|
Total Liabilities
|
50
|
26
|
(24)
|
37
|
(13)
|
|
Equity
|
139
|
148
|
(9)
|
145
|
(6)
|
|
|
|
|
|
|
|
|
Cash Flows
|
|
|
|
|
|
|
Total Net Cash Flows
|
22
|
10
|
12
|
(2)
|
24
|
|
Opening Cash
|
20
|
28
|
(8)
|
22
|
(2)
|
|
Closing Cash
|
42
|
38
|
4
|
20
|
22
|
|
· Caccia Birch’s financial performance was favourable
against budget, with favourable outcomes against both revenue and expenses.
|
|
· Working capital (Current assets minus current
liabilities) increased by $52k from a negative position to +$31k.
|
|
· Cash and cash equivalents increased by $22k in the year.
|
|
CACCIA BIRCH: ISSUES & OUTLOOK – ANNUAL
|
|
There
continues to be questions over whether audit fees can be applied or not to
Caccia Birch.
The
Board is currently working on a robust Bequest Strategy to include in their
Governance Manual
Council’s
plans for the development of the lagoon reserve frontage have been put on
hold until 2018/19. The Board are very keen to continue to work with Council
on those design plans and to link in their own grounds plans.
Plans
for a recycling facility have been created and have been submitted to
Heritage NZ for approval.
The
Trust hopes to attract greater visitor participation by developing the
grounds and Coach House Archive. Funding has been secured to continue work on
the archive project.
|
6. Regent Theatre Trust
6.1 Annual
Report to 30 June 2018
|
REGENT: SUMMARY OF
ACTIVITIES – ANNUAL
|
|
The Regent Theatre has hosted a
range user groups over this reporting period. Community use sits at 75%, and
the Board is committed to maintaining accessibility and providing support for
community hirers.
This is the first annual report
presented under the new Board Chair, David Lea. A focus for this year has
been on ensuring planning and policies are current including the writing of a
new strategic plan.
More recently the focus has
shifted to developing a marketing strategy.
This year marked a milestone for
the Trust – in May 2018 it will be 20 years since the refurbishment and
reopening of the Regent on Broadway. This was celebrated with 4 productions.
The Friends of the Regent continue
to be a valued part of theatre operations. This year they organised donations
of over $100,000 towards equipment including the replacement of the
Regent’s dimmer system and the stage lighting console.
|
|
REGENT: PERFORMANCE
TARGET DASHBOARD – ANNUAL
|
|
The 3 Year Trend = à Steady ä Improving æ Declining
|
|
Measure
|
|
YTD
30 Jun 2017
|
YTD
30 Jun 2018
|
3 Year Trend
|
Comments on trend
|
|
Total days use (auditorium)
|
Actual
Target
|
213
80
|
158
None
set
|
æ
|
Downwards trend after rise in 2016/17
|
|
Total days hire: commercial
|
Actual
Target
|
53
None
set
|
36
None
set
|
æ
|
Slight downwards trend after rise in 2016/17
|
|
Total days hire: community
|
Actual
Target
|
160
None
set
|
122
None
set
|
æ
|
Slight downwards trend after rise in 2016/17
|
|
Total attendances
|
Actual
Target
|
100,576
100,
000
|
91,065
100,000
|
æ
|
Slight downwards trend after rise in 2016/17
|
|
Events in Regency and Rehearsal Rooms
|
Actual
Target
|
223
-
|
218
135
|
æ
|
Slight downwards trend but above target
|
|
Events hosted with youth organisation
|
Actual
Target
|
-
|
1
1
(full year)
|
–
|
New measure for 2017/18
|
|
REGENT: FINANCIALS
– ANNUAL
|
|
2017/18
|
2017/18
|
Budget
|
2016/17
|
Actual 2016/17-2017/18
|
|
Summary Financials ($000)
|
Actual
|
Budget
|
Var.
|
Actual
|
Var.
|
|
|
|
|
|
|
|
|
Financial Performance
|
|
|
|
|
|
|
PNCC grant
|
220
|
219
|
1
|
216
|
4
|
|
Total Revenue
|
1035
|
884
|
151
|
1045
|
(10)
|
|
Total Expenses
|
1000
|
960
|
(40)
|
968
|
(32)
|
|
Net Surplus (Deficit)
|
35
|
(76)
|
111
|
77
|
(42)
|
|
|
|
|
|
|
|
|
Financial Position
|
|
|
|
|
|
|
Current Assets
|
452
|
-
|
-
|
413
|
39
|
|
Total Assets
|
805
|
-
|
-
|
700
|
105
|
|
Current Liabilities
|
204
|
-
|
-
|
135
|
(70)
|
|
Total Liabilities
|
204
|
-
|
-
|
135
|
(70)
|
|
Equity
|
601
|
-
|
-
|
566
|
35
|
|
|
|
|
|
|
|
|
Cash Flows
|
|
|
|
|
|
|
Total Net Cash Flows
|
11
|
-
|
-
|
(53)
|
64
|
|
Opening Cash
|
104
|
-
|
-
|
157
|
(53)
|
|
Closing Cash
|
115
|
-
|
-
|
104
|
11
|
|
Note that Regent Theatre has not previously provided a
budget for Financial Position and Cash Flows. This has been requested to be
included in future budgets
|
|
· The financial performance was favourable against budget.
|
|
· Working capital (Current assets minus current
liabilities) decreased by $31k in the year.
|
|
· Cash and cash equivalents increased by $11k in the year.
|
|
REGENT: ISSUES &
OUTLOOK – ANNUAL
|
|
The
absence of an Abbey Musical Theatre production during the reporting period
has led to a reduction in patronage and live nights. However, an agreement
has been reached with Abbey which will ensure one production per year for the
next five years.
Palmerston
North has been confirmed as the home of the National Young Performer Awards
(PACANZ) which will be based principally at the Regent.
The
Regent is developing a mid-winter series of events, to be expanded further in
2019.
Bookings
from local community groups continue to grow
|
7. Next
actions
7.1 Officers
will continue to work with CCOs to communicate Council’s new strategic
direction, and to help the CCOs align their vision.
7.2 The
Chair of each CCO was formally notified in January 2018 that a Letter of
Expectation process is to be introduced later this year. Letters of Expectation
ensure Council’s expectations and priorities are clearly communicated to
each CCO, giving them guidance in respect of the matters to be covered by their
next SOI.
These were approved by Council in August 2018 subject to some minor additions
and to reframe the content to take a more partnership focus. These letters are
currently been finalised with the relevant Boards.
7.3 At the end
of February 2019 the CCOs will submit:
· their
draft SOIs for 2019–2022; and
· six-month
reports on the current SOI (2018–2021).
These will be brought to the Committee in due course.
8. Outline
of community engagement process
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.
|
Globe Theatre Trust Annual Report ⇩ 
|
|
|
2.
|
Te Manawa Museums Trust Annual Report ⇩ 
|
|
|
3.
|
Caccia Birch Trust Annual Report ⇩
|
|
|
4.
|
Regent Theatre Trust Annual Report ⇩
|
|
PALMERSTON NORTH CITY COUNCIL
Report
TO: Arts,
Culture and Heritage Committee
MEETING DATE: 12
November 2018
TITLE: Council
Arts Funding
DATE: 24
October 2018
PRESENTED BY: Debbie
Duncan, General Manager - Community
APPROVED BY: Heather
Shotter, Chief Executive
|
RECOMMENDATION(S) TO Council
1. That the
report titled `Council Arts Funding’ dated 24 October 2018 be received.
2. That
consideration is given through the next Annual Plan process to supporting the
creation of a separate arts fund of $50,000 to be available for more
significant activities that will reinforce economic growth or require a
higher level of funding.
3. That the
Chief Executive be instructed to explore potential collaborative
opportunities with external funding providers to increase the level of
funding available to the arts sector.
|
Summary of options analysis for
|
Problem
or Opportunity
|
To
provide for Council consideration, options that address concerns raised over
the current level of funding available to the arts sector
|
|
OPTION 1:
|
Consideration is given through the next Annual Plan
process to increasing the level of council’s contribution to the
Creative Communities Scheme to match the level of CCNZ funding
|
|
Community Views
|
Not sought but the CCNZ/Arts
& Culture Fund Committee is seeing a sustained level of community funding
applications being made in excess of available funds
|
|
Benefits
|
Provides additional
funding to help meet the level of applications that are been made to the CCNZ/Arts
& Culture Fund Committee
|
|
Risks
|
Whilst this will assist
in addressing the imbalance between funding available and the level of
applications being made, it will not fully meet the needs of the community
|
|
Financial
|
Additional funding in
the region of $30,000 to $40,000 to be requested through the next Annual Plan
|
|
OPTION 2:
|
Consideration is given through
the next Annual Plan process to supporting the creation of a separate arts
fund of $50,000 to be available for more significant activities that will
reinforce economic growth or require a higher level of funding
|
|
Community Views
|
Not sought but the CCNZ/Arts
& Culture Fund Committee is seeing a sustained level of community funding
applications being made in excess of available funds
|
|
Benefits
|
Provides the ability to
be proactive in growing opportunities to enhance the city as an arts
powerhouse
|
|
Risks
|
The demand for this
sort of fund has not been fully tested
|
|
Financial
|
$50,000 additional
funding to be requested through the next Annual Plan
|
|
OPTION 3:
|
Officers be instructed to
explore potential collaborative opportunities with external funding providers
to increase the level of funding available to the arts sector
|
|
Community Views
|
Not sought
|
|
Benefits
|
A Council/External
funder’s collaboration could provide a greater level of funding
availability which will have a positive flow on effect on arts activities
being provided in the city
|
|
Risks
|
There may not be a
suitable level of interest from funding providers and/or it may also
potentially dilute available funding pools for other activities, however this
would need to be evaluated
|
|
Financial
|
Unknown at this point
|
|
OPTION 4:
|
Council
arts funding remains at current levels
|
|
Community Views
|
Not specifically sought
on this issue
|
|
Benefits
|
Level of arts funding
remains the same as agreed through the 10 Year Plan
|
|
Risks
|
The imbalance between
the level of funding applications being made and funding available remains
which means some activities can’t be undertaken. This may or may not
have a flow on effect on the city growing a reputation as an arts powerhouse.
|
|
Financial
|
No change
|
|
The recommendations contribute
to Goal 2: A Creative and Exciting City
|
|
The recommended option
contributes to the outcomes of the Creative and Liveable Strategy
|
|
The recommended option
contributes to the achievement of action/actions in the Arts Plan
The action is:
Create and foster existing and
new pathways that nurture new, developing and emerging artists and art forms
and provide opportunities for people to participate in arts and cultural
experiences in Palmerston North.
Work collaboratively across the
Manawatu region for arts related and celebratory activities, programmes,
projects and events.
|
|
Contribution
to strategic direction
|
Increased arts funding would
better enable the sector to contribute to the city’s ambition to be
grow our reputation as an arts powerhouse.
|
|
|
|
Rationale for the recommendations
1. Overview
of the problem or opportunity
1.1 The
CCNZ/Arts & Culture Fund Committee has requested that a report be provided
to the Arts, Culture & Heritage Committee relaying a number of issues that
arose during the September 2018 meeting regarding the current level of arts
funding and how this relates to the city’s ambition to grow our
reputation as an arts powerhouse.
In particular:
The level of Creative Communities Scheme funding that is applied for annually
far exceeds the funding that is available to be distributed.
There is no funding pool readily available for more significant arts requests
i.e. CCNZ funding applications that fall in the $10,000 - $20,000 range.
There is no funding to
support or to encourage more age-grade artistic competitions to the city in a
similar vein to the Sports Events Partnership Fund which is currently managed
by Sports Manawatu.
All funding is
currently administered in accordance with CCNZ’s funding criteria,
limiting the ability to target funding towards a particular theme or for
specific purposes and priorities that may sit outside CCNZ criteria.
Opportunities may exist to work collaboratively with external funders to
increase the level of arts funding available.
2. Background
and previous council decisions
2.1 At
the Extraordinary CCNZ/Arts &Culture Fund Committee meeting held on 20
September 2018 it was resolved:
That Committee requests the Chief Executive provide a report on funding
issues and options on the Creative Community Scheme to the Arts, Culture and
Heritage Committee.
2.2 A
key concern raised at the CCNZ/Arts Committee meeting was regarding the ongoing
level of over subscription for the Creative Communities Scheme. The tables
below reflect that imbalance with levels of applications and
funding.
2.3 Council
does already provide a range of funding opportunities that are accessible, to
varying degrees, to the arts sector:
Creative Communities Scheme (CCNZ)
The scheme encourages local communities to create and present opportunities to
participate in arts activities.
Celebrating Communities Grant
This grant provides support to events in Palmerston North that help particular
communities to celebrate their strengths and share them with the city. These
events may include those with an arts focus.
Strategic Priority Grants
These multi-year grants activate the potential of the community sector
(including arts) to deliver on Council’s strategic direction by
supporting projects, activities or services that contribute to Council
priorities.
Community Development Small Grants
These grants provide funding for essential administration expenses to enable
not-for-profit community groups to operate. Through the 2018 Community Funding
Policy the eligibility criteria was expanded to include arts organisations.
Training Fund
This fund exists to provide training for community groups (including arts
groups) to build capacity and capability based on a needs analysis.
Local Initiative Fund
This fund provides an opportunity for new unique and innovative initiatives to
develop which address an issue of community concern in the city. Whilst the
fund is open to the whole community the focus is on contributing to priorities
outlined in the Connected Community Strategy.
Major Events Fund
This fund is available to any arts group or organisation that is able to meet
the relevant criteria.
3. Description
of options
3.1 In
order to increase the level of funding that is available for the arts sector
the following options are suggested for Council consideration:
3.2 That
consideration is given through the next Annual Plan process to increasing the
level of council’s contribution to the Creative Communities Scheme to
match the level of CCNZ funding.
3.3 That
consideration is given through the next Annual Plan process to supporting the
creation of a separate arts fund available for more significant activities that
will reinforce economic growth or require a higher level of funding.
3.4 That
Officers be instructed to explore potential collaborative opportunities with
external funding providers to increase the level of funding available to the
arts sector
3.5 That
Council arts funding remains at current levels.
4. Analysis
of options
4.1 OPTION:
That consideration is given through the next Annual Plan process
to increasing the level of council’s contribution to the Creative
Communities Scheme to match the level of CCNZ funding.
The Creative
Communities Scheme is a partnership between Creative New Zealand and local
authorities including this Council. The purpose of the scheme is to encourage
local communities to create and present opportunities to participate in arts
activities. Funding criteria is set by CCNZ and agreed through the formal
partnership agreement.
Total funding in the
scheme for 2018/19 is $94,477 with CCNZ contributing $62,000 and Council
$32,000. CCNZ funding is provide on a per capita basis and potentially may
increase when the latest Census figures are released.
In order for Council
to increase the level of their funding to match that of CCNZ it would likely
require an additional annual contribution in the region of $30,000 -$40,000.
The level of additional financial contribution required will be clearer once
CCNZ have confirmed their own contribution after the release of the latest
census figures.
On average across the
last four years the funds allocated through the scheme has represented 38% of
the funding amount actually requested. An increase to Council funding to match
the CCNZ contribution would push the four yearly average of funds allocated /
funds requested to around 50%.
Council already has
one of the highest levels of Council funding contributions to this scheme. Any
additional level of funding would further increase this. This can be viewed as
a point of difference nationally and an example of Council taking a lead in
supporting the arts and the vision of an arts powerhouse. Alternatively this
could be viewed as Council being out of step with other local authorities.
In relation to the
comment regarding the ability to target funds to specific priorities, it should
be noted that this can be achieved within this scheme as long those priorities
still fit with the purpose of the scheme and CCNZ’s funding criteria.
This option is not
supported by Officers as there is likely to be additional funding contributed
to this scheme from CCNZ which will help address the imbalance between
applications and funds allocated. The option below would also take the pressure
off the larger funding requests coming to this scheme allowing more funding to
be available for the majority of applications.
4.2 OPTION:
That consideration is given through the next Annual Plan process to supporting
the creation of a separate arts fund of $50,000 to be available for more
significant activities that will reinforce economic growth or require a higher
level of funding
The CCNZ fund is
focused on smaller scale arts projects with a four year average of $2,365 per
application being allocated. The raises the question of how arts activities
that potentially would require a higher level of funding are supported.
In the first round of 2018/19 Creative Communities Scheme 23% of applications
were for more than $5,000 with the highest being $20,000. Whilst some of these
were able to be supported to some extent the reality is that by supporting a
few larger requests, it limits the ability of the committee to support
the far greater number of smaller funding requests.
The Sports Events Partnership Fund administered by Sports Manawatu is an
excellent example of what can be achieved by having a fund that provides
assistance to groups who are planning activities that will reinforce economic
growth. This particular fund plays an important role in supporting sporting
events in the city that contribute significant economic benefit.
A comparable fund that enables similar opportunities to be explored in
supporting new arts initiatives and/or attracting arts related age grade
competitions, tournaments and events to the city could equally add economic
benefit to the city.
Given this fund would be a Council one it would mean that Council would retain
a greater ability to set priorities for this fund.
This option proposes that a fund of $50,000 be established to support both the
more sizable arts requests; and builds on the potential that may be derived
from arts activities to the city in the vein of the Sports Events Partnership
Fund.
The figure of $50,000 is proposed on the basis that it is a similar amount to
what would be required to match fund in the first option. No wider analysis has
been undertaken at this stage, but could be considered if required as part of
the annual plan considerations.
4.3 OPTION:
That Officers be instructed to explore potential collaborative opportunities
with external funding providers to increase the level of funding available to
the arts sector
Anecdotally it has
been identified that opportunities may exist to collaborate with existing
external funding providers to increase the level of funding accessible to the
arts sector.
This has not been explored in any depth beyond very initial conversations.
It is recommended that Officers be asked to progress conversations with
external funders to test the viability of this option. Any potential
opportunities that arise can be factored into Council consideration of other
art funding options during the Annual Plan process.
4.4 OPTION:
That Council arts funding remains at current levels
Current funding levels
have already been considered as part of the recent 10 Year Plan process,
consequently any change of funding will be in addition to those decisions.
5. Conclusion
5.1 The
CCNZ/Arts & Culture Fund Committee has identified a number of issues with
the current level of arts funding and the imbalance with the level of
applications being received.
5.2 Council
has an opportunity to consider its response to this in light of the city’s
ambition to be grow our reputation as an arts powerhouse.
6. Next
actions
6.1 If
the recommendations are approved then Officers can commence progressing
the associated actions
7. Outline
of community engagement process
7.1 Apart
from discussion at the CCNZ/Arts & Culture Fund Committee there has been no
community consultation on this matter.
7.2 The
CCNZ/Arts & Culture Fund Committee does include a number of community
representatives.
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?
|
No
|
|
Are the recommendations
inconsistent with any of Council’s policies or plans?
|
No
|
Attachments
Nil
PALMERSTON NORTH CITY COUNCIL
MEMO
TO: Arts,
Culture and Heritage Committee
MEETING DATE: 12
November 2018
TITLE: Proposed
Process for s17A Stage 2 Review of the Arts and Culture Organisations
DATE: 19
October 2018
Presented By: Andrew
Boyle, Head of Community Planning, Strategy and Planning
APPROVED BY: David
Murphy, Acting General Manager - Strategy and Planning
|
RECOMMENDATION(S) TO Arts, Culture and Heritage Committee
1.
That the Committee notes and provides feedback on the proposed process
and timeline for the Stage 2 Section 17A review of the arts and culture
organisations.
|
1. ISSUE
To get Committee feedback on
the proposed process for the Stage 2 s17A reviews of the arts and culture
organisations. The memo is a result of an instruction from the September
2018 Arts, Culture and Heritage Committee meeting, requesting an interim report
outlining the proposed process for the review.
2. BACKGROUND
All Councils
have to carry out cost effectiveness reviews of how their services are governed,
funded and delivered. These are called Section 17A reviews.
The Council carried out the first round of reviews in 2017. At the end of
this it decided to a more detailed stage 2 review of the arts and cultural
organisations was warranted.
The arts and
cultural organisations are Te Manawa, the Regent, the Globe, Caccia Birch,
Square Edge and Creative Sounds.
Te Manawa,
the Regent, the Globe, and Caccia Birch are Council Controlled Organisation
(CCOs). Square Edge and Creative Sounds are organisations funded through
Council’s Fees for Service arrangements. In all cases the Council
is the main funder of these organisations and provides the buildings they
operate in.
3. DISCUSSION
Purpose:
The main purpose of the review will be to look at how the arts and cultural
organisations can most cost effectively contribute to Council’s strategic
direction. (Note: the stage 1 s17A review was carried out under the
Council’s 2015 strategic direction. The 2018 strategic direction
puts more emphasis on arts and culture.)
The review
will also consider the community petition asking Council “to remove the
Art Gallery from the control of Te Manawa Museums Trust and to appoint a new
Trust Board to take care of the Art Gallery and look after the valuable art
collections inside”.
It will also look at the following issues raised by Council
through the stage 1 review:
· better retention
and recognition of the contribution of volunteers (in terms of their time and
contribution to the development of the collections);
· achieving greater
efficiencies through shared back of house activities such as human resourcing,
marketing and promotions, IT and ticketing;
· and, if CCOs and
Boards are retained, futureproofing the CCOs so new responsibilities can be added, and putting more emphasis on Board
succession training.
Options: s17A reviews must consider the
following:
· governance and
funding by the Council, or by a shared governance arrangement;
· service delivery by
the Council, by a CCO, by another Council, or by another organisation.
These were
looked at in the stage 1 review and will be considered in more detail through
the stage 2 review. Hence the main options are:
· keep the status
quo
· set up new CCO(s)
· governance and
delivery by the Council.
The final
outcome could be a mix of the above options.
Methodology:
The review
will involve three main steps.
1. Gather
information from key stakeholders, including the organisations and associated
Trusts, Council, Rangitāne, and key user
groups. These discussions would focus on:
· how
cost-effectively the organisations are achieving their purposes (as stated in
the Statements of Intent, Letters of Expectation and funding agreements);
· what, if any,
changes would make them more cost-effective;
· what are the
advantages and disadvantages of the three options.
2. Evaluate
the three options for each organisation through a detailed look using criteria
developed from a literature review of the advantages and disadvantages of CCO
or inhouse governance and service delivery. These include things
like contribution to Council strategies, public accountability, integration
with Council services, external fund-raising opportunities, commercial
opportunities, the ability to spread risk, economies of scale, and the need for
specialist governance or delivery skills.
3. Evaluate
the financial implications of the options, including the impact on overheads
and possible efficiencies through sharing back of house activities.
Timeframe:
The review should be completed by
mid-2019, with options being presented to Council for consideration.
Other
issues:
The review is not about the levels of
service provided by the organisations, nor is it about the amount of funding
provided by Council. These are set through Council’s 10 Year Plan
and the Statement of Intent / funding agreements.
4. NEXT STEPS
Officers will carry out the
review and report to Council.
5. 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
|
|
The recommendations contribute
to Goal 2: A Creative and Exciting City
|
|
The recommendations contribute
to the outcomes of the Creative and Liveable Strategy
|
|
The recommendations contribute
in general to the achievement of the:
· Arts
Plan
· City
Centre Plan
· Cultural
and Heritage Plan
· Events
and Festivals Plan
· Heritage
Management Plan
· Urban
Design Plan
|
|
Contribution to strategic
direction
|
This is by ensuring that the
arts and cultural organisations can most cost effectively contribute to
Council’s strategic direction.
|
|
|
|
Attachments
Nil
PALMERSTON NORTH CITY COUNCIL
Committee Work Schedule
TO: Arts,
Culture and Heritage Committee
MEETING DATE: 12
November 2018
TITLE: Committee
Work Schedule
|
RECOMMENDATION(S) TO Arts, Culture and Heritage Committee
1. That
the Arts, Culture and Heritage Committee receive its Work Schedule dated
November 2018.
|
Attachments
|
1.
|
Committee Work Schedule ⇩ 
|
|
