Agenda of Sport and Recreation Committee

PALMERSTON NORTH CITY COUNCIL

Sport and Recreation Committee MEETING

11 March 2019

Order of Business

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. Deputation - Glasshouse Events Page 7

6. Confirmation of Minutes Page 67

“That the minutes of the extraordinary Sport and Recreation Committee meeting of 17 December 2018 Part I Public be confirmed as a true and correct record.”

7. Ashhurst Domain - Function Venue Proposal Page 75

Memorandum, dated 18 February 2019 presented by the Parks and Reserves Manager, Kathy Dever-Tod.

8. Palmerston North City Council Co-Management Committee Establishment Page 81

Report, dated 22 February 2019 presented by the Parks and Reserves Manager, Kathy Dever-Tod and the Principal Maori Advisor, Todd Taiepa.

9. Reporting on contracted outcomes through 'Sport Manawatū six month report (1 July to 31 December 2018) to Palmerston North City Council' Page 99

Memorandum, dated 18 February 2019 presented by the Strategy and Policy Manager, Julie Macdonald.

10. Committee Work Schedule Page 137

11. 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
12.	Minutes of the extraordinary Sport and Recreation Committee meeting - Part II Confidential - 17 December 2018	For the reasons setout in the extraordinary Sport and Recreation Committee minutes of 17 December 2018, held in public present.
13.	Artificial Football Turf - site recommendation	Negotiations	s7(2)(i)

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), Chief Infrastructure Officer (Tom Williams), General Manager – Strategy and Planning (Sheryl Bryant), General Manager - Community (Debbie Duncan), Chief Customer and Operating Officer (Chris Dyhrberg), General Manager - Marketing and Communications (Sacha Haskell), Executive Officer (Sandra King) 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 Executive Leadership Team) and also from their specific role within the Council.

Legal Counsel (John Annabell), because of his knowledge and ability to provide the meeting with legal and procedural advice.

Committee Administrators (Penny Odell, 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.

Parks and Reserves Manager (Kathy Dever-Tod), Strategy and Policy Manager (Julie Macdonald), Senior Parks and Property Planner (Aaron Phillips) and Policy Analyst (Ann-Marie Mori) 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

Minutes of the Extraordinary Sport and Recreation Committee Meeting Part I Public, held in the Council Chamber, First Floor, Civic Administration Building, 32 The Square, Palmerston North on 17 December 2018, commencing at 9.02am

Members

Present:

Councillor Leonie Hapeta (in the Chair), The Mayor (Grant Smith) and Councillors Brent Barrett, Adrian Broad, Vaughan Dennison, Lew Findlay QSM, Jim Jefferies, Lorna Johnson, Bruno Petrenas and Aleisha Rutherford.

Non Members:

Councillors Susan Baty, Rachel Bowen, Gabrielle Bundy-Cooke, Karen Naylor and Tangi Utikere.

Apologies:

The Mayor (Grant Smith) (early departure) and Councillors Duncan McCann (Late arrival) and Aleisha Rutherford (early departure).

The Mayor (Grant Smith) left the meeting at 9.27am during consideration of clause 53. He was present for clause 52.

Councillor Duncan McCann entered the meeting at 9.33am during consideration of clause 53. He was not present for clause 52.

Councillor Lew Findlay left the meeting at 10.52am at the conclusion of clause 56. He was not present for clause 57. When the meeting resumed at 11.10am he was present.

52-18

Apologies

Moved Leonie Hapeta, seconded Aleisha Rutherford.

The COMMITTEE RESOLVED

1. That the Committee receive the apologies.

Clause 52-18 above was carried 14 votes to 0, with 1 abstention, the voting being as follows:

For:

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

Abstained:

The Mayor (Grant Smith).

53-18

Deputation - Sam McIver and Arthur Yeo

The Mayor (Grant Smith) left the meeting at 9.27am

Councillor Duncan McCann entered the meeting at 9.33am

Ms Sam McIver and Mr Arthur Yeo spoke of the negative impacts on horse riding since state Highway 3 had been re-routed through Ashhurst, essentially dividing the village into east and west, noting that previously horse riding recreational activities had used Saddle Road to Pohangina River which was now no longer accessible.

It was a safety issue to ride on State Highway 3 and the recent bypass suggestion had been quashed by NZTA. The Deputation was now asking Council to help find solutions to the limited safe access with varying proposed solutions that varied from quick fixes to longer-term suggestions.

The suggestions included the removal of barriers, opening up of pathways that had slipped away and a potential overbridge across a railway track. There were also issues with gates put in place which were narrow and spring loaded making it difficult to open whilst on a horse.

Moved Leonie Hapeta, seconded Lorna Johnson.

The COMMITTEE RESOLVED

1. That the Sport and Recreation Committee receive the deputation for information.

Clause 53-18 above was carried 14 votes to 0, with 1 abstention, the voting being as follows:

For:

Abstained:

Councillor Duncan McCann.

54-18

Equestrian Access within Ashhurst village

Memorandum, dated 4 December 2018 presented by the Leisure Assets Officer, Brian Way.

Moved Vaughan Dennison, seconded Rachel Bowen.

The COMMITTEE RECOMMENDS

1. That Council receives the report and endorses engagement with submitters and NZTA to identify opportunities to address or mitigate the safety concerns of horse owners in respect of the lack of safe travel routes through Ashhurst township.

2. That the Chief Executive be instructed to report back to the April 2019 meeting of Sport and Recreation Committee of Council, on the outcome of engagement with options for mitigation to address the safety concerns for horse riders in Ashhurst.

Clause 54-18 above was carried 15 votes to 0, the voting being as follows:

For:

Councillors Brent Barrett, Susan Baty, 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.

55-18

Deputation - Palmerston North Based Bowling Clubs

Rob Thomson from Palmerston North Bowling Club, Bruce Wood from Terrace End Bowling Club and Philip Meads from Takaro Sports Club spoke to their deputation regarding the restructure of bowling clubs in Palmerston North.

Discussions on a proposal to merge the clubs had commenced 3-4 years ago. There were 13 bowling greens in the City but current playing numbers did not require that number of greens. It was proposed that Palmerston North Bowling Club, who own their land, would remain and one additional site be developed as a multi-sports complex with a covered green.

Bowling clubs had beneficial partnerships with other organisations such as RSA, rugby, pétanque table tennis and a number of other activities separate from bowls that assist the clubs. Collectively there was a need for a covered green for locals but also for attracting national events.

The deputation believed there were two key decisions for Council to consider, one being a business plan and consideration of merger of the clubs. They asked Council if there were any known resource management issues that would eliminate any club as a potential site. There were five clubs with 400 years of history and a lot of issues to consider during this process.

In conclusion, better facilities were required to future proof the game and this was required within the next two to five years.

Moved Leonie Hapeta, seconded Duncan McCann.

The COMMITTEE RESOLVED

1. That the Sport and Recreation Committee receive the deputation for information.

Clause 55-18 above was carried 15 votes to 0, the voting being as follows:

For:

56-18

Bowling Clubs Merger Proposal

Memorandum, dated 23 November 2018 presented by the Property Manager, Bryce Hosking.

Moved Lorna Johnson, seconded Gabrielle Bundy-Cooke.

The COMMITTEE RECOMMENDS

1. That Council carry out a Property Development Assessment of land currently occupied by the Terrace End Bowling Club and report back in June 2019.

2. That Council request the Bowling Clubs prepare their merger proposal addressing code administration arrangements and future facility requirements and report back to the Council in June 2019.

Clause 56-18 above was carried 15 votes to 0, the voting being as follows:

For:

Councillor Lew Findlay left the meeting at 10.52am

57-18

Confirmation of Minutes

Moved Leonie Hapeta, seconded Duncan McCann.

The COMMITTEE RESOLVED

1. That the minutes of the extraordinary Sport and Recreation Committee meetings of 8 and 15 October 2018 Part I Public be confirmed as a true and correct record.

Clause 57-18 above was carried 14 votes to 0, the voting being as follows:

For:

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.

58-18	Victoria Esplanade Masterplan Memorandum, dated 30 November 2018 presented by the City Planning Manager, David Murphy. During discussion Elected Members noted that any decision in relation to Programme 1081 (City Reserves – Victoria Esplanade – Park Road Entrance and Parking Reconfiguration) should be approved by Council.
	Moved Leonie Hapeta, seconded Duncan McCann. The COMMITTEE RECOMMENDS 1. That the Victoria Esplanade Masterplan Framework dated 30 November 2018 attached in Appendix 1 to the report titled “Victoria Esplanade Masterplan”, be adopted. 2. That the Chair and Deputy Chair of the Sport and Recreation Committee be authorised to approve any minor amendments to the Victoria Esplanade Masterplan Framework. 3. That a Victoria Esplanade User Group be established and the first forum held no later than 31 March 2019. 4. That the Victoria Esplanade User Group Terms of Reference attached in Appendix 2, to the report titled “Victoria Esplanade Masterplan”, be approved.
	Clauses 58.1 to 58.4 inclusive above were carried 15 votes to 0, the voting being as follows: For: Councillors Brent Barrett, Susan Baty, 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.
	Moved Susan Baty, seconded Tangi Utikere. 5. That the Chief Executive be instructed to report back to Council prior to signing off of Programme 1081 ( City Reserves – Victoria Esplanade – Park Road Entrance and Parking Reconfiguration)
	Clause 58.5 above was carried 15 votes to 0, the voting being as follows: For: Councillors Brent Barrett, Susan Baty, 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.

59-18

New Deed of Lease for Linton Domain

Memorandum, dated 29 October 2018 from the Property Manager, Bryce Hosking.

Moved Leonie Hapeta, seconded Gabrielle Bundy-Cooke.

The COMMITTEE RECOMMENDS

1. That Council as the administering body, under the Reserves Act 1977, on behalf of the Minister of Conservation approves the lease of land at Linton Domain to the Tiritea Pony Club Incorporated Society for a recreation activity.

2. That Council agreed to execute a new three year lease (with right of renewal) between PNCC and the Tiritea Pony Club Incorporated Society for their existing lease area at Linton Domain.

Clause 59-18 above was carried 15 votes to 0, the voting being as follows:

For:

60-18

Committee Work Schedule

Moved Aleisha Rutherford, seconded Tangi Utikere.

The COMMITTEE RESOLVED

1. That the Sport and Recreation Committee receive its Work Schedule dated December 2018.

Clause 60-18 above was carried 15 votes to 0, the voting being as follows:

For:

Exclusion of Public

61-18

Recommendation to Exclude Public

Moved Leonie Hapeta, seconded Duncan McCann.

The COMMITTEE RESOLVED

“That the public be excluded from the following parts of the proceedings of this meeting listed in the table below.

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
14.	Massey University Hockey turf - update	Third Party Commercial	s7(2)(b)(ii)

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), Chief Infrastructure Officer (Tom Williams), General Manager – Strategy and Planning (Sheryl Bryant), General Manager - Community (Debbie Duncan), Chief Customer and Operating Officer (Chris Dyhrberg), 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 Legal Team Leader (Sheryl Bryant) 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.

Parks and Reserves Manager (Kathy Dever-Tod), Senior Property and Parks Planner (Aaron Phillips) and Property Manager (Bryce Hosking) 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.

Clause 61-18 above was carried 15 votes to 0, the voting being as follows:

For:

The public part of the meeting finished at 12.09pm

Confirmed 11 March 2018

Chairperson

PALMERSTON NORTH CITY COUNCIL

Memorandum

TO: Sport and Recreation Committee

MEETING DATE: 11 March 2019

TITLE: Ashhurst Domain - Function Venue Proposal

DATE: 18 February 2019

Presented By: Kathy Dever-Tod, Parks and Reserves Manager, Infrastructure

APPROVED BY: Tom Williams, Chief Infrastructure Officer

RECOMMENDATION(S) TO Council

1. That Council decide whether it wishes the proposed event venue for the Ashhurst domain to:

a. progress to the assessment stage under the Reserves and Resource Management Acts or

b. be declined.

1. ISSUE

Council has received a proposal to develop a function venue on the portion of the Ashhurst Domain formerly occupied by cafes.

The proposal is not contemplated in the Ashhurst Domain Management Plan 1997.

Council needs to decide whether it wishes to entertain the proposal and carry out an assessment process under the Reserves Act 1997 (against the Ashhurst Domain Management Plan objectives and policies) or, as the landowner, decline the application.

If approved through the Reserves Act assessments the proposal would also be subject to a public notification of the proposal to lease as well as resource consent application assessment.

2. Analysis

2.1 Strategic fit:

In December 2018 the Council approved for consultation the Draft Policy for the Use of Public Space. The purpose of that policy to further Council’s aim to become a city that is an exciting place to live, work and study, with great places for people and lots to do. While this consultation has not yet occurred, it is useful to consider this application in the light of the guidelines proposed in that Draft Policy. This assessment is made briefly here where possible, and otherwise matters for consideration by Councillors are noted.

2.2 Consideration of the application against policy guidelines

2.2.1 supports the achievement of the Council’s goals

Comment: The relevant strategic goals are:

Goal 1: An Innovative and Growing City – Priority 1: Create and enable opportunities for employment and growth

Goal 2: Creative and Exciting City – Priority 1: Create a city that has great places for all people, and particularly families

Goal 4: An eco city – Priority 1: Respect and enhance the mauri of the Manawatū River

2.2.2 is accessible to the wider community

Comment: The proposal is in several parts, and so accessibility to the wider community would vary, depending on what was going on at the time. For instance, private events, such as corporate training or weddings, would be closed to the public, but at other times there may be accessibility offered to market-day or restaurant attendees. On balance, it seems the proposed venue would be used predominantly by attendees at private events.

2.2.3 adds to the variety of events or activities available in Palmerston North

Comment: The desire to add to the variety of event venues available in Palmerston North is stated by the applicants as a project objective.

2.2.4 enhances any precinct identities

Comment: This guideline does not apply.

2.2.5 provides an experience (rather than a simple commercial exchange)

Comment: The proposal is for a commercial venture which provides the opportunity for private functions and other events.

2.2.6 do not significantly limit the availability of space for general community use

Comment: The proposal is for the use of part of the open space at Ashhurst Domain. The space has been used for a café for a number of years. It is currently gets low levels of use by dog walking, picnickers and for parking. The former café buildings have been the subject of some vandalism since they were vacated.

The Draft Policy also notes that depending on the nature, duration, and type of activity or event, Council may also consider:

2.2.7 iwi feedback on the proposed event or activity

Comment: Ashhurst Domain is the site of a former Rangitāne pa, Otangaki pa, and engagement with Rangitāne will be required prior to a formal consent process.

2.2.8 the opportunity to enhance or celebrate the heritage values of the public space

Comment: There is no site specifically identified as having significant heritage value, but it is noted that the proposal is for the land adjacent to the Ashhurst Cemetery.

2.2.9 the opportunity to enhance or celebrate the natural environment of the public space

Comment: The proposal is for an area adjacent to the Domain’s wetland area.

2.2.10 potential impact on existing city businesses

The proposed business is not considered to have an impact on any of the existing businesses in the Ashhurst community, as it is not a direct competitor. The proposal is a destination business with pre-planned events, it may have some impact on similar business in the city and region but the level and extent of that impact is not known.

2.3 Reserves Act:

The Ashhurst Domain Management Plan (the Management Plan) was adopted in 1997. It is overdue for revision, and is currently on the work scheme for review in 2020/21 as per the report to the Sport and Recreation Committee in August 2018.

The process to revise the plan would be lengthy, and it would not be feasible to review the plan and consider the function centre proposal at the same time.

Assessment of the proposal against the objectives and policies of the existing Management Plan will occur should Council wish to consider the proposal for the function/café facility further.

There are policies relating to buildings, the cemetery, campground, landscape, recreation and leasing that will be assessed.

The proximity of the proposal to the cemetery and campground will need particular attention.

The buildings and facilities policy states:

Policy 9.14.1

To ensure that only those buildings and facilities essential for the convenience, comfort and safety of the users are sited within the Domain.

4. “Assess all future proposals for additional structurers and/or buildings against the following criteria:

- The need for the structure to be within the Domain;

- The need for the structure to be sited in the location identified;

- The maintenance of the park’s character;

- The contribution of the structure to the quality and experience of the park;

- The particular design and its relationship to the park character;

- The public benefit to be obtained from the structure;

- The impact on the immediate locality;

- The ability to meet the objectives and policies of the Management Plan.”

5. Ensure the following is achieved in relation to all future buildings and/or structures:

- a design which is appropriate to the site and consistent with both the character of the Domain and all other existing structures and buildings;

- locations appropriate to the function of the structure.

If the proposal were deemed acceptable following the assessment against the Management Plan policies it would be publicly notified and consideration of any public objections or submissions given before a final decision were made. Section 54 of the Reserve Act states:

54 Leasing powers in respect of recreation reserves (except farming, grazing, or afforestation leases)

(d) grant leases or licences for the carrying on of any trade, business, or occupation on any specified site within the reserve, subject to the provisions set out in Schedule 1 relating to leases or licences of recreation reserves issued pursuant to this paragraph:

provided that the trade, business, or occupation must be necessary to enable the public to obtain the benefit and enjoyment of the reserve or for the convenience of persons using the reserve.

2.4 Resource Consent:

The proposed site within the Ashhurst Domain is zoned recreation which provides for Community and Leisure Activities / Facilities as a permitted activity. The proposed wedding facility meets the definition of Community and Leisure Activities / Facilities and is therefore deemed a permitted activity, provided it complies with the relevant performance standards and noise rules. Preliminary investigations indicate the activity may not comply with the relevant noise rules and will therefore trigger a resource consent application.

3. NEXT STEPS

Either decline the proposed function centre proposal or progress to through the assessment process:

3.1 Reserves Act assessment including against the objectives and policies approved in the Ashhurst Domain Reserve Management Plan. (1 month)

3.2 Report to Council on the assessment with either a recommendation to consult the community on a proposed lease or decline the proposal. (6 weeks)

3.3 Carry out community consultation on the proposed lease. (6 weeks)

3.4 Hold hearings for submitters that wish to be heard. (2 weeks)

3.5 Assess the submissions. (2 weeks)

3.6 Report to Council on the findings of the community consultation making a recommendation to either approve or decline the lease proposal (6 weeks).

3.7 If successful the applicant would then need to make a resource consent application under the Resource Management Act/District Plan.

4. 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
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 to the achievement of action/actions in the Active Community Plan The actions: Provide and maintain city reserves, neighbourhood reserves, playgrounds, sportsfields, Arena Manawatū, aquatic facilities, walkways, shared paths, sport and recreation facilities. Carry out recreation and reserves planning functions under the Reserves Act 1977 and LGA including the preparation of Reserve Management and Development Plans and Master Plans.
Contribution to strategic direction	This report provides background to an application for a lease on one of Council’s reserves.

Attachments

Nil

PALMERSTON NORTH CITY COUNCIL

Report

TO: Sport and Recreation Committee

MEETING DATE: 11 March 2019

TITLE: Palmerston North City Council Co-Management Committee Establishment

DATE: 22 February 2019

PRESENTED BY: Kathy Dever-Tod, Parks and Reserves Manager, Infrastructure

Todd Taiepa, Principal Maori Advisor, Strategy and Planning

APPROVED BY: Tom Williams, Chief Infrastructure Officer

Sheryl Bryant, General Manager - Strategy & Planning

RECOMMENDATION(S) TO Council

1. That the Council adopt the Kawenata in Relation to Te Motu o Poutoa, as attached to the report titled Palmerston North City Council Co-Management Committee Establishment and dated 22 February 2019, as the foundational partnership document that underpins the relationship and describes the arrangements for establishing a co-management Committee.

Summary of options analysis for

Problem or Opportunity	Rangitāne o Manawatū and the Palmerston North City Council have collectively signalled their desire to work more collaboratively as partners. One key aspect of this desire is to ensure that this expression of partnership is appropriately established through the co-management of wāhi tūpuna or ancestral sites. Both Council and Rangitāne have agreed that Te Motu o Poutoa (ANZAC Park) is the most appropriate site to begin this collaboration. Establishing the co-management partnership as a Council committee is considered the most appropriate option for giving the partnership the weight it requires, and the Kawenata in Relation to Te Motu o Poutoa (Kawenata) is an appropriate mechanism for this.
OPTION 1:	Council establish a new committee as described in the Kawenata attached to this report.
Community Views	Community views have not been heard on the current proposal. The establishment of Council committees is considered a leadership activity conducted by the Mayor, and would not require consultation. The new Committee itself would operate to hear consultation on the Reserve Development and Management Plans for Te Motu o Poutoa going forward.
Benefits	Establishing the co-management partnership as a Council committee, gives the partnership the mana and significance required, allows new wāhi tūpuna sites to be included under the committee’s mandate at a later date where appropriate, and provides the most significant expression of rangatiratanga to Rangitāne as permissible under the LGA 2002.
Risks	The community mistake the partnership for an agreement for restricted public access to sites.
Financial	All costs associated with the new Committee will come under Governance Team budgets.
OPTION 2:	Council establishes a new committee and adopts the Kawenata with some changes.
Community Views	Community views have not been heard on the current proposal. The establishment of committees is considered a leadership activity conducted by the Mayor, and would not require consultation. The new Committee itself would operate to hear consultation on the Reserve Development and Management Plans for Te Motu o Poutoa going forward.
Benefits	This option allows Councillors to make changes to the foundational document at this early stage of committee development.
Risks	This option could see a pro-longed process depending upon the nature of the changes proposed by Council. The Kawenata is developed from templates of work that have proven successful, and changes may impact upon this. The existing Kawenata is built upon information and workshops developed alongside Councillors, and changes may not reflect those earlier decisions and discussions.
Financial	All costs associated with the new committee will come under Governance Team budgets. Any appropriate additions relative to the proposed changes will be administered by that team.
The recommendations contribute to Goal 3: A Connected and Safe Community
The recommended option contributes to the outcomes of the Connected Community Strategy
The recommended option contributes to the achievement of action/actions in the Culture and Heritage Plan The action is: The recommended option contributes to the achievement of action/actions in the following Plans: 1. The Culture and Heritage Plan, where the imperatives are to ‘Incorporate Rangitāne history and aspirations in modern day Palmerston North’, and ‘Collaborate with Rangitāne on major Council projects, particularly … the Manawatū River Park’; and 2. The Active Community Plan, ‘To establish a framework for mana whenua to partner and participate in policy, planning, design, development and management of parks and open spaces based on recognition and respect, which may include co-governance of particular parks and open spaces’, and ‘Work with mana whenua to identify, protect, preserve and manage wāhi tūpuna and other places of significance within the public open space network.’
Contribution to strategic direction		The primary strategic imperatives underlying this report can be primarily found in the Creative and Liveable Strategy, with its emphasis on recognising the status of mana whenua in relationship to ancestral sites and landscapes. Underpinning this Strategy is an emphasis on collaboration between the Council and Rangitāne to work together in the recovery, protection, promotion and ongoing management of the cultural heritage of the iwi.

Rationale for the recommendations

1. Overview of the problem or opportunity

1.1 Rangitāne o Manawatū and Palmerston North City Council have collectively signalled their desire to work more collaboratively as partners.

1.2 One key aspect of this desire is to ensure that this expression of partnership is appropriately established through the co-management of Wahi Tupuna or ancestral sites.

1.3 The most appropriate expression of this partnership is the establishment of a Council committee. This allows for smooth future additions of further ancestral sites and provides the fullest expression of rangatira and true partnership to Rangitane, as allowed under current legislation.

1.4 Both Council and Rangitāne have agreed that Te Motu o Poutoa (ANZAC Park) is the most appropriate site to begin this collaboration. Officers have developed a Kawenata (or foundation document) that will ensure an equitable and productive partnership to manage and care for this important site.

2. Background and previous council decisions

2.1 Te Motu O Poutoa – the place of Poutoa (also known as ANZAC Park) is arguably the most significant site to Rangitāne o Manawatū in the Palmerston North area. It is listed in the Palmerston North District Plan Appendix 17B as a site of cultural significance.

2.2 Poutoa was an ancestor of Rangitāne. His descendents include Paewai, Te Awe Awe, Te Rangiotu and other families. The Urupā was attacked and destroyed by Ngāti Apa ki Rangitīkei about 1820. The Urupā (burial site) was on the river flat between the bridge and the cliff. Bones were taken to Rangiotu and reburied in the 1880’s, and it is contentious as to whether the actual bones or just the grave markers were taken.

2.3 The land was purchased from the Kairanga County Council as ANZAC Park in 1916. It is assumed that at some point prior to this date that the Patriotic Society renamed the park.

2.4 From 1962-1963 the site was changed significantly. A ridge was lowered 20 metres to form the plateau that exists today and in 1964-65 a lookout station, car park and picnic spot were formed.

2.5 In 1968 the land was vested in the Palmerston North City Council by the Kairanga County Council as a reserve. The Palmerston North Astronomical Society observatory was built in 1971.

2.6 In recent years capital budgets for the development of this site have been proposed through various 10 Year Plans. However, without the full backing of any development on this site from Rangitāne, work has yet to occur.

2.7 The park and car parking area have fallen into a relatively poor condition, there is often rubbish left on site and anti-social behaviour occurs at the park which has resulted in the park being closed at certain hours. As a key cultural site that boasts the best geographical high-point in the City, it is essential that Council and Rangitāne come to an understanding on moving forward at this site.

2.8 In recent years Rangitāne o Manawatū have agreed a Treaty Settlement with the Crown, and are currently organising the iwi along a more cohesive set of systems and processes. In addition, the Council has expressed an interest in working more closely and cohesively with Rangitāne, and have directed officers to begin work on co‑management options for wāhi tūpuna sites. Te Motu o Poutoa was identified by both Council and Rangitāne as the most appropriate site to begin this work.

2.9 Workshops were held with Rangitāne where their members discussed the values Iwi hold for this special site, their vision for the future and how they would like to see a working partnership between Council and Rangitāne established to develop and manage the site.

2.10 A workshop was held with Councillors where discussion of potential co-management options was undertaken, and the main sites of cultural significance to Rangitāne were laid out on a map and discussed. The purpose of the workshop was to advise Councillors as to which sites Rangitāne have interests in, and the possible ways to manage Te Motu O Poutoa as partners.

2.11 Officers developed a set of options for co-management based on that direction and the direction given to Officers by Rangitāne. This option was developed in collaboration with Paul Beverley of Buddle Findlay Lawyers. Mr Beverley has significant and unique expertise in developing co-management and co-governance frameworks with iwi across the country. This preferred option allows Council and Rangitāne to act as partners in the co-management of Te Motu o Poutoa, while simultaneously ensuring that the co-management committee is able to encompass further sites should this be appropriate at a later time.

2.12 In August of 2018 a report went to Council describing three potential options for establishing a co-management partnership. Those options were:

· Option 1: Establish a Council committee to function as a co-management committee, as per Schedule 7 of the Local Government Act 2002.

· Option 2: Establish a co-management group as the Administering Body of Te Motu o Poutoa, as per the Reserves Act 1977.

· Option 3: Establish a Memorandum of Understanding (MOU) between Rangitāne o Manawatū and Palmerston North City Council on the co‑management of Te Motu o Poutoa.

2.13 Option was 1 was the recommended option and was adopted by Council. The Kawenata (foundational document) that is attached and proposed in this report is the result and full expression of the adoption of this option. The Kawenata principles and actions emerged from earlier discussions with Paul Beverley, Rangitāne and Councillors during workshops. Apart from minor changes to the procedures around the installation of Chair and Deputy, and the resolution of issues, this document is supported by Rangitāne o Manawatū.

2.14 A number of key features designed to underpin the Kawenata are:

· Committee established as a Council committee under (under Schedule 7 of the LGA 2002).

· Committee members to include three Council representatives (one of whom will be the Mayor) and three Rangitāne representatives.

· The Council will appoint the Chair and Deputy Chair of the committee on an annual basis so that the respective roles will be rotated between the Council and the Rangitāne representatives.

· Establish a Te Reo Māori name for the committee with Rangitāne.

· If the committee wished to modify the Standing Orders or modify meeting procedures that are not otherwise permitted, approval will need to be given by the Council.

2.15 The establishment of these key features in the spirit of partnership will see the Council begin to move beyond the stakeholder relationship with Rangitāne and into a full partnership and sharing authority approach to the management of Te Motu o Poutoa.

3. Description of options

3.1 Option 1: Council establish a new committee, as described in the Kawenata attached in this report.

3.2 Option 2: Council establishes a new Council committee, and adopts the Kawenata with some changes.

4. Analysis of options

4.1 Option 1: Council establishes a new Council committee as a co-management committee, as described in the Kawenata.

How Council Currently Works With Rangitāne

4.2 The table above describes a relationship continuum – with Iwi on one side and Council on the other. This continuum describes the range of possible levels of decision making sharing that Council currently has with Rangitāne, or could have. It should be noted that Council and Rangitāne operate across a number of levels – depending on the subject matter. In some cases Council actively consults with Rangitāne (such as issuing an easement over a park with no significance to Rangitāne), and in other cases, where wāhi tūpuna sites are being discussed/planned, Council actively negotiates solutions with Rangitāne as a key stakeholder.

4.3 However, in some cases at present, such as developing the Te Motu o Poutoa Reserve Management Plan, Council is moving into the space where sharing responsibility and authority is beginning to “organically” emerge. Rangitāne and Councillors have expressed the desire to formalise this “organic movement” so as to ensure and uplift the mana of Rangitāne o Manawatu and to work in true partnership on key sites. Council also recognises the opportunities that partnership offers for the City.

Kawenata - Forging a Partnership

4.4 Partnership implies a certain level of equity, and the formalisation of partnership should ideally reflect that through the appropriate decision-making framework, legal status and hierarchy.

4.5 The establishment of the key features within the Kawenata will see the Council begin to move beyond the stakeholder relationship with Rangitāne and into a fuller expression of partnership in the approach to the management of Te Motu o Poutoa.

4.6 As a Council committee, operating under a general Kawenata agreement, this committee will also be capable of incorporating other appropriate wāhi tūpuna into its sphere of authority with relative ease should the parties seek to incorporate additional sites in the future. The committee would have the legal framework and logistical capacity already in place to do this. Therefore, this option future-proofs any further work in this sphere without Council and Rangitāne having to duplicate the process.

4.7 All decisions made by the new Council committee would ultimately be subject to final Council approval in the same manner that Council approves the resolutions of its committees at present, as per Schedule 7 of the LGA 2002. This option provides the fullest sense of partnership available under the existing local government legal framework, and Council retains the right ultimately to veto, as with any other Council committee.

4.8 Council has the option to establish the new co-management committee so that it does not dissolve like all other Council committees at the end of the triennial election cycle. This will be decided once the committee is established, and the committee makes recommendations on structure, etc. to full Council.

4.9 Option 2: Council establishes a new Council committee as a co-management committee. Councillors adopt the Kawenata with some changes.

4.10 The analysis for Option 1 holds depending on the nature and scale of the proposed changes to the Kawenata.

5. Conclusion

5.1 Council and Rangitāne, with the help of Paul Beverley, have been working together over the last two years to develop a co-management agreement for Te Motu o Poutoa, and other appropriate wāhi tūpuna sites.

5.2 The Kawenata is an expression of that work to date, which will form the basis of partnership for the creation of a new Council committee – to oversee and co‑manage appropriate wāhi tūpuna sites.

6. Next actions

6.1 Begin the necessary steps in establishing a new Council committee.

7. Outline of community engagement process

7.1 A Community Engagement Plan is to be developed for the new committee.

Compliance and administration

Local Government Act 2002.

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

Kawenata in Relation to Te Motu o Poutoa ⇩

PALMERSTON NORTH CITY COUNCIL

Memorandum

TO: Sport and Recreation Committee

MEETING DATE: 11 March 2019

TITLE: Reporting on contracted outcomes through 'Sport Manawatū six month report (1 July to 31 December 2018) to Palmerston North City Council'

DATE: 18 February 2019

Presented By: Julie Macdonald, Strategy and Policy Manager, Strategy and Planning

APPROVED BY: Sheryl Bryant, General Manager - Strategy & Planning

RECOMMENDATION(S) TO COMMITTEE

1. That the Committee receive the memorandum reporting on contracted outcomes through ‘Sport Manawatū’s six-month report (1 July to 31 December 2018)’ (attachment 1) and commentary (attachment 2).

1. ISSUE

1.1 Attachment 1 is the six-month report outlining progress on contract outcomes under Sport Manawatū’s fee for service contract with the Council and covers the period from 1 July to 31 December 2018. Six and twelve-month reports are required under the contract. Attachment 2 provides officer comments on each of the reported outcomes.

1.2 It should be noted that Sport Manawatū, as an independent charitable trust, receives multiple and diverse sources of funding, including from Sport New Zealand, the Palmerston North City Council (approximately 20% of its total revenue) and other councils in the region, the MidCentral District Health Board and community trusts. As a result, it operates in an environment of having to meet a number of different outcomes across its activities. The Sport Manawatū report, therefore, describes activities that aren’t necessarily solely funded through Council’s service contract.

2. BACKGROUND

2.1 Sport Manawatū was contracted following the 2015 ‘fee for service’ round and is operating in the final year of a three-year (2016-19) contract with Council. In 2018 the Community Funding Policy, and the Active Community Plan, signalled that the Council and Sport Manawatū relationship is such that the delivery of services to the community should be considered more strategically. As a result, it was decided that future Palmerston North City Council funding to Sport Manawatū to deliver sport and recreation services would be removed from the contestable process (now known as Strategic Priorities Grants). This change of approach was confirmed by Council through the adoption of the Community Funding Policy (2018) in August 2018.

2.2 The contract fee is $461,500 (excl GST) per year, of which $200,000 (excl GST) is distributed annually by Sport Manawatū to sports events providers under the Sports Events Partnership Fund on Council’s behalf. Sport Manawatū has also recently started administering the Active Community Fund (an additional $10,000).

2.3 The current contract requires reporting against the following outcomes:

1. People are more active, more often.

2. The Councils (PNCC and MDC) are able to work collaboratively with Sport Manawatū to help achieve the Council’s strategic aspirations.

3. The sport sector is able to build its capacity and capability whilst becoming more self-sustaining.

4. The sport sector has access to up-to-date, specialist, relevant, information and advice.

5. Arena Manawatū is the City hub for indoor community sport.

6. Manawatū is the best place in New Zealand to ride a bike.

7. Palmerston North has an excellent reputation for hosting national sports events.

8. There is a joined-up programme of community and high-performance cycling events in the Manawatū.

2.4 It is noted that these outcomes from the Council’s Active Recreation and Events Strategies have now been superseded by the new strategic framework adopted as part of the 10 Year Plan (2018-28). Sport Manawatū’s activities and outputs, as well as the indicators of success described in the current contract have been evaluated against these outcomes, however, there is recognition there is a transitional period of adapting to new outcomes that will impact on service delivery.

3. SIX month REPORT HIGHLIGHTS

3.1 Sport Manawatū’s highlights are detailed in its report (attachment 1) and include:

· Two hundred and thirty-three participants graduated from the initial Green Prescription (GRx) programmes.

· More than $100,000 was allocated to projects to get children into organised sport via KiwiSport funding.

· Sport Manawatū, in partnership with Council, is developing a Play Plan with assistance from Sport New Zealand.

· Secondary school student participation in organised sport is rising, with a 2% increase between January and December 2018.

· The Central Energy Trust Arena hosted six national sporting events during the last six months and supported 4,630 hours to community sport and recreation.

· The City hosted 13 national sporting events during the last six months, six of which were national secondary school aged fixtures.

3.2 Officer comments on the outcomes, example outputs and measures of success are included in attachment 2. Key observations are:

· Sport Manawatū’s Active Team continues to run a variety of programmes linked to improving health and active lifestyle outcomes. Participant feedback presented in the report indicates good progress in terms of the outcome that ‘people are more active, more often’. [Outcome 1]

· From a strategic perspective, Sport Manawatū, Sport NZ and Council staff have been exploring the development of a play policy and developing an Urban Cycling Network Master Plan. It is important that these projects involve stakeholders and staff to contribute to meeting Council’s strategic goals whilst also recognising any operational impacts. [Outcome 2]

· Building the sport sector’s capacity and capability is a key service area for Sport Manawatū and it has reported on a wide range of up-skilling activities for Regional Sports Organisations, coaches, coach coordinators, sport and recreation providers and volunteers. It is anticipated that these activities all result in upskilling of the sport and recreation sector as evidenced through commentary in the report. [Outcome 3]

· Council staff and the Sport Manawatū insights analyst have started to meet regularly to share sport and recreation research and to discuss specific research needs in Council’s Active Community Plan. [Outcome 4]

· A key event organised by Sport Manawatū was the Regional Sports Conference held in August 2018 attended by 120 partners and organisations from the sport and recreation sector. Topics selected included technology and diversity in sport, social media, engagement and managing player behaviour and these are reflective of emerging topics in a rapidly changing sector. [Outcome 4]

4. conclusion

4.1 Sport Manawatū provides a wide range of sport and recreation services to Palmerston North, and the wider regional community, under its organisational aspiration that ‘everyone is active everyday’. Its six-month report to 31 December 2018 provides a thorough review of activities that support a wide range of outcomes Council seeks for the community.

5. NEXT STEPS

5.1 As the service contract is in the final six months of the three-year term, work on a future partnership arrangement with Sport Manawatū has begun. This includes identification of a new set of outcomes aligned with the Council’s strategic direction.

6. Compliance and administration

Does the Committee have delegated authority to decide? If Yes quote relevant clause(s) from Delegations Manual clause 166		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 to the achievement of action/actions in the Active Community Plan The action is: Contract Sport Manawatū to deliver sport and recreation services to meet a number of community outcomes sought by Council
Contribution to strategic direction	Fostering a strong working relationship with Sport Manawatū is essential in meeting a range of sport and recreation outcomes sought by the Council. The Active Community Plan’s priority is to have the most active community in the country. The delivery of actions within the Active Community Plan requires greater collaboration with Sport Manawatū and a new contractual arrangement is being worked on.

Attachments

1.	Attachment 1: Sport Manawatū six-month report ⇩
2.	Attachment 2: Reporting against contracted outcomes from Sport Manawatū's six-month report (1 July to 31 December 2018) ⇩

Leonie Hapeta (Chairperson)
Duncan McCann (Deputy Chairperson)
Grant Smith (The Mayor)
Brent Barrett	Jim Jefferies
Adrian Broad	Lorna Johnson
Vaughan Dennison	Bruno Petrenas
Lew Findlay QSM	Aleisha Rutherford

1.	Proposal ⇩
2.	Architect Plans ⇩
3.	Assessment of Noise Effects ⇩