AGENDA
Arts,
Culture and Heritage Committee
|
Rachel Bowen
(Chairperson)
|
|
Jim Jefferies (Deputy
Chairperson)
|
|
Grant Smith (The Mayor)
|
|
Susan Baty
|
Vaughan Dennison
|
|
Brent Barrett
|
Karen Naylor
|
|
Adrian Broad
|
Bruno Petrenas
|
|
Gabrielle Bundy-Cooke
|
Tangi Utikere
|
PALMERSTON NORTH CITY COUNCIL
Arts, Culture and
Heritage Committee
MEETING
15 April 2019
Order of Business
NOTE: The
Arts, Culture and Heritage Committee meeting coincides with the ordinary
meeting of the Finance and Performance Committee.
The Committees will conduct business in the following order:
- Arts, Culture and Heritage Committee
- Finance and Performance 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
- Margaret Tennant Page 7
6. Presentation
- Val Burr Page 9
7. Confirmation
of Minutes Page 11
“That the minutes of the Arts,
Culture and Heritage Committee meeting of 11 February 2019 Part I Public be
confirmed as a true and correct record.”
8. Cultural
CCOs Six Month Reports to December 2018 and Draft Statements of Intent
2019-2022 Page 15
Memorandum, dated 13 March 2019
presented by the Community Development Manager, Joann Ransom.
9. Outcome
of the Fringe Festival Page 179
Memorandum, dated 26 February
2019 presented by the Head of Events and Partnerships, Natasha Paladin.
10. Programme 1157
Commemorative Programme post WW100 Events Page 215
Memorandum, dated 26 February
2019 presented by the Head of Events and Partnerships, Natasha Paladin.
11. Outcome of the
National Young Performer Awards with Proposals for future events and Council's
commitment as Civic Partner Page 221
Memorandum, dated 26 February
2019 presented by the Head of Events and Partnerships, Natasha Paladin.
12. Committee Work
Schedule Page 233
13. Exclusion
of Public
|
|
To be moved:
“That the
public be excluded from the following parts of the proceedings of this meeting
listed in the table below.
The general
subject of each matter to be considered while the public is excluded, the
reason for passing this resolution in relation to each matter, and the
specific grounds under Section 48(1) of the Local Government Official
Information and Meetings Act 1987 for the passing of this resolution are as
follows:
|
General
subject of each matter to be considered
|
Reason for
passing this resolution in relation to each matter
|
Ground(s)
under Section 48(1) for passing this resolution
|
|
|
|
|
|
|
|
|
|
This resolution is made in reliance on Section
48(1)(a) of the Local Government Official Information and Meetings Act 1987
and the particular interest or interests protected by Section 6 or Section 7
of that Act which would be prejudiced by the holding of the whole or the
relevant part of the proceedings of the meeting in public as stated in the
above table.
Also that the
persons listed below be permitted to remain after the public has been
excluded for the reasons stated.
Chief Executive
(Heather Shotter), Chief Financial Officer (Grant Elliott), 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), Sandra King (Executive Officer) 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.
[Add Council Officers], because of their knowledge and ability to
assist the meeting in speaking to their report and answering questions,
noting that such officer will be present at the meeting only for the item
that relate to their respective report.
[Add Third
Parties], because of their knowledge and ability to assist the
meeting in speaking to their report/s [or other matters as specified] and
answering questions, noting that such person/s will be present at the meeting
only for the items that relate to their respective report/s [or matters as
specified].
|
PALMERSTON NORTH CITY COUNCIL
Presentation
TO: Arts,
Culture and Heritage Committee
MEETING DATE: 15
April 2019
TITLE: Presentation
- Margaret Tennant
|
RECOMMENDATION(S)
TO Arts, Culture and Heritage
Committee
1. That
the Arts, Culture and Heritage Committee receive the presentation for
information.
|
City Anniversary Book - A presentation on the final stage of
a significant history of the city, written by leading historians.
Attachments
Nil
PALMERSTON NORTH CITY COUNCIL
Presentation
TO: Arts,
Culture and Heritage Committee
MEETING DATE: 15
April 2019
TITLE: Presentation
- Val Burr
|
RECOMMENDATION(S) TO Arts, Culture and Heritage Committee
1. That
the Arts, Culture and Heritage Committee receive the presentation for
information.
|
A presentation on the Palmerston North Electric Power
Station Society regarding the current status of the society and future plans.
Attachments
Nil
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 11 February 2019, commencing at 9.02am
|
Members
Present:
|
Councillor Rachel Bowen (in the Chair),
The Mayor (Grant Smith) and Councillors Susan Baty, Brent Barrett, Adrian
Broad, Gabrielle Bundy-Cooke, Vaughan Dennison, Jim Jefferies, Karen Naylor,
Bruno Petrenas and Tangi Utikere.
|
|
Non Members:
|
Councillors Lew Findlay QSM, Leonie
Hapeta, Lorna Johnson, Duncan McCann and Aleisha Rutherford.
|
|
Apologies:
|
The Mayor (Grant Smith) for early
departure.
|
|
1-19
|
Apologies
|
|
|
Moved Rachel Bowen, seconded Leonie Hapeta.
The
COMMITTEE RESOLVED
1. That
the Committee receive the apologies.
|
|
|
Clause 1-19 above was carried 15 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, Lorna Johnson, Jim Jefferies, Duncan McCann, Karen Naylor,
Bruno Petrenas, Aleisha Rutherford and Tangi Utikere.
Abstained:
The Mayor (Grant Smith).
|
|
2-19
|
Presentation -
Public Sculpture Trust
Simon
Barnett and Bronwyn Zimmerman made a presentation regarding the Public
Sculpture Trust.
The focus
of the Trust was on the central city and smaller scale sculptures, but this
was not exclusive. Key factors contributing to the success of the Trust were
energetic, committed and engaged members of the Trust. Partnership, decision
making, flexibility and reputation were the significant focus areas.
There were
two processes in regards to selection, with the difference being whether the
site or artist was selected first. In both scenarios, independent experts
were involved in the decision making process.
|
|
|
Moved
Vaughan Dennison, seconded Tangi Utikere.
The COMMITTEE RESOLVED
1. That
the Arts, Culture and Heritage Committee receive the presentation for
information.
|
|
|
Clause 2-19 above was
carried 16 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, Lew Findlay QSM, Leonie Hapeta, Lorna Johnson,
Jim Jefferies, Duncan McCann, Karen Naylor, Bruno Petrenas, Aleisha
Rutherford and Tangi Utikere.
|
|
3-19
|
Confirmation of Minutes
|
|
|
Moved Rachel Bowen, seconded Jim Jefferies.
The COMMITTEE RESOLVED
1. That
the minutes of the Arts, Culture and Heritage Committee meeting of 12
November 2018 Part I Public be confirmed as a true and correct record.
|
|
|
Clause 3-19 above was carried 15 votes to 0, with 1 abstention, 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, Lew Findlay QSM, Leonie Hapeta, Jim Jefferies,
Lorna Johnson, Duncan McCann, Karen Naylor, Bruno Petrenas and Aleisha
Rutherford.
Abstained:
Councillor Tangi Utikere.
|
|
4-19
|
Funding agreement between Palmerston North City Council
and Palmerston North Public Sculpture Trust
Memorandum, dated 17 January
2019 presented by the General Manager – Community, Debbie Duncan.
Elected Members were of the view that the report had been
presented to the Committee too soon and further information was required
before making a decision.
|
|
|
Moved
Susan Baty, seconded Lorna Johnson.
The COMMITTEE RESOLVED
1. That the item
be left to lie on the table until the Council meeting on 25 February
2019.
|
|
|
Clause 4-19 above was
carried 12 votes to 4, the voting being as follows:
For:
The Mayor (Grant Smith) and
Councillors Brent Barrett, Susan Baty, Adrian Broad, Gabrielle Bundy-Cooke,
Lew Findlay QSM, Jim Jefferies, Lorna Johnson, Duncan McCann, Bruno Petrenas,
Aleisha Rutherford and Tangi Utikere.
Against:
Councillors Rachel Bowen,
Vaughan Dennison, Leonie Hapeta and Karen Naylor.
|
|
5-19
|
Committee Work Schedule
|
|
|
Moved
Rachel Bowen, seconded Jim Jefferies.
The COMMITTEE RESOLVED
1. That
the Arts, Culture and Heritage Committee receive its Work Schedule dated
February 2019.
|
|
|
Clause 5-19 above was
carried 16 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, Lew Findlay QSM, Leonie Hapeta, Jim Jefferies,
Lorna Johnson, Duncan McCann, Karen Naylor, Bruno Petrenas, Aleisha
Rutherford and Tangi Utikere.
|
The meeting finished at 12.02pm
Confirmed 15 April 2019
Chairperson
PALMERSTON NORTH CITY COUNCIL
Memorandum
TO: Arts,
Culture and Heritage Committee
MEETING DATE: 15
April 2019
TITLE: Cultural
CCOs Six Month Reports to December 2018 and Draft Statements of Intent
2019-2022
DATE: 13
March 2019
Presented By: Joann
Ransom, Community Development Manager, Community
APPROVED BY: Debbie
Duncan, General Manager - Community
|
RECOMMENDATION(S) TO Council
1. That
Council receive the six-month reports to December 2018 submitted by Globe
Theatre Trust Board, Te Manawa Museums Trust, Caccia Birch Trust Board and
Regent Theatre Trust (the cultural CCOs).
2. That
Council receive the draft Statements of Intent 2019–2022 submitted by
the cultural CCOs.
3. That the
Chief Executive go back to Caccia Birch Trust Board to address the
unsustainable financial issue as presented in their Statement of Intent.
4. That
Council note any items to be addressed by the cultural CCOs in drafting their
final Statements of Intent.
|
1. ISSUE
1.1 The
Council is required by the Local Government Act 2002 (LGA) to regularly
undertake performance monitoring of its CCOs. Council is required to evaluate
the contribution of each CCO to the Council’s objectives for the CCO; the
desired results set out in the Statement of Intent (SOI); and the overall
aims and outcomes of the Council based on the six-month reports.
1.2 Council
must also agree to a CCO’s new SOI each year.
1.3 Representatives
of each cultural CCO are in attendance to present their six-month reports and
draft SOIs to Council.
2. BACKGROUND
2.1 A
CCO is an organisation in which Council has the right to appoint at least fifty
per cent of the trustees. Council has four cultural CCOs which were set up to
independently manage Council-owned cultural facilities for a mixture of
commercial and community purposes: Globe Theatre Trust, Te Manawa Museums
Trust, Caccia Birch Trust and Regent Theatre Trust. These organisations are
each managed by a Board of Trustees made up of committed volunteers.
2.2 In
2017 Council resolved to exempt Caccia Birch Trust Board from being a CCO under
section 7(3) of the LG Act. This was to potentially reduce audit costs
for the Board. This in turn requires changes to the Board’s Trust Deed.
These amendments have not yet been actioned to allow the section 17A review of
the Arts and Culture CCO’s to be undertaken based upon the existing Trust
Deeds.
2.3 The
changes would not remove the need for the Board to provide Council with audited
accounts. With a revised Trust Deed, the Board could choose any qualified
auditor to provide these, rather than relying on the office of the Auditor
General.
3. PERFORMANCE FOR THE SIX-MONTHS TO DECEMBER
2018 AND DRAFT STATEMENTS OF INTENT
3.1 Officers
have summarised the six-month reports and draft SOIs received from each
cultural CCO in the following pages. The full documents are appended to this
memo.
3.2 The
CCOs were each sent a letter of expectation in February 2019 which communicated
Council’s expectations, priorities and guidance in respect of the matters
to be covered by their next SOI. Officers have also provided support to ensure
CCO reporting aligns with best practice (based on guidance from the Office of
the Auditor-General) and the requirements of the LGA.
4. Council
is presently carrying out an external Local Government Act section 17A Review
of the Arts and Culture CCOs. This could affect the way the CCOs are set
up, but if Council was to consider any changes, these would be subject to wider
community consultation. These would not affect the Statement of Intent for
2019-20.
5. Globe
Theatre Trust Board
5.1 Six-month
Report to 31 December 2018
|
GLOBE:
SUMMARY OF ACTIVITIES – 6 MONTH
|
|
During the reporting period, the Globe Theatre was busy
with community events, the inaugural Palmy Fringe Festival and sell-out music
events. A busy pre-Christmas season focussed on comedy events. Alongside
this, there has been an exponential growth in the number of bookings from
touring musicians and bands. Though ticket sales have been variable, the
diversity and quality of the events has raised the profile of the Globe with
performers and audiences alike.
|
|
GLOBE:
PERFORMANCE TARGET DASHBOARD – 6 MONTH
|
|
Measure
|
|
YTD
31
Dec 2016
|
YTD
31
Dec 2017
|
YTD
31
Dec 2018
|
3
year trend
|
|
Community
usage
|
Actual
Target
|
76%
60%
|
79%
60%
|
Not
measured
|
|
|
Usage
nights
|
Actual
Target
|
175
125
|
190
125
|
326
125
|
|
|
Performances
|
Actual
Target
|
72
82
|
78
82
|
123
82
|
|
|
Events
co-promoted by Trust
|
Actual
Target
|
3
2 (full year)
|
5
2 (full year)
|
11
5 (full year)
|
|
|
Hirers
|
Actual
Target
|
37
None set
|
46
None set
|
Not
measured
|
|
|
New hirers
|
Actual
Target
|
17
None set
|
23
None set
|
Not
measured
|
|
|
GLOBE:
FINANCIALS – 6 MONTH
|
|
|
YEAR
TO DATE
|
Annual
|
|
Financial Performance ($000)
|
Actual
|
Budget
|
Var.
|
Budget
|
|
|
Revenue
provided by PNCC
|
57
|
57
|
|
113
|
|
Total
Revenue
|
154
|
129
|
25
|
258
|
|
Total
Expenses
|
88
|
108
|
20
|
216
|
|
Net
Surplus (Deficit)
|
66
|
21
|
45
|
42
|
|
Financial
Position
|
|
|
|
|
|
|
Current
Assets
|
103
|
|
|
|
41
|
|
Total
Assets
|
371
|
|
|
|
361
|
|
Current
Liabilities
|
77
|
|
|
|
20
|
|
Total
Liabilities
|
77
|
|
|
|
20
|
|
Equity
|
294
|
|
|
|
341
|
|
Cash
Flows
|
|
|
|
|
|
|
Total
Net Cash Flows
|
15
|
|
|
|
(45)
|
|
Opening
Cash
|
33
|
|
|
|
317
|
|
Closing
Cash
|
48
|
|
|
|
272
|
· 6 month actuals show a net surplus of
$66K
· Cash has decreased by $15K over the 6 months
period
|
|
GLOBE:
ISSUES & OUTLOOK – 6 MONTH
|
|
Forward
bookings are strong with many confirmed hires throughout 2019. As part of its
programme for audience development, the Board agreed to trial a
“multi-pass ticket” to a selected group of music events in the first
quarter of next year. This new initiative, aiming to develop the loyalty of
frequent attendees, will be assessed and then further developed in the coming
year. The Board has also focussed on developing relationships with new
community hirers to increase the diversity of the events taking place in the
venues. With the ongoing support of the Council’s Asset Management Team
the Board are hopeful that the upgraded air-conditioning and digital lighting
will be carried out in the next 12 months completing the refurbishment of
Globe.
|
5.2 Draft
Statement of Intent 2019-2022
|
GLOBE:
SUMMARY – DRAFT SOI
|
|
The Board continues to be driven by its vision of the
Globe Theatre as a thriving hub for community performing arts in the cultural
heart of the City. To help achieve this the Board has identified three
strategic priorities: increase hireage, explore new revenue streams and
provide a “first rate community theatre”. They will do this by
continuing to build relationships between the theatres and the many diverse
community groups in Palmerston North and from a “theatre’ aspect,
by providing a robust capital renewal programme through moving towards fully
funded depreciation.
|
|
GLOBE: FINANCIALS – DRAFT
SOI
|
|
|
Actual
|
Forecast
|
Statement of Intent
|
|
Financial
Performance ($000)
|
2017/18
|
2018/19
|
2019/20
|
2020/21
|
2021/22
|
|
Revenue
provided by PNCC
|
77
|
113
|
116
|
118
|
120
|
|
Total
Revenue
|
182
|
264
|
285
|
211
|
212
|
|
Total
Expenses
|
210
|
218
|
238
|
251
|
258
|
|
Net
Surplus (Deficit)
|
(28)
|
46
|
47
|
(40)
|
(46)
|
|
Financial
Position
|
|
|
|
|
|
|
Current
Assets
|
43
|
32
|
34
|
34
|
38
|
|
Total
Assets
|
271
|
292
|
339
|
299
|
253
|
|
Current
Liabilities
|
43
|
18
|
18
|
18
|
18
|
|
Total
Liabilities
|
43
|
18
|
18
|
18
|
18
|
|
Equity
|
228
|
274
|
321
|
281
|
235
|
|
Cash
Flows
|
|
|
|
|
|
|
Net
change in cash flows
|
1
|
(19)
|
1
|
0
|
4
|
|
Opening
Cash
|
32
|
33
|
14
|
15
|
15
|
|
Closing
Cash
|
33
|
14
|
15
|
15
|
19
|
|
|
|
|
|
|
|
· In the SOI period there is a net deficit forecasted
totalling $39K
· Forecasted increase in net cash flows for the SOI
period total $5K
|
6. Te Manawa Museums Trust
6.1 Six-month
Report to 31 December 2018
|
TE
MANAWA: SUMMARY OF ACTIVITIES – 6 MONTH
|
|
Over
the six-months ending 31 December strong progress was made creating more
opportunities for Rangitane within Te Manawa; a completed design brief for Te
Rangi Whenua and a feasibility study/business case are now completed and have
been accepted by Te Rangimarie Marae. A performance programme is being
developed and the creation of promotional resources for social media. Te
Manawa was accepted as part of the international community engagement
mentoring programme OF|BY|FOR|ALL.
|
|
TE MANAWA: PERFORMANCE TARGET
DASHBOARD – 6 MONTH
|
|
Measure
|
|
YTD
31
Dec 2016
|
YTD
31
Dec 2017
|
YTD
31 Dec 2018
|
3
year trend
|
|
Visits
to TM
|
Actual
Target
|
127,214
85,000
|
105,536
86,000
|
73,443
86,000
|
|
|
Visits
to exhibitions at other venues
|
Actual
Target
|
47,628
50,000
|
82,532
50,000
|
78,123
50,000
|
|
|
Online
reach
|
Actual
Target
|
319,527
79,000
|
291,794
80,000
|
315,172
80,000
|
|
|
Third-party
revenue
|
Actual
Target
|
$553,000
$280,000
|
$276,300
$294,200
|
$311,000
$481,200
|
|
|
Visitor
satisfaction (TM surveys)
|
Actual
Target
|
96%
>96%
|
98%
>96%
|
99%
>96%
|
|
|
Activity
participation
|
Actual
Target
|
No data
10,000
|
12,614
11,000
|
No
data
11,000
|
|
|
TE MANAWA: FINANCIALS – 6
MONTH
|
|
|
YEAR TO DATE
|
Annual
|
|
Summary
Financials ($000)
|
Actual
|
Budget
|
Var.
|
Budget
|
|
|
|
|
|
|
|
Financial
Performance
|
|
|
|
|
|
Revenue
provided by PNCC
|
1,566
|
1,566
|
|
3,131
|
|
Total
Revenue
|
1,886
|
1,985
|
(99)
|
3,966
|
|
Total
Expenses
|
1,997
|
2,192
|
195
|
3,978
|
|
Net
Surplus (Deficit)*
|
(111)
|
(207)
|
96
|
(12)
|
|
*Excludes
collection movements
|
|
|
|
|
|
Financial
Position
|
|
|
|
|
|
Current
Assets
|
639
|
|
|
752
|
|
Total
Assets
|
18,198
|
|
|
18,332
|
|
Current
Liabilities
|
411
|
|
|
456
|
|
Total
Liabilities
|
414
|
|
|
460
|
|
Equity
|
17,784
|
|
|
17,872
|
|
|
|
|
|
|
|
Cash
Flows
|
|
|
|
|
|
Total
Net Cash Flows
|
(33)
|
|
|
(45)
|
|
Opening
Cash
|
354
|
|
|
317
|
|
Closing
Cash
|
321
|
|
|
272
|
· 6 month actuals show a net deficit of $111K which is
favourable compared to a year to date budgeted
net deficit of $207K
· Cash has decreased by $33K over the 6 months period
|
|
TE
MANAWA: ISSUES & OUTLOOK – 6 MONTH
|
|
· Fundraising
target is at risk of not being met at this stage.
· A
marked increase in online engagement and a decline of onsite visitors.
|
6.2 Draft Statement of Intent 2019–2022
|
TE
MANAWA: SUMMARY – DRAFT SOI
|
|
Te Manawa will work to maintain their profile as a place
to visit by programming engaging exhibitions and products and increasing the
emphasis on digital engagement. Te Manawa will be developing product
that focuses on increasing both physical and digital numbers. Digital engagement is far reaching and has the potential
for engagement at a national and international scale.
A priority for Te Manawa will be creating more
opportunities for Rangitane to be involved in the development and
implementation of Te Ahi Kaea. Te Manawa will continue its commitment to
staff development with contemporary museum and Te Reo training and implement
human resource systems to support the Te Manawa model and culture.
|
|
TE MANAWA: FINANCIALS –
DRAFT SOI
|
|
|
Actual
|
Forecast
|
Statement of Intent
|
|
Financial
Performance ($000)
|
2017/18
|
2018/19
|
2019/20
|
2020/21
|
2021/22
|
|
Revenue
provided by PNCC
|
3,064
|
3,131
|
3,194
|
3,258
|
3,323
|
|
Total
Revenue
|
3,775
|
3,966
|
3,870
|
3,939
|
4,004
|
|
Total
Expenses
|
3,930
|
3,978
|
3,761
|
3,783
|
3,814
|
|
Net
Surplus (Deficit)*
|
(155)
|
(12)
|
109
|
156
|
190
|
|
*Excludes collection movements
|
|
|
|
|
|
|
Financial
Position
|
|
|
|
|
|
|
Current
Assets
|
949
|
752
|
848
|
1,001
|
1,277
|
|
Total
Assets
|
18,420
|
18,332
|
18,395
|
18,555
|
18,746
|
|
Current Liabilities
|
521
|
456
|
441
|
441
|
441
|
|
Total
Liabilities
|
525
|
460
|
444
|
444
|
444
|
|
Equity
|
17,895
|
17,872
|
17,951
|
18,111
|
18,302
|
|
Cash
Flows
|
|
|
|
|
|
|
Net
change in cash flows
|
(237)
|
(82)
|
139
|
(57)
|
262
|
|
Opening
Cash
|
591
|
354
|
272
|
411
|
354
|
|
Closing
Cash
|
354
|
272
|
411
|
354
|
616
|
· In the SOI period there is a net surplus forecasted
totalling $455K
· Forecasted increase in net cash flows for the SOI
period total $344K
|
7. Caccia Birch Trust Board
7.1 Six-month
Report to 31 December 2018
|
CACCIA
BIRCH: SUMMARY OF ACTIVITIES – 6 MONTH
|
|
During the six-months to 31 December 2018 Caccia Birch
Trust Board managed the preservation of grounds and buildings as per plan.
The property is in excellent condition and the Board continues to plan for
improvements, such as a recycling facility, developing the archive and
landscaping the lagoon embankment.
The Board has encouraged access to the property by
hosting Heritage Open Days, participating in Local History Week and hosting
free open afternoons.
|
|
CACCIA BIRCH: PERFORMANCE TARGET
DASHBOARD – 6 MONTH
|
|
Measure
|
|
YTD
31
Dec 2016
|
YTD
31
Dec 2017
|
YTD
31
Dec 2018
|
3
year trend
|
|
Open
afternoons
|
Actual
Target
|
12
10 (full year)
|
10
10 (full year)
|
5
10 (full year)
|
|
|
Average
occupancy
|
Actual
Target
|
64%
None set
|
73%
None set
|
70.6%
None set
|
|
|
Usage
days
|
Actual
Target
|
118
None set
|
138
None set
|
130
None set
|
|
|
Proportion
of usage: Training and seminars
|
Actual
Target
|
35%
None set
|
44%
None set
|
73%
None set
|
|
|
Proportion
of usage: Meetings
|
Actual
Target
|
37%
None set
|
33%
None set
|
Incl
above
None set
|
|
|
Proportion
of usage: Community discounted
|
Actual
Target
|
10%
None set
|
6%
None set
|
8.7%
None set
|
|
|
Proportion
of usage: Private functions and weddings
|
Actual
Target
|
12%
None set
|
9%
None set
|
13%
None set
|
|
|
Proportion
of usage: Events, tours and open days
|
Actual
Target
|
6%
None set
|
8%
None set
|
4.8%
None set
|
|
The
financial imperative to maximise revenue prioritises income generating use over
community / free use.
|
CACCIA BIRCH: FINANCIALS – 6 MONTH
|
|
|
YEAR TO DATE
|
Annual
|
|
Summary
Financials ($000)
|
Actual
|
Budget
|
Var.
|
Budget
|
|
|
|
|
|
|
|
|
Financial
Performance
|
|
|
|
|
|
|
Revenue
provided by PNCC
|
52
|
52
|
0
|
104
|
|
Total
Revenue
|
145
|
146
|
(1)
|
298
|
|
Total
Expenses
|
141
|
165
|
24
|
318
|
|
Net
Surplus (Deficit)
|
4
|
(19)
|
23
|
(20)
|
|
|
|
|
|
|
|
|
Financial
Position
|
|
|
|
|
|
|
Current
Assets
|
113
|
|
|
|
59
|
|
Total
Assets
|
211
|
|
|
|
148
|
|
Current
Liabilities
|
69
|
|
|
|
42
|
|
Total
Liabilities
|
69
|
|
|
|
42
|
|
Equity
|
142
|
|
|
|
106
|
|
|
|
|
|
|
|
|
Cash
Flows
|
|
|
|
|
|
|
Total
Net Cash Flows
|
(4)
|
|
|
|
(7)
|
|
Opening
Cash
|
42
|
|
|
|
38
|
|
Closing
Cash
|
38
|
|
|
|
31
|
· 6 month actuals show a net surplus of
$4K
· Cash has decreased by $4K over the 6 months period
|
|
CACCIA BIRCH: ISSUES & OUTLOOK
– 6 MONTH
|
|
· An
extra staff member needs to be hired to support the increasing seven-day
usage and ensure a succession plan is in place.
· The
development of the lagoon embankment provides an excellent opportunity for
Caccia Birch to ‘turn again’ towards the water as it was when a
residence.
|
7.2 Draft Statement of Intent 2019–2022
|
CACCIA BIRCH: SUMMARY – DRAFT SOI
|
|
The Caccia Birch Trust Board has set out its plans and
projects advancing its work preserving Caccia Birch House, Coach House,
archives and grounds for the community, and increasing its value as an
attraction.
The
Board needs to hire a second staff member to provide managerial support, help
manage the increasing seven-day usage and ensure a succession plan is in
place. The Board is forecasting a solvency issue in 2020/21.
|
|
CACCIA BIRCH: FINANCIALS –
DRAFT SOI
|
|
|
Actual
|
Budget
|
Statement of Intent
|
|
Summary
Financials ($000)
|
2017/18
|
2018/19
|
2019/20
|
2020/21
|
2021/22
|
|
Financial
Performance
|
|
|
|
|
|
|
Revenue
provided by PNCC
|
98
|
104
|
106
|
108
|
108
|
|
Total
Revenue
|
288
|
298
|
303
|
308
|
311
|
|
Total
Expenses
|
294
|
318
|
343
|
352
|
360
|
|
Net
Surplus (Deficit)
|
(6)
|
(20)
|
(40)
|
(44)
|
(49)
|
|
|
|
|
|
|
|
|
Financial
Position
|
|
|
|
|
|
|
Current Assets
|
81
|
59
|
56
|
30
|
(2)
|
|
Total
Assets
|
189
|
148
|
127
|
83
|
35
|
|
Current
Liabilities
|
50
|
42
|
46
|
46
|
47
|
|
Total
Liabilities
|
50
|
42
|
46
|
46
|
47
|
|
Equity
|
139
|
106
|
81
|
37
|
(12)
|
|
|
|
|
|
|
|
|
Cash
Flows
|
|
|
|
|
|
|
Net
change in cash flows
|
22
|
(11)
|
(13)
|
(27)
|
(33)
|
|
Opening
Cash
|
20
|
42
|
31
|
18
|
(9)
|
|
Closing
Cash
|
42
|
31
|
18
|
(9)
|
(42)
|
|
Ratios
|
|
|
|
|
|
|
Current Ratio
|
1.62
|
1.40
|
1.22
|
0.65
|
(0.04)
|
|
Working Capital
|
31
|
17
|
10
|
(16)
|
(49)
|
· In the SOI period there is a net deficit forecasted
totalling $133K
· In 2021/22 there is a forecasted closing cash
balance of -$42K
· The working capital balance is negative in years
2020/21 and 2021/22 this raises concern around the solvency of the Trust
within those years.
· The
Trust is looking for an increase of $30,000 pa from 1 July 2020 to remain
solvent.
|
8. REGENT THEATRE TRUST
8.1 Six-month Report to 31 December 2018
|
REGENT: SUMMARY OF ACTIVITIES – 6 MONTH
|
|
Within the reporting period was the second half of events
celebrating Regent Theatre’s 20-year anniversary since the
theatre’s refurbishment and reopening in May 1998. Of the 10 events
programmed to celebrate this birthday, 5 were presented in this reporting
period to compliment the already diverse range of events to appeal to a broad
cross section of audiences. These include performances from The Abbey Musical
Theatre, the highlight being the musical production of “Wicked”,
classical music and ballet performances and a sold-out performance from the
international comedian and television star, Catherine Tate.
The Regent Theatre was also well utilised by the local
community for end of year awards ceremonies, concerts and dance school
productions.
|
REGENT:
PERFORMANCE TARGET DASHBOARD – 6 MONTH
|
|
Measure
|
|
YTD
31 Dec 2016
|
YTD
31 Dec 2017
|
YTD
31 Dec 2018
|
3 Year Trend
|
|
Total days use (auditorium)
|
Actual
Target
|
120
80
|
89
None set
|
94
|
|
|
Total attendances
|
Actual
Target
|
59,670
50,000
|
53,999
None set
|
58,361
|
|
|
Total days hire: commercial
|
Actual
Target
|
26
None set
|
21
None set
|
19
|
|
|
Total days hire: community
|
Actual
Target
|
94
None set
|
73
None set
|
75
|
|
|
REGENT: FINANCIALS – 6
MONTH
|
|
|
YEAR TO DATE
|
Annual
|
|
Summary
Financials ($000)
|
Actual
|
Budget
|
Var.
|
Budget
|
|
|
|
|
|
|
|
Financial
Performance
|
|
|
|
|
|
Revenue
provided by PNCC
|
116
|
116
|
-
|
231
|
|
Total
Revenue
|
469
|
445
|
24
|
845
|
|
Total
Expenses
|
464
|
462
|
(2)
|
905
|
|
Net
Surplus (Deficit)*
|
5
|
(17)
|
26
|
(60)
|
|
*Excludes
donated assets and Regent on Broadway Promotions
|
|
|
|
|
|
|
|
|
|
|
|
Financial
Position
|
|
|
|
|
|
Current
Assets
|
463
|
|
|
|
|
Total
Assets
|
751
|
|
|
|
|
Current
Liabilities
|
135
|
|
|
|
|
Total
Liabilities
|
135
|
|
|
|
|
Equity
|
616
|
|
|
|
|
|
|
|
|
|
|
Cash
Flows
|
|
|
|
|
|
Total
Net Cash Flows
|
50
|
|
|
205
|
|
Opening
Cash
|
115
|
|
|
115
|
|
Closing
Cash
|
165
|
|
|
320
|
· 6-month
actuals show a net surplus of $5K
· Cash
has increased by $50K over the 6 months period
|
|
REGENT:
ISSUES & OUTLOOK – 6 MONTH
|
|
· The
Abbey Musical Theatre were welcomed back following the lack of an available
production last year and they have indicated a desire to present 2 major
production each year, beginning in 2020.
· An
initiative is being investigated to engage the services of a Community
Engagement Officer to further support the use of the theatre by local groups,
especially our ever- increasing ethnic community. The Regent Management and
Trust Board sees this support as a key investment in the development and the
future of the performing arts in Palmerston North.
· Bookings
for commercial events in the latter half of the calendar year are positive,
with bookings form local community hirers remain constant.
· Investment
is needed in a quality, highly capable sound system that will attract
high profile and professional events as touring productions favour venues
able to provide these facilities.
|
8.2 Draft Statement of Intent 2019–2022
|
REGENT: SUMMARY – DRAFT SOI
|
|
The focus of The Regent’s draft SOI is to maintain
and enhance The Regent’s reputation as one of the most active,
provincial live theatres in New Zealand. The plan is to build on this success
and endeavour to increase the use of the venue to help make the city’s
vision a reality by programming and presenting the best live performances
from all over the region, nationally and the world by providing a
well-resourced and well-equipped amenity to attract a wide range of
performance and events to the city and the continued engagement within the
local community as to the theatre’s significant capabilities and
resources as a performance and learning space for the preforming arts.
Working with the Council, The Regent Theatre will be
dedicated to continuing the appreciation of the heritage aspects of the
theatre and overseeing the maintenance and preservation to maintain the
category 1 Heritage NZ designation with a strong Green Initiative.
|
|
REGENT: FINANCIALS – DRAFT SOI
|
|
|
Actual
|
Forecast
|
Statement of Intent
|
|
Financial
Performance ($000)
|
2017/18
|
2018/19
|
2019/20
|
2020/21
|
2021/22
|
|
Revenue provided by PNCC
|
220
|
231
|
234
|
237
|
241
|
|
Total
Revenue
|
1,035
|
1,408
|
975
|
1,082
|
1,003
|
|
Total
Expenses
|
1,000
|
1,000
|
1,024
|
1,038
|
1,043
|
|
Net
Surplus (Deficit)
|
35
|
408
|
(49)
|
44
|
(40)
|
|
Financial
Position
|
|
|
|
|
|
|
Current Assets
|
452
|
381
|
288
|
316
|
345
|
|
Total Assets
|
805
|
1,220
|
1,171
|
1,219
|
1,182
|
|
Current Liabilities
|
601
|
120
|
212
|
215
|
219
|
|
Total
Liabilities
|
601
|
211
|
212
|
215
|
219
|
|
Equity
|
204
|
1,009
|
959
|
1,004
|
963
|
|
Cash
Flows
|
|
|
|
|
|
|
Net change in cash flows
|
11
|
55
|
43
|
28
|
29
|
|
Opening Cash
|
104
|
115
|
170
|
213
|
241
|
|
Closing Cash
|
115
|
170
|
213
|
241
|
270
|
· The surplus in year one
is mainly due to revenue for capital purchases.
· Forecasted increase in
net cash flows for the SOI period total $100K.
· Total depreciation
expense forecasted in the SOI period is $384K.
|
9.NEXT STEPS
9.1 Officers will communicate any
Council comments on the draft SOI to the Boards of the cultural CCOs by 1 May
2019.
9.2 Any minor
changes that result from the s17a review will be notified by 1 May 2019. Any
significant changes will follow the process outlined in paragraph 3.5.
9.3 The cultural
CCOs will submit their final SOIs by 30 June 2019, and these will be presented
to the Committee at its meeting on 16 September 2019.
9.4 The CCOs
will submit their annual reports by 30 September 2019, and these will be
presented to the Committee at its last meeting of the year.
10 Compliance and administration
|
Does the Committee have delegated
authority to decide?
If Yes quote relevant clause(s)
from Delegations Manual
|
No
|
|
Are the decisions significant?
|
No
|
|
If they are significant do they
affect land or a body of water?
|
No
|
|
Can this decision only be made
through a 10 Year Plan?
|
No
|
|
Does this decision require
consultation through the Special Consultative procedure?
|
No
|
|
Is there funding in the current
Annual Plan for these actions?
|
Yes
|
|
Are the recommendations
inconsistent with any of Council’s policies or plans?
|
No
|
|
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 Arts Plan
The action is: to support CCOs
to achieve the objectives of the arts plan.
|
|
Contribution to strategic
direction
|
The six-monthly reports and
Draft Statement of Intents are a mechanism for PNCC to provide direction to
the cultural CCOs who help Council deliver its Arts and Culture and Heritage
plans.
|
|
|
|
Attachments
|
1.
|
The Globe - Six Month Report to 31/12/18 ⇩ 
|
|
|
2.
|
The Globe - Draft Statement of Intent for 2019-2022 ⇩ 
|
|
|
3.
|
Te Manawa - Six Month Report to 31/12/2018 ⇩ 
|
|
|
4.
|
Te Manawa - Draft Statement of Intent for 2019-2022 ⇩
|
|
|
5.
|
Caccia Birch - Six Month Report to 31/12/2018 ⇩
|
|
|
6.
|
Caccia Birch - Draft Statement of Intent for 2019-2022 ⇩
|
|
|
7.
|
The Regent - Six Month Report to 31/12/2018 ⇩
|
|
|
8.
|
The Regent - Draft Statement of Intent for 2019-2022 ⇩
|
|
PALMERSTON NORTH CITY COUNCIL
Memorandum
TO: Arts,
Culture and Heritage Committee
MEETING DATE: 15
April 2019
TITLE: Outcome
of the Fringe Festival
DATE: 26
February 2019
Presented By: Natasha
Paladin, Head of Events and Partnerships, Marketing and Communications
APPROVED BY: Sacha
Haskell, General Manager - Marketing and Communications
|
RECOMMENDATION(S) TO Arts, Culture and Heritage Committee
1. That the
Committee receive the report titled ‘Outcome of the Fringe
Festival’ dated 26 February 2019.
|
1. ISSUE
This memorandum is to support the attached review of the inaugural Palmy
Fringe Festival, a week-long arts and culture festival curated by Centrepoint
Theatre, and summarises the recommendations on the future of the Fringe
Festival for Council. The recommendations are based on the feedback from the
event organisers and the event report provided.
2. BACKGROUND
2.1 A
Fringe Festival has unique characteristics from other arts based festivals:
· Fringe showcases a
selection of shows and casts tend to be smaller than mainstream theatre; for
example, one-person shows are quite common.
· Fringe provides a
variety of performances from stand-up comedy, improvisation,
comedies, poetry, or storytelling. The tone
tends to be cutting edge, controversial, eclectic and low budget.
· Performances tend
to be one-hour, single-act productions.
· Prices tend to be
lower to permit audiences to attend multiple shows in a single evening.
Centrepoint Theatre undertook the creation and management of the
inaugural Fringe Festival and Council agreed to fund the event up to $30,000 to
cover operational costs which were applied to cover costs for a full-time
coordinator and marketing expenses.
As a first Fringe Festival for the city it was initiated to celebrate
local artists and showcase a variety of arts venues in Palmerston North. The
festival allowed for the many arts and performance venues to collaborate on one
project together. This enabled an improvement of working relationships between
both Council owned and non-Council owned venues.
The Festival set out to deliver 76 shows with 120 performances over the
period of eight days. This volume of performances represents a significant
number for an inaugural fringe festival. Over the eight-day period, there were
quirky, short and edgy performances which featured artists from throughout New
Zealand and Australia (2 shows were from Australia).
The venues, and number of performances they hosted were:
|
Venue
|
Performances
|
Venue
|
Performances
|
|
Centrepoint*
|
3
|
City Library
|
5
|
|
The Dark Room*
|
7
|
The Globe
|
15
|
|
Groovylicious*
|
4
|
Regent on Broadway
|
4
|
|
The Royal*
|
49
|
Shed 23*
|
1
|
|
SNAILS Space*
|
12
|
The Square
|
2
|
|
Square Edge
|
9
|
Te Manawa
|
3
|
* Non-Council or CCO venues
Audiences could attend paid, koha or free performances. It is estimated
approximately 7,000 visitors attended the festival during the week. Visitation
was collected through ticket sales, head count and estimated attendance.
Performers at the Fringe Festival were canvassed for feedback on their
experience relating to venue, ticketing, communications and support, and
overall responses were positive indicating an intention to return if there was
a future Fringe Festival to be hosted in Palmerston North.
2.2 The
inaugural Palmy Fringe Festival ran between 6-13 October 2018. As part of
Council’s funding, the contracted deliverables included a set of KPIs,
which were:
The Festival should include predominantly free or koha elements
including, but not limited to, parade, open days, closing event, outdoor and/or
curated events
Out of 72 shows, 18 were free or entry by koha, in addition to the
opening and closing events which were free to attend and open to the public.
The Festival should utilise a broad range of Council and city
arts/cultural facilities
Six of the 12 venues (50%) were either Council owned or Council funded
venues.
The Festival should provide opportunities to use local talent and
develop their skills
44 shows (58%) were from the Manawatu Region, with a further 20 shows
hailing from the Lower North Island. In addition to further encourage local
performers, the festival set up a Fringe Family Fund to offer funding (via an
application process), to help local Manawatu based artists mount their works
within the festival. The fund distributed over $5,000 of the total $30,000
provided by Council.
The Festival will contribute towards Council’s vision
The Fringe Festival aligns with Council’s goal for “a
Creative and exciting City’; celebrating the richness of a diverse
community and invoking vibrancy to the City. It provided a platform to create
new art works and enable opportunities for growth within the local arts sector.
3. NEXT
STEPS
On 15 March a Palmy Fringe Festival debrief meeting was attended by
officers from the Council’s Events and Partnerships team, the Fringe
Festival Organiser Kate-Louise Elliot, and Fringe Coordinator. It was held to
review the Festival and make recommendations for future improvements to the
Palmy Fringe Festival as an ongoing festival for the city.
The resultant recommendations are:
· To develop a
governance mechanism to:
o Confirm the festival programme and
conduct artist liaison.
o Provide strategic direction to the
festival.
o Access alternative sources of funds
e.g. Creative Community and/or Creative New Zealand Application, Grant Funding
and Sponsorship opportunities.
o Review the timing of the Festival to
capitalise on student attendance.
· Host the festival
biennially to allow for planning and avoid conflict with Hastings Fringe
festival so Palmy Fringe is held in the alternate year to the Hastings Fringe.
· Allocate funds
towards marketing and communications to grow the Festival’s audience.
· Make use of Palmy
Unleashed to create a cohesive festival ambience through environmental
experiences in the CBD.
· Increase the
funding level by Council to enable a greater number of free or koha events for
the community, allow for a well-known performer to raise the festival profile and
assist in the wider marketing and promotion for the event.
A suitable governance committee exists within the existing Arts
Powerhouse steering group. They have expressed interest as a result of initial
approaches. This would link the arts efforts by the Council and continuing the
Fringe Festival supports Council’s Long-term Plan to create an events
calendar to cater for different sectors of the city’s population in
supporting and celebrating the arts community.
Compliance and administration
|
Does the Committee have
delegated authority to decide?
If Yes quote relevant clause(s)
from Delegations Manual <Enter
clause>
|
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 Events and Festivals Plan
The action is:
· Co-ordinate city
and community events
· Support a broad
range of community based events and activities
· Grow community
events organisation capacity within the community
· Promote place
activation to increase visible public life
|
|
Contribution to strategic
direction
|
The Palmy Fringe Festival
enables and activates the arts community and venues to entertain and engage
the city residents and generate visitors to the city. This contributes to a
creative and liveable city.
|
|
|
|
Attachments
|
1.
|
Palmy Fringe Festival 2018 Report ⇩ 
|
|
PALMERSTON NORTH CITY COUNCIL
Memorandum
TO: Arts,
Culture and Heritage Committee
MEETING DATE: 15
April 2019
TITLE: Programme
1157 Commemorative Programme post WW100 Events
DATE: 26
February 2019
Presented By: Natasha
Paladin, Head of Events and Partnerships, Marketing and Communications
APPROVED BY: Sacha
Haskell, General Manager - Marketing and Communications
|
RECOMMENDATION(S) TO Arts, Culture and Heritage Committee
1. That the
Committee receive the Report titled ‘Programme 1157 Commemorative
Programme post WW100 Events’ dated 26 February 2019.
|
1. ISSUE
This memorandum reviews the 2018 military heritage events delivered as
part of the commemorative programme post WW100 events, and summarises the
recommendations on the future of the Commemorative Programme for Council.
2. BACKGROUND
Council committed to supporting the World War One Centenary celebrations
(WW100), through LTP programme 1157 allocating funding and resources for a
number of key projects.
As part of the WW100 initiative, agreement was reached by Palmerston
North’s Defence History Advisory Group (PNDHAG) and Council to
collaborate on the delivery of these events.
Programme projects covered by this report are: Anzac Day (25 April),
Chunuk Bair Day (8 August); and Armistice Day (11 November).
2.1 ANZAC
Day
The most significant day of the commemorations is Anzac Day, a national
holiday observed on 25 April. Anzac Day marks the anniversary of the landing of
New Zealand and Australian soldiers, the ANZACS, on the Gallipoli Peninsula,
Turkey in 1915.
Anzac Day serves as a significant date of remembrance for those who have
fought and died in the New Zealand armed services and acknowledges all
currently serving personnel.
Palmerston North, as ‘home of the Defence Force’ provides one
of the largest Anzac Day events in the central North Island region in terms of
scale of event and audiences numbers.
For the 2018 event, unprecedented attendees were achieved with
approximately 6,500 attendees in total over two Anzac Day services – the
Dawn Service and the Civic Service. Council fully fund and deliver these
two Anzac Day events; a 6am Dawn Service, and a 9am Civic Service both at the
Cenotaph in The Square.
2.1.1 Dawn Service
The Anzac Day Dawn Service at the Cenotaph starts at 6am, and is the main
service of significance for returned veterans and service people. After the
Dawn Service, public are invited to attend a Mayoral breakfast held at the
Conference and Function Centre from 7am. Attendee numbers for the Dawn
Service fluctuate, usually achieving around 3,000 attendees. For the 2018
service, the centenary, attracted almost 5,000 attendees, a 60 per cent
increase year on year compared with the 2017/18 event.
2.1.2 Civic Service
The Anzac Day Civic Service at the Cenotaph starts at 9am and at the
conclusion of the Civic Service, the public are invited to attend a morning tea
held at the Conference and Function Centre from 10am.
Attendee figures for the Civic Service have been in consistent decline,
and in 2018 attendance was estimated at 1,500 people. Anecdotal evidence
suggests previous attendance levels have been closer to 2,000 in previous
years.
The Dawn and Civic Services are both fully funded by Council. In 2017 the
combined costs of the two services were $30,400; in 2018, the combined costs
increased to $32,000.
The significant costs associated with the two events relate to the hire
and transportation of seating ($8,800), technical services ($10,200), and
catering ($3,100).
2.2 Chunuk
Bair Day
The commemoration in 2018 was the last year of the four-year Chunuk Bair
Day commemoration events be held in Palmerston North and honoured the high point
of the New Zealand effort at Gallipoli, the attack on Chunuk Bair.
The event was organised by PNCC Library officers in partnership with
Massey University and was made up of the Chunuk Bair Gallipoli commemoration
and a book launch held at the Distinction Hotel. The evening comprised of
presentations on ‘The Myriad Legacies of 1917’ book and World War
One topics, before attendees enjoyed a dinner hosted by the Mayor. Minutes of
the PNDHAG meeting 14 August 2018 reported there were 82 attendees from 108 RSVPs
at this event.
2.3 Armistice
Day
2018 marked the centenary of the signing of the Armistice of 11 November
1918 that ended World War One. For the Centenary, the City hosted a four-day
programme commencing on Thursday 8 November with a presentation by Professor
Glyn Harper, "Capture of Le Quesnoy and the New Zealand Division into
Germany".
On Friday 9 November the City hosted the 1812 Overture and Beating
Retreat at Awapuni Race Course, and this was followed by the Massey University
Press book launch of "With Them Through Hell: New Zealand Medical Services
in the First World War" by Anna Rogers.
On Sunday 11 November, the City held a traditional Armistice Day Service
at the Cenotaph which was followed by the launch of the 2018 round of the Poppy
Places initiative as part of WW100 street-naming initiative at the Palmerston
North Conference & Function Centre.
The 2018 Armistice Day service was well attended with approximately 500
attendees which was a 60 per cent increase on previous years. Community
participation at previous Armistice Day services averages around 300 attendees.
Armistice Day does not have the profile of Anzac Day and traditionally does not
attract large audience numbers, so this was a pleasing result.
Council funding for both the 1812 Overture and Beating Retreat, and the Armistice
Day service totalled $11,000. Funding was allocated as follows: $5,250 to
Friday’s 1812 Overture and Beating Retreat event; $2,010 to
Sunday’s Armistice Day service; $1,700 to Sunday’s Poppy Places
launch at the Conference and Function Centre; and $2,050 to event marketing.
3. NEXT
STEPS
With the conclusion of the Centenary commemorative programme, moving
forward the City is positioned to improve the Anzac Day service as an area of
focus, and create ways to increase attendance at the Civic service which has
been in decline over the years.
Armistice Day is traditionally the ‘Poppy Day’ of the
northern hemisphere and the Anzac Day equivalent for that part of the world. In
New Zealand however, this is observed as a secondary day of remembrance that
commemorates the sacrifice of those who died serving New Zealand in World War
One.
Due to the increased attendance achieved from the centenary celebrations
it is recommended that Armistice Day should continue to be observed in the
City, and be focused on a service at the Cenotaph, including the
traditional two minutes silence at 11am on the 11th of November, in
memory of those New Zealanders who died while serving their country.
There are two key groups of stakeholders who have acted as advisory
groups to the commemorative events. The Palmerston North Defence History
Advisory Group (PNDHAG) which provide historical defence advisory services to
Manawatu Heritage and the Council Community Unit; and the Palmerston North
Anzac Day Organising Committee (PNADOC).
The two advisory groups appear to be similar and it is suggested that for
smaller more specialised commemorative events PNDHAG continue as the suitable
group to manage these events with support by Council’s Community unit
through appropriate Community funding streams.
For the larger civic events such as ANZAC Day and Armistice Day, it is
suggested the Palmerston North Anzac Day Organising Committee (PNADOC) govern
these events, with event management delivered by the Marketing and
Communications Unit.
Overall the World War One Centenary programme was very successful at
raising awareness, and engaging with the whole community. This is evidenced by
the significant increase in attendance for the Council events in 2018
celebrating 100 years.
Regarding funding commitment, it is recommended Council maintain the
existing funding level to enable further growth of the Anzac Day and Armistice
events for 2019/2020 to attempt to build on the interest achieved this year,
with a review of this investment based on attendance results in 2021/2022.
4. Compliance
and administration
|
Does the Committee have
delegated authority to decide?
If Yes quote relevant clause(s)
from Delegations Manual <Enter
clause>
|
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 Events and Festivals Plan
The action is:
· Facilitate the
delivery of a Military Tattoo and military heritage events in 2018/19
|
|
Contribution to strategic
direction
|
The learnings from the 2018
Anzac Day will be applied to the planning and delivery of future military
heritage events by the Council Events Team.
|
|
|
|
Attachments
NIL
PALMERSTON NORTH CITY COUNCIL
Memorandum
TO: Arts,
Culture and Heritage Committee
MEETING DATE: 15
April 2019
TITLE: Outcome
of the National Young Performer Awards with Proposals for future events and
Council's commitment as Civic Partner
DATE: 26
February 2019
Presented By: Natasha
Paladin, Head of Events and Partnerships, Marketing and Communications
APPROVED BY: Sacha
Haskell, General Manager - Marketing and Communications
|
RECOMMENDATION(S) TO Arts, Culture and Heritage Committee
1. That the
Committee receive the report titled ‘Outcome of the National Young
Performer Awards with proposals for future events and Council’s
commitment as Civic Partner’ dated 26 February 2019.
|
1. ISSUE
This memorandum is to support the attached Major Events Report from the
Performing Arts Competition Association of New Zealand (PACANZ) regarding the
National Young Performer Awards (NYPA), and outlines the unique relationship
the City has as a Civic Partner to the event.
Previously the event was funded through the Creative Communities scheme.
In 2018, it was recommended that the event be funded from the Major Events Fund
due to the economic benefit the event delivered for the City.
The NYPA ran between 19 and 21 October 2018 across The Regent on
Broadway, the Globe Theatre, and the Speirs Centre. Recently PACANZ notified
Council that it has committed to hosting the NYPA in Palmerston North
permanently. As a result, Council committed to fund the event as a Civic
Partner. This was the first year of a Civic Partnership.
A Civic partnership is defined as a national event that meets
Council’s strategic objectives, provides proven economic benefit to the
city, and is committing to the City on a permanent basis. As Civic Partner,
conversely, the City commits to supporting the event to foster and develop its
growth and development year on year, ultimately to assist the event to become
self-funding and profitable.
2. BACKGROUND
2.1 Organised
PACANZ, the NYPA has been running since 1977. The host societies in Palmerston
North are the Palmerston North Dance Association supported by Manawatu
Performing Arts.
The Event is a multi-discipline award, representing eight different art
forms traditionally covered by the performing arts competitive societies of New
Zealand.
The event provides a platform for competitors aged 16 to 24 years to
share their talents, gain experience, and is the pinnacle of achievement for
many giving them a unique opportunity to perform at a national level.
Performance criteria alternates every year between ballet, pianoforte, vocal,
tap & troupe (2018) and acoustic instrument, highland & national dance,
modern, speech & drama, and troupe (2019).
Performers compete for prize money and tuition grants, and to date more
than $600,000 has been invested back into the performing arts movement
nationally through this event.
For 2018, NYPA received $10,000 in direct funding through the Major
Events Fund, and up to $2,000 to support marketing costs, with a renewal on
achievement of KPIs for the 2019/20 financial year. Previously the event had
been funded through the Creative Communities scheme to the same level.
Palmerston North has been home to NYPA for the past five years, and in
2018 it was announced the City would be the permanent home to the event. A
considerable element of the decision to make Palmerston North the permanent
location was the accessibility of Palmerston North to the rest of New Zealand.
The 2018 event attracted 858 competitors from throughout New Zealand, and
a further 1,116 supporters and spectators* plus international judges. This was
an increase in attendees from the 2017 event.
90.5% were visitors to the region, bringing $646,000* Value Added
Economic Benefit (measured by CEDA in terms of contracts to the event,
wages/salaries, and increase in business profits due to the event). This was a
significant 36% increase in economic benefit from 2017.
Ticket revenues to the event were up by 17% on 2017 and on par with 2016
when the equivalent art-forms were awarded. Alternate years (even numbers) have
a historical increase as the competitors for Ballet and Tap are younger and
tend to bring more family members with them.
The funding provided by Council contributed to the event’s
marketing tactics including:
· Cinema advertising
in Palmerston North and Fielding.
· Back of bus
advertising.
· Radio and TV on
Demand (Media Works).
· Digital
advertising at the i-SITE and Palmerston North airport.
· Street Banners in
the city.
2.2 As
part of Council’s funding, the contracted deliverables included a set of
KPIs. These were:
Contribution towards the Council’s vision of being a creative
and vibrant city.
NYPA aligns with Council’s goal for “a Creative and Exciting
City’; providing a weekend of cultural performance and stimulating an out
of region audience of over 90% visitors.
Promotion of Palmerston North as an Arts and Culture destination of
choice and home of the National Young Performers Awards.
NYPA was “powered by Palmerston North City” in recognition of
the Civic Partnership and chosen home of the NYPA; the strap line was visible
on all event publications and advertising.
Increase in ticket sales to the NYPA from previous years.
Tickets revenues for 2018 were $48,665, an increase of 17% on 2017 and on
a par with 2016.
Utilisation of Council and city arts/cultural facilities.
NYPA utilises two key venues in the City: The Regent on Broadway and Globe
Theatre. In addition, the Speirs Centre and local dance studios Anomaly and
Danceworks were used throughout the 3-day event.
Provide opportunities to use local talent and community groups to
develop their skills.
Members of Palmerston North Dance Association and Manawatu Competitions
Society volunteered their time and expertise to support the event. The
opportunity to volunteer helps to grow event organisation capability and
capacity within the region.
NYPA provided complimentary tickets for young/under privileged performers
in the City who otherwise would not have been able to attend the performance.
3. NEXT
STEPS
A debrief session attended by officers from the Council’s Events
and Partnerships team, and members of the PACANZ Board was held 28 March to
review the NYPA, and suggest improvements for the city and organisers.
The recommendations are:
· Collaborating with
The Regent on Broadway to capture demographics on ticket sales.
· Collaborating with
Horizons Regional Council to support competitor and supporter bus travel
throughout the City.
· Provide
opportunities to bring NYPA to those who wouldn’t ordinarily have a
chance to access the arts e.g. low socio demographic groups and providing a
masterclass and/or outdoor performance.
· Enable early
leverage of Value-in-Kind marketing support from PNCC to raise the profile of
the event.
The next NYPA date is confirmed as 17 to 21 October 2019.
Based on the economic benefit and out of region visitation, it is
recommended that Council continue it’s funding of NYPA, and increase the
level of support to $15,000 to allow for a greater contribution towards a
broader community activation, and promotion costs.
Continuing the Civic Partnership supports Council’s Long-term Plan
levels of service to create an events calendar to cater for different sectors
of the city’s population.
4. Compliance
and administration
|
Does the Committee have
delegated authority to decide?
If Yes quote relevant clause(s)
from Delegations Manual <Enter
clause>
|
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 Events and Festivals Plan
The action is:
· Grow community
events organisation capacity within the community
· Provide events
management resources to support the delivery of economic events
|
|
Contribution to strategic
direction
|
The learnings from the 2018
NYPA will be applied to the planning and delivery of future city events
within a civic partnership by the Council Events Team.
|
|
|
|
Attachments
|
1.
|
National Young Performer Awards 2018 Report ⇩
|
|
PALMERSTON NORTH CITY COUNCIL
Committee Work Schedule
TO: Arts,
Culture and Heritage Committee
MEETING DATE: 15
April 2019
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
April 2019.
|
Attachments
|
1.
|
Committee Work Schedule ⇩ 
|
|
