AGENDA
Arts, Culture & Heritage Committee
Rachel Bowen (Chairperson) |
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Brent Barrett (Deputy Chairperson) |
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Grant Smith (The Mayor) |
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Zulfiqar Butt |
Karen Naylor |
Renee Dingwall |
Bruno Petrenas |
Lorna Johnson |
Tangi Utikere |
PALMERSTON NORTH CITY COUNCIL
Arts, Culture & Heritage Committee MEETING
11 December 2019
Order of Business
NOTE: The Arts, Culture and Heritage Committee meeting coincides with the ordinary meeting of the Infrastructure Committee. The Committees will conduct business in the following order:
- Arts, Culture and Heritage Committee
- Infrastructure Committee
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 Participation at Meetings Page 7
Memorandum, presented by Natalya Kushnirenko, Democracy & Governance Administrator.
5. 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.)
6. Presentation - NZ Rugby Museum Page 11
7. Cultural CCOs Annual Reports for year ended 30 June 2019 Page 13
Memorandum, presented by Joann Ransom - Community Development Manager.
8. Committee Work Schedule Page 181
9. Exclusion of Public
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To be moved: “That the public be excluded from the following parts of the proceedings of this meeting listed in the table below. The general subject of each matter to be considered while the public is excluded, the reason for passing this resolution in relation to each matter, and the specific grounds under Section 48(1) of the Local Government Official Information and Meetings Act 1987 for the passing of this resolution are as follows:
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. [Add Third Parties], because of their knowledge and ability to assist the meeting in speaking to their report/s [or other matters as specified] and answering questions, noting that such person/s will be present at the meeting only for the items that relate to their respective report/s [or matters as specified].
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PALMERSTON NORTH CITY COUNCIL
TO: Arts, Culture & Heritage Committee
MEETING DATE: 11 December 2019
TITLE: Public Participation at Meetings
Presented By: Natalya Kushnirenko, Democracy & Governance Administrator
APPROVED BY: Sheryl Bryant, General Manager - Strategy & Planning
1. ISSUE
Each newly established Committee needs to consider whether or not it wishes to have public participation at its meetings. The procedures to receive public comment are set out in this report.
2. BACKGROUND
It has been a decision by Committees and Subcommittees in the past to set aside a period of time to receive public comment at the beginning of the meetings for members of the public to comment on issues on the agenda, and if time permits, on other issues. This procedure has been proven to be effective in providing an opportunity for greater communication with the community.
Providing a public comment section at the beginning of the meeting enables any member of the public to come along to the meeting to make comment on any matters on the agenda or other matters if time permits.
This procedure also enables an opportunity for quick response from any Council officer who might be present and also facilitates the request for reports for subsequent meetings. In some cases, concerns raised by members of the public may well be resolved by Council officers present at the meeting.
The Council has previously adopted its own Standing Orders and in those Standing Orders provision has been made to allow for public comment at Committee and Subcommittee meetings should a Committee wish to adopt this practice. Please refer to the ‘Public Participation’ section as outlined in clause 3.23 of the Palmerston North City Council’s Standing Orders and as appended to this report.
If a member or members of the public wish to comment on issues that do not appear on the agenda, they must do so with the Chairperson’s approval in the public comment section of the meeting.
3. NEXT STEPS
If the Committee decide to allow public comment, this will be provided for in all Committee ordinary meetings for the following term.
4. Compliance and administration
Does the Committee have delegated authority to decide? |
Yes |
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Are the decisions significant? |
No |
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If they are significant do they affect land or a body of water? |
No |
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Can this decision only be made through a 10 Year Plan? |
No |
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Does this decision require consultation through the Special Consultative procedure? |
No |
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Is there funding in the current Annual Plan for these actions? |
No |
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Are the recommendations inconsistent with any of Council’s policies or plans? |
No |
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The recommendations contribute to Goal 3: A Connected and Safe Community |
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The recommendations contribute to the outcomes of the Connected Community Strategy |
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The recommendations contribute to the achievement of action/actions in the Active Citizenship Plan |
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Contribution to strategic direction and to social, economic, environmental and cultural well-being |
Increasing opportunities for the community to contribute to Council decision making and for the Council to engage with the community. |
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1. |
Standing Orders - Public Participation ⇩ |
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PALMERSTON NORTH CITY COUNCIL
TO: Arts, Culture & Heritage Committee
MEETING DATE: 11 December 2019
TITLE: Presentation - NZ Rugby Museum
RECOMMENDATION(S) TO Arts, Culture & Heritage Committee 1. That the Arts, Culture & Heritage Committee receive the presentation for information.
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Summary
Stephen Berg, representing NZ Rugby Museum, will make a presentation to the Committee regarding the recent exhibition in Japan for the Rugby World Cup, future opportunities, and the ongoing relationship with PNCC.
Attachments
NIL
PALMERSTON NORTH CITY COUNCIL
Memorandum
TO: Arts, Culture & Heritage Committee
MEETING DATE: 11 December 2019
TITLE: Cultural CCOs Annual Reports for year ended 30 June 2019
Presented By: Joann Ransom - Community Development Manager
APPROVED BY: Debbie Duncan, General Manager - Community
1. That Council receive the Annual Reports for the year ended 30 June 2019 submitted by The Globe Theatre Trust Board, Te Manawa Museums Trust Board, Caccia Birch Trust Board and The Regent Theatre Trust Board (the cultural CCOs). 2. That Council notes the performance achieved by each of the four cultural CCOs. 3. That Council thanks the board members, staff and volunteers of the cultural CCOs for their contributions and commitment during the 2018-19 year.
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1.2 CCO Trust Boards have been invited to present their Annual Reports, reporting against their SOIs for 2018-19, to the Council. Council now has the opportunity to consider and comment on them.
1.3 Each of the annual reports were considered by the management team and Board of each CCO. The final annual reports are subject to Board and auditor sign-off prior to submission to the Council.
1.4 A CCO annual report must include:
· any information required by the SOI;
· audited consolidated financial statements for that financial year;
· an auditor’s report on the financial statements and the performance targets and other measures by which performance was judged; and
· information that is necessary to enable an informed assessment of the operations, including:
o comparison of the CCO’s performance with the SOI; and
o an explanation of any “material variances” between performance and the SOI.
2. previous council decisions
2.1 Council approved the final CCO Statements of Intent for 2018-19 in April 2018. The CCOs presented their six-month reports against these SOIs to Council in April 2019.
3. BACKGROUND
3.1 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.
3.2 In 2017 Council resolved to exempt Caccia Birch Trust Board from being a CCO under section 7(3) of the LG This was to potentially reduce audit costs for the Board. This in turn requires changes to the Board’s Trust Deed. 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.
3.3 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. The s17a review process has now been completed. This occurred at an Arts, Culture and Heritage Community Committee meeting on the 2nd October 2019. At that meeting Council also resolved: ‘That the Chief Executive provide an opportunity for Elected Members to discuss requirements to be included in Letters of Expectation before they are brought to Council for authorisation.’ At the time of writing that workshop was scheduled for the 4th December 2019.
3.4 Once the workshop to discuss council’s expectations of the CCOs has been held, any decisions will be reflected in the Letters of Expectation to be sent to the CCOs and also address whether Caccia Birch remains a CCO or not.
4. PERFORMANCE FOR year ended June 2019
Officers have summarised the Annual Report from each cultural CCO in the following pages. The full documents are appended to this memo.
5. Globe Theatre Trust Board
GLOBE THEATRE: Highlights and Issues |
The Globe has recorded sustained growth in all areas of activity, in part due to event marketing and audience development initiatives. These have included traditional print avenues but extensive use of a wide variety of online avenues improved by the use of segmented databases which has improved targeted marketing. Successful fundraising has enabled the purchase of a new digitally enabled lighting rig and a digital lighting console as part of a solid renewals programme which contributes to the great progress being made to enhance the attraction of the theatre as a venue for hire. The theatre continues to focus on driving increasing use through MOU arrangements, that is performance based. In 18/19 this was 57% [17/18: 51%] of usage of which 95% [17/18: 92%] was performance based. The theatre is attracting new clients with 5.3% [17/18: 3.5%] of uses generated from 27 new hirers. Satisfaction ratings for hirers is up from 91% to 93%. This focus on creating a great theatre for hirers has all contributed to audience development [21,409 in 18/19] and audience satisfaction is up from 79% in 17/18 to 84% this year. |
GLOBE THEATRE: FINANCIALS |
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GLOBE THEATRE: Looking forward |
The Globe is actively considering key issues within the sector that could help them develop their services. They recognise that the issues are bigger than just the Globe and see value in collaborating within the sector through the Arts Powerhouse Advisory Group. These issues include: promotion and marketing of events and performances; aligning KPIs to focus on strategic outcomes rather than audience size; cultural competency in managing and delivering performing arts; ensuring public venues are safe in a post Christchurch terror attacks world; and managing events and venues sustainably in light of the climate emergency. |
6. TE MANAWA MUSEUMS TRUST board
TE MANAWA: Highlights and Issues |
The refurbishment of the Art Gallery meant the gallery was closed for 3 months. This contributed to a decline in visitor numbers to 126,666. This is nearly 15,000 fewer than the previous year and 51,000 fewer than target. Additional contributing factors include no public Waitangi Day event based at Te Manawa, no family focussed interactive exhibition due to funds diverted to art gallery refurbishment, and the delay of the development of the cultural centre which was projected to contribute 5,000 extra visitors. Visitors to exhibitions developed by Te Manawa but shown at other venues were also down significantly from 252,141 last year to 103,589 this year. Despite the gallery closure more than 300 art works from the collection were exhibited during 2017/2018 – a 120% increase on last year – through more than 30 exhibitions and displays. Te Manawa was accepted as part of the international community engagement mentoring programme OF|BY|FOR|ALL – the only NZ participant and 1 of 2 in the southern hemisphere. The mahi will include exploring ways to authentically engage with young people. |
TE MANAWA: FINANCIALS |
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TE MANAWA: Looking forward |
Te Ahi Kaea cultural centre at Te Manawa will now be called ‘Rangimarie – The People’s Place’. This is being undertaken by Te Rangimarie Marae Trustees and will be a dual cultural tourism project utilising Te Rangi Whenua Gallery at Te Manawa and Te Rangimarie Marae complex at Rangiotu. A feasibility study and business case have been completed and have been accepted by Te Rangimarie Marae along with a design brief for the redevelopment of Te Rangi Whenua Gallery. External funding has been received from Te Puni Kokiri and further funding is being sought from Te Puni Kokiri and MBIE. |
7. Caccia Birch Trust Board
CACCIA BIRCH: Highlights and Issues |
Despite a slight downturn in trading Caccia Birch managed to almost break even in 2018/2019. The grounds and building continues to be maintained and remains in good condition. The Nannestad Room was completely refurbished and the footpath along the lagoon edge has been renewed. The Coach House archive display continues to be developed with the first stage completed in November 2018, second stage literature has been completed and the third stage is scheduled to start in November 2019. The Board has accepted donations of furniture to ‘dress’ the house from the late Dr Bernard Forde who was instrumental in establishing Caccia Birch as a community asset. |
CACCIA BIRCH: FINANCIALS |
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CACCIA BIRCH: Looking forward |
The Board is aware of the need to expand free or low cost community activities in the house and grounds but this requires staff with little to no financial return to cover costs. The board unsuccessfully sought an increase in funding in order to increase staffing hours to support this. The Board look forward to the clarification by Council of its expectations of Caccia Birch and the role it should play in the future. |
8. REGENT THEATRE TRUST board
THE REGENT: Highlights and Issues |
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The Regent has attracted good audiences only just missing their target of 100,000 attendances by 1%. The Annual Report displays a good understanding of which shows ‘work’ and attract the biggest audiences. National and international shows carry the least financial risk followed by children and family shows. Professional ballet attracts the largest audiences – over 17% above the average.
The Regent also balances the community / commercial split well with 67% of total audiences attending local or community performances and events. Community theatre, ballet and dance shows attract the largest numbers of patrons followed by cultural concerts and festivals. The Regent hosted 3 kapa haka events during 18/19 plus Pasifika competition festivals, Chinese Moon Festival and Chinese New Year Concerts [target was 2 cultural performances in 18/19]. Total attendance to culturally diverse performances has increased significantly in recent years, as shown in the graph. |
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THE REGENT: PERFORMANCE TARGET DASHBOARD |
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Measure |
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2018/2019 |
2017/2018 |
5 Year Trend
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Total Live nights (performances) |
Actual Target |
153 160 |
139 160 |
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Total attendances |
Actual Target |
98,781 100,000 |
91,065 92,800 |
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% of total attendances that were to community events |
Actual Target |
66.8% 60% |
67.3% 60% |
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THE REGENT: FINANCIALS |
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THE REGENT: ISSUES & OUTLOOK |
The Board are excited that in early 19/20 they will be able to replace the theatre sound system. This is the result of a major fundraising effort to source the required half million dollars - including a contribution from PNCC. The Board will also be implementing a marketing strategy which will include a website and digital marketing to clients, patrons and theatre users. The Regent is also applying a focus to youth with considerable effort being made to attract schools and other education providers, in addition to dance schools; the rationale being that it is principally through events that involve youth that the performers and audiences of tomorrow are grown. |
9. NEXT STEPS
9.1 Officers will communicate any Council comments on the Annual Reports to the Boards of the cultural CCOs.
10. Compliance and administration
Does the Committee have delegated authority to decide? |
No |
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Are the decisions significant? |
No |
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If they are significant do they affect land or a body of water? |
No |
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Can this decision only be made through a 10 Year Plan? |
No |
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Does this decision require consultation through the Special Consultative procedure? |
No |
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Is there funding in the current Annual Plan for these actions? |
No |
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Are the recommendations inconsistent with any of Council’s policies or plans? |
Yes |
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The recommendations contribute to Goal 2: A Creative and Exciting City |
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The recommendations contribute to the outcomes of the Creative and Liveable Strategy |
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The recommendations contribute to the achievement of action/actions in the Culture and Heritage Plan The action is: Strategic partnerships: Council controlled organisations (CCOs): Te Manawa Museums Trust, Regent on Broadway Trust, Caccia Birch Trust. It also links to the Arts Plan: Strategic partnerships: Work with Council controlled organisations (CCOs) to implement the Council’s strategy. |
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Contribution to strategic direction |
The CCOs are strategic partners of Council. CCOs are advised of Council’s expectation of them in delivering on Council’s strategic direction through ‘Letters of Expectation’ which inform the ‘Statement of Intents’. The Annual Reports are the mechanism by which Council monitors performance against the Statement of Intent. |
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The Regent Annual Report 2018/2019 ⇩ |
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2. |
Te Manawa Annual Report 20108/2019 ⇩ |
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3. |
The Globe Annual Report 2018/2019 ⇩ |
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4. |
The Globe Auditors Opinion 2018/2019 ⇩ |
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5. |
Caccia Birch Annual Report 2018/2019 ⇩ |
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PALMERSTON NORTH CITY COUNCIL
Committee Work Schedule
TO: Arts, Culture & Heritage Committee
MEETING DATE: 11 December 2019
TITLE: Committee Work Schedule
RECOMMENDATION(S) TO Arts, Culture & Heritage Committee 1. That the Arts, Culture & Heritage Committee receive its Work Schedule dated December 2019.
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1. |
Work Schedule ⇩ |
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