AGENDA
Play, Recreation & Sport Committee
Leonie Hapeta (Chairperson) |
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Billy Meehan (Deputy Chairperson) |
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Grant Smith (The Mayor) |
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Brent Barrett |
Patrick Handcock ONZM |
Zulfiqar Butt |
Karen Naylor |
Vaughan Dennison |
Bruno Petrenas |
Lew Findlay QSM |
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PALMERSTON NORTH CITY COUNCIL
Play, Recreation & Sport Committee MEETING
18 March 2020
Order of Business
NOTE: The Play, Recreation & Sport Committee meeting coincides with the ordinary meeting of Council and the Finance & Audit Committee meeting. The Committees will conduct business in the following order:
- Council
- Finance & Audit
- Play, Recreation & Play
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.
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. Deputation - Gravel and Tar Cycling Event Page 11
7. Officer report on Council's level of support to the Gravel & Tar UCI Cycling Event held January 2020 Page 13
Memorandum, presented by Tasha Paladin, Head of Events & Partnerships.
8. Progress report: Sport Manawatū - Six month report (1 July to 30 December 2019) to Palmerston North City Council Page 17
Memorandum, presented by Julie Macdonald, Strategy & Policy Manager.
9. Bowling Club Merger - Pre-feasibility report Page 73
Report, presented by Aaron Phillips, Senior Parks Planner and Kathy Dever-Tod, Manager Parks and Reserves.
10. Draft Play Policy 2020 (Play Palmy, Play!) for consultation Page 121
Memorandum, presented by Julie Macdonald - Strategy & Policy Manager.
11. Free Swimming for Children Under Five Years Old - Update on the 2019/2020 Annual Plan Programme Page 133
Memorandum, presented by Kathy Dever -Tod, Manager Parks and Reserves.
12. Manawatu River Framework: Progress Report Page 141
Memorandum, presented by Jason Pilkington, Parks Planner and Kathy Dever-Tod, Manager Parks and Reserves.
13. Committee Work Schedule Page 185
11. 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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Memorandum
TO: Play, Recreation & Sport Committee
MEETING DATE: 18 March 2020
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, 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: Play, Recreation & Sport Committee
MEETING DATE: 18 March 2020
TITLE: Deputation - Gravel and Tar Cycling Event
RECOMMENDATION(S) TO Play, Recreation & Sport Committee 1. That the Play, Recreation & Sport Committee receive the deputation for information.
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Summary
Mr Steve Stannard will make a deputation regarding the Gravel and Tar cycling event that was held in January 2020.
PALMERSTON NORTH CITY COUNCIL
TO: Play, Recreation & Sport Committee
MEETING DATE: 18 March 2020
TITLE: Officer report on Council's level of support to the Gravel & Tar UCI Cycling Event held January 2020
Presented By: Tasha Paladin, Head of Events & Partnerships
APPROVED BY: Sacha Haskell, General Manager - Marketing and Communications
1. ISSUE
This report is to present details of the level of support provided by Council to the Union Cycliste Internationale (UCI) sanctioned cycling event, Gravel & Tar that was recently hosted by the region.
2. BACKGROUND
The Gravel & Tar Classic cycling race is leading the fast-growing international interest in off-road (gravel) participatory and competitive cycling. It is an event designed to showcase the Manawatu region through an elite event, but also to engage local recreational cyclists providing an opportunity for competition, fun, and health.
The headline event, the Gravel and Tar Classic has been run with success since 2016, building in 2018 to attract three international teams, a NZ National team, seven domestic trade teams, and individual riders from as far afield as the UK.
As the only UCI accredited 1.2 level (one day, level 2) cycling event in Australasia, the event provides opportunities for international professional teams through to NZ trade teams to compete together. With only another four UCI races in Australia, the Gravel and Tar attracts international attention from teams, supporters, and cycling fans around the world.
Visitors for the event roughly fit into three groups
1) Cyclists and cycling fans from around NZ who wish to watch and associate with professional cycling teams
2) NZ based professional cyclists who race for the prize money and also have the opportunity to gain UCI points
3) International professional cyclists who race for the prize money and UCI points. This group of cyclists tend to bring team support (managers, directors, mechanics, often sponsors, and supporters specific to their teams) with them.
The international professional cyclists attend through invitation; their attendance is dependent upon their racing calendar and finances (including prize purse).
Gravel & Tar is considered an economic event to the region and has previously been funded through the Major Event Fund in both 2018 ($20,000) and 2019 ($30,000).
In 2019 Sport Manawatu, through the Event Partnership Fund, assisted with the Official Gravel & Tar Race Dinner ($2,500). The purpose of the dinner was to welcome the riders, officials, and supporters, especially those from overseas, to New Zealand and the Manawatu. Sport Manawatu officially welcomed the riders along with Mayor Grant Smith and Manawatu District Mayor Helen Worboys.
3. 2020 Event
2020’s event built on the strong foundations of 2018 and 2019, attracting a greater diversity of international riders from as far away as the Netherlands, UK, Singapore, Sweden, and New Caledonia. These teams stayed and trained in the Manawatu for the week in between NZ Cycle Classic UCI event in Wairarapa and the Sunday after Gravel &Tar.
The main reason for organising the UCI races is to showcase the region and raise the profile of Cycling within the Manawatu.
Distance |
Total Teams |
Domestic Teams |
International Teams |
Total Riders |
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Gravel & Tar Classic |
133.2km |
12 |
8 |
4 |
68 |
Gravel & Tar La Femme |
115km |
7 |
4 |
3 |
33 |
Slicks & Stones |
100km |
n/a |
n/a |
n/a |
32 |
2020 Results:
Placing |
Gravel & Tar Classic (Men) |
Gravel & Tar La Femme (Women) |
1st |
Blackspoke Pro (NZ) |
Green Monkey (International) |
2nd |
Memil Pro (Sweden) |
NZ National Team (NZ) |
3rd |
NZ National Team (NZ) |
Tank Guy/Bike Box (NZ) |
Council supported the Gravel & Tar 2020 event via funding from the Major Event Fund ($30,000) and hosting a finish line event “Over the Line” at Memorial Park from 12:00pm to 5:00pm.
The event was attended by approximately 800 persons over the day. In addition to live music from local performers, food trucks, bouncy castles, face painting and other family-based activities, the finish line event also provided the community with secure bike parking and the opportunity to see some of the greatest cyclists passing through the finish line to complete the hardest single-day road race in the Oceania region.
4. Compliance and administration
Does the Committee have delegated authority to decide? If Yes quote relevant clause(s) from Delegations Manual <Enter text> |
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? |
Yes |
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Are the recommendations inconsistent with any of Council’s policies or plans? |
No |
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<Enter text>
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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 Events and Festivals Plan The actions are: Provide events expertise, management resources to support the delivery of economic events Develop a national and international reputation as an exciting city with plenty to do at nights and weekends
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Contribution to strategic direction and to social, economic, environmental and cultural well-being |
Contributes to Strategic Direction through support of Goal 2. The Gravel & Tar Cycling event contributes to city’s social well-being through a healthy and connected community, getting people out and enjoying sport.
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PALMERSTON NORTH CITY COUNCIL
TO: Play, Recreation & Sport Committee
MEETING DATE: 18 March 2020
TITLE: Progress report: Sport Manawatū - Six month report (1 July to 30 December 2019) to Palmerston North City Council
Presented By: Julie Macdonald, Strategy & Policy Manager
APPROVED BY: Sheryl Bryant, General Manager - Strategy & Planning
1. ISSUE
1.1 In July 2019 a new funding agreement was entered between Sport Manawatū and the Council. A strategic partnership plan forms part of this agreement and includes a new set of outcomes aligned to Council’s strategic direction, particularly as expressed in the Active Community, Active and Public Transport, Events and Festivals and Economic Development Plans.
1.2 This memorandum provides the first opportunity under the new funding agreement to review progress made by Sport Manawatū under these new outcomes.
1.3 Six and twelve-month reports are required under the agreement. Attachment 1 is Sport Manawatū’s six-month report to the Council for the period from 1 July to 30 December 2019.
2. BACKGROUND
2.1 Sport Manawatū is an independent charitable trust and 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. Sport Manawatū works towards meeting several different outcomes through its activities and, therefore, this report includes activities that aren’t solely funded through Council’s service contract.
2.2 Council has funded Sport Manawatū since the early 1990s. Over time the grant has increased as services were added, including strategic plan implementation, event support, and active transport promotion. Changes in the level of grant funding have reflected organisational changes by Council (such as fluctuations in in-house versus outsourced delivery models) as well as Council policy changes (e.g. changes to community outcomes and the community funding policy).
2.3 The new funding agreement outcomes stemming from Council’s strategic direction are:
1. Palmerston North has the most active community in NZ.
2. People have the skills to safely and confidently cycle, and walk, on our active transport network and system (roads, footpaths, shared paths, cycleways).
4. Sports and community sport events create social and participation opportunities as well as economic benefits.
2.4 The new outcomes guide activities and are reflected in Sport Manawatū’s report. It should be noted that many of the outcomes in the previous fee for service contract have been incorporated within the broader context of the new outcomes.
3. SIX MONTH REPORT HIGHLIGHTS
3.1 Outcome 1: Palmerston North has the most active community in NZ.
· Developed a multi-year physical activity intervention initiative targeting the suburb of Roslyn.
· Facilitated a coach developer training workshop involving 12 coach developers from a wide range of sports and organisations.
· Organised the inaugural Manawatū festival for women and girls (12-20 October 2019) to improve opportunities, experiences and outcomes for women and girls involved in sport and active recreation.
· Allocated over $260,000 Kiwisport investment (a Sport New Zealand initiative) to a wide range of schools and sporting organisations.
· Reported good attendance in the Green Prescription programme with an average of 140 people attending weekly community classes.
· Redesigned the Whānau Fit programme to better achieve the goal to support long-term engagement in sport and recreation.
· Supported four applications representing 12 individuals through the Active Communities Fund.
· Contributed to the development of a regional ‘play framework’ and assisted the Council in gaining insights into play.
3.2 Outcome 2: People have the skills to safely and confidently cycle, and walk, on our active transport network and system (roads, footpaths, shared paths, cycleways).
· The cycle skills adviser supported the delivery of cycle skills instruction to several teachers in schools that have Bikes in Schools.
· Sport Manawatū is aiming to deliver the national Bike Ready programme to 660 programme participants (this year) on behalf of Council, and will focus efforts on Year 5 and 6 students in nine schools across the City.
3.3 Outcome 3: Everyone is encouraged to be active by playing and being active in sport and recreation facilities (places and spaces) across our city.
· A pre-feasibility report on the consolidation of three of the City’s bowling clubs, and potential covered artificial green, is complete (and was guided by the investment decision-making process in the Regional Sport Facility Plan).
· The Council, with support from Sport Manawatū, has assisted the Manawatu Volleyball Club (MVC) to develop an outdoor community beach volleyball venue at the Takaro Sports Club in the vacant croquet area.
· Following the closure of the Vert-X Indoor climbing facility on Park Road, Sport Manawatū facilitated a community stakeholder meeting with members of the public interested in establishing future indoor climbing activity options.
· The Regional Sport Facilities Plan steering group met in October to discuss the implementation phase and agree on the priority sports facility projects within each of the territorial authorities.
3.4 Outcome 4: Sports and community sport events create social and participation opportunities as well as economic benefits.
· A panel comprising representatives from Sport Manawatū, CEDA and PNCC was established in July to jointly make decisions on funding from the Sports Event Partnership Fund that supports sporting events in the city. In the 6-month reporting period, over $150,000 was allocated from this fund with an estimated economic benefit of $13 million.
4. NEXT STEPS
4.1 The twelve-month report will include more in-depth analysis of progress towards the outcomes sought in the funding agreement. This report will include Council staff reporting on the relevant measures that are monitored by Council at Plan level (currently being collated) as well as Sport Manawatu’s own measures established in the funding agreement.
4.2 Council and Sport Manawatū will continue to work closely together on a wide range of activities and initiatives over the coming months.
5. Compliance and administration
Does the Committee have delegated authority to decide? If Yes quote relevant clause(s) from Delegations Manual clause 167.2 |
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 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 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 It also contributes to actions in the Active and Public Transport, Events and Festivals and the Economic Development Plans. |
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Contribution to strategic direction and to social, economic, environmental and cultural well-being |
A strong working relationship with Sport Manawatū is essential in meeting a range of strategic outcomes sought by the Council. The delivery of actions, priorities and outcomes in the Active Community Plan requires close collaboration with Sport Manawatū who are well-positioned in the community to deliver relevant services. The new funding agreement and strategic partnership plan will assist future services and activities to be delivered to the community. |
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1. |
Sport Manawatū Palmerston North City Council July - Dec 2019 Six month report ⇩ |
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PALMERSTON NORTH CITY COUNCIL
TO: Play, Recreation & Sport Committee
MEETING DATE: 18 March 2020
TITLE: Bowling Club Merger - Pre-feasibility report
PRESENTED BY: Aaron Phillips, Senior Parks Planner and Kathy Dever-Tod, Manager Parks and Reserves
APPROVED BY: Tom Williams, Chief Infrastructure Officer
Summary of options analysis for
Problem or Opportunity |
Bowling club merger proposals have come to Council several times in the last 15 years. The current proposal is for three clubs, Northern, Takaro and Terrace End to merge to the Northern facilities on North Street. The proposal contemplates two stages – the first merging the three clubs and building an artificial green, the second providing a cover (roof) over that green meeting Bowls NZ strategic aims of a covered green in each of Bowls New Zealand centres. Council has sought a pre-feasibility report on the proposal and the three clubs proposing to merge have updated their proposal to Council. This report considers the pre-feasibility assessment report and seeks a Council decision on the proposal. |
Stage One: Merging three bowling clubs and artificial green development |
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OPTION 1: |
Support the merger but decline to contribute financially to the artificial green development. |
Community Views |
No general community views have been sought during the assessment of the proposals. The community of interest, bowling clubs and their associated clubs and tenants, have been canvassed during the process. |
Benefits |
This is the status quo requiring no further work. |
Risks |
The clubs do not merge and there is an opportunity costs with delays, or possibly never, freeing up the Summerhays land for other Council priorities – in this case assumed to be housing. |
Financial |
No further costs. Council does not release the Summerhays Street land for redevelopment and forgoes $1.2 million to $3.5 million in future gross earnings. |
OPTION 2: |
Support the merger and forward a budget amount different to that proposed by the Bowling Clubs, to the draft 2021/2031 Ten Year planning process e.g. $150,000 for artificial bowling green at North Street and not enforce the lease requirement for removing the buildings at Summerhays Street estimated at $200,000. |
Community Views |
No general community views have been sought during the assessment of the proposals. The community of interest, bowling clubs and their associated clubs and tenants, have been canvassed during the process. Community views on the proposed contribution would be sought through the 2021/2031 Ten-year Plan consultation. |
Benefits |
This option provides for the merging clubs to have a similar level of service to that currently provided at Takaro Bowling Club if they fundraise or raise a loan for the balance of the cost of an artificial green. |
Risks |
The incentive may not be sufficient to encourage the merger. The clubs may choose not to merge. The land sale does not proceed, and Council must repay its loan by other means. |
Financial |
$150,000 unbudgeted expenditure in 2021/22. It is assumed that this will be funded through a loan and repaid from income from land sales when they occur. This would have a marginal impact on rates. |
OPTION 3: |
Support the merger and forward a $300,000 budget item to the draft 2021/2031 Ten Year planning process for an artificial bowling green at North Street and not enforce the lease requirement for removing the buildings at Summerhays Street estimated at $200,000. |
Community Views |
No general community views have been sought during the assessment of the proposals. The community of interest, bowling clubs and their associated clubs and tenants, have been canvassed during the process Community views on the proposed contribution would be sought through the 2021/2031 Ten-year Plan consultation. |
Benefits |
The merger is most likely to proceed in a timely manner under this option. |
Risks |
The land sale does not proceed, and Council must repay its loan by other means. |
Financial |
$300,000 unbudgeted grant in 2021/22. It is assumed that this will be funded through a loan and repaid from income from land sales of the vacated land at Summerhays Street. This would have a marginal impact on rates. |
Stage two: Covering an artificial green/regional bowls facility |
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OPTION 1: |
Decline the proposal to financially support covering an artificial green at the North street site. |
Community Views |
No general community views have been sought during the assessment of the proposals. The community of interest, bowling clubs and their associated clubs and tenants, have been canvassed during the process. |
Benefits |
This is the status quo option, no increase in Council expenditure. |
Risks |
The regional bowling club covered green does not progress. |
Financial |
No impact on Council budgets. |
OPTION 2: |
Support, in principle, contributing $350,0000 towards covering an artificial green at the North Street site, subject to the findings of the Sports Facility Investment Decision Making Process and consideration of consideration community feedback as part of the 2021/2031 Ten Year Plan. |
Community Views |
No general community views have been sought during the assessment of the proposals. The three merging clubs support a covered green. The views of the other clubs on the covered green at Northern proposal are not known. Community views would be sought during the draft 2021/2031 Ten Year Plan. |
Benefits |
This option meets Bowls NZ strategic aims of a covered green in each of Bowls New Zealand centres. |
Risks |
The external funding groups are likely to expect more evidence that the decision on the location and type of facility is well considered and not restricted to one site. The risk is they are reluctant or will not fund the covered green without further option analysis. |
Financial |
$350,000 unbudgeted grant in 2021/22. It is assumed that this will be funded through a loan and repaid from income from land sales. This would have a marginal impact on rates. |
OPTION 3: |
Support an investigation to cover an artificial green somewhere in the Manawatu as a regional facility investment proposal, not necessarily at the Northern site, and complete the Regional Sports Facilities Investment Decision Making Process. |
Community Views |
No general community views have been sought on the proposed covered green. The community of interest, bowling clubs and their associated clubs and tenants, have been canvassed during the process. Community views could be sought during the 2021/2031 Ten Year Plan consultation. |
Benefits |
External funding support is more likely to be favourable with a robust option assessment and business case. This option meets Bowls NZ strategic aims of a covered green in each of Bowls New Zealand centres. |
Risks |
The investigation may result in the three merged bowling clubs not getting a covered green at the North Street site. |
Financial |
$50,000 of operational costs in 2020/21. This unbudgeted item would add an estimated 0.05% to the 2020/21 rates. |
Rationale for the recommendations
1. Overview of the problem or opportunity
1.1 Bowling Club merger considerations have arisen several times in the last 15 years.
1.2 After some recent iterations three clubs have put considerable effort into considering merger proposals;
- Northern Bowling Club which occupies park of Council owned Waihikoa Park on North Street.
- Takaro Bowling Club which occupies part of Council owned Takaro Park,
- Terrace End Bowling Club which occupies Council owned land on Summerhays Street, and
2. Background and previous council decisions
2.1 Council received an approach from the Bowling Clubs of Palmerston North regarding merger proposals at its 17 December 2018 meeting. The arising resolution was:
56-18
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.
2.2 The Bowling Clubs submitted a proposal to the 10 June 2019 Sport and Recreation Committee. The proposed merger model was for the three clubs to co-locate to the Northern Club facilities on Waihikoa Park on North Street.
2.3 New proposals for sports facilities are assessed using the Sports Facilities Investment Decision Making Process (the Investment Process) and the criteria within that. The Investment Process summary flowchart is provided in Appendix One.
2.4 Officers assessed the proposal against the Level One and Level Two Gateway Criteria of the Facility Investment Decision Process.
2.5 Some aspects of the assessment criteria were covered well. The assessment found more detail was required on the following areas in order to be assessed at the Preliminary Feasibility Assessment gateway:
· Detail on existing and potential other users of the facility (including the clubrooms) and their level of commitment.
· Information on the accessibility of bowls – membership costs, demographics and any special accessibility programmes e.g. youth bowling initiatives, schools’ programmes.
· Indicative operational budgets for the combined club including income and expenses.
· Architectural conceptual and Quantity Surveyors rough order estimates on Clubhouse upgrade requirements including demolition, upgrades, fire safety, and stormwater detention costs.
· Architectural and quantity surveyor revision of previous engineers’ rough order estimates on the indoor green proposed as Stage Two.
· The indoor green location vs the NZCT Cricket Centre including:
o building size including foundations.
2.6 The Property Development Assessment Report for the Summerhays Street Council owned land occupied by the Terrace End Bowling Club was submitted to the Sport and Recreation Committee on 10 June 2019.
Figure One: Summerhays Street land occupied by the Terrace End Bowling Club
2.7 The high-level development options reported were:
Option |
Potential Revenue |
Risk |
Alignment with Strategies/ Plans |
Sell site to private developer |
$1,200,000 |
Low |
- Housing and Future Development Plan |
Subdivide and sell sections |
$2,400,000 – $2,500,000 |
Low |
- Housing and Future Development Plan |
Council Building Housing |
$7,000,000 |
High |
- Housing and Future Development Plan |
Partner with a group builder/ developer |
$3,500,000 |
Med |
- Housing and Future Development Plan |
Council develop as social housing |
N/A |
Med |
- Social Housing Plan |
Develop – Recreation/ community use |
N/A |
Low |
- Active Community Plan |
2.8 Half of the Summerhays Street land is zoned recreation and would require rezoning prior to any possible development for housing.
Figure Two: Summerhays land zoning
2.9 Councils Property Manager considers that the most likely course of action, were the land sale approved after considering community consultation, would be for Council to subdivide and sell sections or partner a group builder. The expected gross yield would be in the order of $2.4 million - $3.5 million.
2.10 No Property Development Assessment was carried out at the portion of Takaro Park occupied by the Takaro Bowling Club because:
- The clubrooms are occupied by a number of recreation groups that are not moving as part of the merger. The clubrooms and carparking are being retained by those groups under the Takaro Sports Club.
- Recreation groups have started taking up the vacated space, beach volleyball is planned for the vacated croquet lawns.
- The space is part of a wider reserve, has reserve status under the Reserves Act 1977, and provides opportunities for other recreation activities that periodically arise such as community gardens.
2.11 The resolution of Council from the 10 June 2019 report was:
35-19
1. That Council instruct the Chief Executive to use the Sports Facility Investment Process to complete the preliminary feasibility assessment for the proposed bowling club merger and report back to the appropriate Committee in November 2019.
3. Pre-Feasibility Report
3.1 Sport Manawatu and the three clubs engaged consultancy firm Third Bearing to review and expand their proposal to provide a Pre-Feasibility Assessment (the Assessment Report) – refer Appendix Two.
3.2 The Assessment Report covers the detail requested in the June 2019 officer assessment noted in section 2.7 of this report. The table below provides summary comment:
Detail requested June 2019 |
Assessment report 2020 |
· Detail on existing and potential other users of the facility (including the clubrooms) and their level of commitment. |
· Section 4.3 of the Assessment report provides details on existing other users of the clubs and assumes that in the order of 70% would relocate with the merged club. · Utilisation of the clubrooms is estimated at 73%. |
· Information on the accessibility of bowls – membership costs, demographics and any special accessibility programmes e.g. youth bowling initiatives, schools’ programmes. |
Membership fees are assumed to stay the same. A utilisation profile was developed for the Assessment Report. It indicates school competition and Bowls 3/5 the short format versions alongside traditional competition. The age of the bowling club membership presents the largest risk to the proposal as it is these members that support the operation of the club and the access for the causal members and the programmes e.g. Business House. If the membership continues to decline significantly it will place a strain on the volunteers running the activities. |
· Indicative operational budgets for the combined club including income and expenses. |
Financial viability is assessed in Section 6 of the Assessment Report and an indicative operational budget provided in Appendix Two of the Assessment Report. The Assessment Report found the merger is financially viable even if only two clubs merged and no membership growth occurred (Page 18, Sections 76 and 77 of the Assessment Report). |
· Architectural conceptual and Quantity Surveyors rough order estimates on Clubhouse upgrade requirements including demolition, upgrades, fire safety, and stormwater detention costs. |
The extent of modification has been rescoped. Clubhouse renovations mentioned in clause 16 as needing only minor alteration. Officers are satisfied this negates the need for architectural and QS revision. |
· Architectural and quantity surveyor revision of previous engineers’ rough order estimates on the indoor green proposed as Stage Two. |
Clause 57 on page 14 notes several other comparable projects have been completed in New Zealand and a cost of $1.3 million is assumed. Officers are satisfied that there are sufficient examples from other regions and the high level of standardisations, particularly when converting an existing green, means there is low risk of large variances in cost. |
· The indoor green location vs the NZCT Cricket Centre including: o building size including foundations. |
Council officers obtained a preliminary assessment of the risk of shade impacts on the adjacent Manawatu Cricket NZCT Cricket Centre from the NZ Sports Turf Institute. Their conclusion was “a structure is expected to add more shade but not in a meaningful/significant impact on its ability to dry pitches.” More detailed consideration will be required addressing if the merger progresses to covering the proposed artificial green. |
4. Sports Facilities INvestment Decision Process – local vs Regional level.
4.1 The Investment Process was developed to be applied to regional sports facilities proposals. Council adopted the process and criteria for all sports facilities processes, including local level ones.
4.2 Officers have been considering the process and whether it is fit for purpose for all proposals or may be amended or modified based for different levels of proposal – particularly for local level proposals.
4.3 A detailed series of assessment works, often involving consultancy costs, across a six-stage full process will typically take 12 to 24 months and require $20,000 to $100,000 in resourcing depending on its complexity, the level of knowledge and skill in feasibility work of the applicant, and level of risk.
4.4 Consideration should be given to the level of assessment required to make informed and confident decisions with some balance with the time, cost, and risks. Officers are considering how the process might be modified and applied for local level proposals. Further work on this is occurring but in the interim the following criteria are suggested:
1. Level of complexity e.g. number of parties involved, number of codes involved, ease of facility being replicable from existing examples.
2. Cost of implementation/scale of council contribution e.g. a $50,000 proposal asking for $25,000 from Council compared to a $1,000,000 proposal asking for $750,000 from Council.
3. Level of risk - what if it fails? e.g. cost to remediate to alternative use, reputation damage, level of usefulness to other recreation activities if activity vacates.
4.5 The Assessment Report identifies four strategic success factors, suggesting they are required before any large investment in a covered green is considered (page 5 of the Assessment Report):
1. A city bowls strategy be developed.
2. Utilisation vs membership – financial viability driven by other users.
3. Operational partnerships – potentially share services with other clubs.
4. Commitment of transition volunteers – the right group of people needing to come together.
4.6 Stage One of the proposal, the clubs coming together on the one site, developing an artificial green and minor upgrades to the clubrooms, has:
1. A moderate level of complexity.
There are four direct parties involved. Progress is being made and there has been a sustained effort over several years to reach this point. While other codes will use the clubrooms the playing surfaces that are the subject of the proposal for development only involve the bowling code as a specialised surface.
2. The proposed Councils contribution of $300,000 is a moderate local level sports facility.
Council contributes larger amounts to a number of facilities development and renewals in any given year, but this is not a minor amount either.
Utilisation within the clubrooms space is noted as likely strong. Good utilisation in the clubrooms has the potential to flow onto the artificial turf use through social activities and awareness of opportunity to try the sport.
3. The level of risk is considered low.
Similar mergers have taken place before, artificial greens are now common throughout the country, and the artificial green development proposal would not be seeking additional external funding.
If Council were to support the green development the risk could be managed through conditions on the funding i.e. that it is not drawn on, or released in stages, until full designs and quotes were approved. That way the worst-case scenario is the clubs remain in their present 3 locations and either no grant is paid out or only design funding is released. The risk then would then largely be a reputational one.
4.7 The Assessment Report notes that the clubs propose a 12 – 18 month timeframe (page 21 Clause 94) and a desire to progress through Stage One merger within 6 months of approval. If Council wished to see full Investment Decision Process assessments and detailed business cases prior to any further decision, it is expected the proposed timeline would be extended by 6 to 12 months and cost a further $20,000 to $50,000 in consultant fees.
5. Request for support.
The letter in Appendix Three revises the proposed the contributions being sought. The request is for:
5.1 $300,000 support to cover the construction of an artificial green.
Section 53 of the Assessment Report details the cost estimate. It is noted as a likely maximum and lower end cost of $230,00 is noted as possible. If Council were to contribute it should do so on an “up to” basis and be clear it is for artificial green costs only.
5.2 $200,000 to cover the cost of demolition of the Terrace End Club building.
It is unlikely the Terrace End Bowling Club was ever going to be in a financial position to demolish the building upon vacating the site. Council is entitled to require the club to cover the cost of removal under clause 36.d. of the 2009 lease.
The short term merger process may involve the club retaining separate identity and sharing the Northern facility as has happened in other locations in New Zealand as discussed in the table on page 9 of the Assessment Report.
A similar scenario occurred when the then Manawatu Bowling Club, at the corner of Park Road and Fitzherbert Ave (Huia Street Reserve), merged to the Palmerston North Club on Linton Street. The Manawatu Bowling Club folded, abandoned the buildings, which required Council to cover the cost of removal after the upgrade to modern standards were considered too high for other uses.
It an inherent risk for Council as a key supporter of not-for-profit activities – they are always unlikely be retaining funds to cover exiting the premises and making the site good.
If the merger proposal fails in the long run it would be likely the buildings will deteriorate and be abandoned and Council will have to bear the demolition or remediation costs.
It is assumed the cost of building demolition would for part of the site development costs and be covered by sale if that land were approved for sale and rezoned.
5.3 $350,000 contribution to covering a green.
The Assessment Report notes that a decision about a covered green is regionally significant and aligns with Bowls NZ strategic direction. The point is well made that an external funder would want to see some city or regional assessment of options prior to supporting a regional facility.
It is encouraging to see in the financial modelling that there may be some capacity within the merger clubs to support some loan funding towards a covered artificial green.
Completing an artificial green and covering it at the same time would have some economies of scale over constructing them separately. If undertaken separately, the artificial green design and positioning would need to carefully consider the structural needs for covering the green.
6. Description of options
6.1 The options are split into two separate components.
Firstly, consideration of the proposal to contribute to Stage One - the merger of the three clubs and development of the artificial green.
Secondly, the proposed Stage Two and covering an artificial green.
6.2 On this basis of the moderate complexity, progress made, moderate council contribution, assuming any contribution would be funded from the sale of the vacated Summerhays land (net of $200,000 demolition costs discussed in section 5.2 of this report), and the low risk, Officers consider there is enough information in the Assessment Report, and previous Council Officers reports, to make a decision on whether to support Stage One of the proposal.
6.3 Council could link supporting new bowls club facilities, the local merged club and the regional covered green, to the sale of the land at Summerhays Street. The land sale decision will require community consultation and a rezoning. That process is likely to take 18 months to 3 years depending on priorities and workloads.
6.4 Officers recommend that the local level decision of supporting the bowling club merger be separated from the land sale and a decision made irrespective.
6.5 If support were approved this would be by way of a grant with the bowling clubs owning, maintaining and renewal of the artificial bowling green.
6.6 The decision on supporting covering a green could progress in parallel with the land sale proposal.
6.7 If Council were to support a financial contribution to the merging clubs and artificial green, the grant conditions should include that:
a. Takaro and Terrace End Clubs relocate to the Northern site before the financial contribution is available.
b. That the Council grant is up to a maximum value and can only be applied to the artificial green construction and not to other merger projects e.g. clubroom upgrades. If the cost comes in lower than estimated, then only the value of the cost would be granted.
c. Confirmation that the designs for the artificial green have allowed for the potential addition of the cover structure, and that a cover structure will not affect the NZCT Cricket Centre.
6.8 Neither the proposal for bowling facility development or the possibility of land sales from the Summerhays Street land is contemplated within existing budgets or has been consulted on.
6.9 Stage One Options: Merger and Artificial Green contribution
a. Option One: Support the merger but decline to contribute financially to the artificial green development.
b. Option Two: Support the merger and forward a budget amount different to that proposed by the Bowling Clubs, to the draft 2021/2031 Ten Year planning process e.g. $150,000 for artificial bowling green at North Street and not enforce the lease requirement for removing the buildings at Summerhays Street estimated at $200,000.
c. Option Three: Support the merger and forward a $300,000 budget item to the draft 2021/2031 Ten Year planning process for an artificial bowling green at North Street and not enforce the lease requirement for removing the buildings at Summerhays Street estimated at $200,000.
6.10 Stage Two Options: Covering the artificial green:
a. Option One: Decline the proposal to financially support covering an artificial green at the North street site.
b. Option Two: Support, in principle, contributing $350,0000 towards covering an artificial green at the North Street site, subject to the findings of the Sports Facility Investment Decision Making Process and consideration of community feedback as part of the 2021/2031 Ten Year Plan.
c. Option Three: Support an investigation to cover an artificial green somewhere in the Manawatu as a regional facility investment proposal, not necessarily at the northern site, and complete the Regional Sports Facilities Investment Decision Making Process.
7. Analysis of options
7.1 Stage One: Merger and Artificial Green contribution:
Option One: Support the merger but decline to contribute financially to the artificial green development
The proposal is seeking to sustain and grow a sporting code struggling with changing preferences for recreation and a significant decline in membership.
An artificial green is not necessary in terms of current playing numbers but has been noted as having some success in other areas in attracting new casual and business house use. Some operational cost advantages are noted although no comparison is made with the renewal costs of periodically replacing the surface.
Council could choose to leave the bowling clubs with their current grass lawn level of service.
Under this option it is expected that one or two of the clubs might refuse to merge until such time as forced to by financial issues. It is unlikely bowls will be able to arrest the decline in membership.
Option Two: Support the merger and forward a budget amount different to that proposed by the Bowling Clubs, to the draft 2021/2031 Ten Year planning process e.g. $150,000 for artificial bowling green at North Street and not enforce the lease requirement for removing the buildings at Summerhays Street estimated at $200,000.
Council could consider the proposed $300,000 contribution to the artificial green to be high given the numbers involved in actual play on the artificial green. Council could support the merger to a lower level e.g. $150,000 towards the artificial green and $200,000 for building removal at Summerhays Street and assume that the merged club may generate surpluses that would enable loan servicing for the balance of funds for an artificial turf upgrade.
This option has not been discussed with the clubs.
The clubs are limited in the size of the loan they could service. If they were required to partially fund the new green, this would limit their capacity to loan fund covering of the green. This may mean a that Council would need a make a larger contribution to covering the green in the future.
Community views would be sought during the 2021/2031 Ten Year Plan.
Option Three: Support the merger and forward a $300,000 budget item to the draft 2021/2031 Ten Year planning process for an artificial bowling green at North Street and not enforce the lease requirement for removing the buildings at Summerhays Street estimated at $200,000.
This option provides for acceptance of the Club’s proposal for stage one. It is a large contribution for the numbers involved on the playing surface itself, being leveraged off a land sale of the Terrace End site.
This option would most likely result in a smooth merging of the clubs freeing up space at Takaro Park for other recreation activities and enabling the sale of the Summerhays Street land for housing development, with some net proceeds.
Community views would be sought during the 2021/2031 Ten Year Plan.
7.2 Stage Two Options: Covering an artificial green:
Option One: Decline the proposal to financially support covering an artificial green at the North street site.
Bowling numbers have been consistently declining for an extended period. Takaro Bowling Club, who are noted as having been proactive and developed an artificial green already still has modest bowling membership. There is some risk that the proposal will not halt the decline in membership. Council may choose not to accept the risk and make no financial contribution to covering a green.
Option Two: Support, in principle, contributing $350,0000 towards covering an artificial green at the North Street site, subject to the findings of the Sports Facility Investment Decision Making Process and consideration of the community feedback as part of the 2021/2031 Ten Year Plan.
Council could support the efforts of the three clubs to come together and support in principle covering an artificial green at the northern Club site if the detailed feasibility and business cases stages provided viable at the site.
This would provide an immediate ‘carrot’ for the existing bowlers of the three clubs, and possibly encourage Hokowhitu Club members to consider re-joining the merger proposal, to come together positively at the new club and progress merger developments.
There is a risk that external funders would resist the proposed location as not having been assessed robustly against other locations in the city and region.
Option Three: Support investigation of covering an artificial green somewhere in the Manawatu as a regional facility investment proposal, not necessarily at the northern site, and complete the Regional Sports Facilities Investment Decision Making Process.
If external funding of $500,000 for covering an artificial green is proposed, it is likely several funders of a regional or national nature will be required. These funders will not only require evidence of the feasibility of the location but also some evidence that other location options were considered and the rationale for choosing the preferred site.
Working through a location option assessment process and detailed feasibility/business case process could cost in the order of $40,000 - $60,000.
8. Conclusion
8.1 Breaking the proposal into two stages, merging the clubs and developing an artificial green, and then considering covering a green allows Council to make an immediate decision on the club merger/artificial green first stage.
8.2 There is sufficient information in the Assessments Report and previous and current Council reports to make a decision on the artificial green.
8.3 Council has the opportunity to proactively encourage the merger which has had several false starts over the last 15 years.
8.4 The $300,000 requested is on the face of it a considerable amount to support a relatively modest sporting code. However, the return on the land vacated at Summerhays, assuming it were sold, will be in the vicinity of range of $2.5 million to $3.5 million before costs and contributions to the merger.
8.5 The proposal is not contemplated in any existing Council budgets and has not been consulted upon. Community views should be sought before a final decision is made.
8.6 Supporting the covered green presents a challenge given its regional nature. Council would be better to fund the cost of an options location assessment and detailed feasibility/business case than committing to the North Street location.
8.7 It is recommended that Council:
1. That Council consults on the proposal to provide a grant of $300,000 to support the bowling club merger, as part of the draft 2021/2031 Ten Year Plan process.
2. That Council waives the lease requirement for Terrace End Bowling Club to remove its buildings and improvements from the Summerahys site.
3. That Council support investigation of covering an artificial green as a regional facility and completes the full Regional Sports Facilities Investment Decision Making Process for that proposal.
4. That Council approves up to $50,000 in the 2020/21 Annual Budget for external consultant fees to carry out the investigations and reporting for the Regional Sports Facilities Investment Decision Making Process, including assessment of the best location for a covered green.
5. That Council consults with the community on the proposed sale of the land at Summerhays Street, currently occupied by the Terrace End Bowling Club.
6. That the community consultation on the proposed land sale includes the proposal to:
a) Use a portion of the net proceeds to recoup the demolition costs of the Terrace End Bowling Club clubrooms estimated at $200,000 and a grant for the new artificial green for the merged club of $300,000.
b) Apply the balance of funds, indicatively $700,000 to $2 million instead of borrowing for recreation facility development.
9. Next actions
9.1 Commission an options/feasibility study for a covered artificial bowling green in the Manawatu.
10. Outline of community engagement process
10.1 The three bowling clubs and their respective associated sporting codes have been engaged through the merger proposal process.
10.2 No general community feedback has been sought on the merger proposal.
10.3 Community feedback on the prosed sale of the land at Summerhays Street would be sought through a community consultation exercise.
10.4 Community feedback on the proposed contribution to the artificial green ($300,000) and demolition of buildings at Terrace End Club ($200,000) would be sought as part of the draft 2021/2031 Ten Year Plan consultation.
Compliance and administration
Does the Committee have delegated authority to decide? If Yes quote relevant clause(s) from Delegations Manual <Enter text> |
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 action is: Facilitate sports code-led developments where there is a demonstrated community benefit. In the event of Bowling Clubs not requiring leases over Council land, assess need for other uses and convert the land to meet another sport or recreation need (by end 2022/2023). |
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Contribution to strategic direction and to social, economic, environmental and cultural well-being |
The merged clubs would be in a more sustainable club providing opportunities for recreation. |
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1. |
Full Sports Facility Investment Process flowchart ⇩ |
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2. |
Pre-feasibility Assessment of Bowling Club Merger 2020 ⇩ |
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3. |
Bowling Club Merger proposal request letter ⇩ |
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PALMERSTON NORTH CITY COUNCIL
TO: Play, Recreation & Sport Committee
MEETING DATE: 18 March 2020
TITLE: Draft Play Policy 2020 (Play Palmy, Play!) for consultation
Presented By: Julie Macdonald - Strategy & Policy Manager
APPROVED BY: Sheryl Bryant, General Manager - Strategy & Planning
1. That the Draft Play Policy 2020 (Play Palmy, Play!) (attachment 1 of the memorandum titled ‘Draft Play Policy for consultation’ dated 18 March 2020) is received and adopted for consultation. 2. That the Chairperson and Deputy Chairperson of the Play, Recreation and Sport Committee be given delegated authority to approve minor amendments to the Draft Play Policy 2020 (Play Palmy, Play!) prior to consultation.
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1. ISSUE
Council’s aspiration in the Active Community Plan 2018 is for Palmerston North to be the most active community in New Zealand. The Plan identified a need for a policy that outlines Council’s commitment to provide for a range of play opportunities for different age groups. This report proposes a Draft Play Policy for consultation so the community can respond to the purpose, objectives and guidance the policy provides.
Play is activity for enjoyment and recreation – that is, activity that is freely chosen for fun, creativity and personal challenge. Play provides a foundation to improve people’s individual wellbeing, as well as bringing broader community benefits. It forms a critical role in everyone’s ability to be active for life. There is currently global and national concern that a lack of play experience can limit individual physical, social and mental growth, and the development of life-long skills such as communication, conflict resolution and risk assessment.
2. BACKGROUND
What is play and why is it important?
Play is challenging to define due to numerous perspectives on the topic, and personal or cultural values that shape an individual’s play experience. Play, for the purposes of this report and policy, is not about participation in organised, competitive or formalised sport. The focus is instead on activities that are for enjoyment and informal recreation. Play is for everyone – young and old.
As the central government agency responsible for the play, active recreation and sport system in Aotearoa New Zealand, Sport New Zealand/Ihi Aotearoa has recognised play as a national taonga and is concerned that the levels of play of our children and young people are in decline. This decline is due to shifting cultural values, denser urbanisation and fears about children’s safety. Sport New Zealand is taking a proactive stance on reversing this trend, given the strong links play has to ensuring happier, healthier people and better-connected communities. Collaboration with partners such as local government, regional sports trusts, the education and health sectors are considered vital to achieving this change.
Sport New Zealand’s ‘call to action’ encourages local councils to develop their capacity for play through the preparation of play policies, strategies or frameworks.
Active Community Plan 2018
The Council, through the Active Community Plan 2018, and its goal for a Creative and Exciting City, identified a need for a policy that outlines Council’s commitment to provide for a range of play opportunities for different age groups that:
a. Expresses a vision for play across the City;
b. Provides strategic direction and guidelines for the provision and management of play spaces in Palmerston North;
c. Allows the Council to maximise any investment in play, add to it over time and ensure it is sustained.
The Active Community Plan provides high level guidance for play in the City, including these statements about ‘where we want to be’:
· City facilities and public spaces will encourage formal and informal physical activity, catering for a wide range of ages, abilities and interests.
· Council investment in city playscapes matches the community need for this critical contributor to young people’s physical and social development and family-focussed fun.
· The city centre has opportunities for people to be active and play.
· Streetscapes and park environments are safe, attractive and encourage activity; there are safe places to be active in at night and in winter.
Play in Palmerston North
There is limited information available about the extent and nature of play in Palmerston North. However, there is some useful research which helps to build a picture of play in the community.
The 2017 Active NZ survey of activities in the last seven days showed that playing games is the sixth most popular activity in New Zealand, after walking, jogging/running, being inactive, individual workout, and gardening. Palmerston North residents play less in each of the play categories compared to New Zealand overall. The Active NZ Survey graph, below, shows this comparison.
Figure 1: Expected activity behaviours – NZ rates compared to Palmerston North rates for last seven days’ participation measure (from the Active NZ survey 2017)
Research by Sport Manawatū Children’s Play in Palmerston North – experiences and perspectives of primary and intermediate school students (April 2019) surveyed 161 students from Takaro School, Central Normal School, Roslyn School, Hokowhitu School, Terrace End School and Monrad Intermediate School. Key findings were:
- Most students surveyed enjoyed the opportunity to engage in independent outdoor play with friends.
- Public play spaces (parks, reserves and playgrounds) were conveniently located so that the majority were within walking distance of children’s homes.
- Most children felt safe when playing outdoors in their neighbourhood or on the street close to home.
- The rise in the availability of travel to school in cars and the extensive use of electronic devices is likely to have contributed to the decline in children’s play activity and the use of active transport modes (walking and cycling to school); over half (57%) of the children surveyed indicated that they travel to school by car.
- Children need environments they can manipulate and where they can invent, construct, evaluate and modify their own constructions and ideas through play, for example through a ‘loose parts’ approach.
A further ‘play scan’ was achieved by using Social Pinpoint, an interactive digital platform for community engagement. Nearly 90 different places were ‘pinpointed’ by the 335 respondents as play spaces around the City. The favourite places to play were along the Manawatū River, the Victoria Esplanade and Memorial Park. Three-quarters of play identified took place in parks and reserves – with people also playing at schools, Council facilities, pools, streets and shared pathways. Over 80 different ways of “playing” were identified. Mountain-biking at Arapuke Forest Park and along the river, and riding bikes were popular, as well as playing, walking or running with dogs across the City’s parks and at the new dog parks. Many families said they enjoy the wide variety of playgrounds spread across the City.
Figure 2: Heat map that clusters together comments made via Social Pinpoint in response to the question: ‘I play here?’.
These various sources of local information show us there are opportunities to increase play in Palmerston North.
3. POLICY DEVELOPMENT PROCESS
Research and evidence
A review of national and international literature was completed, investigating both definitions of play, as well as the way play has been promoted and increased. The research and thinking of leaders in this field, such as Play Scotland, have informed the policy advice provided here.
A review of play-relevant Council plans, strategies and frameworks (through a ‘Play Scan’) identified an existing commitment to improving play opportunities in parks and reserves (e.g. in the reserve management plans for Ahimate Park, Memorial Park and in the Master Plan for Victoria Esplanade), along the Manawatū River (Manawatū River Framework) and in the City Centre (City Centre Framework – particularly Key Direction 7: Play in the City). This scan demonstrates that Council is already ensuring play opportunities are continually being planned and developed.
Community engagement
An extensive community engagement process also informed policy development. This included engagement through the Rangitāne o Manawatū bi-monthly forum, focus groups, the Disability Reference Group, and the community survey. Opportunities for discussion at a variety of community events was also provided, including Park Run, the Milverton Park playground opening, the Whānau Fun Day, and the Linton Family Fun Day.
Identified issues and opportunities
The policy development process has identified many issues and opportunities:
1. Compared to national physical activity statistics (Active NZ survey), Palmerston North people play less and are also less physically active.
2. The City could be more play-friendly, and playful, and there is scope to improve fun and create playful moments through recreation planning, urban design and placemaking initiatives.
3. The extensive (over-) use of electronic devices such as mobile phones and gaming consoles is likely to have contributed to the decline in children’s play activity (Sport Manawatū’s research).
4. Considering play from a whanau ora lens and strengthening Council’s commitment to Te Ao Māori, and our partnership with Rangitāne.
5. Childhood increasingly occurs ‘indoors and in private spaces’, and children have less contact with natural environments.
6. Council playgrounds cater mainly for the needs of young children, do not necessarily reflect the unique qualities or the communities they are in (lack a sense of place or reflect cultural values), and are mainly focussed on physical play at a fixed place.
7. There is on-going discussion and planning for some kind of play ‘intervention’ in the City Centre, particularly in The Square (refer to the City Centre Framework).
8. There is little evidence of street play (although there is some emergence of a demand for facilitated street play/parties via Council’s placemaking activity) that are thought to be related to how we treat roads (as being largely for vehicles) and safety concerns.
9. Planned play in nature and the outdoors is an emergent trend but can also be viewed as too risky.
10. Some individuals and communities need help to access play resources or find out about local no- or low-cost play opportunities.
11. Council requires a more nimble approach (e.g. trying and trialling things, allowing play to be organic, building in ‘flex’) to provide for play, given the emergent trends and pace of societal change – particularly how digital technologies are impacting on our daily lives.
12. Community play champions need more support from Council, and there is a need to recognise and empower play champions to progress outcomes related to play and physical activity.
13. There are some play resources (Passports to Play, Council’s playgrounds map, Dirty 30) but there is no central point for these and no forward plan for future passports to play or other play resources.
14. There are many other organisations that are involved in play, including Sport Manawatū, who are developing a regional play framework to support play across the Manawatū region.
15. Advances in technology and climate change will impact on play in terms of the environmental changes (e.g. need for shade or more indoor options) and the type of play opportunities.
16. There is a need to provide safe play opportunities whilst also providing a level of risk important to personal development.
4. DRAFT PLAY POLICY 2020
The Draft Play Policy called ‘Play Palmy, Play!’ is Attachment 1. Once adopted, it will guide Council’s decision-making and commitment to provide a range of play opportunities in several operational areas:
· Parks and reserves planning, management and development
· Facility programming and development e.g. at libraries and aquatic centres
· Urban design response to public space infrastructure development
· Place-making activities such as street activation
· Community events and activities
· Support to strategic partners such as Rangitāne o Manawatū and Sport Manawatū
The Draft Policy takes the high-level direction in the Active Community Plan down to a level where more specific guidance will enable staff to effect changes in our approach to the provision and management of play spaces in Palmerston North. It should allow Council to improve its investment in play with better strategic outcomes.
A key feature on the draft policy is that a holistic approach of the City as an entire playscape is taken and a ‘mindset’ of fun, and playfulness influences decisions ‘on the ground’. The purpose of the policy is to provide guidance for Council decision-making to achieve the following objectives:
o Our City is treated as one big play space, providing a vast network and testing ground for play opportunities.
o Everyone has opportunities to play.
o Council is a play innovator and uses its expertise to inspire others.
o Play spaces enable mana whenua and multi-cultural communities to play and participate in traditional games and recreational activities.
o Play opportunities reflect our diverse community needs, by being inclusive and accessible to all.
o People feel encouraged to use all public spaces and facilities (both outdoor and indoor) to play, express themselves and be active without fear of judgment.
o Council works across sectors to lead and co-create play opportunities, play spaces and services.
Additional policy guidance statements will enable staff to develop more specific actions to ensure more play happens.
5. CONCLUSION
The development of the policy has been informed by relevant research and evidence from local, national and international sources. Community feedback, combined with a review of relevant research and evidence, has confirmed a number of issues that the policy seeks to address.
The development of a Play Policy completes an action within the Active Community Plan that aspires for Palmerston North to be the most active community. Improving levels of play will contribute to a more active community. This change will require a collective effort from many groups and organisations across the City. Council is well-placed to influence the community as a key provider of public spaces and facilities, through its ability to communicate key messages and information on play to the community, and through the strength of its relationship with key partners and stakeholders who are also seeking improved levels of physical activity and resultant benefits.
6. NEXT STEPS
If the Draft Play Policy (Attachment 1) is approved for consultation, then there will be an opportunity for Councillors to hear submissions from the public. Information about any potential operational implications will also be reported when the Draft Policy, with any proposed amendments, is recommended for adoption.
It is anticipated that there will be a wide variety of stakeholders and interested parties who may wish to contribute to consultation on the proposed policy, including:
1. Rangitāne o Manawatū and other strategic partners of Council
2. the health and education sectors
3. interest and advocacy groups
4. the wider Palmerston North community
A variety of methods and materials will be used to invite feedback and engagement on the draft policy, including:
- posters and handouts
- direct mail
- various social media tools
- attendance at events
A key consultation approach will be to engage with the community on the Draft Play Policy through play.
7. Compliance and administration
Does the Committee have delegated authority to decide? If Yes quote relevant clause(s) from Delegations Manual <Enter text> |
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? |
Yes |
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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 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 Active Community Plan The action is: Develop a ‘Play Policy’ that outlines Council’s commitment to provide for a range of play opportunities for different age groups |
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Contribution to strategic direction and to social, economic, environmental and cultural well-being |
The Council, through its Active Community Plan 2018, identified a need for a policy that outlines Council’s commitment to provide for a range of play opportunities for different age groups. Without policy that offers guidance to reverse declining rates of play and addresses other play-related issues identified through research and community engagement, there are concerns that individual and community well-being, due to being less active, will be compromised. |
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1. |
Draft Play Policy 2020 (Play Palmy, Play!) ⇩ |
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PALMERSTON NORTH CITY COUNCIL
TO: Play, Recreation & Sport Committee
MEETING DATE: 18 March 2020
TITLE: Free Swimming for Children Under Five Years Old - Update on the 2019/2020 Annual Plan Programme
Presented By: Kathy Dever -Tod, Manager Parks and Reserves
APPROVED BY: Tom Williams, Chief Infrastructure Officer
1. That the report dated 18 March 2020 and titled ‘Free Swimming for Children Under Five Years Old – Update on the 2019/2020 Annual Plan Programme’, be received. 2. That the Council notes that expenditure in 2019/2020 for the free swimming for children under five years old is forecast to exceed the budget provision by $93,556 3. That the Council notes that the budget provision in the draft 2020/2021 Annual Plan of $60,000 to continue free swimming for children under five years old, is unlikely to be adequate |
1. ISSUE
1.1 In March 2019, the Finance and Performance Committee of Council received a report on the cost of providing free admission to the Lido and Freyberg Pools for all children under five years old.
1.2 The report estimated the cost to provide free swimming for under five-year olds to be $28,971 per annum, based on limited data and recommended that a full paper with more analysis and recommendations be brought back to the Finance and Performance Committee in August 2019. The Committee resolved that the report be brought back to the Committee in June 2019 to help inform the annual plan debate.
1.3 The Council also resolved to consult with the community on the principle of implementing free swimming at Council owned swimming pools for under five-year olds, as part of the annual plan process.
1.4 Ninety-one submissions were received during the draft 2019/2020 budget consultation period. Seventy-six submitters supported the idea of free swimming for under five-year olds, three were against it, and twelve were neither for or against. Several submitters raised the proposal of free entry for the supervising adult.
1.5 After receiving the summary of submissions, Committee of Council resolved on the 20th May to include an amount of $33,500 in the 2019/2020 draft budget to fund free swimming for under five-year olds.
1.6 A further officer report was presented to the Committee of Council on the 10th June 2019. The report estimated a cost of $33,427 to provide free swimming at Council pools for children under the age of five years old, based on admission data.
1.7 The Council subsequently resolved to introduce free swimming for supervised children under the age of five years plus one supervising caregiver, and to increase the estimated cost of introducing free swimming for supervised pre-schooler and one caregiver to $60,000 per annum.
1.8 Officers indicated that they would report back to Council in February 2020 on the results of the first six months of the new policy, with recommendations on any changes proposed, to inform the 2020/2021 annual budget process.
1.9 The policy has been in place for a period of almost 8 months. Data to the end of January 2020 shows that the introduction of the free-swimming has had a much greater impact on pre-school admissions than was forecast. Consequently, the cost of free swimming will exceed the annual budget provision.
2. BACKGROUND
2.1 The June 2019 reported estimated the cost to provide free swimming for under-five year olds by extrapolating attendance figures children five years and under entering the Lido and Freyberg Pools between January and April 2019. A copy of the attendance data is presented in Figure 1.
Pool |
January |
February |
March |
April |
Total |
Lido |
446 |
454 |
691 |
191 |
1,782 |
Freyberg |
155 |
207 |
212 |
139 |
713 |
Total |
601 |
661 |
903 |
330 |
2,495 |
Figure 1: Pool admissions for children aged five years old and under between January- April 2019
2.2 During April 2019 the pool managers, CLM, collected data on the actual age of young children entering the pool. This showed that 85% of the group represented in the April admission numbers in Figure 1 were under the age of five.
2.3 Based on this information, annual admission for under five-year olds was estimated at 7,572 children. This figure was 99% of the figure estimated in the March 2019 report using two months of data, giving officers a level of confidence that the new estimate was not unreasonable.
2.4 The cost to Council of providing free entry to the pools, is the loss of revenue. Based on a figure of 7,572 children, and an entry fee of $4.40 (including GST), and the new policy not influencing pool entry numbers in the long term, the cost of free swimming for under five-year olds at the Lido and the Freyberg pools was estimated to be $24,342, excluding GST.
2.5 The Council intended to reopen the Ashhurst pool (Splashhurst) in June 2019. Whilst the impact of Splashhurst on the Freyberg and Lido pools was not known, it was assumed that there would be a net increase in pool patronage as a result of opening the third pool facility. In the absence of other data, Council used CLMs budget estimates for casual entry revenue at Splashhurst and historical data from the Freyberg pool, to determine the proportion of casual entry revenue that was expected to be generated by pre-school child entries.
2.6 The cost of free entry to Splashhurst Pool for children under five years of age was estimated at $2,400, bringing the total cost of introducing the free swimming for children under five years of age to $26,742.
2.7 With the pool alone policy in place, a pre-schooler must enter a Council pool with a supervising adult. The June report highlighted that the entry fee for a pre-school swim would therefore be $9.90 from 1st July 2019. Officers posed an alternative to the free entry for pre-schoolers option consulted upon; the Christchurch City Council Policy - a pre-schooler with a supervising adult charged the same price as a single child. The advantage of this approach was noted as being that the pre-schooler could not enter the pool without an adult, but the adult could still enter the pool with children of other ages. This mitigated the issue of pre-school children being poorly supervised. The annual cost of the alternative was estimated as $33,428.
2.8 Council resolved to introduce free swimming for supervised children under the age of five year plus one supervising caregiver and increased the 2019/20 budget for providing free swimming to $60,000 per annum.
3. IMPACT of the NEW policy on entry numbers
3.1 The June 2019 outlined that if cost was the main barrier to pool entry for pre-schoolers, free entry may increase the annual number of pre-school visits, and the annual cost of the policy to Council would be higher than the budget provision.
3.2 The policy has been in place since 1st July 2019. Pre-school and supervising caregiver admissions for the period July 2019 – January 2020 are summarised Figure 1
Patron |
Jul |
Aug |
Sep |
Oct |
Nov |
Dec |
Jan |
Total |
Under 5 |
795 |
771 |
924 |
1904 |
1688 |
1918 |
2842 |
10,842 |
Supervisor |
592 |
641 |
740 |
1475 |
1361 |
1526 |
2182 |
8,517 |
Figure 2: Pool admissions for children under the age of five years between July 2019 and January 2020
3.3 The figures show that 10,842 pre-schoolers and 8,517 supervising caregivers entered the three Council pools for free in the seven months to the end of January 2020. The figure for pre-schooler admissions exceeds the annual figure estimated in the June report of 7,959 by 36%, with five months of the year to go.
3.4 Council has admission data for January 2019, when the policy was not in place, which can be used to assess the impact of the new policy on pre-school numbers. Admissions for pre-schoolers at the Lido in January 2020 were 2,314 – 518% higher than in January 2019. Pre-school admissions at the Freyberg in January 2020 were 323 – 208% higher than 2019.
3.5 Total pool admissions, across all user groups, for the period July 2019- January 2020 are summarised in Figure 2. The figures show that there has been an overall increase in pool entry numbers of 3% across all Council pools between 2019 and 2020. The increase is considerably less than the increase in pre-school numbers, suggesting that the free-swimming policy for under-fives is encouraging more swimming within this age group.
Pool |
January 2019 |
January 2020 |
Percentage increase (decrease) |
Lido |
176,524 |
162,797 |
(8%) |
Freyberg |
89,256 |
101,222 |
13% |
Splashhurst |
N/A |
10,332 |
N/A |
Total |
265,780 |
274,351 |
3% |
Figure 3: Comparison of total pool admissions in January 2019 and January 2020
3.6 CLM advised Council that when Auckland Council adopted its policy of free pool entry in 2013, for children 16 and under, there was an initial increase in user numbers for the first six to nine months and particularly throughout the summer period. The implementation of free swimming did not change the amount of people participating in swimming activities and after the initial increase, admissions tapered back to normal levels.
3.7 It is difficult to forecast at this time whether the same trend will be seen in Palmerston North. Officers will monitor and report admission numbers to Council on a quarterly basis, noting any change in trend.
4. POOL SUPERVISION
4.1 The June report highlighted a risk of Council adopting a policy of free entry for pre-schoolers; pre-schoolers may end up inadequately supervised. For example, adults may enter the pool with more than one pre-schooler under their supervision.
4.2 Officers recommended that if an under 5’s policy is introduced, that the Council also implemented a parent to child ratio. The Auckland Council pool supervision ratios were subsequently adopted by Council.
4.3 The admission data for under-fives and their supervising caregiver, (Figure 2) represent a caregiver to under 5 ratio of 1:1.3. This well within the maximum pool supervision ratio adopted by Council of 1:2. Furthermore, the CLM monthly reports do not indicate that there have been any supervision issues or increased incidents of young children getting into difficulty in the water, since the free swimming for children under years old policy was introduced.
5. POOL USER survey
5.1 During January 2020, Council conducted user intercept surveys at the three Council pools. The survey included three specific questions on Council’s Under 5 policy, namely:
· Are there children under 5 with you today?
· Are you aware of Palmerston North City Council’s ‘Under 5 policy’ where children under 5 and their supervisor are free?
· If you did or do know about this policy, would it or did this have an influence upon your decision to come to the pool today? i.e. how relevant is this policy to you and did it influence your decision to use this facility today?
5.2 The sample size for the survey was 124 patrons. The minimum age of patrons surveyed was 15 years of age. Of the people surveyed:
· 19% had a child under the age of five with them
· 53% were aware of the Council Under 5 policy
· 11% said the policy was relevant to them and/or influenced their decision to use the facility on the day they were surveyed
5.3 The survey information shows that there is a relatively high awareness of Council’s Under 5 policy, even amongst patrons for whom the policy is not relevant.
6. Of the 23 patrons who had an under five-year old with them, 13 stated that the policy influenced their decision to come to the pool (56%).
7. The surveys will be repeated throughout the year, to assess the extent to which the policy is influencing under five-year old swimming at the Council pools.
8. COST OF THE Free swimming for children UNDER Five POLICY
8.1 The cost to Council, to the end of January, as a result of the new policy is $78,108.52. This is $18,108.52 higher than the $60,000 provided in the 2019/20 annual plan. $44,288 is attributed to supervising caregivers, and $45,536 to under five-year olds.
8.2 If the experience of Auckland Council is anything to go by, Council should expect the increase in admissions for under five-year olds to level off over time. The data in Figure 4 suggests however that pre-school entry numbers are still on the rise.
Figure 4: Pool admissions for under five-year olds and their supervising caregiver – July 2019 – January 2020
8.3 Seasonally, January has higher monthly admission at both the Lido and Freyberg pools due to the combination of school holidays and warmer weather. Therefore, the high figures in January for under five-year olds, is to be expected.
8.4 The most likely scenario is that the increased patronage due to the policy will continue – as indicated by survey results where 56% of caregivers with under-fives at the pool indicating that their decision to go to the pool was influenced by the policy.
8.5 It is impossible to ascertain the long-term impact of the policy on pool admission numbers, that is, whether admission numbers will continue to be high or drop off over time as the novelty of the new policy wears off.
8.6 Historical admission data indicates that by the end of January admissions to the Lido are 59% of the annual total and the Freyberg Pool 48%. Assuming the influence of this policy on user numbers continues at the current level, and that the admission data for pre-schoolers and caregivers to date is following the same seasonal pattern of other user groups, then the year-end financial position can be forecast as:
Under-fives $77,782
Supervising caregivers $75,774
TOTAL $153,556
8.7 This forecast exceeds the annual plan budget $93,556. Furthermore, the budget provision in the Draft Annual Budget 2020/21 of $60,000 for the continuation of the free swimming for children under five-year old policy is highly unlikely to be adequate, unless the provisions of the policy are amended.
9. NEXT STEPS
9.1 Council indicates whether it wishes to review the provisions of the current policy of free swimming for children under five years old
9.2 Council considers the budget provision in the 2020/2021 draft annual plan considering the information in this report
9.3 Officers continue to monitor and evaluate the success of the free swimming for children under five years old policy and in the future report admission figures and expenditure to Council via the quarterly report.
10. Compliance and administration
Does the Committee have delegated authority to decide? If Yes quote relevant clause(s) from Delegations Manual <Enter text> |
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? |
|
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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 |
|
Is there funding in the current Annual Plan for these actions? |
No |
|
Are the recommendations inconsistent with any of Council’s policies or plans? |
No |
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<Enter text>
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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 Active Community Plan The action is: <Enter text> The action is: The action is: Through contract and facility management, and discussions with facility managers, optimise the use of Council aquatic facilities and the Central Energy Trust Arena. |
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Contribution to strategic direction and to social, economic, environmental and cultural well-being |
Removing financial barriers to accessing Aquatic facilities enables citizens to remain connected and active Ensuring that facilities are profitable, enables them to continue to be run at a high standard and offer a range of services, without impacting on other services of Council. |
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PALMERSTON NORTH CITY COUNCIL
TO: Play, Recreation & Sport Committee
MEETING DATE: 18 March 2020
TITLE: Manawatu River Framework: Progress Report
Presented By: Jason Pilkington, Parks Planner and Kathy Dever-Tod, Manager Parks and Reserves
APPROVED BY: Tom Williams, Chief Infrastructure Officer
1. That Council receives the Manawatū River Framework report for information. |
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1. ISSUE
The Manawatū River Framework is a City Catalyst Programme (Programme 752) and has a total programme of works extending to several millions of dollars. The Catalyst Programme 752 is linked to several other programmes that are rationally and practically part of a single programme of works (such as Te Motu o Poutoa and Urban Eels).
It is therefore appropriate that a detailed progress report on this programme and related programmes is developed on a three-yearly basis.
2. BACKGROUND
The Manawatu River Framework was developed in 2015; and was adopted by Palmerston North City Council late in 2016. The implementation began in 2017 and during the 2018-28 10 Year Plan process budgets for the implementation of the strategy were aligned.
The Manawatū River Framework was developed as a response to a long standing issue, the City had turned its back on the river. The Manawatū River, prone to flooding, walled inside stop banks had been treated as a as a risk to be avoided, mitigated and engineered.
Council began to realise that the river itself, a unique, breath-taking feature at the centre of the City actually posed more opportunity and potential than risk. A different approach began to emerge and the Manawatū River Framework was developed with the purpose of placing the river squarely back at the heart of City life, and attracting people into the space rather than walling them out.
The key activities at the centre of the strategy include creating activity and infrastructure, restoration of the river environment and promoting, communicating and enhancing the Mauri, or spirit, of the river. Rangitāne has long known the importance of the river, of water to life, and that the health of the natural environment reflects the health of the people. In recent years the Council and public have begun to acknowledge the relationship to the awa.
The River Framework aims to achieve these goals through:
· A shared vision
· Key directions
· Design principles
· Location specific actions, and;
· An implementation paln
The attached report (Appendix 1) highlights the key features of the Manawatū River Framework and describes how the features have been implemented, and where possible makes inferences as to the levels of success achieved, scale of change since the implementation of the framework, and where Council could improve.
The Manawatū River Framework directs Officers to develop a restoration and recreation plan for the Awapuni Recovery Centre area, including the Mangaone Stream/Manawatū River confluence and the old gravel extraction quarry site. Since the plan was adopted, Council has taken control of the old gravel extraction site and is in a position to begin development planning work in this space. Any resulting work from this development plan, is currently unbudgeted.
The Hokowhitu Lagoon area, which will likely become part of the Manawatū River Park boundary, would benefit from an overall development plan. This is because the new development in this area will see Council take ownership of reserves and areas of cultural significance; and a plan for connecting the reserve formally into the river space is desirable. This was not specifically directed in the Manawatū River Framework and Officers would like direction from Council on this planning.
He Ara Kotahi has been immensely successful. Associated amenity features along the pathway, such as seating, signage and wayfinding and rest areas, are now desired by the community. These features were not included within the 2018 LTP programme 752 budget. Officers will bring these additional items forward to the 2021 Draft LTP process for consideration by Council.
3. NEXT STEPS
Development planning for Awapuni Recovery Centre area and Hokowhitu Lagoon will commence in 2020.
All proposed additions to Programme 752 will be forwarded to the 2021-32 10 Year Plan planning process for consideration by Council.
4. Compliance and administration
Does the Committee have delegated authority to decide? If Yes quote relevant clause(s) from Delegations Manual <Enter text> |
No |
|
Are the decisions significant? |
No |
|
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 |
|
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 |
|
<Enter text>
|
||
The recommendations contribute to Goal 2: A Creative and Exciting City
|
||
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 Manawatu River Plan The action is: In support of the overall work programme in the Manawatū River Plan and helps ensure that that Councillors and the community are kept well informed regarding the progress of this plan and understand what pieces of work are on the horizon.
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Contribution to strategic direction and to social, economic, environmental and cultural well-being |
The Manawatū River Framework – as a catalyst programme should be carefully monitored in terms of both numbers, user satisfaction, issues or concerns and progress implementing the strategy. This document and attached report provide the mechanism for detailed reporting on process over the past three years.
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1. |
Appendix I: Manawatu River Framework Progress Report 2020 ⇩ |
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PALMERSTON NORTH CITY COUNCIL
TO: Play, Recreation & Sport Committee
MEETING DATE: 18 March 2020
TITLE: Committee Work Schedule
RECOMMENDATION(S) TO Play, Recreation & Sport Committee 1. That the Play, Recreation & Sport Committee receive its Work Schedule dated March 2020.
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1. |
Committee Work Schedule - March 2020 ⇩ |
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