Agenda of Rangitāne o Manawatū Committee

PALMERSTON NORTH CITY COUNCIL

Rangitāne o Manawatū Committee MEETING

29 July 2020

Order of Business

NOTE: Prior to the commencement of the Rangitāne o Manawatū Committee meeting, the newly appointed Member will be invited to make a Declaration of Office.

1. Karakia

2. Appointment of Chair and Deputy Chair for the Rangitāne o Manawatū Committee for 2020 Page 7

Memorandum, presented by Hannah White, Democracy & Governance Manager.

3. Apologies

4. 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.

5. 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.

6 Name of the Committee Page 11

Memorandum, presented by Hannah White, Democracy & Governance Manager.

7. Public Participation at Meetings Page 13

Memorandum, presented by Hannah White, Democracy & Governance Manager.

8 Scope of Committee's Delegations and Terms of Reference Page 17

Memorandum, presented by Hannah White, Democracy & Governance Manager.

9. Te Motu o Poutoa Development Plan Page 23

Report, presented by Jason Pilkington, Parks Planner.

10. Work Schedule - Rangitāne o Manawatū Committee Page 31

11. Exclusion of Public

To be moved:

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

The general subject of each matter to be considered while the public is excluded, the reason for passing this resolution in relation to each matter, and the specific grounds under Section 48(1) of the Local Government Official Information and Meetings Act 1987 for the passing of this resolution are as follows:

General subject of each matter to be considered	Reason for passing this resolution in relation to each matter	Ground(s) under Section 48(1) for passing this resolution

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.

PALMERSTON NORTH CITY COUNCIL

Memorandum

TO: Rangitāne o Manawatū Committee

MEETING DATE: 29 July 2020

TITLE: Appointment of Chair and Deputy Chair for the Rangitāne o Manawatū Committee for 2020

Presented By: Hannah White, Democracy & Governance Manager

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

RECOMMENDATION TO COMMITTEE

1. That the Committee agree Wiremu Te Awe Awe as the Chair for the Committee meeting on 29 July 2020.

RECOMMENDATIONS TO COUNCIL

2. That Council appoint Wiremu Te Awe Awe to be the Chair of the Rangitāne o Manawatū Committee for 2020.

3. That Council appoint Grant Smith (the Mayor) to be the Deputy Chair of the Committee for 2020.

1. ISSUE

Council is yet to agree a Chair and Deputy Chair for the Rangitāne o Manawatū Committee.

The kawenata signed between Council and Rangitāne o Manawatū in August 2019 requires the Committee’s recommendations for the appointment of Chair and Deputy Chair to be formally approved by Council.

It is recommended that Wiremu Te Awe Awe be made the temporary Chair for this meeting and that the Committee recommend that Council appoint Wiremu Te Awe Awe as Chair and Grant Smith (the Mayor) as Deputy Chair for 2020.

2. BACKGROUND

The kawenata signed between Palmerston North City Council and Rangitāne o Manawatū on 2 August 2019, outlined the creation of a co-management committee for Te Motu o Poutoa. It provides details of how the Chair and Deputy Chair of the Committee will be appointed. It states:

“The Chair and the Deputy Chair of the Committee will be appointed annually by the Council, so that for the first year, the chair will be appointed either from Rangitāne or Council members of the Committee, and the Deputy Chair will be appointed from the other Partner. In subsequent years, the positions of Chair and Deputy Chair will be rotated to the other Partner. In making these appointments, the Council will have regards to any recommendations made by the Committee.”

S41A of the Local Government Act gives the Mayor the authority to appoint the Chair of Standing Committees. The Mayor has offered Rangitāne the position of Chair for 2020 and they have nominated Wiremu Te Awe Awe.

The Mayor has nominated himself as Deputy Chair for 2020. The positions will then rotate for 2021.

3. NEXT STEPS

Council will agree the Chair and Deputy Chair for the Rangitāne o Manawatū Committee in August.

The Committee will bring a proposal to Council for the Chair/Deputy Chair for the following two years.

4. Compliance and administration

Does the Council have delegated authority to decide?		Yes
Are the decisions significant?		No
If they are significant do they affect land or a body of water?		No
Can this decision only be made through a 10 Year Plan?		No
Does this decision require consultation through the Special Consultative procedure?		No
Is there funding in the current Annual Plan for these actions?		No
Are the recommendations inconsistent with any of Council’s policies or plans?		No
The recommendations contribute to Goal 5: A Driven and Enabling Council
The recommendations contribute to the outcomes of the Driven and Enabling Council Strategy
The recommendations contribute to the achievement of action/actions in Not Applicable The action is: N/A
Contribution to strategic direction and to social, economic, environmental and cultural well-being	Determining the chairpersonship of the committee in accordance with the kawenata agreement recognises the partnership model of the committee.

Attachments

Nil

PALMERSTON NORTH CITY COUNCIL

Memorandum

TO: Rangitāne o Manawatū Committee

MEETING DATE: 29 July 2020

TITLE: Public Participation at Meetings

Presented By: Hannah White, Democracy & Governance Manager

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

RECOMMENDATION TO Rangitāne o Manawatū COMMITTEE

1. That the Rangitāne o Manawatū Committee sets aside a public comment section of not more than 30 minutes at the commencement of each ordinary meeting of the Committee to provide members of the community the opportunity to comment.

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 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. The ‘Public Participation’ section is outlined in clause 3.23 of the Palmerston North City Council’s Standing Orders and is 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 decides to allow public comment, this will be provided for in all Committee ordinary meetings for this term of Council.

4. Compliance and administration

Does the Committee have delegated authority to decide?		Yes
Are the decisions significant?		No
If they are significant do they affect land or a body of water?		No
Can this decision only be made through a 10 Year Plan?		No
Does this decision require consultation through the Special Consultative procedure?		No
Is there funding in the current Annual Plan for these actions?		No
Are the recommendations inconsistent with any of Council’s policies or plans?		No
The recommendations contribute to Goal 3: A Connected and Safe Community
The recommendations contribute to the outcomes of the Connected Community Strategy
The recommendations contribute to the achievement of action/actions in the Active Citizenship Plan
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.

Attachments

Standing Orders - Public Participation ⇩

PALMERSTON NORTH CITY COUNCIL

Memorandum

TO: Rangitāne o Manawatū Committee

MEETING DATE: 29 July 2020

TITLE: Scope of Committee's Delegations and Terms of Reference

Presented By: Hannah White, Democracy & Governance Manager

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

RECOMMENDATION TO Rangitāne o Manawatū COMMITTEE

1. That the Committee note the report “Scope of Committee’s Delegations and Terms of Reference” dated 29 July 2020.

1. ISSUE

1.1 To outline the scope of the Committee’s terms of reference and delegations.

2. BACKGROUND

2.1 In August 2019, a Kawenata in Relation to Te Motu o Poutoa was signed between Rangitāne o Manawatū and Palmerston North City Council. The Kawenata established the framework for co-management of Te Motu o Poutoa reserve as a starting point, with the intent that as the partnership grows further reserves will come under the same arrangement.

2.2 The following outlines the agreed co-management approach:

(a) a partnership entity will be established as a Council committee;

(b) the name of the Committee will be proposed by the members of the Committee at its first meeting and will be referred to the Council for its approval;

(c) there will be six members on the Committee, namely three appointed from Rangitāne and three appointed from elected members of the Council, one of whom will be the Mayor. Rangitāne members will be recommended for appointment by Rangitāne. All members of the Committee will be appointed by the Council when the Committee is formally established;

(d) the Chair and the Deputy Chair of the Committee will be appointed annually by the Council so that, for the first year, the Chair will be appointed either from Rangitāne or Council members of the Committee, and the Deputy Chair will be appointed from the other Partner. In subsequent years, the positions of Chair and Deputy Chair will be rotated to the other Partner. In making these appointments, the Council will have regard to any recommendations made by the Committee;

(e) the Committee will carry out the functions of administering body of Te Motu o Poutoa under the Reserves Act 1977, in accordance with any powers that may be delegated to the Committee by the Council;

(f) the Committee may make decisions on meeting procedures where such decisions are either required or permitted by the Council's Standing Orders or relevant legislation. If the Committee wishes to modify Standing Orders or adopt meeting procedures that are not otherwise permitted, appropriate approval from the Council will be required;

(g) the Committee will operate in a manner that reflects the purpose and principles of this kawenata and in accordance with the Reserves Act 1977, the Local Government Act 2002 and other relevant legislation.

2.3 In November 2019, Council established the Rangitāne o Manawatū Committee and agreed the Council members and the terms of reference (attached as Appendix 1) which align with the requirements outlined in the kawenata. Rangitāne o Manawatū was asked to nominate three members who were appointed by Council in December 2019.

2.4 The Rangitāne o Manawatū Committee is a standing committee of Council and, as such, is bound by the legal requirements for the notification of meetings and meeting procedures outlined in the Local Government Act and Local Government Official Information and Meetings Act. The Committee must also follow the Council’s Standing Orders.

3. DELEGATIONS

3.1 Like all Standing Committees of Council, the Council’s Delegation Manual allows the Committee:

· To make decisions on meeting procedures where such decisions are either required or permitted by the Council’s Standing Orders or relevant legislation;

· To receive or note any report, memorandum or other information submitted to the Committee;

· To instruct the Chief Executive to report back to the Committee or to the Council where the matter falls within the Committee’s Terms of Reference provided that the purpose of the instruction is not to complete or finalise the matter; and

· To refer any report, memorandum or other information to any other Committee or to the Council for its consideration.

3.2 Council has not made any additional delegations to the Committee as it is expected that (like all committees of council) the Committee will recommend decisions to Council for approval.

4. TERMS OF REFERENCE

4.1 The Committee’s terms of reference allows the Rangitāne o Manawatū Committee “to recommend modifications to Standing Orders or meeting procedures to enable the Committee to operate in the spirit of the Agreement.”

4.2 With regard to the Committee’s functions as the administering body under the Reserves Act 1977,

(1) “The administering body shall be charged with the duty of administering, managing, and controlling the reserve under its control and management in accordance with the appropriate provisions of this Act and in terms of its appointment and the means at its disposal, so as to ensure the use, enjoyment, development, maintenance, protection, and preservation, as the case may require, of the reserve for the purpose for which it is classified.”

4.3 This duty will involve overseeing the preparation of a reserve management plan for Te Motu o Poutoa and any other reserves which come under the control of the Kawenata arrangement in the future.

5. NEXT STEPS

5.1 The Committee might like to consider if there are any elements of the Council’s Standing Orders which they would like to change. These recommendations would be taken to Council, where a 75% agreement will be required to make a change.

5.2 The Committee might like to put a Work Schedule in place to receive regular reporting on the Te Motu o Poutoa reserve.

5.3 The Committee may wish to propose other reserves to be investigated under this model.

6. Compliance and administration

Does the Committee have delegated authority to decide? If Yes quote relevant clause(s) from Delegations Manual s167		Yes
Are the decisions significant?		No
If they are significant do they affect land or a body of water?		No
Can this decision only be made through a 10 Year Plan?		No
Does this decision require consultation through the Special Consultative procedure?		No
Is there funding in the current Annual Plan for these actions?		Yes
Are the recommendations inconsistent with any of Council’s policies or plans?		No
The recommendations contribute to Goal 5: A Driven and Enabling Council
The recommendations contribute to the outcomes of the Driven and Enabling Council Strategy
The recommendations contribute to the achievement of action/actions in a plan under the Driven and Enabling Council Strategy The action is: N/A
Contribution to strategic direction and to social, economic, environmental and cultural well-being	The Committee is informed of its remit in order that it may undertake the environmental and cultural wellbeing work of co-managing Te Motu o Poutoa.

Attachments

Terms of Reference ⇩

PALMERSTON NORTH CITY COUNCIL

Report

TO: Rangitāne o Manawatū Committee

MEETING DATE: 29 July 2020

TITLE: Te Motu o Poutoa Development Plan

PRESENTED BY: Jason Pilkington, Parks Planner

APPROVED BY: Tom Williams, Chief Infrastructure Officer

RECOMMENDATIONS TO Council

1. That Council resumes development planning for Te Motu o Poutoa, as described in Option 1 of the report titled Te Motu o Poutoa Development Plan.

2. That the Council adopts the general planning timeframe and process for the Te Motu o Poutoa Development Plan described in the Outline of Community Engagement section in the report titled Te Motu o Poutoa Development Plan.

Summary of options analysis for

Problem or Opportunity	The early stages of a draft Development Plan for Te Motu o Poutoa began in 2018. During that time Council also began work with Rangitāne to establish a co-management agreement and legal vehicle (Committee of Council). The draft plan was put on hold until a co-management committee was established for the site. That Committee is now established, and it is now timely to resume the planning work.
OPTION 1:	Resume development planning for Te Motu o Poutoa, commencing with a catch-up workshop to review work already completed.
Community Views	Community views will be considered during the development plan stage.
Benefits	A significant amount of legal work and planning work has already been completed on this project. This work remains relevant. The key people that will be engaged in the Te Motu o Poutoa Development Plan were also engaged at the earlier stages. Significant resources have gone into existing planning work.
Risks	This project has the potential to be a large-scale development project – more so than when originally begun. Officers and the new Committee will need to ensure that the existing planning allows for the potential for greater scope and size.
Financial	There is approximately $60,000 per annum to fund reserve management and development planning in the 10 Year Plan. Te Motu o Poutoa Development Plan is programmed into this amount. $30,000 has been spent already, and another $30,000 to $50,000 is likely to be spent finishing the Development Plan.
OPTION 2:	Begin development planning for Te Motu o Poutoa from scratch, without reference to the earlier work
Community Views	Community views will be considered during the development plan stage.
Benefits	This will ensure that any earlier assumptions regarding scale and scope will not impinge upon the planning process.
Risks	There is a risk of wasting work that remains relevant. $30,000 and Officer time on the initial planning will not be fully utilised. Much of the completed planning work is landscape assessment work –it is unlikely that a different outcome would occur if this work was recommissioned.
Financial	The full rework will cost in the order of $50,000 to $80,000.
OPTION 3:	Do not recommence development planning for Te Motu o Poutoa at this stage.
Community Views	Community views will not be considered until the development planning timeframe is identified.
Benefits	This option allows the new co-management committee to “bed in” prior to resuming development planning for the site, and the Councillors on the committee to come up to speed on the work already completed.
Risks	For the most part those involved in the earlier work, and the proposed work, are one and the same, and so time to “bed in” and get used to working together is not really required. Delaying the planning may impact on the timely delivery of a Development Plan.
Financial	The development planning budget is included in the 2020/2021 financial year, and a delayed start would delay expenditure of this budget. The level of expenditure would depend on the level of additional work required by the Committee prior to beginning or resuming development planning.

Rationale for the recommendations

1. Overview of the problem or opportunity

1.1 In 2018 Officers and Rangitāne began work on a development plan for Te Motu o Poutoa. A landscape Architect (Alan Titchener) and Planning firm (Perception Planning) were chosen in conjunction with Rangitāne to help with the work. Two workshops were held with the consultants, officers and Rangitāne.

1.2 The early stages of development planning were occurring contiguously with discussions on how best to co-manage Te Motu o Poutoa. Once Officers realised that the co-management vehicle would in fact occur, and function as a Committee of Council, they recommended that development planning be put on hold until the establishment of the new Committee.

1.3 It was decided that the new Co-Management Committee would be established post the 2019 local body elections, as all existing committees would be required to be disbanded and then re-formed by the new Council. This was considered a timely and efficient way of establishing the new Co-Management Committee.

1.4 Council has now established the new Co-Management Committee of Council to oversee the development of Te Motu o Poutoa. It is therefore timely to resume the work on the Te Motu o Poutoa Development Plan.

2. Background and previous council decisions

2.1 Te Motu o Poutoa – the place of Poutoa (also known as ANZAC Park) is arguably the most significant site to Rangitāne o Manawatū in the Palmerston North area. It is listed in the Palmerston North District Plan Appendix 17B as a site of cultural significance. The green area in the aerial below describes the current extent of the reserve (Note: this includes the land owned by Higgins Family Holdings east of the entrance – which Council recently purchased).

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

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

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

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

2.6 In recent years capital budgets for the development of this site have been proposed through various 10 Year Plans. However, without the full backing of any development on this site from Rangitāne, no work has occurred.

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

2.8 In recent years Rangitāne o Manawatu have agreed a Treaty Settlement with the Crown and are currently organising the Iwi along a cohesive set of systems and processes. In addition, the City Council is working more closely and cohesively with Rangitāne, and Council directed officers to begin work on co-management options for Wāhi Tūpuna sites. Te Motu o Poutoa was identified by both Council and Rangitāne as the most appropriate site to begin this work.

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

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

2.11 Officers developed a set of options for co-management based on that direction and the direction given to Officers by Rangitāne. The co-management committee option was developed in collaboration with Paul Beverley of Buddle Findlay Lawyers. The co-management committee option was adopted by Council which allows Council and Rangitāne to act as partners in the co-management of Te Motu o Poutoa, while simultaneously ensuring that the Co-Management Committee can encompass further sites should this be appropriate later.

2.12 Officers recommended to Council and Rangitāne that the development planning be put on hold until the new Co-Management Committee could sit and govern the planning process; with Rangitāne and Council as full partners in the development of the plan.

2.13 The development plan for Te Motu o Poutoa was placed on hold until it could be resumed or restarted by the newly formed committee with Council (the Crown) and Rangitāne working in true partnership on this flagship development.

2.14 It is now timely to resume the process under the leadership of the newly established Co-management Committee of Council.

3. Description of options

3.1 Option 1: Resume development planning for Te Motu o Poutoa, commencing with a catch-up workshop to review work already completed.

3.2 Option 2: Begin development planning for Te Motu o Poutoa from scratch, without reference to the earlier work.

3.3 Option 3: Do not recommence development planning for Te Motu o Poutoa at this stage.

4. Analysis of options

4.1 Option 1: Resume development planning for Te Motu o Poutoa, commencing with a catch-up workshop to review work already completed.

4.2 Approximately $30,000 has been spent already on the first draft of a development plan.

4.3 The work includes some development features and landscape assessment work, both of which are necessary for a development plan.

4.4 This work was carefully considered with Rangitāne (approximately one year ago), and therefore remains valuable and relevant work.

4.5 Councillors that are on the Co-Management Committee did not have any input into the original work; and will not be aware of what was completed.

4.6 A workshop with the new Co-Management Committee would remedy this and allow for new and updated perspectives to be considered.

4.7 Given the amount of significant work completed on the development planning already, and with the potential to workshop the findings with the new Committee, it would be preferable to resume the planning process and bring the Committee up to speed on the existing work. Much of the completed planning is also required for legal purposes (landscape assessments); and would be repeated if Council were to begin again.

4.8 Option 2: Begin development planning for Te Motu o Poutoa from scratch, without reference to the earlier work.

4.9 This would result in approximately $30,000 worth of significant work being disregarded.

4.10 This option allows the new Committee to begin the development planning process with a “clean slate”, so to speak, and may therefore provide a fresh and appropriate beginning to a new partnership.

4.11 It is the view of Council officers that the completed planning work is not significant or well developed enough to have a negative impact on the new partnership.

4.12 Option 3: Do not recommence development planning for Te Motu o Poutoa at this stage.

4.13 This option would allow the Councillors and Rangitāne Co-Management Committee members to become accustomed to one another before launching into this work.

4.14 Councillor and Rangitāne relationships are well established and therefore officers do not consider that this committee – while undoubtedly significant – would significantly alter the existing relationships between the committee members.

5. Conclusion

5.1 Councillors and Rangitāne are used to working together and making collective decisions. The new Co-Management Committee, while extremely significant, is built on that existing and operative relationship. It is therefore unlikely that a “bedding in” process for committee members will be required.

5.2 Much of the reserve planning work completed to date is sound and it is still early enough in the planning process for new committee members to be involved in the decision-making. It would be more appropriate to use the early planning work as part of the planning process and facilitate a workshop with the committee to review that work and make any changes as required.

5.3 It is recommended that the Council resume the earlier planning process and bring all committee members up to the same level of understanding via a workshop.

6. Next actions

6.1 Establish a date for a Co-Management Committee workshop on Te Motu o Poutoa Development Plan later in 2020.

6.2 Re-engage the original landscapers (as agreed by Rangitāne) prior to the workshop date.

7. Outline of community engagement process

7.1 The community engagement process will be worked through in detail with Communications and Marketing and Rangitāne but will consist of the following:

· Early engagement – internal (initial catch-up and planning workshop – late 2020).

· Early Engagement – Stakeholder and public engagement (early 2021).

· Draft development – adopt for consultation by Committee (April 2021).

· Engagement/consultation on draft (May-June 2021).

· Receiving submissions, hearings, etc. (July/August/2021).

· Final Plan written and adopted (October 2021).

8. Compliance and administration

This site and process will be managed in accordance with the terms of reference agreed upon with the new Co-Management Committee.

Does the Committee have delegated authority to decide? If Yes quote relevant clause(s) from Delegations Manual		No
Are the decisions significant?		No
If they are significant do they affect land or a body of water?		No
Can this decision only be made through a 10 Year Plan?		No
Does this decision require consultation through the Special Consultative procedure?		No
Is there funding in the current Annual Plan for these actions?		Yes
Are the recommendations inconsistent with any of Council’s policies or plans?		No
The recommendations contribute to Goal 2: A Creative and Exciting City
The recommendations contribute to the outcomes of the Creative and Liveable Strategy
The recommendations contribute to the achievement of action/actions in the Manawatu River Plan The action is: relevant to 4.0 action 3. Te Motu o Poutoa (ANZAC Park) to develop a reserve management plan for this site.
Contribution to strategic direction and to social, economic, environmental and cultural well-being	Strategic direction in the Manawatū River Framework clearly states to identify and appropriately develop Rangitāne sites of cultural and historical significance. This site was identified in that document for development and management planning.

Attachments

Nil