Agenda of Arts, Culture & Heritage Committee - Wednesday, 17 November 2021

Arts, Culture & Heritage Committee MEETING

17 November 2021

Order of Business

Pursuant to Sections 46A(7) and 46A(7A) of the Local Government Official Information and Meetings Act 1987, to receive the Chairperson’s explanation that specified item(s), which do not appear on the Agenda of this meeting and/or the meeting to be held with the public excluded, will be discussed.

Any additions in accordance with Section 46A(7) must be approved by resolution with an explanation as to why they cannot be delayed until a future meeting.

Any additions in accordance with Section 46A(7A) may be received or referred to a subsequent meeting for further discussion. No resolution, decision or recommendation can be made in respect of a minor item.

3. Declarations of Interest (if any)

Members are reminded of their duty to give a general notice of any interest of items to be considered on this agenda and the need to declare these interests.

4. Public Comment

To receive comments from members of the public on matters specified on this Agenda or, if time permits, on other Committee matters.

(NOTE: If the Committee wishes to consider or discuss any issue raised that is not specified on the Agenda, other than to receive the comment made or refer it to the Chief Executive, then a resolution will need to be made in accordance with clause 2 above.)

5. Presentation - Creative New Zealand Page 7

6. Presentation - Act Three Productions Page 9

7. Confirmation of Minutes - 13 April 2021 Page 11

“That the minutes of the extraordinary Arts, Culture & Heritage Committee meeting of 13 April 2021 Part I Public be confirmed as a true and correct record.”

8. Confirmation of Minutes Page 17

“That the minutes of the Arts, Culture & Heritage Committee meeting of 14 April 2021 Part I Public be confirmed as a true and correct record.”

9. Confirmation of Minutes Page 21

“That the minutes of the extraordinary Arts, Culture & Heritage Committee meeting of 5 May 2021 Part I Public be confirmed as a true and correct record.”

10. Confirmation of Minutes Page 25

“That the minutes of the extraordinary Arts, Culture & Heritage Committee meeting of 29 September 2021 Part I Public be confirmed as a true and correct record.”

11. Caccia Birch Trust Board - Annual Report 2020-21 Page 29

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

12. The Regent Theatre Trust - Annual Report 2020-21 Page 65

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

13. The Globe Theatre Trust - Annual Report 2020-21 Page 121

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

14. Te Manawa Museums Trust - Annual Report 2020-21 Page 157

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

15. Statements of Expectation for Cultural Council Controlled Organisations 2022-2023 Page 207

Memorandum, presented by Gillian Tasker and Stephanie Velvin, Community Development Managers.

16. Report on future plans for celebration of Waitangi Day and Matariki public holidays in Papaioea / Palmerston North Page 229

Memorandum, presented by Luke McIndoe, Head of Events.

17. Feasibility and Process for Establishing a Heritage Advisory Panel Page 231

Memorandum, presented by David Murphy, Chief Planning Officer.

18. Committee Work Schedule Page 253

19. Exclusion of Public

To be moved:

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

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

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

This resolution is made in reliance on Section 48(1)(a) of the Local Government Official Information and Meetings Act 1987 and the particular interest or interests protected by Section 6 or Section 7 of that Act which would be prejudiced by the holding of the whole or the relevant part of the proceedings of the meeting in public as stated in the above table.

Also that the persons listed below be permitted to remain after the public has been excluded for the reasons stated.

[Add Third Parties], because of their knowledge and ability to assist the meeting in speaking to their report/s [or other matters as specified] and answering questions, noting that such person/s will be present at the meeting only for the items that relate to their respective report/s [or matters as specified].

Palmerston North City Council

Minutes of the Arts, Culture & Heritage Committee Meeting Part I Public, held in the Council Chamber, First Floor, Civic Administration Building, 32 The Square, Palmerston North on 14 April 2021, commencing at 1.01pm

Members

Present:

Councillor Rachel Bowen (in the Chair) and Councillors Brent Barrett, Zulfiqar Butt, Renee Dingwall, Lorna Johnson, Karen Naylor, Bruno Petrenas and Orphée Mickalad.

Non Members:

Councillors Vaughan Dennison, Patrick Handcock ONZM, Leonie Hapeta and Billy Meehan.

Apologies:

The Mayor (absent on Council business); Councillors Susan Baty and Lew Findlay QSM; Brent Barrett, Zulfiqar Butt and Leonie Hapeta (early departure on Council business) and Aleisha Rutherford (late arrival).

Councillor Billy Meehan entered the meeting at 1.06pm after consideration of clause 8. He was not present for clauses 7 and 8.

Councillor Aleisha Rutherford entered the meeting during consideration of clause 9. She left the meeting at 2.46pm during consideration of clause 12. She was not present for clauses 7, 8, 12 and 13.

Councillors Brent Barrett, Zulfiqar Butt and Leonie Hapeta left the meeting at 2.52pm after consideration of clause 12. They were not present for clause 13.

10-21

Apologies

Moved Rachel Bowen, seconded Brent Barrett.

The COMMITTEE RESOLVED

1. That the Committee receive the apologies.

Clause 10-21 above was carried 11 votes to 0, the voting being as follows:

For:

Councillors Rachel Bowen, Brent Barrett, Zulfiqar Butt, Renee Dingwall, Lorna Johnson, Karen Naylor, Bruno Petrenas, Vaughan Dennison, Patrick Handcock ONZM, Leonie Hapeta and Orphée Mickalad.

11-21

Confirmation of Minutes

Moved Rachel Bowen, seconded Brent Barrett.

The COMMITTEE RESOLVED

1. That the minutes of the Arts, Culture & Heritage Committee meeting of 17 February 2021 Part I Public be confirmed as a true and correct record.

Clause 11-21 above was carried 10 votes to 0, with 1 abstention, the voting being as follows:

For:

Councillors Rachel Bowen, Brent Barrett, Renee Dingwall, Lorna Johnson, Karen Naylor, Bruno Petrenas, Vaughan Dennison, Patrick Handcock ONZM, Leonie Hapeta and Orphée Mickalad.

Abstained:

Councillor Zulfiqar Butt.

Councillor Billy Meehan entered the meeting at 1.06pm.

12-21

The Regent Theatre Trust - Six-Month Performance Report 1 July - 31 December 2020 and Draft Statement of Intent 2021-24

Memorandum, presented by Hannah White, Democracy & Governance Manager; David Walsh, Regent Theatre Manager and Susan McConachy, Regent Theatre Trust Board Member.

Ms White advised the comment in Table 4 of this report (page 20 of the Agenda) relating to Financials was included in error and will be removed from public record.

Councillor Aleisha Rutherford entered the meeting at 1.17pm.

Moved Rachel Bowen, seconded Billy Meehan.

The COMMITTEE RECOMMENDS

1. That the Six-Month Performance Report 1 July - 31 December 2020 (Attachment 1) submitted by the Regent Theatre Trust be received.

2. That the draft Statement of Intent 2021-24 (Attachment 2) submitted by the Regent Theatre Trust be received.

3. That the Regent Theatre Trust is advised of the recommended changes to the final Statement of Intent 2021-24 outlined in Table 4 (as amended) of this memorandum titled ‘The Regent Theatre Trust - Six-Month Performance Report 1 July - 31 December 2020 and Draft Statement of Intent 2021-24’.

Clause 12-21 above was carried 13 votes to 0, the voting being as follows:

For:

Councillors Rachel Bowen, Brent Barrett, Zulfiqar Butt, Renee Dingwall, Lorna Johnson, Karen Naylor, Bruno Petrenas, Vaughan Dennison, Patrick Handcock ONZM, Leonie Hapeta, Billy Meehan, Aleisha Rutherford and Orphée Mickalad.

13-21

Te Manawa Museums Trust - Draft Statement of Intent 2021-24

Memorandum, presented by John Fowke, Te Manawa Museums Trust Board Chair; Andy Lowe, Chief Executive and Catherine Parsons, Finance Leader.

Moved Rachel Bowen, seconded Brent Barrett.

The COMMITTEE RECOMMENDS

1. That the draft Statement of Intent 2021–24 submitted by Te Manawa Museums Trust be received.

2. That Te Manawa Museums Trust is advised of the recommended changes to the final Statement of Intent 2021–24 outlined in Table 1 of this memorandum titled ‘Te Manawa Museums Trust - Draft Statement of Intent 2021-24’.

Clause 13-21 above was carried 13 votes to 0, the voting being as follows:

For:

14-21

Caccia Birch Trust Board - Six-Month Performance Report up to 31 December 2020 and Draft Statement of Intent 2021-24

Memorandum, presented by Grant O’Donnell, Caccia Birch Trust Board Chair and Nicky Birch, Manager.

Moved Rachel Bowen, seconded Brent Barrett.

The COMMITTEE RECOMMENDS

1. That the Six-Month Performance Report 1 July - 31 December 2020 (Attachment 1) submitted by Caccia Birch Trust Board be received.

2. That the draft Statement of Intent 2021–24 (Attachment 2) submitted by Caccia Birch Trust Board be received.

3. That Caccia Birch Trust Board is advised of the recommended changes to the final Statement of Intent 2021–24 outlined in Table 3 of this memorandum titled ‘Caccia Birch Trust Board - Six Month Performance Report up to 31 December 2020 and Draft Statement of Intent 2021-24’.

Clause 14-21 above was carried 13 votes to 0, the voting being as follows:

For:

15-21

The Globe Theatre Trust - Six-Month Performance Report 1 July - 31 December 2020 and Draft Statement of Intent 2021-24

Memorandum, presented by Margaret May, Globe Theatre Trust Board Secretary and Gerry Keating, Manager.

Councillor Aleisha Rutherford left the meeting at 2.46pm.

Moved Rachel Bowen, seconded Brent Barrett.

The COMMITTEE RECOMMENDS

1. That the Six-Month Performance Report 1 July - 31 December 2020 (Attachment 1) submitted by the Globe Theatre Trust be received.

2. That the draft Statement of Intent 2021-24 (Attachment 3) submitted by the Globe Theatre Trust be received.

3. That the Globe Theatre Trust is advised of the recommended changes to the final Statement of Intent 2021–24 outlined in Table 3 of this memorandum titled ‘The Globe Theatre Trust - Six-Month Performance Report 1 July - 31 December 2020 and Draft Statement of Intent 2021-24’.

Clause 15-21 above was carried 12 votes to 0, the voting being as follows:

For:

Councillors Brent Barrett, Zulfiqar Butt and Leonie Hapeta left the meeting at 2.52pm.

16-21

Committee Work Schedule

Moved Rachel Bowen, seconded Patrick Handcock ONZM.

The COMMITTEE RESOLVED

1. That the Arts, Culture & Heritage Committee receive its Work Schedule dated April 2021.

Clause 16-21 above was carried 9 votes to 0, the voting being as follows:

For:

Councillors Rachel Bowen, Renee Dingwall, Lorna Johnson, Karen Naylor, Bruno Petrenas, Vaughan Dennison, Patrick Handcock ONZM, Billy Meehan and Orphée Mickalad.

The meeting finished at 2.53pm

Confirmed 17 November 2021

Chairperson

Palmerston North City Council

Minutes of the Extraordinary Arts, Culture & Heritage Committee Meeting Part I Public, held in the Council Chamber, First Floor, Civic Administration Building, 32 The Square, Palmerston North on 05 May 2021, commencing at 1.00pm.

Members

Present:

Rachel Bowen (in the Chair), The Mayor (Grant Smith) and Councillors Brent Barrett, Zulfiqar Butt, Renee Dingwall, Lorna Johnson, Orphée Mickalad, Karen Naylor, Bruno Petrenas and Aleisha Rutherford.

Non Members:

Councillors Susan Baty, Vaughan Dennison, Lew Findlay QSM, Patrick Handcock ONZM, Leonie Hapeta and Billy Meehan.

17-21

Public Comment

Mr Grant O’Donnell, Chairperson, Caccia Birch Trust Board, made public comment on behalf of the Board and stated the case for change had not been made by Council.

Moved Rachel Bowen, seconded Leonie Hapeta.

The COMMITTEE RESOLVED

1. That the public comment be received for information.

Clause 17-21 above was carried 16 votes to 0, the voting being as follows:

For:

The Mayor (Grant Smith) and Councillors Rachel Bowen, Brent Barrett, Susan Baty, Zulfiqar Butt, Vaughan Dennison, Renee Dingwall, Lew Findlay QSM, Patrick Handcock ONZM, Leonie Hapeta, Lorna Johnson, Billy Meehan, Orphée Mickalad, Karen Naylor, Bruno Petrenas and Aleisha Rutherford.

18-21	Deliberations report on Section 17A Review of Caccia Birch House Report, presented by Julie Macdonald, Strategy & Policy Manager. During discussion Elected Members proposed changes to the Officer recommendations to ensure visibility of the asset and to safeguard community involvement in Caccia Birch. Elected Members requested an amendment to recommendation 4 so that operational reporting remained with the Chief Executive.
	Moved Rachel Bowen, seconded Brent Barrett. The COMMITTEE RECOMMENDS 1. That Council endorse Option 2, Service delivery by the Council, of the report titled ‘Deliberations report on Section 17A Review of Caccia Birch House’, presented to the Arts, Culture & Heritage Committee on 5 May 2021, as the preferred option for the day-to-day management of Caccia Birch House, grounds and Coach House. 2. That the Chief Executive works with the Trust Board to develop a process for the management of Caccia Birch House to transition from a Council Controlled Organisation (CCO) to in-house delivery. 3. That the Chief Executive develops a model to enable community involvement in the in-house service delivery and reports back to Arts, Culture & Heritage Committee by February 2022. 4. That the Chief Executive develop an operational and annual reporting model for in-house service delivery of Caccia Birch House. 5. That development of a conservation plan for Caccia Birch House and property is costed and included in the CBH Masterplan programme of work for 2023/24 and reported to Arts, Culture & Heritage Committee by June 2024.
	Clauses 18.1-21 to 18.5-21 above were carried 16 votes to 0, the voting being as follows: For: The Mayor (Grant Smith) and Councillors Rachel Bowen, Brent Barrett, Susan Baty, Zulfiqar Butt, Vaughan Dennison, Renee Dingwall, Lew Findlay QSM, Patrick Handcock ONZM, Leonie Hapeta, Lorna Johnson, Billy Meehan, Orphée Mickalad, Karen Naylor, Bruno Petrenas and Aleisha Rutherford.
	Moved Aleisha Rutherford, seconded Patrick Handcock ONZM. Amendment That the words “to be reported to Arts, Culture & Heritage Committee by February 2022” be deleted from Recommendation 4.
	Clause 18-21 above was carried 10 votes to 6, the voting being as follows: For: The Mayor (Grant Smith) and Councillors Susan Baty, Zulfiqar Butt, Vaughan Dennison, Lew Findlay QSM, Patrick Handcock ONZM, Leonie Hapeta, Lorna Johnson, Bruno Petrenas and Aleisha Rutherford. Against: Councillors Brent Barrett, Rachel Bowen, Renee Dingwall, Billy Meehan, Orphée Mickalad and Karen Naylor.
	Moved Rachel Bowen, seconded Brent Barrett. 6. That Council resolve to bring the Caccia Birch service delivery in-house by July 2022.
	Clause 18.6-21 above was carried 16 votes to 0, the voting being as follows: For: The Mayor (Grant Smith) and Councillors Rachel Bowen, Brent Barrett, Susan Baty, Zulfiqar Butt, Vaughan Dennison, Renee Dingwall, Lew Findlay QSM, Patrick Handcock ONZM, Leonie Hapeta, Lorna Johnson, Billy Meehan, Orphée Mickalad, Karen Naylor, Bruno Petrenas and Aleisha Rutherford.
	Moved Rachel Bowen, seconded Brent Barrett. 7. That the Chief Executive review the in-house service delivery and report back to Arts, Culture & Heritage Committee before July 2025.
	Clause 18.7-21 above was carried 12 votes to 4, the voting being as follows: For: The Mayor (Grant Smith) and Councillors Rachel Bowen, Brent Barrett, Zulfiqar Butt, Renee Dingwall, Lew Findlay QSM, Patrick Handcock ONZM, Lorna Johnson, Billy Meehan, Orphée Mickalad, Bruno Petrenas and Aleisha Rutherford. Against: Councillors Susan Baty, Vaughan Dennison, Leonie Hapeta and Karen Naylor.

The meeting finished at 2.03pm

Confirmed 17 November 2021

Chairperson

Palmerston North City Council

Minutes of the Extraordinary Arts, Culture & Heritage Committee Meeting Part I Public, held in the Conference & Function Centre, 354 Main Street, Palmerston North on 29 September 2021, commencing at 9.02am

Members

Present:

Councillor Rachel Bowen (in the Chair), The Mayor (Grant Smith) and Councillors Brent Barrett, Zulfiqar Butt, Renee Dingwall, Lorna Johnson, Orphée Mickalad, Karen Naylor, Bruno Petrenas and Aleisha Rutherford.

Non Members:

Councillors Susan Baty, Lew Findlay QSM, Patrick Handcock ONZM, Leonie Hapeta and Billy Meehan.

Apologies:

Councillor Vaughan Dennison.

19-21

Apologies

Moved Rachel Bowen, seconded Patrick Handcock ONZM.

The COMMITTEE RESOLVED

1. That the Committee receive the apologies.

Clause 19-21 above was carried 15 votes to 0.

20-21	Military Heritage Update 2020/21 Memorandum, presented by Michael Duindam, Acting City Planning Manager. During discussion, Elected Members directed that the future reports should focus on military heritage expressed through the built environment. Elected Members also requested a report to Council to consider what might be required for the City to continue to hold two central city Anzac Day services.
	Moved Rachel Bowen, seconded Brent Barrett. The COMMITTEE RESOLVED 1. That the memorandum titled ‘Military Heritage Update 2020/21’, reported to the Arts, Culture & Heritage Committee on 29 September 2021, be received.
	Moved Rachel Bowen, seconded Grant Smith. 2. That the future focus of the Military Heritage Update report include opportunities for development of the military heritage theme in the built environment.
	Clauses 20.1-21 and 20.2-21 above were carried 15 votes to 0.
	Moved Grant Smith, seconded Billy Meehan. 3. That the Chief Executive report back on resourcing required to ensure the city continues with two central city services for Anzac Day.
	Clause 20.3-21 above was carried 15 votes to 0.

21-21

2021/22 Maintenance and Renewal Plans and Budgets for Cultural Facilities

Memorandum, presented by Bryce Hosking, Manager - Property.

Moved Rachel Bowen, seconded Brent Barrett.

The COMMITTEE RESOLVED

1. That the memorandum titled ‘2021/22 Maintenance and Renewal Plans and Budgets for Cultural Facilities’ presented to the Arts, Culture & Heritage Committee on 29 September 2021 be received for information.

Clause 21-21 above was carried 15 votes to 0.

22-21

Update on the City's 150th Celebrations Programme

Memorandum, presented by Luke McIndoe, Head of Events and Partnerships.

Moved Rachel Bowen, seconded Patrick Handcock ONZM.

The COMMITTEE RESOLVED

1. That the memorandum titled ‘Update on the City’s 150^th Celebrations Programme’, presented to the Arts, Culture & Heritage Committee on 29 September 2021, be received for information.

Clause 22-21 above was carried 15 votes to 0.

The meeting finished at 10.17am

Confirmed 17 November 2021

Chairperson

Memorandum

TO: Arts, Culture & Heritage Committee

MEETING DATE: 17 November 2021

TITLE: Caccia Birch Trust Board - Annual Report 2020-21

Presented By: Hannah White, Democracy & Governance Manager

APPROVED BY: Sheryl Bryant, Assistant Chief Executive

RECOMMENDATION TO Council

1. That Council receive the Caccia Birch Trust Board’s Annual Report 2020-21 (Attachment 2 of the memorandum titled ‘Caccia Birch Trust Board – Annual Report 2020-21’), presented to the Arts, Culture & Heritage Committee on 17 November 2021.

1. ISSUE

1.1 Caccia Birch Trust Board (CBTB) has submitted its Annual Report 2020-21 (attachment 2). This memorandum provides an opportunity for Elected Members to review the progress CBTB has made against its Statement of Intent during the period 1 July 2020 to 30 June 2021.

1.2 This will be the last Annual Report from CBTB. The management of Caccia Birch House and Gardens will be delivered by Council from July 2022. Officers would like to thank CBTB for their prompt communication in the preparation of this report.

1.3 The COVID-19 pandemic has impacted the capacity of Audit New Zealand to undertake the audit of CBTB within the usual timeframe. Therefore, the attached annual report is still in draft form and is expected to be audited in the next few months. An updated report will be brought to the Committee in the event there are any material changes following audit.

2. BACKGROUND

2.1 CBTB is a Council Controlled Organisation (CCO), which was set up to independently manage the Caccia Birch House and Gardens. A CCO is an organisation in which Council has the right to appoint at least fifty percent of the trustees and must work towards Council’s obligations on its behalf. Caccia Birch House is managed by a Board of Trustees made up of committed volunteers.

2.2 The Local Government Act (LGA) requires CCOs to produce an annual report which compares its actual and intended performance (as set out in the Statement of Intent) and audited financial statements.

2.3 Council initiated a Section 17A review on the future delivery of Caccia Birch Homestead in August 2020. CBTB dedicated a significant amount of time engaging in the process.

2.4 This report includes a period in which New Zealand was under various restrictions due to the pandemic. Covid-19 restrictions on event numbers has caused the postponement and cancellations of many events which has affected CBTB’s ability to meet the aspirations outlined in their Statements of Intent.

3. PERFORMANCE FOR THE Year July 2020 - June 2021

3.1 CBTB operated under Alert Level 2 for 7 weeks and 4 days during this reporting period which restricted the size of events it could host to 100 people. The ongoing uncertainty of a sudden alert level change impacted event bookings and income throughout the 2020-21 year and even under alert level 1, people were reluctant to book events too far in advance.

3.2 CBTB secured approximately $40,000 in funding for the completion of the Coach house archive panels and LED lighting. $35,000 was secured from external funders and $5,000 from PNCC. Sponsorship was also secured for the Family Day Out which was well attended.

3.3 Highlights from the CBTB annual report includes the following:

• The building and gardens were maintained by both in-house Trust Staff and Council contractors and presented in an excellent condition. The high standard of care is frequently commented on by visitors and clients. Maintenance included completing the recycling area and replacing the overhang access to the kitchen.

· Caccia Birch House was included on the schedule of several tour groups. This year they hosted three tours from groups outside the Manawatū.

· Hosting a range of free events including the Art Trail, Manawatū Multi-cultural Teas of the World, Caccia Birch House 125^th Jubilee and the two bridal fairs.

· The occupancy rate improved to 60.43% and an increase in social functions is promising with more people choosing to stay home and explore locally.

3.4 Attachment 1 shows CBTB’s performance against the agreed Statement of Intent targets and includes officer comments. Two measures: ‘Number of hires’ and ‘Income from venue hire including net catering’ have not achieved the target predominantly due to the ongoing uncertainty of COVID-19 and the cancellations that occurred during the seven weeks of Alert level 2.

3.5 COVID-19 restrictions continue to affect the total number of events being held at Caccia Birch House, but numbers have improved against 2019-20 (see Chart 1). CCTB report that many people are taking a cautious approach and making bookings with a short lead in time to mitigate the uncertainty of alert level changes.

* Events include corporate meetings, private functions, public events and community discounted.

3.6 While the type of events hosted has remained constant over the last three years (see Chart 2 below), the number of fee-paying ‘Corporate Meetings’ and ‘Private functions’ has decreased. This accounts for the reduced income over this period. CBTB has managed to attract more community and public events in place of the lost fee-paying events, thereby increasing occupancy.

3.7 Event cancellations were highest during August 2020 (16) and March 2021 (20) which corresponds to times when Alert level 2 restrictions were in place. Cancellation numbers have not been reported in previous years, so it is not possible to compare this number.

3.8 CBTB has succeeded in encouraging greater community use of Caccia Birch. The ‘Community group hires’ result in 2020-21 is the highest it has been in the last 3 years (see Chart 2 above) and the target for publicly assessible events has been met. The ‘Publicly accessible events’ held (7 large events and 19 open days) have been well received with the number of visitors to open days being 200% of the target. These results support the suggested trend of people staying home and spending locally.

Table 1: Financial Information for Annual Report 2020-21

	2021			2020
Summary Financials ($000)	Actual	Budget	Var.	Actual	Var. *

Financial Performance
PNCC Grant	109,077	108,077	1,000	109,086	(9)
Total revenue	322,729	258,834	63,895	277,173	45,556
Total Expenses	324,460	288,410	(36,050)	285,282	(39,178)
Net Surplus (Deficit)	(1,731)	(29,576)		(8,109)

Financial Position
Current Assets	95,883	59,397	36,486	90,373	5,510
Total Assets	168,418	108,904	59,514	185,976	(17,558)
Current Liabilities	48,289	41,524	6,765	64,116	(15,827)
Total Liabilities	48,289	41,524	6,765	64,116	(15,827)
Equity	120,129	67,380	52,749	121,860	(1,731)

Cash Flows
Total Net Cash Flows	2,161	(17,079)	19,240	12,623	(10,462)
Opening Cash	54,315	36,576	17,739	41,692	12,623
Closing Cash	56,476	19,497	36,979	54,315	2,161

*when compared to the same period 12 months ago

3.9 The Trust reported a small operating deficit of $1,731 which includes $42,000 of COVID-19 wage subsidy. Mainly due to the net Operating Activities cash inflow, the cash balance has increased by $2,161.

3.10 The Trust's current assets is three times more than its current liabilities which indicates that the Trust can satisfy its current obligations.

4. NEXT STEPS

4.1 Council officers will communicate any Council comments on the annual report to CBTB.

4.2 At the end of February 2022, CBTB will submit their six-month report on the current Statement of Intent 2021–24 which will be presented to the Arts, Culture and Heritage Committee in April 2022.

5. Compliance and administration

Does the Committee have delegated authority to decide? If Yes quote relevant clause(s) from Delegations Manual		No
Are the decisions significant?		No
If they are significant do they affect land or a body of water?		No
Can this decision only be made through a 10 Year Plan?		No
Does this decision require consultation through the Special Consultative procedure?		No
Is there funding in the current Annual Plan for these actions?		Yes
Are the recommendations inconsistent with any of Council’s policies or plans?		No
The recommendations contribute to Goal 2: A Creative and Exciting City
The recommendations contribute to the achievement of action/actions in the Arts and Heritage Plan The action is: to support CCOs to achieve the objectives of the Arts and Heritage plan.
Contribution to strategic direction and to social, economic, environmental and cultural well-being	Receiving the Annual Report is a mechanism for Council to provide guidance and direction to the cultural CCOs and meets Council’s responsibility to monitor the CCOs under the LGA.

Attachments

1.	Caccia Birch Trust Board Performance Measures ⇩
2.	Caccia Birch Trust Board_ Annual Report 2020-21 ⇩

Memorandum

TO: Arts, Culture & Heritage Committee

MEETING DATE: 17 November 2021

TITLE: The Regent Theatre Trust - Annual Report 2020-21

Presented By: Hannah White, Democracy & Governance Manager

APPROVED BY: Sheryl Bryant, Assistant Chief Executive

RECOMMENDATION TO Council

1. That Council receive the Regent Theatre Trust Board’s Annual Report 2020-21 (Attachment 2 of the memorandum titled ‘The Regent Theatre Trust – Annual Report 2020-21’), presented to the Arts, Culture & Heritage Committee on 17 November 2021.

1. ISSUE

1.1 The Regent Theatre Trust Board (the Regent) has submitted its Annual Report 2020-21 (attachment 2). This memorandum provides an opportunity for Elected Members to review the progress the Regent Theatre has made against its Statement of Intent during the period 1 July 2020 to 30 June 2021.

1.2 Representatives of the Regent are in attendance to present.

1.3 This Annual Report covers a period in which New Zealand was under various restrictions due to the Covid-19 pandemic. Covid-19 restrictions and the New Zealand border being closed to foreign nationals has affected the Regent’s ability to meet the aspirations outlined in their Statements of Intent.

2. BACKGROUND

2.1 The Regent is a Council Controlled Organisation (CCO), which was set up to independently manage and promote the Regent Theatre as the preferred local venue of choice for international, national and local performing arts experiences. A CCO is an organisation in which Council has the right to appoint at least fifty percent of the trustees and must work towards Council’s objectives on its behalf. The Regent is managed by a Board of Trustees made up of committed volunteers.

2.3 The COVID-19 pandemic has impacted the capacity of Audit New Zealand to undertake the audit of the Regent Theatre within the usual timeframe. Therefore, the attached annual report is still in draft form and is expected to be audited in the next few months. An updated report will be brought to the Committee in the event there are any material changes following audit.

3. PERFORMANCE FOR THE Year July 2020 - June 2021

3.1 The Regent operated under Alert Level 2 for seven weeks and four days during this reporting period. It stayed open under Alert Level 2 but with a limited audience size of 400 people (it can seat 1,400). Many performances and events booked during the Level 2 period were cancelled or postponed which affected the Regent’s performance and finances.

3.2 Highlights from the Regent’s annual report include the following:

· In collaboration with Act 3 Productions, developed an innovative way to hold performances and events under COVID-19 Level 2 restrictions which involved dividing the theatre into five individual zones (four zones for the audience and one zone for the performers/backstage crew). This allowed the Regent to be the only operating theatre in the country during this period.

· Despite the border restrictions, hosted a sold-out performance of Crowded House, and international touring shows The Wiggles, Russell Howard, Bill Bailey, Ben Elton and Celtica which all performed to near capacity houses.

· Hosted a wide range of tribute shows which provided a variety of entertainment for the region, the inaugural Te Papaioea Festival in February and several kapa haka and local dance competitions.

3.3 Attachment 1 shows the Regent’s performance against the agreed Statement of Intent targets and includes officer comments.

3.4 Four measures did not achieve the target, predominately due to COVID-19 restrictions. They were:

· ‘Total number of main auditorium hires annually’

· ‘Total number of local school concerts’

· ‘Total number of school prize-givings’

· ‘Total attendance of all events held’

3.5 The Regent’s performance for venue hire, number of school concerts/ and prizegivings show the effect of Alert level restrictions on the theatre with many events being postponed or cancelled. Nevertheless, it is reassuring to see, that when event restrictions are removed, the Regent has succeeded in attracting well-known international acts and sold out shows.

3.6 The two financial targets: ‘secure funding for the main auditorium sound system’ and ‘seek funding from the Friends of the Regent for other projects’ were also not achieved. Due to the ongoing uncertainty of COVID-19 restrictions and the change of manager mid-year, the Board took a prudent approach to fiscal management and decided not to secure additional funding for capital projects this year.

3.7 Table 1 below shows across the board improvements on 2019-20 figures. The Regent has had a strong year for the number of live performances in the auditorium, especially commercial performances.

3.8 The number of events per year has increased to near pre-pandemic figures. However, COVID-19 restrictions in 2019-20 and 2020-21 have affected audience attendance (due to social distancing requirements). In 2018-19, (prior to the pandemic) the Regent had an average audience attendance of 270 people per event, but in 2020-21, average attendance per event decreased to 219 people.

3.9 Fewer people attending performances due to social distancing requirements adversely affects audience reach.

Table 1 – The Regent: Performance Target Dashboard – Annual Results

Measure		2018-19 31 Dec 2018	2019-20 31 Dec 2019	2020-21 30 June 2021	3 Year Trend
Live nights – performances in the auditorium at night commercial + community	Actual	139 (36 commercial)	Not available (17 commercial)	182 (40 commercial)	↑
Auditorium days usage	Actual	158	133	140	→
Summary of events – Total number of events held at the Regent	Actual	365	296	355	→
Patronage – Total attendance for all events	Actual	98,781	65,456	78,055
Average size of audience per event		270	221	219	↓

* Data incomplete – only commercial shows recorded.

Table 2: Financial Information for Annual Report 2020-21

	2021			2020
Summary Financials ($000)	Actual	Budget	Var.	Actual	Var.*
Financial Performance
PNCC Grant	238,285	238,286	(1)	235,986	2,299
Total revenue	874,304	803,801	70,503	1,445,504	(571,200)
Total Expenses	947,836	922,917	(24,919)	1,077,441	129,605
Net Surplus (Deficit)	(73,532)	(119,116)	(45,584)	368,063	441,595
Financial Position
Current Assets	395,363	455,922	60,559	413,786	(18,423)
Total Assets	1,004,227	985,952	(18,275)	1,095,970	(91,743)
Current Liabilities	119,819	147,127	27,308	138,030	(18,211)
Total Liabilities	119,819	147,127	27,308	138,030	(18,211)
Equity	884,408	838,825	(45,583)	957,940	(73,532)
Cash Flows
Total Net Cash Flows	14,197	Cashflow budget not reported		(8,876)	23,073
Opening Cash	171,154			180,029	(8,875)
Closing Cash	185,351			171,154	14,197

*when compared to the same period 12 months ago

3.10 The Trust reported a deficit of $73,532 which is $45,000 better than what had been forecasted mainly due to the theatre operations being stronger than expected.

3.11 The Trust's current assets is more than 3 times its current liabilities indicating that the Trust can satisfy its current obligations.

3.12 The Trust's operating cash flow remains a net inflow of $23,000 which is the main contributor of total cash inflow of $14,000.

4. NEXT STEPS

4.1 Council officers will communicate any Council comments on the annual report to the Regent Theatre.

4.2 At the end of February 2021, the Regent Theatre Trust Board will submit:

• their draft Statements of Intent for 2022–25; and

• six-month reports on the current Statement of Intent 2021–24.

These will be presented to the Arts Culture and Heritage Committee in April 2022.

5. Compliance and administration

Does the Committee have delegated authority to decide? If Yes quote relevant clause(s) from Delegations Manual		No
Are the decisions significant?		No
If they are significant do they affect land or a body of water?		No
Can this decision only be made through a 10 Year Plan?		No
Does this decision require consultation through the Special Consultative procedure?		No
Is there funding in the current Annual Plan for these actions?		Yes
Are the recommendations inconsistent with any of Council’s policies or plans?		No
The recommendations contribute to Goal 2: A Creative and Exciting City
The recommendations contribute to the achievement of action/actions in the Arts and Heritage Plan. The action is: to support CCOs to achieve the objectives of the Arts and Heritage plan.
Contribution to strategic direction and to social, economic, environmental and cultural well-being	Receiving the Annual Report is a mechanism for Council to provide guidance and direction to the cultural CCOs and meets Council’s responsibility to monitor the CCOs under the LGA.

Attachments

1.	The Regent Theatre Trust- Performance Measures ⇩
2.	The Regent Theatre Trust - Annual Report 2020-21 ⇩

Memorandum

TO: Arts, Culture & Heritage Committee

MEETING DATE: 17 November 2021

TITLE: The Globe Theatre Trust - Annual Report 2020-21

Presented By: Hannah White, Democracy & Governance Manager

APPROVED BY: Sheryl Bryant, Assistant Chief Executive

RECOMMENDATION TO Council

1. That Council receive the Globe Theatre Trust Board’s Annual Report 2020-21 (Attachment 2 of the memorandum titled ‘The Globe Theatre Trust – Annual Report 2020-21’), presented to the Arts, Culture & Heritage Committee on 17 November 2021.

1. ISSUE

1.1 The Globe Theatre Trust Board (the Globe) has submitted its Annual Report 2020-21 (attachment 2). This memorandum provides an opportunity for Elected Members to review the progress the Globe Theatre has made against its Statement of Intent during the period 1 July 2020 to 30 June 2021.

1.2 Representatives of the Globe are in attendance to present.

1.3 This Annual Report covers a period in which New Zealand was under various restrictions due to the COVID-19 pandemic. The Globe has been able to adapt to the COVID-19 restrictions and has succeeded in meeting almost all of its performance targets.

2. BACKGROUND

2.1 The Globe is a Council Controlled Organisation (CCO), which was set up to independently manage and promote the Globe Theatre as a venue for hire. A CCO is an organisation in which Council has the right to appoint at least fifty percent of the trustees and must work towards Council’s objectives on its behalf. The Globe is managed by a Board of Trustees made up of committed volunteers.

2.3 The COVID-19 pandemic has impacted the capacity of Audit New Zealand to undertake the audit of the Globe Theatre within the usual timeframe. Therefore, the attached annual report is still in draft form and is expected to be audited in the next few months. An updated report will be brought to the Committee in the event there are any material changes following audit.

3. PERFORMANCE FOR THE Year July 2020 - June 2021

3.1 The Globe operated under Alert Level 2 for seven weeks and four days during this reporting period. It stayed open under Alert Level 2 and used some innovative ways to meet the physical distancing requirements, such as encouraging performers to hold more shows and splitting the audience over several performances. Although performances and events booked during the Level 2 period were cancelled or postponed, in many cases the Globe was able to re-schedule acts for later in the year.

3.2 Highlights from the Globe’s annual report include the following:

· Hosted a wide range of shows and events – such as: Manawatū Youth Theatre, French film festivals, comedy nights, Manawatū Jazz Festivals and the Aotearoa Country Music Awards

· Continuing to build strong working relationships with a variety of community groups including nine Memorandum of Understanding (MOU) groups. These groups, alongside the repeat bookers form the backbone of the theatre’s calendar.

· Becoming part of the touring scene for many musical/ theatre performances. By offering acts different options for paying the hirage fee, the Globe has been successful at attracting more touring groups to Palmerston North, which increases the variety of acts performed in the city.

3.3 Attachment 1 shows the Globe’s performance against the agreed Statement of Intent targets and includes officer comments. The Globe has had a fantastic year with high usage, performances and attendance. All performance measures under ‘Objective 1: Ensure that there are more arts and activities at the Globe’, have exceeded their target.

3.4 Three measures: ‘Proportion of use that is driven through MOU arrangements and is performance based’; ‘Proportion of MOU-driven use that is performance based’; and ‘Proportion of overall usage from new community groups’ have not achieved the target.

3.5 The Globe has nine MOU agreements but only five use the theatre on a regular basis the other four only use it for end of year shows. ‘Proportion of use that is driven through MOU arrangements and is performance based’ measures the MOU usage as a percentage of all theatre usage. The Globe explained that the high total usage figure basically meant that the MOUs were never going to hit the target of 63% usage. There were also a number of events cancelled due to lockdowns which would have impacted on some of the MOU’s usage during the year.

3.6 ‘Proportion of MOU-driven use that is performance based’ measures the number of MOU performances as a percentage of MOU use. The target was 95%. The Globe explained that they believe that this measure is never going to be achieved, as MOU groups will tend towards using the theatre more for rehearsals or workshops than they do for performances. For example, Manawatū Youth Theatre used the theatre 43 times during the year and only had 13 performances. The Comedy Hub would be similar as they run a number of workshops throughout the year.

3.7 The Globe is in the process of reviewing their performance measures for their Statement of Intent 2022-25.

3.8 The chart below shows the breakdown of usage for the 2020-21 year. The total number of usages was 535. All the MOU groups are community groups – so in total the Globe is being used by community groups 84% of the time.

Table 1: Financial Information for Annual Report 2020-21

	2021			2020
Summary Financials ($000)	Actual	SOI Budget	Var.	Actual	Var.
Financial Performance
PNCC Grants	116,855	116,905	(50)	115,748	1,107
Total revenue	351,410	228,512	122,898	334,175	17,235
Total Expenses	277,501	273,975	3,526	260,752	16,749
Net Surplus (Deficit)	73,909	(45,463)	119,372	73,423	486
Financial Position
Current Assets	189,572	50,050	139,522	105,340	84,232
Total Assets	492,069	315,222	176,847	454,580	37,489
Current Liabilities	34,532	18,199	16,333	70,946	(36,414)
Total Liabilities	34,532	18,199	16,333	70,946	(36,414)
Equity	457,537	297,023	160,514	383,634	73,903
Cash Flows
Total Net Cash Flows	81,219	(19,945)	101,164	70,799	10,420
Opening Cash	104,362	51,795	52,567	33,563	70,799
Closing Cash	185,581	31,850	153,731	104,362	81,219

*when compared to the same period 12 months ago

3.9 The Trust maintained an operating surplus of $73,909 which is similar to 12 months ago, thanks to its strong café and ticket sales.

3.10 Mainly due to the net operating cash inflow, the cash balance has increased by $81,219.

3.11 The Trust's current assets are more than 5 times its liabilities indicating that the Trust can satisfy its obligations.

4. NEXT STEPS

4.1 Council officers will communicate any Council comments on the annual report to the Globe Theatre.

4.2 At the end of February 2021, the Globe Theatre Trust Board will submit:

• their draft Statements of Intent for 2022–25; and

• six-month reports on the current Statement of Intent 2021–24.

These will be presented to the Arts Culture and Heritage Committee in April 2022.

5. Compliance and administration

Does the Committee have delegated authority to decide? If Yes quote relevant clause(s) from Delegations Manual		No
Are the decisions significant?		No
If they are significant do they affect land or a body of water?		No
Can this decision only be made through a 10 Year Plan?		No
Does this decision require consultation through the Special Consultative procedure?		No
Is there funding in the current Annual Plan for these actions?		Yes
Are the recommendations inconsistent with any of Council’s policies or plans?		No
The recommendations contribute to Goal 2: A Creative and Exciting City
The recommendations contribute to the achievement of action/actions in Arts and Heritage Plan. The action is: to support CCOs to achieve the objectives of the Arts and Heritage plan.
Contribution to strategic direction and to social, economic, environmental and cultural well-being	Receiving the Annual Report is a mechanism for Council to provide guidance and direction to the cultural CCOs and meets Council’s responsibility to monitor the CCOs under the LGA.

Attachments

1.	The Globe Theatre Trust - Performance ⇩
2.	The Globe Theatre Trust- Annual Report 2020-21 ⇩

Memorandum

TO: Arts, Culture & Heritage Committee

MEETING DATE: 17 November 2021

TITLE: Te Manawa Museums Trust - Annual Report 2020-21

Presented By: Hannah White, Democracy & Governance Manager

APPROVED BY: Sheryl Bryant, Assistant Chief Executive

RECOMMENDATION TO Council

1. That Council receive Te Manawa Museums Trust Board’s draft Annual Report 2020-21 (Attachment 2 of the memorandum titled ‘Te Manawa Museums Trust – Annual Report 2020-21’), presented to the Arts, Culture & Heritage Committee on 17 November 2021.

1. ISSUE

1.1 Te Manawa Museums Trust Board (Te Manawa) has submitted its draft Annual Report 2020-21 (Attachment 2). This memorandum provides an opportunity for Elected Members to review the progress Te Manawa has made against its Statement of Intent (SOI) during the period 1 July 2020 to 30 June 2021.

1.2 Representatives of Te Manawa are in attendance to present.

1.3 This Annual Report covers a period in which New Zealand was under various restrictions due to the Covid-19 pandemic. Covid-19 restrictions and the New Zealand border being closed to foreign nationals has affected Te Manawa’s ability to meet the aspirations outlined in their Statements of Intent.

2. BACKGROUND

2.1 Te Manawa is a Council Controlled Organisation (CCO), which was set up to independently manage the Te Manawa museum. A CCO is an organisation in which Council has the right to appoint at least fifty percent of the trustees and must work towards Council’s objectives on its behalf.

2.3 The COVID-19 pandemic has impacted the capacity of Audit New Zealand to undertake the audit of Te Manawa within the usual timeframe. Therefore, the attached annual report is still in draft form and is expected to be audited in early 2022. An updated report will be brought to the Committee in the event there are any material changes following audit.

3. PERFORMANCE FOR THE Year July 2020 - June 2021

3.1 Te Manawa operated under Alert Level 2 for seven weeks and four days during this reporting period which limited attendance of events to 100 people. For the entire reporting period the New Zealand border has been closed to foreign nationals with very few visas being granted for international artists to perform or exhibit in New Zealand.

3.2 Highlights from Te Manawa’s Annual Report include the following:

· Signed a Memorandum of Understanding (MOU) with Rongomau Productions which enhanced Te Manawa’s working relationship with Rangimarie Marae/ Rangitāne. This is a first for a museum in New Zealand. Since signing the MOU, opportunities to work with iwi has significantly increased. The MOU has driven Te Manawa’s bi-cultural work.

· Sourced two international exhibitions from the United Kingdom: ‘Wildlife Photographer of the Year’ and ‘Curious Contraptions’. The Manawatū Nature photography competition was developed by Te Manawa and the Manawatū Camera Club to support the touring exhibition. The competition received more than 200 entries, with prizes provided by Te Manawa.

· Transformed the Children’s Holocaust Memorial into a touring exhibition with the help of Massey University and the Holocaust Centre of New Zealand. A learning programme was delivered to secondary schools across the region. Nearly 400 people participated in this exhibition including 308 secondary school students.

· The museum in a box programme, covering the history of the Square was viewed by 200 Freyberg High School students.

· ‘BUGS! Our background Heroes’ was very popular with 38,979 visits.

· Hosted a range of events and activities to celebrate the 150^th anniversary of Palmerston North.

· Moa Bones found during the construction of the Te Ahu a Tūranga: Manawatū Tararua highway were delivered to Te Manawa for temporary care.

· Converted most of the lighting from CFC, Halogen, tungsten, and sodium vapour, to LED. Project to be competed in June 2022.

3.3 Te Manawa revised their performance targets at the beginning of 2020 to reflect the anticipated effect of COVID-19. Attachment 1 shows Te Manawa’s performance against the agreed SOI targets and includes officer comments. Three measures: ‘Participation in learning programmes’, ‘In Person visits to Te Manawa’, and ‘Visits to Te Manawa experiences Off-site’ have not achieved their target predominantly due to external events outside of Te Manawa’s control.

3.4 The COVID-19 restrictions in Quarter 1 significantly contributed to the result for ‘In-person Visits’ and ‘Participation in Learning Programmes’. Visiting a museum is a seasonal activity with higher attendance generally occurring in the wetter and colder months of July- September (Quarter 1) and April – June (Quarter 4). During this reporting period, Te Manawa operated under Alert Level 2 for nearly six weeks during Quarter 1 which significantly affected attendance and participation figures during this quarter and had a flow-on-effect for the rest of the year.

3.5 Table 1 compares Te Manawa’s annual performance over the last three years. Despite ‘In person visits to Te Manawa’ not making the 2020/21 target, the figure continues to improve annually with the 2020-21 year seeing 35,000 more visits than 2019-20. Likewise, Third Party Revenue is almost double the 2019/20 result which is laudable.

3.6 Visits to Te Manawa exhibitions at other venues continues to struggle. The impact of COVID-19 reduced the number of interested participating venues. As a result, Te Manawa has reviewed their level of service and has consolidated their resources to move to a three-year develop, design and tour cycle.

Table 1: Te Manawa’s Performance Target Dashboard – Annual Results

Measure

Year ending

30 June 2019

Year ending

30 June 2020

Year ending

30 June 2021

3 year

trend

Visits to TM

Actual

Target

126,666

178,000

100,599

170,000

135,817

150,000

↑

Visits to TM exhibitions at other venues

Actual

Target

103,589

100,000

16,303

50,000

38,715

50,000

↓

Online reach

Actual

Target

634,221

200,000

664,932

400,000

528,514

500,000

↓

Third-party revenue

Actual

Target

$447,178

$577,000

337,060

$651,000

$672,709

$574,154

↑

Visitor satisfaction (TM surveys)

Actual

Target

99%

>98%

99%

>96%

99%

>96%

→

Participation in Learning programme

Actual

Target

Not measured

None

21,315

30,000

22,551

30,000

↑

3.7 Te Manawa added three new performance measures: ‘In-person visits to Rangimarie activities’; ‘Likelihood of visitors to positively endorse Te Manawa to others’; and ‘Strength of relationships with strategic partners.’ These new performance measures are under development and Te Manawa plans to develop targets for these in time for the draft SOI 2022.

Table 2: Financial Information for Annual Report

	2021			2020
Summary Financials ($000)	Actual	Budget	Var.	Actual	Var.*
Financial Performance
PNCC Grants	3,231,908	3,231,908	0	3,199,909	31,999
Total revenue	3,949,309	3,821,062	128,247	3,565,391	383,918
Total Expenses	3,802,551	3,818,120	15,569	3,287,379	(515,172)
Net Operating Surplus (Deficit)	146,758	2,942	143,816	278,012	(131,254)
Financial Position
Current Assets	1,293,275	1,218,564	74,711	1,380,536	(87,261)
Total Assets	19,293,508	18,587,381	706,127	17,553,785	1,739,723
Current Liabilities	760,644	446,860	313,784	694,333	66,311
Total Liabilities	763,900	450,126	313,774	697,797	66,103
Equity	18,529,608	18,137,255	392,353	16,855,988	1,673,620
Cash Flows
Total Net Cash Flows	(118,481)	(1,152,302)	1,033,821	111,713	(230,194)
Opening Cash	694,163	1,308,407	(614,244)	582,450	111,713
Closing Cash	575,682	156,105	419,577	694,163	(118,481)

*(when compared to the same period 12 months ago)

3.8 The Trust reported a surplus of $146,758 which is $131,000 less than the prior year due to higher operating costs. However, the surplus is still $143,816 better than budgeted.

3.9 Total Net Cash Flows reduced by $118,481. This was mainly caused by investing in Collection assets, Plant, Property and Equipment, and short term deposits.

3.10 The Trust's current assets are more than 1.5 times its current liabilities, indicating that the Trust can satisfy its current obligations.

4. Progress on Plans and Strategies

4.1 Te Manawa’s SOI 2020-23 stated that the following plans would be completed by the end of June 2021. These plans are captured in Te Manawa’s management plans rather than referenced in the Annual Report. Te Manawa’s Leadership Team reviews progress weekly.

4.2 The Business Plan was requested by Council in the Statement of Expectation 2020-21. This will be circulated to members separately.

Objective 1: Enhanced learning and engagement Implementation of phase 1 of Te Rangimarie project, a dual venue cultural tourism project undertaken by Te Rangimarie Marae Trustees	Completed March 2021
Review of Learning Strategy	Completed and implementing
Identify and deliver two creative projects alongside local communities	Completed March 2021 Projects were Common Pause and EveryDay People
Objective 2: Innovative experiences that attract visitors Develop an Exhibition Strategy that includes development of touring exhibitions	Expected completion by June 2022
Develop a Digital Strategy to support online experiences	Expected completion by June 2022
Objective 3: A collective and future-focussed organisation Develop a business plan	Completed
Review scope of existing strategic partnerships	Expected completion Sept 2021
Develop concept for a partner-based exhibition of national significance	Expected completion June 2022
Develop short- and long-term funding strategies that source sustainable external funding for programmes and exhibitions	Draft Fundraising Strategy to be Completed Sept 2021
Develop an environmental impact framework that drives environmentally focussed projects.	Expected completion Sept 2021
Establish Future Museum principles - three examples to use and test concepts	Completed

5. NEXT STEPS

5.1 Council officers will communicate any Council comments on the annual report to Te Manawa.

5.2 At the end of February 2022, Te Manawa will submit to Council officers:

• their draft Statements of Intent for 2022–25; and

• six-month report on the current Statements of Intent 2021–24.

These will be brought to the Arts Culture and Heritage Committee in April 2022.

6. Compliance and administration

Does the Committee have delegated authority to decide?		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 achievement of action/actions in the Arts and Heritage Plan The action is: to support CCOs to achieve the objectives of the Arts and Heritage plan.
Contribution to strategic direction and to social, economic, environmental and cultural well-being	Receiving the Annual Report is a mechanism for Council to provide guidance and direction to the cultural CCOs and meets Council’s responsibility to monitor the CCOs under the LGA.

Attachments

1.	Te Manawa - Performance Monitoring ⇩
2.	Te Manawa Muesums Trust: Draft Annual Report 2020-21 ⇩

Memorandum

TO: Arts, Culture & Heritage Committee

MEETING DATE: 17 November 2021

TITLE: Statements of Expectation for Cultural Council Controlled Organisations 2022-2023

Presented By: Gillian Tasker and Stephanie Velvin, Community Development Managers

APPROVED BY: Chris Dyhrberg, Chief Customer Officer

RECOMMENDATIONS TO Council

1. That Council approve the Statements of Expectation for Te Manawa Museums Trust, Regent Theatre Trust, and Globe Theatre Trust (Attachments 1–3 of the memorandum titled ‘Statements of Expectation for Cultural Council Controlled Organisations 2022-2023’), presented to the Arts, Culture & Heritage Committee on 17 November 2021, as the basis for the Statements of Intent 2022–2025.

1. ISSUE

This memorandum seeks Council approval for the Statements of Expectation to the cultural Council Controlled Organisations (CCOs). The Statements of Expectation can be found in Attachments 1 – 3 of this memorandum.

2. BACKGROUND

Council sends an annual Statement of Expectation (SOE) to each of its cultural CCOs: Globe Theatre Trust, Caccia Birch Trust Board, Regent Theatre Trust and Te Manawa Museums Trust. SOEs guide the strategic direction of CCOs and assist in the development of their Statements of Intent, the CCOs’ three-year planning document that is agreed to by Council each year.

In 2019 the SOEs were developed following a workshop with Elected Members and a joint workshop between Elected Members and the Te Manawa Museums Trust Board.

In 2020 Council staff initiated a rolling review programme, whereby a full-scale SOE will be developed for one or two CCOs each year. In the intervening years, the existing SOEs are intended to be rolled over without major revision. The consequence of this is that CCOs can also roll over their Statements of Intent without major revision, if they desire. This provides longer-term certainty for all parties as it streamlines the previous process, whereby a new three-year Statement of Intent was created each year.

The CCO chosen to receive an in-depth SOE for 2020 was Caccia Birch Trust Board. In the course of this process, Council resolved to undertake a section 17A review of Caccia Birch House. This resulted in the decision to have the management of Caccia Birch House delivered by Council from 1 July 2022. Therefore, the Caccia Birch Trust Board’s 2019 SOE and their Statement of Intent 2021-2024 will be the final one for the Board.

This year, Council revised its strategic direction with the adoption of the Ten-Year Plan 2021-2031 in July. While Council’s goals remain the same, new actions from the Ten-Year Plan have been included in the SOEs for Te Manawa Museums Trust, Regent Theatre Trust, and Globe Theatre Trust.

Covid Delta Level 2 restrictions prevented a workshop from being held with Elected Members on the focus for this year’s SOEs. Feedback was instead sought from Elected Members via email. The Globe Theatre will be the next CCO to receive an in-depth SOE for 2023 with work commencing on this process in early 2022.

3. NEXT STEPS

If the recommendations are adopted, Council staff will write to the cultural CCOs and confirm that the SOEs attached will provide strategic guidance for the upcoming Statements of Intent 2022–25. Staff will also advise that Council does not expect these new Statements of Intent to be substantially different to the Statements of Intent 2021–24.

The cultural CCOs will provide their draft Statements of Intent 2022–25 to Council staff by 1 March 2022, and these will be presented to the Arts, Culture and Heritage Committee for Council comment.

4. Compliance and administration

Does the Committee have delegated authority to decide?		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 achievement of action/actions in Arts and Heritage. The action is: Council funds and enhances the cultural Council Controlled Organisations to help make Palmerston North a creative and exciting city.
Contribution to strategic direction and to social, economic, environmental and cultural well-being	In providing direction to the cultural CCOs Council is enabling resilient cultural institutions and facilities that ensure visible arts, heritage and activities that contribute to Palmerston North being a creative and exciting city.

Attachments

1.	Globe Theatre Trust Statement of Expectations 2022-2023 ⇩
2.	Regent Theatre Trust Statement of Expectations 2022-2023 ⇩
3.	Te Manawa Museums Trust Statement of Expectations 2022-2023 ⇩

Memorandum

TO: Arts, Culture & Heritage Committee

MEETING DATE: 17 November 2021

TITLE: Report on future plans for celebration of Waitangi Day and Matariki public holidays in Papaioea / Palmerston North

Presented By: Luke McIndoe, Head of Events

APPROVED BY: Sheryl Bryant, Assistant Chief Executive

RECOMMENDATION(S) TO Arts, Culture & Heritage Committee

1. That the memorandum titled ‘Report on future plans for celebration of Waitangi Day and Matariki public holidays in Papaioea/Palmerston North’ presented to the Arts, Culture & Heritage Committee on 17 November 2021, be received for information.

1. ISSUE

This memorandum reports on future plans for Waitangi Day and Matariki events activity.

2. BACKGROUND

Palmerston North City Council has worked with Rangitāne to deliver Waitangi Day civic ceremonies and events. The 2020 civic event was the only public facing commemoration. This included Rangitāne representatives and Elected Members undertaking a flag raising cermony, speeches and kai.

This year, a public evening performance was held on the Manawatū River walkway to recognise the importance of Matariki and Puanga to the local community.

Council officers are working in partnership with Rangitāne representatives to develop plans for both events in 2022. Detailed planning will recognise the importance of both of these Public Holidays to Rangitāne and the wider Palmerston North community. Officers are committed to delivering public facing celebration events for both of these dates with limited details available at present. In depth plans for both events will be developed closer to the events.

3. NEXT STEPS

Officers will continue to plan for delivery of both events on an annual basis.

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?		Yes
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 achievement of action/actions in Connected Communities The action is: Rangitāne o Manawatū leads events for Waitangi Day and Matariki Puanga. Provide support to grow the city’s calendar of Māori cultural events. Incorporate Māori community priorities, tikanga and te reo Māori into city events.
Contribution to strategic direction and to social, economic, environmental and cultural well-being	City celebration of Waitangi and Mataraki is an opportunity to grow wider community cultural wellbeing as identified in the Connected and Safe Community goal. Developing these events with Rangitāne further strengthens our partnership with Rangitāne.

Attachments

Nil

Memorandum

TO: Arts, Culture & Heritage Committee

MEETING DATE: 17 November 2021

TITLE: Feasibility and Process for Establishing a Heritage Advisory Panel

Presented By: David Murphy, Chief Planning Officer

APPROVED BY: Heather Shotter, Chief Executive

RECOMMENDATIONS TO Council

1. That Council’s heritage functions and responsibilities are delivered in accordance with the 2021 Arts and Heritage Plan without the establishment of a Heritage Advisory Panel

That the Chief Executive is directed to prepare a programme to establish a Heritage Advisory Panel to be considered as part of a future Annual Budget or Long Term Plan.

2. That it be noted that should the Council wish to proceed with the establishment of a Heritage Advisory Panel it will be recommended that:

· The panel is a volunteer community-based panel that helps scope research of heritage themes to be addressed as part of the delivery of Council activities

· The panel contains Rangitāne representation

· The membership and terms of reference of the panel are prepared in consultation with Rāngitane, Manawatū Heritage Trust and other interested heritage stakeholders.

1. ISSUE

The Economic Development Committee passed the following resolution on 17 March 2021:

‘That the Chief Executive report to Arts Culture and Heritage on the feasibility and process for establishing a Heritage Advisory Panel in order to strengthen our approach to heritage management and promote a shared understanding of how our shared Rangitāne and European heritage should be identified, managed, protected, conserved, appreciated and celebrated’.

As directed by the resolution, this report addresses the feasibility and process, not the formal establishment of a heritage advisory panel.

2. BACKGROUND

While good progress has been made by the Council on a number of heritage related projects, the way in which Council’s heritage functions and responsibilities are delivered has remained largely unchanged for a number of years. Like all Council activities, delivery of Council’s heritage activities is directly related to the resources made available via the Long Term Plan process.

Council’s heritage activities are wide and varied and can be broadly described as follows:

Strategic Planning: Strategy and plan development, District Plan development, Rangitāne partnership, urban design advice, heritage advice, earthquake prone building policy (Council buildings), administration of the heritage and earthquake prone heritage funds, partnership projects and the annual military heritage report.

Library / Archives: The Heritage and Archives team within the City Library supports the capture, acquisition, development, creation, curation, preservation, display, exploration, and access of the history of Palmerston North and the wider region. This includes responsibility for the Ian Matheson City Archives (Council and community archives) and Manawatū Heritage, an online digital repository.

Infrastructure & Asset Management: Incorporation of heritage themes into infrastructure projects, asset management (maintenance, renewal and upgrades) of heritage assets, including key heritage buildings, and partnership projects with Rangitāne and local heritage groups.

Customer / Regulatory: Administration of earthquake prone building requirements under the Building Act, District Plan administration (resource consents) and Historic Places Act administration, e.g. archaeological approvals.

Events: Heritage related events, e.g. Waitangi, Anzac and Armistice days.

The description above is not an exhaustive list of all heritage related projects and activities undertaken by the Council.

A full copy of the 2021 Arts and Heritage Plan is included as Attachment One. The heritage chapter of this Plan (pages 14-19) provides a useful summary of where we are now, where we want to be, and the actions committed to as part of the approval of the 2021 Long Term Plan.

While “regularly engage with a wider range of stakeholders in the heritage sector” is an identified ongoing action, the establishment of a heritage advisory panel or heritage reference group would be a new action that would create additional work and require additional resourcing.

As an example, additional resources have been required to be directed to support the Palmerston North Defence Heritage Advisory Group. A heritage advisory panel will seek to address additional heritage themes and therefore require additional resources.

Additional resourcing is likely to include a specialist heritage planner (0.5 FTE), a consultancy budget to fund research, and potentially a new capital programme to assist with the physical representation or narration of heritage themes as part of infrastructure projects. Where possible physical representation or narration of new heritage themes would still be delivered via existing budgets.

3. HERITAGE ADVISORY PANEL VS REFERENCE GROUP VS Steering group

The terms advisory panel, reference group and steering group tend to get used in different settings with different meanings and intent. The establishment of clear terms of reference are important in that respect when establishing any advisory panel or reference / steering group.

A key consideration is whether Council is seeking expert professional heritage advice, community-based input from local interest groups and individuals, or a hybrid model containing experts and local interests. An advisory panel is more likely to comprise professional experts, whereas a steering or reference group is more likely to comprise local interests. Each subject matter (heritage, safety, housing, urban design, etc.) will have unique considerations that need to be factored into what is an appropriate response.

With regards to heritage, in some cases local interest groups and individuals are experts given their detailed knowledge of local history and the narratives that flow from that. This type of local knowledge is quite different from specialised heritage planning, architecture, engineering or urban design advice. Expert cultural advice is unique and provided by Rangitāne as mana whenua.

4. existing heritage groups, heritage panels in other parts of new zealand and other council advisory / steering groups

When considering the potential role of a heritage advisory panel, it is useful to consider:

· Existing community heritage groups in Palmerston North.

· Heritage panels in other parts of New Zealand.

· Other advisory, reference and steering groups established by the Council.

The summaries provided below are not an exhaustive list. They have been included to provide context to future decision-making, should the Council decide to establish a heritage advisory panel.

Existing Community Heritage Groups in Palmerston North

Palmerston North Defence Heritage Advisory Group (PNDAG): A volunteer organisation that provides advice on defence related heritage matters.

Historic Places Manawatū-Horowhenua: A volunteer organisation which replaced the Manawatū Branch of the New Zealand Historic Places Trust in 2012. Works within the Manawatū District Council, Horowhenua District Council and Palmerston North City Council. The organisation:

· Promotes the recording, protection and preservation of historic places in the Society's area.

· Offers support to iwi and hapu in relation to Māori wahi tapu, buildings and structures.

· Provides opportunities for members to visit historic buildings and precincts, and to be informed about local heritage issues.

· Educates the public in the appreciation of historic places.

· Works closely with Councils and other interest groups to create better protection, understanding and awareness of the importance of our local heritage.

Manawatū Heritage Trust: Established in 1997 under the auspices of the Palmerston North City Council. Its objective under the Trust Deed is ‘encouraging public awareness of the need to develop, maintain, and preserve archival material and other records of significance connected with or relating to the city of Palmerston North and its surrounding region’. The committee administering the Trust has interpreted this brief broadly, and its activities include meetings and conferences of history groups, the local historian of the year award, and prizes for books and articles on local history.

Friends of the Regent: Set up in October 1995 at a meeting of people interested in the restoration of the Regent Theatre and participating in its ongoing life. The members provide Front of House services (ushering and catering) in the theatre. A team of volunteers who are duly trained for their duties are given the opportunity to work on a rostered basis.

Palmerston North Electric Power Station Incorporated Society: Their aim is to preserve and maintain the power station’s own plant in working order, to present electrical history (regionally and in general), to display older electrical equipment (including domestic appliances) and to educate in these matters and in relation to safety with electricity.

The Hoffman Kiln Trust: Ownership of the Hoffman Kiln is vested in the Hoffman Kiln Trust, a charitable trust responsible for the site on behalf of the community.

Heritage Panels in other parts of New Zealand

Most examples in New Zealand are volunteer community-based panels. The Auckland panel does comprise professional heritage experts.

Auckland Heritage Advisory Panel: Helps strengthen Auckland Council’s approach to heritage management. It promotes a shared understanding of how historic heritage should be identified, managed, protected, conserved, appreciated and celebrated. The Auckland Heritage Advisory Panel has a three-year term. The panel membership includes leading heritage professionals.

The Mayor appoints a liaison councillor for the Heritage Advisory Panel. The role of a liaison councillor is to:

· Ensure that the governing body is aware of the panel’s feedback on council issues and its advice on historic heritage.

· Help align the panel’s strategic agenda with governing body priorities

· Actively engage in panel meetings and workshops

· Engage with the panel chair and the lead officer for meeting agendas

The panel has between 10 and 16 members. The members must reside in Auckland. The panel must have at least two members with lived experience in Te Ao Māori and knowledge of the contemporary issues facing Māori communities in Auckland.

Heritage Nelson (recently disestablished): Heritage Nelson was an umbrella organisation for heritage organisations in the Nelson Area. The group was initiated by the Nelson City Council to provide a forum for information sharing and discussion within the heritage sector. Whilst a number of heritage focus groups existed, there was no one place for these groups to meet or liaise as a body with the Council or each other.

Carterton: Arts, Culture and Heritage Advisory Group: The purpose of the Arts, Culture and Heritage Advisory Group is to assist the Council to promote arts, cultural and heritage activities in Carterton. The Advisory Group’s activities include:

· Preparing and reviewing an Arts, Culture and Heritage Strategy and recommending it to the Council.

· Overseeing and monitoring the implementation of the strategy.

· Providing advice to the Council on major arts, culture and heritage initiatives in Carterton.

Membership consists of up to three elected representatives; seven community groups; Heritage New Zealand; and local marae. An elected member chairs the group.

Hastings Landmarks Trust: Reports to a subcommittee of Hastings District Council made up of five councillors and four Landmarks Trust members. Meets quarterly with Landmarks Trust holding their meetings a week prior. Reports on Council projects or applications. The recommendations are then referred to Council.

A number of councils have also established urban design panels comprising paid urban design professionals who are tasked with completing urban design reviews for major new developments as part of the resource consent process.

Other advisory, reference and steering groups established by the Council

Housing Steering Group: The purpose of the Housing Steering Group is to provide strategic leadership on:

· Increasing the supply of housing in the private market, in particular good quality rental accommodation and affordable or first homes.

· Advocacy on the issues that can contribute to good housing outcomes.

· Ensuring sufficient land and infrastructure is available to accommodate growth and provide market choice while responding to changing demographics.

· Working with developers and agencies to co-create new housing opportunities

Membership includes the Mayor, the housing portfolio lead, Rangitāne, Kainga Ora, Manawatū Property Investors, Council officers and relevant interest groups. The group is voluntary.

Safety Advisory Board: The Palmerston North Safety Advisory Board is a voluntary group (but contains a number of members in paid roles) that works with Council, the community and other agencies to set the strategic direction for initiatives to make our city safer by:

· Implementing the Safe City Strategic Outcomes Plan.

· Ensuring strategic planning takes a holistic approach.

· Setting and overseeing priorities, projects and activities.

· Monitoring projects and activities by key performance indicators.

The Palmerston North Safe City Strategic Outcomes Plan (2019-2024) outlines the strategic direction and core actions of the board’s multiple partners, supported by the Palmerston North Safety Advisory Board, for the next five years.

Disability Reference Group (DRG): The purpose of the DRG is to ensure the needs of disabled people are appropriately taken into account in the context of Council’s roles and priorities. This includes:

· Representing in relation to PNCC’s activities the interests, perspectives and expertise of people within our community living with impairments.

· Building strong relationships and establishing channels of communication between PNCC and disabled people living in our community.

· Providing guidance, advice and support to inform the PNCC’s planning and decision-making processes at a strategic level as well as identifying actual and potential operational gaps in PNCC’s activities.

· The DRG consists of between 8-12 people, with at least 60% of disabled people represented and a designated PNCC councillor.

5. role and function of a heritage advisory panel

As noted within the body of the report, based on the experience of the Palmerston North Defence Heritage Advisory Group, the establishment, administration and delivery of the work guided by a heritage advisory panel will require additional resourcing. This is best determined following the preparation of a more detailed programme as part of a future Annual Budget or Long Term Plan.

Should the Council wish to proceed with a Heritage Advisory Panel, it is recommended that the panel is a volunteer community-based panel that assists the Council with scoping research of heritage themes to be addressed as part of the delivery of Council activities in a similar way to which the military heritage theme has been addressed. A thematic approach is common among cities wanting to recognise, protect and celebrate heritage.

The panel and terms of reference should be established in consultation with Rangitāne, Manawatū Heritage Trust and other interested stakeholders. The panel should include Rangitāne representation.

6. NEXT STEPS

Should the Council wish to proceed with the establishment of a Heritage Advisory Panel the Chief Executive will need to be directed to prepare a programme to be considered as part of a future Annual Budget or Long Term Plan.

7. Compliance and administration

Does the Committee have delegated authority to decide?		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?		No
Are the recommendations inconsistent with any of Council’s policies or plans?		No
The recommendations contribute to Goal 2: A Creative and Exciting City
There is no specific action in the Arts and Heritage Plan to establish a Heritage Advisory Panel.
Contribution to strategic direction and to social, economic, environmental and cultural well-being	While “regularly engage with a wider range of stakeholders in the heritage sector” is an identified ongoing action, establishment of a heritage advisory panel or heritage reference group would be a new action that would create additional work and require additional resourcing.

Attachments

2021 Arts and Heritage Plan ⇩

Rachel Bowen (Chairperson)
Brent Barrett (Deputy Chairperson)
Grant Smith (The Mayor)
Zulfiqar Butt	Karen Naylor
Renee Dingwall	Bruno Petrenas
Lorna Johnson	Aleisha Rutherford
Orphée Mickalad