Agenda of Culture & Sport Committee - Wednesday, 8 March 2023

Culture & Sport Committee MEETING

8 March 2023

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. Petition: Alteration to Palmerston North Coat of Arms Page 7

Reports

6. Sport Manawatū - Six-month progress report to Palmerston North City Council July to December 2022 Page 11

Memorandum, presented by Ann-Marie Mori, Policy Analyst and Julie Macdonald, Strategy & Policy Manager.

7. Annual Sector Lead Report: Community Arts Palmerston North Incorporated (Square Edge Community Arts) Page 27

Memorandum, presented by Stephanie Velvin, Community Development Manager.

8. Annual Sector Lead Report: Creative Sounds Society Incorporated (The Stomach) Page 49

Memorandum, presented by Stephanie Velvin, Community Development Manager.

9. Artificial Football Turf Feasibility Study (Long Term Plan Programme 1906) Page 63

Report, presented by Ann-Marie Mori, Policy Analyst.

10. Victoria Esplanade User Group - Amendments to Terms of Reference Page 147

Memorandum, presented by Kathy Dever-Tod, Group Manager - Parks and Logistics and Aaron Phillips, Activites Manager - Parks.

INFORMATION Reports

11. Manawatū Community Athletics Track - Annual Report for 2022 Page 155

Memorandum, presented by Aaron Phillips, Activities Manager - Parks and Kathy Dever-Tod, Group Manager - Parks and Logistics.

12. Committee Work Schedule Page 167

13. Exclusion of Public

To be moved:

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

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

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

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

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

[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].

Memorandum

TO: Culture & Sport Committee

MEETING DATE: 8 March 2023

TITLE: Sport Manawatū - Six-month progress report to Palmerston North City Council July to December 2022

Presented By: Ann-Marie Mori, Policy Analyst and Julie Macdonald, Strategy & Policy Manager

APPROVED BY: David Murphy, Chief Planning Officer

RECOMMENDATION(S) TO Culture & Sport Committee

1. That the Committee receive the report titled ‘Sport Manawatū – Six-month progress report to Palmerston North City Council July to December 2022’ presented to the Culture & Sport Committee on 8 March 2023.

1. ISSUE

1.1 The 2022-25 Funding Agreement with Sport Manawatū requires progress reporting to Council on agreed outcomes at six-monthly and annual intervals.

1.2 Attachment 1 is Sport Manawatū’s six-month progress report to Council for 1 July to 31 December 2022.

2. BACKGROUND

2.1 A new funding agreement and strategic partnership plan with Sport Manawatū was entered into in July 2022 for a three-year term.

2.2 The agreed outcomes, based on Council’s 2021 strategic direction, are:

Outcome 1: Palmerston North is one of the most active communities in New Zealand.

Outcome 2: Sports events create both social opportunities and economic benefits.

Outcome 3: People have the skills to safely and confidently cycle and walk on our transport network.

2.3 To assist with meeting these outcomes, Sport Manawatū administers the Active Communities Fund (outcome 1) and the Sports Event Partnership Fund (outcome 3) on Council’s behalf in accordance with the Support and Funding Policy.

3. NEXT STEPS

3.1 Sport Manawatū will submit its Annual Report for the 2022-23 financial year to Council staff at the end of August 2023. Council will receive this report, with staff’s assessment of progress, at the November meeting of the Culture & Sport Committee.

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 2: A Creative and Exciting City
The recommendations contribute to the achievement of action/actions in Active Communities The action is: Partner with Sport Manawatū to deliver play, active recreation and sport services to meet community outcomes sought by Council including the co-ordination of the Regional Sport Facility Plan, Active Communities and the Sports Event Partnership Funds. Carry out regular monitoring and reporting with Sport Manawatū.
Contribution to strategic direction and to social, economic, environmental and cultural well-being	A strong working relationship with Sport Manawatū is essential in meeting a range of strategic outcomes sought by the Council. The delivery of actions, priorities, and outcomes in the Active Community Plan requires a partnership approach with Sport Manawatū who are well-positioned in the community to deliver relevant activities and services that contribute to social well-being.

Attachments

Six-month progress report to Palmerston North City Council 1 July to 31 December 2022 ⇩

Memorandum

TO: Culture & Sport Committee

MEETING DATE: 8 March 2023

TITLE: Annual Sector Lead Report: Community Arts Palmerston North Incorporated (Square Edge Community Arts)

Presented By: Stephanie Velvin, Community Development Manager

APPROVED BY: Chris Dyhrberg, Chief Customer Officer

RECOMMENDATION(S) TO Culture & Sport Committee

1. That the Committee receive the memorandum titled ‘Annual Sector Lead Report: Community Arts Palmerston North Incorporated (Square Edge Community Arts)’ presented to the Culture and Sport Committee on 08 March 2023.

1. ISSUE

1.1 Community Arts Palmerston North Incorporated (trading as Square Edge Community Arts (‘SECA’)) has delivered its first report (July-December 2022) as a Sector Lead organisation, which is appended to this memorandum.

1.2 Reporting to Council is required under the Sector Lead Partnership Agreement structure.

1.3 Representatives of Community Arts Palmerston North Incorporated (SECA) are in attendance to present.

1.4 Analysis of SECA’s performance against agreed activities and outcomes is included in this memorandum below.

2. BACKGROUND

2.1 On 8 June 2022, Council resolved to engage Community Arts Palmerston North Incorporated (Square Edge Community Arts) as a Sector Lead organisation.

2.2 Sector Lead organisations are a trial component of the 2022-2025 Strategic Priority Grants programme, as per Council’s resolution of 6 April 2022:

‘that the Chief Executive trial the Sector Lead Partnership agreement using the funding that has already been assigned to organisations through the 2022 allocations from the SPG [Strategic Priority Grant] fund, and report back to Community Development Committee prior to the development of the next 10 year plan’.

2.3 A three-year Partnership Agreement commenced between SECA and the Council in July 2022 accordingly.

2.4 The Agreement stipulates that activities funded contribute to the achievement of priorities 1-4 within the Council’s Creative and Exciting strategic direction.

2.5 Reporting requirements within the Agreement include an annual report to Council covering the activities delivered and outcomes achieved in the preceding period.

2.6 To allow for two reports to be received in advance of the 2024-34 Long Term Plan process, and inform the Sector Lead trial, the organisations have been asked to present their first report now covering the first six-months of their contract from 1 July to the end of December 2022, to be followed by another report at the end of second quarter 2023/2024 Financial Year.

3. ANNUAL REPORT Analysis

3.1 SECA is an independent charitable trust and receives multiple and diverse sources of funding, including grants from Palmerston North City Council, Creative New Zealand, the Ministry of Social Development, Eastern and Central Community Trust and other funders. SECA work towards meeting several different investment outcomes through its activities and, therefore, their report includes activities that are not solely funded by Council.

3.2 SECA was incorporated as Palmerston North Community Arts Council in 1972. In 2004, the Palmerston North Community Arts Council took over management of the Square Edge Creative Centre from the Manawatū Community Arts Centre Trust. Council has supported SECA through a management agreement that allows SECA to retain the surplus revenue from the management of the Square Edge building, and with an operational grant. Over time the grant has increased as services were added including implementation of a new strategic plan and development of new arts events and programmes.

3.3 The amount of funding SECA receives through this Sector Lead Partnership Agreement is $80,000 per annum (plus GST and adjusted for inflation in years two and three).

3.4 The current funding agreement activities contribute to the achievement of Goal Two: A creative and exciting city from Council’s 2021-31 strategic direction, and align with the following priorities:

Priority 1: Create a city that has great places for all people.

Priority 2: Celebrate the city’s history and diversity and build on the strength of being a city of many cultures and languages.

Priority 3: Be a creative city that nurtures and celebrates the arts.

Priority 4: Develop a national reputation as an exciting city with plenty to do at night and on weekends.

3.5 The agreement also includes that SECA is expected to maintain their strategic leadership role by continuing to demonstrate the characteristics of a sector lead, as stipulated by the Support and Funding Policy 2022, including:

a. providing capacity-building and support for other community organisations to develop and connect;

b. delivering the highest level of expertise and highest quality service;

c. thinking, working and advocating strategically;

d. having robust strategic and business plans in place.

3.6 Note the Partnership Agreement does not include funding for Art Trail Manawatū, as this is a large event which is funded separately.

3.7 Table 1: Assessment of agreed activities

Strategic Alignment	Activity	Comment	Assessment (Not met; developing; or met)
Priorities 1, 3 & 4	Manage the Square Edge Arts Centre building	SECA has managed the Square Edge building to a satisfactory level in this reporting period. Their Annual Report identifies their contribution to community connection and inclusion by being a safe space that embraces everyone. For example, community collaboration in the design and completion of the outdoor courtyard redevelopment has provided a new public space that everyone can enjoy and participate in maintaining.	Met
Priorities 1, 2, 3 & 4	Develop, run and promote arts programmes, workshops, exhibitions, performances and support local artists	SECA has delivered a range of high-quality activities and programmes in this reporting period. The recent development of an artist mentoring programme and a youth leadership programme has further expanded SECA’s reach to include underserved communities, such as members of migrant and former refugee communities. For example, the Manawatū Afghan community shared their experiences through an exhibition in July-August 2022 as part of a community-led youth leadership programme managed by SECA. SECA has also initiated a series of workshops covering a diverse range of art, with a cost structure that allows those with limited or no funds to fully participate without stigma.	Met
Priorities 2, 3 & 4	Collaborate with other Arts Sector leaders to develop new initiatives and opportunities	SECA has worked collaboratively with others during this reporting period, including with Centrepoint Theatre and Creative Sounds Society Inc. (The Stomach) on cross-sector initiatives including professional development for creatives, supporting the promotion of funding opportunities, and contributed to documents informing Council of community aspirations as part of the 2024-34 Long Term Plan process. Staff view there is further opportunity for SECA in this space to pursue new collaborative initiatives and ideas generated, however note their organisational capacity to do so is limited by financial pressures, with additional time being spent on fund seeking.	Met
Priority 3	Provide capacity-building and support for other community organisations to develop and connect	SECA work with other art organisations in Palmy and across neighbouring regions to create a network that provides artists the opportunity to present their work to audiences in other regions. Support for Manawatū artists includes online promotion through the artist interviews showcasing the work of every artist involved in Art Trail Manawatū. Similar to above, staff view there is further opportunity for SECA in this space, currently limited by their capacity and resource.	Developing
Priorities 1, 3 & 4	Deliver the highest level of expertise and highest quality service	SECA is performing well in this area. Palmerston North’s reputation is enhanced by SECA’s involvement in the development of the Coastal Trail and through the Artist Exchange scheme in association with Art Trail Manawatū. Both initiatives link the regional art trails both physically (through the artists themselves) and digitally (through promotion via website and social media channels). As a partner in the Artist in Residence scheme, SECA provide a vital connection to the Palmy creative community and essential support to the visiting artist. This includes the recent Pasifika zine project by literary artist Feana Tu’akoi, in association with Palmy Pasifika students and their families. The zine has since been distributed to libraries and schools around New Zealand.	Met
Priorities 3 & 4	Think, work and advocate strategically	SECA is performing well in this area.	Met
Priorities 3 & 4	Have robust strategic and business plans in place	SECA has satisfactory plans in place.	Met

3.8 Alongside an annual report which provides information on the agreed activities, Sector Lead organisations are required to provide six-monthly performance measure data for a range of indicators related to their activities.

3.9 The measures are based on a Results Based Accountability approach, where impact of effort is demonstrated by measurement of who is ‘better off’ as a result of the activities or services, as well as ‘how much’ of the activity or service was delivered and ‘how well’ it was delivered.

3.10 The performance measure data provides an evidence base to support the information in the annual report.

3.11 Table 2: Performance measure data for period July 2022 to Dec 2022

‘How much’	Total number of members.	466
	Total number of walk-ins.	107373
	Number of exhibitions held.	17
	Total number of artists exhibiting or engaging with SECA.	324
	Number of workshops delivered.	37
	Number of participants involved in the Artists Mentoring Programme.	7
‘How well’	Net Promoter Score.	82.6%
‘How well’	Percentage of participants completing the Artists Mentoring Programme.	100%
‘Better off’	Percentage of members who report feeling better connected to the Palmerston North art community as a result of their SECA membership.	100%
	Percentage of artists report they gained new connections and networks as a result of being profiled by SECA.	100%
	Percentage of artists report they feel more confident to present their work.	100%
	Percentage of artists who return to SECA for another arts opportunity.	39%
	Percentage of participants who report they learnt new skills and knowledge to enhance their artistic development.	100%
	Percentage of participants who report a sense of whanaungatanga as a result of being involved in the Artists’ Mentoring Programme.	100%
	Percentage of participants in the Artist Mentoring Programme who report an increase in the sustainability of their artistic career.	100%

4. CONCLUSION

4.1 This memorandum has provided background to and comment on the first report of Community Arts Palmerston North Incorporated (trading as Square Edge Community Arts, or SECA), as required by their 2022-2025 Sector Lead Partnership Agreement with Council.

4.2 Staff have assessed that Community Arts Palmerston North Incorporated is performing well against their agreed activities across the board, with some areas of further opportunity if capacity allowed.

5. NEXT STEPS

5.1 Staff will continue to support Community Arts Palmerston North Incorporated to deliver the wide-ranging activities and initiatives covered by the Partnership Agreement.

5.2 Community Arts Palmerston North Incorporated will present its next Annual Report, covering year two of the agreement, early in 2024. Further staff commentary on progress will also be provided at that time.

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 3: A Connected and Safe Community
The recommendations contribute to the achievement of action/actions in Connected Communities The action is: Administer grants in line with the community funding policy; Monitor for-purpose organisations contracted or funded by Council against agreed outcomes.
Contribution to strategic direction and to social, economic, environmental and cultural well-being	Sector Lead Organisations contribute to the achievement of Council’s strategic direction, particularly Goals 2, 3 and 4, which seek to enhance the social, economic, environmental and cultural wellbeing of the community.

Attachments

Annual Sector Lead Report - Community Arts Palmerston North ⇩

Memorandum

TO: Culture & Sport Committee

MEETING DATE: 8 March 2023

TITLE: Annual Sector Lead Report: Creative Sounds Society Incorporated (The Stomach)

Presented By: Stephanie Velvin, Community Development Manager

APPROVED BY: Chris Dyhrberg, Chief Customer Officer

RECOMMENDATION(S) TO Culture & Sport Committee

1. That the Committee receive the memorandum titled ‘Annual Sector Lead Report: Creative Sounds Society Incorporated (The Stomach)’ presented to the Culture & Sport Committee on 8 March 2023.

1. ISSUE

1.1 Creative Sounds Society Incorporated (CSSI) (known as The Stomach) has delivered its first report (July-December 2022) as a Sector Lead organisation, which is appended to this memorandum.

1.2 Reporting to Council is required under the Sector Lead Partnership Agreement structure.

1.3 Representatives of Creative Sounds are in attendance to present.

1.4 Analysis of Creative Sounds’ performance against agreed activities and outcomes is included in this memorandum below.

2. BACKGROUND

2.1 On 8 June 2022, Council resolved to engage Creative Sounds as a Sector Lead organisation.

2.3 A three-year Partnership Agreement commenced between Creative Sounds and the Council in July 2022 accordingly.

2.4 The Agreement stipulates that activities funded contribute to the achievement of priorities 1-4 within the Council’s Creative and Exciting strategic direction.

2.5 Reporting requirements within the Agreement include an annual report to Council covering the activities delivered and outcomes achieved in the preceding period.

2.6 To allow for two reports to be received in advance of the 2024-34 Long Term Plan process, and inform the Sector Lead trial, the organisations have been asked to present their first report now covering the first six months of their contract from 1 July to the end of December 2022, to be followed by another report at the end of the second quarter of the 2023/2024 Financial Year.

3. Annual Report Analysis

3.1 Creative Sounds Society Incorporated is an independent charitable trust and receives multiple and diverse sources of funding, including from Palmerston North City Council, Manatū Taonga Ministry of Culture and Heritage, New Zealand Music Commission, Department of Internal Affairs Lottery Grants and other funders. The Stomach works towards meeting several different investment outcomes through its activities and, therefore, their report includes activities that are not solely funded by Council.

3.2 Creative Sounds Society has supported the local music community with an all-ages music venue, recording and rehearsal facilities since its incorporation in 1988. Over the past thirty-four years Council has supported Creative Sounds with a lease agreement for the council-owned music studio space, and with an operational grant. Additionally, Creative Sounds has raised significant funding to expand and upgrade the building in partnership with Council.

3.3 The amount of funding Creative Sounds receives through this Sector Lead Partnership Agreement is $110,000 per annum (plus GST and adjusted for inflation in years two and three).

3.4 The current funding agreement activities contribute to the achievement of Goal Two: A creative and exciting city from Council’s 2021-31 strategic direction and align with the following priorities:

Priority 1: Create a city that has great places for all people.

Priority 2: Celebrate the city’s history and diversity and build on the strength of being a city of many cultures and languages.

Priority 3: Be a creative city that nurtures and celebrates the arts.

Priority 4: Develop a national reputation as an exciting city with plenty to do at night and on weekends.

3.5 The agreement also stipulates that Creative Sounds are expected to maintain their strategic leadership role within the sector by continuing to demonstrate the characteristics of a sector lead, as stipulated by the Support and Funding Policy 2022, including:

a. Providing capacity-building and support for other community organisations to develop and connect;

b. Delivering the highest level of expertise and highest quality service;

c. Thinking, working and advocating strategically; and

d. Having robust strategic and business plans in place.

3.6 Table 1: Assessment of activities

Strategic Alignment	Activity	Comment	Assessment (Not met; developing; or met)
Priorities 1, 2, 3 & 4	Deliver regular gigs for people of all ages and diverse interests featuring local, national, and international artists who would not otherwise be booked in commercial spaces or tour to this City	Creative Sounds is performing well in this activity; they have resumed a full programme of live events following Covid-19 restrictions and are fully booked.	Met
Priorities 1, 2, 3 & 4	Provide an industry standard, professional style, recording studio of considerable size and flexibility for local musicians of all abilities with a low-cost pricing model	Creative Sounds operate The Stomach facilities to a high standard and continue to work to ensure access barriers are low. Council staff understand there is strong demand for their quality recording facilities from surrounding regions, as well as from local musicians.	Met
Priorities 1, 2, 3 & 4	Provide publicly accessible and affordable, high quality rehearsal spaces and equipment for local musicians	Creative Sounds is performing well in this activity.	Met
Priorities 1, 2, 3	Provide equipment hire, such as vocal PA and backline to support local musicians	This is a successful initiative; the music instrument and backline library established last year has had good use from local musicians and community groups needing to hire instruments or amplifiers for events.	Met
Priority 4	Create and maintain a network of connections to the broader New Zealand music community and industry	Creative Sounds has a strong network of relationships which reflect positively on the organisation and the city.	Met
Priorities 1, 2, 3 & 4	Provide education and mentoring opportunities for local musicians	Creative Sounds has delivered programming in this area. With New Zealand Music Commission support, free professional respect training has been offered to foster a safer and inclusive culture for the music community.	Met
Priorities 1, 2 & 3	Be accessible for people who experience challenges to participation in music, because of age, gender, identity, ethnicity, socio-economic situation, disability or neurodiversity	Creative Sounds is well established as an intentionally inclusive and welcoming organisation / facility, allowing a wide range of groups to express themselves creatively.	Met
Priority 4	Positively promote Palmerston North via the organisation's highly regarded reputation among the New Zealand music community as well as through regular engagement with touring artists, and promotion of Palmerston North gigs and local music scene via The Stomach newsletter and other outlets such as local and national media	Creative Sounds is very active in this area. Collaborative work with local and national media ensures a positive profile for the city and the facility is maintained.	Met
Priority 3	Provide capacity-building and support for other community organisations to develop and connect	Creative Sounds openly share their expertise, advice and knowledge with other community and music organisations, to the betterment of the sector.	Met
Priorities 1, 3 & 4	Deliver the highest level of expertise and highest quality service	Creative Sounds is delivering to a high level.	Met
Priorities 3 & 4	Think, work and advocate strategically	This area is a strength of Creative Sounds. Recent development of relationships with other Sector Lead groups has been positive; Creative Sounds has been active contributors to this network. Alongside Square Edge Community Arts and the other Sector Lead groups they contributed to development of information to guide Council’s Ten-Year Plan deliberations. As indicated in their report, there is further opportunity for Creative Sounds to embed itself as a leading regional arts organisation, if the right support can be secured.	Met
Priorities 3 & 4	Have robust strategic and business plans in place	Satisfactory plans are in place. It is noted that there is an upcoming change in key staff, with the resignation of the organisation manager; Council staff are assured that the Creative Sounds board are underway with recruitment of a new manager.	Met

3.7 Alongside an annual report which provides information on the agreed activities, Sector Lead organisations are required to provide six-monthly performance measure data for a range of indicators related to their activities.

3.8 The measures are based on a Results Based Accountability approach, where impact of effort is demonstrated by measurement of who is ‘better off’ as a result of the activities or services, as well as ‘how much’ of the activity or service was delivered and ‘how well’ it was delivered.

3.9 The performance measure data provides an evidence base to support the information in the annual report.

3.10 Table 2: Performance measure data for period July 2022 to Dec 2022

‘How much’	Total number of members	300
	Total number of member newletters sent	5
	Number of users accessing The Stomach or CSSI’s services who self-identify as having a disability	80
	Total number of clients who access recording facilities	137
	Number of recording/rehearsal hours	593
	Number of groups/settings engaged with for an education session	16
	Number of education activites delivered	21
	Number of attendees at education activities	147
	Number of events/shows delivered	21
	Number of musicians and technicians engaged in events/shows	165
	Number of attendees at events/shows	700
‘How well’	Net Promoter Score	88%
‘Better off’	Percentage of members who report feeling better connected to the music community as a result of their involvement with The Stomach and Creative Sounds	72%
	Percentage of clients who report that, as a result of accessing the facilities, they have achieved their musical or self-defined goal	79%
	Percentage of attendees who report that they learnt something new about music as a result of the education activity	84%
	Percentage of musicians/technicians who report feeling more confident about performing for a live audience and/or delivering a show	100%

4. Conclusion

4.1 This memorandum has provided background to and comment on the first report of Creative Sounds Society Incorporated (The Stomach) as required by their 2022-2025 Sector Lead Partnership Agreement with Council.

4.2 Staff have assessed that Creative Sounds is performing well against their agreed activities across the board. There will be some challenges ahead this year, as post-Covid-19 funding winds up and with key staff changes; however, Council staff are satisfied that Creative Sounds has robust plans, structures and relationships in place to navigate these successfully.

5. NEXT STEPS

5.1 Staff will continue to support Creative Sounds to deliver the wide-ranging activities and initiatives covered by the Partnership Agreement. Staff will ensure extra support is provided when the transition in manager occurs.

5.2 Creative Sounds will present its next Annual Report, covering year two of the agreement, early in 2024. Further staff commentary on progress will also be provided at that time.

6. 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: Administer grants in line with the community funding policy; Monitor for-purpose organisations contracted or funded by Council against agreed outcomes.
Contribution to strategic direction and to social, economic, environmental and cultural well-being	Sector Lead Organisations contribute to the achievement of Council’s strategic direction, particularly Goals 2, 3 and 4, which seek to enhance the social, economic, environmental and cultural wellbeing of the community.

Attachments

Annual Sector Lead Report - Creative Sounds ⇩

report

TO: Culture & Sport Committee

MEETING DATE: 8 March 2023

TITLE: Artificial Football Turf Feasibility Study (Long Term Plan Programme 1906)

PRESENTED BY: Ann-Marie Mori, Policy Analyst

APPROVED BY: David Murphy, Chief Planning Officer

RECOMMENDATION(S) TO COUNCIL

1. That Council note the feasibility study report found that an artificial football turf is feasible at Massey University, in partnership with Central Football and Massey University, as part of a ‘Home for Football’ in the Manawatū.

2. That the Chief Executive begin discussions with Massey University and Central Football with a view to form a partnership and further discuss governance, management, level of funding commitment, and ongoing operational considerations.

3. That the Chief Executive report back to the Culture and Sport Committee with the outcome of negotiations and, if appropriate, proposed terms for a formal partnership agreement.

Summary of options analysis for Artificial Football Turf Feasibility Study

Problem or Opportunity	Council currently has plans to build a new artificial football turf in 2024/25 (Programme 1133). Council agreed to undertake a feasibility study in 2021/22 in response to approaches by Central Football for support. This report concludes that work and makes recommendations for next steps. Presentation of a feasibility study is a critical point in the decision-making process to inform funding decisions on sports facility developments. The Artificial Football Turf Feasibility Study (attached) has concluded that the proposal to build another artificial turf is feasible if it is located at Massey University in partnership with Massey University and Central Football. To make a choice on how the facility proposal should progress from here, an assessment has been carried out using Regional Sports Facility Plan (RSFP) evaluation criteria to further analyse the feasibility study.
OPTION 1: (preferred)	That, in line with the feasibility study’s recommendation 3, the Chief Executive begins discussions with Massey University and Central Football, with a view to form a partnership and discuss governance and management structures, level of financial and funding commitment, and ongoing operational considerations (as a precursor to negotiating a Memorandum of Understanding). Following these discussions, that the Chief Executive report back to the Committee with the outcome of negotiations and, if appropriate, proposed terms for a formal partnership agreement.
Community Views	There has been considerable engagement with the key parties involved as part of this research.
Benefits	The need for another turf in the City has been demonstrated through this research. Gauging the level of commitment from the key stakeholders on various governance and management aspects will help to confirm feasibility and next steps.
Risks	The parties are unable to make commitments in the proposed timeframe to progress the proposal to MOU stage.
Financial	Staff time. May require some legal input on draft agreements.
OPTION 2:	Council does not progress the football turf facility proposal through the Regional Sports Facility Plan decision-making process. This option would mean existing budgets to design, consent and construct another artificial turf on Council land (programme 1133) would be considered through the 2023/24 Annual Plan and 2024/34 Long Term Plan processes rather than as a potential partnership opportunity.
Community Views	A mixed reaction to this option from the community is likely. Central Football and Massey University aspirations will not be met (or may have to be realised without a Council contribution).
Benefits	The need for another turf in the City has been demonstrated through this research. A turf on Council land will benefit the footballing community, and other users, but would not fulfil Central Football’s advocacy for a ‘home for football’.
Risks	Reputational risks to Council may arise as Central Football has had an indication from Council of a financial contribution towards a turf facility through LTP processes.
Financial	Depending on the priority of this programme through the next LTP process, the delivery of this programme may result in long-term costs for the Council. The external funding component may prove challenging in the current environment.

Rationale for the recommendations

1. Overview of the problem or opportunitY

1.1 The 2018 Manawatū-Whanganui Regional Sports Facility Plan (RSFP) recommended that a needs analysis and feasibility assessment to investigate the need for, and viability of, multi-code artificial turf/s in Palmerston North be undertaken. The needs assessment was completed in 2020.

1.2 Long Term Plan (LTP) Programme 1906 then funded a feasibility study (at a cost of $35,000) of the provision of an artificial football turf proposed by Central Football as part of a ‘Home for Football for the Manawatū’ concept. The feasibility study report was prepared by specialist sport and recreation consultants Recreation, Sport, Leisure Consultancy (RSLC) and is included as attachment 1.

1.3 The study concluded that the proposal is feasible and recommends a site for an artificial turf at Massey University, in partnership with Massey University and Central Football. The study report makes recommendations for how the proposal should be progressed by Council.

1.4 Following the Regional Sports Facility Plan Investment decision-making process, staff have carried out an assessment of the facility proposal described in the feasibility study against criteria (refer to attachment 2 for more detail). Council now needs to determine if there is enough merit in the proposal to begin negotiating a Memorandum of Understanding (MOU), as recommended by the study report, or pursue other options.

1.5 The diagram below shows the steps in the Facility Investment Decision Making process (endorsed by Council in 2018) and outlines the pathways on completion of a detailed feasibility assessment/study.

Diagram

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2. Background and previous council decisions

2.1 Demand for an artificial football turf has been expressed by the football community for many years through the Central Football Federation, football’s regional sports organisation that covers the Taranaki, Whanganui, Manawatū, Hawkes Bay and Gisborne regions.

2.2 Through a submission to Council’s 2015-25 Long Term Plan (LTP) Central Football proposed that Council support the development of an artificial turf as part of a concept to develop a ‘home for football’ in the Manawatū region. A decision to allocate funds for a new turf was made by Council in the 2015-25 LTP in the absence of information from Central Football of the need for an artificial football turf.

2.3 Budgets for design and consenting, and a contribution towards building the turf (assuming construction on a Council-owned site), were included in Council’s 2018 and 2021 LTPs (through capital programme 1133). The timing of the work has been reprioritised over this period, pending the outcome of the Needs Assessment (completed in 2020) and the Feasibility Study presented in this report.

2.4 Since the initial request from Central Football, work has been completed following the steps outlined in the investment decision-making process in the 2018 RSFP. To date, Council has funded all the research required by this process.

2.5 Staff note that one multi-code sports turf/pitch was opened at the Central Energy Trust Arena (CETA) in 2019 as part of the delivery of the Arena Master Plan (2017) that proposed side-by-side artificial sports turfs (known as Arena 6). The single CETA multi-code turf was funded through the 2018-28 LTP by programme 1082, which also had an external fundraising requirement. The CETA artificial turf is predominantly used by football for both training and competitions. It has had a high level of use since its installation.

2.6 As an outcome of the Artificial Football Turf Feasibility Study, the investment in another artificial turf in the City has been included as a high priority action in the recent review of the Palmerston North sections of the Regional Sport Facility Plan (reported to Council in November 2022). This recommendation is based on the need to increase the capacity of the current sports field network, and, meet training needs for football and other codes that use sports fields.

2.7 An artificial football turf positioned within a ‘Home for Football’, as proposed by Central Football, would meet the definition of a ‘sub-regional facility’ in the RSFP. A sub-regional facility is one that can draw significant players from across adjacent territorial authority boundaries for competition and training purposes. At a national code level, the New Zealand Football National Facilities Strategy facilities hierarchy seek to create ‘regional homes for football’, that should include an artificial football turf alongside grass pitches and provide an administration base for locally based Federation staff.

3. KEY FINDINGS AND RECOMMENDATIONS of the FEASIBILITY STUDY

3.1 The key findings from the feasibility study are:

· There is a shortfall in playable training fields in Palmerston North, particularly for football.

· There are several options that Council could use to meet the training field shortfall, including developing new soil fields, upgrading existing fields and developing another artificial turf.

· Five sites to locate the turf were initially evaluated; sites at CETA, Freyberg High School and Massey University were shortlisted for further investigation.

· The whole of life costs and the financial impacts on Palmerston North ratepayers would be reduced if another turf is located at a third-party venue rather than on Council land.

· A site at Massey University, within its sports field complex, has been identified as the preferred location for an artificial turf. This site preference is based on many factors including enabling the development of a ‘home for football’ and achieving the lowest whole-of-life cost for the Council.

· A preliminary cost estimate for the turf and ancillary development costs are $2,725,500 (see attachment 1 section 4.1).

3.2 The feasibility study recommended:

1. Massey University is the preferred location for any additional artificial turf in Palmerston North.

2. Council investigates some of the options outlined in Section 2 of the feasibility study to supplement any additional artificial turf in order to fully meet the current and future demand pressure on sports fields.

3. Council commences discussions with Massey University, and other key stakeholders, to determine the terms on which the turf could be hosted at Massey. These discussions would form the basis of a Memorandum of Understanding to be signed by PNCC, Massey and Central Football. The discussions should encompass:

· Ownership, governance and management of the turf, including bookings

· The level of contribution PNCC is prepared to make to maintenance and renewal costs (if any)

· An appropriate cost recover/affordable user-pays model

· Guaranteed levels of community access

4. Description of options

Option 1 (preferred): That, in line with the feasibility study’s recommendation 3, the Chief Executive begins discussions with Massey University and Central Football with a view to form a partnership and discuss governance and management structures, level of financial and funding commitment, and on-going operational considerations (as a precursor to negotiating an MOU).

4.1 This recommendation would allow Council to explore the readiness of all parties to enter into an agreement to provide a new turf. These discussions would include the expected level of community access and financial commitment (particularly the need for a more specific funding plan).

4.2 The assessment of the proposal against the RSFP’s key principles and criteria has shown that:

· There is good alignment with the RSFP principles, especially partnerships and collaboration. As the proposal’s specific details are worked through with the partnering organisations, more assessment against the principles of RSFP will be required.

· The proposal displays a strong degree of alignment with NZ Football’s National Facility Plan and Central Football’s Strategic Plan. A good degree of alignment with other planning documents, including Council’s Active Communities Plan, has been identified.

· Based on the outcome of this feasibility study, the investment in another artificial turf in the City has been included as a high priority action in the recent review of the Palmerston North sections of the Regional Sport Facility Plan (reported to Council in November 2022).

· The proposed facility will provide for the projected needs of the football and wider sporting community within the City and Manawatū region.

· Central Football, as the proponent organisation for the facility, demonstrates good governance, management and operational structures. Some financial information, and membership trends still need to be confirmed.

4.3 Further commentary in relation to how the proposal has been evaluated is contained in attachment 2.

Option 2: The Council does not progress the football turf facility proposal through the RSFP decision-making process.

This option would mean the existing budgets to design, consent and construct another artificial turf on Council land (programme 1133) would be considered through the 2023/24 Annual Plan and 2024/34 LTP processes rather than as a potential partnership opportunity.

4.4 Exploring a partnered facility option (versus building on Council land) and moving the proposal through the RSFP process steps since 2018 have impacted on momentum. A considerable amount of time has elapsed since the original approach from Central Football to the Council to support the proposal, and the receipt of this feasibility study. This, along with shifting the timing of programme budgets, has impacted on progress.

4.5 Council support for this proposal has been indicated for several years in successive LTPs, and this has potentially raised expectations from stakeholders that this investment will eventuate. However, the proposal has been evaluated during challenging times, including the Covid-19 pandemic and considerable economic uncertainty for all stakeholders.

4.6 This option presents an opportunity to reflect on the facility proposal in the current environment, and potentially explore other options to meet the identified needs for football (including exploration of the other options outlined in recommendation 2 of the feasibility study).

5. Analysis of options

5.1 To assess the options four criteria have been developed. These test each option against strategic alignment/consistency, level of stakeholder support for the option, the financial impact for each and how easily the option can be implemented.

5.2 This table summarises the options and makes an assessment (high, medium or low degree) against each criterion:

Option	Strategic alignment/ consistency	Stakeholder Level of support	Financial impact	Ease of implementation
1. Begin discussions with Massey University and Central Football with the view to forming a partnership.	High	High	Low	Medium
2. Do not progress the turf facility proposal through the RSFP decision-making process; decide on the future of programme 1133 through the 2023/24 Annual Budget and/or LTP processes.	High	Low	Low	High

5.3 Based on this analysis, Option 1 is preferred.

6. financial implications

6.1 Over the last five years, Council has funded the research and investigative work (technical assessment of sites, financial assessment, needs assessment and feasibility study) for this facility proposal at a total cost of approximately $75,000 (excluding staff time).

6.2 The current assumption in the 2021-31 LTP is a capital cost of $2,158,698 for a new turf funded through both a Council contribution and other grants and subsidies in 2024/25.

6.3 Council has budgeted for design and consenting costs of $199,000 in 2023/24 (programme 1133). In a partnered facility scenario, the design and consenting costs would normally fall to the landowner. If a partnership is formed, and the turf is located at Massey, then this cost would need to be converted to operational rather than capital expenditure.

6.4 The ongoing operational impacts of a partnered facility need further exploration and any maintenance or renewal costs will need to be budgeted for by Council and other parties in either option scenario.

6.5 Budget assumptions for capital investments for other partnered facilities in the past have typically used a third Council/third proponent group/third externally fund-raised funding model. This approach is discussed in Section 4 of the Feasibility Study, with further commentary in Appendix 11. Based on a $2,725,500 capital build cost, a third share split would amount to $908,500.

6.6 Massey University has indicated that while it can contribute land, it is not able to contribute to the cost of the development of a turf facility on campus. Massey has also indicated that the maintenance and renewal costs would be met through user charges and any shortfall would need to be met by Central Football through external fundraising.

6.7 Central Football has indicated that it will lead the fundraising effort if the turf is based at Massey but would not take that role if another site is selected. The funding provision initially made by Council in 2015 was based on Central Football accessing funding from international governing body, FIFA. A funding commitment from FIFA has since been confirmed as unavailable.

6.8 Should Council decide to proceed with further planning and construction of a new turf in partnership with other parties, LTP programme 1133 will need to be replaced with a new 2024-34 LTP operational grant programme. While previous reports on the financial aspects of this proposal have indicated Council’s contribution be capped at $550,000, it is potentially unrealistic for the partners involved to raise the balance amount (approximately $2.2 million). This aspect needs further exploration through the discussions proposed on the need for a funding plan.

7. Key stakeholder feedback

7.1 Central Football supports the study’s recommendation that an artificial turf be sited at Massey University. Central Football staff note that the organisation appreciated being involved in the study’s consultation process and indicated a willingness to continue involvement and assist with the next steps of the project.

7.2 Massey University staff involved in the proposal expressed ‘excitement’ for the site at the University to be considered ‘the preferred location’, however, also appreciate that there is still a considerable amount of work to do to see any turf facility being completed. They note that due to the other community facilities on campus already (the hockey turf and athletics track), there is synergy in having a football turf located there.

7.3 Other parties considered as part of the site selection process have also been provided an update on the feasibility study work.

8. Conclusion

8.1 The RSFP investment decision-making process provides this facility proposal with a framework to guide next steps and inform future funding decisions.

8.2 The study concluded that the proposal is feasible and recommends a site for an artificial turf at Massey University in partnership with Massey University and Central Football. Recommendations include Council beginning discussions with Massey University, and other key stakeholders, to determine the potential terms of a MOU.

8.3 Following discussions, should the Council and partners not be able to advance the proposal, the Artificial Football Turf Feasibility Study indicates that other options could be explored to contribute to meeting current and future demands on sports fields (Section 2 of the feasibility study). Any other options identified may also require further resources.

9. Next actions

9.1 Should Option 1 be adopted, next steps will be:

· Discussions with key partners/stakeholders as described.

· Report back to the Committee with proposed terms for the Memorandum of Understanding based on the guidance provided by the Artificial Football Turf Feasibility Study.

10. Outline of community engagement process

10.1 No wider community engagement is planned at this stage.

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 2: A Creative and Exciting City
The recommendations contribute to the achievement of action/actions in Active Communities The action is: Plan and build an artificial football turf
Contribution to strategic direction and to social, economic, environmental and cultural well-being	The preparation of a feasibility study concluded another step to progress decision-making for an artificial football turf proposal as part of a ‘Home for Football’ in the Manawatū region. This research, guided by the RSFP investment decision-making process, informs Council’s decision-making processes. It relates social well-being and Council’s goal of being a more active community.

Attachments

1.	Palmerston North City Council Artificial Turf Feasibility Study by RSLC ⇩
2.	Assessment of Feasibility Study against Regional Sport Facility Plan criteria ⇩

Memorandum

TO: Culture & Sport Committee

MEETING DATE: 8 March 2023

TITLE: Victoria Esplanade User Group - Amendments to Terms of Reference

Presented By: Kathy Dever-Tod, Group Manager - Parks and Logistics and Aaron Phillips, Activites Manager - Parks

APPROVED BY: Bryce Hosking, Acting Chief Infrastructure Officer

RECOMMENDATION(S) TO COUNCIL

1. That Council approve amendments to the 2018 Victoria Esplanade User Group Terms of Reference, as detailed in Attachment 1 of this report.

1. ISSUE

1.1 The membership section of the Terms of Reference for the Victoria Esplanade User Group is out of date and requires amendment.

2. BACKGROUND

2.1 Council approved a Victoria Esplanade User Group Terms of Reference in December 2018 in conjunction with adopting the Victoria Esplanade Masterplan.

2.2 User Group membership currently includes one Councillor, Council staff, user groups, stakeholders and tenants of the Victoria Esplanade.

Membership changes

2.3 The Terms of Reference needs to be updated to incorporate a few membership changes. The changes, and the reason for them, are outlined below:

· In November 2022, Council appointed two Councillors to the User Group. The 2018 Terms of Reference only provides for one Councillor appointed by the Mayor.

· The Council Officer position of Parks Manager has changed to Group Manager – Parks and Logistics.

· The Council Officer position of Senior Parks Planner has changed to Activities Manager – Parks.

· The Manawatū Bonsai club have been supporting Council in its care and planning for display of Council’s bonsai collection. Provision needs to be made for the Lions Club to have representation on the user group.

· The Lions Club of Middle Districts raised funds and constructed the mini golf course in the playground in 2022. Provision needs to be made for the Lions Club to have representation on the user group.

Meeting organisation and reporting

2.4 It is recommended that Clauses 5 and 6 of the Terms of Reference be amended to make Council Officers responsible for organising, chairing and reporting on the forum rather than a selected chairperson from the wider membership. The change is recommended because:

· The wider membership, and particularly the groups that regularly attend the forum, are largely volunteers with extensive existing commitments. There is low interest in taking on the additional responsibilities of organising, chairing and reporting on the meetings.

· Council Officers have been filling the chairperson role and responsibilities to the satisfaction of the forum membership, including taking and circulating minutes.

2.5 The Terms of Reference with proposed changes, highlighted in tracked change text, are contained in Attachment 1.

2.6 The proposed amendments to the Terms of Reference have been circulated to the existing User Group membership for their feedback.

3. NEXT STEPS

3.1 Incorporate the changes to the Terms of Reference.

3.2 Circulate the 2023 Victoria Esplanade User Group Terms of Reference to the User Group membership, including the two Councillor appointments.

3.3 Invite the Lions Club of Middle Districts to nominate a representative to the User Group.

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 1: An Innovative and Growing City
The recommendations contribute to the achievement of action/actions in Active Communities The action is: Provide and maintain city reserves, local reserves, sportsfields, Central Energy Trust Arena, aquatic facilities, walkways, shared paths, sport and recreation facilities
Contribution to strategic direction and to social, economic, environmental and cultural well-being	Updating the Victoria Esplanade User Group Terms of Reference for currency, including the membership provisions, ensures that stakeholder organisations can nominate a representative to the User Group and participate in discussions on aspects of the development, events and operations of the Victoria Esplanade.

Attachments

Victoria Esplanade User Group Terms of Reference ⇩

Memorandum

TO: Culture & Sport Committee

MEETING DATE: 8 March 2023

TITLE: Manawatū Community Athletics Track - Annual Report for 2022

Presented By: Aaron Phillips, Activities Manager - Parks and Kathy Dever-Tod, Group Manager - Parks and Logistics

APPROVED BY: Bryce Hosking, Acting Chief Infrastructure Officer

RECOMMENDATION(S) TO Culture & Sport Committee

1. That the Committee receive the Manawatū Community Athletics Track Annual Report for 2022, of 8 March 2022 presented to the Culture & Sport Committee.

1. ISSUE

1.1 The Manawatū Community Athletics Track was established on Massey University’s Turitea Campus in 2001 as a partnership between the athletics community, Massey University and the Palmerston North City Council (PNCC).

1.2 This memorandum provides commentary on the 2022 Annual Report from the Advisory Committee.

2. BACKGROUND

2.1 The facility operated under a Memorandum of Understanding (MOU) which was formed in 2000. The 2000 MOU was reviewed and updated in 2021.

2.2 Under the MOU an Advisory Committee oversees the track governance with appointments from Massey University, PNCC and Palmerston North Athletic and Harrier Club (PNA&HC).

2.3 In 2022 Palmerston North City Council was represented by Councillor Bruno Petrenas and the Activities Manager – Parks, Aaron Phillips.

2.4 The Council contributes $78,900 + GST per year towards both the maintenance and renewals of the track. Massey University provides day-to-day facility administration, management, maintenance and security services, as well as sharing in maintenance and renewal costs. The PNA&HC provides track and field equipment and often assists with events and schools use.

2.5 The 2022 Annual Report (Attachment One):

· Notes the disruptions from Covid-19. This was particularly evident in the secondary school use, down from 13 to 3 bookings and a reduction in visits of over 5,000, compared to 2021.

· Acknowledges the contributions of all the parties and especially Massey University and PNA&HC in operating the Athletics Track for the benefit of the community. A special mention of former Councillor Petrenas is made.

· Shows that during the year 677 bookings were made with an estimated 16,235 uses of the track.

2.6 Figures One and Two plot the trends for the estimated number of booked users (excluding casual use) and the number of bookings:

Figure One: Estimated use numbers

Figure Two: Booking numbers

2.7 The booking officer advises that increase in bookings in 2022 was due to an increase in the athletic club bookings for trainings.

2.8 The decrease in the number of uses was due to the reduction in the high school bookings due to Covid-19 restrictions. The number of high school bookings were 3 in 2022, compared to 13 in 2021, and the estimated number of users was 5,723 uses lower than in 2021.

2.9 No statistics are available on casual community use.

2.10 While not covered in the report it is noteworthy that Massey University had been successful in securing the Manawatu Community Athletics Track as the venue for the January 2023 Colgate Games. Unfortunately, the decision was made to relocate the event due to the number of large events on in the city at the same time and the shortage of accommodation.

2.11 The ongoing commitment of key athletics club volunteers is noted by Council representatives on the Advisory Committee. Their care and passion for the club and the track facilities is central to the community use experienced at the Track.

3. NEXT STEPS

3.1 Thank the Advisory Committee for their efforts, and those of their respective organisations, in providing this facility for the Palmerston North and wider Manawatu communities.

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 2: A Creative and Exciting City
The recommendations contribute to the achievement of action/actions in Active Communities The action is: Enable long-term community access to the Massey Community Athletics Track and hockey turf facilities
Contribution to strategic direction and to social, economic, environmental and cultural well-being	The Manawatū Community Athletics Track provides the only high-quality specialised athletics surface and facilities in the Manawatū. It provides athletics opportunities for sport and recreation.

Attachments

Manawatū Community Athletics Track Annual Report 2022 ⇩

Committee Work Schedule

TO: Culture & Sport Committee

MEETING DATE: 8 March 2023

TITLE: Committee Work Schedule

RECOMMENDATION TO Culture & Sport Committee

1. That the Culture & Sport Committee receive its Work Schedule dated March 2023.

COMMITTEE WORK SCHEDULE – MARCH 2023
Item No.	Estimated Report Date	Subject	Officer Responsible	Current Position	Date of Instruction/ Clause number
1.	~~March 2023~~	~~Artificial Football Turf feasibility assessment - update for Programme 1906~~	~~Chief Planning Officer~~		17 August 2022 Clause 23-22
2.	~~March 2023~~	~~Annual Sector Lead Report (Square Edge and The Stomach)~~	~~Chief Customer Officer~~		~~Terms of Reference~~
3.	~~March~~ April 2023	Update on the Artist in Residence Scheme accommodation	Chief Customer Officer	Delayed until information available at the request of the Chair	10 August 2022 Clause 19
4.	~~March~~ April 2023	Covered Bowling Green feasibility study - update for Programme 1891	Chief Planning Officer/Chief Infrastructure Officer	Delayed due to illness	17 August 2022 Clause 23-22
5.	April 2023	Six Month Performance Report - Te Manawa, The Globe and The Regent	Assistant Chief Executive		Terms of Reference
6.	April 2023	Draft Statement of Intent 2023-2026 - Te Manawa, The Globe and The Regent	Assistant Chief Executive		Terms of Reference
7.	June 2023	Annual report from PN Public Sculpture Trust	Assistance Chief Executive		Council 29 April 2019 Clause 36.4
8.	June 2023	Final Statement of Intent 2023-26 - Te Manawa, The Globe and The Regent	Assistant Chief Executive		Terms of Reference
9.	June 2023	Feasibility of siting a Chinese Garden within the Victoria Esplanade	Chief Infrastructure Officer		Committee of Council 9 June 2021 Clause 28.29-21
10.	June 2023	Annual progress report on the development of heritage themes, including military heritage, across Council programmes	Chief Planning Officer		10 August 2022 Clause 17.2
11.	June 2023	Report to identify and assess ongoing funding arrangement options for PN Public Sculpture Trust, and options for public input to inform the Trust’s planning of type and location of future installations	Chief Customer Officer		10 August 2022 Clause 14.2
12.	September 2023	Annual report on Maintenance and Renewal Plans and Budgets for Cultural Facilities	Chief Infrastructure Officer		25 June 2018 Clause 19.2
13.	September 2023	Play Policy Annual Implementation Monitoring Report	Chief Customer Officer		14 April 2021 Clause 12-21
14.	November 2023	Annual Report: Sport Manawatū 2022/2023 to Palmerston North City Council	Chief Planning Officer		Terms of Reference
15.	November 2023	Aquatic Facilities – Feasibility Study	Chief Planning Officer		17 August 2022 Clause 23-22
16.	November 2023	Annual Report 2022-2023 - Te Manawa, The Globe and The Regent	Assistant Chief Executive		Terms of Reference
17.	June 2024	Development of conservation plan for Caccia Birch House and property, costed and included in the CBH Masterplan programme of work for 2023/24	Chief Infrastructure Officer		Council 2 June 2021 Clause 50.5-21
18.	June 2025	Review of in-house service delivery of Caccia Birch House	Chief Customer Officer		Council 2 June 2021 Clause 50.7-21
19.	TBC	Tree Policy	Chief Infrastructure Officer/Chief Planning Officer

Attachments

NIL