Agenda of Culture & Sport Committee - Wednesday, 25 September 2024

Culture & Sport Committee MEETING

25 September 2024

Order of Business

2. Apologies

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.

4. 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.

5. Public Comment

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

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

6. Presentation - Volleyball Manawatū Page 7

7. Presentation - Centrepoint Theatre Page 9

8. Confirmation of Minutes Page 11

That the minutes of the Culture & Sport Committee meeting of 26 June 2024 Part I Public be confirmed as a true and correct record.

9. Play Policy - Annual Implementation and Monitoring Report 2024 Page 17

Memorandum, presented by Manumea Durie, Play Advisor and Amy Viles, Community Development Manager.

10. Response to the recommendations from the 'Multiuse Indoor Courts and Covered Outdoor Courts Study 2024 for Palmerston North City Council' prepared by RSL Consultants Page 31

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

11. Statement of Intent to Develop Reserve Management Plans Page 37

Report, presented by Aaron Phillips, Activities Manager - Parks.

12. Te Manawa Museums Trust - Annual Report 2023-24 Page 49

Memorandum, presented by Sarah Claridge, Governance Advisor.

13. The Regent Theatre Trust - Annual Report 2023-24 Page 105

Memorandum, presented by Sarah Claridge, Governance Advisor.

14. The Globe Theatre Trust - Annual Report 2023-24 Page 167

Memorandum, presented by Sarah Claridge, Governance Advisor.

15. 2024/25 Maintenance and Renewal Plans and Budgets for Cultural Facilities Page 207

Memorandum, presented by Bill Carswell, Manager Property and Resource Recovery.

16. Conservation Plan for Caccia Birch House and Property Page 211

Memorandum, presented by John Lynch, Manager - Venues and Events.

17. Statements of Expectation for Cultural Council Controlled Organisations 2025-2028 Page 215

Memorandum, presented by Gillian Tasker, Community Development Advisor (Arts).

18. Palmerston North Public Sculpture Trust Annual Report to Council September 2024 Page 239

Memorandum, presented by Simon Barnett, Chairperson, Palmerston North Public Sculpture Trust.

19. Committee Work Schedule Page 243

20. Karakia Whakamutunga

21. 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 Culture & Sport Committee Meeting Part I Public, held in the Council Chamber, First Floor, Civic Administration Building, 32 The Square, Palmerston North on 26 June 2024, commencing at 1.02pm

Members

Present:

Councillor Rachel Bowen (in the Chair), The Mayor (Grant Smith) and Councillors Billy Meehan, Mark Arnott, Vaughan Dennison, Patrick Handcock, Leonie Hapeta, William Wood and Kaydee Zabelin.

Non Members:

Councillor Brent Barrett.

Apologies:

The Mayor (Grant Smith) (early departure, on Council business), Councillor Debi Marshall-Lobb.

Councillor Orphée Mickalad entered the meeting at 1.05pm after consideration of clause 19. He was not present for clause 19.

The Mayor (Grant Smith) left the meeting at 1.33pm during consideration of clause 21. He was not present for clauses 21 to 27 inclusive.

Councillor Lew Findlay entered the meeting at 1.39pm during consideration of clause 21. He was not present for clauses 19 and 20.

	Karakia Timatanga
	Councillor Rachel Bowen opened the meeting with karakia.

19-24

Apologies

Moved Rachel Bowen, seconded Billy Meehan.

The COMMITTEE RESOLVED

1. That the Committee receive the apologies.

Clause 19-24 above was carried 10 votes to 0, the voting being as follows:

For:

The Mayor (Grant Smith) and Councillors Rachel Bowen, Billy Meehan, Mark Arnott, Vaughan Dennison, Patrick Handcock, Leonie Hapeta, William Wood, Kaydee Zabelin and Brent Barrett.

Councillor Orphee Mickalad entered the meeting at 1.05pm.

	Declaration of Interest
	Councillor Kaydee Zabelin declared an interest in Item 11 (Remuneration for Council Controlled Organisation Board Members) (clause 25). She also declared an interest in Item 14 (The Regent Theatre Trust – Final Statement of Intent 2024-2027) (clause 26) but stated she would consider this with an open mind.

20-24

Presentation - Gravel & Tar

Presentation, by Steve Stannard, Race Director.

Steve spoke about the National Criterium Championships and the Gravel & Tar events. He said both events were successful and attracted competitors from around New Zealand and internationally.

The Gravel & Tar women’s race is the only women’s cycling race in New Zealand apart from the national championships, and is the second race in the world that pays the same prize money as men.

He made several acknowledgments to those who contributed to making these events successful, outlined the benefits to our city and region, noted some operational challenges, and requested continued support from Council.

Moved Rachel Bowen, seconded Billy Meehan.

The COMMITTEE RESOLVED

1. That the Culture & Sport Committee receive the presentation for information.

Clause 20-24 above was carried 11 votes to 0, the voting being as follows:

For:

The Mayor (Grant Smith) and Councillors Rachel Bowen, Billy Meehan, Mark Arnott, Vaughan Dennison, Patrick Handcock, Leonie Hapeta, William Wood, Kaydee Zabelin, Brent Barrett and Orphée Mickalad.

21-24

Presentation - New Zealand Rural Games

Presentation, by Daniel O’Regan, Marketing Manager, Margaret Kouvelis, outgoing Trust Board Chair and James Stewart, Trust Board Member.

Margaret said the Board are steadfast on keeping the games in Palmerston North as they continue to receive interest from Christchurch and Auckland wanting to hold the event in their city. She said where the games continue to be successful they will continue to hold them.

Agri-futures (Friday Programme) has gained support from Ministry for Primary Industries as a nationwide strategy to be incorporated into the syllabus for secondary schools.

James spoke to the PowerPoint presentation (appended to these Minutes) outlining the details of the event this year, how successful and positive it was, some of the challenges faced such as traffic, parking, attendance capacity, and that they are looking into ways to mitigate these for future events.

The Board acknowledged the support from Council and noted the event’s benefits are wide-reaching beyond the three days.

The Mayor (Grant Smith) left the meeting at 1.33pm.

Councillor Lew Findlay entered the meeting at 1.39pm.

Moved Rachel Bowen, seconded Billy Meehan.

The COMMITTEE RESOLVED

1. That the Culture & Sport Committee receive the presentation for information.

Clause 21-24 above was carried 10 votes to 0, with 1 abstention, the voting being as follows:

For:

Councillors Rachel Bowen, Billy Meehan, Mark Arnott, Vaughan Dennison, Patrick Handcock, Leonie Hapeta, William Wood, Kaydee Zabelin, Brent Barrett and Orphée Mickalad.

Abstained:

Councillor Lew Findlay.

22-24

Confirmation of Minutes

Moved Rachel Bowen, seconded Billy Meehan.

The COMMITTEE RESOLVED

1. That the minutes of the Culture & Sport Committee meeting of 27 March 2024 Part I Public be confirmed as a true and correct record.

Clause 22-24 above was carried 11 votes to 0, the voting being as follows:

For:

Councillors Rachel Bowen, Billy Meehan, Mark Arnott, Vaughan Dennison, Lew Findlay, Patrick Handcock, Leonie Hapeta, William Wood, Kaydee Zabelin, Brent Barrett and Orphée Mickalad.

23-24

Council endorsement of He rā ki tua - Horizons Region Spaces and Places Plan for Sport and Recreation 2023-2043

Memorandum, presented by Ann-Marie Mori, Policy Analyst, Kelly Shanks, Chief Executive - Sport Manawatū and Carl Johnstone, General Manager Partnerships - Sport Manawatū.

Moved Rachel Bowen, seconded Billy Meehan.

The COMMITTEE RECOMMENDS

1. That Council endorse the ‘He rā ki tua - Horizons Region Spaces and Places Plan for Sport and Recreation 2023-2043’ (Attachment 1) to inform and guide Council decisions on play, active recreation and sports facilities.

2. That Council note the Chief Executive will enter into a Memorandum of Understanding for implementing He rā ki tua - Horizons Region Spaces and Places Plan for Sport and Recreation 2023-2043.

Clause 23-24 above was carried 11 votes to 0, the voting being as follows:

For:

Councillors Rachel Bowen, Billy Meehan, Mark Arnott, Vaughan Dennison, Lew Findlay, Patrick Handcock, Leonie Hapeta, William Wood, Kaydee Zabelin, Brent Barrett and Orphée Mickalad.

24-24

Annual Progress Report on Heritage Themes in Council Programmes 2023/24

Memorandum, presented by Keegan Aplin-Thane, Senior Planner and Linda Moore, Manager City Library.

Officers noted an error in the report where it referenced Remembrance Day instead of Armistice Day.

Moved Rachel Bowen, seconded Billy Meehan.

The COMMITTEE RESOLVED

1. That the Committee receive the memorandum titled ‘Annual Progress Report on Heritage Themes in Council Programmes 2023/24’, presented to the Culture & Sport Committee on 26 June 2023.

Clause 24-24 above was carried 11 votes to 0, the voting being as follows:

For:

Councillors Rachel Bowen, Billy Meehan, Mark Arnott, Vaughan Dennison, Lew Findlay, Patrick Handcock, Leonie Hapeta, William Wood, Kaydee Zabelin, Brent Barrett and Orphée Mickalad.

25-24

Remuneration for Council Controlled Organisation Board Members

Memorandum, presented by Sarah Claridge, Democracy & Governance Advisor.

Moved Rachel Bowen, seconded Billy Meehan.

The COMMITTEE RECOMMENDS

1. That the remuneration for Te Manawa be set out as one annual figure in the Appointment of Directors Policy (expenses and meeting fee combined), so as to read:

· Te Manawa Chair: $6,980

· Te Manawa Board Member: $2,980

2. That Council increase the remuneration of the Chairs of the Regent Theatre and Globe Theatre Trust Boards to $1,200 for the 2024/25 year.

3. That Council agree an annual remuneration for Board Members of the Regent Theatre and Globe Theatre of $1,020 for the 2024/25 year.

4. That Council note that the remuneration fees will be adjusted annually for inflation and reviewed by 2027, in accordance with the Appointment of Directors Policy, recently reviewed.

Clause 25-24 above was carried 9 votes to 1, the voting being as follows:

For:

Councillors Rachel Bowen, Billy Meehan, Mark Arnott, Vaughan Dennison, Lew Findlay, Patrick Handcock, William Wood, Brent Barrett and Orphée Mickalad.

Against:

Councillor Leonie Hapeta.

Note:

Councillor Kaydee Zabelin declared an interest, withdrew from the discussion and sat in the gallery.

26-24

The Globe Theatre Trust - Final Statement of Intent 2024-2027

Te Manawa Museums Trust - Final Statement of Intent 2024-2027

The Regent Theatre Trust - Final Statement of Intent 2024-2027

Memorandum, presented by Sarah Claridge, Democracy & Governance Advisor.

Moved Rachel Bowen, seconded Billy Meehan.

The COMMITTEE RESOLVED

1. That the Committee agree the final Statement of Intent 2024-2027 (Attachment 1) submitted by the Globe Theatre Trust Board.

2. That the Committee agree the final Statement of Intent 2024-2027 (Attachment 1) submitted by Te Manawa Museums Trust Board.

3. That the Committee agree the final Statement of Intent 2024-2027 (Attachment 1) submitted by the Regent Theatre Trust Board.

Clause 26-24 above was carried 11 votes to 0, the voting being as follows:

For:

Councillors Rachel Bowen, Billy Meehan, Mark Arnott, Vaughan Dennison, Lew Findlay, Patrick Handcock, Leonie Hapeta, William Wood, Kaydee Zabelin, Brent Barrett and Orphée Mickalad.

Note:

Councillor Kaydee Zabelin declared an interest in recommendation 3, but stated she would consider the item with an open mind.

27-24

Committee Work Schedule

Moved Rachel Bowen, seconded Billy Meehan.

The COMMITTEE RESOLVED

1. That the Culture & Sport Committee receive its Work Schedule dated June 2024.

Clause 27-24 above was carried 11 votes to 0, the voting being as follows:

For:

Councillors Rachel Bowen, Billy Meehan, Mark Arnott, Vaughan Dennison, Lew Findlay, Patrick Handcock, Leonie Hapeta, William Wood, Kaydee Zabelin, Brent Barrett and Orphée Mickalad.

	Karakia Whakamutunga
	Councillor Rachel Bowen closed the meeting with karakia.

The meeting finished at 2.33pm

Confirmed 25 September 2024

Chair

Memorandum

TO: Culture & Sport Committee

MEETING DATE: 25 September 2024

TITLE: Play Policy - Annual Implementation and Monitoring Report 2024

Presented By: Manumea Durie, Play Advisor and Amy Viles, Community Development Manager

APPROVED BY: Danelle Whakatihi, General Manager Customer & Community

RECOMMENDATION TO Culture & Sport Committee

1. That the Committee receive the memorandum titled ‘Play Policy - Annual Implementation and Monitoring Report 2024’, presented to the Culture & Sport Committee on 25 September 2024.

1. ISSUE

1.1 Council’s Play Policy was adopted in April 2021, and stated that progress towards implementation will be reported to Council annually.

1.2 This report provides the 2023/2024 annual progress updates on the Play Policy Implementation Plan (see Attachments 1 and 2), including updates of progress made on areas for improvement identified in previous annual reports, dated September 2023 and August 2022.

2. BACKGROUND

2.1 The Recreation and Play Mahere Rēhia 2024 Plan includes an action that the Council will provide and promote opportunities for play. The Play Policy links to this action point and its associated Implementation Plan details the actions Council intend to take to achieve the policy objectives.

2.2 The Play Policy guides Council’s decision-making processes and commitment to providing a range of play opportunities in areas including:

· Parks and Reserves planning, management and development

· Facility programming and development, e.g. libraries and aquatic centres

· Urban design response to public space infrastructure development

· Placemaking activities such as street activations

· Community events and activities

· Support to strategic partners such as Rangitāne o Manawatū and Sport Manawatū.

2.3 There were three relevant play budgets in the previous Long-Term Plan and in this reporting period, which provided support to the delivery of the Play Policy Implementation Plan action points, including:

· [Budget number 2006] City Centre Play- Fixed Play Development - $151K in 2023/2024

Ø Installation of The Railway Land full sized basketball court, lighting, seating and the Palmy Proud giant deck chair. This installation compliments the neighbouring skatepark and provides tamariki and rangatahi (young people) another play option in the CBD.

Ø Installation of the outdoor musical instruments in Te Marae o Hine (The Square). Promoting different types of play in the CBD for all ages and abilities.

· [Budget number 2017] City Centre Play- Pop-Up Play - $31K in 2023/2024

Ø Delivery of Palmy Pop-Up Play School Holiday Series throughout 2023/2024: In partnership with Manawatu Multicultural Council, Library, Global Parents Support, Kiwi Kids Conservation Club, River Stop Awapuni, ACROSS, and REACH Roslyn. Supporting free play options for whānau along with activating Council’s outdoor public play spaces with the community.

Ø Ongoing delivery of the Library Walls Alive Project: Collaboration with Library Innovations and UCOL Work-hub. Utilising Council’s outdoor projection mapping technology, UCOL creative media students develop outdoor animations for public spaces. Supporting Council’s efforts towards promoting the City Centre as an exciting and vibrant space.

Ø Delivered the Palmy Play Festival 2023: An event to mark national Play Week 2023, delivered in partnership with the Welcoming Communities Programme, Manawatū Multicultural Council and various community stakeholders. This was the city’s first dedicated play event celebrating the city’s cultural diversity through the universal love of play.

· [Budget number 1463] Play Palmy- Play Initiatives - $5K in 2023/2024

Ø Established the George Street Reef Project: In partnership with the Library and community group Woolly Riot. First Installation is due in late 2024 and will see the activation of the space commonly known as ‘50 George’ as the city’s first dedicated pop-up free play space. The space will feature a mixture of loose parts play items, yarn bombing and a mixed medium sensory wall. The project has instigated free weekly community knitting and crocheting sessions in Awapuni and Central Library and the delivery of free craft sessions by a local play facilitator to ensure community involvement in the development of this pop-up play space.

Ø Launched the Puanga Passport to Play Edition: A collaboration between Council and Rangitāne o Manawatū. The Puanga Passport to Play celebrates Puanga Matariki and offers whānau a chance to connect the meaning of each whetū (star) to an outdoor space across the rohe (region) - providing another fun way to explore our city’s outdoor play spaces.

2.4 In previous annual reports to the Cultural & Sport Committee (September 2023 and August 2022), several areas of focus were identified to continue the implementation of the Play Policy. Progress on these identified areas over the past year is detailed below.

3. ANNUAL PROGRESS

Recommended improvements from September 2023 Report	Update as at August 2024
Continue to promote Play Policy objectives across Council to maximise cross unit collaboration and communication.	· In late 2022, PNCC was accepted onto Sport NZ’s Local Government Play Workforce Cohort 1: One of five councils from across New Zealand. This programme includes funding for participating councils to employ a dedicated Play role, and as a result Council employed a Play Advisor in February 2023. The PNCC Play Advisor ensures the ongoing coordination across Council units for the integration of Play Policy objectives. · The Play Advisor developed the Play Policy Implementation Plan, which was finalised in June 2023 (see Attachment 1). The Play Policy Implementation Plan takes the fourteen guidelines of the policy and outlines the key action points Council will take to progress Council’s capabilities around each policy objective. · Alongside this work, the Play Advisor has reactivated Council’s internal Play Champions Network and established a community Play Champions group, to ensure a collaborative approach towards the delivery of the Play Policy Implementation Plan. · It is noted that play outcomes are also supported through Sport Manawatū’s investment in a 0.5 FTE dedicated Play Systems Lead. Council’s Play Advisor and Sport Manawatū’s Play Systems Lead (PSL) work together to coordinate delivery of Council’s Play Policy Implementation Plan.
Continue to prioritise Play Policy Implementation Plan timeline targets to ensure methodical progress is achieved.	· The Play Advisor reviews the Play Policy Implementation Plan monthly and aligns appliable deadlines within the implementation plan to wider Council schedules and workstreams. · The Play Advisor will support the upcoming Play Policy review and adjust the Implementation Plan accordingly. This review is due by the end of 2024.
Investigate opportunities to integrate Neighbourhood Play System (NPS) recommendations into Long-Term Plan Programming.	· The NPS model is led by Regional Sports Trusts and is a play-based urban design approach that places the voices of tamariki at the centre of planning for the design of play friendly neighbourhoods. The NPS model brings together neighbourhood communities, school and kura, whānau and tamariki to highlight their play aspirations and current barriers to play in the neighbourhood. · The Play Advisor coordinated a meeting between Sport Manawatū’s lead NPS Officers and relevant Council Officers to receive an overview of the NPS model and the findings of Palmerston North’s first NPS report- Terrace End School & Roslyn Surrounds. · Council staff provided initial feedback on the report recommendations and initial advice on where some of these recommendations could be integrated into Council’s Long-Term Planning. Council Play Advisor’s support towards delivery of NPS recommendations: · Council’s Play Advisor has facilitated the activation of the Wharenui Terrace painted footpath play trail, providing vibrant and engaging ‘Play on the way’ opportunities for local tamariki. · Sport Manawatū and Council have supported the Terrace End School Playground upgrades project, along with supporting the move towards making the school grounds more accessible as a community hub and providing another community play space during out-of-school hours for use by the wider community. · Council’s Play Advisor is currently supporting key stakeholders to deliver the upcoming Wharenui Terrace Play Street event in October 2024 to celebrate the new Kāinga Ora Wharenui Terrace Housing Development and offer an opportunity for TES school and the local community to connect through this Play Street gathering.
Continue to advocate for strong community engagement with all Council’s play related projects, programmes or activities, to ensure integration of community’s play aspirations and needs.	· An action point in the Play Policy Implementation plan is to develop a Palmy Play Community Communications and Engagement guide for Council staff. Goal: To offer guidance to staff around the ways we engage with the community to receive input around public play spaces and Council led play initiatives. · Council’s Play Advisor is currently developing the draft guide to progress this action point and meet the target deadline of late 2024. · Council’s Play Advisor has also focused on growing the Community Play Champions Network to ensure diverse representation and Council can receive feedback on play related projects and programmes of work. · Council’s Play Advisor continues to support community engagement in various ways; examples include the Parkland and Terrace End Primary Schools’ rock painting workshops as a way for neighbouring children to contribute to the new Memorial Park Sensory Play Garden. Other examples involve attending community meetings and arranging Let’s Talk Play sessions with stakeholders to receive insights and input to community group’s play aspirations.
Prioritising the City Centre Play Development Programme and the delivery of quality playful elements that enhance vibrancy and social connections across the allocated budgets (2006- Fixed Play Development, 2017- Pop-Up Play, 1463- Library Play).	· See details on page 2, sub-heading 2.3. · Note: Under the [Budget number 2017] City Centre Play- Pop-Up Play - $31K in 2023/2024, the full allocated budget was not spent due to Council wide cost-saving directives in the 2023/2024 Financial Year. · Note: The City Centre Play Development Programme no longer exists in Council’s newly adopted LTP.
Follow the Play Policy Implementation Plan’s Evaluation section to ensure adequate monitoring of progress over the year.	· See Attachment 2: Play Policy Implementation Plan Progress Updates 2023/2024.

Recommended improvements from August 2022 Report

Update as at August 2024

Ensure that the objectives and guidelines of the Play Policy are considered in the urban design response to public space infrastructure development (e.g. in streetscape projects), particularly: ‘Introduce fun, playful and creative elements into public space development at early project planning stages (guideline #2).’

· The Play Policy Implementation Plan has identified critical Council frameworks, policies and areas of work to integrate policy objectives into relevant LTP activities and public space infrastructure development. Proposed targets include play principles into the District Plan, Public Arts Policy [pending], Arena Masterplan, Play Equity Mapping, City Centre Business Case & Transit Hub and the citywide Vegetation Framework review.

· An example includes the recent Featherston Street Cycleway and Safety Upgrades Project. As part of this project, additional funding for placemaking was secured through Waka Kotahi’s ‘Streets for People’ fund. Through a series of co-design workshops with the community and key stakeholders, play-based urban design principles were integrated into the overall placemaking designs. The Featherston Street placemaking project includes the installation of the city’s first footpath running racetrack fit with a dedicated Speed Tracking Radar Device (STRD) on Aroha Street. Tamariki of Central Normal School and the wider public can now race their fellow classmates on the 15m racetrack and see their speeds presented on the STRD. This area also features a co-designed painted footpath play trail, fence art murals, along with planters and seating. At the Palmerston North Boys High School end, a new Fred Hollows wall mural was installed by local artist SWiFTMANTiS, an upgraded ‘hang-out’ garden and seating area, scooter racks, as well as a repurposed exercise pod was installed as part of the placemaking project. Featherston Street is an example of ‘play on the way’ - supporting safer and more welcoming ways for active transport movement around our city which will support increased active play rates.

Increasing engagement with Rangitāne o Manawatū: Especially regarding furthering a proposal to provide a permanent space for ki-o-rahi in the City to further the objective:

‘Play spaces enable mana whenua and the wider Māori community to play and participate in ngā taonga tākaro (traditional games and sports).’

· The Play Advisor has ensured ongoing engagement with mana whenua Rangitāne, by taking regular updates to Te Whiri Koko and seeking direct collaboration and feedback on various play related activities.

· An example of recent engagement: Mana whenua Rangitāne provided advice and feedback on the latest Passport to Play- Puanga edition, to link the meaning of each Matariki Puanga whetū to locations around the city as a way to highlight our city’s beautiful green spaces, how mana whenua in our area connect to Matariki and support the activation of fun free exploration in our city.

· Other examples include the development of the Te Wiki o Te Reo Māori- Rapua te Kura Huna in Te Marae o Hine and upcoming discussions around how traditional Ngā Taonga Tākaro (traditional Māori ways of playing) could be highlighted in the same space.

Increasing engagement with multi-cultural communities to further the objective: ‘Play spaces enable multi-cultural communities to play and participate in traditional games and recreation activities.’

· Through Council’s Play Advisor, relationships have been strengthened with multicultural communities, via the Welcoming Communities programme. Current and future opportunities for collaboration have been identified with various multicultural communities with regard to group’s play aspirations in the city.

· An example of early success in this area was the collaboration with the Manawatū Multicultural Council (MMC) for the new Palmy Play Festival in November 2023. This was an event during National Play Week 2023 which celebrated our city’s cultural diversity through the universal love of play. Council and MMC invited multicultural community groups to share games or popular play activities from their country or culture for a fun and relaxed afternoon of free play in Te Marae o Hine (The Square). The event was well attended with positive feedback from both the multicultural community and the wider public. Planning is underway for Palmy Play Festival 2024 in November.

· Another example was Council’s Play Advisor support to MMC and the Pasifika community’s Amanaki STEM Academy (ASA) for the successful applications to Sport NZ’s Tu Manawa Active Aotearoa (TMAA) Fund to develop a multicultural and Pasifika Play Kit. These kits will be filled with traditional and popular play equipment from around the world and the pacific to support the activations, events and gatherings that these community providers host within their wider networks.

Exploring the development of a decision-making process to inform the renewal and development of the Council’s play spaces. This process will contribute to multiple policy objectives relating to accessibility, inclusion and diversity (guideline #5).

· The Play Policy Implementation Plan has identified critical Council frameworks to target.

· Included in the new LTP Recreation & Play Plan 2024 is the action point for Council to develop a Play Equity mapping methodology to support future decision-making processes within Council around the fair and equitable distribution of play opportunities across locations, demographics, ages, abilities and lifestyle trends in our city.

More focus when developing or redeveloping play spaces on improving ways to engage people of different ages, stages and needs (guideline #10).

· The Play Policy Implementation Plan has identified critical Council frameworks to target.

· The establishment of a diverse Community Play Champions Network that has representation from a diverse range of stakeholders, agencies and organisations across the city has provided a new avenue for ways that Council engages and receives input on the development of play spaces in the city.

· Work needs to continue to develop more formalised processes within Council to ensure what engagement should look like and how feedback received should be integrated into development of play spaces. The proposed Palmy Play Communications & Engagement Guide could provide critical support around this focus area.

· An example of success in this area is the development of the Palmy Tākaro Stations that will be installed in four parks and reserves (Awapuni Park, Tui Park, Savage Crescent Reserve and Rangiora Reserve) across the city- offering free play and sports equipment to park users in each space. The intent of this initiative is to address issues of equitable access to play equipment and to provide equipment that will allow users to engage with the space in different ways. Council’s Play Advisor has partnered with REPLAY Trust to provide quality donated items for each Palmy Tākaro Station, as well as establishing partnerships with local neighbours in each area to ensure this initiative is socialised with users.

Continuing to work with Sport Manawatū, Sport NZ and Waka Kotahi to overcome barriers inhibiting play streets to occur in the City’s neighbourhoods (guideline #14).

· The Play Policy Implementation Plan includes an action to develop a Play Streets Communications Plan to revive community awareness of the Play Street concept.

· The internal review of Council’s Play Streets processes was completed in May 2024. Work across Council has resumed to ensure a target of October 2024 (national Play Week) for the official relaunch by Council for Palmy Play Streets.

· Council’s Palmy Play Streets initiative was selected by Sport NZ during May’s National Neighbours Month as part of its national advocacy campaign. This saw Palmy Play Streets celebrated and highlighted to a national audience which was an acknowledgement of PN City Council as an early adopter and leader of Play Streets.

4. analysis & evaluation

4.1 The overview of the current review period indicates that a comprehensive level of progress has been attained against the Play Policy’s objectives, in part aided by the introduction of the Play Advisor role and the development of the Implementation Plan in 2023. The role has added capacity and ensures Play Policy objectives are prioritised by Council.

4.2 Council’s Play Advisor role adds another level of connection and collaboration between Council and Sport Manawatū, as well as engagement with Rangitāne and the wider community to achieve their play aspirations.

4.3 While progress has been made, there remain areas of opportunity to target over the coming year, including:

4.3.1 The delivery of the play specific actions points in Council’s Recreation & Play Plan 2024;

4.3.2 Continuing to deliver the applicable targets in the Play Policy Implementation Plan;

4.3.3 Conducting the scheduled review of the Play Policy and update of its corresponding Implementation Plan, due in late 2024;

4.3.4 Prioritising the development of a Play Equity mapping methodology to support critical Play Policy objectives relating to the equitable and fair distribution of play opportunities across key metrics.

4.3.5 Continuing to support community activations and community Play Champions to develop and lead play projects that will support play provision across the city.

4.3.6 Continuing to support Sport Manawatū’s Play Operations Plan, specifically, the future Neighbourhood Play Systems review in Palmerston North.

5. CONCLUSION

5.1 This report has provided the 2023/2024 annual update on the progress of the Play Policy Implementation Plan and highlights the progress made on areas for improvement that were identified in the last Annual Report (13 September 2023) and the previous Annual Report (17 August 2022).

5.2 The analysis of the current review year for the Play Policy Implementation Plan has provided a good platform to identify where the Council is performing well and where areas of future improvement exist.

5.3 Overall, Council has performed well in providing quality play opportunities for the community given the current climate that continues to impact Long-Term Planning across Council.

6. Next Steps

6.1 The Play Advisor will continue to coordinate the delivery of the Implementation Plan, working with Council staff and community partners to ensure the Policy objectives and guidelines are being met.

6.2 Sport NZ funding for the Play Advisor role ceases at the end of January 2025. Consideration will need to be given as to how this coordination function will be delivered in the future.

6.3 The next annual report will be reported back to Council in a year’s time.

7. 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: Whāinga 3: He hapori tūhonohono, he hapori haumaru Goal 3: A connected and safe community
The recommendations contribute to the achievement of objectives in: 6. Mahere rēhia 6. Recreation and Play Plan The objective is: Council’s Play Policy informs Council’s operational decisions. Council will provide and promote opportunities for play. What will this mean? There are opportunities for play throughout the city for people of all ages, abilities, and interests. Specific actions • Include opportunities for play in all planning for community and public places New or one-off actions • Provide new opportunities for play in community and public places (from year 1) [see Urban Design plan] • Assess the equity of opportunities for play for city communities (year 1) • Provide funding to for-purpose organisations, local communities, and communities of interest through: § Strategic Priority Grants (including support for sector-leadership)
Contribution to strategic direction and to social, economic, environmental and cultural well-being	The Play Policy seeks to drive change across several activity areas of Council so that play provides opportunities to improve individual and community wellbeing. To reflect a playful, fun and flexible approach to Council’s public spaces, facilities, events and wider community activities a more focussed and deliberate approach to the Play Policy’s implementation is required.

Attachments

1.	Play Policy Implementation Plan (attached separately)
2.	Play Policy Implementation Plan - Progress Updates (August 2023-August 2024) (attached separately)

Memorandum

TO: Culture & Sport Committee

MEETING DATE: 25 September 2024

TITLE: Response to the recommendations from the 'Multiuse Indoor Courts and Covered Outdoor Courts Study 2024 for Palmerston North City Council' prepared by RSL Consultants

Presented By: Ann-Marie Mori, Policy Analyst

APPROVED BY: David Murphy, General Manager Strategic Planning

RECOMMENDATION TO CULTURE & SPORT COMMITTEE

1. That the Committee note the recommendations of the Multiuse Indoor Courts and Covered Outdoor Courts Study 2024 for Palmerston North City Council will inform future advice on the provision of indoor and outdoor covered courts.

1. ISSUE

1.1 The purpose of this report is to provide Elected Members with advice on a proposed approach to respond to the recommendations presented in the ‘Multiuse Indoor Courts and Covered Outdoor Courts Study 2024 for Palmerston North City Council' (the Study) prepared by RSL Consultants (Attachment 1).

1.2 The Study was completed in August 2024 and was funded through the Long Term Plan 2021-31 (LTP) programme 1912 in the 2023/24 financial year ($50,000 budget).

1.3 Elected Members received a briefing on the Study on 14 August 2024 (see link). Key points from the Study shared at the briefing were:

· The Council provides 77% of indoor court capacity in the City; most of the Council’s indoor facilities are at 75-95% peak hours use.

· Fly Palmy Arena’s (Arena 2) role as a multi-purpose events centre means there is limited spare capacity in peak times, and use for community sport is constrained by a lack of court markings and irregular availability due to event bookings.

· This study indicates that by 2054, if there is no increase in the number of indoor courts in Palmerston North, the city will have a lack of courts (based on projected population growth), of between 1 – 2 FTE courts (NB: A FTE court is a ‘full-time equivalent’ court based on the level of community accessibility in peak time (4pm-9pm weekdays and 8am-5pm weekends)).

· Palmerston North’s indoor and outdoor court facilities provide for the wider region’s sporting needs with evidence of many teams coming from outside of the City (mainly from the southern part of the Manawatū-Whanganui region) to play sport at the Central Energy Trust Arena (CETA).

· The southern part of the Manawatū-Whanganui region has a lack of indoor courts now (an FTE court deficit) – this deficit will worsen as the region’s population grows if no new court facilities are built.

· Recommendations in the Study include optimising existing facilities, exploring covering some outdoor tennis and netball courts at Vautier Park, and progressing work on the new Arena 5 facility (funded in the 2024-34 LTP following the endorsement of the CETA Masterplan in November 2023).

1.4 The Council now has an opportunity to use the Study’s recommendations to guide further decisions on indoor court and covered outdoor court provision.

2. BACKGROUND

2.1 Ongoing concerns expressed by indoor sporting codes regarding consistent access, and limitations to some sports code growth, at the CETA’s indoor court facilities, led to a programme (#1912) for a needs assessment being included in the 2021-31 Long Term Plan (LTP).

The CETA Masterplan review 2023 included only a partial assessment of the need for a new indoor court facility

2.2 The CETA Masterplan review process included an assessment of the sports facility planning work initiated through the Manawatū-Whanganui Regional Sports Facility Plan (the RSFP) investment decision-making process that Council endorsed in 2018. This assessment included needs and feasibility studies on sports fields (and artificial turf provision), however a full needs assessment on indoor court provision was not carried out.

2.3 Staff analysis concluded that the need for a new indoor court facility (i.e. a ‘new Arena 5’) was not fully supported by evidence at the time the CETA Masterplan review was completed. It was included based on the following assumptions:

· There is reduced community sport access to Arena 2 (Fly Palmy Arena) due to commercial activities.

· Arena 5 (Bell and Barber Halls) is in poor condition and not fit-for-purpose (and a decision needs to be made on replacement community sport and non-sport facilities).

· There is a need to better accommodate high-growth indoor sports such as volleyball, futsal, and basketball.

· The use of Arena 4 (the B&M Centre) is close to capacity at peak times.

· The national benchmarking ratio for indoor sporting facilities of one full-sized court for 9,000 people is close to being met (NB. Since the CETA Masterplan was adopted there is a new national benchmark of 1 FTE court to 7,430 people).

2.4 The Study now provides an evidence-base that provides confidence in these assumptions.

The new National Indoor Active Recreation and Sport Facilities Strategy 2023 guides the development of a national network of indoor facilities

2.5 The National Indoor Active Recreation and Sports Facilities Strategy prepared by Sport New Zealand, and released in August 2024, guides the development of a national network of indoor facilities that are:

· appropriately scaled

· more financially and environmentally sustainable

· universally accessible

· best located and designed to meet the needs of the communities they serve.

2.6 The goal of this national strategy is to provide councils and other organisations with information to help them make good evidence-based investment decisions.

2.7 This Strategy includes a new national benchmark of one FTE court to 7,800 people that updates the previous one full-sized court for 9,000 people ratio. The new benchmark considers the amount of community accessible time available during peak demand times (4pm-9pm weekdays and 8am-5pm weekends).

The 2024-34 LTP includes budgets for a new multipurpose facility at CETA (a new Arena 5)

2.8 The LTP includes budgets for the CETA Masterplan redevelopment projects including $17,538,000 over years 1-3 for a new Arena 5 multipurpose facility.

3. ASSESSMENT OF OPTIONS & recommendations to address court supply issues IDENTIFIED IN THE STUDY

3.1 The options identified in the Study to reduce demand pressures and/or increase multiuse indoor courts capacity are summarised below (see Attachment 1: Section 12 – Future Provision Options):

Figure 1: Summary of options to reduce demand pressure and/or increase multiuse indoor courts capacity from the Study

3.2 RSL Consultants conducted a detailed assessment of these options, with only those in blue text recommended for further consideration. Building on this options assessment, additional recommendations are also proposed by the Study.

3.3 Attachment 2 provides a brief description of the approach that staff propose taking in response to the various recommendations of the Study. The Senior Leadership Team will provide oversight of implementation.

3.4 We note that the response to the Study’s recommendations will involve staff from several Council Groups as well as staff from Sport Manawatū. Under the partnership and funding agreement with Council, Sport Manawatū has responsibilities working with the sports sector and is the key implementer of He rā ki tua – the Horizons Region Spaces & Places Plan for Sport and Recreation 2023-43 that guides sports facility development.

4. NEXT STEPS

4.1 Council staff, along with Sport Manawatū staff, will respond to the recommendations as outlined in Attachment 2.

5. 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: Whāinga 2: He tāone whakaihiihi, tapatapahi ana Goal 2: A creative and exciting city
The recommendations contribute to the achievement of objectives in: 6. Mahere rēhia 6. Recreation and Play Plan The objective is: Implement the Arena Masterplan (from year 1), including: · Development of a new Arena 5 (multi-use indoor court facility) (years 1 to 3) Other actions: · Support the community-activation and needs assessment activities of the regional sports trust (Sport Manawatū) · Involve communities in planning and design for all recreation places and opportunities, including opportunities for play, biking and skating, sport, and other recreation · Support sports organisations to develop facility proposals · Use the Regional Sports Facilities Plan to guide decision-making on investment into sport and recreation facilities · Optimise the use of recreation and sports facilities
Contribution to strategic direction and to social, economic, environmental and cultural well-being	Sport and other activities played on Council’s indoor and outdoor courts play an important role in the health and wellbeing of the Palmerston North community. The City has a network of indoor and outdoor facilities that are used by the community for competing at high performance level through to local community participation. The community need and demand for future facilities have been determined through this Study and provide a basis to inform the Council’s sports facility planning approach.

Attachments

1.	Multiuse Indoor Courts and Covered Outdoor Courts Study 2024 for Palmerston North City Council prepared by RSL Consultants (attached separately)
2.	Proposed approach to respond to the Multiuse Indoor Courts and Covered Outdoor Courts Study 2024 (attached separately)

report

TO: Culture & Sport Committee

MEETING DATE: 25 September 2024

TITLE: Statement of Intent to Develop Reserve Management Plans

PRESENTED BY: Aaron Phillips, Activities Manager - Parks

APPROVED BY: Chris Dyhrberg, General Manager Infrastructure

RECOMMENDATIONS TO Council

1. That Council adopt the reserve management planning structure and revised work programme described in Option 1 of this report.

2. That Council notify its intention to develop the following Reserve Management Plans and invite the public and interested parties to provide suggestions as per Section 41 (5) of the Reserves Act 1977:

a. General Policy Reserve Management Plan (new)

b. Omnibus Reserve Management Plan (new)

c. Kahuterawa Outdoor Recreation Plan (revised)

Summary of options analysis for

Problem or Opportunity	Council is required to notify its intention to develop any reserve management plans (RMPs) by way of public notice, and to seek suggestions from the public prior to developing a draft plan (Reserves Act 1977). This report seeks a Council resolution to notify intention to develop: 1. a General Policy Reserve Management Plan 2. an Omnibus Reserve Management Plan 3. a revised Kahuterawa Outdoor Recreation Plan
OPTION 1:	Notify intent to develop a General Policy Reserve Management Plan, an Omnibus Reserve Management Plan and a revised Kahuterawa Outdoor Recreation Plan; and seek public suggestions on the three proposed RMPs.
Community Views	The notification process will invite the community to submit their views.
Benefits	Council manages early engagement on three RMPs in a single process. Reduced timeframe to gain RMP coverage for most reserves.
Risks	Might be confusing for people not well-versed in RMPs. This risk can be partially mitigated by clear communications.
Financial	Costs will include some public notices, staff time and minor incidentals during the public engagement phases. These costs can be managed within the existing 2024/25 operating budget.
OPTION 2:	Status quo – carry on with the current Reserve Management Plan development programme.
Community Views	The notification process will invite the community to submit their views.
Benefits	The community are already aware of the planning programme.
Risks	The benefits of obtaining wide coverage of reserves under Section 41 of the Act will be delayed. Issues not covered by policy in RMP will be managed as they are now, e.g. lease and community garden approvals.
Financial	Costs are slightly higher than Option 1, due to more public notices and staff time. These costs can be managed within the existing 2024/25 operating budget.

Rationale for the recommendations

1. Overview of the problem or opportunity

1.1 Officers developed a Reserve Management Planning Framework that bundles all similarly managed reserves together for efficient use of resources and separates out the City Reserves in order to treat their special character and scale appropriately. This framework was adopted by Council in November 2023. Since that time some additional considerations have emerged.

1.2 During a review of other RMPs in New Zealand, officers increased their knowledge of the latest RMP development work and now propose that Council develop a generic management policy that covers activities common to all reserves.

1.3 Officers propose that Council develops a General Policy RMP for Palmerston North and an Omnibus RMP, as per Section 41 of the Act. This would require a change to the reserve management planning priorities, bringing the Omnibus planning work forward, and pushing the Manawatū River Framework review and the Marae Tarata RMP out.

1.4 In order to progress the work, Council needs to give notice of its intention to prepare and review the plans in accordance with Section 41 (5) of the Reserves Act 1977 (the Act).

2. Background and previous council decisions

2.1 On November 8, 2023 Council received an update on Reserve Management Planning. The report also sought a resolution of Council to notify its intent to review the Ashhurst Domain Reserve Management Plan.

2.2 The report contained a table outlining the forward plan and timeframes for developing a full set of RMPs for all Council reserves. The table from the report is reproduced as Table 1.

2.3 Since the November report, officers have completed the early engagement for the draft RMP for Ashhurst Domain. The initial draft of the Ashhurst Domain RMP has been completed and is in the editing phase. The draft RMP will be presented to Council in November 2024, with a summary of the submissions and how they were considered during the drafting of the RMP. Once Council has finalised the draft RMP, the public will be notified that the Council is consulting on the draft.

2.4 Council is currently consulting on a set of proposed reserve declarations and classifications in order to ensure that the reserves are classified before the draft Reserve Management Plans are completed, as required by the Act.

Reserve Type	Plan Type – individual or omnibus	Plan Type	Year
City Reserve	Ashhurst Domain (review - underway)	RMP and RDP (review)	2023/24 – 2024/25
Outdoor Recreation	Kahuterawa Outdoor Recreation Plan (review - underway)	RMP and RDP (review)	2023/24
Part of City Reserve	Marae Tarata (former quarry – end of Tip Road)	RDP	2023/24
City Reserve	The Manawatū River Park	RDP (review River Framework)	2024/25 – 2025/26
Omnibus RMP	Chapters on: 1. Generic policy and management that applies to all reserve types 2. Neighbourhood Reserves 3. Suburb Reserves 4. Special Character Reserves 5. Cultural Reserves 6. Ecological Reserves (including walkways, gullies and linkages) 7. Sports fields	RMP (new)	2024/25 – 2026/27
City Reserve	Te Marae o Hine -The Square	RMP (new)	2026/27
City Reserve	The Victoria Esplanade	RMP and RDP (review)	2027/28
City Reserve	The Linklater Reserve	RMP (new) and RDP (review)	2027/28
City Reserve	Memorial Park	RMP (new) and RDP (review)	2028/29

Table 1: Reserve Planning Workplan 2023

2.5 The Kahuterawa Outdoor Recreation Plan review was initiated several years ago but due to staffing constraints had not progressed past discussions with a range of stakeholders as part of pre-drafting engagement. Council officers now have the capacity to progress this work again and shift into early public engagement, including refreshing understanding of stakeholder interests.

2.6 Officers have considered current Council priorities including financial constraints. Council has signalled that it wishes to simplify processes relating to activities such as renewing leases for organisations that already have established facilities on reserves and allocating reserve space to community gardens.

2.7 Officers have spent some time reviewing RMPs across the country and identified that a General Reserves Policy would be useful to simplify processes and decision making. Manawatū District Council is an example of a Council with such an RMP in place.

2.8 Officers propose that Council initiates the development of a General Policy Reserve Management Plan and advances the Omnibus Reserve Management Plan as the priorities for 2024/25 and 2025/26. The development of these two documents would have the greatest impact on reserve management planning.

2.9 It is proposed that the development of the Marae Tarata RMP and the review of the Manawatū River Framework be deferred. There is no funding in the LTP for new developments at these reserves and consultation at this time may raise community expectations that cannot be addressed. The plans could be delayed, with the outcomes informing the next LTP.

3. Description and Analysis of options

3.1 OPTION 1: Notify intent to develop a General Policy Reserve Management Plan, an Omnibus Reserve Management Plan and a revised Kahuterawa Outdoor Recreation Plan; and seek public feedback on the three proposed RMPs.

3.2 Table 2 sets out the proposed new priority work plan for reserve management planning.

3.3 The plans highlighted in green are those proposed to go out to early engagement with the community now.

3.4 Once work has progressed sufficiently on the three plans, Officers would report back to Council on the priority and timing of the plans ‘To be advised’.

Reserve Type	Plan Type – individual or omnibus	Plan Type	Year
City Reserve	Ashhurst Domain (review - underway)	RMP and RDP (review)	2024/25
Outdoor Recreation	Kahuterawa Outdoor Recreation Plan (review - underway)	RMP and RDP (review)	2024/25 – 2025/26
General Reserve Management Policy	Individual linking plan	RMP	2024/25 – 2025/26
Omnibus RMP	Chapters on: 1. Neighbourhood Reserves 2. Suburb Reserves 3. Special Character Reserves 4. Cultural Reserves 5. Ecological Reserves (including walkways, gullies and linkages) 6. Sports fields	RMP (new)	2024/25 – 25/26
Part of City Reserve	Marae Tarata (former quarry – end of Tip Road)	RDP	To be advised (TBA)
City Reserve	The Manawatū River Park	RDP (review River Framework)	TBA
City Reserve	Te Marae o Hine (The Square)	RMP (new)	TBA
City Reserve	The Victoria Esplanade	RMP and RDP (review)	TBA
City Reserve	The Linklater Reserve	RMP (new) and RDP (review)	TBA
City Reserve	Memorial Park	RMP (new) and RDP (review)	TBA

Table 2: Reserve Planning Workplan 2024

General Policy Reserve Management Plan

3.5 Upon reviewing RMPs from councils across New Zealand, it became apparent that there were several general policies across the country, and that these policies and this approach is useful.

3.6 A general policy for reserve management allows all the main body of legislation and Council policy references, partnership and stakeholder agreements or ways of working to be contained in a single, brief and easy to navigate document. This approach saves Council referencing all of this in every management plan. Where a Council policy exists that includes reserves, e.g. sun protection, the RMP would reference the Council policy and cover its application in relation to reserves.

3.7 The General Policy RMP would contain the management of Community Gardens on reserve land, community and commercial leases and licences. Containing these within the RMP would enable Council to approve leases and licences without the need to first notify the public of its intention to issue a lease or licence under the Reserves Act. This gives Council more discretion on a case by case basis to engage with the community in a manner that it deems appropriate.

3.8 There are many management practices that are common across all reserves. Having these in one concise plan would make them more accessible for the public.

3.9 Individual RMPs would cover the location-specific management practices. In this way, the public and staff can readily access the common management practices and those that are specific to the location they seek information about.

3.10 If contradiction between the general policy and specific plans emerges (may occasionally occur for City Reserves), reference will be made to the specific plan taking precedence over the General Policy.

Omnibus Reserve Management Plan

3.11 Many of Council’s smaller reserves can be grouped in terms of levels of service, size and how they are acquired by Council. They may have some uniqueness, but not to the extent of a City Reserve.

3.12 As identified in the November report to Council, it is proposed to cover smaller reserves in a single Omnibus RMP, with chapters relating to each reserve type:

· Neighbourhood – Most of the reserves in the city are neighbourhood reserves. These small areas of reserve land serve the local community within approximately 500m walking distance.

· Suburb Reserves – these reserves serve the whole suburb. Suburb Reserves are larger and have a higher level of service than neighbourhood reserves, e.g. a public toilet. Milverton Park is a great example of one of these reserves.

· Special Character Reserves – these reserves have some type of historical or aesthetic significance. Examples are Apollo (Butterfly) Park and Savage Reserve.

· Cultural Reserves – these reserves have been taken under the District Plan because the site on or near which they are located is special to Rangitāne. An example is Ruahine Reserve.

· Ecological Reserves – these reserves are mostly gullies, including walkways, or along the edges of streams. They often serve a stormwater function or privide access to a waterway.

· Sports fields – Sports fields provide unique spaces for the community to take part in recreational activities with a variety of surfaces (fields, courts, etc.) for different sports/activities.

Kahuterawa Outdoor Recreation Plan (KORP)

3.13 The Kahuterawa Outdoor Recreation Plan (KORP) is under review and has been on hold due to Officer workloads and priorities such as urban growth planning. Early stakeholder engagement is complete, and the public should now be notified of Council’s intent to review this plan as per the Act. Officers will refresh our understanding with the stakeholders engaged with since a significant period has lapsed since early engagement work was undertaken.

Advantages/Disadvantages of Bundling

3.14 Table 3 sets out the proposed timeframe for the development of the three RMPs described in Option 1. It is intended that the Council seeks submissions, in accordance with the Act, on all three plans at the same time, and then proceeds drafting the plans one by one.

3.15 Bundling the General Policy, the Omnibus RMP and the KORP into a single tranche of work is beneficial for a few reasons:

· Consulting on similar and overlapping things in one process means one consistent approach can be more easily applied and over consultation is avoided.

· Allows development of the General Policy RMP first, as this is the overarching document, and will avoid duplication in the more targeted management plans.

· Greater number of reserves will be covered by RMP sooner than under the 2023 RMP development programme.

Timeframes for RMP development

Stage	Description	Date
Early engagement.	6-weeks open engagement period and open days.	2024: October to December.
Analysis of feedback, report and Councillor Workshop on results.	Report adoption to consult on draft.	2025: January to March 30.
Drafting review of KORP.	KORP.	2025: February 3 to March 7.
Drafting General Policy RMP.	General Policy RMP.	2025: March to April.
Report to Council for adoption of draft KORP and draft General Policy RMP for consultation.	Once the two are in draft form, take to same meeting.	2025: April to May.
Consultation on Draft General Policy RMP and KORP (includes hearings).	6-week consultation on draft.	2025: May to July.
Stakeholder meetings and feedback for Omnibus RMP.	Begin the feedback and workshops with stakeholders.	2025: April to June.
Drafting Omnibus RMP.	All chapters.	2025: June to July.
Analysis and changes to KORP and General Policy.	Preparation for final versions or hearings.	2025: July to August.
Reporting and consultation on draft Omnibus RMP.	6 weeks for this one.	2025: October to December.
Hearings, final report and final KORP adopted.	Hearings first (if required) – then report up to Committee.	2025: September to October.
Hearings, final report and final General Policy RMP.	Hearings first (if required) – then report up to Committee.	2025: August to October.
Hearings, final report and final Omnibus RMP.	If hearings are required.	2026: January to March.

Table 3: RMP Development Timeframes

3.16 RMPs will be developed having regard to any issues or matters that the community identify, including addressing the simplification of community leases and community garden processes.

3.17 The General Policy will need to be well advanced before drafting of the Omnibus RMP can begin. There may be matters identified during the development of the policy that are best carried into the Omnibus Plan. The period between when the community makes initial suggestions for the plan, and the plan is adopted, could extend to 15 months.

3.18 There is some risk of consultation fatigue if members of the community have interests in areas covered in different plans. This risk has been partially mitigated by not including City Reserves in this first tranche of plans. Our City Reserves will require specific and focused engagement and consultation. City Reserve RMPs will be addressed individually rather than as part of a tranche.

OPTION 2: Status quo – carry on with the current Reserve Management Plan development programme.

3.19 Under this option Council could continue with the Reserve Management Plan development programme presented to Council in November 2023.

3.20 The advantage of this option is that the public are already aware of the programme as it was presented to Council in November 2023.

3.21 The issues and risk are that:

· the benefits of wide coverage of reserves under Section 41 of the Act will be delayed.

· Council would continue to manage leases and community garden proposals using current practice – which Council has indicated it wishes to see simplified.

· Council would be engaging with the community on the revision of the Manawatū River Framework and Marae Tarata RMP, when neither of these reserves have received development funding in the 2024-34 LTP.

4. Conclusion

· The current financial climate and direction of Council has resulted in a re-think regarding the order of priority for reserves planning work.

· A review of RMPs in New Zealand has enabled officers to re-think how the Council could best deliver RMPs in an economic and user-friendly manner.

· It is recommended that Council makes minor adjustments to the structure and timing of reserve management planning and notifies its intention to develop the General Policy RMP, the Omnibus RMP and review the KORP over the next 2 years and bundles the early engagement portion of this work together.

5. Next actions

5.1 Publicly notify the intention to prepare Reserve Management Plans in accordance with Section 41 of the Act.

5.2 Develop a consultation and engagement plan for the early engagement phase of the RMP work.

6. Outline of community engagement process

6.1 Community engagement for RMPs is directed by the Act. However, the Act is the minimum requirement for consultation. Council will consult on all three plans in the following manner.

6.2 Early Engagement (pre-draft)

· Open Days at some parks and reserves

· Submissions forms and web information

· Contact details for one-on-one discussions

· Stakeholder workshops (KORP has completed this section of the early engagement)

6.3 Engagement on a Draft Document

· Open Days (as above)

· Submissions forms and web information

· Hearings on the draft document

· Contact details for one-on-one discussions

The early engagement will occur simultaneously for all three documents. Once the drafts are written, engagement will occur individually so that people are not overwhelmed with reading material.

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 objectives?		Yes
Are the recommendations inconsistent with any of Council’s policies or plans?		No
The recommendations contribute to: Whāinga 2: He tāone whakaihiihi, tapatapahi ana Goal 2: A creative and exciting city
The recommendations contribute to the achievement of objective/objectives in: 6. Mahere rēhia 6. Recreation and Play Plan The objective is: Provide city, suburb, and local parks and reserves, sports fields and facilities, walkways and shared paths
Contribution to strategic direction and to social, economic, environmental and cultural well-being	Develop Reserve Management Plans for parks and reserves.

Attachments

NIL

Memorandum

TO: Culture & Sport Committee

MEETING DATE: 25 September 2024

TITLE: Te Manawa Museums Trust - Annual Report 2023-24

Presented By: Sarah Claridge, Governance Advisor

APPROVED BY: Cameron McKay, General Manager Corporate Services

RECOMMENDATION TO Culture & Sport Committee

1. That the Committee receive Te Manawa Museums Trust Board’s Annual Report 2023-24 (Attachment 1).

1. ISSUE

1.1 Te Manawa Museums Trust Board (Te Manawa) has submitted its Annual Report 2023-24 (Attachment 1). 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 2023 to 30 June 2024.

1.2 Representatives of Te Manawa are in attendance to present.

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.

2.2 The purposes of the Trust are as follows:

a) To provide governance of an organisation which is a regional museum complex advancing interest in art, science, including interactive science, and heritage.

b) To provide study, education and enjoyment opportunities through acquiring, conserving, researching, communicating and exhibiting material evidence of people and their environment.

c) To acquire, control, develop, promote, enhance and maintain collections to the maximum benefit and enjoyment of the peoples of the Manawatū and New Zealand.

d) To ensure that the facility functions as a valued professional education resource and community asset for the citizens of Palmerston North and the Manawatū region.

e) To encourage and support the Societies in accordance with the objects of the Trust Deed.

f) To recognise the organisation's location in the Manawatū and to be aware of a regional focus.

2.3 In 2023/24, the Council granted the Te Manawa Board $3,756,570^{^[1]}. This figure included an additional $250,000 to deliver:

· the exhibition, Six Extinctions ($75,000),

· contribution to acquiring the Peter Bush Archive ($40,000); and

· purchase display cases/ contribute to new lighting in the Te Rangi Whenua room ($135,000).

2.4 The Board is expected to supplement Council’s grant with external revenue.

2.5 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.

3. PERFORMANCE FOR THE Year July 2023 - June 2024

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

· Acquired the Peter Bush Archive – a photographic legacy of one of Aotearoa’s most prolific photojournalists

· Celebrated the work of Sculptor, Paul Dibble and Architect, Brian Elliot through exhibitions in the Art Gallery.

· The exhibition ‘Six Extinctions’ from Australia ran for 15 weeks and attracted more than 35,000 visitors. It is estimated to have contributed more than $6 million to the city economy, with a third of visitors coming from outside the region.

· Achieved ‘external revenue’ and ‘visitor number’ targets.

3.2 Table 1 shows Te Manawa’s annual performance against the agreed SOI targets for 2023/24. Two measures: ‘Te Manawa experiences offsite’ and ‘online engagement’ have not achieved their target.

3.2 As reported in April 2024, Te Manawa has decided to stop focusing on ‘touring exhibitions offsite’ to concentrate on showcasing exhibitions at the museum; hence this measure has not met the target this year. Te Manawa has removed this measure from its Statement of intent 2024-2027.

3.3 ‘Online engagement’ also did not meet its target of 90,000 views. Te Manawa attributes this to staff vacancies during the year, which reduced Te Manawa’s capacity to add new content to the website and social media platforms. New staff have since been appointed.

3.4 Table 2 provides a three-year comparison of performance measures, from the current 2023/24 year with 2022/23 and the pre-Covid year 2018/2019.

3.5 Last year, Officers reported on Te Manawa’s external revenue and visitor number performance being a concern, as neither measure had achieved their target. It is pleasing to report that both measures have done well this year (2023/24) and are the highest they have been in the last 5 years.

3.6 Visitor satisfaction remains high and visits to Te Manawa remain steady compared to 2018/19.

Table 2: Te Manawa’s Performance Target Dashboard – Annual Results

Measure

2018/19

Year ending 30 June 2019

2022/23

Year ending 30 June 2023

2023/24

Year ending 30 June 2024

3 year trend

Visits to TM

Actual

Target

126,666

178,000

121,914

130,000

137,172

130,000

↑

Visits to TM exhibitions at other venues

Actual

Target

103,589

100,000

42,519

25,000

6,277

30,000

↓

Third-party revenue

Actual

Target

$447,178

$577,000

416,062

$947,180

$639,461

$510,250

↑

Visitor satisfaction (TM surveys)

Actual

Target

99%

>98%

99%

>95%

98%

95%

→

4. FINAncial perfomance 2023/24

4.1 Te Manawa achieved a $262,549 surplus, having raised $257,558 in community grants - a sufficient level to cover the additional work Te Manawa had sought Council funding for (see section 2.3). Their success at raising $257,558 shows that Te Manawa has the capacity to secure external funding and rely less on Council.

4.2 Te Manawa has $239,888 in Revenue Received in Advance. This includes $60,000 from The Clevely Trust, to be spent on a local history project, and $175,084 from Lotteries (the unspent portion of the grant of $215k received for the Peter Bush archive).

Table 3: Financial Information for Annual Report 2023-24

	2024			2023
Summary Financials ($)	Actual	Budget	Variation	Actual	Variation*
Financial Performance
PNCC Grant	3,756,570	3,756,570	0	3,352,361	404,209
Total Revenue	4,432,987	4,281,820	151,167	3,808,213	624,774
Total Expenses	4,170,439	4,207,092	-36,653	4,051,134	119,305
Net Surplus (Deficit)	262,549	74,728	187,821	-242,920	505,469
Financial Position
Current Assets	1,350,571	916,470	434,101	1,076,779	273,792
Total Assets	23,942,208	19,176,290	4,765,918	21,829,264	2,112,944
Current Liabilities	1,060,417	825,414	235,003	733,631	326,786
Total Liabilities	1,060,417	828,724	231,693	733,631	326,786
Equity	22,881,791	18,347,566	4,534,225	21,095,633	1,786,158
Cash Flows
Total Net Cash Flows	28,090	-550,916	579,006	-188,541	216,631
Opening Cash	265,459	1,064,963	-799,504	454,000	-188,541
Closing Cash	293,549	514,047	-220,498	265,459	28,090

*when compared to the same period 12 months ago

5. NEXT STEPS

5.1 At the end of February 2025, Te Manawa will submit to Council Officers:

· draft Statement of Intent for 2025–28; and

· six-month report on the current Statement of Intent 2024–27.

These will be presented to the next available Culture & Sport Committee meeting.

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: Whāinga 2: He tāone whakaihiihi, tapatapahi ana Goal 2: A creative and exciting city
The recommendations contribute to the achievement of action/actions in: 14. Mahere mana urungi, kirirarautanga hihiri 14. Governance and Active Citizenship Plan The objective is: Review and monitor the performance of Council operations and Council Controlled Organisations
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

Te Manawa Museums Trust_Annual Report 2023-24 (unaudited) ⇩

Memorandum

TO: Culture & Sport Committee

MEETING DATE: 25 September 2024

TITLE: The Regent Theatre Trust - Annual Report 2023-24

Presented By: Sarah Claridge, Governance Advisor

APPROVED BY: Cameron McKay, General Manager Corporate Services

RECOMMENDATION TO CULTURE & SPORT COMMITTEE

1. That the Committee receive the Regent Theatre Trust Board’s Annual Report

2023-24 (Attachment 2).

1. ISSUE

1.1 The Regent Theatre Trust Board (the Regent) has submitted its Annual Report 2023-24 (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 2023 to 30 June 2024.

1.2 Representatives of the Regent are in attendance to present.

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.

2.2 A CCO is an organisation in which Council has the right to appoint at least fifty percent of the members on the Board and must work towards Council’s objectives on its behalf.

2.3 The purpose of the Regent Theatre Trust Board is:

To control, develop, promote, enhance and maintain the Regent Theatre so that it may be utilised and enjoyed by the inhabitants of the Manawatu area including:

i. securing the future of the Regent Theatre.

2.4 In 2023/24, the Council granted the Regent Theatre Trust Board $258,016^{^[2]} to deliver the functions listed in 2.3 above.

2.5 The Council owns the building and maintains it and the Trust uses it rent free.

2.6 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.

2.7 Audit New Zealand has not yet audited the Regent’s Annual Report. Therefore, the attached annual report is still in draft form. An updated report will be presented to the Committee in the event there are any material changes following audit.

3. PERFORMANCE FOR THE Year July 2023 - June 2024

3.1 Highlights from the Regent’s Annual Report include the following:

· Hosted two Act 3 productions (We Will Rock You and Matilda) which attracted over 18,000 attendances.

· Hosted several well-attended national/ international events including: PACANZ (4,049), Wiggles (2,225), Palmy Drag Fest (1,460), Bill Bailey (1,367) and Russell Howard (1085).

· Local community users such as Te Pae Tamariki had a total of 6,000 attending the theatre (both on stage and within the audience) contributing to a very successful event.

· Secured funding from Central Energy Trust ($50k) and the Friends of the Regent ($35k) to purchase a new sound desk.

· A further $44k of assets was funded by the Friends of the Regent which included replacement of some stage cloth (borders) and other technical equipment.

3.2 The Regent Theatre has achieved most of its targets (see Attachment 1). Commentary on the missed targets is detailed below.

3.3 The measure ‘Number of tours offered to schools and the community’ was not achieved. While it is pleasing to see a tour has been developed and that seven tours were provided, perhaps the Regent could consider a proactive approach to scheduling regular public tours to showcase the history of the theatre.

3.4 Several of the performance measures did not achieve their target. For example, the ‘total number of tertiary graduation ceremonies’ was not achieved because Massey University held fewer graduation ceremonies this year. Likewise, the ‘local school concerts’ target was not achieved, because fewer schools are holding end of year productions, and the Regent has less availability in term 3 due to other bookings.

3.5 The measure ‘Total number of ethnically diverse concerts’ also did not achieve its target. Whilst several ethnic groups do use the theatre, because events are not always held annually, the same groups cannot be relied upon to meet the target every year. Officers would encourage greater promotion of the facilities available to reach out to new communities/ users.

Three Year Review

3.6 Table 1 compares 2023/24 with 2022/23 and the results from pre-COVID year 2018/19.

3.7 Most results are back to pre-Covid levels, however ‘Live nights’ is still well down on 2019. Patronage figures have decreased compared to last year’s result, but this year’s figure is steady and higher than 2018/19.

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

Measure		2018-19 30 June 2019	2022-23 30 June 2023	2023-24 30 June 2024	3 Year Trend
Live nights – performances in the auditorium at night commercial + community	Actual	153 (37 commercial)	88 (48 commercial)	75 (38 commercial)	↓
Auditorium days usage	Actual	181	185	179	→
Summary of events – Total number of events held at the Regent	Actual	385	437	423	→
Patronage – Total attendance for all events	Actual	98,781	113,561	99,483	→
Average size of audience per event	Actual	257	260	235	→

4. fINANCIAL pERFORMANCE

4.1 The Regent has done well compared to last year. It has achieved an operating net surplus of $142,172, which is $149,757 better off than budgeted, and $44,898 up on the previous year. This is due to the theatre’s operations being much stronger than expected.

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

Table 2: Financial Information for Annual Report 2023-24

	2024			2023
Summary Financials ($)	Actual	Budget	Variation	Actual	Variation*
Financial Performance
PNCC Grant	258,016	258,018	-2	252,363	5,653
Total Revenue	1,131,322	919,318	212,004	1,018,646	112,676
Total Expenses	989,150	926,903	62,247	921,373	67,777
Net Surplus (Deficit)	142,172	-7,585	149,757	97,274	44,898
Financial Position
Current Assets	635,768	614,308	21,460	610,826	24,942
Total Assets	1,315,073	1,230,951	84,122	1,225,986	89,087
Current Liabilities	186,796	255,921	-69,125	239,881	-53,085
Total Liabilities	186,796	255,921	-69,125	239,881	-53,085
Equity	1,128,276	975,030	153,246	986,105	142,171
Cash Flows
Total Net Cash Flows	52,142	3,916	48,226	-43,827	95,969
Opening Cash	297,629	297,629	0	341,456	-43,827
Closing Cash	349,771	301,545	48,226	297,629	52,142

*when compared to the same period 12 months ago

5. NEXT STEPS

At the end of February 2025, the Regent Theatre Trust Board will submit:

• draft Statement of Intent for 2025–28; and

• six-month report on the current Statement of Intent 2024–27.

These will be presented to the next available Culture & Sport Committee meeting.

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: Whāinga 2: He tāone whakaihiihi, tapatapahi ana Goal 2: A creative and exciting city
The recommendations contribute to the achievement of objectives in: 14. Mahere mana urungi, kirirarautanga hihiri 14. Governance and Active Citizenship Plan The objective is: Review and monitor the performance of Council operations and Council Controlled Organisations
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.	Performance Results 2023-24 ⇩
2.	The Regent Theatre Trust_Annual Report 2023-24 ⇩

Memorandum

TO: Culture & Sport Committee

MEETING DATE: 25 September 2024

TITLE: The Globe Theatre Trust - Annual Report 2023-24

Presented By: Sarah Claridge, Governance Advisor

APPROVED BY: Cameron McKay, General Manager Corporate Services

RECOMMENDATION TO culture & sport COMMITTEE

1. That the Committee receive the Globe Theatre Trust Board’s Annual Report

2023-24 (Attachment 2).

1. ISSUE

1.1 The Globe Theatre Trust Board (the Globe) has submitted its Annual Report 2023-24 (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 2023 to 30 June 2024.

1.2 Representatives of the Globe are in attendance to present.

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.

2.2 The purpose of the Globe Theatre Trust Board is:

To control, develop, promote, enhance and maintain the Globe Theatre so that it may be utilised and enjoyed by the inhabitants of the Manawatu area including:

i. securing the future of the Globe Theatre;

ii. acknowledging the Globe Theatre as the home of the Manawatu Theatre Society Inc.;

iii. ensuring the Globe remains accessible to the community (both physically and financially);

iv. fostering a sense of community.

2.3 In 2023-24, the Council granted the Globe Trust Board $174,981^{^[3]}, which Council expected the Board to supplement by seeking external revenue.

2.4 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.

2.5 The attached Annual Report has not yet been audited by Audit NZ. An updated report will be brought to Committee in the event there are any material changes following audit.

3. PERFORMANCE FOR THE Year July 2023 - June 2024

3.1 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, Powerlifting National Championships, comedy nights, Manawatū Jazz Festivals and the Aotearoa Country Music Awards.

· Continued to build strong working relationships with a variety of community groups including 12 Memorandum of Understanding (MOU) groups – MOU groups used the theatre 56% of the time in 2023/24.

· Continued to innovate and offer additional services to hirers to help promote their events. These included offering a service to advertise shows in various locations in the city, and a ticket deal where people could attend two different shows at a discounted rate.

· Attracted 41 national/ international touring groups to Palmerston North, which increases the variety of acts performed in the city.

· Gerry Keating, Theatre Manager, won the 2023 Team Leader of the Year Award and Brayden Cowie made the final 3 for the Team Member of the Year Award.

3.2 The Globe Theatre Trust has achieved most of its usage targets (see Attachment 1). Following Officers’ comments in March 2024, the Trust Board adjusted their targets in their SOI 2024-27 to make them more challenging. Commentary on the missed targets for 2023-24 are set out below.

Objective 2: Supporting and encouraging local community use

3.3 The percentage of theatre usage attributed to community groups (excluding MOUs) did not meet its target of 40%. This measures the community groups, which use the theatre for one-off performances or irregularly rather than the MOUs who use the theatre on a regular basis. This measure did not meet its target because the high use of MOU groups reduced the availability for other community use.

As the Globe’s result for community use of the theatre (MOU and other community groups) totalled 89% of use, Officers do not have any concerns with this measure not meeting its target.

3.4 The proposed work to provide ‘Support for Rangitānenuiarawa, whanau hapū and iwi to create and deliver art experiences’ did not progress in 2023-24. A planned production with Rongamau Productions unfortunately did not go ahead, and the work to incorporate Māori art/ design in the foyer did not secure the necessary funding to progress. Hopefully, these two projects can commence in the new year.

Objective 3: Maintain and develop facilities

3.5 There were two measures involving capital renewals that were not achieved. The measure ‘Upgrade Globe 1 winch/ pulley system’ was deemed not essential and the ‘upgrade of all theatre lighting to LED’ was delayed until next year, to allow planned theatre maintenance to occur first in early 2025.

Three Year Review

3.6 Table 1 compares 2023/24 with 2022/23 and the results from pre-COVID year 2018/19.

Table 1: The Globe – Annual Performance Results for the financial years 2019, 2023 and 2024

Measure		2018-19 30 June 2019	2022-23 30 June 2023	2023-24 30 June 2024	3 Year Trend
Number of Usages	Actual	680	581	715	↑
Number of Performances	Actual	253	296	343	↑
Patronage – Total attendance for all events	Actual	21,409	23,190	27,126	↑
% Community Usage % of total usage attributed to community groups (including MOUs)	Actual	83%	87%	89%	↑
Average size of audience per event	Actual	85	78	79	→

3.7 Compared to 2022/23, the Globe Theatre was used 134 more times, of which 47 more shows were performed in 2023/24. This increase in use predominantly comes from Community or MOU users which accounts for 89% of total usages. Over the last few years, the Globe has been very successful at building a community base and fulfilling objective (iv) of its Trust Deed (see section 2.2).

3.8 Patronage figures are also up on previous years, suggesting the Globe is offering a range of diverse performances that appeal to local theatre-goers.

4. Financial Performance for the year July 2023-June 2024

4.1 The Trust had an operating net surplus of $14,520, which was slightly less than the budgeted net surplus of $15,955 in the Statement of Intent.

4.2 Total Revenue is down $10,000 on last year, due to fundraising being less than the previous year. The Globe did not receive any external grants in 2023/24.

Table 2: Financial Information for the draft Annual Report 2023-24

	2024			2023
Summary Financials ($)	Actual	Budget	Variation.	Actual	Variation. *
Financial Performance
PNCC Grant	174,981	174,981	0	121,125	53,856
Total Revenue	420,854	393,581	27,273	431,070	-10,216
Total Expenses	406,335	377,626	28,709	364,262	42,073
Net Surplus (Deficit)	14,520	15,955	- 1,435	66,708	- 52,188
Financial Position
Current Assets	341,172	392,639	-51,467	251,097	90,075
Total Assets	594,588	592,877	1,711	566,405	28,183
Current Liabilities	107,769	56,914	50,855	92,555	15,214
Total Liabilities	109,578	58,729	50,849	95,915	13,663
Equity	485,010	534,148	-49,138	479,490	5,520
Cash Flows
Total Net Cash Flows	92,324	54,407	37,917	35,939	56,385
Opening Cash	242,483	334,232	- 91,749	206,545	35,938
Closing Cash	334,807	388,639	-53,832	242,484	92,323

*when compared to the same period 12 months ago

5. NEXT STEPS

5.1 At the end of February 2025, the Globe Theatre Trust Board will submit:

· their draft Statement of Intent for 2025–28; and

· six-month report on the current Statement of Intent 2024–27.

These will be presented to the Culture & Sport Committee in April 2025.

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: Whāinga 2: He tāone whakaihiihi, tapatapahi ana Goal 2: A creative and exciting city
The recommendations contribute to the achievement of objective(s) in: 14. Mahere mana urungi, kirirarautanga hihiri 14. Governance and Active Citizenship Plan The objective is: Review and monitor the performance of Council operations and Council Controlled Organisations.
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 Local Government Act.

Attachments

1.	Results of Performance Measures 2023-2024 ⇩
2.	The Globe Theatre Trust_Annual Report 2023-24 ⇩

Memorandum

TO: Culture & Sport Committee

MEETING DATE: 25 September 2024

TITLE: 2024/25 Maintenance and Renewal Plans and Budgets for Cultural Facilities

Presented By: Bill Carswell, Manager Property and Resource Recovery

APPROVED BY: Chris Dyhrberg, General Manager Infrastructure

RECOMMENDATION TO Culture & Sport Committee

1. That the Committee receive the memorandum titled ‘2024/25 Maintenance and Renewal Plans and Budgets for Cultural Facilities’, presented to the Culture & Sport Committee on 25 September 2024.

1. ISSUE

1.1 The Arts, Culture & Heritage Committee Meeting on 11 June 2018 resolved:

‘That the Chief Executive be instructed to present annual maintenance and renewal plans and budgets for the cultural facilities to the Arts, Culture & Heritage Committee, excluding the Central Library.’

1.2 This report addresses this resolution.

2. BACKGROUND

2.1 The buildings that sit in the Cultural Facilities portfolio include:

· The Globe Theatre;

· The Regent Theatre;

· Square Edge Building;

· Te Manawa and the Art Gallery;

· Creative Sounds; and

· Caccia Birch.

2.2 There is a clear and consistent demarcation for who is financially responsible for outgoings across the cultural facilities portfolio; Council or the Tenant/ CCO. This allows for both parties to plan and budget for the outgoings that are their responsibility.

2.3 Most of the building maintenance and renewals are the responsibility of Council as the Landlord and are undertaken by the Property Division.

2.4 The Property Division works with the various Tenants/ CCO’s to plan and prioritise Council’s capital renewal works and planned preventative maintenance each year. The planning and prioritisation of works are undertaken at both a facility-by-facility level and at a portfolio level to ensure the best use of available funds.

2.5 Capital renewal works are delivered within the cultural facilities portfolio via Programme 213 (Cultural Facilities – Renewals), whereas the maintenance is undertaken through Council’s operational maintenance budgets.

3. CAPITAL RENEWAL AND MAINTENANCE WORKS PLANNED FOR 2024/25

3.1 Below is an overview of the capital renewal works planned for 2024/25:

Facility	Planned Renewal Projects	Project Budget (excl. GST)
The Globe Theatre	· Completion of fire safety upgrades, which commenced in 2023/24	$400K
The Regent Theatre	· Balcony Safety Improvements	$100K
Square Edge Building		$0
Caccia Birch House		$0
Te Manawa/ Art Gallery		$0
Total		$500K

3.2 Please note there were no carry-forwards in this programme from 2023/24.

3.3 Unlike previous years where renewal works were planned for each facility, this year most of the renewal funds in 2024/25 will need to go into completing the fire upgrades at the Globe Theatre. This upgrade was split into two stages, with Stage 1 being completed in 2023/24.

3.4 The balance of the funding will be used to address safety improvements at the Regent Theatre. Whilst currently compliant, these improvements will improve patron and staff safety on the balcony level and would have been triggered through a building consent for the seismic strengthening, so Officers are opting to do this work in advance of this.

3.5 Below is an overview of the repairs and maintenance works planned for 2024/25:

Facility	Planned Maintenance Projects
The Globe Theatre	· Comprehensive carpet clean for entire building · Landscaping maintenance and tidy-up
The Regent Theatre	· Re-paint inside admin office and ticket area · Repair interior damage from leaks · Pigeon control measures
Square Edge Building	· Roof maintenance and water-tightness · Windowsills water-tightness maintenance
Te Manawa/ Art Gallery	· Roof maintenance and water-tightness · Exterior pavement steam cleaning
Creative Sounds	· Exterior wall repairs and painting
Caccia Birch House	· Interior bora and treatments of wood including walls, doors, and floors

3.6 Please note this is not a comprehensive list of all maintenance work to be undertaken in the facilities, it is only the planned maintenance items of significance identified by the Property Division in conjunction with the various CCOs. Regular servicing, etc. will continue to be undertaken as required, along with any reactive works.

3.7 Any work that is being undertaken by the Tenant/ CCO is not included in the above as this is only works undertaken by Council. Tenant works are in addition to the above.

4. Seismic Strenthening work

4.1 Most of Council’s cultural facilities are earthquake prone buildings. In addition to the renewal and maintenance work, the seismic upgrade works will be delivered through Programme 902 (Seismic Strengthening of Council Owned Buildings).

4.2 Officers will be taking a risk based practical approach to asset renewals of these facilities leading into their respective seismic strengthening. For example, if a building were 10 years away from being strengthened, Officers may consider replacing carpet. However, if it were 1 year away from being strengthened, we would not, and instead wait to complete these after or as part of the strengthening project.

4.3 Note that as part of the 2024-34 LTP deliberations, Council deferred the design of the seismic solution within the Regent Theatre until 2025/26. No seismic design will now be undertaken in the portfolio in 2024/25.

5. NEXT STEPS

5.1 Undertake the maintenance and renewal works throughout the cultural facilities portfolio as planned.

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: Whāinga 2: He tāone whakaihiihi, tapatapahi ana Goal 2: A creative and exciting city
The recommendations contribute to the achievement of objectives in: 5. Mahere toi 5. Arts Plan The objective is: Renew, develop, and maintain Council-owned cultural facilities, incorporating modern accessibility standards where practical.
Contribution to strategic direction and to social, economic, environmental, and cultural well-being	A robust renewals programme and facilities management model will help ensure the city’s existing arts and culture buildings are achieving the Council’s aspirations and meet the community’s needs.

Attachments

Nil

Memorandum

TO: Culture & Sport Committee

MEETING DATE: 25 September 2024

TITLE: Statements of Expectation for Cultural Council Controlled Organisations 2025-2028

Presented By: Gillian Tasker, Community Development Advisor (Arts)

APPROVED BY: Danelle Whakatihi, General Manager Customer & Community

RECOMMENDATIONS TO Culture & Sport Committee

1. That the Committee approve the Statement of Expectation 2025-2028 for Te Manawa Museums Trust, (Attachment 1).

2. That the Committee approve the Statement of Expectation 2025-2028 for the Regent Theatre Trust, (Attachment 2).

3. That the Committee approve the Statement of Expectation 2025-2028 for the Globe Theatre Trust (Attachment 3).

1. ISSUE

1.1 Statements of Expectation (SOE) guide the strategic direction of cultural Council Controlled Organisations (CCOs) and assist in the development of their Statements of Intent, the CCOs’ three-year planning document that is agreed by Council each year.

1.2 This memorandum seeks Council approval for the Statements of Expectation for the cultural CCOs. The Statements of Expectation can be found as Attachments 1 – 3 of this memorandum.

2. BACKGROUND

2.1 Council previously sent an annual SOE to each of its cultural CCOs: Globe Theatre Trust, Regent Theatre Trust and Te Manawa Museums Trust. However, at the Council meeting on 18 December 2023, Council resolved to adopt a three-year SOE to align with the adoption of the Long-Term Plan (LTP).

2.2 The SOEs (Attachments 1-3) are based on the objectives from Council’s City Strategy and 15 strategic plans which were agreed alongside the Long-Term Plan 2024-2027. There is no legal requirement to review the SOEs annually.

2.3 Council staff sought feedback on the draft SOEs from the Mayor, Chair and Deputy Chair of the Culture & Sport Committee; and the Chair and Chief Executive/ Manager of the three cultural CCOs.

2.4 Although the SOE will cover three years, it remains possible for Council to review it earlier, if Council wishes to do so. Council also has an opportunity to discuss its expectations with cultural CCO Trust Boards, during the draft SOI stage or through regular presentations.

3. NEXT STEPS

3.1 Council staff will inform the cultural CCOs of their Statements of Expectation 2025-2028.

3.2 The cultural CCOs will provide their draft Statements of Intent 2025–28 to Council staff by 17 February 2025, and they will be presented to the Culture & Sport Committee for Council comment.

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 objectives?		Yes
Are the recommendations inconsistent with any of Council’s policies or plans?		No
The recommendations contribute to: Whāinga 2: He tāone whakaihiihi, tapatapahi ana Goal 2: A creative and exciting city
The recommendations contribute to the achievement of objective/objectives in: 5. Mahere toi 5. Arts Plan The objective is: · Provide and support cultural facilities Also 4. Mahere taonga tuku iho, Heritage Plan · Promote, protect, celebrate, and share knowledge of local history
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 and heritage activities that contribute to Palmerston North being a creative and exciting city.

Attachments

1.	Statement of Expectation Globe Theatre 2025-2028 ⇩
2.	Statement of Expectation Regent Theatre 2025-2028 ⇩
3.	Statement of Expectation Te Manawa 2025-2028 ⇩

Committee Work Schedule

TO: Culture & Sport Committee

MEETING DATE: 25 September 2024

TITLE: Committee Work Schedule

RECOMMENDATION TO Culture & Sport Committee

1. That the Culture & Sport Committee receive its Work Schedule dated September 2024.

COMMITTEE WORK SCHEDULE – SEPTEMBER 2024
Item No.	Estimated Report Date	Subject	Officer Responsible	Current Position	Date of Instruction/ Clause number
1.	~~25 September 2024~~	~~Development of conservation plan for Caccia Birch House and property, costed and included in the CBH Masterplan programme of work for 2023/24~~	~~General Manager Infrastructure~~	~~Rescheduled to incorporate the 24/25 Masterplan development~~	Council 2 June 2021 Clause 50.5-21
2.	~~25 September 2024~~	~~Annual report from PN Public Sculpture Trust~~	~~General Manager Customer & Community~~	~~Deferred to provide full update regarding a new MoU and the Unity sculpture~~	Council 29 April 2019 ~~Clause 36.4~~
3.	~~25 September 2024~~	~~Annual report on Maintenance and Renewal Plans and Budgets for Cultural Facilities~~	~~General Manager Infrastructure Services~~		~~25 June 2018~~ ~~Clause 19.2~~
4.	~~25 September 2024~~	~~Statement of Expectations 2025/28 – Te Manawa, The Globe and The Regent~~	~~General Manager Customer & Community~~		~~Terms of Reference~~
5.	~~25 September 2024~~	~~Play Policy Annual Implementation Monitoring Report~~	~~General Manager Customer & Community~~		~~14 April 2021~~ ~~Clause 12-21~~
6.	~~25 September 2024~~	~~Annual Report 2023-2024 – The Regent, The Globe, Te Manawa~~	General Manager Corporate Services/ CFO		~~Terms of Reference~~
7.	27 November 2024	Annual Report: Sport Manawatū 2023/2024 to Palmerston North City Council	General Manager Strategic Planning		Terms of Reference
8.	June 2025	Review of in-house service delivery of Caccia Birch House	General Manager Customer & Community		Council 2 June 2021 Clause 50.7
9.	2025	Annual Sector Lead Report: Creative Sounds Society Incorporated (The Stomach)	General Manager Customer & Community		22 November 2023 Clause 43-23
10.	2025	Annual Sector Lead Report: Community Arts Palmerston North Incorporated (Square Edge Community Arts)	General Manager Customer & Community		22 November 2023 Clause 43-23
11.	2025	Six Month Performance Report – The Globe, The Regent, Te Manawa	General Manager Corporate Services/ CFO		Terms of Reference
12.	2025	Draft Statement of Intent 2025-2028 – The Globe, The Regent, Te Manawa	General Manager Corporate Services/ CFO		Terms of Reference
13.	2025	Rural Games – annual presentation			Council 31 May 2023 Clause 88.11-23
14.	2025	Final Statement of Intent 2025-2028 - Te Manawa, The Globe and The Regent	General Manager Corporate Services/ CFO		Terms of Reference
15.	2025	Annual progress report on the development of heritage themes, including military heritage, across Council programmes	General Manager Strategic Planning		10 August 2022 Clause 17.2

Attachments

NIL

Rachel Bowen (Chair)
Billy Meehan (Deputy Chair)
Grant Smith (The Mayor)
Mark Arnott	Leonie Hapeta
Vaughan Dennison	Debi Marshall-Lobb
Lew Findlay (QSM)	William Wood
Roly Fitzgerald	Kaydee Zabelin
Patrick Handcock (ONZM)

1.	Caccia Birch House Conservation Plan (attached separately)
2.	Caccia Birch House Maintenance Plan (attached separately)