Agenda of Culture & Sport Committee - Wednesday, 27 November 2024

Culture & Sport Committee MEETING

27 November 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.

6. Presentation - New Zealand Senior Women's Canoe Polo Team Page 7

7. Presentation - Stuff Events for Central District Field Days Page 9

8. Funding Request from Stuff Events for Central District Field Days Page 11

Memorandum, presented by Luke McIndoe, Head of Events.

9. Confirmation of Minutes Page 15

That the minutes of the Culture & Sport Committee meeting of 25 September 2024 Part I Public be confirmed as a true and correct record.

10. Sport Manawatū Charitable Trust - Annual Report to Palmerston North City Council for 1 July 2023 to 30 June 2024 Page 23

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

11. Heritage Reference Group - Terms of Reference Page 71

Memorandum, presented by Keegan Aplin-Thane, Senior Planner and Greg Vossler, Heritage Planning Consultant.

12. Draft Otangaki-Ashhurst Domain Reserve Management Plan - adoption for public consultation Page 87

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

13. Committee Work Schedule Page 131

14. Karakia Whakamutunga

15. 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.

Memorandum

TO: Culture & Sport Committee

MEETING DATE: 27 November 2024

TITLE: Funding Request from Stuff Events for Central District Field Days

Presented By: Luke McIndoe, Head of Events

APPROVED BY: Danelle Whakatihi, General Manager Customer & Community

RECOMMENDATION(S) TO COUNCIL

1. That Council:

EITHER

OPTION ONE

Decline request and maintain existing contestable funding from Major Event Fund.

OPTION TWO

Approve $60k allocation from Major Event Fund.

OPTION THREE

Refer a new programme of up to $60k per year to support Central District Field Days to the Annual Budget 2024/25 deliberations.

OPTION FOUR

Reduce Major Events Fund by $60k to create a new programme to support Central District Field Days as per their request of $60k per annum.

1. ISSUE

1.1 Stuff Events delivers the annual Central District Field Days in March each year.

1.2 Stuff Events have requested additional funding which exceeds assessment criteria of the Major Events Fund as defined by the Support and Funding Policy adopted in 2022.

1.3 The Policy does not allow officers to allocate more than $30,000 to any one application, under the Major Events Fund. Thus, this request is being brought to Council for its consideration and decision.

1.4 Stuff Events requests $60,000 cash for three years with half each year targeted to create a food innovation initiative which has been proposed by Stuff Events due to the links to Palmerston North City’s strategic goals and positioning in the food innovation sector.

2. Analysis

2.1 The Major Event Fund purpose, as set out in the Support and Funding Policy 2022 (pages 21 and 22) is to attract, develop and grow events in Palmerston North by supporting world class events that drive sustainable growth in domestic visitation and promote Palmerston North’s unique identity to a wider audience.

2.2 The support priorities for the contestable fund and the current application assessment for Field Days are set out below.

Support Priority	Assessment	Comment
Contribution to Goal 1 and Goal 2 of Council’s strategic direction	Achieved	Economic and social benefits identifiable.
Promotion of domestic tourism and increases visitor nights	Achieved
Showcase of Palmerston North’s unique story	Partial	Agriculture sector is important to the city.
Generates positive media exposure for the region	Achieved
Higher weighting to be given if any of the below are demonstrated:
Generates opportunities to leverage the city’s profile/ legacy for the city	Partial	Event is developing in support of the city’s strategic positioning as the food innovation capital of Aotearoa with some elements promoting career opportunities in the primary industries.
Contributes to diversity of events landscape	Achieved
Contribution to Goal 3 and Goal 4 of Council’s strategic direction	Partial	Supports a diverse events calendar in the city, however the event is still developing in contribution to eco city goals.

2.3 Officers have identified four avenues for Council to consider in response to this request. These are set out below.

Option 1 - Decline request and maintain existing contestable funding from Major Event Fund.

A 3 year contract for $30,000 cash grant from Major Event Fund would be offered. Stuff Event’s aspirations to grow a food innovation offering as part of the event would likely not proceed.

Option 2 - Approve 60k allocation from Major Event Fund.

Officers would approve a contestable grant above the limits prescribed by the Support and Funding Policy. Funding would be managed by officers through a funding contract as per standard process and no additional budget would be required.

Option 3 - Refer a new programme of up to $60k per year to support Central District Field Days to the Annual Budget 2024/25 deliberations.

This option allows Elected Members to weigh up the request in the context of all demands on the budget and prioritise accordingly. It should be noted that, should Elected Members agree this option as part of budget deliberations, it would also be committing Council in the following years of the Long-Term Plan.

Option 4 - Reduce Major Events Fund by $60k to create a new programme to support Central District Field Days as per their request of $60k per annum.

This option does not increase the overall budget line for the Major Events Fund. However, it does prioritise Central District Field Days and at the same time reduce the contestable funding available for other major events.

3. NEXT STEPS

3.1 There may be other options that Council may wish to consider, including a review of the Major Events Fund within the Support and Funding Policy.

3.2 Should Council agree Option 2, officers will include the recommendation for Elected Members to consider in Annual Plan considerations.

3.3 Should Council agree Option 4, officers will make the appropriate changes to budgets.

3.4 For all options, officers will inform Stuff Events of Council’s decision and work with them to establish a framework for an appropriate economic benefit analysis model, and to identify in-kind resourcing.

4. Compliance and administration

Does the Committee have delegated authority to decide?		No
Are the decisions significant?		No
If they are significant do they affect land or a body of water?		No
Can this decision only be made through a 10 Year Plan?		No
Does this decision require consultation through the Special Consultative procedure?		No
Is there funding in the current Annual Plan for these objectives?		No
Are the recommendations inconsistent with any of Council’s policies or plans? Not inconsistent with Policy but above officer’s delegation to decide.		No
The recommendations contribute to: Whāinga 1: He tāone auaha, he tāone tiputipu Goal 1: An innovative and growing city
The recommendations contribute to the achievement of objective/objectives in: 2. Mahere whakawhanake ohaoha 2. Economic Development Plan The objective is: Attract, fund and manage events which bring significant economic benefit to the city (through the Major Events, Arts Events Fund and Sports Event Partnership Fund)
Contribution to strategic direction and to social, economic, environmental and cultural well-being	The Major Events Fund prioritises events that promote the economic wellbeing of the city, but which also contribute to social, environmental and cultural wellbeing.

Attachments

Nil

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 25 September 2024, commencing at 9.00am

Members

Present:

Councillors Rachel Bowen (in the Chair) Billy Meehan, Mark Arnott, Vaughan Dennison, Lew Findlay, Roly Fitzgerald, Patrick Handcock, Leonie Hapeta, Debi Marshall-Lobb, William Wood and Kaydee Zabelin.

Non Members:

Councillors Brent Barrett, Lorna Johnson, Orphée Mickalad and Karen Naylor.

Apologies:

The Mayor (Grant Smith) (absent on Council business) and Councillor Lew Findlay (early departure).

Councillor Brent Barrett left the meeting at 10.00am after consideration of clause 30. He was not present for clauses 31 to 42 inclusive.

Councillor Lew Findlay left the meeting at 12.06pm during consideration of clause 40. He was not present for clauses 40 to 42 inclusive.

	Karakia Timatanga
	Councillor Rachel Bowen opened the meeting with karakia.

28-24

Apologies

Moved Rachel Bowen, seconded Billy Meehan.

The COMMITTEE RESOLVED

1. That the Committee receive the apologies.

Clause 28-24 above was carried 12 votes to 0, the voting being as follows:

For:

Councillors Rachel Bowen, Billy Meehan, Mark Arnott, Vaughan Dennison, Lew Findlay, Roly Fitzgerald, Patrick Handcock, Leonie Hapeta, Debi Marshall-Lobb, William Wood, Kaydee Zabelin and Brent Barrett.

	Declarations of Interest
	Councillor Debi Marshall-Lobb declared an interest in Item 14 (The Globe Theatre Trust - Annual Report 2023-24) (clause 37) but stated she did not consider it to be a conflict of interest.

29-24

Presentation - Volleyball Manawatū

Presentation, by Kelsey Higgins, General Manager, Volleyball Manawatū (presentation appended to these Minutes).

Moved Rachel Bowen, seconded Billy Meehan.

The COMMITTEE RESOLVED

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

Clause 29-24 above was carried 12 votes to 0, the voting being as follows:

For:

30-24

Presentation - Centrepoint Theatre

Presentation, by Murray Georgel, Building Committee and ex Board Chair, Martin Carr, Business Manager and Kate Louise Elliott, General Manager/Artistic Director, Centrepoint Theatre (presentation appended to these Minutes).

Centrepoint Theatre is currently raising money to renovate the theatre. Construction is planned for 2026-2029. They asked for either in-kind support or a Council contribution to the rebuild.

During discussion Elected Members noted the economic impact and community outreach (the largest of any in the country) that Centrepoint has, and requested the Chief Executive provide ideas/options for Council to support the building project, in time for further discussion and decision making.

Moved Rachel Bowen, seconded Billy Meehan.

The COMMITTEE RESOLVED

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

2. That the Chief Executive provide options for Council to support the Centrepoint build project, in time for any decisions to be referred to the Annual Budget.

Clause 30-24 above was carried 12 votes to 0, the voting being as follows:

For:

Councillor Brent Barrett left the meeting at 10.00am.

31-24

Confirmation of Minutes

Moved Rachel Bowen, seconded Billy Meehan.

The COMMITTEE RESOLVED

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

Clause 31-24 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, Lew Findlay, Roly Fitzgerald, Patrick Handcock, Leonie Hapeta, William Wood and Kaydee Zabelin.

Abstained:

Councillor Debi Marshall-Lobb.

32-24

Play Policy - Annual Implementation and Monitoring Report 2024

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

Moved Rachel Bowen, seconded Billy Meehan.

The COMMITTEE RESOLVED

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.

Clause 32-24 above was carried 11 votes to 0, the voting being as follows:

For:

Councillors Rachel Bowen, Billy Meehan, Mark Arnott, Vaughan Dennison, Lew Findlay, Roly Fitzgerald, Patrick Handcock, Leonie Hapeta, Debi Marshall-Lobb, William Wood and Kaydee Zabelin.

33-24

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

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

Moved Rachel Bowen, seconded Billy Meehan.

The COMMITTEE RESOLVED

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.

Clause 33-24 above was carried 11 votes to 0, the voting being as follows:

For:

Councillors Rachel Bowen, Billy Meehan, Mark Arnott, Vaughan Dennison, Lew Findlay, Roly Fitzgerald, Patrick Handcock, Leonie Hapeta, Debi Marshall-Lobb, William Wood and Kaydee Zabelin.

34-24

Statement of Intent to Develop Reserve Management Plans

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

Moved Rachel Bowen, seconded Billy Meehan.

The COMMITTEE RESOLVED

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)

Clause 34-24 above was carried 11 votes to 0, the voting being as follows:

For:

Councillors Rachel Bowen, Billy Meehan, Mark Arnott, Vaughan Dennison, Lew Findlay, Roly Fitzgerald, Patrick Handcock, Leonie Hapeta, Debi Marshall-Lobb, William Wood and Kaydee Zabelin.

The meeting adjourned at 10.32am.

The meeting resumed at 10.53am.

35-24

Te Manawa Museums Trust - Annual Report 2023-24

Memorandum, presented by Adrian van Dyk, Chair and Simon Barnett, Trustee, Te Manawa Museums Trust Board.

Moved Rachel Bowen, seconded Billy Meehan.

The COMMITTEE RESOLVED

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

Clause 35-24 above was carried 11 votes to 0, the voting being as follows:

For:

Councillors Rachel Bowen, Billy Meehan, Mark Arnott, Vaughan Dennison, Lew Findlay, Roly Fitzgerald, Patrick Handcock, Leonie Hapeta, Debi Marshall-Lobb, William Wood and Kaydee Zabelin.

36-24

The Regent Theatre Trust - Annual Report 2023-24

Memorandum, presented by David Walsh, General Manager, Regent on Broadway and David Lea, Chair, Regent Theatre Trust Board (presentation appended to these Minutes).

Moved Rachel Bowen, seconded Billy Meehan.

The COMMITTEE RESOLVED

1. That the Committee receive the Regent Theatre Trust Board’s Annual Report 2023-24 (Attachment 2).

Clause 36-24 above was carried 11 votes to 0, the voting being as follows:

For:

Councillors Rachel Bowen, Billy Meehan, Mark Arnott, Vaughan Dennison, Lew Findlay, Roly Fitzgerald, Patrick Handcock, Leonie Hapeta, Debi Marshall-Lobb, William Wood and Kaydee Zabelin.

37-24

The Globe Theatre Trust - Annual Report 2023-24

Memorandum, presented by Gerry Keating, Manager, Globe Theatre and John Adams, Chair, Globe Theatre Trust Board.

Moved Rachel Bowen, seconded Billy Meehan.

The COMMITTEE RESOLVED

1. That the Committee receive the Globe Theatre Trust Board’s Annual Report 2023/24 (Attachment 2).

Clause 37-24 above was carried 11 votes to 0, the voting being as follows:

For:

Councillors Rachel Bowen, Billy Meehan, Mark Arnott, Vaughan Dennison, Lew Findlay, Roly Fitzgerald, Patrick Handcock, Leonie Hapeta, Debi Marshall-Lobb, William Wood and Kaydee Zabelin.

Note:
Councillor Debi Marshall-Lobb declared an interest in this item but stated she did not consider it to be a conflict of interest.

38-24

Palmerston North Public Sculpture Trust Annual Report to Council September 2024

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

Moved Rachel Bowen, seconded Billy Meehan.

The COMMITTEE RESOLVED

1. That the Committee receive the Palmerston North Public Sculpture Trust’s Annual Report 2023-2024, presented to the Culture & Sport Committee on 25 September 2024.

Clause 38-24 above was carried 11 votes to 0, the voting being as follows:

For:

Councillors Rachel Bowen, Billy Meehan, Mark Arnott, Vaughan Dennison, Lew Findlay, Roly Fitzgerald, Patrick Handcock, Leonie Hapeta, Debi Marshall-Lobb, William Wood and Kaydee Zabelin.

39-24

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

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

Moved Rachel Bowen, seconded Billy Meehan.

The COMMITTEE RESOLVED

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.

Clause 39-24 above was carried 11 votes to 0, the voting being as follows:

For:

Councillors Rachel Bowen, Billy Meehan, Mark Arnott, Vaughan Dennison, Lew Findlay, Roly Fitzgerald, Patrick Handcock, Leonie Hapeta, Debi Marshall-Lobb, William Wood and Kaydee Zabelin.

40-24

Conservation Plan for Caccia Birch House and Property

Memorandum, presented by John Lynch, Manager Venues and Events, Bill Carswell, Manager Property and Resource Recovery and Chris Smith, Manager Wildbase Recovery.

Councillor Lew Findlay left the meeting at 12.06pm.

Moved Rachel Bowen, seconded Billy Meehan.

The COMMITTEE RESOLVED

1. That the Committee receive the memorandum titled ‘Conservation Plan for Caccia Birch House and Property’ presented to the Culture & Sport Committee on 25 September 2024.

Clause 40-24 above was carried 10 votes to 0, the voting being as follows:

For:

Councillors Rachel Bowen, Billy Meehan, Mark Arnott, Vaughan Dennison, Roly Fitzgerald, Patrick Handcock, Leonie Hapeta, Debi Marshall-Lobb, William Wood and Kaydee Zabelin.

41-24

Statements of Expectation for Cultural Council Controlled Organisations 2025-2028

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

Moved Rachel Bowen, seconded Billy Meehan.

The COMMITTEE RESOLVED

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).

Clause 41-24 above was carried 10 votes to 0, the voting being as follows:

For:

Councillors Rachel Bowen, Billy Meehan, Mark Arnott, Vaughan Dennison, Roly Fitzgerald, Patrick Handcock, Leonie Hapeta, Debi Marshall-Lobb, William Wood and Kaydee Zabelin.

42-24

Committee Work Schedule

Moved Rachel Bowen, seconded Billy Meehan.

The COMMITTEE RESOLVED

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

Clause 42-24 above was carried 10 votes to 0, the voting being as follows:

For:

Councillors Rachel Bowen, Billy Meehan, Mark Arnott, Vaughan Dennison, Roly Fitzgerald, Patrick Handcock, Leonie Hapeta, Debi Marshall-Lobb, William Wood and Kaydee Zabelin.

	Karakia Whakamutunga
	Councillor Rachel Bowen closed the meeting with karakia.

The meeting finished at 12.15pm.

Confirmed 27 November 2024

Chair

Memorandum

TO: Culture & Sport Committee

MEETING DATE: 27 November 2024

TITLE: Sport Manawatū Charitable Trust - Annual Report to Palmerston North City Council for 1 July 2023 to 30 June 2024

Presented By: Ann-Marie Mori, Policy Analyst

APPROVED BY: David Murphy, General Manager Strategic Planning

RECOMMENDATION TO Culture & Sport Committee

1. That the Committee receive the Sport Manawatū Charitable Trust – Annual Report to Palmerston North City Council for 1 July 2023 to 30 June 2024 (Attachment 1).

1. ISSUE

1.1 Attachment 1 is the Sport Manawatū Annual Report to the Council for the period 1 July 2023 to 30 June 2024 (representing year two of the current three-year agreement). Representatives of Sport Manawatū will be in attendance to present the report.

1.2 Under the 2022-25 agreement, there is a requirement to submit an Annual Report. The six-month progress update was presented to the Culture & Sport Committee in March 2024.

1.3 Staff have evaluated Sport Manawatū’s performance against the agreement’s accountability requirements and performance measures to assess progress towards three outcome areas. The year 2 assessment is included as Attachment 2.

2. BACKGROUND

2.1 Sport Manawatū is an independent charitable trust and receives multiple and diverse sources of funding, including from Ihi Aotearoa - Sport New Zealand, the Palmerston North City Council, other councils in the region, the Te Whatu Ora Health NZ – MidCentral, and community trusts. Sport Manawatū works towards meeting several different investment outcomes through its activities and, therefore, its report includes some activities that are not solely funded through the Council’s funding agreement.

2.2 Council has funded Sport Manawatū since 1996. Over time the grant amount has varied as services were added, including strategic plan implementation, event support, and active transport promotion. These changes have reflected organisational changes by Council, such as fluctuations of in-house versus outsourced delivery models, and Council policy changes, including changes to community outcomes and the Support and Funding Policy.

2.3 The current funding agreement and strategic partnership plan with Sport Manawatū was entered into in July 2022 for three years.

2.4 The value of the base funding in the agreement for the 2023-24 financial year was $614,659.00 (excluding GST). This was made up of:

Ø Operational grant - $322,509

Ø Sports Event Partnership Fund (for distribution) - $280,952

Ø Active Communities Fund (for distribution) - $11,198

2.5 Two further grants, totalling $20,000, were made to Sport Manawatū to support research related to the low-investment opportunities identified in aquatic facilities and water-based recreation needs assessment.

2.6 An additional operational grant of $80,000 per annum for the Bike Ready programme (cycle skills delivery) investment ended in 2023-24. The ongoing delivery of this programme is contingent on the outcome of recent discussions on active transport budgets. The budget was recently confirmed for the 2024-25 financial year. The 2025-26 budget will be determined via the Annual Budget process.

2.7 The 2022-25 funding agreement outcomes, based on the Council’s 2021 strategic direction, are:

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

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

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

2.7 To help meet these outcomes, Sport Manawatū administers the Active Communities Fund (Outcome 1) and the Sports Event Partnership Fund (Outcome 2) on the Council’s behalf under the Support and Funding Policy.

2.8 The Trust’s financial statements are available on the Charities Services website (when they are filed).

2.9 Sport Manawatū recently finalised its Statement of Strategic Intent 2024-30. This provides a long-term perspective on how Sport Manawatū will fulfil its vision: Everyone active – Kia mātātoa tātou.

3. ANNUAL REPORT ANALYSIS

3.1 An evaluation of Sport Manawatū’s accountability reporting requirements and performance measures is included as Attachment 2. This assessment reflects regular and ongoing discussions with Sport Manawatū staff.

3.2 Sport Manawatū has demonstrated good progress towards meeting the performance measures in the second year of the 2022-25 funding agreement. The performance measures guide monitoring for the key outcome areas. In many cases, Sport Manawatū has provided useful narrative alongside quantitative data to help measure progress towards the agreed outcomes.

3.3 Specific areas identified by Sport Manawatū staff for improvement are:

Outcome 1

· Improving the approach to prepare an Annual Plan that sets out specific actions staff will take in response to the priority areas.

· Revising the approach to the collection and analysis of membership and participation statistics for the main sports codes.

Outcome 2

· Auditing the Sports Event Partnership Fund (SEPF) alongside other Council funds administered by other organisations.

· Improving how to capture the social benefits of SEPF-supported events.

Outcome 3

· Revising the future approach to cycle skills delivery and other active transport activity.

3.4 A traffic light assessment of the performance measures to summarise the progress towards the funding agreement outcomes is presented below:

Outcome area performance measures

Traffic light

	Not on track
	Partly on track
	On track

Outcome 1: Palmerston North is one of the most active communities in NZ

Ø Decreasing levels of physical inactivity in the City.

Ø Activities delivered are responding to and meeting community needs.

Ø Compliant administration and allocation of funding programmes on behalf of the Council.

Ø Delivery of agreed implementation actions in the He Rā Ki Tua Regional Sport Facility Plan and Play Policy.

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

Ø Increasing economic and social benefits of SEPF-supported sporting events.

Ø SM is a collaborative partner in the City’s event network that contributes to hosting successful sports events in the City.

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

Ø Increasing participation in walking and cycling as active transport modes.

Ø Minimum of 800 students trained at Grade 2 cycle skills level annually (for year 2 of the agreement).

3.5 In past annual evaluations, a set of monitoring indicators have gauged the Council’s and Sport Manawatū’s collective impact. Over the past year we have discussed the value of continuing with assessing these monitoring indicators. As these indicators have now been updated through the 2024-34 Long-Term Plan (LTP), and the performance measures and a proposed set of monitoring indicators were similar, this further assessment is now unnecessary.

4. Sector Lead Status Update

4.1 The Support and Funding Policy 2022 allows the Council to engage sector leads through a partnership approach as part of the Strategic Priority Grants (SPG) programme.

4.2 The criteria for a for-purpose group to qualify as a sector lead were largely based on the strategic partnership model established with Sport Manawatū in 2018/19, which eliminated the need for them to compete for operational funding from the Council. Sport Manawatū's last ‘fee for service’ contract with the Council was from 2016 to 2019.

4.3 Although Sport Manawatū’s current operational funding is not provided through the SPG programme, they are still considered a ‘sector lead’ in practice. Sport Manawatū are more accurately described as a strategic partner of the Council as opposed to a ‘sector lead’. Due to the long-standing and successful relationship with Sport Manawatū, there is no intention for staff to recommend that the organisation return to a contestable funding process or apply for sector lead status at this point.

4.4 Sport Manawatū’s ongoing funding from the Council depends on several factors, including positive performance assessments and budget confirmation through the LTP or Annual Plan processes.

4.5 Council acknowledges Sport Manawatū as a strategic partner, recognising their leadership role in the sport and recreation sector. This recognition partially aligns them with other established sector lead organisations approved through the SPG process and highlights the value of the partnership developed over many years of Council investment.

4.6 There are several clear benefits to this approach, including:

Ø Enhancing the mana of Sport Manawatū by formally recognising a long-established partnership with the Council, which has laid the foundation for the sector lead policy settings outlined in the Support and Funding Policy.

Ø Confirming its role in the sport and recreation sector and highlighting its contributions toward achieving the Council’s strategic direction and the resultant health and well-being benefits provided to the community.

Ø Promoting a more consistent operational approach that aligns better with all other sector lead organisations involved in the SPG programme.

Ø Acknowledging the high level of financial investment made (compared to sector lead organisations) in the funding agreement, including a significant role in administering two funding programmes on Council’s behalf.

5. NEXT STEPS

5.1 Continue to monitor progress for the third year of the agreement with regular check-ins with Sport Manawatū staff.

5.2 Begin negotiations for a new Sport Manawatū/Palmerston North City Council funding agreement and partnership plan for 2025-2028 that aligns with the Council’s 2024-34 strategic direction.

5.3 Align Sport Manawatū with the SPG sector lead organisations in terms of networking support and contractual expectations (but not in terms of the way they are funded).

5.4 A six-month progress update will be provided to the Committee early in 2025.

6. Compliance and administration

Does the Committee have delegated authority to decide? If Yes quote relevant clause(s) from Delegations Manual 4.3.5c.		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: 6. Mahere rēhia 6. Recreation and Play Plan The objective is: Support the community-activation and needs assessment activities of the regional sports trust (Sport Manawatū) 2. Mahere whakawhanake ohaoha 2. Economic development plan The objective is: Support major events in the city through the Sports Event Partnership Fund (Sport Manawatū)
Contribution to strategic direction and to social, economic, environmental and cultural well-being	The 2022-25 funding agreement and strategic partnership plan guides the delivery of services and activities to the community that contribute to social well-being. As a regional sports trust, Sport Manawatū are well-positioned to deliver these activities and services to the community with support and funding from Council.

Attachments

1.	Sport Manawatū Annual Report to PNCC for 1 July 2023 - 30 June 2024 ⇩
2.	Sport Manawatū Annual Report for 2023/24 - Year 2 Assessment of Progress Towards Outcomes ⇩

Memorandum

TO: Culture & Sport Committee

MEETING DATE: 27 November 2024

TITLE: Heritage Reference Group - Terms of Reference

Presented By: Keegan Aplin-Thane, Senior Planner and Greg Vossler, Heritage Planning Consultant

APPROVED BY: David Murphy, General Manager Strategic Planning

RECOMMENDATIONS TO Council

1. That Council approve the Terms of Reference and purpose for the Palmerston North Heritage Reference Group in Attachment 1.

2. That Council appoint an Elected Member representative to the Heritage Reference Group to act as the Councillor liaison as detailed in the Terms of Reference.

3. That Council note members of the Palmerston North Heritage Reference Group will be appointed through an expressions of interest process, as detailed in Section 6.2 of the Terms of Reference (Attachment 1).

1. ISSUE

Council resolved on 29May 2024 ‘That the Chief Executive create a volunteer City Heritage Advisory or Reference Group that can be built on in future years, as per Submissions 688 and 1037.’

The purpose of this memorandum is to recommend a purpose statement and Terms of Reference for forming a Heritage Reference Group.

2. BACKGROUND

Previous resolutions:

Resolution	Date
‘That the Chief Executive report to Arts Culture and Heritage on the feasibility and process for establishing a Heritage Advisory Panel in order to strengthen our approach to heritage management and promote a shared understanding of how our shared Rangitāne and European heritage should be identified, managed, protected, conserved, appreciated and celebrated’.	17 March 2021
‘That the Chief Executive is directed to prepare a programme to establish a Heritage Advisory Panel to be considered as part of the 2022/23 Annual Budget.’	1 December 2021
‘That it be noted that should the Council wish to proceed with the establishment of a Heritage Advisory Panel it will be recommended that: · The panel is a volunteer community-based panel that helps scope research of heritage themes to be addressed as part of the delivery of Council activities · The panel contains Rangitāne representation · The membership and terms of reference of the panel are prepared in consultation with Rangitāne, Manawatū Heritage Trust and other interested heritage stakeholders.’	1 December 2021
‘That Council reduce operational expenditure according to Schedule C – Category 3 in the following budget line: • 2130 – Heritage Advisory Panel This programme was reduced to $0.’	29 June 2022

The December 2021 report explored the models used in other parts of the country and the differences between an advisory panel compared to a reference group.

A sample of sector members that convened in October 2024 as the Heritage Working Group have identified several challenges in the current approach to heritage preservation and promotion. Key issues include:

• The appetite for heritage stories is changing due to the increased acknowledgement of local history in the education sector. The city needs to keep pace with this changing demand and broader audience.

• Heritage is often an afterthought in planning and development processes, leading to gaps in policy and a lack of strategic integration.

• There is a need for elevated advocacy and support for heritage to Council staff and governance.

• The city faces challenges in prioritising which stories to tell from a variety of themes.

• Some heritage themes already have landmarks to assist storytelling, whereas other themes require some greater support to make visible.

• The value, opportunities, and flexibility of heritage recognition are not well understood by those with the mandate and resources to influence outcomes.

• Elected Members are often involved as the strategic brokers of heritage outcomes but the city needs a diversity of heritage champions with a coordinated structure to support their advocacy.

• There is a need for a mana-enhancing approach to support built heritage, recognising the importance of cultural perspectives and the broader heritage sector beyond knowledge holders.

3. Roles and responsibilities of the Heritage Reference Group

Below is a summary of the scope and purpose of other similar groups for comparison.

Group	Scope/Purpose statement
Dunedin Heritage Action Plan Advisory Group	Provision of advice to develop a Heritage Action Plan for the city^{^[1]}
Auckland Historic Heritage Advisory Panel	Provision of advice to the Council and council staff regarding historic heritage issues relating to the following areas:¹ · council policies, plans, processes and strategies; · regional and strategic matters; · any matter of particular interest or concern to heritage communities^{^[2]}.
Waikato Regional Heritage Forum	Conduit for regional collaboration and provision of advice/support to identify, protect, manage, promote and enhance heritage places in the region
Waikato District Council Heritage Forum	Provision of: · guidance and recommendations to help implement the Waikato District Heritage Strategy; · informed advice to Council; · a conduit to work with relevant heritage bodies and local groups to promote incentives for maintaining and conserving heritage; · a platform for support and sharing of heritage achievements and challenges across the district.
Hamilton City Council Heritage Advisory Panel	Provision of advice to develop a Heritage Plan for the city
Palmerston North Defence Heritage Advisory Group	To strengthen collaborative partnerships and to continue to build and protect the City’s Defence culture and heritage through: · Remembrance (e.g. civic activities, memorial/significant sites creation and restoration, one-off commemorative projects, community initiatives, etc.); · Heritage protection and creation (e.g. Heritage Precinct, WW1 Centenary History Project, ‘Window into WW1’ website, City Pathway to Linton, etc.); · Education and building awareness (e.g. military exhibition space, programmes with schools, libraries, etc., specific awareness-building projects and/or events, etc.). We will concentrate on the ‘five C’s’ of Communication, Connecting, Continuity, Community and Coordination of all appropriate and relevant Defence activities within the area, past, present and future.
Historic Places Manawatū-Horowhenua	Historic Places Manawatū-Horowhenua is a volunteer organisation which replaced the Manawatū Branch of the New Zealand Historic Places Trust in 2012. We work within the Manawatū and Horowhenua District and Palmerston North City Council's local government areas. The organisation continues the work of the branch in: · promoting the recording, protection and preservation of historic places in the Society's area; · offering support to iwi and hapu in relation to Māori wāhi tapu, buildings and structures; · providing opportunities for members to visit historic buildings and precincts, and to be informed about local heritage issues; · educating the public in the appreciation of historic places. We work closely with Councils and other interest groups to create better protection, understanding and awareness of the importance of our local heritage.
Palmerston North Heritage Trust	To encourage public awareness of and preserve material to do with the history of Palmerston North and the surrounding region^{^[3]}
Heritage Nelson	Provision of advice to develop a Heritage Strategy for the city
Carterton District Council People and Places Advisory Group	Provision of advice/support to assist Council to promote arts, cultural and heritage activities in the district^{^[4]}
Hastings Landmarks Advisory Group^{^[5]}	Discussion and provision of advice on landmark/heritage related projects and concerns, with a particular focus on improving associated outcomes through: · Strong public participation; · Good design that pays attention to detail; · Use of design themes and quality materials that are responsive to who the district is and its communities’ journeys; · The preservation and enhancement of natural and created assets in the district.

Opportunities for the group to influence heritage outcomes through the Council include:

• Research: Support the advancement of heritage themes using similar models that have progressed the recognition of bicultural and military heritage. An example of this is the commissioning of research into the city’s military heritage to inform opportunities to advance our military heritage thread in 2017;

• Story-telling: Advise on the prioritisation and information base for heritage promotion. This could include the endorsement of a thematic framework similar to other cities;

• Input into existing programmes: Consolidate engagement between Council Officers and the heritage sector;

• Strategy: Input into the development of the 2027-37 Heritage Plan and advise on new programme development;

• Advocacy: Identify gaps or barriers to advancing heritage outcomes, prepare submissions to upcoming government reform, and prepare submissions to the Annual Plan and Long-Term Plan.

Opportunities acknowledged in the city’s What Really Matters report in 2023 include:

• The development of an annual heritage statement reported to Council to highlight citizen involvement in heritage;

• Enhanced Council consultation with heritage groups;

• Advice on the quality of narratives reflected in the public realm.

A recommended purpose and problem statement have been included in section 5 of the attached Terms of Reference. Key elements of the group’s purpose include:

1. Harnessing the sector’s wealth of expertise for adding value to existing and future Council activities;

2. Providing clear and consistent avenues for the Council to seek advice from the sector;

3. Leveraging, rather than duplicating the efforts of existing sector groups.

4. Palmerston North Heritage Trust

Officers note that the Palmerston North Heritage Trust was set up in 1998 with Palmerston North City Council as the trustee^{^[6]}. The Trust is administered by Council officers financially and on their administering committee.

Consideration was given to the appropriateness or efficiency of having two heritage groups administered by the Council when investigating a heritage reference group. Officers have recommended a separate reference group due to the following:

• The Palmerston North Heritage Trust has a confined purpose relative to what is required for a reference group;

• The Terms of Reference for a heritage reference group can ensure that duplicative effort is avoided;

• The Palmerston North Heritage Trust is operating effectively under its current settings.

5. Terms of reference

An existing Terms of Reference addresses the following Council reference groups:

• Disability Reference Group

• Pasifika Reference Group

• Seniors Reference Group

To ensure a consistent level of service to the heritage community and meet an agreed standard practice, officers have recommended adding the Heritage Reference Group into the existing Terms of Reference. The amendments to the Terms of Reference have been made in a way that avoids affecting current groups covered under the Terms of Reference.

6. NEXT STEPS

December 2024 to early February 2025: Expressions of Interest advertised.

March 2025: Appoint the group and host the first meeting.

March 2026: Scheduled review of the Terms of Reference. This will provide an opportunity for the Heritage Reference Group to make changes to the purpose statement if necessary.

7. Compliance and administration

Does the Committee have delegated authority to decide?		No
Are the decisions significant?		No
If they are significant do they affect land or a body of water?		No
Can this decision only be made through a 10 Year Plan?		No
Does this decision require consultation through the Special Consultative procedure?		No
Is there funding in the current Annual Plan for these actions?		No
Are the recommendations inconsistent with any of Council’s policies or plans?		No
The recommendations contribute to: Whāinga 2: He tāone whakaihiihi, tapatapahi ana Goal 2: A creative and exciting city
The recommendations contribute to the achievement of objective/objectives in: 4. Mahere taonga tuku iho 4. Heritage Plan The action is: Establish a volunteer city heritage advisory or reference group (year 1) to contribute to heritage planning.
Contribution to strategic direction and to social, economic, environmental and cultural well-being	A heritage reference group will aid the Council in promoting the city’s social, economic, environmental, and cultural identity. There will be spill-over benefits to social, economic, and cultural well-being through a more explicit recognition of the city’s history in public projects and initiatives.

Attachments

Reference Groups Terms of Reference October 2024 ⇩

Memorandum

TO: Culture & Sport Committee

MEETING DATE: 27 November 2024

TITLE: Draft Otangaki-Ashhurst Domain Reserve Management Plan - adoption for public consultation

Presented By: Aaron Phillips, Activities Manager - Parks

APPROVED BY: Chris Dyhrberg, General Manager Infrastructure

RECOMMENDATION TO Culture & Sport Committee

1. That the Committee agree the Draft Otangaki-Ashhurst Domain Reserve Management Plan (Attachment 1) for public consultation in accordance with Section 41 (6) of the Reserves Act 1977.

1. ISSUE

1.1 The Ashhurst Domain Reserve Management Plan (RMP) was developed in 1997 and has not been reviewed since.

1.2 The Reserves Act 1977 stipulates that an Administering Body should keep reserve management plans under continuous review.

1.3 Early engagement on the review of the Ashhurst Domain RMP was completed between February and June 2024.

1.4 Following an early engagement and information-gathering period, the draft Otangaki-Ashhurst Domain Reserve Management Plan (Attachment 1) was prepared.

1.5 Council must adopt and consult on the draft before finalising an RMP.

2. BACKGROUND

2.1 In November 2023 the Culture & Sport Committee recommended that Council publicly notify its intent to review the Ashhurst Domain Reserve Management Plan (the Plan).

2.2 Following notification, Council sought early public feedback on the Ashhurst Domain and the Plan. Early engagement included:

· four stakeholder meetings in the Village Valley Centre with approximately 6-8 representatives from various community and government organisations. The list of stakeholders is included as Attachment 2.

· A public Open Day and free BBQ at the Domain in February.

· An Elected Members workshop.

· Public feedback online and via emails directly to staff, including the Natural Burials proposal.

2.3 A series of reports were also commissioned in order to ensure a solid understanding of the key attributes of this significant City Reserve prior to any work being undertaken. These were:

· An ecological assessment of the Domain (Viv McGlynn).

· A cultural assessment of the Domain (Te Au Turoa Environmental Centre).

· A Landscape Assessment (WSP Opus).

2.4 A workshop was held with Rangitāne on the review of the RMP. Their aspirations were made clear along with a desire to see more of a partnership-based approach to management of the Ashhurst Domain reflected in the reviewed plan.

2.5 Rangitāne also requested that the original name of this site (Otangaki) and surrounds also be given back to the Ashhurst Domain in dual naming as a mark of respect for its long history under that name.

2.6 The information from the early engagement phase of the RMP was gathered and used to inform the review of the existing Ashhurst Domain RMP.

2.7 The early engagement phase of the RMP development yielded a solid base of information. This information is summarised in Attachment 2.

3. Park Values

3.1 A key focus during the engagement process was to establish a set of guiding values for this reserve. Values act as a set of key guiding principles or anchors. The values that came through from the engagement work were:

· Preservation – protecting and restoring the natural environment

· Enjoyment – fun and engaging activities

· Connection – connecting to our culture and history

· Integration – tapping into the community and surrounding networks

3.2 The main thrust from stakeholders and the community was that Ashhurst Domain is a fantastic community asset as it is. Any development of this reserve should be in keeping with its character, very light-handed and as an extension of the existing features.

4. Key Changes to Existing RMP

4.1 There are several proposed changes to the existing RMP. These have emerged as both changes over time and contextual opportunity. They are:

· A stronger focus on Rangitāne involvement in management of the site as a wahi tapu.

· A change of legal reserve name to include the historical name of the site, Otangaki, through dual naming - Otangaki-Ashhurst Domain. This would require Council to initiate a formal name-change process, as per Council’s Reserve and Walkway Naming Policy 2009, and adherence to the Council’s Bilingual Design Guidelines, should the name change be adopted in the final RMP.

· An emphasis on integrating the space with the new highway development, Te Āpiti Masterplan and the Manawatū River Framework developments (as developments occur).

· A stronger emphasis on preservation and protection, rather than recreation, in Character Area 4 (bush and wetland).

· A proposed site for Natural Burials on the edge of Character Area 4, at the northern end of the terrace near the rail tracks.

· More of an emphasis on mobile vendor licenses in contrast to commercial leasing (the Café).

· A proposal to use spaces that are currently leased for commercial grazing for community proposals and ecological restoration activities.

· All potential development areas have been suggested as ‘Development Opportunities’. This means there is a prescribed way any development may occur, without necessarily committing resource to that development.

· Existing leases, as covered in the RMP, that apply for a renewal of lease with no material change to the area and activities, will be reported to Council for approval without first notifying the public under the Reserves Act.

· Any new lease proposals will be first assessed against guideline criteria for the reserve, and if the proposal meets the guidelines, the lease proposal will be reported to Council and the standard Reserves Act 1977 processes will be followed.

· The plan provides for mobile vendor licences to be issued within the reserve. Vendor licences will only be issued if they support activities within the reserve and are in keeping with the character of the area for which they are issued. Licences are issued by the Manager Parks and Reserves under delegation.

· Management of the campground will continue to be reviewed to ensure user needs are being met.

4.2 For the most part, the changes proposed include measures to achieve more efficient management of the reserve, incorporation of recommendations from early engagement and foundational assessment (commissioned reports) or in response to changes to the surrounding environment.

5. Natural Burials proposal

5.1 The Natural Burials proposal came to Officers with some significant local community support late in the process (when the first draft Plan was nearing completion). Officers suggested that the group involved contact Iwi.

5.2 The Group took their proposal to Te Whiri Koko, and were received positively by Rangitāne, who wanted their representatives and officers to investigate what this might look like in a local context.

5.3 A site visit was set up and a potential site was identified that would meet the needs of the community representatives, natural burials, Rangitāne and the management needs of the wider reserve.

5.4 The proposed site has been included in the draft plan.

5.5 Officers have advised Rangitāne and the Natural Burials group that should the proposal be retained in the draft by Council, post public consultation a discussion would be held on feasibility including the following:

· Natural burials requirements and tikanga;

· The site – soils, location, access, etc.;

· The community feedback.

5.6 The results of the feasibility discussions will be included in the community feedback and recommendations to Council in the covering report for adoption of the Ashhurst Domain Reserve Management Plan.

6. NEXT STEPS / Outline of community engagement process

6.1 Under the provisions of the Reserves Act, Council needs to adopt a draft RMP for consultation. Council must then notify the public and seek feedback on the draft RMP.

6.2 The proposed community engagement is as follows:

· Publicise on the website seeking public feedback (with submission forms and contact details, upcoming events).

· Submission forms available at the Customer Service Centre, Ashhurst Library and Palmerston North Library.

· Advertise and hold a Public Open Day at the Ashhurst Domain.

· Contact stakeholders and invited feedback and comments – including the opportunity to meet with staff.

· Continue to engage with Rangitāne as partners, and invite their specific comments on the draft plan, and provide the opportunity during the summary of submissions process to provide feedback on any matters raised by the wider community.

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 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	Developing reserve management plans contributes to the management and operations of parks supporting active recreation, sport and play. It provides direction on ecological restoration work and managing effects as well as giving effect to cultural well-being.

Attachments

1.	Draft Ashhurst Domain RMP ⇩
2.	Ashhurst Domain RMP: Early Engagement ⇩
3.	Ecological Assessment (attached separately)
4.	Cultural Values Assessment (attached separately)
5.	Landscape Assessment (attached separately)

Committee Work Schedule

TO: Culture & Sport Committee

MEETING DATE: 27 November 2024

TITLE: Committee Work Schedule

RECOMMENDATION TO Culture & Sport Committee

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

COMMITTEE WORK SCHEDULE – NOVEMBER 2024
Item No.	Estimated Report Date	Subject	Officer Responsible	Current Position	Date of Instruction/ Clause number
1.	~~27 November 2024~~	~~Annual Report: Sport Manawatū 2023/2024~~	~~General Manager Strategic Planning~~		~~Terms of Reference~~
2.	~~27 November 2024~~	~~Create a City Heritage Advisory or Reference Group – Terms of Reference~~	~~General Manager Strategic Planning~~		~~Council~~ ~~29 May 2024 Clause 95.40 -24~~
3.	26 March 2025	Annual Sector Lead Report: Creative Sounds Society Incorporated (The Stomach)	General Manager Customer & Community		22 November 2023 Clause 43-23
4.	26 March 2025	Annual Sector Lead Report: Community Arts Palmerston North Incorporated (Square Edge Community Arts)	General Manager Customer & Community		22 November 2023 Clause 43-23
5.	26 March 2025	Six Month Performance Report – The Globe, The Regent, Te Manawa	General Manager Corporate Services		Terms of Reference
6.	26 March 2025	Draft Statement of Intent 2025-2028 – The Globe, The Regent, Te Manawa	General Manager Corporate Services		Terms of Reference
7.	26 March 2025	Six Month Report – Sport Manawatū	General Manager Strategic Planning		Terms of Reference
8.	25 June 2025	Review of in-house service delivery of Caccia Birch House	General Manager Customer & Community		Council 2 June 2021 Clause 50.7
9.	25 June 2025	Rural Games – annual presentation			Council 31 May 2023 Clause 88.11-23
10.	25 June 2025	Final Statement of Intent 2025-2028 – Te Manawa, The Globe and The Regent	General Manager Corporate Services		Terms of Reference
11.	25 June 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
12.	10 September 2025	Annual report from PN Public Sculpture Trust	General Manager Customer & Community		Council 29 April 2019 Clause 36.4
13.	10 September 2025	Annual report on Maintenance and Renewal Plans and Budgets for Cultural Facilities	General Manager Infrastructure Services		25 June 2018 Clause 19.2
14.	10 September 2025	Play Policy Annual Implementation Monitoring Report	General Manager Customer & Community		14 April 2021 Clause 12-21
15.	10 September 2025	Annual Report 2024-2025 – The Regent, The Globe, Te Manawa	General Manager Corporate Services		Terms of Reference
16.	10 September 2025	Annual Report – Sport Manawatū 2024/2025	General Manager Strategic Planning		Terms of Reference
17.	2027	Statement of Expectations 2025/28 – Te Manawa, The Globe and The Regent	General Manager Customer & Community		Terms of Reference

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)