Agenda of Culture & Sport Committee - Wednesday, 25 June 2025

Culture & Sport Committee MEETING

25 June 2025

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 - Manawatū Summer Shakespeare Page 7

7. Presentation - NZ Rural Games Page 9

8. Confirmation of Minutes Page 19

That the minutes of the Culture & Sport Committee meeting of 26 March 2025 Part I Public be confirmed as a true and correct record.

9. Response to the recommendations from the 'Canoe Polo Needs Assessment Papaioea Palmerston North - 2025' prepared by RSL Consultants Page 27

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

10. Draft General Policy Reserve Management Plan Page 35

Report, presented by Kathy Dever-Tod, Manager Parks and Reserves and Aaron Phillips, Activities Manager - Parks.

11. Draft Kahuterawa Outdoor Recreation Plan - 2025 Review Page 71

Report, presented by Kathy Dever-Tod, Manager Parks and Reserves and Aaron Phillips, Activities Manager - Parks.

12. The Regent Theatre Trust - Final Statement of Intent 2025-2028 Page 103

Memorandum, presented by Sarah Claridge, Governance Advisor.

13. Te Manawa Museums Trust - Final Statement of Intent 2025-2028 Page 107

Memorandum, presented by Sarah Claridge, Governance Advisor.

14. The Globe Theatre Trust - Final Statement of Intent 2025-2028 Page 111

Memorandum, presented by Sarah Claridge, Governance Advisor.

15. Manawatu Community Athletics Track - Annual Report for 2024 Page 115

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

16. Hockey Turf at Massey University - Annual Report Page 127

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

17. Committee Work Schedule Page 135

18. Karakia Whakamutunga

19. Exclusion of Public

To be moved:

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

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

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

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

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

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

Palmerston North City Council

Minutes of the Culture & Sport Committee Meeting Part I Public, held in the Council Chamber, First Floor, Civic Administration Building, 32 The Square, Palmerston North on 26 March 2025, commencing at 9.01am.

Members

Present:

Councillor Rachel Bowen (in the Chair), The Mayor (Grant Smith) and Councillors 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 and Orphée Mickalad.

Apologies:

The Mayor (Grant Smith) (early departure, on Council business), Councillors Lew Findlay and William Wood (early departure).

The Mayor (Grant Smith) left the meeting at 11.41am during consideration of clause 6. He re-entered the meeting again at 12.05pm during consideration of clause 7. He was not present for clause 6.

Councillor Lew Findlay left the meeting at 11.52am after consideration of clause 6. He was not present for clauses 7 to 10 inclusive.

Councillor William Wood left the meeting at 11.52am after consideration of clause 6. He was not present for clauses 7 to 10 inclusive.

Councillor Kaydee Zabelin declared a conflict of interest in Item 12 ‘Annual Sector Lead Report: Community Arts Palmerston North Incorporated (Square Edge Community Arts)’ (clause 8) and took no further part in discussion or debate of such item.

	Karakia Timatanga
	Councillor Debi Marshall-Lobb opened the meeting with karakia.

1-25

Apologies

Moved Rachel Bowen, seconded Billy Meehan.

The COMMITTEE RESOLVED

1. That the Committee receive the apologies.

Clause 1-25 above was carried 14 votes to 0, the voting being as follows:

For:

The Mayor (Grant Smith) and Councillors Rachel Bowen, Billy Meehan, Mark Arnott, Vaughan Dennison, Lew Findlay, Roly Fitzgerald, Patrick Handcock, Leonie Hapeta, Debi Marshall-Lobb, William Wood, Kaydee Zabelin, Brent Barrett and Orphée Mickalad.

	Declaration of Interest
	Councillor Kaydee Zabelin declared a conflict of interest in Item 12 Annual Sector Lead Report: Community Arts Palmerston North Incorporated (Square Edge Community Arts) (clause 8-25) and took no further part in discussion or debate.

2-25	Presentation - Basketball New Zealand/Basketball Manawatū Dave Everitt, General Manager Commercial, Basketball NZ, and Mike Ryan, General Manager, Basketball Manawatū made a presentation about Basketball Manawatū’s work, its impact in the region, and financial challenges they are facing. They requested financial support from the Council, proposing a partnership approach, to help them overcome the current financial difficulties while aiming for developing a sustainable basketball system in the region. Elected Members requested further due diligence on Basketball Manawatū’s situation with support from Sport Manawatū and referred their request for funding to the Annual Budget deliberations.
	Moved Rachel Bowen, seconded Leonie Hapeta. The COMMITTEE RESOLVED 1. That the Culture & Sport Committee receive the presentation for information.
	Clause 2-25 above was carried 14 votes to 0, the voting being as follows: For: The Mayor (Grant Smith) and Councillors Rachel Bowen, Billy Meehan, Mark Arnott, Vaughan Dennison, Lew Findlay, Roly Fitzgerald, Patrick Handcock, Leonie Hapeta, Debi Marshall-Lobb, William Wood, Kaydee Zabelin, Brent Barrett and Orphée Mickalad.
	Moved Grant Smith, seconded Brent Barrett. The COMMITTEE RESOLVED 2. That the Chief Executive work with Sport Manawatū, Basketball New Zealand and Basketball Manawatū to understand the association’s ongoing sustainability and a plan going forward.
	Clause 2-25 above was carried 14 votes to 0, the voting being as follows: For: The Mayor (Grant Smith) and Councillors Rachel Bowen, Billy Meehan, Mark Arnott, Vaughan Dennison, Lew Findlay, Roly Fitzgerald, Patrick Handcock, Leonie Hapeta, Debi Marshall-Lobb, William Wood, Kaydee Zabelin, Brent Barrett and Orphée Mickalad.
	Moved Rachel Bowen, seconded Leonie Hapeta. The COMMITTEE RESOLVED 3. That Basketball New Zealand and Basketball Manawatū’s request for funding be referred to the Annual Budget deliberations.
	Clause 2-25 above was carried 10 votes to 4, the voting being as follows: For: Councillors Rachel Bowen, Billy Meehan, Mark Arnott, Vaughan Dennison, Roly Fitzgerald, Patrick Handcock, Leonie Hapeta, Debi Marshall-Lobb, Brent Barrett and Orphée Mickalad. Against: The Mayor (Grant Smith) and Councillors Lew Findlay, William Wood and Kaydee Zabelin.

3-25	Ashhurst Domain Reserve Management Plan Review - Hearing of Submissions and Summary of Submissions
	Moved Rachel Bowen, seconded Billy Meehan. The COMMITTEE RESOLVED 1. That the Committee receive the summary titled ‘Ashhurst Domain Reserve Management Plan Review - Summary of Submissions”, presented to the Culture & Sport Committee on 26 March 2025. 2. That the Committee receive the submissions and hear submissions from presenters who indicated their wish to be heard in support of their submission. 3. That the Committee note the Procedure for Hearing of Submissions, as described in the procedure sheet.
	Clause 3-25 above was carried 14 votes to 0, the voting being as follows: For: The Mayor (Grant Smith) and Councillors Rachel Bowen, Billy Meehan, Mark Arnott, Vaughan Dennison, Lew Findlay, Roly Fitzgerald, Patrick Handcock, Leonie Hapeta, Debi Marshall-Lobb, William Wood, Kaydee Zabelin, Brent Barrett and Orphée Mickalad.
	The Committee considered submissions on the Ashhurst Domain Reserve Management Plan Review together with supporting oral statements including additional tabled material. The following persons appeared before the Committee and made oral statements in support of their submissions and replied to questions from Elected Members, the additional points being: Natural Burial Manawatū (Jean Hera, Angie Crabtree and Jennie Gleeson) (65) Jean Hera and Jennie Gleeson spoke to Natural Burial Manawatū’s submission and made no additional comments. Angie Crabtree, from her personal perspective, stated that her family was looking forward to seeing natural burial options available soon. Beauchamp Funeral Home (Anthony Beauchamp) (84) Anthony Beauchamp spoke to Beauchamp Funeral Home’s submission and made no additional comments. Manawatū Estuary Management Team (Kathryn Lane) (75) Kathryn Lane spoke to the Manawatū Estuary Management Team’s submission and made the following additional comments: · Particular support to policy 3, especially policies 3.4 and 3.5. Daniel Sproull (66) Daniel Sproull spoke to his submission and made the following additional comments: · There used to be a water spring at the proposed natural burial site which fed the wetland. The area is not ideal for that purpose.

4-25

Confirmation of Minutes

Moved Rachel Bowen, seconded Billy Meehan.

The COMMITTEE RESOLVED

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

Clause 4-25 above was carried 13 votes to 0, with 1 abstention, the voting being as follows:

For:

Abstained:

Councillor Orphée Mickalad.

The meeting adjourned at 10.40am.

The meeting resumed at 10.58am.

5-25

The Regent Theatre Trust: Six-Month Report 1 July - 31 December 2024 and Draft Statement of Intent 2024-27

Memorandum, presented by Sarah Claridge, Governance Advisor, David Walsh, Manager, Regent Theatre, and David Lea, Chair, Regent Theatre Trust Board.

Moved Rachel Bowen, seconded Billy Meehan.

The COMMITTEE RESOLVED

1. That the Committee receive the Six-Month Performance Report 1 July - 31 December 2024 (Attachment 1) submitted by the Regent Theatre Trust.

2. That the Committee receive the draft Statement of Intent 2025-28 (Attachment 3) submitted by the Regent Theatre Trust.

3. That the Committee agree that the recommended comment on the draft Statement of Intent 2025–28 outlined in Table 3 be advised to the Regent Theatre Trust Board.

Clause 5-25 above was carried 14 votes to 0, the voting being as follows:

For:

6-25

He rā ki tua Horizons Region Spaces and Places Plan for Sport and Recreation - implementation and facility planning update

Memorandum, presented by Ann-Marie Mori, Policy Analyst, and Carl Johnstone, General Manager Partnerships - Environment, Sport Manawatū.

The Mayor (Grant Smith) left the meeting at 11.41am.

Moved Rachel Bowen, seconded Billy Meehan.

The COMMITTEE RESOLVED

1. That the Committee receive the memorandum titled ‘He rā ki tua Horizons Region Spaces and Places Plan for Sport and Recreation - implementation and facility planning update’ presented to the Culture & Sport Committee on 26 March 2025.

Clause 6-25 above was carried 13 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, Brent Barrett and Orphée Mickalad.

Councillors Lew Findlay and William Wood left the meeting at 11.52am.

7-25

Sport Manawatū Charitable Trust: Six-Month Progress Update 1 July to 31 December 2024

Memorandum, presented by Ann-Marie Mori, Policy Analyst, and from Sport Manawatū: Carl Johnstone, General Manager Partnerships – Environments, Kelly Shanks, Chief Executive Officer, and Kylie Turuwhenua-Tapsell, General Manager Partnerships – Active Communities.

The Mayor (Grant Smith) entered the meeting at 12.05pm.

Moved Rachel Bowen, seconded Billy Meehan.

The COMMITTEE RESOLVED

1. That the Committee receive the Sport Manawatū Charitable Trust: Six-Month Progress Report to Palmerston North City Council for July to December 2024 (Attachment 1), presented to the Culture & Sport Committee on 26 March 2025.

Clause 7-25 above was carried 12 votes to 0, the voting being as follows:

For:

The Mayor (Grant Smith) and Councillors Rachel Bowen, Billy Meehan, Mark Arnott, Vaughan Dennison, Roly Fitzgerald, Patrick Handcock, Leonie Hapeta, Debi Marshall-Lobb, Kaydee Zabelin, Brent Barrett and Orphée Mickalad.

8-25

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

Memorandum, presented by Gillian Tasker, Community Development Advisor, and Rose Evans, Artistic Director, Square Edge Community Arts.

Moved Rachel Bowen, seconded Billy Meehan.

The COMMITTEE RESOLVED

1. That the Committee receive the memorandum titled ‘Annual Sector Lead Report: Community Arts Palmerston North Incorporated (Square Edge Community Arts)’ presented to the Culture & Sport Committee on 26 March 2025.

Clause 8-25 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, Roly Fitzgerald, Patrick Handcock, Leonie Hapeta, Debi Marshall-Lobb, Brent Barrett and Orphée Mickalad.

Note:
Councillor Kaydee Zabelin declared a conflict of interest, withdrew from the discussion and sat in the gallery.

9-25

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

Memorandum, presented by Gillian Tasker, Community Development Advisor, and from The Stomach: Abi Symes, Manager, and Jordan Kupe, Convenor, Management Committee.

Moved Rachel Bowen, seconded Billy Meehan.

The COMMITTEE RESOLVED

1. That the Committee receive the memorandum titled ‘Annual Sector Lead Report: Creative Sounds Society Incorporated (The Stomach)’ presented to the Culture & Sport Committee on 26 March 2025.

Clause 9-25 above was carried 12 votes to 0, the voting being as follows:

For:

10-25

Committee Work Schedule

Moved Rachel Bowen, seconded Billy Meehan.

The COMMITTEE RESOLVED

1. That the Culture & Sport Committee receive its Work Schedule dated March 2025.

Clause 10-25 above was carried 12 votes to 0, the voting being as follows:

For:

Karakia Whakamutunga

Councillor Debi Marshall-Lobb closed the meeting with karakia.

The meeting finished at 12.40pm.

Confirmed 25 June 2025.

Chair

Memorandum

TO: Culture & Sport Committee

MEETING DATE: 25 June 2025

TITLE: Response to the recommendations from the 'Canoe Polo Needs Assessment Papaioea Palmerston North - 2025' prepared by RSL Consultants

Presented By: Ann-Marie Mori, Policy Analyst and Carl Johnstone, General Manager - Partnerships, Sport Manawatū

APPROVED BY: David Murphy, General Manager Strategic Planning

RECOMMENDATION(S) TO Culture & Sport Committee

1. That the Committee note the recommendations of the 'Canoe Polo Needs Assessment Papaioea Palmerston North - 2025' will be used to inform future assessment stages and advice on the provision of canoe polo facilities in the City.

1. ISSUE

1.1 In March 2025, the Committee received an update on the status of several proponent-led sports facility planning proposals, including one from the Manawatū Kiwi Canoe Polo Club (MKCP) for a purpose-built outdoor canoe polo facility.

1.2 The Canoe Polo Needs Assessment Papaioea Palmerston North – 2025 (the 2025 Needs Assessment) has since been finalised and can now be shared with Elected Members.

1.3 The purpose of the 2025 Needs Assessment report is to provide an independent evaluation of the needs of canoe polo in Papaioea, Palmerston North. It is intended to guide the decision-making processes of the Manawatū Kiwi Canoe Polo Club (MKCP), Palmerston North City Council (PNCC), Sport Manawatū, and other key stakeholders, including potential funders, regarding future facility development options.

2. BACKGROUND

He rā ki tua process and aquatic needs assessment

2.1 The He rā ki tua Plan provides the process for assessing emerging sports facility projects.

Figure 1: Part of the Facility Planning Approach showing the steps in the independent assessment process (source: section 1.6 of He rā ki tua – Horizons Region Spaces and Places Plan for Sport and Recreation – Summary Document – March 2024)

2.2 The Aquatic Facilities and Water-based Recreation Needs Assessment (2023) recommended that the development of a canoe polo facility be explored as a significant investment opportunity (in the timeframe of 2027 and beyond), subject to a (supportive) feasibility study.

2.3 The Aquatic and Water-based Recreation Needs Assessment 2023 noted:

- Finding an alternative location for the canoe polo courts would help reduce demand conflicts. Gathering current usage data is recommended for the relocation process.

- Relocating the canoe polo facility requires objective evidence of user impacts and demand.

- Developing an artificial canoe polo pond like the Hawkes Bay facility could be a viable medium to a long-term solution for water-based recreational activities.

Canoe polo

2.4 Around the same time the Aquatic and Water-based Recreation Needs Assessment 2023 was being prepared, the Manawatū Kiwi Canoe Polo Club (MKCP) were working on a Facility Concept Outline (FCO) for a purpose-built canoe polo facility. The Club finalised this proposal in May 2024. Due to the timing of the information received from MKCP, the specific facility needs for canoe polo were not fully explored in the Aquatic and Water-based Recreation Needs Assessment 2023.

2.5 The He rā ki tua Steering Group for the Horizons South area (PNCC, Tararua, Manawatū, and Horowhenua) were invited by Sport Manawatū to contribute to the FCO assessment. Council and Sport Manawatū then endorsed the FCO assessment on behalf of the Steering Group, and recommended moving forward to a Needs Assessment stage.

2.6 Sport Manawatū selected RSL Consultants to carry out the Needs Assessment.

2.7 The Project Working Group for the 2025 Needs Assessment was established to oversee the development of the project. The Working Group was led by Sport Manawatū, given the proposal’s regional level status. This Working Group included representatives from the Council, Sport Manawatū, MKCP, Central Canoe Polo, and Rangitāne o Manawatū.

2.8 The 2025 Needs Assessment was completed in late February 2025. This research was jointly funded by the Council and Sport New Zealand, at a total cost of $30,000. The Council's contribution was funded through Long-Term Plan Programme 1899.

3. SUMMARY OF THE CANOE POLO NEEDS ASSESSMENT’s FINDINGS

3.1 The Canoe Polo Needs Assessment Papaioea Palmerston North – 2025 key findings are summarised in Figure 2:

Figure 2: Key findings from the Canoe Polo Needs Assessment (2025)

4. RESPONSE TO THE RECOMMENDATIONS

4.1 Carry out short-term changes to support the current canoe polo use

The Canoe Polo Needs Assessment recommended that the current venue be optimised in the short term. MKCP requested the establishment of a fourth court at the Lagoon in July 2024, but this was declined by the Parks team due to ongoing noise complaints from the neighbours. MKCP erected a single additional goal for warm-up/training purposes.

In terms of the recommendations regarding securing more indoor and outdoor pool access, this responsibility falls to MKCP to follow up with pool operators. It is understood that factors such as unsuitable pool dimensions, the sport’s preferred delivery model for training, cost, and time availability contribute to making increased pool use unattractive to MKCP.

4.2 Develop a new four-court canoe polo facility

The key recommendation of the Canoe Polo Needs Assessment is the development of a new four-court facility. Costs of a new facility are estimated to be between $2.5 million and $4.5 million (medium cost rating), with an annual estimated operating cost ranging from $45,000 to $80,000.

The funding environment for developing new sports facilities is very uncertain, as are the broader economic conditions that impact on the affordability and sustainability of sport and recreation facilities. It will be important for the Council to set realistic expectations for any financial support of a new facility with this project potentially suitable for consideration in the 2027-37 LTP.

4.3 Relocate canoe polo activities from Hokowhitu Lagoon

The recommendation is that all regular canoe polo activities be moved to the new facility once it is developed.

MKCP note that there is a group of players that would be unlikely to voluntarily relocate to the new facility and still seek to practice at the Lagoon.

As this recommendation relates to the management of the Lagoon for water-based recreation, it would be best considered through a reserve management plan process. This could be addressed either in the preparation of an Omnibus RMP or the Manawatū River Park, which will include the review of the River Framework. The timeframes for City Reserves RMPs and RDPs have not yet been set in the Council’s work programme (see report ‘Statement of Intent to develop Reserve Management Plans’ presented to Culture & Sport Committee on 25 September 2024).

Reserves management decisions like this can be challenging due to the historic use of the Lagoon for canoe polo, which may be unpopular for some users. However, this shift may support other water-based recreation activities that are currently limited due to the location of the canoe polo courts, to develop.

4.4 In the future, the Lagoon is used for canoe polo event/tournament use only

This recommendation is that Hokowhitu Lagoon be used for occasional one-off events/tournaments that overflow any new facility capacity. This may not be practical from an event organiser's perspective, however, it is similar to the relocation recommendation, which depends on a new facility being developed.

4.5 Carry out a site assessment to identify preferred sites for feasibility

The Needs Assessment included a high-level assessment of 22 potential sites that was refined to six locations. The Canoe Polo Needs Assessment notes:

To avoid confidentiality issues and the potential for any community or individual concerns, most of the potential development sites have not been specified in this report but are known to the project working group. Massey University has confirmed it is comfortable with being noted in this report as a potential site subject to further discussions and investigations.

This recommendation is consistent with the HRKT planning process and will support the feasibility stage.

4.6 Preparation of a Feasibility Study

Moving to a feasibility study provides an opportunity to explore the proposal in more detail (see Figure 1 for the areas covered in this stage of work) and to check the proposal against the He rā ki tua planning principles that contribute to good decision-making.

5. RISK ASSESSMENT

5.1 Several risks have been identified through this research:

Current facility risks:

- Limited court space at Hokowhitu Lagoon impacts training quality and membership growth.

- Management of multiple users (canoe polo, waka ama, kayakers, fishers) sharing the Lagoon.

- Ongoing noise complaints from adjoining neighbours due to the high-intensity use of the Lagoon by canoe polo.

- Fluctuating water levels and poor water quality, especially after heavy rain, pose ongoing health risks.

- These risks may contribute to the health of the sport and the ability to perform competitively nationally and internationally.

Future Facility Development Risks:

- Significant capital investment will be required for developing a new purpose-built facility; the ongoing operational costs for maintaining the facility need to be factored into the overall cost.

- Potential noise and neighbourhood compatibility issues depending on the location.

- Ensuring the site has suitable water quality and access.

- Need for effective partnerships with landowners, education providers, and other partners and stakeholders.

- Securing funding and support from key partners and funders.

Operational risks:

- There is heavy reliance on MKCP volunteers for club operations and facility management, as well as leading this proposal.

- Potential stabilisation or decline in membership due to demographic trends may impact on the need for a new facility.

5.2 Addressing all these risks will be important for ensuring the sustainable growth and development of canoe polo in Palmerston North.

6. NEXT STEPS

6.1 The 2025 Needs Assessment supports a detailed site assessment of six potential locations for a new facility to then progress to a feasibility study for one or more preferred site(s). This assessment would include early engagement with landowners, before undertaking a full feasibility study.

6.2 No Council budgets are available for further investigations related to this proposal. MKCP has indicated that it can potentially access funding, or self-fund, future stages of work identified in the Canoe Polo Needs Assessment.

6.3 Sport Manawatū and Council staff will support MKCP in future work stages to ensure ongoing alignment with the He rā ki tua planning principles.

6.4 Once the site assessment is complete, staff will provide the Committee with a further update.

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?		No
Are the recommendations inconsistent with any of Council’s policies or plans?		No
The recommendations contribute to: Whāinga 1: He tāone auaha, he tāone tiputipu Goal 1: An innovative and growing city Whāinga 2: He tāone whakaihiihi, tapatapahi ana Goal 2: A creative and exciting city
The recommendations contribute to this plan: 6. Mahere rēhia 6. Recreation and Play Plan The objective is: Provide swimming pools and other water-based recreation facilities Specific action: Provide a multi-water sport outdoor facility at Hokowhitu Lagoon
Contribution to strategic direction and to social, economic, environmental and cultural well-being	The Council’s provision of a multi-sport outdoor facility at Hokowhitu Lagoon supports the community to be active which contributes to overall well-being.

Attachments

Canoe Polo Needs Assessment - Papaioea Palmerston North - 2025 by RSL Consultancy (attached separately)

Report

TO: Culture & Sport Committee

MEETING DATE: 25 June 2025

TITLE: Draft General Policy Reserve Management Plan

PRESENTED BY: Kathy Dever-Tod, Manager Parks and Reserves and Aaron Phillips, Activities Manager - Parks

APPROVED BY: Chris Dyhrberg, General Manager Infrastructure

RECOMMENDATION(S) TO Culture & Sport Committee

1. That the Committee adopt the Draft Palmerston North City Council General Policy Reserve Management Plan for consultation under the provisions of the Reserves Act 1977.

Summary of options analysis for

Problem or Opportunity	In October 2024 the Council resolved to publicly notify its intention to develop a General Policy Reserve Management Plan (General Policy RMP) for Palmerston North. Council commenced pre-draft engagement in October including a one-month submission period to obtain input from stakeholders and the public regarding the content of this plan. Information was gathered and a draft document formulated in early 2025. Under the provisions of the Reserves Act, Council needs to adopt a draft reserve management plan before consulting with the community.
OPTION 1:	Adopt the Draft Palmerston North City Council General Policy Reserve Management Plan for public consultation.
Community Views	Support for an over-arching management plan for reserves in Palmerston North was noted during the pre-engagement phase. Wider community views will be sought through the consultation process.
Benefits	Compliant with the provisions of the Reserves Act. A single document for all Council Reserve Policy. Council can seek community views on the overall management of reserves prior to finalising operational policy.
Risks	A single General Policy Reserve Management Plan is a new approach for Council which may not be well understood by the community.
Financial	The project is included within the work programme and associated budget for the parks planning staff in 2025/26.
OPTION 2:	Adopt the Draft Palmerston North City Council General Policy Reserve Management Plan, with amendments, for consultation.
Community Views	Support for an over-arching management plan for reserves in Palmerston North was noted during the pre-engagement phase. Wider community views will be sought through the consultation process.
Benefits	Compliant with the provisions of the Reserves Act. A single document for all Council Reserve Policy. Council can seek community views on the overall management of reserves prior to finalising operational policy.
Risks	If any amendments are a significant change to the Policy in the draft, it may not align with feedback from stakeholders.
Financial	The project is included within the work programme and associated budget for the parks planning staff in 2025/26.

Rationale for the recommendations

1. Overview of the problem or opportunity

1.1 In October 2024 the Council resolved to publicly notify its intention to develop a General Policy Reserve Management Plan (General Policy RMP) for Palmerston North.

1.2 The pre-draft engagement phase enabled officers to explain to stakeholders and the public what a General Policy RMP might look like and receive feedback regarding the future content of the plan. The Manawatu District Council General Policy was used as a good example of a concise and effective general policy.

1.3 The formal submission period was from 24 October - 24 November 2024.

1.4 Information was gathered by officers up until Christmas of 2024, and a draft document formulated in early 2025.

2. Background and previous council decisions

2.1 In September 2025 the Culture & Sport Committee of Council received an update on Reserve Management Planning, with some proposed changes to the works schedule and the content of the Reserve Management Plans (RMPs).

2.2 This report proposed a change to the schedule and a change to the content of the plans themselves. A General Policy was suggested for a few reasons.

1. A general policy would allow all the references made to legislation, Council plans, policies, stakeholders and partners to be in one document rather than repeated over multiple plans.

2. Council management practices are the same across many reserves and areas of subject matter. For example, our policy on flying drones can be produced as a general policy statement rather than being repeated across multiple policies.

3. A review of other councils and their RMPs revealed that this is a common approach – particularly for urban Councils that have multiple smaller or ‘neighbourhood’ reserves. The approach makes documentation concise and clear.

4. Single RMP’s for City Reserves would remain, and any deviations from general policy would be handled in those plans and linked for reference.

2.3 The Committee recommended that Council publicly notified its intention to develop the General Policy RMP, as per requirements of Section 41(5)(a) of the Reserves Act 1977 (the Act).

3. stakeholder and public Engagement

3.1 Council issued a public notice and the pre-draft engagement phase began in October 2024. Engagement included stakeholder engagement workshops, a session with Rangitāne and public feedback via two drop-in sessions and online submissions.

3.2 The formal submission period was one month commencing 24 October 2024.

3.3 Stakeholder Engagement

3.4 A wide group of stakeholders were invited to attend workshops. The numbers of respondents accepting the invitation were accommodated within 2 workshops.

3.5 Attendees were given a sheet with the proposed General Policy RMP headings – in a draft format, so that they would better understand what a general policy is. This worked well in the groups so that attendees could contextualise the general policy framework, and how it might relate to them.

3.6 The first workshop had 8 participants from the following:

· Rugby: 3 attendees

· Rugby League: 1 attendee

· The Esplanade Users: 3 attendees (croquet, etc.)

· Manawatu Skating Trust: 1 attendee

3.7 Only one attendee came to the second workshop – from the Manawatu Hot Rod Club Association.

3.8 Issues raised during workshops were:

· Would like an easier time of cutting trees away from sports turfs – too much red tape

· Food vendors should be able to apply for a licence that allows them to shift locations

· Can we ban drones from flying over the croquet pitch?

· Need a more streamlined approach with Council staff – always different

· Disability carparks at Memorial Park should be monitored and enforced.

3.9 Staff are reviewing the Drone Policy and Mobile Vendor licensing considering this feedback.

3.10 Public Engagement

3.11 The one-month submission period resulted in 23 online submissions and revealed the following in relation to reserve management:

Figure 1: Reserve Management Requests

3.12 The standouts were dogs and community gardens. Dogs however was a mix of ‘should be on leash/plus signage’ and ‘should not be on leash. The ‘Other’ category was made up of the following one-off comments:

Figure 2: Other one-off comments

3.13 For the most part the 23 submissions were a mixture of requests relating to capital development, maintenance, renewals and management.

Figure 3: The total type of requests

3.14 Sixty-nine percent of responses were not in relation to reserve management concerns or comments. It appears that the public may not have fully understood the purpose and scope of the plan, as they commented on maintenance and development.

4. Development of Draft Plan

4.1 In terms of the process for developing the draft plan the following was undertaken:

· A review of NZ reserve management planning literature (from that review the general template for the Palmerston North plan was taken from Manawatu District Council)

· Internal staff workshops

· Elected Members workshop

· Stakeholder workshops

· A workshop with Rangitāne

· The formal submission period – with online submission forms

· Drop-in sessions at two locations: He Ara Kotahi and Memorial Park

· General discussions and phone calls, etc. held on an ongoing basis

4.2 During the peer review of other Council plans the following were considered:

· Waikato District Council General Policies Reserve Management Plan

· Manawatu District Council General Policy Reserve Management

· Horowhenua District Council: Parks and Reserves General Policy

· South Waikato Reserves Management Plan

· Hamilton City Council: Neighbourhood and Amenity Reserves Management Plan 2019

4.3 The peer review and the series of engagements with various parties provided a sound basis from which to develop a draft General Policy RMP.

4.4 The Draft General Policy RMP is attached as Attachment 1.

5. Description of options

5.1 Option 1: Adopt the Draft Palmerston North City Council General Policy Reserve Management Plan for public consultation

5.2 Option 2: Adopt the Draft Palmerston North City Council General Policy Reserve Management Plan, with amendments for public consultation.

6. Analysis of options

Option 1: Adopt the Draft Palmerston North City Council General Policy Reserve Management Plan for public consultation

6.1 The Draft General Policy RMP is the result of the early work completed with Rangitāne, stakeholders, staff, Councillors and public engagement.

6.2 The high percentage of public submissions that raised matters that were not reserve management, i.e. reserve development and maintenance, indicates that submitters may have been confused about the scope of the reserve management framework.

6.3 The draft General Policy RMP plan provides the community with a document to comment on. Formal engagement is therefore likely to generate more interest than pre-engagement.

Option 2: Adopt the Draft Palmerston North City Council General Policy Reserve Management Plan for public consultation, with some changes.

6.4 The analysis for Option 1 holds for Option 2. Any minor amendments made to the draft by the Committee prior to adoption would have no impact on the consultation process.

6.5 For more significant amendments, Officers would need to consider whether re-engagement with stakeholders would be needed before a wider public consultation process.

7. Conclusion

7.1 Council has undertaken a peer review of General Policies for reserve management planning and completed pre-engagement with interested parties and stakeholders.

7.2 This preliminary work has enabled draft General Policy RMP to be prepared.

7.3 It is now appropriate that the Council consults with the community on this draft document.

8. Next actions

8.1 Council will issue a public notice advising the public of consultation on the Draft General Policy Reserve Management Plan 2025 for a period of no less than two months in accordance with Section 41(6)(a) of the Reserves Act 1977.

8.2 All parties who submitted during the pre-engagement phase will be notified in writing that consultation is now open and invited to submit.

8.3 An opportunity to be heard will be provided in accordance with the Reserves Act 1977 Section 41(6)(d).

8.4 Submissions and information from hearings will be considered and proposed amendments to the draft will be reported to Council for adoption of the final General Policy Reserve Management Plan 2025.

9. Outline of community engagement process

9.1 Pre-draft engagement included

· Stakeholder workshops

· A workshop with Rangitāne

· A one-month public engagement period – with online submission forms

· Drop-in sessions at two locations: He Ara Kotahi and Memorial Park

· General discussions and phone-calls, etc. held on an ongoing basis

9.2 Consultation on the draft will include website information, signs at the park, a drop-in session at the park, social media posts. Submitters will be provided with the opportunity to speak directly to the Council on their submission.

10. 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 1: He tāone auaha, he tāone tiputipu Goal 1: An innovative and growing city Whāinga 2: He tāone whakaihiihi, tapatapahi ana Goal 2: A creative and exciting city Whāinga 3: He hapori tūhonohono, he hapori haumaru Goal 3: A connected and safe community Whāinga 4: He tāone toitū, he tāone manawaroa Goal 4: A sustainable and resilient city
The recommendations contribute to this plan: 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 Palmerston North Parks and Reserves.

Attachments

1.	General Reserve Management Policy - 1st Proof ⇩
2.	Schedule to General Policy - Recreation Leases ⇩

Report

TO: Culture & Sport Committee

MEETING DATE: 25 June 2025

TITLE: Draft Kahuterawa Outdoor Recreation Plan - 2025 Review

PRESENTED BY: Kathy Dever-Tod, Manager Parks and Reserves and Aaron Phillips, Activities Manager - Parks

APPROVED BY: Chris Dyhrberg, General Manager Infrastructure

RECOMMENDATION(S) TO Culture & Sport Committee

1. That the Committee adopt the Draft Kahuterawa Outdoor Recreation Plan 2025 for public consultation.

Summary of options analysis for

Problem or Opportunity	In September 2024, the Culture & Sport Committee recommended that Council publicly notify its intention to review the Kahuterawa Outdoor Recreation Plan (KORP) 2008. In October 2024, Council commenced a 6-week pre-draft engagement. Council engaged with Rangitāne, stakeholders and the public regarding the review. Information gather ed in the engagement period was assessed, the KORP 2008 reviewed, and a draft Kahuterawa Outdoor Recreation Plan 2025 document prepared for consultation.
OPTION 1:	Adopt the Draft Kahuterawa Outdoor Recreation Plan 2025 for consultation
Community Views	Community views have been supportive of the original plan. Community views from early engagement have been considered in the preparation of the draft KORP 2025. Concerns with the safety of Kahuterawa Road were a key issue for early engagement consultation. Road upgrades have been the subject of separate considerations in the past with decisions being to maintain the current level of service. The road is outside the scope of the draft KORP 2025.
Benefits	Allows Council to test the reviewed plan with the public and stakeholders, prior to any final decisions. Ensures the management and development approaches accounts for the changes since 2008 and sets direction for future planning and budgeting processes.
Risks	That community expectation and the draft Plan are not aligned. This risk is considered low.
Financial	The project is included within the work programme and associated budget for the parks planning staff in 2025/26.
OPTION 2:	Adopt the Draft Kahuterawa Outdoor Recreation Plan 2025, with amendments, for consultation.
Community Views	Community views have been supportive of the original plan. Community views from early engagement have been considered in the preparation of the draft KORP 2025. Concerns with the safety of Kahuterawa Road were a key issue for early engagement consultation. Road upgrades have been the subject of separate considerations in the past with decisions being to maintain the current level of service. The road is outside the scope of the draft KORP 2025.
Benefits	Any amendments Council makes, and the draft itself, will be tested with the public and stakeholders, prior to any final decisions. Ensures the management and development approaches accounts for the changes since 2008 and sets direction for future planning and budgeting processes.
Risks	Additional changes are not based on the early engagement and, depending on their nature, may draw additional comment.
Financial	The project is included within the work programme and associated budget for the parks planning staff in 2025/26.

Rationale for the recommendations

1. Overview of the problem or opportunity

1.1 Council is reviewing the Kahuterawa Outdoor Recreation Plan 2008 (KORP 2008).

1.2 Having publicly notified the intention to review the KORP and carried out early engagement, this report presents a draft Kahuterawa Outdoor Recreation Plan 2025 (KORP 2025) and proposes Council proceed with consultation on it.

2. Background and previous council decisions

2.1 In 2008, the first Kahuterawa Outdoor Recreation Plan was adopted by Council. This plan guided the development and success of the KORP area through to 2025.

2.2 In 2021 preparatory work was undertaken for the KORP 2008 review. This included:

a. Commissioning a Cultural Assessment by Te Au Turoa Environmental Centre.

b. A series of workshops and discussions with:

· Rangitāne

· Recreation Groups – The Manawatu Mountain Bike Club, Fish and Game, Kahuterawa shuttle operator (since closed), Deerstalkers, Sport Manawatu, Tramping and Te Araroa Trail, Tararua District Council

· Neighbours

· Environment/Ecology – Department of Conservation, Horizons Regional Council, Environmental Network Manawatu and Forest and Bird)

· Central Economic Development Agency (CEDA)

· Emergency services.

2.3 A combination of Covid 19, Officer workload and a focus delivery on the capital programmes meant the work was not progressed.

2.4 On 25 September 2024, the Culture & Sport Committee of Council received an update on Reserve Management Planning, with some proposed changes to the works schedule and the content of the Reserve Management Plans (RMPs). That report also recommended Council publicly notify the proposed review of the KORP, which was adopted.

3. Early engagement process and reSUlts

3.1 The early engagement consultation involved:

· Information on the website and submission forms – 12 submissions were received on the KORP

· A drop-in session at the Kahuterawa Road end carpark

· A review of the notes taken during stakeholder workshops (stakeholders were asked to review and confirm/make changes)

· A public notice in the Manawatu Standard.

3.2 Given the three-year time lapse between the stakeholder workshops and the restart of the process, Council contacted stakeholders with some options asking whether they would like to have a new workshop or review the meeting notes from 2001 and advise if anything had changed. All stakeholders chose to review their 2021 meeting notes and there were no changes or updates to the views and information requested.

3.3 The results of the early engagement submissions showed respondents were primarily concerned with road safety.

Figure 1: Responses to the pre-engagement material - submissions

3.4 At the drop-in session up at the KORP bottom carpark we spoke with 12 people, and all responses were in relation to the road.

3.5 The draft KORP 2025 (attached as Appendix I of this report) was developed using the information gathered from the pre-draft engagement process. No major variations (or new issues) emerged (that were notably different from the existing plan) during the engagement.

3.6 The KORP 2008 was two documents totalling 90 pages. This was appropriate at the time as a comprehensive document setting out a direction for significant change including:

· Harvest of a significant area of pine forest and the associated environmental risks

· Development of major recreation facilities with the Manawatu Mountain Bike leading mountain biking work and Council leading other recreation forms including walking/tramping

· Stocktaking and setting out of environmental resources and plant and pest management regimes

· A comprehensive monitoring programme.

3.7 Since then the major changes for the area have been completed and bedded in. As such in this review, Council has drastically reduced the first document to a succinct set of management policies and development opportunities – the direction of which is largely ‘business-as-usual’. The second 2008 document was a detailed contextual analysis to inform the strategic element of the first plan; this remains a useful resource but was not required to be reviewed and republished for the development of the draft KORP 2025.

4. Description of options

4.1 Option 1: Adopt the Draft Kahuterawa Outdoor Recreation Plan 2025 for consultation

4.1.1 Council adopts the draft and takes it out to the public, stakeholders and Rangitāne to provide feedback.

4.1.2 An option for submitters to speak to their submissions directly to Councillors will be provided.

4.2 Option 2: Adopt the Draft Kahuterawa Outdoor Recreation Plan 2025, with amendments, for consultation

4.2.1 Under this option Councillors might direct some changes to the draft KORP 2025 before adopting for consultation.

5. Analysis of options

5.1 Option 1: Adopt the Draft Kahuterawa Outdoor Recreation Plan 2025 for consultation

5.2 Under this option the Council adopts the draft KORP 2025 contained in Attachment 1, for public consultation.

5.3 The review process has provided a robust understanding on which the draft KORP 2025 was prepared.

5.4 The draft KORP 2025 continues to build on the existing success of the area with modest suggestions for future development opportunities in line with stakeholder discussions.

5.5 The current plan has been simplified and distilled into a more succinct form, making it more accessible to readers.

5.6 The main concerns raised in early engagement are with the road condition – slips and safety. This concern is not a new one and has been the subject of previous assessments and considerations. The current direction of Council is that the road will be maintained at its current level of service and any major capital works, other than emergency works, is currently out of the scope of available budgets. As such the road has been set as out of scope of the draft KORP 2025.

5.7 Option 2: Adopt the Draft Kahuterawa Outdoor Recreation Plan 2025, with amendments, for consultation

5.8 The analysis of options for Option 1 holds for Option 2.

5.9 Under Option 2 Council would make changes to the draft KORP 2025 before going out to consultation.

5.10 Depending on the nature and extent of the proposed changes, Officers may need to report back on any implications or advise on the changes.

6. Conclusion

6.1 The KORP 2008 has been successful. The development of the area, through the work of both volunteers and the Council, has resulted in a highly used and valued outdoor recreation area used not only by the local community but attracting visitors from outside the region.

6.2 A robust pre-draft engagement process has taken place and no significant issues were raised by stakeholders or the public.

6.3 The road, while being the main concern from both stakeholders and the public, is not new and remains out of the scope of this plan.

6.4 The draft Kahuterawa Outdoor Recreation Plan 2025 is ready for community consultation.

7. Next actions

7.1 Council will issue a public notice advising the public of consultation on the Draft General Policy Reserve Management Plan 2025 for a period of no less than two months in accordance with Section 41(6)(a) of the Reserves Act 1977.

7.2 All parties who submitted during the pre-engagement phase will be notified in writing that consultation is now open and invited to submit.

7.3 An opportunity to be heard will be provided in accordance with the Reserves Act 1977 Section 41(6)(d).

7.4 Submissions and information from hearings will be considered and proposed amendments to the draft will be reported to Council for adoption of the final KORP 2025.

8. Outline of community engagement process

8.1 Pre-draft engagement included

· Stakeholder workshops

· A workshop with Rangitāne

· A one-month public engagement period – with online submission forms

· Drop-in sessions at two locations: He Ara Kotahi and Memorial Park

· General discussions and phone-calls, etc. held on an ongoing basis.

8.2 Consultation on the draft will include website information, signs at the park, a drop-in session at the park, social media posts. Submitters will be provided with the opportunity to speak directly to the Council on their submission.

9. 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 this plan: 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	Sets the direction for the management and development of the Kahuterawa Outdoor Recreation area. Supports recreation at Arapuke Forest Park, including through the development of trails with the Manawatū Mountain Bike Club.

Attachments

Draft Kahuterawa Outdoor Recreation Plan 2025 ⇩

Memorandum

TO: Culture & Sport Committee

MEETING DATE: 25 June 2025

TITLE: The Regent Theatre Trust - Final Statement of Intent 2025-2028

Presented By: Sarah Claridge, Governance Advisor

APPROVED BY: Cameron McKay, General Manager Corporate Services

RECOMMENDATION TO Culture & Sport Committee

1. That the Committee agree the final Statement of Intent 2025-2028 (Attachment 1) submitted by the Regent Theatre Trust Board.

1. ISSUE

1.1 The Statement of Intent (SOI) sets out the objectives and activities of the Regent Theatre Trust (the Regent) for the next three years. It serves as a basis for accountability to the Council, as the shareholder, and provides an opportunity for the Council to influence the Regent’s direction. The requirements for the SOI are set out in Schedule 8 of the Local Government Act 2002 (LGA).

1.2 The purpose of this report is for the Committee to fulfil the requirement under s65(2) of the LGA to agree the final SOI, or if it does not agree, to require the SOI to be modified as set out in clause 6, Schedule 8 of the LGA.

1.3 The LGA requires a Council Controlled Organisation (CCO) Board to deliver the final SOI to the shareholder by 30 June. The Regent Theatre Trust has met that requirement.

1.4 Under the LGA, Council has the power to modify an SOI to ensure it adequately reflects strategic priorities if it considers that is necessary.

2. BACKGROUND

2.1 The Regent is a CCO, which was set up ‘to control, develop, promote enhance and maintain the Regent Theatre so that it can be utilised and enjoyed by the inhabitants of the Manawatū area’^{^[1]}. 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 Culture & Sport Committee received the Regent’s draft SOI at its meeting of 26 March 2025; one recommendation was made for the Regent Theatre Trust Board to consider when developing its final SOI (see Table 1 below).

2.3 Council Officers met with the Regent Manager to discuss how the performance measures could be condensed and targeted to enable the reader to easily ascertain the performance of the Regent. The Regent Theatre Trust Board has considered the Committee’s comment on the draft SOI and has revised its performance measures as summarised in Table 1.

Table 1: Comparison of Council comments with the Regent’s final SOI 2025-28

Committee’s requests for changes to draft SOI 2025-2028

Is it dealt with in the SOI?

PERFORMANCE MEASURE

Recommendation

Council Officers to work with the Regent Theatre to review the total number of performance measures to 4-6.

Yes – The Regent has revised its performance measures to six measures (page 10).

3. The following changes have been made to performance measures:

· Measures around LED lighting through the theatre; companion card tickets sold and the number of ethnically diverse concerts will now be reported on in the activities section.

· A new measure: total number of performances in the auditorium has been added, while removing ‘total number of events over all spaces in the theatre’.

· ‘Number of events held by educational facilities’ is an amalgamation of the previous three measures: number of events from tertiary graduation ceremonies, school concerts and school prizegivings.

4. NEXT STEPS

4.1 The Regent’s Annual Report 2024-25 will be presented to the Culture & Sport Committee on 10 September 2025.

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 Long Term 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 this plan: 14. Mahere mana urungi, kirirarautanga hihiri 14. Governance and Active Citizenship Plan The objective is: Review and monitor the performance of Council Controlled organisations.
Contribution to strategic direction and to social, economic, environmental and cultural well-being	Agreeing the final Statement of Intent is a mechanism for the Committee to provide strategic guidance and direction to the CCO and meets Council’s responsibility to monitor the CCO under the LGA.

Attachments

The Regent Theatre Trust - Statement of Intent 2025-2028 (attached separately)

Memorandum

TO: Culture & Sport Committee

MEETING DATE: 25 June 2025

TITLE: Te Manawa Museums Trust - Final Statement of Intent 2025-2028

Presented By: Sarah Claridge, Governance Advisor

APPROVED BY: Cameron McKay, General Manager Corporate Services

RECOMMENDATION TO Culture & Sport Committee

1. That the Committee agree the final Statement of Intent 2025-2028 (Attachment 1) submitted by the Te Manawa Museums Trust Board.

1. ISSUE

1.1 The Statement of Intent (SOI) sets out the objectives and activities of the Te Manawa Museums Trust (Te Manawa) for the next three years. It serves as a basis for accountability to the Council, as the shareholder, and provides an opportunity for the Council to influence Te Manawa’s direction. The requirements for the SOI are set out in Schedule 8 of the Local Government Act 2002 (LGA).

1.3 The LGA requires a Council Controlled Organisation (CCO) Board to deliver the final SOI to the shareholder by 30 June. Te Manawa Museums Trust has met that requirement.

1.4 Under the LGA, Council has the power to modify an SOI to ensure it adequately reflects strategic priorities if it considers that is necessary.

2. BACKGROUND

2.1 Te Manawa is a 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 Council received Te Manawa’s draft SOI at its meeting of 7 May 2025 and made recommendations for Te Manawa Museums Trust Board to consider when developing its final SOI (see Table 1).

2.3 Te Manawa Museums Trust Board has considered Council’s comments on the draft SOI and made changes in response, as summarised in Table 1.

2.4 Overall Officers are content with the strategic direction, and the ambitious and varied list of actions Te Manawa has outlined in their SOI 2025-28.

Table 1: Comparison of Council comments with Te Manawa’s final SOI 2025-28

Council’s requests for changes to draft SOI 2025-2028

Is it dealt with in the SOI?

Contribution to Council Plans

Include in the SOI details of how Te Manawa meets the specific objectives listed in the Arts and Heritage Plans (as referenced in your SOE).

Yes – Te Manawa has clearly explained how it meets the specific objectives listed in Council’s Arts and Heritage Plans (page 9).

Manage existing collections and any potential donations

Include an action to inform Council about the Acquisition Policy, how collections are protected, and any risks to the collection.

Yes – Te Manawa has added two actions to progress this expectation:

· to review its Collections Policy in 2025/26 and 2027/28; and

· to inform Council about its Acquisition Policy in 2026/27.

(page 15)

Strategic Partnerships

Explain how Te Manawa plans to work with the Heritage Reference Group.

Yes – Te Manawa has added an ongoing action to: Support the Heritage Reference Group through providing staff advice, participation and professional museum expertise.

(page 15)

3. NEXT STEPS

3.1 Te Manawa’s Annual Report 2024-25 will be presented to the Culture & Sport Committee on 10 September 2025.

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 Long Term 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 this plan: 14. Mahere mana urungi, kirirarautanga hihiri 14. Governance and Active Citizenship Plan The objective is: Review and monitor the performance of Council Controlled organisations.
Contribution to strategic direction and to social, economic, environmental and cultural well-being	Agreeing the final Statement of Intent is a mechanism for the Committee to provide strategic guidance and direction to the CCO and meets Council’s responsibility to monitor the CCO under the LGA.

Attachments

Te Manawa Museums Trust - Final Statement of Intent 2025-28 (attached separately)

Memorandum

TO: Culture & Sport Committee

MEETING DATE: 25 June 2025

TITLE: The Globe Theatre Trust - Final Statement of Intent 2025-2028

Presented By: Sarah Claridge, Governance Advisor

APPROVED BY: Cameron McKay, General Manager Corporate Services

RECOMMENDATION TO Culture & Sport Committee

1. That the Committee agree the final Statement of Intent 2025-2028 (Attachment 1) submitted by the Globe Theatre Trust Board.

1. ISSUE

1.1 The Statement of Intent (SOI) sets out the objectives and activities of the Globe Theatre Trust (the Globe) for the next three years. It serves as a basis for accountability to the Council, as the shareholder, and provides an opportunity for the Council to influence the Globe’s direction. The requirements for the SOI are set out in Schedule 8 of the Local Government Act 2002 (LGA).

1.3 The LGA requires a Council Controlled Organisation (CCO) Board to deliver the final SOI to the shareholder by 30 June. The Globe Theatre Trust has met that requirement.

1.4 Under the LGA, Council has the power to modify an SOI to ensure it adequately reflects strategic priorities if it considers that is necessary.

2. BACKGROUND

2.1 The Globe is a CCO, which was set up to independently manage the Globe Theatre. 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 Council received the Globe’s draft SOI at its meeting on 2 April 2025 and made recommendations for the Globe Theatre Trust Board to consider when developing its final SOI (see Table 1).

2.3 The Globe Theatre Trust Board has considered Council’s comments on the draft SOI and made changes in response, as summarised in Table 1.

2.4 Council Officers met with the Globe’s Manager to discuss how the performance measures could be improved. The Globe Theatre Trust Board has considered the Committee’s comments on the draft SOI and has revised its performance measures as summarised in Table 1.

2.5 Overall Officers are content with the strategic direction, and the ambitious and varied list of actions the Globe has outlined in their SOI 2025-28.

Table 1: Comparison of Council comments with the Globe’s final SOI 2025-28

Committee’s requests for changes to draft SOI 2025-2028	Is it dealt with in the SOI?
CONTRIBUTION TO ACTIONS IN THE ARTS PLAN: The SOI needs to clearly explain how the operations of the Globe Theatre contributes to Council’s strategic documents, in particular objectives 1-3 in the Arts Plan.	Yes – the Globe has explained how its operations contribute to Council’s strategic objectives (pages 4-6).
PERFORMANCE MEASURE Recommendation Council Officers to work with the Globe Theatre to review the total number of performance measures to 4-6.	Yes – The Globe has condensed its performance measures. The Globe has removed the two targets: ‘% of MOU’ and ‘% Community usage.’ These two measures are no longer useful given the Globe has successfully attracted many groups to sign MOUs (which was the original intention of the measures). The Globe has also elaborated on the target: ‘hours of use by hirers’ by putting a total usage of 12 hours per day. The Globe is open 365 days a year.
ECONOMIC IMPACT REPORTING Recommendation Add an activity to progress this expectation.	Yes – an activity has been included to develop an economic reporting model and share it with relevant hirers (page 6).
FINANCIALS Recommendation Consider seeking grant funding in 2026/2027 for the projects.	Yes – the Globe states its intention to seek external funding to progress projects (page 6).

3. NEXT STEPS

3.1 The Globe’s Annual Report 2024-25 will be presented to the Culture & Sport Committee on 10 September 2025.

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 Long Term 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 this plan: 14. Mahere mana urungi, kirirarautanga hihiri 14. Governance and Active Citizenship Plan The objective is: Review and monitor the performance of Council Controlled organisations.
Contribution to strategic direction and to social, economic, environmental and cultural well-being	Agreeing the final Statement of Intent is a mechanism for the Committee to provide strategic guidance and direction to the CCO and meets Council’s responsibility to monitor the CCO under the LGA.

Attachments

Globe Theatre Trust Board - Final Statement of Intent 2025-2028 (attached separately)

Memorandum

TO: Culture & Sport Committee

MEETING DATE: 25 June 2025

TITLE: Manawatu Community Athletics Track - Annual Report for 2024

Presented By: Aaron Phillips, Activities Manager - Parks

APPROVED BY: Chris Dyhrberg, General Manager Infrastructure

RECOMMENDATION(S) TO Culture & Sport Committee

1. That the Committee receive the Manawatū Community Athletics Track Annual Report for 2024, presented to the Culture & Sport Committee on 25 June 2025.

1. ISSUE

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

1.2 This memorandum provides commentary on the 2024 Annual Report from the Advisory Committee.

2. BACKGROUND

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

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

2.3 In 2024, Palmerston North City Council was represented by Councillor Billy Meehan and the Activities Manager – Parks, Aaron Phillips.

2.4 The Council contributes $78,900 + GST per year (adjusted for inflation)^{^[2]} towards both the maintenance and renewals of the track.

2.5 Massey University provides day-to-day facility administration, management, maintenance and security services, as well as sharing in maintenance and renewal costs. The PNA&HC provides track and field equipment and often assists with events and school use.

2.6 The 2024 Annual Report (Attachment 1):

· The committee focused on renewal items such as repainting the lines on the track and preparing for the renewal of the track lighting and replacement of lamps with LEDs.

· The long-serving stalwart volunteer in the athletics community, Alan Adamson, passed away. His 70-year involvement in athletics and 25-year service directly with the track will be missed and remembered.

· The report contains various statistics and graphs that enable the use of the track to be understood.

2.7 Figure 1 shows the annual number of bookings^{^[3]} since 2010.

Figure 1: MCAT booking numbers since 2010

2.8 The bookings remain at a strong level and show an average of more than one booked use per day.

2.9 The figures for the estimated number of users shown in Figure 2 show a bounce back in use numbers similar to 2021 and the highest year since 2016.

Figure 2: MCAT estimated numbers of booked users excluding casual

2.10 A Councillor appointment to the Advisory Committee will be required following this year’s local government elections.

3. NEXT STEPS

· Seek a Councillor appointment to the Advisory Committee following the election.

· Thank the Advisory Committee and their organisations for their work in providing the facility for Palmerston North and the wider Manawatū.

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 this plan: 6. Mahere rēhia 6. Recreation and Play Plan The objective is: Support community access to sports facilities at Massey University
Contribution to strategic direction and to social, economic, environmental and cultural well-being	Provides recreation facilities for the athletics community and casual recreation. Supports attracting events.

Attachments

Manawatu Community Athletics Track Annual Report 2024 ⇩

Memorandum

TO: Culture & Sport Committee

MEETING DATE: 25 June 2025

TITLE: Hockey Turf at Massey University - Annual Report

Presented By: Aaron Phillips, Activities Manager - Parks

APPROVED BY: Chris Dyhrberg, General Manager Infrastructure

RECOMMENDATION(S) TO Culture & Sport Committee

1. That the Committee receive the 2024 Annual Report for the Hockey Turf at Massey University, presented to the Culture & Sport Committee on 25 June 2025.

1. ISSUE

This memorandum presents the Annual Report for 2024 for the Hockey Turf at Massey University.

2. BACKGROUND

In the 2015/25 Long-Term Plan Council allocated $500,000 contribution to a third hockey turf in the City. Following needs and location assessment the decision was made to support a turf at Massey University.

Council entered into an Agreement for Shared Use of a Hockey Turf at Massey University in 2020.

Council is represented by Councillors Arnott and Meehan on the Steering Group that provides oversight alongside representatives from Massey University and Hockey Manawatu.

3. 2024 Annual Report

Attachment 1 contains the 2024 Annual Report. The report notes:

· The use of the Hockey Turf at Massey in tournaments including the National Hockey Championships.

· 125 bookings for trainings and trials and 89 bookings for games spread through schools (41), Hockey Manawatu and clubs (29) and Massey University (25) uses.

· 547 hours of use in 2024. This compares to 467 hours in 2023 and 641 hours in 2022.

· Hockey Manawatu note that changing room provision is desirable.

· That thanks are given to the Steering Group, including the former Chairperson, Jacob Oram, who moved on from Massey University in 2024.

4. NEXT STEPS

Continue to support the operation of the Hockey Turf.

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 objectives?		Yes
Are the recommendations inconsistent with any of Council’s policies or plans?		Yes
The recommendations contribute to: Whāinga 1: He tāone auaha, he tāone tiputipu Goal 1: An innovative and growing city Whāinga 2: He tāone whakaihiihi, tapatapahi ana Goal 2: A creative and exciting city
The recommendations contribute to this plan: 2. Mahere whakawhanake ohaoha 2. Economic Development Plan 6. Mahere rēhia 6. Recreation and Play Plan The objectives are: · Attract major events to the city, including national secondary school events · Provide sportsfields and facilities
Contribution to strategic direction and to social, economic, environmental and cultural well-being	The Hockey Turf at Massey University provides for hockey leagues, trainings and tournaments.

Attachments

Hockey Tournament at Massey University 2024 Annual Report ⇩

Committee Work Schedule

TO: Culture & Sport Committee

MEETING DATE: 25 June 2025

TITLE: Committee Work Schedule

RECOMMENDATION TO Culture & Sport Committee

1. That the Culture & Sport Committee receive its Work Schedule dated June 2025.

COMMITTEE WORK SCHEDULE – JUNE 2025
Item No.	Estimated Report Date	Subject	Officer Responsible	Current Position	Date of Instruction/ Clause number
1.	~~25 June 2025~~	~~Rural Games – annual presentation~~			Council 31 May 2023 ~~Clause 88.11-23~~
2.	~~25 June 2025~~	~~Final Statement of Intent 2025-2028 – Te Manawa, The Globe and The Regent~~	~~General Manager Corporate Services~~		~~Terms of Reference~~
7.	~~25 June 2025~~ 10 September 2025	Review of in-house service delivery of Caccia Birch House	General Manager Customer & Community	Aligned with draft Caccia Birch Masterplan	Council 2 June 2021 Clause 50.7
8.	~~25 June 2025~~ 10 September 2025	Annual progress report on the development of heritage themes, including military heritage, across Council programmes	General Manager Strategic Planning	Moved to align with the annual update of the Heritage Reference Group	10 August 2022 Clause 17.2
9.	~~25 June 2025~~ 10 September 2025	Draft Otangaki-Ashhurst Domain Reserve Management Plan – deliberations	General Manager Infrastructure	Renotification required	27 November 2024 Clause 51-24
10.	10 September 2025	Annual report from PN Public Sculpture Trust	General Manager Customer & Community		Council 29 April 2019 Clause 36.4
11.	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
12.	10 September 2025	Play Policy Annual Implementation Monitoring Report	General Manager Customer & Community		14 April 2021 Clause 12-21
13.	10 September 2025	Annual Report 2024-2025 – The Regent, The Globe, Te Manawa	General Manager Corporate Services		Terms of Reference
14.	10 September 2025	Annual Report – Sport Manawatū 2024/2025	General Manager Strategic Planning		Terms of Reference

Attachments

NIL

[1] As described in the purpose of the Regent Theatre Trust Deed.

[2] Adjusted for inflation, in 2024/25 the total contribution is $88,631.25 + GST.

[3] Includes football use of the infield, of which there were 93 uses in 2024.

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)