Agenda of Culture & Sport Committee - Wednesday, 10 September 2025

Memorandum

TO: Culture & Sport Committee

MEETING DATE: 10 September 2025

TITLE: Draft General Policy Reserve Management Plan: Summary of Submissions

Presented By: Kathy Dever-Tod, Manager Parks and Reserves

APPROVED BY: Glen O'Connor, Acting General Manager Infrastructure

RECOMMENDATION(S) TO Culture & Sport Committee

1. That the Committee receive the memorandum titled ‘Draft General Policy Reserve Management Plan - Summary of Submissions’, presented to the Culture & Sport Committee on 10 September 2025.

1. ISSUE

1.1 On 25June 2025 the draft General Policy Reserve Management Plan (RMP) was adopted for public consultation.

1.2 Consultation was undertaken for two months, from 27 June to 28 August 2025.

1.3 This memorandum provides a summary of the submissions received.

2. BACKGROUND

2.1 The review of this RMP is part of the wider development of a full reserve management planning suite of documents for Palmerston North City Council. This is the first General Policy RMP for Palmerston North. A General Policy RMP contains the overarching management policies that run across all parks in the city.

2.2 On 25 September 2024 Council adopted a resolution to publicly notify its intention to prepare the Draft General Policy Reserve Management Plan.

2.3 From September 2024 until February 2025 Council held workshops with stakeholders and drop-in sessions at parks around the city. These sessions provided information on general policy and what that type of policy is in a parks context given that this is new to Palmerston North.

2.4 Council also completed a literary review of other General Policy RMP’s from around the country. The information from the review and the engagement were used to prepare a draft plan.

2.5 The draft plan was presented to the Culture & Sport Committee on 25 June 2025, and it was adopted by Council to go out for consultation. A two-month consultation was completed. The consultation period on the draft plan opened on 25 June 2025 and closed on 28 August 2025.

3. Consultation process

3.1 The consultation consisted of:

· A two-month consultation period

· The draft was made publicly available in hard copy and online on the PN City Council website

· Submission forms were provided

· Two drop-in sessions were held at the Customer Service Centre

· The plan was publicised, and previous participants were invited to read it and submit.

4. Summary of submissions

4.1 Eleven submissions were received on the Draft Plan.

4.2 The following three questions were posed seeking views on the Draft General Policy RMP:

Question 1: What do you think of the General Policy RMP?

4.3 100% of respondents answered this question. 55% believed the plan needs a few changes. 36% had no opinion on this and 9% believed that the plan was fine as it is.

Question 2: What should we change?

4.4 Eight of the eleven submitters answered this question.

4.5 Two submitters recommended the plan should have better flow between information such as the document’s relationship to plans and legislation and additional information such as budget information and definitions.

4.6 Two submitters advocated for greater emphasis on biodiversity across all parks.

4.7 The submissions have been summarised in Table 1.

Table 1: Summary of submissions

Submissions	Number
Better layout and information should be provided	2
Greater commitment to biodiversity	2
More provision for dogs	1
Allow metal detecting for finding lost jewellery	1
‘No Bikes’ sign for Bledisloe Park - in the carpark	1
More and better access for horses	1
Manawatu Chinese Trust^{^[1]} would like some space in parks to engage in some projects for the community	1
Get all cars out of the Victoria Esplanade	1
Planning for new reserves in subdivisions is poor	1
Age-friendly approach to parks and reserves	1

Question 3: Any other comments or feedback?

4.8 Two submitters answered this question.

4.9 The first was a general statement of support for the plan for covering CCTV and carparking. The second submitter reiterated their comments from the second question – greater emphasis on biodiversity.

5. NEXT STEPS

5.1 Review the verbal submissions at the hearings for new, changed or expanded points.

5.2 Include workshop results, Open Day results and other consultation information into a final report for the General Policy Reserve Management Plan.

6. Compliance and administration

Does the Committee have delegated authority to decide?		No
Are the decisions significant?		No
If they are significant do they affect land or a body of water?		No
Can this decision only be made through a 10 Year Plan?		No
Does this decision require consultation through the Special Consultative procedure?		No
Is there funding in the current Annual Plan for these 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: Develop reserve management plans for all parks and reserves in accordance with the Reserves Act 1977.
Contribution to strategic direction and to social, economic, environmental and cultural well-being	Council’s parks and reserves are well managed.

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 June 2025, commencing at 1.01pm

Members Present:	Councillors Rachel Bowen (in the Chair), Billy Meehan, Mark Arnott, Vaughan Dennison, Roly Fitzgerald, Patrick Handcock, Leonie Hapeta, Debi Marshall-Lobb, William Wood and Kaydee Zabelin.
Members Present Online:	Councillor Lew Findlay.
Non Members:	Councillors Brent Barrett, Orphée Mickalad and Karen Naylor.
Apologies:	The Mayor (Grant Smith), Councillor Lew Findlay (early departure).

Councillor Lew Findlay left the meeting at 1.23pm during consideration of clause 12, and entered the meeting again at 1.40pm during consideration of clause 13. He left the meeting at 2.07pm during consideration of clause 15. He was not present for clause 12 and clauses 15 to 21 inclusive.

Councillor Patrick Handcock was not present when the meeting resumed at 3.22pm. He was not present for clauses 18 to 21 inclusive.

Councillor Karen Naylor was not present when the meeting resumed at 3.22pm. She entered the meeting again at 3.23pm after consideration of clause 18. She was not present for clause 18.

Councillor Orphée Mickalad was not present when the meeting resumed at 3.22pm. He entered the meeting again at 3.26pm during consideration of clause 20. He was not present for clauses 18 and 19.

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

11-25

Apologies

Moved Rachel Bowen, seconded Billy Meehan.

The COMMITTEE RESOLVED

1. That the Committee receive the apologies.

Clause 11-25 above was carried 14 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, Orphée Mickalad and Karen Naylor.

12-25

Presentation - Manawatū Summer Shakespeare

Presentation, by Rhian Firmin & Rachel Lenart, Artistic Directors, Manawatū Summer Shakespeare.

Rhian and Rachel presented a summation of the Council supported 2025 production of The Tempest, as appended to these Minutes.

Councillor Lew Findlay left the meeting at 1.23pm.

Moved Rachel Bowen, seconded Billy Meehan.

The COMMITTEE RESOLVED

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

Clause 12-25 above was carried 13 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, Kaydee Zabelin, Brent Barrett, Orphée Mickalad and Karen Naylor.

13-25

Presentation - NZ Rural Games

Presentation, by James Stewart, Chair, NZ Rural Games Trust and Daniel O’Regan, NZ Rural Games.

James and Daniel provided an update on this year’s Rural Games, as appended to these Minutes.

Councillor Lew Findlay entered the meeting again at 1.40pm.

Moved Rachel Bowen, seconded William Wood.

The COMMITTEE RESOLVED

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

Clause 13-25 above was carried 14 votes to 0, the voting being as follows:

For:

14-25

Confirmation of Minutes

Moved Rachel Bowen, seconded Billy Meehan.

The COMMITTEE RESOLVED

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

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

For:

15-25

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

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

Councillor Lew Findlay left the meeting at 2.07pm.

Moved Rachel Bowen, seconded Billy Meehan.

The COMMITTEE RESOLVED

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.

Clause 15-25 above was carried 12 votes to 1, the voting being as follows:

For:

Councillors Rachel Bowen, Billy Meehan, Mark Arnott, Vaughan Dennison, Roly Fitzgerald, Patrick Handcock, Debi Marshall-Lobb, William Wood, Kaydee Zabelin, Brent Barrett, Orphée Mickalad and Karen Naylor.

Against:

Councillor Leonie Hapeta.

16-25	Draft General Policy Reserve Management Plan Report, presented by Kathy Dever-Tod, Manager Parks and Reserves and Aaron Phillips, Activities Manager - Parks. Elected Members requested amendments to the Draft Plan to include a 3 yearly monitoring report to Council or relevant Committee and reference to responsible ownership components of the Dog Control Policy.
	Moved Brent Barrett, seconded Leonie Hapeta. The COMMITTEE RESOLVED 1. That the Draft Palmerston North City Council General Policy Reserve Management Plan be amended as follows: · Amend Section 4 (Monitoring) to include a 3 yearly monitoring report to Council or relevant Committee. · Amend Section 8 (Dogs) to refer to responsible ownership components of the Bylaw.
	Clause 16.1-25 above was carried 13 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, Kaydee Zabelin, Brent Barrett, Orphée Mickalad and Karen Naylor.
	Moved Brent Barrett, seconded Leonie Hapeta. 2. That the Committee adopt the Draft Palmerston North City Council General Policy Reserve Management Plan, as amended, for consultation under the provisions of the Reserves Act 1977.
	Clause 16.2-25 above was carried 13 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, Kaydee Zabelin, Brent Barrett, Orphée Mickalad and Karen Naylor.

17-25	Draft Kahuterawa Outdoor Recreation Plan - 2025 Review Report, presented by Kathy Dever-Tod, Manager Parks and Reserves and Aaron Phillips, Activities Manager - Parks. Elected Members noted that one parcel of land had not been declared a reserve and requested that public feedback be sought on whether Arapuke Forest Park should be declared a reserve under the Reserves Act.
	Moved Rachel Bowen, seconded Billy Meehan. The COMMITTEE RESOLVED 1. That the Committee adopt the Draft Kahuterawa Outdoor Recreation Plan 2025 for public consultation.
	Clause 17.1-25 above was carried 13 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, Kaydee Zabelin, Brent Barrett, Orphée Mickalad and Karen Naylor.
	Moved Brent Barrett, seconded Kaydee Zabelin. 2. That the draft plan consultation include a question of whether Arapuke Forest Park should be declared a reserve under the Reserves Act.
	Clause 17.2-25 above was carried 13 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, Kaydee Zabelin, Brent Barrett, Orphée Mickalad and Karen Naylor.

The meeting adjourned at 3.09pm

The meeting resumed at 3.22pm

Councillors Patrick Handcock, Orphée Mickalad and Karen Naylor were not present when the meeting resumed.

18-25

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

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

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

Memorandum, presented by Sarah Claridge, Governance Advisor.

Moved Rachel Bowen, seconded Leonie Hapeta.

The COMMITTEE RESOLVED

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

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

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

Clause 18-25 above was carried 10 votes to 0, the voting being as follows:

For:

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

Councillor Karen Naylor entered the meeting again at 3.23pm.

19-25

Manawatū Community Athletics Track - Annual Report for 2024

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

Moved Rachel Bowen, seconded Billy Meehan.

The COMMITTEE RESOLVED

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

Clause 19-25 above was carried 11 votes to 0, the voting being as follows:

For:

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

20-25

Hockey Turf at Massey University - Annual Report

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

Councillor Orphée Mickalad entered the meeting again at 3.26pm.

Moved Rachel Bowen, seconded Billy Meehan.

The COMMITTEE RESOLVED

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.

Clause 20-25 above was carried 12 votes to 0, the voting being as follows:

For:

Councillors Rachel Bowen, Billy Meehan, Mark Arnott, Vaughan Dennison, Roly Fitzgerald, Leonie Hapeta, Debi Marshall-Lobb, William Wood, Kaydee Zabelin, Brent Barrett, Orphée Mickalad and Karen Naylor.

21-25

Committee Work Schedule

Moved Rachel Bowen, seconded Billy Meehan.

The COMMITTEE RESOLVED

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

Clause 21-25 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 3.31pm.

Confirmed 10 September 2025

Chair

REPORT

TO: Culture & Sport Committee

MEETING DATE: 10 September 2025

TITLE: Kahuterawa Outdoor Recreation Plan 2025 - adoption

PRESENTED BY: Aaron Phillips, Activities Manager - Parks

APPROVED BY: Glen O'Connor, Acting General Manager Infrastructure

RECOMMENDATION(S) TO Council

1. That Council adopt the Kahuterawa Outdoor Recreation Plan 2025 (Attachment 2)

2. That Council exercise delegation from the Minister of Conservation and approve the Kahuterawa Outdoor Recreation Plan 2025, under section 41(1) of the Reserves Act 1977.

3. That Council proceed with a reserve classification of Arapuke Forest Park.

Summary of options analysis for

Problem or Opportunity	Council has completed a review of the 2008 Kahuterawa Outdoor Recreation Plan (KORP) including consultation on a draft plan. A few changes are proposed to the draft 2025 KORP, having considered submissions. A final 2025 KORP (Attachment 2) has been developed and is recommended for adoption by Council and approval under delegation from the Minister of Conservation.
OPTION 1:	Adopt the Kahuterawa Outdoor Recreation Plan 2025 (Attachment 2)
Community Views	Community views have been sought and considered, including the opportunity to be heard, prior to finalising the 2025 Plan, as outlined in this report.
Benefits	Council now has a clear set of updated policies for management of the Kahuterawa Outdoor Recreation Area (KORA).
Risks	There is a small risk that some of the community may have wished to see other changes or policies adopted.
Financial	The management policies will be implemented within existing operational budgets. New capital work will be assessed and proposed in the Draft Parks Asset Management Plan, for consideration in the Long-Term Planning process.
OPTION 2:	Adopt the Kahuterawa Outdoor Recreation Plan 2025 (Attachment 2) with minor changes,
Community Views	Community views have been sought and considered, including the opportunity to be heard, prior to finalising the 2025 Plan as outlined in this report.
Benefits	Council has a clear set of policies for management and a roadmap for development of the KORA. The benefits of any changes directed by Council under this option will depend on the changes.
Risks	There is a small risk that if any of the changes approved by the Committee are significant in nature there may be a community expectation they are consulted on.
Financial	The management policies will be implemented within existing operational budgets. New capital work will be assessed and proposed in the Draft Parks Asset Management Plan, for consideration in the Long-Term Planning process.

Rationale for the recommendations

1. Overview of the problem or opportunity

1.1 The Reserves Act 1977 requires that an administering body has a management plan for all reserves under its administration. That plan shall provide for and ensure the use, enjoyment, maintenance, and preservation, as the case may require, for that reserve as it is classified. The current Kahuterawa Outdoor Recreation Plan was produced in 2008 to manage Palmerston North’s main outdoor recreation area.

1.2 Reserve management plans are to be kept under continual review, so that the plan is adapted to changing knowledge and circumstance. The plan, from time to time, may require a full review in order to remain relevant. The KORP is overdue for a full review.

1.3 On 25 June 2025 the draft Kahuterawa Outdoor Recreation Plan 2025 (KORP) was adopted for public consultation.

1.4 This report provides information on the review process, responds to submissions, proposes changes to the draft 2025 Plan, and recommends Council adopt a final 2025 KORP.

2. Background and previous council decisions

2.1 In 2008, the first KORP 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 2008 KORP 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 (MMBC), Fish and Game, Kahuterawa shuttle operator (since closed), Deerstalkers, Sport Manawatū, Tramping and Te Araroa Trail, Tararua District Council

· Neighbours

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

· Central Economic Development Agency (CEDA)

· Emergency services.

2.3 A combination of Covid 19, officer workload and a greater focus on delivering the Parks and Reserves capital programmes meant the work was not progressed.

2.4 In 2024 the focus on delivery of the capital works programmes shifted and the management planning work resumed. On 25 September 2024 Council adopted a resolution to publicly notify its intention to review the 2008 KORP.

2.5 From September until February 2025 early engagement occurred. The earlier engagement results from the 2021 workshops were revisited and confirmed with stakeholders and Rangitāne.

2.6 Those results were analysed and compared to the existing 2008 KORP. It was clear that the 2008 plan was both successful and respected by stakeholders and the public. The comparison informed the changes to the existing plan, and a reviewed draft was developed for consultation.

2.7 The draft KORP and the results of the early engagement were reported to the Culture & Sport Committee on 25 June 2025. That report described the main proposed changes to the new draft and recommended that Council adopt the draft KORP to go out for public consultation.

2.8 The consultation consisted of the following:

· The draft plan was made available at the Customer Service Centre and online.

· Information was made available and promoted on the PN City Council website

· Submission forms were made available for the two-month period

· Two drop-in sessions were made available at the Customer Service Centre

2.9 There were 35 submissions received (Attachment 1). No-one attended the KORP drop-in sessions. Consultation on the draft KORP ended on 28 August 2025. The results of that consultation are summarised below.

3. Summary of Submissions

During the consultation the following questions were asked as part of the submissions process:

3.1 Question 1: Do you like the plan?

All 35 submitters answered this question. The results were slightly in favour of the draft plan as it is, with 51% of submission participants liking the plan as it is. 43% believed the plan needs some changes, and 6% had no opinion.

Figure 1: Do you like the plan?

3.2 Question 2: What should we change?

When asked what changes would make the plan better, 15 submitters answered in the following manner, as described in the graph below.

Figure 2: What should we change?

3.3 Feedback indicates support for the current direction, with submitters primarily suggesting expansions or enhancements rather than revisions to core elements.

3.4 Question 3: Further comments or feedback

29 submitters answered the further comments or feedback section:

· Six submitters registered their support for the Manawatu Mountain Bike Club;

· Five signalled concerns with the current state of the road;

· Three submitters supported further mountain biking-styled developments; and

· Three respondents asked for the Back Track to be made available to horses.

Figure 3: Further comments or feedback

3.5 Question 4(a): Do you think the Arapuke Forest should be classified as a reserve?

34 submitters answered this question. The possible answers were ‘yes’, ‘no’ or ‘no opinion’.

Figure 4: Should we classify the Arapuke Forest Park?

The answers were in favour of classification. ‘No opinion’ was the next most popular answer. Two submitters stated ‘no’ to classification for this question.

3.6 Question 4(b): Why did you answer like that?

Eight submitters answered the follow-up question. Six were in favour of more protection for the site by making it a reserve and three believed that classification would solidify its status as a top-end mountain bike area.

4. Rangitāne: Suggested Changes

4.1 Rangitāne requested some further changes to the draft KORP that would strengthen their connections to the KORA and the people operating in this space. The following suggestions were provided:

· Strengthen the cultural health section of the KORP to including some cultural mapping of the area. Policy 2.1.3 was introduced to achieve this;

· Incorporate the Whanau Ora framework into the planning of the KORA. This action fits more appropriately within the context of the General Policy RMP. The action has been shifted over to that document for Council consideration;

· Adjustments were made to Policy 4.6 and Policy 2.1.2;

· Policy 3.2 was reworded;

· Policy 7.1.4 was added, and

· Policy 6.1.1 ‘inclusions’ was altered to reflect Rangitāne involvement.

4.2 These changes have been made to the draft and are included in the final 2025 KORP, attached to this report.

5. Description of options

5.1 Option 1: Adopt the Kahuterawa Outdoor Recreation Plan 2025 as final, as attached to this report

Under this option Council adopts the new 2025 KORP as per Attachment 2. The changes made as a result of submissions and further engagement with Rangitāne are shown as highlights in the attachment.

Implementation occurs in two ways:

· the existing operational, maintenance and renewals budgets are utilised for the actions;

· Secondly, any capital requirements (as a ‘development opportunity’) will be assessed in an ongoing manner and reported to Council during the Long-Term Plan process.

5.2 Option 2: Adopt the Kahuterawa Outdoor Recreation Plan 2025 as final, with minor changes, as attached to this report

Under this option Council makes further changes to the attached KORP.

If the changes are determined to be significant, the KORP may require another round of consultation on the proposed changes.

Implementation occurs as per Option 1.

6. Analysis of options / responses to submissions

Option 1: Adopt the Kahuterawa Outdoor Recreation Plan 2025 as final, as attached to this report

6.1 Table 1 sets out the suggested changes from submissions, officers’ responses to them and identifies if a change has been made to the draft plan as a result.

6.2 Some selected topics are discussed further in sections following Table 1.

Table 1: Responses to submissions requesting changes

Matter(s) Raised	Officer Response	Discussion
1. Allow more than 2 dogs per visiting group.	No change to plan.	It is a reasonable restriction in both a high-speed mountain biking recreation area, and an area of biodiversity values, to have some minor restrictions on dogs.
2. The park needs more upkeep.	No change to plan.	This issue has not come through strongly via customer complaints at this park. Will continue to monitor.
3. Kahuterawa Reserve campground should have longer stay availability.	No change to plan.	The campground has minimal services with a toilet but no potable water supply. Camping to support the Te Araroa Trail was allowed and they only need short stay. Short stay also helps manage the risk of inappropriate camping in a site not actively managed.
4. Improve pest control.	No change to plan.	No plans to increase pest control at this site. If the situation changes additional pest control may be required.
5. Limit recreation to save the snails.	No change to plan.	No plans to limit recreation at this site. Education can be improved.
6. Road safety improvements.	No change to plan.	This is out of the scope of this plan. Council has previously considered proposals for road upgrades and they were a low priority and did not attract an NZTA subsidy. Council has undertaken significant remedial work for slips.
7. Bring back the shuttle.	No change to plan.	The shuttle is a commercial enterprise and economic conditions will ultimately determine whether it succeeds or fails.
8. Full support should be given to the MMBC.	No change to plan	Council supports MMBC.
9. Allow horses on the Back Track.	No change to plan.	Council is inclusive with recreation options where possible and safe. Horses and downhill riding of mountain bikes are not a good fit. Officers are concerned even with education and signage there would be unacceptable risks given the sight lines and potential speeds of mountain bike riders.
10. Wheelchair access.	No change to plan.	There are currently no plans to make this park wheelchair accessible.
11. Survey MMBC members to better understand needs.	No change to plan.	Officers will discuss this with the club when the MoU is updated.
12. Provide for more gravel (road) biking.	No change to plan.	Gravel biking on the forestry access roads can be done now. This is a discussion for the submitter to have with the MMBC in the first instance, if current provision is to be extended or changed.
13. More public involvement in the trail building.	No change to plan.	This is a highly specialised activity managed by the MMBC rather than Council. The MMBC holds regular working-bees and opportunities already exist for this to occur.
14. Council has an anti-dog mentality.	No change to plan.	Council has an inclusive approach to use of its facilities and tries to include as many of activities as possible in them. It is important that people can control all the dogs that are with them at this park.
15. Investigate a path along the Kahuterawa Stream to Linton Army Base for walkers and cyclists – off road.	Policy 5.1.2 was added to the final making the taking of esplanade reserves explicit.	Council policy under the District Plan is to take esplanade reserves along the full extent of this stream as subdivision occurs. Development of path would be an expensive undertaking and is not considered a priority relative to other development opportunities. It may be the subject of future reviews but has not been included in the current plan.
16. Name the chemicals used for maintenance – don’t drop 1080.	No change to plan.	Council does not use 1080. Council policy on chemicals is best managed on a citywide basis through the General Policy RMP. The use of chemicals in the reserve is very limited, to encourage biodiversity, with the main chemical being bait within traps and fungicide (if needed) on the forestry trees. The submitter can contact Council to receive detailed information on the chemicals used in the reserve.

Question 3: Any comments or feedback – Road Safety

6.3 Six comments were made regarding concerns for safety of the road leading into the park. Increasing traffic has placed pressure on the limited-width gravel road. This issue emerged strongly during the pre-draft consultation phase and was an issue raised in an early workshop with Councillors.

6.4 The road is out of scope of the 2025 KORP. Council has considered upgrade proposals and budgets for design work in the past and they were not a priority, did not attract NZTA funding, and Council did not increase the level of service.

Question 3: Any comments or feedback – Allow horses on the Back Track

6.5 Three submissions came in requesting the KORA to become a horse-friendly outdoor recreation area. Currently horse-riding is only allowed via Scotts Road and with advance permission from PN City Council. The submitter believes that Scotts Road is too dangerous for towing a horse float and that entry via the Back Track is the only real option.

6.6 The submissions suggest the Back Track become ‘uphill only’ for mountain bikers, the installation of horse styles in the carpark, and upgrading the road to a two-lane, asphalt and update signs to allow for horses. Kāpiti is the example used for shared path.

6.7 The Back Track is required for a portion of the downhill run by mountain bikers as one of the exit trails comes out on to the Back Track, in its lower reaches. It is not possible or practical for the mountain bikers to use the Back Track as ‘uphill only’ for at least that portion without decommissioning that trail. That trail is one of the more accessible, easier exit trails.

6.8 The Back Track is also a high-speed downhill environment. The path is wide enough to accommodate walkers, runners and mountain bikers. The addition of horses on this track will likely create a more dangerous situation. Should bikes at speed encounter horses on a blind corner on this track, we may have accidents that could potentially cause harm to animals and/or park users.

Question 3: Any comments or feedback – Development Opportunity Support

6.9 Support was provided for any opportunity to develop a 2km walking loop track from the carpark, and also a kids’ trails section near the carpark. Implementation would be subject to landowner negotiation and funding.

Option 2: Adopt the 2025 Kahuterawa Outdoor Recreation Plan as final, with minor changes, as attached to this report

6.10 The analysis of options in Option 1 also holds for this option.

6.11 The analysis of this option cannot occur until the nature and scale of the proposed change Council might require is understood. Anything minor in nature, in terms of its overall impact on the plan, may be inserted and the plan adopted.

6.12 Any significant change to the draft that may alter the KORP beyond what was consulted on would require another consultation round on the proposed change.

7. Reserve Classification

7.1 Question 4 asked if people thought Council should classify Arapuke Forest Park as a reserve under the Reserves Act 1977. This was a question that was highly technical in relation to reserve status under the Reserves Act 1977.

· 56% of submitters answering this question said ‘yes’;

· 38% had no opinion;

· Two submitters were in opposition.

7.2 Those that answered ‘yes’ tended to see the classification process as providing additional protection from land sale. There were only two submitters that answered ‘no’ to the question. Overall, this is a positive signal towards carrying out a classifications process under the Reserves Act 1977 for Arapuke Forest Park.

8. Reserves Act requriements

8.1 The Reserves Act 1977, Section 41 outlines the legislative requirements for the development of reserve management plans. The requirements are:

Pre-Draft Requirements

· A notice of intention to develop a management plan is publicly notified.

· That notification allows for a one-month period where the public, and interested parties, are invited to provide suggestions on the proposal.

Draft Requirements

· Council then prepares a draft plan, taking those suggestions into account, and must make that plan available to the public.

· Council must also consider the plan’s alignment with the classification of the reserve. While the Arapuke Forest Park land is not classified, it is treated predominantly as a recreation reserve.

· The draft plan is then publicly notified under Section 119 of the Act, as available to the public to provide their support or opposition to the plan. Those who provided suggestions earlier are also contacted regarding the draft and invited to provide submissions.

· The period of availability to the public must be no less than two months; and all submitters must be provided the opportunity to speak directly to the administering body in support of their submission.

Final Plan Requirements

· If any submitter exercised their right to speak publicly to their submission, a hearings date is established.

· The final plan should be submitted to the Minister with a summary of the submissions, and any reasons listed out for including or excluding them from the final plan.

· The Minister then decides on whether it has been demonstrated that the conditions have all been met.

8.2 Under the 2013 Revised Delegation of Powers Council has been delegated the Ministerial role to approve the plan. The criteria are the following:

· All steps listed above were followed in a manner consistent with the intent of the law.

· Was proper consideration given to the suggestions and the submissions when the final plan was developed.

8.3 Officers completed the following process for the review of the Kahuterawa Outdoor Recreation Plan:

· A notice of intent to review the KORP was adopted in September 2024.

· Confirmation that the stakeholder workshop results (2021) remained relevant in 2025, with those stakeholders.

· Engagement with the public, a submissions process, and an open day at the KORA,

· Draft plan was written from the information gathered, and was adopted for consultation by Council on 25 June 2025.

· Two-month consultation period on the draft – 25 June to 28 August 2025. Two drop-in sessions were offered at the Customer Service Centre where any concerns or questions could be raised directly with Officers.

· Analysis of full consultation results and appropriate changes to draft 2025 Plan made.

· Final report (describing all changes, requests not actioned, and the reasons for changes/no action) hearings with a final plan attached.

8.4 Council has completed all legislative requirements and has upheld the intent of the legislation in the development of the 2025 KORP.

9. Conclusion

9.1 The 2025 review of the KORP has undertaken an extensive engagement with Rangitāne, stakeholders and the general public.

9.2 The results have generally supported the ‘business-as-usual’ direction the draft plan proposed and confirmed the simplified and sharper focus on what works well and a greater emphasis on future protection of this city resource.

9.3 The process has met the requirements of the Reserves Act 1977 and considered the community feedback. Council can now adopt the Plan and exercise the Ministerial delegations to approve it under Section 41(1) of the Reserves Act 1977.

9.4 A final 2025 KORP is attached to this report for final approval.

10. Next actions

10.1 Publish the 2025 KORP on Council’s website.

10.2 Review the development opportunities for future proposed programmes for the Parks Assessment Management Plan and the Long-Term Plan.

10.3 Undertake a Reserves Act classification of Arapuke Forest Park.

11. Outline of community engagement process

11.1 The following community engagement process was followed:

· Notification of intention to prepare plan

· Pre-draft stakeholder workshops

· Public notice

· Open day at the Arapuke Forest Park Kahuterawa Road carpark

· Consultation period on draft

· Two drop-in sessions at Customer Service Centre

· Hearings were made available

12. Compliance and administration

Does the Committee have delegated authority to decide?		No
Are the decisions significant?		No
If they are significant do they affect land or a body of water?		No
Can this decision only be made through a 10 Year Plan?		No
Does this decision require consultation through the Special Consultative procedure?		No
Is there funding in the current Annual Plan for these objectives?		Yes
Are the recommendations inconsistent with any of Council’s policies or plans?		No
The recommendations contribute to: Whāinga 2: He tāone whakaihiihi, tapatapahi ana Goal 2: A creative and exciting city
The recommendations contribute to this plan: 6. Mahere rēhia 6. Recreation and Play Plan The objective is: The requirements of the Reserves Act 1977 are met.
Contribution to strategic direction and to social, economic, environmental and cultural well-being	Ensure parks and reserves are well managed.

Attachments

1.	Submissions (attached separately)
2.	Kahuterawa Outdoor Recreation Plan 2025 (attached separately)

report

TO: Culture & Sport Committee

MEETING DATE: 10 September 2025

TITLE: Otangaki-Ashhurst Domain Reserve Management Plan 2025 - adoption

PRESENTED BY: Aaron Phillips, Activities Manager - Parks

APPROVED BY: Glen O'Connor, Acting General Manager Infrastructure

RECOMMENDATION(S) TO Council

1. That Council adopt the Otangaki-Ashhurst Domain Reserve Management Plan 2025 (Attachment 1).

2. That Council exercise delegation from the Minister of Conservation and approve the Otangaki-Ashhurst Domain Reserve Management Plan 2025 under section 41(1) of the Reserves Act 1977.

Summary of options analysis for the Reserve Management Plan

Problem or Opportunity	Council has completed a review of the 1997 Ashhurst Domain Reserve Management Plan (the 1977 Plan) including consultation on a draft Otangaki-Ashhurst Domain Reserve Management Plan 2025 (the draft 2025 Plan). A few changes are proposed to the draft 2025 Plan, having considered submissions. A final 2025 Plan (Attachment 1) has been developed and is recommended for adoption by Council and approval under delegation from the Minister of Conservation.
OPTION 1:	Adopt the Otangaki-Ashhurst Domain Reserve Management Plan 2025 (Attachment 1).
Community Views	Community views have been sought and considered, including holding hearings, prior to finalising the 2025 Plan, as outlined in this report.
Benefits	Council now has a clear set of policies for management and a roadmap for development of the Domain.
Risks	There is a small risk that some of the community may have wished to see other changes or policies adopted.
Financial	The management policies will be implemented within the existing operational budgets. New capital work may be required for the development of the natural burial cemetery. These will be assessed and proposed to the Long-Term Plan process.
OPTION 2:	Adopt the Otangaki-Ashhurst Domain Reserve Management Plan 2025 (Attachment 1), with changes.
Community Views	Community views have been sought and considered, including holding hearings, prior to finalising the 2025 Plan as outlined in this report.
Benefits	Council now has a clear set of policies for management and a roadmap for development of the Domain. The benefits of any changes directed by Council under this option will depend on the changes.
Risks	There is a small risk that if any of the changes approved by the Committee are significant in nature there may be a community expectation they be consulted on.
Financial	The management policies will be implemented within the existing operational budgets. New capital work, such as may be required for the development of the natural burial cemetery, will be assessed and proposed to the Long-Term Plan process.

Rationale for the recommendations

1. Overview of the problem or opportunity

1.1 The 1997 Ashhurst Domain Reserve Management Plan (the 1997 Plan) was overdue for review. Council initiated a review in late 2023.

1.2 This report provides information on the review process, responds to submissions, including addressing the six additional submissions made in the extended consultation period, proposes changes to the draft 2025 Plan, and recommends Council adopt the Otangaki-Ashhurst Domain Reserve Management Plan 2025.

2. Background and previous council decisions

2.1 On 8 November 2023 the Culture & Sport Committee adopted a resolution that Council publicly notify its intention to review the 1997 Plan.

2.2 Council Officers commissioned three reports to inform the review of the 1997 Plan, held stakeholder workshops, two open days at the Domain, provided three submission/feedback periods (including two formal consultation periods), and held hearings in order to assess community and stakeholder views on the review of the Plan.

2.3 Officers undertook a pre-draft, early engagement process. This process included:

· stakeholder workshops,

· a workshop with Rangitāne,

· an Open Day at the Domain, and

· a public feedback process.

2.4 Key information was gathered and a draft 2025 plan was developed.

2.5 The key matters incorporated into the draft 2025 Plan, as a result of early engagement, were:

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

· Included the original name of the Rangitāne settlement of the area, Otangaki, through dual naming - Otangaki-Ashhurst Domain.

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

· Stronger emphasis on preservation and protection in Character Area 4, the native bush and wetland.

· A proposed site for natural burial 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 for a café.

· A proposal to use the space that is currently leased for commercial grazing on the Upper Terrace (Figure 9, page 15: the 2025 Plan; attached to this report) for community proposals.

· A proposal to use the space that is currently leased for commercial grazing on the Lower Terrace (Figure 9, page 15: the 2025 Plan; attached to this report) to extend the native bush and wetland area.

· A proposal to consider the future management of the campground.

· An emphasis on volunteer involvement in the management and/or maintenance of the Domain.

2.6 On 28 November 2024 the Culture & Sport Committee adopted the draft 2025 Plan.

2.7 The consultation period ran from 2 February to 4 March 2025 in order to ensure those on summer holidays would be back and able to submit on the draft.

2.8 The submissions, a summary of submissions and hearings were received by the Culture & Sport Committee on 26 March 2025. In the main the submissions supported the direction, but some submitters suggested changes.

3. Further consultation period

3.1 In preparing the final 2025 Plan and report in April of 2025, Officers identified a procedural oversight. The Reserves Act 1977 Section 41(6)(a) requires a minimum two-month consultation period on any draft reserve management plan. Council had conducted a one-month consultation. Officers quickly re-advertised the draft 2025 Plan for another two-month consultation period and made all submitters and stakeholders aware of the oversight and next steps.

3.2 Over the two-month period an additional six submissions were received – one of which is an update from the first consultation process submissions. One submitter (Age Friendly Palmerston North) asked to be heard but was unable to make the date of this meeting, so has withdrawn their request to speak.

4. Consideration of submissions: first consultation period

4.1 The following table describes the issues raised during the first consultation period (Column 1) and Officer responses including (where relevant) changes or additions made to the draft plan (Column 2) and a discussion/additional information on the issue or concern raised (Column 3).

Table 1: Submission consideration and responses

Matters raised	Officer response	Discussion
1. Recognition of military and racecourse history of the Domain is missing.	Information added into the overview section. See highlighted new paragraphs: Section 1, page 7. Introduced Policy Actions 10.1.4 and 10.1.5 (highlighted) added to promote historical education.	The information was part of the 1997 Plan and its exclusion from the 2025 Plan was an oversight.
2. Manawatu Geopark – plan is silent about the two locations identified as significant by the Geopark team.	Added Policy Action 10.1.5 (highlighted) to promote geopark sites.	While the provision of signage sits more appropriately with an asset management plan, as a new project it should be included for socialisation of the Geopark.
3. Pony Club – needs room for growth. Request to refurbish and use the stables, Jockey Clubrooms and old café toilets.	Policy Action 4.2.2 (highlighted) added to work with equestrian community (including pony club) to improve access. Added Policy Action 11.2 (highlighted).	Equestrian access, including for pony club activities, could be improved. Seek community proposals for relocation and reuse of the former Jockey Clubrooms with a preference for reuse within the Domain.
4. Native bush needs more protection.	Added Policy Action 3.2.8 (highlighted) to investigate re-classifying the existing bush, wetland and grazed lower terrace area from Recreation to Scenic-B.	Submitters views reflected on and determined as appropriate. Small process cost to do this.
5. Natural Burials - not enough options for investigation.	Policy Action 8.3.1 (highlighted) amended to consider up to 2 other possible sites.	Considering other sites is a robust approach and may mitigate some risks.
6. Food trucks: will be messy.	No change to the draft plan.	There is a risk of a higher volume of rubbish. Standard License agreements have stipulations about maintaining the area immediately around the vendor in a clean and tidy state. Staff would monitor and if the issue was significant the licence could be cancelled.
7. Maintain the ‘off the beaten track’ look at the campground.	Covered in Policy 6.1.	This was covered in the draft plan and retained following consultation.
8. NZMCA – request to manage the campground as per policy change to accept applications for alternative management of the campsite. Establish a new NZMCA Campground in the new proposed community area.	4.2 No change to draft. Policy 6.2.3 is to investigate options to increase the level of management and facilities at the campground to better address camper needs, including commercial partnerships. NZMCA management can be assessed during the options analysis. 4.3 No change to draft. Depending on the outcome of the above, a proposal from NZMCA could be considered under Development Opportunity 12.3.	Investigating options was covered in the draft. NZMCA interest noted. A range of options should be considered through an assessment process. Council would consider this alongside other community applications. Council would need to consider the effect on the existing campground and any limitations on other community proposals.
9. Equine advocates: horse-friendly gates, signage, et al. Shared path from Raukawa Road to Ashhurst Domain has ‘horses prohibited’ and ‘dogs on-leash’.	4.4 Added policy 4.2.2 to work with equestrian community on ways to improve access into, and around, the Domain. 4.5 Raukawa Road signage was incorrect and was taken down – horses are already allowed, and dogs can be off-leash.	Importance of equestrian activities in Ashhurst and the Domain are noted, and Council will work with representatives to make minor improvements. This action did not require a policy and has been dealt with operationally.
10. Café is preferable to food trucks.	Policy 12.4 and 12.4.1 cover licences for food trucks. No café is contemplated in the final plan. Disposal of the buildings that formerly housed the last version of the café, that have deteriorated, is set out in Policy 11.2.	There have been a few attempts to re-establish a café. None have been successful, and it is hard to see one being forthcoming in the immediate future given the state of that sector currently. If a café proposal were to come forward now it would be tested with the community through specific consultation to ensure it would fit well in the Domain, rather than sitting as permitted activity in the plan. Mobile food trucks can provide many of the same benefits as a café.
11. No area for youth to make mountain bike tracks, so they go into the bush. Find them a space.	Covered by Policy Action 4.3.1.	Action is set to investigate how Council will accommodate recreation activities that do not fit with a particular character area and try to find alternative spaces.
12. Removal of bike access from native bush.	Covered by Policy Action 4.3.1.	There are many areas to bike around the Domain and surrounds. Te Apiti also contains plans for maintain bike trails in the area.
13. Dogs on-leash in native bush - not supported (41, 42, 48).	No change to plan.	Appears to be some mistaken belief that dogs are prohibited from Character Area 4. Not true: it is reasonable to expect that a short section of walk will require dogs to be on-leash while in a special native bush area.
14. Include fire pits, paddling pool, lighting in playground shed.	No change to plan.	There are no plans at this stage to install these types of activity in the Domain due to cost and risk factors.
15. Bike track from new bridge to Domain.	No change to plan.	Te Ahu A Turanga plans to achieve this.
16. Pedestrian fly-over at Pembroke to improve safe access to the Domain for kids.	No change to plan.	Te Apiti Masterplan: Council has responsibility for Ashhurst (3-Bridges) Loop Track, which has this bridge, as part of the implementation. The bridge was previously budgeted for under an active transport programme but is now on hold as there is no budget.

5. CONSIDERATION OF SUBMISSIONS: ADDITIONAL TWO-MONTH CONSULTATION PERIOD

5.1 The additional six submissions are described and responded to below.

Table 2: Additional submission period consideration and responses

Matters raised	Officer response	Discussion
17. In support of the draft 2025 Plan.	None.	Noted.
18. The new name should not include Ashhurst. It should only have the Maori name - Otangaki Domain.	No change to draft plan.	The name proposed change was developed with Council and Rangitāne to reflect our partnership.
19. In support of the draft 2025 Plan.	None.	Full support.
20. Long term campers need to be dealt with. Encourage site history. Native bush is important at this location.	No change to draft plan. Introduced Policy Actions 10.1.4 (highlighted) added to promote historical education. Added policy 3.2.8 (highlighted) to review wetland and bush area classification.	There is a process in place for management of the campground. Current policy is maximum of 28 days stay in any 3-month period. Site history has been added into the plan. Re-classification of Character Area 4 will go through a separate consultation process. This will test re-classification from Recreation to Scenic B with the public.
21. Need signage and links connecting the Domain to Te Apiti and Te Ahu A Turanga. Food trucks: special events only. Will take business away from Ashhurst Village. Lower Terrace development should include pest management.	No change to the draft plan. No change to the draft plan. No change to the draft plan.	This is contemplated in Policy Action 10.2.4. Concern noted. Sports tournaments already bring in mobile traders for their events at the Domain under current general policy and Officers understand there is a general desire for hospitality activities to be available in the Domain. This work would be contemplated as part of the plan for Lower Terrace Development and is covered in Policy 3.1.3.
22. Age Friendly Palmerston North. Encourage PN City Council to adopt an Age-Friendly Framework.	Refer General Policy RMP.	Acknowledged – the framework would be better directed to the General Policy RMP, which is under consultation at present; and the review of the Parks Asset Management Plan.
Points 1, 2 and 3: Infrastructure.	No change to plan.	Most of the individual requests are already functioning at the Domain such as shelters, close to play area, disability parking,
Points 4 and 5: Missing title put in for other ones – what is this?	No change to plan.	Signage is treated in this manner already. Council works with Disability Reference Group on infrastructure projects.
Point 6: Communication and information.	No change to plan.	Already occurring or referred to the Communications Teams.
Point 7: Community support and health.	No change to plan.	Exercise stations – mobile gyms currently at Domain. No plans for additional exercise stations. Funding for further exercise stations was removed from the Long-Term Plan as a saving. Website: age friendly issues pages; kaumatua encouragement, etc. are referred to the Strategy and Community Development teams.
Point 8: Natural burials.	No change to plan.	Will be working through this process should Council adopt the 2025 Plan as final.

5.2 The pre-draft engagement and consultation on the draft plan have provided information that led to a refined and robust review of the Ashhurst Domain Reserve Management Plan.

6. PROPOSED CHANGES TO THE Draft PLAN

Reserve Classifications

6.1 Officers reflected on the Otangaki-Ashhurst Domain reserve classification, following feedback received during the recent Reserve Classification process undertaken.

6.2 The Reserve Classification process covered reserves in the city that were not currently classified under the Reserves Act or needed reclassifying. The Domain was therefore not included in this process.

6.3 As part of the Reserve Classification process, Council adopted Scenic Reserve Classification B for some areas of native bush as a result of public feedback. The Otangaki-Ashhurst Domain native bush area (Character Area 4) is a major piece of river wetland justifying the same higher levels of protection as these other reserves.

6.4 For efficiency, Officers propose to proceed with a re-classification proposal for the wetland and bush and lower terrace area (planned to be re-vegetated) of Otangaki-Ashhurst Domain at the same time as other reserve classification matters, such as Atawhai Reserve and Bledisloe Park, undertaking one consultation process.

Jockey Clubrooms

6.5 Along with two submissions, approaches have been made with some concern for the state of the old Jockey Clubrooms and for Council to consider them as historical. The draft has been altered to receive proposals from the community for the reuse of the Jockey Clubrooms, preferably within the Domain. If no viable uses are identified, disposal options will need to be considered.

Natural Burials

6.6 The submissions for natural burials came through strongly in favour and included a request to consider additional sites. Officers considered that the identification and testing of multiple sites within the Domain significantly reduces the risk of a site not being identified as suitable.

Geopark Signage

6.7 It was planned to work alongside the Geopark Team and the Te Āpiti Governance Group and Forum to achieve this direction. The addition of Policy Action 10.1.5 confirms the commitment to this Te Āpiti project.

Horse-Friendly Domain

6.8 Council has worked alongside the equestrian community in relation to development work that includes horses and horse-friendly infrastructure for many years and will continue to do so. This is a key aspect of the character of the City and this area. The addition of policy 4.2.2 formalises the intent and is in accordance with this long-standing relationship.

Historical and Military Interpretation

6.9 Council has worked alongside the heritage community in relation to development work that includes heritage and military history for many years and will continue to do so. This is a key aspect of the character of the City and this area. Policies 10.1.4 and 10.1.5 have been added to promote historical education in accordance with this long-standing relationship.

Age Friendly Palmerston North: Age friendly framework

6.10 There are several recommendations covered in this submission, that can be broken down into categories:

6.10.1 Infrastructure Concerns

These concerns are (bracket provides Officers’ response):

· Design alongside the elderly, multigenerational/universal (Council works with the Disability Reference Group on parks accessibility improvements).

· Paths – slip-resistant and wide (existing consideration in level of service and condition assessments).

· Lighting and sightlines (existing safety improvements programme – where possible and appropriate).

· Shade provision (covered in the existing Health Promotion Policy).

· Accessibility improvements (existing parks programme for accessibility improvements and ongoing level of service and maintenance delivery).

· Transport and carparking: disability carparking, safe connections, drop-off zones and charging stations (existing level of service. Consideration of charging stations would need to be made on Ashhurst-wide basis).

· Shared play zones – close to seating and shelter (existing level of service provision).

· Drinking fountains (existing level of service programme is addressing gaps in other parks, there is good provision in the Domain).

· Sensory gardens and peaceful areas (Domain provides many peaceful spaces).

· Seating with backs and armrests (noted – level of service specification).

· Accessible, clean toilets (Policy 7.1.2 covers maintenance of facilities and level of service in Property Asset Management Plan covers toilets).

· Shared picnic areas (existing in Domain).

· Community gardens (Development Opportunity 12.3 provides space for future community initiatives).

· Fitness stations (not funded in the Long-Term Plan, none planned for the Domain).

· Support for natural burials (covered in Policy 8: Burial Sites).

6.10.2 Communication and Participation

· Signage: Incorporate Te Reo and Mahi Toi; Readable with visuals (Section 1 of this plan; and existing PN City Council internal policy).

· Feedback loops (Council works with the Disability Reference Group).

· Digital kiosks/QR codes (not currently planned or funded in the current Long-Term Plan).

· Readable signs (covered Section 10 of the Plan).

· PN City Council website updates on age-friendly concerns (referred to the Communications and Community Development teams).

· Shared stewardship of the Domain (Policy 3.2.4 and 3.2.6).

6.10.3 Health and Wellbeing

These concerns are listed in the following manner:

· Support health groups (Tai Chi, etc.) (referred to Community Development team).

· Celebrate kaumatua (referred to Community Development team).

· Wellness activities on site (referred to Community Development team).

· Activity zones - intergenerational activity (existing spaces provided).

7. Description of options

Option 1: Adopt the Otangaki-Ashhurst Domain Reserve Management Plan 2025, (Attachment 1)

7.1 Council accepts all changes to the draft 2025 Plan, as outlined in Table 1 and highlighted in Attachment 1, and adopts the plan attached to this report as the final plan.

Option 2: Adopt the Otangaki-Ashhurst Domain Reserve Management Plan 2025, (Attachment 1) with changes

7.2 The Council makes further changes before adopting the plan.

8. Analysis of options

Option 1: Adopt the Otangaki-Ashhurst Domain Reserve Management Plan 2025, as attached to this report

8.1 Given the robustness of the consultation already undertaken and the nature and extent of changes covered in Table 1, it is proposed that Council adopts the final plan.

Option 2: Adopt the Otangaki-Ashhurst Domain Reserve Management Plan 2025, as attached to this report, with changes.

8.2 Any minor changes made to the proposed plan, as attached, may be included in the document and then that document finalised as the Otangaki-Ashhurst Domain Reserve Management Plan 2025.

8.3 Any major changes to the Plan may require additional consultation.

9. Reserves Act requriements

9.1 The Reserves Act 1977, Section 41, outlines the legislative requirements for the development of reserve management plans. The requirements are:

Pre-Draft Requirements

· A notice of intention to develop a management plan is publicly notified.

· That notification allows for a one-month period where the public, and interested parties, are invited to provide suggestions on the proposal.

Draft Requirements

· Council then prepares a draft plan, taking those suggestions into account, and must make that plan available to the public.

· Council must also consider the plan’s alignment with the classification of the reserve (Section 17 Recreation Reserve, in this instance).

· The period of availability to the public must be no less than 2 months; and all submitters must be provided the opportunity to speak directly to the administering body in support of their submission.

Final Plan Requirements

· If any submitter exercised their right to speak publicly to their submission, a hearings date is established.

· The final plan should be submitted to the Minister with a summary of the submissions, and any reasons listed out for including or excluding them from the final plan.

· The Minister then makes a decision on whether it has been demonstrated that the conditions have all been met.

9.2 Under the 2013 Revised Delegation of Powers Council has been delegated the Ministerial role to approve the plan. The criteria are the following:

· All steps listed above were followed in a manner consistent with the intent of the law.

· Was proper consideration given to the suggestions and the submissions when the final plan was developed.

9.3 Officers completed the following process for the review of the Ashhurst Domain Reserve Management Plan:

· A notice of intent to review the Ashhurst Domain Reserve Management Plan was adopted on 8 November 2023.

· Engagement with the public and stakeholders began (a submissions process, open day at the Domain, three on-site workshops with stakeholders).

· Draft plan was written from the information gathered; and was adopted for consultation by Council on 27 November 2024.

· One-month consultation period on the draft – 3 February to 4 March 2025. An additional workshop was held on the draft document out at Ashhurst.

· A summary of submissions reported to Culture & Sport Committee on 26 March 2025. Hearings were also held at that meeting.

· Extended two-month consultation period from 30 May – 1 August 2025.

· Analysis of full consultation results, and appropriate changes to draft 2025 Plan made.

· Final report (describing all changes, requests not actioned, and the reasons for changes/no action) with a final plan attached.

9.4 Council has completed all legislative requirements and has upheld the intent of the legislation in the development of the Ashhurst Domain Reserve Management Plan 2025.

10. Conclusion

10.1 The consultation on the Otangaki-Ashhurst Domain Reserve Management Plan 2025 has been thorough.

10.2 The process has met the requirement of the Reserves Act 1977 and considered the community feedback. Council can now adopt the Plan and exercise the Ministerial delegations to approve it under Section 41(1) of the Reserves Act 1977.

10.3 A final Otangaki-Ashhurst Domain Reserve Management Plan 2025 is attached to this report for final approval.

11. Next actions

11.1 Finalise the Otangaki-Ashhurst Domain Reserve Management Plan 2025; and publish online.

11.2 Assess the policies and development opportunities in future Asset Management and Long-Term Plans.

12. Outline of community engagement process

12.1 In addition to the early engagement outlined in Section 2.2 consultation on the draft Plan involved the following:

· Publishing a public notice.

· A three month-long consultation period.

· An Open Day at the Domain.

· Information and submission forms online, at the Customer Service Centre and Ashhurst Library.

· Stakeholder workshop on the draft.

· Hearings.

· A summary of submissions report, which accompanied the hearings.

12.2 The engagement process was extended to meet legislative requirements. The result was an additional two-month consultation process – with additional notices and submission-forms being sent out and made available. It was completed as per Sections 41, 119 and 120 of the Reserves Act 1977.

13. Compliance and administration

Does the Committee have delegated authority to decide?		No
Are the decisions significant?		No
If they are significant do they affect land or a body of water?		No
Can this decision only be made through a 10 Year Plan?		No
Does this decision require consultation through the Special Consultative procedure?		No
Is there funding in the current Annual Plan for these objectives?		Yes
Are the recommendations inconsistent with any of Council’s policies or plans?		No
The recommendations contribute to: Whāinga 2: He tāone whakaihiihi, tapatapahi ana Goal 2: A creative and exciting city 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: Prepare and review reserve management plans. The plan also supports a sustainable city as it includes revegetation of the lower terrace.
Contribution to strategic direction and to social, economic, environmental and cultural well-being	Complying with the Reserves Act 1977 and managing reserves.

Attachments

1.	Otangaki-Ashhurst Domain Reserve Management Plan 2025 (attached separately)
2.	Submissions (attached separately)

Memorandum

TO: Culture & Sport Committee

MEETING DATE: 10 September 2025

TITLE: The Regent Theatre Trust - Annual Report 2024-25

Presented By: Sarah Claridge, Governance Advisor

APPROVED BY: Cameron McKay, General Manager Corporate Services

RECOMMENDATION TO CULTURE & SPORT COMMITTEE

1. That the Culture & Sport Committee receive the Regent Theatre Trust Board’s unaudited Annual Report 2024-25 (Attachment 2).

2. That the Culture & Sport Committee receive the Regent Theatre Trust Board’s audited Annual Report 2023-24 (Attachment 3).

1. ISSUE

1.1 The Regent Theatre Trust Board (the Regent) has submitted its unaudited Annual Report 2024-25 (Attachment 2). This memorandum provides an opportunity for Elected Members to review the progress the Regent Theatre has made against its Statement of Intent during the period 1 July 2024 to 30 June 2025.

1.2 Following the audit in September 2024, The Regent’s Annual Report 2023-24 (Attachment 3) was amended. Changes occurred in the financial section (see 5.1 for more detail). For completeness the Committee is asked to receive the updated version.

1.3 Representatives of the Regent are in attendance to present.

2. BACKGROUND

2.1 The Regent is a Council Controlled Organisation (CCO) which was set up to independently manage and promote the Regent Theatre as the preferred local venue of choice for international, national and local performing arts experiences.

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

2.3 The purpose of the Regent Theatre Trust Board is:

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

i. securing the future of the Regent Theatre.

2.4 In 2024-25, the Council granted the Regent Theatre Trust Board $271,951^{^[2]} to deliver the functions listed in 2.3 above. The Trust secured external funding totalling $135,700.

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

2.6 The Local Government Act (LGA) requires CCOs to produce an annual report which compares its actual and intended performance (as set out in the Statement of Intent) and audited financial statements. CCOs are required to present their Annual Report to its shareholder(s)(Council) by 30 September. The Regent has met this deadline.

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

3. PERFORMANCE FOR THE Year July 2024 - June 2025

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

· Hosted two Act 3 productions (Kinky Boots and School of Rock) which attracted 9,231 attendances.

· Hosted several well-attended national/ international events including: Performing Arts Competitions Association of New Zealand (5,871) over 4 days, Crowded House(1,288), Palmy Drag Fest (1,335), and the Pink Floyd Experience (1,224).

· Local community users such as Pasifika Fusion and Te Pae Tamariki continued to attract the crowds.

· Secured funding from Central Energy Trust ($100k) and the Friends of the Regent ($35k) to purchase new LED theatre lights.

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

3.3 There were three performance measures that did not achieve the target, two of these: ‘Total number of local school concerts’ and ‘Total number of school prize-givings’ missed the target because these events occur at specific times of the year, and the theatre was in use and unable to accommodate all requests.

3.4 The measure ‘total number of tertiary graduation ceremonies’ was not achieved because Massey University held fewer graduation ceremonies this year than expected, due to fewer students. This is out of the Regent’s control.

Three Year Review

3.5 Table 1 compares 2024-25 with 2023-24 and 2022-23. The Regent has had a solid year, with all measures showing increases on last year’s results.

3.6 Use of the auditorium (both day and live nights) has increased significantly. This is shown in the number of live nights, day usage and overall Patronage figures that have increased compared to 2023-24. These results suggest the range of performances on offer at the theatre has attracted the crowds.

3.7 In terms of live nights, community performances have seen the greatest increase: 73 in 2024-25 compared to 37 in 2023-24. This is due to a change in how the Regent records Act 3’s performances. In 2024-25, Act 3’s two shows of 12 performances each (24 total) have been counted individually, rather than in previous years where only Act 3’s booking(s) was counted (1-2). This change gives a more accurate account of the number of live nights the theatre is used. Aside from Act 3’s 24 shows, the live nights figure for 2024-25 is still an increase on last year’s result.

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

Measure		2022-23 30 June 2023	2023-24 30 June 2024	2024-25 30 June 2025	3 Year Trend
Live nights – performances in the auditorium at night commercial + community	Actual	88 (48 commercial)	75 (38 commercial)	118* (45 commercial)	-
Auditorium days usage	Actual	185	187	198	↑
Summary of events – Total number of events held at the Regent	Actual	437	423	426	→
Patronage – Total attendance for all events	Actual	113,561	99,483	101,081	→
Average size of audience per event	Actual	260	235	237	→

* Includes 24 performances by Act 3.

4. fINANCIAL pERFORMANCE

4.1 The Regent has achieved a net surplus of $140,170, compared to a budgeted deficit of ($8k), meaning they are $148,273 better off than expected. This is mainly due to the external revenue received from CET ($100k) for the theatre lights.

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

4.3 Closing cash is significant; perhaps the Regent should consider putting some in a term deposit.

Table 2: Financial Information for Annual Report 2024-25

	2025			2024
Summary Financials ($)	Actual	Budget	Variation	Actual	Variation*
Financial Performance
PNCC Grant	271,951	270,611	1,340	258,016	13,935
Total Revenue	1,393,295	945,137	448,158	1,142,744	250,551
Total Expenses	1,253,125	953,240	299,885	987,523	265,602
Net Surplus (Deficit)	140,170	-8,103	148,273	155,221	-15,051
Financial Position
Current Assets	793,609	625,504	168,105	638,275	155,334
Total Assets	1,541,210	1,324,686	216,524	1,320,145	221,065
Current Liabilities	259,714	191,463	68,251	178,820	80,894
Total Liabilities	259,714	191,463	68,251	178,820	80,894
Equity	1,281,496	1,133,223	148,273	1,141,325	140,171
Cash Flows
Total Net Cash Flows	-33,497	-25,339	77,481	52,142	-85,639
Opening Cash	349,771	349,771	-52,142	297,629	52,142
Closing Cash	316,274	324,432	-8,158	349,771	-33,497

*when compared to the same period 12 months ago

5. AuDited Annual Report 2023-24

5.1 Following the audit of the Regent’s Annual Report 2023/24, the following material amendments were made to the financial statements. Table 3 shows the change(s) in red.

Table 3: Changes to the Financial Statements following audit

6. NEXT STEPS

6.1 At the end of February 2026, the Regent Theatre Trust Board will submit its draft Statement of Intent for 2026–29, which will be presented to the relevant committee’s April meeting.

6.2 The audited 2023-24 report will replace the unaudited version on Council’s website. The 2024-25 report will also be uploaded.

7. Compliance and administration

Does the Committee have delegated authority to decide?		Yes
Are the decisions significant?		No
If they are significant do they affect land or a body of water?		No
Can this decision only be made through a 10 Year Plan?		No
Does this decision require consultation through the Special Consultative procedure?		No
Is there funding in the current Annual Plan for these actions?		Yes
Are the recommendations inconsistent with any of Council’s policies or plans?		No
The recommendations contribute to: Whāinga 2: He tāone whakaihiihi, tapatapahi ana Goal 2: A creative and exciting city
The recommendations contribute to the achievement of objectives in: 14. Mahere mana urungi, kirirarautanga hihiri 14. Governance and Active Citizenship Plan The objective is: Review and monitor the performance of Council operations and Council Controlled Organisations.
Contribution to strategic direction and to social, economic, environmental and cultural well-being	Receiving the Annual Report is a mechanism for Council to provide guidance and direction to the cultural CCOs and meets Council’s responsibility to monitor the CCOs under the LGA.

Attachments

1.	Regent Theatre Trust Board - Annual Performance Results 2024-25 ⇩
2.	Regent Theatre Trust Board - Unaudited Annual Report 2024-25 ⇩
3.	Regent Theatre Trust Board - Audited Annual Report 2023-24 ⇩

Memorandum

TO: Culture & Sport Committee

MEETING DATE: 10 September 2025

TITLE: The Globe Theatre Trust - Annual Report 2024-25

Presented By: Sarah Claridge, Governance Advisor

APPROVED BY: Cameron McKay, General Manager Corporate Services

RECOMMENDATION TO culture & sport COMMITTEE

1. That the Committee receive the Globe Theatre Trust Board’s unaudited Annual Report 2024/25 (Attachment 2).

1. ISSUE

1.1 The Globe Theatre Trust Board (the Globe) has submitted its draft Annual Report 2024-25 (Attachment 2). This memorandum provides an opportunity for Elected Members to review the progress the Globe Theatre has made against its Statement of Intent during the period 1 July 2024 to 30 June 2025.

1.2 Representatives of the Globe are in attendance to present.

2. BACKGROUND

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

2.2 The purpose of the Globe Theatre Trust Board is:

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

i. securing the future of the Globe Theatre;

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

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

iv. fostering a sense of community.

2.3 In 2024/25, the Council granted the Globe Trust Board $184,781^{^[3]}, which Council expected the Board to supplement by seeking external revenue.

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

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

2.6 The Globe Theatre Trust was made an exempted organisation in February 2025; as such this will be the last audited Annual Report for the next few years. However, Council still requires the Globe to present an unaudited Annual Report.

3. PERFORMANCE FOR THE Year July 2024 - June 2025

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

· Hosted a wide range of shows and events such as: Manawatū Youth Theatre, French Film Festivals, Pro-Wrestling, comedy nights, Manawatū Jazz Festivals, Palmy Drag Fest and the Burleskiwi Festival (new for 2025).

· Continued to build strong working relationships with a variety of community groups including 12 Memorandum of Understanding (MOU) groups – MOU groups used the theatre 56% of the time in 2024/25.

· Attracted 64 national/ international acts to Palmerston North, these included Ed Bryne, King Kapsi and Che Fu, which increases the variety of acts performed in the city.

· Continued to offer the Palmy Companion Card, which was used by 21 individuals, 42 times to attend events.

· Worked with PN City Council Marketing team to create a marketing plan to increase the reach of the theatre in the community. Work commenced on developing a new website, due to be launched in October 2025.

3.2 The Globe Theatre Trust results against its performance targets are set out in Attachment 1. Commentary on the missed targets for 2024-25 are set out below.

3.3 In May 2025, the Globe revised their performance measures to seven for their SOI 2025-28, to strengthen the alignment with their strategic objectives and purpose. As such, this will be the final reporting for several of these measures.

Objective 1: Ensure there are more arts and activities at the Globe Theatre

3.4 The ‘Number of participants involved in performances’ did not achieve its target. This is a measure out of the Globe’s control, as they are a venue for hire and have no influence over the number of people involved in each performance. As reported in the six-month report, the Globe has seen a decrease in the number of performances and an increase in hiring to groups that do not perform to audiences - which directly affects this performance measure.

3.5 The number of ‘Collaboration performances (box office splits)’ also did not achieve its target, as performers are choosing the theatre hire option instead. Financially, the Globe is better off when hirers choose the theatre hire option as it guarantees a hire fee for the theatre compared to the box office split which can (depending on audience numbers) sometimes be less than the theatre hire fee.

Objective 2: Supporting and encouraging local community use

3.6 The percentage of theatre usage attributed to community groups (excluding MOUs) did not meet its target of 36%. This measures the community groups, which use the theatre for one-off performances or irregularly rather than the MOUs who use the theatre on a regular basis. This measure did not meet its target because the high use of MOU groups reduced the availability for other community use.

As the Globe’s result for community use of the theatre (MOU and other community groups) totalled 87% of use, Officers do not have any concerns with this measure not meeting its target.

Objective 3: Maintain and develop facilities

3.7 The upgrade to the Globe foyer was not achieved as external funding was not secured. This also meant that the measure ‘Support and encourage Rangitāne to incorporate art at the theatre’ was not achieved, as this work was going to be included in the new foyer development.

3.8 During the year, The Globe Trust Board re-prioritised away from this project and decided to focus on:

(a) securing funding for conference tables & chairs,

(b) securing funding for lighting and CCTV, and

In 2024-25, external funding was secured for (a) and (b) and the Globe are investigating options for solar panels. Applying for funding for the solar panels project will be the focus for 2025-26.

3.9 The work to investigate creating an Environmental Sustainability Report was also not achieved as the Trust Board decided to prioritise investigating the installation of solar panels in 2025/26 instead.

Three Year Review

3.10 Table 1 compares 2024/25 with the last two years.

Table 1: The Globe – Annual Performance Results for the financial years 2023, 2024 and 2025

Measure		2022-23 30 June 2023	2023-24 30 June 2024	2024-25 30 June 2025	3 Year Trend
Number of Usages	Actual	581	715	727	↑
Number of Performances	Actual	296	343	303	→
Patronage – Total attendance for all events	Actual	23,190	27,126	24,554	→
% Community Usage % of total usage attributed to community groups (including MOUs)	Actual	87%	89%	87%	→
Average size of audience per event	Actual	78	79	81	↑

3.11 Number of usages has continued to increase over the last three years, of which this is predominantly community (including MOU hirers), indicating the Globe theatre is achieving its objective of ‘ensuring the Theatre remains accessible to the community’.

3.12 As discussed in the six-month report, The Globe has seen a shift in usage in the theatre, with a decrease in total performances to non-audience-based use. With fewer performances, there has also been a decrease in total patronage (-2,600). However, the number of performances and patronage figures in 2024-25 is still higher than results from 2022-23.

4. Financial Performance for the year July 2024-June 2025

4.1 The Trust had a net surplus of $118,075, which is $14k more than budgeted, due to receiving external funding ($125k) to purchase lighting equipment and CCTV (fixed assets). Without this funding there would have been a small deficit of -$7.5k, which is immaterial due to the amount of cash reserves the Globe holds.

4.2 Total Assets has increased due to the fixed assets (mentioned in 4.1) purchased during the year.

4.3 The Globe has $200k cash in a rapid saver; some of this money could be spent on progressing projects or put into a term deposit.

Table 2: Financial Information for the draft Annual Report 2024-25

	2025			2024
Summary Financials ($)	Actual	Budget	Variation	Actual	Variation*
Financial Performance
PNCC Grant	184,781	178,481	-3,500	174,981	9,800
Total Revenue	542,361	536,901	5,460	420,854	121,507
Total Expenses	424,286	432,340	-8,054	405,620	18,666
Net Surplus (Deficit)	118,075	104,561	13,514	15,234	102,841
Financial Position
Current Assets	358,149	334,582	6,590	341,172	16,977
Total Assets	702,754	659,162	-64,017	595,145	107,609
Current Liabilities	98,854	55,078	52,691	107,769	-8,915
Total Liabilities	99,113	55,342	54,236	109,578	-10,465
Equity	603,641	603,820	-118,254	485,566	118,075
Cash Flows
Total Net Cash Flows	18,547	52,783	39,541	92,324	-73,777
Opening Cash	334,807	275,986	-33,503	242,483	92,324
Closing Cash	353,354	328,769	6,038	334,807	18,547

*when compared to the same period 12 months ago

5. NEXT STEPS

5.1 At the end of February 2026, the Globe Theatre Trust Board will submit its draft Statement of Intent for 2026–29, which will be presented to the relevant committee in April 2026.

5.2 The 2024-25 Annual Report will be made available on Council’s website.

6. Compliance and administration

Does the Committee have delegated authority to decide?		Yes
Are the decisions significant?		No
If they are significant do they affect land or a body of water?		No
Can this decision only be made through a 10 Year Plan?		No
Does this decision require consultation through the Special Consultative procedure?		No
Is there funding in the current Annual Plan for these actions?		Yes
Are the recommendations inconsistent with any of Council’s policies or plans?		No
The recommendations contribute to: Whāinga 2: He tāone whakaihiihi, tapatapahi ana Goal 2: A creative and exciting city
The recommendations contribute to the achievement of objective(s) in: 14. Mahere mana urungi, kirirarautanga hihiri 14. Governance and Active Citizenship Plan The objective is: Review and monitor the performance of Council operations and Council Controlled Organisations.
Contribution to strategic direction and to social, economic, environmental and cultural well-being	Receiving the Annual Report is a mechanism for Council to provide guidance and direction to the cultural CCOs and meets Council’s responsibility to monitor the CCOs under the Local Government Act.

Attachments

1.	The Globe Theatre_ Performance Results 2024-25 ⇩
2.	Globe Theatre Trust Board_ Draft Annual Report 2024-25 ⇩

Memorandum

TO: Culture & Sport Committee

MEETING DATE: 10 September 2025

TITLE: Annual Progress Report on Heritage Themes in Council Programmes 2024/25

Presented By: Keegan Aplin-Thane, Senior Planner and Linda Moore, Manager City Library

APPROVED BY: David Murphy, General Manager Strategic Planning

Danelle Whakatihi, General Manager Customer & Community

RECOMMENDATION(S) TO Culture & Sport Committee

1. That the Committee receive the memorandum titled ‘Annual Progress Report on Heritage Themes in Council Programmes 2024/25’, presented to the Culture & Sport Committee on 10 September 2025.

1. PURPOSE

1.1 The purpose of this memorandum is to update the Culture & Sport Committee on the heritage-themed activities that have been completed in the 2024/25 period across Council programmes.

2. CURRENT DIRECTION

2.1 Below are the relevant resolutions to date relating to this issue:

Resolution

Date/Meeting of recommendation

That the future focus of the Military Heritage Update report includes opportunities for development of the military heritage theme in the built environment.

Arts, Culture & Heritage Committee
29 September 2021

That the Chief Executive provide an annual progress report on the development of heritage themes, including military heritage, across Council programmes.

Officers have assumed that the expanded scope of this report applies to the opportunities for development of heritage themes in the built environment.

Arts, Culture & Heritage Committee
10 August 2022

3. CURRENT COUNCIL PROGRAMMES & PLAN ACTIONS

3.1 Ongoing Council actions relating to heritage can be found in the following plans:

- Biodiversity and the Manawatū River plan

- City Library plan

- Heritage plan

- Arts plan

3.2 The following new or one-off actions are specific to heritage:

Plan Action/Programme	Year	Update
Biodiverstiy and the Manawatū River plan
Develop Te Motu o Poutoa	-	The latest progress report was presented to the Rangitāne o Manawatū Committee on 6 August 2025.^{^[4]}
City Library plan
Earthquake strengthen and upgrade the Central Library	Years 6-7	Review of the last seismic assessment is underway to inform a proposed remediation plan. Civic and Cultural Precinct work recommenced.
Heritage plan
Establish a volunteer city heritage advisory or reference group to contribute to heritage planning	Year 1	The Heritage Reference Group has been established in March 2025. Advice had been sought on two projects, being the Municipal Opera House foundation stone and Bunnythorpe Community Plan.
Design and install heritage markers for Cuba Street	Years 1-2	Programme 2501 in the Annual Budget was carried forward to 2025/26.
Support Heritage Month	-	Local History Week and Heritage Month was family-friendly, with many activities scheduled on weekends and outside of classroom hours. The diverse programme, delivered alongside Rangitāne o Manawatū and heritage sector partners across the city was both well attended and well received by the community, with 94 activities, 3,026 attendees, and 7 displays across 17 partner groups and organisations.^{^[5]}
Include heritage storytelling in major Council services, projects and activities	-	See pages 59-69 of the City Library Annual Report 2024-25.^{^[6]} The Palmerston North Airport Limited has co-designed the terminal redevelopment with Rangitāne o Manawatū.^{^[7]}
Support schools to deliver the history curriculum	-	See page 68 of the City Library Annual Report 2024-25.³
Investigate and trial innovative ways of showcasing our city heritage	-	See pages 63-64 of the City Library Annual Report 2024-25.³
Arts plan
Finalise a Civic and Cultural Masterplan with cultural facilities and communities, and investigate co-funding and partnership models	Years 1-3	Consultants have been appointed to undertake this work, with an initial focus on feasible funding models first.
Undertake seismic strengthening of the Council-owned arts and cultural facilities	From Year 1	Programme 902 in the Annual Budget was deferred to 2026/27.

4. HERITAGE THEMED ACTIVITIES 2024-2025

Heritage-themed activities that do not relate to specific programmes above include the following for the 2024-25 financial year:

Council Function	Programmes/Activities
Events	11^th Nov 2024 - Remembrance Day service, Te Marae o Hine and Conference & Function Centre. 25^th Apr 2025 - Anzac Day services, Te Marae o Hine. PN City Council also supports Ashhurst and Bunnythorpe Anzac services. Battle of The Bridges has failed to receive in-kind operational support from Linton Army Base. The event has been discontinued, as this partnership is vital to ensure successful delivery.
Programmes	See pages 65-69 of the City Library Annual Report 2024-25.³ To support Local History Week and Heritage Month, a range of heritage-themed items, such as magnets, bookmarks, and posters, were also produced. A promotional campaign for Local History Week and Heritage Month helped raise awareness, boost participation, and deepen understanding of our people and place.
Community Support	Support for the Palmerston North Returned Services Association initiative to restore service graves at Kelvin Grove and Terrace End cemeteries has been completed. Research work to identify over 70 unmarked service graves is ongoing. We supported the Rangitāne o Manawatū Settlement Trust at the ‘Hui-a-Iwi Rangitāne Expo’ (13 April), by providing maps that were then used to communicate key iwi sites in the city to Rangitāne whānau. Heritage funding allocated for: · Weather proofing for two listed heritage homes. · Digitising community archives held by Musica Viva Manawatū. · Drone washing and mould treatment of the former T&G Building. · Seismic assessment and structural design for the former Post Office Building. · Maintenance work on seven notable trees.
Policy & Regulatory	The Dangerous, Affected and Insanitary Buildings Policy was adopted in December 2024. Four of the city’s initiatives have been included as case studies in the Policy for the Public Good: A Local Government Resource Guide, published by Wellbeing Economy Alliance Aotearoa. Two of these case studies relate to heritage outcomes: The Green Corridors Programme and He Ara Kotahi. We have recently engaged on the Bunnythorpe Community Plan. Feedback revealed support for heritage storytelling in the village and a recognition of the role of the historic bridges into the village as gateways. The Kahuterawa Outdoor Recreation Plan^{^[8]} and Otangaki-Ashhurst Domain Reserve Management Plan^{^[9]} have been reviewed and consulted on. A new General Reserve Management Policy^{^[10]} was approved for consultation. These three reserves plans/policies have a relationship with the Heritage Plan, particularly with the relationship that Rangitāne o Manawatū has with reserves across the city.
Storytelling	See pages 63-64 of the City Library Annual Report 2024-25.³ We developed promotional material to support key events, including collateral and advertising for the Heritage Games and Ngā Taonga Tākaro, which took place in Te Marae o Hine – The Square on 22 March and were later displayed at Te Manawa. Palmy Proud has featured articles highlighting military heritage and Caccia Birch House.^{^[11]}
Archives & Collections	The City Archivist role was filled in October 2024. See pages 59-62 of the City Library Annual Report 2024-25³ for a summary of additions to the Ian Matheson City Archives and Manawatū Heritage.
Capital Programmes	Te Pa Tuna sculpture^{^[12]} has been recently installed in Hokowhitu Lagoon connection to the Manawatū River. This sculpture was produced by Ephraim Russell, in partnership between Rangitāne o Manawatū, Wallace Development, and Council. It recognises the history of tuna (eel) harvesting in the area. Te Apiti Masterplan implementation was reported in April 2025.^{^[13]} A number of these outcomes (including heritage) have been progressed through the Te Ahu a Turanga Manawatū-Tararua Highway opening. The Asset Management Plan for Public Art and Heritage Objects^{^[14]} was adopted in 2024. This is the first asset management plan of its kind in Aotearoa.

5. Barriers and Risks to advancing heritage goals

5.1 Current barriers limiting the delivery of Council’s heritage actions and programmes include:

a. Programme budgets for transport renewals or upgrades have not historically allocated funding towards delivering heritage outcomes. We anticipate this to improve with the establishment of the Heritage Reference Group.

b. Increased demand for local history resources, advice and support for the Aotearoa NZ History curriculum.

c. The physical facility (space, conditions, chiller) for the city’s archival collections in the Central Library is under pressure.

d. Inflation in the arboricultural sector has led to the funding thresholds for notable tree maintenance being disproportionate with the costs of maintenance.

e. Heritage month is currently delivered through existing operational budgets, as opposed to dedicated funding within the Long-Term Plan.

f. Some members of the Heritage Reference Group have raised an issue with not receiving financial contribution for their time and expertise relative to other reference groups.

5.2 The Ministry of Business, Innovation, and Employment has adopted four year extensions for earthquake prone building remediation, with an optional two year extension. This extended timeframe does not appear to have impacted the anticipated demand for the Earthquake-prone Heritage Buildings Fund.

6. upcoming heritage themed activities

6.1 The reinstallation of the former Municipal Opera House foundation stone outside Farmers Department Store is being commissioned this financial year.

6.2 Interpretive signage is currently being commissioned for Edwards Pit Park to highlight the geological history of Te Apiti and surrounds. This is a project as part of establishing Te Apiti as a UNESCO Geopark ^{^[15]}.

6.3 Advice and support has been provided to owners of The Batchelor Centre (Tennant Drive) who wish to include public interpretive signage to recognise the history of the site and connection to Rangitāne o Manawatū.

7. NEXT STEPS

7.1 An annual report will be presented to the committee in 2026.

8. Compliance and administration

Does the Committee have delegated authority to decide?		No
Are the decisions significant?		No
If they are significant do they affect land or a body of water?		No
Can this decision only be made through a 10 Year Plan?		No
Does this decision require consultation through the Special Consultative procedure?		No
Is there funding in the current Annual Plan for these objectives?		Yes
Are the recommendations inconsistent with any of Council’s policies or plans?		No
The recommendations contribute to: Whāinga 2: He tāone whakaihiihi, tapatapahi ana Goal 2: A creative and exciting city
The recommendations contribute to this plan: 4. Mahere taonga tuku iho 4. Heritage Plan The objective is: Promote, protect, celebrate, and share knowledge of local history.
Contribution to strategic direction and to social, economic, environmental and cultural well-being	This annual progress support summarises the degree to which social and cultural wellbeing is being developed through Council’s heritage efforts.

Attachments

Nil

Memorandum

TO: Culture & Sport Committee

MEETING DATE: 10 September 2025

TITLE: 2025/26 Maintenance and Renewal Plans and Budgets for Cultural Facilities

Presented By: Glenn Bunny, Manager Property

APPROVED BY: Glen O'Connor, Acting General Manager Infrastructure

RECOMMENDATION(S) TO Culture & Sport Committee

1. That the Committee receive the memorandum titled ‘2025/26 Maintenance and Renewal Plans and Budgets for Cultural Facilities’, presented to the Culture & Sport Committee on 10 September 2025.

1. ISSUE

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

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

1.2 This memorandum addresses this resolution.

2. BACKGROUND

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

· The Globe Theatre

· The Regent Theatre

· Square Edge building

· Te Manawa and the Art Gallery

· Creative Sounds

· Caccia Birch

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

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

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

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

3. CAPITAL RENEWAL AND MAINTENANCE WORKS PLANNED FOR 2025/26

3.1 Below is an overview of the capital renewal works planned for 2025/26.

Facility	Planned Renewal Projects
The Globe Theatre	· Nil
The Regent Theatre	· Seismic design · Additional customer area – subject to seismic design requirements
Square Edge building	· Replacement of emergency exit skylights
Caccia Birch House	· Investigation into replacement heating system
Te Manawa/Art Gallery	· Nil

3.2 Please note there were no-carry-forwards in this programme from 2024/25 into 2025/26.

3.3 Below is an overview of the repairs and maintenance works planned for 2025/26:

Facility	Planned Maintenance Projects
The Globe Theatre	· Roof maintenance and water-tightness, including re-paint
The Regent Theatre	· Gutter maintenance · Interior painting of the atrium
Square Edge building
Te Manawa and the Art Gallery	· Decommissioning and removal of gas appliances · Gutter maintenance · Roof maintenance and water-tightness
Creative Sounds
Caccia Birch	· Roof re-paint · Repairs and maintenance of front entry steps

3.4 Please note the above works are only the planned and maintenance items of significance identified by the Property Division in conjunction with the various CCOs. Any regular servicing will be undertaken over and above this as required, and there is allowance for reactive works.

3.5 Please also note any works that are being undertaken by the Tenant/CCO is not included in the above and is additional to the above works.

Officers are continuing to refine scope and the associated costs of the identified projects to ensure improvements are optimised but ensuring total costs will remain within the allocated budgets respectively.

4. NEXT STEPS

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

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?		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: 5. Mahere toi 5. Arts Plan The objective is: Develop and maintain Council-owned cultural facilities (Te Manawa, Regent on Broadway, and Globe Theatre.
Contribution to strategic direction and to social, economic, environmental and cultural well-being	A robust renewals programme and facilities management model will help ensure the city’s existing arts and culture buildings are achieving the Council’s aspirations and meet the community’s needs.

Attachments

Nil

Memorandum

TO: Culture & Sport Committee

MEETING DATE: 10 September 2025

TITLE: Sport Manawatū Annual Report to Palmerston North City Council for 2024-25

Presented By: Ann-Marie Mori, Policy Analyst

APPROVED BY: David Murphy, General Manager Strategic Planning

RECOMMENDATION(S) TO Culture & Sport Committee

1. That the Committee receive the Sport Manawatū Charitable Trust – Annual Report to Palmerston North City Council for 1 July 2024 to 30 June 2025 (Attachment 1), presented to the Culture & Sport Committee on 10 September 2025.

1. ISSUE

1.1 Attachment 1 is Sport Manawatū’s Annual Report to Council for the period 1 July 2024 to 30 June 2025 (representing the final year of a three-year agreement). Representatives of Sport Manawatū will be in attendance to present the report.

1.2 As part of 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 on 26 March 2025.

1.3 Staff have evaluated Sport Manawatū’s performance based on the accountability requirements and performance measures outlined in the agreement. The evaluation assesses progress towards three outcome areas. The Year 3 assessment of Sport Manawatū’s Annual Report by Officers is included as Attachment 2.

2. BACKGROUND

2.1 Sport Manawatū is an independent charitable trust that has various funding sources, including Ihi Aotearoa - Sport New Zealand, Palmerston North City Council, other local authorities, Te Whatu Ora Health NZ – MidCentral, and community trusts.

2.2 Sport Manawatū were acknowledged as a strategic partner of Council in the previous report in November 2024 (Annual Report for 2023-24). Council has a long-standing and successful relationship with Sport Manawatū. It plays a key leadership role in the sport and recreation sector and contributes significantly to Council’s strategic direction, supporting health and well-being benefits for the community.

2.3 Council has provided funding support to Sport Manawatū since 1996. Over time, the grant amount has varied due to changing organisational priorities, such as fluctuations between in-house and outsourced delivery models, and policy.

2.4 The value of the base funding in the agreement for the 2024-25 financial year was $673,565.00 (excluding GST). This was made up of:

Ø Operational grant - $337,667

Ø Sports Event Partnership Fund (SEPF) (for distribution) - $294,741

Ø Community Sport and Recreation Fund (for distribution) - $29,415

Ø Active Communities Fund (for distribution) - $11,742

2.5 An additional operational grant of $80,000 per annum for the Bike Ready programme (cycle skills delivery) investment was continued for this reporting period.

2.6 The 2022-25 funding agreement outcomes, based on Council’s 2021 strategic direction, were:

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 deliver these outcomes, Sport Manawatū manages the Active Communities Fund (Outcome 1), along with the Sports Event Partnership Fund and the Community Sport and Recreation Fund (Outcome 2), on Council’s behalf. The management of these funds falls under the Support and Funding Policy.

2.7 The Trust’s financial statements are available on the Charities Services website. Annual returns are due to Charities Services within six months of a charity’s balance date (at financial year end).

3. ANNUAL REPORT ANALYSIS

3.1 An evaluation of Sport Manawatū’s accountability reporting requirements and performance measures in the Funding Agreement is included as Attachment 2. This assessment reflects ongoing discussions with the team at Sport Manawatū.

3.2 The overall conclusions from the assessment of both the accountability reporting requirements and performance measures in the Agreement, are summarised as follows.

	Outcomes	Conclusion of accountability reporting assessment	Traffic light assessment of performance measures in the agreement
	*Outcome 1: Palmerston North is one of the most active communities in NZ*
Sub-outcomes	Insights inform SM’s response to the community	Met	The physical activity level measure was not able to be assessed due to data unavailability^{^[16]} Three measures on responsiveness, compliance and implementation of agreed policy actions are ‘on track’
	Support and funding enable people to be active	Met
	Demonstration of regional leadership for the sector	Met
	The community understands the value and benefits of play	Met
	*Outcome 2: Sports events create both social opportunities and economic benefits*
Sub-outcome	Collaborative partnership and economic benefits from events	Met	The measure of increased economic benefit from the SEPF is ‘partly on track’^{^[17]} The measure for collaborative working is ‘on track’
	*Outcome 3: People have the skills to safely and confidently cycle, and walk, on our transport network*
Sub-outcome	Bike Ready delivery and promotion of active modes	Met	The measure for increased walking and cycling participation was not able to be assessed due to data unavailability^{^[18]} The measure on Bike Ready (cycle skills) delivery is ‘on track’

Table 1: Overall assessment of Sport Manawatū meeting accountability reporting requirements and performance measures based on Sport Manawatū’s Annual Report for 2024-25

A year-to-year comparison, with year 3 highlighted, of the accountability reporting assessment is included within Attachment 2.

3.3 Three of the performance measures are difficult to directly attribute to Sport Manawatū's activities; notes regarding these measures can be found in Table 1. Due to the lack of direct attribution to Sport Manawatū’s activities, these performance measures have therefore not been carried through to the new agreement (see section 4.3, which notes a change to the performance measurement approach in the new agreement).

3.4 As an overall summary, in 2024-25 Sport Manawatū has demonstrated good progress in fulfilling the accountability requirements and was ‘partly on track’ or ‘on track’ for achieving the performance measures during this period. The Annual Report includes valuable narrative statements alongside quantitative data, which helps in assessing the progress on the agreed outcomes.

4. new funding agreement and strategic partnership plan for 2025-2028

4.1 A new three-year funding agreement and strategic partnership plan was signed by the Chief Executives of Sport Manawatū and Council in July 2025.

4.2 To shape the new agreement, Elected Members participated in and shared valuable feedback on a workshop on 26 March 2025 that staff integrated into the negotiation process for the new agreement (see: Workshop presentation).

4.3 While similar to the previous 2025-28 agreement, the new agreement:

Ø Aligns with Council’s 2024-34 strategic direction.

Ø Includes the following refreshed outcomes:

1. Palmerston North is recognised as one of the most active and healthiest communities in New Zealand.

2. Sports events provide great experiences and significant economic benefits to our city, creating vibrancy and widespread social benefits.

3. Palmerston North residents embrace active transport as part of their daily lives, to enhance their health and well-being while contributing to a more sustainable future.

Ø Includes some new activities, including:

Outcome 1:

· Conduct regular ‘health checks’ with Regional Sports Organisations (RSOs) and provide support to them to ensure a sustainable level of service and assistance to the sector.

· Collaborate with Council staff to activate the Council's spaces and places, such as mobile gym demonstrations and pop-up events.

Outcome 2:

· Refresh the Sport Event Attraction & Retention Plan during Year 1, as included in the ‘Sports Event Partnership Fund Review’ report (prepared by Third Bearing for Sport Manawatū in June 2021).

Outcome 3:

· Pilot an iMove Initiative: this initiative aims to encourage more people, especially primary school children, to actively transport themselves to school by walking, cycling, or scootering.

· As part of the ‘Let’s Get Moving’ initiative, which is part of the Age-Friendly Action Plan, develop and deliver two workshops: the ‘Let’s Take a Walk’ workshop and the ‘Let’s Take a Bike’ workshop. These workshops will introduce seniors in Palmerston North to age-friendly walking and cycling opportunities.

· Implements Results-Based Accountability (RBA) measures to enhance reporting clarity and align with the approach used to monitor performance of sector lead organisations.

· Includes a refreshed Strategic Partnership Plan that reflects the role Sport New Zealand Ihi Aotearoa plays as shared investment partner of both Sport Manawatū and Council, and acknowledges the opportunities to work more closely together.

4.4 Due to financial constraints identified during the Annual Plan 2025-26 process, the funding amount in the agreement for this year is unchanged from the 2024-25 financial year.

5. NEXT STEPS

5.1 Staff will monitor progress for the first year of the agreement with regular check-ins with Sport Manawatū staff.

5.2 Sport Manawatū will present a six-month progress update in early 2026.

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 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: 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 have guided Sport Manawatū’s delivery of services and activities to the community that contribute to all of Council’s goals. Sport Manawatū is well-positioned to deliver these services and activities to support community well-being.

Attachments

1.	Palmerston North City Council 12-month report for July 2024 - June 2025 ⇩
2.	Staff assessment of accountability requirements and performance measures - Sport Manawatū's Annual Report to PN City Council 2024-25 ⇩

Memorandum

TO: Culture & Sport Committee

MEETING DATE: 10 September 2025

TITLE: Covered Bowling Green - proposed change in location

Presented By: Aaron Phillips, Activities Manager - Parks and Carl Johnstone, General Manager Partnerships - Environments, Sport Manawatū

APPROVED BY: Glen O'Connor, Acting General Manager Infrastructure

David Murphy, General Manager Strategic Planning

RECOMMENDATION(S) TO Council

1. That the operational grant of $475,000 provided in Long-Term Plan programme 2537 be transferred from the Palmerston North Bowling Club to the Takaro Sports Club – Takaro Bowls Section.

1. ISSUE

1.1 Council approved a grant of $475,000, spread over the 2026/27 and 2027/28 financial years, as support for a covered bowling green in the 2024/34 Long-Term Plan (LTP).

1.2 The programme header for programme 2537 states the support is to Bowls Manawatū.

1.3 The resolution of Council during the 2024/34 LTP deliberations specified that the grant was to the Palmerston North Bowling Club.

1.4 Palmerston North Bowling Club has withdrawn from pursuing a covered green at their facilities because the funding environment meant they could not raise the necessary funds and a few key personnel were unable to continue to drive the project.

1.5 Bowls Manawatū initiated work with the other Palmerston North based clubs to see whether any of them wished to be reconsidered as a venue for a covered green. Only the Takaro Sports Club engaged in the process; the other clubs declined the invitation.

1.6 The project has been rescoped to a stretched membrane roof from the scope the Palmerston North Bowling Club pursued, which had expanded to an indoor green, and building.

1.7 Council needs to confirm whether or not it will redirect the grant for the covered green to Takaro Sports Club – Takaro Bowls Section.

2. BACKGROUND

2.1 A covered bowling green has been under consideration since 2019 alongside club merger proposals. A history was provided in Attachment 3 of the report in April 2023.

2.2 Programme 1891, to complete a detailed feasibility assessment on a covered bowling green, was included in the 2021-31 LTP. The minutes from the Committee of Council note that this was to ‘allow the assessment of a potential site and provide clarity as to whether to progress to the next stages of the project’.

2.3 A Detailed Feasibility Study was completed and reported to Council in April 2023. The report concluded further work on strategic direction, a preferred location, funding streams (including operational funding) and a business case was needed.

2.4 Council received an update report in March 2024 following completion of the business case.

2.5 Council made the decision to contribute funding to the covered green in its 2024/34 LTP deliberations, resolution G41.

2.6 With Palmerston North Bowling Club withdrawing from the project, Bowls New Zealand reviewed the scope and has recommended it be reduced from a fully enclosed facility to a covered green. This has reduced the budget required to complete the project.

3. Readiness test

3.1 In the report to Council in March 2024 Officers and Sport Manawatū staff recommended that the project proceed to negotiating the partner and funding agreements^{^[19]} if Council supports the funding request of $450,000 though the 2024/34 LTP. The funding agreement would be conditional on eight criteria. The following sections update Councillors on progress towards meeting those criteria.

a. Bowls Manawatū adopted a strategic plan that identifies an indoor green as a strategic priority

Bowls Manawatū confirm that their strategic plan adopted in 2022 included the covered green as a strategic priority.

b. ~~Palmerston North Bowling Club~~ Takaro Sports Club Bowls Section completes a Strategic Plan

A strategic plan has been developed by the committee and is to be considered, amended and adopted by the full Takaro committee in the 4th Quarter 2025.

c. A project timeline identifying key milestones is developed

A timeline has been provided as per Attachment 1. Key dates:

· Design complete March 2026

· Resource consent April – September 2026

· Fundraising complete February 2027

· Construction May – September 2027

· Opening October 2027

d. A detailed fundraising plan is completed

A high-level fundraising plan has been provided and is contained in Attachment 2 alongside a capital construction estimate. This is discussed in Section 5 of this report.

e. Details are provided on a Project Steering Group membership, their relevant skills and experience

Project steering group consists of:

· Phil Meads, Takaro Sports Club

· Gary Mitchell, Takaro Sports Club

· Wally Davies, Takaro Sports Club

· Steve Toms, Takaro Bowls Section

· Chris Lander, Bowls New Zealand General Manager – Clubs & Community

· Vanessa Taylor, Bowls Manawatū Centre Manager

f. Operational sustainability is tested further via modelling the impact and requirements to service a loan

An operational budget has been provided as attached. Officers have not carried out a thorough assessment of the Takaro Club’s budget to test its validity. There is some reliance on the financial experience of Bowls New Zealand and thoroughness of the club’s consideration of the proposal.

The 2022 Detailed Feasibility Study found that in the order of $63,000 in additional annual operational costs would be required, of which $34,000 was to cover future canopy/structure replacements and $23,000 was for a 0.5 FTE staff person. Direct additional maintenance and expenses were estimated at $6,000 per year.

The 2022 Detailed Feasibility Study found that covering that cost through a combination of bar take, fees, and sponsorship was achievable with a modest increase in bar prices (5%) and increased patronage making a substantial contribution.

The Takaro budget allows lower depreciation and excludes carpet replacement which Officers understand is separately budgeted for. Their budget has included insurance costs, a budget for promotion but a smaller labour / part time administrator allowance.

The Bowls Section of the Takaro Sports Club posted small losses in previous years. The wider Sports Club also had small losses. They need to be confident they can turn these into profits as well as cover the additional costs in order to be sustainable.

g. Payment being conditional on written verification of full funding being in place that matches up-to-date costs and is paid out in instalments matching agreed milestones

No evidence required; will be in the funding agreement should Council approve the grant redirection.

h. Any change in scope from warehouse to alternative types of provision is to be reported back to Council prior to committing to construction

This report confirms a shift back to a stretched membrane structure approach. Figure 1 is indicative of what is proposed.

Figure 1: Example fabric structure covered bowling green

4. Discussion

4.1 The readiness tests have been met or are largely in hand as discussed in Sections 3.a. – 3.h. Takaro Sports Club, Bowls Manawatū and Bowls New Zealand have provided a Business case; refer Attachment 3.

4.2 After scaling the project back to a roof only option the fundraising plan looks more achievable than when Palmerston North Bowling Club expanded it to an indoor facility.

4.3 While it is concerning that the Palmerston North Bowling Club were unable to meet the aspiration and undertakings, it appears from the information received that Takaro are well positioned to drive the project forward.

4.4 There is strong support from Bowls New Zealand to have a covered green within the Manawatū Region and this is identified within its strategic plan 2023-2026 for all weather facilities across the country.

4.5 Bowls New Zealand have led out the process for establishing a new site for the covered green within Palmerston North with discussions with each club on the prospect.

4.6 In the initial proposal situation in 2023 both Takaro Sports Club and Palmerston North Bowling Club were very close in the evaluation process, with the proximity to the city centre being the deciding factor for Palmerston North Bowling Club.

5. Funding

5.1 The fundraising lead from the Club will be Phil Meads. He has been working in this space for a long time with a solid reputation of delivering. He was instrumental in delivering the Takaro Sports Club Takaro Park lighting project, for the football club and basketball court, securing $120,000.

5.2 Total construction costs for the cover are estimated at $950,000 including consenting.

5.3 The fundraising plan sets targets for $995,000. Factoring some movement between the funding categories it requires:

- PN City Council $475,000 48% of total cost

- Grants $355,000 - $400,000 37 – 42% of total cost

- Club/donations $75,000 - $120,000 8 – 13% of total cost

5.4 The Fundraising Plan states ‘Club Reserve - if needed’. The Club has healthy reserves^{^[20]}, with net current assets of over $130,000; however this is down from over $175,000 in 2023.

5.5 The Club would need to limit use of club reserves to an amount that doesn’t compromise ongoing club viability. Typically, six to twelve months of operational costs as a reserve is considered prudent; in the Takaro Sports Club case a reserve in the order of $60,000 to $120,000.

5.6 As such the club/donations component of the fundraising plan appears reasonable.

5.7 The community grants component of the fundraising plan lists eight potential sources.

a. A 100% success rate would require an average grant of $44,375 to $50,000 to obtain $355,000 to $400,000.

b. With say a 50% success (4 out of 8 applications) rate the average grant would need to be $89,000 to $100,000.

c. A 38% success rate (3 out of 8 applications) would require grants of $118,000 to $133,000.

5.8 A scan of recent grants from some of the larger gaming trusts suggests this will be at the upper end of their grant range. Typical grants are in the range of $5,000 to $50,000.

5.9 The Council’s Commercial and Funding Advisory team suggest that the identified potential funders typically offer grants in the range of $10,000 to $100,000.

5.10 Council and Sport Manawatū are aware of other community projects that will potentially be seeking funding in a similar timeframe, such as the artificial football turf for Central Football, Massey University Turitea Stream Gardens (part of Botanical Gardens), Manawatū Community Athletics Track lighting replacements, and Gymsports facility development. This presents a risk of either compromising the amount of fundraising achievable or lengthening the timeframe.

5.11 The fundraising plan remains a challenge despite the reduced scope of a stretched membrane covered green. The project has the benefit of clear support at national level from Bowls New Zealand, but it is difficult to see an easy path for the grants portion without at least two significant grants of around $100,000.

5.12 There is a risk that in twelve months’ time Bowls New Zealand and the Club advise Council they have been unable to reach the funding target and will not draw down the Council grant.

6. timing of Council funding

6.1 Council has allowed $235,000 in 2026/27 and $240,000 in 2027/28 of the 2024-34 LTP within programme 2537.

6.2 The funding agreement will include the draw-down of the Council grant being conditional on all funding requirements being met and a fixed/firm price for construction being established.

6.3 If there is a delay of two months to the timeline proposed, then Council funding in 2026/2027 would be deferred until 2027/2028. A delay would result in all the funding being in the 2027/28 year, the first year of the new LTP.

7. NEXT STEPS

7.1 Enter into a funding agreement with Takaro Bowling/Sports Club and Bowls Manawatū detailing the terms and conditions of the grant.

7.2 Monitor progress.

8. Compliance and administration

Does the Committee have delegated authority to decide?		No
Are the decisions significant?		No
If they are significant do they affect land or a body of water?		No
Can this decision only be made through a 10 Year Plan?		No
Does this decision require consultation through the Special Consultative procedure?		No
Is there funding in the current Annual Plan for these objectives?		Yes
Are the recommendations inconsistent with any of Council’s policies or plans?		No
The recommendations contribute to: Whāinga 2: He tāone whakaihiihi, tapatapahi ana Goal 2: A creative and exciting city
The recommendations contribute to this plan: 6. Mahere rēhia 6. Recreation and Play Plan The objective is: provision of sports fields and facilities.
Contribution to strategic direction and to social, economic, environmental and cultural well-being	The grant assists the Manawatū Bowling Community to cover a bowling green, increasing community access to bowling, regardless of the weather. The covered green will enhance the city’s offering when it comes to hosting bowling tournaments

Attachments

1.	Takaro Covered Green - Timeline ⇩
2.	Takaro Covered Green - Capital Budget and Funding Plan ⇩
3.	Takaro Covered Green - Business Case ⇩

Memorandum

TO: Culture & Sport Committee

MEETING DATE: 10 September 2025

TITLE: Arena 5 Development Six Monthly Update

Presented By: Glenn Bunny, Manager Property

APPROVED BY: Glen O'Connor, Acting General Manager Infrastructure

RECOMMENDATION(S) TO Culture & Sport Committee

1. That the Committee receive the memorandum titled ‘Arena 5 Development Six Monthly Update’, presented to the Culture & Sport Committee on 10 September 2025.

1. ISSUE

1.1 Council endorsed reconvening the Arena Masterplan Steering Group (AMSG) to oversee the new Arena 5 Development project at the 12 February 2025 Council meeting.

1.2 The Terms of Reference were agreed on that day, which included providing six-monthly updates to the Culture & Sport Committee.

1.3 The first AMSG meeting was held on 13 March 2025 and repeats monthly thereafter.

1.4 This is the first of the six-monthly update reports for the 2024-27 term, for the period ending 31 August 2025.

2. Background

2.1 In 2014, a high-level study of Arena Manawatū (now CET Arena) was undertaken, resulting in a framework plan and a range of projects aimed at delivering a higher quality destination with improved usability, street presence, and visibility of sport and events.

2.2 In 2015, the framework plan was embedded into the Palmerston North District Plan (Planning Map 15.2), and preliminary feasibility was identified for the Long-Term Plan (LTP).

2.3 An initial CET Arena Masterplan was prepared in 2017 to inform a programme of projects across the site and funding allocated into the LTP for delivery of initial stages of redevelopment.

2.4 The first stages of the Masterplan redevelopment were completed between 2018-2022, including:

· A new artificial turf and lighting for Arena 6,

· A new entrance plaza and pedestrian overbridge to Arena 1 from Cuba Street,

· Foundation, seating, and ablutions for a new Arena 1 south stand,

· Relocation of speedway pits and pre-race starting grid along the south edge of Cuba Street.

2.5 A review of the CET Arena Masterplan was carried out in 2023 to update progress made and confirm all existing and new priorities. This Masterplan was adopted by the Council, and $36 million was allocated into the 2024-2034 LTP for the next phase of development, including:

· Replacement of Arena 5

· Continued investment in Arena 6 outdoor playing surfaces and rear fields.

2.6 The existing Arena 5 building, including Bell and Barber Halls, was confirmed as earthquake-prone in September 2023, with strengthening work required to be completed by 2039. The building is also coming to the end of its useful life.

2.7 An indoor courts and outdoor covered courts study was conducted in 2024, which confirmed the need for more indoor court space in the Manawatū region. The results of this report were presented to the Culture & Sport Committee on 25 September 2024, and the results of the indoor court study were noted to be considered during the planning and design of the new Arena 5 facility.

2.8 The new Arena 5 development project is budgeted to occur over years 1 to 3 of the 2024-34 LTP, to be completed and commissioned by 30 June 2027. It is proposed to be developed on the green space on the corner of Pascal and Cuba Streets, in anticipation of the future decommissioning of the existing Arena 5 facility. The replacement facility is intended to serve community and recreational user needs.

3. Progress Summary – AUgust 2025

Project Governance

3.1 The project governance and team structure were established and confirmed by the ASMG at the April 2025 meeting. The agreed structure is provided in the figure below, noting that this has evolved as personnel changes and stakeholder mapping have occurred.

3.2 The structure follows a traditional approach to project governance, whereby it utilises already established delegated levels of authority to generate efficient delivery within the agreed limitations already in place.

3.3 The AMSG will operate at the project governance level, with the project control group (PCG), project team, and CETA operations feeding into the project at delivery and operational levels.

3.4 The external project manager will lead the delivery team consisting of a Design Team and a Main Contractor. The internal and external project managers will work in unison with stakeholder engagement and other project aspects.

Key Programme Dates

3.5 A high-level delivery timeline has been provided with the following figure, signalling key programme dates for this project.

3.6
We are currently sitting at Quarter 3 2025, focusing on stakeholder engagement and user group workshops.

Programme Update

3.7 Key programme items undertaken since the establishment of the AMSG in March are:

· Procurement and engagement of an External Project Manager to support the delivery of the project.

· Procurement and engagement of Architectural Services to lead the concept design phase and develop the Principal’s Requirements.

· Procurement and engagement of supporting technical design consultants, such as Building Services, and Civil + Geotechnical Services.

· Facilitated User Group workshops to establish the project needs and determine User Group requirements of the new facility.

· Drafting of the main contractor procurement plan to source a Design & Build partner.

3.8 Key upcoming programme items to complete within the next six months are:

· First stage procurement for a Design & Build contractor, consisting of an Advance Notice and Registration of Interest (ROI) to be released to the open market.

· Shortlist ROI respondents to two or three suppliers to move forward with the second stage of tendering. The shortlist recommendation report is anticipated to be presented to Council in late 2025 for approval to proceed.

· Development of the Principal’s Requirements and Concept Design to include in the main contractor’s second stage tender.

· Obtain resource consent conditions to include in the main contractor’s second stage tender.

· Second stage procurement to source a Design & Build contractor from the shortlisted pool. The tender award recommendation report is anticipated to be presented to Council in mid-2026 for approval.

· Award the Design & Build contract.

Delivery Model

3.9 At the 13 March 2025 steering group meeting, the delivery model for the project was discussed, considering traditional methods versus a design and build.

3.10

For clarity, a traditional contract would entail Council engaging a full design team to complete conceptual through to detailed design drawings and specifications, then tendering this package to secure a contractor to construct the fully specified building. This is the most common delivery method in industry and for Council. Please refer to the image below to visualise the traditional method.

3.11 The alternative method for this project delivery is design and build, whereby the design phase is split into two. An initial concept phase is undertaken to determine the Principal’s Requirements and performance requirements for the building. The Principal’s Requirements include the stakeholder needs and all other technical requirements that the building must fulfil. Council would then tender this initial concept and outcomes-based specifications to engage a main contractor to continue with the design process into developed designs and then detailed design. This same main contractor will also be constructing the building, and so can conduct the design and some construction elements concurrently, resulting in a faster design and construction timeframe, as opposed to traditional methods. Please refer to the image below to visualise the design and build delivery model.

A group of blue orange and green rectangular shapes with black text

AI-generated content may be incorrect.

Figure 4: Design and Build Project Delivery Model

3.12 The recommendation from the AMSG was to undertake a design and build delivery model. This is the trajectory that this project is now pursuing.

Stakeholder Engagement

3.13 A stakeholder engagement and communications plan has been prepared for this project, which identifies the various project stakeholders and the methods of how best to engage with and/or inform each of them. User Groups of the new Arena 5 facility have been identified as a portion of key contributors who will help to shape the Principal’s Requirements and therefore what the new building may look like.

3.14 Three workshops have been held to date with the User Groups by way of introductions and collecting their needs and wish lists, feeding into the new facility’s brief. The project Architect has been incorporated into the latter of these sessions to lead the development of the Principal’s Requirements and concept design.

Rangitāne o Manawatū Partnership

3.15 Rangitāne o Manawatū have been approached through Te Whiri Kōkō and additional project-specific hui to initiate their involvement. A Rangitāne o Manawatū toi mahi resource to support cultural design and input is currently being discussed with a view to establishing the best working option moving forward.

Design

3.16 Officers have engaged consultants for Architectural, Building Services, and Civil + Geotechnical services to develop the Principal’s Requirements and concept design. Structural design and fire engineering will be engaged in due course to complete the concept design team.

3.17 Stakeholder engagement heads this concept design phase, before any physical deliverables can be developed by these listed consultants.

3.18 ‘Airdome’ technology has been presented to the project team, and an unintrusive exploration of this type of building has been undertaken. Please refer to the image below to visualise this air-supported structure, noting that Project L in the 2023 Arena Masterplan illustrates this sort of technology.

3.19 The steering group is open to the idea of an air-supported structure of sorts, and so this building option has not been ruled out of the project. The open market procurement will be structured in a way that alternative and innovative building methods can be submitted and considered, but with the same performance criterion as traditional building tenders.

Regulatory

3.20 The project will align with section 15.8 Arena Zone of the District Plan. Note that the District Plan includes the 2018 version of the Arena Masterplan, and so consideration will need to be made to instead align with the now-adopted 2023 Arena Masterplan.

3.21 An external Planner will be engaged to lead and guide the regulatory aspects of the project.

4. Financial Update – as at August 2025

Budget Overview

4.1 The total project budget is $17,353,000 through Programme 1194 – CET Arena – Masterplan Redevelopment.

4.2 The 2024-34 LTP approved the following annual budget allocations for this project:

$000’s

2024/25

Year 1

2025/26

Year 2

2026/27

Year 3

Total

4.3 2024-34 LTP

500

8,168

8,685

17,353

4.4 The WT Partnership estimate based on Project L of the 2023 Arena Masterplan had the following allocations, noting that this was provided for a traditional delivery model and traditional building structure:

Project Phase	Estimate	Contingency
Professional Fees in Design and Delivery	$1.8M
Consent Costs, Development Contributions, etc.	$64k
Construction	$12.9M	$740k
Overall	$14.8M	$1.5M
Total		$17M

4.5 Project costings will be updated and included in the next six-monthly report, given that the concept design phase will then be completed, and the project’s Quantity Surveyor can provide costings based on the concept.

Financial Progress and Performance

4.6 The 2024/25 FY expenditure was $102k.

4.7 The 2025/26 FY budget is $5,528,000, as approved through the annual plan.

4.8 It is anticipated to spend the full 2025/26 budget in line with the following forecast, noting that in Quarter 4, the Design and Build contract will be executed and underway, hence why a large sum of the funds is allocated for that time:

July – Sept 25

Oct – Dec 25

Jan – March 26

April – June 26

Total

$170,000

$350,000

$310,000

$4,698,000

$5,528,000

4.9 Financial

· Risk: Insufficient budget for the project to be completed.

· Consequence: The project budget would be exceeded, and more budget would be required to complete the project.

· Mitigation Actions: Utilise Quantity Surveyor engagement for information and knowledge, allow adequate contingency within each project phase and the overall project contingency sum, explore and allow alternative/innovative design and construction methods that reduce capital and all of life costs, actively track project budget, and provide regular pricing updates.

4.10 Changing Scope

· Risk: Scope additions are made after the Design and Build contract agreement is signed and the contract is active.

· Consequence: The contractor is given the ability to claim a variation on the contract, requiring a portion of the contingency budget to be absorbed by the change and used.

· Mitigation Actions: Educate the project stakeholders and, in particular, User Groups, on the structure of a Design and Build contract, including that any scope change incurs a variation request and payment by Council. Utilise correct change management processes, and gain Project Sponsor sign-off or other project governance levels for variation approvals.

4.11 Customer

· Risk: Improvements do not meet the user requirements.

· Consequence: Unsatisfied users and reputational damage.

· Mitigation Actions: Complete a thorough stakeholder mapping exercise to ensure all of the correct stakeholders are captured. Undertake adequate stakeholder engagement to capture all the User Group needs and develop a robust set of Principal’s Requirements, complete a review/approval process with the User Groups to confirm that their needs are captured and incorporated.

4.12 Timeline

· Risk: The new facility will not be completed and commissioned by 30 June 2027.

· Consequence: Resulting in additional costs to continue and complete the project, and forgone revenue from the bookings allocated in the new facility beyond the completion date.

· Mitigation Actions: Prepare and regularly update the detailed programme, including the required Council meeting dates for items that require Council approval in the detailed programme, create adequate programme float for particularly risky tasks, and build programme requirements into each contract/engagement to ensure delivery of each on time, as a contractual obligation.

5. next Steps

5.1 Continue with stakeholder engagement, including User Group workshops and conversations with iwi.

5.2 Commence concept design and create the Principal’s Requirements.

5.3 Issue the Advance Notice, followed by the Registration of Interest to the open market.

5.4 Complete the detailed tender documents and issue the Request for Tenders to the ROI shortlisted suppliers.

6. Compliance and Administration

Does the Committee have delegated authority to decide?		Yes
Are the decisions significant?		No
If they are significant, do they affect land or a body of water?		No
Can this decision only be made through a 10 Year Plan?		No
Does this decision require consultation through the Special Consultative procedure?		No
Is there funding in the current Annual Plan for these 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 objectives are: · To provide community sport and sport-event facilities at Central Energy Trust Arena · To attract and support major events and activities (Mahere whakawhanake ohaoha, Economic Development Plan)
Contribution to strategic direction and to social, economic, environmental and cultural well-being	The CET Arena provides accessible and affordable opportunities for community sport and recreation. Opportunities for communities to take part in active sport and recreation are prioritised over other users of the Arena. The new Arena 5 development project at CET Arena helps ensure Palmerston North has fit-for-purpose facilities that meet the community’s sport and recreation needs and retains its ability to host major sporting events.

Attachments

Nil

Memorandum

TO: Culture & Sport Committee

MEETING DATE: 10 September 2025

TITLE: Play Policy Annual Implementation and Monitoring Report 2025

Presented By: Manumea Durie, Play Advisor

APPROVED BY: Danelle Whakatihi, General Manager Customer & Community

RECOMMENDATION(S) TO Culture & Sport Committee

1. That the Committee receive the memorandum titled ‘Play Policy Annual Implementation and Monitoring Report 2025’, presented to the Culture & Sport Committee on 10 September 2025.

1. ISSUE

1.1 Council’s Rēhia o Papaioea - Play Palmy Play Policy was adopted in April 2021 and states that progress towards implementation will be reported to Council annually.

1.2 This memorandum provides an annual progress update on the Play Policy Implementation Plan for the period August 2024 to August 2025.

2. BACKGROUND

2.1 The Mahere Rēhia - Recreation & Play Plan, as part of Council’s Oranga Papaioea City Strategy for the 2024-2034 Long-Term Plan, states that we will ‘provide and promote opportunities for play’, to create ‘opportunities for play throughout the city for people of all ages, abilities and interests’.

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

· Parks and Reserves planning, management and development

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

· Urban design response to public space infrastructure development

· Placemaking activities such as street activations

· Community events and activities

· Support to strategic partners including Rangitāne o Manawatū and Sport Manawatū.

2.3 Delivery of Council’s play objectives is enabled through a number of dedicated and complementary budgets across Council and partner agencies. These funding streams collectively provide for programme delivery, infrastructure investment, and the integration of play into wider community initiatives. Key budgets include the Play Initiatives operational budget, parks and playground renewal budgets, Sport Manawatū funding, events and placemaking budgets. Together, these budgets ensure that Play Policy is not delivered in isolation but is embedded within Council’s broader community outcomes, supporting the strategic goal of making Palmerston North a city that is playful, inclusive, and connected.

3. Annual Update

3.1 A detailed update of activities against each aspect of the Play Policy Implementation Plan can be found in Attachment 1. Case studies of play initiatives from the reporting period can be found as Attachment 2.

3.2 These updates demonstrate a significant amount of progress has been achieved against the Play Policy’s objectives. This progress has been driven by Council’s dedicated Play Advisor and supported through the strategic partnership with Sport Manawatū and wider community partnerships.

3.3 This is the third year of this resourcing approach to the work programme and it continues to demonstrate its value in strengthening collaboration, maximising capacity, and ensuring that play continues to be prioritised at both the strategic planning level and within community delivery.

3.4 Through this approach, play continues to grow in a variety of modes and experiences within the city, from play assets and built environment, through to activations, events and resources. Alongside Council’s ongoing commitment to maintaining a high calibre of playgrounds, parks and reserves, the Play programme has enhanced and embedded playful experiences right across the city centre, into new neighbourhood spaces, at city events and within city facilities. New examples of this from this period include the Palmy Walls Alive placemaking project, the Tākaro play stations, and the Edwards Pit Park Story Walk.

3.5 A focus of this year was on making play more equitable and inclusive, ensuring tamariki, whānau, and the wider community could connect through play in ways that reflect the city’s diversity; for example, the Games Down Memory Lane – Heritage Games and Ngā Taonga Tākaro Exhibition for Heritage Month, the Sensory Backpacks for neurodiverse tamariki at events, and the Active Age Games which celebrated active play for older adults. Collectively, the activities undertaken demonstrate the value of play as a community connector and a driver of wellbeing.

3.6 Another highlight of this period included the strengthening of the internal play lens across organisational projects, such as the Bunnythorpe Community Plan, Community Centres Review and the Adderstone Reserve updates. This reflects a growing maturity in how play is embedded across the work of Council.

3.7 Lastly, the progression of the play equity mapping work has been a highlight this year. A GIS-based dataset has been established using the Collins Play Equity Model (2023), which incorporates seven equity factors: Location, Deprivation, Culture & Ethnicity, Gender, Age, Disability, and Lifestyle. Initial analysis of SA2 Deprivation levels and Walkability has been completed, with phase two now focused on validation and integration with internal planning and investment processes. Once the findings are sufficiently robust, a final report will be shared, outlining the current state of play equity across the city and setting out future recommendations.

3.8 The play equity mapping will also help inform the upcoming review of the Play Policy, which is scheduled for late 2025.

4. Conclusion

4.1 This report has provided the annual update on the progress of the Play Policy Implementation Plan for 2025. It has demonstrated a wide range of activities have been successfully implemented, highlighting the strong momentum of the Play programme in advancing Council’s objectives.

4.2 The programme has continued to strengthen the role of play in the City’s public spaces, policy frameworks, and community life. Resourcing this year has focused on engaging and inclusive activations along with more permanent placemaking installations and system-level changes.

4.3 Projects were co-designed with communities, delivered across a range of neighbourhoods and communities of interest, and tailored to support inclusion, wellbeing, and cultural connection. The Play Policy’s emphasis on equity, access, and community leadership continues to guide how and where resource is directed.

4.4 Moving forward, the focus will be on deepening the impact of play across city systems and expanding the visibility and value of play in everyday city life.

5. Next Steps

5.1 Staff will continue to coordinate the delivery of the Implementation Plan, together with Sport Manawatū and other community partners, to further advance Council’s play objectives.

5.2 A review of the Play Policy is scheduled for later this year, and an updated Implementation Plan will be prepared following the review, as required.

5.3 The next annual report will be presented to Council in late 2026.

6. Compliance and administration

Does the Committee have delegated authority to decide? If Yes quote relevant clause(s) from Delegations Manual 167.2		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 and promote opportunities for play.
Contribution to strategic direction and to social, economic, environmental and cultural well-being	The Play Policy seeks to drive change across several activity areas of Council so that play provides opportunities to improve individual and community wellbeing.

Attachments

1.	Play Policy Implementation Plan Updates Aug 2025 ⇩
2.	Play Case Studies Aug 2025 ⇩

[1] This view was raised by the submitter in a drop-in session and has been included by officers.

[16] It is noted that there have been no updated physical activity statistics available at the City level from the national Active NZ survey; physical activity levels cannot be directly attributed to Sport Manawatū’s activities, although they have a clear role in improving physical activity levels.

[17] It is noted that the estimated economic benefit from SEPF-funded events cannot be directly attributed to Sport Manawatū's role as funding manager.

[18] There is no current data available to enable comparison with the previous year; note that participation in active transport modes cannot be directly attributed to the activities delivered by Sport Manawatū.

[19] As per the Facility Investment Decision Making Process (note this has now been superseded by the planning process in He rā ki tua Regional Spaces and Places Plan.

[20] Officers reviewed the 2024 Takaro Sports Club Annual Accounts.

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)

Submission No.	Submitter	Page No.
7	Richard Dawson
11	Palmerston North Youth Council

COMMITTEE WORK SCHEDULE – SEPTEMBER 2025
Item No.	Estimated Report Date	Subject	Officer Responsible	Current Position	Date of Instruction/ Clause number
1.	~~10 September 2025~~	~~Draft General Policy Reserve Management Plan - hearings~~	~~General Manager Infrastructure~~	~~If required~~	~~25 September 2024~~ ~~Clause 34-24~~
2.	~~10 September 2025~~	~~Draft General Policy Reserve Management Plan – summary of submissions~~	~~General Manager Infrastructure~~	~~If required~~	~~25 September 2024~~ ~~Clause 34-24~~
3.	~~10 September 2025~~	~~Otangaki-Ashhurst Domain Reserve Management Plan 2025~~ – ~~adoption~~	~~General Manager Infrastructure~~		~~27 November 2024~~ ~~Clause 51-24~~
4.	~~10 September 2025~~	~~Kahuterawa Outdoor Recreation Plan 2025 - adoption~~	~~General Manager Infrastructure~~
5.	10 September 2025	Review of in-house service delivery of Caccia Birch House	General Manager Customer & Community	Moved to Council 8 October 2025	Council 2 June 2021 Clause 50.7
6.	~~10 September 2025~~	~~Annual report from PN Public Sculpture Trust~~	~~General Manager Customer & Community~~		Council 29 April 2019 ~~Clause 36.4~~
7.	~~10 September 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~~
8.	~~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~~
9.	~~10 September 2025~~	~~Play Policy Annual Implementation Monitoring Report~~	~~General Manager Customer & Community~~		~~14 April 2021~~ ~~Clause 12-21~~
~~10.~~	~~10 September 2025~~	~~Annual Report 2024-2025 – The Regent, The Globe~~, Te Manawa	~~General Manager Corporate Services~~		~~Terms of Reference~~
~~11.~~	~~10 September 2025~~	~~Annual Report – Sport Manawatū 2024/2025~~	~~General Manager Strategic Planning~~		~~Terms of Reference~~
12.	TBC	Draft General Policy Reserve Management Plan - deliberations	General Manager Infrastructure		25 September 2024 Clause 34-24