Agenda of Community and Recreation Committee

Community and Recreation Committee

10 December 2020

Page No.

1. Apologies

Nil

2. Confirmation of Order of Business

3. Interests

3.1 Updates to the Interests Register

3.2 Identify any conflicts of interest in the agenda

4. Public Forum

4.1 Rachel Gordon - Wellbeing Hub

5. Chairperson's Report

6. Youth Council Update 10 - 11

Document number R22522

Rosie Armstrong and Grace Gutschlag will present the Nelson Youth Council 2020 Plan of Action for information. This document is intended as a reference for Nelson Youth Council to use in assessing and reflecting upon its achievements and commitments throughout the year.

7. Bishop Suter Trust - Strategic Presentation

Julie Catchpole, Suter Director, and representatives of the Bishop Suter Trust will give a strategic presentation on the Bishop Suter Trust.

8. Nelson Festivals Trust Six Monthly Update

Brent Thawley, Board Chair, Nelson Festivals Trust will present the Nelson Festivals Trust’s six-monthly update.

9. Top of the South Island Regional Sport and Active Recreation Spaces and Places Strategy 12 - 68

Document number R21454

Brent Thawley, of Sports NZ, and Brent Maru, of Sport Tasman, will be in attendance for this item.

Recommendation

That the Community and Recreation Committee

1. Receives the report Top of the South Island Regional Sport and Active Recreation Spaces and Places Strategy (R21454) and its Attachment A2513736.

10. Sport Tasman Strategic Presentation

Nigel Muir, Chief Executive, Sport Tasman will give a strategic presentation on Sport Tasman and its role in the community.

11. Sport Tasman - Loan Agreement 69 - 76

Document number R19219

Nigel Muir, Chief Executive, Sport Tasman, will be in attendance for this item.

Recommendation

That the Community and Recreation Committee

1. Receives the report Sport Tasman - Loan Agreement (R19219).

Recommendation to Council

That the Council

1. Refers the matter of writing off Sport Tasman’s loan repayment for Sports House and charging a community rent of $5,600 per annum for consideration in the Long Term Plan 2021-31.

12. Community Services Quarterly Report to 30 September 2020 77 - 97

Document number R19236

Recommendation

That the Community and Recreation Committee

1. Receives the report Community Services Quarterly Report to 30 September 2020 (R19236) and its attachments (A2508503 and A2507991).

13. Natureland Wildlife Trust - Extension to Current Lease Area 98 - 108

Document number R21356

Stephen Standley, Chair of Natureland Wildlife Trust, will be in attendance for this item.

Recommendation

That the Community and Recreation Committee

1. Receives the report Natureland Wildlife Trust - Extension to Current Lease Area (R21356) and its attachments (A2340165, A2517562, A2510226); and

2. Agrees in principle

· to extend the current lease area of Natureland Wildlife Trust as indicated on attachment 1 (A2340165); and

· that the extension is subject to Natureland presenting a business case by 31 December 2021; and

· that the extension is subject to Council receiving assurance as to the financial viability of the proposal through a review of the business case being presented to the Community and Recreation Committee; and

· that the annual rent shall remain at $10 plus GST.

14. Request for Assistance from the Nelson Giants for Trafalgar Centre Hireage 109 - 116

Document number R21457

Michael Fitchett, Nelson Giants Head Coach, Tony Bowater, Nelson Giants Director, and Julie Bensemann, Nelson Giants Administrator, will be in attendance for this item

Recommendation

That the Community and Recreation Committee

1. Receives the report Request for Assistance from the Nelson Giants for Trafalgar Centre Hireage (R21457).

Recommendation to Council

That the Council

1. Approves unbudgeted expenditure of $25,101 to provide a reduced rate of $35,000 for the Nelson Giants’ use of Trafalgar Centre between April and July 2021.

15. Recommendations from the Greenmeadows Hearings Panel: proposed classification of Greenmeadows 117 - 136

Document number R22506

Recommendation

That the Community and Recreation Committee

1. Receives the report Recommendations from the Greenmeadows Hearings Panel: proposed classification of Greenmeadows (R22506) and its attachments (A2097295, A2140227, A2437010 and A2517526).

Recommendation to Council

That the Council

1. Approves, in accordance with section 16(1) of the Reserves Act, the classification of part of Greenmeadows (being part of Record of Title NL114/188) as shaded orange in Attachment 1 (A2097295) as Local Purpose (Community Purposes) Reserve under s23 of the Reserves Act 1977; and

2. Approves, in accordance with section 16(1) of the Reserves Act, the classification of part of Greenmeadows (being part of Record of Title NL114/188) as shaded red in Attachment 1 (A2097295) as Local Purpose (Road) Reserve under s23 of the Reserves Act 1977; and

3. Delegates to the Chief Executive authority to:

(a) prepare and approve a survey plan that defines the land classified in accordance with this report (R22506) and the 13 December 2018 report R9565;

(b) prepare and place notices in the New Zealand Gazette that record the classifications of the land in accordance with this report (R22506) and report R9565; and

16. Adoption of the Community Partnerships Activity Management Plan 137 - 175

Document number R18142

Recommendation

That the Community and Recreation Committee

1. Receives the report Adoption of the Community Partnerships Activity Management Plan (R18142) and its attachment (A2457019); and

2. Approves the Draft Community Partnerships Activity Management Plan 2021-31 (A2457019) as the version to inform the Long Term Plan 2021-31; and

3. Notes that the Draft Community Partnerships Activity Management Plan 2021-31 will be updated, and the final Activity Management Plan adopted, after the adoption of the Long Term Plan 2021-2031.

17. Sports and Recreation Quarterly Report to 30 September 2020 176 - 203

Document number R20300

Recommendation

That the Community and Recreation Committee

1. Receives the report Sports and Recreation Quarterly Report to 30 September 2020 (R20300) and its attachments (A2506440) and (A2507706)

CONFIDENTIAL Business

18. Exclusion of the Public

Recommendation

That the Community and Recreation Committee

1. Confirms, in accordance with sections 48(5) and 48(6) of the Local Government Official Information and Meetings Act 1987, that Mike Fitchett, Tony Bowater and Julie Bensemann remain after the public has been excluded, for Item One of the Confidential agenda (Request for Assistance from Nelson Giants for Trafalgar Centre Hireage – Additional Information), as they have knowledge relating to the Nelson Giants’ hireage of the Trafalgar Centre that will assist the meeting.

Recommendation

That the Community and Recreation Committee

1. Excludes the public from the following parts of the proceedings of this meeting.

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

Item	General subject of each matter to be considered	Reason for passing this resolution in relation to each matter	Particular interests protected (where applicable)
1	Request for Assistance from the Nelson Giants for Trafalgar Centre Hireage - Additional Information	Section 48(1)(a) The public conduct of this matter would be likely to result in disclosure of information for which good reason exists under section 7	The withholding of the information is necessary: · Section 7(2)(b)(ii) To protect information where the making available of the information would be likely unreasonably to prejudice the commercial position of the person who supplied or who is the subject of the information
2	Bishop Suter Trust - Statement of Expectation 2021/22	Section 48(1)(a) The public conduct of this matter would be likely to result in disclosure of information for which good reason exists under section 7	The withholding of the information is necessary: · Section 7(2)(i) To enable the local authority to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations)
3	Reappointment of Trustees to the City of Nelson Civic Trust	Section 48(1)(a) The public conduct of this matter would be likely to result in disclosure of information for which good reason exists under section 7	The withholding of the information is necessary: · Section 7(2)(a) To protect the privacy of natural persons, including that of a deceased person

Item

General subject of each matter to be considered

Reason for passing this resolution in relation to each matter

Particular interests protected (where applicable)

Request for Assistance from the Nelson Giants for Trafalgar Centre Hireage - Additional Information

Section 48(1)(a)

The public conduct of this matter would be likely to result in disclosure of information for which good reason exists under section 7

The withholding of the information is necessary:

· Section 7(2)(b)(ii)

To protect information where the making available of the information would be likely unreasonably to prejudice the commercial position of the person who supplied or who is the subject of the information

Bishop Suter Trust - Statement of Expectation 2021/22

Section 48(1)(a)

The public conduct of this matter would be likely to result in disclosure of information for which good reason exists under section 7

The withholding of the information is necessary:

· Section 7(2)(i)

To enable the local authority to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations)

Reappointment of Trustees to the City of Nelson Civic Trust

Section 48(1)(a)

The public conduct of this matter would be likely to result in disclosure of information for which good reason exists under section 7

The withholding of the information is necessary:

· Section 7(2)(a)

To protect the privacy of natural persons, including that of a deceased person

Item 9: Top of the South Island Regional Sport and Active Recreation Spaces and Places Strategy

Community and Recreation Committee

10 December 2020

REPORT R21454

Top of the South Island Regional Sport and Active Recreation Spaces and Places Strategy

1. Purpose of Report

1.1 To receive the Draft Regional Sport and Active Recreation Spaces and Places Strategy for the Top of the South Island.

2. Summary

2.1 The Top of the South Regional Spaces and Places Strategy is being developed together with neighbouring councils from Tasman, Kaikoura and Marlborough, and Sport Tasman and Sport New Zealand. This strategy aims to address regional and sub-regional sport and recreation needs. Council is being asked to receive the Strategy as an aide-memoir for future projects.

3. Recommendation

That the Community and Recreation Committee

1. Receives the report Top of the South Island Regional Sport and Active Recreation Spaces and Places Strategy (R21454) and its Attachment A2513736.

4. Background

4.1 The Top of the South Regional Spaces and Places Strategy (attachment one, A2513736) is being developed together with neighbouring councils from Tasman, Kaikoura and Marlborough, Sport Tasman and Sport NZ. Sport Tasman led the project and managed the contract on behalf of the participating councils. This strategy aims to address regional sport and recreation needs and is part of an initiative to have regional facility strategies across the entire country.

4.2 Although Buller is considered part of Top of the South Island (TOSI), after consultation with Buller and other West Coast local authorities it was considered that the Buller District aligned better with the West Coast Regional Spaces and Places Strategy. This decision was reached as a consensus of all parties (including Buller) involved at the initial scoping stage.

4.3 The Strategy provides a high-level strategic overview of the current and projected facility needs, it does not address local facility needs directly. It aims to identify future priorities for regional and sub-regional facilities.

4.4 It is understood that the other participating councils are also receiving the Strategy.

5. Discussion

5.1 This strategy outlines potential regional and sub-regional facilities which could feasibly be developed within each district. It aims to reduce duplication of facilities which could serve regional purposes.

5.2 Recommendations are directed at improving the ‘fit’ between existing supply and current and foreseeable active recreation and sport demand for facilities including fit-for-purpose provision.

5.3 There are 36 recommendations listed in the attached Strategy and summarised in the Implementation Plan addressing:

· Development of new facilities to fill gaps in provision (mostly sub-regional but several with capability to host regional, national and international events). Several of these proposed facility developments are in the early stages of planning and option analysis

· Renewal and consolidation/rationalisation within the existing facility network, particularly for those active recreation and sport activities that have experienced declines in membership compared to higher historical levels when these facilities were developed

· Collaboration of key agencies

5.4 Recommendations coming out of the Strategy which are relevant to Nelson City Council are:

Short Term

0-3 Years

· Determine how many and where additional floodlit training areas are needed for football, rugby and league

· Feasibility of a floodlit training field for regional squads at Rai Valley School (halfway between Nelson and Blenheim)

· Wicket block replacement, permanent media towers, sight screen realignment and a drug testing and medical area in the pavilion at Saxton Oval

· Develop a regional multi-use floodlit artificial turf training field shared by football, rugby, rugby league and touch

· Investigate options for club-school tennis partnerships to meet demand peaks

· Retain and maintain the existing pool network

· Investigate options for a temporary enclosure over the 50-metre pool at Nayland

· Identify the best solution for a marina hub facility

· A shared use arrangement between softball and baseball

· Develop a golf facility plan in line with the Golf NZ National Facility Strategy

· Develop a bowls facility plan

· Gymsports hub feasibility study

· Develop a mountain bike amenity hub in the Maitai Valley

· Develop a regional Off-Road Track Strategy and regional advisory group

Medium Term

4-10 Years

· Upgrade No.1 football field to National Football League standard at Saxton Field

· Develop covered or enclosed, paved, multi-use courts

· Renew outdoor netball courts surface and consider floodlighting options at Saxton Field

· Support Nelson Yacht Club to renovate and improve the launch ramp

· Develop an enclosed artificial bowls green

· Develop a gymsports hub

· Renew the artificial hockey turfs at Saxton Field

· Upgrade hockey turf flood lighting to LED at Saxton Field

· Develop links to existing tracks enabling off-road travel across the region by mountain bike

· Develop a regional BMX track at Saxton Field

· Develop a regional level indoor climbing facility

Long Term

10+ Years

· Reconfigure Riverside Pool or construct a new pool on an alternative site

· Reconfigure Nayland Pool or construct a new pool on an alternative site

5.5 It should be noted that many of the recommendations are aspirational, representing an ideal, unlimited outcome. It should be expected that Council will not have the resources available to realise all of the recommendations in the Strategy; and that the Strategy is a starting point for discussing the need for, and prioritising of, individual projects. It will be useful as an aide-memoire for future planning however.

5.6 Planning principles and assessment criteria are provided to assist partner local authorities in their consideration of proposed facility developments (based on information from independent feasibility studies).

5.7 As a high-level, wide-ranging strategy, both geographically and in terms of content, further planning will be required at the district level. The strategy should not be seen as a replacement for more detailed planning, nor any existing strategies that exist nationally and across the region.

5.8 This strategy does not set a standard level of service for sport and active recreation facilities across the region. Individual Council’s and asset owners determine their own specific levels of service through their own plans, strategies, policies and Long Term Plan processes. However, it is intended that this strategy provide a framework to help guide regional and sub-regional/ district provision and individual Council’s levels of investment and service for sport and recreation facilities.

5.9 The Strategy informs discussions on developing regional and sub-regional facilities. Receiving the Strategy in preference to adopting it allows Council more flexibility to interpret and implement any recommendations from the Strategy. The identification of high level projects, which have an initial justification, will speed up the analysis of requests as well as allowing for an integrated overview in the context of other potential needs and neighbouring districts. Individual projects will still require in-depth analysis and decision making based on merit prior to any commitment from Council to moving forward with them.

6. Options

Option 1: Receive the Strategy (recommended)
Advantages	· Allows Council to consider regional and sub-regional considerations when contemplating development of facilities in discussion with neighbouring local authorities
Risks and Disadvantages	· Could be misconstrued as committing Council to the recommendations within the strategy if the purpose is not clearly articulated
Option 2: Adopt the Strategy
Advantages	· Would send a clear signal to the community and staff which larger facility types are likely to be developed in the future
Risks and Disadvantages	· Would likely signal to the community that this is a Strategy which carries significant weight, and the recommendations within would be expected to be implemented if possible · Council does not have the resources available to fully implement the recommendations within the Strategy · The Strategy represents the majority of the TOSI Councils. Adopting the Strategy would include adopting aspects which involve other Councils
Option 3: Do Not Receive or Adopt the Strategy
Advantages	· Nil
Risks and Disadvantages	· Would isolate Nelson from other participating TOSI councils and restrict the development of regional strategic initiatives

7. Next Steps

7.1 The outcome of this and other strategic work will inform the need and timing of specific regional and sub-regional scale projects. Some of these may be considered in the upcoming or future Long Term Plans.

Author: Nathan Mourie, Parks and Facilities Activity Planner

Attachments

Attachment 1: A2513736 - Draft TOSI Regional Places and Places Strategy ⇩

Important considerations for decision making

1. Fit with Purpose of Local Government

Consideration of this strategy enables democratic decision-making and action by, and on behalf of, communities; and promotes the social, economic, environmental and cultural well-being of communities in the present and for the future through best practice consideration of development of community facilities.

2. Consistency with Community Outcomes and Council Policy

This strategy aligns with Council’s LTP and Community Outcomes through promoting fit for purpose community facilities.

· Our infrastructure is efficient, cost effective and meets current and future needs

· Our communities are healthy, safe, inclusive and resilient

· Our communities have access to a range of social, educational and recreational facilities and activities

· Our council provides leadership and fosters partnerships, a regional perspective, and community engagement

3. Risk

Council is being asked to receive this strategy as best practice advice for development of facilities to support the community. Receiving the strategy in preference to adopting the document does not commit Council to fulfilling any of the recommendations within the strategy.

4. Financial impact

Recommendations within the strategy will be considered for fit and feasibility within Nelson and any significant decisions on facility development will be considered through the Long Term or Annual planning process.

5. Degree of significance and level of engagement

This matter is of low significance because no decisions recommended in the strategy are being implemented in this process. Engagement with relevant stakeholders and partners has been carried out through development of the strategy. Therefore no further consultation or engagement is considered necessary.

6. Climate Impact

Climate change impacts have not been considered in the development of the strategy. Climate impacts will be considered if specific projects are recommended for development.

7. Inclusion of Māori in the decision making process

No engagement with Māori has been undertaken in preparing this report.

8. Delegations

The Community and Recreation Committee has the following delegations to consider the Draft Strategy.

Areas of Responsibility:

· Recreation and Leisure Facilities and Services, including swimming pool facilities and Waahi Taakaro Golf Course

Delegations:

· Developing, monitoring and reviewing strategies, policies and plans, with final versions to be recommended to Council for approval

Powers to Recommend:

· Approval of final versions of strategies, policies and plans

Item 11: Sport Tasman - Loan Agreement

Community and Recreation Committee

10 December 2020

REPORT R19219

Sport Tasman - Loan Agreement

1. Purpose of Report

1.1 To consider an application by the Tasman Regional Sports Trust (Sport Tasman) for financial support in the form of converting its loan repayment to a community rental agreement to enable its tenancy of the Council owned ‘Sports House’, part of Saxton Stadium, to continue.

2. Summary

2.1 Sports House provides valuable opportunities for sports codes to work together in a collaborative environment.

2.2 Sport Tasman has been repaying the loan for the original construction of Sports House for more than 10 years. Other sports groups and community organisations have been charged a lesser initial contribution, 20% as opposed to Sport Tasman’s 66.6%, and are now paying a subsidised community rental.

2.3 Sport Tasman is facing severe financial pressure and to ensure the future of Sports House, it is recommended that the Council through the Long Term Plan 2021-31 considers writing off the remaining loan and charging a lesser annual subsidised community rent.

3. Recommendation

That the Community and Recreation Committee

1. Receives the report Sport Tasman - Loan Agreement (R19219).

Recommendation to Council

That the Council

1. Refers the matter of writing off Sport Tasman’s loan repayment for Sports House and charging a community rent of $5,600 per annum for consideration in the Long Term Plan 2021-31.

4. Background

4.1 Sport Tasman has advised Council that it is facing severe financial pressure as a result of COVID-19 impacts, and is seeking Council’s financial support. As part of that support they have asked that repayment of their commercial loan contribution towards Sports House at Saxton Stadium be converted to a community rent.

4.2 Report R18084 was presented to the Sports and Recreation Committee on 6 August 2020 where it was resolved:

Resolved SPO/2020/001

That the Sports and Recreation Committee

1. Receives the report Urgent Funding Request - Sport Tasman (R18084) and its attachment (A2423730); and

2. Approves that, as an interim response to COVID-19 financial pressures, for the financial year 2020/21 Sport Tasman shall pay an amount equivalent to a community lease for Sports House, set at $5,700; and

3. Directs officers to report to the Sports and Recreation Committee with further advice with regards to Sport Tasman’s payment arrangements for Sports House; and

4. Agrees that the decision only be made publicly available; and

5. Agrees that Report (R18084) and Attachment (A2423730) remain confidential at this time.

4.3 This report addresses Clause 3 of the above resolution.

Sports House

4.4 In 2008, prior to construction of Saxton Stadium, Sport Tasman requested that an extension be added to house them and other sports body administrators. This concept, Sports House, would enable shared resources, ideas and support to function in a collaborative environment.

4.5 The Saxton Stadium Trust was managing the stadium fundraising and build project at the time and the building was extended subject to Sport Tasman meeting the additional cost of $1,000,000.

Loan to Sport Tasman

4.6 A resolution of Council on 6 March 2008 agreed to a grant from Nelson City Council of $201,000 (Tasman District Council also contributed $134,000.) The remaining $665,000 was made available to Sport Tasman by Nelson City Council as a loan repayable over 20 years. All figures were exclusive of GST.

4.7 The loan however was documented as a lease and a lease agreement was entered into with the annual repayment received as rent.

4.8 An excerpt from the Nelson City Council resolution of 17 April 2008 included:

AND THAT Sports House be funded, partly be way of loan ($665,000 excluding GST) financed by a rental of $70,000 (excluding GST) per annum from the users, with the remainder ($335,000 excluding GST) funded by the two Councils – NCC $201,000 (excluding GST); TDC $134,000 (excluding GST).

4.9 The current Chief Executive of Sport Tasman has stated that he was not aware that Sport Tasman was repaying a loan. (The agreement was entered into by his predecessor.) He believed they were paying a commercial rent and has requested that it be converted to a community rent which receives a 90% discount off the commercial rent.

4.10 Officers have sighted the agreement and can understand, with a change of management, and without the background information, how a misunderstanding could occur. The agreement is a rental agreement and it is not clearly stated that it is repaying a loan.

Rental agreement

4.11 Since January 2013, rental payments have been reduced to $56,000 + GST per annum, payable as $4,666.67 per month.

4.12 It was erroneously stated in the Committee Report “Urgent Funding Request – Sport Tasman” on 6 August 2020 that $415,242 remained outstanding. According to Council’s records, Sport Tasman has paid $499,000 of the total balance and the outstanding balance payable by Sport Tasman is $166,000.

5. Discussion

Sports House

5.1 Currently Sports House has 12 tenants including Sport Tasman. In recent months following Covid-19 the building has lost 4 tenants resulting in more strain on the financial sustainability of Sports House.

5.2 In addition to the rent charged, Sport Tasman provides about $25k of annual service costs for sharing by all tenants. This includes a photocopier, printer, PABX, fibre, furnishing, computer server, meeting room maintenance and bookings. The costs of these amenities and the rent to Council is only partially offset with the approximately $33k of sub-lease rentals to tenants. Therefore the net cost to Sport Tasman for the current loan repayment plus service costs of Sports House is $48,000 per annum.

Community rent

5.3 Community organisations, including sports groups, are granted a 90% discount off the full commercial rate for the rent of council owned facilities.

5.4 In this situation the activities of Sport Tasman acting as a contractor operating Saxton Stadium has been separated from Sport Tasman providing accommodation and services to support the community’s sporting codes. Officers don’t believe there is a conflict of interest.

Capital Projects for community organisations

5.5 For the last thirty years or so most community organisations, including sports groups, have been granted 80% of the development costs of new facilities by the Council. The new facility would be owned by the Council to ensure community ‘best use’ going forward. Examples include the two hockey turfs and pavilion at Saxton Field, the athletics track, Saxton Oval Pavilion, Saxton Stadium and the Netball Pavilion. An exception is the indoor cricket facility at Saxton Field where the request for funding was declined and cricket chose to proceed without Council funding.

Previous options considered

5.6 In 2008 Council had a number of options to consider with regard to the Sports House addition to Saxton Stadium.

5.6.1 Fund the full $1,000,000 construction cost of Sports House and charge rent at a community rate.

5.6.2 Require Sport Tasman to fund the full $1,000,000 construction cost of Sports House and not charge rent.

5.6.3 Require Sport Tasman to contribute $200,000, (20%) towards the capital construction cost and charge rent at a community rate.

5.6.4 Require Sport Tasman to contribute $665,000 (66.6%) towards the capital construction cost and charge rent at a community rate.

5.6.5 Require Sport Tasman to contribute $665,000 (66.6%) towards the capital construction cost and not charge rent.

5.7 Given the short notice of the request and financial constraints at the time, the two Councils chose to contribute a lower figure of $335,000 (33.3%) towards the $1m cost. The remaining $665,000 (Option 5.6.9 above) was to be a loan with no rental charged.

Sport NZ

5.8 Sport NZ advises that they have been assisting Sport Tasman with financial direction and they are confident that financial sustainability can be achieved. Sport NZ strongly support the principles behind Sports House and ask that the Council looks favourably on Sport Tasman’s request.

Options

5.9 The options presented are to retain the annual loan repayment at the current level of $56,000, reduce the loan to $25,000 spread over a longer period of time or to provide long term relief by writing off the loan and charging a community rental of $5,600 per annum.

Option 1: Sport Tasman continues to repay the loan
Advantages	· The Council continues to receive a loan repayment of $56,000 pa
Risks and Disadvantages	· Sport Tasman continues to be treated differently to other community and sporting groups · Sport Tasman continues to experience financial challenges
Option 2: Sport Tasman continues to repay the loan but at a lower rate of $25,000 pa
Advantages	· Sport Tasman pays a lesser amount · Sport Tasman has an opportunity to recover its financial position
Risks and Disadvantages	· The Council receives a lesser loan repayment of $25,000 pa · Sport Tasman continues to be treated differently to other community and sporting groups · Sport Tasman may continue to experience financial challenges · The Council receives a lesser loan repayment of $25,000 pa against a previous loan repayment of $56,000 pa · The confusion between loan repayments and rentals remains
Option 3: The loan agreement is written off and a community rent is charged (recommended)
Advantages	· Sport Tasman and the Sports House tenants pay a lesser rental of $5,600 pa against a loan repayment of $56,000 pa · Sport Tasman is treated similarly to other community and sporting groups · Sport Tasman has an opportunity to recover its financial position
Risks and Disadvantages	· The loan is cancelled · The Council receives a lesser rental of $5,600 pa against a loan repayment of $56,000 pa

Saxton Field Committee

5.10 Given that the loan is entirely between Nelson City and Sport Tasman the matter is for Nelson City Council to decide. The Saxton Field Committee has been briefed on the issue and will be advised of the outcome.

6. Conclusion

6.1 Sport Tasman has been repaying the Sports House loan for more than 10 years and officers consider that as a matter of equity with other sports and community groups and for the sustainability of Sport Tasman as a community organisation the loan should be written off from 1 July 2021 and replaced with a community rental.

7. Next Steps

7.1 Because the loss of revenue to the Council will be more than $50,000 each year the matter should be referred to the Long Term Plan 2021-31 deliberations to compare with other calls for support and to make the final decision.

Author: Andrew Petheram, Property, Parks and Facilities Asset Manager

Attachments

Nil

Important considerations for decision making

1. Fit with Purpose of Local Government

This recommendation promotes recreational and community activity in Nelson. Supporting such facilities contributes to community wellbeing.

Sport Tasman receives financial support through Sport NZ by way of grants and contracts for service. The provision of Sports House is an additional service funded in part from sponsorship from the private sector and managed by Sport Tasman for local and regional sporting bodies.

2. Consistency with Community Outcomes and Council Policy

The recommendation will help to support the delivery of the following Council Community Outcome:

Our communities have access to a range of social, educational and recreational facilities and activities

3. Risk

If the recommendation is agreed there is a small risk that the funding will not achieve the desired outcome of continuing Sports House for the benefit of the region’s sports bodies.

4. Financial impact

If the recommendation is agreed the financial impact will be a loss of

$56,000 per annum to the Council replaced with a rental of $5,600 per annum to the Saxton Stadium Account which is shared with Tasman District Council.

5. Degree of significance and level of engagement

This matter is not significant to the Council but is of medium significance to sports clubs and community groups as it reinforces the standard for funding of facilities. The reduction in annual loan repayments will be addressed through the Long Term Plan where public engagement will occur.

6. Climate Impact

This recommendation will not impact on Council’s ability to address climate change impacts.

7. Inclusion of Māori in the decision making process

No engagement with Māori has been undertaken in preparing this report.

8. Delegations

The Sports and Recreation Committee has the following delegations to consider relinquishing the loan for Sports House

Areas of Responsibility:

· Recreation and Leisure Facilities and Services, including swimming pool facilities and Waahi Taakaro Golf Course

Delegations:

· The committee has all of the responsibilities, powers, functions and duties of Council in relation to governance matters within its areas of responsibility, except where they have been retained by Council, or have been referred to other committees, subcommittees or subordinate decision-making bodies.

· In this instance the decision to relinquish a loan repayment is beyond the responsibility of the Committee

Powers to Recommend (if applicable):

· Unbudgeted expenditure relating to the areas of responsibility, not included in the Long Term Plan or Annual Plan

In this instance where the recommendation results in an unbudgeted loss of income the recommendation is to the Council for consideration in the Long Term Plan 2021-31 deliberations.

Item 12: Community Services Quarterly Report to 30 September 2020

Community and Recreation Committee

10 December 2020

REPORT R19236

Community Services Quarterly Report to 30 September 2020

1. Purpose of Report

1.1 To inform the Committee of the financial and non-financial results for quarter one for the activities under its delegated authority.

2. Recommendation

That the Community and Recreation Committee

1. Receives the report Community Services Quarterly Report to 30 September 2020 (R19236) and its attachments (A2508503 and A2507991).

3. Background

3.1 Quarterly reports are being provided to each Committee on the performance and delivery of projects and activities within their areas of responsibility.

3.2 The financial reporting focuses on the year to date performance (1 July 2020 to 30 September 2020) compared with the year-to-date (YTD) approved capital and operating budgets.

3.3 Unless otherwise indicated, all information is against approved operating budget, which is the 2020/21 Annual Plan budget plus any carry forwards, plus or minus any other additions or changes as approved by the Committee or Council.

3.4 More detailed project status reports are included in Attachment 1 (A2508503) for the four projects that fall under the Community Services Committee. These have been selected if their budget is at least $250,000 for 2020/21 or are multi-year projects with a budget over $1 million.

3.5 Project status is analysed based on three factors; quality, time and budget. From the consideration of these three factors the project is summarised as being on track (green), some issues/risks (orange), or major issues/risks (red). Projects that are within 5% of their budget are considered to be on track in regards to the budget factor.

4. Tenders Awarded

4.1 Tenders are advised in the Quarterly Report if their budget is at least $300,000 and/or $2,500,000 and accepted via the Tenders Subcommittee. There were no tenders awarded under the delegated authority in the first quarter of the financial year 2020/21.

5. COVID-19 Situation

5.1 In late August the National COVID-19 alert levels changed within New Zealand with Auckland moving to Level 3 and the rest of New Zealand moving to Alert Level 2. This lasted for a period of 6 weeks until mid-September when all areas excluding Auckland dropped back to Alert level 1.

5.2 A separate report was received by the Community Services Committee on 11 June 2020, outlining the implications COVID-19 has had on Community Services activities (R17018).

6. Community Partnerships and Social Development Updates

6.1 Homelessness: The number of people sleeping rough is significantly lower compared with the equivalent time last year but is on the increase. Around 60 individuals are currently being housed, in temporary accommodation, through the Housing First programme. Officers continue to support Housing First and agency partners at a strategic level to mitigate levels of homelessness.

6.2 Male Room Project: Council’s partnership support means that the Male Room is soon to start building the homeless hub, with significant financial support from the Ministry of Housing and Urban Development along with project and financial support from the combined Rotary Clubs of Nelson. This project is currently on track for the building to be completed by the end of March 2021 with a $30,000 contribution from the Community Partnerships Fund.

6.3 Youth Strategy: Projects focussing on youth into governance, youth into employment education and training and active youth citizenship continue and new events are planned for 2021 that address concerns raised as a result of COVID-19 and subsequent recovery. This includes partnership projects with the Ministry of Social Development, Tasman District Council, Ministry of Education and Nelson Regional Development Agency.

6.4 Youth Council: This quarter is historically a quiet period for Nelson Youth Council which was exacerbated by the level 2 COVID-19 restrictions. The group was thrilled to be able to finally hold an in person meeting at the end of September. During COVID-19 alert level two it was able to produce video clips for social media for each day of the week to promote Te Wiki o Te Reo Māori and New Zealand Sign Language Week.

6.5 Translations Project Update: This project aims to produce relevant translations of key Council documents to reduce barriers to information for people whose first language is not English. The feasibility stage of the project has been completed with a report produced showing the priority topics requested by the community and what languages would be beneficial. The next step is to identify documents for translation.

6.6 Ki o Rahi (traditional Māori sport): Discussions have begun with Whakatū Marae around expanding the Ki o Rahi series and to look at a more permanent field.

6.7 Nelson ARK: Nelson ARK is youth development charity which uses animals to promote empathy and wellbeing. It has recently announced the winding up of its organisation due to financial concerns, largely precipitated by the difficult fundraising climate resulting from the COVID-19 economic crisis. This appears to be being worked through in a measured and appropriate way but it will leave a gap. Staff are working with the organisation to ensure that any of the unspent funds ($6,000 for programme delivery) are returned in line with the grant agreement.

6.8 Use Our Loos: Work continues to progress understanding of the potential demand and desire to support an initiative to make toilets in businesses available to the public, with a particular emphasis on older adults where incontinence is a health problem which can cause people to avoid going out. Potential actions will be considered alongside other potential projects sitting under the City for All Ages Strategy.

Community Funding Updates

6.9 Community Investment Funding (CIF) Update: 84 applications, requesting $533,205, were received for the 2020/21 Community Investment Fund funding round. The CIF panel granted 37 applications, totalling $125,092. Eight grants were for community safety initiatives, partly funded from the $18,524 received from Nelson Safer Community Council on its winding up. Applications were assessed and decided under delegation by the Community Investment Fund Panel. Note that the majority of grants made in the first year of the current LTP period were three year grants thus a large proportion of the funding available was already committed at that point.

6.10 Emergency Fund Update: A $200,000 emergency fund was established in May to provide grants to community organisations facing financial hardship or increased costs due to COVID-19. $88,220 was allocated in 2019/20 and the balance of $117,780 was carried forward to the 2020/21 year. Three grants totalling $48,500 were made in the quarter, leaving $69,280 remaining for allocation. Grants were made to NCMA $16,500, Nelson Historic Theatre Trust (Theatre Royal) $30,000 and Stoke Toy Library $2,000.

Workshops

6.11 Property and Facilities Activity Management Plan Workshop: The first Activity Management Plan workshop on the Parks and Reserves and Property and Facilities Activity Management Plan 2021-31 was held on 18 March 2020. The workshop discussed the activities generally, the assets involved, key issues and opportunities, and levels of service.

6.12 Stoke Memorial Hall Workshop: A specific workshop was held in June to discuss the future of the Stoke Memorial Hall to help support a report that was taken to the Community Services Committee in July.

6.13 Cemeteries Workshop: A briefing was held in October to update Elected Members on the progress of the Nelson City and Tasman District Cemeteries Strategy.

6.14 Community Partnerships Activity Management Plan: Workshops were held on 12 May, 21 July and 20 August 2020 and provided feedback supporting the AMP having a greater focus on communities of greatest need.

6.15 Events Activity Workshop: Took place on 20 August and feedback contributed to the combined Arts, Heritage and Events Activity Management Plan.

6.16 Community Arts Centre Workshop: A workshop was held at the end of October to seek direction on a Community Arts Centre. The discussion focussed on proving funding for the continued lease of the current location of the Arts Council Nelson through the Long Term Plan and to continue to develop an approach to ensure suitable premises for arts organisations and activities.

Founders Heritage Park Update

6.17 Visitor Numbers: Visitor numbers are up 5% on the same period last year. A decrease in event visitors has been more than outweighed by the increase in attraction visitors, with July school holidays being particularly strong with a large number of visitors from the rest of New Zealand as well as locals.

6.18 Fernery Garden: The Fernery garden has been redeveloped to complement the updated Wall of Remembrance to add the names of service personnel whose names were missing from the original wall. The updated wall was unveiled at an event in September which was well supported by RSA and heritage community. The event also acknowledged the work led by Peter Millard to compile the names and the funding support from Murray Sturgeon to reprint the Wall of Remembrance and install the cenotaph.

6.19 Founders Tenants: There is a new tenant in the park who has opened a boutique gallery opening off the Café courtyard. Founders Café continues to grow in popularity.

Heritage Update

6.20 Heritage Houses: Isel House reopened in October and Broadgreen House has been open since June 2020. The Broadgreen House AGM was held in September and a holiday programme held in Sept/Oct was fully subscribed. Visitor numbers increased significantly in September (mainly locals). An additional CCTV camera has been installed on the balcony at Isel House.

6.21 Heritage Panels, Italians in the Wood: A heritage panel celebrating the Italian migration and settlement in the Wood was unveiled at a celebration event that involved the Italian Ambassador, along with approximately 80 locals and elected members.

6.22 Heritage Panels, Betsy Eyre Park: A heritage panel to reflect the life of Betsy Eyre (Nelson’s first elected female politician) was unveiled at Betsy Eyre Park in the Brook Valley and was celebrated with a Histrionics performance.

6.23 Heritage Panels, Appo Hocton: A mini heritage panel to highlight Appo Hocton (NZ’s first Chinese migrant) was unveiled in Washington Valley with a number of Appo Hocton’s descendants attending a celebration event.

6.24 Taonga Tuku Iho Strategy: Hui were carried out including a rangatahi workshop hui was held to discuss heritage aspirations from the community and in particular young Māori.

6.25 Cultural Visitor Experiences: 4000 “Cultural Heart” leaflets promoting experiences like the Suter and the Provincial Museum were distributed to encourage people to get out and visit after the COVID-19 lockdowns.

Arts Updates

6.26 Matariki Light Show: Council’s digital projector was used in two events to celebrate Matariki. One in partnership with Te Kāhui Whiria to project art on the clock tower and the other to celebrate the lighting switch on for the Taurapa sculpture.

6.27 Light Show with Te Ramaroa Trust: Councils’ digital projector was also used in partnership with Te Ramaroa Trust to project “New Era Resolutions” statements from a website set up during lockdown to allow people to share their thoughts for the future. A week of projections was followed by a single night on the clock tower that coincided with The Arts Festivals “Night Vision” event.

6.28 Taurapa Lighting: The Taurapa sculpture was lit in multiple colours to reflect te Wiki o te reo Māori.

6.29 The Kindness Pandemic: A series of free city centre activation, busking style, artistic activities were held in August in partnerships with Arts Council Nelson delivering “The Kindness Pandemic”.

6.30 Skate Ramp Mural: A new art mural on the Tāhunanui skate ramp was created using the Arts Fund and following on from involvement with local skaters.

6.31 Community Art Works Mural: A series of removable mural panels were funded from the Arts Fund using the wall of the old Hunting and Fishing building that faces Whakatu Square. The art work was provided by members of the community who have been visiting Community Artworks for important social and artistic support, some for many years, but have never had work exhibited.

6.32 Artwork Condition Assessment: A full condition assessment survey was carried out on all Council owned artworks, providing maintenance priorities for asset managers.

6.33 Refinery ArtSpace: Arts Council Nelson relocated from the Refinery building on Halifax Street which is currently undergoing earthquake strengthening work. A grant was provided to support their set up and cover lease costs at the new Refinery ArtSpace at 114 Hardy Street.

Events Update

6.34 Bay Dreams: Bay Dreams South’s management has adapted to COVID-19 challenges and worked out a plan that will still deliver a unique show in 2021. The main festival space has been relocated from Trafalgar Park to Rutherford Park where the camping site has been rearranged to fit the new event layout. The event will have a main outdoor stage plus a pre-party in the Trafalgar Centre. Camping will be offered on site, with overflow at regional campgrounds as required (Saxton Field will not be required). Ticket sales are expected to be around 10,000 for 2021.

6.35 Business Events Industry Partnership Initiative: Council has been granted $10,000 in funding from Tourism New Zealand with the Business Events Industry Partnership Initiative. The funding has been allocated to enable professional conference organisers, local development agencies such as the NRDA, and business and conference venues to undertake additional marketing activity, or to address some of the challenges of COVID-19. Officers will use the fund to help build a Nelson City Council venues website to complement the Council website and regional marketing. The new website will showcase the full range of venues for meetings, conferences and events to organisers and event managers. NRDA, which played an integral role in supporting Council through the application process, will be supporting the project further by providing updated digital assets and video footage. Any additional funds required to complete the build of the website will be sourced from existing budgets. The project will be completed this financial year.

6.36 Impact of COVID-19 on Council venues: The impact of COVID-19 on events and venues worldwide means that many large scale venues will now be competing on a national level for the same event hire. With Council’s venues currently underutilised it was recognised that there was an opportunity to focus on the new venue booking and management software. The customer facing booking and enquiry portal will be included in the roll out of the new Council venues website mid-2021. The customer portal will also be on the new Saxton Field website that is under development.

6.37 Women’s Rugby: A Black Ferns vs Barbarians game has been confirmed for 21 November. Council has allocated $50,000 to support the game and city activation which will include a range of opportunities for players to mix and mingle with the public and promote women in sport.

7. Libraries Updates

7.1 Language Week: A number of events and programmes were held to celebrate Te Wiki O Te Reo Māori, Chinese Language Week and Sign Language Week in September. This included a Taonga pūoro workshop, a performance of traditional Chinese opera and dance, students from Clifton Terrace School performing a song in sign language and a number of children’s story times held in Te reo Māori, Mandarin and NZ Sign Language.

7.2 Riverside Pop-up Park: The opening of the Riverside Pop up Park has been received warmly by customers, with library staff hearing numerous positive comments. The outdoor space has enabled the library to hold a number of events over the July school holidays including an outdoor story time and pop-up park challenge. The library is providing park equipment to users such as basketballs and table tennis rackets and balls. The door between the children’s library and the park is expected to be completed by late October. Hampden Street School enjoyed a combined visit of the park and the library with over 180 students visiting the spaces over the course of a morning.

7.3 COVID-19 Library Impact: Due to the operational requirements of the Alert level 2 COVID-19 response, Nightingale Library Memorial was closed for a period of 6 weeks. A number of events were also cancelled along with the majority of library programmes. In response staff were able to modify the Festival of Adult Learning by running a number of events outside and staff also continued to run the media club online over this time.

8. Other updates

Stoke Memorial Hall

8.1 An application was made to the Provincial Growth Fund for strengthening the Stoke Memorial Hall. Although the application was not successful, design for the strengthening is progressing and a report will be brought to a future meeting as requested by the Committee in June 2020.

Cemetery strategy

8.2 The Nelson City Council and Tasman District Cemeteries Strategy development is underway. A workshop was held with elected members in October 2020 and a report will be presented to the Committee in early 2021.

Nelson Centre of Musical Arts (NCMA)

8.3 The 2019 NCMA review recommended transitioning from a grant agreement to a letter of expectation/statement of intent process, similar to CCOs. Due to COVID-19 and the challenge of forecasting financials and deliverables, shifting to this new model has been moved out to 2021/22.

8.4 The recruitment of a business advisor for the NCMA was delayed during the COVID-19 shutdown, and the NCMA has signalled to Council a desire to provide assurance via other ways. A meeting is being organised with the Committee Chair and NCMA next quarter to discuss options.

8.5 Reporting for the NCMA has previously fallen under the Governance and Finance Committee. For reporting purposes it has been included in this Community Services Quarterly Report until joint reports for the new Community and Recreation Committee are created.

Activity Management Plans (AMPs) for 2021-31

8.6 Work on Activity Management Plans (AMPs) for Property and Facilities is ongoing. The Draft Property and Facilities AMP 2021-31 was presented to Council on the 12 November 2020.

8.7 Community Partnerships AMPs: The Arts, Heritage and Events Activity Management Plan 2021-31 was presented to the Community Services Committee on 29 October 2020. The Community Partnerships AMP will be presented to the next Community and Recreation Committee meeting.

Taonga Tuku Iho Strategy for Whakatū Nelson

8.8 Taonga Tuku Iho Strategy: The Taonga Tuku Iho Strategy for Whakatū Nelson (to replace the 2006 Heritage Strategy) has been drafted and will involve further workshops with Council prior to community engagement.

Founders Strategic Plan

8.9 Founders Strategic Plan: Council approved a Strategic Plan for Founders Heritage Park in October 2020. The Plan focuses on enhancing visitor numbers and visitor experiences at Founders Heritage Park, building iwi partnerships, improving the Park’s collection care, improving the venues, and improving financial sustainability.

8.10 Funding for Founders Strategic Plan: Funding for projects to be considered in the draft LTP 2021-31 includes venue development, the development of a cultural park with Whakatū Marae and improvements to collection storage.

Founders Windmill

8.11 Windmill Maintenance: Quotes have been sought for the maintenance of the Windmill exterior work identified in the recent building condition assessment. This work will be scheduled for the beginning of 2021 calendar year.

9. Financial Results

9.1 Profit and loss by activity

Notes

· The “Total Operating Budget” differs from the “Total Annual Plan Budget” in that it includes carry forwards and reallocations made after the final approval of the Annual Plan.

· Base Expenditure is expenditure that happens year after year, for example yearly contracts or operating expenses.

· Programmed Expenditure is planned, or there is a specific programme of works. For example, painting a building.

· Unprogrammed Expenditure is reactive or unplanned in nature, for example responding to a weather event. Budgets are included as provisions for these expenses which are unknown.

· The Profit and Loss reports presented above are shown by activity. These activities include some cost centres that are reported to other committees.

Operating Revenue (excluding rates)

Operating Expenditure (excluding internal interest)Operating budgets were initially phased evenly across the year and then staff were asked to check phasing for any changes required. Following the quarterly report writing process, budgets in all activities have been revisited and corrected where necessary. These changes will be reflected in the second quarter committee report.

Please note that Community Housing no longer sits under the delegations of this Committee and will not be included in the above tables going forward.Festivals expenditure is greater than budget by $150,000 due to the Arts Festival which was not phased correctly but is expected to be on budget by the end of the year. In addition, $98,000 will be returned in November in relation to the Mask Parade and Carnival which were cancelled.

Heritage Incentives expenditure is less than budget by $90,000 due to Heritage Rates Remissions being behind budget by $89,000 due to timing as the rebate is not applied until the 2^nd quarter. It is expected that the full budget will be spent.

Community Wellbeing expenditure is behind budget by $55,000. This is mainly due to Youth Strategy implementation ($25,000), street ambassadors ($17,000) and strengthening community governance ($5,000) expenditure being behind budget but costs are expected to be incurred later in the year.

Community Tools and Enablers expenditure is ahead of budget by $166,000. This is due to the majority of Community Investment Funding going out in the first quarter of the financial year.

Terms used

Ahead/behind – this indicates that the variance is due to timing, or that it is not yet known whether the variance will continue for the full year. This should be clarified in the commentary.

Over/under – this indicates that a budget has been overspent or underspent, and that it is likely there is an actual cost saving or overrun. This should be made clear by the commentary.

Less/greater – these header terms are used to describe the total variance to budget for a cost centre and account type

10. Commentary on Capital Projects

10.1 There are four capital projects, within the Community and Recreation Services Committee delegations, that are included as part of the quarterly reporting. These updates are appended in Attachment 1 (A2508503). The Elma Turner Library redevelopment currently sits within this report for reporting purposes only. Four of these are over $250,000 for 2020/21 and two are included as they are over $1m over three years.

10.2 The Elma Turner Library Redevelopment expenditure forecast for the 2020/21 financial year includes the deconstruction of the building at 23 Halifax Street. Current forecasts suggest this specific piece of work will come in under budget. Further work on the Elma Turner Library Redevelopment is on hold until a site is confirmed by Council.

11. Key Performance Measures

11.1 As part of the development of the Long Term Plan 2018-28 (LTP) Council approved levels of service, performance measures and targets for each activity. There are fourteen performance measures that are within the Community Services Committee’s delegations. The scale to report on the performance measures is as follows:

· On track

· Not on track

· Not measured yet

11.2 The three performance measures which are not on track are library door count and membership and Founders Park occupancy rates. The measures which are on track include the library’s online usage, Founders Park visitor numbers and the Community Partnerships project funding. The remaining eight targets are not yet measured.

11.3 It is expected that the Founders Park occupancy rates will reach target in Quarter 2. The library door count and membership key performance indicators (KPIs) are unlikely to reach target this financial year. Updated levels of service for these KPIs are proposed via the Property and Facilities Activity Management Plan 2021-31. This is to set SMART (specific, measurable, achievable, relevant, time-bound) KPIs which demonstrate the full scale of library services whilst providing targets which are in line with current national benchmarks for public libraries.

11.4 Attachment 2 (A2507991) lists all performance measures, their status and commentary.

12. Conclusion

12.1 The review of performance for the first quarter of 2020/21 for the Community and Recreation Committee is included in this report, with project reports and performance measure updates attached.

Author: Sarina Barron, Manager Libraries

Attachments

Attachment 1: A2508503 Community Services Committee Project Sheets Q1 2020-21 ⇩

Attachment 2: A2507991 Community Services Committee Performance Measures Q1 2020-21 ⇩

Item 13: Natureland Wildlife Trust - Extension to Current Lease Area

Community and Recreation Committee

10 December 2020

REPORT R21356

Natureland Wildlife Trust - Extension to Current Lease Area

1. Purpose of Report

1.1 To obtain support for a proposal from the Natureland Wildlife Trust to extend their leased area to accommodate further development at the Tahunanui Recreation Reserve, 70 Beach Road.

2. Summary

2.1 The primary reason for the lease extension request is for Natureland Wildlife Trust to enhance their viability by developing the Zoo. This was outlined to the Committee during the public forum session at the meeting on Thursday 5 November 2020.

3. Recommendation

That the Community and Recreation Committee

1. Receives the report Natureland Wildlife Trust - Extension to Current Lease Area (R21356) and its attachments (A2340165, A2517562, A2510226); and

2. Agrees in principle

· to extend the current lease area of Natureland Wildlife Trust as indicated on attachment 1 (A2340165); and

· that the extension is subject to Natureland presenting a business case by 31 December 2021; and

· that the annual rent shall remain at $10 plus GST.

4. Background

4.1 The Trust wishes to develop the site

· To enhance their viability and attract more visitors to the zoo.

· The master plan was presented to the Public Forum section of the Sports and Recreation Committee on the 5^th November 2020.

4.2 A business case will be prepared by the Trust to confirm the viability of the proposed development, but in order to proceed with this the Trust need assurance that the extension to the lease area will be granted.

4.3 Officers have not identified any barriers to this request. The area at Hounsell Circle proposed to be incorporated into the lease area is not highly utilised at present for recreational or other activities.

4.4 There are a small number of trees that will be impacted by approving an extension. One is a large pine tree that has approval from the parks team leader to be removed. The other three are phoenix palm trees, one in the proposed extension area and two others on the boundary of the current lease area. As these trees are a feature of Tahunanui all will need to be retained.

4.5 The proposed development would involve moving the entrance to the zoo to opposite the main car park at Hounsell Circle. The Transport Activity Manager has advised that Trust would need to look at installing a pedestrian crossing from the car park to the entrance.

4.6 Further extension of the leased area was allowed for in Clause 30.1 of the current lease dated 2^nd October 2013 and states the following:

“The Lessee may request that the lessor extends the area leased pursuant to this Lease by up to 2,200 square metres within Hounsell Circle, as outlined in green on the plan attached to this lease. The Lessor shall consider the Lessee’s proposal and decide whether or not to lease the additional land. In doing so, the Lessor may seek the views and preferences of such persons that the Lessor considers may be affected by, or have an interest, in the Lessees proposal. Nothing in this clause shall amount to an obligation on the Lessor to lease the additional land to the Lessee”.

4.7 Agreeing to an extension to the leased area is at Council’s discretion.

4.8 It is not necessary for the proposed extension to be publicly notified as the area is classified as Recreation Reserve and there is a Reserve Management Plan in place.

4.9 The current annual rent is a minimal charge of $10.00 and the intention is that this will remain the same if the extension to the lease area is approved.

5. Discussion

5.1 Development will allow for an increase in visitor numbers, raise the profile of the zoo and enable a wider variety of animals to be housed on site, enhancing the visitor experience.

5.2 The proposed extended lease area at Hounsell Circle is currently grassed over and not highly utilised by the public for recreational activities.

5.3 The main feature of the master plan is to build a tropical house for butterflies and other animals such as fish, iguana and pygmy marmosets. The extended area would also include a higher profile entrance, with an administration and ticket office plus a shop for retail. The current entrance would become the service entrance.

5.4 Natureland’s location at Tahunanui Recreation Reserve presents a challenge with rising seas levels predicted in coming years. The Trust want the development to be able to cope with climate conditions, so buildings on raised poles or with the ability to float are being considered.

Future Financial Requirements

5.5 If the lease area extension is agreed in principle then a business case will be prepared to check the viability of the proposed development and set out the sequence of the development stages. The business case will be finalised by the 31^st December 2021.

5.6 The initial stage of the development would involve fencing the extended area in the 2022/23 financial year and the Trust has confirmed that funding would be required to build the fence. Subject to the Committee accepting the business case, the Trust will make a submission to the Annual Plan 2022/23 for a funding provision of $30,000 to help with these costs.

5.7 Seed funding of approximately $300,000 will be sought in principle via submission through the 2021-31 Long Term Plan process. This will enable the Trust to action the development faster than waiting to submit to the 2024-2034 Long Term Plan should the business case be approved. This will be in addition to the current annual grant from Council of $178,000.

5.8 The Trust will also seek funding for the master plan through the Lottery Significant Projects Fund. If successful this would mean the development could be done all at once rather than over a number of years.

5.9 Stephen Standley the Chair of Natureland Wildlife Trust will be present at the meeting to answer questions.

Current Finances

5.10 Finances for the Trusts conservation programmes for the current financial year have been covered by a grant of approximately $60,000 from the Government Wildlife Institutions Relief Fund. The Rata Foundation have provided support for the past two years and have indicated further support going forward.

5.11 Due to the Government wage subsidy and grant detailed above the Trust is confident that operational finances are secure for the 2020/21 year. Visitor numbers are higher now than this time last year and there is a higher level of confidence in the finances for the next financial year than has been felt previously.

5.12 Natureland recently received a Silver Qualmark award under the Sustainable Tourism Business category. Under Qualmarks criteria a silver level tourism business is one that shows evidence of being a sophisticated tourism business that consistently exceeds visitor expectations. Qualmark also acknowledged Natureland’s vision to grow alongside the challenge of climate change and rising seas.

6. Options

Option 1: Approve in principle the extension to the leased area to allow the business case to proceed
Advantages	· Raised profile and heightened visitor experience. · Potential to increase visitor numbers. · Enhanced viability.
Risks and Disadvantages	· Sea level rise means the area could be significantly affected in the future therefore Natureland may be required to relocate. · Extra funding will be sought from Council in the future in addition to the current annual grant
Option 2: Status Quo - Not approve extension to leased area
Advantages	· Future costs to Council reduced as extra funding not needed.
Risks and Disadvantages	· Reduced viability. · Reputational risk to Council if Natureland were to close. · Butterfly house cannot be built on the existing site.

7. Next Steps

7.1 If the extension to the current lease area is agreed in principle, officers will draft a Deed of Variation of Lease to take account of the increased area. This will only be finalised for signing when all recommendations of the report have been satisfied and the business case has been brought back to the Committee.

Author: Jules Read, Leases Officer

Attachments

Attachment 1: Natureland Proposed Lease Extension (A2340165) ⇩

Attachment 2: Natureland - Draft Master Plan (A2517562) ⇩

Attachment 3: Natureland - Future Vision (A2510226) ⇩

Important considerations for decision making

1. Fit with Purpose of Local Government

This decision will provide outcomes for local residents and visitors to the area and is not provided for by central government. This is a discretionary activity for Council.

2. Consistency with Community Outcomes and Council Policy

The recommendation is in alignment with the Community Outcome ‘Our communities have access to a range of social, educational and recreational facilities and activities’.

3. Risk

There is reputational risk to Council if Natureland were to close or if the current operator decided to withdraw.

There is a long term risk (thirty years) that this area will be overtaken by a combination of the eastern migration of the Waimea Channel and sea level rise. The Natureland Wildlife Trust will take account of this in the business case.

4. Financial impact

Natureland Wildlife Trust will continue to seek funding from Council in addition to their current funding agreement. Future funding will need to be considered through future Annual Plans and the Long Term Plan 2024-34.

5. Degree of significance and level of engagement

This matter is of medium significance as Natureland generates a high level of interest in the community.

There has not been any consultation as granting an extension to the leased area is not likely to have a direct impact on any other lease holders in the area.

6. Climate Impact

Natureland Wildlife Trust will consider sea level rise in the development of the area and whatever is built will be able to cope with occasional sea inundation. Plans include buildings on raised poles and with the ability to float.

7. Inclusion of Māori in the decision making process

No engagement with Māori has been undertaken in preparing this report.

8. Delegations

The Community and Recreation Committee has the following delegations to consider the extension of the leased area for Natureland Wildlife Trust

Areas of Responsibility:

· Natureland

Delegations:

The committee has all of the responsibilities, powers, functions and duties of Council in relation to governance matters within its areas of responsibility, except where they have been retained by Council, or have been referred to other committees, subcommittees or subordinate decision-making bodies.

Item 14: Request for Assistance from the Nelson Giants for Trafalgar Centre Hireage

Community and Recreation Committee

10 December 2020

REPORT R21457

Request for Assistance from the Nelson Giants for Trafalgar Centre Hireage

1. Purpose of Report

1.1 The purpose of this report is to present a request from the Nelson Giants Inc. for a reduced fee of $35,000 for 2020/2021 at the Trafalgar Centre.

2. Summary

2.1 The Nelson Giants Inc. (the Giants) have faced financial challenges over the last several seasons and seek to extend the agreement for a reduction in venue hire fees for the Trafalgar Centre into the 2020/2021 financial year. The Giants had previously made an application for the 2018/2019 and 2019/2020 financial year and a funding agreement was in place.

2.2 The 2019/20 reduced fee was not utilised due to COVID-19 government restrictions on public gatherings. This request from the Giants is to extend this arrangement to 2020/21.

3. Recommendation

That the Community and Recreation Committee

1. Receives the report Request for Assistance from the Nelson Giants for Trafalgar Centre Hireage (R21457).

Recommendation to Council

That the Council

1. Approves unbudgeted expenditure of $25,101 to provide a reduced rate of $35,000 for the Nelson Giants’ use of Trafalgar Centre between April and July 2021.

4. Background

4.1 The Nelson Giants have approached Council seeking financial support. A copy of their letter and Balance Sheet as at 30 September is appended to the separate confidential report titled, “Request for Assistance from the Nelson Giants for Trafalgar Centre Hireage – additional information.”

4.2 The Giants’ ownership structure is made up of the Basketball Development Nelson Trust (the Trust), and this in turn owns Nelson Giants Inc. The Trust is made up of Julie Bensemann, Ben Douglas, Phill Jones, Toni Grant, and Andrew Harrison. Nelson Giants Inc is governed by a Board. The Giants’ Board directors are Ben Douglas and Tony Bowater.

4.3 The Giants had previously made an application for the 2018/2019 and 2019/2020 financial year.

4.4 The previous Council decision from 13 December 2018 states;

Resolved CL/2018/309

That the Council

Receives the report Request for Assistance from a Nelson Sporting Group (R9880) and its attachments (A2098586 and A2101860); and

Approves a reduced rate of $35,000 per annum for the Nelson Giants’ use of Trafalgar Centre for 2018/19 and 2019/20.

4.5 The 2019/20 funding was not utilised due to COVID-19 government restrictions.

The Trafalgar Centre’s role

4.6 In light of the issues raised by the Giants about the Trafalgar Centre’s fees, some background is provided below on the operation of the Trafalgar Centre.

4.7 Since its refurbishment and re-opening in 2017, Council’s objective has been to position the Trafalgar Centre as a premiere facility, to attract significant commercial bookings. The Property and Facilities Draft Activity Management Plan 2021-31, describes the relevant key issues for the Trafalgar Centre as follows:

Maintaining Trafalgar Centre as a premier event centre for the ‘Top of the South’ and for the South Island that attracts visitors to the region specifically for major events. Venue investment is needed in a timely fashion to stay competitive with other regions and an ongoing investment in the centre is required.

Work with partners to support successful events by optimising the Trafalgar Centre’s event efficiency and on-site services for all bookings including consideration of ways for events to improve on site waste management.

Support the goals of the Nelson Event Strategy to stimulate Nelson City’s economy by bringing new spending through visitors coming to Nelson for distinct events in the shoulder and off season. A budget exists for marketing of Council venues and facilities each year.

4.8 The facility is managed under contract by Community Leisure Management (CLM). The contract commenced in September 2017 and has had an extension of contract which runs until September 2023. Under the contract CLM provides management services for Trafalgar Centre, Trafalgar Park and Pavilion, Pūtangitangi/Greenmeadows Centre and Council’s community halls.

4.9 Fees and charges for the Trafalgar Centre were approved at the Sport and Recreation Committee meeting on 18 June 2020 (R13715). Council offers a commercial rate for ticketed events or exhibitions, and a community rate. The community rate for the Trafalgar Centre equates to 73% of the full commercial rate for venue hire. The proceeds from venue hire come to Council under the contract with CLM; therefore any reduction in the venue hire fee is at Council’s expense (rather than CLM).

5. Discussion

Request for fee reduction

5.1 The Giants are requesting to hold their fees for the next year at $35,000 per annum. They are charged the community rate for the Trafalgar Centre of $25,101. This charge is proposed to be covered by Council.

5.2 CLM charge a community rate for the additional services offered which include cleaning, seating set up, waste management and staffing of the facility. These fees are set through the contract in consultation with officers based on national bench marking of other similar venues. These costs will be required to be met by the Giants.

5.3 The additional services for the Giants season has been estimated at $35,921. This amount is still under negotiation with CLM and the Giants as final arrangements are being made.

5.4 The Giants are requesting to hold their fees for the next season (2021). If Council wishes to agree to the request from the Giants for a fee set at $35,000 for the season then the financial consequence can be summarised as follows (figures are GST exclusive):

	2020 -2021
CLM Revenue	$35,921
Council Revenue	$25,101
Total Fees	$61,022
Fee Reduction	$26,022
New Fee	$35,000

5.5 In effect this means that Council would receive no revenue hire fees from the use of the Trafalgar Centre by the Giants. There is also a potential opportunity cost as the venue is unavailable for hire to other users. This represents a loss as shown above of $25,101 if hired by a community group or $34,389 if hired by commercial events.

5.6 The fee reduction of $26,022 to meet the request from the Giants of a reduced fee of $35,000 would be made up of $25,101 for venue hire to cover Council’s cost. There is no existing Council budget to cover these costs of $25,101. Therefore unbudgeted expenditure is required. Revenue for the Trafalgar Centre is budgeted in the Annual Plan for 2020/21 to be $139,000.

5.7 The $921 difference is to be considered by the Giants and CLM as they negotiate the additional services required.

5.8 The Venue Hire Fund criteria does not have the policy scope to cover these costs. There are still 6 months for the Venue Hire Fund to assist other potential users of the $22,000 remaining.

5.9 It is noted that the Giants are able to save costs by continuing to use their own volunteers to provide the following services: car parking, security, fire wardens, hosting services in the corporate area, and provision of food and beverage. CLM have indicated that these jobs can be carried out by the Giants as long as they are completed to the required standard. The service cost has the ability to be negotiated.

5.10 Officers and CLM accept that the Giants will continue offering food and beverage services at the Trafalgar Centre for Giants’ game days, thus providing a further source of revenue. Neither Council nor CLM receive revenue from this service.

5.11 If the Giants require any further venue hire discounts beyond July 2021 a submission to the Annual Plan will be required. The Giants have been advised of this.

6. Options

6.1 The options are to approve a reduced fee for one year at the level requested by the Giants, or not to approve the request.

Option 1: Approve a reduced fee at the value of $35,000 p.a. for FY 2020/2021 (recommended)
Advantages	· Helps to support the financial viability of the Giants · Provides certainty for the Giants for the next year · Retains the Giants as a key user at the Trafalgar Centre
Risks and Disadvantages	· Reduced revenue for Council · Giants’ methods of reducing costs rely on volunteers · Other groups may also request a discount · Lost opportunity cost for other fee paying users
Option 2: Do not approve the reduced fee
Advantages	· Revenue is maximised, if the Giants can pay
Risks and Disadvantages	· Giants may not be able to pay, resulting in further debt owed to Council or the loss of the Giants as a user.

7. Conclusion

7.1 The Giants had previously made an application for the 2018/2019 and 2019/2020 financial year and a funding agreement was in place.

7.2 The 2019/20 reduced fee was not fully utilised due COVID-19 government restrictions on public gatherings. Therefore the request from the Giants is to extend this to 2020/21.

8. Next Steps

8.1 Staff will confirm the venue hire fee with CLM and Giants.

8.2 Staff will work with the Giants and CLM to confirm the additional services required for the season.

8.3 Staff to draft a funding agreement with the Giants.

8.4 Staff will work with the Giants and CLM to develop an agreement for future bookings procedures.

8.5 The Giants will be advised to submit to the LTP if they are requesting discounts for future seasons.

Author: Rosie Bartlett, Manager Parks and Facilities

Attachments

Nil

Important considerations for decision making

1. Fit with Purpose of Local Government

This recommendation promotes recreational and community activity in Nelson.

This activity fits with the purpose of local government ‘to meet the current and future needs of communities for good-quality local infrastructure, local public services, and performance of regulatory functions in a way that is most cost-effective for households and businesses’.

2. Consistency with Community Outcomes and Council Policy

The recommendation will help to support the delivery of the following Council Community Outcome:

• Our communities have access to a range of social, educational and recreational facilities and activities

3. Risk

Given the Nelson Giants face financial difficulties, a discounted fee for the Trafalgar Centre will help to mitigate the risk that the Giants might fold and that the Trafalgar Centre might lose a core user.

In spite of financial support from Council, there is risk that the Nelson Giants may still be unable to succeed financially.

Allowing the Giants to utilise volunteers to provide car parking, security, fire wardens, corporate hospitality introduces reputational and safety risks. But these are considered manageable.

There is a risk that other Trafalgar Centre users may seek similar discounts outside of the Venue hire fund.

4. Financial impact

Reducing the fees will have an impact on revenue of the Trafalgar Centre by $25,101.

5. Degree of significance and level of engagement

This matter is of low significance because it does not relate to a strategic asset as defined by the Significance and Engagement Policy; it will not change Council’s levels of service or service delivery; it won’t change Council’s debt or level of rates to be charged in the current financial year; it is a reversible decision and will not impact future generations; the impact on the community is low if the recommendation is accepted; it does not flow from other Council decisions; and there would not be an expectation of the matter generating wide public interest (unless it led to the Giants folding).

6. Climate Impact

This decision is likely to result in no impact in greenhouse gas emissions and will have no impact on the ability of the council or district to proactively respond to the impacts of climate change now or in the future.

7. Inclusion of Māori in the decision making process

No engagement with Māori has been undertaken in preparing this report.

8. Delegations

The committee has the following delegations to consider the request for assistance from the Nelson Giants:

Areas of Responsibility:

· Trafalgar Centre

Delegations:

Powers to Recommend (if applicable):

· Unbudgeted expenditure relating to the areas of responsibility, not included in the Long Term Plan or Annual Plan

Item 15: Recommendations from the Greenmeadows Hearings Panel: proposed classification of Greenmeadows

Community and Recreation Committee

10 December 2020

REPORT R22506

Recommendations from the Greenmeadows Hearings Panel: proposed classification of Greenmeadows

1. Purpose of Report

1.1 To consider the recommendations from the Greenmeadows Hearings Panel (Panel) following its deliberations on the proposed classification of Greenmeadows Reserve.

2. Recommendation

That the Community and Recreation Committee

1. Receives the report Recommendations from the Greenmeadows Hearings Panel: proposed classification of Greenmeadows (R22506) and its attachments (A2097295, A2140227, A2437010 and A2517526).

Recommendation to Council

That the Council

3. Delegates to the Chief Executive authority to:

(a) prepare and approve a survey plan that defines the land classified in accordance with this report (R22506) and the 13 December 2018 report R9565;

(b) prepare and place notices in the New Zealand Gazette that record the classifications of the land in accordance with this report (R22506) and report R9565; and

(c) attend to registration of the published Gazette Notices against the Records of Title for the classified land.

3. Background

3.1 Nelson City Council intends to prepare a reserve management plan (RMP) for sportsgrounds within its district. However, the Reserves Act 1977 requires that reserve lands be classified for their primary purpose before this process can be undertaken. Parts of Greenmeadows Reserve require classification under the Act to enable this process to continue.

3.2 Once classified, reserves may generally only be used for the primary purpose for which they are classified, in accordance with the requirements of the Act. It is possible for different parts of the same reserve to be classified for different purposes.

3.3 Following approval of the classifications for all of Greenmeadows Reserve, staff will arrange for preparation of a Survey Office Plan (depicting the land classified in accordance with this report R22506 and report R9565 to enable the classifications to be gazetted and recorded against the relevant titles.

Previous decisions

3.4 At its meeting on 13 December 2018, Council approved the classification as recreation reserve of those parts of Greenmeadows and Isel Park used for recreation purposes as shaded green on Attachment 1.

3.5 Council also and determined under section 16(5) of the Act that no public notification of the classification was necessary. This decision was made on the basis that the classification was consistent with the existing purpose of the Reserve. This includes the area where the sports fields and tennis courts are located.

3.6 At the same meeting, Council approved public notification of the proposed classification for the following parts of Greenmeadows Reserve and Isel Park:

3.6.1 the area on which the Greenmeadows Centre is located, being part of Record of Title NL114/188 and proposed to be classified as Local Purpose (Community Purposes) Reserve as shaded orange on the map (Attachment 1)

3.6.2 a small section of land running along the Songer Street and Main Road Stoke boundaries, being part of Record of Title NL114/188 as proposed to be classified as Local Purpose (Road) Reserve as shaded red on the map (Attachment 1)

3.7 Council also resolved on 13 December 2018 that it:

Delegates a Greenmeadows Reserve Hearings Panel, as a subcommittee of Council, authority to consider, hear and deliberate on submissions or objections on the proposed Local Purpose (Community Purposes) Reserve and Local Purpose (Road) Reserve classifications; and

Appoints three members to the Greenmeadows Reserve Hearings panel; being an independent member (Chairperson), the Chair of the Sports and Recreation Committee and the Chair of the Community Services Committee; and

Delegates to the Chief Executive the authority to appoint the independent member (Chairperson) of the Greenmeadows Reserve Hearings Panel; and

Approves the Terms of Reference in Attachment 2 (A2084230) for the Greenmeadows Reserve Hearings Panel to consider, hear and deliberate on the proposed Local Purpose (Community Purposes) Reserve and Local Purpose (Road) Reserve; and

Agrees that the public notification processes are initiated within 18 months.

3.8 A copy of the full set of Council resolutions from the 13 December 2018 meeting, noting that these were proactively released, is attached (Attachment 2).

4. Discussion

Public notification

4.1 The Act sets out the process for classification of reserves. The process requires public notification of the proposed classification for one month (or longer if over the Christmas holiday period), the right for objectors and submitters to be heard and consideration of these views before Council makes its final decision.

4.2 Council originally gave public notice of its intention to classify part of Greenmeadows Reserve on 11 December 2019 and, as the notification was over the Christmas period, the consultation period ran until 12 February 2020. However, the map that was attached to the notice (and subsequently considered by the Hearings Panel) was incomplete in relation to the land proposed to be classified as Local Purpose (Road) Reserve. As a result the consultation process was repeated and a second public notice with the correct map was published on 7 August 2020. The consultation period closed on 8 September 2020.

4.3 The second public notice (Attachment 3) was published in the Nelson Mail and on Council’s website including Shape Nelson. Copies of the notice were available at Council’s Customer Service Centre, Nelson’s public libraries and the Greenmeadows Centre. Additionally, the five tenant groups of the Greenmeadows Centre were advised of the proposal and given the opportunity to raise questions with staff.

4.4 The notice proposed classification of part of Greenmeadows Reserve, shaded orange on the map (Attachment 1) as Local Purpose (Community Purposes) Reserve and part of Greenmeadows Reserve shaded red on the map (Attachment 1) as Local Purpose (Road) Reserve. Any person wishing to make an objection or submission on the proposal was invited to write to Council.

Summary of submissions

4.5 No submissions or objections were received during the first consultation period (11 December 2019 – 12 February 2020).

4.6 During the second consultation period (7 August 2020 – 8 September 2020), one submission was received which was considered by the Hearings Panel.

Hearings Panel

4.7 Appointment of the Independent Chair to the Hearings Panel was delegated to the Chief Executive at the 2018 Council meeting. Helen Neale was appointed to this position. The two other members of the Panel were the Chair of the Sports and Recreation and Community Services Committees respectively.

4.8 The Panel met to deliberate on the proposed classification on 21 October 2020. The Chair’s report (Attachment 4) contains the Panel’s recommendations that Council:

4.8.1 Approves the classification of part of Greenmeadows (being part of Record of Title NL114/188) as shaded orange in Attachment 1 (A2097295) as Local Purpose (Community Purposes) Reserve under s23 of the Reserves Act 1977; and

4.8.2 Approves the classification of part of Greenmeadows (being part of Record of Title NL114/188) as shaded red in Attachment 1 (A2097295) as Local Purpose (Road) Reserve under s23 of the Reserves Act 1977.

4.9 The next step is to decide whether to approve the proposed classifications as recommended by the Panel.

Greenmeadows Reserve – legal status

4.10 Parts of two titles of land (Records of title NL114/188 and 473412) together make up Greenmeadows, as shown in Attachment 1. The purple dotted line shows the boundaries of NL114/188 and the blue dotted line shows the boundaries of 473412. The black dotted line shows what is treated as boundaries of Greenmeadows and Isel Park.

4.11 Nearly all of NL114/188 is within the Greenmeadows Reserve boundary, with a small part being outside the boundary on the edge of Songer Street and Main Road Stoke and used as footpath, and a small part being outside the northern boundary of Greenmeadows and being treated as part of Isel Park. Part of 473412 is within Greenmeadows boundary and the remainder is within Isel Park boundary. Both titles are Reserves Act land and are yet to be formally classified under the Act.

4.12 Prior to Greenmeadows (both titles) being transferred to Council, the land was owned vested in the Crown and was part of the Stoke Domain. The land (Part Section 50 District of Suburban South and defined on DP 4585 further described in Record of Title NL114/188 and Lot 46 DP 5508 part sections 49 and 50 further described in Record of Title 473412) was deemed to be recreation reserve subject to Part 2 of the Reserves and Domains Act 1953 and vested in the “Mayor, Councillors and Citizens of the City of Nelson” in trust for recreational purposes pursuant to a Gazette Notice published on 20 October 1966. When the Reserves and Domains Act 1953 was repealed by the Act, the land became reserve subject to the Act.

4.13 Council is required to administer the land under section 16(6) of the Reserves Act 1977 for the purposes of this existing reservation until such time as it is classified.

Proposal to classify part of Greenmeadows Reserve as Local Purpose (Community Purposes) Reserve

4.14 The reason for the proposed classification as Local Purpose (Community Purposes) Reserve is that this part of Greenmeadows now has a wider community purpose than purely recreation. For example, the Greenmeadows facility is used by rugby, tennis, cricket and a community group, Stoke Seniors. There is a café in the facility as well as a commercial kitchen that can be hired.

4.15 The proposed classification provides for a broader type of use of the facility which is important as it allows for realisation of wider benefits for the Stoke community.

4.16 Staff support the Panel’s recommendation for this part of Greenmeadows Reserve to be classified as Local Purpose (Community Purposes) Reserve as shaded orange on the map (Attachment 1).

Lease agreements in place

4.17 Currently, there are five tenants of the Greenmeadows facility (Stoke Rugby Club, Nelson Cricket Association, Stoke Tennis Club, Stoke Seniors and the Garden Window Café) who all have lease agreements with the Council.

4.18 The classification of the land as Local Purpose Reserve does not affect the validity of the existing lease arrangements. When the existing leases reach their final expiry dates, section 61 of the Reserves Act will apply to any new lease arrangements.

4.19 Section 61 sets out the powers of the administering body of a local purpose reserve, including leasing. Under section 61(1), the administering body may do things necessary or desirable for the proper and beneficial management, administration and control of the reserve and for the use of the reserve for the purpose specified in its classification. Section 61(2) and (2A) set out specific leasing powers and section 61(2B) requires (amongst other things), that land leased under section 61(2A) to be used solely for the purposes specified in the lease agreement.

Proposal to classify part of Greenmeadows Reserve as Local Purpose (Road) Reserve

4.20 The reason it has been proposed to classify this part as Local Purpose (Road) Reserve is because this small section of land has been identified as within the title for the reserve, but it is currently being used as footpath/road/parking. The current use is due to the road being widened at some point and part of the reserve (approximately 0.1730 hectares) being converted to footpath and parking. This use is also intended to continue for the future.

4.21 Reserve land that is being used for roading purposes should not be classified for recreation or community purposes, given its primary purpose is roading. Staff support the Panel recommendation that this part of Greenmeadows Reserve (shaded red on map, Attachment 1) be classified as Local Purpose (Road) Reserve.

4.22 An alternative approach, to ensure that the land used for roading purposes is not classified for an inconsistent purpose, would be to vest the land as road under section 114 of the Public Works Act 1981. However, that would involve obtaining approval from the Minister of Conservation and the ultimate decision maker would be the Minister for Land Information rather than the Council. Since Council has already engaged in a process to classify the Greenmeadows Reserve, it is considered that classifying this piece of land as Local Purpose (Road) Reserve is the most efficient and cost-effective resolution for this issue.

5. Options

5.1 Option 1 is recommended

Option 1: Classify the parts of Greenmeadows Reserve as recommended by the Hearings Panel
Advantages	· Enables appropriate classification of these parts of the Reserve in a way that is consistent with the current use of the land · Addresses the ongoing legal risk associated with this land not being formally classified and ensures the existing roading use is reflected · Enables development of a Sportsground Reserves Management Plan to be progressed
Risks and Disadvantages	· None known
Option 2: Partly complete classification
Advantages	· None known
Risks and Disadvantages	· This option would create ongoing legal risk as classification of the reserve for its primary purpose is a requirement of the Act and should be completed in its entirety
Option 3: Status quo – do not classify the parts of the Reserve
Advantages	· None known
Risks and Disadvantages	· This option would create ongoing legal risk as classification of the reserve for its primary purpose is a requirement of the Act

6. Next Steps

6.1 Following a decision to classify as recommended in this report, staff will proceed with preparation of the final survey plan to be approved by Land Information New Zealand, place notices in the New Zealand Gazette for all areas of Greenmeadows and Isel Park being classified and register the Gazette notice against the relevant Records of Title.

Author: Michelle Joubert, Policy Adviser

Attachments

Attachment 1: A2097295 - Map of Greenmeadows Reserve and Isel Park and the proposed classifications ⇩

Attachment 2: A2140227 - Council decision released from public excluded sesion 13 December 2018 ⇩

Attachment 3: A2437010 - Public notice proposed classification of Greenmeadows August 2020 ⇩

Attachment 4: A2517526 - Hearings Panel Chair's report Greenmeadows ⇩

Important considerations for decision making

1. Fit with Purpose of Local Government

Classifying Greenmeadows Reserve fits with the purpose of local government as a regulatory function of the Reserves Act 1977 which requires reserves classifications to align with the primary purpose of the reserve.

2. Consistency with Community Outcomes and Council Policy

The recommendations in this report align with the following community outcome:

Our communities have access to a range of social, educational, and recreational facilities and activities.

3. Risk

The Reserve needs to be classified according to its primary purpose; there is a legal risk from ongoing lack of compliance with the Reserves Act.

4. Financial impact

There is a cost to complete the survey plan for the Greenmeadows Reserve as well as to place the appropriate Gazette notices and attend to registration against titles. These costs will be met from existing budgets.

5. Degree of significance and level of engagement

The decision to classify the reserve is of low significance. The Reserve is not a strategic asset and there will be no change to the use of the reserve as a result of the classification proposed. Community consultation was undertaken on the proposal.

6. Climate Impact

Climate impact has not been considered in preparing this report.

7. Inclusion of Māori in the decision making process

No engagement with Māori has been undertaken in preparing this report.

8. Delegations

The Committee has the following delegations to consider this report

Areas of Responsibility:

· Parks and Reserves, (aside from Saxton Field (a matter for the Saxton Field Committee) Delegations:

Powers to Recommend:

· The Minister of Conservation has delegated the power to classify reserve under section 16(1) of the Reserves Act to territorial authorities.

· Where a decision must be exercised by Council or is unable to be delegated by law, the matter should be considered first by the committee, subcommittee or subordinate decision-making body with the relevant area of responsibility, which will then make a recommendation to Council for decision. (Paragraph 5.1.4 Nelson City Council delegations register)

Item 16: Adoption of the Community Partnerships Activity Management Plan

Community and Recreation Committee

10 December 2020

REPORT R18142

Adoption of the Community Partnerships Activity Management Plan

1. Purpose of Report

1.1 To approve the Community Partnerships Activity Management Plan 2021-31 (AMP) as the version to inform the Long Term Plan 2021-31 (LTP).

2. Recommendation

That the Community and Recreation Committee

1. Receives the report Adoption of the Community Partnerships Activity Management Plan (R18142) and its attachment (A2457019); and

2. Approves the Draft Community Partnerships Activity Management Plan 2021-31 (A2457019) as the version to inform the Long Term Plan 2021-31; and

3. Notes that the Draft Community Partnerships Activity Management Plan 2021-31 will be updated, and the final Activity Management Plan adopted, after the adoption of the Long Term Plan 2021-2031.

3. Background

3.1 Draft Activity Management Plans (AMPs) are prepared for the approval of the Committee to inform development of the LTP. This AMP will inform the development of the 2021-31 LTP.

3.2 Following consultation on and adoption of the LTP, the AMP will be updated to align with the adopted LTP. The final updated AMPs will be brought back to Council early in 2021/22 for adoption.

3.3 The draft AMP takes account of previous Council and Committee resolutions and feedback at workshops on the proposed work programme and budgets. Officers have undertaken a high level review of budgets across Council activities, however the AMPs are at different stages of development and amendments may be required to the draft Plan once all AMPs have been received by their respective committees and the cumulative effect of the AMPs has been considered at the workshops in December 2020 and January 2021. The final AMP will be brought to the Committee for approval after it has been updated to include decisions made during the LTP process.

4. Discussion

4.1 The purpose of the Community Partnerships activity is to improve the social wellbeing of the community. To achieve this Council works in partnership with iwi, community organisations, central government, and other funding agencies.

4.2 The Draft AMP sets out the background to Council’s Community Partnership activities and includes details of the following:

· key issues for the community with a focus on communities of greatest need

· proposed activities to address these issues

· how the team will make the most strategic use of limited resources to improve social outcomes

· amended levels of service and performance measures which focus on outcomes rather than outputs

· changes to the activity budgets to enable a more agile response to emerging issues.

4.3 A series of workshops have been held with Council this year to build the AMP. These workshops were held to confirm the priorities for 2021-31 and seek commentary from Council on changes. These workshops were held on 12 May, 21 July and 20 August 2020 resulting in the AMP having a greater focus on communities of greatest need. This new focus was endorsed by Iwi managers during an engagement meeting on 18 November. Iwi managers noted that the proposed priorities align well with Iwi priorities as they relate to community development.

4.4 In summary, while still supporting broad-based community development through programmes like the Youth Council, this AMP has a strong focus on Nelson’s communities of greatest need, specifically:

· reducing social isolation, particularly for groups such as older adults, former refugees and migrants

· reducing housing vulnerability by supporting a Council-wide approach to housing issues, and working with the community sector to assist people experiencing homelessness or who are at risk of homelessness

· reducing the impact of poverty by supporting the community groups which provide front line services

· improving access to work and learning opportunities for young people.

4.5 Council’s approach is to directly invest in community groups working in these areas, to prioritise investment in communities of greatest need via the contestable Community Investment Fund, influence investment from central government and agencies, facilitate a whole of Council response to social issues, and support social sector activity to improve outcomes.

4.6 The levels of service, performance measures and performance targets have been redeveloped to focus on outcomes, as discussed at Council workshops. A programme for regularly reporting on qualitative and quantitative indicators is also planned, as outlined in the ‘risks’ section of the AMP.

4.7 The Community Partnerships combined workstream has a budget of $818,668 for the 2021/22 year, which includes the Community Investment Fund ($339,626).

4.8 The Draft Community Partnerships Activity Management Plan (A2457019) will be available on the Council’s website, 2021-31 Activity Management Plans page (www.nelson.govt.nz/2021-31-activity-management-plans).

5. Options

Option 1: Approve the Draft AMP 2021-31 (recommended)
Advantages	· Meets requirements of Local Government Act 2002. · Reflects the input of elected members during workshops.
Risks and Disadvantages	· Nil.
Option 2: Not approve the Draft AMP 2021-31
Advantages	· Opportunity for the Committee to make changes to the AMP.
Risks and Disadvantages	· Fails to provide input to the LTP in the Community Partnerships area. · Fails to meet the requirements of the Local Government Act 2002.

6. Conclusion

6.1 The draft AMP has been prepared to inform the LTP and will support Council in meeting its obligations under section 93 and schedule 10 of the Local Government Act 2002.

Author: Steve Stiles, Acting Manager Community Partnerships

Attachments

Attachment 1: A2518590 - Draft Community Partnerships AMP post Iwi Managers engagement ⇩

Important considerations for decision making

1. Fit with Purpose of Local Government

The development of a Community Partnerships AMP fits with the purpose of Local Government as it will contribute to the social and cultural wellbeing of our community.

2. Consistency with Community Outcomes and Council Policy

The work programme of the Community Partnerships AMP contributes to the following Community Outcomes:

· Our communities are healthy, safe, inclusive and resilient;

· Our communities have access to a range of social, educational and recreational facilities and activities, and

· Our Council provides leadership and fosters partnerships, a regional perspective, and community engagement.

3. Risk

The risks identified in the AMP are outlined below. The proposed solutions to manage these risks are included in the Executive Summary and in section 9 of the AMP.

· The potential for non-delivery of results from funding granted through the Community Investment Fund.

· The difficulty in collecting meaningful data related to outcomes, resulting in lost opportunity costs by not knowing if Council is investing in the highest value projects.

· Inability to meet the needs associated with increasing stresses on individual and community wellbeing due to COVID-19 impacts.

4. Financial impact

There are no direct funding implications from the recommendation. The AMP guides the funding in the proposed LTP and which will be subject to a consultation process with the community.

5. Degree of significance and level of engagement

This matter is of high significance because the adoption of an LTP is a statutory requirement under the LGA Act 2002. Consultation with the community will occur with the public advertising of the draft LTP.

6. Climate Impact

There are no climate change implications from this decision.

7. Inclusion of Māori in the decision making process

Iwi feedback has being obtained on the draft AMP and any matters that require additional consideration will be covered at the December LTP workshop.

8. Delegations

The Community and Recreation Committee has the following delegations to consider the Activity Management Plan:

Areas of Responsibility:

· Community development, including youth issues, ageing issues and social well-being.

Delegations:

· Developing, monitoring and reviewing strategies, policies and plans, with final versions to be recommended to Council for approval.

· Developing and approving in principle draft Activity Management Plans, for inclusion in the draft Long Term Plan.

Item 17: Sports and Recreation Quarterly Report to 30 September 2020

Community and Recreation Committee

10 December 2020

REPORT R20300

Sports and Recreation Quarterly Report to 30 September 2020

1. Purpose of Report

1.1 To inform the Committee of the financial and non-financial results for the second quarter for the activities under the previous Sport and Recreation Committee’s delegated authority.

2. Recommendation

That the Community and Recreation Committee

1. Receives the report Sports and Recreation Quarterly Report to 30 September 2020 (R20300) and its attachments (A2506440) and (A2507706)

3. Background

3.1 Quarterly reports on performance are being provided to each Committee on the performance and delivery of projects and activities within their areas of responsibility. This report covers the Sport and Recreation activity and not Community Services activity which is covered in a separate report due to the recently changed delegations and meeting schedule. Future reports will be amalgamated.

3.2 The financial reporting focuses on the year to date performance (1 July 2020 to 30 September 2020) compared with the year-to-date (YTD) approved capital and operating budgets.

3.3 Unless otherwise indicated, all information is against approved operating budget, which is the 2020/21 annual budget plus any carry forwards, plus or minus any other additions or changes as approved by the Committee or Council.

3.4 More detailed project sheets are included in Attachment 1 (A2506440) for the ten projects that fall under the Community and Recreation Committee and two projects that fall under the Strategic Development and Property subcommittee and will therefore be reported to this sub-committee.

3.5 These have been selected if their budget is at least $250,000 for 2020/21, are multi-year projects with a budget over $1 million, or have been assessed to be of particular interest to the Committee.

3.6 Project status is analysed based on three factors; quality, time and budget. From the consideration of these three factors the project is summarised as being on track (green), some issues/risks (orange), or major issues/risks (red). Projects that are within 5 % of their budget are considered to be on track in regards to the budget factor.

4. COVID-19 situation

4.1 In September 2020 New Zealand moved to Alert Level 1. All Council sports and recreational facilities are operating in accordance with National Guidelines. Procedures are in place in case alert levels change.

4.2 A separate report was received by the Sports and Recreation Committee on 18 June 2020 with implications of COVID-19 on Sports and Facilities (R17015).

5. Tenders awarded

5.1 Tenders are advised in the Quarterly Report if their budget is at least $300,000 and/or $2,500,000 and accepted via the Tenders Subcommittee. There were no tenders awarded under delegated authority in the first quarter of the financial year 2020/21.

6. Financial Results

6.1 Profit and Loss by activity

· The “Total Operating Budget” differs from the “Total Annual Plan Budget” in that it includes carry forwards and reallocations made after the final approval of the Annual Plan.

· Base Expenditure is expenditure that happens year after year, for example yearly contracts or operating expenses.

· Programmed Expenditure is planned, or there is a specific programme of works. For example, painting a building.

· Unprogrammed Expenditure is reactive or unplanned in nature, for example responding to a weather event. Budgets are included as provisions for these expenses which are unknown.

· The Profit and Loss reports presented above are shown by activity. These activities include some cost centres that are reported to other committees.

o The Social activity includes the following cost centres:

§ Reported within the Community Services report:

· Managing Heritage And Arts

· Museum

· Suter Gallery

· Isel House

· Melrose House

· Broadgreen House

· Founders Park

· Historic Cemeteries

· Arts & Heritage Grants

· Heritage Incentives

· Festivals

· Street Decorations

· Nelson Centre of Musical Arts

· Theatre Royal

· Community Services Planning

· Nelson Library

· Stoke Library

· Nellie Nightingale Library Memorial

· Marsden Valley Cemetery

· Crematorium

· Toilets (Free)

· Toilets (Charge)

· Pūtangitangi Greenmeadows Centre

· Stoke Hall

· Community Properties

· Wakapuaka Recreation Centre

· Trafalgar St Hall

· Community Housing

· Social Indicators

· Employment Assistance

· Community Liaison: Development

· Community Liaison: Grants (Ca)

§ Reported within the Sports and Recreation Report: (delegation now sits with the Strategic development and Properties sub committee)

· Motor Camp Tahuna

· Maitai Camp

· Brook Camp

o The Parks and Active Recreation activity includes the following cost centres:

§ Reported in Community Services Report:

· Community Programmes

§ Reported in the Sports and Recreation Report:

· Public Gardens

· Neighbourhood Parks

· Park Trees

· Conservation Reserves

· Landscape Reserves

· Esplanade & Foreshore Reserves

· Heritage, Landscape, Local Trees

· Walkways

· Sports Parks

· Recreation Planning

· Natureland

· Trafalgar Centre

· Saxton Field Stadium

· Saxton Oval Pavilion

· Golf Course

· Pools

· Recreation Liaison

· Play Facilities

· Marina (delegation now with the Strategic Development and Property subcommittee)

· Saxton Field

· Regional Community Facilities

Operating budgets were initially phased evenly across the year, and have now been revisited to take account of phasing considerations and updated where necessary. These changes will be reflected in the second quarter report.

Neighbourhood Parks expenditure is less than budget by $46,000 for YTD mainly due to replacement planting which is undertaken later in the financial year. The full budget is expected to be spent during the next planting season in May/June 2021.

Landscape Reserves expenditure is less than budget by $123,000, primarily related to the funding granted to the Nelson Mountain Bike Club (which is claimed following completion of specific outcomes in a funding agreement). The Nelson Mountain Bike Club has a programme of work in place and expect the funding to be spent this financial year.

Esplanade & Foreshore Reserves income is greater than budget by $92,000. An unbudgeted Provincial Growth Fund Grant for Borck Creek of $98,000 was received. This joint venture with Tasman District Council (TDC) to fund a pathway along Borck Creek.

Walkways income is greater than budget by $45,000 due to an unbudgeted grant from Ministry of Business Innovation and Environment in relation to the management of the NZ Cycle Trail. This will be offset by Great Rides management expenditure.

Sports Parks expenditure is behind budget by $55,000 due to Property Maintenance being $64,000 less than budget as a result of renovations which are weather dependent. The total budget will be spent by the end of the year. This is offset by unprogrammed and unbudgeted expenses of $9,000 in relation to COVID-19.

Trafalgar Centre income is less than budget by $57,000 due to COVID-19 closure and cancelled events. Trafalgar Centre expenditure is in line with budget.

Saxton Field expenditure is less than budget by $196,000 due to the TDC Champion Drive connection to Velodrome experiencing a delay in the works starting which is now estimated to be November 2020. Saxton Oval programmed expenditure is behind by $36,000 but is anticipated to be fully spent by the end of the year.

7. Commentary on Capital Projects

7.1 There are ten capital projects within the Sports and Recreation Committee delegations, that are included as part of the quarterly reporting. Five of these are included with a budget greater than $1,000,000 over three years.

7.2 Project status is analysed based on three factors; quality, time and budget. Based on consideration of these three factors the project is summarised as being on track (green), some issues/risks (yellow), or major issues/risks (red). Projects that are within 5% of their budget are considered to be on track in regards to the budget factor. These projects are reported on in Attachment 1 (A2506440).

7.3 The variances shown between the YTD Actuals and YTD Capital Budget within the above graph are explained in the project sheets in relation to the most significant variances above.

City Play Space

7.4 This programme relates to the development of a play space in the city centre area. Investigations are underway into a location. The development is programmed for 2024/25 which may be brought forward dependent on land purchase.

Reserve Development Programme

7.5 Reserve developments are predominantly funded from subdivision financial contributions, not rates. 2020/21 funding has been allocated for the construction of a new shared pathway through a new reserve in the Montebello Subdivision (Ngawhatu Valley), Marsden Park Play Space, and Corder Park. Where appropriate funds are reallocated to a specific project budget.

Maitai Mountain Bike and Recreation Hub

7.6 A relocatable modular concept is proposed that can be relocated in future to tie in with other developments. This project has received funding support from Ministry of Business (MBIE). With Ngāti Koata support the project will move to the consultation and design stage in November 2020.

Forestry Conversion Programme

7.7 Approximately 140 hectares of commercial forestry is being progressively retired and established in alternative species. Progress updates on the conversion programme are reported to the Forestry Subcommittee. Alternative species conversion to date has occurred in the Maitai and Brook catchments where considerable mulching has taken place and over 20,000 seedlings have been planted since July 2020.

Marsden Valley Dog Park

7.8 A report was received by the Sports and Recreation Committee on 19 March 2020 (R13714) to determine a location for the park, confirmed as Marsden Valley. Construction was carried out over the first quarter of 2020/21, with the dog park being completed in November 2020. Since opening the Park has been well used and staff have received positive feedback.

Photos 1 and 2: Marsden Valley Dog Park; views from entrance and car park area, October 2020

8. Commentary on operational projects

8.1 There is one operational project in 2020/21 within the Community and Recreation Committee delegation which is included as part of the quarterly reporting. This is the Modeller’s Pond Solution and the project sheet is included in Attachment 1 (A2506440).

Saxton Field Marketing

8.2 The Saxton Field Marketing project is underway with three key marketing projects prioritised. A separate report was presented to the Saxton Committee in September 2020.

· A new Saxton Field brand is being developed and will be implemented once approved and adopted by the Saxton Field Committee in February 2021.

· Wayfinding Signage will be updated with new branding and colour palate.

· A new Saxton Field website will be designed which will include the venues booking system, customer facing enquiry, and booking portal.

8.3 The Saxton Field Committee adopted the Capital Works Programme on 11 August which included $20,000 operating funding for marketing and signage (including wayfinding) for incorporation into Nelson City Council’s draft budget, as part of the Long Term Plan 2021-2031 processes.

8.4 The new Saxton Field draft brand concepts were presented to the Saxton Field Committee for feedback on 17 November 2020.

Modellers Pond

8.5 A separate report on Modellers Pond Solution was presented to the Sport and Recreation Committee on 18 June 2020 (R13761) and another report Modellers Pond Replacement Project – Moving to the next stage (R20325) was presented to the Committee on 5 November 2020. On 5 November 2020 the Committee received the report Modellers Pond Replacement Project and approved that Option 7 now proceeds to detailed design. $170,000 in capital expenditure will support the next phase of the Modellers Pond replacement project and construction will be underway in 2021/22.

Weed control programme land reserves

8.6 Ecological Restoration Plan (ERP) is now completed for the Grampians, and underway for Brook Eastern Hills. This programme is fully committed to reduce impact of weeds in reserves, fire prevention work, and grazing programmes including condition assessments of existing and repairs to grazing infrastructure.

8.7 Following the Ecological Restoration plan, two sites have been planted with native plantings at the Hira Reserve.

Maitai Restoration Project

8.8 The Ministry for the Environment has granted NCC $1.7 million for the terrestrial restoration of the Maitai Mahitahi Catchment, to be undertaken over the next five years. A Deed of Funding was signed in September, and discussions have been held with Nelmac to deliver this work. The equivalent of 21.5 FTE (spread over 5 years) will be employed to undertake the workplan to be overseen by NCC staff. A 0.5 FTE Project Manager has also been funded based at NCC.

8.9 Additionally, at the end of September 2020, the Department of Conservation announced a grant of $2 million to Nelson City Council to further support Project Mahitahi. Funding is through Kaimahi for Nature, and was approved through the Kotahitanga mō te Taiao Alliance. This funding enables a further 30 FTE roles over two years.

8.10 Project Mahitahi is co-designed and co-delivered with iwi partners. The Project Governance Group has representation from Council and three of the iwi partners through the Alliance: Ngāti Koata, Ngāti Rārua, and Te Atiawa. Reporting on this project will be to the Environment and Climate Committee and the Community and Recreation Committee.

9. Strategy and Policy

9.1 Development of strategy and policy work that will inform both the Parks and Reserves and Property and Facilities Activity Management Plans and provide strategic direction is described below.

Out and About - On Tracks Strategy

9.2 A review of the Out and About - On Tracks Strategy is underway and key stakeholders have been engaged. This Strategy provides an agreed way forward for new off road walking and cycling trails, including policy direction and an implementation plan. This Strategy will be workshopped with the Committee during 2020 and a draft brought to the Committee in 2021 for approval to release for general public feedback.

Vegetation Management Policy

9.3 A draft Policy is being reviewed to assist staff with decisions around actions and requests such as tree removal, pruning and planting and roadside berm maintenance. A workshop was held on 03 November 2020 with the Sports and Recreation Committee to discuss the draft policy and the intended outcomes.

Saxton Field Reserve Management Plan review

9.4 The Draft Saxton Field Reserve Management Plan is available for viewing at Nelson City and Tasman District Council libraries and Council offices. Comments and submissions close on 10 December 2020 and hearing and deliberations are scheduled for the third quarter of 2020/21. The Saxton Field Committee has been overseeing the process led by Tasman District Council.

Regional Sport & Active Recreation Facilities Strategy for the Top of the South Island

9.5 The purpose of the Regional Facilities Strategy is to guide the future development of sports and active recreation facilities for the region with its main intentions being to:

· Provide an inventory of existing facilities.

· Indicate the gap between current facilities and current and future needs.

· Identify possible future investment requirements for sub-regional or higher level facilities.

· Provide a facility hierarchy of sport and active recreation facilities in the region.

· Furnish a set of planning principles, criteria and an assessment process for prioritisation of projects.

· Suggest a prioritised list of recommendations for the possible development or rationalisation of facilities.

9.6 A draft will be being presented to the Community and Recreation Committee on 10 December 2020.

Aquatic Facilities Strategy

9.7 An Aquatic Facilities Strategy has been completed and was both workshopped and reported to the Sports and Recreation Committee on 06 August 2020.

Artificial Turf Feasibility

9.8 The Annual Plan 2019/20 included funding for a feasibility study for an artificial turf for winter sports codes to enable more all-weather play and training opportunity for sporting teams. The recommendations in the feasibility study were workshopped and presented to the Sports and Recreation Committee on 06 August 2020 (R13750). Officers are now working on next steps which involve discussions with stakeholders from the sporting community and environmental groups, and undertaking further analysis to inform a detailed business case. This will be brought back to Committee for a decision.

Activity Management Plans (AMPs) for 2021-31

9.9 Work on Activity Management Plans (AMPs) for Parks and Reserves and Property and Facilities is ongoing. The Draft Parks and Reserves AMP 2021–31 was presented to the Sports and Recreation Committee on 5 November 2020 and the draft Property and Facilities AMP was workshopped with the Strategic Development Subcommittee on the 26 November 2020 before it is presented to full Council.

10. Other notable achievements, issues or matters of interest

Erosion at Tahunanui Back Beach

10.1 A section of Tahunanui back beach is experiencing significant erosion due to the spring high tides together with the eastward migration of the Waimea Channel. The erosion pace has not increased significantly but is currently more noticeable as it approaches human-developed infrastructure such as the carpark, signage and wash-down area. Council is monitoring the affected area, which is near the raised sealed car park, and has installed mobile safety fencing at the top of the sand cliffs. Monitoring will continue daily and risk reduction strategies will be undertaken as necessary, in particular, the removal of cliff overhangs as they arise and/or hazardous vegetation. As per Council’s managed retreat policy, infrastructure will be retired from the area as appropriate.

10.2 Due to tidal fluctuations, it is not practical nor safe to install fencing or signage on the beach at the bottom of the new sand cliffs. Council has released social media posts to remind the public of health and safety risks of approaching the cliffs and enter the fenced off area.

erosion Tahuna Oct2020

Photos 3 and 4: Mobile fencing along the edge of the sand cliff with a drop of 4-5m at the highest point (above). Erosion at Tahunanui back beach car park facing north-west (below), October 2020

Swimming Pool renewal programme

10.3 As part of the renewal programme the automatic chemical dosing system at the Riverside pool has been renewed to ensure efficient chemical dosing.

10.4 The thermal blankets covering the outside pool area at Nayland Pool have been replaced allowing for improved heat retention. The old thermal blankets are being recycled via alternative use and have been offered to primary school to cover their pools.

Bridge maintenance and renewals programme

10.5 A programme of work is underway to carry out bridge maintenance and renewals following actions identified through the 2019 condition assessment. Work carried out this quarter has included the renewal of the Miyazu Bridge, shown below.

Photo 5: Bridge at the Miyazu Japanese Gardens, upper pond, September 2020

Haulashore Island Manuka Motu Jetty

10.6 As part of the bridge maintenance contract, contractors will be carrying out essential work to reduce risk of failure on the Haulashore Island Motu Mānuka jetty. The Motu Mānuka jetty is structurally unsafe and consequently closed for use to both pedestrians and boats. It will remain closed after the maintenance is carried out, with a decision on its future to be considered in the 2021-31 AMP.

Responsible Camping Fund MBIE

10.7 Council received funding approval from the Ministry of Business, Innovation and Employment (MBIE) in September 2020 for up to $121,500 from the Responsible Camping Funding. This will be used for additional waste management, an expanded ambassador programme, a visitor survey and project management over the coming summer.

Earthquake prone facilities

10.8 Hounsell Circle bus shelter remains fenced off. Consultants have been engaged to provide further advice.

Venue Hire Fund

10.9 The Venue Hire Fund was established in the Annual Plan 2019/20 to assist eligible community groups in paying the venue hire fees at Nelson City Council venues. The fund has a pool in the current financial year of $30,000. The fund is administered by Nelson Regional Development Agency on behalf of Council. The following events were approved for funding the first quarter of 2020/21:

· Cancer Society Ball (postponed from June 2020 to June 2021) – Cancer Society - $1,340

· Dancing for a Cause (postponed from May 2020 to May 2021) – Hospice - $3,000

· Electrix Cheerleeding Sports Inc - South Island Show offs - $2,500

10.10 $22,318 remains available in this fund for 2020/21.

11. Key Performance Measures

11.1 As part of the development of the Long Term Plan 2018-28 Council approved levels of service, performance measures and targets for each activity. There are seven performance measures that are within the Community and Recreation Committee’s delegation and one with the Strategic Development and Property subcommittee.

11.2 Performance measures are reported for the end of the financial year, accordingly the scale to report on the performance measures is as follows:

· On track

· Not on track

· Not measured yet

12. Quarterly Review of Key Performance Indicators

12.1 Six of the eight measures are on track, two are noted as not on track as they have not achieved the target as yet, which are the utilisation of the Trafalgar Centre facilities and area of neighbourhood parks per 1,000 residents.

12.2 The Trafalgar Centre has a target of at least 80,000 users annually. Due to COVID-19 and subsequent alert levels, most events from the first quarter were cancelled or postponed. The total amount of users in the first quarter of 2020/21 were 675 for three events in total, compared to the previous year of 11,945 users in the first quarter of 2019/20.

12.3 The key performance indicator (KPI) for the Trafalgar Centre was set through the Long Term Plan 2018–28 when the Trafalgar Centre was still closed for earthquake strengthening requirements. Therefore, there was no current baseline to set the patronage figures on. This is being reviewed through the Property and Facilities Activity Management Plan 2021-31.

12.4 The area of neighbourhood parks per 1,000 residents is a longer term indicator that is expected to naturally fluctuate over and under the target, based on subdivision progress. It is proposed to amend this target in the 2021/31 AMP so that a more pragmatic indication of neighbourhood park supply is provided.

12.5 Attachment 2 (A2507706) lists all performance measures, their status and commentary.

13. Conclusion

13.1 The review of performance for the first quarter of 2020/21 for the Community and Recreation Committee is included in this report, with project reports and performance measure updates attached.