Agenda of Community and Recreation Committee

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	Nelson Centre of Musical Arts - Appointment of Trustees	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

Community and Recreation Committee Minutes - 12 April 2022

Minutes of a meeting of the

Community and Recreation Committee

Te Kōmiti Hapori / Hākinakina

Held in the via Zoom on Tuesday 12 April 2022, commencing at 9.03a.m.

Present: Cr T Skinner (Chairperson), Councillors Y Bowater (Deputy Chairperson), T Brand (Deputy Chairperson), Councillors M Courtney, K Fulton, M Lawrey, B McGurk, R O'Neill-Stevens and R Sanson

In Attendance: Group Manager Community Services (A White), Governance Adviser (K McLean), Assistant Governance Adviser (A Bryce-Neumann) and Youth Councillors Astrid Sayer and Oliver Morton

Apologies: Her Worship the Mayor R Reese and Councillors G Noonan, J Edgar (Council business) and P Rainey.

Karakia and Mihi Timatanga

1. Apologies

Resolved CAR/2022/011

That the Community and Recreation Committee

1. Receives and accepts the apologies from Her Worship the Mayor R Reese and Councillors G Noonan, J Edgar (on other Council business) and P Rainey.

Sanson/Courtney Carried

2. Confirmation of Order of Business

There was no change to the order of business.

3. Interests

There were no updates to the Interests Register, and no interests with items on the agenda were declared.

4. Public Forum

4.1. Whenua Iti Outdoors - Recent Achievements at Whenua Iti Outdoors

Document number R26798

Mark Bruce-Miller and Nettie Stow spoke on behalf of Whenua Iti Outdoors. They gave a PowerPoint presentation (A2872301) that detailed their vision of learning and inspired change, their mission, connectivity to the environment, support from Nelson City Council, and Youth giving back to the community. They highlighted upcoming projects, business sustainability, multi-year funding and pathways to positive youth development.

Attachments

1 A2872301 - tabled document

4.2 Rasam Moghimi – Community Football Facilities in Nelson

Rasam Moghimi spoke about the community football facilities in Nelson and answered questions about limited lighting and limited venues to play football in the Nelson region. Mr Moghimi noted that the season started in a week and the only field with lighting was at Neil Park which had been closed and unfit for purpose since February 2022. Mr Moghimi answered questions about prioritisation of spaces to play football, a move for mental health and community inclusiveness.

At the request of the Chairperson, it was agreed that officers facilitate a meeting with Mr Moghimi to progress this matter.

5. Confirmation of Minutes

5.1 3 March 2022

Document number M19279, agenda pages 6 - 12 refer.

Resolved CAR/2022/012

That the Community and Recreation Committee

1. Confirms the minutes of the meeting of the Community and Recreation Committee, held on 3 March 2022, as a true and correct record.

McGurk/Brand Carried

6 Chairperson's Verbal Update

Councillor Skinner provided a verbal update highlighting multicultural football, fishing, Arts Strategy Working Party and winter sports.

The meeting adjourned from 9.56a.m. until 10.02a.m.

7. Youth Council Update

Document number R26809

Youth Councillors Astrid Sayer and Oliver Morton provided a verbal update on recent Youth Council activities highlighting the Engagement Strategy, Future Development Strategy submission, Active Travel submission and upcoming events/meetings.

8. Nelson Festivals Trust Six-Monthly Report 30 June - 31 December 2021

Document number R26741, agenda pages 12 - 49 refer.

Lydia Zanetti, Executive and Artistic Director, Rose McGrannachan, Head of Business and Operations, and Annie Pokel, Head of Creative and Communications gave a PowerPoint presentation (A2872365) that highlighted key milestones. They answered questions about Nelson City Centre Art Works, presence of art around the central city and projects under development.

Resolved CAR/2022/013
	*That the Community and Recreation Committee* 1. Receives the report Nelson Festivals Trust Six-Monthly Report 30 June - 31 December 2021 (R26741) and its attachment (A2855978).
Sanson/Lawrey Carried
	Attachments 1 A2872365 - Nelson Festivals Trust Presentation

9. Nelson Centre of Musical Arts - Strategic Presentation

Document number R26628

Jan Trayes, Board Chairperson, Alex Davidson, Trustee, and James Donaldson, Director, of the Nelson Centre of Musical Arts gave a PowerPoint presentation (A2872493) and answered questions about mitigation, risks and robust reporting along with establishment and timelines of the foundation, and budget implications.
Attachments 1 A2872493 - Nelson Centre of Musical Arts
Motion CAR/2022/014
	*That the Community and Recreation Committee* 1. Receives the report Nelson Centre of Musical Arts - Strategic Presentation (R26628).
Sanson/Courtney

The meeting adjourned at 11.20a.m. at which time Councillor Sanson left the meeting.

The meeting reconvened at 11.33p.m.

10. Bishop Suter Trust - Strategic Presentation

Document number R26625

Strategic Adviser, Tanya Robinson, spoke to the report and noted key factors around covid responses, timing for visitation to go back to normal and funding.

Attendance: Councillor Sanson returned to the meeting at 12.00p.m.

Julie Catchpole, Suter Director, Craig Potton, Board Chairperson, and Ruth Roebuck, Manager Commerce and Enterprise gave a PowerPoint presentation (A2872338) and answered questions about visitor and venue use, capacity and staffing, community outcomes and public programmes.

Attachments

1 A2872338 - Bishop Suter Trust Presentation

11. Bishop Suter Trust Half Year Performance Report to 31 December 2021 and Draft Statement of Intent 2022/2027

Document number R26626, agenda pages 50 - 111 refer.

Group Manager Community Services, Andrew White, and Strategic Adviser, Tanya Robison, presented the report and noted that they had met with Audit, Risk and Finance representatives who they had provided feedback outlined on page 52 of the agenda.

The recommendation was amended to reflect the feedback provided.

Resolved CAR/2022/015

That the Community and Recreation Committee

1. Receives the report Bishop Suter Trust Half Year Performance Report to 31 December 2021 and Draft Statement of Intent 2022/2027 (R26626) and its attachments (A2848752, A2800638 and A2849183); and

2. Notes the delivery of the Bishop Suter Trust draft Statement of Intent 2022/2027 (A2849183) as required under the Local Government Act 2002; and

3. Provides the following comments and feedback to the Bishop Suter Trust:

a) requests the Board considers:

· That the final Statement of Intent should include a specific section on risk, this needs to address risks arising from the current operating environment, including inflation, increasing insurance costs, revenue impacts, and other risks that may be identified by the Trust; and

· That the final Statement of Intent should include commentary on Suter assets and options for security for Council on their investment, including feedback from the Suter Audit and Risk Subcommittee; and

· That the final Statement of Intent should include commentary or data on how performance evaluation of fundraising would be reported; and

· That the final Statement of Intent should include commentary or data on how a breakdown of visitors to the café would be reported.

Courtney/Brand Carried

12. Update on Tūmanako Project

Document number R26795, agenda pages 112 - 114 refer.

Kaihautu, Pania Lee, and Kaituitui, Casey Anderson, presented the report and answered questions about potential future projects.

Resolved CAR/2022/016

That the Community and Recreation Committee

1. Receives the report Update on Tūmanako Project (R26795); and

2. Notes this report is for information only and therefore no decision is required.

Brand/Bowater Carried

13. Exclusion of the Public

Resolved CAR/2022/017

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:

Courtney/Brand Carried

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	Community and Recreation Committee Meeting - Confidential Minutes - 3 March 2022	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)

Community and Recreation Committee Meeting - Confidential Minutes - 3 March 2022

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

The meeting went into confidential session at 11.58a.m. and resumed in public session at 12.01p.m

The only business transacted in confidential session was to confirm the minutes. In accordance with the Local Government Official Information and Meetings Act, no reason for withholding this information from the public exists, therefore this business has been recorded in the open minutes.

14. Confirmation of Minutes

14.1 3 March 2022

Document number M19280, agenda pages 3 - 4 refer.

Resolved CAR/2022/018

That the Community and Recreation Committee

1. Confirms the minutes of part of the meeting of the Community and Recreation Committee, held with the public excluded on 3 March 2022, as a true and correct record.

McGurk/Bowater Carried

Karakia Whakamutanga

There being no further business the meeting ended at 1.08pm.

Confirmed as a correct record of proceedings by resolution on (date)

Resolved

Item 8: Joint Regional Cemetery – Memorandum of Understanding and draft Site Selection Criteria

Community and Recreation Committee

30 June 2022

REPORT R26839

Joint Regional Cemetery – Memorandum of Understanding and draft Site Selection Criteria

1. Purpose of Report

1.1 To approve the signing of a draft Memorandum of Understanding with Tasman District Council that sets out how the Councils will work together to acquire and develop a proposed joint regional cemetery.

1.2 To receive the site selection criteria that will be used to identify potential locations for a joint regional cemetery.

2. Summary

2.1 Both Nelson City Council (8 December 2021) and Tasman District Council approved the draft Joint Regional Cemetery Project Implementation Plan and the establishment of a Joint Regional Cemetery Working Group. The Joint Regional Cemetery Working Group met on 19 April 2022 to provide feedback to staff on a draft Memorandum of Understanding between the two Councils (attachment 1), and on the draft site selection criteria (attachment 2). The Memorandum of Understanding now needs to be approved by both Councils.

2.2 The site selection criteria are attached for information. The Joint Regional Cemetery Working Group would like to retain the flexibility to modify these depending on the outcomes of a GIS mapping exercise. The Committee may wish to provide feedback on these criteria.

2.3 The Joint Regional Cemetery Working Group will next meet in August to consider the mapping results.

3. Recommendation

That the Community and Recreation Committee

1. Receives the report Joint Regional Cemetery – Memorandum of Understanding and draft Site Selection Criteria (R26839) and its attachments (A2876360 and A2876364);

2. Notes the draft ‘Criteria for site selection for a regional cemetery’ (A2876364); and

3. Notes the Joint Regional Cemetery Working Group’s request to retain some flexibility to modify the criteria once it has considered the results of the mapping exercise.

Recommendation to Council

That the Council

1. Approves the Memorandum of Understanding between Nelson City Council and Tasman District Council for the development of a joint regional cemetery (A2876360) for signing; and

2. Delegates responsibility for agreeing to any minor changes to the Memorandum of Understanding (A2876360) to the Nelson City Councillor who is Co-Chairperson of the Joint Regional Cemetery Working Group, in consultation with the Co-Chairperson counterpart from Tasman District Council.

4. Background

4.1 Nelson City Council and Tasman District Council jointly commissioned a needs analysis for the provision of cemetery space in Nelson and Tasman. Nelson City Council’s Community and Recreation Committee received the report on 2 December 2021 (R26339) and Tasman District Council on 9 December 2021.

4.2 The Councils have agreed to explore the development of a joint regional cemetery (Nelson City Council has set aside budget in the 2021-31 Long Term Plan for a regional cemetery). Whilst a location is yet to be identified, it is likely that this will be within the Tasman District Council region, possibly near Wakefield or the Moutere Hills.

4.3 At their December 2021 meetings, the Councils resolved to establish a joint Working Group to provide guidance and support to officers to develop a Business Case for the cemetery. Councillors Skinner and Brand were appointed as Nelson City Council representatives. The councils also agreed to invite the Iwi-Council Partnership Group to appoint a representative of Te Tau Ihu iwi. That appointment is subject to an ongoing recruitment process.

4.4 The Working Group met on 19 April 2022 to consider and give feedback on a draft Memorandum of Understanding for the development of a joint regional cemetery, and on draft site selection criteria. Councillor Brand was appointed a Co-Chairperson of the Working Group.

4.5 On 12 May 2022 the Tasman District Council’s Operations Committee approved entering into a Memorandum of Understanding between the two Councils and noted the ‘Criteria for site selection for a regional cemetery’.

5. Discussion – Draft Memorandum of Understanding

5.1 The purpose of the Memorandum of Understanding is to record the framework agreed between the Councils for the development of a business case for a Joint Regional Cemetery. It signals the areas that need to be considered as the councils move through different phases of the project.

5.2 The draft Memorandum of Understanding consists of introductory statements, and three parts.

5.3 Introductory statements: identifies the two parties to the Memorandum of Understanding and includes some background, commencement and termination clauses, and the purpose.

5.4 Part 1: Development of Business Case for a Joint Regional Cemetery: this part sets out how the two Councils will work together to develop the business case, how it will be funded and the key issues to be covered.

5.5 Part 2: Development of a Joint Regional Cemetery: this part sets out a broad approach to the future development of a Joint Regional Cemetery. It identifies the key issues on which the Councils will have to have agreements in place in order to proceed with land purchase and development.

5.6 Part 3: Provision of Cemetery Services: this part sets out the key issues relating to how a joint cemetery will be governed and managed once operational.

5.7 The Joint Regional Cemetery Working Group was supportive of the draft Memorandum of Understanding, as presented.

5.8 The Memorandum of Understanding does not commit either Council to the development of a joint regional cemetery, but it does demonstrate both Councils’ commitment to the process. It is recommended that it be approved for signing by the Mayor and Chief Executive.

6. Discussion – Draft Site Selection Criteria

6.1 A two-stage process has been developed to simplify the process of identifying sites. The first stage sees the two Council areas being assessed using the overarching criteria:

· Distance from central Nelson and central Richmond

· Gradient of site for interments

· Location is not classified as highly productive land.

6.2 Two values are identified. The preferred value is the optimal value for a given criterion, whereas the acceptable value is one that could be tolerated if sites cannot be found that meet all the preferred criteria.

6.3 The following secondary criteria will then be applied to identified locations to enable ranking of those according to suitability, to inform the business case:

· Water table depth

· Distance from water courses

· Ground conditions/soil type

· Sea-level/inundation/other risk

· Land status – ability to be used as a cemetery

· Ability to develop cemetery infrastructure

· Transport accessibility.

6.4 The Councils’ GIS will be used to develop maps of potential locations for consideration by the Working Group in August 2022. These will be further refined in preparation of the business case, which will be presented to the Councils in 2023.

6.5 The criteria were developed based on technical input from operational staff, previous consultation with funeral directors, and recommendations from Patrick Corfe Landscape Architects.

6.6 The Joint Regional Cemetery Working Group supported the proposed criteria, but was keen to retain some additional flexibility, recognising that some further compromise may be required in order to identify suitable sites. The Committee is, therefore, asked to note and provide feedback on the proposed criteria rather than formally adopt them.

7. Options

7.1 The Committee can either adopt the draft Memorandum of Understanding, either with or without any changes, or it could decline to adopt it. Significant changes would require further consultation with Tasman District Council. Option 1 is recommended by staff.

Option 1: Approve the Memorandum of Understanding (either with or without further changes)
Advantages	· Clearly identifies framework for development of the business case · Identifies issues which will need future agreements to be in place if a regional cemetery project is progressed · Supports the work of the Joint Regional Cemetery Working Group
Risks and Disadvantages	· Significant changes would need further discussion with the Tasman District Council and may delay the process
Option 2: Decline to adopt the Memorandum of Understanding
Advantages	· None identified
Risks and Disadvantages	· Could jeopardise the working relationship between the two Councils on the development of the business case

8. Conclusion

8.1 The Joint Regional Cemetery Working Group has provided feedback on the draft Memorandum of Understanding and draft site selection criteria. Adopting the Memorandum of Understanding and noting the site selection criteria will allow the process of identifying potential locations and the development of a business case to progress.

9. Next Steps

9.1 The Joint Regional Cemetery Working Group is scheduled to meet in August 2022 to consider potential locations based on the site selection criteria. Council workshops will be organised once potential sites have been identified and progress has been made on the draft business case.

Author: Carol Stewart, Parks and Facilities Activity Planner

Attachments

Attachment 1: A2876360 - FINAL DRAFT - Memorandum of Understanding - Development of a Joint Regional Cemetery - 21Apr2022. ⇩

Attachment 2: A2876364 - DRAFT Criteria for site selection for regional cemetery - Dec 2021 ⇩

Important considerations for decision making

Fit with purpose of Local Government

The Burial and Cremation Act 1964 sets out the requirements for local authorities to provide cemeteries for their communities. Cemeteries are a core function of Council and contribute to the social, environmental, and cultural wellbeing of the Nelson community in the present and for the future.

Consistency with Community Outcomes and Council Policy

The recommendation is consistent with Council’s direction to officers to further investigate a regional cemetery. It is consistent with the following community outcomes:

· Our urban and rural environments are people-friendly, well planned and sustainably managed

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

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

Risk

Approving the Memorandum of Understanding does not expose Council to any additional risk. There is risk to both Councils in relation to their ability to secure suitable land for burials over the longer term. The recommended approach will enable further exploration of the issues, risks and opportunities with developing a regional cemetery.

Financial impact

None.

Degree of significance and level of engagement

This matter is of low significance as it relates to management processes relating to further investigation of a regional cemetery; a matter already consulted on through Council’s LTP. Council has signalled this approach within its LTP.

Climate impact

There are no climate implications from the recommendations in this report. Any cemetery development will need to consider the impact of climate change on the long-term suitability of selected locations.

Inclusion of Māori in the decision-making process

Māori have not been consulted in the development of this report. The Iwi-Council Partnership Group has been invited to appoint an iwi representative to the Joint Regional Cemetery Working Group.

Delegations

The Community and Recreation Committee has the following delegations to consider cemetery provision in Nelson and Richmond:

Areas of Responsibility:

· Cemeteries and Crematoria

Delegations:

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

Powers to Recommend (if applicable):

· The purchase or disposal of land or property relating to the areas of responsibility, other than in accordance with the Long Term Plan or Annual Plan

· Decisions regarding significant assets

Item 9: Adoption of the Out and About - On Tracks Strategy 2022

Community and Recreation Committee

30 June 2022

REPORT R26868

Adoption of the Out and About - On Tracks Strategy 2022

1. Purpose of Report

1.1 To recommend the Out and About - On Tracks Strategy and the Terms of Reference for the Track Advisory Group for adoption.

2. Summary

2.1 The Out and About - On Tracks Strategy was adopted in 2016 and included an expectation that it would be reviewed every three years to align with Council’s long-term plans.

2.2 Community engagement on the Draft Strategy has occurred with key feedback around the need to balance the track network, the need for exclusive walking and running tracks, the need for greater environmental protection and how the proposed routes had been mapped.

2.3 Submissions have been reviewed, alongside Ngāti Koata, and the Draft Strategy has been updated and is provided as Attachment 1. Council review of the Final Draft Strategy is sought.

2.4 Officers engaged Global Leisure Group Limited (GLG) to assist in in the preparation of this Strategy, and undertake engagement work. David Allan from GLG will be present at the meeting and available to answer questions.

3. Recommendation

That the Community and Recreation Committee

1. Receives the report Adoption of the Out and About - On Tracks Strategy 2022 and its attachments (A2471811, A2904677, A2522539, A2886147 and A2797727); and

2. Approves the Terms of Reference for the Track Advisory Group (A2797727); and

3. Delegates responsibility for agreeing to any minor amendments of the Terms of Reference for the Track Advisory Group (A2797727) to the Chair of the Community and Recreation Committee and the Group Manager Community Services; and

4. Notes that the name of the Out and About - On Tracks Strategy will be frequently abbreviated in future to the “On Tracks Strategy”.

Recommendation to Council

That the Council

1. Adopts the Out and About – On Tracks Strategy 2022 (A2471811); and

2. Delegates responsibility for agreeing to any minor amendments to the Out and About – On Tracks Strategy 2022 (A2471811) to the Chair of the Community and Recreation Committee and the Group Manager Community Services.

4. Background

4.1 The Out and About – On Tracks Strategy 2016 (the 2016 Strategy) was developed as a recreation strategy to address issues in relation to the Nelson region’s off-road trails. It is separate from the Out and About Strategy, which focuses on urban walkways and travel.

4.2 The 2016 Strategy included a goal for the implementation plan to be reviewed and updated triennially from October 2017 to enable inclusion and alignment with Council’s Parks and Reserves Activity Management Plan process.

4.3 At the Community and Recreation Committee’s 5 August 2021 meeting, the Draft Out and About - On Tracks Strategy (the draft Strategy) was approved for community feedback.

4.4 The draft Strategy updated the 2016 Strategy with the key changes including:

4.4.1 Key principles have been updated to that promote fairness, environmental stewardship, high standards and health and safety

4.4.2 a revised list of trails and infrastructure for development or modification

4.4.3 an implementation plan (including the establishment of a Track Advisory Group and a Track Users Forum).

4.5 Public feedback opened on 13 September 2021 and closed on 8 October 2022 with 53 submissions received. Ngāti Koata has been involved throughout the process, particularly in relation to trail decisions on its whenua.

4.6 GLG and Council officers subsequently met with a group of stakeholders (the Nelson Mountain Bike Club, Ian Phillips (a track building and maintenance contractor) and Gravity Nelson Limited) on 29 March to obtain further clarity on the ‘Trails Physical Works Schedule’.

4.7 GLG and Council officers also met with the following submitters to further clarify their feedback:

4.7.1 Department of Conservation

4.7.2 Forest and Bird

4.7.3 Nelson Tasman Cycle Trails Trust

4.7.4 Chris Mildon

4.7.5 Michael North.

4.8 Council Officers and Ngāti Koata also had a further meeting with the Nelson Mountain Bike Club on 8 June 2022 to discuss the proposed track list, in particular tracks proposed on Ngāti Koata whenua.

4.9 Officers have also received feedback from other Council business units, including Science and Environment and Infrastructure, and have made amendments where appropriate.

4.10 This report seeks that the Committee recommends the adoption of the final version of the Out and About – On Tracks Strategy 2022 and approves the Terms of Reference for the Tracks Advisory Group.

4.11 Officers have noted that the name of the Out and About – On Tracks Strategy is often incorrectly abbreviated to the Out and About Strategy, which is the name of an existing Transport team strategy and so creates confusion. Officers propose referring more frequently to the Strategy in future by the abbreviated name, the “On Tracks Strategy”, to emphasise that aspect of the title.

Ngāti Koata whenua

4.12 This Strategy had been prepared whilst conversations continue with Ngāti Koata in relation to ongoing community recreation access onto its privately-owned whenua.

4.13 At the time of writing there is still uncertainty as to how and when this will resolve, which is likely to impact some aspects of the Strategy (e.g. some trails may be more or less viable). Officers believe adopting the Strategy now is the best course of action, with a future review being the most appropriate way to incorporate any changes that may arise in relation to Ngāti Koata land access.

4.14 The Strategy also proposes that interim changes to the Strategy’s Implementation Plan or proposed track and infrastructure schedules be enabled by way of Council or Committee resolution. This will ensure the Council can remain responsive to changes relating to Ngāti Koata whenua access and any consequential community demands.

5. Discussion

Submissions received

5.1 The 53 submissions fell into four main categories: balancing the network, the need for exclusive walking and running tracks, the need for greater environmental protection and how the proposed routes had been mapped.

5.2 Twenty submissions specifically identified the need for more easier grade tracks and a better balance in the overall network. Some noted that the aspirations of the Strategy to provide a greater number of easier grade tracks was not reflected in the future tracks proposed in the Strategy.

5.3 There were 28 submissions on the proposal to make some tracks (e.g. in the Grampians) exclusive for walking and running within the network. Nineteen submitters were in support and nine were against.

5.4 Nine submissions were received seeking greater environmental protection, particularly of sensitive areas.

5.5 Some concerns raised by submitters arose from specific routes proposed on the maps (due to the level of detail shown on the maps, the routes inferred that a level of surveying and design had already occurred).

5.6 A summary of submissions and commentary around any consequent Strategy amendment is provided in Attachment 4 (A2886147).

Key changes made to the draft Strategy

5.7 The following changes were made to the Strategy in response to the consultation feedback.

5.7.1 Language that could be confused with regulatory documents (e.g. terms relating specifically to Resource Management Act 1991) have been removed (it is important to note that the Strategy is not a regulatory document, and any environmental information and actions included is intended to provide guidance to users, rather than rules).

5.7.2 Wording has been strengthened throughout the draft Strategy (in the Vision, Desired Outcomes, Principles and Key Priorities as well as action statements in the Implementation Plan) to emphasise the importance of protecting areas of high cultural, biodiversity, ecosystem, landscape, archaeological and geological value.

5.7.3 A requirement that a Service Level Agreement is needed between the landowner and those wanting to undertake physical track work (this is a change from the proposed Memorandum of Understanding include in the draft Strategy).

5.7.4 Confirmation that the Grampians will be a permanent walk and running only area except for the 4WD access road to summit (Grampians Rd) and link route to Tasman Bay viewpoint structure with prominent signage and digital information to communicate the changed status. Exceptions for contractors and volunteers will be considered.

5.7.5 ‘Table 3 Trails Physical Work Schedule’ has been renamed as it was perceived as too much of a fait accompli e.g. it suggested that the list of tracks had already obtained approval from the landowners (rather than being a group of tracks proposed for consideration). To address this perception the table has been renamed to ‘Proposed Track Routes and Development Opportunities’ and moved to the appendices.

5.7.6 The list of proposed infrastructure has been reviewed and updated to include more lower grade tracks in comparison to higher grade tracks.

5.7.7 The priority of some of the proposed tracks has been lowered.

5.7.8 The maps which accompany the Trails Physical Works Schedule have been updated with the use of arrows to indicate the desired connection between points (Attachment 2). This is to further indicate that this is the start of a process.

5.7.9 Small changes to the wording in the Indicative Environmental Maps have been made to better clarify the relevant areas (see Attachment 3).

5.8 A number of potential new tracks have not been included, or have been included as a lower priority, due to uncertainly around access onto Ngāti Koata’s privately-owned whenua (Table 5 of the final version of the Draft Strategy). These include trails P21 (FDH3), P22 (FDH4), P23 (FDH5) and P74 (Top Dog Extension). Should longer term recreation access be satisfactory resolved, it is anticipated these tracks would be prioritised through the approved process.

5.9 Note that both Attachments 2 and 3 are provided separately for the purposes of this report but will be incorporated into the main Strategy as Appendixes 5.2 and 5.3 respectively.

Track Advisory Group

5.10 The Draft Strategy proposed establishing a Track Advisory Group (TAG) which would be convened as necessary to oversee Strategy implementation (e.g. prioritise and make recommendations to landowners on new trails).

5.11 The TAG membership will include a mix of invited representatives from stakeholder organisations to provide a range of perspectives needed to advise the landowners. Representatives may be invited from Forest and Bird, the Department of Conservation, recreational clubs and businesses (e.g. mountain biking and tramping clubs, track builders and concessionaries) and could include a cultural advisor and other subject matter experts. The composition of the TAG will depend on the particular proposal.

5.12 The lead officers from Nelson City Council and Ngāti Koata will be responsible for providing subject matter expertise, highlighting potential issues and risks and acting as a conduit with the relevant parts of their organisation. The lead officer from Nelson City Council will also be responsible for scheduling meetings and preparing agendas and minutes.

5.13 The concept of the TAG has been generally supported by submitters and stakeholders and Terms of Reference have been drafted and reviewed by Ngāti Koata (this is included as Attachment 5). The Terms of Reference sets out the tasks and responsibilities, the guiding principles, membership and how meetings will be scheduled.

5.14 Approval of the Terms of Reference for the TAG is sought from Council.

6. Options

6.1 Two options are proposed for consideration. Officers support Option 1.

Option 1: Recommend adoption of the Out and About – On Tracks Strategy and approve the Terms of Reference for the TAG
Advantages	· The Strategy outlines clear principles and priorities that can provide guidance on how the track network is managed and developed · The Strategy provides the community with a clear direction of what new tracks are proposed for future consideration, which has had input from stakeholders and the wider community · Completes the process of the Strategy review, which is recommended given the gaps in the 2016 Strategy that have been identified by stakeholders · The TAG can be established to oversee and provide advice on the Strategy’s implementation · Validates community input received by submitters, which has been incorporated into Strategy
Risks and Disadvantages	· Uncertainty regarding future of Ngāti Koata whenua (a future review is planned which will incorporate any consequent access changes).
Option 2: Do not recommend adoption of the Out and About – On Tracks Strategy or approval of the Terms of Reference for the TAG
Advantages	· Deferring adoption of the Strategy would allow an opportunity to accommodate any Ngāti Koata land access changes (however this would be achieved through a future review and could undermine community input already received through the process).
Risks and Disadvantages	· Staff and the community continue to be guided by the 2016 Strategy, which is out of date (unless an interim mechanism can be established to consider new proposals) · Additional development is proposed and would need to be assessed without the framework of the updated Strategy · Reputational risk due to a community expectation that the Strategy will be adopted, and the lost opportunity to recognise Community input already received · Delaying Strategy would likely require re-engaging with the community

7. Conclusion

7.1 A review of the Out and About – On Tracks Strategy 2016 has been completed.

7.2 A range of stakeholders provided feedback on the draft Strategy. Key feedback related to balancing the network, the need for exclusive walking and running tracks, the need for greater environmental protection and how the proposed routes had been mapped.

7.3 The draft Strategy has been amended to consider this feedback.

8. Next Steps

8.1 Following adoption of the Strategy, it will be published on Nelson City Council’s website and the TAG will be established.

8.2 A further review of the Strategy is expected to be commenced in the next Triennium.

Author: Carol Stewart, Parks and Facilities Activity Planner

Attachments

Attachment 1: A2471811 - Out and About On Tracks Strategy 2022 - Final Draft ⇩

Attachment 2: A2904677 - Indicative Maps - Proposed Tracks and Development Opportunities - Final Draft (to be inserted at 5.2 of Strategy report) ⇩

Attachment 3: A2522539 - Indicative Environmental Maps - Final Draft (to be inserted at 5.3 of Strategy report) ⇩

Attachment 4: A2886147 - Out and About on Tracks Strategy Submissions Summary ⇩

Attachment 5: A2797727 - Draft Terms of Reference for the Trails Advisory Group ⇩

Important considerations for decision making

Fit with Purpose of Local Government

Subsequent to community engagement and submissions, adopting the Strategy promotes democratic local decision-making.

The Strategy seeks to mitigate conflict on trails and enhances environmental protection, which promotes community wellbeing.

Consistency with Community Outcomes and Council Policy

The Draft Strategy assists with the following community outcomes:

· Our unique natural environment is healthy and protected (Draft Strategy recommends an environmental lens be placed over new trail proposals)

· Our urban and rural environments are people-friendly, well planned and sustainably managed (Draft Strategy relates to recreation behaviour in the rural environment)

· Our infrastructure is efficient, cost effective and meets current and future needs (Draft Strategy promotes criteria for new trails)

· Our communities are healthy, safe, inclusive and resilient (Draft Strategy recognises health benefits of exercise)

· Our communities have access to a range of social, educational and recreational facilities and activities (Draft Strategy promotes recreation)

· Our Council provides leadership and fosters partnerships, a regional perspective, and community engagement (Draft Strategy is a partnership with a range of stakeholders and landowners, and takes a region-wide approach to the network)

· Our region is supported by an innovative and sustainable economy (Draft Strategy acknowledges the contribution mountain biking makes to the local economy).

Risk

The adoption of the Strategy is a low risk. While the strategy provides direction for future trail priorities, further design, engagement and relevant consents would be required before these trails were constructed (as well as TAG involvement in trail recommendations). In addition, it is recommended that a further review of the Strategy will be commenced during the next triennium.

Financial impact

The Draft Strategy contains recommendations for trails and recreation Hub development, however much of this is already reflected in the LTP, having been largely included in the 2016 Strategy. Future works not currently budgeted for within the LTP would be funded by third parties or be sought through subsequent LTP funding rounds.

Degree of significance and level of engagement

This matter is of some significance due to the level of public interest, particularly in the wider recreation and environmental community. For this reason feedback was sought via the Shape Nelson webpage and officers subsequently met with some submitters.

Climate Impact

This report and the associated Strategy are considered to be of low relevance to climate change, although the Strategy does promote active transport.

Inclusion of Māori in the decision making process

A report relating to the Strategy review was included on the agenda of the 17 February 2021 Te Ohu Taiao hui (iwi advised at the hui that they did not have time to engage in relation to this mahi). Officers have discussed the Draft Strategy with Koata Ltd (as landowner) and included its feedback.

Delegations

The Community and Recreation Committee has the following delegations to consider [subject]

Areas of Responsibility:

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

Delegations:

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

Powers to Recommend (if applicable):

· Approval of final versions of strategies, policies and plans

Item 10: Follow Up Review on the Nelson Centre of Musical Arts

Community and Recreation Committee

30 June 2022

REPORT R26380

Follow Up Review on the Nelson Centre of Musical Arts

1. Purpose of Report

1.1 To receive the Follow Up Review on Nelson Centre of Musical Arts (NCMA), undertaken by consultant Bruce Robertson.

1.2 To note the recommendation from the Follow Up Review that the current funding approach be retained for a further three years from the cessation of the current agreement at 31 December 2021. Budget for this has already been allocated in the Long-Term Plan 2021-2031.

1.3 To consider the development of a Memorandum of Understanding as the basis of the relationship between Nelson City Council and NCMA.

1.4 To consider the future reporting method for NCMA.

1.5 To consider the recommendation from the Follow Up Review for remission of the NCMA’s debt to Council, on the condition that NCMA maintains an alternative equivalent investment from the saved repayment, for future renewal and development.

1.6 To note that funding for an external business advisor, as allocated at the Governance and Finance Committee meeting (GF/2019/100, Resolution 4) held on 5 December 2019, and approved by Council (CL/2019/261) on 12 December, is no longer required.

2. Recommendations

That the Community and Recreation Committee

1. Receives the report Follow Up Review on the Nelson Centre of Musical Arts (R26380) and its attachment (A2856883); and

2. Approves the development of a Memorandum of Understanding as the basis of the relationship between Nelson City Council and Nelson Centre of Musical Arts; and

3. Requests that Nelson Centre of Musical Arts provides a Statement of Intent to be received by Council’s delegated committee every three years to inform six-monthly reporting, in conjunction with an operational grant agreement; and

4. Requests that Nelson Centre of Musical Arts provides annually to Council’s delegated committee any updates to its Statement of Intent; and

5. Notes that the allocation of up to $10,000 for a business advisor for Nelson Centre of Musical Arts in 2020/21 is no longer required.

Recommendation to Council

That the Council

1. Revokes the decision CL/2019/261 made at the Council meeting on 12 December 2019:

That the Council

Agrees to provide business advice to support the Nelson Centre of Musical Arts over January - June 2019/20 up to the value of $10,000 in unbudgeted expenditure, on the understanding that the Nelson Centre of Musical Arts will contribute $5,000 (up to a total value of $15,000).

3. Background

3.1 During 2019, an external review of the NCMA business model was undertaken by consultant Bruce Robertson (the 2019 Review).

3.2 This was reported to the Governance and Finance Committee on 5 December 2019.

3.3 During 2021, a Follow Up Review (the 2021 Review) was undertaken by Mr Robertson. The 2021 Review provides findings and recommendations as detailed in the attached report (Attachment 1: A2856883), and as summarised below.

4. Discussion

Overview of the 2021 Review executive summary and recommendations

4.1 In summary, the 2021 Review noted the following key points, as well as those detailed in the attached report at pages 4-5.

4.2 The 2021 Review established that there was, “an improved capability at NCMA for it to self-manage its finances but that, on any reasonable basis, NCMA needed ongoing operational and debt funding support from the Council” (Attachment 1, paragraph 2).

4.3 In the 2019 Review it was recommended that operational funding be capped at $225,000 per annum, adjusted annually for inflation and that the Trust’s debt be consolidated into one loan supplied by Council (Attachment 1, paragraph 2). This recommendation was addressed through resolutions made at the Governance and Finance Committee confidential meeting on 5 December 2019 (decision subsequently released to the public), resulting in Council providing a $225,000 annual grant, and an interest free loan of $828,551, repayable over 25 years at the rate of $33,000 per annum (GF/2019/100, Resolution 4, 5 and 6).

Resolved GF/2019/100

That the Governance and Finance Committee

4. Notes that officers will include in the draft budget of the Annual Plan 2020/21 an allocation of:

· $225,000 as a grant for the Nelson Centre of Musical Arts

· Up to $20,000 for business advisor support on the understanding that the Nelson Centre of Musical Arts will contribute a further $10,000 (a total value of $30,000); and

5. Notes the Nelson Centre of Musical Arts will repay the amalgamated loan of $828,551, which includes the existing loan to Council of $680,000; and

6. Requests that officers set the loan repayment terms for Nelson Centre of Musical Arts at $33,000 per year repayable by 31 March 2045, payable quarterly commencing in March 2020, with repayment terms subject to review every 5 years.

4.4 In addition, the 2019 Review came up with other recommendations, including establishing a closer relationship between NCMA and Council, and NCMA working to enhance financial stability.

4.5 The 2021 Review was initiated by officers as part of the review process, as the first round of funding was concluding on 31 December 2021 and some other recommendations remained either partially or totally unaddressed. These recommendations are covered in detail in the attached report.

4.6 Of note, is that the 2021 Review, “concluded favourably on the progress made by the Centre [NCMA] and that is to the credit of its staff and trustees. The Council is also to be congratulated for its support and instituting the role of Strategic Advisor Community Services | Kaitohutohu Hāpori. The Advisor has created a new avenue for the two entities to develop their understanding and confidence in each other.” (Attachment 1, paragraph 6).

4.7 Overall, the 2021 Review, “reached the conclusion that Council and the Centre have substantively addressed [the] 2019 recommendations” (Attachment 1, paragraph 7).

4.8 However, the 2021 Review also made the following recommendations (Attachment 1, paragraph 9, bullet points 1-8):

4.8.1 That the Council continue to invest in developing its relationship with NCMA – especially through the developing role of the Strategic Advisor Community Services | Kaitohutohu Hāpori.

4.8.2 That the Council recognises the value in an informal catch up between the Community and Recreation Committee and the NCMA trustees to “hear” each other’s developments and plans to ensure the “legacy” issues are dismissed or, if needed, addressed.

4.8.3 That the Council notes that NCMA would still welcome the development of the relationship through a Memorandum of Understanding and Letter of Expectation, and this should be pursued over the next funding cycle if it helps cement the relationship and maintain good, fruitful relationships.

4.8.4 That the Council note NCMA’s determination and progress to be sustainable.

4.8.5 That NCMA formally brief the Community and Recreation Committee on how both their systems and financial performance have improved.

4.8.6 That NCMA provide a particular focus on its intention to bolster its financial sustainability through development of a Charitable Trust.

4.8.7 That the Council could consider remission of the debt on the condition that NCMA does maintain an alternative investment from the saved repayment for future renewal and development of the centre (that is, contributing to its future capital renewal needs).

4.8.8 That the Council note and consider the recommendation from this review that this funding approach be retained for a further 3 years from the cessation of the current agreement at 31 December 2021.

4.9 An explanatory note was also provided (Attachment 1, paragraph 8), regarding the inclusion (at 5.8.7, above) of, “an additional discretionary recommendation suggesting Council might consider remitting the outstanding debt, subject to NCMA using the money saved to maintain and renew the Centre buildings. This recommendation has been added due to NCMA demonstrating improved financial management practices and governance and reasonable confidence that it would have the discipline to ensure the Centre benefits from the debt remission.”

4.10 This discretionary recommendation is further discussed below.

Appointment of a business advisor

4.11 A further area covered in the 2021 Review but not identified as a recommendation, relates to consideration of the appointment of a business advisor for the NCMA (Attachment 1, paragraphs 39-42). In the 2019 Review, this was intended to assist the NCMA to develop its financial systems and processes.

4.12 The Governance and Finance Committee resolved to allocate funding towards this purpose, as above (GF/2019/100, Resolution 5). Council consequently offered to co-fund this role, allocating up to $10,000 on the basis that NCMA contributed $5,000 (CL/2019/261).

4.13 The 2021 Review noted a new skillset among the NCMA Trustees, and that, “there would be limited reason to have a business advisor at this stage and certainly while the Strategic Advisor Community Services | Kaitohutohu Hāpori role is being developed and proving useful” (Attachment 1, paragraph 42).

4.14 $10,000 to fund the proposed business advisor was allocated to the Council’s 2020/21 budget as unbudgeted expenditure. While this allocation was not carried forward, it is of note that the $10,000 is no longer required. The decision to allocate this funding can therefore be revoked.

4.15 Standing Order 22.2 states that: If a resolution is made under delegated authority by a committee, subcommittee or subordinate decision-making body, or a local or community board, only that body may revoke or amend the resolution, assuming the resolution is legally made. As this was a Council resolution, it falls to Council to revoke the decision. To close off this matter, this allocation is noted in the recommendation at the top of this report, as no longer being required, along with the recommendation to Council to revoke the previous decision.

4.16 As the funding allocation has lapsed, no discussion is added to the tables below.

Potential actions arising from the 2021 Review

4.17 In summary, the 2021 Review report identifies four key areas for improving outcomes for both Council and NCMA. These focus on: further developing the relationship and reporting; establishment of a charitable trust; considering remission of the debt on condition of the NCMA maintaining an alternative investment; and continuing the annual funding.

Action area 1: Relationship and reporting

4.18 The first area for improving outcomes relates to developing the relationship and reporting.

4.19 After receiving the 2019 Review, at the Governance and Finance Committee meeting held on 5 December 2019 (GF/2019/100, Resolution 2), the Committee endorsed a closer relationship with NCMA and signalled intentions regarding reporting:

Resolved GF/2019/100

That the Governance and Finance Committee

Endorses the review recommendation to establish a closer relationship with Nelson Centre of Musical Arts including a Statement of Expectation.

Current reporting

4.20 NCMA currently reports to Council Officers through an operational grant agreement, which sets out performance expectations for service delivery based on agreed measures; and has reported through six-monthly reports and presentations to the Community and Recreation Committee (intermittently during the 2019 Review and 2021 Review process), where questions and feedback can be sought.

4.1 NCMA last presented a six-monthly update to this Committee on 12 April 2022; and included a formal brief on systems and financial reporting, as recommended in the 2021 Review (Attachment 1, paragraph 9, bullet point 5).

4.2 Now that the 2021 Review has been completed, Council Officers will continue to work with NCMA to establish a regular cycle of reporting, expected to be a six-monthly report to the Community and Recreation Committee.

4.3 The next report is expected in the second quarter of 2022/23. A request to include a formal brief on financial reporting will also be made to the NCMA for presentation at this meeting, as well as in future six-monthly reporting.

4.4 These meetings will also be an opportunity for informal discussion between elected members and NCMA Trustees.

Memorandum of Understanding and future reporting

4.5 The 2019 Review identified the potential for reporting to be based on a Memorandum of Understanding (MOU), a Letter of Expectation (LOE, also known as a Statement of Expectations) and a Statement of Intent (SOI).

4.6 This level of reporting is more than the statutory requirement for the relationship, as the NCMA is not a Council-Controlled Organisation (LGA 2002 s6, s64, s64B).

4.7 An MOU was not recommended or adopted as an approach at the Governance and Finance Committee meeting held on 5 December 2019, as Council was no longer using this approach to manage similar relationships.

4.8 In the 2021 Review, it is noted that the developing relationship, “obviates the immediate need for a memorandum. However … NCMA would still welcome the development of an MOU and receiving an annual Letter of Expectation, and this should be pursued if it helps cement the relationship and maintain good, fruitful relationships” (Attachment 1, paragraph 46).

4.9 Council Officers have met with the NCMA Chair and Director and note that it remains NCMA’s strong preference to have an MOU. This preference was also conveyed directly to elected members, in the context of the workshop on NCMA Reporting Model, held on 15 June 2022.

4.10 In early 2020, NCMA was sent an LOE from the Mayor’s Office. A draft SOI was then received by officers and has not yet been finalised, due to delays during COVID-19 and the 2021 Review process.

4.11 Typically, an LOE would be responded to with an SOI. This process requires input from elected members at two or three meetings annually, and resourcing by NCMA and Council Officers over two to three months. It is a process usually reserved for Council-Controlled Organisations.

4.12 Because the relationship with NCMA is not governed by statutory requirements applicable to Council-Controlled Organisations, best practice would be to continue to negotiate an operational grant agreement, as currently undertaken by Council Officers, even if an LOE and SOI were provided.

Options for reporting

4.13 Council uses a wide range of reporting models, tailored to suit the variety of funded organisations that it supports. This includes input into or receipt of SOIs, either on an annual or three-yearly cycle; the use of operational grant agreements or contracts for service; regular strategic presentations, annual and six-monthly reporting, for example.

4.14 For NCMA, suitable reporting methods could include six-monthly reporting to the Community and Recreation Committee, with an annual strategic presentation, and the use of an operational grant agreement (without an LOE and SOI), as used for similarly structured organisations.

4.15 Alternately, there could be the use of an SOI linked to an operational grant agreement, overseen by Officers. This model is used for the Brook Waimarama Sanctuary (BWST), an organisation with a similar funding level but a less direct governance relationship with Council, as BWST does not have Council-appointed Trustees.

4.16 NCMA could also opt to provide this SOI and receive feedback on its strategic direction when presenting to this Committee at six-monthly updates. This is the approach taken with the Nelson Festivals Trust.

4.17 This SOI could be reviewed three-yearly to align with the operational grant agreement, which would then inform that agreement.

4.18 Council officers have met with the NCMA Chair and Director and note that it remains NCMA’s strong preference to provide an SOI on a three-yearly cycle. This preference was also conveyed directly to elected members, in the context of the workshop on NCMA Reporting Model, held on 15 June 2022.

4.19 If using a CCO-model, an SOI reported to this Committee would be in response to an LOE, using the approach set out above (paragraphs 4.11 and 4.12). Annual updates identifying any changes to the SOI could also be required.

4.20 Alternately, the SOI could be overseen at Officer level, and feedback sought on strategic direction when presenting to this Committee at six-monthly or annual updates, with any changes to the SOI reported annually. To align this model with effective reporting, this SOI could be provided to Officers every three years, and used to inform six-monthly reporting, in conjunction with an operational grant agreement.

4.21 The preferred approach could be reviewed before the next funding cycle in 2024.

4.22 As the previous decision by the Governance and Finance Committee (GF/2019/100, Resolution 2) endorsed, but did not approve, the use of a Statement of Expectation (also known as an LOE), a decision on the mode of formal reporting is requested from this Committee.

4.23 As the Governance and Finance Committee (GF/2019/100) did not resolve to adopt an MOU, a decision on the need for this type of agreement is also requested from this Committee.

Action area 2: Development of a charitable trust

4.24 The second area for improving outcomes relates to NCMA having a particular focus on its intention to bolster its financial sustainability through development of a charitable trust.

4.25 This has been addressed over the past year, as NCMA has worked to establish an NCMA Foundation, as a vehicle to build a substantial fund for future operational independence and capital renewal. The NCMA Board has progressed this with the development of founding documents underway. While not yet launched publicly, marketing material has been planned and the NCMA Foundation has existing pledges and donations.

4.26 The NCMA Foundation has five streams focussed on: operations and infrastructure; community and wellbeing; education; performance and sound arts; and preserved capital.

4.27 The NCMA Board will provide an update on progress and details of the NCMA Foundation to this meeting of the Committee, 12 April 2022, and would be requested to provide regular updates at the six-monthly reporting.

4.28 The new NCMA Foundation should be distinguished from the Nelson School of Music Endowment Trust (Charitable trust registration number: CC20481). The Endowment Trust is managed by a separate group of trustees and does not have a reporting line to the NCMA Board. As it is currently managed, the Endowment Trust focus is on minor to medium capital purchases, including items such as musical instruments. The NCMA must apply to the Endowment Trust for funding and may not necessarily be allocated grants applied for. It is for this reason and the ability to manage funds for a broader range of purposes that the NCMA Foundation has been established.

4.29 There is no decision required from this Committee for this action area.

Action area 3: Remission of debt on condition of maintaining an alternative investment

4.30 The third area for improving outcomes relates to Council considering remission of the debt on condition of NCMA maintaining an alternative investment for future renewal and development of the centre, so contributing to its future capital renewal needs. This was a discretionary recommendation in the 2021 Review. It is a significant change to the current loan arrangement and would require a recommendation from this Committee to Council.

4.31 NCMA has completed over two years of operation, parts of this under various COVID-19 Alert Level adaptations, since the decisions of the Governance and Finance Committee meeting, held on 5 December 2019. During this time, repayment of the loan has been actively managed as a priority. At 31 March 2022 the outstanding balance was $762,301.

4.32 At the same time, NCMA has also strived to meet a depreciation allocation for capital replacement. In 2020 this was just covered due to a mix of increased external funding and close management of expenses; in 2019 the allocation for capital replacement objectives fell short. This allocation places pressure on the organisation and highlights a potential risk of underinvestment in future capital renewal.

4.33 The 2021 Review observed that the NCMA Board does demonstrate determination and progress to be sustainable (Attachment 1, paragraph 9, bullet point 4). Having a capital fund would support that ambition and outcome.

4.34 The recommendation of the 2021 Review that Council considers directing NCMA to reallocate funds towards future capital renewal needs supports these objectives and takes a long term approach to NCMA’s financial sustainability.

4.35 With the establishment of the NCMA Foundation, NCMA is well set up for managing such a fund, as an investment for future capital renewal could potentially sit ringfenced with NCMA’s Foundation trust account in the ‘operations and maintenance’ strand of the NCMA Foundation.

4.36 This would also support the 2021 Review recommendation related to the development of a charitable trust (Attachment 1, paragraph 9, bullet point 4).

4.37 The impact of remission of this debt includes, that Council would no longer receive payments from NCMA, which are currently paid at $33,000 per annum. Council also has an allocation for an internal loan related to Council's contribution to the 2018 redevelopment at NCMA, which is paid at $60,000 per annum. If Council were to bring the NCMA loan in-house, it would be added to this existing internal loan. This loss of income would need to be covered by Council, either by increased repayments, or a longer term of repayment, both of which have a rating impact if the existing operating grant to NCMA is not reduced. Further, a similar allowance could be sought from other organisations that may have loans being repaid to Council.

4.38 If the loan wase remitted, the recommendations are that NCMA would be required to hold equivalent funds in an appropriate investment for future capital renewal, and an appropriate reporting and accountability model would need to be established.

4.39 Council officers have met with the NCMA Chair and Director and note that NCMA’s preference is to continue to make loan repayments and not have the debt remitted. This preference has also been conveyed directly to elected members, in the context of the workshop on NCMA Reporting Model, held on 15 June 2022.

4.40 There is therefore no decision required from this Committee for this action area.

Action area 4: Continuing annual funding

4.41 The last area for improving outcomes regards continuing the annual funding. This has already been addressed through an allocation in the Long-Term Plan 2021-2031.

4.42 There is no decision required from this Committee for this action area.

5. Options

5.1 Action area 1: Relationship and reporting, requires two decisions from this Committee.

5.2 Firstly, the Committee may opt to approve the development of a Memorandum of Understanding; or it may opt not to do so.

5.3 Secondly, the Committee may opt to approve the provision of a regular LOE and/or SOI to inform reporting; may opt not to do so; or may opt to use another reporting method.

5.4 Action area 2: Regarding the establishment of a charitable foundation, was reported on at the 12 April 2022 meeting of this Committee, and will continue to be addressed through the regular cycle of reporting, expected to be six-monthly report to the Community and Recreation Committee (or its delegated equivalent).

5.5 Action area 3: Remission of debt on condition of maintaining an alternative investment, is not supported by NCMA, so does not require a decision from this Committee.

5.6 Action area 4: Regarding continuing annual funding, has already been addressed through the Long-Term Plan 2021-31, so does not require a decision from this Committee.

Development of a Memorandum of Understanding Option 1: To approve the development of a Memorandum of Understanding as the basis of the relationship between Nelson City Council and Nelson Centre of Musical Arts (NCMA’s preferred option).
Advantages	· Enables both parties to formalise their relationship and have confidence in shared objectives. · Provides a guiding agreement negotiated at governance level. · Supports the NCMA’s interest in this method of formalising the relationship. · Can be used to inform both an LOE, SOI, or an operational grant agreement.
Risks and Disadvantages	· The 2021 Review did not consider that this method of formalising the relationship was required. · In December 2019 the Governance and Finance Committee did not endorse the use of an MOU. · Other similar organisations may request the same consideration.
Option 2: To not approve the development of a Memorandum of Understanding.
Advantages	· There would be no need to undertake the work required to develop an MOU. · The relationship could proceed using the current approach, including formal and informal agreements and reporting.
Risks and Disadvantages	· There would be no guiding agreement or negotiation at governance level. · Would indicate that the preference of NCMA is not shared.

Letter of Expectation and Statement of Intent Option 1: To provide a regular Letter of Expectation and request a Statement of Intent overseen by Community and Recreation Committee, to inform reporting by Nelson School of Musical Arts (NCMA’s preferred option).
Advantages	· Enables both parties to confirm agreed performance measures on a regular basis and have confidence in shared objectives. · Provides annual guidance on operational and strategic planning at governance level. · Supports the NCMA’s interest in an SOI method of formalising and reporting on performance.
Risks and Disadvantages	· Requires input from elected members at two to three meetings annually, and resourcing by NCMA and Council Officers. · It is a process usually reserved for CCOs. · Under this model there would still be a need to provide an operational grant agreement. · Other similar organisations may request the same consideration.
Option 2: To not provide a regular Letter of Expectation and/or Statement of Intent.
Advantages	· Creates a clear distinction between methods of setting performance expectations and reporting used for CCOs and non-CCOs. · Allows for the development of a reporting method more tailored to NCMA, or more suited to a non-CCO. · Would not require input from elected members at two to three meetings annually, and resourcing by NCMA and Council Officers.
Risks and Disadvantages	· Does not support the NCMA’s interest in this method of formalising and reporting on performance. · Would indicate that areas of the 2021 Report recommendations are not accepted. · In 2019 the Governance and Finance Committee endorsed the use of a LOE. · Another method of reporting would need to be established.
Option 3: To provide an alternate mode of reporting, such as a Statement of Intent overseen by Officers, six-monthly reporting and/or strategic presentation and an operational grant agreement.
Advantages	· Enables both parties to present and discuss agreed performance measures on a regular basis and have confidence in shared objectives. · Allows for regular reporting to this Committee, and opportunities for Councillor questions and feedback can be sought. · Provides annual discussion on strategic planning at both Officer and governance level. · Aligns with reporting methods used by other similar non-CCO organisations. · The annual strategic presentation could be provided in the form of a SOI, without the need for a LOE. · Could be used to inform an operational grant agreement.
Risks and Disadvantages	· May not fully meet NCMA’s interest in a more formal method of identifying and reporting on performance with direct Committee input (CCO model). · Would indicate that areas of the 2021 Report recommendations are not accepted.

6. Next Steps

6.1 NCMA would be advised of Council’s preference for a reporting model.

6.2 Action areas 2 and 4 would progress as outlined above.

Author: Tanya Robinson, Strategic Adviser Community Services

Attachments

Attachment 1: A2856883 - Nelson Centre of Musical Arts Review - final report V.3.2 - December 2021 ⇩

Important considerations for decision making

Fit with Purpose of Local Government

The NCMA is a partially funded local asset providing musical education and performances that contributes to the cultural fabric of Nelson and the region, with a profile beyond the local area.

The NCMA is a key contributor to the cultural, social and economic wellbeing of our community.

Consistency with Community Outcomes and Council Policy

The decisions on this report support our Community Outcomes as follows:

· “Our communities have opportunities to celebrate and explore their heritage, identity and creativity”; and

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

Risk

The recommendations are regarded as low risk as they were developed following an extensive external review process, including NCMA board and staff, Council’s elected members and officers, and external stakeholders, with the 2019 Review and 2021 Review being undertaken by an experienced reviewer.

The establishment of a six-monthly reporting cycle means that Council would have a regular and formal process to monitor the NCMA’s progress, and use of funding.

Financial impact

There are no new financial impacts as funding for NCMA was confirmed through the Long Term Plan 2021-31.

Degree of significance and level of engagement

This matter is of low significance because it is the result of an external review process, inluding Council’s elected members and officers, and external stakeholders. Therefore there is no further need for community engagement or consultation.

Climate Impact

Climate impact is not an area considered in this report.

Inclusion of Māori in the decision making process

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

Delegations

The Community and Recreation Committee has the following delegations to consider this review:

Area of Responsibility:

· Governance of Nelson City Council Controlled Organisations and Council Organisations, within the areas of responsibility:

§ The Nelson Centre of Musical Arts.

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 11: Community and Recreation Quarterly Report to 31 March 2022

Community and Recreation Committee

30 June 2022

REPORT R26723

Community and Recreation Quarterly Report to 31 March 2022

1. Purpose of Report

1.1 To inform the Committee of the financial and non-financial results for the third quarter of 2021/22 for the activities under the Community and Recreation Committee’s delegated authority.

2. Recommendation

That the Community and Recreation Committee

1. Receives the report Community and Recreation Quarterly Report to 31 March 2022 (R26723) and its attachments (A2872982 and A2896312).

3. Background

3.1 Quarterly reports on performance are provided to each Committee on the performance and delivery of projects and activities within its area of responsibility.

3.2 The financial reporting in this report focuses on the year-to-date performance to 31 March 2022, against approved capital and operating budgets.

3.3 Approved budgets are the 2021/22 annual budget plus any carry forwards, plus or minus any other additions or changes approved by Council or the appropriate Committee.

3.4 At the time of budgeting, capital projects are classed as one of the following:

Growth: the main driver of the project is population growth.

Renewal: the main driver of the project is to replace existing assets nearing the end of their economic life.

Level of Service: the main driver of the project is to increase the level of service provided to the community.

3.5 Where a capital project contains a mix of capital type, it is coded to the dominant purpose of the capital project.

3.6 Detailed project sheets are included in Attachment 1 (A2872982) for large or particular interest projects within the Community and Recreation Committee delegations. These project sheets have been selected if their budget is at least $250,000 for 2021/22, if they are multi-year projects with a budget over $1 million, or if they have been assessed to be of particular interest to the Committee.

3.7 Project status is analysed based on three factors: quality, time and budget. From consideration of these three factors the project is assessed as being on track (green), some issues/risks (orange), or major issues/risks (red). Projects that are within 5% of their budget are on track regarding the budget factor.

4. Tenders awarded

4.1 Tenders are advised in the Quarterly Report if their budget is at least $300,000 or accepted via the Tenders Subcommittee. There were no tenders awarded under delegated authority in this quarter of the financial year 2021/22.

5. Financial results

5.1 As at 31 March 2022, Capital Expenditure is $5.0m behind budget. Level of Service, Renewals and Growth are behind budget by $2.2m, $1.8m, and $841,000 budget respectively.

5.2 Major Capital Variances are as follows:

· Modellers Pond Solution is $1.1 million behind budget, which is further detailed in the project sheet.

· Elma Turner Library Extension is $1.7 million behind budget, which is further detailed in the project sheet

· Maitai Mountain Bike Hub is $435,000 behind budget, which is further detailed in the project sheet

· The Refinery Gallery earthquake strengthening is $336,000 behind budget, which is further detailed in the project sheet

· General Reserves Land Purchases are behind budget by $563,000 and are dependent on land subdivision development. There are opportunities for land purchases approaching, including a neighbourhood park in the Bayview reserve, however the timing and costs are uncertain at this stage.

5.3 Conservation Reserves expenditure is less than budget by $151,000. Programmed maintenance and weed control are behind the budget by $121,000 and $42,000 respectively, with work increasing in autumn and both it is expected the forecast will be fully spent.

5.4 Landscape Reserves income is greater than budget by $87,000. An unbudgeted grant of $20,000 has been received from MBIE for the Maitai Mountain Bike Hub. Unbudgeted recovery income of $42,000 has been received from other impacted parties after the winter heavy rain event that caused multiple slips.

5.5 Landscapes Reserves expenditure is greater than budget by $102,000. Heavy Rain events are $183,000 over budget due to slips from rain events at Grampians, Botanical Hill and Sir Stanley Whitehead, with expenditure forecast to be $235,000 over budget by the end of the financial year. Savings across the activity of $150,000 have been found to fund this, $125,000 of those savings have been transferred to this cost centre, with the Emergency Response Fund covering the remainder of the over budget spend. Programmed maintenance, and the weed control programme are $32,000 and $37,000 behind budget, both are forecast to be spent by end of financial year.

5.6 Esplanade & Foreshore Reserves expenditure is greater than budget by $69,000. The property maintenance contract is over budget by $62,000 and is forecast to be over budget by $80,000 at end of financial year due to contract variations required for several riparian revegetation plantings, which have moved into the maintenance contract for ongoing aftercare. This will be offset from elsewhere within the activity. Staff costs are ahead of budget by $82,000 with actual staff time being spent differently than budgeted. Unprogrammed expenditure is $85,000 over budget due to a transfer of funds for the emergency response works after the July-August 2021 landslips. These funds were primarily directed to Sir Stanley Reserve, Grampians, Tantragee and Botanical Hill for extensive reconstruction works. Additionally, rural esplanade emergency works were required in February 2022, when flooding in the Wakapuaka River required urgent removal of log jams to prevent further flood damage.

5.7 Sportsground income is less than budget by $88,000. Bay Dreams income is less than budget by $80,000, due to the scaled back festival held because of COVID-19. Nitro Circus was also postponed to later in the year.

5.8 Trafalgar Centre expenditure is less than budget by $139,000. Event and venue hire expenses that are fully recoverable from users are under budget by $41,000. Some other expenditure items are behind budget and are expected to still be spent, including consultants ($14,000) and programmed maintenance ($26,000). Insurance is under budget by $14,000 and Depreciation is under budget by $26,000, with these expected to be savings. Condition assessments and programmed maintenance are expected to be fully spent by end of financial year

5.9 Saxton Field Stadium income is less than budget by $111,000. Casual use income is less than budget by $67,000 due to COVID-19 restrictions having a significant impact on various sporting events. Tasman District Council’s contribution is $38,000 behind budget, due to timing with the invoice for the quarter being processed in April 2022.

5.10 Saxton Field Stadium expenditure is less than budget by $86,000. Electricity is behind budget by $39,000, due to both timing and COVID-19 restrictions (including the lockdown) reducing the use of the Stadium. Programmed maintenance is $14,000 under budget, due to closures over lockdown reducing facility demand and required maintenance. Depreciation is under budget by $23,000 and is expected to be a saving.

5.11 Pools expenditure is less than budget by $90,000. Water expenditure is $12,000 behind budget and is likely to be under budget at year end. Programmed maintenance at Riverside Pool and Nayland Pool is behind budget by $39,000, due to contractor availability because of COVID-19, this is expected to be spent this by end of financial year. Depreciation is under budget by $40,000 and is expected to be a saving.

5.12 Saxton Field income is less than budget by $194,000. Income from Tasman District Council for their contribution and recoveries is behind budget by $178,000, due to timing with the invoice for the quarter being processed in April 2022; winter sportsground invoicing to be processed in Quarter Four; and that there were no commercial cricket games, due to COVID-19.

5.13 Saxton Field expenditure is less than budget by $148,000. The grant to Tasman District Council for Champion Drive is under budget by $40,000, which is a saving as the project came in under budget. Other savings from this project are being used to progress cycle access and paths within Saxton Field, as approved by the Saxton Field Committee in February 2022. The grant to Tasman District Council for the BMX track is not going to be spent this year and is $32,000 under budget. The deferral of the BMX Track was approved in November 2021. The Tasman District Council maintenance contribution is behind budget by $60,000 due to invoice timing.

5.14 Managing Heritage and Arts expenditure is less than budget by $147,000. Some projects are behind budget but still anticipated to be delivered this financial year, including the Taonga Tuku Iho Heritage Strategy implementation ($47,000), art strategy implementation ($18,000), heritage activities programme ($29,000) and heritage strategic plan consultant costs ($16,000).

5.15 Broadgreen House expenditure is less than budget by $54,000. Programmed maintenance ($14,000) and curatorial and collections ($8,000) expenditure are both behind budget, with programmed works for both occurring in Quarter Four.

5.16 Founders Park income is less than budget by $65,000. Book fair proceeds are $14,000 less than budgeted. Venue hire income ($11,000), admission income ($19,000), and recovery income ($23,000), are all under budget, mostly due to COVID-19.

5.17 Founders Park expenditure is less than budget by $183,000. Several expenditure items are behind budget, with projects to be commenced in Quarter Four, including property maintenance ($25,000), ground maintenance ($13,000), development fund ($29,000) and programmed maintenance ($38,000). Electricity is under budget by $23,000, due to both invoice timing and the COVID-19 lockdown.

5.18 Festivals income is less than budget by $81,000. Opera in the Park income is under budget by $90,000, due to cancellation because of COVID-19.

5.19 Festivals expenditure is less than budget by $191,000. Opera in the Park is under budget by $90,000 and due to its cancellation the net loss to Council for costs already incurred is expected to be about $100,000. Summer festivals are behind budget by $25,000, and youth events are behind budget by $15,000, with an event now planned in Quarter Four.

5.20 Nelson Library income is greater than budget by $126,000. Unbudgeted Department of Internal Affairs income of $135,000 has been received, which is used to fund seconded staff and electronic resources.

5.21 Stoke Library expenditure is less than budget by $89,000. Staff costs are behind of budget by $73,000, due to staff time being budgeted to Elma Turner Library.

5.22 Stoke Hall expenditure is more than budget by $52,000. Unprogrammed expenditure for the propping of the hall and temporary bracing was $42,000, against a nil budget. Closure costs were a further $13,000, against a nil budget.

5.23 Community Properties expenditure is less than budget by $157,000. Programmed maintenance is behind budget by $40,000, with work planned in Quarter Four; and energy audits are $24,000 behind budget, due to work being completed internally. Staff costs are behind budget by $76,000, with actual staff time being spent differently than budgeted.

5.24 Communities of Greatest Need income is more than budget by $75,000. Various unbudgeted grants have been received from the Ministry of Business and Employment and the Ministry of Social Development.

5.25 Community Tools and Enablers expenditure is less than budget by $214,000. Community partnership fund grants are $87,000 behind budget, due to a coding error that was corrected in April 2022. COVID-19 emergency community grants are demand-driven, so are behind budget by $67,000, however $55,000 of this was also a coding error. Strengthening community sector expenditure is behind budget by $17,000, due to timing.

6. Community Partnerships and Communities of Greatest Need

Collection of Programme Data

6.1 The Community Partnerships team now collects programme indicators relevant to the Communities of Greatest Need. The purpose is to provide context for social issues and the rationale for Council investment in these areas. It is also an opportunity to consider trends and emerging issues.

6.2 As these are high level indicators there are various limitations, including that indicators are not specifically local, recent or directly applicable to Council’s focus areas, so do not provide a full assessment of community issues. It is important to note that indicators do not measure the impact of Council projects; and that trends may be influenced for reasons outside of Councils control. While there are limits, this data will be shared with the Committee as part of ongoing quarterly reporting.

Reducing Social Isolation

6.3 City for All Ages action plan and projects: Funding has been provided to Age Concern Nelson Tasman to support elder abuse response services, Age Concern’s accredited visiting service, and activity groups for older adults at their newly opened office on Bridge Street. This support will also enable the office to be utilised as a meeting space for the City for All Ages Implementation Group. The space also has potential for delivery of physical and cultural wellbeing programmes within the Strategy, and as an engagement hub for the future direction of the Strategy.

Age Concern Nelson Tasman board member Emeritus Professor Bevan Grant speaks at the opening of the new office.

Age Concern Nelson Tasman board member Emeritus Professor Bevan Grant speaks at the opening of the new office on 9 February 2022.

In April, Nelson was accepted into the World Health Organisation (WHO) Global Network for Age-friendly Cities and Communities. As a member, Nelson will be part of a growing global movement of communities, cities and other sub-national levels of government that are striving to better meet the needs of their older residents.

By joining the Network, Nelson commits to sharing and promoting the values and principles central to the WHO Age-friendly approach, implementing the four steps to create age-friendly local environments, and actively participating in the Network, including sharing experiences with other members.

The Age Friendly network will support us in increasing the visibility of our work and inspire change by showing what we have done and how we have done it. For example, they ask that every member submit at least one “Age-friendly practice” per year.

6.4 Nelson Pride update: Nelson Pride, with organisational funding support from the Community Investment Fund and events funding from Tuku22, runs Pride Week from 23 April to 2 May 2022. Although active since 2017, Nelson Pride has only recently gained incorporated status, allowing the organisation to take on bigger projects. Their principal focus is social events, which aligns with Council’s focus on social inclusion.

Programme for Nelson Pride Week 2022.

6.5 Tu Urungi Innovation Fund: In January 2022, a partnership with Make/Shift Spaces, Multicultural Nelson Tasman, Creative Conversations and Nelson Art Council was successful in an application for $20,000 for seed funding towards the “Shared Communities Project”, with the aim to undertake market research and trial a programme for a targeted city-wide plan, which uses creative and traditional arts to drive engagement with Nelson’s migrant population.

6.6 Welcoming Communities Launch: On 25 January 2022, Nelson City Council and Tasman District Council jointly launched the Welcoming Communities Programme for the regions. Kaumātua Harvey Ruru opened the event, hosted by Victory Community Centre. This celebrated a successful application to join the programme that will see the recruitment of a Welcoming Communities Coordinator for a three-year period. The purpose of the Welcoming Communities Coordinator will be to develop and implement a plan for Nelson to be more welcoming and inclusive for former refugees, migrants and other newcomers to Nelson.

Welcoming communities group with Mayor Reese

Launch of the Welcoming Communities Programme, hosted by Victory Community Centre. From left to right: Yuki Yoda, Japanese community; Ramiesha Perera, Multicultural Nelson Tasman; Mayor Rachel Reese; Mini Howie, Indonesian community.

Reducing Housing Vulnerability

6.7 Latest Housing Register figures for the period ending 31 December 2021 show that there were 279 families on the housing register, which is a slight increase on the previous period.

6.1 Council is supporting a surveying project by the Nelson Tasman Housing Trust, who report that for the first six months of 2021 there was significant demand for subsidised housing, with all main suppliers having waitlists. There were also more than 150 people living long-term at Council’s three campgrounds; and an increasing number of requests for housing help coming from older single adults over 60 yrs. Nelson Tasman Housing Trust’s estimate of unmet affordable housing need (not already captured by the housing register) is 425 families across Nelson and Richmond.

6.2 Housing First continues to offer support and accommodation to people who have experienced significant homelessness but are still relying on temporary accommodation at motels rather than long-term accommodation, mostly due to a dearth of small long-term rentals. Housing First has also stepped up to support people who might normally stay at the Men’s Shelter, which closed its doors on 28 February 2022.

6.3 Council also funds a number of providers of services for this cohort, including Loaves and Fishes, the Women’s Centre and the Male Room. Council is also working with Community Action Nelson and the Department of Internal Affairs to help agencies share their expertise and identify and address gaps. This has been delayed due to staffing and a focus on community COVID-19 response.

Reducing the Impact of Poverty

6.4 Food security is a significant issue for Nelson’s communities of greatest need, with community agencies, such as foodbanks and community hubs, reporting increased demand. While the Ministry of Social Development is the main funder of foodbanks, Council contributes to several coordinating agencies, including Kai Rescue and Te Pataka, Victory Community Centre, Tahunanui Community Hub, Te Korowai Trust and the Beneficiaries and Unwaged Workers Trust, that provide food and other community support. Sustainable options are being discussed with community partners and funders.

Improving Access to Work and Learning

6.5 Unemployment in Nelson continues its downward trend from a 2020 peak, however the rate of people not in employment, education or training (NEET) continues to be of concern. To address this, Council is supporting several initiatives focussed on identifying young people at risk and assisting them in planning their next steps. Council is partnering with Marlborough District Council, Tasman District Council and the Ministry of Education to pilot a programme in three of the region’s schools, to enable schools to keep connecting with young people who have left school, and ensure they have a pathway plan and the necessary support to follow it through.

Improving Wellbeing

6.6 Youth Council activity: The Youth Council has had a busy start to the year with Youth Councillors attending the opening of the Stoke Youth Park, and attending Infrastructure Committee, Environment and Climate Committee and Community and Recreation Committee meetings. Youth Council has consulted on the Active Travel submission, the Future Development Submission and have been a part of Bicycle Nelson Bays. Youth are working with Councils Events Team on the ‘Young and Funny’ event, which looks to be an exciting event this year. These activities have allowed these young people to showcase their skills and passions speak at meetings and achieve in the work they are involved in.

6.7 Multicultural Football Festival: Council, Multicultural Nelson Tasman and Health Action Trust staged a two-day Multicultural Football Tournament at Neale Park on 19 and 20 March 2021.

6.8 Eleven seven-aside teams took part, with games played on Saturday, and finals taking place on Sunday. Over 200 players and supporters attended the event from a range of communities, including representatives from the Bhutanese, Columbian, Chin, Karenni, Nepali and Indian communities, with the Chin Community team the eventual winners. The event attracted favourable media coverage.

Players and supporters at Multicultural Football Festival.

6.9 Natureland Update: Natureland, like many other Small to Medium Enterprises, has been negatively impacted by COVID-19. While visitation and self-generated revenue was heavily compromised over the summer, Natureland have begun to observe a return to pre-COVID numbers over the last month. External and internal holiday programme attendance has been strong, and the move to the Orange COVID-19 Alert Level should facilitate the resumption of school visits and an increase in volunteer programme numbers, both of which have been challenging to deliver, since August 2021.

Supporting COVID resilience

6.10 Neighbourhood project: Officers collaborated with colleagues at Tasman District Council and the Department of Internal Affairs to identify gaps in welfare provision from Central Government. Council provided funding, matched by Tasman District Council and Department of Internal Affairs, to Top of the South Neighbourhood Support and Volunteer Nelson, to provide street-level assistance to those with greatest need, particularly with kai security and social isolation.

6.11 The map below demonstrates the saturation of Top of the South Neighbourhood Support’s network of ‘Street Champions’, within the Nelson rohe.

6.12 The project runs until the end of May 2022 and includes support for post-peak recovery and includes neighbours connecting with neighbours who may be isolated, empowering local communities to host small events to reconnect with neighbours and strengthen community resilience.

6.13 Examples of outcomes supported by this project include a Virtual High Tea Party with Charlotte Wood and fruit bottling distributed in the community as part of Aotearoa Neighbour’s Day, ‘Kai Connections – Celebrating Community, Sharing Food Project’.

Neighbourhood Support bottled peaches made and distributed in the community as part of Aotearoa Neighbour’s Day ‘Kai Connections – Celebrating Community, Sharing Food Project’.

7. Heritage Updates

Founders Heritage Park

7.1 COVID-19 continues to have a major impact on the number of people using Founders Heritage Park. There were 8700 attraction visitors during Quarter Three, compared to 11,900 in 2021. 1378 people attended 44 functions, compared to 2822 attending 69 privately-booked functions in 2021 over the same period. All events during this period were cancelled. A marketing plan will be established as part of the recovery phase, to increase park visitor, user and venue hire numbers.

7.2 The refurbishment of the Livery Toilets was completed in January 2022. The ramp leading up to the back entrance of the printery was also completed, in March 2022.

7.3 The Collection Re-Org project continues, with good progress being made with the additional help of a summer student to assist with cataloguing, deaccessioning administration, data entry, and cleaning and packing objects. A visiting technician from the Institute of Environmental Science and Research Limited (ESR) conducted a sweep of the collection store and airplane to check for ionising radiation. This located several items with radiation at levels well below the harmful threshold.

7.4 Police recently reported that a higher level of crime in the community has been a contributing factor to an increased number of security incidents during Quarter Three. As a result, a collective effort to enhance security measures is being implemented. This includes clearing vegetation and perimeter fencing upgrades. Further measures, including security cameras, are also being progressed.

Isel House

7.5 With the scheduled winter closure approaching, Isel House remains closed to the public, and the volunteers have indicated that they would prefer to regroup and reopen in the Spring.

7.6 Officers met with Nelson Provincial Museum to progress a loan agreement for the objects owned by the museum, which are on display in the house. This would place the loan on a more formal footing.

Broadgreen House

7.7 A Memorandum of Understanding with the Broadgreen Society has been signed and replaces a previous agreement made in 2016.

7.8 Broadgreen House reopened to the public on Friday 8 April 2022, operating at reduced winter hours from 11:00am to 3:00pm, to reduce the number of volunteer guides and staff required on site. The decision to reopen the house has been welcomed by the volunteers, who are pleased to be able to come together again.

7.9 The ‘Secret Lives’ short story competition was developed as a COVID-19 resilient activity to promote the house and its textile collection. Aspiring writers are invited to pen stories about two dresses from the collection with unknown provenance. The competition has been well received and there have already been a large number of entries. The competition closes 31 April 2022, and the winner will be announced at a June 2022 event.

Melrose House

7.10 The new café owners have settled in and are establishing a strong customer base. They are also the house custodians and have fitted well into this role, with a real enthusiasm for the house and its heritage.

7.11 In common with all venues, Melrose House has been impacted by cancellations and postponement of bookings due to COVID-19, although there is now an upturn in bookings for meetings and family gatherings. No larger events, such as weddings, have been scheduled as yet.

Heritage Activity Updates

7.12 Tuku 22 Whakatū Heritage Month: This starts on 1 April 2022 with planning progressing during Quarter Three. Changes in format are planned to accommodate the COVID-19 Omicron outbreak. Instead of being held only in April as previously, this year Tuku22 will run during the three months of April, May and June, to provide event hosts more time to postpone events if key participants need to isolate and to avoid the COVID-19 Omicron peak.

7.13 Significant event host partners for Tuku22 this year include, Nelson and Richmond Libraries, Nelson Provincial Museum, Ngāti Apa ki te Rā Tō, Ngāti Kuia, Histrionics and Cultural Conversations. Officers are also working to secure an exciting virtual reality experience based on Sir Edmund Hillary’s Hut at the Antarctic. It is expected that this experience will be provided by the Antarctic Heritage Trust at Founders Heritage Park during May 2022.

Children engaged in the Hillary’s Hut at the Antarctic virtual reality experience.

7.14 Tuku22 Event Host Grants (totalling $24,132) have been approved for payment to sixteen community partners, with estimated match funding or resource contribution of $28,472 contributed by event hosts. Community recipients include, Community Artworks, The Sea Scouts, The Indonesian Community, Cultural Conversations, Nelson Pride, Nelson Community Potters, Ngāti Apa ki te Rā Tō, Ngāti Kuia, Nelson Historical Society, NZ Society of Genealogists Nelson Branch, Brook Sanctuary and Magenta Trust.

7.15 Event hosts have initially proposed over 50 events for the Tuku22 programme that able to run under any COVID-19 traffic light setting. This number is expected to increase during the festival and as COVID-19 controls reduce in May and June 2022.

8. Arts Updates

8.1 Nelson Reuse and Recycling Centre Mural: A significant mural is in development at the Nelson Reuse and Recycling Centre in Tahunanui. The selected design will be painted during April by a collaborating group of artists including, Sean Duffel, Thijs De Koning and Chrissy Zesk. The artwork commission features various forms of wildlife that all benefit from the safe and responsible disposal of waste, ensuring their soil and water environments will be protected. At 240 metres square, this will be the largest public mural commissioned by Council in the region. A time lapse video of the mural being painted has been viewed over 21,000 times with over 1000 positive reactions on social media.f

8.2 Toi Māori on the new Trafalgar Centre Footbridge: Toi Māori artwork is to be included on the side panels for the planned Trafalgar Centre footbridge upgrade. Given the site’s cultural significance to Māori, iwi cultural managers have informed the design and contextual priorities for the artwork. Iwi cultural managers will also take a lead in selection of the final artwork from the shortlisted designs. This artwork will be delivered in the 2022/23 financial year.

8.3 Arts Partnership Grants: Council supported two community arts initiatives via Arts Partnership Grants, during Quarter Three. These projects were: Viewfinder arts installation ($3920), to present contemporary art installations in the central city; and Changing Threads ($3000), co-ordinated by Arts Council Nelson to support a Council-sponsored prize in the exhibition.

8.4 Refinery Update: Following feedback from a recent Community and Recreation Committee workshop, officers are developing future Refinery redevelopment options to inform decisions by this Committee. This will involve updating the existing business case to include potential future use, informed by the upcoming arts sector Gaps Analysis and the new Arts Strategy.

9. Events Updates

Summer events: Successful summer events directly delivered by Council in January included the Umbrella Market at 1903 Square, ‘The Barden Party at The Honest Lawyer’, and 13 out of 18 screenings of Summer Movies, before a shift to the COVID-19 Red traffic light setting prematurely ended most events, such as the Nelson Buskers Festival.

The Umbrella Market with children selling their toys.

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The Umbrella Market with children attending a performance.

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The Barden Party at The Honest Lawyer.

9.1 Opera in the Park: Opera in the Park was also cancelled in February due to COVID-19 Red traffic light restrictions. Planning is underway to reschedule this event for February 2023.

9.2 COVID impact on events: COVID-19 also had an impact on the events schedule, with 23 events at the Trafalgar Centre having to be cancelled. While large scale and indoor events were heavily affected by the pandemic, Council was able to adapt some outdoor events to COVID-19 safety requirements. Opportunities arose to support new performers and locations such as ‘The Barden Party at the Honest Lawyer’ in Stoke-Monaco. As a result of this, fewer events were cancelled or not delivered, compared to previous situation in summer 2019-20.

9.3 At the same time, Council officers maintained regular engagement with the local events sector, to gauge the impact of COVID-19 and the level of support needed for the short term, once we would be back to the COVID-19 Green traffic light setting. An events hui in May 2022 will provide feedback and responses from events professionals that will benefit the resurrection of the events sector in our region.

9.4 Some events at the Trafalgar Centre were forced to postpone or cancel during Quarter Three, resulting in a loss of approximately $20,000 in potential venue hire. These events included Benee, Blindspot, two weddings and the Adam Chamber Music Festival.

9.5 Bay Dreams South cancelled the Bay Dreams event for January 2022, to replace it with the smaller ‘Netsky’ event, which was successfully delivered. A separate report outlining the success of this event was presented to the Community and Recreation Committee on 3 March 2022.

9.6 Marketing Support: Due to the impact of COVID-19, the ‘Events at Nelson City Council Venues’ advertising was placed on hold. Scheduled marketing was instead used to support other events, including Nelson Fringe Festival, Tuku22, Nelson Giants and The Barden Party events.

10. Libraries

10.1 A Digital Day was held in March at Pūtangitangi Greenmeadows. This contained a bookable session on digital basics, as well as drop-in sessions for device advice. Partnering with Nelson Marlborough Health, this was also used as an opportunity to promote the new Telehealth service Ki Te Pae Ora, with their Digital Health Navigator Brianna Reuter, also in attendance.

Library staff with Briana Reuter from Telehealth

10.2 The use of the virtual reality headsets has been carefully managed through the COVID-19 outbreak, with strong health and safety protocols. Recent use of these technologies has included an adult drop-in session and a targeted session with English Language Partners. The latter brought in 15 migrants from the Nepalese and Burmese community. One of the participants became quite emotional when using the set to see scenes from her home. The adult drop-in session allowed a few senior adults, who had never been overseas, to undertake virtual tours of Paris and Rome.

10.3 The monthly Community Korero talks this quarter have included the Brook Waimarama Sanctuary, Neighbourhood Support and local writer Angela Robertson, who shared inspirational stories from older adults in our community.

10.4 Term time programming restarted in early February 2022, with regular programmes, such as the media club, lego robotics and sewing classes being joined this term by Raising Scientess. This latest programme is an exploration of STEM (Science, Technology, Engineering and Maths) for young girls, through creative and fun projects and experiments. This programme is delivered by students from Nelson College for Girls. Due to the COVID-19 Omicron outbreak, no programming or events were able to occur at Stoke and Nightingale libraries, due to capacity limits.

Raising Scientess at Elma Turner Library.

10.5 In late March we were advised that the printer at Elma Turner Library had printed the most sheets out of all APNK Printers in the country (49 Councils, which does not include Auckland, Wellington or Christchurch). Since September 2019 it has printed 163,223 pages, which is a leap ahead of the second-place printer at 135,211 pages.

10.6 In February a quiet hour was introduced at Elma Turner Library. This is a time when the lights are dimmed, noisy activities are suspended, and most screens and computers are turned off. This short time allows a person who may experience sensory overload to access services in a less stimulated environment. Complementing this is a sensory map, which identifies areas of the library that could cause issues for some people, highlighting changes in carpet patterns and noisier spaces, for example. Sensory toys and furniture have also been made available. The feedback on this hour has been very positive and library staff are now trialling a Sunday quiet hour to suit families. Feedback from Autism New Zealand on this initiative noted, “this is absolutely wonderful, well done to everyone involved…. it’s so helpful to the ASD community (and others).”

10.7 Quarter Three has seen an impact on services due to COVID-19. Key impacts of note were an ongoing peaceful demonstration and petition by members of the community opposed to the introduction of the vaccine pass requirement for libraries in December. This protest was held weekly for a period of eight weeks and was joined by members of the Voices for Freedom group in the last few weeks. While peaceful, this did cause some concern for staff and customers, who felt uncomfortable passing the protesters.

10.8 The COVID-19 Omicron outbreak has caused some impact on staffing levels, with a number of library staff identified as close contacts, household contacts and/or positive themselves. This led to Nightingale Library Memorial having to close for a week and subsequently twice on individual days. Elma Turner Library also closed early at 5:00pm, for a week. The months of February and March 2022 were quieter than usual in terms of visitor numbers, however collection usage remained very steady.

10.9 The Street Ambassadors were able to provide support to library staff for three days per week for six weeks. This was to assist with checking vaccine passes. The cost for this service was able to be incorporated into existing library budgets.

10.10 In response to the introduction of vaccine pass requirements and the need to provide broad access to the collection, staff initiated a click and collect service. This had good take-up, with over 150 requests and over 1000 items being issued. In recent weeks, the usage has predominantly been from families with children isolating due to COVID-19.

10.11 An art display entitled Pilgrimage of Grief has been on display in the Elma Turner Library during Quarter Three. These twelve quilted pieces by artist Barbara Nicholas come together to tell the story of how climate change has impacted our native birds. The display has been complemented by an interactive digital display and a successful public talk with the artist, in conversation with Kindra Douglas.

10.12 There were a number of author talks, music events and book launches, throughout the Quarter Three. These included a book launch by Helen Staniland, who shared her book Te Wai Pounamu, the glorious south of the South Island, mand usic performances by Bossa Via and Duo Jackson.

10.13 New library t-shirts have been introduced for library staff. These t-shirts are not a compulsory uniform but are designed for staff doing outreach and presenting programmes. Feedback on the design and visibility of these has been very positive from both staff and customers.

11. Parks and Facilities

Nayland Pool

11.1 Nayland Pool closed on 26 March 2022 with Dog Day. The five months it was open over summer saw a lower number of users than normal, at 23,271 users, due to COVID-19 restrictions. CLM staff provided an excellent service, working with customers and Council to implement COVID-19 restrictions.

Koata whenua recreation access

11.2 An interim access agreement for the Codgers/Fringed Hill area of Koata Whenua was signed by Council and Koata Ltd in late 2020, which enabled interim community recreation access, while a longer term agreement could be explored.

11.3 Council and Koata Ltd agreed to roll over this agreement for the 2021/22 year, which was budgeted in the Long Term Plan. Budget is also included for this to extend into 2022/23 if necessary.

11.4 Officers continue to work with staff from Koata Ltd on a vision for whenua and how long-term community recreation access may be achieved.

Maitai Recreation Hub

11.5 The Maitai Recreation Hub project is progressing well and planned for official opening in May 2022, with some features still to come, including an accessible toilet and interpretation signage.

Maitai Walkway shared path upgrade

11.6 Design for this upgrade was developed during Quarter Three, and an application for 50% co-funding submitted to the Ministry of Business Innovation and Tourism’s Tourism Infrastructure Fund.

Mountain bike trail renewals

11.7 New budget for higher profile trail renewals was included in the Long Term Plan 2021-31. The 2021/22 funding was used for an upgrade to the Firball trail and is also planned for improvements to the area where the Firball and Crazy Horse trails meet, including the intersection of Young Codgers and the Codgers Hub Link.

11.8 Further remedial work has also been undertaken on the Crazy Horse and Firball trails.

Renewed surface on Firball trail, showing drainage work.

Great Taste Trail through Nelson Golf Course

11.9 Construction on this section has been delayed due to the Awatea Place pump station project and is now expected to commence in Spring 2022. This project has received funding from the Ministry of Business, Innovation and Employment.

Pools options consultation

11.10 Future pool options engagement was ongoing over January to March 2022, with consultants attending online hui with pool users, clubs, stakeholders, contractors and rangatahi at the Youth Council. Iwi engagement is planned. Next steps are for the consultants to prepare a draft report and seek input from elected members at a workshop to be scheduled before the report and options are finalised.

11.11 The intent is to have a preferred option included in the Long Term Plan 2024-34 and consulted on with the community throughout that process.

Saltwater Creek Bridge

11.12 Plans are in progress to replace the bridge between the Trafalgar Centre and Haven Road. Following iwi engagement, a toi Māori design will be laser-cut into the steel side panels of the bridge, given this is a location of significance for iwi.

11.13 The project is anticipated to be carried out over September to October 2023, with timing to be confirmed, as timing is dependent on events being held at the Trafalgar Centre and resource consent processing time. The project is funded under Transport, with the Parks budget being used to support the artistic elements. The parks element has been deferred to 2023/24 through the Annual Plan 2022/23, as a result of capital delivery constraints.

Montgomery Toilet upgrade

11.14 As previously reported, Council was successful in an application to the Tourism Infrastructure Fund for the upgrade of the Montgomery Toilets. Preliminary designs are being prepared and further detail will be provided at a future Committee meeting.

11.15 There will be no modifications to the number of carparks or the overall traffic flow of the Montgomery Square carpark through this project but designs will consider Te Ara ō Whakatū. There may be some enhancements that can be subsidised out of central city funding, to coincide with the completion of the facility.

Trafalgar Park old stand removal

11.16 The old Eastern Stand at the Trafalgar Park was budgeted to be deconstructed during 2022/23, however this has been proposed to be deferred to 2023/24 through the Annual Plan 2022/23, to ensure that the 2022/23 work programme is deliverable.

Branford Park Disc Golf

11.17 Nelson Tasman Disc Golf currently use an informal course in Branford Park and have requested that permanent infrastructure be allowed to be installed, including tee areas and baskets.

11.18 Officers have been working with Nelson Tasman Disc Golf and accept that this is a suitable location. After consulting with Council’s Transport team around the course layout, a proposed course has been agreed and will be established in the 2022/23 financial year.

11.19 More information on Disc Golf in Nelson is available online, https://www.nelsontasmandiscgolf.co.nz/courses.

Anzac Park

11.20 To help encourage more activity in Anzac Park, and to support the work of the Giving Aroha in Anzac Park volunteers, several picnic tables have been installed recently. Three of the tables are oversized hardwood picnic tables, with wheelchair accessible sides and have been installed close to the sealed pathways for good access. A number of standard picnic tables have also been installed around the base of trees, to ensure shading in the summer months. The new furniture has been very well received and anecdotal evidence suggests that park usage has increased with a wider diversity of park users.

New furniture in ANZAC Park.

11.21 Achieving a strong autumn bedding display on Anzac Day has been a challenge, given the timing required for our seasonal bedding rotations. With savings made from paving three of the rectangular bedding gardens, investments into larger-grade winter bedding plants for the cenotaph hub garden beds has been undertaken. This has worked remarkably well, and this approach will continue in future years to ensure some colour for Anzac Day.

ANZAC Park beddings.

Tahuna Beach and Codgers Recreation Hub, creative seating options for increased outdoor gatherings

11.22 Given the necessity for more outdoor gatherings and meeting places since the start of the COVID-19 pandemic, Parks staff have been working on creative ways to increase community connectivity in outdoor areas.

11.23 An assortment of rustic hardwood and old wharf timber has been installed in the back dunes at Tahunanui near the barbeque area at Tahuna Beach, to provide unconventional seating areas that can double as play spaces.

New seating at Tahuna Beach.

11.24 Codgers Recreation Hub now also has a new, oversized redwood railway-inspired picnic table that can comfortably seat up to 12 people, or six people practising social distancing. The picnic table received a lot of positive feedback on social media.

New seating at Codgers Hub.

Venue Hire Fund

11.25 The Venue Hire Fund was established in the Annual Plan 2019/20, to assist eligible community groups to pay 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.

11.26 Funding has been approved in the 2021/22 financial year for: Netball NZ Tactix ($843), the Cancer Society Ball ($1,340), Nelson Bays Primary Health Falls Prevention Information Sessions ($308), and Nelson Giants Home Games 2021/22 ($16,968).

11.27 $10,542 remained unallocated at the end of March 2022.

Out and About on Tracks Strategy

11.28 A draft revised strategy was made available for public feedback during September and October 2022. Feedback was received from 51 people and organisations. Officers have met with key submitters and stakeholders to refine the draft, with a view to bringing a final version back to this Committee for approval.

11.29 A report with a final draft is expected to be brought to this Committee, prior to the end of the triennium.

Tahuna Reserve Management Plan review

11.30 Preparations are underway to commence a review of the Tahuna Reserve Management Plan during the Quarter Four, which will be reported to this Committee in due course.

Freedom Camping Bylaw Review

11.31 New bylaws are required, to commence a review within five years of adoption. A review of the Freedom Camping Bylaw will commence later in the 2022 calendar year.

Pest plant control

11.1 Pest plant management throughout many of Nelson’s landscape, esplanade and conservation reserves has been progressing well. The January to March 2022 period is the main timeframe for the annual control of pest plants, prior to the majority of seed production and when they are their most susceptible to control methods.

11.2 Pest plant control has increased on both Botanical Hill and the Grampians. A Jobs For Nature project on the newly purchased north eastern corner of the Grampians is employing a team of four rangers, to undertake an ecological restoration project of the area. This site has an extensive infestation of many weeds and is a very challenging site. Workers have initially cleared the extensive track networks of weeds, to allow for access, and have now moved on to releasing areas of native bush from smothering vines, preparing areas for community plantings this winter and planning for an extensive pine removal project this autumn.

11.3 Planning work has also been undertaken in preparation for the expanded pest plant control programme in reserves, the budgets for which begin increasing from 2022/23.

Modellers Pond site and park development

11.4 Ground contouring has now been completed. The stormwater discharge swale has been shaped and pathways cut out in preparation for gravelling. Work has started on the construction of boardwalks and the concrete plaza area. Work is underway to connect the park with the estuary and allow the tide into the park.

11.5 Plant species selected have been eco-sourced and are appropriate to the estuarine environment of the Waimea Basin. Further planting will continue in the winter of 2023.

11.6 The Society of Modellers is working on their new track alignment in preparation for opening in August 2022.

11.7 The cost of materials has increased significantly since the project began. Some features of the design have been removed and others reduced. It is estimated that the final cost of the project will exceed the budget of the $2.3 million budget by approximately 5%.

11.8 The gifted name, Te Pā Harakeke, supported by the Community and Recreation Committee, has been forwarded to an independent commissioner to consider for formal adoption.

Construction at the Te Pā Harakeke site.

Poorman Valley Stream, Marsden Valley (Fairy Grove)

11.9 Council’s targeted weed control and native planting works stemming from the Poorman Valley Stream Ecological Restoration Plan has led to an assortment of positive outcomes for the environment and the community in Marsden Valley.

11.10 As part of this focus, a previously underutilised Council-owned stock paddock adjacent to the stream and below Marsden Valley Cemetery, is being progressively transformed into a woodland wonderland.

11.11 In an effort to help increase the biodiversity values and the recreational opportunities in this area, Parks staff have partnered with the Science and Environment Team, to deliver significant riparian weed control in preparation for a community planting day in June 2022. This will deliver a restorative riparian planting along the stream edge.

11.12 Effort has also been made to transform the broader exotic woodland area into a place for nature exploration and passive recreation. Felled trees and logs from the site and other reserves have been transformed into rustic furniture and play spaces. Arborists’ chip (a free resource from tree works on other sites) is progressively being used to mulch the site to enhance the woodland feel of the space; to help establish tracks for better access under the exotic trees; and to help minimise ongoing maintenance into the future.

11.13 While this area was under environmental enhancement, two local girls with help from their dad, took it upon themselves to start a delightful pop-up Fairy Grove. This woodland wonderland is growing, with fairy houses regularly popping up in the space and being admired by children and adults alike. Conversations with visitors on-site seem to suggest that the locals are really getting behind this quirky new village. Parks staff have helped to build on this sense of fun and adventure by transforming an old eucalypt stump into an over-sized fairy house, which has also been positively received by the community. This minor development is a great example of how reusable materials, and a bit of creativity can go a long way to create fun, imaginative nature-play spaces at low cost.

11.14 The fairy wonderland can be found just past the Dog Park, on the right.

Marsden Valley Fairy Zone.

Marsden Cemetery fence

11.15 The deer and pig fence that was started late last year was on hold for a period of time, while residents were consulted. This project restarted in the middle of April 2022, with plans to finish it by then end of the financial year. Numerous pigs and deer have been photographed and videoed close to the Dog Park over the road from the Cemetery. Ongoing monitoring of pest animals will continue in the area.

11.16 A special thanks needs to be expressed to the Nelson Lions for working collaboratively with Council Staff to ensure the project had the least impact on the environment. Ongoing work to be considered for next financial year includes providing easy access for the many people that use the Cemetery for recreational walking.

Marsden Cemetery fence

Grampians new trails (Brook)

11.17 The first stage of this project is complete, with a connection from Sowman Street now cleared. The next phase involves investigating the best route up, to connect to the existing benched trail network. This is steep country and may require steps.

Ungulate cull

11.18 A cull of ungulates from typically hoofed herbivorous quadruped mammals, in this case goats, pigs and deer, is planned for May 2022 in Atmore, Tantragee, Brook Conservation and Marsden Conservation Reserves. Ngāti Koata and Tasman Pine Forest Ltd have agreed to include their whenua on Codgers and Fringed Hill within the cull area.

11.19 The addition of these two partners to this project will increase the efficiency of the project and strengthen ties with these reserves’ neighbours. The Parks and Facilities, and Science and Environment teams are also working with Ngāti Koata, to organise extraction of carcasses for sharing with Ngāti Koata whanau and the wider top of the south Iwi. There is a public engagement plan to alert the neighbours and public to the reserves’ closures, which is required while the cull is underway.

Track completion in Titoki Reserve

11.20 A new track has been created on Titoki Reserve, retiring an unsafe section and creating a loop. This takes a route through regenerating mahoe forest and includes views over the rest of the reserve and of Nelson Haven.

Tahunanui Beach Mobi Mat

11.21 The Mobi Mat at Tahunanui Beach was rolled out to the public in early April 2022, with a few minor alternations to the attachments over the following week. It will become a huge asset to those needing a level surface to get down to firmer sand and the sea.

Mobi Mat being used at Tahunanui Beach.

Jobs for Nature: Project Mahitahi

11.22 This programme is also reported to the Environment and Climate Committee. For more detailed information on project status the Quarterly Report to the Project Mahitahi Governance Group is attached to the Environment and Climate Committee Quarterly Report for the 16 June 2022 meeting.

Stoke Youth Park

11.23 The Stoke Youth Park is proving to be a great success and continues to be well used by Stoke youth and families.

11.24 The issue of most significance to the youth was the lack of toilets. Toilets are available when the Whanake youth building is open but after hours the closest public toilets are at the Pūtangitangi Greenmeadows Community Centre. Signs will be installed to point the way to the closest toilets and consideration will be given to installing a simple public toilet at Marsden Recreation Reserve in the future.

11.25 Like many new attractions, the Youth Park had a concentrated amount of vandalism and anti-social behaviour but that has significantly quietened down now with the help of Youth Services (Police) and Whanake Youth playing a key role in the oversight of the park.

11.26 CCTV cameras are being installed on the south side of the Stoke Hall to help with security in the park.

11.27 Council and Whanake Youth have a good working relationship and continue to communicate weekly.

12. Review of Key Performance Indicators

12.1 Of nine key performance indicators, five are on track, three are not on track, and one has not been measured yet (Attachment 2).

12.2 Two performance measures not met relate to heritage visitation and community events. Both have been impacts by COVID-19, as detailed below, and in the attached sheet.

12.3 One is not on track due to a change in statistical modelling.

12.4 The Residents Survey has not yet been completed.