Report to COMMUNITY DEVELOPMENT & SERVICES ...of Youth Development grant funding since 2009/2010. We have plans in place to spend the MYD funding ($90k+ over the next 6 months) and

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Subject: Group Manager’s Activity Report

Prepared by: Nedine Thatcher Swann (Group Manager Community Planning & Development)

Meeting Date: 20 August 2014

Report to COMMUNITY DEVELOPMENT & SERVICES Committee for noting

SUMMARY

This report summarises the financial performance and activities of the group for the last 12 months. This report does not cover full levels of service data for the 12 month period as the Committee can expect to see this when Council’s 2013/14 Annual Report is completed.

On a regular basis the Committee can expect to receive a Group Manager’s Activity Report.

RECOMMENDATION

That the Committee

1. receives the report

Nedine Thatcher Swann Group Manager Community Planning & Development

Keywords: Group Manager’s Report, arts & culture, library, Olympic pools, parts & open spaces

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1. GENERAL MANAGEMENT

1.1 Overview of the Activity

The Community Planning and Development Department comprises the following groups of activities that fall under the Community Development and Services Committee area of strategic responsibility:

Arts and Culture (includes theatres and art in public places)

Community Planning and Development (in particular community development and economic development)

Library

Olympic Pools

Parks and Open Spaces

1.2 Financial Performance

Overall the Department achieved an end of year surplus for the activity of $350k which is $510k under the projected budget of $160k.

Total operating revenue is down for the 2013/14 financial year by $94k against a budget of $1,445k. This is primarily a result of less than budgeted income from sales revenue (this includes sales from refuse stickers, miscellaneous confectionary sold at the pool or theatres), user fees (primarily miscellaneous income $49k and plot fees $40k).

The total operating budget for the 2013/14 financial year was projected to be $11,931k. However, the actual budget achieved was $11,286k ($645k under budget). This was primarily a result of savings on operating costs.

The substantial underspend was in capital expenditure which is directly a result of not completing the planned major projects. Note that capital expenditure also includes external grants.

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1.3 Non-financial performance

While the full results of the 2013/14 year are not yet available (specifically progress towards levels of service), it is fair to say that overall the group has had a positive 2013/14 year despite a somewhat rocky start for the Parks and Community Property and Community Policy and Resources team in particular (not at full staff capacity following 2013 restructure).

Major notable achievements for the 2013/14 financial year have included:

Gaining substantial external grant funding through the preparation of project proposals to support the Cenotaph earthquake strengthening, Hawaiki Turanga Art piece (in collaboration with Te Runanga o Turanganui a Kiwa), the War Memorial Theatre (proposal development support for the War Memorial Theatre Trust Trustees) and more recently Tairāwhiti Navigations.

Making major system improvements to the Parks and Community Property area. This includes sports park management, contractor relationships, cemetery system mapping and design guidelines for open spaces.

Progressing major strategies, policies and plans including Walking and Cycling, Sports Park Management Plan and Alcohol Policy.

2. ARTS & CULTURE (includes THEATRES)


The Arts and Culture activity includes the following: Theatres Art in Public Places and arts and cultural heritage facilitation Museum grants Tairāwhiti Navigations Project Provision of land for community halls.


As noted in the table over page, operating revenue was under budget ($115k) by $13k primarily as a result of no revenue achieved for the War Memorial Theatre which was decommissioned in the 2013/14 financial year. Operating expenditure was almost within the budget of $1,069k falling short $42k at end of financial year primarily because of reduced operating costs from the War Memorial Theatre.

Capital expenditure was under the budget of $95k by $60k. This was a result of falling short of expending the renewals money set aside for the Lawson Field Theatre.

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Our plans for 2013/14 were: What we achieved:

Theatres

Begin construction on the WMT upgrade.

Construction is well underway as outlined in regular major project update reports to Council. Council staff have actively supported the War Memorial Theatre Trust Trustees who have lead a successful fundraising campaign.

Seek to maximise the number of bookings and overall theatre experience at the Lawson Field Theatre following the upgrade carried out during 2012/13.

Confirmation of number of bookings are not available to be reported at this date. It will be reported with the full Levels of Service update reports.

Art In Public Places

Support Turanga (Gisborne) Iwi to put in place the Turanga Art Piece.

Council staff have worked with Matt Randall and Te Runanga o Turanganui a Kiwa to secure full funding for the art piece. Work is progressing with the sculpture completed by 2017.

Continue to implement the Arts and Culture Strategy 2011-13.

Work on this has been delayed given the project focussed on rationalising council’s strategies.

Continue to maintain existing public art installations for the enjoyment of the community.

Existing installations have been maintained. No new installations occurred in the 2013/14 financial year.

Museum

Continue to support the Tairāwhiti Museum's project to build additional storage and exhibition space as part of implementing the Museum Development Plan 2011-19.

Regular meetings have been held with the Museum Director on the maintenance issues of the Museum. The Museum led a successful project with storage and exhibition space/

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Continue to support Nga Taonga a Nga Tama Toa Trust to progress the proposed C Company 28th Battalion exhibition facility, following Council granting a resource consent and a lease for the facility to be built on Kelvin Park.

There have been ongoing discussions with the Nga Taonga a Nga Tama Toa Trust and support from Council staff provided on appropriate location of the building.

Tairawhiti Navigations

Construct the harbour wall walkway and waharoa (entrance).

As noted in the regular major project updates the training wall trial section has been complete. With funding secured this work will progress in the 2014/15 year.

Implement recommendations from the study of parking limitations in the inner harbour.

This work has not yet commenced.

Continue to seek external stakeholder support and grant funding for the project.

Major project funding has been secured from ECT. Council staff still continue to seek external funding for historic interpretations.

Progress the regional interpretations and branding framework of Tairāwhiti Navigations.

Work has been progressed on the branding framework. Derek Lardelli has been engaged to develop the Tairawhiti Navigations brand.

3. COMMUNITY POLICY & RESOURCES


The Community Policy & Resources activity includes the following: Strategy, plan and policy development Grant funding Contract management with community and economic development providers Assistance with community programmes Maori responsiveness


Operating revenue is significantly over budget this year with 55% additional revenue generated through government grants. Additional grants received were from Ministry of Justice (Kaiti CPTED), Ministry of Youth Development and Te Puni Kokiri (Maara Kai). Please note that this activity typically underestimates operating revenue from grants and has been significantly over budget for several years.

Operating expenditure is on track this year. This covers community projects, strategies and plans and staff wages. However employee related costs are under budget by $23k this year as the team was not at full complement until October 2013 and then we had a vacancy in the department from the end of December 2013 to 1 April 2014.

Operating (Surplus)/Deficit is in surplus due to unspent grant funds. Accumulated (Surplus)/Deficit is $120k over, largely related to unspent community grants, particularly Ministry of Youth Development grant funding since 2009/2010. We have plans in place to spend the MYD funding ($90k+ over the next 6 months) and to complete the older Elgin and Kaiti CPTED projects over the next 3 months.

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Review the deliverables of the community policy and resources section to better align with Council and community strategic objectives.

Business Plan to be completed by end August 2014.

Develop a strategy to guide Council's contribution to community development.

This is on hold as not a priority. Other strategies being progressed are: Community Facilities, Māori Responsiveness and Urban Development. Review of Walking and Cycling Strategy completed and priorities to be part of LTP pre-consultation.

Continue to work with the Eastland Community Trust, Chamber of Commerce and other key stakeholders to establish a stand-alone Economic Development Agency for the Gisborne district.

EDA Chair appointed and Board currently being appointed. Economic Development Strategy to be started by the EDA in 2014.

Publish a user-friendly governance and funding toolkit to support community organisations in their activities.

Complete.

Work with youth to expand the Gisborne Youth Council - Tairāwhiti Youth Voice across the District and grow youth participation in decisions that affect them.

GD Youth Council endorsed by Council and recruitment underway. Training manual and programme underway with MYD funding and will be ready for GD Youth Council induction. Tairāwhiti Youth Awards scheduled for October 2014.

Grow local knowledge of measuring and evaluating the effectiveness of community development initiatives.

Staff attended SHORE Social Evaluation training to understand evaluation frameworks and criteria.

Continue to improve internal capability for Māori engagement following the change from a Māori Liaison Officer to an organisation-wide engagement strategy.

Māori Responsiveness Strategy draft due end August 2014.

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Our plans for 2013/14 were: What we achieved: Internal staff training on Tiriti o Waitangi, te reo me ona tikanga, Māori engagement and co-management to be rolled out by December 2014. Te Reo Me Ona Tikanga Policy draft completed and with Leadership Team for sign-off – to be rolled out Aug- Sep 2014.

HIGHLIGHTS

Funding Proposals and Grant Funding $19k invested into the community. $6,600 invested in community projects. Cenotaph funding gained of $617,425 repairs can be completed. Funding gained of $185,372 so the Ruapani piece can be completed and Heinz Watties

protocol implemented. Funding support and proposal preparation for the War Memorial Theatre Trust Trustees.

Strategies, plans, policies and reviews Completion of Hicks Bay and Te Karaka Township Plans.

Completion of draft Sports Park Management Plan, strategy rationalisation and Walking and Cycling Strategy.

Completion of Community Outcomes review.

Alcohol Policy Managed research and policy development process.

Tree removal and pruning policy.

Community Projects London Street Playground – assistance in the redevelopment of the playground and

Ministry of Justice (MoJ) CPTED funding.

Kokiri Kai (Garden) – assistance with the establishment of new community garden on Ranfurly Street. Council gained funding for the project via MoJ which is run by TRONPnui.

Elgin - Flagtrax being trialled.

Tolaga Bay township upgrade - reviewed main street and established plan for centre.

Papawhariki - Assisted in job interview and selection and management oversight.

4. HB WILLIAMS MEMORIAL LIBRARY


The Library activity is primarily focussed on the operations of the HB Williams Memorial Library. Six smaller community libraries are also managed by volunteers in the following areas: Matawai, Rere, Motu, Tokomaru Bay, Tolaga Bay and Waikura Valley.


Overall, the Library operations is well under the budgeted figure of $1423k (see table over page). This is mainly due to a vacant position that is currently being processed and $67k of special project money not spent for the Library concept plans and will be carried over.

Operating revenue has not been achieved falling short of the targeted income of $141k by $33k. This was primarily because targets for fines, charges on book rentals and replacement items were not achieved, due to improved communication with customers via email alert when books become due to be returned.

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Capital expenditure is under budget by $58k. However, $23k orders for books are not accounted for in the fIgure above as some books do not go through EPO system.

4.3 Non-financial performance Our plans for 2013/14 were: What we achieved:

Carry out feasibility and design work in order to complete construction of an expansion to the existing HB Williams Memorial Library. Undertake project consultation with the community.

Focus group consultation underway. RFP for submissions for building design

completed. Two Architects submitted several concept

proposals for building development. Proposals to be submitted for consideration October 2014.

In consultation with rural residents, review the status of the rural libraries and formulate a strategic plan for library service provided for rural residents.

Waikura Valley Community Library closed due to change in farm ownership.

Consultation with rural residents preferred Library service in train alongside with building expansion consultation.

Continue to provide programmes to support literacy development in our community.

Completed. New literacy development programmes include partnerships with pizza franchise and support volunteers with teaching skills.

Continue to develop our e-library.

In consortia with several other local authorities, Gisborne customers have shown greatest increase in the use of e-books in the past year.

More e-books including titles for children, teenagers and non-fiction titles added to database.

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HIGHLIGHTS All historic bound hard copies of local newspapers have been gifted to Gisborne Herald.

Part of reducing storage of original items within the building (there was no room at Archives to take them).

Concept plans have been developed for building expansion.

East Coast Library Manager’s meeting – follow up MOU work with partnerships with Hawkes Bay Libraries.

Significant event was held LIANZA Waikato Weekend School for librarian’s professional development hosted by Gisborne in May.

Release of Version 2 of Gisborne Photo News website.

Pene Walsh and Te Rangi Rangi Tangohau judges of LIANZA Children’s Book Awards / Te Kura Pounamu.

5. OLYMPIC POOL COMPLEX


The Olympic Pool Complex activity is a key recreational facility and is listed as one of Council’s strategic assets.

The Gisborne Olympic Pool Complex is currently managed as a Council owned and operated community unit. By definition, community units are not business units as they do not exist to create a financial profit.


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There are 140,246 admissions recorded for the year; this is the lowest number of admissions in the last ten years and 17,418 below last year. Despite lower admission numbers, external revenue for the pool operation is $409k, which is $5k higher than last year (2013: $405k); however revenue is $42k below budget.

The revenue per admission quotient is at a record high ($2.92). The main reason for lower than average admission numbers was the cold and wet weather in late January / early February.

The main reason for the relatively positive financial result is that we maintained and/or improved performance in areas that are not directly related to admission numbers (Churchill Park, Events & Programmes, Pool/Lane Hire and BBQ hire).

A graph showing admission numbers, external revenue and revenue/admission ratio for the last five years is included below:

External expenditure is at $1,063k for the year, which is $151k below budget ($1,214). The main reason is that $121k of expenditure budgeted for pool redevelopment project planning and professional services has not been spent and is expected to be carried over to 2014/15.



To initiate formal project planning for pool redevelopment in accordance with Council’s Ten Year Plan.

GDC Major Projects Manager to set up project steering group; was scheduled for June 2014 but has not happened to date.

Continue to improve the visual appeal of the facility in an effective and efficient way.

Successfully completed renovation of changing rooms and floor coating; renovation of pool foyer (incl. new furniture, art work, carpet).

To successfully establish new conditions of pool use for all user groups (due to expiry of lease with resident swim club).

New Comet lease agreement negotiated and in place; conditions for pool use for all other user groups are in place.

To successfully implement new revenue opportunities, i.e. Learn to Swim (LtS) programme.

Preferred option recommended to Senior Management for establishment of a separate, high-quality LtS facility reported to (report, background research, business case); no approval from senior management; alternative option to be considered; potentially included in TYP document.

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To continue efforts to slow down the process of deterioration of asset components through an effective and efficient repair and maintenance programme.

R&M programme of scheduled and reactive maintenance completed for 2013/14. R&M developed for 2015-18, to be included in LTP; also work on a comprehensive asset review and condition assessment for Olympic Pool in progress.

HIGHLIGHTS

Completed renovation and beautification of pool foyer (new furniture, new carpet, art work, general facelift).

Successfully negotiated a new Memorandum of Lease for Comet Swimming Club, setting new terms and conditions.

Change in management of Churchill Park facility.

Maintained operational quality and achieved PoolSafe accreditation.

Maintained a very low level for the number of accidents / incidents at the pool and instances of unwanted behaviour.

Offered a number of successful promotions (e.g. ‘Come Have a Look’, ‘Swim the Distance’) and events (e.g. ‘Do it 4 You’ Women’s Triathlon).

6. PARKS and COMMUNITY PROPERTY

6.1 Overview of the Activity The Parks and Community Property activity includes the following:

Parks and Open Spaces

Cemeteries

Public Conveniences

The parks and open spaces network includes assets that relate to public parks and reserves, sports grounds, cycle and walkways, coastal foreshore and beaches, bush, rivers, esplanade and other open space areas throughout the district. Approximately two thirds of the value of these assets are located within the Gisborne City urban area, with the balance spread throughout the district, roughly in proportion to population distribution.


Reserves Overall the operating budget for reserves management is slightly over the 2013/14 budget of $2,834k by $135k (see table over page). This was primarily driven by higher than anticipated contractor costs ($296k). Operating revenue was also down as a result of not achieving the budgeted income for user fees (such as freedom camping) and rental income.

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Cemeteries Overall revenue is down by $24k on the budgeted income of $158k. This is primarily income related to plot fees. Operating expenditure and employee related costs are over budget slightly. Combined, this has led to an overall deficit of $60k. However, overall this deficit has in part been offset by savings in other areas of the Parks and Community Property budget and Community Planning and Development budget.

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Conveniences Public conveniences are tracking over budget resulting in a $45k operating deficit. Expenditure was over the full year budget of $579k by $49k. This was a result of the general operating costs of public conveniences in the district.

Community Property Additional revenue of $17k was achieved in the community property area as a result of leases. Operating expenditure was substantially under budget ($331k) as a result lower staff related costs ($42k) operating costs ($78k), interest ($89k), depreciation($65k) and repairs and maintenance ($70k).

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Work with communities to continue planting appropriate trees and shrubs.

Work continued on the Makorori Hill Restoration project and community groups were provided with plants for dune care planting in Wainui and Uawa.

Continue approved and funded management plan actions for various park and reserve areas.

Conducted a district-wide review of management plan outcomes for budget allocation and completion of work. Some outcomes in the W.D. Lysnar Management plan ticked off.

Continue work with interested stakeholders to enhance facilities at Puawaitanga Park (Ruatoria Domain).

Progress on this has been delayed in part a result of coordinating stakeholders.

Undertake an asset management review of the district’s playgrounds.

Consultant has been engaged to conduct this work.

Continue ongoing renewals of park fixtures and fittings as appropriate e.g. picnic tables, seats, walls, lighting, bridges and hard surfacing.

Open space design guidelines have been completed that will guide furniture renewals and will be gradually rolled out over 2014/15.

Continue ongoing work with dune care groups to enhance coastal areas.

Supplied dune care groups in Wainui and the Uawa area with over 7500 plants last year.

Undertake planting, weed control and preliminary development on Kopututea land in consultation with Trustees.

Council bollard off first 600m of area to combat illegal dumping. Proved successful. Also used beach material from summer grooming to block off stab routes to prevent illegal dumping.

Continue with ongoing turf renovation and improvement of sports parks and grounds.

Regular and scheduled turf maintenance on-going. Downer managing the process.

Cemeteries

Ongoing renewals and improvements to cemetery services.

A review of the cemetery system has been carried out and improvements have been identified. These will be implemented in 2014/15.

Working with interested stakeholders to build a memorial wall at the Makaraka Cemetery.

RFP was issued but no tenders were received. Request for carry over was approved.

Conveniences


Ongoing refurbishments and modernisation of public convenience facilities.

General operating costs of public conveniences in the district had increased as a result of aiming to make public conveniences appropriate

HIGHLIGHTS Agreement on general location of C Company Building.

Implementation of Summer Hosting initiative to improve overall works planned over summer period.

Completed open space design guidelines to assist in operational planning for parks. Completion of Hamanatua Beach access way and picnic area. Agreement on hockey turf location at Harry Barker.

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Positive working relationship with contractor Downer and Sport Gisborne Tairawhiti to improve sports parks and assisting to develop the Sports Park Management Plan.

Better reporting systems in place to monitor operational works progressed by contractors.

Working with the Te Karaka community to address tree and playground issues.

General progress on requests for service.

Documents

Report to COMMUNITY DEVELOPMENT & SERVICES ...of Youth Development grant funding since 2009/2010. We have plans in place to spend the MYD funding ($90k+ over the next 6 months) and