Agenda of Community and Culture Committee

Toitū Otago Settlers Museum Board

MINUTES

Unconfirmed minutes of an ordinary meeting of the Toitū Otago Settlers Museum Board held in the Otago Settlers Association Board Room, Toitū Otago Settlers Museum, 31 Queens Gardens, Dunedin on Wednesday 19 April 2017, commencing at 9.00 am

PRESENT

Acting Chairperson	Susan Schweigman
Members	Rachel Elder	Doug Hall
	Dot Page

IN ATTENDANCE

Bernie Hawke (Group Manager Arts and Culture) and Jennifer Evans (Otago Settlers Museum Director)

Governance Support Officer Pam Jordan

1 Apologies

Apologies were received from Mr Phil Dowsett (Chairperson) and Cr Aaron Hawkins (absent on other Council business).

Moved (Mrs Susan Schweigman/Cr Doug Hall):

That the Board:

Accepts the apologies.

Motion carried

2 Confirmation of agenda

Moved (Mrs Susan Schweigman/Cr Rachel Elder):

That the Board:

Confirms the agenda without addition or alteration.

Motion carried (TOSM/2017/004)

3 Declarations of interest

Members were reminded of the need to stand aside from decision-making when a conflict arose between their role as an elected representative and any private or other external interest they might have.

Moved (Mrs Susan Schweigman/Cr Doug Hall):

That the Board:

a) Notes the Elected or Independent Members' Interest Register attached as Attachment A of the report; and

b) Confirms the proposed management plan for Elected or Independent Members' Interests.

Motion carried (TOSM/2017/005)

4 Confirmation of Minutes

4.1 Toitu Otago Settlers Museum Board meeting - 22 February 2017

Moved (Mrs Susan Schweigman/Cr Doug Hall):

That the Board:

Confirms the minutes of the Toitū Otago Settlers Museum Board meeting held on 22 February 2017 as a correct record.

Motion carried (TOSM/2017/006)

Reports

5 Toitu Otago Settlers Museum Activity Report

A report covered the activities of Toitū Otago Settlers Museum (TOSM) for the period 1 January – 28 February 2017.

The Director commented on each of the items in the report and responded to questions from Board members. Matters discussed included visitor figures, increased visitors for the Chinese Garden and the different activities being held there, good Residents' Opinion Survey results, Anzac Day displays and participation, a Chinese trail developed for the Museum, student visitors both at school and tertiary levels, work carried out by interns from Germany working at the Museum, the need to discuss with the Fire Brigade Restoration Society what would happen to the collection if the Society ceased to exist, archives and storage, the retail mix in the Museum shop, and the "Slice of Life" booklet produced for the exhibition and which the Dunedin Study wished to provide to participants.

Moved (Mrs Susan Schweigman/Cr Doug Hall):

That the Board:

a) Notes the Toitū Otago Settlers Museum Activity Report.

Motion carried (TOSM/2017/007)

The meeting concluded at 9.40 am.

..............................................

CHAIRPERSON

Toitū Otago Settlers Museum Board

MINUTES

PRESENT

Chairperson	Phil Dowsett
Members	Rachel Elder	Doug Hall
	Dot Page	Susan Schweigman

IN ATTENDANCE

Jennifer Evans (Otago Settlers Museum Director) and Bernie Hawke (Group Manager Arts and Culture)

Governance Support Officer Monique Elleboode

1 Apologies

An apology was received from Cr Aaron Hawkins (absent on other Council business).

Moved (Mr Phil Dowsett/Cr Doug Hall):

That the Board:

Accepts the apology from Cr Aaron Hawkins.

Motion carried

2 Confirmation of agenda

Moved (Mr Phil Dowsett/Cr Doug Hall):

That the Board:

Confirms the agenda without addition or alteration.

Motion carried (TOSM/2017/008)

3 Declarations of interest

Members were reminded of the need to stand aside from decision-making when a conflict arose between their role as an elected representative and any private or other external interest they might have.

Moved (Mrs Susan Schweigman/Cr Doug Hall):

That the Board:

a) Notes the Elected or Independent Members' Interest Register attached as Attachment A of the report; and

b) Confirms the proposed management plan for Elected or Independent Members' Interests.

Motion carried (TOSM/2017/009)

4 Confirmation of Minutes

4.1 ToitŪ Otago Settlers Museum Board meeting - 19 April 2017

Moved (Mrs Susan Schweigman/Cr Rachel Elder):

That the Board:

Confirms the minutes of the Toitū Otago Settlers Museum Board meeting held on 19 April 2017 as a correct record.

Motion carried (TOSM/2017/010)

Reports

5 ToitŪ Otago Settlers Museum Activity Report

The report covered the activities of Toitū Otago Settlers Museum for the period 1 March 2017 – 31 March 2017.

There was discussion regarding:

· The hire of, and ease of access to the upstairs hall;

· The Service IQ New Zealand Museum Awards – TOSM gained 4^th place in the Exhibition Excellence – Social History category;

· Fundraiser, for the installation of an indoor heated space at the Chinese Garden, starts September 2018.

Moved (Mr Phil Dowsett/Cr Doug Hall):

That the Board:

a) Notes the Toitū Otago Settlers Museum Activity Report.

Motion carried (TOSM/2017/011)

The meeting concluded at 9.31 am.

..............................................

CHAIRPERSON

Community and Culture Committee

13 June 2017

Part A Reports

Otago Museum Report to Contributing Local Authorities - March to April 2017

Department: Corporate

EXECUTIVE SUMMARY

1 The attached report, prepared by Otago Museum, provides an update on the key activities from March to April 2017.

RECOMMENDATIONS

That the Community and Culture Committee:

a) Notes the Otago Museum Report to Contributing Local Authorities – March to April 2017.

Signatories

Author:	Cindy Ashley - Personal Assistant to General Manager
Authoriser:	Simon Pickford - General Manager Community Services

Attachments

	Title	Page
a	Otago Museum Report to Contributing Local Authorities - March to April 2017	24

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This report relates to providing local infrastructure and a public service and it is considered good-quality and cost-effective by monitoring activity.

Fit with strategic framework

	Contributes	Detracts	Not applicable
Social Wellbeing Strategy	☐	☐	☒
Economic Development Strategy	☐	☐	☒
Environment Strategy	☐	☐	☒
Arts and Culture Strategy	☒	☐	☐
3 Waters Strategy	☐	☐	☒
Spatial Plan	☐	☐	☒
Integrated Transport Strategy	☐	☐	☒
Parks and Recreation Strategy	☐	☐	☒
Other strategic projects/policies/plans	☐	☐	☒

Māori Impact Statement

There are no known impacts on tangata whenua.

Sustainability

There are no known implications for sustainability.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

There are no known implications, as funding this activity is provided for in the LTP.

Financial considerations

No financial information presented. The Council contributed funding of $4.023 million in the 2016/17 year.

Significance

Significance has been assessed as low in terms of Council's Significance and Engagement Policy.

Engagement – external

There has been no external engagement.

Engagement - internal

There has been no internal engagement.

Risks: Legal / Health and Safety etc.

There are no known risks.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

There are no known implications for Community Boards.

Community and Culture Committee

13 June 2017

Community and Culture Non-Financial Activity Report for the Quarter Ended 31 March 2017

Department: Arts and Culture and Community and Planning

EXECUTIVE SUMMARY

1 This report updates the Committee on key city, community, arts and culture outcomes for the quarter ended 31 March 2017.

2 There have been small percentage increases in satisfaction with community and with cultural facilities across all measures.

RECOMMENDATIONS

That the Committee:

a) Notes the Non-Financial Community, Arts and Culture Activity Report for the Quarter Ended 31 March 2017.

BACKGROUND

3 The Community and Planning group of activities works with other agencies to set the direction for managing Dunedin's built and natural environment. It also works to enable a strong sense of community and social inclusion through the provision of advice and support to community groups and social agencies, and provides events for the enjoyment of residents and visitors.

4 The Arts and Culture group of activities operates Dunedin Public Libraries, the Dunedin Public Art Gallery, the Toitū Otago Settlers Museum, the Dunedin Chinese Garden and the Olveston Historic Home.

DISCUSSION

5 The Residents' Opinion Survey (ROS) is the principle mechanism by which the Council measures resident satisfaction with a wide range of its activities.

6 From July 2016 the ROS has been conducted on a continuous monthly basis, aiming to obtain around 100 responses each month, to replicate the average annual sample size of around 1,200 obtained in previous years. The quarterly results in the graphs below generally reflect the responses of around 300 residents. A sample of 300 has an expected 95% confidence interval (margin of error) of +/- 5.7%, whereas the annual result for 2015/16 had a margin of error of x/- 2.5%. Results for the year will continue to be published in the annual ROS report at year end. Notable measures are listed in the balance of this report.

Satisfaction with community

7 A 1% increase in satisfaction with 'sense of community' was reported in the quarter ended March 2017 when compared to the previous quarter.

8 A 4% increase in satisfaction with 'city festivals and events' was reported in the quarter ended March 2017 when compared to the previous quarter.

Satisfaction with cultural facilities

9 A 3% decrease in satisfaction with Dunedin Public Libraries was reported in the quarter ended March 2017 when compared to the previous quarter.

10 A 2% increase in satisfaction with Dunedin Public Art Gallery was reported in the quarter ended March 2017 when compared to the previous quarter.

11 A 1% increase in satisfaction with Toitū Otago Settlers Museum was reported in the quarter ended March 2017 when compared to the previous quarter.

12 A 5% increase in satisfaction with Dunedin Chinese Garden was reported in the quarter ended March 2017 when compared to the previous quarter.

13 Satisfaction with Dunedin Olveston Historic Home was introduced in 2016. A 2% increase in satisfaction was reported in the quarter March 2017 when compared to the last quarter.

14 Visitation to the Dunedin Public Libraries for the year 2016/17 up to March 2017 represents an increase of 3.5% compared to the same period in 2015/16. A key factor impacting the level of visitation includes the availability of free wifi for visitors in an increasing range of alternative locations, and is related to a decline in borrowing.

15 Visitation to the Dunedin Public Art Gallery for the year 2016/17 up to March 2017 is above the level in 2015/16. This can be attributed to highly popular exhibitions and public programmes, including the highly successful and interactive Obliteration Room exhibition by Yayoi Kusama which ran from 7 May to 7 August 2016.

16 Visitation to the Toitū Otago Settlers Museum for the year 2016/17 up to March 2017 is above the level for the same period in 2015/16. Toitū remains the #1 Dunedin attraction from 106 attractions on Trip Advisor, with continuing high levels of new visitation from visitors and repeat visitation from the local community.

17 Visitation to the Dunedin Chinese Garden for the year 2016/17 up to March 2017 is above the level for the same period in 2015/16 reflecting increased visitation by visitors and local residents due to the increasing public profile for the Garden and popular public programmes. Chinese New Year fell in January this year (the New Year fell in February in 2016, which explains the marked difference in visitor numbers over January and February between the two years). The number of annual pass holders has also increased. The Dunedin Chinese Garden is currently sitting at #18 from a total of 106 Dunedin attractions in Trip Advisor.

18 Visitation to Olveston Historic Home for the year 2016/17 up to March 2017 so far is similar to the level for the same period 2015/16. The cruise season runs from late October through to early April. The peak period last season was January to March when there was often two or even three ships in port on the same day.

Major Initiatives

19 Planning for the establishment of a South Dunedin Community Hub Pop-up facility has been a major focus for the Community and Planning and Arts and Culture groups during the quarter. This planning was concentrated on the identification of a suitable location and negotiation of a lease with the property owner. The location of the Pop-up Hub has subsequently been confirmed at the Cargill Enterprises property at 199 Hillside Road, South Dunedin.

20 The Dunedin City of Literature was successful in being selected as the winner of a complimentary booth at the 2017 Bologna International Children's Book Fair (3-6 April 2017). Intense planning and collaboration with individual writers, publishers and institutions in Dunedin and nationally was undertaken during the reporting period to provide content and promotion for Dunedin and New Zealand writers and publishers at the Fair.

Community

21 South Dunedin Stakeholder Group – Through the South Dunedin Stakeholder Group, Council has been regularly connecting with more than 60 organisations within the South Dunedin community, including schools, churches, early childhood groups and the Business Association, to explore social and economic wellbeing initiatives to recognise and encourage resilience. A 12-month action plan has been agreed within this group and, as part of this, a communications plan for the South Dunedin Stakeholder Group has been developed. This is now being implemented. The group is meeting six-weekly to implement the 12-month action plan.

22 Events – In February the Community Development and Events team ran a seminar for groups seeking funding from a number of grant pools. Also included in the seminar were the Otago Community Trust, Department of Internal Affairs, Sport Otago, Dunedin Community Accounting, IRD and the Chamber of Commerce. Approximately 75 people attended the seminar held in Age Concern Rooms off the Octagon.

23 The Event Special Project Coordinator worked alongside Enterprise Dunedin and Dunedin Venues Management Limited to coordinate a successful welcome and events to highlight the South Africa vs New Zealand Cricket Test held in the city in March.

24 The Community Development and Events team funded Christchurch-based Gapfiller to provide two community development sessions within the city in March. One was specifically for the Mosgiel community, the other for all other parts of the city. Approximately 50 people attended these two events, which focussed on creating community spaces and developing creative city places. Feedback from these sessions was positive, with many ideas shared. The sessions also provided the opportunity to involve community members new to community development.

25 The Chinese New Year celebrations were coordinated by the Community Events Advisor and Manager Community Development, alongside staff from the Chinese Gardens in late January. The event was attended by more than 3000 people.

26 The Thieves Alley Market Day was coordinated by the Community Events Advisor in February, with more than 30,000 people attending. Attendee numbers at it were higher than usual, primarily due to three cruise ships being in port on that day.

27 The Community Development team coordinated the opportunity for a joint booth between the Dunedin Masters Games and Enterprise Dunedin at the World Masters Games. The World Masters Games was held in Auckland in April with more than 25,000 athletes attending. Outcomes from this presence will be included in the next quarterly report.

28 The Community Development and Events team coordinated the March Community Grants round. On 31 March 2017, a total of 26 applications for the Community Events, 29 applications for Community Grants, 14 Arts grant applications and 37 Creative Communities applications had been received. Grants were considered by the Grants Subcommittee in late May.

29 The Community Development and Events team coordinated the promotion and process for appointment of new community, arts, events and Runaka representatives to the Grants Subcommittee.

30 Festival and Events – Progress continues on the Festival and Events review, with an online survey completed of more than 300 people in March. Two community hui with stakeholders are planned for April. An update on feedback from both consultations will be provided in the next quarterly report.

31 Rates Relief – The review of rates relief for organisations undertaking gambling activities was completed.

32 Reporting – The Community Development and Events team contributed to reports on Sammy's, Creativity in Infrastructure, the Ara Toi Strategy, and Rates Remission for Organisations with a Betting/Gaming Licence.

33 Older Persons – The Community and Development team has done some initial work on an action plan for older people, which is being considered as a policy by the Policy Team. More work will need to happen around this before a draft policy can be provided to Council for consideration.

Cultural Facilities

34 Dunedin Public Art Gallery – Significant exhibitions launched during the period included When Dreams turn to Gold: The Benson & Hedges and Smokefree Fashion Design Awards, the interactive Obliteration Room exhibition by Yayoi Kusama and Undreamed Of…50 years of the Frances Hodgkins Fellowship.

35 Dunedin Chinese Garden - Final planning for the Chinese New Year celebrations were a significant focus during the quarter as was planning launch of The Journey to Lan Yuan documentary film at Chinese New Year to the wider public. A Mandarin version of the film was launched at a Chinese community event on Anniversary Day (March 20 2017). Models from Shanghai were hosted during iD Fashion Week in March. Other VIP visitors included the Wuhan Acrobatic Troupe, Zhifeng Yuan, the Deputy Chinese Consul, and the Chinese Consul General from Christchurch. An evening viewing of the Chinese Garden was held as part of the New Year celebrations.

36 Toitū Otago Settlers Museum - Continued planning for the annual Burns Dinner and Robbie Rocks competition events at the end of January were a focus for the period, along with final editing of the Journey to Lan Yuan documentary film. Waitangi Day was celebrated and collaborative projects were planned with the Ngai Tahu Cultural Mapping Team. Many community groups continue to use the Museum as a venue, and the Learning Experiences Outside the Classroom (LEOTC) numbers remain on target. The Museum has been the venue for many conferences and functions.

37 Dunedin Public Libraries – Key activities undertaken by the Dunedin Public Libraries during the quarter include the Robbie Burns Poetry Competition (with 60% increase in contributions and international media exposure for the winning poem), a completion of the Summer Reading Programme for youth, the annual Book Sale in the City Library raising $17,140 and the commencement of a review of mobile library services.

38 Dunedin Olveston Historic Home – The seven months from October to April are the busy season and visitation peaks over January to March, where the House can be at maximum capacity providing tours when there are two or three cruise shops in port on the same day. The highest attendance day came in March, when staff provided tours to over 500 paying visitors.

OPTIONS

39 As this is an update report, there are no options.

NEXT STEPS

40 A further update report will be provided after the conclusion of the next quarter. The South Dunedin Pop-up Hub and work with stakeholders will be a key focus. The Pop-up Hub is proposed to be developed as a pilot project for the arts and creativity in infrastructure approach, involving local creative people working with the project team from the early stages.

Signatories

Author:

Bernie Hawke - Group Manager Arts and Culture

Nicola Pinfold - Group Manager Community and Planning

Authoriser:

Simon Pickford - General Manager Community Services

Sandy Graham - General Manager Strategy and Governance

Attachments

There are no attachments for this report.

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This report related to providing a public service and it is considered good-quality and cost‑effective.

Fit with strategic framework

	Contributes	Detracts	Not applicable
Social Wellbeing Strategy	☒	☐	☐
Economic Development Strategy	☒	☐	☐
Environment Strategy	☒	☐	☐
Arts and Culture Strategy	☒	☐	☐
3 Waters Strategy	☐	☐	☒
Spatial Plan	☐	☐	☒
Integrated Transport Strategy	☐	☐	☒
Parks and Recreation Strategy	☒	☐	☐
Other strategic projects/policies/plans	☒	☐	☐

The Community and Culture portfolio of activities support the outcomes of a number of strategies.

Māori Impact Statement

There are no known impacts for tangata whenua.

Sustainability

As an update report, there are no specific implications for sustainability.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

As an update report, there are no implications for the LTP, although some measures are level of service performance measures annually reported as part of the LTP.

Financial considerations

As this is an administrative report, there are no financial considerations.

Significance

This update report is considered of low significance under the Significance and Engagement Policy.

Engagement – external

As this is an update report, no external engagement has been undertaken.

Engagement - internal

As this is an update report, no internal engagement has been undertaken.

Risks: Legal / Health and Safety etc.

There are no identified risks.

Conflict of Interest

There is no conflict of interest identified in respect of this report.

Community Boards

The updates in this report do not relate specifically to Community Boards but are likely to be of general interest to them.

Community and Culture Committee

13 June 2017

2018 New Zealand Masters Games Planning

Department: Community and Planning

EXECUTIVE SUMMARY

1 This report provides information to the Council on the post-event evaluation process and results for the 2016 Masters Games.

2 This information was requested by Council in August 2016, when we presented our post-event report for the 2016 Masters Games. At that time, we had not completed the post-event evaluation.

3 The report also provides information on current marketing and promotion of the 2018 event.

RECOMMENDATIONS

That the Committee:

a) Notes the 2018 New Zealand Masters Games Planning report.

BACKGROUND

4 The New Zealand Masters Games are held in Dunedin biennially and organised by the Dunedin (New Zealand) Masters Games Trust. In alternate years it is held and organised in Whanganui.

5 The Dunedin (New Zealand) Masters Games Trust is a franchisee for the event until 2036.

6 The Council provides significant funding support to the Trust in the form of an annual grant. This grant is for payment of salaries for Masters Games staff and related costs. The Masters Games Manager works within the Community Development and Events team.

7 The Masters Games staff are tasked with finding additional funding for the event’s marketing, promotion and general event coordination. They also undertake all organisation of the event, which in 2016 had a total of 63 different sports.

8 Masters Games is the largest event organised within the city on a biennial basis. At its peak in 2002, 8,120 competitors and their supporters took part in the Games, many of these from outside the city.

9 In 2016 it was estimated the Games contributed $3.2 million to the city in visitor dollars and expenditure on hospitality.

Participant Numbers

10 Since the 2002 Masters Games, participant numbers have been decreasing. This is a current trend among other New Zealand based Masters Games events, though it is not the experience overseas.

11 In 2016 participant numbers fell to 4,487, down from the 5,379 of 2014, which was a decrease of 16.4%. It was noted that 1,108 of the 2016 participants were newcomers to the Games.

12 In the last quarter of 2016, a survey was developed to help ascertain if there were particular reasons for this drop in participant numbers (apart from a general trend).

2016 Masters Games Post-Event Survey Results

13 The post-event survey was sent to people who had participated in the 2014 Games, but who did not return for the 2016 Games.

14 There were 1,990 participants from the 2014 New Zealand Masters Games who did not participate in the 2016 event. Of this number, 235 (11.8%) responded to the survey emailed to them.

15 The survey asked people to tell us the main reason for not participating in the 2016 event. There were 192 varying responses, but in general, the reasons fell into the following categories:

Registration Cost

Travel Cost

Family

Competition

Sports on Offer

Timing

Other Sporting Commitments

16 People were asked which aspect of the 2014 Masters Games they were least happy with. A total of 203 responses were received:

Reason	No.	%
Cost of Registration	71	35%
Other	45	22%
Cost of Travel	23	11%
Timing of Event	19	9%
Competition	12	6%
Games Village	9	4%
Sport Facilities	7	3%
Registration Process	4	2%
Range of Sports	4	2%
Entertainment	4	2%
Food and Beverage	5	2%
Total	203	100%

17 People were also asked what aspect of the 2014 Masters Games they were most happy with. A total of 205 responses were received:

Reason	No.	%
Sport Facilities	30	15%
Competition	28	14%
Registration Process	24	12%
Timing of Event	24	12%
Range of Sports	23	11%
Games Village	20	10%
Entertainment	20	10%
Cost of Registration	12	6%
Food and Beverage	10	5%
Cost of Travel	7	3%
Other	7	3%
Total	205	100%

18 Suggestions were asked for regarding what could be improved upon in order for these people to consider returning to the Masters Games in 2018. Once again, there were varying responses which fell into the following categories:

Reduce Registration fee

Include different sports

Direct flights

Timing of the Event

19 In addition to the survey, meetings were held with sports codes this year and last in order to gather input from them about what worked well and what did not. Most sports codes were satisfied; however, some wanted more clarification on what costs were included in the registration fee. This information was provided.

Planning for the 2018 Masters Games

20 The Dunedin (New Zealand) Masters Games Trust accepted there were a number of points raised in the survey and from sports codes that were outside their control, eg family commitments and competing sporting interests. The Trust is, however, working to address those points that it can control.

21 A conservative budget has been approved by the Trust, which has worked to reduce costs and to keep the registrations fee at the same level as the 2016 event. A principal sponsor is currently being sought as without a confirmed principal sponsor, the Trust would be unable to reduce the registration fee.

22 Key aims of the Trust are: to, at a minimum, sustain participant numbers and ideally, to grow the event. To support these aims, a new Marketing and Development Coordinator has been employed for one year. The Coordinator is tasked with the promotion of the Games and will also identify growth sports. Marketing and promotion to sports codes is a joint partnership between the Masters Games and local sports codes. The Coordinator will therefore provide additional support to help guide sports codes in promoting the event to their members. The Coordinator will focus on engaging with national bodies, sporting databases, regional sports organisations and social media.

23 The Trust's emphasis on improving its marketing and promotion resulted in a decision to send staff to Auckland in April 2017 to promote our 2018 event at the World Masters Games. Partnering with Enterprise Dunedin provided us the opportunity to promote the 2018 Masters Games to the majority of the 25,000 competitors and 3,000 supporters at the World Masters Games. As a result, early enquiries for the 2018 event have subsequently been received.

24 The Masters Games staff will be working with the Enterprise Dunedin team to create a "destination" campaign for the 2018 Masters Games event. Staff will be exploring any potential for flight discounts and working to keep costs as low as possible for competitors.

25 Following the 2018 Masters Games, an economic impact report and post-event evaluation will be undertaken and information from these provided to Council prior to October 2018.

OPTIONS

26 As this is an update report only, there are no options.

NEXT STEPS

The Dunedin (New Zealand) Masters Games Trust will plan and deliver the 2018 New Zealand Masters Games as set out in the Statement of Intent and the Service Level Agreements with the Council. An update on the Games' planning will be provided to Council in October 2017.

Signatories

Author:

Vicki Kestila - Master Games Manager

Janine Hunt-Ross - Project Support Coordinator

Authoriser:

Joy Gunn - Manager Events and Community Development

Alan Worthington - Resource Consents Manager

Sandy Graham - General Manager Strategy and Governance

Attachments

There are no attachments for this report.

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This report relates to providing a public service and it is considered good-quality and cost-effective.

Fit with strategic framework

	Contributes	Detracts	Not applicable
Social Wellbeing Strategy	☒	☐	☐
Economic Development Strategy	☒	☐	☐
Environment Strategy	☐	☐	☒
Arts and Culture Strategy	☐	☐	☒
3 Waters Strategy	☐	☐	☒
Spatial Plan	☐	☐	☒
Integrated Transport Strategy	☐	☐	☒
Parks and Recreation Strategy	☒	☐	☐
Other strategic projects/policies/plans	☐	☐	☒

The New Zealand Masters Games contributes to three of the Council's defined strategies.

Māori Impact Statement

No specific data is collected on ethnicity of participants. Games organisers are planning to include ethnicity data in registration information in the future.

Sustainability

The Dunedin (New Zealand) Masters Games Trust has the franchise rights to host the biennial New Zealand Masters Game until the end of 2036.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

There are no implications. The budget for Masters Games is included in the Annual Plan.

Financial considerations

Under current agreements the Dunedin City Council guarantees to underwrite the Dunedin (New Zealand) Masters Games, should it be required.

Significance

The significance of the matters discussed in this report is low, in terms of Council’s Significance and Engagement Policy.

Engagement – external

The Dunedin (New Zealand) Masters Games Trust surveyed 1,990 participants from the 2014 New Zealand Masters Games that did not enter in the 2016. The Games staff have also continued to engage with local sports codes. The Masters Games staff attended the World Masters Games to promote the Dunedin-based event to around 30,000 World Masters Games competitors and supporters.

Engagement - internal

The Masters Games staff have been liaising and partnering with the Economic Development team to better promote and grow the Masters Games event.

Risks: Legal / Health and Safety etc.

The New Zealand Masters Games implement its own Health and Safety policy and process in line with current legislation. In respect of this report there are no other known legal risks.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

There are no known implications for Community Boards

Community and Culture Committee

13 June 2017

Council Support for Refugee Resettlement Update

Department: Community and Planning

EXECUTIVE SUMMARY

1 This report provides an update on the Council's support for refugee resettlement within Dunedin City since July 2016, following the first intake of Syrian families into the community.

2 The report outlines the process of engagement with community and government groups around resettlement, some of the challenges and opportunities identified, and the process for the establishment of the Dunedin Refugee Steering Group (DRSG) as a cross‑sector advisory group chaired by a Councillor.

RECOMMENDATIONS

That the Committee:

a) Notes the report which provides an update on Council's support of Refugee Resettlement within Dunedin City since July 2016.

BACKGROUND

Refugee Quota Programme

3 New Zealand has a formal Refugee Quota Programme which is managed by Immigration New Zealand (INZ). Under this programme the maximum annual quota of refugees accepted into New Zealand each year is 750.

4 On 7 September 2015, the Government announced that New Zealand would welcome 750 Syrian refugees in response to the ongoing conflict in Syria. Of the 750 places, 600 were by way of a special emergency intake above New Zealand's annual quota and 150 places were to be offered within the quota.

5 The Refugee Quota Programme is decided by the New Zealand Government in three-year cycles. The composition of the refugee quota is agreed annually by the Minister of Immigration and the Minister of Foreign Affairs. Refugees considered for resettlement under the programme (except certain applicants who are nuclear or dependent family members of the principal) must be recognised as mandated refugees and referred by UNHCR in accordance with prescribed resettlement guidelines. When processing and deciding cases, the factors considered are INZ policy, credibility, settlement, security, immigration risk, and health.

Dunedin's Selection as a Refugee Resettlement Centre

6 In 2015 when a new Refugee Resettlement Centre was being considered for New Zealand, community members requested the support of Council to advocate for Dunedin to be chosen. This advocacy came predominantly via community representatives who had formed the DRSG some years before. A number of these community representatives had supported smaller groups of refugee families who had settled (outside the Quota Programme) within Dunedin.

7 Our Council expressed its open support for Dunedin's role as a Refugee Resettlement Centre, and the Mayor was involved in discussions with INZ staff as part of the selection and pre-intake process. Dunedin's bid was successful.

8 In preparation for resettlement, the DRSG and City Council partnered to hold a community forum to activate interest in, and support for, resettlement. This was incredibly successful, with more than 100 people attending and many offering their time and help once refugees arrived.

9 Prior to the arrival of the first intake of Syrian refugees on 22 April 2016, Red Cross was contracted by INZ to provide the Pathways to Settlement and Pathways to Employment programmes. Red Cross provide these services in other areas of the country.

10 The Pathways to Settlement programme provides up to 12 months of support for former refugees to help them settle within the community. The Pathways to Employment is a longer term programme.

11 Since the first group of refugees was welcomed to the city, many organisations have been involved in resettlement support. Government organisations such as the Ministry of Education, Housing New Zealand and the Ministry of Social Development have provided direct support, along with the DHB and community organisations and individuals. English Language Partners, the Citizens Advice Bureau, the Multi Ethnic Council and Interpreting New Zealand have also provided services to families.

12 Dunedin residents have been extremely welcoming of families, donating money, food, clothing and household items to them, both before the first intake and within the last 12 months.

13 In April this year, 205 former refugees of Syrian or Palestinian descent were living in Dunedin as part of the Quota Programme. An estimated 180 more refugees are expected to settle here annually in 2018 and 2019, based on the three-year plan provided by INZ. It is unclear whether all refugees will be Arabic speakers. Although INZ does not provide quota figures outside their three year planning programme, it would be expected that Dunedin would retain its Refugee Resettlement Centre status indefinitely.

DISCUSSION

Council Support for Resettlement

14 Community Development staff had been involved with resettlement from the beginning in a support role to other groups, predominantly in providing advice and information about community and government services.

15 In July 2016 representatives from the DRSG approached Council to request it take a more visible leadership role within the Resettlement City process. Organisations identified that whilst there was enthusiasm to support resettlement, better coordination was required, information sharing needed to be enhanced and clearer long term direction was needed to ensure that services and community involvement were well planned. They also identified that the needs of former refugees were complex and varied, requiring a cross-agency and well planned approach.

16 The Community Development team was asked to work with the DRSG. To ensure that information was being sought from a wide range of the community about the needs and opportunities in this area, staff first conducted a survey of current providers in order to ascertain the challenges and resources available.

17 We also undertook research on models of resettlement support internationally. International experience was analysed over New Zealand approaches, as some countries had been providing formal refugee resettlement for many decades longer than New Zealand.

18 In August 2016 the Council coordinated a Refugee Resettlement Hui to further expand on this information. More than 60 people attended the hui, representing a wide range of organisations. Information was shared with the DRSG.

19 Challenges raised during the Hui included a lack of clarity about what would happen to families once Red Cross support ended and lack of information for them around how to access current community services, limited cultural competency amongst agencies in the city, language issues and limited coordination. There was a call through this Hui for Council to take a coordination role in relation to resettlement planning with the community.

20 In September 2016, the DRSG formally requested additional personnel resource and budget support from Council. The Group pointed out that much of the work around resettlement had been undertaken by volunteers but that this was not sustainable; in particular, regarding addressing wider issues into the future. The group also did not believe it had the mandate to create strategic direction or address strategic issues.

21 The requested additional budget and staff resource was not available within the Community Development team. The Community Development Manager worked with the DRSG to identify the ways in which Council might realistically and sustainably support resettlement and committed some of her time, and that of a Community Advisor, to this. Council staff were clear on the fact that they could not provide a direct service to former refugees or their families, nor deliver support already offered elsewhere.

22 Following these discussions, it was proposed that Council could work alongside community partners through a newly formed Dunedin Steering Group. The Group was established with agreement from the Mayor and the former DRSG members.

23 The new Group comprises the Red Cross, English Language Partners, the Citizens Advice Bureau, the Dunedin Multi Ethnic Council, the Ministries of Education and Social Development, Housing New Zealand and the Southern District Health Board and two community representatives.

24 Two meetings of the group have been held to date and a draft terms of reference is to be confirmed at the June meeting. The Group are also to begin developing a draft action plan to support positive refugee resettlement within the city in the longer term. It is expected that that would be shared with other organisations involved in resettlement.

25 In addition, the concept of a Refugee Support Network has been mooted, ensuring that the more than 30 organisations involved in settlement support remain connected. Staff would work with groups to support that.

26 It should be noted that Council involvement at the Advisory level had not been undertaken before in New Zealand, and there was interest from INZ in Dunedin's approach to it. A video highlighting the partnership approach to resettlement support in Dunedin was being produced by Red Cross and would feature Dunedin's Mayor and Councillors. The video was to be shown in June at the annual Tripartite Consultations on Resettlement in Geneva.

27 There had been queries from the Dunedin Migrant Sector Partners as to whether the DRSG could take up issues for wider migrants within the community. As the DRSG was in its formation stage and the needs of former refugees were very specific, Community Development had advised that the Group would not be able to do that, but had made a commitment to act as a liaison point between both groups.

OPTIONS

28 As this is an update report, there are no options.

NEXT STEPS

29 The Dunedin Refugee Steering Group will continue to meet bi-monthly and Community Development staff will support the group's work. Future activity in the area will be reported to Council through Non-Financial Quarterly Reports to the Community and Culture Committee.

Signatories

Author:

Joy Gunn - Manager Events and Community Development

Authoriser:

Alan Worthington - Resource Consents Manager

Sandy Graham - General Manager Strategy and Governance

Attachments

There are no attachments for this report.

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This report enables democratic local decision making and action by, and on behalf of communities.

Fit with strategic framework

	Contributes	Detracts	Not applicable
Social Wellbeing Strategy	☒	☐	☐
Economic Development Strategy	☒	☐	☐
Environment Strategy	☐	☐	☒
Arts and Culture Strategy	☒	☐	☐
3 Waters Strategy	☐	☐	☒
Spatial Plan	☐	☐	☒
Integrated Transport Strategy	☐	☐	☒
Parks and Recreation Strategy	☐	☐	☒
Other strategic projects/policies/plans	☐	☐	☒

Work to support positive refugee resettlement aligns with the Social Wellbeing Strategy outcomes of Manaakitanga and connected community. Healthy and safe people are also key aspects of the strategy which are delivered through coordinated approaches to resettlement.

Supporting former refugees to settle well has economic benefits for our city. There is evidence that many former refugees develop their own businesses and enterprises over time.

Identify Pride is a strand of the Ara Toi Strategy which specifically supports former refugees to share, acknowledge and honour their own culture, whilst taking the opportunity to experience New Zealand's own culture through a wide range of art forms.

Māori Impact Statement

Tangata whenua were consulted during the process of Resettlement Centre selection by Immigration New Zealand and have played a key role in welcoming former refugees into the city. The acknowledgement and formal welcome of families is an important cultural and community activity, both for mana whenua and families themselves.

Sustainability

The ongoing intake of former refugees into the city will have impacts on housing, health services, education services and community services. It is therefore important that collective planning occurs which can address areas of concern and establish aims and actions to mitigate these in the mid and long term.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

There is no impact for the LTP, Financial Strategy or Infrastructure Strategy.

Financial considerations

This is an administrative report, so there are no financial considerations.

Significance

The decision is considered low in terms of the Council's Significance and Engagement Policy.

Engagement – external

There has been engagement, through the hui, meetings, emails etc with a wider group of people and organisations involved in refugee resettlement in the city. Staff have also engaged with Immigration New Zealand representatives. Staff have met directly with four former refugees to seek their perspectives.

Engagement - internal

As this is an update report, no internal engagement has been undertaken.

Risks: Legal / Health and Safety etc.

There are no identified risks.

Conflict of Interest

There are no identified conflicts of interest.

Community Boards

There are no specific implications for Community Boards.

Community and Culture Committee

13 June 2017

Place-Based Work Update

Department: Community and Planning

EXECUTIVE SUMMARY

1 This report provides and update on the work undertaken by the Council's Community Development team to support place-based groups within the city since November 2016, when a Place-based Advisor was employed.

2 We ask Council to note the report on activity undertaken by the Place-based Advisor and other Community Development staff over the past eight months.

RECOMMENDATIONS

That the Committee:

a) Notes the report on place-based support provided by the Place-based Advisor and other Community Development staff since November 2016.

BACKGROUND

3 During Public Hearings at the Representation Review meetings held in August and September 2015, submissions were made to Council seeking additional support for place-based communities. Council responded to this by requesting that staff provide a report back in time for the Annual Plan 2016/17 meeting.

4 The recommendation from the Council meeting (Representation Review Hearings and Deliberations) of 11, 12, 19, 24 August and 1 September 2015 was as follows:

It was moved (MacTavish/Hawkins):

"1 That Council requests a report in time for the 2016/17 Annual Plan discussions, identifying the budget required to provide a service and support for community groups serving an identified geographic area not served by a community board.

2 That the service includes:

- support and advice for communities wishing to establish a community group serving an identified geographic area not served by a community board;

- liaison and advice for these community groups on Council-related processes, issues and services.

3 That Council requests a report, after the representation arrangements are finalised, identifying how Civil Defence arrangements will respond to and accommodate new representation arrangements."

Motions 1 and 2 were put and carried on a division 9:3.

For: Councillors Benson-Pope, Calvert, Hall, Hawkins, Lord, MacTavish, Peat, Staynes, The Mayor

Against: Councillors Noone, Vandervis, Whiley

Motion 3 was put and carried on a division 11:1.

For Councillors Benson-Pope, Calvert, Hall, Hawkins, Lord, MacTavish, Noone, Peat, Staynes, Whiley, The Mayor

Against: Councillor Vandervis

5 On 26 January 2016 a report was provided to Council with five options outlining the way in which it could better support and respond to the needs of place-based groups.

6 The report also included aims for work with place-based groups, which are:

· Create a "green carpet" approach across the DCC (similar to the "red carpet" approach for business) to facilitate the DCC's support of grassroots place-based communities.

· Create a community navigator position as either a postgraduate intern position or a more highly qualified role — a clearly identified point of contact for place-based community groups.

· Develop a clear outline of the roles and responsibilities of Events and Community Development team members in relation to place-based communities and make this outline widely available within the DCC and to communities (via website).

· Consult regularly with place-based community groups (across DCC activities) to ensure communities that are not served by a community board feel as "heard" as communities that are served by a community board, and set a budget for this form of engagement so that community groups and their time can be recognised.

· Maintain a database of place-based groups and resources held by communities (such as vehicles and meeting rooms) that are available for other groups to use.

· Consider refocusing the Neighbourhood Matching Grant so that priority is given to groups not covered by a community board, and review funding for place-based community groups in a year or so to ensure that it is meeting their needs.

· Strengthen the DCC’s sharing of information about grants funding available to place-based communities and encourage all place-based communities to access support with the funding process.

7 Council approved the option of employing a fulltime Place-based Advisor. Due to the previous Manager leaving in March and a new Manager taking up the role in June, there was a gap in recruitment for the role. The role was advertised in early August and filled in November 2016.

DISCUSSION

8 While this report does focus on the activity undertaken between November 2016 and May 2017, it should be noted that the Community Development team has been supporting place-based communities for some years.

9 The Community Advisor maintains relationships with the Mosgiel, Corstorphine and North East Valley communities and has retained these areas.

Place-based Support for South Dunedin

10 Prior to the start of the new Place-based Advisor, Council had committed to work more comprehensively with the South Dunedin community. This work was taken up by the Community Development Manager in the short term, and then allocated to the Place‑based Advisor after November. Due to the social and economic needs identified within the South Dunedin community, the Community Development Manager took an equity approach to resourcing, allocating 50% of the new Advisor's time to this area.

11 The additional allocation of hours to this community has allowed the Place-based Advisor to build strong relationships with many groups and individuals and build a sense of what is important and challenging for this community.

12 Community Development staff have also participated in and coordinated much of the work of the South Dunedin Stakeholder Group, established in November 2016. The group comprises members from around 60 organisations, a number of who both live and work within the Greater South Dunedin area.

13 Through the Stakeholder Group, a community newsletter, the Lowdown, and a community website (www.southdunedin.org.nz) have been developed.

14 The Place-based Advisor has provided input and advice on the South Dunedin Pop-up Hub and has engaged with organisations in South Dunedin representing the disability, older persons, post school education and health sectors.

15 The Place-based Advisor has worked with a number of schools to engage them in the South Dunedin Stakeholder Group and with church groups.

16 The Place-based Advisor has also been liaising with the organisations undertaking community development approaches within South Dunedin, including the Mission's 10 Streets Project, the Caversham Community Group and the South Dunedin Library Group, and has been supporting the Caversham Group with their discussions on changes to roading in the area.

17 On May 18, the South Dunedin Stakeholder group held a Plan and Plate Night Hui to support individuals within the area to bring, share and start up ideas for local community and economic development. Much of the coordination of this event was done by the Place-based Advisor. From this event, key ideas have been shared and local champions identified to lead them. The Place-based Advisor would offer support to these groups if required.

Wider Place-based Support

18 Connections have been made with, and support, information and advice offered to, the City Rise Up group, Green Island Network and Brockville communities. The Place-based Advisor is exploring stronger connections with the Dalmore and Pinehill communities, and is aware that there are community discussions about the formation of a Mornington Group.

19 More widely in March, the Community Development team contracted Gapfiller to run workshops in Dunedin around creative use of community spaces. The aim of this workshop was to attract communities across the city. The central city workshop was attended by more than 40 people, many of whom were involved in place-based work. In addition, a specific workshop was held to support thinking around use of creative space in the Mosgiel area.

20 The Community Advisor had been involved with the Corstorphine Community Hub in its planning for the future, and they were recently successful in obtaining funding for that work.

21 The Community Advisor also worked with Dunedin City Council Parks and Recreation staff around discussions on public toilets in North East Valley.

Database

22 It should be noted that while a database was identified as a tool in the January 2016 report, no additional resourcing was put to this (either development or maintenance). Database development and management is not a skill set of Community Development staff. The Community Development Manager is in initial discussion with two organisations about current databases of services, support etc, and will continue those discussion in order to see if what other organisations have is sufficient, and to see if the DCC should add to that if it is not sufficient (or support it in some other way), or to see if a different database is required. Any resourcing of that kind would need to be provided internally and would have to be from 1 July 2017.

Green Carpet Approach

23 The Community Development Team has yet to address the Green Carpet Approach outside its own team but would undertake some work with other departments on that from July 2017.

24 In terms of ensuring that other staff know the structure of the Community Development team, that information was to be provided in late May. It had been delayed due to recruitment within the team and some other short term staff changes.

Funding of Place-based Work

25 In the September 2016 funding round, the Caversham Community Group, North East Valley Community Development Project Inc, Corstorphine Community Hub and Ocean Grove Community Trust and the Blueskin Resilience Community Trust all received grants. A Neighbourhood Matching Grant was made to the Murray Street Barbecue.

OPTIONS

26 As this is an administrative report, no options are required.

NEXT STEPS

27 The Community Development team will continue to support place-based work within the community, focus on extending the reach of that work and will implement a Green Carpet approach by July 2018.

28 The Community Development team will continue to improve the profile of its team to the wider community and in Council and better promote the availability of funding.

29 From July 2017 the Community Development team will undertake an additional review around the options for improved support of place-based communities and will work with community stakeholders to produce that review. It is anticipated the report will be back to Council by October 2017.

30 The Community Development team will also be working closely with Emergency Management Otago on development of Community Response Plans within identified communities.

Signatories

Author:	Joy Gunn - Manager Events and Community Development
Authoriser:	Sandy Graham - General Manager Strategy and Governance

Attachments

There are no attachments for this report.

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This report relates to providing a public service and it is considered good-quality and cost-effective.

Fit with strategic framework

	Contributes	Detracts	Not applicable
Social Wellbeing Strategy	☒	☐	☐
Economic Development Strategy	☒	☐	☐
Environment Strategy	☒	☐	☐
Arts and Culture Strategy	☒	☐	☐
3 Waters Strategy	☒	☐	☐
Spatial Plan	☒	☐	☐
Integrated Transport Strategy	☒	☐	☐
Parks and Recreation Strategy	☒	☐	☐
Other strategic projects/policies/plans	☐	☐	☐

Support of place-based communities by Council supports all of the Council's strategies, underpinning the wellbeing of people, the maintenance of our environment and the acknowledgement of communities own cultures, needs and resources. Needs identified by communities range from better connection to environmental sustainability, a more vibrant local economy, localised access to arts, culture and recreation facilities, and good transport and footpath access.

Māori Impact Statement

Maori are represented across the community and as such will have involvement in many organisations supporting or involved in place-based work.

Sustainability

Place-based community development supports wider community sustainability.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

There are no considerations from this report. However, staff will be preparing a future report on support for place-based communities which may have implications for the LTP.

Financial considerations

As this is an update report, there are no financial considerations.

Significance

This decision is considered low in terms of the Council’s Significance and Engagement Policy.

Engagement – external

Staff have engaged with around ten place-based groups in the past year.

Engagement - internal

Staff have been engaging with Water & Waste, Library Services, Transport, Parks & Recreation, City Development, Policy and Communications and Marketing to support place‑based work.

Risks: Legal / Health and Safety etc.

There are no identified risks.

Conflict of Interest

There are no identified conflicts of interest.

Community Boards

Updates do not relate specifically to Community Boards, although they are likely to be of general interest to them.

Community and Culture Committee

13 June 2017

Council Support for Youth Activity Update

Department: Community and Planning

EXECUTIVE SUMMARY

1 This report provides an update on the activities undertaken since July 2016 by the Youth Action Committee (YAC), Dunedin Youth Council (DYC) and Council’s Community Development staff in supporting youth development. The report summarises activity supporting increased youth knowledge of, and connection with, local government.

2 The report also summarises the activities of Community Development staff in supporting youth development and leadership through the Collaborating for Youth Success initiative and Tuia programme.

3 It is noted that there are other programmes within Council which also support youth development and leadership, such as the Summer Intern programme coordinated by the Policy team.

RECOMMENDATIONS

That the Committee:

a) Notes the summary of activities undertaken by Community Development staff since July 2016 to support youth development and increased youth knowledge of, and connection with, local government.

BACKGROUND

4 A total of 25,671 people in Dunedin are aged between 15 and 24, making up 21.35% of the population, compared to 13.82% of New Zealand's overall population (NZ Census date 2013). Dunedin’s youth population is heavily influenced by our tertiary institutions.

5 In 2007 the Council developed a Youth Strategy and at that time, recognising the need to engage with youth, established the Youth Action Committee (YAC). YAC remains today and comprises 18–24 year old youth leaders who work to improve engagement with and from Council, and to increase consultation with, and decision making opportunities by, young people. YAC’s target audience is 12–24 year olds.

6 In 2014 the Youth Participation Advisory Group (YPAG) was established, which included community representatives who worked with young people in schools, training centres or other settings. The YPAG also included the Mayor and Councillors Hawkins and McTavish. The YPAG was established as a mechanism to:

· Discuss ways in which Council could improve how it involves young people in its processes.

· Support young people to develop a structure that would enable them to have an effective youth voice within Council and in Council processes.

· Support the aspirations of the YAC.

· Provide support and advice to YAC on how to ensure youth perspectives are appropriately considered in decisions around Council policy and direction.

7 In 2015, as an outcome of the YPAG formation, it was decided that a Youth Council of 12–17 year olds be established. In part this was due to challenges that YAC had experienced in engaging with this age group.

8 The YPAG was not re-constituted in the new triennium.

9 In the 2015/16 financial year Council applied for and obtained a Ministry of Youth Development (MYD) grant to support the formation of the Dunedin Youth Council (DYC). The MYD grant was a one off payment, with the total funds to be expended by 30 June 2016. The grant enabled the contracting of a "Youth Council Activator". The Youth Council Activator's role was to:

· Establish the Youth Council and monitoring and supporting its implementation until 30 June 2016.

· Develop an ongoing civic education programme that builds on the "Leaders of Tomorrow Roadshow" and "Youth Vote" initiatives started in 2015.

· Support the Youth Council to identify and organise events that seek to celebrate the youth community.

10 Funding was also obtained from within Council to support the DYC and the ongoing activity of the YAC.

11 Nominations for DYC members were requested in July 2015 and 15 young people selected to the Dunedin Youth Council. Representatives were from Dunedin's twelve secondary schools, the home-schooling community and one training provider. A Terms of Reference for the group was developed (Attachment A).

DISCUSSION

Dunedin Youth Council Activity since July 2016

12 The Youth Council Activator advised in mid-June 2016 that they would not be seeking renewal of their contract as Youth Activator for the DYC.

13 In June 2016 it was identified that the group had utilised only half the MYD grant funding. Community Development staff therefore requested an extension to the MYD funding until such time as the DYC could develop a “youth pop-up” concept for use of the remaining funding. This was granted and the DYC was asked to progress their project, which aimed to increase knowledge on the youth vote, and engagement with Dunedin youth.

14 The period between July and October was a difficult time for DYC members, who were impacted by changes in Community Development staffing, the unexpected death of a key staff member, and the departure of the Youth Activator.

15 In August 2016, following an expression of interest process which the DYC members were involved in, a new Youth Activator was contracted.

16 Since then the DYC has achieved the following –

· Organisation of the Youth Ambition Awards. The Awards highlighted the DYC role and acknowledged two "great youth ideas" within schools.

· Successful recruitment of new members (the DYC has a two-year membership).

· Development of an induction plan for new members and establishment of roles within the Youth Council.

· Provision of questions to local body candidates on issues affecting youth.

· Increased engagement with the community via Facebook.

· A successful planning hui held at Waitangi weekend, with the development of roles within the group, resetting of the purpose, goal setting for 2017 and establishment of subcommittees.

· Increased engagement with YAC.

· A successful stall at the Thieves Alley market on 11 February 2016 to promote themselves to the wider community.

· Training opportunities, including four members attending the Activate Conference in Christchurch for Youth Councils.

17 The Youth Pop-up project was significantly revised by the DYC between October and December, as the concept of a kitted-out caravan was proven to not be feasible after the youth decided it was logistically too challenging. Instead, a mobile toolkit was decided upon and resources purchased for that. The mobile tool kit included a gazebo, signage, a giant jenga and other items designed to attract and engage young people. The group utilised it at the Thieves Alley event in February 2017, and will continue to use it at future community events.

18 The cost of the mobile toolkit was less than $8000 therefore $15,000 of MYD funding still remained. Other ideas for use of the funding were discussed with the DYC at the time, but no firm ideas agreed. Community Development staff discussed the concept of a youth-led forum with MYD staff, tentatively discussed as part of the Collaborating for Youth Success project (referred to later in this report). MYD staff were open to use of funding for the project as long as it met the fund criteria.

19 DYC members were keen to focus on the Youth Vote in the lead up to the national elections.

20 In April the DYC Activator finished their contract to take up another role. One of the Community Advisors had been supporting the group since then, and this would be reviewed with the DYC in June. One of the staff members from the Malcam Trust had also been supporting the group with leadership development. The DYC had also been able to utilise the skills of some of the OUSA Event Planners to help them learn about event planning.

Youth Action Committee

21 In the past year the YAC has gone through a transformative phase, led by its current chair.

22 In September 2016, the YAC had six members, and in March 2017 had as few as three. With a strong recruitment plan by the three members, including a stand at O Week, the group met with 16 interested young people in May 2017 who were keen to sign up to the Leadership Group or one of four committees established by the YAC. Those committees are Arts and Culture, Education, Sports and Recreation and Environment. In addition the YAC now had a dedicated Communication Coordinator and Volunteer Coordinator.

23 As part of its marketing and recruitment focus, YAC members had been working from July 2016 on enhancing its image and promotion. A new logo and website had been developed (www.yac.org.nz). The group had increased its use of social media, and set up a new email which allowed for improved communication between members.

24 The group revamped its Terms of Reference and Work Plan (Attachment B), and had been meeting fortnightly to ensure it was focused on achieving its aims.

25 As with members of the DYC, a number of YAC members have had the opportunity to take part in training/youth development workshops in the past year, the most recent of those being the Activate Conference in Christchurch in May 2017.

26 Two members of the YAC had been heavily involved with the Collaborating for Youth Success project, which Community Development staff were coordinating at present until another entity/group was identified.

Collaborating for Youth Success

27 The Collaborating for Youth initiative is an offshoot from the Social Sector Trials, a social outcomes project funded by the Ministry of Social Development to improve youth outcomes in the South Dunedin area. The outcomes were to increase youth employment and to decrease youth offending, truancy and drug and alcohol use. The project (locally branded as BASE) was funded for three years, with an extension year provided for. The extension year was to support the project to move to a community‑led model, if that could be achieved.

28 The Council had representatives on the BASE Advisory Group, including Mayor Cull, and noted the desire of many stakeholders that the positive work achieved by the Social Sector Trial be retained in some way. One of the outcomes of BASE was the commission of a report, Collaborating for Youth Success, which contained recommendations on a more collaborative, city-wide approach to better support youth.

29 In November 2016, the Runaka and Council partnered together to hold a hui to ascertain the commitment to a new way of working. From this hui of 100 people, a smaller group identified themselves as keen to be involved in developments. To some extent progress was stalled as discussions were held around how it might be led.

30 In March 2017, the Mayor called another meeting of interested stakeholders to decide if a community-led initiative could in fact be progressed. It was agreed that it could and Community Development staff were asked to support engagement around this.

31 Two YAC members, who had attended a number of meetings with organisational representatives, highlighted the need for the youth voice to be heard as the initiative progressed. That call was echoed by other young people, and it was agreed a small group of youth would work with the Council's Community Development staff to hold two youth-only hui; one for rangatahi Maori and one for all youth in the city. These hui were aimed at ensuring youth needs and youth perspectives were captured.

32 The first hui was led and coordinated by young Maori and held in early 4 May 2017 with 25 youth attending. The second, city-wide youth was to be held on 6 June 2017. Information from the hui would be collated and provided to the Dunedin Youth Forum to be held on 20 June with representatives from the runaka, government and non‑government organisations working with young people and the Council. The Dunedin Secondary Schools Partnership was a joint funder of the hui with Council.

33 From the three hui it’s hoped a city-wide approach to youth can be developed which focuses on enabling young people to access support, services, information and help wherever and however they need this. Community Development staff have been supporting the youth facilitators in the planning of the two youth-led hui, and advocating for a youth partnership approach in any community-led work.

34 Council may well consider its own youth engagement, consultation and development activities through the Collaborating for Youth Success process, and Community Development staff would seek input from both YAC and DYC members in any review.

35 Corporate policy have engaged with YAC as to the best means to consult with youth for the Long Term Plan.

36 Staff note that collaborative action, particularly a city-wide approach to address complex issues for youth, takes time to develop and embed. Staff do not expect to be able to report back on progress on this initiative until October 2017.

Tuia Leadership Programme

37 For some years the Council has been supporting young Maori who wish to take a leadership role to attend Tuia, a leadership programme coordinated by the Mayor's Taskforce for Jobs.

38 In February 2017, following a nomination process, Steven Campbell was chosen as the Tuia programme participant for 2017. He was to attend six hui outside Dunedin alongside other participations from around the country. In addition, he is to be mentored by the Mayor and would attend a number of Civic events to learn what’s involved, as well as being involved in one community activity.

OPTIONS

39 As this is an administrative report, no options are required.

NEXT STEPS

40 Community Development staff would continue to support the work of the DYC and YAC in engaging young people in consultation and decision making. They will continue supporting the coordination of efforts around the Collaborating for Youth Success initiative until such time as another lead organisation/individual was identified. It will also support the administration and coordination of Council-approved youth development opportunities.

41 Community Development staff would report back to the Council on progress on the Collaborating for Youth Success initiative in October 2017 and would report other activity through their quarterly reporting.

Signatories

Author:

Joy Gunn - Manager Events and Community Development

Authoriser:

Alan Worthington - Resource Consents Manager

Sandy Graham - General Manager Strategy and Governance

Attachments

	Title	Page
a	Dunedin Youth Council Terms of Reference June 2016	81
b	Workplan Version 2.1	83
c	Dunedin Youth Council Activator Report February 2017	97

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This decision/report/proposal enables democratic local decision making and action by, and on behalf of communities.

Fit with strategic framework

	Contributes	Detracts	Not applicable
Social Wellbeing Strategy	☒	☐	☐
Economic Development Strategy	☒	☐	☐
Environment Strategy	☒	☐	☐
Arts and Culture Strategy	☒	☐	☐
3 Waters Strategy	☐	☐	☒
Spatial Plan	☐	☐	☒
Integrated Transport Strategy	☒	☐	☐
Parks and Recreation Strategy	☒	☐	☐
Other strategic projects/policies/plans	☐	☐	☐

With more than a fifth of our population considered to be "youth", it is vital that Council consider and consult well with this group under all its strategies. Groups such as the YAC and DYC provide opportunities for consultation and engagement with youth from all areas of Council.

Māori Impact Statement

The Tuia programme supports the development of youth leadership for rangatahi, and the recent youth hui for rangatahi acknowledges that the consultation methods to engage with this group must meet their specific needs. Council needs to consider how to better engage, inform and develop relationships with this group.

Sustainability

Developing strong and positive relationships with youth leaders and wider youth leads to longer term understanding and partnerships which can support both community and environmental sustainability.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

There are no impacts for the LTP, Annual Plan, the Financial Strategy or the Infrastructure Strategy.

Financial considerations

As this is an administrative report, there are no financial considerations.

Significance

This decision is considered Low in terms of the Council’s Significance and Engagement Policy.

Engagement – external

Community Development staff have engaged widely with organisations supporting youth and with a small group of youth today. Our city-wide youth hui will provide an opportunity to significantly expand on our youth engagement.

Engagement – internal

There has been engagement with the YAC and DYC around the upcoming hui. Library Services and the Communication and Marketing department have been requested to share information. Staff from the Parks and Recreation department and Corporate Policy previously engaged with the YAC around specific submission opportunities. Increasing internal engagement with the DYC and YAC is an aim for the 2017/18 year.

Risks: Legal / Health and Safety etc.

There are no identified risks.

Conflict of Interest

There are no identified conflicts of interest.

Community Boards

There are no known implications for Community Boards.

Community and Culture Committee

13 June 2017

Proposed Community Engagement on the future of His Majesty's Theatre (Sammy's)

Department: Community and Planning and Planning

EXECUTIVE SUMMARY

1 This report provides the Committee with an update on the community engagement that is planned around the future uses for the former His Majesty's Theatre (Sammy's), for which Council purchased the leasehold in early 2017. The report also outlines what steps have been taken to secure and maintain the building in the interim.

RECOMMENDATIONS

That the Committee:

a) Approves engagement with the community about the future use of 65 Crawford Street – the former His Majesty's Theatre, now known as Sammy's.

b) Notes that the outcome of the engagement will be reported back to the Community and Culture Committee in time for consideration as part of the Long Term Plan 2018.

BACKGROUND

2 Council took possession of 65 Crawford St (Sammy's) on 10 February 2017, after purchasing it leasehold for $128,000.

3 Sammy's occupies a key location within the Warehouse Precinct. It has a long history as a performing arts venue, in particular as a venue for live music.

4 The Council recognises the cultural, social and economic value of high quality performing arts infrastructure, including contributions to quality of life, community development, economic development and tourism potential. Between 2008 and 2012, the Council identified a market gap for a 500-800 capacity performing arts venue in Dunedin and explored option for building a new venue of that size. An outcome of that work was a recommendation that renovation of existing arts venues was a cost-effective option for Dunedin.

5 Since that time, considerable redevelopment has taken place at the Regent Theatre and within the Warehouse Precinct as part of the Council's revitalisation plan for that area.

6 There is a strong desire among Dunedin artists, musicians and audiences for continued use of the building, which is an iconic venue within the city. There is considerable interest from the arts community and some investors in this property due to its pivotal location within the Warehouse Precinct and its current 850 standing capacity.

7 It is widely understood as best practice that heritage buildings are best kept for their intended use. This is in order to minimise unnecessary alterations that may harm their significance and to allow a greater understanding of the purpose of the building. The retention of Sammy's as an auditorium would be in the best interest of protecting the building's heritage value.

8 Due to the high level of interest in the building, staff recommend that community engagement be undertaken to canvas ideas on future use of the building and, following consideration, that options be developed based on the outcomes of that engagement. Engagement will include potential property partners and investors and the wider community.

DISCUSSION

9 Understanding any work required, the fiscal level of this and any limitations, will also help guide community engagement around possible uses for the building into the future. With such strong interest in this venue, it will be important that all those consulted are provided with clear information on any future structural challenges, opportunities and costs.

Future Use Considerations

10 The following considerations about the building's compliance status and condition will inform development of options for the building's future use.

11 To return the property for public use, such as its recent use as a live music venue, it will need to be building code compliant in three areas:

· Seismic

· Fire safety

· Access for people with disabilities.

12 The building's compliance issues need to be fully assessed with further work required to quantify the following essential short-term capital costs. These include the compliance costs of returning the building to public use, as follows:

· Essential repairs and remedial work on the building's condition

· Seismic strengthening

· Fire safety upgrades

· Provision of access for people with disabilities

· Short-term (low cost) upgrades to the external and internal appearance

· Short-term (low cost) upgrades to the services and facilities

· Fees.

Building assessment

13 Prior to purchase a preliminary assessment on the building was undertaken, which indicated that it was in average condition and needed some expenditure to fully secure the venue and make it watertight. This work is being progressed while consideration of possible future use is undertaken.

14 Since its purchase, the building has been made as secure as possible in its current condition. Power has been reconnected and fire alarms tested. Tidying of the frontage has been undertaken by Task Force Green and more work is planned on the Crawford Street frontage.

15 Staff will undertake an assessment of the building's compliance status and condition with short term essential repairs undertaken. The assessment would establish minimum requirements for returning the building to a space for safe and accessible public use and would also ensure the immediate safety and security of the building. The assessment would also inform Council decision-making on any future fiscal investment.

16 The indicative cost in the preliminary assessment report included a mix of short term essential repairs and longer term potential upgrades, but excluded compliance costs such as earthquake strengthening, fire safety upgrades and access for people with disabilities.

17 The property requires further assessment to determine a realistic cost of essential works needed to ensure it is safe and fully accessible for public use. This includes testing and sensitivity analysis of the indicative cost outlined in the preliminary assessment report and further assessment of compliance issues and costs.

18 Staff have worked with the site owner (Oakwood Properties) to secure a rent holiday until February 2019. This was negotiated in order to allow sufficient time for Council to undertake a comprehensive assessment of the property and to explore options for its longer term use.

Community Engagement

19 Staff propose that options for future use of the building should be the subject of community engagement. Information about the capital costs of essential upgrades for public use, and potential upgrades to appearance, services and facilities, should be provided as part of engagement to help inform possible future uses.

20 Broadly, the enagement plan timeline would be:

· June – provides approval of assessment of the building and development of options

· June – Project group convened and building assessment commissioned

· July – Full building assessment

· August – Information pack for engagement plan, including results of building assessment reported to the Community & Culture Committee for approval

· September – Public engagement

· November – Draft options developed for use of the building based on engagement outcomes

· December – Options reported to Council.

21 Following community engagement, further work will be required to quantify the following potential long-term capital costs associated with upgrading the property in accordance with engagement outcomes, as follows:

· Site work (landscaping/urban design)

· Long-term upgrades to the external and internal appearance

· Long-term upgrades to the services and facilities

· Fees.

22 Because the building needs capital work to address its compliance and condition issues, the following additional considerations should inform community engagement.

23 The performance space at Sammy's occupies the entire footprint of the building and has limited services and facilities for live music performance. There are potential reverse sensitivity issues from residential accommodation and other neighbouring businesses. Both could limit more intensive use of the building.

24 Capital work which includes adaptive re-use could enable more intensive use of the building, including other arts uses such as rehearsal, recording and education activities. Community engagement should aim to establish existing provision and demand for these uses.

Funding

25 Community engagement would include engagement with stakeholders about the potential for partnerships and co-investment based on adaptive re-use, as well as partnerships and co-investment based on returning the building to its recent use.

26 A public-private partnership to drive future use of the building would require additional groundwork to define the project drivers and scope and to develop a shared vision among stakeholders. This partnership structure should be driven by the feedback from community engagement.

27 Recent arts and heritage capital projects based on public-private partnerships such as Stoneycroft Hastings or the Arrowtown Miners Cottages have typically taken five years or more to complete. Community and stakeholder expectations about the timeframe of Sammy's redevelopment would be addressed as part of community engagement.

28 Any decision by Council to contribute to a capital development at Sammy's should be considered through the development of the Long Term Plan 2018-2028 and capital expenditure budgets. This process will include consideration and prioritisation against other arts and cultural infrastructure projects as well as all of the Council's infrastructure activities and services (eg Water and Transport).

29 Other known arts and culture capital needs in the city include capital work required at Council-owned buildings such as the Fortune Theatre and Dunedin's community halls, and at other buildings key to Dunedin's arts infrastructure such as the Mayfair Theatre and King Edward Court.

30 Staff have begun to receive enquiries for a range of commercial and community uses of the building. As part of the property's short-term management plan, staff propose that the Council refuse these requests until the building is fully assessed, essential upgrades to enable public use can be completed, and options for the building's future use have been developed based on the outcomes of community engagement.

31 An indicative cost to develop options based on community engagement would be up to $20,000. This cost excludes a Detailed Seismic Assessment (DSA), which would be required if an adaptive re-use option involved extending the footprint of the building.

Governance

32 As part of the engagement, options about governance or project oversight would be canvassed with the community.

33 Several suggestions have been provided to Council since Sammy's was purchased about how any redevelopment could be delivered. These options include public/private partnership suggestions, the creation of a trust or a Council-led project. The community will be asked to consider these as part of the engagement.

OPTIONS

Option One – retain the building leasehold, and engage with the community about options for future use (recommended option)

34 Council retains the leasehold for Sammy's, undertakes a full assessment of the building's condition, implements community engagement on options for future use and develops draft longer-term options for further consideration by Council.

Advantages

· Provides clear information including indicative costs to the community on options for the building's future use.

· Explores support for partnership and co-investment with Dunedin's community and arts stakeholders over the building's future use.

· Supports development of a public-private partnership to drive future use of the building.

· Lower risk of losing community use of the building.

· Consistent with Council approach and communications to date.

Disadvantages

· Council will incur building assessment, options development and holding costs.

· Raises community expectations about the level of Council involvement in the building's future.

Option Two – Seek to transfer ownership to a third party

35 Council transfers the building's leasehold to a third party, subject to development of an appropriate covenant which requires return to re-use as an arts/culture venue.

Advantages

· Council may not incur building assessment or option development costs, and may incur lower holding costs if a third party is found quickly.

· Lowers community expectations about the level of Council involvement.

Disadvantages

· May not find a third party willing to meet an appropriate covenant. The building leasehold has been on the market several times already without a covenant.

· Council could make a financial loss on a transfer.

· Lost opportunity to explore support for partnership and co-investment with the community or arts stakeholders over the building's future use.

· Lost opportunity for support development of a public-private partnership to drive future use of the building.

· Inconsistent with Council approach and communications to date.

· Higher risk of losing community use of the building.

Option Three – Retain the building leasehold, without developing options for future use (status quo)

36 Council decides to retain the building leasehold but does no further work in the mid- to long-term to improve the building or determine its future use.

Advantages

· Council will not incur costs of building assessment or options development.

Disadvantages

· Council will incur on-going holding costs.

· Lost opportunity to explore support for partnership and co-investment with the community or arts stakeholders over the building's future use.

· Lost opportunity to support development of a public-private partnership to drive future use of the building.

· Inconsistent with Council approach and communications to date.

· Lost opportunity for community use of the building.

NEXT STEPS

37 If the recommended option is approved, community engagement will be undertaken and the outcomes reported back to the Committee before the end of the year.

38 Again, if the recommended option is approved, an internal project group will be established comprising staff from City Development, Community Development and Property. The project group will report to the General Manager Strategy and Governance as project sponsor for the initial consulation phase of the project. Ongoing governance arrnagements will be finalised following the outcome of the engagement. Progress will be reported through the Community and Culture Committee and then to the Council via the Long Term Plan process.

Signatories

Author:

Craig Monk - Community Advisor - Arts

Dan Windwood - Heritage Planner

Crystal Filep - Team Leader Urban Design

Authoriser:

Sandy Graham - General Manager Strategy and Governance

Attachments

There are no attachments for this report.

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This report enables democratic local decision making and action by, and on behalf of communities.

Fit with strategic framework

	Contributes	Detracts	Not applicable
Social Wellbeing Strategy	☒	☐	☐
Economic Development Strategy	☒	☐	☐
Environment Strategy	☐	☐	☒
Arts and Culture Strategy	☒	☐	☒
3 Waters Strategy	☐	☐	☐
Spatial Plan	☒	☐	☐
Integrated Transport Strategy	☐	☐	☒
Parks and Recreation Strategy	☐	☐	☒
Other strategic projects/policies/plans	☐	☐	☐

Sammy's has until recently contributed to the city's Ara Toi strategy, providing a long time live music venue for the city. There is strong interest from the arts and culture community in retaining some form of arts and culture activity within the building.

The recommended option aligns strongly with all four of Ara Toi's strategic themes (Identity Pride, Access and Inclusion, Creative Economy, Inspired Connections).

Community engagement to develop Ara Toi demonstrated a high level of community interest in establishing a central city hub for the creative community, and this was adopted as an initial action within the strategy. The recommended option aligns strongly to this action, and could contribute to other actions within the strategy.

Māori Impact Statement

Tangata whenua will be consulted should there be an agreed public engagement process around future uses for the building.

Sustainability

There is considerable public interest in Sammy's being sustained as a key arts/culture venue within the city. It's possible use as a music or arts venue would contribute to social connectedness, a thriving inner city and potential economic value. As future use of the building have not yet been explored, however, it is difficult to measure long term sustainability issues or opportunities.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

The assessment and draft design costs are not included within the current LTP. Work around the project is additional to current business as usual.

Financial considerations

There is no current funding allocated for the proposed assessment within the 2016/17 or 2017/18 Property budget but, following internal discussions, funding for the assessment and draft designs could be released (approximately $85,000).

Significance

Significance is considered to be low.

Engagement – external

Since it was announced that Council had obtained the leasehold for Sammy's, there has been considerable interest from the arts and culture community and other building owners in the area about the future use of the building. Due to the high level of interest in this iconic venue, staff are recommending a community engagement approach which includes engagement with representatives from the arts and culture, inner city, heritage, non-profit and commercial sectors, along with the wider community.

Engagement – internal

The Community and Planning team involved to date have included staff from City Development and Community Development. Intentions have been outlined to the Group Manager Arts Culture and discussions held with Property around the proposed assessment. Other departments may well be engaged should a community engagement process be undertaken.

Risks: Legal / Health and Safety etc.

The recommended assessment of the property would provide Council with information to make informed decisions about future use of the building, and the work and cost required to complete this to a safe public standard.

Should Council transfer the leasehold of the building, legal advice would need to be sought around a covenant for future use of the new leaseholder.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

There are no implications to Community Boards.

Chairperson	Aaron Hawkins
Deputy Chairperson	Rachel Elder	Marie Laufiso
Members	David Benson-Pope	Dave Cull
	Christine Garey	Doug Hall
	Mike Lord	Damian Newell
	Jim O'Malley	Chris Staynes
	Conrad Stedman	Lee Vandervis
	Andrew Whiley	Kate Wilson

	Title	Page
A	Minutes of Toitu Otago Settlers Museum Board held on 19 April 2017	16