I hereby give notice that an ordinary meeting of the Pacific Peoples Advisory Panel will be held on:

 

Date:                       Time: Meeting Room: Venue:	Wednesday, 20 May 2015 4.30pm Reception Lounge Auckland Town Hall Level 2 301-305 Queen Street Auckland
Pacific Peoples Advisory Panel   OPEN AGENDA

 

MEMBERSHIP

 

Chairperson	Aiolupotea  Sina Aiolupotea-aiono
Deputy Chairperson	Sefita Hao'uli
Members	Anae Arthur Anae
	Apulu Reece Autagavaia
	Tunumafono  Ava Fa'amoe
	Rev Tevita Finau
	Tevita Funaki
	Afa'ese Manoa
	'Ofeina Manuel-Barbarich
	Richard Pamatatau
	Sam Sefuiva
	Leilani Tamu

 

(Quorum 6 members)

 

Crispian Franklin Democracy Advisor   15 May 2015   Contact Telephone: (09) 373 6205 Email: crispian.franklin@aucklandcouncil.govt.nz Website: www.aucklandcouncil.govt.nz

 

 

Pacific Peoples Advisory Panel 20 May 2015

 

ITEM   TABLE OF CONTENTS                                                                                        PAGE

1          Apologies                                                                                                                        5

2          Declaration of Interest                                                                                                   5

3          Confirmation of Minutes                                                                                               5

4          Extraordinary Business                                                                                                5

5          Multi-sector action plan to prevent family, whanau and sexual violence in Auckland                                                                                                                                         7

6          Empowered Communities Approach report                                                            23

7          Information Only Item - Summary of information memos                                      57

8          Pacific Peoples Advisory Panel - Work programme Update                                  71

9          Members' Update report                                                                                             77

10        Chairperson's Report                                                                                                  79 

11        Consideration of Extraordinary Items 

 

 

 

At the close of the agenda no apologies had been received.

 

2          Declaration of Interest

 

Members are reminded of the need to be vigilant to stand aside from decision making when a conflict arises between their role as a member and any private or other external interest they might have.

 

3          Confirmation of Minutes

 

That the Pacific Peoples Advisory Panel: a)         confirm the ordinary minutes of its meeting, held on Wednesday, 8 April 2015, as a true and correct record.

 

4          Extraordinary Business

 

Section 46A(7) of the Local Government Official Information and Meetings Act 1987 (as amended) states:

 

“An item that is not on the agenda for a meeting may be dealt with at that meeting if-

 

(a)        The local authority by resolution so decides; and

 

(b)        The presiding member explains at the meeting, at a time when it is open to the public,-

 

(i)         The reason why the item is not on the agenda; and

 

(ii)        The reason why the discussion of the item cannot be delayed until a subsequent meeting.”

 

Section 46A(7A) of the Local Government Official Information and Meetings Act 1987 (as amended) states:

 

“Where an item is not on the agenda for a meeting,-

 

(a)        That item may be discussed at that meeting if-

 

(i)         That item is a minor matter relating to the general business of the local authority; and

 

(ii)        the presiding member explains at the beginning of the meeting, at a time when it is open to the public, that the item will be discussed at the meeting; but

 

(b)        no resolution, decision or recommendation may be made in respect of that item except to refer that item to a subsequent meeting of the local authority for further discussion.”

 

 

 

Pacific Peoples Advisory Panel 20 May 2015

 

Multi-sector action plan to prevent family, whanau and sexual violence in Auckland

 

File No.: CP2015/08075

  

 

 

Purpose

1.       To inform the Pacific Peoples Advisory Panel on the development of the multi-sector action plan to prevent family, whānau and sexual violence in Auckland.

2.       To seek feedback on what achievable actions could be taken to prevent family, whānau and sexual violence in Auckland pacific communities.

Executive Summary

3.       The Auckland Plan acknowledges the significant impact of family, whānau and sexual violence.  New Zealand’s rates of violence against women and children are some of the highest in the OECD.  One in three Auckland women will experience physical or sexual violence from a partner in their lifetime.  Family and sexual violence has a significant impact on pacific communities  

4.       In May, representatives from central Government, the family, whānau and sexual violence sector, the community and council will meet to develop an action plan to prevent family, whānau and sexual violence in Auckland. The plan will be collectively owned.

5.       Members of the pacific family and sexual violence sector have been meeting, in preparation, to explore what achievable actions could be taken to prevent family and sexual violence in Auckland pacific communities. 

 

Recommendation/s That the Pacific Peoples Advisory Panel: a)      provide feedback on the multi-sector action plan to prevent family, whānau and sexual violence in Auckland .

 

Background

 

6.       The Auckland Plan acknowledges the significant impact that family, whānau and sexual violence has on Auckland.  In order for Auckland to become the world’s most liveable city this is an important issue that must be addressed.

7.       New Zealand’s rates of violence against women and children are among the highest in the OECD. Across New Zealand, family violence accounts for fifty percent of all murders, three quarters of serious assaults, two thirds of all assaults, and one third of sexual assaults.  One in four children are thought to witness family violence. One in four female youth and one in eight male youth experience sexual abuse. One in three Auckland women will experience physical or sexual violence from a partner in their lifetime.  International research suggests that 50–90 per cent of disabled women have experienced violence.

8.       Currently, there is insufficient robust data about family  and sexual violence issues for pacific families.  Evidence available suggests that pacific women suffer severe consequences from partner violence but are often reluctant to report abuse.  While family violence can affect all families, New Zealand studies show that the highest rates of partner and child abuse tend to be found among young, cohabiting adults of low socio-economic status, particularly when they have children.  The pacific population has a youthful population and significant numbers live in the most deprived parts of Auckland.

9.       Since its inception, Auckland Council has appointed a violence prevention advisor who has played a neutral brokerage role across the sector.  Through this role, council is currently supporting the development of a multi-sector action plan to prevent family, whānau and sexual violence in Auckland.  This plan is being developed in partnership with central Government and the family, whānau and sexual violence sector.  The plan will be collectively owned.

10.     The key partners have agreed the plan needs to have a strong focus on preventing violence from occurring (primary prevention) while continuing work to reduce risk for at-risk families and whānau (secondary prevention) and ensuring victims are kept safe and perpetrators are held accountable for their actions and supported to change their behaviour (tertiary prevention). 

11.     A summary of work to date and the key areas of action identified can be found in the Attachment A: “Tāmaki Makaurau – E Tu! The Strategic Approach to Violence Prevention in Auckland”.  Please note this is a living document and is being regularly updated.

Current Focus

12.     In May, representatives from Central Government, the family, whānau and sexual violence sector, the community and Auckland Council will meet to turn the key areas of action identified into an implementation plan.

13.     Members of the pacific family and sexual violence sector have been meeting, in preparation, to explore what achievable actions could be taken to prevent family and sexual violence in Auckland pacific communities. 

14.     The following questions are being explored:

·        What are some achievable actions that could address inequity in your community?

·        What are the cultural contexts that need to be considered when approaching pacific communities about family and sexual violence?

·        How can people within your community, who are at risk of experiencing or using violence or who are currently experiencing or using violence, be better supported?

·        How can people, community groups, organisations and agencies in Auckland work better together to prevent violence?

·        Where are the greatest opportunities to take action to prevent violence in your community?

·        Considering the nine key actions identified in the ‘Strategic Approach’ document, what are the areas of action that you, your organisation or network are most likely to be interested in contributing to, being a part of, or enabling.

Consideration

Local Board views and implications

15.     In June 2014, an information briefing was held for all local board members.  From October – December 2014, individual and cluster workshops were held for all boards that expressed interest.  A memo is being drafted to all local boards providing an update on the plan development and the community forums being organised. Local boards will also have the opportunity to provide formal feedback on the plan.

Māori impact statement

16.     A Tangata Whenua caucus has been established and the caucus has developed a framework to support the multi-sector action plan. This framework will soon be presented to the Independent Māori Statutory Board, manawhenua and other key stakeholders.

Implementation

17.     A timeline for development and implementation of a plan to prevent family, whānau and sexual violence in Auckland is being developed, with implementation planned from July 2015.

 

Attachments

No.	Title	Page
aView	Tamaki Makaurau - E Tu - The Strategic Approach to Violence Prevention in Auckland	11

      

Signatories

Authors	Carminia Adona - PA/Business Coordinator Kelly Maung - Family Violence Prevention Project Leader, Community Development and Partnerships - West
Authorisers	Graham Bodman - Manager - Community Development, Arts and Culture Kim Taunga - Manager Cust. Experience - South and East Libraries

 

Pacific Peoples Advisory Panel 20 May 2015

 

Pacific Peoples Advisory Panel 20 May 2015

 

Empowered Communities Approach report

 

File No.: CP2015/09189

  

 

 

Purpose

1.       The purpose of presenting the Empowered Communities Approach to the panel is to seek feedback on the approach and proposed new model of operation for delivery community development services.

Executive Summary

2.       The Mayor’s Proposal for the Long Term Plan 2015-2025 (LTP) to develop a more empowered community approach to the work of Auckland Council has recently been adopted. The changes are:

·    to transition delivery to a more empowered community approach

·    to move away from direct delivery (and therefore save overheads) and fund community  groups to deliver more

·    for local boards to play a much more active role by allocating more funding through them

·    a reduction in the cost to deliver community development over time is expected, starting with savings in the 2015/2016 financial year.

 

3.       The purpose of the Empowered Communities Approach (ECA) is to develop a new, more effective and empowering approach to the way council delivers services and supports community activities. The ECA will establish a new operating model for the Community Development and Safety (CDS) unit which will shift its service delivery to have a greater focus on local and community empowerment, with a view to embedding this way of working across council departments and council- controlled organisations.

4.       Attached is a background paper outlining the approach and proposed model which was presented to the Political Advisory Group(PAG) for the project In April.  Membership of the PAG includes the Mayor, six local board members, five governing body members and a representative from the Independent Maori Statutory Board (IMSB). 

5.       Limited consultation also occurred with a variety of community organisations across Auckland and with local boards. A summary of feedback is also attached.

6.       The approach and model has now been strengthened following feedback from the IMSB member on PAG.  Maori responsiveness is more embedded in the Empowered Communities model including reference to the Maori Responsiveness Framework, to Maori, and partnership with Maori. 

7.       Changes have also occurred to the operating model as a result of feedback form local boards. These changes will be shared with the panel through a presentation.

8.       The next steps to finalise the approach and model are now being worked through in anticipation of final approval for the approach at the 4th June Regional Strategy and Policy Committee.

 

 

Recommendation/s That the Pacific Peoples Advisory Panel: a)      provide feedback on the approach and proposed new model of operation for delivering community development services.

 

Attachments

No.	Title	Page
aView	Empowered Communities Approach report	25
bView	Empowered Communities Approach summary consultation document	51

     

Signatories

Authors	ADD Jo Wiggins, Programme Manager, Empowered Communities Approach Project
Authorisers	Graham Bodman - Manager - Community Development, Arts and Culture Kim Taunga - Manager Cust. Experience - South and East Libraries

 

Pacific Peoples Advisory Panel 20 May 2015

 

„ Find out more: visit aucklandleisure.co.nz

Political Advisory Group Discussion Paper

16 April 2015

a)             

b)             

 

 

„

 

 

c)           Contents

Empowered Communities Approach Executive Summary. 2

Part 1: Building an Empowered Communities Approach in Auckland Council 5

1.     Background. 5

2.     What is meant by community empowerment?. 5

3.     Council’s Empowered Communities Approach. 6

a)         What an enabling council would look like to communities. 6

b)         Enabling ways of working - the “Yes we can” council organisation and CCOs. 6

4.     Empowering initiatives and activities. 8

PART 2: Delivering the empowered communities approach. 9

1.     Introduction. 9

2.     Overview of proposed changes. 9

a)         Rationale for change. 9

b)         The change agenda. 9

3.     Change in Focus - less direct delivery and more integrated working across council 10

4.     Key Functions. 11

a)         Support local boards. 11

b)         Focus on community capacity and capability building. 11

c)     Lead the empowered communities approach across the whole of council 11

d)         Increase diverse community input into council decision-making. 11

5.     The proposed operating model 11

a)         Local Community Brokers. 11

b)         Community Practice Hub - a resource for the council and the community. 12

c)     Auckland Wide Response Team.. 14

6.     Tailoring the approach - shifting resources, functions and control to communities. 15

Attachment 1 – Précis of Literature. 18

Attachment 2     How could a more empowered communities approach work in practice?. 21

 

 

Empowered Communities Approach Executive Summary

 

Developing a more empowered communities approach to the work of council was included in the Mayor’s proposal for the LTP 2015-2025. A council-wide approach to empowered communities is proposed, that is guided by the principle of Empowered Communities: Enabling Council resulting in improved outcomes for Aucklanders. 

 

 

 

 

 

A new operating model for the Community Development and Safety Unit of the Community Development, Arts and Culture Department will give effect to a more empowered communities approach that responds to the Mayor’s Proposal by:

§ moving away from direct delivery of community development activity

§ supporting local boards to have a much more active role

§ reducing the cost to deliver over time

 

The key functions of the new operating model are to support local boards, build community capacity and capability, increase diverse community input into the work of council, catalyse the approach across the whole of the council, and build the capacity of the organisation to work in an empowered communities way. 

 

 

The new operating model will comprise three components as set out below to better support the delivery of Local Board Plans, community priorities and address Auckland-wide strategic community issues:

 

 

 

 

 

			Local Community Brokers

 

 

 

 

 

 

 

 

 

 

 

 

 

         

 

           In practice (based on an actual example):

Activating a Hall for Hire

The Local Community Broker hears there are safety issues and anti-social behaviour from disengaged young people congregating outside a council-owned hall. The Local Community Broker discusses the issue with the Local Board and the Local Board Services Advisor. The board decides it wants to explore using the hall to provide activities for the young people.  

The Local Community Broker approaches the Community Practice Hub.  Community Practice Hub works with the Community Facilities team to engage young people and run a series of quick and cheap activities in the hall.

Based on this activity, the Local Community Broker and Community Facilities representative take a proposal back to the local board and the young people as to how the hall can be activated. The preferred option identified is a youth-run centre. 

The local board endorses the preferred option.  Community Practice works alongside the youths to build their capacity and capability.

The Local Community Broker has undertaken a scan of organisations operating in the vicinity of the hall and identifies a local marae which has existing relationships with a number of local youth and would be interested in acting as an umbrella organisation for the project.

The Community Practice Hub develops an innovative funding agreement with the marae that is operating the centre that incorporates the evaluation methods and practical evaluation methodology for the centre and documents the “journey” towards its development.

 

 

Part 1: Building an Empowered Communities Approach in Auckland Council

 

 

 

1.  Background

The Mayor set a challenge in his Proposal for the Long-term Plan 2015-25 (LTP) to develop a more empowered communities approach to the work of Auckland Council.  He proposed changes to the community development function which would see a move away from direct delivery and the funding of community groups to deliver more.  A key goal of the proposal was that local boards should play a much more active role in community development by allocating more funding through them. Responding to the Mayor’s Proposal and implementing the Empowered Communities Approach will require different ways of working and an examination of how council’s work could further catalyse community-led action and increase the involvement of communities in creating a more liveable city.

 

The empowered communities approach builds on the Thriving Communities Action Plan Ngā Hapori Momoho. It will bring to life the principles, focus areas and actions by providing a clear operational direction that will enable the implementation of Thriving Communities across the council. It also provides an implementation framework for the High Performing Council’s “Engaging and Enabling Communities” Special Focus Area and could play a significant role in building best practice across the organisation in the four high performance behaviours.

 

A précis of some of the literature that has informed the proposed empowered communities approach is contained in Attachment 1.

2.  What is meant by community empowerment?

 

 

An empowered community is one where individuals, whanau and communities have the power and ability to influence decisions, take action and make change happen in their lives and communities. This includes communities of place, interest and identity. Promoting inclusion and removing barriers to opportunity and participation are central to an empowered communities approach as is empowering local boards to support local community empowerment in ways that suit their communities.

At the local level, people are actively involved in improving their areas; they are energised and want to participate and  do things for themselves.  It means people (neighbours, organisations, businesses and individuals) coming together to shape local activities to ensure they address the things people care about in their community; for example, safe and clean streets, high quality and welcoming public spaces, good quality  facilities and leisure services, good transport options, footpaths, walkways, public toilets and healthy green places and waterways.

An empowered communities approach is a way of working that empowers people to play a more active role in the decisions that affect their communities.

c)             

3.  Council’s Empowered Communities Approach

 

 

Many aspects of council’s work have the potential to contribute to more empowered communities. This includes core services being undertaken in new ways using processes that include local people in decision-making and delivery, changing the way money is spent and what it is spent on, creating more opportunities for participation in decision-making and providing the right support for communities to do things for themselves. There will also need to be more emphasis on creating cross-council ways of working and reducing barriers, as well as ensuring strategic alignment with local board and community priorities.

a)  What an enabling council would look like to communities

 

Aucklanders will:

·        Know what council can offer them

·        Easily access council services, information and resources

·        Have greater involvement and influence in council decision-making

·        Participate actively in community life and local matters of interest

·        Help shape their local area and take part in community action

·        Be positive about their neighbours, neighbourhood and the local community

·        Exercise their democratic rights and know how political processes work

·        Become increasingly politicised with greater numbers running for political office.

b)  Enabling ways of working - the “Yes we can” council organisation and CCOs

 

 In order for communities to have more control over the things they care about the whole of council, including CCOs will need to work in more enabling ways. This will require a change in processes and attitudes – really listening, being prepared to be influenced and giving real responsibility, funding and support to local residents and communities.

 

In practice (based on an actual example):

Activating Empty Council-Owned Buildings

A local business association approaches its local board expressing concern at the number of empty shops in its shopping precinct.  

The Local Community Broker talks to the Local Board Advisor. They have a quick scan of the shopping precinct and discover that 25% of the empty shops are owned by Council owned or controlled organisations. 

Community Practice Hub works with owners to explore if there is scope for the shops to be used for community purposes on a short term basis. Both owners agree in principle but have concerns that issues may arise.

The Community Practice Hub develops an innovative mechanism whereby the buildings can be used for “pop up” community purposes for a nominal rent and the owners’ concerns are addressed. Community Practice works with the Community Facilities team, the local business association, local community groups and the owners to co-design and implement a series of pop up uses for the empty shops.  Uses include art exhibitions from school art groups and healthy cooking demonstrations run by a local Pacifica Church group in collaboration with the Heart Foundation and District Heath Board. 

The pop up uses make the shopping precinct more welcoming and safer and attracts new people to visit.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

4.  Empowering initiatives and activities

 

There are a number of initiatives, both new and existing, that could be further developed that have the potential to put communities more firmly in the driving seat.

 

 

 

PART 2: Delivering the empowered communities approach

 

1.  Introduction

 

The empowered communities approach provides clear strategic direction for a whole of council shift to working in ways that are more empowering of communities. It also provides the foundation for changes in the delivery of existing community development services in council that will significantly enhance cross-council collaboration to deliver on local board priorities, embed the empowered communities-enabling council approach across the organisation and increase control by communities over community development and other council resources.

 

The primary focus is to establish a nexus of practical guidance and support for all departments in the council to deliver their activities and programmes in ways that are enabling of communities, both at a local board level and a regional level and aligned to the High Performing Council “Engaging and Enabling Communities” special focus area.

 

 

2.  Overview of proposed changes

a)  Rationale for change

 

Developing a more empowered communities approach to the work of council was included in the Mayor’s proposal for the LTP 2015-2025.  The changes to the community development function proposed were:

Ø To transition delivery to a more empowered community approach

Ø To move away from direct delivery (and therefore save overheads) and fund community groups to deliver more

Ø For local boards to play a much more active role by allocating more funding through them.

b)  The change agenda

 

There is potential for community development skills to be utilised more effectively across the organisation and for staff with these skills to become sources of innovation and best practice for how council and communities can work together. This will require a thorough examination of how community development skills and activities could add value to and better support the work of the council to deliver local board priorities in an empowered communities  way. It will also require many activities currently undertaken by the community development teams to be done differently, moved elsewhere or to cease.

 

It is anticipated that the changes proposed to the current Community Development and Safety Unit will result in:

 

·     Increased understanding and valuing of community development processes and practices across the organisation.

·     Improved alignment with the rest of the organisation and more opportunities for community development activities to contribute to the work of other departments (including within Community Development Arts and Culture).

·     Increased focus on what can be achieved by engaging other parts of council in working effectively with communities.

·     More clarity on how the unit is implementing the strategic direction of the organisation and better rationale for work programmes.

·     Increased responsiveness to local board priorities and high quality interactions with local boards.

·     Improved understanding of the effectiveness of community development activities and how council can ensure the best impact for its resources.

·     A community of practice is established that is well connected, well respected and nurtured by the organisation.

3.  Change in Focus - less direct delivery and more integrated working across council

 

 

Shift from:

Delivering community development activity

 

 

 

 

 

 

Shift to:

Enabling local boards and governing body aspirations through

community development processes

 

 

A primary focus for the new unit will be on working with other parts of council to provide community development support, expertise and assistance to local board projects and activities so that every opportunity for council to work in ways that are enabling of communities is maximised. There will be a shift from delivering community development activities directly to communities, to using community development processes to achieve local board and governing body aspirations. 

 

The new model proposes a tighter scope and focus for community development work in council with little community development work being directly delivered by the new unit and primarily undertaken alongside and in support of other teams and departments (e.g. facilities, planning, parks, environment, and transport).

 

Four key focus areas - the priorities for direct delivery of community development activities will be:

 

1.   Initiatives that are joined up and delivered in conjunction with other departments of council and the CCOs and in support of local board plans, for example town centre redevelopments

2.   Capacity building programmes for the community and voluntary sector and residents (where these can’t be provided by the community)

3.   Initiatives designed to enhance participation and engagement in council decision-making such as crowd sourcing of facility design briefs or using a participatory budgeting process to select a local public art piece

4.   Auckland-wide initiatives that respond to complex issues such as homelessness and/or where the advantage of council’s size will have a significant impact on outcomes, for example regional safety responses.

 

Where current functions or activities do not align with council priorities, the empowered communities approach and the focus areas, they will either be undertaken elsewhere or stop. This will include an assessment of the resources and functions currently within the Community Development and Safety unit that could be devolved to communities or undertaken more collaboratively with communities and other partners. Understanding and identifying what support is needed to shift more control to the community is a critical part of this work.

4.  Key Functions

a)  Support local boards

         The new teams will offer assistance to local boards and community-facing council departments to enhance joined up service delivery and promote enabling ways of working. It is anticipated that many local boards would benefit from additional strategic expertise that strengthens connections and collaboration with local communities and fosters the conditions for service delivery that is integrated and responsive to community needs. This assistance would be flexible and tailored to meet local board needs.

b)  Focus on community capacity and capability building

A comprehensive learning and development programme to build community capacity will be developed to support the devolution of resources and increase the capability of communities to do things for themselves and to work collaboratively with council. This will be based on best practice and accordingly will focus on supporting and strengthening community-led initiatives as a way to grow the capacity of residents and community groups.

c)  Lead the empowered communities approach across the whole of council

A hub of learning and innovation for the implementation of the empowered communities-enabling council approach will be developed. The hub will contain a pool of specialist technical expertise, skills and resources that will be available to the whole of the organisation.  Over time the hub will build the capacity of the organisation to work in a way that empowers communities. 

d)  Increase diverse community input into council decision-making

Providing meaningful pathways for community input into all levels of council decision-making is a key focus area for the new unit. This will require the development of creative ways to engage with communities who have not traditionally participated in council decision-making processes and the provision of tailored approaches to meet the needs of individual communities. The new unit will use leading edge participation methodologies to provide practical support for community engagement projects across the organisation.

 

5.  The proposed operating model

 

The proposed operating model is focused on the need to provide more responsive, effective and integrated support for local boards in their work with communities (including communities of interest and identity) and the need for this support to be provided in a way that is flexible across the region. Attachment 2 outlines some hypothetical case studies of how the model may work in the future.

 

It is proposed that the operating model consist of three components:

a)  Local community brokers

b)  A community practice hub

c)   An Auckland-wide response team

a)  Local Community Brokers

 

The purpose of these roles is to support and join up the work of all departments and CCOs working in a local board area so that the local board and the community experience council service delivery as integrated and responsive. Local community brokers’ work programmes will be based on all of the local board outcomes, not just outcomes and priorities relating to traditional community development activities. Their expertise will support and catalyse enabling ways of working across a wide range of local board activities such as: community involvement in town centre planning; building capacity for community governance of facilities; involving children in designing playgrounds; community management of recycling centres and integrated approaches to storm water management.

 

Outcomes

·    Local Boards receive effective and appropriate strategic community empowerment advice and support to assist delivery on their local board plans

·    Residents and community organisations experience seamless delivery and an integrated approach from Council and CCOs at the local board level, making it easier to achieve things such as running neighbourhood events or organising a stream clean-up

·    Opportunities to empower communities through all of council’s work are maximised

·    Communities can see their aspirations reflected in local board plans

·    Residents and community organisations have a “go to” person that makes it easier to navigate council and access resources and information.

 

Although there will be plenty of scope to tailor the local community broker roles to fit the needs of different local boards, these are intended to primarily provide strategic advice and “add value” by brokering joined up approaches, rather than being involved in hands on delivery of projects. If additional operational support of this nature is needed, this will be available from the community practice hub.

 

These roles would be best co-located with or alongside Local Board Services teams in order to build strong relationships, share knowledge and be available as an accessible resource for the local board, council departments and local communities.

 

Key activities

·    Work with  local boards to deliver local board plans using a more empowered communities approach for initiatives such as co-design and delivery, community place making, asset transfer and social enterprise ·    Actively join-up the work of all departments and CCOs working in a local board area so that there is an integrated and more responsive approach to communities that makes it easier for them to do things ·    Maximise the opportunities to empower communities in the delivery of local board plans such as through parks and storm water projects ·    Scan the local community and feed community priorities and issues into the local board plan to shape priorities

·    Be the ‘go to’ person for residents and community organisations, providing a portal into council making it easier to access resources and information and advocating across the council to reduce barriers ·    Provide operational policy advice to local boards on emerging community issues, aspirations and local service delivery opportunities ·    Support local boards to devolve more resources  to communities  and move to more community led delivery using partnerships and collaborative ways of working ·    Enlist additional resources and support for the local board area when needed from the community practice hub

b)  Community Practice Hub - a resource for the council and the community

 

The community practice hub will be a centre of excellence and a resource for supporting local boards, council departments, CCOs and communities to deliver the empowered communities approach. It will provide a pool of specialist community development expertise and operational support tailored to local board needs in a range of areas such as community-led planning and place making, community capacity building and leadership development, inclusive engagement and participation practices, assessing community needs, facilitation and project management. The work programme of the community practice hub will reflect local board priorities, community needs and the support required by other council departments for their projects.

 

Outcomes

·   Communities are appropriately supported to build their capability and capacity to do more community led planning, community led initiatives and delivery and access the resources they require

·   More opportunities are provided for diverse communities to shape decision-making and decide what is important to them

·   Communities have more opportunities and are supported to lead, participate in and contribute to a wide range of local initiatives

·   Community development skills and expertise contribute to multi-disciplinary project teams in an integrated way across departmental structures and functions

·   The empowered communities approach and ways of working are embedded throughout the organisation.

 

Members of the community practice hub will be available to provide hands on practical support and assistance to other departments and local boards for both short and long term projects. An example of this would be a secondment to a parks team for six months to support regional and local projects aiming to have all playgrounds in the future built with input from local children.

 

Key activities - what the Community Practice Hub will do

 

i.             Operational support

Provide practical hands on operational support for Local Community Brokers, local boards, council departments and CCOs to deliver their work programmes in ways that are more empowering of local communities. Some specialist technical advice may be part of this support; e.g. safety.

 

ii.            Learning and development

Develop and deliver learning opportunities programmes and tools for the council and CCOs on collaborative and empowering ways of working including capacity building, inclusive engagement, culture change, partnerships and collaboration, enabling processes, policy and practice. For example working alongside Auckland Transport in a safety enhancement project using innovative practices to engage local people in designing a solution to a safety issue.

 

iii.           Capacity building

Develop and deliver community capacity and capability building programmes for communities and provide resources and support for communities to do this themselves.

 

·   Support the devolution of resources and control to communities (e.g. running networks, neighbourhood events, safety initiatives and engagement activities)  through the provision of capacity and capability building support ·   Identify and support opportunities for the community to deliver capacity building programmes themselves ·   Work with community organisations to strengthen community governance and develop and promote pathways for development (e.g. support opportunities to transition into governance roles through mentoring, coaching and upskilling).

·   Work with departments such as City Transformation  to support the delivery of  community place making, community-led planning and neighbourhood development initiatives that will help build community capacity ·   Identify and provide practical support (funding agreements, partnership approaches, and identifying levels of risk) for devolving activities and functions across council that could be done by communities themselves.

 

iv.           Community engagement in decision-making

Develop and deliver inclusive engagement and participation programmes in conjunction with other council initiatives.

·   Work with and support Local Board Engagement Advisors, the Communication and Engagement team and other parts of council and CCOs to develop and implement creative new engagement and participation practices that ensure a voice for “hard to reach” people

·   Identify, develop and support opportunities for communities to run engagement processes themselves.

 

In practice (based on an actual example):

Local Stream Restoration

The Local Board wants feedback around how to restore a local stream.  The Local Community Broker and Local Board Engagement Advisor want to make sure that the large Pacifica community can be involved in shaping the proposal.   A small contract is developed through the Community Practice Hub for a Pacifica group or resident to develop with local Pacifica people meaningful ways to have input.  This results in a project co-designed with local residents and Parks dept. with support from the Local Community Broker to plant traditional Pacifica food (that will thrive in Auckland conditions) along the stream bank.  There is a huge increase in foot traffic and local ownership of the stream.

 

 

c)  Auckland Wide Response Team

 

This will be a resource to promote and embed inclusive practices and engagement as a way of working and respond to complex issues where often a regional response is required and/or where council’s size has the potential to significantly impact outcomes.

 

Outcomes

·    Accessibility is improved for all Aucklanders to a wide range of councils services, facilities and assets

·    Agencies, organisations and the community work together to solve complex issues

·    The quality of service is improved and the cost to deliver some services across Auckland is reduced

·    The impact of some initiatives is greater through collective and collaborative action

 

Key activities – what will the Auckland Wide Response Team do

i.             Auckland wide projects

There will be a small number of projects that respond to complex issues where council’s size has the potential to significantly impact on outcomes. These projects will be time limited, intentional about the purpose and the value of council’s role and should contribute to systemic change. They may respond to significant barriers, emerging opportunities, key local board or governing body priorities. Kai Auckland is an example of an initiative that would fit into this category.

 

Auckland wide projects will meet most of the following criteria

·    Complex issues requiring collaborative solutions

·    Critical mass impact - better outcomes from a joined up cross Auckland approach

·    Council wide response needed

·    Council’s neutral convening role advantageous

·    Economies of scale - value for money, effective and efficient

·    Advocacy role to central government

·    Political priority

·    Integrated delivery of four wellbeings.

 

ii.            Inclusion and equality (communities of interest and identity)

The purpose of this component of the hub is to improve participation by diverse communities in council engagement processes and decision-making and strengthen council’s responsiveness to diverse communities (communities of interest and identity). It will primarily be focused internally on reducing barriers, increasing accessibility, improving council processes, providing specialist input into participation and capacity building initiatives for diverse communities and building staff capability in working inclusively. There will also be an emphasis on building staff capability work in ways consistent with the Māori responsiveness framework. The focus will be on improving internal systems and processes, rather than running projects and programmes directly with communities.

 

6.  Tailoring the approach - shifting resources, functions and control to communities

 

The purpose of devolving resources to communities is to enable citizens to have more direct control over decisions about the allocation of resources and how services are designed and delivered.  Devolution of resources can be very empowering for communities provided that the groups with control over those resources are themselves working in empowering ways. For this to be successful the groups need to be working in ways that:

 

·     Extend participation and control to the wider community

·     Contribute to a more equitable distribution of services/resources

·     Demonstrate good practice

·     Are accountable for delivering high quality services.

 

If resources are not devolved within an empowering framework there is a very real possibility that existing inequalities and disadvantage will deepened for some parts of the community when groups who already have power, influence and capacity are able to access available resources more readily.

 

Issues to be considered

·     What are the different resources, methods and models of devolution?

·     How empowering of communities are the various methods and models and what is best practice?

·     What process and criteria should be used for decision-making?

·     What support is needed to ensure maximum potential for community empowerment when devolving resources and control?

In practice (based on an actual example):

Local group mowing the sports fields

A sports group approaches its local board saying that it wants to mow the lawns near the club as it believes it could do this in a way that would better meet the club’s needs and could generate an income for the club as well as providing local employment.  The local board asks the Local  Community Broker and Parks Adviser to explore options.

The Parks Department is about the re-tender the maintenance of Parks across a range of local boards. 

The Auckland Wide Response  Team works with the Parks Department to explore the scope for getting local groups to maintain reserves.  The Parks Department is concerned about quality and continuity of service provision.  Through exploring this issue further, the Auckland Wide Response Team and the Parks Department conclude that the actual mowing of specific reserves could be contracted out as long as quality control and continuity of service were ensured.

The Auckland Wide Response  Team and Community Practice Hub works with the Parks Department and Procurement to develop a tender document that enables the principal tenderer to subcontract to local groups if some simple criteria are met.

The contract is let.  The principal tenderer ensures quality control and continuity of service are maintained.  Four  sports groups and one marae across three local boards secure subcontracts to mow the lawns and maintain the reserves adjacent to where they are based.  This creates income streams for the groups  and the maintenance of the reserves meets the users’ needs.

 

 

Moving from current state to future state

Council wishes to move from direct delivery of services to one of working in partnership and alongside the community where over time more is community-led and delivered as community capability and capacity is built. One size does not fit all so responses need to be tailored to local areas.

 

 

    Current State                                                                                                 Future State

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

The model of devolution needs to be specific in each case to:

·    The scale, timeframe and level of risk associated with the activity or resources being devolved

·    The level of capability and capacity within the community to take on those activities and resources in a sustainable way and any support required

·    Whether it is community or council initiated activity

·    The willingness of the community to take on the activity or initiative.

 

Some of the ways in which devolution can occur is through:

 

a)    Funding community groups through service contracts, partnership/relationship agreements or funding agreements to deliver community development services (anchor or backbone organisations or collective of smaller organisations) such as community engagement, community advisory services, neighbourhood development support, safety initiatives and support of community networks

 

b)    Directly funding residents and community groups to undertake their own initiatives and projects

·    Match funding

·    Grants

·    Small capex projects

·    Community-led place making and planning.

 

c)    Funding community groups to deliver council projects

·    Social procurement arrangements/contracts

·    Modified design and construction contracts.

 

d)    Asset transfer, community governance and management of assets

·    Management contracts for community facilities

·    Agreements to support management and maintenance of rural halls

·    Contracts for service and partnership agreements to deliver programming within facilities

·    Community advisory committees and other mechanisms to shape programming and operation of community assets.

 

 

Attachment 1 – Précis of Literature

 

The Enabling State - Carnegie UK Trust

The Rise of the Enabling State: a policy and evidence review in the UK and Ireland, identified seven policy innovations that move towards a more enabling state:

·    from target setting to outcomes

·    from top-down to bottom-up

·    from representation to participation

·    from silos to working together

·    from crisis management to prevention

·    from doing-to to doing with

·    from state to the third sector.

The report also identified potential risks (while noting that not changing also risks failure to improve results). The main risks are unequal capacity to engage and the ability to successfully implement change and develop new techniques and skills.

 

A route map to an Enabling State: sets out eight steps that governments can take:

1.    getting out of the way- stop doing things that discourage people

2.    giving permission -stronger presumption in favour of the benefits of control and engagement

3.    helping people to help each other -facilitate support within and between communities

4.    giving people help to do more – build capacity, transfer assets

5.    giving people rights – legislative or financial frameworks that give communities the right to acquire assets

6.    making enabling the ‘new normal’ – build presumption in favour of control and engagement into policy

7.    investing in disadvantaged communities – to give everyone a fair chance to engage with a more enabling state

8.    a focus on wellbeing rather than process or input

Saving money by doing the right thing – Locality

This study discusses the ‘diseconomies of scale” and its impact in the UK. It looks at when people’s problems go unresolved, their needs remain the same or get worse, creating unnecessary demands and spiralling costs It argues that scale and standardisation are the problem, that too many public services ‘assess rather than understand; transact rather than build relationships; refer on rather than take responsibility; prescribe packages of activity rather than take the time to understand what improves a life.’ This results in ‘failure demand’ with resources diverted to unproductive ends.

The report suggests that services should be reconfigured around a new common purpose – ‘help me to solve my problem’ (p.38).

Effective services need to be:

·    local by default – each locality is different; its needs can only be understood in a local content. Staff must have the requisite knowledge and skills to assess needs and organise service provision

·    help people to help themselves – focus on strengths that allow people to make their own decisions

·    focus on purpose, not outcomes – measures that relate to the purpose of the service from the user’s point of view enable improvement

·    manage value not cost – understand demand from the customer’s point of view, design services to absorb its variety (i.e. help people to solve their problems) and measure achievement of purpose.

 

 

Community Empowerment - I&DeA (UK)

Community Engagement and Empowerment: A Guide for Councillors

‘Community empowerment is about having conditions in place that allow local people to make a difference to improve their localities, and that encourage them to believe that it is both possible and worth it’.

The guide identifies activities that support community empowerment. These include:

·    devolving budgets, for example through participatory budgeting

·    co-production, whereby decision makers and citizens work together to create a decisions or a service which works for them all

·    planning for real, residents model their local area and what they would like to see, prioritise these in groups and create an action plan for decision-makers to take away

·    neighbourhood appraisal prioritises the views and attitudes of local people as experts in their own neighbourhood and enables them to do their own assessment, analysis and planning

Community Empowerment: what is it and where is it going?

This paper poses questions about the role of councillors in the UK in community empowerment. It notes that there is little consensus about the meaning of community empowerment and a lack of a shared language to talk about it. It also notes that however, ‘we conceive it ‘empowerment’ is a complex, iterative and resource-intensive process’ (p6).

The paper proposes that community empowerment in some form will be essential to our success as a society. The long-term global challenges we face, such as an ageing population and climate change are characterised by their complexity, rate of change and unpredictability. Solutions to these problems will need citizens and state to work together, and require significant renegotiation of the roles and responsibilities of each.

The paper suggests the big questions to address are:

·    what do we really mean by empowerment?

·    are we trying to empower the individual or the community, or a combination?

·    what decisions do we really want people to have a direct say in and what are the mechanisms to do this?

·    what are the respective rights and responsibilities of the citizen and state

The paper concludes that councillors can have a crucial mediatory role between citizens and the state, they can make ‘empowerment’ happen, and connect and unify participative and representative democracy. (p10). 

The ideal empowering authority: an illustrated framework

The framework sets out what an ideal empowering council, working with communities and partners, would look like. The framework can be used as a tool to support improvement.  It consists of three inter-linked pillars, with the first one:

1.    Mainstreaming empowerment and developing a business case

Changing organisational culture and structures in order to make them responsive to communities and providing evidence that community empowerment delivers efficient and effective services and stronger, more democratic communities.

 

Success factors include:

·    there is strong, visible political and senior management leadership, and a clear community empowerment vision

·    community empowerment is at the heart of decision-making, informing strategies, policies, delivery plans and commissioning processes

·    community empowerment policies and strategies are known and understood by staff and councillors and staff are supported to develop relevant competencies for empowerment

·    there are dedicated staff with appropriate skills to support the delivery of community empowerment

·    there is a strong and well-supported voluntary and community sector with good involvement at all levels of partnership working, facilitated by well-supported and effective infrastructure and anchor organisations

 

2.    Working with diverse communities and neighbourhoods

How agencies and communities can work together to identify priority outcomes and address them, deliver cohesive and inclusive communities and address inequalities

 

Success factors include:

·    one size does not fit all, some communities will require more support than others

·    there is pro-active community capacity building, based on community development practice that builds skills, organisations and networks and engages disadvantaged groups

·    communities co-design policies and services and are involved in budget decisions

·    there is community management and/ or ownership of assets

 

3.    The role of councillors in community empowerment

Councillors as community leaders, helping communities and agencies to work together, and strengthening democratic accountability.

 

Success factors include:

·    councillors are involved in developing and implementing the community empowerment vision

·    there is more vibrant local democracy.

 

Case studies are provided as well as an appendix of useful definitions. This includes the following definition of community empowerment:

‘.. power, influence and responsibility are shifted away from existing centres of power and into the hands of communities and individuals’.

 

Attachment 2       How could a more empowered communities approach work in practice?

 

Case Study 1 - Local walkway project – hypothetical example

 

 

What happened?	Who did what?
Walkway project in local board plan	·   Local community broker identifies and discusses potential Empowered Communities approach ·   Local board supports
Parks agrees to explore how the project could implement the Empowered Communities approach	·   Local community broker connects Parks to Community practice hub who discuss the approach, the benefits and how they can support ·   Community practice hub works with business owner to develop project plan
Walkway is co-designed with two local schools	·   Local community broker connects Parks to schools ·   Community practice hub works with Parks to include requirement to co-design in tender documents for landscape architect ·   Community practice hub provides tools and resources to assist Parks (and contractor) in co-design
Local disability art centre works with (local) artist to design and create public art	·   Community practice hub works with Parks and Public Art team to include criteria weighting regarding local supply and requirement to co-design in tender documents for landscape architect ·   Community practice hub provides tools and resources to assist Parks and Public Art team (and contractor) in co-design ·   Local community broker connects Parks, Public Art Team to Art Centre
The local community enterprise is sub-contracted to carry out walkway construction	·   Community practice hub works with Parks to include criteria to deliver social value in tender documents for construction, specifically regarding building capacity of community enterprise ·   Local community broker connects Parks and contractor to local community enterprise
Local wananga is awarded maintenance contract	·   Community practice hub works with local community enterprise to build their capacity and ability to tender for contract

 

 

Case Study 2 - Community facility development

 

 

What happened?	Who did what?
LB secures budget for a community facility, following community advocacy via (innovative) community engagement process	·   Local community broker seeks advice regarding innovative engagement processes to target young people from the community practice hub to work with the  local engagement advisor ·   Local community broker connects LBS with information re: accessing local community networks and mana whenua ·   Community practice hub works alongside
Community designs the brief for architects: design charrette, crowdsourcing etc.	·   Community practice hub works with business owner to support approach and develop project plan ·   Local community broker provides local support RE: networks ·   Community practice hub works alongside residents and community organisations to build capacity with a view to them taking on governance and management responsibility for the facility
Facility is co-designed with community > digital hub, commercial kitchen, maker-space, ECE, community cafe	·   Community practice hub works with project team  to include requirement to co-design in tender documents for architect ·   Community practice hub provides tools and resources to assist business owner (and contractor) in co-design
Construction company works with WINZ to provide places for its clients	·   Community practice hub works with project team to include criteria to deliver social value in tender documents for construction ·   Local community broker connects business owner and contractor to WINZ or Youth Connections project
Community votes for a public art work via participatory budgeting	·   Community practice hub works with Public Art team to deliver participatory budgeting project
Local artist works with local design students to design and create public art	·   Community practice hub works with project team to include criteria weighting regarding local supply and requirement to co-design in tender documents for landscape architect ·   Community practice hub provides tools and resources to assist project team  (and contractor) in co-design
Local trust takes on governance and management role	·   Community practice hub works alongside Community Facilities to develop ongoing capacity building programme for community organisations managing community facilities

 

d)             

Pacific Peoples Advisory Panel 20 May 2015

 

Pacific Peoples Advisory Panel 20 May 2015

 

Information Only Item - Summary of information memos

 

File No.: CP2015/09196

  

 

 

Purpose

1.       To receive a summary and provide a public record of memos or briefing papers that have been distributed to the panel members.

Executive Summary

2.       Since 16 April 2015, the following memo has been distributed to panel members:

·    Draft Delivery Plan, phase two of the Arts and Culture Strategic Action Plan.

 

3.       Note that, unlike an agenda report, staff will not be present to answer questions about items referred to in this summary. Panel members should direct any questions to memo/briefing paper authors.

 

 

Recommendation/s That the Pacific Peoples Advisory Panel: a)      receive the summary of information memos as per the 15 May 2015 agenda report.

 

Attachments

No.	Title	Page
aView	Memo regarding Feedback from consultation on Part Two: Arts and Culture Delivery Plan	59
bView	Attachment B Delivery Plan Actions for Pacific Peoples Panel	63

     

Signatories

Authors	Crispian Franklin - Democracy Advisor
Authorisers	Kim Taunga - Manager Cust. Experience - South and East Libraries

 

Pacific Peoples Advisory Panel 20 May 2015

 

Memo                                                         11 May 2014

1.                         To:                                                                  Members of the Pacific People’s Advisory Panel

2.                         From:                                                             Maree Mills, Project lead ACSAP, Principal Policy Analyst, Community Policy

1.                                                                                                                        

 

Subject:           Feedback from consultation on Part Two: Arts and Culture Delivery Plan

 

Purpose of the memo

 

·    To update the Pacific Peoples Advisory Panel (the Panel) on the development of Part Two: Arts and Culture Strategic Delivery Plan (the Plan)

·    Highlight how the Pacific Arts voice has manifested in actions.

·    Indicate all changes to the ACSAP relating to pacific peoples, their arts and culture.

·    Provide timeline for completion

 

Background

 

In September 2014, the draft Arts and Culture Strategic Action Plan (ACSAP), a strategic framework for the planning and delivery of arts and culture, was presented to the Pacific Peoples Panel. The presentation included an overview of how the Plan reflected feedback received from Pacific peoples during engagement and consultation.

 

In October 2014 the Arts, Culture and Events Committee adopted Part One of the ASCAP.

 

Considerable feedback from stakeholders highlighted the need for further work to identify the priority actions and to identify sector contributions to delivering on the Plan.  As a result of this feedback the Arts, Culture and Events Committee resolved to split the ACSAP into two parts:

 

Part One:   The strategic section of the plan, which outlines the goals and action    areas

Part Two:   The delivery part of the plan, which will set out specific actions, lead organisations and other delivery agents, resourcing, timeframes and measures.

 

The approach to developing Part Two of the ASCAP (the Delivery Plan) has been to engage with arts and culture stakeholders, including Pacific stakeholders to ensure that their contribution to achieving the vision and goals is captured and integrated into the Delivery Plan.

 

Pacific People’s and the ACSAP

 

The ACSAP acknowledges that “Auckland is home to the largest Pacific Island populations in the world” and that “while migration continues, the Pacific population now largely comprises young New Zealand-born people who identify with more than one Pacific ethnicity”.  Enabling and showcasing the successes of Pacific heritage and contemporary arts and engaging with Pacific audiences are a focus of the Plan.

 

As reported to the Panel in September 2014, a number of actions in the Plan were identified based on feedback received during a fono with Pacific creative practitioners during 2013. Recommendations from the Panel have resulted in the inclusion of extended text regarding the importance of Pacific arts and culture to Auckland’s identity and to New Zealand’s arts landscape (Attachment A).

 

Sector engagement

 

Engagement with stakeholders was undertaken in partnership with the Creative Coalition, an independent body representing the arts, culture and creative sectors in Auckland and Ngā Aho, a national network of Māori design professionals.  Engagement included a series of wananga with Māori and a Stakeholder Forum. All organisations and practitioners from the Pacific Arts cluster, as well as those who previously provided feedback on Part One of the Plan were invited to participate in the Stakeholder Forum held during March 2015.

 

More than 160 people participated in engagement on the draft Plan and many new actions and partnerships were generated. This input has been analysed by staff, Ngā Aho and the Creative Coalition and a draft Plan has been developed outlining proposed actions to deliver on the goals.

 

The draft Plan is included as Attachment B and actions related to Pacific arts and pacific cultural aspirations are highlighted in red.

 

The draft Plan will be available on shapeauckland.co.nz as agreed with stakeholders who have contributed.

 

Timeline and process for completion 

 

When	What	Purpose
May	Meeting with member of the Panel
June	Final amendments to delivery Plan following online feedback Loop	Incorporate feedback to draft actions
June	Steering Group approval of Draft
June- July	Local Board Business meetings And complete “look and feel’ of final document	Sign off on ACSAP including profile of Local Boards
August	Communication Plan enacted	Public knowledge of the Arts and Culture Plan
October	Adoption of Plan	Sign off from Governing Body
Ongoing	ACSAP oversight group	Stakeholder monitoring and evaluation of the Delivery Plan.

 

An opportunity for Pacific contribution to the oversight group will be discussed with you and a final memo will be sent to the Panel advising you of adoption.

 

 

 

Maree Mills | Principal Policy Analyst

Community and Social Policy
Direct dial (09) 977 6524 | Mobile 021 815041

Auckland Council, Level 23, 135 Albert Street, Auckland Central

Pacific Peoples Advisory Panel 20 May 2015

 

Pacific Peoples Advisory Panel 20 May 2015

 

Pacific Peoples Advisory Panel - Work programme Update

 

File No.: CP2015/09201

  

 

 

Purpose

1.       To receive up-to-date information regarding the Pacific Peoples Advisory panel’s work programme.

Executive Summary

2.       This report allows the panel to note and discuss the progress of its work programme.

 

Recommendation/s That the Pacific Peoples Advisory Panel: a)      receive the Pacific Peoples Advisory Panel work programme update – 15 May 2015.

 

Attachments

No.	Title	Page
aView	PPAP feedback may 2015	73
bView	PPAP work programme	75

     

Signatories

Authors	Crispian Franklin - Democracy Advisor
Authorisers	Kim Taunga - Manager Cust. Experience - South and East Libraries

 

Pacific Peoples Advisory Panel 20 May 2015

 

Pacific Peoples Advisory Panel

Advice and Feedback Schedule

Issue		2015
2016 Local Government Election	Initial advice on the 2016 election	8 Apr
LTP “have your say event” and feedback	Written feedback for presentation to the budget committee on the LTP	8 Apr
Queensland Fruit Fly and Pacifica	Feedback on the proposal to shift the venue for Pacifica	25 Feb
Southern Initiative	Feedback on the southern initiative	25 Feb
Housing Project	Feedback on the housing action plan	25 Feb
Long-term Plan Consultation	Further feedback on the plan consultation	25 Feb
		2014
LTP Consultation Approach	Feedback on the plan consultation approach	17 Dec
Local Approved Products Policy	Feedback on policy, delivered to the hearings panel	17 Dec
Auckland Libraries Pacific Services Strategy	Feedback on the strategy	17 Dec
Significance and Engagement Policy	Further feedback	15 Oct
Set net bylaw	Feedback on the bylaw	15 Oct
Draft Community Facility Network Plan	Feedback on the plan and consultation	15 Oct
Draft Arts and Culture Strategic Action Plan	Feedback on the plan consultation	15 Oct
Significance and Engagement Policy	Feedback on the  policy and engagement process	27 Aug
International Relations Priorities	Feedback on the priorities	27 Aug
Draft Local Board Plan	Feedback	27 Aug
Community facilities Network Plan	Feedback on the plan and consultation process	27 Aug

 

Pacific Peoples Advisory Panel 20 May 2015

 

 

	Pacific Peoples Work programme 2014/2015
Key Programmes and Priorities	Sub- Programmes	Other Key agencies	Policy	Implementation	Overlaps with other panels?
Engagement	Input into the Councils Significance and Engagement Policy	This is  a Council policy	Communications and Engagement	All Council	EPAP, SAP
	Provide advice on upcoming engagement processes	The panel has an advisory role	All Council	All Council
	Assist in the development of guidelines and protocols for staff engaging with communities	The panel has an advisory role	Communications and Engagement	All Council
	Engaging with CCOs, Independent Māori Statutory Board, Local Boards and other advisory panels.	The panel has an advisory role	Communications and Engagement	All Council
The Southern Initiative(TSI)	Provide advice on the work streams,  including housing, children and young people, early childhood education, education, employment and youth.	Council is the leader of this project but other agencies play a role including delivery			YAP
	Assist the TSI in raising its profile and leadership.	The panel has an advisory role		Communications and Engagement	EPAP
Capacity Building	Ensure all relevant Council work streams have PPAP input	These are Council programmes	All Council	All Council
	Facilitate Pacific peoples interaction with Council	The panel has an advisory role	All Council	Community Development, Arts and Culture ( CDAC)
	Facilitate Pacific peoples access to Council info and resources	The panel has an advisory role	All Council	CDAC, Property, Libraries.
Social Development	Advise Council on issues relating to the family and family violence and agreed social issues AC delivery and strategy affecting vulnerable populations.	Council has an advisory and advocacy role with some implementation ability. Central government and not-for-profit groups also play major role. The panel has an advisory role.	Community Development, Arts and Culture
	Advise Council on issues relating to housing and housing affordability.	Council has an advisory and advocacy role with some implementation ability. Central government and not-for-profit groups also play major role. The panel has an advisory role.	Regional and Local Planning	Regional and Local Planning, Housing Project.
	Advising on matters relating to Pacifica older people.	Council has an advisory and advocacy role with some implementation ability. Central government and not-for-profit groups also play major role. The panel has an advisory role.		Community Development, Arts and Culture
	Advise on Council's environmental programmes, with focus on the quality of the urban environment, sustainability and environmental well being.	Council has a major role in this area.	Regional and Local Planning
	Advice on the Community Grants Policy	This is  a Council policy	Community Development, Arts and Culture
	Advice on the Community Facilities Policy	This is a Council Policy	Community Development, Arts and Culture
Children and Young People	Provide advice on the development and implementation of programmes for Pacific children and youth	Council has an advisory and advocacy role with some implementation ability. Central government and not-for-profit groups also play major role. The panel has an advisory role.	Community Development, Arts and Culture	Community Development, Arts and Culture	YAP
Arts and Culture	Provide advice on the Library's Pacific Services Plan.	This is  Council programme.	Libraries and Information.	Libraries and Information.	SAP
	Provide advice on Libraries Pacific Collections Policy	This is a Council programme.	Libraries and Information.	Libraries and Information.
	Provide advice to Council on the development of and investment in Pacific arts, culture and heritage.	Council has some role in this issue.	Community Development, Arts and Culture
	Provide advice to Council on linkages between pacific arts, culture and lifestyle with economic development..	Council has some role in this issue.	Community Development, Arts and Culture
Economic Development	Provide advice on economic programmes for Pacific Peoples, including employment, skills, tourism, entrepreneurship.	Council has an advisory and advocacy role with some implementation ability. Central government and the private sector play major role. The panel has an advisory role.	Economic Development	ATEED
	Scope options for expanding the Pacifica festival	This is delivered through ATEED	CCO monitoring	ATEED
Community Summits

 

Pacific Peoples Advisory Panel 20 May 2015

 

Members' Update report

 

File No.: CP2015/09193

  

 

 

Purpose

1.       To provide an update on activities undertaken by members.

Executive Summary

2.       The members’ report allows members to verbally update the panel on activities undertaken by members.

 

Recommendation/s That the Pacific Peoples Advisory Panel: a)      thank members for their updates.

 

Attachments

There are no attachments for this report.    

Signatories

Authors	Crispian Franklin - Democracy Advisor
Authorisers

 

Pacific Peoples Advisory Panel 20 May 2015

 

Chairperson's Report

 

File No.: CP2015/09194

  

 

 

Purpose

1.       To provide an opportunity for the Chairperson to provide updates to the panel.

Executive Summary

2.       The Chairperson’s report allows the Chairperson to verbally update members on her work progress.

 

Recommendation/s That the Pacific Peoples Advisory Panel: a)      thank the Chairperson for her updates to the panel.

 

Attachments

There are no attachments for this report.    

Signatories

Authors	Crispian Franklin - Democracy Advisor
Authorisers