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Resolution number PKTPP/2015/101
MOVED
by Chairperson JM Fairey, seconded by Member NJ Turnbull:
That the Puketāpapa
Local Board:
a) receive the report.
b) provide feedback on the
proposed Empowered Communities Approach, for consideration, as part of the
report to the Regional Strategy and Policy Committee in June 2015 as follows:
i)
note local boards have a statutory role
of community engagement, consultation and advocacy which is also embedded in
the allocation of decision making responsibility for non-regulatory
activities as this provides for local boards decision making role in local
community development activities.
ii)
support in principle the community
empowered approach proposed in the draft Long Term Plan 2015-2025 to the work
of Auckland Council through a move away from direct delivery (and therefore
save overheads) and to capacity-building programmes for communities that
funds community groups to deliver community initiatives and activities and
for local boards to play a much more active role by allocating more funding
through them.
iii) reiterate their support for the Thriving Communities action plan
which sets out to create an enabling council implementing a community-led
approach and reducing bureaucratic barriers and in so doing helps empower
local boards so they in turn can empower communities in a way that suits the
area.
iv) note that, at this stage, the level of resourcing for the
Empowered Community Approach is unclear and as a result it is not possible to
reach a position as to whether or not the proposal can be supported.
v)
request that staff provide information
about funding of the proposed approach, which identifies the total budget for
Community Development and Safety, regional and local operating costs,
potential funding that can be reallocated to local delivery and details on
the functions and roles and those involved with implementing the approach.
vi) highlights that inadequate funding for the Empowered Communities
Approach increases the risks inherent in any change of this nature, which may
in turn hinder implementation.
vii) note that the Political Advisory Group has extended discussion on
the Empowered Communities Approach and therefore requests a new timeframe be
provided identifying when further formal feedback by local boards will be
sought on what emerges from these discussions.
viii) wishes to emphasise that one size does not fit all and the
approach must accommodate local requirements, not limit local options and
must provide for flexibility in resourcing and models adopted for local
delivery. It needs to take into account the wide variety of communities and
their capacity, be responsive and support Maori in achieving their outcomes
and be culturally attuned.
ix) note that as the purpose of the Empowered Communities Approach is
to develop a new more effective and empowering approach to the way council
delivers services and supports community activity there is a need for a
comprehensive change across the council family and whilst it is recognised
there is a need to start somewhere such as Community Development and Safety,
a programme is required which sets out how this will be extended to other
departments.
x)
note the need for a change in the
organisational culture of the Council, along with the review of policies and
practices across a range of functions, which currently limits or impedes a
community empowered approach, and to this end
will continue to advocate internally for this, including through the
Community-Led Placemaking Champions Group already attended by our Chair;
xi)
support a careful and measured introduction
of the Empowered Communities Approach over time, noting that this may require
the detailed design and implementation of the Empowered Communities Approach
model to continue beyond the commencement of the 2015–2016 financial year;
xii)
request that the Empowered Communities
Approach be piloted in various local areas using Local Board Plan outcomes as
a guide for such work programmes and the lessons learnt be used to refine and
adapt the approach as required. This would inform the introduction of the approach;
xiii)
support taking a multi-board approach
if a project is deemed to be of greater community interest than a single
local board area;
xiv) support locating the strategic broker role physically within local
boards and recommends to the Chief Executive that organisationally the role
is within Local Board Services.
CARRIED
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