Agenda of Community Development and Safety Committee

I hereby give notice that an ordinary meeting of the Community Development and Safety Committee will be held on:

Date:

Time:

Meeting Room:

Venue:

Wednesday, 7 October 2015

9.30am

Level 2, Reception Lounge
Auckland Town Hall

301-305 Queen Street
Auckland

Community Development and Safety Committee

OPEN AGENDA

MEMBERSHIP

Chairperson	Cr Dr Cathy Casey
Deputy Chairperson	Cr Sir John Walker, KNZM, CBE
Members	Cr Anae Arthur Anae
	Cr Linda Cooper, JP
	Cr Alf Filipaina
	Member Kris MacDonald
	Cr Calum Penrose
	Member Josie Smith
	Cr Wayne Walker
	Cr John Watson
	Cr George Wood, CNZM
Ex-officio	Mayor Len Brown, JP
	Deputy Mayor Penny Hulse
Ex-officio (without voting rights)	All other councillors

(Quorum 6 members)

Jaimee Maha

Democracy Advisor

1 October 2015

Contact Telephone: (09) 890 8126

Email: jaimee.maha@aucklandcouncil.govt.nz

Website: www.aucklandcouncil.govt.nz

TERMS OF REFERENCE

Responsibilities and key projects

The Committee is responsible for regional community development and safety by:

· Developing (and monitoring) strategy, policy and action plans, including any agreed community consultation, to recommend to the Regional Strategy and Policy Committee, as set out in the Schedule of Key Projects for Reporting Committees, attached to these Terms of Reference*

· Acting as a community interface for consultation on policies and as a forum for raising community concerns, while ensuring community engagement is complementary to that undertaken by local boards

Powers

All powers necessary to perform the Committee’s responsibilities

Except:

(a) powers that the Governing Body cannot delegate or has retained to itself (section 2)

(b) where the Committee’s responsibility is limited to making a recommendation only

(d) the approval of expenditure that is not contained within approved budgets

(e) the approval of expenditure of more than $2 million

(f) the approval of final policy

(g) deciding significant matters for which there is high public interest and which are controversial

(h) the commissioning of reports on new policy where that policy programme of work has not been approved by the Regional Strategy and Policy Committee

(i) the power to establish sub-committees

*Schedule of key projects for the Community Development and Safety Committee

Alcohol harm reduction strategy

Plan for homelessness

Community safety programmes

Exclusion of the public – who needs to leave the meeting

Members of the public

All members of the public must leave the meeting when the public are excluded unless a resolution is passed permitting a person to remain because their knowledge will assist the meeting.

Those who are not members of the public

General principles

· Access to confidential information is managed on a “need to know” basis where access to the information is required in order for a person to perform their role.

· Those who are not members of the meeting (see list below) must leave unless it is necessary for them to remain and hear the debate in order to perform their role.

· Those who need to be present for one confidential item can remain only for that item and must leave the room for any other confidential items.

· In any case of doubt, the ruling of the chairperson is final.

Members of the meeting

· The members of the meeting remain (all Governing Body members if the meeting is a Governing Body meeting; all members of the committee if the meeting is a committee meeting).

· However, standing orders require that a councillor who has a pecuniary conflict of interest leave the room.

· All councillors have the right to attend any meeting of a committee and councillors who are not members of a committee may remain, subject to any limitations in standing orders.

Independent Māori Statutory Board

· Members of the Independent Māori Statutory Board who are appointed members of the committee remain.

· Independent Māori Statutory Board members and staff remain if this is necessary in order for them to perform their role.

Staff

· All staff supporting the meeting (administrative, senior management) remain.

· Other staff who need to because of their role may remain.

Local Board members

· Local Board members who need to hear the matter being discussed in order to perform their role may remain. This will usually be if the matter affects, or is relevant to, a particular Local Board area.

Council Controlled Organisations

· Representatives of a Council Controlled Organisation can remain only if required to for discussion of a matter relevant to the Council Controlled Organisation.

Community Development and Safety Committee

07 October 2015

ITEM TABLE OF CONTENTS PAGE

1 Apologies 7

2 Declaration of Interest 7

3 Confirmation of Minutes 7

4 Petitions 7

5 Public Input 7

5.1 Public Input - Auckland District Council of Social Services - Issues of Older Adults in Auckland 7

5.2 Public Input - Red Hats - Positive Ageing 8

5.3 Public Input - Hip Op-eration Dance Group 8

5.4 Public Input - Corie Haddock - Coalition to End Homelessness 8

5.5 Public Input - Auckland Citizens Advice Bureaux Inc 8

6 Local Board Input 9

6.1 Liston Village - Michael Wood, Puketapapa Local Board 9

7 Extraordinary Business 9

8 Notices of Motion 10

9 Seniors Advisory Panel - Chair's Presentation 11

10 Age Concern and Grey Power 13

11 New Zealand Police Update - Inspector Gary Davey 15

12 Older Adults 17

13 Update on the Empowered Communities Approach 23

14 Allocation framework for Regional Community Grants Fund 29

15 Update on safety activities 35

16 Update from Libraries 39

17 Reports Pending Status Update 41

18 Consideration of Extraordinary Items

1 Apologies

An apology from Cr GS Wood has 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 Community Development and Safety Committee:

a) confirm the ordinary minutes of its meeting, held on Wednesday, 5 August 2015, as a true and correct record.

4 Petitions

At the close of the agenda no requests to present petitions had been received.

5 Public Input

Standing Order 7.7 provides for Public Input. Applications to speak must be made to the Democracy Advisor, in writing, no later than one (1) clear working day prior to the meeting and must include the subject matter. The meeting Chairperson has the discretion to decline any application that does not meet the requirements of Standing Orders. A maximum of thirty (30) minutes is allocated to the period for public input with five (5) minutes speaking time for each speaker.

5.1 Public Input - Auckland District Council of Social Services - Issues of Older Adults in Auckland

Purpose

1. To receive a presentation from Richard Northey, Chair of the Auckland District Council of Social Services (ADCOSS), and David Haigh, Vice Chair of ADCOSS, on the issues of older adults in Auckland.

Recommendation/s

That the Community Development and Safety Committee:

a) thank Richard Northey and David Haigh for their presentation on the issues of older adults in Auckland.

5.2 Public Input - Red Hats - Positive Ageing

Purpose

1. To receive the presentation from the Red Hats Society regarding positive ageing.

Recommendation/s

That the Community Development and Safety Committee:

a) thank the Red Hats Society for their presentation on positive ageing.

5.3 Public Input - Hip Op-eration Dance Group

Purpose

1. To provide an opportunity for the Hip Op-eration Dance Group to speak to the Community Development and Safety Committee.

Recommendation/s

That the Community Development and Safety Committee:

a) thank the Hip Op-eration Dance Group for their presentation.

5.4 Public Input - Corie Haddock - Coalition to End Homelessness

Purpose

1. To receive the public input presentation from Corie Haddock (Service Manager, Lifewise Hub), regarding the Coalition to End Homelessness.

Recommendation/s

That the Community Development and Safety Committee:

a) thank Corie Haddock for his public input presentation regarding the Coalition to End Homelessness.

5.5 Public Input - Auckland Citizens Advice Bureaux Inc

Purpose

1. To provide an opportunity for Simon Nimmo, Acting Chair Lennie Crawford, and Board Secretary Natasha Banks-Fowler, Auckland Citizens Advice Bureax Inc. to speak to the Community Development and Safety Committee.

Recommendation/s

That the Community Development and Safety Committee:

a) thank Simon Nimmo, Lennie Crawford, and Natasha Banks-Fowler for their presentation.

6 Local Board Input

Standing Order 6.2 provides for Local Board Input. The Chairperson (or nominee of that Chairperson) is entitled to speak for up to five (5) minutes during this time. The Chairperson of the Local Board (or nominee of that Chairperson) shall wherever practical, give one (1) day’s notice of their wish to speak. The meeting Chairperson has the discretion to decline any application that does not meet the requirements of Standing Orders.

This right is in addition to the right under Standing Order 6.1 to speak to matters on the agenda.

6.1 Liston Village - Michael Wood, Puketapapa Local Board

Purpose

1. To receive the presentation from Michael Wood, Puketapapa Local Board member, on the need for social housing for the elderly in Puketapapa.

Recommendation/s

That the Community Development and Safety Committee:

a) thank Michael Wood for his presentation.

7 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.”

8 Notices of Motion

At the close of the agenda no requests for notices of motion had been received.

Community Development and Safety Committee

07 October 2015

Older Adults

File No.: CP2015/19274

Purpose

1. To receive an update on council activity relating to older Aucklanders.

Executive Summary

2. Older Aucklanders (those aged 65 and over) are one of Auckland’s most rapidly increasing demographics, and made up 11.5 per cent of Auckland’s total population at the last census.

3. Council’s seniors advisory panel gives advice on strategies policies and bylaws, as well as any matters of interest or concern to Auckland’s seniors.

4. A number of Council initiatives relate specifically to older Aucklanders. This report informs the committee on housing for older persons, community development activity, library provision and policy development.

5. Council provides 1,412 residential units to older Aucklanders. The housing for older people offering includes below-market rental and community development and wellbeing initiatives to support older Aucklanders to ‘age in place’. Older Aucklanders also make up 60% of library users, with uptake of library services across the board from lending to free wifi.

6. With regard to strategy and policy, the multi-sector action plan on violence prevention and the disability action plan both relate to seniors specifically. The violence prevention action plan looks to avert elder abuse and neglect, and the disability action plan is relevant to older Aucklanders in that older people are more likely to experience a disability.

Recommendation/s

That the Community Development and Safety Committee:

a) receive the report on older Aucklanders.

Comments

7. Older Aucklanders, identified as residents 65 years and over, make up 11.5 per cent of Auckland’s total population; 163,1616 people at the 2013 census. This group is diverse, with over 100 ethnic groups represented. The majority ethnic group at 2013 was European (77 per cent). This was noted as decreasing, with the most rapidly increasing ethnicity being Asian older Aucklanders (12.2 per cent of older Aucklanders at 2013 census).

8. Older Aucklanders are Auckland’s most rapidly increasing demographic, expected to increase by 80,800 people by 2023. This increase has implications for transport, housing, the labour force and employment, healthcare, recreation and leisure.

9. Council responds to the needs of older Aucklanders through a variety of channels, the most significant of which are outlined below.

Seniors advisory panel

10. Council’s seniors advisory panel has been established to identify and communicate the interests and preferences of seniors in Auckland to the council, in relation to:

· the content of the strategies, policies, plans and bylaws of the council

· any matter that the panel considers to be of particular interest or concern to the seniors of Auckland

· advising the mayor, governing body and local boards of ways to engage with seniors in Auckland.

11. Highlights from the panel’s current work programme include:

· gave advice on making older people and the diversity of their lives more visible in council publications and engagement

· gave feedback to the council’s leisure team on the activity needs of older people

· requested the council explore the development of an older persons’ housing policy

· advocated for council to take a coordinating role in multi-sector approaches against family violence and elder abuse

· input to the Community Facilities Network Plan in 2014

· requested more face to face support for older people around rates processes. In response, the Transactions Team has talked with the Customer Services and Libraries departments to raise awareness among frontline staff of rates rebate and postponement processes

· given advice on engaging with social housing tenants. This resulted in successful engagement opportunities to tenants, facilitated by panel suggestions such as bringing tenants to some meetings by bus, holding meetings in spaces with good acoustics, working with tenants to develop champions and links with advocacy organisations, using familiar coordinators and advisors as the message bearers, and using language that spoke to tenants in an immediate, relevant way

· participated in discussions with council staff on housing, World Health Organisation age friendly cities status and making Auckland friendly to people with dementia

· provided feedback on the proposed social housing eligibility criteria.

Housing for older people

12. Auckland Council as a provider of social housing owns and operates 1,412 Housing for Older People (HFOP) dwellings across Auckland.

13. Social housing is a discretionary activity for local government in New Zealand. Council chooses to provide the HFOP of safe and affordable housing tenancies to low income, older people. This supports older people in being active and independent within their communities. This approach is commonly referred to as “aging in place”, and recognises the social and economic advantages of enabling citizens to be part of mainstream community into old age.

14. The HFOP work programme comprises community (village) development initiatives, an asset renewal programme and delivery of actions from the Housing Action Plan. Following strong feedback from tenants across the region, renewals and refurbishment work in the last year has focussed on enhancing safety and accessibility.

15. Key service activities of the HFOP programme include:

· providing and managing tenancies including enquiries, interviews and screening of applicants

· oversight of tenant wellbeing

· co-ordination of services and support for tenants e.g. needs assessments by district health boards for installation of ramps etc.

· monitoring the standard of accommodation provided to meet defined service needs

· planned and reactive maintenance of properties

· creation of future housing developments options.

16. The HFOP programme provides community development initiatives to creating a sense of neighbourhood within each housing village, and oversees residents’ wellbeing and ability to age in place. Initiatives typically comprise of physical fitness, learning and connection opportunities. Community programmes provided at Council managed and community managed community centres across the region include.

· regular activities such as Mah Jong, knitting, jig saw puzzle sharing

· Devonport Community House has a van that collects people from social housing and takes them shopping or to the community house

· friendship group, Tai Chi and quilting group in Massey

· playgroup for grandparents raising grandchildren in the New Lynn Community Centre

· Pasifika dance and fitness activities in Maungakiekie-Tamaki; basic computing classes

· South Auckland Chinese community group with weekly social and cultural activities including fitness and meditation

· older resident group in Mangere provide a soup kitchen and weekly social networking time for the local community

· Sandringham community ‘over a cuppa’ initiative at the Sandringham Community Centre every Monday, with a rotating programme including presentations from Senior Net on using computers, art therapy, health sessions, tai chi and other topics of interest.

HFOP request for expressions of interest

17. Following direction from the Auckland Development Committee, Council has released an expressions of interest document seeking an organisation to partner in delivering housing services in future.

18. Expressions received a good response rate with a number of options presented at varying levels of scale and capability. Staff are currently working through an interactive dialogue process, designed to enable the full exploration of possibilities that could arise through the partnership agreement. Staff hope to foster an approach that may see some or many groups come together with us to start to provide these services differently.

19. Staff intend to identify a preferred partnership option by the end of the calendar year, with a recommendation to councillors by the end of the financial year.

Community Development work with older Aucklanders

20. Council’s Development and Safety work also carried out work specifically with and for older Aucklanders in the last year. This has included:

· Multi-sector action plan on violence prevention The plan includes content regarding neglect and elder abuse; a working group is currently planned to come together to address the harms older Aucklanders face in this regard. Council staff contributed to the plan’s development and will contribute to its implementation under the new empowered communities approach.

· Support for seniors assistance groups in Otara-Papatoetoe The Otara-Papatoetoe Local Board has commissioned an initial scoping exercise to inform its focus on older people. The local board has allocated $15,000 to senior assistance groups, which will be informed by the results of the scoping exercise.

· Funding for Age Concern North Shore Council provides Age Concern North Shore with $52,000 in funding support which enables it to deliver a wide range of services across the north shore including elder abuse prevention, home visiting services, Chinese elders support, education and advocacy for the sector. Age Concern ran a symposium on ‘Vulnerable Older People’ in May 2015 which explored the needs of elders aged 80 years and over who are living independently or with family/whanau.

· Intergenerational forums – North Shore For the past three years community organisations in the north have come together to run intergenerational forums – with 25 young people and 25 elders discuss a range of topics they have agreed on.

· Disability work with Be.Accessible A wide range of initiatives are undertaken through partnership with Be.Institute- such as accessible events, accessibility audits, universal design projects which all aim to ensure all Aucklanders can enjoy the city regardless of their mobility.

· Albert-Eden seniors health checks Delivered with the Albert-Eden local board, these health check days have been a great success with health and social outcomes.

Libraries

21. Eighteen percent of Auckland Libraries’ active members are aged 60 and over. Older people use all aspects of the library service including public computers and free wi-fi and one on one and group training in using digital devices and online information.

22. Book groups, cultural events, heritage and family history and learning activities across Auckland’s libraries attract intergenerational audiences. Library makerspace activities – learning through robotics, stop motion animation and 3D printing – attract primarily younger audiences but are also proving to be of interest to older people.

Policy

23. The Disability Action Plan will be finalised by staff from across the council family, led by Community and Social Policy, and will be reported back to the Disability Advisory Panel in December 2015. The report has relevance to older Aucklanders as many of the challenges faced by people with disabilities are shared by older people.

Consideration

Local board views and implications

24. A number of local boards have specific work items in place regarding older Aucklanders. Local boards were not specifically consulted regarding this report.

Maori impact statement

25. Four per cent of Aucklanders ages 65 and over identified as Maori in the 2013 census.

26. According to a recent survey of social housing tenants (Auckland Council/Colmar Brunton, 2012), residents of HFOP dwellings are more likely to identify as Maori or with a Pacific Island ethnic group, relative to Auckland region population aged 60 years plus. In the survey of 804 tenants, 11 per cent identified as Maori, compared to the population age group figure of 4 per cent, taken from the 2006 census.

27. The 2014/2015 work programme is focused on optimising building condition and performance and, as such, will have a beneficial impact on Maori.

28. Consultation with Maori has informed the development of both the multi-sector action plan on violence prevention and the disability action plan, and will inform the plans’ implementation.

Implementation

29. HFOP activities are undertaken by CDAC’s facilities team. Community development activity previously delivered by Community Development and Safety staff is currently being transitioned to the Community Empowerment unit.

30. The multi-sector action plan on violence prevention is a commonly held document, rather than Council policy specifically. Community Empowerment staff will contribute to this plan under the new unit.

Attachments

There are no attachments for this report.

Signatories

Authors	Sarah Zimmerman - Community Funding Advisor
Authorisers	Graham Bodman - Manager - Community Development, Arts and Culture

Community Development and Safety Committee

07 October 2015

Update on the Empowered Communities Approach

File No.: CP2015/20279

Purpose

1. To receive an update on the implementation of the Empowered Communities Approach.

Executive Summary

2. The proposal to develop a more empowered, community led approach to the work of Auckland Council was approved by the budget committee on 7th May 2015 as part of the Long Term Plan 2015-2025 (LTP).

3. The purpose of the Empowered Communities Approach (ECA) is to develop a more effective and empowering approach to delivering council services, which supports more community-led development. The approach builds on the Thriving Communities Action Plan - Ngā Hāpori Momoho (April 2014).

4. The operating model for the new Community Empowerment unit will consist of two components: strategic brokers and the community practice hub. Together these components will better respond to local board plans, Whiria te Muka Tangata/ The Māori Responsiveness Plan and the Māori Plan for Tāmaki Makaurau as well as Auckland wide issues as identified by the governing body.

5. The proposed model provides flexibility to meet the varying requirements of local boards and their communities, rather than taking a ‘one size fits all’ approach.

6. Key functions of the new operating model for the Community Empowerment unit are to:

· support the work of local boards to enable community-led, local initiatives

· build community capacity and capability

· increase diverse community input into the work of council

· catalyse the empowered communities approach across the whole of council

· work together in more enabling and responsive ways with mana whenua, mataawaka, marae and Māori organisations.

7. A transition period will be necessary with the new model implemented from October 2015 to March 2016. It is expected that the new model will be fully embedded by FY 2016/17 with learnings from the first 6-9 months shaping the full implementation. A monitoring and evaluation framework for the ECA and operating model is under development.

Recommendation/s

That the Community Development and Safety Committee:

a) receive the update on the implementation of the empowered communities approach.

Comments

Background

8. The Mayor’s Proposal for the Long Term Plan 2015-2025 (LTP) included developing a more empowered community led approach to the work of Auckland Council and sought changes to the community development function as follows:

· to transition delivery to a more empowered community approach

· to move away from direct delivery and fund community groups to deliver more

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

9. An Empowered Communities Approach (ECA) has been developed to lead a new, more effective and community-led approach to the way council delivers services and supports community activities. As a starting point, a new operating model has been developed for the Community Development and Safety unit (CDS) within the Community Development, Arts and Culture Department. This will help shift community development service delivery away from direct service delivery to supporting community-led initiatives, with a view to embedding this way of working across the council family.

10. The operating model was discussed in workshops with community organisations, mana whenua groups, council staff, local boards, the Pacific People’s Advisory Panel, the disability community and external community development practitioners prior to preparing the proposed new structure.

Political Advisory Group

11. A Political Advisory Group (PAG) chaired by the Mayor was established to provide strategic advice and guidance to staff during the development of the empowered communities approach.

12. The PAG consisted of six councillors, six local board chairs and one member of the Independent Māori Statutory Board

13. Meetings of the PAG in April and May focused on the new operating model for CDS. Feedback included the importance of meeting local needs, rather than a ‘one size fits all’ approach and to ensure the approach and model aligns with the Māori Transformational Shifts and reflects the aims and outcomes of Te Toa Takitini. The ECA and operating model were adjusted to address this feedback.

14. The importance of meeting local needs is a significant priority along with the release of resources for local delivery.

Empowered Communities Approach

15. The proposed Empowered Communities Approach is summarised as:

· an ‘Empowered Communities: Enabling Council’: an approach underpinned by a two-way relationship between council and the community; leading to improved outcomes for Auckland

· a strong alignment to the Māori Responsiveness Framework and promotion of working in partnership with Māori

· an empowered community is one where individuals, whānau 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

· community empowerment is about providing real opportunities for people to participate and fostering the conditions that support this. 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.

16. Working in a way that empowers communities requires ‘whole of council’ shifts to:

· act on and enable council’s partnership with Māori

· provide a gateway / portal into council resources and information

· provide more support for local boards and other areas of council to work together in joined-up ways with local communities

· facilitate and embed the empowered communities approach across council

· develop and implement creative new engagement and participation practices

· support the devolution of resources / functions / control to communities.

New operating model

17. The new operating model for the CDS Unit involves a shift from delivering community development activities directly to communities, to using community led development processes more broadly across council and the CCO’s to achieve local board, governing body and Māori aspirations aligned to the Māori Plan for Tāmaki Makaurau and the Māori Responsiveness Framework.

18. As part of implementing the new model, the CDS Unit will be disestablished at 30 September and the new Community Empowerment Unit will “go-live” on 1 October.

19. The five core functions of the new unit are to:

· support delivery of local board plans and more community-led, local initiatives

· support the delivery of Auckland Council’s Māori Responsiveness Framework

· focus on community capacity and capability building

· increase diverse input into council decision-making

· embed the empowered communities approach across the whole council.

20. The operating model consists of two components: strategic brokers and a community practice hub (Attachment A). The strategic brokers will be co-located with local boards and will work closely with local board staff and in the local community.

21. Strategic brokers will:

· work with local boards to deliver local priorities and support more community-led planning, place-making and delivery

· scan the local community and share community priorities with the local board for their planning and prioritisation processes

· build strong relationships with local iwi, marae and Māori organisations

· provide operational policy advice to local boards on emerging community issues

· join up the work of all departments and CCO’s working in the local board area to provide an integrated and responsive experience for the community

· enlist additional resources and support for the local board area when needed from the practice hub.

22. The Community Practice Hub will be made up of operational, technical and specialist support. This will cover:

· practical, ‘hands on’ support to deliver work programmes e.g. project management, facilitation, technical safety advice

· capacity and capability building

· community participation expertise and support

· helping other departments to deliver projects in a community led way

· Māori responsiveness

· inclusiveness and equality (communities of interest and identity)

· partnering agreements and social investment

· collaborative responses to Auckland-wide issues

· internal innovation to reduce barriers that enable communities.

Transition

23. The new CDS operating model will progressively be put in place from October 2015 to March 2016. A Transition Manager has been appointed to support continuity of service over the transition period and implementation of the 2015/16 work programme under the new way of working. At the time of writing this report, the recruitment process for the new unit was underway.

24. An evaluation and monitoring framework is also under development in conjunction with council’s RIMU unit and will likely involve external evaluators. This will monitor progress and help inform changes to the operating model during its initial set up phase in the first six months of operation and evaluate the outcomes of the approach over the first three years.

Consideration

Local board views and implications

25. The empowered community approach aims to provide a much more active role for local boards in community development by allocating more funding through them to support community empowerment and community led activities and services.

26. ECA builds on the strong focus on community led planning and development in the Local Board Plans 2014.

27. Presentations have been given to the Local Board Chairs forums on 25 May and 31 August to provide further information around budgets and transition arrangements.

28. Detail regarding delivery of the Local Board work programmes outlining the way in which the work will be allocated across the new unit has been provided to each Local Board on 11 September.

Māori impact statement

29. The ECA has the potential to impact on Māori over time. Engagement with mataawaka and mana whenua was undertaken during the engagement phase to enable staff to understand potential impacts.

30. Engagement with Māori included a number of approaches and consultation with:

· Hapai Te Hauora Tapui Māori Public Health Services Ltd

· Mangere Rangatahi roopu

· Kaumatua Hau Ora Orakei Health Clinic

· Kaitiaki Forum – iwi information hui (19 iwi)

· Te ora o Manukau (disability sector)

31. The main themes to emerge from the engagement were:

· to put the Treaty partnership at front and centre

· engage Māori in the conversation first

· the model supports partnership and potentially a more accessible council to Māori and the community

· council cultural change is needed to support an empowered communities approach and this will take time

32. Feedback from the IMSB representative on the PAG was that the approach and model did not adequately reflect the Māori Transformational shifts and Māori Responsiveness Framework. As a result of this feedback, the ECA and the resulting operating model were changed. The Māori Responsiveness Framework now guides and shapes the ECA and council will work with iwi, Māori organisations and marae across the region to nurture community led development.

33. Discussion has identified that marae could be community hubs and further Māori input is needed to develop a fresh approach to capacity building.

Implementation

34. The model will begin implementation in CDS in 2015/2016, with the model fully operational in 2016/2017. The intention is for an Empowered Communities approach to be rolled out across the whole of council over the next three to five years.

35. Consultation with CDS unit staff was completed with the release of a final structure on 29 July. Part of the operating model changes included greater flexibility through the provision of positions in the community practice hub with sufficient expertise to provide advice on a range of population and community groups. This is a change from the current model where there is a team of specialists dedicated to providing advice and support to specific groups.

36. This design approach caused concern to the disability sector in particular and resulted in a presentation and a petition from “change.org” to the governing body meeting on 30 July, in effect seeking the retention of the current specialist disability advisor positions. This request culminated in a report to the CEO Review Committee on 26 August that outlined Council’s continued commitment to the disability sector and other communities of interest.

37. While specialist disability roles will not be part of the new Community Empowerment unit, disability and universal access issues will be addressed more broadly by the new Specialist Advisor position based in the Practice Hub. Qualified advisors will be nominated as portfolio lead for specific population and community groups, including an advisor who will be portfolio lead for Disability.

38. A new role has also been established in the Auckland Design Office, highlighting commitment to universally designed built environments. This role will champion and advocate for a built environment that is accessible for people of all ages and abilities.

39. In relation to the wider unit, a plan is being implemented covering the transition period from October 2015 – March 2016 to ensure continuity of service and the embedding of the new way of working applied to local board and regional work programmes.

Attachments

There are no attachments for this report.

Signatories

Authors	Sarah Zimmerman - Community Funding Advisor
Authorisers	Graham Bodman - Manager - Community Development, Arts and Culture

Community Development and Safety Committee

07 October 2015

Allocation framework for Regional Community Grants Fund

File No.: CP2015/20278

Purpose

1. To approve the allocation framework for the 2015/2016 regional community development grants programme.

Executive Summary

2. The Community Grants Policy (CGP) was adopted on 4 December 2014 and includes a policy framework for six regional grants programmes, including a regional community development grants programme.

3. The 2015/2016 Long Term Plan has allocated $175,000 to the Regional Community Development Grants Programme.

4. The CDS Committee holds the delegation to approve the framework for community grants. This report presents the proposed 2015/2016 Regional Community Development Grants Programme framework for approval.

Recommendation/s

That the Community Development and Safety Committee:

a) approve the eligibility criteria and timeline for the allocation of the $175,000 regional community development grants programme

b) note that a report will be brought to the Community Development and Safety Committee on 2 December 2015, to consider recommendations for the allocation of the $175,000 regional community development grants to specific organisations.

Comments

5. The Community Grants Policy (CGP) was adopted on 4 December 2014, (Resolution number REG/2014/134) and includes a policy framework for six regional grants programmes, including a regional community development grants programme. This programme is detailed in schedule two of the Community Grants Policy (Attachment A).

6. The regional component of the CGP recognises community grants as a key tool the governing body can use to implement their vision for the region as a whole, as set out in the Auckland Plan and Thriving Communities Action plan. Grants provide a tangible way of supporting Aucklanders’ aspirations for their city and responding to regional needs and opportunities.

7. The Regional Community Development Grants Programme detailed in schedule two of the CGP establishes the purpose of this grant, which “is designed to activate the potential of the community and voluntary sector to help deliver the six transformational shifts outlined in the Auckland Plan, and contribute to the goal of making Auckland the world’s most liveable city. The grants delivered through this programme will support the implementation of “Thriving Communities”: Social and Community Development Strategic Action Plan.”

8. The budget allocation for the RCD Grants Programme was confirmed as part of the final decision-making on the Long Term Plan (LTP) 2015 – 2025 (BUD/2015/57).The annual funding budget for the CD Grants Programme is $175,000.

9. The new grants policy proposes two regional community development grant types, one-off project grants and multi-year strategic relationship grants. However, due to the limited budget for regional community development grants in 2015/2016, it is proposed that only the one-off project grants are offered this financial year.

10. The implementation of the Empowered Communities Approach (ECA) was adopted at the June 2015 Regional Strategy and Policy Committee meeting, (RES/2015/41) 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.

11. The ECAP model endorses two key principles of:

· social inclusion and equity –working with all, for all

· collaboration – working more effectively together.

12. These principles of empowering and enabling communities include the key activities of:

· capacity building

· Maori responsiveness

· inclusion and equity.

Funding Criteria

13. The following key criteria in the community grants policy schedule for the RCD Grants Programme reflect the shift of emphasis under the Empowered Communities Approach:

· organisations which deliver on Auckland Council’s vision for the community and voluntary sector as outlined in “Thriving Communities:” Social and Community Development Action Plan

· organisations which focus on the provision of capacity and capability building support

· organisations which facilitate regional collaboration through shared delivery

· organisations which prioritise and actively contribute to the achievement of Maori outcomes

· organisations which promote transformative social change for target populations.

14. Other criteria included in the policy schedule include:

· regional

· significant community development organisation

· organisation which has a unique activity and fulfil a regional niche

· organisations which provide strategic leadership with in the community and/or sector

· organisations which seek to develop enabling infrastructure and supportive conditions for the development of social innovation.

Funding Exclusions

15. The CGP states that the following activities will not be funded through any Auckland Council grants programmes:

· debt servicing or repayment

· legal expenses

· activities that promote religious ministry or political purposes

· medical expenses

· public services that are the responsibility of central government (eg core education, primary health care)

· physical works for example improvement to community buildings that require consents to permits, prior to the necessary consents or permits being obtained (grants may be awarded in principle, but funds will not be released until all conditions are satisfied)

· purchase of alcohol.

16. The RCD Grants Programme is designed to activate the potential of the community and voluntary sector to help deliver the six transformational shifts outlined in the Auckland Plan. To enable this outcome, the programme will offer grants between $5,000 and $40,000.

17. All grants will be subject to accountability requirements with grant recipients expected to provide reporting related to the outcomes supported by council grants. The framework for this grants programme will be reviewed annually prior to each RCD funding round.

Proposed Process

18. the following process is proposed:

· applications will be opened on 17 August 2015 for six weeks and will close on 2 October 2015

· advertising will be on the Auckland Council website, Generosity New Zealand, (a funding database website) and publicity through regional community networks and an email to all previous applicants who applied to council for funding in the last financial year

· applications will be managed through Smartygrants council’s online funding application process

· applications will be assessed by Community Development Arts and Culture Department staff, and the Grants Operations Team, against the criteria identified by the Community Development and Safety Committee.

19. A further report will be presented to the 2 December 2015 Community Development and Safety Committee, with recommendations for the allocation of $175,000 for regional community development grants.

Consideration

Local board views and implications

20. Local Boards have expressed the view that there are organisations that do not qualify for local board funding who are in need of a regional funding option. They have identified that there are many organisations who have applied previously at a local level but it would be more appropriate for them to apply to a regional fund.

Maori impact statement

21. Iwi and Maori groups make a particular contribution to regional community activities. Regional community development funding will provide additional opportunities for Maori to apply for funding to support Maori regional community activities and outcomes.

Implementation

22. Funding will be determined through an application process and assessment against the criteria.

23. Council staff will prepare a list of recommendations for the allocation of the funding for the Community Development and Safety Committee to consider at its 6 December 2015 meeting.

Attachments

No.	Title	Page
a View	Regional Community Development Grants assessment matrix	3

Signatories

Authors

Sarah Zimmerman - Community Funding Advisor

Marion Davies - Community Grants Operations Manager

Authorisers

Graham Bodman - Manager - Community Development, Arts and Culture

Community Development and Safety Committee

07 October 2015

Update on safety activities

File No.: CP2015/20280

Purpose

1. To receive an update on Community Safety activity, as requested by the Community Development and Safety Committee chairperson.

Executive Summary

2. Community Development, Arts and Culture (CDAC) delivers community safety activities to prevent injuries, crime, family violence, and graffiti vandalism as well as initiatives to support people experiencing homelessness and youth to make safe choices regarding drug use.

3. This update outlines recent Community Safety activity, including the launch of the multi-sector action plan on violence prevention, the safer Henderson town centre plan and Maungakiekie Tamaki safety and local alcohol plans.

4. Continuity planning is in place to ensure safety work continues under the new Community Empowerment unit, in line with the new Empowered Communities Approach.

Recommendation/s

That the Community Development and Safety Committee:

a) receive the community safety update report.

Comments

1. Community Development, Arts and Culture (CDAC) delivers community safety activities in the following areas:

· graffiti vandalism prevention

· injury prevention

· environmental safety and place making

· family violence prevention

· homelessness

· community action on youth and drugs (CAYAD).

2. This update outlines recent Community Safety activity, including:

· The launch of Tamaki Makaurau – E Tu the violence prevention multi sector action plan

· Safer Henderson town centre plan

· Maungakiekie Tamaki safety plan

· Maungakiekie Tamaki local alcohol plan

The launch of Tamaki Makaurau – E Tu

3. The Auckland Plan includes the strategic directive for Auckland Council to support the development of a multi-sector action plan to prevent family, whānau and sexual violence.

4. Following the review of the council’s Strategy and Policy Forward Programme in 2014, the Regional Strategy and Policy Committee determined that this plan should progress as a partnership agreement rather than as a council policy.

5. This plan has been developed over the past 18 months in partnership with central government and the family, whānau and sexual violence sector and is now complete. The plan was officially launched at the first regional wānanga held at Papakura Marae on Thursday 13 August. Approximately 60 people attended the launch from across the family, whanau and sexual violence sector.

6. The plan focuses on what collective action can be taken now within existing resources across a number of different areas including:

· scoping the development of a community toolkit and an Auckland wide primary prevention campaign

· regional wānanga (forum) to support professional development of those working in the area of family, whānau and sexual violence

· a collective approach to creating national legislation and policy change.

7. The collective action plan is a living document and will be regularly updated.

8. Following the launch of the multi sector action plan, the first regional wananga was held with training on the treaty of Waitangi and its application to the family, whanau and sexual violence sector.

Safer Henderson town centre plan update

9. The Safer Henderson Massey Town Centre Plan was completed for the Henderson-Massey Local Board in December 2014 and formally accepted by the local board in April 2015.

10. Since this time, the safety team has worked with an extensive stakeholder group and five projects have been developed for the community to implement. These projects concentrate on activating public spaces through events or pop up activities, supporting inclusive responses from people in the town centre and addressing some of the physical markers of decline in the town centre (for example empty shops) through art work.

11. All projects were funded with Community Grants from the Henderson-Massey Local Board in August 2015. The Henderson-Massey Local Board will oversee all the projects.

Maungakiekie-Tamaki safety plan

12. The Maungakiekie-Tamaki Local Board requested a safety plan for their local board area late in 2014. Point Research was contracted to complete the research and ascertain the safety issues within the area.

13. The local board specifically requested that the research aligns itself to the World Health Organisation Safer Communities philosophy. The research was completed and the Maungakiekie-Tamaki Safety Plan 2015 – 2020 was approved by the local board on 19 May 2015.

14. The safety plan outlines six priority areas which the local board will oversee, as follows:

· keeping young people safe – supporting local initiatives that positively impact on reducing youth offending as well as supporting the Youth Panel to activate and improve spaces for youth throughout the local board area

· safer neighbourhoods – promoting Voluntary Safety Group initiatives across the local board area

· placemaking/safer places and spaces – activities like the Adopt a Park scheme, applying the ‘Lighter, Quicker Cheaper’ (LQC) approach to all ‘pop up’ activities, scheduling informal and impromptu performances in public spaces and looking at increasing the usage of some community facilities

· crime prevention – promoting education around graffiti through existing council programmes and community support, promoting messaging for personal and community safety and exploring a rapid response to crime reporting in the local board area

· supporting local businesses – supporting a Reporting Crime campaign and advocating for business and retail sectors to reduce crime opportunities on their premises through education and safety initiatives

· reducing family violence – supporting the multi-sector Family Violence Prevention Action Plan.

Maungakiekie Tamaki local alcohol plan

15. The Maungakiekie-Tamaki local board contracted this work in March/April 2015. The plan will be completed by October 2015. The plan aims to ensure that localised initiatives provide a flexible response to emerging alcohol-related issues in the local board area.

16. This work will become a ‘living action plan’ that is regularly monitored and reviewed for impact by the local board and adjusted as needs require. The plan will go live and be driven by the local board from November 2016.

Future delivery under the empowered communities approach

17. An ‘empowered communities approach’ has been developed to lead a new, more community-led approach to the way council delivers services and supports community activities. As a starting point, a new operating model has been developed for the Community Development and Safety unit which currently carries out the majority of the work discussed in this report.

18. The new Community Empowerment unit went ‘live’ on 1 October. A transition period is currently in place as the unit is established. Continuity planning is in place to ensure a continued focus on safety under the empowered communities approach.

Consideration

Local board views and implications

19. Community safety initiatives are delivered both locally and regionally, with local boards specifically involved in priority areas to deliver on local board plans.

Maori impact statement

20. The work of the safety team contributes to the Maori Responsiveness Framework in the aspirations of whanaungatanga, wairuatanga and manaakitanga. Specific aspects relevant to Maori have been considered and consulted on where relevant, to ensure the views of local Maori are incorporated into community safety work.

Attachments

There are no attachments for this report.

Signatories

Authors	Sarah Zimmerman - Community Funding Advisor
Authorisers	Graham Bodman - Manager - Community Development, Arts and Culture

Authors	Jaimee Maha - Democracy Advisor
Authorisers	Graham Bodman - Manager - Community Development, Arts and Culture

Authors	Suad Allie - Democracy Advisor
Authorisers	Graham Bodman - Manager - Community Development, Arts and Culture