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Resolution number MR/2016/111
MOVED
by Chairperson AM Dalton, seconded by Member M Bailey:
That the Manurewa
Local Board:
a)
endorse the following feedback on the progress and
implementation of the Empowered Communities Approach to date as follows:
i)
What do you
see working well in the initial stages of the roll out of the empowered
communities approach?
·
Our strategic
broker is the right choice for Manurewa.
ii)
In the
future how would you know that the empowered communities approach is working
well in your board area?
·
Our strategic
broker would be empowered to empower community groups without having to check
in with disempowering regional guidelines.
·
Our
communities would be delivering on the objectives of their community of
interest without the barriers of bureaucracy.
·
Local boards
would be funded and resourced to empower their communities.
iii)
What has
been the impact of transitioning into an empowered communities approach for
your local board?
·
We have had
to contract for services that were not budgeted for.
·
Our senior
citizens group is all but diminished.
·
There has
been confusion over roles and responsibilities internally which has delayed
empowered communities work streams.
·
We are in a
reactive and not a proactive position.
·
There has
been a financial cost and delay to the Randwick Park Pavilion Project.
iv)
What do you
see as the key barriers to the implementation and uptake of the empowered
communities approach?
·
The model is
either not understood, or not believed in or not supported internally at the
higher management levels.
·
Policy gets
in the way of the approach.
·
No training
for staff means there is confusion over the approach taken with Local Boards
and local communities.
·
Local boards
are not funded to empower.
·
A one size
fits all model approach is not empowering.
v)
How can we
ensure the approach is embraced by the whole of council for the betterment of
your community?
·
Local Boards
are in the best position to empower communities.
·
There needs
to be a clear policy of empowerment across the Council family including Council
Controlled Organisations (CCO’s)
·
It needs to
be supported by a budget line.
·
It must be
believed in and not restricted by policy and control management strategies –
a culture of service, integration and collaboration.
·
It needs to
be community centred – `An enabling council understands the value of what
community brings to the table’. Auckland Council Empowered Communities Approach is
a start – the reality is empowerment starts with the community deciding for
themselves, not agreeing or disagreeing to a preconceived idea of council at
a particular point of time, usually half way through the process.
CARRIED
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