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Resolution number WH/2016/70
MOVED
by Member SPT Matafai, seconded by Member R Manukia-Schaumkel:
That the Whau Local
Board:
a) note that Past support and a network of funding agreements
for key community organisations has meant the Board has strong existing
capacity with
i.
Community
Waitakere for neighbourhood development and capacity building
ii.
Sport
Waitakere for recreational activities and sport projects
iii.
Eco
Matters Environment Trust for environmental, low carbon and sustainability
projects
iv.
Whau
River Catchment Trust for ecological restoration
v.
Waitakere
Ethnic Board for ethnic community engagement
vi.
Four of
the 6 community facilities/halls community managed
vii.
At least
6 partnership events delivered by community organisations
b) response to questions raised
as follows:
·
What do you see working well in the initial
stages of the roll out of the Empowered Communities Approach?
i.
The
Strategic Broker role’s proximity to Board has increased the Board’s
awareness and opportunity for dialogue and has particularly enabled
additional contact with pacific and Maori communities.
·
In the future, how would you know that the
Empowered Communities Approach is working well in your local board area?
i.
Our
current community organisations are growing in strength and capacity.
ii.
Our
community’s issues and concerns are responded to quicker and more
comprehensively.
iii.
Parks,
recreation, and environmental services have specific staff dedicated to
delivering empowering communities.
·
What has been the impact of transitioning
into an Empowered Communities Approach for your local board area?
i.
Better
business planning through work programme database and closer links with
broker.
ii.
Loss of
youth voice and participation support and a lack of clarity on this area
going forward.
iii.
Loss of
dedicated community safety support noting an increase in the issues in the
area and more need for relationships with agencies.
iv.
Grants
administration staff levels have decreased to far resulting in limited
coverage for leave, almost no accountability reporting and limited access to
coaching capacity to support application from our diverse and our more
marginalised communities.
v.
A concern
that there appears to be a growing assumption that strategic brokers will be
responsible for town centre development coordination which is a role that we
would rather see our planning team supported for.
·
What do you see as the key barriers to the
implementation and uptake of the Empowered Communities Approach?
i.
Inadequate
staffing levels.
ii.
Excessive
Broker work load with minimal opportunity to delegate projects to others to
enable brokerage role rather than delivery.
iii.
Low
understanding of the role of the local board as an expression of empowered
communities and its role in providing and supporting local leadership.
iv.
Unclear
framework and processes for Board’s accessing additional staff capacity from
specialist advisors.
v.
Loss of
specialist social policy advice at the same time as a loss of community
development staff has meant a loss of capacity for Board’s to have local
policies and plans developed.
·
How can the Community Empowerment Unit
ensure that the approach is embraced by the whole of council for the
betterment of the community?
i.
Support
local board’s and managers to collectively conduct a programme of reviews of
departmental work programmes and consider opportunity for implementation of
an increased empowering communities approach.
CARRIED
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