Description: COAT-ARM Hastings District Council

 

Civic Administration Building

Lyndon Road East, Hastings

Phone:  (06) 871 5000

Fax:  (06) 871 5100

WWW.hastingsdc.govt.nz

 

 

 

 

Open

 

A G E N D A

 

 

Social & Cultural Development Committee MEETING

 

 

 

Meeting Date:

Tuesday, 12 December 2017

Time:

1.00pm

Venue:

Council Chamber

Ground Floor

Civic Administration Building

Lyndon Road East

Hastings

 

Committee Members

 

Chair: Councillor Dixon

Mayor Hazlehurst

Councillors Barber, Harvey, Heaps, Kerr, Lyons, Nixon, O’Keefe, Poulain, Redstone, Schollum, Travers and Watkins

(Quorum = 8)

 

Officer Responsible

Group Manager: Community Facilities and Programmes – Mrs Alison Banks

Committee Secretary

Carolyn Hunt (Ext 5634)

 


 

Social and Cultural Development Committee – Terms of Reference

 

Fields of Activity

The development of policy and the oversight of operations in the area of the social, cultural wellbeing and development of the District, including (but not limited to) the following activities:

 

·                Development of the Council’s overarching strategies for Social and Cultural activities

·                Housing for the elderly

·                Cemeteries (including physical works)

·                Youth

·                Arts, Culture and Heritage including the Hastings City Art Gallery

·                Democracy, civil society, community engagement and partnership

·                Social Development and wellbeing programmes

·                Guilin Sister City Relationship

·                Local and community events and celebrations

·                Historic commemorations

·                Citizenship activities

·                Civic Awards

·                Grants, Funding and allocations

·                Library operations

·                Hawkes Bay Opera House

·                Recreation Facilities other than Parks & Reserves

·                Recreation activities

 

Membership

Chairman appointed by Council

Deputy Chairman appointed by Council

The Mayor

All Councillors

Quorum – 8 members

 

Delegated Powers

 

General Delegations

 

1.       Authority to exercise all of Council powers, functions and authorities (except where prohibited by law or otherwise delegated to another committee) in relation to all matters detailed in the Fields of Activity.

2.       Authority to re-allocate funding already approved by the Council as part of the Long Term Plan/Annual Plan process, for matters within the Fields of Activity provided that the re-allocation of funds does not increase the overall amount of money committed to the Fields of Activity in the Long Term Plan/Annual Plan.

3.       Authority to develop and adopt goals, strategies and policies on behalf of the Council for matters within the Fields of Activity.  

4.       Responsibility to monitor Long Term Plan/Annual Plan implementation within the Fields of Activity set out above.

Cemeteries

 

5        Authority to exercise all of the Council’s powers, functions, and duties under the Burial and Cremation Act 1964 and any other statute or regulation relating to the control and management of the burial or cremation of the dead within Hastings District (other than the review of bylaws, which is the responsibility of the Planning and Regulatory Committee).

 


 

HASTINGS DISTRICT COUNCIL

 

Social & Cultural Development Committee MEETING

 

Tuesday, 12 December 2017

 

VENUE:

Council Chamber

Ground Floor

Civic Administration Building

Lyndon Road East

Hastings

TIME:

1.00pm

 

A G E N D A

 

 

 

1.         Apologies

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

At the close of the agenda no requests for leave of absence had been received.

2.         Conflict of Interest

Members need to be vigilant to stand aside from decision-making when a conflict arises between their role as a Member of the Council and any private or other external interest they might have.  This note is provided as a reminder to Members to scan the agenda and assess their own private interests and identify where they may have a pecuniary or other conflict of interest, or where there may be perceptions of conflict of interest. 

If a Member feels they do have a conflict of interest, they should publicly declare that at the start of the relevant item of business and withdraw from participating in the meeting.  If a Member thinks they may have a conflict of interest, they can seek advice from the Chief Executive or Executive Advisor/Manager: Office of the Chief Executive (preferably before the meeting). 

It is noted that while Members can seek advice and discuss these matters, the final decision as to whether a conflict exists rests with the member.

3.         Confirmation of Minutes

Minutes of the Social & Cultural Development Committee Meeting held Tuesday 31 October 2017.

(Previously circulated)

4.         Update on Phase One of Draft Hastings District Arts & Culture Strategy 2018 - 2021                                                                                                                                5

5.         Joint Alcohol Strategy 2017                                                                                     9

6.         Hawke's Bay Arts Festival - 2017 Update                                                           15

7.         Multicultural Strategy                                                                                               19

8.         Additional Business Items

9.         Extraordinary Business Items 

 

 

     


File Ref: 17/1098

 

 

REPORT TO:               Social & Cultural Development Committee

MEETING DATE:        Tuesday 12 December 2017

FROM:                           Community Grants & Projects Advisor

Vicki Berkahn

Hastings City Art Gallery Director

Toni MacKinnon

SUBJECT:                    Update on Phase One of Draft Hastings District Arts & Culture Strategy 2018 - 2021        

 

 

1.0       INTRODUCTION

1.1       A Draft Hastings District Arts & Culture Strategy 2018 – 2021 will be presented to Council for approval prior to public consultation as part of the Long Term Plan 2018-2028.  The date for this workshop is to be scheduled for late January/early February 2018.

1.2       Giblin Group Limited were contracted to develop a Draft Hastings District Arts & Culture Strategy 2018 – 2021, and they will be presenting this draft strategy for feedback and approval at a Council workshop prior to the draft strategy proceeding to public consultation.

1.3       The Council is required to give effect to the purpose of local government as prescribed by Section 10 of the Local Government Act 2002. That purpose is to meet the current and future needs of communities for good quality local infrastructure, local public services, and performance of regulatory functions in a way that is most cost–effective for households and businesses. Good quality means infrastructure, services and performance that are efficient and effective and appropriate to present and anticipated future circumstances.

1.4       The objective of this decision relevant to the purpose of Local Government is to provide an opportunity for public consultation on the Draft Hastings District Arts & Culture Strategy 20018-2021, in order to meet the need to promote participation in arts activities, and places and spaces for arts and culture learnings across the district.

2.0       BACKGROUND

2.1       At a meeting 11 July 2017, the Social & Cultural Development Committee agreed that a regional approach be applied to the development of themes and priorities for the enhancement of Arts & Culture, and that a draft Hastings District Arts & Culture Strategy 2018-2021 be developed for public consultation.

2.2       The Draft Hastings District Arts & Culture Strategy 2018-2021 is being developed by Giblin Group Limited, and has included the following steps to date:

i.     Strategy brief developed by HDC

ii.    Environmental scan to determine SWOT

iii.  Focus groups and 1:1 consultation

iv.  Development of mission/vision and priorities

v.   Develop draft strategy

vi.  Focus groups feedback on draft strategy

vii. Council workshop to consider draft strategy.

viii.     Council approve draft strategy for public consultation

ix.  Wider public consultation

2.3       Giblin Group is currently working with the HDC Project Control Group to complete the draft strategy for feedback from the focus groups, then Council, then wider public consultation.

2.4       Wider sector research and interviews with national advocacy groups including Creative New Zealand, Performing Arts Aotearoa New Zealand, and Arts Access Aotearoa, was also undertaken.

2.5       The following diagram represents the mission, values, and strategic pathways identified so far in the development of the strategy.  The five strategic pathways will enable the vision and mission.

3.0    THE FIVE STRATEGIC PATHWAYS:

1.    Connection and partnerships

                   An ongoing dialogue between all parties involved in making this Arts and Culture Strategy work, with Council playing a key connector role to facilitate relationships that maximise the benefits for the community.

2.    Inspired Learning

The acquisition of knowledge, skills and experiences to encourage people to see a new view of the world around them, and be more aware of both others and themselves. Valuing the unique role of our nationally recognised arts education providers.

3.    Creative Value

Arts and culture as a key economic driver, the importance of creativity as a highly desired employment skill, and the benefit of investing in the sector for a prosperous economy.

4.    Identity – shared and diverse

The strength of a community that can come together with a shared identity, but is also able to celebrate its diversity and differences

5.    Access and inclusion

Making arts and culture welcoming, physically and financially accessible, and available for everyone.

 

4.0       SIGNIFICANCE AND ENGAGEMENT

4.1       The recommendations for a future approach to Arts & Culture is a matter of significance to the Arts & Culture sector and wider community.  In this regard the public will be consulted to obtain their feedback on the Draft Hastings District Arts & Culture Strategy 2018-2021.

 

 

5.0    RECOMMENDATIONS

            A)   That the report of the Community Grants and Projects Advisor titled “Update on Phase One of Draft Hastings District Arts & Culture Strategy 2018-2021” dated 12 December 2017 be received.

 

 

Attachments:

There are no attachments for this report.

 

 


File Ref: 17/1209

 

 

REPORT TO:               Social & Cultural Development Committee

MEETING DATE:        Tuesday 12 December 2017

FROM:                           Team Leader Strategy & Projects

Louise Stettner

SUBJECT:                    Joint Alcohol Strategy 2017        

 

 

1.0       SUMMARY

1.1       The purpose of this report is to seek Council adoption of the Joint Alcohol Strategy 2017.

1.2       This request arises from the requirement to review the Joint Alcohol Strategy every 5 years as was agreed when the first Joint Alcohol Strategy was adopted in 2011.

1.3       In response to the high-level of hazardous drinking in Hawke’s Bay the Napier City and Hastings District Council adopted a Joint Alcohol Strategy in 2011; the driver was to minimise the high degree of harm that alcohol causes within the local community. 

1.4       In 2016 staff from the Napier City Council and Hastings District Council updated the Strategy to bring it in line with current data.  Both Councils agreed that feedback on the draft Strategy be sought from stakeholders and the public before being finalised.  Both Councils also agreed to the establishment of a Joint Alcohol Strategy Advisory Group; with the purpose of reviewing feedback received and recommending any amendments to the Strategy; to both Councils.

1.5       Councillors Kerr and Travers and Councillors White and Price were nominated from Hastings District Council and Napier City Council respectively.

1.6       Overall the feedback on the draft Strategy was positive however there were a number of submissions that suggested changes to the Strategy including changes related to the objectives; risk groups and monitoring indicators.  In light of the feedback the Joint Alcohol Strategy Advisory Group has recommended that a number of changes be made to the Strategy before it is adopted by both Councils.  

1.7       The recommended amendments to the draft Strategy are relayed in this report and it is recommended that Council adopt the Joint Alcohol Strategy 2017 which incorporates the recommended amendments from the Advisory Group.

1.8       The Council is required to give effect to the purpose of local government as prescribed by Section 10 of the Local Government Act 2002. That purpose is to meet the current and future needs of communities for good quality local infrastructure, local public services, and performance of regulatory functions in a way that is most cost–effective for households and businesses. Good quality means infrastructure, services and performance that are efficient and effective and appropriate to present and anticipated future circumstances.

1.9       The objective of this decision relevant to the purpose of Local Government is to meet current and future needs of communities for good quality public services in a way that is most cost effective for households and businesses.  

1.10    This report concludes by recommending that the report from the Strategy and Projects Team Leader titled “Joint Alcohol Strategy 2017” be adopted by Council.

2.0       BACKGROUND

2.1       Joint Alcohol Strategy 2011.

2.2       A Joint Alcohol Strategy for Hastings and Napier was first adopted in 2011 in response to the high levels of hazardous drinking in Hawke’s Bay and the effects relating to misuse including crime, hospital visits, injury abuse and domestic violence.  The 2011 Strategy was informed by consultation undertaken with stakeholders including the police and health providers; as well as workshops held with Council.

2.3       A number of actions were implemented under the 2011 Strategy including:

·    Establishment of the Joint Alcohol Strategy Reference Group (membership which includes representatives from the Police; Hastings District Council; Hawkes Bay District Health Board and the Accident Compensation Corporation);

·    External funding for collaborative projects that promote responsible drinking (e.g. Ease Up in the Bay, One for One campaign);

·    Coordination of compliance activities;

·    Adoption of an alcohol free approach at community events;

·    Additional Liquor Ban areas; and

·    Resources for parents of teens.

2.4       The collaborative projects prompted by the 2011 Strategy had positive outcomes and contributed to the Safer Hastings and Safer Napier outcomes of ‘people being free from alcohol related harm’.

2.5       Development of the Draft Joint Alcohol Strategy 2017.

2.6       In 2016 a review of the 2011 Strategy was commenced by Hastings District Council and Napier City Council staff and the Strategy was updated (shown in Attachment 1).  Napier City Council and Hastings District Council staff worked with the Joint Alcohol Strategy Reference Group to undertake the review; this group supports the safe community objectives of both Safer Hastings and Safer Hastings.  Reference Group members are:

·    Accident Compensation Corporation (Injury Prevention Coordinator)

·    Eastern Police (Alcohol Harm Reduction Officers)

·    Hawke’s Bay District Health Board (Medical Officer of Health, Population Health)

·    Napier City Council (Community Strategies, Safer Napier, Liquor Licensing)

·    Hastings District Council (Social and Youth Development, Safer Hastings, Liquor Licensing).

2.7       A Summary of the draft Joint Alcohol Strategy 2017.

2.8       The draft Joint Alcohol Strategy is a 16 page document (including appendices) which focusses on at-risk groups and Council’s areas of influence which includes: leadership, regulation, event and facility management; advocacy, promotion and collaboration.  The Strategy does not govern the regulatory functions of the Councils these are governed by legislation.

2.9       The Strategy confirms that alcohol continues to be an issue in Hawke’s Bay and that hazardous drinking is a concern; with this region having almost twice the national hazardous drinking level.  

2.10    The document reflects current data and trends; Appendix A of the draft Strategy provides a summary of the data and information relevant to the review.  Appendix C of the draft Strategy outlines the Hawke’s Bay District Health Board’s Position Statement on Reducing Alcohol-Related Harm 2016; which the draft Strategy is consistent with.

2.11    The vision of the Strategy is “a safe and healthy community free from alcohol related harm”.

2.12    Objectives are:

·    To foster safe and responsible drinking environments ;

·    To change attitudes towards alcohol to reduce tolerance for alcohol harms; and

·    To demonstrate leadership to achieve a safe drinking culture.

2.13    At-risk groups are identified as

·     Young people (including under-age drinkers)

·     Men

·     Māori

·     Women who may become pregnant.

2.14    Draft Joint Alcohol Strategy Approved for Consultation.

2.15    On the 25 May 2017 Council was presented with a draft Joint Alcohol Strategy; Council agreed:

·    that the draft Strategy be released for stakeholder and public feedback for a period of 4 weeks; 

·    to nominate two councillors to form part of the Joint Alcohol Strategy Advisory Group with two Napier City Councillors and two officers from each Council; and

·    to the Terms of Reference for the Joint Alcohol Strategy Advisory Group (Attachment 2).

2.16    Consultation on the draft Joint Alcohol Strategy.

2.17    Consultation on the draft Joint Alcohol Strategy was undertaken from the 14 August – 8 September 2017.  The Feedback Plan (Attachment 3) identifies specific stakeholders that were provided with the draft Strategy for their comment.  The public were also notified of the revised Strategy through a variety of channels including: a joint media release; information posted on both Council websites and multiple posts on both Council Facebook pages.

2.18    Four organisations provided written feedback - Alcohol Action Hawke’s Bay, Alcohol Healthwatch, Hawke’s Bay District Health Board and the Health Promotion Agency.

2.19    Feedback received indicates that on the whole, agencies and the public are supportive of the Strategy and its aspirational vision.  Feedback suggested a range of amendments including changes to the objectives; monitoring and review indicators and risk groups.  The feedback also suggested a number of actions that could be undertaken towards each objective.  These will be considered during the next phase following adoption of the Strategy.

2.20    Joint Alcohol Strategy Advisory Group Recommendations.

2.21    On 12 October 2017 the Joint Alcohol Strategy Advisory Group met to review the written feedback provided through the consultation process.  In light of the feedback received on the draft Joint Alcohol Strategy the Advisory Group recommended to Council that the following amendments be made to the draft Joint Alcohol Strategy:

·    Objective 3 to become Objective 1 –wording to be changed to “Demonstrate leadership to reduce alcohol harm.”

·    Objective 1 now Objective 2 – wording to be changed to “Foster safe and responsible events and environments

·    Objective 2 now Objective 3

·    Expand on ‘At Risk Groups’ – include an additional statement around ‘women who are or may become pregnant.’

·    Include additional indicators in the Monitoring and Evaluation Plan

·    State the governance structure for the Strategy

·    Make clearer the role of stakeholders in implementation

·    Add to Action Plan (to be developed)

Educators to be included in stakeholders – Ministry of Education, schools etc.  Write to the HB Secondary Schools Principals’ Association as an Action under – Leadership.

Council to submit a remit to LGNZ Conference to support stronger measures to reduce alcohol related harm nationally.

2.22    The draft Joint Alcohol Strategy has been updated (with tracked changes) to reflect the recommended amendments from the Advisory Group, see Attachment 4.

3.0       CURRENT SITUATION

3.1       The current situation is that:

·    a draft Joint Alcohol Strategy has been developed;

·    stakeholders and members of the public have had the opportunity to provide feedback on the draft Strategy; and

·    the Joint Alcohol Strategy Advisory Group has recommended that specific changes be made to the Strategy in light of the feedback received.

3.2       Napier City Council will be considering the adoption of a revised Joint Alcohol Strategy on the 6 December 2017 (Committee) and on the 20 December 2017 (Council meeting).  Napier City Council staff have prepared a report for Napier City Council recommending that the Joint Alcohol Strategy 2017 be adopted. 

4.0       SIGNIFICANCE AND ENGAGEMENT

4.1       Feedback on the draft Joint Alcohol Strategy was sought from stakeholders and the public.

5.0       OPTIONS

5.1       Option 1 – Status Quo – do not adopt a revised Joint Alcohol Strategy

5.2       Option 2 – Adopt a Joint Alcohol Strategy that incorporates the recommended amendments from the Joint Alcohol Strategy Advisory Group (Attachment 4)

5.3       Option 3 – Adopt a Joint Alcohol Strategy without the amendments recommended by the Joint Alcohol Advisory Group.

6.0       ASSESSMENT OF OPTIONS (INCLUDING FINANCIAL IMPLICATIONS)

6.1       Option 1 is not recommended.  A choice to not adopt a revised Strategy would mean that the 2011 Joint Alcohol Strategy would remain as the current Strategy and it is out of date.

6.2       Option 2 acknowledges the consultation process undertaken and the work undertaken by the Advisory Group to consider the feedback and make recommended changes in light of this.

6.3       Council could choose to adopt a Joint Alcohol Strategy that does not accept the recommendations of the Advisory Group.  This would appear to go against its prior intention for the Advisory Group to undertake the work required.   

7.0       PREFERRED OPTION AND REASONS

7.1       Option 2 is the preferred option.  Council agreed to the establishment of the Joint Alcohol Advisory Group; its terms of reference and also nominated two Councillors to form part of this Advisory Group.  The Advisory Group has fully considered the feedback received during the consultation process and has recommended amendments in light of the feedback received.  This option acknowledges the consultation process that was undertaken as well as the role undertaken by the Advisory Group. 

 

8.0       RECOMMENDATIONS AND REASONS

A)        That the report of the Team Leader Strategy & Projects titled Joint Alcohol Strategy 2017 dated 12/12/2017 be received.

B)        That the Joint Alcohol Strategy 2017 COP-03-06-03-17-225 be adopted.

With the reasons for this decision being that the objective of the decision will contribute to meeting the current and future needs of communities for local public services in a way that is most cost-effective for households and business by providing an evidence based Strategy to reduce alcohol related harm in the Hastings District.

 

Attachments:

 

1

Draft Joint Alcohol Strategy

COP-03-06-03-17-175

Separate Doc

2

Terms of Reference - Joint Alochol Strategy Advisory Group

COP-03-06-03-17-178

Separate Doc

3

Feedback Plan

COP-03-06-03-17-176

Separate Doc

4

Draft Joint Alcohol Strategy with tracked changes

COP-03-06-03-17-225

Separate Doc

 

 

 


File Ref: 17/1238

 

 

REPORT TO:               Social & Cultural Development Committee

MEETING DATE:        Tuesday 12 December 2017

FROM:                           Group Manager: Community Facilities & Programmes

Alison Banks

SUBJECT:                    Hawke's Bay Arts Festival - 2017 Update        

 

 

1.0       SUMMARY

1.1       The purpose of this report is to introduce Andy Heast and Pitsch Leiser from Arts Inc. Heretaunga to update Council on the 2017 Harcourt Hawke’s Bay Arts Festival.

1.2       This request arises from the KPI’s agreed to by Arts Inc. Heretaunga and Council as a major funder of the 2017 Hawke’s Bay Arts Festival (‘the Festival’) for an update to Council on the event.

1.3       The Council is required to give effect to the purpose of local government as prescribed by Section 10 of the Local Government Act 2002. That purpose is to meet the current and future needs of communities for good quality local infrastructure, local public services, and performance of regulatory functions in a way that is most cost–effective for households and businesses. Good quality means infrastructure, services and performance that are efficient and effective and appropriate to present and anticipated future circumstances.

1.4       The objective of this decision relevant to the purpose of Local Government is to deliver good quality local government services that enhance the quality of life for residents of the district and the wider region.

1.5       This report concludes by recommending that the Social & Cultural Development Committee receives the update from Arts Inc. Heretaunga on the 2017 Hawke’s Bay Arts Festival and that a report be presented to Council in January 2018 on suitable ongoing funding option for Festivals beyond 2017 and scale of proposed future Festivals.

2.0       BACKGROUND

2.1       The 2015, 2016 and 2017 Hawke’s Bay Arts Festival was delivered by Arts Inc. Heretaunga.

2.2       Hastings District Council has supported the Festival over the three year period with an $85,000 grant from the Hawke’s Bay Opera House Reserve.

2.3       The performance of Arts Inc. Heretaunga against the contract key performance indicators (KPI’s) are reviewed by the HDC Events team who have been satisfied that Arts Inc. have achieved the desired Festival outcomes. The report against the KPI’s is attached.

2.4       The HDC Events team recommend the continued support of this event going forward, because the event is well-known, well-attended and has been a very positive experience to the Hastings District. 

2.5       The event has grown since inception in 2015, including the addition of an Education and Ambassador Programme that focused on students and young people.

2.6       Arts Inc. Heretaunga believe that the festival, in its first three years of operations, has already become a major asset for our district, and that it will further become a significant contributor towards the HB Opera House program of events, once the main auditorium re-opens as planned in late 2019.

3.0       CURRENT SITUATION

3.1       The 2017 Hawke’s Bay Arts Festival incurred a loss of $11,722 (based on draft figures) as follows:  This is offset by available reserves from past years of $22,000, leaving approx. $10,000 in reserves to carry forward to HBAF 2018. (2015/16 Financial Report attached)

 

Item

Revenue from Box Office/Grants/ Sponsorship/other

Expenditure

 

2016

2017

2016

2017

Performances/Shows

$276,928

$263,901

$320,606

$330,553

Festival Infrastructure & Operations

$444,097

$469,442

$422,997

$424,467

Total

$721,025

$733,343

$743,603

$745,020

 

3.2       Festival comparisons are as follows:

 

Festival Facts & Figures - 2015

Festival Facts & Figures - 2016

Festival Facts & Figures - 2017

13 days

13 days

 13 days

49 performances

55 performances

 71 performances

30 sold out shows

17 sold out shows

 23 sold out shows

8,502 tickets issued, excluding school shows

10,783 tickets issued, excluding school shows

 9,276 tickets issued, excluding
 school shows

 15,080 overall participation,
 including free events*

                * Tape Art Labyrinth; Fane Flaws Installation at HCAC; White Night etc.  Includes 2,200 for White Night, as verified by MTG door counter, although multiple estimates based on street traffic range from 3,000-4,000.

3.3       The  breakdown of main ticket types were as follows:

2016

2017

Adult 42%

Adult 28.4%

Concession 15%

Concession 16.6%

Premier 10.9%

Premium 8.8%

Family tickets 3.5%

Family 3.6%

Free events (The Cube) 5.6%

Free Events (Tape Art Labyrinth, White Night, Fane Flaws installation etc.) 32.8%

Schools 12.6%

Schools 9.8%

 

3.4       Council investment in the Hawke’s Bay Arts Festival in 2017 was increased to $120,000 following a decision by Council in March 2017.  This has enabled Arts Inc. to grow the arts and cultural offering in the Hastings District, which in turn will build a solid basis for the future success of the iconic asset of the HB Opera House and Municipal buildings.

4.0       SIGNIFICANCE AND ENGAGEMENT

4.1       This proposal is not considered significant under Council’s Significance and Engagement Policy.

 

5.0       RECOMMENDATIONS AND REASONS

A)        That the report of the Group Manager: Community Facilities & Programmes titled Hawke's Bay Arts Festival - 2017 Update dated 12/12/2017 be received.

B)        That the update from Arts Inc. Heretaunga on the 2017 Hawke’s Bay Arts Festival be received.

C)        That ongoing funding options for the Hawke’s Bay Arts Festivals beyond 2017 be presented to Council in early 2018 and consider for inclusion in the Draft Long Term Plan.

With the reasons for this decision being that the objective of the decision will contribute to meeting the current and future needs of communities for good quality local public services in a way that is most cost-effective.

 

Attachments:

 

1

HBAF 2017 Financials Report

COP-14-17-393

Separate Doc

2

HBAF 2017 report against KPIs by Pitsch Leiser Arts Inc Heretaunga

COP-14-17-392

Separate Doc

3

HBAF festival review 2017

COP-14-17-391

Separate Doc

 

 

 


File Ref: 17/1273

 

 

REPORT TO:               Social & Cultural Development Committee

MEETING DATE:        Tuesday 12 December 2017

FROM:                           Team Leader Strategy & Projects

Louise Stettner

SUBJECT:                    Multicultural Strategy        

 

 

1.0       SUMMARY

1.1       The purpose of this report is to:

·    inform the Committee that a Multicultural Strategy for Hastings will be developed and

·    seek agreement to the creation of a Multicultural Strategy Working Group comprised of local community leaders and representatives to develop key aspects of the Strategy.

1.2       This issue arises from a request to the Chief Executive that a Multicultural Strategy for Hastings District be developed.

1.3       Council works to ensure its services are accessible to all and that everyone is encouraged to participate in the district’s democratic services.  Council also has the opportunity to lead a community that embraces the benefits of its diverse multicultural society. 

1.4       During the setting of Chief Executive KPI’s for 2017/18, Councillors requested that a Multicultural Strategy be developed.  A Multicultural Strategy would aim to maximise the benefits of diversity in Hastings while at the same time addressing identified challenges.  Diversity makes Hastings a more vibrant place to live although challenges for some cultures can include racism, language barriers and isolation.  A Multicultural Strategy Working Group comprised of community representatives and supported by Council officers is recommended to develop key aspects of the Strategy.

1.5       The Council is required to give effect to the purpose of local government as prescribed by Section 10 of the Local Government Act 2002. That purpose is to meet the current and future needs of communities for good quality local infrastructure, local public services, and performance of regulatory functions in a way that is most cost–effective for households and businesses. Good quality means infrastructure, services and performance that are efficient and effective and appropriate to present and anticipated future circumstances.

1.6       The objective of this decision relevant to the purpose of Local Government is to enable the Council to have avenues to better understand the current and future needs of communities for good quality local infrastructure, local public services, and regulatory functions through improved engagement with different cultural communities in Hastings.

1.7       This report concludes by recommending: that officers establish a Multicultural Strategy Working Group comprised of community leaders and representatives to develop key aspects of the Multicultural Strategy. It also recommends that Councillor Dixon be appointed Chair of the Multicultural Strategy Working Group and that Councillor Watkins be appointed as a member.

2.0       BACKGROUND

2.1       What is a Multicultural Strategy?

A Multicultural Strategy would assist Council in engaging with and supporting the various cultures that make up the Hastings community.

It is envisaged that a Multicultural Strategy would include:

·    a vision statement;

·    an analysis of need of engagement

·    principles;

·    goals;

·    actions; and

·    monitoring indicators.  

2.2       The Treaty of Waitangi (Te Tiriti O Waitangi)

The Treaty of Waitangi is the founding document for this country and forms part of New Zealand’s constitution.

All cultures are valued for the contributions that they bring to society and everyone has obligations and rights as citizens of New Zealand, however the Treaty also affords Maori a dual set of rights as tangata whenua. Therefore, it is appropriate for the Strategy to recognise that Ngati Kahungunu are the mana whenua of the Hastings District and the Treaty of Waitangi is the foundation document of New Zealand.  

2.3       Hastings Cultural Diversity

The Hastings community is comprised of a number of different cultures.  Census 2013 identifies the following breakdown of ethnic groups in the district.

 

Ethnic Groups in the Hastings District – Census 2013

Ethnic Group

% of Hastings District Population

European

75.2

Maori

24.4

Pacific People

6

Asian

4.3

Middle Eastern, Latin American, African

0.5%

 

15.7% of people living in the Hastings District were born overseas.  For people born overseas, the most common birthplace was England.

3.0       CURRENT SITUATION

3.1       Council does not currently have a Multicultural Strategy in place.

3.2       Why have a Multicultural Strategy?

The Hastings community is enriched with a range of cultures and ethnicities.  Councillors have identified a role for the Council to lead the District in embracing the advantages of a diverse community.  The Council has also expressed aspirations to to ensure its services are accessible to all and that everyone is encouraged to participate in the district’s democratic processes. 

3.3       Hastings’ multicultural society contributes to a vibrant and diverse community and makes Hastings a more stimulating place to live.  Embracing diversity provides a further opportunity to promote Hastings as a welcoming and lively place for tourists, international students and new industries. Notwithstanding these benefits some people from diverse cultures can experience difficulties including: social isolation, language barriers, racism, difficulty accessing services and information and barriers to participating in community decision making. These challenges can impact negatively on those communities and lessen the benefits that can be gained from cultural diversity. 

3.4       A Multicultural Strategy could outline what actions Council will undertake to increase the benefits of diversity as well as addressing any relevant issues or challenges faced by different cultures.  How this might be achieved will be a key consideration for the Multicultural Strategy Working Group.

3.5       Process for Developing a Multicultural Strategy

Given that a key purpose of creating a Strategy is to support and embrace cultural diversity in Hastings it is important that a variety of cultures in Hastings have a strong role in developing it.  It is proposed that a Multicultural Strategy Working Group be created comprising a partnership of local community leaders and representatives as well as Councillors.

This report recommends that that Councillor Dixon be the Chair of the Multicultural Strategy Working Group and that Councillor Watkins be appointed a member.

Staff will approach a number of groups to assist in identifying appropriate membership to the Working Group including the International Advisory Group and the Multicultural Association Hawke’s Bay.

The overall role of the Working Group would be to identify key aspects of a Multicultural Strategy that officers would report back to Council on. 

3.6       Next Steps

Work will be undertaken by officers to form a Multicultural Strategy Working Group and will report back to the Committee on membership and the proposed Terms of Reference for the Group in 2018.

4.0       SIGNIFICANCE AND ENGAGEMENT

4.1       Once a draft Strategy has been developed Council’s approval will be sought to seek input from the community before a final Strategy is presented to Council for adoption.

5.0       RECOMMENDATIONS AND REASONS

A)        That the report of the Team Leader Strategy & Projects titled Multicultural Strategy dated 12/12/2017 be received.

B)        That a Multicultural Strategy Working Group comprised of community representatives and leaders be created to develop key aspects of the Hastings Multicultural Strategy.

C)        That officers report back to the Committee on the membership and Terms of Reference of the Multicultural Working Group in 2018.

D)        That Councillor Dixon be appointed Chair of the Multicultural Strategy Working Group and that Councillor Watkins be appointed a member

With the reasons for this decision being that the objective of the decision will contribute to meeting the current and future needs of communities for good quality local public services in a way that is most cost-effective for households and business by developing a Strategy that enables Council to better engage with and understand the needs of different cultural communities in Hastings.

 

 

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