Agenda of Community Development Committee Meeting

Community Development Committee – Terms of Reference

Fields of Activity

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

Economic Development

· Development of the Council’s overarching strategies for Environmental Management, Economic Development, Growth Management and Urban Development;

· District development and land use planning (high level strategy)

· Urban design and development (including CBD planning)

· Hastings City Centre Development

· Landmarks Activities

· Parks and Reserves

· Economic & Business Development programmes

· Regional development

Social Development

· 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 Honours Awards

· Grants, Funding and allocations

· Library operations

· Hawkes Bay Opera House

· Recreation Facilities other than Parks & Reserves

· Recreation activities

Other roles of a strategic overview nature including:

· Other policy development not otherwise provided for

Membership (Mayor and 14 Councillors)

Chairman appointed by Council

Deputy Chairman appointed by Council

The Mayor

All other 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.

5. 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.

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

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

Cemeteries

8 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 Strategy Planning and Partnerships Committee).

Parks, Reserves and Walkways

9. Authority to exercise all of the Council’s powers and functions under the Reserves Act 1977 in respect of parks and reserves other than the review of bylaws.

10. Authority to hear submissions under s120 (1)(c) of the Reserves Act 1977 in relation to all reserves or to appoint a commissioner or commissioners to hear submissions and to make a recommendation in respect of those objections or submissions to the Committee.

11. Authority to determine names for or to change the name of, parks and reserves owned or administered by the Council.

12. Where the Council is appointed as the controlling authority of a walkway under the New Zealand Walkways Act 1990, authority to exercise the powers of the controlling authority.

Bylaws

13. Authority to monitor any Council bylaws relating to matters within the Fields of Activity and to recommend any amendments or additions to those bylaws to the Strategy Planning and Partnerships Committee for review and consideration.

HASTINGS DISTRICT COUNCIL

Community Development Committee MEETING

Thursday, 19 July 2018

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.

Leave of Absences had previously been granted to Councillor Watkins and Councillor Nixon

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 General Counsel or the Democratic Support Manager (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

4. Hawke's Bay Suicide Prevention Plan 7

5. Emergency management overview 27

6. Donation to Libraries 29

7. Ethnicity data & library use 33

8. Community Grants - Process, Allocations and Outcomes for the 2017 and 2018 Funding Rounds 41

9. Safer Hastings - Re-accreditation 83

10. Additional Business Items

11. Extraordinary Business Items

File Ref: 18/576

REPORT TO: Community Development Committee

MEETING DATE: Thursday 19 July 2018

FROM: Team Leader Strategy & Projects

Louise Stettner

SUBJECT: Hawke's Bay Suicide Prevention Plan

1.0 SUMMARY

1.1 The purpose of this report is to obtain a decision from the Committee on the endorsement of the Hawke’s Bay Suicide Prevention Three Year Plan (attached).

1.2 The development of the Plan was led by the Suicide Prevention Coordinator of the Hawke’s Bay District Health Board (DHB) in collaboration with a large number of relevant organisations in the region including: Victim Support; Te Kupenga Hauora; Hastings District Council; NZ Police; Ministry of Children Oranga Tamariki; Ministry of Education; Health Hawke’s Bay; Te Puni Kokiri; Te Taiwhenua O Heretaunga; Flaxmere College; Talk to Me Community Group; STAROS; Family Works; Directions Youth Services; Te Taitimu Trust; Flaxmere Planning Committee; Karamu High School and Anahera o Te Rangi Trust.

1.3 The Suicide Prevention Coordinator of the DHB will attend the 19 July Community Development Committee meeting to present the Hawke’s Bay Suicide Prevention Plan.

1.4 Key elements of the Hawke’s Bay Suicide Prevention Plan include:

· The Suicide Prevention Network’s Vision for suicide prevention in the region is Zero Suicides in an equally healthy and positive Hawke’s Bay Community and

· The purpose is to work collaboratively to create the change needed to achieve our vision.

1.5 The Strategy has four key goals:

· Empowering & Enabling Communities

· Accessible Suicide Prevention Training

· Strengthen and Improve Post/Prevention Processes

· Address the Suicide Prevention Needs of Targeted Populations

1.6 This request arises from the development of a Hawke’s Bay Suicide Prevention Three Year Plan.

1.7 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.

1.8 The objective of this decision relevant to the purpose of Local Government is to meet the current and future needs of communities for good quality local public services in a way that is most cost effective for households and businesses. The Hawke’s Bay Suicide Prevention Plan contributes towards this through a collaborative effort to address a serious issue impacting the Hastings community.

1.9 This report concludes by recommending that the Committee endorse the Hawke’s Bay Suicide Prevention Plan.

2.0 BACKGROUND

2.1 In 2013 there were 4 suicides in Flaxmere. The Coroner’s report concerning those deaths was released in 2015 and it recommended that a full-time Suicide Prevention Coordinator be employed by the DHB.

2.2 The DHB responded to the Coroner’s report through the employment of a Suicide Prevention Coordinator who established the Fusion group – an interagency collaborative group tasked with developing a Suicide Prevention Plan for the region. Membership of the Fusion group includes local health providers, non-government organisations including Flaxmere community groups and Flaxmere College. Council has been part of the Fusion group acting as an important conduit with the community.

2.3 A Suicide Prevention Plan is a requirement of the Ministry of Health, and is also an important way to create focus for the Suicide Prevention Network in Hawke’s Bay. This Network is made up of representatives from relevant government departments, non-government organisations, hauora providers and community members. A key driver for action is that in Hawke’s Bay suicide is the second highest reason for premature death and it is avoidable.

3.0 CURRENT SITUATION

3.1 A number of projects have been undertaken that are consistent with the objectives of the Suicide Prevention Plan; including:

· A Family Violence Whanau Camp delivered by Innov8

· The Flaxmere Wellbeing Challenge

· Health Hawke’s Bay developed the LOST campaign over Christmas

· The Hope Walk took place in Havelock North in May 2018

3.2 On a national level, the 1731 Helpline was opened –people could call and be triaged over the phone by a mental health professional – this received 7000 calls nationally between Christmas and New Year.

3.3 Council officers in the Social and Youth Development Team are in a position to assist with the implementation of this Plan; primarily through facilitation. The aims of the Strategy are consistent with Council’s Social Wellbeing Framework and attempt to address a very serious issue within the region. There are no financial implications for supporting this Plan as work is on-going and met through existing work programmes.

3.4 Last month the Fusion group delivered a presentation on the Suicide Prevention Plan to the Mental Health and Addictions Inquiry Panel at Omahu Marae, Hastings. This national Panel has been tasked with improving the way that mental health and addiction services are delivered to New Zealander’s in the future.

3.5 The presentation provided an overview of the Strategy and discussed actions that have been undertaken locally to address the issue of Suicide; including what has worked and what hasn’t. The findings of the Panel will be released towards the end of this year.

4.0 OPTIONS

4.1 There are two options: to endorse the Hawke’s Bay Suicide Prevention Plan; or to not endorse the Plan.

5.0 SIGNIFICANCE AND ENGAGEMENT

5.1 This report does not trigger the Significance and Engagement Policy.

6.0 PREFERRED OPTION/S AND REASONS

6.1 The preferred option is to endorse the Hawke’s Bay Suicide Prevention Plan. Suicide is the second largest cause of premature death in the region and it is avoidable. A concerted and collaborative effort by a number of organisations is required to address this issue for the benefit of the community. The Suicide Prevention Plan provides key areas of focus to enable this to take place over the next 3 years.

7.0 RECOMMENDATIONS AND REASONS

A) That the report of the Team Leader Strategy & Projects titled “Hawke's Bay Suicide Prevention Plan” dated 19/07/2018 be received.

B) That the Hawke’s Bay Suicide Prevention Plan be endorsed by the Committee.

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 enabling a collaborative plan of action to address the high rates of suicide in the region.

Attachments:

Hawkes Bay Suicide Prevention Three Year Plan

COP-03-14-18-84

File Ref: 18/332

REPORT TO: Community Development Committee

MEETING DATE: Thursday 19 July 2018

FROM: Manager, Emergency Readiness & Response and Libraries

Paula Murdoch

SUBJECT: Donation to Libraries

1.0 SUMMARY

1.1 The purpose of this report is to inform the Committee about a recent and significant donation to the Libraries.

1.2 This issue arises from a recent donation from a former Hasting resident to Council’s Library services.

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.

1.3 This report concludes by recommending this report by the Manager, Emergency Readiness & Response and Libraries be accepted.

2.0 BACKGROUND

2.1 Mr Peter David Arthur is a former lifelong resident of Hastings who passed away in September 2016. Mr Arthur had no immediate family and his estate has been managed by Public Trust in Lower Hutt.

2.2 Mr Arthur has made a donation to the Hastings District Libraries through his estate. A final settlement has yet to be made, but it is likely to be in the order of $510,000.

2.3 The terms of the will request that the gift be used for the provision of large print and talking books. This is not a binding requirement under the terms of the Will and the Executor is not responsible for ensuring that the gift is applied in the requested manner.

3.0 CURRENT SITUATION

3.1 A number of bequests have been made to the Libraries over the years. These are intended to supplement, not replace, Council funding and generally relate to the interests of the person making the bequest. The most recent bequests are:

3.1.1 Clifford Davey Bequest – for purchase of books in specified areas of the nonfiction collection.

3.1.2 AB Smith Bequest – as a former Havelock North resident, the Smith bequest is tagged to the purchase of books for the Havelock North Library only.

3.1.3 Graham Talking Books Bequest – was tagged to the purchase of talking books for all three libraries. This was fully expended several years ago.

3.2 Previous bequests have all stipulated that they are to supplement rather than replace Council funding. The terms of all of these bequests require funds to be expended exclusively on collections and in one case, collections located at a specific site.

3.3 While unintended by benefactors who remember a more traditional role and purpose of public libraries from years past, such stipulations have created operational challenges.

3.4 Collections become overloaded due to the restrictions on what can be purchased using bequest funding at a time when collection use is declining. Yet within the terms of those bequests there is little ability to consider alternative ways of expending the funds.

3.5 Libraries have been transitioning from exclusively being places from which to borrow books to a more community-focused centres of activity, with technology playing a significant role in the delivery of services. The Libraries have a broader vision, mandate and purpose than just books.

3.6 The Libraries’ Strategic Plan 2016-2020 (LSP) outlines four key areas: community engagement, learning and discovery, collections and the customer experience. A number of key demographics have been identified as investment priorities in the next few years, including older adults.

3.7 Mr Arthur’s will indicates a clear interest in ensuring that visually impaired people are provided for in terms of library resourcing. With an ageing population, there are likely to be increasing numbers of people with vision, hearing and other impairments.

3.8 As Mr Arthur’s will does not require the donation to be spent on collections, alternative ways of utilising the funds for the benefit of those he wished to assist are being considered. This will avoid some of the issues that arise when large sums of money are expended on library collections, without considerations of space and other resourcing needs.

3.9 This is an opportunity for Hastings District Council to be innovative in its approach to providing library services to an important and high use demographic.

4.0 OPTIONS

4.1 There are no options presented to Council at this point. Officers propose to undertake further investigation to explore options for how the bequest might be used, taking into account Mr Arthur’s suggested purpose. A report will be brought back to Council.

5.0 SIGNIFICANCE AND ENGAGEMENT

5.1 There are no recommendations presented in the report that are significant in terms of Council’s Significance and Engagement Policy and consultation is not required at this stage.

6.0 RECOMMENDATIONS AND REASONS

A) That the report of the Manager, Emergency Readiness & Response and Libraries titled “Donation to Libraries” dated 19/07/2018 be received;

B) That officers investigate options to provide services that support the target user group to access facilities and resources.

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 providing:

i) Community infrastructure for recreational, arts and cultural opportunity;

ii) Services to meet recreational, arts and cultural needs;

iii) Services and facilities for an ageing population.

Attachments:

There are no attachments for this report.

File Ref: 18/584

REPORT TO: Community Development Committee

MEETING DATE: Thursday 19 July 2018

FROM: Manager, Emergency Readiness & Response and Libraries

Paula Murdoch

SUBJECT: Ethnicity data & library use

1.0 SUMMARY

1.1 The purpose of this report is to update the Committee about progress towards gathering ethnicity data relating to library use.

1.2 This issue arises from a request by the Māori Joint Committee to provide ethnicity data relating to library use.

1.3 The objective of this decision relevant to the purpose of Local Government is to deliver

· community infrastructure for recreational, arts and cultural opportunity

· services to meet recreational, arts and cultural needs.

1.4 This report concludes by recommending that the report of the Manager: Emergency Readiness & Response and Libraries be accepted.

2.0 BACKGROUND

2.1 At its May meeting the HDC Māori Joint Committee was informed about options for collecting ethnicity data relating to library use.

2.2 The Committee had previously requested this data in the context of post Treaty Settlements, to understand the use of public library services by Māori.

2.3 Ethnicity data in relation to library use is not collected by the computer system Council uses and are not generally collected by other libraries as they provide a limited snapshot of some types of library use. As such there are a number of caveats on drawing conclusions about what the data actually mean.

3.0 CURRENT SITUATION

3.1 The Libraries will collect ethnicity data as part of the next survey in 2018/19 of community (both users and nonusers) in preparation for a review of the Strategic Plan.

3.2 The Libraries will also collect ethnicity data as patrons for programmes that require a registration.

3.3 A service request has been lodged with the Kōtui Consortium that manages the library management system. The feature that enables this data to be collected will be turned on for Hastings District Libraries as part of a scheduled upgrade in the next couple of months.

3.4 This means that patrons can choose to indicate their ethnicity as part of the online registration process (ie. signing up for a library card) if they wish.

3.5 Patron ethnicity data will only be captured after the date the feature is turned on and so will not reflect the entire database, but will slowly increase over time.

4.0 OPTIONS

4.1 No options are presented as the report is for the Committee’s information.

5.0 SIGNIFICANCE AND ENGAGEMENT

5.1 There are no recommendations presented in the report that are significant in terms of Council’s Significance and Engagement Policy and consultation is not required.

6.0 RECOMMENDATIONS AND REASONS

A) That the report of the Manager, Emergency Readiness & Response and Libraries titled “Ethnicity data & library use” dated 19/07/2018 be received.

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 high quality library services in a way that is most cost-effective for households and business by:

i) Community infrastructure for recreational, arts and cultural opportunity;

ii) Services to meet recreational, arts and cultural needs.

Attachments:

HDC - Māori Joint Committee Report Libraries update 23 May 2018

18/148

File Ref: 18/476

REPORT TO: Community Development Committee

MEETING DATE: Thursday 19 July 2018

FROM: Community Grants & Projects Advisor

Vicki Berkahn

SUBJECT: Community Grants - Process, Allocations and Outcomes for the 2017 and 2018 Funding Rounds

1.0 SUMMARY

1.1 The purpose of this report is to inform the Committee about the community grants processes, allocations, and outcomes for the 2017 and 2018 funding rounds. The report also contains some suggestions for improvements to the contestable grants processes.

1.2 This request arises from earlier direction from Council to provide information to Council about the operation and outcomes of the Community Grants portfolio.

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 allow for sustainable funding of good quality community services and projects that help meet the Current and Future Needs of the community, specifically:

· Fostering recreational participation

· Assisting youth in education, skill development and jobs

· Supporting and attracting business

· Building a resilient and job rich local economy

· Appealing visitor destination

· Assistance for people in need

· Fostering the arts and cultural experience

· District heritage is conserved for future generations

· A community which wastes less

1.5 This report concludes by recommending that the report of the Community Grants & Projects Advisor titled “Community Grants - Process, Allocations and Outcomes for the 2017 and 2018 Funding Rounds” dated 19/07/2018 be received, and that future plans be considered for feedback, e.g.:

· Moving groups with established relationships and performance to 3 year contracts, and

· Assigning proportions of the annual contestable grants budget to transactional grants, and transformational contracts which address identified priorities; and

· Providing forums for similar organisations to demonstrate their success; and

· Providing an annual forum to inform grant applicants of process and options for fundraising; and

· That if future plans are to be explored then this takes place via a Community Grants Subcommittee workshop prior to the 2019 Contestable Funding Round.

2.0 BACKGROUND

2.4 The Community Grants portfolio includes the following budgets for allocation by committees:

Budget	Value	Funding rounds	Outcomes	Committee
Contestable Grants	$245,500 p.a.	1 Feb to 31 March each year	Community Outcomes in LTP	Community Grants subcommittee
Rural Halls Maintenance	$20,000p.a. $30,000 (earthquake strengthening)	1 April to 31 May	Maintenance projects, earthquake strengthening	Rural Halls Subcommittee
Creative New Zealand	Circa $60,000 p.a.	1 Feb to 28 Feb 1 August to 31 August	Community Arts projects	Creative Communities Assessment Committee

2.5 Community organisations are also assisted by Council via Annual Plan/Long Term Plan grants and Discretionary Service contracts via operational budgets held mainly within the Social & Youth Development Team, and the Events Team.

2.6 Longer term support for organisations typically commences with a single year agreement as a result of an annual plan or contestable grant submission, then following several years of good performance the grant value and organisation transfers to a discretionary funding agreement managed internally without the grant recipient needing to come back for subsequent funding each year.

3.0 CURRENT SITUATION

3.4 Table One and Table Two attached outline the successful Contestable Grant recipients for 2017 and 2018, with the community outcomes which the funding contributes to.

3.5 Grants over $10,000 require a contract for service and grants less than $10,000 are monitored via completion of a project report (see Attachment Three).

3.6 Groups who are successful generally have presented in person to the Community Grants Subcommittee in support of a clearly articulated application form.

3.7 The applications are assessed by the Community Grants & Projects Advisor against the following criteria:

i. Clearly defined project or service?

ii. Are outcomes measureable?

iii. Is the process well explained?

iv. Is the budget realistic and complete?

v. What was their previous grants performance?

3.8 This scoring matrix is then provided to the Community Grants Subcommittee as part of the report which includes the full applications.

3.9 Applicants are invited to present in person to the Community Grants Subcommittee and to answer questions about their application. The annual contestable grants budget of $245,500 is then allocated at a subsequent meeting.

3.10 The annual Rural Halls Maintenance funding round is open to the 21 rural community halls who are personally invited to apply for funding towards maintenance projects.

3.11 The Rural Halls Maintenance fund process and scope of funding priorities was reviewed in 2017, and it now includes funding for earthquake prone assessments and repair work. Attachment Four contains the revised Rural Halls Maintenance Fund Policy. The Community Grants & Projects Advisor works with the Building Assets Team to report on the merit of each application for funding.

3.12 The Creative New Zealand funding is provided to Hastings District Council and all councils in New Zealand. This fund is allocated on a pro-rata population basis twice yearly. The process and reporting is externally prescribed and monitored by Creative New Zealand.

3.13 A Creative Communities Assessment Committee, made up of one councillor and several representatives across the arts and culture sector, allocate the budget twice yearly following review of the applications and assessment of each applicant against criteria. This process is similar to the contestable grants assessment process.

3.14 Both the Rural Halls Maintenance fund and the Creative Communities fund are running successfully with a well-defined process, therefore improvements to these community grants are not the focus of this report.

3.15 The annual contestable grants process however, could benefit from improvements in the areas of community engagement pre-application, effective relationship management and support through the delivery period, and sharing of outcomes achieved across the community groups.

3.16 One example is an opportunity to hold annual forums in conjunction with the funding round to share outcomes achieved in the previous year; identify like-minded collaborative opportunities; and develop organisations who may need guidance with completing a clearly articulated application form.

3.17 There are also alternative ways of allocating a community grants budget. For example, by assigning a proportion of the budget to different types of funds e.g. ‘transactional’ grants of less than $5,000 and ‘transformational’ grants which align with one of the priorities of the district, e.g. social isolation of the elderly.

3.18 The ‘Hutt City Council Community Funding Strategy 2018-2023’ is attached as a very recent example of innovation being applied to a community funding approach (see Attachment Five). In summary, this strategy has 3 categories of funding which are allocated to projects which address its identified priorities (children, youth and elderly). The funding categories vary in length and size, including the opportunity for allocating the entire fund to a single applicant who can demonstrate a ‘transformational’ project idea to support.

3.19 The quantum of the budgets in the Hutt City Council funding strategy are significantly higher than the $245,500 currently available through HDC’s annual contestable funding round, however population differences as at Census 2013 were (98,238 and 73,245 respectively).

4.0 OPTIONS

4.4 Option One is to receive the report and suggestions for future plans, and provided feedback on the preferred direction for the 2019 contestable grants funding round, including keeping the status quo.

4.5 Option two is to keep status quo.

5.0 SIGNIFICANCE AND ENGAGEMENT

The matters within this report do not trigger the thresholds within Council’s significance policy.

6.0 ASSESSMENT OF OPTIONS (INCLUDING FINANCIAL IMPLICATIONS)

6.4 Option one is the preferred option because there is opportunity to improve the outcomes achieved through delivery of the annual contestable grants budget. There is not financial implication unless there is appetite to increase the budget to allow for more transformational, multi-year funding.

6.5 Option Two is not the preferred option because feedback will not be provided to improve the outcomes from the delivery of the annual contestable funding round.

7.0 PREFERRED OPTION/S AND REASONS

7.4 Option One is the preferred option because there is opportunity to improve the outcomes achieved through delivery of the annual contestable grants budget beyond the current broad outcomes identified under ‘Current and Future Needs’ (see 1.4).

8.0 RECOMMENDATIONS AND REASONS

A) That the report of the Community Grants & Projects Advisor titled “Community Grants - Process, Allocations and Outcomes for the 2017 and 2018 Funding Rounds” dated 19/07/2018 be received.

B) That future plans be considered for feedback, e.g.:

i. Moving groups with established relationships and performance to 3 year contracts;

ii. Assigning proportions of the annual contestable grants budget to transactional grants and transformational contracts which address identified priorities; and

iii. Providing forums for similar organisations to demonstrate their success; and

iv. Providing an annual forum to inform grant applicants of process and options around fundraising; and

C) That if future plans are to be explored then this takes place via a Community Grants Subcommittee workshop prior to the 2019 Contestable Funding Round.

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 sustainable funding of good quality community services and projects that help meet the Current and Future Needs of the community.

Attachments:

1	Contestable Grants 2017- Summary of Outcomes	COP-01-02-18-963
2	Contestable Grants 2018	COP-01-02-18-964
3	Project Completion Report	COP-01-02-18-965
4	Rural Halls Maintenance Fund Policy - Revised 2017	COP-01-02-17-951
5	Example Strategy - Community Funding	COP-01-02-18-966

File Ref: 18/581

REPORT TO: Community Development Committee

MEETING DATE: Thursday 19 July 2018

FROM: Team Leader Strategy & Projects

Louise Stettner

SUBJECT: Safer Hastings - Re-accreditation

1.0 SUMMARY

1.1 The purpose of this report is to obtain a decision from the Committee regarding the re-accreditation of Safer Hastings.

1.2 This request arises from the need for all Safer Communities to re-accredit as a Safer Community every 5 years.

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

1.5 This report concludes by recommending that Council agree to Safer Hastings seeking re-accreditation as a Safer Community.

2.0 BACKGROUND

2.1 Hastings became a Safer Community in 2013. Safer Hastings is a coalition of more than 20 agencies and organisations that are working together to make Hastings a safe place to live, work and play.

2.2 Safer Hastings has 4 goals:

· Supportive and connected communities and agencies

· Safe healthy homes

· Safe roads

· Public spaces are used without fear

· People are free from drug-related harm

2.3 Council has been the backbone organisation for the Safer Hastings coalition including the employment of a Safer Hastings Coordinator. Council has received an annual contribution from ACC for the implementation of Safer Hastings for the past 5 years however this has now ceased as support from ACC was only for the first 5 years of accreditation.

2.4 Reaccreditation will be with Pan Pacific Safer Communities Network which is acknowledged by the World Health Organisation. Since 2015 the number of Safer Communities has grown too large for one single entity and so regional networks have been developed. New Zealand is part of the Pan Pacific Safer Communities Network.

2.5 In order for Safer Communities to retain their accreditation they are required to re-accredit every 5 years.

3.0 CURRENT SITUATION

3.1 Safer Hastings is now due for re-accreditation having been in operation for 5 years.

3.2 The members of the coalition have indicated that they wish to re-accredit. Despite the work involved in reaccreditation they see value in being part of this coalition focussed on the safety of the community. This report also seeks Council support to go through the re-accreditation process in order to continue Hastings status as a Safer Community.

3.3 A Community Safety Coordinator has recently been recruited for a period of 12 months. This position is responsible for the coordination of Safer Hastings and for coordinating the community safety activities within Council. This position would also lead the re-accreditation process alongside the Safer Hastings members.

3.4 The cost associated with the re-accreditation process including the fee for re-accreditation ($2,000) can be met within the existing Safer Hastings budget.

3.5 The experience of other Safer Communities that have undertaken the re-accreditation process is that it is a valuable exercise in terms of taking stock of what has been achieved and consider future directions.

3.6 As you are aware there are significant safety issues facing the Hastings community including: family harm; suicide and drugs and alcohol. Moving forward there is an opportunity for the group to agree on either a single focus or perhaps a few key priorities for there to be a collective and concerted effort. It would be the role of the Community Safety Coordinator to drive projects that address those key priority areas identified by the Safer Hastings partners.

4.0 OPTIONS

4.1 The options are for Council to support the re-accreditation process or to not re-accreditation.

5.0 SIGNIFICANCE AND ENGAGEMENT

5.1 The decision sought in this report does not trigger the Significance and Engagement Policy.

6.0 ASSESSMENT OF OPTIONS (INCLUDING FINANCIAL IMPLICATIONS)

6.1 ‘People in Hastings District enjoy a safe and secure environment’ is a key outcome sought in Council’s Supporting Social Wellbeing Strategic Framework. Safer Hastings is an established international model that ensures that organisations in the District work together to address safety issues within the community.

6.2 The Safer Hastings coalition members support the Safer Community model and for some organisations having the status of an accredited Safer Community enables their participation within this group.

6.3 It is recommended that Council support re-accreditation especially in light of the continued support of the Safer Hastings member organisations. .

7.0 RECOMMENDATIONS AND REASONS

A) That the report of the Team Leader Strategy & Projects titled “Safer Hastings - Re-accreditation” dated 19/07/2018 be received.

B) That the Committee support the Safer Hastings re-accreditation process.

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 continuing to support the accreditation of Safer Hastings; a coalition focused on the improvement of safety in the Hastings community.

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Hastings District Council

Lyndon Road East, Hastings