Agenda of Community Services Committee

COMMUNITY SERVICES COMMITTEE
Membership:	9
Meeting Cycle:	Meets on a six weekly basis, as required or at the requisition of the Chair
Quorum:	Half of the members
Reports to:	Council

PURPOSE

To assist the Council with the development of community services which contribute to the character, culture, and identity of the city and to pursue an active community development role in active partnership with local communities.

Determine and monitor:

· To approve and/or monitor where required the allocation of grants to the following areas:

· Community Development Fund.

· Community Houses/Centres Fund.

· Community Engagement Fund (Central, Eastern, Western and Northern Wards only).

· Key Community Projects.

· Progress towards achievement of the Council’s Environmental Sustainability Strategy.

· Advocacy in conjunction with Healthy Families Lower Hutt to maintain and to improve health services, and to comment on issues to do with health that impinges upon the well-being of communities.

· Progress towards strategies, policies and visions that provide for social and cultural wellbeing of the City including but not limited to, Safe City and Liquor Bans.

· Official naming of parks, reserves and sports grounds within the provisions of Council’s Naming Policy¹ (Central, Eastern, Western and Northern Wards only).

· Parks, reserves and sports ground naming for sites that have a high profile, city-wide importance due to their size and location and/or cross ward or community boundaries.

· The granting of leases and licences in terms of Council policy to voluntary organisations for Council owned properties in their local area, for example, halls, including the granting of leases and licences to community houses and centres (Central, Eastern, Western and Northern Wards only).

· Removal and/or planting of street trees within the provisions of Council’s Operational Guide for Urban Forest Plan)² (Central, Eastern, Western and Northern Wards only).

· The granting of rights-of-way and other easements over local purpose reserves and granting of leases or licences on local purpose reserves (Central, Eastern, Western and Northern Wards only.

· The granting of leases and licences for new activities in terms of Council policy to community and commercial organisations over recreation reserves subject to the provisions of the Reserves Act 1977 and land managed as reserve subject to the provisions of the Local Government 2002, in their local area. (Central, Eastern, Western and Northern Wards only).

· Matters arising from the activities of Community Houses.

· Maintain an overview of work programmes carried out by the Council’s Libraries, Museums, Aquatics and Recreation, Parks and Reserves, Community Safety and Connections and Emergency Management activities.

Consider and make recommendations to Council:

Matters arising from Council for consideration by the Committee to report back.

General:

• Any other matters delegated to the Committee by Council in accordance with approved policies and bylaws.

• Approval and forwarding of submissions on matters related to the Committee’s area of responsibility.

1. This excludes sites that are considered high profile, significant on a city-wide basis due to their size and location, or where the site crosses ward or community boundaries.

2. The Operational Guide for Urban Forest Plan is available from Council’s Parks and Gardens Division.

7 03 August 2017

Community Services Committee

28 July 2017

File: (17/1171)

Report no: CSC2017/3/194

Council Adoption of Regional Waste Mangement and Minimisation Plan

Purpose of Report

1. The purpose of this report is to outline the results of regional consultation on Councils of the Wellington Region Draft Waste Management and Minimisation Plan 2017 to 2023 (WMMP), and confirms changes agreed by the WMMP Governance Group.

Recommendations

It is recommended that the Council:

(i) notes that 836 regional submissions were received on the draft Waste Management Minimisation Plan;

(ii) notes that the submissions signal a strong level of support (between 85%-100%) for the proposed primary regional target, which is to reduce the waste sent to municipal class A landfills from 600kg per person per annum to 400kg per person per annum by 2026;

(iii) notes that feedback from submitters illustrates that there is a high level of support for the proposed regional actions, as well as for the suite of local level TA action plans;

(iv) notes that in response to submissions received, seven out of the eight territorial authorities have amended their local Waste Management Minimisation Plan Action Plans; and

(v) adopts the Waste Management Minimisation Plan, attached as Appendix 1 to the report, including the following amendments with proposed new text underlined:

(a) Add reference to “The Litter Act (1979)” in the bullet point list on page 10 of the draft WMMP;

(b) Under section 1.1.1 ‘Why work together?’ add a new sixth bullet point ((aa) below), and a new paragraph immediately following the bullet point ((bb) below):

aa) “Supporting tangata whenue in the exercise of kaitiakitanga, which broadly refers to the exercise of guardianship by the tangata whenua of an area in accordance with tikanga Māori in relation to natural and physical resources. Kaitiakitanga also includes the ethic of stewardship, and includes the responsibility of ensuring that a resource is secured and in a fit state to pass onto future generations.

(bb) The tangata whenua view of reality is that the world is interrelated and interconnected. Therefore tangata whenua are bound, through the whakapapa (lineage and genealogical descent) to the natural environment. Issues of waste management are therefore a concern to iwi, as well as to the wider community.”

Investigate and if feasible develop, implement and oversee monitoring and enforcement of a regional waste bylaw (including but not limited to regulating hazardous waste, polystyrene, e-waste, medical waste and other priority wstes), or suite of regionally consistent bylaws.

Note – A footnote shall also be added to clarify the interpretation of the action, as follows:

For clarity, a range of waste management and minimisation issues will be considered as part of the bylaw review process. However in accordance with statutory requirements, the development of a bylaw will only be deemed necessary if a bylaw is determined to be the most appropriate way to addressing the perceived problem.

(d) Under R.L.M.1 Shared Governance and Service Delivery, add the following words:

Promote, investigate and where appropriate and cost effective, support the establishment of shared governance and service delivery arrangements and pricing mechanisms where such arrangements have the potential to enhance the efficiency of waste management and minimisation initiatives within the region.

(e) Amend the description of R.IN.1 Resource recovery network to:

Investigate and if feasible, develop a region-wide resource recovery network – including but not limited to, facilities for construction and demolition waste, glass, food and/or biosolids, and other organic waste.

(f) Add the following new regional action under Leadership and Management: (R.L.M.5) “In conjunction with the wider work on the resilience of the Wellington region, undertake analysis on the resilience of our waste systems in the Wellington region, and through regional engagement provide advice on how to deal with waste in an emergency such as natural disasters”. (Action title proposed as “Resilient waste management systems” under Leadership and Management).

Background

2. The eight local councils of the Wellington Region have been working together to develop a WMMP (2017-2023) to replace the existing WMMP (2011-2017). The Waste Minimisation Act 2008 (WMA) requires that councils develop and adopt a WMMP to guide waste related activities and services. The process for development of a WMMP is also set out in the WMA including preparation of a waste assessment.

3. The WMMP sets an aspirational waste reduction target for the region – to reduce the total quality of waste sent to landfill by one third (from 600kg per person per annum, to 400kg per person per annum) by 2026. A number of other regional targets also provide aspirational benchmarks for the councils of the region to work towards over a 10-year period.

4. At its meeting on 21 February 2017, Council adopted the draft WMMP for special consultation and on 8 June 2017 changes to the WMMP and HCC Local Action Plan were agreed by the Community Plan Committee, before being taken back to the WMMP Governance Group for approval and any further changes.

5. The eight local councils party to the WMMP have now completed their local hearings processes, and have subsequently identified a range of amendments to be made to their Local Action Plans contained within the WMMP. There are also some minor changes recommended to the WMMP, and an additional Regional Action is proposed.

Discussion

6. A statistical summary of the regional consultation feedback is provided in the table below. The results show that there is consistently strong public support for waste minimization across the region. Please note that not all submitters responded to all the questions. As such, the percentage calculations are based on the total number of submitters who answered the relevant consultation question.

Regional Overview of WMMP – Percentage of Submissions in Support

Question: ‘Do you agree with the following’?	Hutt City Council Support %	Upper Hutt City Council Support %	Kapiti Coast District Council Support %	Wellington City Council Support %	Wairarapa Councils Support %	Porirua City Council Support %
Proposed Primary Regional Target	92%	85%	86%	97%	100%	86%
Regional Action: R.R.1: Develop & Implement a Regional Bylaw	87.5%	86%	71%	92.7%	88.9%	78%
Regional Action: R.D.1: Implement Waste Data Framework	84.1%	88%	62%	98.8%	100%	78%
Regional Action: R.E.1: Regional Engagement	86%	93%	62%	100%	100%	84%
Regional Action: R.C.1: Optimise Collections Systems	92.6%	93%	67%	97.9%	100%	84%
Regional Action: R.IN.1: Resource Recovery Network	91.5%	95%	80%	98%	100%	77%
Regional Action: R.IN.2: Beneficial use of biosolids	90%	92%	79%	96%	88.9%	81%
Regional Action: R.LM.1: Shared Governance & Service Delivery	88.4%	94%	71%	97.9%	100%	83%
Regional Action: R.LM.2: Proposed Regional Action: Resourcing for Regional Actions	81%	89%	57%	96.8%	100%	70%
Regional Action: R.LM.3: Proposed Regional Action: Collaborate	86.9%	94%	60%	99%	100%	79%
Regional Action: R.LM.4: Proposed Regional Action: Lobby	85.6%	89%	64%	93.6%	88.9%	78%
Local Action Plan	92.32%	71%	72%	95.7%	87.5%	79.6%

7. The WMMP Governance Group proposed the following changes in response to submissions received, and have asked the councils of regional to approve these changes for inclusion in the final WMMP (proposed new text is underlined):

a. Add reference to “The Litter Act (1979)” in the bullet point list on page 10 of the draft WMMP;

b. Under section 1.1.1 ‘Why work together?’ add a new sixth bullet point ((aa) below), and a new paragraph immediately following the bullet point ((bb) below):

c. Under R.R.1. Develop and Implement a Regional Bylaw, add the following words:

Note – A footnote shall also be added to clarify the interpretation of the action, as follows:

d. Under R.L.M.1 Shared Governance and Service Delivery, add the following words:

e. Amend the description of R.IN.1 Resource recovery network to:

f. Add the following new regional action under Leadership and Management: (R.L.M.5) “In conjunction with the wider work on the resilience of the Wellington region, undertake analysis on the resilience of our waste systems in the Wellington region, and through regional engagement provide advice on how to deal with waste in an emergency such as natural disasters”. (Action title proposed as “Resilient waste management systems” under Leadership and Management).

Options

8. The options available to the Committee are to either:

a. Recommend adoption of the WMMP by Council; or

b. Do not recommend adoption of the WMMP by Council.

Next Steps

9. If confirmed by this Committee the WMMP will go to Council for adoption at its meeting on 15 August 2017.

Legal Considerations

10. The requirements of the Local Government Act have been followed in respect of the 2017-2018 Annual Plan process.

Financial Considerations

11. All work required as part of the WMMP process will be undertaken within current budgets.

Other Considerations

12. In making this recommendation, officers have given careful consideration to the purpose of local government in section 10 of the Local Government Act 2002. Officers believe that this recommendation falls within the purpose of the local government in that it seeks to efficiently manage and minimise waste.

Appendices

No.	Title	Page
1 ⇩	Wellington Region Waste Management and Minimisation Plan 2017 to 2023	13

Author: Jeremy Partridge

Environmental Sustainability Manager

Reviewed By: Gary Craig

Divisional Manager City Development

Approved By: Kim Kelly

General Manager, Strategic Services

Attachment 1

Wellington Region Waste Management and Minimisation Plan 2017 to 2023

122 03 August 2017

Community Services Committee

14 July 2017

File: (17/1098)

Report no: CDC2017/3/184

Jackson Street Streetscape Design

Purpose of Report

1. This report is to provide Council with an update on progress for ‘The Jackson Street Streetscape Design’.

Recommendations

That the Committee:

(i) notes details of the proposed process for ‘The Jackson Street Streetscape Design’;

(ii) notes given the modest $50,000 budget, that this piece of work will be to clarify a good high level approach to develop Jackson Street into the coming decades;

(iii) notes that work will be sufficient to give timely direction to the selection of new street furniture and the installation of street art; and

(iv) notes that project deliverables will not include detailed design, working drawings, accurate costings, or contract documentation.

Background

2. The Petone 2040 Spatial Plan (Petone 2040) is Council’s approved long term strategy for Petone and Moera.

3. Petone 2040 is the framework against which projects and initiatives can be compared to and integrated within to best ensure that future growth in Petone and Moera occurs in accordance with the highest and widest aspirations of Council, stakeholders, and the community.

4. The City Development Committee at their meeting on 2 May 2017 resolved that;

“(iv) agrees that further progress for the Petone Clock Walk is considered through a Jackson Street streetscape design under the Petone 2040 Spatial Plan and asks that the P2040 makes this project a priority and notes Council’s support of the project;…”

Discussion

5. The Petone 2040 Community Group has appointed McIndoe Urban Ltd (author of the Petone 2040 Spatial Plan) to extend their overall advisory and Community facilitation role to ‘The Jackson Street Streetscape Design’.

6. The Petone 2040 Community Group has appointed Wraight Associates Ltd as designer for ‘The Jackson Street Streetscape Design’.

7. McIndoe Urban Ltd and Wraight Associates Ltd propose to achieve:

(i) High level concept design for Jackson Street (entire 2.5km length);

(ii) Design options for the 1.4km length of Jackson Street from Cuba Street to Petone Railway Station;

(iii) Work sufficient to provide direction for the selection of new street furniture and the installation of street art between Cuba Street and the Petone Railway Station;

(iv) Work will not include detailed design, working/contract documents and construction costs; and

(v) Completion late October 2017.

8. Advice on heritage will be sought from Heritage Architect Mr Ian Bowman.

9. Deliverables will include:

(i) Research and analysis; including the review of all relevant documents/policies/district plan/public transport/infrastructure/character etc. GIS, site measure and accurate base plans of existing street including services;

(ii) Confirm brief; including consultation (refer paragraph 12 below);

(iii) Develop concepts including art strategy, materials/furniture, plans, sketches, sections, and precedents;

(iv) Testing options with reference group; and

(v) Updated finalised options and staging plan.

Options

10. Within the timeframes and budget available the above proposal is the most viable and practical to give prompt direction for street furniture selection and space available for art installations.

11. Directly appointing McIndoe Urban Ltd and Wraight Associates Ltd complies with Council’s procurement policy which requires selective or competitive tendering where individual contract sums exceed $50,000+GST.

Consultation

12. Consultation is proposed with the following stakeholders:

(i) Petone 2040 Community Group

(ii) Petone Community Board

(iii) Jackson Street Programme

(iv) E Tu Awakairangi Hutt Public Arts Trust

(v) Petone Clock Walk Project Group

(vi) Heritage NZ

(vii) Iwi

(viii) Wellington Water

(ix) Utility & Service Providers

(x) Wellington Regional Council

(xi) Hutt City Council (officers)

13. At its meeting on 4 July 2017, the Arts and Culture Subcommittee considered the officer’s report and endorsed the recommendations contained within.

Legal Considerations

14. There are no legal considerations.

Financial Considerations

15. Council has allocated $50,000+GST in the 2017-2018 Annual Plan and the project is expected to fit within this.

Other Considerations

16. In making this recommendation, officers have given careful consideration to the purpose of local government in section 10 of the Local Government Act 2002. Officers believe that this recommendation falls within the purpose of the local government in that it:

(i) Fits directly within the priorities and principles of the Petone 2040 Spatial Plan (approved by Council); and,

(ii) It is cost effective by progressing core work on the long term needs and design of Jackson Street whilst confirming the selection of new street furniture and providing guidance to the placement of art.

Appendices

There are no appendices for this report.

Author: Paki Maaka

Urban Design Manager

Approved By: Kim Kelly

General Manager, Strategic Services

125 03 August 2017

Community Services Committee

23 June 2017

File: (17/974)

Report no: CSC2017/3/191

General Manager's Report

Purpose of Report

1. The purpose of this report is to provide the Committee with a general update from the Community Services Group.

Recommendations

It is recommended that the Committee notes the updates contained in the report.

Background

2. The Chair of the Community Services Committee and General Manager Community Services agreed that a report from Community Services should be provided at each meeting.

Discussion

3. An update is provided below. Officers request Committee members provide feedback on the sort of information they would most like included in these updates.

Overall Comments from General Manager

4. The Community Services Group is making strong progress towards its three high level objectives:

Ø Providing the very best core community services

Ø Developing world-class community facilities

Ø Improving the lives and futures for those living in our highest deprivation communities – especially the young.

5. At the last Community Services Committee meeting members requested information on how we are measuring the success or not of our efforts. We acknowledge this is an area we can improve on. In the coming months we intend to devote some time to coming up with a more meaningful measurement framework.

6. In the meantime please find attached for your information as Appendix 1 our group’s priorities for 2016/17 and measures of success. These are in addition to annual plan KPIs. Note: this is largely operational, but nonetheless will provide the committee with a snapshot of current measures.

7. Attached as Appendix 2 is a report requested by the City Development Committee that highlights three awards, the first two of which Council was the winner, and the third where Council is a finalist with results yet to be announced.

8. While the recognition is great, our motivation regarding these awards is predominantly to leverage opportunities to grow awareness and our increasing family of partners.

9. These awards are a real credit to many very talented, passionate and incredibly dedicated staff at Council. Our talent (staff) has been prepared to push boundaries, innovate and give things a go (mahia atu).

10. Really pleasing to me is an underlying attitude from our talent that what success we have had is not yet enough – there is much more to be done.

11. The awards also reflect extremely well on the elected Council’s leadership – current and previous, as well as our many partner organisations and private individuals that support us, including with funding.

Museums

Events

12. Four new exhibitions have opened at The Dowse:

· He Taonga Te Reo is a collection-based exhibition focused on artworks by Māori artists and the Māori language, timed to mark the 30th anniversary of the recognition of te reo Māori as an official language in Aotearoa, and to overlap with Māori Language Week.

· The Mind in the Hand is an exhibition of drawings from The Dowse’s collection.

· Maureen Lander: Flat-Pack Whakapapa is an exhibition of new woven installation works by this respected Nga Puhi artist. It looks at descent and heritage through both a Western scientific and mātauranga Māori perspective.

· Te Iwi o Te Wāhi Kore is an exhibition of a series of 55 photographs by Fiona Clark made in the late 1970s/early 1980s, which record seafood gathering practices and community life in Waitara, north Taranaki. The original prints were presented at the landmark WAI-6 Motonui-Waitara hearing in 1983. Since entering the collection the photographs have degraded: we have worked with Fiona to make a new set of prints for the collection and this is their first public presentation.

13. Combined with a strong representation of Māori and Pasifika artists in the exhibitions Dark Objects and This Time of Useful Consciousness, 2017 is one of the strongest years at The Dowse in some time in terms of representing the diverse cultures of Aotearoa New Zealand.

14. Events have been held to accompany Fiona and Maureen’s exhibitions, and also This Time of Useful Consciousness (a series of talks about different aspects of climate change and community action). A very successful Matariki programme was held, including storytelling & waiata in te reo for local school groups.

15. The Hutt Winter Festival launched on 14 July at Te Māori in Waiwhetu, and continues in locations throughout the Hutt Valley until 23 July.

Museum Updates

16. Community Arts Advisor Pippa Sanderson has presented a three-year workplan to the Arts & Culture Subcommittee.

17. Construction work has been delayed at Bellbird café at The Dowse. Fortunately the Bellbird pop-up has been able to provide continuous good service for our visitors.

18. An application to the Wellington Regional Amenities Fund is currently being prepared to support conservation work, research and new digital interpretation for the historic pataka Nuku Tewhatewha.

19. Stokes Valley artist Guy Ngan died in July; The Dowse has a work from its collection on display in his memory.

20. Director Courtney Johnston has been selected by the British Council as the New Zealand representative on their London Design Week programme in September 2017.

21. Courtney is also leading a six-week project to implement recommendations on conservation work for public art.

Leisure Active

22. This financial year has been a challenging but exciting year for the team with some major successes in the programming and community engagement space balanced by a challenging summer due to poor weather. Attendances and revenue at swimming pools in particular have been heavily affected.

Swimming Pools

23. A real focus for our team over the last quarter has been the final construction push and fit-out of the Huia Pool development. This is on track to be finished by the end of July and the facility is looking great.

24. Bookings and memberships for Learn to Swim and the Fitness Suite opened in late June and as of July 12 over 300 additional clients had signed up for swimming lessons and 90 fitness memberships had been sold.

25. Coinciding with the opening of the expanded Huia Pool our swimming pool services have undergone a rebranding exercise. This will be rolled out across our pools division over the next three months with the first evidence of this being the large blue sign on the outside of Huia Pool. Swimming pool facilities will now be branded as “… pool + fitness” with sub-brands for other associated services.

Healthy Families

26. Community mobilisation continues for our Healthy Families team in our key focus areas of smoke free public places, workplace wellness and pro-water campaign. Community consultation in Stokes Valley and Wainuiomata continues regarding smoke free shopping centres.

27. A social platform for community action will be launched in July called “Turning the Tide”. This initiative is a way for the community to promote and link activities aimed at improving the health promoting environment in Lower Hutt.

28. Another area of interest the team has been working on recently is the Fruit in Schools and Fruit in Parks initiative aimed at supporting groups to plant and adopt fruit trees in community settings.

Recreation and Sport

29. Action Replay - This initiative aims to redistribute used sports equipment into our high deprivation communities. This year’s drive yielded 1430 items which have been distributed to Naenae College, and Dyer St School communities.

30. Yoga in Schools - Our popular community Yoga programme has been piloted in local schools in response to issues raised by teachers around student mental well being and disruptive behaviour. The programme has been well received and is showing positive results within the classroom environment.

31. Community Capability Building - The team has worked across a number of settings this quarter engaging with and enabling opportunities for community groups to network and grow capacity with workshops held with:

Ø Refugee and migrant support organisations

Ø Aged Care facilities and service providers

Ø Disability groups

Ø Whanau Ora collective

32. Reynolds Street Reserve - Exercise equipment has been installed within Reynolds Street Reserve with the help of the Parks and Gardens team. Education sessions have been held with Walter Nash staff aimed at them leading activity in this space. Fruit trees are also being added to this space through the help of Healthy Families and the environmental sustainability team.

Libraries

33. Physical visitor figures have increased by 13% compared to 2015-2016 year reaching over 1.3 million.

34. Programme attendance continues to rise with a 15% increase from the 2015-2016 year to just over 58,000.

35. Some recent programming highlights include

· Basic computer literacy classes, Stepping UP, saw over 1,000 registrations for the year made up of 175 classes across 6 locations

· STEMM related programming has been strengthened with library staff being trained to run stop motion animation, basic robotics and 3D workshops. The Code Club at War Memorial Library is fully subscribed and so we are investigating ways to increase the offer

· Hutt City Libraries partnered with GNS Science to offer a series of 6 talks. Approximately 320 people attended these talks with 110 of them attending the Hutt Valley in a big earthquake session with a further 200 watching the facebook livestream

36. We continue to develop the case for revamping War Memorial Library in the next financial year. We are hoping to increase public space.

37. The two Clubhouse programmes (Naenae and Taita) have a total of 409 active members

Community Hubs

38. The Stokes Valley Hub capital project continues to remain on track with an estimated public opening of end of October. The laying of the Mauri stone in June marked an important milestone and special milestone. Several arts projects are underway. The build handover will take place in August and during September and October fit out will be completed. Recruitment for minimum new roles required to run the facility is in progress and the existing team look forward to transitioning into the new building.

39. Walter Nash Centre has just completed hosting a successful Polyfest week event, and held another successful Hutt Valley Sports Awards. Year to date visitors to 30 May 2017 is over 710,000 which is pleasing.

40. Under new leadership it is pleasing to see significant improvements are being made to critical aspects of the Walter Nash Centre’s operations.

41. With Naenae hub on the horizon initial planning on best site location, procurement methodology and if there is possible synergy with the Naenae Pool project are required over the coming six months.

Community Partnerships & Relationships

Community Funding Strategy

42. In May, Council approved the new Community Funding Strategy and noted that changes to the Community Funding Policy be made. The latter now becomes obsolete, and will be replaced with the new approved Community Funding Strategy.

43. Officers continue to work on the criteria and eligibility which will sit below the new high level framework and expect communication to the wider community to commence early in 2018. As a result of the first stage of this strategy being implemented from 1 July 2018, the community development fund will open and decisions made before 20 December 2017. This will allow a smooth transition to the new funding model, as significantly changes and testing will be done to our existing grant management system.

Hutt Multi Cultural Council

44. Hutt Multicultural Council received $10,500 from Hutt City Council during 2016/17, from a range of internal funding avenues this was towards race Unity Day, Multi Fest and operational costs. Council has made a commitment of $10,000 towards this group in 2017/18, however, from 1 July 2018 no funding is currently allocated.

City Safety Funding

45. We received a request from Councillor Sutton, regarding how much it would cost to double the presence of Safe City Ambassadors (SCAs) across the community. Current annual spending on SCAs is $200,000:

$ 195,000 Contract with Recon Security for provision of:

· 3 x Marshal Level Security Officers (highly capable guards paid at living wage- this is required to obtain a calibre of staff that can pass rigorous police vetting and to reduce staff turnover)

· 1 x Supervisor

· 1 x Vehicle.

· Thursday – Saturday 2pm – 1am (33 hours) each week.

$ 5,000 Uniform and PPE

Doubling the size of the Safe City Ambassador contract would see the correlating cost increase ($400,000 pa).

46. Operationally, it would be ideal to have an in-house team (as Wellington City Council does). This would allow for greater deployment flexibility especially in civil defence events. However, bringing them in-house would also potentially bring additional costs and responsibility to Council officers and budgets (training, COA and qualifications, remuneration, leave, etc.).

47. It should also be noted that the recent H&S review indicated that we need to operate SCAs with a significantly higher level of training. This will also bring additional costs, even when maintaining the current number of staff.

Community Services Significant Projects (information repeated in CDC papers)

Fraser Park Sportsville Stage 2 – Multipurpose Sports Building

48. Following Council approval, the CFT awarded a construction contract to Armstrong Downes Ltd and actual construction is now underway at the Fraser Park site. It is expected that the build programme will take approximately 13 months, meaning that the building will be ready for fit out by Fraser Park Sportsville in September /October of 2018 (subject to fundraising success).

49. During the above build HCC, CFT and FPS will join forces with an aggressive fundraising programme designed to raise a further $2m required to complete the funding for the project.

Walter Mildenhall Park Redevelopment

50. The main clubrooms, the three external greens, the tennis and petanque courts, landscaping, fencing and lighting are now complete and the club is operating in the new club rooms. The built space is attractive, sunny and generously proportioned and represents a huge step up on the amenities of both the legacy club facilities.

51. Work on the adjacent indoor green is nearing completion. The fabric roof is now in place and the sub- base for the indoor green is also now largely completed. It is anticipated that the indoor green will be completed by the end of July. Tidy-up site works that cannot be completed until after the indoor green is completed will be completed by Hawkins by mid-August. An official opening for the entire complex is planned for August.

52. Lastly, work on the central parking courtyard is now largely completed and will be sealed in the week commencing 18 July.

Huia Pool Development

53. The building is completed. The pools have been filled and all air and water plant has been commissioned and currently is working as designed. Adjustments are ongoing as the building is now being used and customers are providing feedback. The building was handed over in mid-July. A Mayoral opening was held on Friday 21 July, a public open day on Sunday 23 July with the whole complex open from Monday 24 July.

54. The project’s construction phase has now been completed. The project managers and QS are completing final paperwork, payment and the snag list with Naylor Love, Opus and AHDT.

Wainuiomata and Petone Sportsvilles

55. Due to questions raised during the Annual Plan process regarding the sportsville proposals presented by Wainuiomata and Petone, the joint Sportsville Steering Group (GM Community Services, DMs of Leisure Active and Parks and Gardens, and a representative from both Sportsvilles) has agreed the following process:

· July/August 2017 - Business plan development which includes ownership/governance/management modelling, operational costings and revenue generation, and asset rationalisation and staging.

· Sept/October 2017 – Presentation to club committees seeking sign off on business plans.

· October/November 2017 – Club AGMs to formally endorse business plans and concept design.

· The above stages of work will cost approximately $20k.

· November 2017 – March 2018 – Preliminary design development including community and stakeholder consultation.

56. The Sportsville Steering Group is aware of concerns raised by some clubs hence the next stage of our work is essentially aimed at addressing these concerns and specifically answering questions regarding operational and financial modeling. This is to ensure all parties are fully informed of what the redevelopment will entail for their clubs and members before committing to significant design expenditure. An independent consultant has been engaged to complete the business plan.

57. In the absence of any new information, Petone Central Bowls Club and the Petone Rugby Club Executive Committee have advised Petone Sportsville of their intention to withdraw from the sportsville project.

58. While it is unfortunate that these clubs have chosen to withdraw their support for the sportsville proposal prior to all relevant information being available, the Sportsville Steering Group remains committed to completing the business plan development phase as the vast majority of clubs are still very engaged and committed. When this information is available it will be presented to all clubs, including those who have chosen to withdraw support.

59. The Steering Group is also aware of some community concerns around design elements and therefore if there is support from clubs to proceed to the next stage of design this will include community and stakeholder consultation phase.

Other Considerations

60. In making this recommendation, officers have given careful consideration to the purpose of local government in section 10 of the Local Government Act 2002. Officers believe that this recommendation falls within the purpose of local government Act.

Appendices

No.	Title	Page
1 ⇩	Community Services Group 2016-17 Priorities	134
2 ⇩	Recognition of Council's Efforts in the North East - City Development Committee - 1 August 2017	140

Author: Matt Reid

General Manager Community Services

Approved By: Tony Stallinger

Chief Executive

Attachment 1

Community Services Group 2016-17 Priorities

Community Services Group

Green – on track
Orange – generally on track
Red – concerns

Orange – generally on track
Red – concerns Strategic Plan 2016-2018

1. 2017/18 Priorities

By 30 June 2018

Progress

1. Best core local government public services in NZ

All teams

1.1 Improvement in staff engagement as per BPTW. Specifically we will:

Ø Focus on staff development

Ø Offering talent new opportunities

Libraries: Staff Learning Framework has been completed and will begin to be rolled out July 2017. Positive salary adjustments made for some Library Assistants to ensure relativity (rates of pay were raised in Work Place Survey)

Museums: Several internships underway; staff to MA annual conference; work on Vision & Mission; preparing mentoring programme for FOH.

Hubs Division completed a collaborative vision, values and planning exercise. Staff receiving internal training + mentoring across hubs in various capacities.

LA: Various high performing staff provided secondment and/or additional responsibility opportunities. New structure implemented.

1.2 H and S - all hazards identified and resolved, all incidents reported, nil serious harm incidents. Staff wellness is proactively promoted and council initiatives are well supported.

No major H&S incidents. Assura system teething issues at user end.

H&S improvements completed at Little Theatre. FOH staff attending Stop Violence training.

WNC: Health and Safety improvements plan on track. Finalisation of process for large events done. Staff training on this is next step.

LA: New policies adopted for chemical handling, spill procedures and Sunsmart.

1.3 CSG achieves better than budget (net cost)

Overall net budget result not achieved – most significantly due to change in accounting treatment for LA revenues, poor summer re outdoor pools, unbudgeted essential maintenance on WML, library user charges not achieved

Of note: during year significant measures/actions taken to relieve budget pressures – in particular restrurcture of Group taking out $500k per annum mostly re salaries.

By 30 June 2017	Progress
Museums 1.4 Outstanding annual exhibition programme at The Dowse achieving increased visitors and customer satisfaction.	Surpassed visitor target for 2016/17 – 210,000. Customer satisfaction cannot be reported until August.
1.5 Approach to public programmes at The Dowse refreshed	Solid programme for climate change exhibition due to having an intern to focus on this. Activity at PSM dramatically increased.
1.6 New PSM visitor experience achieving increased visitors and customer satisfaction	15,000 visits: 25% increase.
1.7 Ongoing growth and development of community arts initiatives right across the city – increased profile and activity.	Common Ground festival delivered. ACAG disestablished. Arts and Culture Subcommittee formed. Implementation plan presented. Hutt Winter Festival about to launch.
1.8 Dowse Education programme inspiring creativity – contract numbers met with high levels of engagement and positive feedback from kids, parents and teachers.	New LEOTC contract began Jan 2017. Outreach and pop-up activities being trialled. Did not reach annual target, due to reduced LEOTC target.
1.9 Played a strategic role in the promotion of the city to residents, region, NZ and overseas tourists.	Director and Comms Manager focusing on linking in with WCC and with James Lamb. Exploring poster and billboard options in NE. Sizable increase in rest of NZ and international percentages of visits (according to face to face survey)
Libraries 1.1 Our multi-skilled libraries’ staff deliver outstanding 21^st century library services	· 40 Libraries staff completed technology training to become STEMM programme facilitators in 3D Kids workshops, 3D printers, stop-motion and robotics · Lillian Pak selected to participate in the NZ Antarctic Research Institute and Antarctic NZ Winter School in May. A first for any public library staffer and a direct result of our programming efforts.
1.2 Our libraries foster inclusion, belonging, identity, and connecting to knowledge and community taonga	· Customer Radar (customer feedback system) launched February 2017 – over the whole period, 83% promoters, 14% passive, 3% detractors giving a net provider score (NPS) of 80. · Hosted talks covering topics of local and/or community importance such as tsunami risk, emergency management and resilience, immunity, allergies, chicken keeping, air quality, Hutt Timebank, etc. in June
1.3 Libraries provide programmes that target literacies, active citizenship, and stimulate lifelong learning	· STEMM Festival – Libraries ran 61 events · Extended Stepping Up offering across 4 Terms and now delivering at Petone Library
Leisure Active 1.4 All pools offering outstanding aquatic services. Key performance ratios in top 10% of NZ as well as increased customer satisfaction and attendances.	All KPI’s unachieved for this year due to poor summer weather conditions, disruptions due to Huia redevelopment and accounting adjustments to recognise deferred revenue. Resident satisfaction survey has been changed to a different provider this year therefore comparisons are unavailable.
1.5 Recreation programmes and events seen as leaders in the region/country delivering programmes. Evidence of clear shift in focus to more meaningful programmes and initiatives where needed most.	North East Pathways, Sport Accelerator, Stokes Valley Hub engagement and Action Replay are some of the programmes making an impact. North East Pathways awarded outstanding project award at Sport NZ conference.
1.6 Fitness centres thriving and changing lives – increased attendances at Naenae and SV and Taita membership target exceeded.	Total memberships on par with last year. 6% increase in revenue due to WNC operating for 12 instead of 9 months. More community programmes being offered by FS staff at WNC which are not recorded against FS. WNC FS memberships at 206.
By 30 June 2017	Progress
Community Projects and Relationships 1.7 Team operating in truly integrated way across CSG and wider Council, with a very clear focus on meaningful projects and relationships – as evidenced by work and feedback from GM and DMs.	Ongoing
1.8 Community funding more strategic and moving towards being more targeted towards addressing inequality.	Development of criteria, eligibility and process are in progress – expect this to be finalised end August
1.9 NE Community Houses aligned and proactively integrated with CSG.	Ongoing
1.10 City Safety offering strategic oversight/leadership across Council. Includes CCTV strategic plan on track, strong partnerships with partners.	AFZ are operational (in selected hotspots), New CCTV technology allowing more efficient historic investigations (decreasing workload of volunteers), and the implementation of 360/270/180 degree cameras that will offer better options
Walter Nash Centre 1.11 The hub is the thriving heart of the community demonstrated through visitation (target 500,000), increased customer satisfaction and positive community feedback.	771,000 attendance
1.12 The Centre has a reputation as a respected and desirable regional destination for sports and major events. In excess of 5 major events held during 16/17.	NI Judo Champs, National Men’s Netball, National Futsal in September 2016, SS Netball and Oceania Fencing Champs October 2016, Devilskin concert January 2017 – with likely repeat in October. HV Sports Awards 18 May 2017. Planning international skating events for 2018.
1.13 The Centre works with, is aligned to and integrated with other CSG priorities	Working towards delivering range of rec, museum, library and community initiatives. Expectations of programming across all areas in progress.
1.14 Programmes are delivered which reflect the needs of the community and work towards improving the lives and futures of the community with special focus on youth and the young.	4800 kids from 10 schools in sports programmes, 120 kids at KoriKori kids each week. KoriKori Gold to launch this week. TLC programme. Group focusing on issues with youth in Centre being established. As above, team building capabilities to deliver and/or assist community to deliver activities.
1.15 Initiatives underway that support, add value and create a positive change throughout the wider community.	New PI Power up, Literacy, budget advice, employment support, baby bounce, Maori language, driver licensing classes, CAB, HNZ, Plunket etc.
Community Facilities 1.16 Our facilities are meeting the current and future needs of the community and wider city. Facilities provide a mechanism to stimulate positive change in the community. As measured by feedback from facility managers and community users.	Currently on track through the 54 projects. Planning work has started for the Little Theatre. Epuni Hall is about to start its major internal refurbishment.
1.17 Belmont Hall plan finalised and strategy agreed with school.	Have requested final decision from Belmont BoT if they want to pursue or not. Any work still remains subject to community consultation/support.
1.18 New Dowse entrance completed with positive feedback from users.	Project on hold until next FY.

By 30 June 2017	Progress
2 World Class Facilities
2.1 Walter Nash Centre completed, teething problems remedied and building capable of meeting operational requirements	Leaks being remedied. Long term issue. Doors still an ongoing issue. CFT to progress with contractor. Near close out. Facility plan has been developed for next 2-5 years. Requires amendments to LTP
2.2 Fraser Park Sportsville, stage 2 design completed, fundraising 50% successful, contractor appointed and ready for start depending on fundraising	Design completed and construction underway. Overall completion still remains dependant on fundraising
2.3 SV Hub – building complete and ready for fit-out. Team appointed. Excellent profile of the project within the local community	Good progress. Still remains on track at this point in time. Budgeted forecast surplus in both HCC and CFT areas of budget. Forecast opening date 30 October 2017.
2.4 Regional Bowls Centre – completed, open and tenanted	Almost complete.
2.5 Huia Learn to Swim – completed and ready for fit-out, staff training etc .	Building scheduled to open 24 July. On time and under budget.
2.6 Naenae Hub – community engagement has commenced	Council has agreed a high level budget. Informal community engagement underway.
2.7 Little Theatre internal refurbishment and improvements completed on time and with budget and meets the needs of users with positive feedback from stakeholders and users.	Two outstanding pieces of work, to be completed in time to be presented to advisory group in August. All work within budget.
2.8 Robust plans for both Petone and Wainui Sportsvilles are presented to Council in early 2017 for their consideration.	Plans signed off by sportsvilles and funding plan presented to CPC. Provisional funding included in annual plan. Next stage is business case work to get to the next go/no go stage.
2.9 Plan prepared and presented to Council that provides high level information re a Rejuvenation Stage 2 plan.	Completed – most items included in Annual Plan

3 Improved Lives for those living in high deprivation communities starting in our North East By 2018 every child (primary, intermediate age) North East wards attends at least annually 1 programme delivered by Leisure Active, Libraries and Museums
3.1 TAKA well established and effective, on-going access opportunities successful – magic card, bus, other – plan finalised and progressing for implementation of modern learning in schools and community	School Preparedness criteria re Community WIFI now clear – MOE to assist schools via existing e-learning framework. Meeting to be arranged with Taita Cluster Principals and rata Street School for them arranging to progress this. School holidays now- so will be in next couple of weeks Fusion have provided accurate infrastructure costs to build pilot network around one of the schools final costs provided Meeting between TAKA Trust, Council Officers, Datacom and Fusion to take place this week to get timeframe for infrastructure build
3.2 Walter Nash Centre – offering needed programmes/initiatives/services that address inequality and benefit the wider community.	Being achieved
3.3 Healthy Families – full team on board and meaningful initiatives and being supported and promoted	Staying connected to work – and supporting promoting where we can, and adopting internal policies. Areas of focus are; Workplace wellbeing, water only promotions, improving access to fruit and vegetables, smoke free environments and social platform for positive change.
3.4 North East Pathways – measured improvements in student engagement and achievement	AIS second year academic results for NEPP project are only on par with previous year however engagement with school has significantly increased. Project has made good in-roads into Taita College with a specialist class being added in Yr 9 producing good early results.
3.5 YOUth Inspire – contracted to place 90 young people – 45 Wainui, 45 North East	Long term strategic plan and manager work plan recently approved at Board meeting Getting right staff in positions continues to be a key focus Permanent presence in Naenae – in progress
3.6 Clubhouses offering highest quality learning experiences and opportunities – kids and whanau engaged and - increased participation/membership at Naenae and Taita	· 197 active members at Taita & 212 active members at Naenae · Recent community partnerships with Youth Council, UNICEF, and Tumeke Taita. · Taita Clubhouse staff recently achieved Level 3 NZQA qualifications in Youth Development
3.7 Leisure Active – 3 new meaningful initiatives and 1 new event aimed at providing meaningful access to where it’s needed most	· NEPP Yoga in Schools · Weetbix Tri – NE Schoools engagement · Reynold street reserve activation · Water in Schools · Fruit trees in schools and parks · Swim school scholarships · Aquatic holiday programmes

By 30 June 2017	Progress
3.8 Libraries – 2 new meaningful initiatives aimed at providing meaningful access to where it’s needed most	· Libraries now connected to TAKA Trust project · Working with Oasis (Hillary Court housing initiative) · Continuing to work with Taita College to add value to their new Knowledge Hub, by linking them to Hutt City Libraries eResources, and providing learning support. Focus is on ensuring whatever is put in place can be offered to all schools in Hutt City
3.9 Museums - successful achievement of planned NE schools participating in Dowse education programme.	Donation received from Rotary Club of Hutt Valley in May 2017, will support NE schools particularly to visit The Dowse and PSM.
3.10 Community Projects and Relationships – 10 meaningful initiatives underway where the need is greatest	Projects underway PSO House and Te Awakairaingi Access Trust - priorities

Purpose of Memorandum

1. The Chair of the City Development Committee has requested a brief report on the recent external recognition of Council’s efforts in the North East.

Background

2. Council is committed to making a positive difference across all of Hutt City and has recognised that additional efforts are required in various communities that are challenged by high deprivation.

3. Significant Council resource, effort and energy has been put into the North East – especially with regards to empowering tamariki for a brighter future.

4. ‘Empowering tamariki for a brighter future’ – we are increasingly using this short statement as the headline that summarises our many different initiatives and projects.

5. Whilst the changes and outcomes we seek are much longer term and require the ongoing strongest leadership, courage and innovation, it is pleasing to see Council’s efforts being recognised by others.

Information

6. The following information highlights three awards, the first two of which Council was the winner, and the third where Council is a finalist with results yet to be announced.

7. While the recognition is great, our motivation regarding these awards is predominantly to leverage opportunities to grow awareness and our increasing family of partners.

8. These awards are a real credit to many very talented, passionate and incredibly dedicated staff at Council. Our talent (staff) has been prepared to push boundaries, innovate and give things a go (mahia atu).

9. Really pleasing to me is an underlying attitude from our talent that what success we have had is not yet enough – there is much more to be done.

10. The awards also reflect extremely well on the elected Council’s leadership – current and previous, as well as our many partner organisations and private individuals that support us, including with funding.

Sport NZ Community Impact Award

11. At the recent national Sport NZ industry awards, Hutt City Council’s Northeast Pathways Project (NEPP) was successful in winning the Community Impact Award.

12. This award celebrates, promotes and encourages collaborative projects that will have a positive impact on the community and community sport.

13. Centered upon Avalon Intermediate and Taita College, NEPP ties together education, whanau and sports organisations across Taita, Stokes Valley and the Pomare area. This accolade comes off the back of success in using sport as a tool to grow student engagement and achievement in education which NEPP has clearly done for all of our North East kids who were involved.

14. We are delighted for our partners and friends in the education and sport sectors.

LGNZ Excellence Awards

15. At the LGNZ Excellence Awards held on 25 July, Council was the winner of the Community Engagement category, for its integrated community services being offered in and around Taita – which has loosely been called ‘Transformation Taita’.

16. Aiming to create a brighter future for our tamariki while building a stronger community, Transformation Taita offers access to facilities, resources and activities that matter, to those that need it most.

17. We are passionate about helping secure positive futures for our community and the children within it and believe we can, by creating access to a wide range of activities, services, and resources that we think matter. We have concentrated our efforts, partnerships and relationships to contribute to a range of projects which focus on world-class facilities, recreation, literacy, and the arts.

18. These integrated activities, services and resources include the Walter Nash Centre (facility, services and programmes), magic cards, transport services, support and offerings from corporate and private partners, North East Pathways Project, Taita Computer Clubhouse, Action Replay project, targeted core Council services (literacy, arts and recreation), Westpac Stadium professional sporting events and other.

19. The long-term goal of this work is to readily provide kids with easy access to these facilities, services, and resources while giving them options that will help to realise their dreams and break out of the cycle of poverty.

20. Already we have seen a substantial increase in participation and community pride, with visible signs of increasing social capital.

21. Put simply, more Taita kids and the wider community are able to access stuff that matters.

Beyond Sport Global Awards

22. Again for various efforts, projects and initiatives (predominantly around sport, recreation and leisure) with North East Kids, HCC is a finalist for the Beyond Sport Global Awards 2017 (26 July 2017) for the Sport for Sustainable Cities and Communities Award – selected from more than 300 entries worldwide. Entries showcased work from over 70 countries, with work focussing on topics such as health, gender, STEM education, equality, climate change, accessibility and inclusion, technology and employability.

23. Council is the first New Zealand finalist at these Awards. In their ninth year, the awards celebrate, support, raise awareness and provide funding for ways sport is being used to help make the global goals for sustainable development a reality.

24. Beyond Sport is the global organisation for sustainable social change through sport. They convene and build networks, celebrate and fund projects, promote and advocate key social issues and advise and develop strategy.

25. Partnered by UNICEF and TIME Magazine, Beyond Sport have built a network of over 2000 organisations reaching 140 countries using sport as a catalyst for change, facilitated and funded projects, built safe sport spaces, facilitated policy and research on sport’s impact on meaningful subjects from girls’ education to child protection to the refugee crisis, raised awareness and prompted inspiration of thousands through high profile ambassadors eg Rt Hon Tony Blair, Michael Johnson, Desmond Tutu, Dame Kelly Homes, Lord Sebastian Coe, to name a few.

26. Council is a finalist for its integrated efforts in and around the Walter Nash Centre, its partnerships, the North East Pathways Programme, magic cards and other initiatives.

Cr L Bridson	Cr J Briggs (Deputy Chair)
Cr S Edwards	Cr T Lewis
Cr M Lulich	Cr G McDonald
Cr C Milne	Cr L Sutton

Mayor W R Wallace (Ex Officio)