Agenda of Community Development Committee

PALMERSTON NORTH CITY COUNCIL

Community Development Committee MEETING

1 October 2018

Order of Business

NOTE: The Planning and Strategy Committee meeting coincides with the ordinary meeting of the Community Development Committee meeting. The format for the meeting will be as follows:

- Community Development Committee will open and adjourn immediately to resume following the Planning and Strategy Committee.

- Planning and Strategy Committee will open, conduct its business and then close.

1. Apologies

2. Notification of Additional Items

Pursuant to Sections 46A(7) and 46A(7A) of the Local Government Official Information and Meetings Act 1987, to receive the Chairperson’s explanation that specified item(s), which do not appear on the Agenda of this meeting and/or the meeting to be held with the public excluded, will be discussed.

Any additions in accordance with Section 46A(7) must be approved by resolution with an explanation as to why they cannot be delayed until a future meeting.

Any additions in accordance with Section 46A(7A) may be received or referred to a subsequent meeting for further discussion. No resolution, decision or recommendation can be made in respect of a minor item.

3. Declarations of Interest (if any)

Members are reminded of their duty to give a general notice of any interest of items to be considered on this agenda and the need to declare these interests.

4. Public Comment

To receive comments from members of the public on matters specified on this Agenda or, if time permits, on other Committee matters.

(NOTE: If the Committee wishes to consider or discuss any issue raised that is not specified on the Agenda, other than to receive the comment made or refer it to the Chief Executive, then a resolution will need to be made in accordance with clause 2 above.)

5. Presentation - Citizens Advice Bureau Page 7

6. Presentation - Community Services Council Page 9

7. Confirmation of Minutes Page 95

“That the minutes of the Community Development Committee meeting of 6 August 2018 Part I Public be confirmed as a true and correct record.”

8. 2018 Social Wellbeing Report Page 99

Memorandum, dated 18 September 2018 presented by the General Manager - Community, Debbie Duncan.

9. Capacity and Capability Building in the Community Sector Page 103

Memorandum, dated 21 September 2018 presented by the General Manager - Community, Debbie Duncan.

10. Review of options for the administration of Hancock Community House Page 111

Memorandum, dated 5 September 2018 presented by the General Manager - Community, Debbie Duncan.

11. Committee Work Schedule Page 117

12. Exclusion of Public

To be moved:

“That the public be excluded from the following parts of the proceedings of this meeting listed in the table below.

The general subject of each matter to be considered while the public is excluded, the reason for passing this resolution in relation to each matter, and the specific grounds under Section 48(1) of the Local Government Official Information and Meetings Act 1987 for the passing of this resolution are as follows:

General subject of each matter to be considered		Reason for passing this resolution in relation to each matter	Ground(s) under Section 48(1) for passing this resolution
13.	Community Development Small Grants Fund - approval of allocation	Negotiations	s7(2)(i)

This resolution is made in reliance on Section 48(1)(a) of the Local Government Official Information and Meetings Act 1987 and the particular interest or interests protected by Section 6 or Section 7 of that Act which would be prejudiced by the holding of the whole or the relevant part of the proceedings of the meeting in public as stated in the above table.

Also that the persons listed below be permitted to remain after the public has been excluded for the reasons stated.

Deputy Chief Executive (Ray Swadel), Chief Financial Officer (Grant Elliott), Acting Chief Infrastructure Officer (Ray Swadel), Acting General Manager – Strategy and Planning (David Murphy), General Manager - Community (Debbie Duncan), Acting General Manager – Customer (Leigh Sage), Human Resources Manager (Wayne Wilson), General Manager - Marketing and Communications (Sacha Haskell), Acting Operations Manager (Ray McIndoe) because of their knowledge and ability to provide the meeting with advice on matters both from an organisation-wide context (being members of the Council’s Management Team) and also from their specific role within the Council.

Legal Counsel (John Annabell), because of his knowledge and ability to provide the meeting with legal and procedural advice.

Acting Governance and Support Team Leader (Stuart McKinnon) and Committee Administrators (Penny Odell, Rachel Corser and Courtney Kibby), because of their knowledge and ability to provide the meeting with procedural advice and record the proceedings of the meeting.

Manager Community Engagement (Ian Littleworth) and Community Liaison Team Leader (Peter Grey) because of their knowledge and ability to assist the meeting in speaking to their report and answering questions, noting that such officer will be present at the meeting only for the item that relate to their respective report.

Krys Baker and Lyal Brenton (Community, Joint Convenyor Services Council Grant Allocation Working Party], because of their knowledge and ability to assist the meeting in speaking to the report [or other matters as specified] and answering questions, noting that such p erson/s will be present at the meeting only for the items that relate to their respective report/s [or matters as specified].

Palmerston North City Council

Minutes of the Community Development Committee Meeting Part I Public, held in the Council Chamber, First Floor, Civic Administration Building, 32 The Square, Palmerston North on 06 August 2018, commencing at 9.05am

Members

Present:

Councillor Aleisha Rutherford (in the Chair), The Mayor (Grant Smith) and Councillors Susan Baty, Rachel Bowen, Gabrielle Bundy-Cooke, Lew Findlay QSM, Lorna Johnson, Duncan McCann, Karen Naylor and Tangi Utikere.

Non Members:

Councillors Brent Barrett, Adrian Broad, Jim Jefferies and Bruno Petrenas.

Apologies:

Councillors Leonie Hapeta and Duncan McCann (early departure).

The Mayor (Grant Smith) left the meeting at 9.06am when the meeting adjourned. He entered the meeting again at 11.25am during consideration of clause 19. He was not present for clauses 17 and 18.

Councillor Duncan McCann left the meeting at 9.06am when the meeting adjourned. He was present for clause 17.

17-18

Apologies

Moved Aleisha Rutherford, seconded Rachel Bowen.

The COMMITTEE RESOLVED

1. That the Committee receive the apologies.

The meeting adjourned at 9.06am

The meeting resumed at 11.20am

When the meeting resumed The Mayor (Grant Smith) and Councillor Duncan McCann were not present.

18-18

Confirmation of Minutes

Moved Aleisha Rutherford, seconded Rachel Bowen.

The COMMITTEE RESOLVED

1. That the minutes of the extraordinary Community Development Committee meeting of 6 June 2018 Part I Public be confirmed as a true and correct record.

19-18

Fee for Service 2016-19 - Update

Memorandum, dated 10 July 2018 from the Community Funding Coordinator, Rebecca Hofmann.

The Mayor (Grant Smith) entered the meeting at 11.25am

Moved Aleisha Rutherford, seconded Karen Naylor.

The COMMITTEE RESOLVED

1. That the memorandum dated 10 July 2018 and titled “Fee for Service 2016-19 – Update” be received for information.

2. That in 12 months a report on the Strategic Priority Grants (formerly known as “Fee for Service”) be reported to the Community Development Committee.

20-18

Disability Coalition Update

Memorandum, dated 16 July 2018 from the Community Liaison Team Leader, Peter Grey.

Moved Karen Naylor, seconded Rachel Bowen.

The COMMITTEE RESOLVED

1. That the memorandum dated 16 July 2018 and titled “Disability Coalition Update” be received for information.

2. That the Disability Coalition item be removed from the Committee’s work schedule.

21-18

Age Friendly Initiative

Memorandum, dated 19 July 2018 from the Manager - Community Engagement, Ian Littleworth.

Moved Aleisha Rutherford, seconded Rachel Bowen.

The COMMITTEE RECOMMENDS

1. That the memorandum dated 19 July 2018 and titled “Age Friendly Initiative” be received.

2. That Council endorse this community led Age Friendly initiative.

22-18	Committee Work Schedule During discussion Elected Members noted that some items had been on the work schedule for over one year with no updates.
	Moved Aleisha Rutherford, seconded Rachel Bowen. The COMMITTEE RESOLVED 1. That the Community Development Committee receive its Work Schedule dated August 2018.
	Moved Grant Smith, seconded Aleisha Rutherford. 2. That items 5 (Capacity and Capability Building) and 6 (Administration of Hancock Community House) of the work schedule be considered at the meeting of 1 October 2018.
	Note: On a motion: “That an extraordinary meeting of the Community Development Committee be held on 17 September 2018 to consider items 5 (Capacity and Capability Building) and 6 (Administration of Hancock Community House) of the work schedule”, the motion was lost.

The meeting finished at 12.34pm

Confirmed 1 October 2018

Chairperson

PALMERSTON NORTH CITY COUNCIL

Memorandum

TO: Community Development Committee

MEETING DATE: 1 October 2018

TITLE: 2018 Social Wellbeing Report

DATE: 18 September 2018

PRESENTED BY: Debbie Duncan, General Manager - Community, Community

APPROVED BY: Ray Swadel, Deputy Chief Executive

RECOMMENDATION(S) TO Council

1. That the memorandum dated 18 September 2018 and the “2018 Social Wellbeing Report” be received.

2. That Council work with the Palmerston North Community Services Council to review the format of the 2019 Social Wellbeing Forum, to enable further opportunities for the identification of both issues and solutions.

1. ISSUE

This memorandum is to provide the committee with additional background information to accompany the presentation of the 2018 Social Wellbeing Forum report by the Palmerston North Community Services Council.

2. BACKGROUND

In 2006 the Palmerston North City Council adopted a new Community Development Policy and one of its goals was to monitor and report on social issues in Palmerston North.

An annual Social Well Being Forum was seen as a way of providing an opportunity for the community sector to bring forward actions; and develop potential partnerships to respond to some of the key issues identified within our community. Subsequent Council strategies and plans have retained this commitment to the delivery of the Forum.

The inaugural forum was in September 2007 and the social issues identified were reported to the Regional Interagency Network of central government agencies, Palmerston North City, and the wider community sector. This information provided these organisations with valuable feedback on social issues within the City, and also initiated discussion on how to best work together to respond.

Early forums were organised and facilitated by Council officers but were increasingly seen by the community as very Council focussed and consequently raised expectations of Council to respond to the issues raised. Sometimes these expectations were either not the role, or not solely, the role of Council. For these earlier forums the reports were written by Council officers.

To move the forum to having a broader ‘all of community’ focus, Council officers worked with the Palmerston North Community Services Council (PNCSC) to take over the lead role in the organising the forums.

The organising of the event and development of the forum’s report is included in PNCSC’s $60Kpa Fee for Service contract, with Council officers working alongside them on the event organisation. Venue hire and catering costs, totalling $1,580 for the 2018 Forum are met by Council, with the printing of the final report being completed in-house by PNCC.

3. SUMMARY

The Community Support Plan, states the current purpose of the Social Wellbeing Forum as providing a platform “to discuss current Palmerston North social issues, and to scope/develop potential solutions”.

This is a broad remit; and one that makes it difficult to provide clear focus for the Forum to address in a single day. Based upon the information in the report, the following is a summarised analysis from this year’s Forum:

The 2018 Social Wellbeing Forum report presents raw data collected from forum attendees arranged according to two lists of issues facing community organisations, depending upon whether they were part of the 2017 forum agenda (in which case the data relates to activities around these issues since the 2017 forum) or whether they were part of the 2018 forum agenda. The issues to be discussed were identified and pre-selected by PNCSC, and workshops run on each at the 2018 forum. The data presented in the report is attendees’ feedback contributed during these small group sessions and as recorded by the facilitators.

The 2018 Forum, held in May, attracted 119 attendees who represented a range of community organisations: 14% were health services providers, 9% were social services providers (i.e. delivering multiple services), 7% were family services providers, 6% were disability services providers and 5% were housing services providers. Other attendees were from food and environmental organisations (3%), education providers (3%) and businesses (3%). PNCC was represented by 22% of attendees, a further 7% of attendees were from regional and district Councils, and 5% were from the PNCSC.

The 2018 Social Wellbeing Forum report presents feedback collected from a number of attendees during the “What’s on Top” and “What’s Working” whole-of-group sessions, the small group sessions, as well as via pre- and post-forum surveys.

During the “What’s on Top” session, the majority of attendees stated a specific issue faced by their organisation. The most common reported were access to food and housing, and the gap between rich and poor (19%), cost or lack of transport as a barrier (for clients) to accessing services (13%), and support for families (11%). Just two attendees responded with capacity and capability issues facing the sector, specifically the need for evaluation and measuring their impact (1%) and needing stronger pathways for collaboration (1%):

2017 issues update	2018 issues
Central and Local Government	Addiction and Dependency
Community Connectedness	Community Connectedness
Drugs and Alcohol	Families
Families	Financial Insecurity, Poverty and Un(der) Employment
Financial Insecurity and Poverty	Funding for Organisations
Funding for Organisations	Health Services
Housing	Housing Accessibility, Affordability and Suitability
Mental Health	Mental Health
Organisational Capacity	Organisational Capacity and Capability
Transport	Transport
	Youth

4. NEXT STEPS

Although all of the information contained in the Social Wellbeing Forum report provides some valuable insights, it is recognised by both officers and PNCSC that a single day’s forum provides insufficient time for attendees to spend any quality time on the development of potential solutions. As a result, consideration is presently being given to looking at holding two day forum in 2019; with the first day focusing on issues and the second being held approx. 2 months later to give attendees time to reflect and consider the issues, before coming back together to focus on the development of potential solutions.

5. Compliance and administration

Does the Committee have delegated authority to decide? If Yes quote relevant clause(s) from Delegations Manual <Enter clause>		No
Are the decisions significant?		No
If they are significant do they affect land or a body of water?		No
Can this decision only be made through a 10 Year Plan?		No
Does this decision require consultation through the Special Consultative procedure?		No
Is there funding in the current Annual Plan for these actions?		Yes
Are the recommendations inconsistent with any of Council’s policies or plans?		No
The recommendations contribute to Goal 3: A Connected and Safe Community
The recommendations contribute to the outcomes of the Connected Community Strategy
The recommendations contribute to the achievement of action/actions in the Community Support Plan The action is: · Liaise with other government or community based capacity and capability providers. · Work closely with contracted organisations to achieve Council outcomes and identify other opportunities for the organisation and across the sector. · Work collaboratively with funding agencies and community organisations to understand current and emerging issues the voluntary and community sector face.
Contribution to strategic direction	The Social Wellbeing Forum provides a platform for community groups, agencies and other organisations to join together to discuss issues and formulate potential collective solutions.

Attachments

Nil

PALMERSTON NORTH CITY COUNCIL

Memorandum

TO: Community Development Committee

MEETING DATE: 1 October 2018

TITLE: Capacity and Capability Building in the Community Sector

DATE: 21 September 2018

PRESENTED BY: Debbie Duncan, General Manager - Community, Community

APPROVED BY: Ray Swadel, Deputy Chief Executive

RECOMMENDATION(S) TO Council

1. That the memorandum dated 18 September 2018 and titled “Capacity and Capability Building in the Community Sector” be received.

2. That a further report on capacity and capability building in the community sector be presented back to the April 2019 Community Development Committee meeting upon completion of the environmental scan, including a summary of the:

· Nature and extent of the capacity and capability issues facing different organisations within the wider sector;

· Range, availability and accessibility of existing capacity and capability building services;

· Options (including “quick wins”) to support a co-ordinated approach to the development of collective solutions.

1. ISSUE

The Community Development Committee meeting of 11 September received an officers memorandum titled “Capacity and Capability Building in the Community Sector” for information.

This led to the resolution that the Chief Executive provide a response to the key concerns of the Social Wellbeing Forum report including how the Council could support a more coordinated approach.

In the intervening months, Council has approved its new strategic direction. Priority 3 of the Connected Community Strategy and also the purpose of the Community Support Plan, Build community capacity to take ownership and encourage community leadership of solutions, including better co-ordination between community organisations and groups is of particular relevance to this memorandum.

2. BACKGROUND

Capacity & Capability Definition:

“Activities, resources and support that strengthen the skills, abilities and confidence of people and community groups to take effective action and leading roles in the development of communities" (Strengthening Communities, S Skinner, CDF publications, 2006).

Fundamentally to build capacity you first need to assess and build the capability. The scope can be from an individual person, an individual organisation or community, a particular community sector, or a wider cross sector structure.

Best practice identifies five core capabilities - although separate, they are interdependent:

1. The capability to act and commit;

2. The capability to deliver on development objectives;

3. The capability to adapt and self-renew;

4. The capability to relate to external stakeholders; and

5. The capability to achieve coherence.

For some time, both elected members and officers working with community groups have been hearing increasing instances of groups expressing concern about their ability to adequately deliver their services in the face of increasing social demands, competitive funding regimes, higher levels of compliance and technological advances.

3. Capacity and capability - concerns

Common themes of concerns regularly encountered by officers working with the community sector include (not in any priority order):

· Ability to articulate a clear story through reporting mechanisms;

· Skill base of Boards, staff and volunteers – governance, succession planning etc:

o Pressures on staff;

o Recruitment and retention practices (possibly not as robust as they could be);

o Monitoring/evaluation of services etc. - lack of skills and time;

o How to identify and develop effective partnerships;

o Always in survival cycle;

o Compliance requirements.

· Loss of skills and expertise as people leave;

· Low wage sector;

· Increasingly complex community needs and expectations on the sector;

· Pressure from continually having to chase funding, which is creating uncertainty and risk to the sustainability of service delivery;

· Increased complexity of funding and reporting processes;

· Technological requirements, especially relating to developing and maintaining an on-line presence; and

· Increased time required to undertake the administration requirements.

Over its duration, the annual Social Wellbeing Forum has also provided a platform for groups and organisations to identify capacity and capability issues; and work with others to develop solutions.

Using the feedback from all of the sessions, including the pre and post-forum surveys, the 2018 Social Wellbeing report captures the perspectives of some attendees on the current capacity and capability issues facing Palmerston North’s community sector. These are:

· Funding, including the administrative burden of the application process and a lack of awareness of potential funding sources.

· Staffing, including high turnover, ongoing training needs, and employment law.

· Connection and collaboration between community organisations.

· Evaluation, i.e. measuring the outcomes achieved by community organisations.

· Complicated language and changing terminology as a barrier to understanding.

· Connection between local and central government.

· Governance, including recruitment and ongoing training needs.

4. potential solutions from the 2018 social wellbeing forum

Suggested solutions from attendees to overcome some of the capacity and capability issues:

· Streamline and standardise funding application processes.

· Run information workshops for funders and providers.

· Evaluate providers’ outputs to demonstrate their value to funders.

· Share resources e.g. office space, printers, staff training.

· Provide training for staff and volunteers, including governance training.

· Connect community organisations to businesses wanting to invest.

· Use plain, consistent language and terminology.

Community groups also reported on broader enablers that provide some support to overcome the capacity and capability issues they face, the principal ones being:

· Provider networking, ideas sharing and collaborating.

· Community events, including as social connectors.

· Better awareness of and access to social services.

· Natural community resources as social connectors.

Others mentioned were:

· PNCC actively working to support stronger connections between community organisations.

· Longer term funding contracts.

· Grants workshops.

· Informal collaborations between organisations and funders.

· Social media creating awareness and increasing staffing resource.

· Collaboration with national providers.

5. Overview of current council activities

Council has for many years, been working alongside the voluntary sector to support its capacity and capability. Current key activities include:

· Training:

o Provide targeted training opportunities through the Council’s Training Fund for:

§ Change management processes;

§ Planning;

§ Governance;

§ Employment relations;

§ Compliance / health and safety; and

§ Designing effective and efficient service models.

· Funding:

o Community Small Grants:

§ Provides financial support for backroom operations

o Fees for Service (Renamed Strategic Priority Grants from 1 July 2019):

§ Operational grants to support city priorities

§ A highlight of these grants is the funding of the following umbrella organisations who provide advice, advocacy and capability support for member groups:

· Volunteer Resource Centre

· Environment Network Manawatu

· Community Services Council

· Community Arts

· Youth Network

· Ongoing Support:

o Maintaining ongoing relationships with organisations to:

§ Provide advice on governance, management, service delivery models, planning and facilitating linkages to other organisations (MMC, RECAP, Main Network, Community Centres);

§ Connect people and organisations together e.g. Kiistone (an organisation that provides a number of backroom support services for the not-for-profit sector including Mentors, Community Accounting etc);

§ Lead and facilitate networking opportunities – Arts Powerhouse Group, Welcoming Communities, Disability Ref Group etc;

§ Support organisations to navigate the various Council systems;

§ Work with CEDA to facilitate connections for the Community Mentor Programme, which supports local business people to act as mentors to local businesses and community groups;

§ Collaborate with the Membership of Chamber of Commerce to help facilitate opportunities for community groups to partner with the business sector;

§ Build relationships and break down barriers, through on the ground participation in community activities;

§ Participate in other community networks – acting as advocates, shared experiences, shared solutions eg. Government agencies, health agencies, Housing Needs, Funders Network and

§ Provide suitable, secure, and affordable accommodation for a wide variety of community based providers, through the provision of Hancock House.

6. DISCussion

Although Council officers have strong ongoing relationships and work across the community sector to achieve many positive outcomes; neither this work, nor the information gathered from the Social Wellbeing Forum clearly articulates a co-ordinated ‘helicopter’ view of the capacity and capability issues facing Palmerston North’s voluntary sector.

It would be very unlikely that many in the community would disagree with the issues described earlier in the report, but what is not known is whether they are representative across the wider voluntary sector; and if so, what level of priority would groups want to place on the development of solutions?

There are currently a number of organisations, including ‘umbrella’ groups and agencies providing services that support the organisational capacity and capability of the voluntary sector; however there is not a comprehensive ‘city wide’ picture of the scale of these services.

Without the understanding of the extent of the capacity and capability issues facing the wider community sector – and the various levels of support currently in place, it is difficult to prioritise the development of solutions.

It should also be noted that for solutions to be effective, it is essential that community development guiding principles are applied so that the sector feels a strong sense of ownership and commitment to their development and subsequent implementation:

· shared local visions or goals drive action and change;

· use existing strengths and assets;

· many people and groups working together;

· building diverse and collaborative local leadership; and

· adaptable planning and action informed by outcomes.

7. next steps

In line with Council’s Community Support Plan and its Driven and Enabling goal, officers will work with the community sector to complete a high level environmental scan to:

· Identify the nature and extent of the capacity and capability issues facing different organisations within the wider sector;

· Identify the range, availability and accessibility of existing capacity and capability building services; and

· Scope and evaluate a range of options (including “quick wins”) to support a co-ordinated approach to the development of collective solutions.

This is an opportunity not only for PNCC to continue to work with the community sector, but also to demonstrate leadership in community development; by leveraging its relationships at senior levels with other government agencies and organisations to explore collaborative opportunities that may benefit the capacity and capability of the community sector.

As this work will require significant levels of stakeholder engagement, it is anticipated that it will be completed by the end of March 2019. This timeline also makes allowance for the Christmas/New Year period and will enable a report back to the Community Development Committee in April 2019.

8. Compliance and administration

Does the Committee have delegated authority to decide? If Yes quote relevant clause(s) from Delegations Manual <Enter clause>		No
Are the decisions significant?		No
If they are significant do they affect land or a body of water?		No
Can this decision only be made through a 10 Year Plan?		No
Does this decision require consultation through the Special Consultative procedure?		No
Is there funding in the current Annual Plan for these actions?		Yes
Are the recommendations inconsistent with any of Council’s policies or plans?		No
The recommendations contribute to Goal 3: A Connected and Safe Community
The recommendations contribute to the outcomes of the Connected Community Strategy
The recommendations contribute to the achievement of action/actions in the Community Support Plan. The action is: · Broadens Council’s community support focus to include building community, neighbourhood and organisational resilience, capacity and capability. · Liaise with other government or community based capacity and capability providers. · Work with community organisations and relevant partners to investigate/evaluate organisational issues that exist in their structures and processes and identify solutions that could be implemented by each community organisation. · Work collaboratively with funding agencies and community organisations to understand current and emerging issues the voluntary and community sector face.
Contribution to strategic direction	Completion of the environmental scan will enable the development of a programme of work to implement a range of solutions to enhance the capability and capacity of the community sector.

Attachments

Nil

PALMERSTON NORTH CITY COUNCIL

Memorandum

TO: Community Development Committee

MEETING DATE: 1 October 2018

TITLE: Review of options for the administration of Hancock Community House

DATE: 5 September 2018

PRESENTED BY: Debbie Duncan, General Manager - Community, Community

APPROVED BY: Ray Swadel, Deputy Chief Executive

RECOMMENDATION(S) TO Community Development Committee

1. That the memorandum dated 5 September 2018 and titled “Review of options for the administration of Hancock Community House” be received.

2. That it be noted there will be report back to the December 2018 Community Development Committee on the outcome/s of the review of administration of Hancock Community House.

1. ISSUE

On 26 March 2018 Council approved the recommendation from the 5 March 2018 Community Development Committee that Council Officers undertake wider investigation of all options for the ongoing administration of the Hancock Community House and a recommendation is reported back to Council.

This memorandum provides the Community Development Committee with a detailed outline of the approach that will be undertaken to complete the investigation as directed by Council.

2. BACKGROUND

When recommending the review of the Hancock House administration be carried out, the Committee expressed a desire to see the following actions included:

• Identifying all administration elements that may/may not be included in a delivery model;

• Identifying potential administration models including, but not limited to:

o Council administration

o Community sector administration

o Commercial delivery model

o Combination of models.

In reviewing the options, Council has also emphasised the importance of:

• Potential models needing to consider:

o Efficiency modelling

o The effects of the legislative changes

o Cost effectiveness against benefits;

• Cost implications of each model;

• Identifying other opportunities that present themselves:

o Opportunities for shared administration and reception services;

o Increased collaboration between tenant organisations that support both capacity and capability of the wider sector.

3. NEXT STEPS

The following two part process will be undertaken:

• Part A: A compelling case for change

• Part B: Identifying a preferred way forward

Part A: Compelling case for change – strategic fit and business needs

Part A will be undertaken with a comprehensive review of the current state through documentation and engagement with stakeholders (PNCC, PNCSC and other tenants). It will enable Council to understand what is and isn’t working well.

The stakeholder engagement will include identifying the:

• Current use of the facility and its alignment with Council’s strategic direction, including (but not limited to):

o Range of activities/ customer services; and

o Spaces, equipment.

As the primary objective of this review is to understand the opportunities to support the capacity and capability of the community groups, to enable them to better meet the needs of their client groups – an objectives and benefits review will be completed through the stakeholder engagement.

• Objectives and benefits review - to the extent they have been realised and to the extent they remain relevant, including but not limited to:

o Strengthen and improve the capacity and capability of the social sector to respond to the needs of the community and people.

o Allocation of available funding to services rather than overheads.

o Subsidised rent on condition that there was no adverse impact on ratepayers of Palmerston North.

o Rates remission to reduce overhead costs.

o Sharing administration resources and reduction in salary costs.

o Bulk purchasing of services such as stationery, communication and power.

o Common equipment areas reducing the duplication of items such as photocopiers.

o Rental costs charged on an occupancy basis with shared meeting rooms.

o Additional revenue from rental of meeting rooms and facilities during downtime for tenants.

o Reducing printing and stationery as a result of a central “biz-hub” system.

o A one-stop-shop approach to dealing with social issues.

o Users of the services provided at the Community house will often present with more than one social issue that may then be addressed by another service at the facility.

o Possibility of joint projects being brokered.

o Intangibles such as providing community groups with a sense of stability, value and ownership.

A document prepared for Council in the early stages of the Centres operation Appendix 1 Hancock Community House – Palmerston North: A Community/Council Project identified that “while shared services and resources were an objective of the project, these were limited by:

• Limited decision making at local level as several organisations were part of a national network and therefore party to national purchasing arrangements.

• All groups were tied into existing contracts for services like IT, phone data storage, etc.

• All organisations bought with them their own office equipment including copiers/printers, and data servers.”

Lastly, during stakeholder engagement, a Stop, Start and Continue exercise will be completed with the community groups to identify and capture any other issues not captured previously, for both tenant groups and visitors.

The above will provide a framework to understand what is and isn’t working in the current model and create a compelling case for change.

Output Part A

• Compelling case for change, including:

o The current state: Organisations and activities.

o Benefits realised by the development of Hancock Community House for the community groups.

o Challenges faced by the community groups (to the extent they relate to Hancock Community House).

o Shared common themes of what is and isn’t working well.

Part B: Identifying a Preferred Way Forward.

Part B will require engagement with all stakeholders (community groups and PNCC) to identify the preferred future delivery model of Hancock Community House. Either through one on one or a stakeholder workshop/s, different options for consideration will be identified under the following dimensions:

• Service scope: Identifying elements that can be included in a delivery model.

• Service solution: How can services be provided?

• Service delivery: Who can deliver the services?

• Implementation: How can services be delivered?

• Funding: How can it be funded?

These options will be assessed against critical success factors to identify up to three options (the short list of options) which will have the highest likelihood to deliver the required benefits to PNCC and the community groups. These critical success factors will include and/or consider:

• Strategic fit and business needs.

• Potential value for money and cost effectiveness against benefits.

• Supplier capacity and capability.

• Potential affordability and impact on ratepayers.

The short list of options will be developed further to identify the advantages and disadvantages, including:

• Financial implications to PNCC and the rate payer;

• Benefits to all stakeholders;

• Risks and how they can be mitigated;

• Commercial viability and management of the option.

The assessment will identify the preferred way forward for PNCC.

Output Part B

• At the completion of Part B, the deliverables will include:

o A long list of options considered and assessed.

o A summary of the assessment against the critical success factors.

o A summary of the assessment of the short list of options.

o A recommended preferred way forward for PNCC and Hancock Community House.

o Recommended implementation plan.

A summary of the reviews outcome/s will be reported back to the December 2018 Community Development Committee.

4. Compliance and administration

Does the Committee have delegated authority to decide?		Yes
Are the decisions significant?		No
If they are significant do they affect land or a body of water?		No
Can this decision only be made through a 10 Year Plan?		No
Does this decision require consultation through the Special Consultative procedure?		No
Is there funding in the current Annual Plan for these actions?		Yes
Are the recommendations inconsistent with any of Council’s policies or plans?		No
The recommendations contribute to Goal 3: A Connected and Safe Community
The recommendations contribute to the outcomes of the Connected Community Strategy
The recommendations contribute to the achievement of action/actions in the Community Support Plan The action is: Investigate management options for Hancock Community House, make recommendations, and develop an implementation plan by December 2018.
Contribution to strategic direction	There is a sustainable management structure for Hancock Community House.

Attachments

Nil

Aleisha Rutherford (Chairperson)
Rachel Bowen (Deputy Chairperson)
Grant Smith (The Mayor)
Susan Baty	Lorna Johnson
Gabrielle Bundy-Cooke	Duncan McCann
Lew Findlay QSM	Karen Naylor
Leonie Hapeta	Tangi Utikere