Agenda of Community Committee - Wednesday, 20 March 2024

Community Committee MEETING

20 March 2024

Order of Business

2. Apologies

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.

4. 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.

5. Public Comment

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

6. Presentation: Youthline Page 7

7. Presentation: Launch Youth Nu'u Page 9

8. Confirmation of Minutes Page 11

“That the minutes of the Community Committee meeting of 22 November 2023 Part I Public be confirmed as a true and correct record.”

9. Annual Sector Lead Report: Housing Advice Centre Page 19

Memorandum, presented by Ahmed Obaid, Community Development Advisor.

10. Annual Sector Lead Report: Te Pū Harakeke - Community Collective Manawatū Page 53

Memorandum, presented by Ahmed Obaid, Community Development Advisor.

11. Annual Sector Lead Report: Manawatū Multicultural Council Page 95

Memorandum, presented by Ahmed Obaid, Community Development Advisor.

12. Annual Sector Lead Report: Te Tihi o Ruahine Whānau Ora Alliance Page 141

Memorandum, presented by Amy Viles, Community Development Advisor.

13. Welcoming Communities Annual Update Page 187

Memorandum, presented by Somayyeh Ghaffari, Community Development Advisor.

14. Community Housing Partnership Fund Update Page 273

Memorandum, presented by Julie Macdonald, Strategy and Policy Manager.

15. Accessibility Review - Council-owned Buildings Page 277

Memorandum, presented by Bryce Hosking, Group Manager - Property and Resource Recovery.

16. Committee Work Schedule - March 2024 Page 351

17. Karakia Whakamutunga

18. 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

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.

Palmerston North City Council

Minutes of the Community Committee Meeting Part I Public, held in the Council Chamber, First Floor, Civic Administration Building, 32 The Square, Palmerston North on 22 November 2023, commencing at 9.00am

Members

Present:

Councillor Lorna Johnson (in the Chair), The Mayor (Grant Smith) and Councillors Patrick Handcock, Brent Barrett, Rachel Bowen, Lew Findlay, Billy Meehan, Orphée Mickalad, Karen Naylor, William Wood and Kaydee Zabelin.

Non Members:

Councillor Vaughan Dennison, Leonie Hapeta.

Councillor Roly Fitzgerald entered the meeting at 9.30am during consideration of clause 38. He left the meeting again at 2.27 after consideration of clause 44. He was not present for clauses 37 and 45 to 48 inclusive.

Councillor William Wood left the meeting at 10.10am during consideration of clause 39. He entered the meeting again at 11.15am during consideration of clause 41.1. He was not present for clauses 39 and 41.1.

Councillor Lew Findlay left the meeting at 12.26pm during consideration of clause 43. He was not present for clauses 43 to 48 inclusive.

Councillor Vaughan Dennison was not present when the meeting resumed at 1.45pm. He was not present for clauses 44 to 48 inclusive.

Councillor Leonie Hapeta left the meeting at 2.57pm during consideration of clause 45. She was not present for clauses 45 to 48 inclusive.

Councillor Rachel Bowen left the meeting at 3.09pm after consideration of clause 45. She entered the meeting again at 3.36pm during consideration of clause 47. She was not present for clause 46.

Councillor Billy Meehan left the meeting at 3.40pm during consideration of clause 47. He was not present for clauses 47 and 48.

37-23

Public Comment

Jean Hera made public comment regarding Item 15 Natural Burial Update (clause 47). She wants natural burial in the city and expressed disappointment about the report. In her opinion Whanganui was too far away and not conducive to an ecological option; it is also not certified. Instead she suggests having a local site that would benefit the city ecologically. She will work with Athena Women’s Collective to take this matter further.

Tim Kendrew, Manager, Te Pu Harakeke made public comment regarding Items 11 and 12, Review of Sector Leads Trial and Community Funding Settings for the 2024-2034 Long-Term Plan (clauses 43 and 44). He endorsed the recommendation and sector leads trial of Item 11; moving the funding was something they had requested in the past and he was happy it was implemented in the recommendation.

Regarding Item 12, he thinks the proposed changes will create uncertainty and stress within the sector, and will require a lot of work. Furthermore, this will restrict the smaller groups from applying and could mean groups will fall through the gaps; increasing the cap means extra money will be used by larger groups and may hinder funding access to the smaller groups.

Cameron Jenkins, Coordinator, Manawatū Tenants Union made public comment regarding Item 13 Update on Response to Homelessness (clause 45). He endorsed Option 3 to pilot a full suite of system-change intervention to respond to housing insecurity. He stated the cost margin between Options 2 and 3 were not that large, and that sorting out homelessness would sort out wider city issues. There needs to be a holistic approach and the full suite over a longer period of time is the best option. He stated this approach has been working well for Christchurch over the last 5 years.

Moved Lorna Johnson, seconded Patrick Handcock.

The COMMITTEE RESOLVED

1. That the Community Committee receive Public Comment.

Clause 37-23 above was carried 13 votes to 0, the voting being as follows:

For:

The Mayor (Grant Smith) and Councillors Lorna Johnson, Patrick Handcock, Brent Barrett, Rachel Bowen, Lew Findlay, Billy Meehan, Orphée Mickalad, Karen Naylor, William Wood, Kaydee Zabelin, Vaughan Dennison and Leonie Hapeta.

38-23

Presentation: Disability Reference Group, Annual Presentation

Presentation, by Hugh O’Connell and Natalie Mclean, Co-chairs, Disability Reference Group.

Hugh and Natalie presented an overview of the group’s activities over the last year and requested Palmerston North City Council sign the Accessibility Charter. Further information was tabled at the meeting for circulation to Elected Members and will be attached to these minutes.

An additional motion was sought as a result of the group’s request.

Councillor Roly Fitzgerald entered the meeting at 9.35am

Moved Lorna Johnson, seconded Patrick Handcock.

The COMMITTEE RESOLVED

1. That the Community Committee receive the presentation for information.

2. That the Chief Executive report back to the Community Committee on actions and resources that would be required for Council to sign up to the Accessibility Charter.

Clause 38-23 above was carried 14 votes to 0, the voting being as follows:

For:

39-23

Presentation: Amanaki STEM Academy

Presentation, by Viliami Teumoheng and Tanya Koro, founders and Taupo Tani, Board member.

Viliami, Tanya and Taupo presented an overview of the Academy’s history and achievements since it began. Further information was tabled at the meeting for circulation to Elected Members and will be attached to these minutes.

Councillor William Wood left the meeting at 10.10am.

Moved Lorna Johnson, seconded Patrick Handcock.

The COMMITTEE RESOLVED

1. That the Community Committee receive the presentation for information.

Clause 39-23 above was carried 13 votes to 0, the voting being as follows:

For:

The Mayor (Grant Smith) and Councillors Lorna Johnson, Patrick Handcock, Brent Barrett, Rachel Bowen, Lew Findlay, Billy Meehan, Orphée Mickalad, Karen Naylor, Kaydee Zabelin, Vaughan Dennison, Roly Fitzgerald and Leonie Hapeta.

40-23

Confirmation of Minutes

Moved Lorna Johnson, seconded Patrick Handcock.

The COMMITTEE RESOLVED

1. That the minutes of the Community Committee meeting of 27 September 2023 Part I Public be confirmed as a true and correct record.

Clause 40-23 above was carried 11 votes to 0, with 2 abstentions, the voting being as follows:

For:

The Mayor (Grant Smith) and Councillors Lorna Johnson, Patrick Handcock, Brent Barrett, Rachel Bowen, Lew Findlay, Orphée Mickalad, Karen Naylor, Kaydee Zabelin, Roly Fitzgerald and Leonie Hapeta.

Abstained:

Councillors Billy Meehan and Vaughan Dennison.

The meeting adjourned at 10.23am.

The meeting resumed at 10.43am.

41-23	Notice of Motion -Youth Wellbeing Plan Councillor Pat Handcock presented his Notice of Motion. Anton Carter, Group Manager – Community Services presented the Officers advice.
	Moved Patrick Handcock, seconded Lorna Johnson. The COMMITTEE RESOLVED 1. That the Committee receive the Officers advice.
	Clause 41.1-23 above was carried 12 votes to 0, the voting being as follows: For: The Mayor (Grant Smith) and Councillors Lorna Johnson, Patrick Handcock, Brent Barrett, Rachel Bowen, Billy Meehan, Orphée Mickalad, Karen Naylor, Kaydee Zabelin, Vaughan Dennison, Roly Fitzgerald and Leonie Hapeta. Note: Councillor Lew Findlay did not vote. Councillor William Wood entered the meeting at 11.15am.
	Moved Patrick Handcock, seconded Grant Smith. The COMMITTEE RESOLVED 2. That the establishment of a specific Youth Well-being Plan be referred to the 2024-2034 Long Term Plan. 3. That Officers facilitate a youth wellbeing forum in early 2024 and complete a sector wide scan of youth focused programmes and or initiatives within the city, and identify any strategic or service gaps that can be used to inform the development of the Youth Well-being Plan. 4. That Officers provide a report to the Community Committee before the Long Term Plan deliberations, on the finding of the sector wide scan, with associated recommendations and resource implications.
	Clauses 41.2-23 to 41.4-23 above were carried 14 votes to 0, the voting being as follows: For: The Mayor (Grant Smith) and Councillors Lorna Johnson, Patrick Handcock, Brent Barrett, Rachel Bowen, Lew Findlay, Billy Meehan, Orphée Mickalad, Karen Naylor, William Wood, Kaydee Zabelin, Vaughan Dennison, Roly Fitzgerald and Leonie Hapeta.

42-23	Community Reference Groups - Terms of Reference Review Report presented by Martin Brady, Community Development Advisor and Salome Faaiuaso, Community Development Advisor. Councillor Lew Findlay left the meeting at 12.26pm.
	Moved Lorna Johnson, seconded Patrick Handcock. The COMMITTEE RECOMMENDS 1. That Council agree the revised Terms of Reference for Community Reference Groups.
	Clause 42-2342.1-23 above was carried 8 votes to 6, the voting being as follows: For: Councillors Lorna Johnson, Patrick Handcock, Brent Barrett, Rachel Bowen, Lew Findlay, Kaydee Zabelin, Vaughan Dennison and Roly Fitzgerald. Against: The Mayor (Grant Smith) and Councillors Billy Meehan, Orphée Mickalad, Karen Naylor, William Wood and Leonie Hapeta.
	Moved Lorna Johnson, seconded Patrick Handcock. 2. That Council note that the provision of a recognition payment for members’ contributions of time and knowledge is subject to budget being agreed in the 2024-2034 Long Term Plan.
	Clause 42.2-23 above was carried 8 votes to 5, with 1 abstention, the voting being as follows: For: Councillors Lorna Johnson, Patrick Handcock, Brent Barrett, Rachel Bowen, Karen Naylor, Kaydee Zabelin, Vaughan Dennison and Roly Fitzgerald. Against: The Mayor (Grant Smith) and Councillors Billy Meehan, Orphée Mickalad, William Wood and Leonie Hapeta. Abstained: Councillor Lew Findlay.

43-23

Review of Sector Leads Trial

Report presented by Amy Viles, Community Development Advisor and Ahmed Obaid, Community Development Advisor.

Councillor Lew Findlay left the meeting at 12.26pm.

Moved Lorna Johnson, seconded Patrick Handcock.

The COMMITTEE RECOMMENDS

1. That Council approve the continuation of the Sector Leads Partnership model in principle, as per the Support and Funding Policy 2022, and note that appropriate budget will be established for Sector Lead partners within the draft 2024-2034 Long-Term Plan.

Clause 43-23 above was carried 13 votes to 0, the voting being as follows:

For:

The Mayor (Grant Smith) and Councillors Lorna Johnson, Patrick Handcock, Brent Barrett, Rachel Bowen, Billy Meehan, Orphée Mickalad, Karen Naylor, William Wood, Kaydee Zabelin, Vaughan Dennison, Roly Fitzgerald and Leonie Hapeta.

The meeting adjourned at 12.47pm.

The meeting resumed at 1.45pm.

Councillor Vaughan Dennison was not present when the meeting resumed.

44-23

Community funding settings for the 2024-2034 Long-Term Plan

Report presented by Stephanie Velvin, Community Development Manager.

Elected Members opted to change the recommendation to Option 1 as they were satisfied the current process is still fit for purpose.

Moved Grant Smith, seconded Lorna Johnson.

The COMMITTEE RECOMMENDS

1. That Council agree Option 1, maintain current scope and structure for Strategic Priority Grants, to inform the preparation of the 2024-2034 Long-Term Plan.

Clause 44-23 above was carried 11 votes to 0, with 1 abstention, the voting being as follows:

For:

The Mayor (Grant Smith) and Councillors Lorna Johnson, Patrick Handcock, Brent Barrett, Rachel Bowen, Billy Meehan, Orphée Mickalad, Karen Naylor, William Wood, Kaydee Zabelin and Roly Fitzgerald.

Abstained:

Councillor Leonie Hapeta.

Note:
Councillor Leonie Hapeta declared an interest in this item.

Councillor Roly Fitzgerald left the meeting at 2.27pm.

45-23

Update on Response to Homelessness

Report presented by Stephanie Velvin, Community Development Manager.

Elected Members opted for Option 2 as the most appropriate plus the inclusion of the flexi-fund. Inclusion of the flexi-fund will overall save funds by preventing housing loss in the first place as set out in paragraph 3.22 of the report.

Councillor Leonie Hapeta left the meeting at 2.57pm.

Moved Lorna Johnson, seconded William Wood.

The COMMITTEE RESOLVED

1. That the Committee refer to the 2024-2034 draft Long-Term Plan:

Option 2 - Pilot highest priority systems-change interventions to respond to housing insecurity plus a $30,000 for a flexi-fund for urgent intervention.

Clause 45-23 above was carried 7 votes to 3, the voting being as follows:

For:

Councillors Lorna Johnson, Patrick Handcock, Brent Barrett, Rachel Bowen, Billy Meehan, William Wood and Kaydee Zabelin.

Against:

The Mayor (Grant Smith) and Councillors Orphée Mickalad and Karen Naylor.

Councillor Rachel Bowen left the meeting at 3.09pm.

46-23

Additional Social Housing Budget Update (Programme 1459)

Memorandum presented by Bryce Hosking, Group Manager - Property and Resource Recovery.

Moved Lorna Johnson, seconded Patrick Handcock.

The COMMITTEE RECOMMENDS

1. That Council agree the use of Programme 1459 (Social Housing – Additional Social Housing Units) to fund Council’s financial contribution to the Summerhays Street redevelopment project.

Clause 46-23 above was carried 9 votes to 0, the voting being as follows:

For:

The Mayor (Grant Smith) and Councillors Lorna Johnson, Patrick Handcock, Brent Barrett, Billy Meehan, Orphée Mickalad, Karen Naylor, William Wood and Kaydee Zabelin.

47-23

Natural Burial Update

Memorandum presented by Kathy Dever-Tod, Group Manager - Parks and Logistics.

An alternative motion was moved to explore the range of local up-to-date options for the sake of completeness, before making any firm lasting decisions.

Councillor Rachel Bowen entered the meeting again at 3.36pm.
Councillor Billy Meehan left the meeting at 3.40pm.

Moved Brent Barrett, seconded Patrick Handcock.

The COMMITTEE RECOMMENDS

1. That Council note the report, and seek expressions of interest from the community for a partnership-based approach to providing a natural burial site in Palmerston North.

Clause 47-23 above was carried 5 votes to 4, the voting being as follows:

For:

Councillors Lorna Johnson, Patrick Handcock, Brent Barrett, Rachel Bowen and Kaydee Zabelin.

Against:

The Mayor (Grant Smith) and Councillors Orphée Mickalad, Karen Naylor and William Wood.

48-23

Committee Work Schedule - November 2023

Moved Lorna Johnson, seconded Patrick Handcock.

The COMMITTEE RESOLVED

1. That the Community Committee receive its Work Schedule dated November 2023.

Clause 48-23 above was carried 9 votes to 0, the voting being as follows:

For:

The Mayor (Grant Smith) and Councillors Lorna Johnson, Patrick Handcock, Brent Barrett, Rachel Bowen, Orphée Mickalad, Karen Naylor, William Wood and Kaydee Zabelin.

	Karakia Whakamutunga
	Councillor Lorna Johnson closed the meeting with karakia.

The meeting finished at 3.48pm

Confirmed 20 March 2024

Chair

Memorandum

TO: Community Committee

MEETING DATE: 20 March 2024

TITLE: Annual Sector Lead Report: Housing Advice Centre

Presented By: Ahmed Obaid, Community Development Advisor

APPROVED BY: Kerry-Lee Probert, Acting Chief Customer Officer

RECOMMENDATION TO COMMITTEE:

1. That the Committee receive the Annual Sector Lead Report 2023 (Attachments 1-3) submitted by Housing Advice Centre.

RECOMMENDATION TO COUNCIL:

2. That Council

EITHER

A. Increase Housing Advice Centre’s Sector Lead grant funding by $21,131 in the draft Long-Term Plan 2024-2034 to $54,080 for the 2024/25 financial year and adjusted for inflation in future years.

B. Confirm current Sector Lead grant funding of $32,949 in the draft Long-Term Plan 2024-2034 and adjusted for inflation in future years.

1. ISSUE

1.1 Housing Advice Centre (Palmerston North) Incorporated (HAC) is delivering its second annual report (Jan – Dec 2023) as a Sector Lead organisation, which is appended to this memorandum as Attachment 1.

1.2 Reporting to Council is required under the Sector Lead Partnership Agreement structure.

1.3 Analysis of the performance of HAC against agreed activities and outcomes is included in the memorandum below.

2. BACKGROUND

2.1 On 8 June 2022, Council resolved to engage HAC as a Sector Lead organisation.

2.2 The Sector Lead Partnership model was trialled from 1 July 2022 – 30 June 2023, and was approved to continue, as per Council’s resolution of 18 December 2023:

‘That Council approve the continuation of the Sector Leads Partnership model in principle, as per the Support and Funding Policy 2022, and note that appropriate budget will be established for Sector Lead partners within the draft 2024-2034 Long-Term Plan.’

2.3 A three-year Partnership Agreement commenced between HAC and the Council in July 2022. The Agreement stipulates that activities funded contribute to the achievement of priorities 1 and 2 within the Council’s Goal 3 ‘Connected and Safe Communities’.

2.4 Reporting requirements within the Agreement include an annual report to Council covering the activities delivered and outcomes achieved in the preceding period.

3. ANNUAL REPORT ANALYSIS

3.1 HAC is a registered Incorporated Society and receives multiple sources of funding, including grants from Palmerston North City Council, Lottery Grants Board and the Ministry of Social Development.

3.2 HAC was founded in 1985 to help all people in the community to live in suitable accommodation that is safe, warm, healthy, and affordable.

3.3 HAC provides assistance with rental plans for tenants, advice on the rights and responsibilities as a tenant or landlord under the Residential Tenancy Act and a rental listing service. In addition, HAC is coordinating the Housing Needs Monitoring Group which is a network of social housing providers, not-for-profit organisations and government agencies that are actively involved in the current housing needs within the community. HAC are also active members of the Housing Insecurity Response Collective, coordinated by Council to develop a collective response to homelessness in the city.

3.4 The amount of funding HAC receives through this Sector Lead Partnership Agreement is $30,000 per annum (plus GST and adjusted for inflation in years two and three). Funding for the current financial year totals $31,380.

3.5 Assessment of agreed activities

Strategic Alignment	Activity	Comment	Assessment (Not met; developing; or met)
Connected and Safe activities
Priorities 1 & 2	Provide advice, guidance, and education on housing.	HAC engaged with 28,751 people during 2023, an increase on the previous period. This indicates the significant demand for the services of HAC. HAC collaborates strongly with other organisations, particularly Manawatū Tenants’ Union and Moneywise Manawatū. These collaborations often result in referrals being made to HAC and reduces duplication of services. HAC continued to face staff shortages throughout 2023, and this has resulted in lower workshop numbers and, at times, reduced opening hours at the office. Staff note HAC have presented a proposal through this annual report for additional funding to address their capacity challenges, which would help them achieve stronger outcomes in this activity area moving forward in 2024.	Developing
Sector Leadership activities
Priority 1	Provide capacity-building and support for other community organizations to develop and connect.	HAC works closely with other organisations and agencies that work with people who experience housing insecurity. HAC has been successful in maintaining connections between those agencies and organisations by coordinating the Housing Needs Monitoring Group. HAC provides training to staff of other organisations and agencies who do not normally work in the housing area, so they can assist their clients into housing. This focus on developing capability across the sector and within the community is a sustainable approach to addressing the growing demand for their services.	Met
Priority 2	Deliver the highest level of expertise and highest quality service.	HAC is performing well in this area. HAC have worked to understand the individual needs of each client to gain the best outcomes. This includes learning to work with mental health issues.	Met
Priority 1	Think, work, and advocate strategically.	HAC is performing well in this area. Their Committee has faced their recent challenges in staffing with a positive approach, taking the opportunity to review their strategic direction. They have been central in the formation of the new Housing Insecurity Response Collective looking to work differently to respond to homelessness in Palmerston North. If the related programme is funded through the 2024-2034 Long-Term Plan, HAC would likely also hold a central strategic and operational role in this work moving forward.	Met
Priority 1 & 2	Have robust strategic and business plans in place.	HAC has taken time recently to look at their strategic plans and operational structures. They are strong strategically, and with the recent hire of a new Service Coordinator they are well positioned in terms of capability to return to their full operational potential, particularly if able to secure additional capacity within each role.	Met

3.6 Alongside an annual report which provides information on the agreed activities, Sector Lead organisations are required to provide six-monthly performance measure data for a range of indicators related to their activities.

3.7 The measures are based on a Results Based Accountability approach, where impact of effort is demonstrated by measurement of who is ‘better off’ as a result of the activities or services, as well as ‘how much’ of the activity or service was delivered and ‘how well’ it was delivered. This performance measure data provides an evidence base to support the information in the annual report. Performance measure data for the period 1 January 2023 to 31 December 2023 is appended to this memorandum at Attachment 3.

3.8 The data indicates that clients who have engaged with HAC during the reporting period are satisfied with the service provided to them, and a good percentage are gaining skills and knowledge as a result of the services provided.

3.9 Ongoing capacity challenges have evidently impacted the number of workshops delivered during this period, though staff acknowledge that HAC have prioritised their services within the capacity available and they have communicated these developments well with Council staff over the period.

3.10 Staff note that HAC is requesting an increase of around $21,000 to their current funding level to help maintain service levels and cover the cost of one existing Housing Advisor role. Their financial report demonstrates significantly reduced income between 2022 and 2023, most notably from the Ministry of Social Development.

3.11 If Council decided to increase the amount funded to HAC as per their proposal, this could be applied for the remaining financial year of the Agreement (2024/2025) provided Long-Term Plan budgets were adjusted accordingly. Note indicative figures based on current funding levels have been entered into the draft Long-Term Plan beyond 2024/2025 for each Sector Lead, but new Agreements will need to be negotiated between each continuing Sector Lead and Council for commencement from 1 July 2025.

4. CONCLUSION

4.1 This memorandum has provided background to and comment on the annual report of HAC, as required by their 2022-2025 Sector Lead Partnership Agreement with Council.

4.2 Staff have assessed that HAC are performing well against most of their agreed activities, though some activities were not delivered due to staff shortages.

5. NEXT STEPS

5.1 Staff will continue to support HAC to deliver the activities and initiatives covered by the Partnership Agreement.

5.2 HAC will present its next Annual Report, covering year three of the agreement, in the first quarter of 2025. Further staff commentary on progress will also be provided at that time.

5.3 If recommendation 1A is agreed by Council, it would be included in the final 2024-2034 Long-Term Plan deliberations in May 2024.

6. 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?		Yes
The recommendations contribute to Goal 3: A Connected and Safe Community
The recommendations contribute to the achievement of action/actions in Connected Communities The action is: Administer grants in line with the community funding policy; Monitor for-purpose organisations contracted or funded by Council against agreed outcomes.
Contribution to strategic direction and to social, economic, environmental and cultural well-being	Sector Lead organisations contribute to the achievement of Council’s strategic direction, particularly Goals 2, 3 and 4, which seeks to enhance the social, economic, environmental and cultural wellbeing of the community.

Attachments

1.	HAC Annual Report 2023 ⇩
2.	HAC Financial Report 2023 ⇩
3.	HAC Performance Measures Data ⇩

Memorandum

TO: Community Committee

MEETING DATE: 20 March 2024

TITLE: Annual Sector Lead Report: Te Pū Harakeke - Community Collective Manawatū

Presented By: Ahmed Obaid, Community Development Advisor

APPROVED BY: Kerry-Lee Probert, Acting Chief Customer Officer

RECOMMENDATION TO Community Committee

1. That the Committee received the Annual Sector Lead Report 2023 (Attachment 1 - 3) submitted by Te Pū Harakeke – Community Collective Manawatū.

1. ISSUE

1.1 Te Pū Harakeke – Community Collective Manawatū is delivering its second annual report (January – December 2023) as a Sector Lead organisation, which is appended to this memorandum at Attachment 1.

1.2 Reporting to Council is required under the Sector Lead Partnership Agreement structure.

1.3 Analysis of the performance of Te Pū Harakeke – Community Collective Manawatū against agreed activities and outcomes is included in this memorandum.

2. BACKGROUND

2.1 On 8 June 2022, Council resolved to engage Te Pū Harakeke – Community Collective Manawatū as a Sector Lead partner organisation.

2.2 The Sector Lead Partnership model was trialled from 1 July 2022 – 30 June 2023, and was approved to continue, as per Council’s resolution of 18 December 2023:

2.3 A three-year Partnership Agreement commenced between Te Pū Harakeke – Community Collective Manawatū and the Council in July 2022. The Agreement stipulates that activities funded contribute to the achievement of priorities 1 and 3 within Council’s Goal 3 ‘A Connected and Safe Community’.

2.4 Reporting requirements within the Agreement include an annual report to Council covering the activities delivered and outcomes achieved in the preceding period.

3. ANNUAL REPORT ANALYSIS

3.1 Te Pū Harakeke – Community Collective Manawatū is a registered Incorporated Society and receives multiple and diverse sources of funding, including grants from Palmerston North City Council, Community Organisation Grants Scheme, Lottery Grants Board, Pub Charity, and other funders.

3.2 Te Pū Harakeke - Community Collective Manawatū was founded in 1971 as the Palmerston North Community Services Council to bring together and provide support for Palmerston North based community organisations. Their membership consists of over one hundred for-purpose organisations and individuals working in the social sector and local community.

3.3 The amount of funding Te Pū Harakeke – Community Collective Manawatū receives through this Sector Lead Partnership Agreement totals $397,243 for 2023/2024 (plus GST and adjusted for inflation each year of contract).

3.4 Included in this total funding is $94,140 for activity delivery, $67,006 for the day to day management of Hancock Community House on behalf of Council, $5,000 to purchase furniture for Hancock House, $221,097 as the Community Development Small Grants Fund for distribution on behalf of Council, and $10,000 for administering the Small Grants Fund.

3.5 Assessment of agreed activities

Strategic Alignment	Activity	Comment	Assessment (Not met; developing; or met)
Connected and Safe activities
Priorities 1 & 3	Facilitate capability and capacity building training sessions, programmes, workshops for community groups	Te Pū Harakeke have delivered a good number of activities and programmes in this period. A total of 18 workshops and training sessions to 253 people were delivered across a broad range of topics. Te Pū Harakeke regularly seeks feedback from community groups to help plan for their future activities, which ensures that they are building capacity and capability in the areas most needed by the sector.	Met
Priorities 1 & 3	Facilitate a membership network for the community sector	Te Pū Harakeke has 111 members, which is a slight increase on last year. They organize a bimonthly meeting for members to connect and collaboration. Their staff play an important role in encouraging and supporting these connections.	Met
Priority 1	Deliver Social Wellbeing Forum (SWF)	Te Pū Harakeke ran the SWF in October 2022. The report and recommendations were presented to the Community Committee in May 2023. Planning for the next SWF is underway; to determine focus areas Te Pū Harakeke will capture views of the community sector through a pre- forum survey.	Met
Sector Lead activities
Priority 3	Provide capacity-building and support for other community organisations to develop and connect.	In addition to the well-organised workshops and training sessions outlined above, Te Pū Harakeke have offered support and advice in four areas of need as part of their Te Tauteka programme. Those areas are: · Governance and Strategy · Preparing new or updating Trust Deeds · Human Resources and employment · Accounting/ financial compliance This programme is a great example of the leadership role of Te Pū Harakeke in the community sector. A total of 9 groups have been supported across all areas. They are performing well in this area.	Met
Priorities 1, 3 & 4	Deliver the highest level of expertise and highest quality service.	Te Pū Harakeke are performing well in this area, as seen in the range of positive feedback received from the sector for their activities.	Met
Priorities 3 & 4	Think, work, and advocate strategically;	Te Pū Harakeke have regularly provided submissions to Council on behalf of the community social sector. They have also provided submissions on significant Bills such as the Charities Bill and the Incorporated Societies Bill. They are performing well in this area.	Met
Priorities 3 & 4	Have robust strategic and business plans in place.	Te Pū Harakeke have an excellent strategic plan. No concerns with the financial management of the organisation.	Met
Hancock Community House Management
Priority 1	Management of Hancock Community House & Purchase of furniture and Equipment for Hancock Community House	Te Pū Harakeke are performing very well in providing day to day administration of Hancock Community House. They have a well-established relationship with all tenants and hold regular tenants’ meetings. Bookings and administration of meeting rooms and reception services have been managed well by staff. Te Pū Harakeke were accommodating of a need to change processes around room booking fees with the introduction of Council’s new financial system.	Met
Small Grants Fund administration
Priority 3	Administration of Community Development Small Grants Fund	The Community Development Small Grants fund provides groups up to $5,000 for administration expenses. 62 groups applied of which 54 were approved. Groups demonstrating a higher level of need were prioritized due to the fund being oversubscribed. Staff work alongside Te Pū Harakeke to ensure continual improvement of processes, for example reducing assessment load on the committee by frontloading eligibility checks.	Met

3.8 The data demonstrates a steady increase in the number of members. It also shows an increase in the number of training workshops offered to community organisations which also saw an increase in participants. Te Pū Harakeke continue to increase their reach within the community and have been at the forefront of providing support to their sector.

3.9 The performance measure data provides a sound evidence base to support the information in the annual report.

4. conclusion

4.1 This memorandum has provided background to and comment on the annual report of Te Pū Harakeke – Community Collective Manawatū for 2023

4.2 Staff have assessed that Te Pū Harakeke are performing well against their agreed activities across the board. The organisation continues to demonstrate significant growth in response to community demand, provide strong advocacy on social issues, and has demonstrated that building collaboration across the social sector is a core strength.

5. NEXT STEPS

5.1 Staff will continue to support Te Pū Harakeke to deliver the wide-ranging activities and initiatives covered by the Sector Lead Partnership Agreement.

5.2 Te Pū Harakeke will present its next Annual Report, covering year three of the agreement in the first quarter of 2025. Further staff commentary on progress will also be provided at that time.

6. 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 achievement of action/actions in Connected Communities The action is: Administer grants in line with the community funding policy; Monitor for-purpose organisations contracted or funded by Council against agreed outcomes.
Contribution to strategic direction and to social, economic, environmental and cultural well-being	Sector Lead partner organisations contribute to the achievement of Council’s strategic direction, particularly Goals 2, 3 and 4, which seeks to enhance the social, economic, environmental and cultural wellbeing of the community.

Attachments

1.	Te Pū Harakeke - Community Collective Manawatū Annual Report 2023 ⇩
2.	Te Pū Harakeke Performance Measures Data ⇩
3.	Te Pū Harakeke Financial Report 22/23 ⇩

Memorandum

TO: Community Committee

MEETING DATE: 20 March 2024

TITLE: Annual Sector Lead Report: Manawatū Multicultural Council

Presented By: Ahmed Obaid, Community Development Advisor

APPROVED BY: Kerry-Lee Probert, Acting Chief Customer Officer

RECOMMENDATION TO COMMUNITY COMMITTEE:

1. That the Committee receive the Annual Sector Lead Report 2023 (attachments 1-3) submitted by the Manawatū Multicultural Council.

1. ISSUE

1.1 Manawatū Multicultural Council (MMC) has delivered its 2023 annual report as a Sector Lead organisation, which is appended to this memorandum at Attachments 1 to 3.

1.2 Reporting to Council is required under the Sector Lead Partnership Agreement structure.

1.3 Analysis of MMCs performance against agreed activities and outcomes is included in this memorandum below.

2. BACKGROUND

2.1 On 8 June 2022, Council resolved to engage MMC as a Sector Lead organisation.

2.2 The Sector Lead Partnership model was trialled from 1 July 2022 – 30 June 2023, and was approved to continue, as per Council’s resolution of 18 December 2023:

2.3 A three-year Partnership Agreement commenced between MMC and the Council in July 2022. The Agreement stipulates that activities funded contribute to the achievement of priorities 1 and 3 within Council’s Goal 3 ‘Connected and Safe Communities’.

2.4 Reporting requirements within the Agreement include an annual report to Council covering the activities delivered and outcomes achieved in the preceding period.

3. ANNUAL REPORT ANALYSIS

3.1 MMC is a registered Incorporated Society and receives multiple and diverse sources of funding, including grants from Palmerston North City Council, Community Organisation Grants Scheme, Ministry for Ethnic Communities, Eastern & Central Community Trust, Ministry of Social Development, NZ Lottery Grants Board and other funders.

3.2 MMC was founded in 1993 to provide an essential point of contact for new migrants, former refugees, international students, and newcomers to the city.

3.3 MMC operates as a coordinating body for the many different ethnic and cultural groups in the city, providing information, resources and activities, with the aim of creating a connected and inclusive community.

3.4 The amount of funding MMC receives through this Sector Lead Partnership Agreement is $65,000 per annum (plus GST and adjusted for inflation in years two and three). Funding for the current financial year totals $67,990.

3.5 Assessment of agreed activities

Strategic Alignment	Activity	Comment	Assessment (Not met; developing; or met)
Connected and Safe activities
Priorities 1 & 3	Operate the Multi-Cultural Centre	MMCs Multi-Cultural Centre is located at Hancock Community House. The Multi-Cultural Centre is well-established as a hub of support and information for ethnic community members. During this period, the Centre has been operating successfully. Despite the challenge of having different managers throughout the year, MMC staff have continued to deliver all expected activities at the Centre. MMC have advocated to Council for an expanded Multi-Cultural Centre over several years, and during this period they participated in the resultant feasibility study.	Met
Priority 1	Deliver Holiday Programmes	MMC successfully facilitated holiday programmes with a significant number of children and collaborated well with other organisations.	Met
Priority 1	Provide Educational Workshops	During this reporting period MMC delivered 33 educational workshops to support newcomers. The following are some examples of topics covered: · IRD and ACC Workshop · Raising Bilingual Kids · Treaty of Waitangi · Family Violence Prevention Staff are satisfied that MMC are delivering a good range of quality workshops.	Met
Priority 1	Operate the Multi-Cultural Playgroup	A multicultural play group was held during terms 3 and 4 of 2023 school year. These were weekly sessions for any families wanting to attend. While the activity was implemented successfully, the attendance was not high with only a few families joining each session.	Developing
Priority 1	Provide language translation assistance	MMC now offers a language translation assistance in 30 languages, for those needing help with legal matters, employment, immigration, housing, and medical needs. Language assistance is a significant barrier for many in our community, and so this is a valuable service.	Met
Priority 1 & 2	Lead a membership network of cultural groups	MMC has a total of 60 member groups. MMC have organised meetings and activities for the member groups to connect. Member groups are sent weekly updates. Towards the end of 2023 MMC’s membership decreased by 3, for various reasons outside of MMC’s control, and staff do not have concerns with this element.	Met
Priority 1 & 2	Contribute to the delivery of cultural events and celebrations, including the festival of cultures	MMC continues to successfully contribute to the planning and delivery of many cultural celebrations. MMC’s biggest events of the year were: Festival of Cultures, World on Stage, and the Language Expo at the Library. The Language Expo was a new event and was highly attended.	Met
Sector Leadership activities
Priority 1, 2 & 3	Provide capacity-building and support for other community organisations to develop and connect	MMC provided guidance and support to some community groups in 2023. For example, governance and financial management support to the Rohingya Community. They also organised information sessions about the new Incorporated Societies Bill for members. Staff look forward to seeing further growth in this area in future.	Developing
Priority 2	Deliver the highest level of expertise and highest quality service	MMC staff and board are committed to providing high quality services and activities. With more staff joining the organisation in 2023, MMC was able to see improved stability of service delivery.	Developing
Priority 1	Think, work, and advocate strategically	MMC contributed to Council’s Multicultural Hub feasibility project by attending meetings with Council staff and consultants and supporting some engagement with the wider community. MMCs board formed a sub-committee to support and follow Councils project for a Multicultural Centre in the city. MMCs board has also seen some changes in its membership during this period. The new board is committed to developing and building their capacity in governance. MMC represent their membership in multiple areas, including the Welcoming Communities Advisory Group, and regularly contribute to cross-sector forums and advocacy opportunities. During 2023 MMC continued to have changes in their manager role, and this presented challenges for MMC in their ability to work strategically. At the end of 2023 MMC appointed a new Manager, and it is expected that they will achieve greater stability in 2024, and therefore will be able to become even more influential in contributing to the development of the wider sector.	Developing
Priority 1 & 2	Have robust strategic and business plans in place	MMC reviewed their Strategic Plan and their internal policies in 2023. This will help them see their full potential moving forward. MMC is also expected to make required changes to its constitution to align with the new Incorporated Societies Act. Financially, it is likely MMC will be losing a significant amount of funding from MSD by the end of this financial year due to the ending of its Community Connection Service Contract. This will mean that MMC may not be able to keep the Connector role unless funding is sourced elsewhere. The Connector role is essential to maintain connections with communities in need. MMC’s other staff roles are also currently operating under pressure at 30 hours a week.	Developing

3.8 The performance measure data provides an evidence base to support the information in the annual report.

3.9 The performance measure data shows that clients value the work that MMC does in the community, and they have scored highly in the satisfaction sections in this reporting period.

3.10 MMC has improved its utilization and management of volunteers in 2023, as evident in the increase of volunteers 20 to 65.

3.11 Overall, MMC has demonstrated some growth and improvement in 2023. The organisation managed to deliver the majority of their agreed ‘Safe and Connected Communities’ activities, despite the instability experienced in the management and governance of the organisation.

3.12 MMC has shown leadership in its sector by providing support and assistance to some smaller organisations in its sector, and are well placed to achieve greater outcomes in this area in the coming year. With a new Manager starting in January 2024, the MMC board are expected to focus on strategic issues and allow the new Manager to completely take on the day-to-day operations.

4. CONCLUSION

4.1 This memorandum has provided background to and comment on the annual report of the Manawatū Multicultural Council for 2023.

4.2 Staff have assessed that MMC are performing well against some of their agreed activities, with room for development in others. The organisation continues to demonstrate slow but steady growth in response to community demands and providing advocacy on issues of interest. Staff continue to encourage MMC to grow to their full potential as a Sector Lead organisation.

5. NEXT STEPS

5.1 Staff will continue to support MMC to deliver the wide-ranging activities and initiatives covered by the Sector Lead Partnership Agreement. Intensive support is being provided to the new Board and Manager.

5.2 MMC will present its next Annual Report, covering year three of the agreement, the first quarter of 2025. Further staff commentary on progress will also be provided at that time.

6. 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 achievement of action/actions in Connected Communities The action is: Administer grants in line with the community funding policy; Monitor for-purpose organisations contracted or funded by Council against agreed outcomes.
Contribution to strategic direction and to social, economic, environmental, and cultural well-being	Sector Lead Organisations contribute to the achievement of Council’s strategic direction, particularly Goals 2, 3 and 4, which seeks to enhance

Attachments

1.	MMC Annual Report 2023 ⇩
2.	MMC Financial Performance Report 22/23 ⇩
3.	MMC Performance Measures Data ⇩

Memorandum

TO: Community Committee

MEETING DATE: 20 March 2024

TITLE: Annual Sector Lead Report: Te Tihi o Ruahine Whānau Ora Alliance

Presented By: Amy Viles, Community Development Advisor

APPROVED BY: Kerry-Lee Probert, Acting Chief Customer Officer

RECOMMENDATION TO Community Committee

1. That the Committee receive the Annual Sector Lead Report 2023 (Attachments 1-3) submitted by Te Tihi o Ruahine Whānau Ora Alliance.

1. ISSUE

1.1 Te Tihi o Ruahine Whānau Ora Alliance (‘Te Tihi’) is delivering its second annual report (January – December 2023) as a Sector Lead organisation, which is appended to this memorandum at Attachments 1-3.

1.2 Reporting to Council is required under the Sector Lead Partnership Agreement structure.

1.3 Analysis of the performance of Te Tihi against agreed activities and outcomes is included in this memorandum below.

2. BACKGROUND

2.1 On 8 June 2022, Council resolved to engage Te Tihi as a Sector Lead organisation.

2.2 The Sector Lead Partnership model was trialled from 1 July 2022 – 30 June 2023, and was approved to continue, as per Council’s resolution of 18 December 2023:   ‘That Council approve the continuation of the Sector Leads Partnership model in principle, as per the Support and Funding Policy 2022, and note that appropriate budget will be established for Sector Lead partners within the draft 2024-2034 Long-Term Plan.’

2.3 A three-year Partnership Agreement commenced between Te Tihi and the Council in July 2022. The Agreement stipulates that activities funded contribute to the achievement of priorities 1-4 within the Council’s Connected and Safe strategic direction.

2.4 Reporting requirements within the Agreement include an annual report to Council covering the activities delivered and outcomes achieved in the preceding period.

3. Annual Report analysis

3.1 Te Tihi o Ruahine Whānau Ora Alliance is a Charitable Trust and receives Sector Lead funding from Council to provide the ‘container of change’ (project management backbone) support for Ora Konnect. Ora Konnect is a Whānau Ora Collective Impact alliance made up of 18 partners (including local for purpose social services in the 4412 and government agencies). Te Tihi are a partner within the Ora Konnect collective, as are Council.

3.2 Te Tihi was established in 2013 and is an alliance comprised of 9 Hapū, Iwi and Iwi Māori organisations. Te Tihi provide project management, process development, data analysis, and capability and capacity building support within a Whānau Ora framework.

3.3 Te Tihi provide services in both a citywide and regional capacity, with support for programme delivery across the MidCentral region of Palmerston North, Manawatū, Horowhenua and Tararua.

3.4 Additional to Council funding, Te Tihi receives multiple and diverse sources of income and funding. Te Tihi works towards meeting several different investment outcomes through its activities and, therefore, their financial report includes activities that are not solely funded by Council. A copy of the most recent financial accounts for Te Tihi are attached for reference to this memorandum at Attachment 2.

3.5 The amount of funding Te Tihi receives through the Sector Lead Partnership Agreement is $35,000 per annum (plus GST and adjusted for inflation in years two and three). Funding for the current financial year totals $36,610.

3.6 Assessment of agreed activities

Strategic Alignment	Activity	Comment	Assessment (Not met; developing; or met)
Connected and Safe activities
Priorities 1, 2 & 3 & 4.	Provide backbone support to the Ora Konnect alliance which aims to deliver community-led initiatives in 4412 using a Whānau Ora Collective Impact framework.	Container of Change (backbone) support: Te Tihi provide project management and squad support for both active and developing squads. Project management includes support with the design and implementation phases of squad projects. The development of an updated Programme of Action by the Ora Konnect alliance partners in 2023 (led by Te Tihi) is forming the foundation of a plan to guide the collective now and into the future, with a focus on connecting whānau in the 4412 community and providing opportunities that will improve economic, environmental, social and health outcomes. The Programme of Action outlines both the ongoing strategic and the operational framework for Ora Konnect.  Te Tihi provide the backbone support functions to a high standard by developing and delivering regular stakeholder workshops and ensuring consistency of approach across the squads. Ora Konnect have therefore been enabled to consistently build on the implementation of existing squad initiatives in the last 12 months and continue to investigate the development potential of new squad initiatives (i.e. housing).	Met
Sector Leadership activities
Priorities 1, 3 & 4	Deliver the highest level of expertise and highest quality service.	Staff assess that Te Tihi provide a quality framework to enable the Ora Konnect alliance to continue to deliver and develop successful squad initiatives. As a result, Ora Konnect have delivered a successful range of high-quality activities, events and programmes across active squads in this reporting period (including the implementation of further Kai Security initiatives, the continuation of the Burglary Prevention pilot with the NZ Police and the completion of phase one of the revitalisation of Highbury Shopping Centre). Staff note a change in key Te Tihi personnel supporting Ora Konnect in late 2023 has had some impact on the continuity of the work. Staff are confident that momentum will be regained in 2024.	Met
Priorities 3 & 4	Provide capacity building and support for other community organisations to develop and connect.	While Te Tihi provide some capacity building support to Ora Konnect partners member organisations as the backbone organisation, and staff understand Te Tihi provide capacity building and support functions beyond Ora Konnect, the funding Agreement currently has a narrow focus on Ora Konnect delivery, and therefore limited information is available in the reporting from Te Tihi regarding their wider sector leadership functions. Staff intend to discuss the scope of the Partnership Agreement and the intent of the Sector Leadership model with Te Tihi in the coming months, to determine whether the Sector Lead Partnership Agreement is the best avenue of funding support.	Met, noting comments
Priorities 3 & 4.	Think, work and advocate strategically.	Te Tihi as an alliance and Ora Konnect as an initiative have a strong strategic foundation in their Programme of Action for creating systemic change. As noted above, as the current funding Agreement has a limited focus, an advocacy role as a Sector Lead is not clearly evidenced in the reporting provided.	Met, noting comments
Priorities 3 & 4.	Have robust strategic and business plans in place.	Te Tihi are performing well in this area. Financials have been provided and staff have no concerns regarding the financial viability of Te Tihi.	Met

3.7 Alongside an annual report which provides information on the agreed activities, Sector Lead organisations are required to provide six-monthly performance measure data for a range of indicators related to their activities.

3.8 The measures are based on a Results Based Accountability approach, where impact of effort is demonstrated by measurement of who is ‘better off’ as a result of the activities or services, as well as ‘how much’ of the activity or service was delivered and ‘how well’ it was delivered. This performance measure data provides an evidence base to support the information in the annual report. Performance measure data for the period 1 January 2023 to 31 December 2023 is appended to this memorandum at Attachment 3. 

3.9 The current reporting period demonstrates stability in the number of partners in the Ora Konnect alliance and a high level of satisfaction by partner organisations in the work of Ora Konnect, which is testament to the community outcomes the alliance is delivering.

4. CONCLUSION

4.1 This memorandum has provided background to and comment on the Annual Report of Te Tihi o Ruahine Whānau Ora Alliance for 2024.

4.2 Staff have assessed that Te Tihi are performing well against their agreed activities in their role in support of the Ora Konnect alliance. The support provided by Te Tihi has provided stability and a framework for the Ora Konnect alliance to develop their initiatives now and into the future to achieve long term system change aspirations in the Western Suburbs.

4.3 While staff acknowledge the importance of Council’s partnership with both Te Tihi and more widely with the Ora Konnect Alliance, it has been noted that the scope of the current Sector Lead Partnership Agreement between Te Tihi and Council may not align with the intent of the Sector Lead Partnership model as strongly as initially assessed. Staff suggest Council consider whether the Sector Lead Partnership model is the best way for Council to provide ongoing support past the completion of the current Sector Lead Partnership Agreement.

5.  NEXT STEPS

5.1 Following further discussions with Te Tihi regarding the above, staff will present a report to this Committee in August of this year to provide a recommendation on future funding options for Te Tihi (on behalf of Ora Konnect).

5.2 Staff will continue to support Te Tihi to deliver the activities and initiatives covered by the Sector Lead Partnership Agreement.

6. 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 achievement of action/actions in Connected Communities The action is: Administer grants in line with the community funding policy; Monitor for-purpose organisations contracted or funded by Council against agreed outcomes.
Contribution to strategic direction and to social, economic, environmental and cultural well-being	Sector Lead Organisations contribute to the achievement of Council’s strategic direction, particularly Goals 2, 3 and 4, which seeks to enhance the social, economic, environmental and cultural wellbeing of the community.

Attachments

1.	Te Tihi Sector Lead Report - Ora Konnect 2024 ⇩
2.	Te Tihi O Ruahine Whānau Ora Alliance Charitable Trust Consolidated Financial Statements to June 2023 ⇩
3.	Te Tihi Performance Measure Data for Period 1 Jan 2023 to 31 Dec 2023 ⇩

Memorandum

TO: Community Committee

MEETING DATE: 20 March 2024

TITLE: Welcoming Communities Annual Update

Presented By: Somayyeh Ghaffari, Community Development Advisor

APPROVED BY: Kerry-Lee Probert, Acting Chief Customer Officer

RECOMMENDATION TO Community Committee:

1. That the Committee receive the memorandum titled ‘Welcoming Communities Annual Update’ presented to the Community Committee on 20 March 2024.

1. ISSUE

1.1 This report provides the annual update on the progress of the Welcoming Communities programme implementation

1.2 This is the sixth annual Welcoming Communities report. Additional history and context can be found in reports presented to the Community Development Committee meetings of March 2018, April 2019, November 2020, March 2022 and March 2023.

2. BACKGROUND

2.1 Welcoming Communities - Te Waharoa ki ngā Hapori is an Immigration New Zealand led accreditation-based initiative in which Palmerston North has been a participant since 2017. The programme is based on the premise that communities which make newcomers feel welcome are more likely to enjoy better social outcomes and stronger economic growth. Intentionally building connections means everyone feels included and knows they belong; in this environment, everyone can participate in the economic, civic, cultural and social life of the community.

2.2 Underpinning the programme and the accreditation framework is the national Welcoming Communities Standard, which sets out what a successful inclusive community looks like across eight key outcome areas: Inclusive Leadership, Welcoming Communications, Equitable Access, Connected and Inclusive Communities, Civic Engagement and Participation, Economic Development, Business and Employment, Welcoming Public Spaces, and Culture and Identity.

2.3 The programme is currently being rolled out across New Zealand in stages. As of February 2024, a total of 35 Councils have joined:

2.4 The impact of the Welcoming Communities programme is being evaluated at a national level by a third party, on behalf of Immigration New Zealand. This is long-term monitoring which will span several years, and involves local case studies, focus groups and broad data collection to determine how well the programme is achieving its aims.

2.5 In early March 2024, Palmerston North Welcoming Communities will participate in the third cycle of the national evaluation of the programme conducted by Allen & Clarke on behalf of Immigration New Zealand. The most recent evaluation report, from February 2023, is attached to this memorandum for reference. Key findings included the following positive outcomes for member councils and communities:

a. Strengthened connections between councils, newcomers, and community-based groups

b. Substantial collaboration between newcomers’ groups and community organisations

c. Strong and inclusive leadership by councils – council and community leaders actively working to make their community a welcoming place

d. Newcomers feel more welcomed and confident in using public spaces in their community.

e. Increase in cross-cultural understanding in the community and newcomers feel more confident to share their culture and have others share their culture in return.

f. Newcomers feel an increased sense of belonging in the community and the diversity they bring is valued by community members.

g. Welcoming Communities programme was a trusted network of support during major national crises (such as the COVID-19 pandemic, Christchurch Mosque attack, natural disasters).

3. CONTEXT

3.1 The Welcoming Communities Advisory Group Plan 2020-2023 was finalised and endorsed by Council on 17 March 2021.

3.2 The Advisory Group will begin work on refreshing the existing plan in the coming months. A Welcoming Plan is a key component of the Welcoming Communities programme; it sets out our local priorities for the coming years, providing a roadmap for achieving our welcoming goals for the city.

3.3 Note the intention was to apply for Advanced Welcoming Communities accreditation status in late 2023; however, the Ministry of Business, Innovation and Employment (MBIE) put applications for accreditation on hold due to capacity limitations. MBIE have recently reinstated their full Welcoming Communities team, and it is expected that accreditation will be available again mid-year. In the meantime, staff are preparing the accreditation application documents, to be ready to submit as soon as applications open.

4. ANNUAL UPDATE

4.1 Welcoming Communities has continued to see strong growth in 2023. The focus has been on strengthening meaningful partnerships and introducing new initiatives to create an inclusive environment for newcomer communities.

4.2 The Welcoming Communities Advisory Group remains the foundation of the programme, and they have continued to meet six-weekly to guide and coordinate the programme’s implementation.

4.3 In 2023, Welcoming Communities coordinated and supported numerous events, activities and programmes. Highlights of the year have included:

4.3.1 Welcoming Schools Programme Report Launch

To deliver on ‘Connected + Inclusive Communities’ outcome area.

The Welcoming Schools programme is an initiative created to enable systemic change in schools and foster an inclusive and global thinking society through education. The programme has been co-funded by Immigration New Zealand, Department of Internal Affairs, Council and Ministry of Education, supported by Ministry for Ethnic Communities and Global Parents Support, and is being delivered by the Manawatū Multicultural Council (MMC).

A key milestone of the Welcoming School programme in 2023 was the launch of the Inclusivity Strength Analysis Report in September, as part of the Welcoming Week campaign. The report is the culmination of the efforts of many schools and parents who have shared their insights to foster a more inclusive school environment. The report highlighted key findings and proposed solutions to enhance the inclusion of newcomer students and families, including:

· The value of a structured onboarding process for successful integration.

· The importance of culturally inclusive physical school spaces.

Since the launch, findings were presented to Welcoming Communities Coordinators across the country and senior MBIE managers.

Next steps for the Welcoming Schools programme in 2024 include: parent workshops to improve understanding and communication between newcomer families and school staff; cultural competence and capability workshops for school staff; expansion to the early childhood education sector; promotion of MMCs language assistance services into schools; and development of an online information hub for newcomer families starting school in Palmerston North.

4.3.2 Cultural Celebrations

To deliver on ‘Connected + Inclusive’ and ‘Culture + Identity’ outcome areas.

The Welcoming Communities programme provides an essential link between event organisers and ethnic communities. Strong relationships built over time between Council and communities, and facilitated between communities themselves, enable greater community outcomes to be achieved through the medium of events.

By embracing cultural festivities, newcomers find reassurance in their identity and establish a sense of connection and acceptance within the receiving community. Sharing their cultural heritage with the mainstream community fosters a feeling of belonging, and in turn, the host community gains understanding and appreciation of the newcomers' culture and values, enabling them to better support and welcome them. Palmerston North Welcoming Communities takes an active role in endorsing various engaging events. In 2023, this included the new Palmy Play Festival - Taiopenga ā-Rēhia to celebrate cultural diversity through playful activities.

Events supported in 2023 included:

· Lunar New Year	· Moon Festival
· Ethkick	· Palmy Play Festival – Taiopenga ā-Rēhia
· Festival of Cultures	· Diwali Mela
· Holi: Festival of Colours	· Religious Diversity Day

At Palmy Play Festival – Taiopenga ā-Rēhia, 26 stall holders hosted traditional games from all around the world to celebrate cultural diversity of our community through the common language of play. This festival was a collaboration between Council and the Manawatū Multicultural Council.

Diwali Mela, the Festival of Lights, celebrated its fourth year in Palmerston North in November. Each year the event has grown larger and different components have been added. This year, in addition to a range of food stalls, performances and the laser light show, Story Boards, a Prayer Tent and a Curry of Fire competition were also featured. This event continues to foster a strong partnership between Council and the community.

4.3.3 City Welcome – Pōwhiri for newcomers

To deliver on ‘Equitable Access’, ‘Inclusive Leadership’ and ‘Welcoming Communications’ outcome areas.

Palmerston North Welcoming communities has strong established relationships with mana whenua, and this has again been demonstrated throughout 2023.

Welcoming Communities has continued to partner with Rangitāne to formally welcome newcomers to Palmerston North through the City Welcome – Pōwhiri sessions. Four sessions were held throughout 2023, attended by a total of approx. 500 newly arrived migrants, former refugees and international students. During the welcome sessions, newcomers have opportunities to learn about how to access services and participate in activities within the city. Attendees are given city Welcome Packs and they enjoy the opportunity to connect with city leaders and service providers, as well as other newcomers.

4.3.4 Te Tiriti o Waitangi Workshop for Welcoming Communities Advisory Group

To deliver on ‘Inclusive Leadership’ outcome area.

Council’s Poutakawaenga Matua – the Principal Māori Advisor facilitated a ‘Welcoming Communities and Te Tiriti o Waitangi’ workshop for the Advisory Group. In this workshop, the Group discussed Te Tiriti and the Declaration of Independence, and explored the Treaty aspirations of our local Welcoming Plan.

4.3.5 Welcoming Week Campaign and Welcome Decal launch

To deliver on ‘Inclusive Leadership’, ‘Welcoming Communications’ and ‘Welcoming Public Spaces’ outcome areas.

Palmerston North celebrated its fourth International Welcoming Week — Te Wiki o Manaaki campaign in September 2023, with a series of engaging events and activities, including: a Library Display about the achievements of the Palmerston North Welcoming Communities programme over the years; a City Welcome session; the Welcoming Schools Report Launch event; a potluck dinner with MMC; and a Plant and Play event at Frederick Krull Reserve.

During the week, the new Welcome Decals were also launched, to encourage local businesses and organisations to visibly demonstrate their commitment to embracing people of all cultures. The Decal stickers feature the word ‘welcome’ in 68 languages most spoken in Palmerston North. The Decals have proven very popular, with over 100 distributed across the city to date, and several Councils from around the country getting in touch keen to share the idea.

4.3.6 Palmy Global Ambassadors

To deliver on ‘Inclusive Leadership’ outcome area.

The Palmy Global Ambassadors programme resumed in 2023. The programme aims to provide a leadership development pathway for young international students and other newcomers, aged 18-24, with a focus on international relations, community development and events. Four Global Ambassadors were recruited in October 2023.

4.3.7 Organisational Development

To deliver on ‘Inclusive Leadership’ outcome area.

The Welcoming Communities framework requires Council to work towards intentional inclusivity as an organisation as well as facilitate this in the community. Throughout 2023, various activities occurred in this area, including: the development of an internal diversity, inclusion and equity working group; a Pink Shirt Day working group; celebrating Welcoming Week; and putting a ‘welcoming lens’ across other projects, such as the Age Friendly programme, Library programmes and various communications and marketing work.

4.3.8 Knowledge sharing and networking

The leadership of the Council in the Welcoming Communities programme has been acknowledged in various ways over the course of the year, and there have been many opportunities to share knowledge and insights. Examples include presentations made to the Tokyo Metropolitan Board of Education, offering cultural guidance to the Regional Community Arts network group, supporting new councils as they join the programme, and strengthening relationships with our regional neighbours.

The strong reputation of the programme has also resulted in invitations to contribute to the development of a number of central government projects, including: Te Whatu Ora MidCentral’s ‘Welcome to Palmerston North Hospital’ brochure, and Positive Women Inc’s HIV prevention and support programme for people living in Aotearoa who have come from high HIV prevalence countries.

In March 2024, Palmerston North will be presenting at the Australasian ‘Consultations on Resettlement and Complementary Pathways’ conference in Auckland, sharing insights on the importance of meaningful partnerships for running a successful Welcoming Communities programme.

Later in March 2024, Palmerton North will be hosting Christina Pope, Director of Welcoming International for a visit to the city. Welcoming International are interested to learn how Palmerston North Welcoming Communities is structured, and this is an opportunity to discuss ways to connect with other cities through the Welcoming International Alliance to help us achieve our goals.

5. NEXT STEPS

5.1 Implementation of the programme will continue in 2024, with an emphasis on taking stock and revising the Welcoming Communities Advisory Group Plan, incorporating fresh activities and initiatives, whilst continuing to build on what is working well. The Plan will be co-designed with newcomer communities, to ensure alignment with their needs, ideas, and aspirations.

5.2 An application for Advanced level accreditation will be submitted to MBIE as soon as possible.

6. 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 achievement of action/actions in Connected Communities The action is: Regularly develop and implement Welcoming Plans.
Contribution to strategic direction and to social, economic, environmental and cultural well-being	Annual update provided as to the implementation of the current Welcoming Plan. The Welcoming Communities programme delivers across many areas of Council’s strategic direction, and contributes to enhanced social, economic and cultural wellbeing in the community.

Attachments

Welcoming Communities Evaluation Report Feb 2023 ⇩

Memorandum

TO: Community Committee

MEETING DATE: 20 March 2024

TITLE: Community Housing Partnership Fund Update

Presented By: Julie Macdonald, Strategy and Policy Manager

APPROVED BY: David Murphy, Chief Planning Officer

RECOMMENDATION TO Community Committee

1. That the Committee receive the memorandum titled ‘Community Housing Partnership Fund Update’ presented to the Community Committee on 20 March 2024.

1. ISSUE

1.1 The purpose of this memo is to provide an update to the Committee on decisions and actions to support the proposed Community Housing Partnership Fund.

2. BACKGROUND, discussion and next steps

Community Housing Partnership Fund

2.1 In May 2023 Council agreed to develop a Community Housing Partnership Programme Plan to support and grow the capacity of community housing providers in our community. The Council resolved:

“To develop a Community Housing Partnership Programme plan for consideration in the 2024-2034 Long Term Plan.” (88.9-23)

2.2 In October 2023 the Council discussed the proposed Community Housing Partnership Programme. Various matters were discussed, including the potential size of the Fund, and whether a budget for a programme (of $20,000) in year 1 of the Long Term Plan (LTP) would be needed for the development of the Fund.

2.3 Staff have since determined that the research and developmental work for the Fund can be done in-house during 2024/2025. There is therefore no additional provision in the proposed LTP budget for this work.

2.4 In February 2024 the Council endorsed the Mahere whare Housing plan as one of the foundation documents of the proposed Long Term Plan. This draft plan includes a range of actions in support of community housing. These include:

· Support social housing providers through a Community Housing Partnership Fund (from year 2).

2.5 Elected members have not yet determined the scale of the proposed Community Housing Partnership Fund, nor made any budgetary provision for it in the proposed Long Term Plan. Staff therefore anticipate that the size of the Fund may be determined through Annual Budget planning and deliberations in 2025. At that stage, elected members will have the outcome of the initial research and development process to inform their decision. This research will, for example, provide information about the nature of the assistance community providers would find most beneficial.

2.6 Alternatively, if elected members wish to provide more certainty for the community, they could decide to add a Community Housing Partnership Fund budget into year two of the proposed LTP prior to its adoption.

Proposed Community Housing Partnership Fund in a broader context

2.7 Council has also resolved to undertake some other significant work in the LTP in support of social and community housing outcomes. This work stems from the following resolutions of Council:

· to pursue social housing outcomes through the development of 17 Summerhays St (formerly the Terrace End Bowling Club) (158.1 - 4 October 2023), and

· provide options to deliver social housing within the current [Revenue and Finance] Policy limit for this activity (5.1 - 7 February 2024).

2.8 Progress reports on both these projects will be brought to elected members through the appropriate Committees.

3. 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 achievement of action/actions in Connected Communities The actions are: to support local social housing initiatives and to provide social housing.
Contribution to strategic direction and to social, economic, environmental and cultural well-being	This report provides information to support Council decision-making to progress its social and community housing objectives. These activities promote a connected and safe community.

Attachments

Nil

Memorandum

TO: Community Committee

MEETING DATE: 20 March 2024

TITLE: Accessibility Review - Council-owned Buildings

Presented By: Bryce Hosking, Group Manager - Property and Resource Recovery

APPROVED BY: Chris Dyhrberg, Chief Infrastructure Officer

RECOMMENDATION TO Community Committee

1. That the Committee receive the memorandum titled ‘Accessibility Review – Council-owned Buildings’ presented to the Community Committee on 20 March 2024.

1. ISSUE

1.1 The Disability Reference Group provided a submission to the 2021-31 Long-Term Plan requesting an accessibility assessment be undertaken of all Council-owned buildings, excluding housing. The accessibility assessment is now complete.

1.2 Each building was individually assessed/ audited considering the needs of all users with specific consideration to disability access requirements. The areas that did not meet the local legislation or international best practice were identified, prioritised and recommendations were made for improvement.

1.3 Following a submission from the Disability Reference Group to the 2022/23 Annual Plan, the scope of the accessibility assessment was expanded to include all Council-owned infrastructure. As the consultant had already been engaged prior to the scope expansion to undertake the building assessment work, this work was completed first.

1.4 This report is in respect to the building assessment work only. It provides a summary of the work completed, the findings, and outlines the process for addressing the issues and improvements. Officers provided regular updates to the Disability Reference Group on the assessment period including that this report was being presented to the Community Committee.

2. BACKGROUND

2.1 Operational Programme 2041 (Property – Accessibility of Council Facilities Assessment) was included in Year 2 of the 2021-31 Long Term Plan. This programme was created to provide an external assessment of all of Council's facilities to determine whether the needs of people with disability are appropriately addressed, and to identify any gaps.

2.2 Assessment reports have been provided for each facility comprising of the following:

· Areas of concern requiring immediate attention – compliance and safety concerns.

· Recommendations for consideration in maintenance and short-term planning.

· Recommendations for longer-term planned renewals; and

· Highlighting areas what the reviewers regard as best practice in respect to accessibility.

Degrees of Accessibility

2.3 The impacts as described in the main body of the Accessibility Audit indicate several levels of accessibility:

· Accessible - all persons can gain access independently.

· Restricted access/ Accessible with help – access can be gained with assistance; and

· Inaccessible – access is not possible with any degree of reasonable assistance.

3. Assessment Process

3.1 The accessibility assessment has investigated the following elements:

· External Approach – Including parking areas, setting down points, pedestrian access, and approach to external entrances.

· Entrances – Including access to main entrances, location of main entrances, and design of main entrances.

· Horizontal Circulation – Internal corridors, door design, and door fixtures and fittings.

· Vertical Circulation – Any internal accommodations to change of level, internal ramped and stepped access, and associated fixtures and fittings.

· Sanitary Conveniences – Including Bathroom Facilities, Shower Facilities, Wheelchair Accessible WC.

· Facilities – Reception areas, kitchen area other fixtures and fittings.

· Signage, Wayfinding & Lighting Highlights – Including areas of compliance, best practice, or good policy.

3.2 BarrierFree then provided a comprehensive accessibility report for each group of facilities along with a spreadsheet detailing non-compliant building elements and recommendations for improvement and prioritisation.

3.3 Please refer to Attachment 1 for a sample report and Attachment 2 for a sample tag list relating to Civic Administration Building (CAB) to demonstrate what was received. Due to the commercially sensitive nature of the audit of the shops, Officers have limited Attachment 1 to only include the Council-operated areas of CAB. In general, these reports are very operational in nature and combined are close to 1,000 pages in length, hence only a sample was attached.

4. Assessment Findings

4.1 The accessibility findings show that most council-owned buildings are already accessible to a certain degree, however, they feature elements with varied degrees of accessibility which make the building or part of the building inaccessible or limitedly accessible to some.

4.2 Some of the common findings throughout the portfolio were:

Area for improvement	Common elements to be addressed
Accessible car parks and route to the facilities	· Insufficient or non-compliant carparking (low visibility- lacking blue colour contrast paint). · No or inadequate provision of an accessible route from accessible parking to the buildings. · Inaccessibility to both sides of a vehicle within carparks. · No tactile cues on pedestrian routes. · Uneven pathways and surfaces.
Entrance and exit doors	· Doors do not meet minimum width requirements. · Lack of kickplates. · Change in level or feature ledge. · Handles and locks are difficult to use for users with dexterity levels. · No provision of step-free emergency exit doors. · No colour contrast between door and walls.
Stairs and ramps	· Lack adequate colour contrast on the rise and tread. · Features open riser designs. · No or a lack of handrails on both sides. · Lack safety rails or extension returning to the wall or floor. · Steep slopes.
Bathrooms and showers	· No accessible shower. · Insufficient space dimension for turning and transfer. · Inaccessible grabrails. · Toilets with no backrests, poor colour contrast between fixtures, floorings, and walls. · Height /distance issues for amenities within bathrooms i.e. basins, soap dispensers. Electrical switches etc.
Kitchens and reception spaces	· Benches and facilities do not meet adequate knee recess clearance or height for wheelchair users and those with height restrictions. · Information signs exceed heights. · Counters and reception desks often do not feature accessible heights on both customer and staff sides.
Spaces and flooring	· Lack of colour contrast/low visibility. · Connecting corridors/hallways are not wide enough for horizontal circulation. · Glass panels have low visibility. · Visually ‘noisy’ patterned flooring, uneven surface, and cracked paving.
Outdoor spaces	· Outdoor seating is not suitable for wheelchair users – no backrest, no colour contrast, no armrest or mobility aids, inadequate height & clearance space.
Signage	· No braille and embossment. · Lack of visible accessible signage lacks a pictogram or English text. · Low colour contrast, small or obstructed signs, · Low or high set signage position.

4.3 Please note that whilst some of the findings are inconsistent with the Building Act 2004 requirements, this does not mean the facility is not compliant. It just means that next time a building consent is required for work in the facility, these issues will need to be dealt with to bring it up to standard.

5. implementation approach

5.1 Whilst this appears a lengthy list, most are simple fixes which can be addressed as part of ‘business as usual’ maintenance and renewals. However, there are some suggested changes that are considerably more complexity and will need to be considered alongside programmed renovation work, seismic upgrading, and major structural or surrounding upgrades.

5.2 Priority-A (1-2 years) – Address the non-compliant elements that do not meet the minimum local legislation. This will be undertaken using existing operational budgets and includes common issues throughout the portfolio such as:

· Installing kickplates onto the doors.

· Paintwork - Colour contrast wall and surfaces, car park paint, stair nose & handrail paint.

· Replacing door locks/handles.

· Installation of accessible features; coat hooks, showers, shelves, etc.

· Replace/relocate accessible bathroom/shower fixtures and fittings, height adjustment.

5.3 Priority-B (3-5 years) – works that include adaption and improvement often associated with minor structural alternation. These elements will be added to the scope of the existing renewals programme and include:

· Improving accessible routes or parking, installing tactile cues on pedestrian routes.

· Widen the width of entrance/exit doors and improve ledges and ramp installation.

· Installing and improving handrails, treating the steeped slope ramps, improving gradients, etc.

· Flooring- replace the visually noisy patterned flooring, adding accessible counter/reception desks.

· Kitchen spaces: improve benches and facilities to meet adequate knee recess clearance or height for wheelchair users and those with height restrictions.

5.4 Long-term improvement programme will address non-compliant elements that require major structural and ground alternation and improvement. Some of these issues may already meet the minimum local legislation requirement but do not meet universally accepted best practices. These will need substantially more planning and are not currently budgeted for.

6. Next steps

6.1 Implement the Priority A and B work as part of the existing programmed maintenance and renewal budgets. This work will be overseen by the Property Compliance Officer in the Property Division.

7. 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 achievement of action/actions in Connected Communities The action is to assess the accessibility of Council facilities, particularly for people with disabilities
Contribution to strategic direction and to social, economic, environmental, and cultural well-being	Accessible buildings will provide the community with greater access to Council services and facilities and improve the connectiveness and social well-being of people in the city.

Attachments

1.	Sample of the Full CAB Accessibility Audit Report ⇩
2.	CAB Accessibility Audit Tag List ⇩

Committee Work Schedule

TO: Community Committee

MEETING DATE: 20 March 2024

TITLE: Committee Work Schedule - March 2024

RECOMMENDATION TO Community Committee

1. That the Community Committee receive its Work Schedule dated March 2024.

committee work schedule – March 2024

Estimated Report Date	Subject	Officer Responsible	Current Position	Date of Instruction & Clause number
~~20 Mar 2024~~	~~Welcoming Communities - Annual Report~~	~~Chief Customer Officer~~		4 November 2020 Clause 43-20
~~20 Mar 2024~~	~~Annual Sector Lead Report: Housing Advice Centre~~	~~Chief Customer Officer~~		~~Terms of Reference~~
~~20 Mar 2024~~	~~Annual Sector Lead Report: Manawatū Multicultural Centre~~	~~Chief Customer Officer~~		~~Terms of Reference~~
~~20 Mar 2024~~	~~Annual Sector Lead Report: Te Pū Harakeke - Community Collective Manawatū~~	~~Chief Customer Officer~~		~~Terms of Reference~~
~~20 Mar 2024~~	~~Annual Sector Lead Report: Te Tihī o Ruahine Whānau Ora Alliance~~	~~Chief Customer Officer~~		~~Terms of Reference~~
~~20 Mar 2024~~	~~Community Housing Partnership Plan - Update~~	~~Chief Customer Officer/ Chief Planning Officer~~		31 May 2023 Clause 88.9-23
~~12 Jun 2024~~	~~Develop a City Wide Food Resilience and Security Policy~~	~~Chief Planning Officer~~	Moved to Sustainability Committee 22 May 2024	31 May 2023 Clause 88.10-23
12 Jun 2024	Annual Report on Library Services	Chief Customer Officer		24 May 2023 Clause 22-23
12 Jun 2024	Pasifika Reference Group - Annual Presentation	Chief Customer Officer
12 Jun 2024	Seniors Reference Group - Annual Presentation	Chief Customer Officer
23 Oct 2024	Disability Reference Group – Annual Presentation	Chief Customer Officer
23 Oct 2024	Develop an Age Friendly Plan	Chief Customer Officer/ Chief Planning Officer		31 May 2023 Clause 88.15-23
23 Oct 2024	Annual Report - Community Funding Allocation 2023/24	Chief Customer Officer		Rec 1c of the Community Grants & Events Funding Review - May 2021
TBC	Actions and resources required to sign up to the Accessibility Charter	Chief Customer Officer		22 Nov 2023 Clause 38-23
TBC	Expressions of Interest for a partnership-based approach to providing a natural burial site in PN	Chief Infrastructure Officer		22 Nov 2023 Clause 47 Council 1 Jun 2022 Clause 60-22

Lorna Johnson (Chair)
Patrick Handcock (Deputy Chair)
Grant Smith (The Mayor)
Brent Barrett	Orphée Mickalad
Rachel Bowen	Karen Naylor
Lew Findlay (QSM)	William Wood
Billy Meehan	Kaydee Zabelin