Agenda of Community Wellbeing Committee

Notice is hereby given that an ordinary meeting of the Horowhenua District Community Wellbeing Committee will be held on:

Date:

Time:

Meeting Room:

Venue:

Wednesday 22 May 2024

10:00 am

Council Chambers
126-148 Oxford St
Levin

Community Wellbeing Committee

OPEN AGENDA

MEMBERSHIP

Mayor	His Worship The Mayor Bernie Wanden
Councillors	Councillor Nina Hori Te Pa	Councillor Clint Grimstone
	Di Rump	Mandy Fryer
	Renée Regal	Patrick Rennell
	Jacqui Moynihan	Sam Fergusson
	Joanne Parker	Tracey White
	Dr Betty-Lou Iwikau	Angela Rainham
	Grant Congdon	Angelina Tuialii
	Amarjit Maxwell	Mike Fletcher
	Reihana Adlam	Mark Cookson
	Neville Heihei	Sheryll Hoera
	Patricia Jacobs	David Jermey
	Paul McMillan	Amber Moffitt
	Maria McKenzie	Yumiko Olliver
	Beth Purcell	Scott Harvey
	Tyrone Kemp	Brianna Tekii
	Kylie Turuwhenua-Tapsell	Kate Aldsworth

Contact Telephone: 06 366 0999

Postal Address: Private Bag 4002, Levin 5540

Email: enquiries@horowhenua.govt.nz

Website: www.horowhenua.govt.nz

Full Agendas are available on Council’s website

www.horowhenua.govt.nz

Full Agendas are also available to be collected from:

Horowhenua District Council Service Centre, 126 Oxford Street, Levin

Community Wellbeing Committee

22 May 2024

File No.: 24/314

7.1 Community Wellbeing Committee Network Report

1. Purpose

1.1 To give an update and overview of the activities and actions undertaken by the current Wellbeing Network Committees.

2. Recommendation

2.1 That Report 24/314 Community Wellbeing Committee Network Report be received.

2.2 That this matter or decision is recognised as not significant in terms of S76 of the Local Government Act.

3. Our Committees

Horowhenua Youth Services Network

3.1 The Horowhenua Youth Services Network has not met since the last Community Wellbeing Report, as they do not meet during the school holidays.

3.2 However, two initiatives that were born out of the Network have taken place. They are:

· Mau Rākau – Traditional Māori Martial Arts. Started on 4 May 2024 with over 25 registrations from students between 12-18 years old. The training runs for 10 weeks at the Village Green and Levin Memorial Hall and is being led by well-known Mau Rākau trainer Karanama Peita.

· Building an Awesome Whānau with Pio Terei. This session was about the opportunity parents have to enhance the mana of their whānau and strengthen relationships. Held at Te Takeretanga o Kura-hau-pō, with child care provided and a sausage sizzle to encourage attendance.

Horowhenua Older Person’s Network

3.3 An Older Person’s Network meeting was held on 28 March 2024. The following points were discussed:

· Grey Power is collating a database of all services that are available to older persons. This will be distributed to the other groups so it can be used to share information with the community.

· Discussion about the importance of knowing your neighbours for safety. An opportunity to do some placemaking so neighbours can get to know each other.

· Collecting our local group’s pamphlets and flyers for the library to showcase what support and services are available in the community.

· Muaūpoko Tribal Authority is going out into the community with hauora services including pop up clinics in spaces that are harder for people to access e.g. Hokio Beach.

Horowhenua Access and Inclusion Network

3.4 The Access and Inclusion Network has met twice since the last Community Wellbeing Report.

3.5 From the meeting held on 26 March 2024, the following updates were provided:

· Companion Card is live in the Horowhenua with three people already registered. We will start promotion this month. Manawatū and Palmerston North City Council are following our lead in using the Smarty Grants program. We are hoping that all three councils will align and become consistent so the Companion Card is accepted across the rohe. We have local businesses that have already come on board, offering the companion free admission or half price.

· All Terrain Mobility Aids: Aquatics staff has been trained on the booking process and how to fold down the mobility aids. They are available to be booked free of charge through Levin Aquatics.

· The Network is looking at the priorities for 2024. What is the purpose of the Access and Inclusion network? Engaging people with disabilities and enabling good lives.

3.6 From the meeting held 7 May 2024:

· The Government has cut funding for people with disabilities and their supporters. We discussed what implications this could have for people in our community.

· Connectors are self-employed and need to learn what is required to ensure they remain in business. We are looking at running workshops to help them with contracts, IRD etc.

· While the Network is still looking at their priorities, it is clear that they are here to support people with disabilities. The name Access and Inclusion doesn’t feel like it encompasses what they are here for, therefore, a variety of names have been put forward for consultation.

· Lael Marshall, is a youth member of the Network who wants to create a Youth Group for people with disabilities. There is a small support group helping Lael to make this possible. A fun event is organised for the 23 May, 5.30 – 8pm where people can get together to brainstorm ideas for the group and make pizza.

· Christina Price is a parent with two children with autism. She is creating a support group for families that live with autism.

· Erin Bourke is another parent with two children who have autism and other conditions. She has found that there is very little support for children between the age of 5 – 17 with a range of disabilities (not just autism). She is looking at creating a support group for the families/adults to navigate through the different system processes and forms that are required to ensure families get the support they need.

Education Horowhenua

3.7 The Education Horowhenua Network has met once since the last Community Wellbeing Report.

· Muaūpoko Tribal Authority shared the surprising answers from rangatahi when they were asked what are the priorities for them – Access to showers, washing machine, dryer and food. They want to look clean when they go to school. There is not always a washing machine at home.

· Muaūpoko Tribal Authority has a new clinical space which will provide hauora services to the community (the old physio on Oxford street).

· Community Development Team presented on the Community Wellbeing Strategy priorities and got feedback from the Network.

· Te Tomokanga Programme: supporting children and youth with trauma. Presentation to the Community Wellbeing Committee to seek endorsement and next steps.

4. Attachments

There are no appendices for this report

Author(s)

Kim Stewart

Community Development Advisor

Approved by

Mark Hammond

Community Facilities and Services Manager

Brent Harvey

Group Manager - Community Experience & Services

Monique Davidson

Chief Executive Officer

Community Wellbeing Committee

22 May 2024

File No.: 24/296

7.2 Outcome from Workshop and Committee Direction

1. Purpose

1.1 The purpose of this report is to provide final feedback and summary on the direction of the Community Wellbeing Committee following their workshop at their last meeting on 27 March 2024.

2. Recommendation

2.1 That Report 24/296 Outcome from Workshop and Committee Direction be received.

2.2 That this matter or decision is recognised as not significant in terms of S76 of the Local Government Act.

2.3 That the Committee endorse the proposed Terms of Reference for the Community Wellbeing Committee, as highlighted in this report and request that Council adopt those Terms of Reference.

3. Background / Previous Council Decisions

3.1 At their meeting on 13 December 2023, the Community Wellbeing Committee (The Committee) resolved that “the Committee endorses the Community Wellbeing Committee Suggested Actions listed in this report, and supports the recommended timeframes”.

3.2 One of the actions listed in that report was to work with the Committee to understand the priorities, including the work programme that aligns with Council Long Term Plan and also each agency’s area of focus. By doing so, meeting content and reports will be consistent and by way of a workshop discussion.

3.3 That workshop was held on 27 March during the last Committee meeting and was facilitated by an external facilitator.

4. Discussion

4.1 Key themes, ideas and issues raised during the session were as follows:

· The role of the Committee is not in line with the purpose of the Committee.

· There needs to be some work on clearly identifying the vision of the Committee and ensuring that the vision allows for some tangible outcomes.

· Members of the Committee are keen to share information but need to understand what information is important to assist both the Committee and Council in their decision making that can have a valuable impact on the community.

· Clarifying the logistics of the Committee to understand how they operate effectively.

4.2 There needs to be some work to understand how we are going to receive genuine community feedback on the work of the Committee and Council.

4.3 A need to receive reporting at each meeting to fully understand what Council is doing that contributes to enabling positive community wellbeing outcomes.

4.4 The idea of a community wellbeing dashboard that brings together all of the up to date statistics and data pertaining to community wellbeing to help inform decision making and focus areas.

4.5 Creating an environment at the table that allows for members to want to speak about their mahi rather than forcing conversation. Members participate and contribute their ideas and feedback freely.

4.6 Officers have reviewed the discussion items above and are able to provide some further analysis to the Committee, allowing for greater understanding and to assist them with their decision making:

· It is the intention of this report and workflow, to help realign the Committee’s purpose with the role that it plays within the Council Committee framework. Work has already happened and by the Committee supporting the content of this report, will assist in that alignment.

· What information members brings to the Committee table requires more work and is something that can be discussed as part of this paper discussion. Council welcome any information from members and agencies that will assist in understanding key trends and issues. Essentially, during Committee meetings, any information that seems relevant to helping the wider Committee understand what people are hearing, seeing and doing, is helpful. This also assists in the area of working better together.

4.7 In the past the Committee has fluctuated in attendance. Part of the reason why is due to the lack of purpose and direction, of which this report and work programme works towards addressing. Officers now have a robust process in place to ensure that members are well aware of scheduled meetings and now have a process to ensure that correct membership is maintained and monitored, making sure we have the right people around the Committee table. Additionally, for future meetings, a digital link will be provided to allow for remote participation by members.

4.8 The need for genuine feedback from the Community is crucial to ensure that the Committee is responding to the most up to date information. By expanding the representation model to allow for Community Networks to sit at the table, allows for grassroots community engagement to be fed up into the Committee which in turn allows for that feedback to be heard at the Council table. Additionally, Officers will ensure that any information and/or feedback that they are aware of, is shared with the Committee at their meeting through the Community Network report that is tabled at each meeting.

4.9 Likewise to the above, Officers will, moving forward be able to inform the Committee on work that the Council is doing through the Community Wellbeing Strategy Monitoring Report. This will be an opportunity for Officers to advise the Committee on key pieces of work that Council is or will be undertaking, identifying any areas of partnership and collaboration.

4.10 Officers are currently in the process of designing and understanding what a Community Wellbeing Dashboard could look like for Horowhenua. This dashboard will highlight six key areas such as education attendance, social welfare stats, displaced people as only a few examples. It is the intention of Officers to have this in place for the next Committee meeting.

4.11 Whilst formal, the Committee is encouraged to raise any ideas, issues, good news or concerns at each Committee meeting when appropriate. Through the Chair, dialogue will continue to be encouraged and facilitated and each member is expected to attend the meeting willing to provide some high level updates or feedback that is in line with the terms of reference for the Committee.

4.12 Part of the purpose of the workshop was to update the terms of reference (TOR) for the Committee. There was general consensus from members that the TOR could be reduced, making it more concise, specific and deliverable. This motion was supported by the facilitator.

4.13 It is proposed that the ‘Area of Focus’ that accompanies the TOR would read “The Community Wellbeing Committee oversees the Community Wellbeing Strategy's progress, receiving reports and advising the Council on priority areas. They monitor community wellbeing data, receive feedback from Community Network Groups, and provide strategic advice to the Council. They also seek agency alignment to enhance existing work programs”.

4.14 Council Officers have reviewed the feedback from the workshop session and are proposing the following TOR for the Committee. The draft TOR document is attached to this report and shows by way of tracked changes, the proposed amendments.

4.15 Terms of Reference:

· Actively monitor, receive and review reports including:

· Specific statistics and data associated with community wellbeing provided by Committee Members to inform and support our areas of focus in the form of a regular community wellbeing dashboard.

· Council’s Monitoring Report on actions taken under its Community Wellbeing Strategy and its associated Action Plan.

· Other Reports from Council that consider community wellbeing and community development needs, data and issues.

· Reports from Community Network Groups, taking into consideration ideas or opportunities that could enhance general community wellbeing for Horowhenua.

· Provide expert strategic advice when necessary to Council on matters pertaining to community wellbeing, influencing public policy.

· Proactively build member relationships to enhance agency alignment, empowering the Committee to partner on work programming to optimise the work already underway.

· Share information freely between organisations and communicate Community Wellbeing Committee initiatives widely – both within member organisations and to the wider public - to increase the chance of programme success.

Community Wellbeing

4.16 The entirety of the paper allows for enabling the Community Wellbeing Committee to consider how they can operate and in turn enhance community wellbeing.

5. Consultation

5.1 No consultation is required on this matter.

6. Legal Considerations

6.1 There are no legal considerations on this matter

7. Financial Considerations

7.1 There are no financial considerations on this matter as any changes in approach is allowed for in existing operational budgets.

8. Iwi Considerations

8.1 Our iwi and hapū partners perform an important role within the structure of the Community Wellbeing Committee. They bring a voice that is critical, alongside other members and agencies at the table. To date, their involvement in the Committee has assisted the Committee in their decision making. Iwi and hapū are invited to attend each meeting and have representation on the Committee.

9. Climate Change Considerations

9.1 There are no climate change considerations.

10. Environmental Considerations

10.1 There are no environmental considerations.

11. Health & Safety Considerations

11.1 There are no health and safety considerations.

12. Other Considerations

12.1 Council is currently undertaking a refresh of the Community Wellbeing Strategy. The work that is taking place with the Committee has been strategically linked and aligned as both pieces of work compliment one another and strengthens their respective purposes.

13. Next Steps

13.1 Officers will continue to work closely with the Committee on strengthening the Committee’s vision and purpose. As each meeting progresses, more progress is being made and feedback received from some members is positive.

13.2 If the Committee supports the proposed TOR, Council will formally adopt them and they will come into effect. The Committee will be informed when that happens.

14. Attachments

No.	Title	Page
a ⇩	Draft Terms of Reference - Tracked Changes	18

Author(s)

Mark Hammond

Community Facilities and Services Manager

Approved by

Brent Harvey

Group Manager - Community Experience & Services

Monique Davidson

Chief Executive Officer

Community Wellbeing Committee

22 May 2024

File No.: 24/297

7.3 Endorsement of Community Wellbeing Strategy 2024-27

1. Purpose

1.1 The purpose of this report is to seek the Community Wellbeing Committee’s endorsement of the draft Community Wellbeing Strategy 2024-27 prior to it being adopted by Council on 12 June 2024.

2. Recommendation

2.1 That Report Endorsement of Community Wellbeing Strategy 2024-27 be received.

2.2 That this matter or decision is recognised as not significant in terms of S76 of the Local Government Act.

2.3 The Community Wellbeing Committee acknowledges that the Strategy is in draft form and that some minor changes may be made up until adoption by the Council.

2.4 The Community Wellbeing Committee endorses the draft Community Wellbeing Strategy and supports the Council in adopting the Strategy.

2.5 The Community Wellbeing Committee does not endorse the draft Community Wellbeing Strategy.

3. Background / Previous Council Decisions

3.1 The Community Wellbeing Strategy – Ngā Hapori Kia Kaha (the Strategy) was originally adopted in 2021 and is due to be reviewed this year.

3.2 The purpose of the strategy is to help our community thrive together by focusing on real outcomes and collective efforts over the next three years.

3.3 Council Officers presented the approach and timeline to the Community Wellbeing Committee at their meeting on 27 March 2024. The Committee during their discussion agreed, to the approach and received the report highlighting the timeframes.

3.4 Since the beginning of March 2024, Council Officers have been facilitating progress on refreshing and updating the Strategy. This includes a number of workshops, and meetings which has led to the Strategy to progress to draft form in preparation for adoption.

3.5 Additionally, and for the benefit of knowledge for the Committee, Council Officers briefed Councillors at their workshop on 10 April advising them of the process and what key findings had been identified. Councillors during that workshop expressed their satisfaction with the process and were looking forward to receiving the Strategy for discussion and adoption.

4. Discussion

4.1 Firstly, it should be noted that the Strategy is currently in draft form although the content of the Strategy is mostly complete. Due to timeframes and set meeting dates, Officers wanted to take the opportunity to present the work completed to date for the Committee to consider,noting that the majority of the Strategy content is final and ready for endorsement and adoption. Following the endorsement, Councils communications team will take the draft content transform it into an easy to read Council publication.

4.2 The Community Wellbeing Strategy aims to help our community to thrive together by focusing on real outcomes and collective efforts from 2021 to 2024. The existing strategy was requiring a refresh and update to take us through to 2027. As part of the Strategy refresh, Council needed to better understand what our communities are currently facing, essentially needing to know what they’re hearing and seeing. Fortunately, Council Officers already had some understanding but we did need a bit of a sense check to understand any changes in what we already knew. This work has been completed over the last couple of months.

4.3 Our engagement approach has been two-fold:

· Firstly, to ascertain if the key priority areas are still relevant and what needed changing or amending based on community feedback.

· Secondly, engaging with our community to hear what they think and if we’ve got those key priority areas right.

4.4 In a bid to better understand the key priority areas, firstly, Council Officers have been proactively engaging with the community and key community partners in a number of ways.

· Workshops with our community network groups

o Older Persons Network

o Youth Services Network

o Access and Inclusion Committee

o Education Horowhenua

· Held two workshops internally with Council Staff

· Used findings from other Council engagements and surveys

· Examining information and trends from regional discussion forums and groups.

4.5 Once the draft priority areas were defined, Council engaged with the community to share those priority areas so that we could receive any feedback and where necessary make changes or amend our approach to the priorities. This was done in the following ways:

· Created an online consultation platform through ‘Let’s Kōrero’ on the Council’s website that allowed people to submit including completing a quick poll ranking the priorities.

· Held drop-in sessions with the community at our Community Facilities (Te Takeretanga o Kura-hau-pō, Te Awahou Nieuwe Stroom and Shannon Library).

· Hosted an online Facebook Live session with Mayor Bernie to talk about the Strategy and answer any questions.

· Multiple posts on social media about the priorities, encouraging any comments that could contribute to the engagement.

· Placed an advertisement in the local newspaper illustrating the priorities and promoting some of the above engagement options.

· Draft strategy provided to iwi and hapū for feedback.

· Held a Citizen’s Panel workshop to get feedback on the priorities and input into the Community Wellbeing action plan.

4.6 The general outcome from all of the workshops and engagement conducted is that the priorities set in the current strategy 2021-2024 were still important and relevant. This has led to them being retained as priority areas. However, we did hear some new areas of importance to the community and feedback that has allowed us to either update existing or add further priorities.

4.7 The proposed key priorities are:

2021-2024 Priorities

2024-2027 Priorities

· Housing

· Growth

· Health and Wellbeing

· Community Safety

· Community Belonging

· Housing

· Growth and Transport

· Health and Wellbeing

· Community Safety

· Community Connection

· Culture

· Sense of Place and Belonging

· Environment and Climate Change

4.8 We also heard through the workshops and engagement conducted that the following areas were also top of mind. These have been woven into the Community Wellbeing Strategy to become our secondary priorities:

· Communication and how we connect with our community in a way that is accessible and mana enhancing.

· Emergency Management and being a prepared, resilient community.

· Better collective partnership between our community and agencies and services.

· Community-led development and engagement.

· Access to kai through community-led initiatives.

4.9 On top of all of these priorities, we also heard the significant impact that the cost of living is having on the wellbeing of our community. Given this significance, we have ensured that this is an overarching priority and has been considered in all aspects of the Strategy.

4.10 Alongside the Strategy, there will be an action plan comprising key activities, events, programmes and stakeholder engagements aimed at contributing to the success of the Strategy and enhancing overall community wellbeing. Quarterly reports tracking progress against the Community Wellbeing Plan will be presented at the Community Wellbeing Committee Meetings. The Action Plan, at the time of writing this report is still under development. It is the intention of Officers to present the draft Action Plan to the Committee during their meeting.

4.11 A Community Wellbeing Dashboard presenting data, analysis and tracking of the key priorities will also be provided on a quarterly basis to the Community Wellbeing Committee as well a Community Wellbeing Network Report.

5. Options

5.1 The options being put to the Community Wellbeing Committee are:

5.2 The Community Wellbeing Committee endorses the draft Community Wellbeing Strategy and supports the Council in adopting the Strategy.

5.3 The Community Wellbeing Committee does not endorse the draft Community Wellbeing Strategy.

Cost

5.4 The cost of implementing the Community Wellbeing Strategy and its associated action plan is low. This is because the majority of the activities, events, programmes and stakeholder engagements that will contribute to the success of the Strategy and overall community wellbeing are part of our regular operations or existing initiatives already budgeted for.

Rate Impact

5.5 There will be no rate impacts arising.

Community Wellbeing

5.6 The aim of the Community Wellbeing Strategy is to have a positive impact on the overall health, happiness and prosperity of our community. By endorsing the draft Strategy, the Committee will be supporting a work programme that will enhance community wellbeing for Horowhenua.

6. Consultation

6.1 Ensuring that the community have had the ability to feed into this process, has been at the forefront of the refresh of the Strategy. Given the significance of this Strategy and the role it will play in community wellbeing and development, community input has been essential.

6.2 Therefore, as mentioned in the discussion section of this report, extensive engagement has taken place with the community where Council has sought the views of the community. In particular, in relation to the key priority areas.

6.3 From a process stand-point and to support the adoption of the Strategy by Council in June, Officers are seeking the endorsement of the draft Community Wellbeing Strategy by the Community Wellbeing Committee.

7. Legal Considerations

7.1 There are no Legal Requirements or Statutory Obligations affecting options or proposals.

8. Financial Considerations

8.1 There is no financial impact.

9. Iwi Considerations

9.1 Council’s iwi and hapū partners have been provided with the opportunity to feedback on the draft Strategy and key priorities and we continue to liaise with them.

9.2 Given other external pressures that are being imposed on our iwi and hapū partners, they have been required to prioritise other pieces of work, which is why we’ll continue to liaise up until the adoption of the Strategy and listen to any feedback and suggestions.

10. Climate Change Considerations

10.1 Environment and Climate Change has been identified as a key priority area of the Strategy.

10.2 The rationale for the inclusion of this was following feedback mainly received by young people around the importance of protecting our natural environment with the idea that if we look after our spaces, we can enjoy them for many years to come.

10.3 There was also the notion that our natural spaces and places, allow for recreation, play and sport which in turn can enhance individual wellbeing and collective community wellbeing.

10.4 Activities and actions for this key priority area within the Strategy will be aligned with Horowhenua’s Climate Action Plan.

11. Environmental Considerations

11.1 There are no additional environment considerations, other than what has been stated above under climate change considerations.

12. Health & Safety Considerations

12.1 There is no Health and Safety considerations.

13. Other Considerations

13.1 There are no other considerations.

14. Next Steps

14.1 If the Community Wellbeing Committee gives its endorsement of the Community Wellbeing Strategy, the next steps are as follows:

· Seek adoption of Community Wellbeing Strategy by Council on 12 June 2024.

· Final changes, such as editorial changes are made to the Strategy.

· Strategy is uploaded online and the community is informed by 30 June 2024.

14.2 If the Community Wellbeing Committee does not endorse the Community Wellbeing Strategy, it is expected that the outlined steps would still proceed. However, Council may be somewhat reluctant in adopting the Strategy.

Confirmation of statutory compliance

In accordance with section 76 of the Local Government Act 2002, this report is approved as:

a. containing sufficient information about the options and their advantages and disadvantages, bearing in mind the significance of the decisions; and,

b. is based on adequate knowledge about, and adequate consideration of, the views and preferences of affected and interested parties bearing in mind the significance of the decision.

15. Attachments

No.	Title	Page
a ⇩	Draft - Community Wellbeing Strategy 2024-2027	27

Author(s)

Mark Hammond

Community Facilities and Services Manager

Approved by

Brent Harvey

Group Manager - Community Experience & Services

Monique Davidson

Chief Executive Officer