Agenda of Community Services Committee

N-logotype-black-wide Community Services Committee

1 June 2017

Page No.

1. Apologies

Nil

2. Confirmation of Order of Business

3. Interests

3.1 Updates to the Interests Register

3.2 Identify any conflicts of interest in the agenda

4. Public Forum

5. Confirmation of Minutes

5.1 6 April 2017 8 - 14

Document number M2486

Recommendation

That the Committee

Confirms the minutes of the meeting of the Community Services Committee, held on 6 April 2017, as a true and correct record.

6. Status Report - Community Services Committee - 1 June 2017 15 - 18

Document number R7742

Recommendation

That the Committee

Receives the Status Report Community Services Committee 1 June 2017 (R7742) and its attachment (A1157454).

7. Chairperson's Report 19 - 21

Document number R7786

Recommendation

That the Committee

Receives the report Chairperson's Report (R7786).

8. Nelson Arts Festival Transition Group Recommendations 21 - 50

Document number R7027

Recommendation

That the Committee

Receives the report Nelson Arts Festival Transition Group Recommendations (R7027) and its attachments (A1542866, A1700021 and A1709008); and

Notes the recommendation of the Nelson Arts Festival Transition Group to establish a new Council Controlled Organisation to deliver the Nelson Arts Festival, and directs the Chief Executive to:

- Seek feedback from the community on the establishment of a Council Controlled Organisation to deliver the Nelson Arts Festival.

Recreation and Leisure

9. Capital Expenditure Programme 2016-17 - Requests for Change 51 - 54

Document number R7571

Recommendation

That the Committee

Receives the report Capital Expenditure Programme 2016-17 - Requests for Change (R7571).

Recommendation to Council

That the Council

Approves, with respect to project 2226 Elma Turner Library improvements, that budget phasing for 2016-17, 2017-18, and 2018-19 is adjusted to $30,000, $175,000, and $308,000 respectively; and

Approves, with respect to project 1175 Stoke Sports and Community Facility, that $2,418,489 from 2016-17 budget is transferred to 2017-18.

Community Development

10. Youth Strategy 55 - 79

Document number R7301

Recommendation

That the Committee

Receives the report Youth Strategy (R7301) and its attachments (A1755970, A1762721); and

Approves the draft Youth Strategy (A1762721) and proposed process for community engagement as outlined in R7301.

REPORTS FROM COMMITTEES

11. Youth Council Update

Youth Councillors Emma Edwards and Alex Hunter will provide an update on Youth Council activities.

12. Nelson Youth Council - 17 March 2017 80 - 84

Document number R7809

Recommendation

That the Committee

Receives the minutes of a meeting of the Nelson Youth Council, held on 17 March 2017.

13. Nelson Youth Council - 12 April 2017 85 - 90

Document number R7810

Recommendation

That the Committee

Receives the minutes of a meeting of the Nelson Youth Council, held on 12 April 2017.

Public Excluded Business

14. Exclusion of the Public

Recommendation

That the Committee

Excludes the public from the following parts of the proceedings of this meeting.

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:

Item	General subject of each matter to be considered	Reason for passing this resolution in relation to each matter	Particular interests protected (where applicable)
1	Community and Commercial Leases - Omnibus Report	Section 48(1)(a) The public conduct of this matter would be likely to result in disclosure of information for which good reason exists under section 7	The withholding of the information is necessary: · Section 7(2)(i) To enable the local authority to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations)

Item

General subject of each matter to be considered

Reason for passing this resolution in relation to each matter

Particular interests protected (where applicable)

Community and Commercial Leases - Omnibus Report

Section 48(1)(a)

The public conduct of this matter would be likely to result in disclosure of information for which good reason exists under section 7

The withholding of the information is necessary:

· Section 7(2)(i)

To enable the local authority to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations)

15. Re-admittance of the public

Recommendation

That the Committee

Re-admits the public to the meeting.

Note:

· Youth Councillors Emma Edwards and Alex Hunter will be in attendance at this meeting. (delete as appropriate)

Minutes of a meeting of the Community Services Committee

Held in the Council Chamber, Civic House , 110 Trafalgar Street, Nelson

On Thursday 6 April 2017, commencing at 9.01am

Present: Councillor G Noonan (Chairperson), Councillors M Courtney (Deputy Chairperson), K Fulton, M Lawrey, B McGurk, P Matheson and M Rutledge

In Attendance: Councillors I Barker and S Walker, Group Manager Community Services (C Ward), Senior Strategic Adviser (N McDonald), Manager Communications (P Shattock) and Administration Adviser (E-J Ruthven)

Apology: Her Worship the Mayor Rachel Reese

1. Apologies

Resolved CS/2017/010

That the Committee

Receives and accepts an apology from Her Worship the Mayor.

Courtney/Rutledge Carried

2. Confirmation of Order of Business

The Chairperson explained that the Youth Council update would be given prior to the Chairperson’s Report.

3. Interests

There were no updates to the Interests Register, and no interests with items on the agenda were declared.

4. Public Forum

There was no public forum.

5. Confirmation of Minutes

5.1 2 March 2017

Document number M2377, agenda pages 7 - 12 refer.

It was noted that the words “had appointed himself” on page 9 of the agenda should be replaced with “had been appointed”.

Resolved CS/2017/011

That the Committee

Confirms the amended minutes of the meeting of the Community Services Committee, held on 2 March 2017, as a true and correct record.

Courtney/McGurk Carried

6. Status Report - Community Services Committee - 6 April 2017

Document number R7436, agenda pages 13 - 15 refer.

Attendance: Councillor Fulton joined the meeting at 9.07am.

Updates were provided for status report items.

Attendance: Councillor Matheson left the meeting at 9.11am.

Resolved CS/2017/012

That the Committee

Receives the Status Report Community Services Committee 6 April 2017 (R7436) and its attachment (A1157454).

Lawrey/Fulton Carried

7. Youth Council Update

Youth Council representatives Ben Rumsey and Fynn Sawyer explained recent and upcoming Youth Council activities, including a focus on increasing the engagement of young people with the general election, and answered committee members’ questions.

Attendance: Councillor Matheson returned to the meeting at 9.19am

Resolved CS/2017/013

That the Committee

Receives the Youth Council Update.

Fulton/McGurk Carried

8. Chairperson's Report

Document number R7442, agenda pages 16 - 45 refer.

The Chairperson gave a verbal report outlining recent activities, including a new initiative to understand difficulties faced by community groups working with people presenting with mental health issues.

Further updates were given by the Chairperson and members of the committee in relation to library activities, the Broadgreen Society, the Positive Ageing Expo, and a recent ‘Inspiring Communities’ workshop.

Resolved CS/2017/014

That the Committee

Receives the Chairperson's Report (R7442) and its attachment (A1602240).

Fulton/Rutledge Carried

9. Youth Strategy progress report

Document number R7440, agenda pages 46 - 59 refer.

Policy Adviser, Gabrielle Thorpe, presented the report. She noted that the amount noted in the final line of the third paragraph on page 54 should be corrected to $536,662.

Ms Thorpe, and Senior Strategic Adviser, Nicky McDonald, answered questions regarding how the Youth Strategy interacted with the Social Wellbeing Policy, youth education and employment opportunities, mental health and addiction issues for young people, examples of youth strategies and actions undertaken in other cities, the proposed engagement process and timeframe for adoption of the Youth Strategy, the development of a specific action plan to complement the Youth Strategy, and how to measure outcomes to determine the success of the Youth Strategy in the future.

Attendance: Councillor Rutledge left the meeting from 10.07am to 10.09am.

Committee members discussed the draft vision statement and draft objectives and expressed a variety of views. There was general agreement that greater focus should be placed on education and employment opportunities for young people and mental health and wellbeing of young people.

Attendance: Councillor Lawrey left the meeting at 10.12am. The meeting adjourned from 10.14am to 10.41pm, during which time Councillor Lawrey returned to the meeting.

Councillor Fulton, seconded by Councillor Courtney, moved

That the Committee

Receives the report Youth Strategy progress report (R7440) and its attachments (A1723503 and A1722981);

Approves the draft objectives in paragraph 4.6.2 of Youth Strategy progress report (R7440) as a basis for further consultation with youth, taking into account suggestions from the Community Services Committee with regards to:

· education and employment opportunities for young people;

· mental health and wellbeing of young people; and

Notes that further work will be undertaken to refine the wording of the draft vision statement and draft objectives; and

Notes that a draft Youth Strategy will be presented to the Community Services Committee meeting on 1 June 2017.

Councillors discussed the motion and indicated support for further development of the draft Youth Strategy.

Resolved CS/2017/015

That the Committee

Receives the report Youth Strategy progress report (R7440) and its attachments (A1723503 and A1722981); and

Approves the draft objectives in paragraph 4.6.2 of Youth Strategy progress report (R7440) as a basis for further consultation with youth, taking into account suggestions from the Community Services Committee with regards to:

· education and employment opportunities for young people;

· mental health and wellbeing of young people; and

Notes that further work will be undertaken to refine the wording of the draft vision statement and draft objectives; and

Notes that a draft Youth Strategy will be presented to the Community Services Committee meeting on 1 June 2017.

Fulton/Courtney Carried

10. Nelson Youth Council - 7 February 2017

Document number M2308, agenda pages 60 - 63 refer.

Resolved CS/2017/016

That the Committee

Receives the minutes of a meeting of the Nelson Youth Council, held on 7 February 2017.

McGurk/Rutledge Carried

11. Nelson Youth Council - 1 March 2017

Document number M2372, agenda pages 64 - 66 refer.

Resolved CS/2017/017

That the Committee

Receives the minutes of a meeting of the Nelson Youth Council, held on 1 March 2017.

Courtney/Fulton Carried

12. Exclusion of the Public

Resolved CS/2017/018

That the Committee

Excludes the public from the following parts of the proceedings of this meeting.

Courtney/Rutledge Carried

Item	General subject of each matter to be considered	Reason for passing this resolution in relation to each matter	Particular interests protected (where applicable)
1	Community Services Committee Meeting - Public Excluded Minutes - 2 March 2017	Section 48(1)(a) The public conduct of this matter would be likely to result in disclosure of information for which good reason exists under section 7.	The withholding of the information is necessary: · Section 7(2)(i) To enable the local authority to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations).

Item

General subject of each matter to be considered

Reason for passing this resolution in relation to each matter

Particular interests protected (where applicable)

Community Services Committee Meeting - Public Excluded Minutes - 2 March 2017

Section 48(1)(a)

The public conduct of this matter would be likely to result in disclosure of information for which good reason exists under section 7.

The withholding of the information is necessary:

· Section 7(2)(i)

To enable the local authority to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations).

The meeting went into public excluded session at 11.10am and resumed in public session at 11.11am.

Please note that as the only business transacted in public excluded was to confirm the public excluded Community Services Committee minutes of 2 March 2017, this business has been recorded in the public minutes. In accordance with the Local Government Official Information Meetings Act, no reason for withholding this information from the public exists.

Resolved CS/2017/019

That the Committee

Confirms the minutes of part of the meeting of the Community Services Committee, held with the public excluded on 2 March 2017, as a true and correct record.

Fulton/Courtney Carried

13. Re-admittance of the Public

Resolved CS/2017/020

That the Committee

Re-admits the public to the meeting.

McGurk/Rutledge Carried

There being no further business the meeting ended at 11.11am.

Confirmed as a correct record of proceedings:

Chairperson Date

Community Services Committee

1 June 2017

REPORT R7786

Chairperson's Report

1. Purpose of Report

1.1 To provide an update for Committee members.

2. Recommendation

That the Committee

Receives the report Chairperson's Report (R7786).

3. Chairperson’s report

3.1 Since my last report the community has been busy with a number of events. I attended the Age Concern “Aging in Isolation” forum attended by providers. There was also a public meeting the following week.

3.2 Marg Parfitt from our transport staff (who consider the needs of those with disabilities) offered a morning with members of the A4A (Accessibility for All) to experience what it’s like to have to consider our footpaths, crossings, entrances etc when you use a wheelchair, walking aids, sight and hearing impairment etc. The morning was enlightening and I thank those members of A4A who gave their time to assist and guide us. Thankyou to the members of this committee for taking an interest and participating.

3.3 I have also been working with our Community Partnerships team and Victory Boxing to bring Rob Mokaraka to Nelson who performed “Shot Bro Confessions of a depressed bullet”. This was Rob’s own story and battle with depression. Again, members of the committee attended this very moving and quite confronting portrayal of an individual battle. It was as much a lesson in keeping an eye on each other and providing support. I would like to thank the Mayor for donating toward this event. As a result of this the Youth Council are planning to submit to the MOH “A Strategy to Prevent Suicide in New Zealand”. A copy of the draft strategy is available on the team site and I encourage members of the committee to read it and submit their views. For members of the public a copy of the proposed strategy can be found on the Ministry of Health website. Submissions are due by 12 June.

3.4 The RSA memorial at the RSA section of the Marsden Cemetery this committee approved has been unveiled and is worth a visit.

3.5 I have also met with Age Concern and the Victory Community Centre and the Melrose Society.

3.6 The annual Founders Book Fair is on at Founders Park from 3 June to 11 June 2017 inclusive.

Gaile Noonan

Chairperson - Community Services Committee

Attachments

Nil

Community Services Committee

1 June 2017

REPORT R7027

Nelson Arts Festival Transition Group Recommendations

1. Purpose of Report

1.1 To receive the report prepared by the Nelson Arts Festival Transition Group and decide on next steps.

2. Recommendation

That the Committee

Receives the report Nelson Arts Festival Transition Group Recommendations (R7027) and its attachments (A1542866, A1700021 and A1709008); and

- Seek feedback from the community on the establishment of a Council Controlled Organisation to deliver the Nelson Arts Festival.

3. Background

3.1 In the Long Term Plan 2015-25 it was decided to establish an external governance structure for the Nelson Arts Festival, Council resolved:

THAT an independent governance structure be established for the Nelson Arts Festival with transfer of operations to occur in time for the new entity to be responsible for the 2017 Arts Festival.

AND THAT Council express its preference for the Arts Festival to remain an annual event.

AND THAT the Masked Parade and Readers and Writers Week be transferred with the Nelson Arts Festival to the independent governance structure.

AND THAT the allocation in the draft 10 year budget for the Nelson Arts Festival, Masked Parade and Readers and Writers week be confirmed at current levels;

AND THAT an allocation of $15,000 be made for the expense of establishing the governance structure, including meeting all Local Government Act requirements.

3.2 Council decided the best approach was to call for members with expertise in the community to form the ‘Nelson Arts Festival Transition Group’ to look into options and report back with recommendations for an external governance structure. The terms of reference of the Group are attached (attachment one).

3.3 On 18 February 2016 Council resolved:

THAT Council approve the draft Arts Festival Transition Group Terms of Reference;

AND THAT the Arts Festival Transition Group is established;

AND THAT the Chair and Deputy Chair of the Community Services Committee identify a shortlist of members for the Arts Festival Transition Group to present to the Community Services Committee for approval;

AND THAT officers report back to the Community Services Committee on 14 April 2016 with the list of members for the Arts Festival Transition Group for approval.

3.4 In April 2016 Council appointed membership to the Group as follows:

- Ian Bowell

- Sari Hodgson

- Timothy Leyland

- Sarah-Jane Weir

- Sarah Yarrow

3.5 Members of the Group received no remuneration and have given a considerable amount of their own time to this project. The group have formally been thanked by way of a letter from the Chair of the Community Services Committee for their time.

3.6 The group has undertaken work as outlined in the Terms of Reference in attachment one. The group met through 2016 to engage with stakeholders, research options and develop a report with recommendations as per attachment two.

3.7 In line with S17A of the Local Government Act 2002 a review of this service has also been conducted (attachment three).

4. Discussion

Arts Festival Transition Group Report

4.1 The Transition Group’s report outlines key stakeholders that were consulted with and notes that previous Council commissioned reports also informed the decision making process. These reports include ‘Governance Report on Options for Nelson City Council Festivals’ HG Consulting 2014 (A1252097) and ‘Nelson Festivals Review’ Bbrink 2011 (A617920) as well as notes from an internal review document prepared for a Council workshop in 2014 ‘Review of Nelson Arts Festival’ (A1255847). These documents have been loaded onto the team site as relevant background information.

4.2 Structural options were considered in terms of the extent to which they would improve upon the current arrangements in respect of four key criteria: governance, funding, accountability and cost.

4.3 The Transition Group reviewed options that would improve the status quo as follows:

a) a Council Controlled Organisation (CCO);

b) an Independently Governed Body (IGB).

4.4 A third option – ‘enhanced status quo’ (with delivery by Council and governance by Council sub-committee), was not considered further as it would not improve the fundamental weaknesses of the existing structure nor meet Council’s preference to move the Festival to an external entity.

4.5 The Transition Group undertook a SWOT analysis of the two options – CCO and IGB. The resulting recommendation is to form a Council Controlled Organisation (CCO).

Transition Group recommendations

4.6 The Transition Group recommends that Council:

a) Establish a charitable trust as a Council Controlled Organisation to undertake the delivery of the Nelson Arts Festival.

b) Agree that the overall objective of the CCO is to deliver, and provide strategic governance of the Nelson Arts Festival (including the Masked Parade and Readers & Writers programme).

4.7 Mr Ian Bowell, Chair of the Transition Group, presented the findings of the work of the Group at a Council workshop on 2 March 2017. This provided additional context from the Transition Group as to how it came to make its final recommendation.

4.8 The report notes that a more detailed transition plan would need to be developed regarding the transfer of functions to the CCO. To ensure a successful transition, it is recommended that this would happen in a staged approach over multiple years rather than a direct handover. Functions such as production, marketing & publicity and performer engagement, would be able to transition sooner than functions such as financial management or IT services for example.

Consultation requirements to establish a CCO

4.9 Under section 56 of the Local Government Act 2002, consultation is required before a Council Controlled Organisation is established.

4.10 It is recommended that, if Council is considering establishing a CCO, that consultation takes place with the community before a final Council decision.

Resourcing

4.11 Council resolved to allocate funding for the Arts Festival at current levels in the LTP 2015-25. Councillors have previously requested more detail on these budgets.

4.12 The current total cost of the Festival is $943,948, ($606,316 for operating costs, $337,632 for staff time). This is offset by income (from ticket sales, funding, and other income) of around $387,316. A further amount of $47,500 is received in contra income.

4.13 If a CCO was established, the grant provided would need to include the associated additional costs for a CCO. These additional costs would be offset by additional third party funding able to be generated by the CCO that Council is unable to access, including funding from the Creative NZ Kahikatea Fund and charitable and benefactor donations through a patrons programme.

4.14 The level of the grant provided would depend on which functions (e.g. financial management) might be retained by Council during the transition arrangement.

4.15 Additional costs for a CCO:

Establishing a CCO would require ongoing additional costs to come from the budget allocated including:

· Trustee remuneration – if it was decided Trustees were remunerated

· Audit requirements – estimated at $10,000.

5. Options

5.1 Council has three options in relation to receiving the Transition Group’s report. Given the voluntary nature of the Transition Group appointments it is recommended firstly, that Council receives the report.

5.2 Council then has to consider its response to the recommendations in the report.

5.3 Option 1 - Receive the report and take no further action (status quo – Council funding, delivery and governance), this is not recommended as Council has indicated the desire to establish an external entity to deliver the Festival.

5.4 Option 2 – Receive the report and consider other options. However, other options were not identified as suitable by the Transition Group.

· Enhanced status quo (governance by Council appointed sub-committee, delivery by Council);

· Independent governance body (governance and delivery by an independent trust).

5.5 Option 3 - Receive the report, note the recommendation to establish a CCO, and undertake consultation with the community to gain feedback on this option before proceeding (as required under the Local Government Act 2002).

5.6 Option 3 is the recommended option as it follows the Transition Group recommendation, meets LGA requirements for consultation before establishing a CCO, and progresses the establishment of an external entity for which Council has previously consulted on, and received support for establishing.

Option 1: Receive the report and take no further action – status quo
Advantages	· Council would retain compete control over delivery
Risks and Disadvantages	· Not in line with Council decision and previous feedback from consultation on establishing an external governance structure · It would be difficult to access third party funding as Council does not have charitable status and can’t access Creative NZ Kahikatea Fund or attract benefactor funding
Option 2: Consider other options – Enhanced Status Quo, Independently Governed Body
Advantages	· Enhanced Status Quo – Council would retain a high level of control over the Arts Festival delivery; external appointees to a subcommittee would bring additional specialist skills to the table · Independently Governed Body – Specialised governance provision for the Festival; increased possibility to attract sponsors and benefactors; may be more successful in attracting high calibre Trustees than a CCO
Risks and Disadvantages	· Enhanced Status Quo or an Independent Governance Body were options identified as not suitable by the Transition Group · Enhanced Status Quo - not in line with Council decision to establish an external governance structure; difficult to access third party funding as Council does not have charitable status and can’t access Creative NZ Kahikatea Fund or attract benefactor funding. · Independently governed body - no connection to Council in terms of audit or strategic oversight; could discontinue if not longer a desire or due to financial difficulty.
Option 3: Undertake community consultation on the recommended option to establish a CCO
Advantages	· In line with recommendations from the Transition Group · Allows Council to consider community feedback before deciding to establish a CCO · If Council continues with the recommended option, advantages of a CCO include: Specialised governance provision for the Festival; Council would have a level of control due to audit requirements and sign off on Statement of Intent; Council would appoint at least 50% of CCO board members; increased possibilities to attract sponsors and benefactors; eligible for Creative NZ Kahikatea Fund.
Risks and Disadvantages	· If Council continues with the recommended option, disadvantages of a CCO include: Increased costs associated with a CCO including audit requirements and possible remuneration for board members.

6. Conclusion;

6.1 The Nelson Arts Festival Transition Group, established by Council, has prepared a final report recommending that a Council Controlled Organisation be established as a charitable trust and for the Nelson Arts Festival (including the Masked Parade and Readers & Writers programme) to transition to the CCO.

6.2 It is recommended to consult with the community on the establishment of a CCO for the delivery of the Nelson Arts Festival, to inform a future Council decision on this matter.

Shanine Raggett

Manager Community Partnerships

Attachments

Attachment 1: A1542866 - Terms of Reference Nelson Arts Festival Transition Group ⇩

Attachment 2: A1700021 - Final report Nelson Arts Festival Transition Group ⇩

Attachment 3: A1709008 - S17A Review Nelson Arts Festival ⇩

Important considerations for decision making

1. Fit with Purpose of Local Government

Delivery of the Arts Festival is a discretionary activity. Establishing a CCO to oversee the Festival should provide additional funding streams which will allow delivery of this valued service in a more cost effective manner.

2. Consistency with Community Outcomes and Council Policy

This report aligns with Council’s Community outcome: “Our communities have opportunities to celebrate and explore their heritage, identity and creativity” and specifically “We have a strong sense of community, enhanced by activities, festivals, events and celebrations that reflect our distinct environment and people”.

3. Risk

The recommendation is of low risk as it seeks to carry out further community consultation in order to contribute to a future Council decision.

4. Financial impact

There are no immediate costs associated with this decision as the recommendation is within existing budget allocations. Council has decided to allocate funding towards the external governance structure to operate the Festival within current funding allocations.

5. Degree of significance and level of engagement

This decision was consulted on during the development of the Long Term Plan 2015-25 and Council subsequently decided to establish an external governance structure. The Nelson Arts Festival Transition group, in concluding the recommendation which aligns with this report, consulted with a large group of relevant stakeholders. It is recommended to consult with the community on the establishment of a CCO as the preferred structure.

6. Inclusion of Māori in the decision making process

Maori have not specifically been consulted in relation to this report.

7. Delegations

The Community Services Committee has the responsibility for considering Community Festivals and Events. The Community Services Committee has the power to decide on this matter.

Community Services Committee

1 June 2017

REPORT R7571

Capital Expenditure Programme 2016-17 - Requests for Change

1. Purpose of Report

1.1 To seek approval for changes to capital projects and/or expenditure within the Committee’s areas of responsibility.

2. Recommendation

That the Committee

Receives the report Capital Expenditure Programme 2016-17 - Requests for Change (R7571).

Recommendation to Council

That the Council

Approves, with respect to project 1175 Stoke Sports and Community Facility, that $2,418,489 from 2016-17 budget is transferred to 2017-18.

3. Requests for Change

Project 2226 Elma Turner Library improvements

3.1 This is a multi-year project with an objective to better utilise the existing space at Elma Turner Library, in order to meet evolving library user needs, improve operational efficiency, increase staff satisfaction, and prepare for the expected medium term demand.

3.2 The total project budget is currently phased as follows:

2016-17: $205,000

2017-18: $308,000

2018-19: $2,700,000

2019-20: $2,700,000

3.3 Council has instructed officers to complete further investigation regarding the location, possible replacement of the existing library with a flagship library, and exploration of linkages to surrounding properties that are likely to be re-developed at some point in the future. This change of focus will result in a revised expected spend in 2016-17 of $30,000, and a change to the timing of subsequent annual budgets.

3.4 Approval is sought to adjust budget phasing in line with the requirement for further investigation, with construction costs and phasing to be considered through the Long Term Plan 2018-28.

3.5 If approved, the adjusted budget phasing will be:

2016-17: $30,000

2017-18: $175,000

2018-19: $308,000

2019-20 onwards – to be considered through the next Long Term Plan.

Project 1175 Stoke Sports and Community Facility

3.6 This is a multi-year project to create a new sports and community facility in Stoke. The remaining project budget is currently phased as follows:

2016-17: $4,418,489

2017-18: $1,300,000

3.7 During construction, delays with steel work have recently been experienced. Whilst the contractor is indicating this is not likely to affect the overall programme for completion, it does impact the payment profile. The result is that some spend expected in 2016-17 will now be spent in 2017-18, and a change to budget phasing will be required.

3.8 Approval is sought to transfer $2,418,489 from 2016-17 into 2017-18, to align with the current proposed construction payment schedule.

3.9 If approved, the adjusted budget phasing will be:

2016-17: $2,000,000

2017-18: $3,718,489

4. Tenders awarded for contracts over $1,000,000

4.1 No contracts over $1,000,000 that are within the Committee’s areas of responsibility were awarded during quarter 3.

5. Conclusion

5.1 The approvals requested will assist Council to make an informed decision on the future development of the Elma Turner Library, and will enable construction of the Stoke Sports and Community Facility to continue to completion.

Arlene Akhlaq

Project Management Adviser

Attachments

Nil

Important considerations for decision making

1. Fit with Purpose of Local Government

Providing core infrastructure is a good fit with the purpose of Local Government.

The proposed changes in phasing support efficient and effective delivery of these projects.

2. Consistency with Community Outcomes and Council Policy

The recommendations for project 2226 Elma Turner Library improvements, and project 1175 Stoke Sports and Community Facility, amend the phasing of the Long Term Plan budget.

3. Risk

The recommendation for project 2226 Elma Turner Library improvements reduces risk by adjusting budget phasing to match project phasing.

The recommendation for project 1175 Stoke Sports and Community Facility reduces the risk of continued gaps in service provision by enabling the construction to continue as planned.

4. Financial impact

No additional budget is being requested.

5. Degree of significance and level of engagement

Re-phasing budgets is of low significance as it is a change of timing to planned and approved expenditure, therefore no further engagement is required.

6. Inclusion of Māori in the decision making process

Maori have not been consulted on the specifics in this report.

7. Delegations

The Community Services Committee has responsibility for libraries, and for community centres and halls, and has the power to consider matters within these areas of responsibility, and the power to recommend adoption by Council.

Community Services Committee

1 June 2017

REPORT R7301

Youth Strategy

1. Purpose of Report

1.1 To approve the draft Youth Strategy for community engagement.

2. Recommendation

That the Committee

Receives the report Youth Strategy (R7301) and its attachments (A1755970, A1762721); and

Approves the draft Youth Strategy (A1762721) and proposed process for community engagement as outlined in R7301.

3. Background

3.1 The purpose of the Youth Strategy is to guide future support for youth development and activities by setting out youth needs, Council’s role and priorities in meeting these and agreement on relative priorities.

3.2 Once adopted the Youth Strategy will replace the current Youth Policy which is located within the Social Wellbeing Policy. The current Policy describes Council’s role in ensuring that the specific needs of youth are taken into consideration when planning community facilities and infrastructure, delivering services and activities and communicating with the community and provides a focus on civil and political rights; leisure and recreation; physical environment; safety and social connectedness.

3.3 In the 2016/17 Annual Plan Council resolved;

“Council supports a range of services for youth but believes there is more work to be done to explore the priorities in this area of work. Council is interested in facilitating a conversation with youth and providers of youth services in 2016/17, on the key needs of our young people and how council can best contribute to meeting these. This work will guide Council budgets and activities, and the activities of our partners in future years.”

3.4 And on 16 June 2016 Council made a commitment to refresh its Youth Policy through development of a Youth Strategy stating (CL/2016/183):

“Council engages with key stakeholders in the youth sector to develop a youth strategy to guide future support for youth development and activities.”

3.5 A Council workshop on the Youth Strategy was held in November 2016 and a progress report presented to Committee in March 2017. Since then further engagement with youth and other stakeholders has been undertaken and this, along with the recommendations from the workshop, Committee meeting and Councillors, has helped to inform the draft strategy attached to this report.

4. Discussion

4.1 To assist with the Strategy’s development, officers have;

- engaged with stakeholders to gather feedback including a range of youth and youth stakeholder groups such as schools, community groups, government agencies, sports groups and local iwi

- undertaken a review of relevant youth literature

- carried out research into ‘Employer Perspectives on Youth Employment in the Nelson District’ in partnership with Victoria University

- established a reference group and sought its feedback on content, process, concepts and ideas

- considered other councils’ youth activity

- reviewed central government’s approach towards funding and support

- analysed local statistics

- developed a Council website information page

Community feedback

4.2 Since the Committee meeting in March, officers have continued to seek feedback with a focus on young people and have talked to intermediate and secondary students, young people from Alternative Education and the YMCA, young people in employment and rangatahi Māori (Māori youth).

4.3 Officers have also sought community feedback on some broad key concepts and ideas from the reference group, with feedback received supportive of the draft approach.

4.4 Feedback had been previously gathered from a range of young people and youth stakeholders including schools, NMIT, community groups, sports groups, local iwi and government agencies with over one hundred letters sent to stakeholder groups to notify of the Strategy’s development and inviting comment.

4.5 In general, young people’s feedback has been similar to that gathered from stakeholder organisations. With the combined feedback identifying a wide range of views with themes of concern for young people’s mental health and wellbeing, safety of transport routes especially during night time hours, public transport limitations, spaces and places for youth to gather, access to affordable housing, drug and alcohol use and/or misuse, employment and further education options.

4.6 There was also support for youth participation in decision making (youth citizenship), access to events, activities and facilities, and the value of communities as a support for youth health and wellbeing. Further feedback appreciated Nelson’s diverse natural environment and valued the sense of community due to the relative smaller size of the district.

3.7 Representatives from Nelson Young Professionals were supportive of young people leaving Nelson to seek employment, education and experience and the opportunity to attract young people back into the region. They suggested;

- better career advice about the regions job opportunities (for those that wish to leave to know what studies support returning)

- showcasing/marketing what Nelson offers especially the lifestyle and resources to attract young people into the region

- mentoring programmes between those at school and professional people to support career development

- urban design to provide more spaces for socialising

Youth Employment research

4.8 To assist with the Strategy’s development, officers also partnered with a Victoria University summer scholar to undertake research into youth employment within the Nelson District. Her work focused on local industries to better understand employer attitudes and the barriers and challenges employers face.

4.9 A summary of the report has been included as an attachment with key points noted below.

4.9.1 Nelson has a higher youth employment rate in comparison with the rest of New Zealand.

4.9.2 Common barriers to youth employment are; skills and qualifications; youth attitudes; work readiness and career development.

4.9.3 Local employers value young people and look for a good work attitude when employing.

5. Options

5.1 In preparation of the draft Strategy, officers have considered stakeholder feedback, councillor feedback, other councils’ youth policies and activities, central government’s approach to funding and support and best practice approaches to youth development.

5.2 To date, feedback from the community suggests that it would be broadly supportive of the key concepts and ideas that have been put forward in the draft Strategy.

The Committee could decide to:

Option 1. Approve the draft strategy for community engagement. This option is recommended.
Advantages	· Would allow the implementation of plan to be approved and work to begin early in the 2017/18 financial year · Likely to be supported by the community which has indicated support for key concepts and ideas
Risks/disadvantages	· No obvious risks
Option 2. Amend the draft strategy
Advantages	· The draft Strategy could be tailored to better meet Council’s objectives
Risks/Disadvantages	· Could lead to a delay in the implementation of the Strategy · Changes may not align with community feedback

6. Next steps

6.1 If Council decides to approve the draft Strategy for community engagement officers will then seek community feedback on the draft strategy which will involve:

- Gathering feedback from those who have been involved in the process so far

- Our Nelson feature including notice of opportunity to provide feedback

- Display board/s in libraries / Customer Service Centre

- Website presence including online video

- Posting on social media

6.3 The engagement process is not planned to include hearings however community feedback will be made available to Councillors as part of deliberations on the final Youth Strategy and used to inform the final draft for approval.

6.4 The report to approve the draft Youth Strategy is scheduled to come back to Committee along with an action plan setting out expected activity and resourcing. The Community Partnership team will have primary responsibility for implementing the action plan.

7. Conclusion

7.1 Council has resolved to review and replace its Youth Policy through the development of a Youth Strategy.

7.2 Option one is recommended whereby the Committee approves the draft Youth Strategy and proposed process for community engagement.

Gabrielle Thorpe

Policy Adviser

Attachments

Attachment 1: A1755970 - Youth employment in the Nelson district - A Summary ⇩

Attachment 2: A1762721- Draft Youth Strategy ⇩

Important considerations for decision making

1. Fit with Purpose of Local Government

Council has decided to develop a Youth Strategy to be better positioned to target the funds available to achieve Council’s desired outcomes in a cost effective manner.

2. Consistency with Community Outcomes and Council Policy

The recommendations in this report align with the Community Partnerships Activity Management Plan 2015-25 and support the following community outcomes;

· Our urban and rural environments are people-friendly, well planned, and sustainably managed

· Our infrastructure is efficient, cost effective and meets current and future needs

· Our communities are healthy, safe, inclusive and resilient

· Our communities have access to a range of social, educational and recreational facilities and activities

· Our Council provides leadership and fosters partnerships, a regional perspective, and community engagement

And the following Nelson 2060 objectives;

· We support and encourage leaders across our community.

· We are all able to be involved in decisions.

· Everyone in our community has their essential needs met

3. Risk

There is a low risk that some in the community may not support the direction set out in the Strategy or may have higher expectations around funding and the eventual action plan.

4. Financial impact

There is no financial impact from the recommendations contained in this report. The draft Annual Plan 17/18 has a budget for youth activities which is to be informed by the final strategy.

5. Degree of significance and level of engagement

This decision is of medium significance because it is about developing a Strategy which will guide future youth activity and investment by Council. The community will have further opportunity to provide feedback on the draft Strategy.

6. Inclusion of Māori in the decision making process

Local Māori have been invited to provide feedback on key question areas with feedback received from Whakatu Marae, Ngati Tama and Ngati Koata. Rangatahi Māori (Māori youth) have also provided feedback during the youth engagement process.

7. Delegations

The Community Services Committee has responsibility for considering Community Development, including youth issues, and social well-being and to undertake community engagement on these matters (excluding Special Consultative Procedures). The Community Services Committee has the power to recommend to Council on the development of policies and strategies.