Agenda of Napier People and Places Committee

Napier People and Places Committee - 27 February 2020 - Open Agenda Item 2

2. Napier Positive Ageing Strategy

Type of Report:	Operational
Legal Reference:	N/A
Document ID:	881939
Reporting Officer/s & Unit:	Michele Grigg, Senior Advisor Policy

2.1 Purpose of Report

To seek Council approval to adopt the finalised Napier Positive Ageing Strategy, which incorporates feedback on the draft received from the community.

Officer’s Recommendation

The Napier People and Places Committee:

a. Adopt the final Napier Positive Ageing Strategy.

Chairperson’s Recommendation

That the Council resolve that the officer’s recommendation be adopted.

2.2 Background Summary

Older residents (65+ years) now make up 20% of Napier’s population, and like much of New Zealand, this proportion continues to grow. Planning for this change will require coordinated effort and strong vision, which is why a Positive Ageing Strategy is important.

In 2015, Council agreed to the development of a Positive Ageing Strategy. A thorough process was used to guide development of the Strategy’s focus and content.

The Strategy covers the five-year period 2020-2024. It reflects the New Zealand ‘Better Later Life’ Strategy (previously the New Zealand Positive Ageing Strategy), recently released by the Office for Seniors and aligns with the international Age Friendly Cities and Communities model, as well as Council’s own vision and outcomes. The Strategy is identified in Council’s current Long Term Plan 2018-2028.

2.3 Issues

Strategy development

Prior to development of the Strategy, the Napier Connects programme was implemented by Council in collaboration with several organisations and community groups. This programme aimed to reduce social isolation among older people by encouraging a range of activities and projects to strengthen individuals’ connections with their community.

The Positive Ageing Strategy extends and builds on this earlier programme. It provides a strategic, city-wide approach to supporting Napier seniors to live well, now and into the future.

The Strategy’s development also responds to multiple requests to develop a strategy on ageing, including submissions to Council’s annual and long term plans. When agreeing to development of the Strategy in 2015, Council also acknowledged the potential to become affiliated to the World Health Organization’s Age Friendly Cities and Communities Network once the Strategy was embedded. New Zealand, through the Office for Seniors, became affiliated to the Network in 2018, as did Hamilton City, and subsequently New Plymouth (in 2019).

The draft Strategy was developed with advice from two key groups: a Steering Group of representatives from agencies and providers who offer services to older people in Napier; and a Reference Group of residents with lived experience of ageing.

The Strategy was informed by many seniors from the Napier community as well as organisations and community groups who gave input in a range of forums. These included workshops, hui, presentations at meetings, discussion groups, and a survey distributed through multiple channels.

Details of the intensive pre-engagement process are outlined in the supporting Background Document (Attachment A).

Strategy focus

The Positive Ageing Strategy focuses on city-wide priorities to support seniors in Napier to live well. It sets out key priority areas that contribute to the Strategy’s overall vision of ‘Living Well, Ageing Well – Kia Tika Te Ora, Kia Tika Te Tipu’.

The seven priority areas (in no particular order) are:

· Being informed and involved – Kia mōhio, kia mahi

· Being safe – Kia haumaru

· Community spirit – Te wairua hapori

· Getting around – Hāereere

· Health & wellbeing – Hauora & oranga

· Housing – Ngā whare

· Things to do – Hei mahi.

The priority areas closely align with the goals of the national ‘Better Later Life’ strategy and to the domains of the World Health Organization’s Age Friendly Cities and Communities model, yet still reflect local realities.

A snapshot can be found on page one of the proposed final Strategy (Attachment B).

Strategy implementation

An implementation (action) plan will be developed for the Strategy following adoption by Council. This will be led and monitored by a Positive Ageing Strategy Advisory Group, to be established after adoption of the Strategy. Members of the Advisory Group will include a combination of representatives from organisations leading the seven priority areas; organisations and groups who provide services or support to seniors; and seniors who have a lived experience of ageing. The Group will have an agreed terms of reference, be independently chaired and will be supported by Council officers.

The implementation plan will identify actions for each of the priority areas, which will be prioritised and phased over the five-year period of the Strategy to ensure they are practical and achievable.

As is standard for strategies of this nature, the Strategy will be reviewed five-yearly, and regular assessments of progress will be undertaken for a number of population and performance measures.

2.4 Significance and Engagement

The impacts of population ageing are wide-ranging. Napier’s population of over 65s is projected to almost double over the next thirty years. As our population ages, we will also experience an increased number of residents living with a disability. Links with Council’s recently adopted Napier Disability Strategy 2019-2023 are important.

The engagement process to develop the draft Positive Ageing Strategy ensured wide-ranging input from both organisations and the community alike. Collaboration with the Steering and Reference Groups was instrumental in both developing the Strategy and seeking wider input and feedback.

Council approved the draft Positive Ageing Strategy for release for community wide feedback on 25 June 2019. The draft Strategy was available electronically and in hard copy, and in a variety of formats between 22 July and 16 August 2019, including New Zealand Sign Language, audio, and plain text.

Information about the Strategy and feedback process was made available through a number of channels, including:

· to people who previously requested the opportunity to see the draft Strategy

· media release

· community newspaper advertisements

· social media posts

· Say It Napier website

· flyer to Council’s retirement flats

· letters and emails to Napier Age Concern and Grey Power members

· direct communication with key stakeholders.

Paper versions of the Strategy were made available at Napier’s Libraries, Council Customer Services, and on request. Full distribution details are described in the Summary of Feedback (Attachment C).

Seventy responses were received, 46 online and 24 using the paper feedback form. Sixty-nine responses were from individuals and one was from the Safer Napier Strategic Group. The majority of those responding (70%) were aged 65 and over. All feedback was considered by a subgroup of Steering and Reference Group members.

Feedback was positive - 99% agreed with the Strategy’s vision and at least 97% agreed with each of the seven priority areas. The majority of submitters provided ideas about how to have a more age-friendly Napier. These have been captured for consideration during development of the implementation plan.

The remainder of the feedback was grouped by key theme and has been incorporated into the proposed final Strategy as follows:

· Priority areas – confirming the seven priority areas have equal weighting

· Equity – adding ‘equity’ as a principle

· Flexibility – noting the implementation plan will be flexible enough to consider new or emerging issues

· Review – confirming the Strategy will be reviewed five-yearly

· Funding – clarifying potential funding for implementing actions (eg, existing budgets, applying to other funding sources).

Full details of the substantive feedback received, along with responses from the subgroup, are in the Summary of Feedback (Attachment C).

2.5 Implications

Financial

Actions will be identified by an Advisory Group following adoption of the final Strategy. These will be documented, prioritised and phased in the five-year implementation plan.

The Strategy aims to provide a strategic, city-wide approach to supporting Napier seniors to live well, with several agencies and organisations, including Council, coordinating actions to contribute to the overall vision.

Projects identified in the implementation plan may incur additional costs to lead or contributing organisations. These will need to be built into project plans and any additional funding sought through agency-relevant mechanisms. Some projects may also attract external funding, or reprioritised funding. It is envisaged some project costs will be incurred by Council, which are likely to be accommodated through current Council budgets.

The Strategy’s implementation, including providing support to the Advisory Group, will be overseen by existing staff in the Community Strategies team.

Social & Policy

This is Napier’s first Positive Ageing Strategy. It acknowledges our growing population of seniors and the impact of this on our city and community. As well as involvement from other agencies and organisations, the Strategy requires all activity areas of Council to consider how the vision ‘Living Well, Ageing Well’ will be reflected in their outcomes for the city.

The Strategy aligns with the recently finalised Napier Disability Strategy, the national Better Later Life Strategy, the international Age Friendly Cities and Communities model, and Council’s own vision and outcomes for Napier. It also reflects the Council’s focus on community well-being, reinforced by adoption of the Local Government (Community Well-being) Amendment Bill in May 2019.

Risk

The Strategy covers a wide range of priority areas and spans a number of sectors and services. It will require leadership and collaboration amongst multiple agencies and organisations, and with the community, to achieve its vision. Implementation will be reliant on the ongoing commitment of those organisations who have indicated they will lead a particular priority area (including Council), along with guidance from the Advisory Group (to be established following adoption of the final proposed Strategy) and oversight and support from Napier City Council.

There is a high level of interest in the Strategy being adopted so it can move into the implementation phase.

2.6 Options

The options available to Council are as follows:

a. Adopt the final Positive Ageing Strategy, noting the changes made as a result of the feedback received during the consultation process (proposed)

b. Reject the final Positive Ageing Strategy, and adopt the draft Positive Ageing Strategy

c. Reject the final Positive Ageing Strategy.

2.7 Development of Preferred Option

The proposed final Strategy was developed in close collaboration with many organisations and seniors from the community. The Strategy is forward-looking, provides clear aspiration and direction, aligns well with multiple other strategic documents, and is supported by the Office for Seniors, who report 23 communities are focusing on a coordinated approach to responding to population ageing.

Development of the implementation plan will provide detail on how the Strategy will be actioned.

2.8 Attachments

a Napier Positive Ageing Strategy - Background Document ⇩

b Napier Positive Ageing Strategy - Final Proposed Strategy ⇩

c Napier Positive Ageing Strategy - Summary of Feedback ⇩

Napier People and Places Committee - 27 February 2020 - Attachments

Item 2

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Napier People and Places Committee - 27 February 2020 - Open Agenda Item 3

3. Safer Napier Programme - Annual Update

Type of Report:	Information
Legal Reference:	N/A
Document ID:	889350
Reporting Officer/s & Unit:	Michele Grigg, Senior Advisor Policy

3.1 Purpose of Report

To provide a summary of the 2018-2019 year of the Safer Napier programme, including key highlights and benefits to Council and the Napier community.

Officer’s Recommendation

The Napier People and Places Committee:

a. Note the Safer Napier programme update.

Chairperson’s Recommendation

That the Council resolve that the officer’s recommendation be adopted.

3.2 Background Summary

Napier first became an accredited Safe Community in 2010, and was successfully reaccredited in 2015. Safe communities is an international concept that recognises safety as a universal concern and responsibility for all. It is a collaborative way of working together to increase action on community safety (in all its forms) through coordinated efforts between non-government organisations, the business sector, government agencies and Councils.

The World Health Organization views the safe communities approach as an important means of delivering evidence-based violence and injury prevention strategies at a local level.

Forty-three partners have signed the Safer Napier Memorandum of Commitment, agreeing to be part of the programme and to work together to achieve the common vision of ‘Napier is a safe and healthy city’. The Mayor of Napier is recognised as the programme’s Ambassador.

A key strength of Safer Napier is the strong collaborative working relationships between signatory organisations, and in particular amongst members of the Safer Napier Strategic Group (16 of the key signatory agencies, Attachment A). This is achieved under the guidance and support of a part-time contracted Coordinator, and Council staff who oversee and manage the Safer Napier programme – Michele Grigg, Senior Advisor Policy and Natasha Mackie, Manager of the Community Strategies Team.

The programme contributes to Council’s vision and outcomes and is included in the LTP 2018-2028.

Programme Vision and Priorities

The Safer Napier vision is ‘Napier is a safe and healthy city’. This was identified during development of the current Strategic Plan 2017-2021 (Attachment B), based on input from our partners, the community and Safer Napier Strategic Group members. Five goals were identified to achieve the vision:

· People are injury free in Napier

· Napier is free from crime

· Napier roads are safe for all

· People in Napier keep themselves safe

· Napier is free from addiction related harm.

Programme Implementation

The Safer Napier programme operates under a comprehensive implementation framework. This is established in the five-year Strategic Plan which sets out the programme’s vision and priorities. Operationalisation of the strategic vision is achieved through an annual action plan, a communications plan, and an evaluation plan. Evaluation of programme and project performance is undertaken using the Results Based Accountability framework (RBA) to measure progress.

As an accredited safe community, Safer Napier is a member of the Safe Communities Foundation of New Zealand, and the international safe communities network. We have strong links with counterparts in Hawke’s Bay, who are all accredited – Safer Hastings, Safer Central Hawke’s Bay, and Te Wairoa He Hapori Haumaru. The Foundation provides support and advice to communities, both accredited and those considering accreditation.

Programme Planning

All partners and signatory organisations are involved in the annual Safer Napier planning process. Data analysis, priority setting and evaluation form the foundation of the programme. The planning process begins each year with a workshop for the signatory organisations. The workshops are hosted by Safer Napier and are attended by about 60 representatives who meet to identify ongoing and emerging safety issues under each goal area, and priorities for the year ahead.

Every two years the programme hosts a Celebrate Safer Napier event for the Napier community. Each event has a safety theme (2019’s theme was child safety, promoted as the ‘Whānau Fun Fest’) and is free to attend. The event provides residents with an opportunity to not only learn about key safety messages but to also identify their safety concerns or issues to feed into the annual action plan.

The Safer Napier Strategic Group consider this feedback, along with issues identified in the workshop and the latest data, to determine direction of the annual plan including priority actions and target population groups.

Projects

Projects delivered to achieve Safer Napier’s aims are many and varied. The Safe Communities Foundation of New Zealand noted in their annual report feedback to us that we have “one of the most extensive lists of networks in the country spanning a wide range of issues and services, and an impressive list of new programmes, and new participants in our annual workshop.”

The programme’s latest annual report 2018-2019 (Attachment C) highlights the range of projects being delivered under the Safer Napier umbrella for each goal area. This is available in Council’s website (search keyword #safernapier) along with other Safer Napier documents.

Each year a user-friendly summary is published in the free community newspaper to profile the programme with the public and our signatories (Attachment D). The summary for 2018-2019 highlights key statistics and a selection of projects, including:

· Safe As Houses: Further extension of Safer Napier’s flagship project into all of Council’s housing villages to raise safety awareness and provide tips for reducing falls, fires and crime, and encouraging residents to get to know their neighbours, and be prepared for natural hazards.

· Shake Out: An opportunity for staff from Napier City Council, Hawke’s Bay Regional Council, and central city businesses and government departments to practice their earthquake and tsunami evacuation drill during the national October ‘Shake Out’. Over 200 people made the hīkoi up Napier Hill and were reminded about being prepared.

· Pause the Pokies: An awareness raising campaign held during Gambling Harm Awareness Week in September, when 12 venues around Hawke’s Bay, including in Napier, turned off their pokie machines for one hour to recognise gambling related harm.

· School Zones: New signage and road markings installed outside 16 Napier schools to highlight school zones and the danger of these areas for children.

Recognition

The Safer Napier programme is award-winning and has been recognised nationally and internationally. In 2016 it won the World Health Organization’s Western Pacific Regional Office Health Cities Recognition for Violence and Injury Prevention Award, the only accredited safe community in New Zealand to achieve this accolade.

Over the past five years, three of Safer Napier’s key personnel have won Safe Communities Foundation of New Zealand national awards in recognition of their commitment and leadership – Safer Napier Coordinator Liz Lambert, Community Strategies Team Manager Natasha Mackie, and local ACC representative Sally Phelps.

Natasha has also joined the national team of safe community assessors for communities aiming to become accredited or reaccredited. This has given us increased understanding about the recently revised reaccreditation approach along with ideas and inspiration for future Safer Napier projects and community planning.

3.3 Issues

Sustainable funding for the programme, including for the Safer Napier Coordinator, is an ongoing challenge. In addition to internal staff, costs are incurred for programme coordination and to support projects. ACC provides coordinator support for newly accredited programmes only, so NCC funds the part time coordinator. Project funding is sought externally, however the majority of project funding is provided through NCC’s funding schemes.

3.4 Significance and Engagement

Feedback and input from a range of sources, including our signatory partners, the general public, and reliable data sources, ensure transparent annual action planning, appropriate identification of target groups, and prioritisation of activities.

A snapshot of the programme’s key achievements is published annually in the free community newspaper and all programme documents are made available online.

3.5 Implications

Financial

Council’s LTP 2018-2028 includes funding for delivery of the Safer Napier programme in the form a part-time contracted Coordinator ($39,600 per annum). While ACC provides programme support to newly accredited Safe Communities, this ceases once a community is reaccredited (after five years) as is the case for Safer Napier, which is now operating without any external programme funding.

Council’s baseline budget funds coordination of the programme and some project funding. Other project funding is sought through external channels wherever possible, however this can at times be difficult to source. Coalition partner agencies are often not in a position to fund the programme and funding sources for projects can be variable.

The programme remains viable through ongoing support from Council in the form of staff time and the LTP funding. Council also provides safety-related funding through its service agreements with the following community organisations:

· Napier Community Patrol - $47,000 per annum

· Napier Safety Trust (CCTV) - $45,000 per annum

· CBD Patrols - $100,000 per annum

· Surf Lifesaving NZ - $47,000 per annum

· Napier Neighbourhood Support - $38,800 per annum.

These organisations are all signatories to Safer Napier and support Council’s goal of improving community safety.

Social & Policy

Safer Napier’s reach extends every year, with the inclusion of additional target population groups, new/extended projects and initiatives, and new involvement on the Safer Napier Strategic Group (during 2018-2019 Te Rangihaeata Oranga Trust – Hawke’s Bay Gambling Recovery Service joined the Group). These ensure the programme remains relevant and responsive, and has continued impact as new and emerging safety issues arise in the community.

Community safety remains a key issue for Napier residents. The 2019 Social Monitor survey found that 86% of surveyed residents rates their feelings of safety in Napier as moderate (‘neither agree nor disagree’) or better (‘somewhat’ to ‘strongly agree’). Perceptions of safety when going out were much higher during the day (89%) compared to at night (52%).

Risk

As mentioned earlier, Council is the primary funder for delivery of Safer Napier and many of its flagship projects and events. Continued identification of funding in the Long Term Plan is essential for the programme’s ongoing sustainability.

3.6 Options

The option available to Council is as follows:

a. Note the Safer Napier annual summary for 2018-2019.

3.7 Attachments

a Safer Napier Strategic Group and Memorandum of Commitment Signatories ⇩

b Safer Napier Strategy 2017-2021 ⇩

c Safer Napier Annual Report 2018-2019 ⇩

d Safer Napier Annual Summary 2018-2019 ⇩

Napier People and Places Committee - 27 February 2020 - Open Agenda Item 4

4. Napier Social Monitor Report - 2019

Type of Report:	Information
Legal Reference:	N/A
Document ID:	890440
Reporting Officer/s & Unit:	Michele Grigg, Senior Advisor Policy

4.1 Purpose of Report

To provide a summary of findings from the 2019 Napier Social Monitor report.

Officer’s Recommendation

The Napier People and Places Committee:

a. Receives the Napier Social Monitor report 2019.

Chairperson’s Recommendation

That the Council resolve that the officer’s recommendation be adopted.

4.2 Background Summary

A Social Monitor survey has been commissioned by Napier City Council (NCC) biennially since 1998. The survey is now undertaken annually by SIL Research.

Survey purpose and objectives

In 2019, the Social Monitor was reviewed to more appropriately reflect the recently re-instated role of local government in improving and monitoring community wellbeing. The 2019 Social Monitor questionnaire was therefore modified and refined, and provides a new baseline against which to track future progress (Attachment A).

The overall purpose of the Social Monitor survey is to provide information to inform the development of policies and initiatives to enhance social wellbeing in Napier. The survey collects information about the quality of life of Napier residents. Specifically, the Social Monitor measures:

· Quality of life

· Social connection and perceptions of diversity

· Perceptions of safety

· City accessibility

· Levels of community mental wellbeing, health status and service use

· Satisfaction with housing and neighbourhood

· Involvement in volunteering, employment, and education opportunities

· Emergency management.

A new social index measure is also included, which is derived by analysing responses to questions designed to evaluate residents’ quality of life.

Note that feedback on emergency management is supplemented with information about preparedness collected by the Hawke’s Bay Regional Council’s (HBRC) in their biennial Residents Survey. These results have been shared with NCC.

The Social Monitor differs from the quarterly NCC Residents Satisfaction and Service Delivery Survey, which is undertaken separately and focuses on gaining regular feedback from residents on Council-provided services and facilities.

Survey methodology

Following pre-testing of the revised questionnaire, the Social Monitor survey was conducted between 13 August and 23 September 2019. A multi-layered sampling approach was taken for the 2019 survey, to ensure a proportional spread of respondents from each of the four electoral wards, by age, gender and ethnicity and a more accurate reflection of the city’s demographic profile.

Several data collection methods were used to ensure residents had an opportunity to complete the survey. These included: telephone surveys, social media links to the online survey, and flyer drops into letterboxes of 1,500 households promoting the online survey link. The new survey approach has greatly improved representativeness of the survey results.

Data analysis

Before analysis, data underwent a quality control check. This included removal of incomplete responses and responses from people living outside of Napier. A total of 450 surveys (ages 18+ years) were used in the final analysis. This sample size provides for accurate reporting at the 95% confidence level.

Responses were statistically weighted. Weighting ensures that specific demographic groups are neither under nor over-represented in the final data set and that each group is represented as it would be in the population. Gender, ethnicity, and age weightings were applied to the data to reflect the 2013 Census (the latest Census data available at the time of analysis). Māori are well represented in the survey (multiple ethnicities were recorded).

The main groups analysed in the report are: ward, age, gender, ethnicity, and home ownership. Only statistically significant differences are commented on (at the 95% confidence level). Where differences are not significantly different, no comment is made.

Survey findings

The Social Monitor report (Attachment B) presents findings from the survey. Also attached are Napier findings from HBRC’s Residents Survey about emergency preparedness (Attachment C).

The 2019 Social Monitor provides insight into the important aspects of overall community life in Napier, and most results are positive. Key results are listed below.

Quality of life and living in Napier

· 74% of Napier residents rate their life in Napier as ‘good’ or ‘very good’ (highest in older residents, and the Taradale ward).

· Climate/sunshine and the outdoors (beaches, nature, Marine Parade) are the things residents most like about living in Napier.

· 76% of residents see themselves living in Napier in the next five years.

· 42% agree their quality of life has improved in the last three years, compared to 34% who consider it has declined (mainly due to health issues, cost of living, and water issues).

· Just over half (55%) agree they have enough or more money for a comfortable living. Sixteen percent strongly disagree they have enough money.

· The factors having most influence on peoples’ overall life in Napier were:

o Suitable housing

o Good levels of self-reported health

o Interest or pleasure in doing things

o Ease of getting around

o Feeling safe at night

o Having everything needed in the neighbourhood.

· The three areas associated with poorer quality of life were:

o Health problems

o Increased cost of living

o Water issues.

Social connection and diversity

· 81% of residents have friends or family they can count on in times of trouble.

· 69% feel accepted by their community and the same proportion believe their community is diverse and multi-cultural.

· Fewer believe people take care of/help one another (60%). This is lowest in the Onekawa-Tamatea ward.

· Just over half of residents believe people are tolerant of others (56%).

· 77% know their closest neighbours by their first name (lowest amongst residents who are of Pacific or Asian ethnicity, or those who rent their property).

Safety

· 86% of residents rate their overall feelings of safety as moderate or better (highest in the Ahuriri and Taradale wards).

· There was a slight increase in residents feeling unsafe in Napier. This is most likely due to a decrease in neutral ratings.

· Safety perception is higher during the day (89%) compared to night (52%).

· 77% feel safe at home at night (highest in the Ahuriri and Taradale wards).

· Under half (46%) feel safe walking alone in their neighbourhood after dark (lower in the Onekawa-Tamatea and Nelson Park wards).

· Nine percent mention safety concerns/crime levels as a reason for reduced quality of life.

City accessibility

· 79% of residents find it easy to get around Napier – with having access to a car and city layout (small size, good roads, convenience) the main reasons provided.

· Of the 12% of residents who gave a negative rating, most commented that the bus service needs improvement.

· 62% think that Napier’s facilities are easily accessible, and just under half (48%) feel Napier is a disability-friendly city, with a further 19% being unsure.

· None of these measures showed any significant differences by ward.

Health and community wellbeing

· 58% of residents rate their health as good or very good. This increases with age, with younger residents being more likely to rate their health as poor.

· Residents report good levels of moderate-intensity activity (average of 7.7 hours per week); higher than the World Health Organization recommendation (2.5 hours minimum, 5 hours for additional health benefits).

· Four questions were asked to gain an approximate measure of community mental wellbeing:

o worried a lot about everyday problems in the past 6 months (48% somewhat or strongly agree)

o felt down or depressed in the past 6 months (42%)

o felt lonely at least some of the time in the past four weeks (36%)

o have little interest or pleasure in doing things in the past 6 months (28%).

· The overall mental wellbeing index is moderate with a score of 10.7 (maximum score is 20). The most vulnerable groups were found to be 18-39 year olds, Māori and Pacific, those with lower income, and those living in a rented property.

· Note this index is indicative only and does not infer mental health status.

· None of these measures showed any significant differences by ward.

Housing and neighbourhood

· 84% of residents agree their house is suitable for their needs in terms of quality, size and comfort.

· 86% agree their house is easily accessible to schools, health, and other services.

· Fewer (61%) agree their neighbourhood has everything they need.

· 17% are worried about losing their house – this is higher amongst those living in a rented property (40%).

· None of these showed any significant differences by ward.

Employment, volunteering and education

· 60% of residents were employed at the time of the survey – highest in the Ahuriri ward (the remainder were unemployed and looking for work, retired, parenting, receiving income support, etc).

· 44% sometimes or regularly participated in volunteer work in the last 12 months (highest in the Taradale ward, lowest amongst 18-39 year olds).

· 83% of employed residents say they use the skills and knowledge they have been trained for.

· 67% of residents agree they have access to education opportunities and a similar level (66%) agree they have the level of education they want.

Emergency preparedness

· Fewer than half of residents (40%) believe their community could cope after a major event or disaster. This is lowest in the Nelson Park (31%) and Onekawa-Tamatea (34%) wards.

· In terms of preparation for an emergency:

o 85% of residents have food stored for three days

o 61% have water stored for three days

o 85% have some way of cooking without electricity

o 58% have a household emergency plan

o 69% have a plan to getaway if there’s a long, strong earthquake.

· Most of these results have not changed since the previous 2017 survey.

· 18-39 year olds are the least prepared.

Suggested improvements

Residents were asked what could be improved in Napier and in their neighbourhood.

· The most mentioned improvement for Napier city is ‘fix water’ (13%).

· The second most mentioned is safety/policing/reducing crime (6%).

· A further 16% did not have an answer to the question.

· About one in ten people (11%) said ‘nothing’ needs improvement.

· The most cited neighbourhood improvements are:

o Ahuriri Ward – infrastructure and Council services (21%)

o Tamatea-Onekawa Ward – traffic transport and road control (16%), and water-related issues (16%) (after ‘don’t know’ 21%)

o Nelson Park Ward – security, safety and crime control (27%)

o Taradale Ward – traffic transport and road control (15%) (after ‘don’t know’ 17%).

4.3 Issues

The Council’s key performance indicator for safety is collected in the Social Monitor survey. The 2019 survey question was altered to more accurately measure safety, which means information is not directly comparable to previous years. Levels of overall safety remain high – 75% strongly or somewhat agree they feel safe in Napier. However, there is an apparent increase in the percentage feeling unsafe, increasing from 5% in 2014 to 13% in 2019 (most likely due to a decrease in those able to give a neutral rating).

4.4 Significance and Engagement

A distribution plan has been prepared.

The full report will be provided to other Council departments to inform development of the Annual Plan, Long Term Plan, and District Plan.

Key findings will be provided to:

· Council’s Community Network, which includes a range of social service organisations and government agencies

· the Safer Napier Strategic Group, which includes representatives from agencies including Hawke’s Bay District Health Board, Ministry of Social Development, New Zealand Police, Te Puni Kōkiri, Kāinga Ora, and a number of community organisations who have a focus on community safety.

As in previous years, the full report will also be available on Council’s website (https://www.napier.govt.nz/napier/community-development/social-monitor/).

4.5 Implications

Financial

N/A

Social & Policy

Findings support the focus areas of the Safer Napier programme and service agreements held by Council with community organisations.

The survey findings provide important baseline information against which to track progress for key measures of wellbeing. They will also inform development of community plans and the monitoring of Council’s programmes and strategies.

The survey will be repeated and reported annually to enable tracking of trends over time. The 2020 survey will be conducted in September.

Risk

N/A

4.6 Options

The options available to Council are as follows:

a. Receive the Napier Social Monitor report 2019.

4.7 Attachments

a NCC Social Monitor 2019 Questionnaire ⇩

b NCC Social Monitor 2019 Report ⇩

c HBRC Civil Defence and Emergency Management Napier Survey Results 2017-2019 ⇩

Napier People and Places Committee - 27 February 2020 - Open Agenda Item 5

5. Lease of Reserve - Hawke's Bay Volunteer Coastguard Charitable Trust

Type of Report:	Legal
Legal Reference:	Reserves Act 1977
Document ID:	890479
Reporting Officer/s & Unit:	Bryan Faulknor, Manager Property Jenny Martin, Property and Facilities Officer

5.1 Purpose of Report

To obtain Council approval to enter into a new ground lease with the Trustees of the Hawke’s Bay Volunteer Coastguard Charitable Trust at Meeanee Quay for ten years with one right of renewal.

Officer’s Recommendation

The Napier People and Places Committee:

a. Recommend Council agree to enter into a ground lease pursuant to Section 61(2A) of the Reserves Act 1977 with the Trustees of the Hawke’s Bay Volunteer Coastguard Charitable Trust for the land on Meeanee Quay, Westshore, with a legal description of Section 4 SO Plan 10927. The lease term to be ten years with one right of renewal and based on Council’s standard format for ground leases to community groups.

Chairperson’s Recommendation

That the Council resolve that the officer’s recommendation be adopted.

5.2 Background Summary

In 2009 the Trust purchased the building at 704 Meeanee Quay which is situated on land vested in the Council as a Local Purpose (Maritime) reserve subject to the Reserves Act 1977. The land was subject to a commercial registered lease which was assigned by Council from the previous lessee to the Trust. The lease expired on 1 September 2019.

The registered lease was a commercial lease put in place for the owner who operated a commercial business. This ground lease provided for ground rent to be determined at full market value.

At the commencement of the lease renewal process, the Trustees approached Council officers to replace the commercial registered lease with a Deed of Lease of Reserve similar to those granted by Council to other community groups. The reason behind the request was the financial difference in the ground rent of the two lease types as the Coastguard has limited funds being a charitable trust. The estimated registered lease could have been in the region of $25,000 to $30,000 based on recent rent reviews and the rental based on a lease of Reserve to a community group would initially be just under $1,000 per annum.

Under the Reserves Act Council can, and does, enter into ground leases with sports and community groups to occupy areas of Reserve land. The occupation of the Maritime Reserve by the Hawke’s Bay Volunteer Coastguard is an appropriate use of the land.

As the registered lease has now expired, a new lease needs to be entered into to provide certainty and clarity for both Council and the Trust.

5.3 Issues

There are no issues.

5.4 Significance and Engagement

Not applicable.

5.5 Implications

Financial

The annual ground rent will be calculated in accordance with the standard formula used by Council to calculate ground rent to community groups.

Social & Policy

The Coastguard provide an essential community service.

Risk

There is no risk to Council.

5.6 Options

The options available to Council are as follows:

a. To enter into a new ground lease with the Trustees of the Hawke’s Bay Volunteer Coastguard Charitable Trust at Meeanee Quay for ten years with one right of renewal.

b. To not enter into a new ground lease with the Trustees of the Hawke’s Bay Volunteer Coastguard Charitable Trust at Meeanee Quay for ten years with one right of renewal.

5.7 Development of Preferred Option

Option (a) is preferable to provide certainty for Council and the Trust.

5.8 Attachments

Nil

Meeting Date:	Thursday 27 February 2020
Time:	10am
Venue:	Council Chambers Hawke's Bay Regional Council 159 Dalton Street Napier

Committee Members	Mayor Wise, Councillor Boag (In the Chair), Deputy Mayor Brosnan, Councillors Browne, Chrystal, Crown, Mawson, McGrath, Price, Simpson, Tapine, Taylor and Wright
Officer Responsible	Director Community Services
Administration	Governance Team
	Next Napier People and Places Committee Meeting Thursday 9 April 2020