Christchurch City Council’s Role in Strengthening

Communities

Marie Byrne

Strengthening Communities Adviser Riccarton/Wigram Ward

Strengthening Communities

• Key Driver - Strengthening Communities Strategy

• Key Driver - Three Year Plan • Levels of Service

• Other Strategic Directions– Ageing Together Strategy– Youth Strategy– Social Housing Strategy

Strengthening Communities Strategy

• Understanding and documenting communities’ trends, issues and imperatives

• Promoting collaboration among key stakeholders, including government agencies, Maori, iwi and community and voluntary organisations, to identify and address community issues

Eight Key Goals

Strengthening Communities Strategy

• Enhancing engagement and participation in local decision-making

• Helping build and sustain a sense of local community

• Ensuring that communities have access to community facilities that meet their needs

Eight Key Goals

Strengthening Communities Strategy

• Increasing participation in community recreation andsport programmes and events

• Enhancing the safety of communities and neighbourhoods

• Improving basic life skills so that all residents can participate fully in society

Eight Key Goals

Why Is Strengthening Communities Important?

• Improves the bonds within a particular community

• Links to wider communities

• Increase of skills

• Build mutual understanding and trust

• Broaden community resources

Why Is Strengthening Communities Important?

Strong Communities

• Have higher democratic participation

• Are cleaner and safer

• Have better educational achievement

• Have higher economic growth

• Have lower mortality rates

• Have a healthier environment

• Are more attractive places for people to live, visit and invest

Community Outcomes 2013-22

Strong communities underpin the achievement of Christchurch’s Community Outcomes for 2013-22

•Good Governance

•Liveable City

•Strong Communities

•Healthy Environment

Strengthening Communities Adviser

Purpose of the PositionSupporting the various community sectors within local areas

Engage, mobilise, organise and build strong communities

Lead processes to stimulate local action on a sustained basis

Assist sectors work towards improved social, safety, wellbeing, cultural and quality of life conditions

Key Areas of Work

• Community Capacity Building & Organisational Development

• Community Engagement

• Community Research, Analysis and Strategic Planning

• Community Grants

• Project Management

• Community Networks and Partnerships

Strengthening Communities Teams

Northern Team•Fendalton/Waimairi•Shirley/Papanui

Eastern Team•Burwood/Pegasus•Hagley/Ferrymead

SouthWest Team•Akaroa/Wairewa•Lyttelton/Mt Herbert•Riccarton/Wigram•Spreydon/Heathcote

City Wide Team•Disability•Multicultural•Youth & Children•Arts•Older Adults & Gender •Maori Arts

Key Social IssuesThe Ageing Population

• The median age in Christchurch is expected to be 41.4 years in 2021. This will be noticed even more when the baby boomers reach retirement age.Impact on local community– Increased need for programmes and activities for

older adults– Social isolation - varying needs dependant upon

financial status and health status– Increased need for social contact as many extended

families are not living in the same city or are working longer hours

Key Social IssuesMulti-Cultural Communities

• There are over 150 different ethnicities living in Christchurch. Riccarton has an increasing Asian population and Riccarton Wigram is made up of 6.7% Maori and 2.5% Pacific

• Impact on local community– Immigrants feeling disconnected from the community and

unsure how to participate in decision-making that impacts on their lives

– Need to nurture communities to retain their culture and traditions for future generations

– Need to nurture understanding and respect of different cultures

– Need for encouraging integration and developing opportunities for people to learn about different cultures

– Isolation issues for elderly migrants– Language barriers, accessing and understanding

governmental and non-governmental services.

Key Social IssuesDecrease in Physical Activity

• From the Hillary Commission figures, 30% of 5-14 year olds in New Zealand are obese. The levels of activity appear to be falling in the western world and levels of obesity are rising in NZ (11% of the population in 1989 to 17% in 1997). This has huge health and social consequences.

• Impact on local community– A multi-sectoral approach is required including health,

recreation, sport and local government– Increased need for activity friendly community planning i.e.

walkways, parks, etc– Increased need for targeted programmes for children aged 3-

12 years

Key Social IssuesDisabilities

• Worldwide, the number one disability in 2020 will be heart disease; the number two disability will be depression. One in five New Zealanders have a long term impairment and only 30% of people with disabilities earn over $15,000.

• Impact on local community– Increased need for community services which support people

to live independently– Increased number of people feeling disconnected due to

family, employment, health and safety issues– Stigma for people with mental illness living within the

community, because they are seen as different and ‘scary’– Lack of resources for community organisations to deal with

people with disabilities

Key Social IssuesChanging Family Dynamics

• The concept of the family changing with more parents, parenting alone and people with multi-families.

• Impact on local community– The lack of male role models– Time poor - More parents working longer hours– Increased demand for affordable childcare / OSCAR

programmes with the need for double income families– Children having two homes and two communities– Multiple families and financial implications to support two

families– Need for affordable support and education programmes and

services for caregivers / whanau– Need for targeted programmes and services for teen fathers

and mothers– Social Services gaps for Men.

Community Research, Analysis and Strategic Planning

• Community Profiles– Profile Expo– Vignettes

• Awareness of community trends• Keeping up to date with latest research

– Research in to affect on social wellbeing by the migration of the population from east to west

• Providing advice on local issues to other Council staff

– Community perspective – locally based – Community Board perspective

Respond flexibly to local trends and issues

Community Engagement

• Advising local community groups on Council and other initiatives they can be involved in

• Organising & facilitating participatory processes

• Advising on engagement techniques

• Support deputations to Community Board

• Advising staff on local issues

Promote and provide opportunities for communities to participate in Council decision-making processes at both city-wide and local levels

Community Grants

• Advising groups on funding options, assessing applications, writing & presenting reports, accountability – Capital Endowment – Strengthening Communities– Small Grants Fund – Discretionary Response Fund – Youth Development Fund

Fund local community organisations and projects that align to Council’s strategic directions and relevant Council strategies

Community Networks and Partnerships

• Facilitate six-weekly Riccarton networking meeting– Held in Upper Riccarton Library,

Wednesdays 12-1pm

• Facilitate partnerships & collaboration between organisations

Provide support and advice to local community groups to help them to become more effective with a focus on encouraging groups to work together collaboratively

Community Capacity Building & Organisational Development

• Organisational capacity checks

• Supporting new community groups

• Meet with /support existing community organisations

Support capacity building of local community organisations

Riccarton Community

• Low socio economic• Higher proportion of renting• Some long term residents• Student accommodation – temporary

residents• High proportion of social housing• High level of ethnic diversity• Little community involvement and community

ownership

Post Earthquake

• Increase in businesses – particularly in residential areas

• Higher rents – changing dynamics of neighbourhoods

• Higher levels of socialising – shifting of city centre to suburbs

• Frustration by residents – what about us?

– Riccarton West area– Neighbourhood Policing Team– Collaboration between organisations– (Neighbourhood Support, NGO’s, Council,

Students)• Neighbourhood Support Group meetings• Common Ground Café• Community Fun Day• Mural• Community Market• Sports in The Park• Street Cleanup

Positive Effects

• Community ownership - community-led solutions

• Decrease in crime

• Student involvement in local area

• Community Partnerships

Going Forward – Key Questions

• What part can university and student engagement play in strengthening our local communities?

• How can we promote a two way relationship between our local communities and the University that benefits both parties?

• How can our local communities become a learning environment in a way that benefits all stakeholders?

Thank You

• Marie Byrne

• Strengthening Communities Adviser

• 941 6502

marie.byrne@ccc.govt.nz