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Community and Culture Committee
12 June 2018
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2018 New Zealand Masters Games Final Report
Department: Community and Planning
EXECUTIVE SUMMARY
1 This
report, for noting, provides the Committee with an update on the 2018 New
Zealand Masters Games, in particular detailing participant numbers, participant
satisfaction and financial results.
2 The New
Zealand Masters Games is held in Dunedin every two years. In recognition of the
contribution the Games make to the Dunedin economy, the Dunedin City Council
financially supports the Games, and has an underwriting agreement should the
Games make a loss.
3 The 2018
New Zealand Masters Games achieved higher participant numbers and satisfaction
than the 2016 event. It has forecast a $10,500 surplus, and therefore
there is no request for the Games to be underwritten.
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RECOMMENDATIONS
That the Committee:
a) Notes the
2018 New Zealand Masters Games Final Report.
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BACKGROUND
4 The New
Zealand Masters Games is a multi-sport event offering participants an
opportunity to compete and socialise in a range of sporting and social
activities. The New Zealand Masters Games philosophy is one of participation
with competition being important but not all-important. Entry is open to all,
irrespective of ability or skill and without requirement to be registered as a
member of a sporting organisation. The Masters Games joins athletes together
with the common purpose of enjoying their recreational pursuits in an
atmosphere of universal friendship and camaraderie.
5 The New
Zealand Masters Games Ltd owns the New Zealand Masters Games event, with
Whanganui and Dunedin being franchise holders. The Dunedin (New Zealand)
Masters Games Trust was established in 2008 to manage the Dunedin Games on
behalf of the Dunedin City Council which hold the franchise rights to the
biennial event in Dunedin up to and including 2036.
6 Dunedin’s
first New Zealand Masters Games in 1992 attracted 3,742 participants in 36
sports. In February 2002 Dunedin experienced its largest Games to date with
8,120 participants in 70 sporting disciplines.
DISCUSSION
Masters Games Participants:
7 The 2018
New Zealand Masters Games attracted 4,513 competitors; an increase of 14
participants from the 2016 event. This is a significant turnaround on previous
trends for Masters Games and similar events in New Zealand.
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PARTICIPANT NUMBERS
|
|
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% +/-
|
|
2012
|
6220
|
|
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2014
|
5379
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-13.52%
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2016
|
4499
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-16.36%
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2018
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4512
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0.29%
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8 2,498
(55.4%) participants were from outside Dunedin; an increase of 151 from the
2016 Games which was 2,347 (52.2%).
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ORIGIN OF PARTICIPANTS
|
|
2016
|
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2018
|
|
|
Dunedin
|
2152
|
47.8%
|
2015
|
44.7%
|
|
Canterbury
|
640
|
14.2%
|
692
|
15.3%
|
|
Southland
|
606
|
13.5%
|
622
|
13.8%
|
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Rest of Otago
|
396
|
8.8%
|
378
|
8.4%
|
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Upper North Island
|
274
|
6.1%
|
353
|
7.8%
|
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Australia
|
177
|
3.9%
|
112
|
2.5%
|
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Lower North Island
|
158
|
3.5%
|
195
|
4.3%
|
|
Marlborough/West Coast
|
65
|
1.4%
|
76
|
1.7%
|
|
Other Overseas
|
31
|
0.7%
|
69
|
1.5%
|
9 The
largest age group of participants was the 45-49 age group. This age group was
specifically targeted in the marketing campaign as part of a sustainability
plan for the Games to engage people at an earlier age so they would become long
time Games participants.
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AGE GROUP
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|
2016
|
2018
|
|
-20
|
2
|
1
|
|
20–24
|
13
|
18
|
|
25–29
|
34
|
47
|
|
30–34
|
156
|
194
|
|
35–39
|
448
|
469
|
|
40–44
|
693
|
632
|
|
45–49
|
721
|
725
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|
50–54
|
770
|
677
|
|
55–59
|
553
|
559
|
|
60–64
|
377
|
367
|
|
65–69
|
321
|
379
|
|
70–74
|
234
|
249
|
|
75–79
|
125
|
134
|
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80+
|
52
|
62
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10 Participating sports
were asked to target an increase in entry numbers from 2016. Of the 61
sports, 34 sports increased their competitor numbers. Paddlesports had
the biggest percentage increase with 109% followed closely by Athletics - 12km Road
Run with an 87% increase.
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SPORT
|
|
|
|
|
|
|
|
|
2016
|
2018
|
% =/-
|
|
|
2016
|
2018
|
% =/-
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|
Archery
|
17
|
22
|
29%
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|
Ice Hockey
|
134
|
180
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34%
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Athletics - 10km Road Walk
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91
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67
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-26%
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Kartsport
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20
|
35
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75%
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Athletics - 12km Road Run
|
46
|
86
|
87%
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Marching
|
84
|
100
|
19%
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Athletics - 5km Road Run
|
59
|
86
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46%
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Motocross
|
46
|
48
|
4%
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Athletics - 5km Road Walk
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108
|
90
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-17%
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Netball
|
498
|
510
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2%
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Athletics - 7.5km Hill Run
|
35
|
37
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6%
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Netball - Walking
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|
43
|
|
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Athletics - Track & Field
|
103
|
119
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16%
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Paddlesports
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11
|
23
|
109%
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Badminton
|
102
|
108
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6%
|
|
Petanque
|
32
|
28
|
-13%
|
|
Basketball
|
88
|
81
|
-8%
|
|
Petanque - Twilight
|
22
|
24
|
9%
|
|
Bowls - Indoor
|
73
|
40
|
-45%
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|
Poker
|
23
|
15
|
-35%
|
|
Bowls - Lawn
|
79
|
107
|
35%
|
|
Rowing - Indoor
|
77
|
68
|
-12%
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|
Bowls/Petanque Crackerjack
|
42
|
41
|
-2%
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|
Sailing
|
48
|
53
|
10%
|
|
Cricket
|
81
|
95
|
17%
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|
Shooting - Blackpowder
|
15
|
23
|
53%
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Croquet
|
59
|
59
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0%
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|
Shooting - Clay Target
|
32
|
36
|
13%
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Cue Sports - Pool
|
52
|
60
|
15%
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|
Shooting - Smallbore
|
29
|
30
|
3%
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Curling
|
83
|
103
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24%
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|
Softball
|
121
|
158
|
31%
|
|
Cycling
|
76
|
76
|
0%
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|
Sports Accuracy Challenge
|
67
|
82
|
22%
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|
Dance Sport
|
107
|
144
|
35%
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|
Squash
|
78
|
75
|
-4%
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|
Darts
|
49
|
46
|
-6%
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|
Swimming
|
71
|
112
|
58%
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|
Duathlon
|
23
|
37
|
61%
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Swimming - Open Water
|
35
|
43
|
23%
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|
Equestrian - Dressage
|
18
|
16
|
-11%
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|
Table Tennis
|
59
|
71
|
20%
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Fencing
|
16
|
18
|
13%
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|
Tennis
|
133
|
108
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-19%
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|
Fishing - Salt Water
|
8
|
1
|
-88%
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|
Touch
|
102
|
100
|
-2%
|
|
Football
|
779
|
663
|
-15%
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|
Triathlon - Indoor
|
23
|
37
|
61%
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|
Futsal
|
0
|
40
|
|
|
Triple Stadium Stair Challenge
|
|
17
|
|
|
Golf
|
182
|
169
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-7%
|
|
Twilight 400
|
146
|
121
|
-17%
|
|
Gymsports
|
22
|
41
|
86%
|
|
Volleyball - Beach
|
|
14
|
|
|
Hockey
|
202
|
196
|
-3%
|
|
Volleyball - Indoor
|
127
|
187
|
47%
|
|
Ice Figure Skating
|
38
|
30
|
-21%
|
|
Wine Options
|
40
|
33
|
-18%
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Financial Result:
11 The 2018 New Zealand
Masters Games was the fifth Games operating fully under the umbrella of the
Trust. Under this structure the Council fully funds the salary for the Games
Manager and overheads at a cost of $179,700 (two year period 2016 –
2018). All other monies required to run the event are sourced by the Games
Manager by way of sponsorship, grants, registration fees and some trading
avenues.
12 Revenue from
registration fees achieved the forecast budget ($309,600).
Securing the Otago Community Trust as the new naming partner
for the New Zealand Masters Games 2018, careful budgeting and planning resulted
in a surplus of $10,500.
13 The Games Office
contracted local sporting groups to run their sport on behalf of the event and
the Games office paid back fees to the local sporting bodies totalling
$155,801.
14 The following table
summarises the financial results for the two year period July 2016 to June
2018:
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Revenue
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2018
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|
Registration Fees
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$309,600
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|
DCC Funding
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$179,700
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Corporate Sponsorship
|
$100,000
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Gaming Trusts
|
$46,000
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General sales, photograph sales, selling advertising, gate takings,
merchandise commission, shirt sales and sundry recoveries
|
$12,700
|
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Total
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$648,000
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Expenditure
|
|
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Salaries and Wages
|
$277,800
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Contracted Positions
|
$23,500
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Other staff/Board costs
|
$9,300
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Administration, Operating Costs, Volunteers, Information Services
|
$163,200
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|
Marketing and Promotion
|
$74,700
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|
Games Village
|
$84,700
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Sundry Costs and Bank Fees
|
$4,300
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Total
|
$637,500
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Surplus
|
$10,500
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Survey Results:
15 A detailed survey
was distributed to all Masters Games participants at the conclusion of the
event, of which 690 replied.
16 91.0% of those
surveyed indicated that they were very satisfied (43.9%) or satisfied (47.1%)
with the event. This compares with the 2016 event satisfaction levels of
88.4%.
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SATISFACTION
|
|
|
2016
|
|
2018
|
|
|
Very Satisfied
|
353
|
44.5%
|
301
|
43.9%
|
|
Satisfied
|
348
|
43.9%
|
323
|
47.1%
|
|
Neither
|
55
|
6.9%
|
38
|
5.5%
|
|
Dissatisfied
|
25
|
3.2%
|
19
|
2.8%
|
|
Very Dissatisfied
|
10
|
1.3%
|
5
|
0.7%
|
|
Don’t Know
|
2
|
0.3%
|
|
0.0%
|
17 74.92% (2016 75.6%)
of respondents stated that they would definitely participate in the next Games
held in the city.
18 Total bed nights for
the nine day 2018 Masters Games were 9,188. The average stay was 3.7
nights.
19 Although data was
collected on total expenditure during their entire stay in Dunedin, an Economic
Impact Report has not been prepared. It is planned that an Economic Impact
Assessment will be undertaken following the 2020 Games.
Social/Community Impacts:
20 The 2018 Masters
Games provided opportunities for Dunedin citizens to participate in the sport
or recreation of their choice with visitors from within New Zealand and
overseas. This promotes friendship, understanding and mutual respect among
sportspeople regardless of age, gender, race, religion or occupation.
21 The promotion of
continued participation in sport and a healthier lifestyle is a key philosophy
of the 2018 Masters Games.
Media:
22 The Games were
widely covered by local and national media including significant print and
broadcast exposure i.e. TV1’s Breakfast show. The Games has met
Festivals and Events Strategy 2009 – 2019 outcomes of increased exposure
for the city and participation in activities by residents and ratepayers.
Participant satisfaction with the event is also above 90%.
OPTIONS
23 There are no options
as the report is for noting only.
NEXT STEPS
24 Planning for the
2020 New Zealand Masters Games will look to build on participant numbers. The
Dunedin (New Zealand) Masters Games Trust will continue to look at ways to
develop the event and continue to improve participants’
experiences.
Signatories
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Author:
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Vicki Kestila - Master Games Manager
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|
Authoriser:
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Joy Gunn - Manager Events and Community Development
Nicola Pinfold - Group Manager Community and
Planning
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Attachments
There are no attachments for
this report.
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SUMMARY OF CONSIDERATIONS
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|
Fit with purpose
of Local Government
This report relates to providing a public service and it
is considered good-quality and cost-effective.
|
|
Fit with strategic
framework
|
|
Contributes
|
Detracts
|
Not applicable
|
|
Social Wellbeing Strategy
|
☒
|
☐
|
☐
|
|
Economic Development Strategy
|
☒
|
☐
|
☐
|
|
Environment Strategy
|
☐
|
☐
|
☒
|
|
Arts and Culture Strategy
|
☐
|
☐
|
☒
|
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3 Waters Strategy
|
☐
|
☐
|
☒
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Spatial Plan
|
☐
|
☐
|
☒
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Integrated Transport Strategy
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☐
|
☐
|
☒
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Parks and Recreation Strategy
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☒
|
☐
|
☐
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Other strategic projects/policies/plans
|
☐
|
☐
|
☒
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The New Zealand Masters Games contributes to three of the
Council's defined strategies and the vision Dunedin is one of the
world’s great small cities. It also fits within the outcomes of
the Festivals and Events Plan 2018 – 2023.
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Māori Impact
Statement
There was no engagement in the organisation of the event.
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Sustainability
The Dunedin (New Zealand) Masters Games Trust has the
franchise rights to host the biennial New Zealand Masters Game until the end
of 2036.
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LTP/Annual Plan /
Financial Strategy /Infrastructure Strategy
The funding for Masters Games is included within the 10
Year Plan and Annual Plan.
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|
Financial
considerations
The Dunedin City Council
guarantees to under write the Dunedin (New Zealand) Masters Games should it
be required.
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Significance
The Statement of Intent and Service Level Agreement,
provide the Dunedin (New Zealand) Masters Games the direction and process
required to run the biennial event in the city. The information within this
report is assessed as low in terms of the Council’s Significance and
Engagement Policy.
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|
Engagement –
external
In the on-going planning of the New Zealand Masters Games
the Games Manager regularly engages with; suppliers, funders, Sporting
Organisations, Sporting Associations, service providers, volunteers,
participants and other Masters Games organisers.
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|
Engagement –
internal
In undertaking the Games there was engagement with
Property, Community and Planning and Executive Leadership Team.
|
|
Risks: Legal /
Health and Safety etc.
The New Zealand Masters Games implements its own Health
and Safety policy and process in line with current legislation.
There are no other legal risks.
|
|
Conflict of
Interest
There are no known conflicts of interest.
|
|
Community Boards
There are no known implications for Community Boards.
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Community and Culture
Committee
12 June 2018
|
|
Update on Youth Engagement and Development
Department: Community and Planning
EXECUTIVE SUMMARY
1 This
report provides an update on youth engagement and youth development work
undertaken by the Community Development team. It includes reports for noting
from the Dunedin Youth Council and Youth Action Committee, and seeks approval
from Council to take on the "umbrella" organisation role overseeing
the further development, implementation and monitoring of the draft Otepoti
Youth Vision.
2 The
Vision was co-designed by community stakeholders and young people following a
long process of consultation. The umbrella role would be undertaken using
current personnel resources and funding, with opportunities to partner with
other organisations to fund/support the Vision in the future.
|
RECOMMENDATIONS
That the Committee:
a) Endorses Council’s
role as the "umbrella" organisation for the further development,
implementation and monitoring of the Youth Vision Otepoti.
b) Notes the
reports from the Dunedin Youth Council and Youth Action Committee.
|
BACKGROUND
Youth Action
Committee and Dunedin Youth Council
3 Attachments
A and B are updates from the Dunedin Youth Council (DYC) and Youth Action
Committee (YAC) respectively. The updates cover the period January to May
2018.
4 Since the
DYC report was provided the chair has changed with the resignation of George
Sabonadiere due to his other commitments. Khaleeda Jaafar has been elected as
the new chair for the next three months.
5 In May
the DYC coordinated a quiz night to mark Youth Week, attracting over 70 young
people to a fun, alcohol-free event at the Community Gallery.
6 In June
2018 staff will be developing an Operational Manual to better guide and support
both groups in the future. As group members can change frequently the
Operational Manual will ensure that consistent information is provided.
Community Development staff are also working to connect both groups more
frequently with other Council departments and activities.
7 In the
2018-19 financial year the YAC will be taking a lead role in working with the
DCC and other stakeholders on a “free wall” project within the
city, with outcomes aligned to the Ara Toi Arts and Culture Strategy.
Tuia Programme
8 For a
number of years the Council has supported rangatahi to participate in the Tuia
programme supported through the Mayor’s Taskforce for Jobs. In 2018 two
rangatahi were selected following an expression of interest process to
participate in the programme. Both are University students, one studying first
year Maori and the other is a third year medical student. Both are of Ngai Tahu
descent. They have already attended two wananga, the first in Otorohanga and
the second in Christchurch in May.
9 As part
of the programme the nominees are required to undertake a community
contribution project. The two nominees are currently working alongside Ngai
Tahu, DCC and Otakou Marae on a mural project acknowledging Dunedin’s
links with Ngai Tahu. The two nominees have met with the Mayor and will
continue to do so as the year progresses. Community Development staff support
the participants throughout the year.
Aspiring Leaders
10 In 2017 the DCC and
Otago Community Trust partnered to support two nominees to the Aspiring Leaders
forum in Wellington. The forum will be held at the end July with nominations
opening in late May. Both organisations have committed to support this again in
2018. Participants will be asked to present to the Committee following their
attendance at the forum.
Otepoti Youth Vision
11 In 2011 and 2012
Social Sector Trials were established by the Ministry of Social Development
(MSD) in areas of high deprivation across New Zealand. The Trials aimed to
reduce youth unemployment, truancy, youth offending and youth drug and alcohol
use. The Trials were three-year long programmes. South Dunedin was chosen
as one of the Trial areas.
12 Under the South Dunedin-based
Social Sector Trials (locally named BASE) a number of programmes and
initiatives were established. These included improved partnerships to support
young people, the creation of a database of youth services and positive
outcomes in addressing addiction issues. In 2016 central government confirmed
the end of its funding for the Social Sector Trials.
13 With the end of the
programme, a report, Developing Community-Led, Collaborative Approaches
was prepared (the Executive Summary of the report is included here as
Attachment C). It highlighted the issues challenging the Dunedin community in
improving youth outcomes.
14 A community hui was
held at Otakou Marae in November 2016 to identify groups and individuals who
could work together on a collaborative approach to address the issues raised
within the report. One hundred people attended the hui. Only six were youth.
15 Further meetings
were held with a number of stakeholders to progress a community-led approach to
supporting youth outcomes. For a number of reasons these did not lead to
development of a strategic group or long term planning. One idea raised early
on was the development a charter to bring agencies supporting youth together
with a collective and well understood purpose. There were varying views on
this.
16 It was also
identified young people had not been actively engaged in the process of
developing a new initiative/approach to supporting youth outcomes. The
Council’s Community Development team was asked to engage and support
youth to take an active role in any collaborative approach, and facilitate a
process with stakeholders to ascertain how a collaborative approach to youth
outcomes could be achieved.
17 Between March and
December 2017, the views of around 100 young people were sought through a hui
for rangatahi, a wider youth hui and focus groups. Youth provided feedback on
how they viewed Dunedin (pros and cons) and what was important for them to
succeed. Attachment D provides a summary of feedback on the latter. The
feedback collated between March and June was provided to organisations, who
then asked for some additional involvement by the city’s most “at
risk” youth. This additional feedback was gathered between July and
November and provided in December.”
18 Utilising all
collated feedback from youth and other stakeholders Community Development staff
developed an initial draft youth charter. This was presented at a co‑design
workshop in February 2018, involving youth and representatives from community,
health, education and government sector organisations. Once again feedback was
sought and from this a smaller group comprising youth and adults revised the
draft charter.
DISCUSSION
19 In late March 2018
the revised charter was presented to a community stakeholder and youth meeting
and approved in principle. Next steps were also discussed, including seeking
input from youth around the use of the phrase “charter”, and a
proposal that Council umbrella the proposed charter in partnership with the DYC
and YAC.
20 The DYC undertook a
short consultation on the term “charter” and confirmed some views
that this was not a well understood term by youth. It was agreed that the
document developed would be titled Otepoti Youth Vision (Attachment E).
21 The DYC and YAC
committed to support the development, implementation and monitoring of the
Vision and umbrella this in partnership with Council, if support was provided
by Council staff. They also wanted engagement and expertise from outside
Council e.g. with the business sector. Both groups saw the Otepoti Youth Vision
as an important first step in youth being more visible within the community and
actively involved in shaping a more youth-friendly Dunedin.
22 Organisations in
support of the Youth Vision include the Malcam Trust, Otago Polytechnic,
Youthline, Mirror Counselling, Dunedin Secondary School Partnership, Otago
Youth Wellness, Anglican Family Care and Otago Community Trust. Other
organisations which have actively engaged with the development process to date,
and staff believe will continue to have involvement, include the Presbyterian
Support Otago, the Ministry of Education, Public Health and Oranga
Tamariki. All organisations have committed to champion and work toward
the goals of the Vision.
23 The proposed joint
umbrella role the Council, DYC and YAC would take includes –
1. Leading
completion of the Vision document
2. Coordinating
/ facilitating a long term plan with stakeholders to identify and agree key
actions to achieve the Vision goals
3. Widely
promoting the Vision to youth, business, and the wider community
4. Delivering
some operational activities under the agreed plan
5. Acting
as a point of contact for information on youth services and supports within the
city
6. Working
with other partners to monitor the plan i.e. through hui, surveys, social media
etc
7. Refining
the Vision, if required.
24 The DYC and YAC
members view their role as champions for the Vision, the key youth voice in any
promotion and development. Both groups would work with Council staff on
monitoring activities. Staff would be leading operational activity, and
Community Development would commit 0.5 FTE of its current staffing to support
the Vision.
25 Mana whenua have
identified the need for Maori youth to be more actively involved in the long
term Vision and staff will work with the DYC, YAC and mana whenua to encourage
more involve of rangatahi within the Council’s youth groups.
26 As well as
undertaking the umbrella role for Otepoti Youth Vision, Council would be
expected to take a lead in ensuring it was actively contributing to the Vision
through its practice, policies, and engagements with and about young people.
OPTIONS
Option
One – Recommended Option: The Dunedin City Council acts as the umbrella
organisation for the Otepoti Youth Vision
27 The Otepoti Youth
Vision has been developed through co-design with youth, and adult stakeholders
supporting positive youth outcomes within the city. The creation and ongoing
implementation of such a Vision does require allocated resource and a level of
commitment by key city-wide organisations, including the Council. The goals of
the Vision align with our Social Wellbeing Strategy and the wider, national
approach to youth development.
Advantages
· Council
takes a leadership role in supporting positive youth outcomes across the city
· Council
shows its commitment and acknowledgement of the views of youth, and is working
in a partnership model with young people which better engages and empowers them
· Council
can continue to facilitate collaborative approaches to youth support, which
benefit all young people within the community.
Disadvantages
· Operational
support is required by Council in taking the umbrella role, although this would
come from current resourcing
· There
may be some operational costs not yet identified to umbrella the Vision.
Option
Two – Status Quo: The Council continues to support youth but does not
commit to umbrella the Youth Vision
Advantages
· Unbudgeted
costs are avoided.
Disadvantages
· Council
could be perceived as unsupportive of youth in its community, and youth issues
· The
goodwill and positive relationships Council has built with stakeholders and
some young people throughout the last 18 months could be at risk
· Progress
on the Youth Vision will be hampered as there is no other organisation likely
to take on this role.
NEXT STEPS
28 If the recommended
option is approved staff will progress the Youth Vision development, and work
with young people and stakeholders on an implementation and monitoring plan. A
meeting will be called in July to begin this process. Regular reporting
will continue to be through the Community and Culture Committee.
Signatories
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Author:
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Joy Gunn - Manager Events and Community Development
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Authoriser:
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Nicola Pinfold - Group Manager Community and Planning
Sandy Graham - General Manager Strategy and Governance
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Attachments
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Title
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Page
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a
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Dunedin Youth Council
Report
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55
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b
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Youth Action Committee
Report
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57
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c
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Executive Summary -
Developing Community-Led, Collaborative Approaches
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58
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d
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What Helps Youth
Succeed in Dunedin
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65
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e
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Draft Otepoti Youth
Vision
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71
|
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SUMMARY OF CONSIDERATIONS
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Fit with purpose
of Local Government
This proposal enables democratic local decision making and
action by, and on behalf of communities.
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Fit with strategic
framework
|
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Contributes
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Detracts
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Not applicable
|
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Social Wellbeing Strategy
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☒
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☐
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☐
|
|
Economic Development Strategy
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☒
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☐
|
☐
|
|
Environment Strategy
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☒
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☐
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☐
|
|
Arts and Culture Strategy
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☒
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☐
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☐
|
|
3 Waters Strategy
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☐
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☐
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☒
|
|
Spatial Plan
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☒
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☐
|
☐
|
|
Integrated Transport Strategy
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☒
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☐
|
☐
|
|
Parks and Recreation Strategy
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☒
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☐
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☐
|
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Other strategic projects/policies/plans
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☐
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☐
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☒
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The needs of youth can be met across the majority of
strategies. Council take an active approach in better engaging with youth on
these strategies and how youth needs can be met.
|
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Māori Impact
Statement
Mana whenua have been consulted during the past 18
months. It has been identified that mana whenua representation on the
DYC and YAC needs to be actively sought. Staff would work with mana whenua
and both groups around this.
|
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Sustainability
Children and young people contribute to more than 20% of
our population and their ongoing social, economic, cultural and psychological
wellbeing is of importance within the community. Young people who see a
place for themselves within the community contribute to the city’s
ongoing economic and social wellbeing.
|
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LTP/Annual Plan /
Financial Strategy /Infrastructure Strategy
There is no specific funding to support the Youth Vision
and no known implications for the LTP, Annual Plan, financial or
infrastructure strategies.
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Financial
considerations
There are no known financial implications.
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Significance
The decision is considered low in terms of the
Council’s Significance and Engagement Policy.
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Engagement –
external
Staff have engaged with around 100 people and 40 plus
organisations over the past 18 months to gather feedback, ideas, concerns and
develop the draft Vision.
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Engagement -
internal
Staff have engaged with the Library, Policy and the DYC
and YAC.
|
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Risks: Legal /
Health and Safety etc.
There are no known health or legal risks.
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Conflict of
Interest
There are no known
conflicts of interest.
|
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Community Boards
There are no known implications for Community
Boards. However, Community Boards may wish to consider how they are
engaging with youth in their areas and support the Youth Vision actions and
goals.
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