NORTHLAND SOCIAL DEVELOPMENT by qsd16997

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									Social Development in Northland



           Supplement




       Stocktake of Government


       Strategies and Resources


           that Contribute to


    Social Development in Northland




                                      March 2003
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                                                                  CONTENTS


1.       Introduction ..................................................................................................................... 2

2.       Northland Region Demographics ................................................................................... 3

3.       Departmental statements

              Accident Compensation Corporation ....................................................................... 5
              Career Services ....................................................................................................... 6
              Community Employment Group (Department of Labour) ........................................ 7
              Child Youth & Family Services ................................................................................ 8
              Department of Conservation .................................................................................... 9
              Department of Corrections..................................................................................... 10
              Department for Courts ........................................................................................... 11
              District Health Board .............................................................................................. 12
              Ministry of Education ............................................................................................. 13
              Energy Efficiency and Conservation Authority (EECA) ......................................... 14
              Housing NZ Corp ................................................................................................... 15
              Inland Revenue Department .................................................................................. 16
              Department of Internal Affairs ................................................................................ 17
              Land Transport Safety Authority ............................................................................ 18
              Ministry of Health ................................................................................................... 19
              Ministry of Housing (Tenancy Services) ................................................................ 20
              NZ Fire Service ...................................................................................................... 21
              NZ Police ............................................................................................................... 22
              Statistics NZ ........................................................................................................... 23
              Tertiary Education Commission ............................................................................. 24
              Te Puni Kokiri ........................................................................................................ 25
              Work & Income ...................................................................................................... 26

4.       Collaborative Initiatives ................................................................................................ 27


Appendix - Full demographic profile from Statistics NZ
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Introduction

This document is the companion document to the Northland Social Development Suite of Documents and
should be read in conjunction with them.

The document has two purposes:

   it examines the environment that represents Northland

   it identifies the role that Government Departments plan in servicing the Northland region.

More than 20 government agencies contribute to social development in the Northland region through the
investment of resources, the provision of services, the management of particular programmes and the
operation of local projects and initiatives.

This document attempts to capture that investment.

The Northland Social Development approach focuses specifically on what Central Government, using a
collaborative whole of Government approach can do, in partnership with Northland‟s local and regional
government, to:

   achieve Northland‟s vision

   deliver results against the outcomes sought

   add value.

This companion document represents Central Government‟s business as usual.




Debbie Power
Chair
Northland Interagency Forum
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                                                          Northern Region Demographics
Northland
The 2001 Census usually residential population count for Northland was 140,130, an increase of 3,078 or
2.2% from the 1996 Census. Northland Region contained 3.7% of New Zealand's usually resident
population at the time of the 2001 Census.

Northland had the second highest proportion of Māori in New Zealand (after Gisborne) at 31.6%, more than
double the national average of 14.7% for the Māori ethnic group. Seventy-seven percent (77.0% of the
Northland population identified with European ethnicity compared to the national average of 80.1%).

Northland had a median age of 36.8 years, which was two years higher than the national median age of 34.8
years. A quarter (25.1%) of the population was aged under 15 years, a proportion second only to Gisborne
at 27.5%). Northland had higher than average proportions of people aged 65 years and over (at 13.3%
compared with 12.1% nationally but the second lowest proportion of people aged 15 to 64 years (at 61.6%
compared with the national average of 65.3%).

Deprivation
In the census-based study on degrees of deprivation in New Zealand, Northland is one of the most deprived
regions with 54% of the population in the three most deprived deciles (NZ29%); 77% of Maori live in deciles
8–10, compared with 42% of non Maori.

The labour market
Northland‟s primary industries are based on the region‟s natural resources – agriculture, horticulture, tourism,
seafood production and forestry.

The labour market is significantly stronger in the eastern side of the region. Many of the Work and Income
clients, especially Māori, live in the west where jobs and infrastructure are scarce. One of the challenges
faced by Work and Income is to link those job seekers living in remote, rural areas to the jobs available
elsewhere in the region, and work with local authorities, community groups and employers is being
undertaken to address this issue.

Seasonal work is also a major factor of the Northland labour market, especially in the Dargaville, Kerikeri and
Far North areas where kumara and fruit growing dominate the local economies.

Housing
The number of homes in ownership in the Northland region has fallen since 1991 from 73% to 68% in 2001.
In 2001, of the 31,809 owner-occupied dwellings in Northland, 28,023 were owned by European-headed
households, 5,106 by Maori-headed households and 258 by Pacific Peoples, Asian and Other households.
Between 1985 and 2001, median house prices in Northland increased from $62,226 to $156,687 which are
somewhat lower than the respective prices for New Zealand as a whole ($67,000 in 1985 and $180,000 in
2001).

European households renting number 7,338 Māori households 4,572, Pacific Peoples, 249, and Asian and
Other households, 219. Of those renting in the Northland region, 75% rented from private landlords, 14.7%
rented from Housing New Zealand Corporation and 3% from Local Authorities. The remaining rented from
other government agencies, state-owned enterprises, or businesses and other organisations.

At the 2001 Census, Northland had 348 temporary dwellings (i.e. excluding motor camps). This constitutes
15.6 of the total temporary dwellings in New Zealand, despite the fact that Northland only had 3.8% of New
Zealand‟s total dwelling stock.

Education
There are nearly 200 schools in Northland serving 30,000 students. School sizes range from 10 to 1,300.
There are a number of very small schools, both primary and secondary. Provision of secondary education is
a concern in some areas, such as Hokianga and Te Aupouri. School population changes in the last five to
10 years have been characterised by:
 favoured schools increasing rolls; less favoured decreasing often to the point of viability concerns
 increasing ethnification of school populations
 increased demand for Kura Kaupapa Maori education
 developing numbers of integrated Christian composite schools
 schools developing signs of failure.
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 Other economic concerns are:
  transport difficulties
  poor IT infrastructure reducing access to remote schools
  difficulties in attracting staff to rural areas.

 Work and Income Clients
 The Northland region has a total of 39,244 beneficiaries from a population of 140,000. Of these, the largest
 group is superannuitants who account for 47%. The other main benefit groups are those on Unemployment
 Benefit (19%) followed by those receiving the Domestic Purposes Benefit (16%). Sickness Benefit clients
 account for 5% of the register and those on Invalids Benefit, 8%.

 Maori are the largest ethnic group, accounting for 61% of the job seeker register, despite making up only
 30% of the region‟s population. This percentage is increasing as the overall register is reduced. Pacific
 peoples are the smallest group represented on the register, accounting for only 1% of all job seekers.

 Māori structures
  There are over 200 Marae sites in Northland.
  Iwi and Hapu organisations include:
   Te Aupouri                          Ngati Kahu                             Te Rarawa
   Whaingaroa                          Ngaphui                                Ngati Hine
   Ngati Wai                           Ngati Whatua                           Ngati Kuri
   Te Roroa                            Uri o Hau.
  The region has 3 Māori Radio Stations – Te Hiku o te Ika, Tautoko FM and Ngatihine FM.

  Regionally based organisations include:                          Māori Wardens Association
   Tai Tokerau District Council                                     Tai Tokerau Māori Tourism Association
   Māori Women‟s Welfare League                                     Tai Tokerau Organic Producers Association
   Tai Tokerau Trust Board.

  Iwi and Hapu participants in the health, social services, training and education sector include:
   Hauora Whanui                 Te Rarawa Social Services                  Ngatiwai Social Services
   Kia Ora Ngati Wai             Te Ha o Ngati Whatua                       Whaingaroa Social Services
   Ngati Kahu Social Services Ngapuhi Iwi Social Services                   Te Aupouri Social Services
   Te Aupouri MPTE.

  Dozens of community based Māori organisations contract for services in each of the social services
   sectors and includes whanau development initiatives, rangatahi development, early child care and after
   school programs, courts and justice directed programs and Marae wellness programs.

 Demographic Profile - Northland

                                                 Total Population
                                                                         Combined               New Zealand
                                                                    Number      Percent      Number     Percent
Usually Resident Population 2001 Census                             140,127                 3,737,280
Change in Population since 1991 Census                               13,356      10.5%       363,354     10.8%
Median Age (Years)                                                    36.8                     34.8
Population Aged 65 and Over                                          18,702      13.3%       450,426     12.1%
Population Aged Under 15                                             35,175      25.1%       847,740     22.7%
Population Aged 15 Years and Over with No Qualifications             29,544      35.0%       686,226     27.6%

Median Total Personal Income ($)                                     $15,200                 $18,500
Population Aged 15 Years and Over earning more than $50,000           7,026       7.9%       294,462      11.5%

Unemployment Rate                                                    6,234       10.2%       139,908       7.5%
Households with Internet access                                      13,296      28.4%       482,361      37.4%
Households without a telephone                                       2,994        6.4%        48,297       3.7%
Two-parent families with children                                    13,845      38.3%       407,793      42.1%
Single parent families with children                                 7,593       21.0%       182,916      18.9%
Households with No Motor Vehicle                                     4,716       10.1%       129,891      10.1%



 For full information on these statistics, including a breakdown by local authority and by ethnicity refer to
 Appendix. (Demography section and these tables provided by Statistics NZ.)
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                                                          Accident Compensation Commission

Strategies and Resources that contribute to Social Development in Northland


The Accident Compensation Corporation goals are:

     Injury Prevention: To reduce the frequency and severity of injuries for New Zealanders.

     Caring Service to Claimants: To ensure that all claimants receive timely and accurate advice of their
      entitlements and that payments are made in a timely manner.

     Improved Rehabilitation: To continue to focus on early return to work and independence for all claimants
      and to improve relationships with employers and health providers to speed recovery.

     Stabilised Levies: To maintain levy stability and be effective and efficient in our collection of levies.

     Improved Health Provider Relationships: Improve the efficiency and quality of our partnerships with
      health providers.

     Working in Partnership with Maori: To develop Maori-specific approaches to case management, injury
      prevention and rehabilitation and to meet the wider needs of Maori in an effective and appropriate
      manner.


In Northland, ACC operates a branch in Whangarei and through the Heartlands programme, meets local
claimant needs in Dargaville, Kaikohe and Kaitaia.

Three specific groups of staff meet ACC‟s needs in Northland. A key goal is to reduce injuries and ACC has
staff specifically trained to assist in local communities to develop local and practical injury prevention
initiatives. The Whangarei branch provides Case Management needs for people who have been injured and
specialist health provider staff also work in Northland to ensure speedy access to health services required by
claimants.

Specific programmes in which ACC participates include:

     Support for the Fire Service Te Kotahitanga project to reduce the incidence of serious falls and injuries
      amongst the elderly and expand the distribution of smoke alarms in Northland homes.

     Hui at Hauora Whanui to discuss injury prevention strategies.

     Involvement in the hospital and community interface group.

     Involvement with the Business Development Trust to discuss injury prevention matters on programmes
      for people wishing to start their own businesses.




    ACC manages its operations in Northland through its regional office in Auckland. The Corporation
    office is in Whangarei, but also operates out of Heartland Centres at Kaitaia, Kaikohe and Dargaville,
    and participates in monthly Heartlands Outreach services to the South Hokianga..
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                                                                    Career Services


Strategies and Resources that contribute to Social Development in Northland

Specific services are funded through a Direct Government Purchase, and through a range of other local
contracts.

Direct Government Purchase
Career Services rapuara has $327,000 committed in 2002/03 to the Northland region from direct government
funding, to purchase a wide range of services, available to both adults and school students.

Funded career services for all people in Northland:

Career information and advice - All New Zealanders are eligible for free career information and advice.
This is delivered „face to face‟ by local career consultants, or by Career Services‟ CareerPoint, which is a
freephone service available to all New Zealanders. This service is advertised extensively. Career Services
has also developed and maintains an Internet-based career information service - KiwiCareers. This Internet
service provides free information to all people who are able to access the Internet. Career Services staff
facilitate a Career Expo in June each year. This Expo brings together education and training providers from
throughout New Zealand to ensure Northlanders are able to make informed career and study decisions.

Funded for specific Northland individuals and groups:

Career Guidance & Planning services - This programme helps targeted individuals develop and implement
personally suitable career plans. It is available free of charge to qualifying individuals throughout Northland.

Community Outreach - This programme assists community groups to be aware of career information,
advice and guidance and how to help their clients gain access to these services. It is delivered on request to
all community agencies and groups throughout Northland.

Secondary School Parents as Career Educators (PACE) - This programme, which aims to help parents
help their children with career planning and decision-making is provided to selected low decile schools
throughout Northland.

Taiohi Tu Taiohi Ora and Te Whakamana Taitamariki - These one-day programmes are provided to help
groups of junior and senior secondary Maori students develop career plans. They are offered to, and
attended by, all secondary schools annually.

Secondary School consultations - This programme helps schools develop and implement their career
education programmes. Twenty Northland secondary schools are currently involved.

Career Educator Days - These training days are available to all career educators in the Northland region.
These days help to enhance the career planning skills of career educators in their work with young people.

Other contracted career services in Northland:

Other services Career Services rapuara are contracted to deliver annually are:
- Work and Income – a range of individual and group guidance, CV, work confidence and job search
   programmes, to selected clients - referral through Case Managers
- ACC and private insurance company clients - a range of assessment and work preparation programmes
   – referral through Case Managers.
- Northland Polytechnic – a collaborative venture between Northland Polytechnic and Career Services
   which provides a full range of services to students, delivered „on campus‟ by Career Services
   consultants.
- Tertiary Education Commission – an individualised guidance and mentoring Youth Training contract,
   delivered in the Mid North, Dargaville and Whangarei to 16-18 year old who have left school and are „at
   risk‟ of a poor transition into employment or further training – referrals are accepted from anyone
   involved with youth at risk, e.g. school counsellors, parents, other Government agencies, community
   organisations.

  The Career Services rapuara Whangarei CareerCentre has an office located in Robert Street, Whangarei,
  with a complement of 8.2 staff . Consultants travel to provide services to the entire Northland region.
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                                                    Community Employment Group (DOL)


Strategies and Resources that contribute to Social Development in Northland

The Community Employment Group (CEG) works alongside communities of labour market disadvantage and
their organisations, building their capacity to plan and create positive change, leading to sustainable local
economic and employment opportunities. For CEG, this has meant a focus on five target groups: Maori,
Pacific peoples, women and urban and rural disadvantaged communities. While CEG contributes funding to
community projects, its key approach is as a development agency with assistance focused on being a
catalyst for innovative projects from communities rather than simple grant disbursement.

Four of CEG‟s current goals would have direct relevance to its work in the region.


Goal 1: Deliver effective and accessible community employment and development services at local,
        regional and national levels

Strategies
   i. Maintaining the focus of CEG services and grants on those most disadvantaged in the labour market.
  ii. Building the capacity and sustainability of Maori and Pacific groups and communities.
 iii. Actively identifying and supporting emerging community employment development opportunities.
 iv. Actively managing the disbursement of CEG‟s grant funding in a responsive and timely manner.
  v. Helping establish and develop community enterprise in partnership with communities.
 vi. Building the capability of communities to access Information and Communications Technology (ICT).

Goal 2: Make optimal use of opportunities with partnerships and alliances

Strategies
   i. Developing and maintaining relationships and whole-of-government partnerships with key government
      departments and agencies.
  ii. Developing and maintaining relationships and alliances at a national and regional level with local
      government, iwi, hapu, community, business and philanthropic networks.
 iii. Creating and supporting networks of groups in local communities to increase their capacity and
      sustainability.
 iv. Implementing the Department of Labour service delivery concept throughout CEG.


Goal 4: Strengthen policy, research and evaluation capabilities

Strategies
   i. Developing strong links between the field, operations support and policy development.
  ii. Researching community employment, social, and economic development models, policies, future
      trends and opportunities nationally and internationally.
 iii. Providing high quality policy advice and services to the Minister of Social Services and Employment.
 iv. Completing implementation of CEG‟s Evaluation framework.

Goal 5: Establish a proactive communications strategy

Strategies
   i. Developing internal and external electronic communication channels.
  ii. Improving communication in order to increase service responsiveness to community demand.
 iii. Providing quality communications to the Minister about community employment development issues
      and opportunities.




 CEG has a regional office based in Auckland. There are also offices in Whangarei, Kaitaia and
 Kaikohe that provide services to the Northland area. There are 7 staff that provide direct support
 to the communities and groups in the Northland area.
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                                                                   Child, Youth and Family

 Strategies and Resources that contribute to Social Development in Northland

 Child, Youth and Family's vision is:       Safe Children - Safe Families - Stronger Communities

 The aim is to:          Better coordinate direct and indirect service delivery to improve our services to clients.
                         Enhance our relationships with sector partners to improve service effectiveness.
                         Satisfy our business owner interests.
 The intention        Support all Departmental community collaborative efforts.
 is to:               Continue to build effective local and national collaborative working relations with:
                      Key partner agencies (Government,              Iwi Maori, Pacific Island and other
                        Local Body and non government)                  providers
 We will seek to look for every opportunity to better integrate and coordinate direct and indirect service
 delivery with a focus on improved and better targeted services for children, young persons and their families.
 Service Delivery
 The Northland Service Delivery Unit (SDU) of Child, Youth and Family (CYF) has an establishment of 84
 staff, including Adoptions, Co-ordinators, Legal, Care Specialist, Quality Analyst, Psychologist and Support
 Staff. A key challenge for the SDU Northland is around the recruitment of qualified staff. This is improving
 with the availability of a tertiary social work course based in Whangarei. Associated with professionalism,
 another key challenge has been around developing the overall capability of SDU staff and Capability
 Workshops held in Northland late 2002 have been seen as successful, providing some basic objectives for
 the sites to follow through on in conjunction with a wider regional plan. The SDU is implementing strategies
 to develop a stronger relationship with key stakeholders and building the internal capability of staff to
 enhance their work with clients.
 Significant progress has been made in implementing CYF's Care Strategy with the appropriate exiting from
 care of a significant number of clients and improvement in the practice and planning around these
 processes. Placements in force in Aug 02 in Northland were 250; Jan 03, 208. Unallocated cases in
 Northland are at an historic low in contrast to the current national trend of an increase. Unallocated cases in
 Jul 02 were 177; Jan 03, 65. In terms of workload, notifications Year to Date Jan 03 were 706; Further
 Action Required work, 90.7%.
 Contracted Services
 CYF in Tai Tokerau currently provides funding for 30 organisations                     Contributory     Initiative
 in the Far North District, 24 within Whangarei and 10 in Kaipara,                       Funding         Funding
 through both contributory (contributing to services provided in the                         $                $
 community) and initiative (fully funded initiatives targeted at specific                  000              000
 issues/programmes) funding. See table.                                     Far North       1.481          2.495
 These services are distributed across 12,640 square kms, from              Kaipara         0.313          0.150
 Cape Reinga in the north to Te Hana in the south. Although                 Whangarei       1.171          1.794
 reasonable ranges of services are funded within areas that
 constitute the region, the high isolation factor placed alongside
 social deprivation limits their effectiveness.

 CYF Funded Initiatives (see table above)
     Family Start Programme - refer to section on Interagency Collaboration Initiatives on page 25.
     Social Workers in Schools - refer to section on Interagency Collaboration Initiatives on page 27.
     Stronger Communities Action Fund - directed by Te Runanga A Iwi O Ngapuhi in the Hokianga
      area.
     Iwi/Maori Development Funding - intended to assist Iwi based/Maori social service organisations to
      develop governance, management/operational systems, procedures and staff capabilities (currently
      16 funded).
     Crime Prevention and Family Violence Prevention Community Education Funding (currently 9
      funded).
     Crime Prevention and Maori Youth At Risk Funding - intended for social work support and
      community programmes for Maori at risk of offending in the 10-17 age group (currently 8 funded).

Northland Child, Youth and Family is managed from the Northland SDU's Regional Office in Takapuna. The
Department maintains offices in Kamo (Whangarei), Dargaville, Kaikohe and Kaitaia with a staff of 84.
                                                                                                                      9

                                                                           Conservation

Strategies and Resources that contribute to Social Development in Northland


The Department of Conservation is the leading central government agency responsible for the conservation of
New Zealand's natural and historic heritage. Its legislative mandate is the Conservation Act 1987 and other
key statutes such as the National Parks Act and Reserves Act. Like other government departments, the
Department has the responsibility to advise Ministers and the Government, and to implement government
policy.

Conservation management and the work of the Department are characterised by a high level of public input.
Conservation is based on societal support and on the concept that conservation land is the common heritage
of all New Zealanders. As such, conservation land is public land. The Department also contributes to the
conservation and sustainable management of natural and historic heritage in areas for which it is not directly
responsible.

Achieving positive outcomes for conservation requires a concerted effort to work with New Zealand
communities and manage the tensions that lie therein. Stakeholder relationships are important to the
achievement of the Department's work, including those maintained with local communities, tangata whenua,
non-governmental organisations, government agencies, Crown Research institutes, universities, industry
sector groups, landowners and concessionaires.

The Northland Conservancy, through its Area Offices at Whangarei, Bay of Islands (Kerikeri), Kauri Coast
(Waipoua) and Kaitaia, willingly interacts and operates close working relationships with iwi, hapu and any other
group in the community in a mutually beneficial way for conservation.

Engaging the Community in Conservation

Conservation of the full range of New Zealand's natural and historic heritage in the longer term cannot be
achieved without the active support and involvement of the public in their various local communities. The
Department contributes to this by encouraging New Zealanders to treasure their heritage and to increase their
commitment to its conservation.

Driven by a new Conservation with Communities Strategy, the next five years will see a significant growth,
both in partnerships between the Department and community groups, and in community conservation
initiatives. The Department's information resources will be enhanced to provide ready access to both
conservation and visitor information. The development of community capability will be supported and staff
capability will be improved through training to equip them to work in a manner that involves communities more
fully in conservation management decisions and actions. Educational resources linked to accessible
conservation sites around the country will be available for education providers delivering the curriculum.

Promote Effective Partnerships with Tangata Whenua

The aim of the Department is to build partnerships with tangata whenua, particularly at the local level by
providing Maori with opportunities to become involved in conservation management.

Driven by a new Kaupapa Atawhai Strategy, the next five years will see a significant growth in formal
partnerships with iwi and hapu across the entire spectrum of the Department's work. This will lead to improved
conservation outcomes in terms of the protection of natural and historic sites of particular significance to Maori,
and to the protection of taonga species and their habitats.




       The Northland Conservancy manages its work through its Area Offices in Whangarei, Waipoua,
       Kerikeri and Kaitaia. Website: www.doc.govt.nz.
                                                                                                            10

                                                             Department of Corrections



Strategies and Resources that contribute to Social Development in Northland


The Department of Corrections:

     administers community-based and custodial sentences and orders imposed by the Courts and the
      New Zealand Parole Board
     assists in the rehabilitation of offenders and their reintegration into the community, where appropriate,
      through the provision of programmes and other interventions
     provides information on offenders to Courts and the New Zealand Parole Board to assist them in
      decision-making.

The Taitokerau Area of the Community Probation Service (CPS) administers community-based sentences
and orders in Northland through service centres in Whangarei, Dargaville, Kaikohe and Kaitaia. Probation
Officers at these sites will also assist in the rehabilitation of offenders and their reintegration into the
community, and will provide information to Courts and Boards.

As part of its National Prison Facilities and Services Plan 2000-2008, the Department is progressing with the
construction of a Northland Regional Corrections Facility at Ngawha near Kaikohe. The National Prison
Facilities and Services Plan was developed mainly in response to a continued increase in the forecast
numbers of offenders in custody, and serious deficiencies in prison accommodation.

The Department is committed to a regional prisons' policy, which is based on the principle that if inmates are
located as near to home or support as possible and can maintain links with their families, whanau and other
support networks, the likelihood of them re-offending on release is reduced. Currently, approximately 4% of
the prison population (or 300-350 inmates) are sentenced in courts in Northland, but are imprisoned in other
regions, some as far away as Hawkes Bay.

The new facility at Ngawha will be able to house 350 inmates and is targeted for opening in 2005. It is
expected that up to 260 people will be employed during construction and following the opening of the new
prison will employ 180 permanent employees.




The Community Probation Service in Taitokerau is managed from its regional office in Auckland. The Area
Office in Whangarei oversees services operating out of Whangarei, Kaitaia and Kaikohe with a staff of 35.
There is a Community Work Centre in Dargaville. In the 12 months ending January 2003, the Service
administered 2,179 offenders on community-based sentences and orders in the area.
                                                                                                               11

                                                                  Department for Courts

Strategies and Resources that contribute to Social Development in Northland

The core function of the Department for Courts is to provide good quality administration services to facilitate
the judicial decision-making process.

Three of the Department‟s six goals in its Strategic Plan for 2002/3 are directly relevant to Social
Development in Northland:

-     working with the judiciary to provide quality services to communities
-     ensuring the credibility of monetary orders (eg fines) as a sanction
-     reducing institutional barriers for Maori to better enjoy rights guaranteed to them under the Treaty of
      Waitangi.

Specific projects the Department is working on relevant to these goals are:

     Working with the Judiciary to provide quality services to communities

     Completing the Courts services to communities project
      This project focuses on developing new and innovative means by which Departmental services can be
      delivered, to provide enhanced services more efficiently. It will address issues of service configuration,
      revised approaches to Collections activity and property and technology infrastructure.

     Improving the credibility of monetary orders as a sanction
      This goal focuses on improving the credibility of monetary orders as a sanction. Credibility for monetary
      orders will only be attained if fines are collected and civil debts are enforced. Under this goal the
      Department is complementing its COLLECT project incorporating a replacement technology system.

     Reducing institutional barriers for Maori to better enjoy the rights guaranteed to them under the
      Treaty of Waitangi
      The Department contributes to the special relationship between Maori and the Crown established under
      the Treaty of Waitangi by reducing institutional barriers for Maori to better enjoy the rights guaranteed to
      them.

      This goal focuses on the Department‟s contributions to honouring the Treaty of Waitangi in two
      operational areas: the Maori Land Court (MLC); and Waitangi Tribunal.

      Projects include:

      Extending services to Maori Land owners
      This project includes developing and implementing more proactive services to Maori Land owners
      including:
         - establishing advisory teams
         - developing a Geographic Information System (GIS) linked to the Maori Land Information System
         - building a Maori Land Court Website
         - Completing imaging of the historic Maori Land Record.




    Courts
    The Department for Courts has a staff of 52, operating four courthouses in Northland. These are in
    Whangarei, Dargaville, Kaikohe and Kaitaia.
    Collections Division
    The Collections Division of the Department for Courts has units based in Whangarei and Kaikohe, with a
    staff of 16.
    Special Jurisdiction Division
    The Maori Land Court of the Department for Courts is based in Whangarei with a staff of 20. The Maori
    Land Court takes its services to all parts of Northland utilising Heartland Service Centres in Kaitaia,
    Kaikohe, Dargaville and Heartland outreach services in South Hokianga and Kaeo.
                                                                                                          12

                                                              District Health Board


Strategies and Resources that contribute to Social Development in Northland
Northland District Health Board is responsible for both providing and funding health services from the
money allocated by Government through Vote:Health.
The Provider Arm of Northland DHB („Northland Health‟) consists of the services provided by Northland
Health through its hospitals in Whangarei, Kaitaia, Kawakawa and Dargaville, as well as through its
Community Health Services which provide primary care, health promotion and health protection services.
The services provided are:

     Surgical Services
     Medical / Disability Support
     Mental Health / Clinical Support
     Community Health Services
     Maternal / Child Health
     Maori Health Services
     Commercial and Human Resources
     Business and Finance
The Funder Arm of Northland DHB provides strategic oversight for
health and disability services in Northland. It identifies needs,
sets priorities and monitors providers‟ performance. As well as its own Provider
Arm, it oversees private providers (including GPs, pharmacists and other
primary care providers), Maori providers, mental health service providers,
disability support service providers and non-government organisations.
Mission
Creating a Healthier Northland.
Vision
In our role, in working in partnership under the Treaty of Waitangi, to create opportunities for improving
health and wellbeing, and promoting independence of all the people of Northland / Te Tai Tokerau.
Priorities
The NDHB has 9 major priorities over the next 5 years:
       establishing Primary Health Organisations (PHOs)
       forming collaborative approaches (intrasectoral and intersectoral)
       addressing inequities in health (Māori health, rural services, socioeconomic factors)
       primary / secondary integration (disease management)
       public health (population health)
       mental health
       disability (including aged care)
       child and youth health
       oral health
Addressing inequalities in Māori health status along with our Treaty Partners, matrixes across all these
priorities.

Strategies and Resources that contribute to Social Development in Northland fall into the following
categories:
     Collaborative relationships - Partnership agreements exist with both our Treaty Partners, Te Tai
      Tokerau MAPO and Tihi Ora MAPO.
     Health of Older People
     Mental Health
     ACC - The NDHB will maintain the close relationship that has developed over the years between our
      provider arm and ACC.
     Community Health Services - (part of Northland Health's provider arm) is committed to developing
      its relationships with other health groups/providers as well as with other Government agencies.


NDHB employs approximately 2,000 full-time and part-time staff (1,443 FTEs) providing services from the
four hospitals and community health services.
                                                                                                         13

                                                                Ministry of Education


Strategies and Resources that contribute to Social Development in Northland


School support: Maintain an active network of information gathering, decision-making and support
activities for schools exhibiting signs of failure. Support ranges from informal to statutory interventions.

Early childhood education: Monitoring, support and licensing of early childhood centres. Liaison with
participation project groups.

Student support:      Monitoring of suspensions and stand-downs; non-enrolled students; alternative
education; supporting parents and whanau where there are issues with schools; supporting special needs
students.

Network co-ordination: Liaising with schools to support them through their 10 year maintenance and
development plans; provision of roll growth accommodation; deficiency catch-ups; construction of new
schools; licensing of unwanted school accommodation; transport issues.

General: Sponsor sector group meetings to collate and forward policy advice; assist in training of new
principals; provide a point of first contact for concerns and questions.



New initiatives

Schooling improvement initiatives: TPM is the major example of this, providing highly targeted services
to schools from Towai north. FarNet is another example, and others may be developed through new or
increased relationships with Iwi partners such as TROTT, the Ngati Whatua Runanga and other groups.

Schooling reorganisations and area reviews: Some schools have very small rolls for the type of service
they are providing – the Ministry will initiate and co-ordinate reviews that look at new ways to provide
improved services through a variety of approaches.

Iwi relationships: Negotiation of further MOUs to develop joint educational ventures with iwi.




  Ministry of Education operations in Northland are managed through the local National Operations Office
  based in Whangarei. This office works under the oversight of the Northern Regional Office based in
  Auckland. There is a Group Special Education office in Whangarei as well as staff bases in Dargaville,
  Kaikohe, Kaitaia and Kerikeri. The Group Special Education Office in Kaikohe is co-sited with the Te
  Puhitanga Matauranga Schooling Improvement Project Office.
                                                                                                           14

                                                 Energy Efficiency and Conservation Authority


Strategies and Resources that contribute to Social Development in Northland

The Energy Efficiency and Conservation Authority (EECA) aims to achieve at least 20% improvement in
economy-wide energy efficiency by 2012, in order to reduce CO2 emissions and meet New Zealand‟s
climate change obligations. As a part of our national strategy we have two goals (out of six) which contribute
to social development:

Goal 4: Promote industry development
Energy efficiency and renewable energy initiatives can result in profitable business opportunities and
regional development. This can include community and iwi small business development.

Goal 6: Improve health and welfare
Energy efficient homes reduce energy deprivation and improve the householder‟s health and welfare. The
atrategy‟s energy efficiency measures aim to improve community well-being by enhancing the provision of
adequate energy services for all in the community.

The Energy Wise Home Grants Scheme has provided EECA‟s main contribution to social development in
Northland in recent times. The scheme is a competitive fund for projects which retrofit people‟s homes.
Retrofits involve installing energy efficient products such as ceiling and under floor insulation, polythene
groundsheets, draught stopping on doors and windows, cylinder wraps and pipe lagging.

These projects have benefited the Northland community by:

     saving household energy and money
     improving the environment by reducing CO2 outputs
     providing training to the unemployed
     providing local employment
     making energy efficiency more affordable
     improving low income housing
     creating healthier homes that are warmer and drier
     creating health improvements
     reducing health costs
     increasing spending in the community.

Recently completed projects include:

„He Oranga Whare‟, a retrofit project with He Iwi Kotahi Tatou Trust, which was completed in 2002. This
project employed and trained local installers to retrofit 29 low income homes in Northland, with $49,000 from
EECA.

Projects currently in negotiation include:

„Northland Retrofit Project‟, with Northland Housing and Social development. This project aims to retrofit up
to 80 homes by July 2003. EECA intends to provide funding of up to $80,000 with co funding from the Rural
Housing Project.

„Warm Housing Whangarei‟, a project with He Iwi Kotahi Tatou Trust aims to retrofit up to 20 homes by July
2003. EECA intends to provide funding of up to $30,000 with some co funding from other sources.

Projects compete for grants funding, with supporting resources being provided by EECA such as the
Installers Training Guide, the Best Practice Guide, promotional brochures and information for customers.




    EECA maintains three offices in Auckland, Wellington and Christchurch. Northland is serviced from
    Auckland.
                                                                                                                                     15

                                                                                Housing NZ Corporation
Strategies and Resources that contribute to Social Development in Northland
Housing NZ Corporation‟s (HNZC‟s) primary contribution to social development in Northland is realised in three main
programmes: Rural Housing Programme (RHP); mainstream rental housing; and Low Deposit Rural Lending (LDRL).
Rural Housing Programme
The RHP in Northland works with communities/families to identify and assess housing need and to develop
appropriate solutions. At 1 March 2003 HNZC had either completed or was in the process of repairing 80 dwellings
– through the essential repairs arm of the programme. A further 20 cases had been scoped for approval and
approximately 250 additional cases were being progressed.
For those with serious housing need to buy their own home HNZC has acquired 21 houses from Transit NZ to
relocate to Northland. A further 29 houses are available to support the initiative. The average cost of properties
under this home ownership initiative is expected to range between $50-$60k compared to average home ownership
entry costs of $100k in Northland. Twenty-six state rental units were added to the Northland Region last year and a
further 25 units will be delivered this year. An additional 45 units are included in the 2003/04 programme. In addition
5 community organisations are working through a community product to produce another 20 rental houses.
The RHP is centred on building community capacity involving iwi and local providers in the planning, co-ordination
and delivery of housing responses. HNZC currently has 7 delivery contracts with iwi/community organisations.
Some HNZC services will be devolved to iwi who have advanced plans and the capacity to accept such a move.
This investment is to ensure that rural communities are better able to manage and develop ongoing housing
solutions. To further the community development approach, 10 Community Response Plans (CRP) are being
developed in the region over the coming year. Household Management Plans (HMP) are also being developed with
individual households in Northland. This process encourages families to participate in determining short, medium
and long term sustainable solutions for both their housing and non-housing situations. As a result of the complex
needs of most families in substandard housing a „case management‟ approach is being applied. During the next 6
months, 80-100 HMP‟s will be developed.
On the agency front, The Northland Intersectoral Forum (NIF) is piloting a whole of Government (“WoG”) approach
for community development. Kaeo has been selected as a pilot „focus community‟. The housing actions are
intended to contribute to local social development that is sustainable in the long term. HNZC is also working in a
WoG way to deliver retrofitting to houses in the region, support communities with critical clean water and wastewater
problems and develop training and employment opportunities around our capital work programmes. HNZC have
developed relationships with philanthropic organisations keen to support rural community housing projects in
conjunction with HNZC and WoG.
                                                                                                             Number           Budget $m
Rental Housing                                                                       Programme              (Forecast          (Forecast
From 1 December 2000 HNZC has provided IRR for state                                                        2002/05)           2002/05)
tenants on low incomes. Tenants on or below the low                         Rural Housing Programme
income threshold only pay 25% of their net income in rent.                  Suspensory Loans (for                  479                    6.5
                                                                            essential improvements
In the Northland region HNZC provides 1896 rental                           (repairs) / infrastructure)
houses. As at 30 November 2002 1863 were let and 33                         Needs assessments                     1060            N/a
or 1.74% were vacant. The average rent paid for HNZC                        Technical scopes                      1060
homes in the area is $76.08 compared with $144.65 for                       Community profiles                      44
those HNZC tenants who pay market rent. 91.79% of                           Rental Housing
HNZC tenants in this region qualify for IRR. Māori women                    Referral to state house                191
headed households make up 51.3% of the HNZC
                                                                            State house – new                       98                      17
tenancies in this region.
                                                                            Community Housing loans                 15                  13.2
Demand in the Northland region for HNZC properties is                       – community owned rentals
reasonably high with 373 people on the waiting list at 30                   Rural Regional Lending                  81       Not available –
                                                                            (incld. LDRL)                                    dependent on
November 2002. Three are deemed to be at risk and 99                                                                            demand
are in serious housing need.
Rural Regional Lending
The Rural Regional Lending programme includes:
   LDRL targets low to modest income earners who want to buy or build in Northland and other designated rural
    areas. Prospective homeowners must undertake a „Home Ownership Skills‟ course. There are currently two
    approved service providers offering the course in the Northland region. They are Te Aupouri Maori Trust Board
    - Far North and Kia Ora Ngapuhi Housing Ltd - Mid North. A raft of lending products are also available and can
    be accessed through the Neighbourhood Units or the RHP programme.
     In the year to date (2002/2003) 50 loans have been provided to low to modest income earners and there have
      been 379 graduates of the LDRL „Home Ownership Skills‟ course.
    Housing New Zealand Corporation operates out of three centres, Kaikohe, Kaitaia and the main neighbourhood unit in Whangarei. It also
    utilises the Heartland Service Centre in Dargaville.
                                                                                                             16

                                                              Inland Revenue Department


Strategies and Resources that contribute to Social Development in Northland

Inland Revenue Outcomes contribute to two key Government goals:

-     to grow an inclusive, innovative economy for the benefit of all
-     to restore trust in Government and promote strong social services.

One of the four key themes in Inland Revenue‟s five year Business Plan, “The Way Forward”, is: “Enhance
administration of non tax (ie Social Policy) business”.

Currently, social policy programmes comprise approximately 18% of IRD’s overall business.

During 2002/3 its priority areas will be:

Family Assistance

To ensure that families receive their family assistance entitlements, Inland Revenue will look at simplifying
the interface between families and Inland Revenue.

“We are planning on undertaking a range of initiatives that include:

-     closer liaison with the Ministry of Social Development
-     delivering more proactive assistance to family assistance customers to minimise the risk of incurring a
      year-end debt
-     consider establishing multi-disciplinary and dedicated teams to provide family assistance services.”

Inland Revenue now administers the Paid Parental Leave programme.

Student loans

“For many people, their first interaction with Inland Revenue is taking out a student loan. It is important that
the services that we provide to these people have a positive effect as it may shape their future attitude
towards Inland Revenue and taxation in general.

Inland Revenue is improving its communications strategy to tailor education, products and services to the
different stages of the loans‟ life cycle. This recognises that the services, support and information needs of a
borrower change significantly over the life of the loan.

We are also intending to develop greater specialisation of student loan processes to better meet borrower
needs.”

Child Support

Inland Revenue administers the child support legislation that provides for the financial support of children
whose parents live apart. Inland Revenue will focus on two areas for 2002/3:

-     greater focus on community interaction
-     the refinement of the Administrative Review process.

“It is important that Inland Revenue is visible in the community and that we are providing an increased level
of education and support to custodial and non-custodial parents. This will ensure that those parents are
aware of their child support obligations and responsibilities. Refinements to the Administrative Review
process will ensure that the correct amount of child support is being paid.”




    Inland Revenue regional office for Northland is based in Takapuna. Inland Revenue has one office in
    Northland (Whangarei) but utilises Heartland Service Centres in Kaitaia, Kaikohe and Dargaville and
    participates in Heartland Outreach Services to the South Hokianga and Kaeo.
                                                                                                               17

                                                                       Internal Affairs


Strategies and Resources that contribute to Social Development in Northland


The Department of Internal Affairs aims to succeed in its purpose of serving and connecting citizens,
communities and government to build a strong, safe nation.

The Community Development Group (CDG) of the department promotes the building of strong communities
through the provision of advisory services, information, Lottery Grants, community organisation grant
schemes (COGS) and other grants, which develop community capacity to address local issues. It
administers Communitynet Aotearoa (www.community.net.nz) which aims to improve on-line access to
government by community groups and citizens. CDG also provides funding to community organisations to
employ a key person who can be a social entrepreneur – an agent for change in their community. The
projects are directed to youth but also have a wider community development focus.


The community development approach has three strands:

         to encourage local solutions to local problems    COGS Committee       2002/03     1999/2000,   2000/01
                                                                                             2000/01 &    IYV Fund
                                                                                             01/02 (pa)
         to    build    government/voluntary      sector
                                                            Kaitaia/Kaikohe/     317,500      265,819      5,952
          partnerships                                      Hokianga
                                                            Whangaroa, Bay of    372,500      301,462      10,000
         to provide excellent services to citizens and     Islands, Whangarei
          customers through best use of information         Kaipara              93,500        76,328      3,000
          technology.                                       Total                783,500     643,609 pa    18,952

Distribution of Lottery Funds in Northland
Of the eight Lottery Committees (Facilities, Marare Heritage, Youth, Welfare, General, Environment and
Heritage, Seniors, Individuals with Disabilities), a total of $3,489,698 went into Northland for the 2001/02
period.

The Office of Ethnic Affairs is also part of the Department and provides a referral and information service
for ethnic communities and policy advice to government.

The focus of the Office is on people whose culture and traditions distinguish them from the majority in New
Zealand. Māori and Pacific people usually work through Te Puni Kokiri or the Ministry of Pacific Island
Affairs.




        The Community Development Group of the Department of Internal Affairs operates community advisory
        services out of the offices in Kaitaia and Whangarei

        The Office of Ethnic Affairs has offices in Auckland, Wellington and Christchurch.
                                                                                                            18

                                                        Land Transport Safety Authority

Strategies and Resources that contribute to Social Development in Northland

The Land Transport Safety Authority (LTSA) is not directly involved in service provision or regulatory
services. LTSA funds the Police to manage the Government‟s traffic safety programme services purchased
as shown in the box.


The Land Transport Safety Authority also operates the
Community Road Safety Programme (CRSP) and its ethos is                Traffic Safety Programmes (Police)
that community involvement in, and ownership of, road safety
issues is essential to the success of the national road safety      Far North District   )
strategy.                                                           Whangarei District   )
                                                                    Kaipara District     )
A wide range of road safety work is supported, and there is
                                                                    Community Road Safety Programmes
strong emphasis on working with partner agencies such as
                                                                                                    $
NZ police, ACC and local authorities. Many of the providers         Regional activity            180,000
undertaking road safety work through CRSP are also active in        Far North activity )          50,000
other complementary community development work such as
health promotion, education, youth services, and iwi                Maori & Pacific
development. There are two Road Safety Co-ordinators in             Peoples Projects                 94,000
Northland.      A full-time Regional RS Co-ordinator
in………..and a part-time co-ordinator in the Far North District
(located with and managed by Far North EEAP).

CRSP grants made to the Northland Regional Council are managed by the Northland Road Safety Trust.
This Trust allocates a percentage of the CRSP grant two ways:

   to Regional Co-ordination and community road safety activity
   to Far North REAP for part-time Road Safety Co-ordination and activity in the Far North.

A recent Review of the CRSP, which is being implemented as from 1 July 2003 recommended that the
CRSP should:

   strengthen the core community development philosophy of the programme
   support CRSP providers with professional development and improved road safety information services
   better reflect the status of Maori as Treaty partners and better meet the specific road safety needs of
    Pacific peoples and other ethnic communities.

The Northland LTSA office is working with both the RoadSafe Northland Forum and the (Far North REAP)
Maori Road Safety Forum and a number of other specialist groups, to advance community development and
road safety activity for 2003/04.

An innovative pilot project is now underway in Kaitaia. Project Wheels models a “whole of government
approach” and comprises a working group of Police, Far North Safer Community Council, LTSA, ACC, Maori
health services, local Rununga, Work and Income, G&H training providers and Skill NZ.

The project aims to provide opportunities for young people, especially Maori, by assisting them to become
legal on the road. This is a three-pronged approach and includes a workshop environment where
participants can work on their cars to obtain a WOF, complete their Driver Licence and lastly to seek
employment with the assistance of Work and Income, Skill NZ and local businesses. Project Wheels has a
full-time Co-ordinator who is employed by Work and Income and is managed on a day-to-day basis by the
Far North Safer Community Council Co-ordinator.



    The LTSA has a regional office in Auckland. Two staff in that office have a focus on community road
    safety support for the region. The office also maintains an expert road safety technical advisory
    service.
                                                                                                                      19

                                                                       Ministry of Health

Strategies and Resources that contribute to Social Development in Northland

The three overarching goals of the Public Health Directorate of the Ministry of Health are to:
 improve the overall health status of the population
 improve the health status of Maori
 reduce inequalities in health.
Total Public Health funding in the Northland region is approximately $6 million in 2002/2003 for ongoing
Public Health programmes.
The Ministry of Health funds the following Public Health Services:
Northland Health – Regional Public Health      Public Health regulatory services – includes ensuring compliance
(services cover the whole of Northland)         with public health legislation, emergency response, environmental
                                                health eg drinking water standards, control of hazardous substances,
                                                biosecurity and quarantine, shellfish and shellfish water
                                               Food safety and quality
                                               Communicable disease control and surveillance, immunisation
                                               Healthy social environments and health promoting schools
                                               Well child services including promotion of services for the “hard to
                                                reach”, rheumatic fever prevention, oral health promotion
                                               Non-communicable diseases, ie melanoma protection, asthma
                                                prevention
                                               Substance use – prevention of alcohol and drug-related harm,
                                                cannabis project and tobacco control
                                               Nutrition and physical activity strategies
                                               Kaikohe insersectoral initiative (joint venture with Hauora Whanui)
                                               Sexual health programmes               Screening services
                                               Injury prevention                      Fluoridation advocacy
                                               Health information resources           Like Minds Like Mine project
Hauora Whanui (Ngati Hine Trust                Community injury prevention            Kaikohe intersectoral initiative
Board)                                         Rheumatic fever prevention             Breast screening promotion
                                               Sexual health programmes               Smoking cessation
(services predominantly in the mid-North)      Kia Piki Te Ora O Te Taitamariki (joint venture with Te Rarawa)
                                               Kori Kori a Iwi (health lifestyles programme)
Te Hauora O Te Hiku O Te Ika                   Tobacco control and nutrition and physical activity
(services predominantly in the Far North)      Kori Kori a Iwi (health lifestyles programme)
                                               Ahipara Youth Intersectoral Project
                                               Breast screening promotion             Like Minds Like Mine project
Te Runanga O Te Rarawa                         Community action project on cannabis
(services predominantly in the Far North)      Kia Piki Te Ora O Te Taitamariki (joint venture with Hauora Whanui)
                                               Breast feeding advocacy
                                               Kori Kori a Iwi (healthy lifestyles programme)
Whakawhiti Ora Pai                             Kori Kori a Iwi (healthy lifestyles programme)
Ki A Ora Ngati Wai Trust                       Kori Kori a Iwi (healthy lifestyles programme)
(services predominantly on the East Coast      Cannabis, alcohol and other drug harm minimisation initiative
and Whangarei region)
Hokianga Health Enterprise Trust               Rangatahi health services (healthy lifestyles)
(services predominantly in the Hokianga)
Intersectoral Community Action Plan            Te Hiku O Te Ika ICAH joint venture
for Health (ICAH)
The Ministry of Health funds the following Personal Health Services:
Well Child/Tamariki Ora services – these are a screening, surveillance, education and support services
offered to all New Zealand children and their family or whanau from birth to five years. Both the Ministry of
Health and DHBs fund this initiative.
Intersectoral Community Action for Health (ICAH) – Te Hiku O Te Ik ICAH was funded following a proposal
from Northland Health with the support of the high level of unmet need. Three projects are under way:
 Whakawhiti Ora Pai Community Health Services – Hei Oranga I te Whenua is a gardening and nutrition
    initiative for whanau and in particular involving young parents in rural communities.
 Te Hauora O Te Hiku O Te Ika – Ahipara Youth Intersectoral Project is to support young people in the
    Ahipara area. It is a collaborative project which offers a range of innovative programmes and activities such
    as an after-school homework group, challenge and adventure activities, art competitions, health promotion
    programmes.

The Ministry of Health is not, generally speaking, a provider of Health Services and has no offices in the
Northland region. The MOH funds the District Heath Board/Mapo and other providers to provide Health
Services. It supports its providers from its Auckland office through its Public Health Locality Team.
                                                                                                            20

                                                                  Ministry of Housing

Strategies and Resources that contribute to Social Development in Northland


The Ministry‟s Vision is that all New Zealanders enjoy stable, quality housing in strong and viable
communities.

The Ministry‟s Mission is to maximise housing outcomes for all New Zealanders by providing outstanding
education, dispute resolution, advice and quality services and facilitating positive relationships.

The Ministry‟s principal functions are to provide information, advice and a service to resolve disputes
between tenants and landlords, and to administer residential tenancy bonds. The Ministry‟s Monitoring Unit
advises the Minister of Housing on the performance of Housing New Zealand Corporation. The Ministry also
provides administrative support to the State Housing Appeals Authority.

The Ministry‟s key function is managed by its Tenancy Services Division. The Division has 21 offices from
Whangarei to Invercargill providing advice, education, mediation and referrals to the Tenancy Tribunal.

The Tenancy Services offices are staffed by Tenancy Mediators and Tenancy Officers who undertake
dispute resolution, administer the Tenancy Tribunal and help the public with advice and information about
their rights and responsibilities when renting residential property.


Prevention of disputes

A core role of the Ministry is to prevent disputes. It does this primarily by means of a public education
service and the provision of tenancy advice. The primary aim of these services is to prevent disputes and to
enable the self-resolution of disputes should they occur. A key focus of this plan is to put more emphasis on
its preventative role. This will involve the Ministry in working collaboratively with other agencies and
community groups to identify the problems and to develop the most appropriate solutions. As a small
agency with limited resources its role will often be facilitative, working with others to achieve the desired
outcomes.


Dispute resolution

A key area of the Ministry‟s work involves assisting landlords and tenants resolve residential tenancy
disputes where self-resolution has not been possible. This is primarily done through the mediation service.
A key focus of this plan is to broaden Ministry of Housing thinking about dispute resolution so that it becomes
wider than mediation, recognising that there may be more efficient and effective ways of assisting clients
resolve some of the disputes with which they present. The Ministry also provides administration for the
Tenancy Tribunal for those disputes that cannot be resolved out of court.


Tenancy Services Centre

The Tenancy Services Centre receives tenancy bonds, holding them in trust for landlords and tenants, for
the whole of New Zealand. The Tenancy services Centre refund bonds at the end of tenancies upon the
instruction of landlords and tenants, or the Tenancy Tribunal.

The Tenancy Services Centre provides a call centre for enquiries about bonds, and assists Tenancy
Services offices in answering calls from the public, tenants and landlords with advice and information about
their rights and responsibilities when renting residential property.




 Tenancy Services in Northland are provided through its Whangarei office with a staff of 2.3 FTEs overseen
 by the Regional Office in Auckland. Where appropriate Tenancy Services visit other centres in Northland
 utilising Heartland Service Centres, Community, District Council and CAB premises.
                                                                                                            21

                                                                     NZ Fire Service


Strategies and Resources that contribute to Social Development in Northland


The New Zealand Fire Service's principal role is to fight fires. It is also active in promoting fire prevention
and fire safety. The Northland region has actively implemented the following strategies under the NZFS
Promotion Plan.

1. Fire Wise schools development programme delivered to all schools in Northland. Fire Wise is delivered
   at five different levels within the schools, Kohanga Reo, Kura Kaupapa, Years 1 and 2, Years 7 and 8,
   and senior secondary.

2. The Fire Service continues to deliver the Home Safe Home programme to all population centres in
   Northland. This includes the installation of smoke alarms and development of Home Escape Plans in all
   residential centres.

3. Te Kotahitanga is a strategy that targets families living in
   substandard housing in Northland and other NECBOP areas                           Te Kotahitanga

       Te Kotahitanga is a partnership between Housing New
                                                                          Homes visited          4723
        Zealand Corporation, Work and Income, ACC, and Local
        and Regional Government. This project has also received           Audience               9363
        support from commercial sponsors, such as Mitre 10
        through the provision of smoke alarms.                            Alarms installed       19,355

       Te Kotahitanga utilises the Work and Income Task Force
        Green employment project to develop Fire Safety ambassadors. These ambassadors are
        unemployed community members who receive specific training from the Fire Service to deliver the
        Home Safe Home message, assist residents to develop a home escape plan and to install smoke
        alarms in every "at risk" home in the Northland and other NECBOP Regions.

       At risk homes are identified through the Fire Service community fire risk modelling processes and
        ambassadors are allocated regions to install smoke alarms and deliver the fire safety message.

       The Northland component of the Te Kotahitanga has been running for approximately 15 months.

4. ACC has supported the Fire Service in the Te Kotahitanga project and ambassadors are now delivering
   a programme designed to reduce the incidence of serious falls and injuries within elderly residents in the
   Tairawhiti region. The Fall and Fire programme complements the smoke alarm installation project.




        The Northland region is managed by the Regional Fire Commander, Whangarei. In the Northland
        region the Fire Service has one salaried staff station in Whangarei with a complement of 32 and
        14 volunteer stations operated by volunteers, each with a complement of 20.
                                                                                                            22

                                                                        NZ Police


Strategies and Resources that contribute to Social Development in Northland

Strategic Goal 1: Reducing offending, reoffending and victimisation affecting Maori

Northland Police will work closely with Tai Tokerau Maori, iwi, hapu and whanau to tackle the
disproportionate victimisation and offending rates affecting Maori. Turning lives around and improving the lot
of disadvantaged and problematic individuals and their whanau is a focus area for Northland Police. There
has been some success through the Youth at Risk projects, and positive work by the Kaitakawaenga (Iwi
Liaison Officers) has contributed to building a framework which does assist Maori and in particular, the
reoffending and victimisation areas.

Strategic Goal 2: Enhancing community safety

Northland Police will focus resources on core safety, security and emergency response functions and partner
agencies in the community have actively played their part to secure effective community safety alongside the
Police effort. Road Policing strategies will focus on speed, restraints and the alcohol impaired driver.

Enhancing community safety is based around making Northland a better and safer place to live. For this to
happen the input of the community is critical. At times the Police may need to consider a more holistic
approach to some of the issues that arise, and as a result work with risk groups to develop their opportunities
and obviously ensure that they are better placed to make the right choices.

Some of the key areas within community safety which enhance social development are:

   Youth Education – this is working with schools to ensure that young people of Northland are aware of the
    risks and make the right choices.
   Youth at Risk projects (as previously discussed).
   Youth Aid Officers who work with young people and Child Youth and Family to reduce offending and in
    particular ensure families are better placed to make decisions.
   Campus Constable – this is a project in Whangarei where a constable works with schools and is based
    at schools to assist school pupils.
   Community Safety Officer – this is a focus area on neighbourhood support and communities empowering
    themselves to not only reduce crime, but enhance community safety.
   Kaitakawaenga (discussed above).
   Family Violence Co-ordinator – this is to work with community agencies to reduce violence amongst
    families and ensure that family opportunities are enhanced and that the home is safer.

The key to the whole area of enhancing community safety is community involvement, ownership and
interaction.

Strategic Goal 3: Crime reduction

Northland Police focuses its efforts on nationally targeted crimes in alignment with the Government Crime
Reduction Strategy. Northland Police also analyse local crime and target crimes relevant to the communities
of Tai Tokerau. As an example, crime, such as thefts from vehicles which have a significant impact on
tourism, are a focus area for Northland Police. It is recognised that economic development will also assist
social development.

Key areas of offending are dwelling burglary, violence, organised crime and youth crime.

The focus of Police service is to target specific crimes rather than provide an average service to a wide
range of incidents. Crime reduction, like community safety, requires a co-ordinated and focused approach
by communities.


    Northland Police operates out of 21 areas (including Kamo, Onerahi, Dargaville, Hikurangi,
    Houhora, Kaeo, Kaikohe, Kaitaia, Kawakawa, Kerikeri, Kohukohu, Mangonui, Maungaturoto,
    Paihia, Rawene, Ruawai, Ruakaka, Russell, Waipu, Whangarei).
                                                                                                            23

                                                                         Statistics NZ


Strategies and Resources that contribute to Social Development in Northland

The overall goal and mission statement for Statistics New Zealand is - Official statistics for government and
the wider community that:

      are trusted, of high integrity and quality
      can be accessed by all
      provide relevant and timely information on key aspects of New Zealand‟s economy, environment and
       society.

To achieve this overall goal, six key contributing goals have been identified. They are to:

1.     Strengthen the cohesiveness and effectiveness of official statistics.
2.     Build upon the trust that governments, communities and individuals have in official statistics.
3.     Maintain the co-operation of data providers.
4.     Increase the usage and user understanding of official statistics.
5.     Enable Maori statistical needs to be met.
6.     Enhance Statistics New Zealand‟s capability.

Access to statistics

The continued development of Statistics New Zealand‟s website (www.stats.govt.nz) is an important means
for disseminating statistics to communities. A key objective of the 2001 Census of Population and Dwellings
output programme has been to increase the range and timeliness of statistical information that is available to
communities. A self-service facility on the website also provides communities with greater flexibility to
access an increased range of data from the 2001 Census. Maori and Pacific Peoples webpages have also
been established to improve the accessibility of information. Over the next month pre-defined Community
Profiles will be available on the website.

All statistical information on the web can be accessed free of charge. All outputs published on the web can
be made available in hard-copy (at a low cost) by a print-on-demand service.

Statistics New Zealand operates a scheme of depository libraries. All publications are placed in these
libraries at no cost to the library. The Northland area has two such depository libraries - Far North Library
(Kaitaia) and Whangarei Library (Whangarei).

The department‟s Information Centre can be contacted through the free phone number: 0508 525 525.

User understanding of statistics

Statistics New Zealand‟s Education and Community Services unit is based in the department‟s Wellington
office. It has regular contact with primary and secondary schools and issues regular newsletters to schools,
libraries and community groups. From time-to-time the unit conducts workshops for schools, public libraries
and communities.

As part of the department‟s community Capacity Building project a number of Kaitakawaenga (Maori Liaison
Officers) and Pacific Peoples Liaison Officers have been appointed. The project has the goal of ensuring the
statistical information needs of the Maori and Pacific Peoples' communities are met by improving the
relevance of official statistical information, extending the use of statistics in the communities and assisting
those communities to build their own statistical capability. One of the Kaitakawaenga is based in Kaikohe.
The nearest Pacific Liaison Officer is in Auckland.


     Statistics New Zealand has offices in Auckland, Wellington and Christchurch. The department will be
     utilising the Heartland Service Centres to provide statistical information.
                                                                                                                        24

                                                                 Tertiary Education Commission
Strategies and resources that contribute to social development in Northland

On 1 January 2003 Skill New Zealand and the Tertiary Resourcing Division of the Ministry of Education joined together to
become part of the new Tertiary Education Commission (TEC). The TEC‟s activities span all forms of learning within the
tertiary education sector from full-time academic study, on-job and work-related training right through to tertiary level
research and development, foundation and community education, distance learning and part-time study.

The role of the TEC is to integrate the services of all players in the tertiary sector in order to provide more effective
pathways for learners. A major focus of the TEC will be on encouraging connections between tertiary education
organisations (including institutions, government and private training establishments and industry training organisations),
business, and Government‟s social and economic goals.

The TEC is responsible for allocating $1.9 billion to tertiary education organisations. This includes all post-compulsory
education and training offered by universities, polytechnics, colleges of education, wänanga, private training providers,
foundation education organisations, industry training organisations and adult and community education providers).

Goal 1            To lead a national workforce development strategy
Strategy:         Engage with key industry sectors and enterprises in Northland – agriculture, fishing, forestry,
                  tourism/hospitality, engineering – to develop industry sector strategies for the region.
Programme/
Operations:       Modern Apprenticeships and industry training agreements to meet skill gaps, and to encourage
                  upskilling of the current workforce; workplace literacy initiatives to develop foundation skills and
                  workplace capability.

Goal 2            To ensure Maori participation across the full range of tertiary education and to achieve
                  successful outcomes that meet Maori aspirations
Strategy:         Implement decisions on Maori Trade training (to be piloted in Northland); maintain participation and
                  increase achievement in targeted training programmes; work with NZQA and TPK to develop capacity
                  of Maori training providers.
Programme/
Operations:       4 Rangatahi Maia (new style Maori trade training) programmes in Northland; Youth Training/Training
                  Opportunities programmes have 70+% Maori participation.

Goal 3            By 2006 every young person up to the age of 19 will have the opportunity to participate in
                  education, training or employment
Strategy:         Develop and expand the Gateway programme in the region, work closely with Career Services to
                  develop a Youth Transitions pilot for young people falling out of school.
Programme/
Operations:       13 Northland schools part of the Gateway school-work transition programme in 2003, Career Services
                  pilot expanded to mid North/Hokianga and Kaipara.

Goal 4            By 2006, every adult will have the opportunity to access foundation education and training
                  leading to nationally recognised qualifications and expanded employment opportunities
Strategy:         Align purchasing of programmes with the regional skills development strategy; focus on access issues
                  in conjunction with other agencies; build links with adult/community/literacy providers.
Programme/
Operations:       All programmes fit within industry sector and regional skills strategies.

Programme Information
   Gateway provides senior secondary students with a range of structured workplace learning opportunities to
    complement their usual school studies.
   Youth Training specifically targets under 18 year olds who have left school with no or low qualifications.
   Training Opportunities specifically targets adults with low qualifications who are also registered as seeking work with
    the Department of Work and Income.
   Skill Enhancement is designed to equip talented young Maori and Pacific people with the skills for further tertiary
    education or to develop the skills required for specific vocational or professional careers.
   Modern Apprenticeships is a new style of trade training designed to assist 16 to 21 year olds to gain industry
    qualification in a wide range of trades.
   Industry Training enables employees to achieve nationally recognised industry qualifications while they are actively
    employed.


  The Tertiary Education Commission services Northland through its Northland Regional Office in
  Whangarei. The office has a staff of 11.
                                                                                                                25


                                                   Te Puni Kokiri - Ministry of Maori Development


Strategies and Resources that contribute to Social Development in Northland


Strategies:

     Working with Crown Agencies to develop mutually agreed methods for working with whanau, hapu, iwi
      with a community driven approach to development.
     Ensure a state sector wide strategy for Capacity Building is achieved and to mobilise and co-ordinate a
      whole of government response to „bottom up‟ development.
     Fostering mutually beneficial partnerships for whanau, hapu and iwi development.

The Capacity Building program is a core piece of work for TPK that involves working with whanau, hapu, iwi
and community organisations to create and implement strategies for „self-determined‟ development. A
parallel strand is developing working relationships with Government agencies that improves service delivery
to Māori, facilitates co-investment in community driven initiatives and supports a co-ordinated approach to
social and economic development in the region.

A number of initiatives that takes a collaborative approach to working with communities are well under way.
An outcome from this approach is a more conscious effort on the part of government agencies to align their
contracting, monitoring and reporting systems to meet the needs of community groups. This has been done
in response to criticisms that government agency contracting criteria and reporting requirements have all
been distinctly different, resulting in administrative pressures on organisations.

Two regional budgets have been allocated.

The Capacity Building programme provides
resources for assessing and implementing a            TPK programmes that contribute               %
                                                       towards development in the Tai Budget $ Committed
range of initiatives in the region. In its third year
                                                                Tokerau Region                  to date
of operation, this program has resourced over
300 projects that include infrastructure Capacity Building                            $783,938    40%
development, strategic and business planning,
feasibility     studies,      human         resource Kai Tataki –a-Rohe               $490,000    75%
development, business system development
and governance development. These cover a range of sectors and include social services, justice, health
and education.

The Kaitataki-a-rohe budget is a new program that provides resources for specialist skills to work with
specific community initiatives. Community planning work is underway in the Far North, Mid North and
Kaipara areas.




    Te Puni Kokiri Tai Tokerau has a staff of seven covering the area from Te Hana in the south to Te Rerenga
    Wairua in the north. Its regional office is based in Whangarei and there is also an office situated in Kaitaia.
                                                                                                                        26

                                                                          Work and Income
Strategies and Resources that contribute to Social Development in Northland
Strategic goal 1:
Improve sustainable outcomes for priority groups, namely Maori, youth, mature clients, sole parents,
clients with disabilities, and long-term unemployed.
Like all government departments, Work and Income manages a rationed resource for the delivery of services.
Around half of all new job seekers (those unemployed for 0-26 weeks) find employment with little or no
assistance. Therefore our resources and activities are prioritised to key client groups – those who are at risk of
becoming long-term unemployed or socially excluded. Correspondingly, our purchasing strategy is increasingly
targeted towards those groups who need help in overcoming barriers to sustainable employment and
independence.
Clients in priority groups tend to have a range of needs that Work and Income alone cannot meet. By working
with other agencies, for example those involved with housing and health, we can start to address those issues
and help create the circumstances under which clients can achieve a greater degree of independence.
The priority groups for Northland are Maori, who make up more than 60% of the job seekers register; youth,
who represent a quarter of job seekers; mature clients (40-65 years of age) who account for one third of the
register; sole parents; clients with disabilities; and those who have been registered as unemployed for more
than 26 weeks.
Strategic goal 2:
Collaborate with leaders, communities and                   Our Community Commitment                  Forecast      Budget
agencies in Northland to develop the capacity of                   Programme                         new starts       $
individuals, leading to positive social, cultural and   Taskforce Green                                220         958,890
economic growth.
The development of individual clients contributes to    Activity in the Community                      741         205,000
the economic and social growth of the region,           Job Plus                                     1,200        3,791,398
which in turn will create more jobs and                 Job Plus Training                               25          20,320
employment opportunities.       By working with         Job Connection                                  55         298,187
leaders and communities, and across traditional
                                                        Self Employment                                 50         424,519
agency boundaries, we will be more effective in
reducing social exclusion. We will also be more         Work Start                                   2,800         429,183
effective in developing individuals by increasing       Work Track General                             450         105,236
their capacity to take advantage of emerging            Work Track (Maori and Pacific Clients)         240          65,856
training and employment opportunities.                  Work Action                                    300          60,000
To this end we will work closely with a range of        In-Work Support                                300         173,331
employers, agencies, iwi and community groups           Contracted services                          1,593        1,092,675
to ensure that the Northland job seeker
                                                        Training opportunities                         450        5,751,000
population is suitably positioned to access new
jobs as they are identified. Training needs             Residential training                            60         185,000
identified throughout the region will be met            Specialist vocational       services   for     331        1,800,000
through an alignment between Work and                   people with disabilities
Income, Skill NZ and employers.
The key to improving employment outcomes for clients is to ensure that any contracted services purchased are
aligned to and meet the needs of industry. We involve industry in approving many of the skill-based training
courses that we purchase, and also work with individual employers to provide tailor-made programmes where
job opportunities exist.
Strategic goal 3:
Actively contribute to and support regional development through social coalitions.
Regional development brings jobs and is therefore critical to the reduction of unemployment. Work and Income
Northland will continue to engage in extensive opportunities to support local regional development. We will also
continue to work with individual employers and industries to train people to meet their employment needs, and
with clients to provide them with the necessary range of skills. We will work proactively with employers, offering
our services to new employers in the region and working with industry to address skill shortages.
Civic leaders and government agencies in Northland are also creating a social development strategy in the form
of a five-year vision aimed at revitalising the region. Led by the three mayors and the regional council, the
strategy is an attempt to co-ordinate delivery of all government services. Work and Income is fully committed to
this strategy, which is aligned to the Ministry of Social Development‟s own strategies, and will keep our
commitment to collaborate with other agencies and groups to ensure the best service for clients and
communities.

  Work and Income operates out of eight service centres in Northland (Kaitaia, Kaikohe, Kerikeri, Kawakawa, Kamo,
  Dargaville, Onerahi, Whangarei.
                                                                                                                 27


                                                        Interagency Collaboration Initiatives


Family Start


Family Start is a new early intervention service solely funded by MOE, MOH and CYFS. It has been running
for three years.

The main features of Family Start are:

   it is preventative – providing support for families with newborn infants, rather than intervening later on
    when problems have become entrenched
   it provides additional support responsive to family needs, rather than a sector specific approach
   it is based on family workers working alongside parents in the home (and can be sustained right up to
    the time the child goes to school) and
   it is a voluntary programme.

The functions of the family worker are:

   helping to develop and support positive parenting behaviours
   co-ordinating access to other services (eg specialist services for children or their parents)
   providing advice and help to meet family needs (eg helping families obtain better accommodation or to
    improve money management) and
   strengthening support networks for the family.

Family Start is not intended as a replacement for other programmes such as Wellchild care (universal
pregnancy and child health services), general and specialist health services, early childhood education
services and family support groups.

Families will be offered the programme when a child is born, through referral from medical professionals
such as general practitioners, maternity carers and Wellchild providers.

In Northland, Family Start operates in Kaitaia and Whangarei. The two programmes are expected to work
with up to 400 families, helping children have the best possible start in life.
.

Heartland Services


Heartland Services is an interagency collaboration initiative about improving access to government services
in provincial and rural New Zealand.

The Heartland Services Initiative has two components:
 A Service Centre from where government services can be delivered whenever Government
    Departments' representatives are in town. These centres will, in the main, be located in the towns that
    serve as the administrative centre of rural local authorities.
 An Outreach Service that will involve a number of agencies synchronising their visits to remote
    communities once or twice a month to provide a face-to-face service to rural clients. Outreach Services
    operate out of existing local community facilities which may include community centres, district council
    service centres, medical centres or Iwi/Maori service centres.

Heartland Service Centres

The concept of a Heartland Service Centre is a one-stop-shop from which the local population may access
a range of Government, and perhaps other related services.
A Heartland Services Co-ordinator or receptionist is based at the Centre five days a week to provide an
ongoing link between agencies (most of which may only come to town one to four days a month).
A public telephone to access Government 0800 numbers and computer access to Government websites,
will also be made available.
                                                                                                         28


Heartland Service Centres take several different forms – some are based in existing government owned or
leased premises like Work and Income offices or Court Hearing Centres; some are in premises leased
specifically for Heartland Services and others are based in community premises. In Northland there are
three Heartland Service Centres, all based in Work & Income premises, in Kaitaia, Kaikohe and Dargaville.

Outreach Services

In Northland outreach services are currently provided to Opononi and Kaeo.

Participating Agencies

Government agencies or government funded agencies participating in Heartland Services vary from location
to location, but include ACC, Career Services, Housing NZ, Community Employment Group (Department of
Labour) Occupational Safety & Health Unit (DOL) Employment Relations Service (DOL), Inland Revenue,
Maori Land Court, Tenancy Services and Work and Income.

Heartland Services Centre operations are funded by an appropriation to the Ministry of Social Development.

Regional Intersectoral Fora

The Regional Intersectoral Fora (or RIF) is a state sector mechanism set up by the Ministry of Maori
Development (TPK) at the direction of Government for responding to the capacity-building needs and
priorities of whanau, hapu, iwi, Maori organisations and Maori communities at the local and regional level.

These fora comprise the senior management representatives from each Government agency operating
within each region. The Northland RIF has been in operation for more than two years and meets bi-monthly
in Whangarei.


Strengthening Families

Within Northland an interagency partnership between government and non-government agencies exists to
provide co-ordinated support services for at-risk children, young people and their families/whanau.

The partnership is called Strengthening Families. Strengthening Families is about collaboration. Its goal is
to improve (through agencies working collaboratively together) life outcomes for children and young people
in families at risk, such as:

   better health
   improved educational attainment
   better job prospects
   improved ability to form positive relationships.

The Strengthening Families initiative works off two basic assumptions:

   that what goes on in families has a profound impact on outcomes for children
   that a collaborative approach across sectors – involving families and agencies together in support
    systems – is more effective than unilateral, separate interventions.

The partnership includes the schools, the health service (community and mental health) Group Special
Education of Ministry of Education, Housing NZ Corporation, Child, Youth and Family, Police Youth Aid,
Community Probation, ACC, Inland Revenue Child Support, Internal Affairs, Plunket, Work & Income, Social
Workers in Schools, RTLB‟s and other community based organisations.

Strengthening Families Management Groups operate in Kaitaia, Kaikohe, Kerikeri, Whangarei and
Dargaville. Strengthening Families is funded from a pool contributed to by eight government agencies. A
small discretionary fund is held by each local management group in Northland to support collaborative case
management plans for children/young people.
                                                                                                          29


Social Workers in Schools


Social Workers in Schools (SWIS) is a multi-agency initiative funded and contract-managed by the
Department of Child, Youth and Family and involving the Ministries of Health, Education, Pacific Island
Affairs and Te Puni Kokiri. It has been developed as a Strengthening Families initiative. The programme
was first introduced in 1999. There are now 70 social worker positions providing professional social work
services to children and families in more than180 schools. The programme is targeted to low decile primary
and intermediate schools (1-5) and recognises the special needs of Maori and Pacific children and families
within these schools.

The model for SWIS emphasises strengths-based social services that respond flexibly and professionally to
the needs of children and families who use these services on a voluntary basis. Schools are sites for social
work interventions because they provide a non-threatening point of access for most families. Social workers
are funded to provide a variety of professional services for children and families including assessments,
working directly with individual children and families and delivering early intervention and preventative
programmes to groups of children and their families.

Because the service is voluntary and independent of schools and of statutory agencies, social workers have
been able to develop strong and effective relationships with the children and their families. These
relationships have been instrumental in effecting major changes in the functioning of the families and their
capacity to respond to the issues facing them and their children. By promoting a willingness to embrace
change and enhancing families‟ resources to effect change, there have been major improvements in the
educational, health and social experiences of children. In some areas change has been transformational,
with families‟ abilities to deal with the issues facing them and their children showing dramatic improvement.

In Northland, Social Worker in School clusters cover delegated primary schools in Dargaville, Whangarei,
Kawakawa, Kaikohe, Hokianga and most recently, Kaitaia.
             Appendix                                                                                                                                                                                  30
Demographic Profile - Northland
                                                                                     Total Population                                                         Ethnic Groups (total responses)
                                              Far North Dis      Whangarei Dis         Kaipara Dis           Combined           New Zealand
                                            Number % of Dis Number % of Dis Number % of Dis Number Percent                    Number      Percent                  Far Whangarei Kaipara NZ
                                                                                                                                                                  North
Usually Resident Population 2001 Census       54,576              68,091              17,457               140,127            3,737,280             European      66.3%   83.3%   85.9% 80.1%
Change in UR Population since 1991             7,110   15.0%         5,835   9.4%       408     2.4%        13,356   10.5%     363,354     10.8% Maori            44.7%      24.1%     22.1% 14.7%
Census
Median Age (Years)                              36.6                  36.7              37.9                  36.8                 34.8             Pacific        2.7%       2.1%      2.0%    6.5%
UR Population Aged 65 and Over                 6,825   12.5%         9,561   14.0%     2,313   13.2%        18,702   13.3%     450,426     12.1% Asian             1.3%       1.9%      0.9%    6.6%
UR Population Aged Under 15                   14,370   26.3%      16,464     24.2%     4,344   24.9%        35,175   25.1%     847,740     22.7%
UR Population Aged 15 Years and Over with  11,421      37.4%      13,866     32.3%     4,257   39.3%        29,544   35.0%     686,226     27.6% All figures have been randomly rounded
No Qualifications                                                                                                                                to base 3.
Median Total Personal Income ($)          $14,100                $16,400             $15,800               $15,200             $18,500
UR Population Aged 15 Years and Over           2,133     6.6%        4,002   8.9%       891     7.8%         7,026   7.9%      294,462     11.5% Percentages are calculated against complete
earning more than $50,000                                                                                                                        returns using rounded data; ie excluding cases
Unemployment Rate                              2,694   12.2%         3,000   9.7%       540     6.7%         6,234   10.2%     139,908      7.5% where no answers were provided.
Households with internet access                4,404   26.0%         7,380   31.0%     1,512   24.8%        13,296   28.4%     482,361     37.4%
Households without a telephone                 1,599     9.4%        1,080   4.5%       315     5.2%         2,994   6.4%       48,297      3.7% Maori ethnic group includes those who stated
Two-parent families with children              5,079   37.7%         6,873   38.1%     1,893   41.0%        13,845   38.3%     407,793     42.1% Maori as either their sole ethnic group or as one
Single parent families with children           3,078   22.9%         3,744   20.8%      771    16.7%         7,593   21.0%     182,916     18.9% of several ethnic groups.


                                              Maori Ethnic Population                                                                               Households without a telephone also includes
                                              Far North Dis      Whangarei Dis         Kaipara Dis           Combined           New Zealand         not stated.
                                            Number % of Dis Number % of Dis Number Percent Number Percent                     Number      Percent
Usually Resident Population 2001 Census       21,729              15,369               3,639                40,737             526,281              Unemployment Rate is calculated by dividing the
Change in UR Population since 1991             2,169   11.1%         2,490   19.3%      468    14.8%         5,130   14.4%      91,434     21.0% Total Labour Force by people Unemployed,
Census                                                                                                                                           using
Median Age (Years)                              23.8                  21.2              21.7                  22.5                 21.9          Census 2001 information. This rate will differ
UR Population Aged 65 and Over                 1,326     6.1%         609    4.0%       183     5.0%         2,118   5.2%       17,637      3.4% from the official Household Labour Force Survey
UR Population Aged Under 15                    8,178   37.6%         6,021   39.2%     1,380   37.9%        15,582   38.3%     196,482     37.3% Unemployment Rate.
UR Population Aged 15 Years and Over with      5,592   51.0%         3,708   47.0%      957    51.5%        10,257   49.5%     122,472     43.6%
No Qualifications
Median Total Personal Income ($)            $12,000              $13,300             $12,800               $12,500             $14,800              No Qualification is based on Highest
                                                                                                                                                    Qualiifcation
UR Population Aged 15 Years and Over             312     2.7%         321    4.0%        54     2.8%          684    3.2%       14,853      5.2%
earning more than $50,000
Unemployment rate                              1,707   22.1%         1,317   22.6%      219    16.2%         3,237   21.7%      37,497     16.8% Total Personal Income includes all sources of
                                                                                                                                                  income
Households with internet access                  n/a       n/a         n/a     n/a       n/a         n/a       n/a      n/a         n/a       n/a
Households without a telephone                   n/a       n/a         n/a     n/a       n/a         n/a       n/a      n/a         n/a       n/a UR refers to Census Usually Resident
                                                                                                                                                  Population Count
Two-parent families with children                n/a       n/a         n/a     n/a       n/a         n/a       n/a      n/a         n/a       n/a
Single parent families with children             n/a       n/a         n/a     n/a       n/a         n/a       n/a      n/a         n/a       n/a n/a refers to Not Applicable
Source: Statistics New Zealand, Census of Population and Dwellings

								
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