Agenda of Governance and Strategic Relationships Committee Meeting

Governance and Strategic Relationships Committee Meeting Agenda

28 November 2018

GOVERNANCE AND STRATEGIC RELATIONSHIPS COMMITTEE MEMBERS REGISTER OF INTERESTS

Name	Responsibility (i.e. Chairperson etc)	Declaration of Interests	Nature of Potential Interest	Member's Proposed Management Plan
Hon John Carter QSO	Board Member of the Local Government Protection Programme	Board Member of the Local Government Protection Programme
Hon John Carter QSO	Carter Family Trust
Tania McInnes	Director – GBT Ventures Ltd	Company not currently operational		Will notify Council if company becomes operational.
	Member of Northland Conservation Board		Conservation matters not aligned with Council policy.	Will notify Council should a perceived conflict arise.
	Trustee – Northland Youth Education Trust		No perceived conflicts	Will notify Council should a perceived conflict arise.
	Founder – Bay of Islands Women’s Nexus	No perceived conflicts. An informal organisation
	Own a section on Seaview Road, Paihia 0200
	Having worked within the organisation in the early 2000’s, I know a number of staff, none of which I am close with.
Colin Kitchen	No form received
Dave Hookway	Resident shareholder in Kerikeri Irrigation			Declare if issues arise.
	Shareholder in Farmlands.			Declare if issues arise.
	Employee – Northland District Health Board – Public Health Unit – Health Improvement Advisor		Am employee have no personal gain.	Declare employment should issues concerning the Northland DHB arises.
	On property in Waipapa West Rd.		Possible issues relating to the street or zoning.	Declare when appropriate.
John Vujcich	Board Member	Ngati Hine Health Trust	Matters pertaining to property or decisions that may impact of their health services	Declare interest and abstain
	Board Member	Pioneer Village	Matters relating to funding and assets	Declare interest and abstain
	Director	Waitukupata Forest Ltd	Potential for council activity to directly affect its assets	Declare interest and abstain
	Director	Rural Service Solutions Ltd	Matters where council regulatory function impact of company services	Declare interest and abstain
	Director	Kaikohe (Rau Marama) Community Trust	Potential funder	Declare interest and abstain
	Partner	MJ & EMJ Vujcich	Matters where council regulatory function impacts on partnership owned assets	Declare interest and abstain
	Member	Kaikohe Rotary Club	Potential funder, or impact on Rotary projects	Declare interest and abstain
	Member	New Zealand Institute of Directors	Potential provider of training to Council	Declare a Conflict of Interest
	Member	Institute of IT Professionals	Unlikely, but possible provider of services to Council	Declare a Conflict of Interest
	Member	Kaikohe Business Association	Possible funding provider	Declare a Conflict of Interest
Cr Kelly Stratford	Office manager at Kinghans.
	Denture assistant at Kawakawa denture Services self-employed as book keeper Kelly@ksbookkeeoing.net	None	None
	KS Bookkeeping and Administration	Business owner, bookkeeping and development of environment management plans for clients.	None perceived	I’d step aside from decisions that arise, that may have conflicts.
	Kinghans Accounting	Office Administration	None perceived	Step aside from decisions that arise, that may have conflicts.
	Waikare Marae Trustees	Trustee	May be perceived conflicts	Case by case basis
	Kawakawa Business & Community Association	Committee member/newsletter editor and printer	None perceived	If there was a perceived conflict, I will step aside from decision making
	Bay of Islands College	Parent elected trustee	None perceived	If there was a perceived conflict, I will step aside from decision making
	Karetu School Bay Cosmos Soccer	Parent elected trustee. Committee member and coach	None perceived	If there was a perceived conflict, I will step aside from decision making
	Property in Waikare and Moerewa			If there was a perceived conflict, I will step aside from decision making
	Coffee and food	Ratepayers sometimes 'shout' food and beverage	Bias or pre-determination	Case by case
Kelly Stratford (Husband)	Puketona Junction Café 39 Gillies Café	Barista & Chef Barista	N/A	N/A
Kelly Stratford (Husband)	Property in Moerewa		N/A	N/A

Governance and Strategic Relationships Committee Meeting Agenda

28 November 2018

3 Confirmation of Previous Minutes

3.1 Confirmation of Previous Minutes

File Number: A2189135

Author: Kate Barnes, Governance Support Team Leader

Authoriser: Michelle Sharp, Manager - District Administration (Acting)

Purpose of the Report

To allow the Committee to confirm that the minutes are a true and correct record of the previous meeting.

Recommendation

That the Governance and Strategic Relationships Committee confirm the minutes of the meeting held 26 July 2018 as a true and correct record.

1) Background

Local Government Act 2002 Schedule 7 Section 28A states that a local authority must keep minutes of its proceedings. The minutes of these proceedings duly entered and authenticated as prescribed by a local authority are prima facie evidence of those meetings.

2) Discussion and Options

The minutes of the meeting are attached. Far North District Council Standing Orders Section 27.3 states that no discussion shall arise on the substance of the minutes in any succeeding meeting, except as to their correctness.

Reason for the recommendation

The reason for the recommendation is to confirm the minutes are a true and correct record of the previous meeting.

3) Financial Implications and Budgetary Provision

There are no financial implications or the need for budgetary provision as a result of this report.

Attachments

1. 2018-07-26 GSR Committee unconfirmed minutes - A2149196 ⇩

Compliance schedule:

Full consideration has been given to the provisions of the Local Government Act 2002 S77 in relation to decision making, in particular:

1. A Local authority must, in the course of the decision-making process,

a) Seek to identify all reasonably practicable options for the achievement of the objective of a decision; and

b) Assess the options in terms of their advantages and disadvantages; and

c) If any of the options identified under paragraph (a) involves a significant decision in relation to land or a body of water, take into account the relationship of Māori and their culture and traditions with their ancestral land, water sites, waahi tapu, valued flora and fauna and other taonga.

2. This section is subject to Section 79 - Compliance with procedures in relation to decisions.

Compliance requirement	Staff assessment
State the level of significance (high or low) of the issue or proposal as determined by the Council’s Significance and Engagement Policy	Low.
State the relevant Council policies (external or internal), legislation, and/or community outcomes (as stated in the LTP) that relate to this decision.	Standing Orders.
State whether this issue or proposal has a District wide relevance and, if not, the ways in which the appropriate Community Board’s views have been sought.	N/A
State the possible implications for Māori and how Māori have been provided with an opportunity to contribute to decision making if this decision is significant and relates to land and/or any body of water.	None
Identify persons likely to be affected by or have an interest in the matter, and how you have given consideration to their views or preferences.	Elected members.
State the financial implications and where budgetary provisions have been made to support this decision.	None
Chief Financial Officer review.	The Chief Financial Officer has not reviewed this report.

Governance and Strategic Relationships Committee Meeting Agenda

28 November 2018

MINUTES OF THE MEETING OF THE governance and strategic relationships held in the council CHAMBER, MEMORIAL AVENUE, kaikohe ON 26 July 2018 COMMENCING AT 10.00 aM

PRESENT

Chairperson
Tania McInnes Deputy Mayor
Councillors
Ann Court
Dave Hookway
Colin Kitchen
Sally Macauley
John Vujcich
Kelly Stratford
Hon John Carter	Mayor
STAFF PRESENT
Shaun Clarke	Chief Executive Officer
Andy Finch	General Manager Infrastructure and Asset Management
Sheryl Gavin	Acting General Manager Strategic Planning and Policy
Matt Bell	Acting General Manager Corporate Services
Kate Barnes	Team Leader Governance Support
Jaime Dyhrberg	Executive Office
Glenn Rainham	Manager Alliances
Suzanne Duncan	Policy and Strategy Specialist
Melissa Wood	Meetings Administrator
Maryn Ashby	Meetings Administrator
Paul Carr	Manager – Infrastructure Project Delivery
Roger Ackers	Manager – Strategy Development
Liz Davidson	Executive Assistant to the CEO

1.0 confirmation of previous minutes

Agenda item 2.0, document number A2127806, pages 1-4 refers.

Resolved Deputy Mayor McInnes/Court

That the Governance and Strategic Relationships Committee confirm that the minutes of the meeting held 31 May 2018 are a true and correct record.

Carried

2.0 mana-whakahono-a-rohe

Agenda item 3.0, document number A2113721, pages 7-82 refers.

Moved Deputy Mayor McInnes/Court

That Governance and Strategic Relationships Committee recommend that Council initiate Mana Whakahono-ā-Rohe with a hapū only after it has established a relationship with that hapū.

Moved Hookway/HWTM Carter

That the report lie on the table.

Councillor Hookway requested a vote by division.

Ayes Noes

Hookway Court

HWTM Carter Deputy Mayor McInnes

Kitchen

Macauley

Vujcich

Stratford

Motion lost.

Amendment moved Deputy Mayor McInnes/Stratford

That Governance and Strategic Relationships Committee recommend that Council can initiate Mana Whakahono-ā-Rohe with a hapū or collective of hapū only after it has established a relationship with that hapū or collective of hapū.

Councillor Hookway requested a vote by division.

Ayes Noes Abstain

Court Hookway

HWTM Carter

Deputy Mayor McInnes

Kitchen

Macauley

Vujcich

Stratford

The amendment became the substantive motion.

Councillor Hookway requested a vote by division.

Ayes Noes Abstain

Court Hookway

HWTM Carter

Deputy Mayor McInnes

Kitchen

Macauley

Vujcich

Stratford

Carried

3.0 COMMUNITY BOARD CHAIRS AND COUNCIL COMMITTEES

Agenda item 4.0, document number A2119885, pages 83-85 refers.

Moved Stratford/Vujcich

That the Governance and Strategic Relationships Committee recommends that Council:

a) revokes the resolution of 28 February 2018: That Council appoints the Community Board chairs to the Infrastructure Network Committee and Audit, Risk, Finance Committee with speaking but not voting rights.

b) requests that Infrastructure Network Committee and Audit, Risk, Finance Committee consider allowing the attendance of Community Board Chairpersons at their meetings with speaking rights, not voting rights.

Amendment moved Hookway/Stratford

That the Governance and Strategic Relationships Committee recommends that Council:

b) instructs the Infrastructure Network Committee and Audit, Risk, Finance Committee to allow the attendance of Community Board Chairpersons at their meetings with speaking rights, not voting rights.

Councillor Hookway requested a vote by division.

Ayes Noes Abstain

Hookway Court Vujcich

HWTM Carter

Deputy Mayor McInnes

Kitchen

Macauley

Stratford

The amendment became the substantive motion.

That the Governance and Strategic Relationships Committee recommends that Council:

b) instructs the Infrastructure Network Committee and Audit, Risk, Finance Committee to allow the attendance of Community Board Chairpersons at their meetings with speaking rights, not voting rights.

Councillor Hookway requested a vote by division.

Ayes Noes Abstain

Hookway Court Vujcich

HWTM Carter

Deputy Mayor McInnes

Kitchen

Macauley

Stratford

Carried

4.0 Public EXCLUSION

Agenda item 5.0 refers.

4.1. Resolution to Exclude the Public

Resolved HWTM Carter/Vujcich

Resolution to exclude the public:

a) That the public be excluded from the meeting pursuant to section 48(1)(a) of the Local Government Official Information and Meetings Act 1987 on the grounds that the public conduct of the proceedings would be likely to result in the disclosure of information for which good reason for withholding exists, while the matters listed below are being dealt with for the reason as set out below;

1.0 CEO Quarterly Performance Report for the period ending 30 June

2018

2.0 Chief executive officer’s key performance indicators for 2018/19

To protect the privacy of natural persons.

Councillor Hookway requested a vote by division.

Ayes Noes

Court Hookway

HWTM Carter

Deputy Mayor McInnes

Kitchen

Macauley

Vujcich

Stratford

Carried

5.0 CONFIRMATION OF DECISIONS AND INFORMATION IN OPEN MEETING

Agenda item 6.0 refers.

Resolved Deputy Mayor McInnes/Kitchen

That the Governance and Strategic Relationships Committee confirms that

a) the information and decisions contained in the part of the meeting held with the public excluded are not to be restated in public

Carried

6.0 Close of meETING

The meeting closed at 10.56 am

Chairperson

____/____/____

Governance and Strategic Relationships Committee Meeting Agenda

28 November 2018

4 Strategic Planning and Policy Group

4.1 Te Runanga O Whaingaroa Memorandum of Understanding

File Number: A2141546

Author: Phill Grimshaw, Strategic Advisor - Maori

Authoriser: Darrell Sargent, General Manager - Strategic Planning and Policy

Purpose of the Report

To seek a recommendation from the Committee that Council enter into a relationship agreement (or memorandum of understanding) with Te Rῡnanga O Whaingaroa.

Executive Summary

· The purpose of this report is to provide the Governance and Strategic Relationships Committee with an understanding of a proposed Memorandum of Understanding between the Far North District Council and Te Rῡnanga O Whaingaroa.

· The Memorandum of Understanding provides the opportunity to formalise a commitment to work together to identify, develop and achieve mutually beneficial outcomes.

· This form of relationship will improve Council’s engagement with Te Rῡnanga O Whaingaroa, and lead to an ongoing relationship that will bring mutual benefits to both organisations.

Recommendation

That the Governance and Strategic Relationships Committee makes the following recommendation to Council:

a) That Council agrees to enter into a Memorandum of Understanding with Te Rῡnanga O Whaingaroa.

1) Background

As part of Council’s 2015-2025 LTP, the intent was signalled to develop relationship frameworks to take forward work on Māori development and engagement. Council, therefore identified and prioritised that it would explore and enter into partnership arrangements, such as Memorandum of Understanding (MoU), with willing iwi and hapῡ to formalise joint commitments to work together to identify, develop and achieve mutually beneficial outcomes.

Within the 2018-2028 LTP, Council has maintained its position that it is committed to encouraging and developing further relationships at both the governance and operational levels.

Individual or collective MoU can be a valuable tool in seeking closer and more meaningful working relationships with Māori on a wide range of issues affecting Māori areas of interest, and shared projects for shared outcomes.

Council has developed a relationship with Te Rῡnanga O Whaingaroa over a number of years through co-funding their iwi resource management plan through to facilitating a relationship between the Rῡnanga, the Corrections Department and the Ministry of Social Development regarding their social housing obligations.

Te Rῡnanga O Whaingaroa (TROW) have identified that they wish to develop an MoU that would firstly identify the principles of a relationship.

2) Discussion and Options

The opportunity of entering into relationship agreements is seen by iwi and hapῡ as an opportunity to develop a relationship with Council.

The draft MoU has been co-developed with TROW (See Attachment 1). Its primary goal is for both parties to actively engage with one another on matters that occur within the rohe of TROW and it also identifies the principles for the relationship. The initial term of the MoU is suggested to be three years with an annual review. TROW has endorsed the attached MoU.

Reason for the recommendation

A draft MoU has been developed in conjunction with Te Rῡnanga O Whaingaroa and there is now an opportunity to enter into a high level relationship.

3) Financial Implications and Budgetary Provision

There is no immediate financial implication as there is budgetary provision for developing MoUs.

Attachments

1. Te Runanga O Whaingaroa Memorandum of Understanding - A2141081 ⇩

Compliance schedule:

Full consideration has been given to the provisions of the Local Government Act 2002 S77 in relation to decision making, in particular:

1. A Local authority must, in the course of the decision-making process,

a) Seek to identify all reasonably practicable options for the achievement of the objective of a decision; and

b) Assess the options in terms of their advantages and disadvantages; and

2. This section is subject to Section 79 - Compliance with procedures in relation to decisions.

Compliance requirement	Staff assessment
State the level of significance (high or low) of the issue or proposal as determined by the Council’s Significance and Engagement Policy	This issue is considered to be of low significance. This assessment is based on the recommendation in this report not meeting the threshold for the following criteria: · Financial impacts · Level of public interest · Effect on the district or ward · Effect on individuals of communities · Levels of Service.
State the relevant Council policies (external or internal), legislation, and/or community outcomes (as stated in the LTP) that relate to this decision.	The development of a relationship via this MoU is relevant to Council’s community outcomes and is a specific strategic priority when considering working with partnership with Māori as identified within the 2018-2028 LTP.
State whether this issue or proposal has a District wide relevance and, if not, the ways in which the appropriate Community Board’s views have been sought.	The Community Board’s views have not been sought.
State the possible implications for Māori and how Māori have been provided with an opportunity to contribute to decision making if this decision is significant and relates to land and/or any body of water.	The ability to provide engagement opportunities in conjunction with a formalised relationship agreement will enable both parties to work more collaboratively to achieve mutually beneficial outcomes. This will allow TROW to be in a better position to safeguard their culture, traditions and taonga.
Identify persons likely to be affected by or have an interest in the matter, and how you have given consideration to their views or preferences.	There are no particular issues for the disabled community, children and older persons and TROW’s strategic development in the social development space
State the financial implications and where budgetary provisions have been made to support this decision.	Budgetary provision has been provided for.
Chief Financial Officer review.	The Chief Financial Officer has reviewed this report

Governance and Strategic Relationships Committee Meeting Agenda

28 November 2018

4.2 Iwi / Hapū / Māori Relationship Agreements Status Report

File Number: A2248769

Author: Phill Grimshaw, Strategic Advisor - Maori

Authoriser: Darrell Sargent, General Manager - Strategic Planning and Policy

Purpose of the Report

To provide a status report to the Committee on Council’s current and proposed relationship agreements with Iwi, Hapῡ and Māori.

Executive Summary

Council has Memorandums of Understanding with the following entities:

· Te Rῡnanga o Te Rarawa

· Te Rῡnanga o Ngāti Hine; and

· Te Whiu Hapῡ Incorporated.

Further Memorandums of Understanding are currently in development or being discussed with the following entities:

· Te Rῡnanga o Whaingaroa

· Te Kahu o Taonui (the Iwi Leaders Forum)

· Te Rῡnanga o Ngāti Rehia

Discussions on a Memorandum of Intent with the Parahirahi Ngawha Waiariki Trust is currently underway.

Recommendation

That the Governance and Strategic Relationships Committee receives the Iwi / Hapῡ / Māori Relationships Agreements Status Report.

Background

As part of the 2018-2028 Long Term Plan, Council has signalled its intent to grow relationships with iwi, hapῡ and Māori. Council has indicated that it would explore and enter into relationship arrangements, such as Memorandums of Understanding (MoU), with willing iwi and hapῡ to achieve mutually beneficial outcomes.

Discussion and Next Steps

A. Council has the following MoUs in place.

Te Rῡnanga o Te Rarawa (TRoTR):

This was the first MoU Council agreed with an Iwi Authority. The signing took place in February 2015. The MoU is high level and is not supported by an associated work programme or plan.

The MoU is due for a review in February 2019. The review process is not prescribed, therefore Council and Rῡnanga staff are having discussions about a review process. The review is a discussion item for the Rūnanga’s Board meeting and will take into account their Treaty Settlement provisions. Post the Board meeting, a request to initiate a review may be made to Council.

Te Rῡnanga o Ngāti Hine:

This MoU was signed at Matawaia Marae on 13 May 2016 and does have an associated work plan. As part of the work plan, Ngāti Hine identified their priority areas which are as follows:

· District Plan review

· Rates review

· Infrastructure and Asset Management (IAM); and

· Budget allocation.

Two other projects, the Hundertwasser Project and the Rural Broadband Initiative, have subsequently been added. The annual meeting of the Strategic Governance Group was held on 15 March 2018. The Steering Group (SG) last met on 12 June 2018. The following are key action points:

· District Plan review

· Rating policies workshop; and

· IAM workshops.

Te Whiu Hapῡ Incorporated:

This MoU was signed at Tauwhara Marae on 04 February 2017.^{^[1]} The MoU is a high level principle based agreement originally around Resource Management Act issues. Te Whiu have recently signalled that they want to progress discussions around initiating a Mana Whakahono-ā-Rohe with Council.

B. MoUs under development:

Te Rῡnanga o Whaingaroa (TROW):

A draft MoU has been developed by Council staff and TROW. The draft MoU is similar to that of the Ngāti Hine MoU in its engagement / relationship approach.

The draft MoU is to be considered by the Governance and Strategic Relationships Committee (GSR) under a separate report on this Committee meeting agenda.

Te Kahu o Taonui (Iwi Leaders Forum):

The Iwi and Local Government Chief Executives (ILGACE) Forum has been tasked with developing a MoU for consideration by Te Kahu o Taonui and the Mayoral Forum. The ILGACE Forum is a strategic relationship between the Iwi Chief Executive’s Consortium and Local Government Chief Executives in the Northland Region. Participating Councils are Far North District Council, Whangarei District Council, Kaipara District Council and Northland Regional Council.

The revised MoU will have been considered at the ILGACE meeting on 13 November 2018 for wider support and adoption prior to it being considered by Te Kahu o Taonui.

The Parahirahi Ngawha Waiariki Trust:

The Trust is the proprietor of the Ngawha Pools and has leased the Ngawha Domain from Council for a 33 year term. Discussions have commenced with the Trust and a draft Memorandum of Intent is currently being developed and a workshop is proposed in December 2018.

Te Rῡnanga o Ngāti Rehia:

Council Staff are currently waiting on preferred dates from Ngāti Rehia to initiate discussions on the development of a MoU.

C. Policy and Strategy Status

Māori relationships will be supported by a Te Tiriti o Waitangi / Treaty of Waitangi Strategy and an accompanying policy around Māori input and participation in Council’s decision-making processes. Both the strategy and policy are currently under development.

Reason for the recommendation

To provide a status report to the GSR Committee on Council’s Iwi / Hapῡ / Māori Relationship Agreements.

Financial Implications and Budgetary Provision

There are no budgetary implications for existing MoU’s. Staff will monitor uptake of new agreements and work plans and where necessary budget provisions will be included in future Annual and / or Long Term Plans.

Attachments

Nil

Governance and Strategic Relationships Committee Meeting Agenda

28 November 2018

4.3 Sustainable District Strategy

File Number: A2251196

Author: Roger Ackers, Manager - Strategy Development

Authoriser: Darrell Sargent, General Manager - Strategic Planning and Policy

Purpose of the Report

This report seeks approval from the Committee to change the scope of the Sustainable District Strategy.

Executive Summary

· The current scope of the Sustainable District Strategy (District Strategy) is principally focused on fulfilling the District Vision – He Whenua Rangatira – A District of Sustainable Prosperity and Wellbeing. The achievement of the vision will be through the inclusivity and alignment of the people and organisations that have a vested interest in the future of the Far North.

· After undertaking background research on the development of the District Strategy, Administration considers that there is significant benefit in changing the scope of the project to focus on a comprehensive engagement and relationship building process with key stakeholders - including the authors of national and regional strategic plans and policies that impact the Far North District. This approach will allow a more effective strategy for the District to be developed, opportunities for leveraging local and national resources to be realised and aligned, and a clearer implementation path forward for the Strategy to be put in place.

Recommendation

That the Committee approve the proposed change in scope to the Sustainable District Strategy Project.

1) Background

On 27 August 2015 Council adopted the vision, values and expectations that came out of the Our Voices Our Vision Project (Attachment 1) with the intent that these would help in the framing of a future strategic direction for the District. Council also recommended that there be more community engagement to refine the strategic direction underpinning the vision.

On 26 April 2017 The Strategy Committee resolved to progress the work towards a Strategy to fulfil the District Vision - He Whenua Rangatira.

In July 2017 an external stakeholder reference group was established with the purpose of developing a draft vision statement for the Far North, including key goals and objectives.

In July 2017 a workshop with Elected Members was held. A draft discussion document for He Whenua Rangatira was developed post the workshop. However this document was not presented to Committee or Council for adoption.

In December 2017 an initial spatial analysis of constraints was workshopped with elected members.

In May 2018 workshops on future scenarios for the Far North District were completed with Council and invitees from the Northland Inter-sectoral Forum.

In June 2018 a design thinking workshop was completed with Administration.

On 26 September a workshop on identifying external stakeholder groups and partners who are strategically important and influential was completed.

2) Discussion and Options

Assessment of the scope of the current plan to deliver the Sustainable District Strategy

The current scope of the Sustainable District Strategy (District Strategy) is principally focused on fulfilling the District Vision - He Whenua Rangatira - A District of Sustainable Prosperity and Wellbeing.

In undertaking background analysis Administration considers that there is a significant opportunity that exists outside of the current scope, and that the success of the District Strategy will hinge on Council’s ability to identify, align and in some cases implement, regional and national strategies that affect the District.

Administration believes that a widening of the scope and deliverables of the District Strategy to include engagement with Crown agencies, and external influences will address issues and identify a wider set of opportunities, resulting in a more comprehensive and achievable strategy for the District. Alignment from the national level down will also provide better opportunities for leveraging local and national resources as well as providing a clearer implementation path forward for the Strategy.

This re-scoping will aim to separate the development of the strategy into three succinct phases of work.

1 - Research

This will include the identification of strategic partners and the analysis of national, regional and district wide plans and strategies that have been or could be applied within the District.

2 - Engagement

A comprehensive engagement phase that will look to open a dialogue with the entities or authors of strategies, and district stakeholders with the aim of identifying conflicts, overlaps, issues and opportunities, and forming long term partnerships to further development of the District.

This phase will also look to establish a sponsorship group that will champion the development of a District Strategy and the implementation of identified opportunities.

3 - Goal and policy development

The development of a District Strategy with a 60 year vision and a 30 year policy set.

4 - Development of a Spatial Plan

A spatial representation of the goals and outcomes contained within the District Strategy will be developed following the completion of the Strategy.

Administration proposes to bring a draft work plan for the development of the District Strategy to the December Council Meeting. This work program will outline the high level deliverables and timelines needed to complete this project.

Reason for the recommendation

It is recommended that the proposed scope change for the District Strategy be adopted so that:

· Strategic partner strategies are considered, opportunities are identified and a comprehensive set of goals can be developed for the District Strategy.

· Effective partner engagement and community consultation is completed so that the end product, the District Strategy, is a vehicle for change and a call to action for the District.

3) Financial Implications and Budgetary Provision

The financial year 2018-19 has a budget allocation to the following cost code:

· 3010 – Sustainable Environment Administration – Contractor and Professional Fees: $50,000

· Actuals plus commitments in this cost code come to $39,235 to date.

Currently for the financial year 2019-20 an operating budget of $50,000 has been requested to cover Contractor and Professional Fees for strategy development.

Attachments

1. Attachment 1: Our Vision Our Voices - Vision Values and Expectations - A2251210 ⇩

Compliance schedule:

Full consideration has been given to the provisions of the Local Government Act 2002 S77 in relation to decision making, in particular:

1. A Local authority must, in the course of the decision-making process,

a) Seek to identify all reasonably practicable options for the achievement of the objective of a decision; and

b) Assess the options in terms of their advantages and disadvantages; and

2. This section is subject to Section 79 - Compliance with procedures in relation to decisions.

Compliance requirement	Staff assessment
State the level of significance (high or low) of the issue or proposal as determined by the Council’s Significance and Engagement Policy	The District Strategy will be significant and will be subject to community engagement as a result. However the proposal in this paper to change the scope of the District Strategy is not significant because it does not meet the thresholds for the following: · Financial Impacts · Level of Public Interest · Effect on the district or ward · Effect on individuals or communities · Levels of Service
State the relevant Council policies (external or internal), legislation, and/or community outcomes (as stated in the LTP) that relate to this decision.	The proposal in this report to change the scope of the District Strategy has minimal relevance to Council policies, legislation and community outcomes as stated in the LTP.
State whether this issue or proposal has a District wide relevance and, if not, the ways in which the appropriate Community Board’s views have been sought.	The proposal in this report to change the scope of the District Strategy has District wide relevance as it proposes to include partners and key stakeholder groups in engagement and strategy alignment.
State the possible implications for Māori and how Māori have been provided with an opportunity to contribute to decision making if this decision is significant and relates to land and/or any body of water.	Iwi and hapū are included as Strategic Partners and therefore will be part of a full engagement plan and strategy alignment as proposed in the scope change to the District Strategy.
Identify persons likely to be affected by or have an interest in the matter, and how you have given consideration to their views or preferences.	Councillors Council Officers
State the financial implications and where budgetary provisions have been made to support this decision.	Financial implications and budgetary provisions have been identified in section 3 of this document.
Chief Financial Officer review.	The Chief Financial Officer has reviewed this report

Governance and Strategic Relationships Committee Meeting Agenda

28 November 2018

A Strategy for the Far North District – Te Tai Tokerau ki te Raki

During 2014 and 2015, the Council worked extensively with communities and used a visioning exercise to develop a shared long-term vision for the Far North District. The exercise known as ‘Our Voices – Our Vision’ was well received by communities with the views of nearly 1,200 residents captured through public submissions, attendance at meetings, social media engagement and emails. Its purpose was to create:

· A better future for the Far North;

· A clear statement of what is important to us;

· A platform for better decision-making and action; and

· Momentum for change.

Our Voices – Our Vision led to the adoption of a vision for the district, values by which we will achieve that vision and a set of expectations from the community that outline what they want to see in the Far North of the future.

Te Paerangi – Our Vision

He whenua rangatira – A district of sustainable prosperity and wellbeing

Deeply rooted in the history of the Far North District, the expression ‘He whenua rangatira’ was used in He Whakaputanga o Te Rangatiratanga o Nu Tireni (He Whakaputanga), the Declaration of Independence of the United Tribes of New Zealand. Recognised as New Zealand’s first constitutional document, He Whakaputanga was initially signed by 34 northern chiefs from the Bay of Islands and Hokianga at a meeting with British Resident, James Busby, at Waitangi on the 28^th of October 1835.^{^[2]}

As well as its use in He Whakaputanga, ‘he whenua rangatira’ was understood as the optimal standard of life where, during times of peace, people could utilise the land and resources freely to create prosperity and wellbeing for their community^{^[3]}. The concept of ‘he whenua rangatira’ is thought to have arisen from the necessity to maintain large-scale kūmara growing. Proverbs stressing that kūmara was the food of peacetime reinforce the notion that ‘whenua rangatira’ were peacetime and peaceful territories^{^[4]}.

In the early nineteenth century, Tāmaki residents and their neighbours shared a concept of an ideal pattern of occupation called whenua rangatira, which was referred to as ‘high grade land’. There would be a network of permanent settlement sites, spread across openly accessible territory and connected by seasonal routes^{^[5]}.

Our vision appropriately causes us to reflect on the past, consider its contribution to the present and how it will guide us into an uncertain future. It is a declaration of independence, an assertion of authority and a reminder of the intrinsic connection between the people and the land. Our vision encapsulates the aspirations of the people of the Far North today for a place where people and the whenua work to achieve prosperity and well-being for generations to come, the creation of ‘the most noble of lands’^{^[6]}.

Ngā Tikanga – Our Values

These values have guided the development of this strategy and will continue to guide the Council as it works towards the vision.

Tikanga	Values
Te manawatōpu	Unity of purpose and working together
Whanaungatanga	Family and community connecting and caring
Kaitiakitanga	Protection and environmental stewardship
Rangatiratanga	Empowerment, self-determination and self-reliance
Mana tangata	Respect and fairness
Tū tangata	Strong cultural identities
Te Tiriti o Waitangi	Partnership

Ngā Tūmanako – Our Expectations

The community articulated nine expectations through Our Voices – Our Vision for the Far North District they wanted to see in the future. These have been combined into three Strategic Goals for the Sustainable District Strategy.

Ngā Tūmanako	Our Expectations
He wāhi ātaahua	Valuing the outstanding beauty of our District
Oranga taiao, oranga tāngata	Nurturing the environment so it nourishes us
Oranga kāinga	A thriving local economy
Mana i te whenua	The role of tangata whenua is valued and respected
Te ira tangata	Rich cultural heritage and diversity is respected and celebrated
Whānau	A great place for our families to flourish
Tāngata whai ora	Healthy, safe, and purposeful people
He waka hourua	Fit for purpose infrastructure underpinning success
Kōkiri tahi	Empowered communities, working collaboratively

Governance and Strategic Relationships Committee Meeting Agenda

28 November 2018

4.4 Strategic Relationships

File Number: A2251251

Author: Roger Ackers, Manager - Strategy Development

Authoriser: Darrell Sargent, General Manager - Strategic Planning and Policy

Purpose of the Report

This report proposes the adoption of a set of stakeholders and partners that are strategically important to Council and influential in its operations and/or direction.

Executive Summary

· Council has recognised the need to focus on national, regional and district stakeholder groups and partners that are strategically important to the future of the Far North District.

· A Council workshop in September 2018 identified the stakeholder groups and partners considered to be strategically important and influential to Council. This report presents the output of the workshop for consideration by the Committee.

· Adoption of the list will trigger the development of work programmes aimed at growing and/or strengthening the quality of these relationships.

Recommendation

That the Committee approve the list of strategic stakeholders and partners as being strategically important to Council and request that staff commence the necessary planning to grow and strengthen the quality of these relationships.

1) Background

Council has made a commitment to understanding the quality of key stakeholder and partner relationships by the end of December 2018, and agreed that a relationship improvement programme be in place by the end of March 2019. This programme will target improving the relationships with partners and stakeholders that Council considers strategically important and influential, and will form a foundation to stakeholder engagement for the future development of the Sustainable District Strategy.

A workshop was held with Councillors on 26 September 2018 to identify the important and influential stakeholders across Council’s business. At the workshop, Elected Members worked in teams to rank stakeholders into categories – important high or low and influential high or low. The collected results were then analysed and have resulted in a list of stakeholders Councillors present on the day considered to be of strategic value to Council.

2) Discussion and Options

The following table identifies stakeholders that the attendees at the workshop in September consider as being high in importance and influence.

Stakeholder Group or Partner	Grouping
Northland Regional Council	Local Government
Northland Intersectoral Forum	Forum
District Health Board	Local Agency
Te Puni Kokiri	Central Government
Northland Transport Alliance	Alliance Partner
3 Waters Alliance	Alliance Partner
Far North Holdings Ltd	CCO
MSD/Community Investment	Local Agency
Mayoral Forum	Forum
Te Runanga a Iwi o Ngapuhi	Iwi Authority
Te Runanga o Ngati Hine	Hapū
Te Runanga o Te Rarawa	Iwi Authority
Te Runanga Nui o Te Aupouri Trust	Iwi Authority
Ngati Kuri Trust Board	Iwi Authority
Ngatiwai Trust Board	Iwi Authority
Top Energy	Utility
New Zealand Police	Central Government
Ministry of Civil Defence & Emergency	Central Government
Central Government Politicians	Politicians
Ministry of Health	Central Government
Te Hiku Development Trust	Community Trust
DIA - Community	Local Agency
Ngati Torehina	Hapū
Ministry of Social Development	Central Government
Department of Conservation Northland	Central Government
Ngati Rehia	Hapū
Te Roroa Whatu Ora Trust	Iwi Authority
Te Runanga-a-Iwi-o Ngati Kahu	Iwi Authority
Te Runanga o Whaingaroa	Hapū
Te Whiu Hapu Inc	Hapū
Local Government Commission	Central Government
MBIE	Central Government
Whangarei District Council	Local Government
Kaipara District Council	Local Government
CEO Forum	Forum
DIA Relationships C/L Government	Central Government
ILGACE	Forum
Local Government NZ	Advocacy
Ministry of Education	Central Government
Office of Treaty Settlements	Central Government
Civil Defence - District	Local Agency

Reason for the recommendation

To effectively manage relationships while focusing on achieving Council’s strategic goals, Council recognises that there is a need to grow and maintain relationships with key stakeholder groups and partners. The stakeholder groups and partners listed in this paper provide a commitment and focus for Council going forward and will be used as a basis for ongoing development of a Sustainable District Strategy.

3) Financial Implications and Budgetary Provision

No cost implications. All associated work is to be supported through existing budgets.

Attachments

Nil

Compliance schedule:

Full consideration has been given to the provisions of the Local Government Act 2002 S77 in relation to decision making, in particular:

1. A Local authority must, in the course of the decision-making process,

a) Seek to identify all reasonably practicable options for the achievement of the objective of a decision; and

b) Assess the options in terms of their advantages and disadvantages; and

2. This section is subject to Section 79 - Compliance with procedures in relation to decisions.

Compliance requirement	Staff assessment
State the level of significance (high or low) of the issue or proposal as determined by the Council’s Significance and Engagement Policy	Council Officers assess the proposal in this paper as being of low significance based on the following. The proposal will result in building positive relationships with stakeholders and the wider community. However the proposal in the paper itself does not warrant community consultation and engagement. There are no legislative requirements for the adoption of the proposal in this paper. The proposal is not inconsistent with previous Council decisions. The proposal is not significant based on financial impact, level of public interest, effect on individuals or communities or levels of service. The adoption of the proposal will result in the further engagement with iwi and hapū.
State the relevant Council policies (external or internal), legislation, and/or community outcomes (as stated in the LTP) that relate to this decision.	Key legislation: Local Government Act 2002 Local Government Rating Act 2002 Resource Management Act Council policies: Nil.
State whether this issue or proposal has a District wide relevance and, if not, the ways in which the appropriate Community Board’s views have been sought.	High quality strong relationships and partnerships with our community are considered to be of District-wide relevance. Community Board views were sought through the workshop in September.
State the possible implications for Māori and how Māori have been provided with an opportunity to contribute to decision making if this decision is significant and relates to land and/or any body of water.	Iwi and hapu are considered within the strategic relationships framework.
Identify persons likely to be affected by or have an interest in the matter, and how you have given consideration to their views or preferences.	Development of the framework has, at this stage, been limited to Council and Council staff only. The views and preferences of the community have not yet been sought, although in preparing a work programme for further development of relationships will entail some form of engagement with the relevant party.
State the financial implications and where budgetary provisions have been made to support this decision.	No financial implications.
Chief Financial Officer review.	The Chief Financial Officer has reviewed this report

Governance and Strategic Relationships Committee Meeting Agenda

28 November 2018

5 Corporate Services Group

5.1 Elected Members’ Engagement in Meetings, Workshops, and Development Opportunities July - October 2018

File Number: A2183091

Author: Kate Barnes, Governance Support Team Leader

Authoriser: Samantha Edmonds, General Manager - Corporate Services

Purpose of the Report

To support governance excellence by ensuring consistent opportunities for Elected Members to attend conferences, training, and other professional development activities.

Executive Summary

It is proposed that this information report be added as a standing item to the Governance and Strategic Relationships (GSR) Committee agenda.

The report will cover aspects of governance support and elected member activity such as travel, training and attendance at meetings, updates regarding governance development, as well as changes in portfolio assignments. The information may prompt further discussion or verbal updates from members regarding activities in their portfolios or other responsibilities but it is not intended that decisions will be required.

It will provide a single point of reference for related information and transparency to constituents regarding spending and members’ commitment to continuous improvement.

This report summarises elected member professional activities in the period since July 2018.

Recommendation

That the Governance and Strategic Relationships Committee receive the report Elected Members’ Engagement in Meetings, Workshops, and Development Opportunities July - October 2018.

Background

This report summarises elected member professional activities in the period since July 2018.

Council’s Elected Members’ Allowances and Reimbursement Policy sets out members’ entitlements to travel and training.

Discussion

During the reporting period, elected members have been offered the following collective training opportunities:

· Community engagement workshop – Inspiring Communities held a workshop on 17 August for Councillors and Community Board members with their partner, Jim Diers. Mr Diers is a community development expert from the United States. The workshop initiated ongoing work with Inspiring Communities to provide additional support and development to members in effective community engagement, activation and collaboration.

· Mana Whakahono-ā-rohe and Tangata Whenua Engagement – Councillors and Community Board chairs received a refresher regarding the Tangata Whenua Context in the Far North and an introduction to new engagement processes as a result of changes to the Resource Management Act, including Mana Whakahono-ā-rohe.

· Governance Diagnostics – The Mayor and Councillors have worked with LGNZ Equip to identify and build on their strengths as a governance team.

Members have attended the following conference and networking events:

· Local Government New Zealand Annual Conference – From 15-17 July 2018 HWTM Hon John Carter, Deputy Mayor Tania McInnes, Councillor Colin Kitchen, and Councillor Kelly Stratford attended the LGNZ Annual Conference in Christchurch. The 2018 conference theme was “We are firmly focused on the future: Future-proofing for a prosperous and vibrant New Zealand”. There was a strong focus on leadership and addressing the big challenges and opportunities facing New Zealand and its communities. Member reports on this event are attached.

Individual training has been taken up by the following members:

· Kaikohe-Hokianga Community Board chair Mike Edmonds attended Institute of Directors Governance Essentials Training on 29 October.

· New Community Board members Alan Hessell and Manuwai Wells are scheduled to attend the next round of New Elected Member Training with LGNZ (dates TBC).

As we develop this reporting routine, more data will be provided on annual professional development for each Elected Member.

Attendance report

The below table records member attendance across all formal meetings and workshops in July – October 2018.

Member absences may be for a variety of reasons, including other official Council business, pre-arranged leave, illness and other personal leave.

Elected member	Attendance rate July – October 2018
HWTM John Carter	83%
Deputy Mayor Tania McInnes	90%
Councillor Ann Court	90%
Councillor Dave Hookway	52%
Councillor Colin Kitchen	90%
Councillor Felicity Foy	76%
Councillor Sally Macauley	73%
Councillor Mate Radich	38%
Councillor Kelly Stratford	96%
Councillor John Vujcich	91%
KHCB Chairperson Mike Edmonds	83%
THCB Chairperson Adele Gardner	83%
BWCB Chairperson Terry Greening	83%

Financial Implications and Budgetary Provision

Community engagement training – work with Inspiring Communities is ongoing and final invoices yet to be determined. Approximate costs for workshop with 29 members on 17 August - $1,200

Engagement workshop – facilitated by FNDC staff.

LGNZ Conference – registration, accommodation, and travel for four members – approximately $9,000

Institute of Directors training - $1,445

Attachments

1. Kelly Stratford 2018 LGNZ Conference report - A2195286 ⇩

2. 2018 LGNZ Conference Report - A2195284 ⇩

Governance and Strategic Relationships Committee Meeting Agenda

28 November 2018

MEETING: GOVERNANCE AND STRATEGIC RELATIONSHIPS COMMITTEE 26 SEPTEMBER 2018

Name of item: ELECTED MEMBER TRAINING AND CONFERENCE ATTENDANCE REPORT

Author: Kelly Stratford - Councillor

Date of report: 15 August 2018

· Document number: A2195286

Event

LGNZ Conference 2018, AGM and Awards dinner, Christchurch

Purpose

This year LGNZ's annual conference and EXCELLENCE Awards was held in Christchurch from 15-17 July 2018. The 2018 conference theme was “Firmly focused on the future: Future-proofing for a prosperous and vibrant New Zealand”.

Almost 600 delegates attended, such as mayors, chairs, chief executives, councillors, community board members and senior management from New Zealand's councils, along with key players from the private sector, business, government and non-government agencies.

Report

Conference began with locally hosted tours around Christchurch. I set off on a walking tour in the rain. Learnt about technology advancements that Christchurch City Council are leading. Rubbish bin sensors which are reducing contractor visits to an empty bin, therefore council spend; parking sensors which can calibrate with mobility access vehicles, that alert wardens if car is not showing as mobility impaired occupant. People and cycle counters, which are assisting with planning and implementation of infrastructure. Development of seismic testing, and a dust monitor that cost 20K yes, that’s right 20k!

I then attended the LGNZ Annual General Meeting where thirteen policy remits were voted on. This year remits focused on infrastructure and funding, waste, climate change, the environment and social issues.

Climate change remit was the most controversial. The remit asked that LGNZ advocate to all major banks that they transition away from investments in fossil fuel industries and consider opportunities for long-term investments in low- or zero-carbon energy systems.

Proposed by Greater Wellington Regional Council the remit was designed to reinforce the Local Government Leaders’ Climate Change Declaration 2017, which advocated that “A clear and consistent pathway toward a low carbon and resilient future needs to provide certainty for successive governments, businesses and communities to enable transformative decisions and investments to be made over time.”

Following a vigorous, lengthy debate, the remit was narrowly lost by 50 per cent to 45, with 5 per cent abstaining. A remit requires 51 per cent or more to pass.

I attended the hui hosted by Te Maruata Roopu Whakahaere the board of representatives providing a support network for Maori elected members and local government staff. Unfortunately, I missed the hui held the day before as my flight was delayed. So, this was a great opportunity to catch up on our kaupapa.

Ngai Tahu opened the conference with a beautiful powhiri. Dave Cull introducing the conference theme, “focus on future proofing for a prosperous and vibrant New Zealand”, which included the launch of the new project on localism.

Minister of Finance Grant Robertson was warmly welcomed. He talked about Local Government and Central Government roles, and how the Coalition Government wants to work going forward. “Local issues require local leadership” is an assurance Hon Grant Robertson made in his address. Significant changes to how 3 Waters for example is managed is on the cards, and Central Government wants the sectors buy in before final decisions are made.

Sam Johnson spoke about local leadership and local governments role in facilitating volunteerism or a movement where people can participate whole heartedly in their community. One example was the Christchurch man who spends 40 hours a week mowing in the red zone, doing his bit to look after his community. The red-tape had to be worked around for this volunteer. But they made it happen!

Kylie Legge of Place Partners spoke passionately and challenged peoples thinking on placemaking. Its people focussed places, people are the centre of your decision-making - think of all the systems together. Important to look at what attracts or builds attachment to a place or project for people. What are the barriers? Vs what keeps people, makes them care? Very thought provoking.

Building a strong community – a tale of a new region was a collaborative session with NZTA, Ngai Tahu, Christchurch City Council, ChristchurchNZ, Pacific Youth Leadership Council and Christchurch Airport. It was a great session showing the focus of solution-based outcomes addressing their infrastructure and social issues as the city rose from the quakes.

NZ Initiative session was very enlightening. “We think there should be more Councils, not less… Central government… hand over your dollars”, they said. Very validating for local government and empowering for communities.

Dr Te Maire Tau, director of Ngai Tahu Research Centre, spoke on the treaty settlement process, and possible future role of iwi in local governance. It gave everyone a good understanding of Tino rangatiratanga and what this means for future relationships with Maori. He shared successful co-governance models and some ideas for potential relationships.

Minister for Climate Change James Shaw took part in the climate change panel, good interaction from the crowd on this important issue adapting to climate change and mitigation. I also attended the workshop session on climate change. It was good to hear the diverse range of climate related challenges happening around the country. Very different priorities. Business and bottom lines, vs people and wellbeing. I know which one I choose. And I got into some debates in this workshop!

Jonson Cox from Water Services Regulation Authority (Ofwat – the organisation responsible for economic regulation of the English and Welsh water sector holding companies to account to deliver for their customers and society) shared the original framework that they operated under and the challenges they overcame, with the new framework. The question I found myself asking, is “our water services regulation authority is?”

Minister of Local Government Nanaia Mahuta presented the Local Government EXCELLENCE Award to Trevor Maxwell, he spoke about his service and why he loves what he does. I got to talk at length with Trevor, he was an inspiration considering he’s been in local government for 41 years as a Councillor, he is now cultural ambassador for Rotorua Lakes City Council. A council doing a lot of things right when it comes to working with their treaty partner.

At the awards dinner, Far North District Council was highly commended for Nga Kuri Auau o Kaikohe our targeted, community-based project co-funded by FNDC and the Department of Internal Affairs project to assist with dog compliance and promote responsible dog ownership.

Minister Mahuta also conducted the opening address for our final day at conference. It was one of my highlights. No notes, real questions on issues affecting councils in relation to central government, answered well.

Harnessing localism and empowering communities to succeed was a great session which included representatives from the Selwyn Youth Council. We have a youth council too. But we are not connecting to them in the way other youth councils are. Selwyn Youth Council, for example, report to Council a couple times a year to keep council in the loop of projects that they are progressing. There is mentorship, and a pathway for youth councillors onto council encouraged.

Kaikohe based Deidre Otene delivered a moving speech on building the capacity of communities to be able to take on success. She shared the workings of Maori world view concepts of connectedness to place, to whenua and whakapapa. And how these concepts have been related to health and wellbeing of our communities. A truly inspiring speech, especially when she shared her meeting with Barack Obama and what “Go local, go deep” means in the context of connecting with communities to invoke change.

Daniel Flynn brought the conference to a close as our keynote speaker. He shared a journey of passion and emotion, of social enterprise and growth through resilience and perseverance.

On return, I flew into Auckland, and continued to the School Board of Trustees Conference in Rotorua, this is separate to my role as a Councillor. But who did I run into at the powhiri - Trevor Maxwell! Small world.

Governance and Strategic Relationships Committee Meeting Agenda

28 November 2018

MEETING: GOVERNANCE AND STRATEGIC RELATIONSIPS COMMITTEE – 26 SEPTEMBER 2018

Name of item: ELECTED MEMBER TRAINING AND CONFERENCE ATTENDANCE REPORT

Author: Mayor Carter, Deputy Mayor McInnes, Councillor Kitchen, and Shaun Clarke

Date of report: 11 September 2018

· Document number: A2195284

Event

LGNZ Conference 2018, AGM, and Awards dinner, Christchurch

Purpose

This report reflects on the key themes emerging from the 2018 LGNZ Conference. Councillor Stratford has also provided a report that traverses much of the conference activity and should be read in conjunction with this report.

Report

The by-line for the 2018 LGNZ Conference was “firmly focused on the future: future-proofing for a prosperous and vibrant New Zealand”. This future-focused orientation was evident throughout the conference. It is clear that local government is on the cusp on yet another round of transition – some of this responds to changes in the political landscape and some is sector-driven. The following five key themes emerged from the conference.

· Localism

· Return of the four well-beings

· Alternative funding models

· Three waters review

· Five priorities for LGNZ

Localism

New Zealand is one of the most fiscally centralised countries in the developed world. The statistics provide a stark contrast. Central government’s share of public expenditure in New Zealand is 88% compared to the OECD average of 46%. And this is not just a function of scale - where large countries have greater devolution to the state level. It was somewhat instructional to see that countries with similar populations as New Zealand have some of the least fiscally centralised economies - notably Finland (29%), Denmark (31%), and Switzerland (13%)

In response to this, LGNZ launched The Localism Project^{^[7]}. Its goal is “to “rebalance” governments to put communities back in charge and the pathway for getting there March 2020”. This is an ambitious undertaking given our extensive history of centralised public service provision and the devolution of ‘hospital passes’ to local government. The circuit breaker appears to be the extent to which a new sense of partnership can be born between local and central government so decentralisation is not seen as a threat but an opportunity to reap the benefits for all from allowing local communities to have a greater say in the distribution of public funding.

Return of the four well-beings

There was much talk at the conference about the opportunities arising from the Government’s initiative to restore the purpose of local government to be “to promote the social, economic, environmental, and cultural well-being of communities”. This change has the potential to be truly transformational. The four well-beings and community outcomes elements of the Local Government Act 2002 (LGA02) were premised on the notion that local government was uniquely placed to mediate the competing demands of local communities and to share these priorities with central government to enable more targeted and effective delivery of public services.

However, in practice, what happened after the Act came into force was that central government departments and agencies were slow or failed to be at the table when local government led community outcomes processes. Without meaningful central government involvement, these processes became an unnecessary administrative burden, particularly of rural and provincial councils, and led to several amendments to LGA02 to water down community outcomes and eventually remove the four well-beings.

So far the Government has been talking about the form but not the substance of the change or what it means for central government. There was discussion at the conference about how the initial intent of the four well-beings is closely aligned with the aspirations of the Localism Project. We should be cautiously optimistic the return of the four well-beings, noting that there are lessons from the last 16 years that are helpful in realising the full potential of the change.

Alternative funding models

Another major talking point was about Productivity Commissions’ forthcoming inquiry into local government funding and finance. Unfortunately, the Terms of Reference for the inquiry were yet to be released at the time of conference.

A paper from Simpson Grierson^{^[8]} elegantly captured the extent of the challenge and the opportunities to overcome the funding facing local government. The key take home being that if central government moves away from popularist attacks on rates rises, there are a host of measures available to address the looming infrastructure deficit crisis. These include exploring an expanded rates strategy, demand side measures, special purpose vehicles, and value capture financing. The pursuit of any of these measures will take courage from local and central government politicians.

The Terms of Reference for the inquiry^{^[9]} have now been released. The scope is:

· Cost pressures – including the impact of visitors, population growth, Treaty settlement arrangements, and climate change.

· Funding and financing models – rates affordability and new funding and financing tools,

· Regulatory system – identifying any constitutional and regulatory issues that may underpin new project financing entities.

It is also notable what is out of scope:

· Particular mechanisms for rating of Maori freehold land or Crown land

· The valuation system and practices

· Substantial privatisation

It is encouraging to see that creative measures suggested in the Simpson Grierson paper fall within the scope of the inquiry. This is an area of opportunity for the Council given we have historically been disadvantaged by our inability to achieved economies of scale in our infrastructure provision.

Three waters review

The speech from Local Government Minister, Hon Nanaia Mahuta, was heavily weighted towards the three waters review. We now have a better understanding about what may be in scope that can be broadly categorised as regulation options and service delivery options.

Regulation options include:

· An independent drinking water regulator

· Some form of economic regulation of infrastructure assets

· Better reporting, oversight, compliance, or transparency

Service delivery options include considering the merits of large, dedicated water providers or a system-wide, joined up solution. The Minister made it clear that any option must ensure continued public ownership of existing infrastructure assets; however, whether this means local or central government ownership of assets is not yet clear.

The other take home form the Minister’s speech was that affordability was no longer an acceptable reason for failing to meet drinking water standards. It is still too early to make judgements about where the review is heading but it is interesting to note that the Minister has not ruled out centralisation options, which runs contrary to the sector’s aspirations for increased localism.

Five priorities for LGNZ

The conference also provided a timely reminder of the five priories for LGNZ^{^[10]} being:

1. Infrastructure

Ensuring infrastructure and associated funding mechanisms are in place to allow for growth and maintenance in relation to housing, building, transport, broadband, tourism, flood control and the three waters

2. Risk and resilience

Understanding and addressing risks from natural hazards and other events – to de-risk infrastructure and strengthen the resilience of our economic and social investments.

3. Environment

Leading, in collaboration with others, the challenge of enhancing environmental qualities, protecting freshwater resources and biodiversity and addressing the impacts of climate change and other threats.

4. Social Issues

Working alongside central government and iwi to address social issues in our communities including an ageing population, disparity between social groups, housing (supply and quality), and community safety.

5. Economic Development

Developing a range of policy levers, to address and fund economic development and growth across all of New Zealand.

The diversity of these priorities reinforces the many ways we contribute to creating sustainable, prosperous, and vibrant local communities. The focus of these priorities highlights that we cannot do it alone. Our partnerships with central government, iwi, businesses, and organisations are pivotal to our success as a district.

[1] To reinforce this special occasion one tree was planted at the Kaikohe Office and another at Tauwhara Marae.

[2] Eventually He Whakaputanga would have 52 signatories, all but two of them being from the tribes of the North.

[3] Manuka Henare, Hazel Petrie & Adrienne Puckey. (2009). “He Whenua Rangatira” Northern Landscape Overview (Hokianga, Whangaroa, Bay of Islands, Whangarei, Mahurangi and Gulf Islands) – WAI1040 Inquiry.

[6] A direct translation of ‘he whenua rangatira’, ibid