Leading locally
Competent
Council has a district vision embracing the concept of well-being, but the sheer breadth of activity to be pursued will be difficult to achieve. The five well-being strategies require better defined roles and relationships with district stakeholders.
Through the efforts of the Chief Executive and the Strategic Leadership Team, Council is being run well. Sustained, compounding population growth particularly in the Masterton urban area is heavily influencing the district’s future direction.
Council’s vision, ‘Masterton/Whakaoriori: Providing the best of rural provincial living’ is supported by a set of five outcomes (pillars) that help define what the vision means to the community. The outcomes include an engaged and empowered community; pride in our identity and heritage; a sustainable and healthy environment; a thriving and resilient economy; and efficient and effective infrastructure.
Investing money well
Better than competent
Council has an experienced Finance Team that supports it well in making sound financial management decisions and dealing with current issues, including COVID-19.
Council has a sense of cautious economic optimism and confidence in its future, while still watching and planning use of its resources carefully. It will face demands in the future to both maintain and develop resources that meet rising community expectations.
Council manages its finances effectively. This includes having a sound Financial Strategy - sensitive to the current environment, including the impacts of COVID-19, a suite of regular reporting to its ARC on Council’s financial performance, its non- financial performance (levels of service) and results achieved in conjunction with other organisations such as Aratoi Regional Trust.
Delivering what’s important
Performing well
Council’s service delivery is well managed and is focused on its changing context and working on key areas of need, such as improving capital delivery.
Council demonstrated it is aware of the importance of service delivery to meet community aspirations. Council is demonstrating a constructive view of its own performance and addressing knowledge ‘gaps’.
Council’s approach to service delivery is integrated with its Financial Strategy and a developing range of key community strategies such as the Wairarapa Economic Development Strategy. A noted feature is the on-going pressure on development within the district - especially growth-related subdivision activity.
High level issues Council is managing in the context of service delivery include:
- Monitoring and managing the effects of continued growth on the capacity of network systems and related investment;
- Delivery of its capital programmes which are currently challenged; and
- Maintaining rates affordability.
Council shows good awareness and is developing effective responses to these challenges.
Listening and responding
Performing well
Council is both comfortable with, and committed to, consistently setting engagement performance metrics which they then set out to achieve.
Council has performance-oriented engagement and communication processes that are measured. Creativity is also being applied towards how things are done, and Council is responsive to its residents’ preferred channels.
Council is the source of the Monthly Wrap, included in the local community newspaper, which is now an increasingly common feature amongst rural/small provincial councils.