Leading locally
Better than competent
Council is an exemplar in its uniquely bicultural approach which is strongly reflected around the Council table, across the organisation, and in its stakeholder relationships. Council has recently adopted a new set of community outcomes and has embarked on a series of conversations with the community about rates and service delivery levels, all of which will feed into the 2021-31 LTP process.
Council should maintain what it is doing well in its governance and local leadership. Elected members could improve their performance further with a planned approach to professional development and use of appraisals. The organisation needs to continue valuing its staff and ensure there are human resources strategies in place to promote effective recruitment, retention, and satisfaction levels.
Council has developed a bicultural approach to its work and its engagement with the community. Council does this by, among other things, promoting the use of te reo Māori in all its publications and internal communications, using a planned approach to community engagement and seeking to be open with the community about the challenges it faces – in particular, in maintaining service levels and funding ongoing infrastructure development.
Investing money well
Variable
Council recognises its key financial risk – its long-term sustainability. The Annual Plan set the scene – “In preparing the … 2021-31 LTP, serious consideration will need to be given to the long-term sustainability of Council activities and service levels…” Elected members and management are determined to address the matter openly and transparently with the community.
Council has a small and settled Finance Team. It is working to develop the financial acumen of management and elected members to ensure sound financial decision-making and management of risks. This remains a work in progress.
The major strategic financial risk faced by Council is its financial sustainability. Council is being true to its 2020/21 Annual Plan and tackling the issue head-on. It is undertaking two pre-LTP consultations over its rating framework and defining affordable levels of service with its community. A strong underlying theme of these two consultations is also to inform and educate the community to enable effective engagement with the issues.
Delivering what’s important
Competent
Council has been effective in leveraging central government funding for a number of major infrastructure projects. It has done this through a planned approach and the trialling of business cases, which have recognised community and cultural, as well as economic, benefits, and through strong relationships with key stakeholders. It remains to be seen whether this level of external funding can be sustained in the post-COVID-19 economy. This creates a level of uncertainty, which has impacted the development of a new infrastructure strategy and delayed the progress of a new financial strategy.
Council has been on an internal programme of improving its management information of core asset and network systems since 2016. This is helping in the current debate over levels of service and long-term sustainability.
Successfully gaining substantial funding from the Provincial Growth Fund has greatly assisted Council in the delivery of its services to the community. The funding has either brought forward planned works or enabled new work, avoiding or reducing the need for funding by way of debt and/or from the ratepayer. Further, Council has been able to engage four additional technical staff to drive these programmes.
However, this does not mask the challenge – and, to its credit, Council has not shied away from this challenge – that ongoing delivery of affordable services is a significant risk. This is recognised in the draft infrastructure strategy, which identifies existing gaps in service levels while making the assumption that legislative requirements will continue to be met.
Council is embarking on a consultation with its community on levels of service. It is aware that it has services with significant compliance requirements and substantial cost. In a recent media release associated with the launch of the consultation it noted: “There are certain set costs we can’t avoid, and we want people to understand the broad range of services Council provides and the costs of big-ticket items like transport, three waters, compliance and leadership/governance.”
Listening and responding
Performing well
Council places significant emphasis on its communication and engagement activities. It can be seen as a leading organisation in its engagement with Māori in the bicultural context. The outcome of its efforts is a community that is positively engaged and appreciative of its Council, and that is ready to contribute to the difficult decisions on service delivery levels under the 2021-31 LTP.
Council’s stakeholder management is very effective although still developing in some areas. Its engagement with iwi and hapū is outstanding. A stronger focus on its relationship with the business community, including post-settlement iwi organisations, could help in promoting the district and leveraging development opportunities.
Council appears to be communicating effectively with its community in relation to its core services. This is reflected in the high levels of voter participation in the 2019 elections. Its website is of a high standard. Council is also recognised as the regional leader in its Māori engagement approach. Iwi and hapū relationships are mostly positive, as measured by regular interactions and a willingness by iwi to challenge Council on matters of concern.
Council’s regional contribution is well recognised and appreciated, including by staff of other councils and central government agencies.
As noted previously, Council relies on its CCO, QRS, to promote employment opportunities in the district. Council, however recognises that more work needs to be done to promote relationships with other elements of the business community, as well as some iwi organisations.
A project to refresh its Communications Strategy and Māori Policy could have benefits in enhancing partnerships and promoting the region. This would also be an opportunity to enhance Council’s management of social media use in the district.