AGENDA
Ordinary meeting of the
Governance Committee
Thursday 13 June 2019
Commencing at 9.00a.m.
Council Chamber
Civic House
110 Trafalgar Street, Nelson
Pat
Dougherty
Chief
Executive
Membership: Councillor Ian Barker (Chairperson), Her Worship
the Mayor Rachel Reese, Councillors Luke Acland, Mel Courtney, Bill Dahlberg
(Deputy Chairperson), Gaile Noonan, Mike Rutledge, Tim Skinner, Stuart Walker,
Mr John Murray and Mr John Peters
Quorum: 6
Nelson
City Council Disclaimer
Please
note that the contents of these Council and Committee Agendas have yet to be
considered by Council and officer recommendations may be altered or changed by
the Council in the process of making the formal Council decision.
Guidelines for councillors
attending the meeting, who are not members of the Committee, as set out in
Standing Order 12.1:
·
All councillors, whether or not they are members of the
Committee, may attend Committee meetings
·
At the discretion of the Chair, councillors who are not Committee
members may speak, or ask questions about a matter.
·
Only Committee members may vote on any matter before the
Committee
It is good practice for both Committee members and
non-Committee members to declare any interests in items on the agenda.
They should withdraw from the room for discussion and voting on any of these
items.
Governance Committee
13
June 2019
Page
No.
1. Apologies
1.1 An
apology has been received from Mr John Murray
2. Confirmation
of Order of Business
3. Interests
3.1 Updates
to the Interests Register
3.2 Identify
any conflicts of interest in the agenda
4. Public
Forum
5. Confirmation
of Minutes
5.1 18
April 2019 8 - 18
Document number M4178
Recommendation
|
That the Governance Committee
1. Confirms the minutes of the
meeting of the Governance Committee, held on 18 April 2019, as a true and
correct record.
|
6. Chairperson's Report
7. Uniquely Nelson
Memorandum of Understanding 2019/2020 19 - 43
Document number R10166
Recommendation
|
That
the Governance Committee
1. Receives
the report Uniquely Nelson Memorandum of Understanding 2019/2020 (R10166) and its attachments (A2181631,
A2182035 and A2182036).
|
Recommendation to Council
|
That the Council
1. Approves the Uniquely
Nelson Memorandum of Understanding 2019/2020 (A2181631).
|
8. Sister Cities
Coordinator Update 44 - 50
Document number R10132
Recommendation
|
That
the Governance Committee
1. Receives
the report Sister Cities Coordinator Update (R10132).
|
9. Governance Committee
Quarterly Report to 31 March 2019 51 - 64
Document number R10105
Recommendation
|
That
the Governance Committee
1. Receives
the report Governance Committee Quarterly Report to 31 March 2019 (R10105)
and its attachments (A2175596, A2181659 and A2181133).
|
10. Communications and Engagement
Strategy 65 - 73
Document number R10206
Recommendation
|
That
the Governance Committee
1. Receives
the report Communications and Engagement Strategy (R10206) and its attachment (A2196740).
|
Recommendation to Council
|
That
the Council
1. Adopts the
Communications and Engagement Strategy (A2196740).
|
Public Excluded Business
11. Exclusion
of the Public
Recommendation
That the Governance
Committee
1. Excludes the public from the following
parts of the proceedings of this meeting.
2. The general subject of each matter to be considered while the public
is excluded, the reason for passing this resolution in relation to each matter
and the specific grounds under section 48(1) of the Local Government Official
Information and Meetings Act 1987 for the passing of this resolution are as
follows:
|
Item
|
General subject of each matter to be
considered
|
Reason for passing this resolution in
relation to each matter
|
Particular interests protected (where
applicable)
|
|
1
|
Governance Committee Meeting - Public Excluded
Minutes - 18 April 2019
|
Section 48(1)(a)
The public conduct of this matter would be likely to
result in disclosure of information for which good reason exists under section
7.
|
The withholding of the information is necessary:
· Section 7(2)(h)
To enable the local
authority to carry out, without prejudice or disadvantage, commercial
activities
· Section
7(2)(i)
To enable the
local authority to carry on, without prejudice or disadvantage, negotiations
(including commercial and industrial negotiations)
|
|
2
|
Governance Committee Public Excluded Status Report
|
Section 48(1)(a)
The public conduct of this
matter would be likely to result in disclosure of information for which good
reason exists under section 7
|
The withholding of the information is necessary:
· Section 7(2)(i)
To enable the local
authority to carry on, without prejudice or disadvantage, negotiations
(including commercial and industrial negotiations)
|
|
3
|
Nelson Centre of Musical Arts - Appointment of
Trustees
|
Section 48(1)(a)
The public conduct of this
matter would be likely to result in disclosure of information for which good
reason exists under section 7
|
The withholding of the information is necessary:
· Section 7(2)(a)
To protect the privacy of
natural persons, including that of a deceased person
|
|
4
|
Update on Srategic Propery Matters
|
Section 48(1)(a)
The public conduct of this
matter would be likely to result in disclosure of information for which good
reason exists under section 7
|
The withholding of the information is necessary:
· Section 7(2)(h)
To enable the local
authority to carry out, without prejudice or disadvantage, commercial
activities
· Section
7(2)(i)
To enable the local
authority to carry on, without prejudice or disadvantage, negotiations
(including commercial and industrial negotiations)
|
Note:
·
This meeting is expected to continue beyond lunchtime. (delete as appropriate)
·
Lunch will be provided. (delete as appropriate)
·
Youth Councillors Jessica Hamilton and Anna Sawyer will be in
attendance at this meeting. (delete as appropriate)
Governance Committee Minutes - 18
April 2019
Present: Councillor
I Barker (Chairperson), Her Worship the Mayor R Reese, Councillors M Courtney,
B Dahlberg (Deputy Chairperson), G Noonan, M Rutledge, T Skinner, Mr J Murray
and Mr J Peters
In
Attendance: Councillor P Matheson, Chief Executive (P
Dougherty), Group Manager Community Services (R Ball), Group Manager Corporate
Services (N Harrison), Group Manager Strategy and Communications (N McDonald),
Governance Adviser (E-J Ruthven), and Youth Councillors (A Hunter and A Lile)
Apologies: Councillors
L Acland and S Walker, and Her Worship the Mayor (for early departure)
1. Apologies
|
Resolved GOV/2019/020
|
|
|
That the Governance Committee
1. Receives
and accepts the apologies from Councillors Acland and Walker, and from Her
Worship the Mayor for early departure.
|
|
Courtney/Dahlberg Carried
|
2. Confirmation of
Order of Business
|
The Chairperson advised that
there was one additional minor matter to be added to the agenda, the Update
on Communications and Engagement Strategy. He said the committee could
discuss the item but not make any decision or recommendation about it, and a
procedural motion should be passed to allow the matter to be discussed.
Attendance: Her Worship
the Mayor left the meeting at 1.05p.m.
|
|
Resolved GOV/2019/021
|
|
|
That the Governance Committee
1. Considers
the item regarding Update on Communications and Engagement Strategy at this
meeting as a minor item not on the agenda, pursuant to Section 46A(7A) of the
Local Government Official Information and Meetings Act 1987.
|
|
Dahlberg/Courtney Carried
|
|
The Chairperson advised that items would be taken in a
different order to that on the agenda, and that Item 8 (Events Fund Six
Monthly Report) had been withdrawn from the agenda.
|
3. Public Forum
There was no public forum.
4. Confirmation of
Minutes
4.1 7
March 2019
Document number M4078, agenda
pages 9 - 18 refer.
|
Resolved GOV/2019/022
|
|
|
That the Governance
Committee
1. Confirms the minutes of the
meeting of the Governance Committee, held on 7 March 2019, as a true and
correct record.
|
|
Murray/Peters Carried
|
5. Interests
|
There were no updates to the
Interests Register, and no interests with items on the agenda were declared.
|
6. Chairperson's Report
There was no Chairperson’s
Report.
7. The Bishop Suter
Trust Half Year Performance Report to 31 December 2018, Draft Statement of
Intent 2019/2024 and Collection Policy (item 9 on the agenda)
Document number R9963, agenda
pages 31 - 95 refer.
Director Julie Catchpole,
Chairperson, Craig Potton, and Trustees John Hambleton and Margaret Soderberg, joined
the meeting. Group Manager Community Services, Roger Ball, presented the
report.
Ms Catchpole, Mr Potton, Mr
Hambleton, Ms Soderberg and Mr Ball answered questions regarding the
Trust’s plans to build revenue, the Trust’s plans to bring a
‘destination’ artwork to Nelson and how this aspiration was
reflected within the budgets, how fundraising and patronage were managed, given
the call by multiple organisations on a reasonably small population, how
inflation adjustments were reflected in the accounts, visitation numbers, the
Trust’s relationship with Tasman District Council and succession planning
for the Board. It was noted that several aspects regarding the Trust’s
relationship with Tasman District Council and succession planning were covered
by the attachment in the public excluded agenda.
Attendance: Her Worship the
Mayor returned to the meeting at 1.28p.m.
There was a further discussion
regarding risk management and building security. In response to
questions, Ms Catchpole and Mr Potton explained how security and insurance for
the collection was managed. It was further agreed that clause 9.2 of the
Collection Policy be strengthened to indicate the comprehensive nature of
insurance the Trust had in place for the collection.
Attendance: Her Worship the
Mayor left the meeting at 1.33pm.
8. Exclusion of the
Public
|
Resolved GOV/2019/023
|
|
|
|
That the Governance Committee
1. Confirms, in accordance with
sections 48(5) and 48(6) of the Local Government Official Information and
Meetings Act 1987, that Julie Catchpole, Craig Potton, John Hambleton and
Margaret Soderberg, as representatives of the Bishop Suter Trust, remain
after the public has been excluded for Item 2 of the Public Excluded agenda
(The Bishop Suter Trust Half Year Performance Report to 31 December 2018 and
Draft Statement of Intent 2019/24), as they have knowledge relating to The
Bishop Suter Trust that will assist the meeting.
|
|
|
Rutledge/Noonan Carried
|
|
|
Resolved GOV/2019/024
|
|
|
That the Governance
Committee
1. Excludes the public from the following parts
of the proceedings of this meeting.
The
general subject of each matter to be considered while the public is excluded,
the reason for passing this resolution in relation to each matter and the
specific grounds under section 48(1) of the Local Government Official
Information and Meetings Act 1987 for the passing of this resolution are as
follows:
|
|
|
Rutledge/Noonan Carried
|
|
|
Item
|
General subject of each matter to be
considered
|
Reason for passing this resolution in
relation to each matter
|
Particular interests protected (where
applicable)
|
|
2
|
Attachment for The Bishop Suter Trust Half Year
Performance Report to 31 December 2018 and Draft Statement of Intent 2019/24
|
Section 48(1)(a)
The public conduct of this
matter would be likely to result in disclosure of information for which good
reason exists under section 7
|
The withholding of the information is necessary:
· Section 7(2)(a)
To protect the privacy of
natural persons, including that of a deceased person
· Section
7(2)(b)(ii)
To protect information
where the making available of the information would be likely unreasonably to
prejudice the commercial position of the person who supplied or who is the
subject of the information
|
|
|
|
|
|
|
The meeting went into public
excluded session at 1.41p.m and resumed in public session at 1.52p.m.
|
Resolved GOV/2019/025
|
|
|
That
the Governance Committee
1. Receives the report The Bishop Suter Trust
Half Year Performance Report to 31 December 2018, Draft Statement of Intent
2019/2024 and Collection Policy (R9963)
and its attachments (A2147846, A2147853, A2104552, A2158832 and A2084139).
|
|
Courtney/Dahlberg Carried
|
|
Recommendation to Council GOV/2019/026
|
|
|
That the Council
1. Agrees
that The Bishop Suter Trust Statement of Intent 2019/2024 (A2147853) meets
Council’s expectations and is approved as the final Statement of Intent
for 2019/20; and
2. Approves
the Bishop Suter Trust Collection Policy (A2084139) subject to minor
amendments.
|
|
Courtney/Dahlberg Carried
|
9. Nelson Regional
Development Agency - Half-Yearly Report (1 July 2018 - 30 December 2018) (item
7 on the agenda)
Document number R9943, agenda
pages 19 - 30 refer.
Chief Executive, Mark Rawson, and
previous Chairperson, John Palmer; joined the meeting, and tabled an Economic
Summary Report (A2182043). Manager Strategy, Mark Tregurtha, presented
the report.
Mr Rawson and Mr Palmer answered
questions regarding Provincial Growth Funding for the region, the Top of the
South Sustainable Economic Growth Strategy project (Te Tau Ihu 2077),
resourcing challenges faced by Nelson Regional Development Agency (NRDA), and
the levels of Council and private sector funding for the NRDA.
Attendance: Councillor
Noonan left the meeting at 2.14p.m.
Mr Rawson and Mr Palmer answered
further questions regarding the attraction of talent and higher-value
industries and jobs to the region, and the issues relating to Tasman District
Council’s current funding levels for the NRDA.
Attendance: Councillor
Rutledge left the meeting from 2.18p.m. to 2.20p.m, and Councillor Noonan
returned to the meeting at 2.22p.m.
Along with Mr Rawson and Mr Palmer,
Mr Tregurtha answered questions regarding the development of relationships and
partnerships with iwi, short-term and long-term focuses of the Statement of
Intent, and funding levels for the NRDA in future years.
The Chairperson noted this would
be the last committee meeting attended by Mr Palmer, and acknowledged his work
for the NRDA.
|
Resolved GOV/2019/027
|
|
|
That
the Governance Committee
1. Receives the report Nelson Regional Development Agency -
Half-Yearly Report (1 July 2018 - 30 December 2018) (R9943) and its
attachments (A2153228, A2163316).
|
|
Dahlberg/Peters Carried
|
|
Attachments
1 A2182043 - Nelson
Regional Development Agency - Tabled document
|
10. Events Fund Six-Monthly Report
This item was withdrawn from the
agenda.
11. Nelmac Limited Half yearly
report to 31 December 2018
Document number R10045, agenda
pages 96 - 104 refer.
Chairperson, Rob Gunn, and Chief
Executive, Jane Sheard, joined the meeting, and Group Manager Corporate
Services, Nikki Harrison, presented the report.
Mr Gunn and Ms Sheard answered
questions regarding Nelmac’s profit expectations, factors affecting the
half-yearly results, opportunities for alternative delivery models, and the
relationship between Council and Nelmac.
|
Recommendation GOV/2019/028
|
|
|
That
the Governance Committee
1. Receives the report Nelmac Limited Half yearly
report to 31 December 2018 (R10045)
and its attachment (A2147834).
|
|
Skinner/Courtney Carried
|
12. Exclusion of the Public
|
It was noted that Rob Gunn and
Jane Sheard would be in attendance for Items 3 and 4 of the Public Excluded
agenda to answer questions and, accordingly, the following resolution was
required to be passed:
|
|
Resolved GOV/2019/029
|
|
|
That the Governance Committee
1. Confirms,
in accordance with sections 48(5) and 48(6) of the Local Government Official
Information and Meetings Act 1987, that Rob Gunn and Jane Sheard, as
representatives of Nelmac Limited, remain after the public has been excluded,
for Items 3 and 4 of the Public Excluded agenda (Nelmac Limited Draft
Statement of Intent 2019/20 and Nelmac Six Monthly Strategic Presentation),
as they have knowledge relating to Nelmac Limited that will assist the
meeting.
|
|
Dahlberg/Rutledge Carried
|
|
Resolved GOV/2019/030
|
|
|
|
That the Governance Committee
1. Excludes the public from the
following parts of the proceedings of this meeting.
2. The general subject of each matter
to be considered while the public is excluded, the reason for passing this
resolution in relation to each matter and the specific grounds under section
48(1) of the Local Government Official Information and Meetings Act 1987 for
the passing of this resolution are as follows:
|
|
|
Dahlberg/Rutledge Carried
|
|
|
Item
|
General subject of each matter to be
considered
|
Reason for passing this resolution in
relation to each matter
|
Particular interests protected (where
applicable)
|
|
3
|
Nelmac Limited draft Statement of Intent 2019/20
|
Section 48(1)(a)
The public conduct of this
matter would be likely to result in disclosure of information for which good
reason exists under section 7
|
The withholding of the information is necessary:
· Section 7(2)(i)
To enable the local
authority to carry on, without prejudice or disadvantage, negotiations
(including commercial and industrial negotiations)
|
|
4
|
Nelmac six monthly strategic presentation
|
Section 48(1)(a)
The public conduct of this
matter would be likely to result in disclosure of information for which good
reason exists under section 7
|
The withholding of the information is necessary:
· Section 7(2)(h)
To enable the local
authority to carry out, without prejudice or disadvantage, commercial
activities
|
|
The meeting went into
public excluded session at 2.53p.m and resumed in public session at 3.28p.m.
|
|
|
|
|
|
|
13. Revised International Relationships
Policy
Document number R10062, agenda
pages 105 - 125 refer.
Manager Governance and Support
Services, Mary Birch, presented the report. She highlighted changes made
to the International Relationships Policy since it was previously presented to
the Committee.
Attendance: Councillor
Noonan left the meeting from 3.49p.m. to 3.51p.m.
Ms Birch answered questions
regarding whether there had been engagement with iwi through the policy
development process, the Business and Economic Adviser position on the Sister
City Co-ordinating Group, and organisations included in the stakeholder list
for international events. In response to further questions, Ms
Birch suggested minor changes to wording in clauses 17.1, Appendix Two and
Appendix Five.
Attendance: Councillor
Rutledge left the meeting at 4.05p.m.
|
Recommendation GOV/2019/031
|
|
|
That
the Governance Committee
1. Receives the report Revised International
Relationships Policy (R10062)
and its attachment (A2076807).
|
|
Dahlberg/Courtney Carried
|
|
Recommendation to Council GOV/2019/032
|
|
|
That the Council
1. Adopts the
International Relationships Policy (A2076807), as a draft to be consulted on
with iwi;
2. Authorises Her
Worship the Mayor and the Chair of the Governance Committee to approve
alterations raised through this process.
|
|
Dahlberg/Courtney Carried
|
14. Council submissions on: Review
of local government funding and financing; Aotearoa New Zealand Tourism Strategy;
Changes to temporary work visas and regional workforce planning
Document number R10084, agenda
pages 126 - 226 refer.
Manager Strategy, Mark Tregurtha,
presented the report. He answered questions regarding the submissions,
and confirmed that it was possible to provide additional comments for
submissions had already been submitted.
It was suggested that the Housing
Accords and Special Housing Areas Act responsibilities be added to the list in
Question 6 of the Submission on the Productivity Commission’s Review of
Local Government Funding and Financing; and the reference to “biannual or
quarterly” under the heading ‘Scope for further improvements to
regionalised skill shortage lists’ in the Submission on the Consultation
Paper on Employer-Assisted Work Visas and Regional Workforce Planning be
updated to “biannual or 4-yearly”.
|
Recommendation GOV/2019/033
|
|
|
That
the Governance Committee
1. Receives
the report Council submissions on: Review of local government funding and
financing; Aotearoa New Zealand Tourism Strategy; Changes to temporary work
visas and regional workforce planning (R10084) and its attachments (A2162487, A2138541, A2162696,
A2162486, A2132517, A2169540 and A2155177); and
2. Approves retrospectively the
attached Nelson City Council submission on the review of local government
funding and financing (A2138541), amended as necessary; and
3. Approves retrospectively the
attached Nelson City Council submission on the
Aotearoa New Zealand Tourism Strategy (A2132517); and
4. Approves
retrospectively the attached Nelson City Council submission on changes to temporary work visas and regional
workforce planning (A2145823).
|
|
Courtney/Dahlberg Carried
|
15. Update on Communications and
Engagement Strategy
Document number R10115, late
items agenda pages 2 - 10 refer.
Manager Communications, Paul
Shattock, presented the report. He advised that Appendix 1 and 2 to the report
appeared in the incorrect order.
Mr Shattock answered questions
regarding Council expenditure on different communications mediums, factors
affecting the website hosting fee, the difficulties of evaluating the staff
cost component in relation to each communication medium, use of print media by
other local authorities around New Zealand, and the growth in social media use.
|
Resolved GOV/2019/034
|
|
|
That
the Governance Committee
1. Receives the report Update on Communications
and Engagement Strategy (R10115)
and its attachment (A2172259).
|
|
Murray/Dahlberg Carried
|
16. Exclusion
of the Public
|
Resolved GOV/2019/035
|
|
|
That the Governance Committee
1. Excludes the public from the following
parts of the proceedings of this meeting.
2. The
general subject of each matter to be considered while the public is excluded,
the reason for passing this resolution in relation to each matter and the
specific grounds under section 48(1) of the Local Government Official
Information and Meetings Act 1987 for the passing of this resolution are as
follows:
|
|
Skinner/Dahlberg Carried
|
|
Item
|
General subject of each matter to be
considered
|
Reason for passing this resolution in relation
to each matter
|
Particular interests protected (where
applicable)
|
|
1
|
Governance Committee Meeting - Public Excluded
Minutes - 7 March 2019
|
Section 48(1)(a)
The public conduct of this matter would be likely to
result in disclosure of information for which good reason exists under
section 7.
|
The withholding of the information is necessary:
· Section 7(2)(a)
To protect the privacy of
natural persons, including that of a deceased person
·
Section 7(2)(h)
To enable the local
authority to carry out, without prejudice or disadvantage, commercial
activities
·
Section 7(2)(i)
To enable the local authority to carry
on, without prejudice or disadvantage, negotiations (including commercial and
industrial negotiations)
|
|
5
|
Update on Strategic Property Matters
|
Section 48(1)(a)
The public conduct of this
matter would be likely to result in disclosure of information for which good
reason exists under section 7
|
The withholding of the information is necessary:
· Section 7(2)(h)
To enable the local authority
to carry out, without prejudice or disadvantage, commercial activities
· Section
7(2)(i)
To enable the local
authority to carry on, without prejudice or disadvantage, negotiations
(including commercial and industrial negotiations)
|
The meeting went into public excluded session at 4.39p.m.
and resumed in public session at 5.01p.m.
There being no further business the meeting ended at 5.01p.m.
Confirmed as a correct record of proceedings:
Chairperson
Date
Item 7: Uniquely Nelson
Memorandum of Understanding 2019/2020
|
|
Governance Committee
13 June 2019
|
REPORT R10166
Uniquely
Nelson Memorandum of Understanding 2019/2020
1. Purpose
of Report
1.1 To
confirm expectations to be included in the Memorandum of Understanding (MOU)
with Uniquely Nelson (UN) for 2019/2020.
1.2 To
note the content of the Memorandum of Understanding with Uniquely Nelson for
2019/2020.
2. Recommendation
|
That the Governance Committee
1. Receives
the report Uniquely Nelson Memorandum of Understanding 2019/2020 (R10166) and its attachments (A2181631,
A2182035 and A2182036).
|
Recommendation to Council
|
That the
Council
1. Approves the Uniquely Nelson
Memorandum of Understanding 2019/2020 (A2181631).
|
2. Background
and Discussion
2.1 Uniquely
Nelson is not a Council Controlled Organisation. It is an independent
grouping of central city businesses that exists to assist them to act
collectively for the benefit of all.
2.2 In
the 2018/2019 year the funding is $145,747 plus GST. Funding of $193,516
plus GST is proposed in the Annual Plan for Uniquely Nelson for the 2019/2020
year. This consists of $148,516 (2018/2019’s funding adjusted for
inflation) and an additional $45,000 which is sought by UN to fund a
promotional assistant position to assist the delivery of the
organisation’s functions particularly marketing.
2.3 Council
in part manages its relationship with UN through an MOU (Attachment 1), which
is updated on a three yearly basis. In addition to the MOU, UN provides
Council with a business plan detailing its work programme for the year.
That has been attached for information (Attachment 2). Attachment 3 is a
paper from UN setting the scene for the focus for 2020 and beyond.
2.4 The
MOU is proposed to be altered this year even though it has not been three years
since the last change. Last year the MOU was altered to reflect
Council’s objectives around the city centre to deliver on its Smart
Little City vision. The changes to the MOU this year are minor and are
highlighted. The main change notes consideration will be given to
progressing a contract model for delivery of services.
Author: Clare
Barton, Group Manager Environmental Management
Attachments
Attachment 1: A2181631
- Uniquely Nelson Memorandum of Understanding 2019-2020 ⇩
Attachment 2: A2182035
- Uniquely Nelson - Business Plan 2019-2020 - Mar2019 ⇩
Attachment 3: A2182036
- Uniquely Nelson Next Phase - Apr19 ⇩
Item 7: Uniquely Nelson Memorandum of Understanding 2019/2020:
Attachment 1
Item 7: Uniquely Nelson
Memorandum of Understanding 2019/2020: Attachment 2
Item 7: Uniquely Nelson
Memorandum of Understanding 2019/2020: Attachment 3
Item 8: Sister Cities
Coordinator Update
|
|
Governance Committee
13 June 2019
|
REPORT R10132
Sister
Cities Coordinator Update
1. Recommendation
|
That the Governance Committee
1. Receives
the report Sister Cities Coordinator Update (R10132).
|
2. Nelson City Council Sister
Cities Coordinator
2.1 This
is a voluntary position within Council responsible now to the Manager
Governance and Support Services (Mary Birch), Strategy and Communications. Its
purpose is to promote and strengthen Nelson City Council’s Sister City
relationships.
2.2 Some
of the duties of this position are reported against as follows starting with
the Sister Cities New Zealand Conference.
Sister
Cities New Zealand Conference
2.3 Thank you for the opportunity to attend the Annual General Meeting
and Conference of Sister Cities New Zealand (SCNZ) held in Palmerston
North. Next year it will be in Ashburton, from 30 April to 2 May.
2.4 “Prosperity through
Partnership” was opened by Mayor Grant Smith and Deputy Mayor Tangi
Utikere, following a Mihi from several local Kamatua.
2.5 Attendance was approximately
150, including the main partner Toyota NZ, Missoula Montana, and Mihara City,
CLAIR from Sydney, CPAFFC from China, several High Commissioners and
representatives from the Embassy of Japan, Argentine Republic, and United
States of America.
2.6 The focus of Sister Cities
worldwide provides the platform and leadership for fostering inclusion and
friendship, to learn more about each other as individuals and nations. Despite
the significant work already done and currently happening to overcome
differences there is still more that be done.
2.7 This report covers only a
sliver of the 60 speakers listed in the conference programme. Throughout the
three days the speakers and panel participants were culturally diverse, age
diverse and gender diverse.
2.8 The first presentation was
the high profile launch of the NZ Institute of Economic Research report (NZEIR)
“From Sister to Global Cities”, Key finding and learning’s
from 2003 and 2019”. Laurence Kubiak, NZEIR Chief Executive
presented a summary. Further detail and feedback is found on www.sistercities.org.nz
SCNZ website and the entire NZIER Economic Report is now available on
their website: https://nzier.org.nz/publication/from-sister-to-global-cities.
2.9 In 2003 NZEIR were
commissioned to investigate the economic benefits of relationships and
potential for supporting regional economic development. The new report
sixteen years later follows up with original interviewees. The 2003 recommendation still stand and the summary presents the
2003 guidelines for Councils and the 2019 findings, as well as the 2019
positives and Bottlenecks to Progress.
2.10 A note of warning, councils need to sit
back from in depth involvement with business relationships. Business should not
need council investment or financial support. Cultural relationships
should not be undervalued as personal relationships can develop and enhance
cross- cultural understanding. Exchange of skills and knowledge is just as
important, for example climate change emergency management and education.
2.11 Dividends do not need to be economic
but can be measured by knowledge gained in the interest of the broader
community. Strategic planning and thinking “what dividend are we looking
for and how will it be demonstrated”. The time frame could be decades. 30
years is a short time for hard infrastructure so soft should not be
different. Economic development and tourism agencies would benefit from
collaboration with, and connecting with SCNZ.
2019
China New Zealand Year of Tourism
2.12 The 2019 China NZ year of Tourism
offers many opportunities for Sister Cities. Millions of tourists left China
(149) in 2018. This is new ground to develop with our sister cities. Tourists
understand New Zealand is small, they want local lifestyle. Income from
tourists from China is $3500 is per head, Australia is $1600.
New
Memorandum of Understanding Signing
2.13 The Palmerston North Mayor and Mayor
Yoshinori Tenma from Mihara City, Hiroshima Prefecture took the opportunity to
formally sign the sister city agreements and spoke about the importance of this
new partnership. This was followed by presentations from members of the 16
strong delegation from Missoula, Montana.
2.14 The welcome reception held at the NZ
Rugby Museum followed. The Ambassador of Japan His Excellency Mr. Hiroyasu
Kobayashi encouraged everyone to visit Japan especially for the Rugby World Cup
and also in the years following for the World Masters Games and the Olympic
Games.
Reporting
and Communicating the Benefits of City International Relations
2.15 Saturday workshops followed
presentations on Reporting and Communicating the Benefits of City International
Relations. The speaker on “Emergency Management Exchanges”, Stewart
Davies, Head of Palmerston North Emergency Management, explained how useful he
found his time in Mihara, Japan. The intent of the exchange was to study and
share best practice in emergency management. Advice was given to
residents such as, filling sandbags and emergency meal preparation, increasing
awareness of hearing and sight impaired and those who are differently able, and
developing closer interagency working arrangements in the wider community.
Environmental
Cooperation and Knowledge Exchange
2.16 Amy Hughes, General Manager Wellington Zoo, told us about the
tripartite agreement between Wellington, Canberra and Singapore Zoo in the
international environmental and knowledge exchange session. The three zoos have
staff exchanges and training, with a focus on high level planning, environmental
impacts and capability, for example, using recycled water for cleaning and
toilet use. The zoo won an environmental Sustainability Award - a world first.
While this is not transferrable for Nelson it is a strong example of
environmental connectivity.
2.17 Another environmental speaker spoke
about the use of goldfish to monitor waste water – could be worth
exploration at Nelson’s sewerage pond?
Improving
Intercultural Communication through Collaboration
2.18 The keynote speaker for Saturday was Dr
Udo Fluck from Missoula City and University of Montana who told of his
experiences in Improving Intercultural Communication through Collaboration. The
model is Missoula focused, as the education system is different to New Zealand.
He works in “Global and Cultural Affairs” part of “Arts
Missoula”. On line you will see the graphs of his presentation. He has
infused cultural and global learning into the school curricula.
2.19 Festivals such as film/movie
weeks/month are designed to promote different cultures as well as raising
funds, like the Nelson Japan Society movies.
Youth
Involvement
2.20 A challenge was put out for all sister
city groups to have youth members within the coming year. Some points to note
about strengthening youth involvement from Korero 2019 (Youth Dialogue):
· Clarify your expectations of young people;
· Shoulder tap – have on-to-one conversations;
· Mentor and empower youth members – empower the individual
· Lead by example, showing young people how to volunteer –
‘service above self’;
· Talk millennium language;
· Use social media and technology;
· Informal meeting processes;
· Make involvement accessible, enjoyable, fun and different;
· Make the organization ‘sexy’, use fresh ideas;
· Mayors to empower Tuia mentee to link with Sister City groups
Conference
Dinner and Award Presentations
2.21 The MC for the evening was the Pro-Vice
Chancellor Massey University, Prof. Chris Gallivan, who is a poetry expert and
connoisseur; he was able to recite a poem appropriate to every introduction.
There were three speakers for the evening; Hon Iain Lees- Galloway Minister for
Workplace Relations, ACC and Immigration, Sue Niblock, US embassy and Morgan
Dilks, Toyota NZ.
2.22 We were entertained by Missoula Montana
guests with indigenous native Indian dance, music and singing. This was a first
time for me.
Miscellaneous
Tips and Ideas
2.23 Ideas include:
· Name meeting rooms to honour Sister City relationships
· Tell the stories better and continuously
· Invite organisations from Sister Cities to visit e.g rotary to
rotary
· Refocus MOUs with local support organisations forward thinking
outcomes
· Ensure Mayor is at forefront of visits
· Take Chamber of Commerce on visits
· Get communications support for visits and for supply of photos
· Learn what not to do culturally
· Councils need to be responsive to Sister City relationships
· Shelve kiwi modesty
Annual
General Meeting
2.24 General business from the floor
included further discussion about conference attendance, length, frequency,
location, and travel cost for members. Location-wise, it was easier to get to
Invercargill than Palmerston North. Mayoral attendance and support was
questioned with ten Mayors registered and six remaining at the end. Few Chief
Executives were enrolled.
Local
Government Elections
2.25 It was suggested members could
proactively promote Sister City relationships though the coming election
process by asking candidates, especially mayoral, questions about views on
Sister City support and relationships. It is important to keep long term
agreements alive, bright, fresh and active and to avoid complacency which can
lead to negative views and lethargic interest from elected members.
2.26 There is so much stimulation and to
learn from SCNZ conferences as Linda Stewart, Chief Executive Central Economic
Development Agency, said Sister City relationships are “gems (diamonds
maybe) that require further refining”. So, let’s keep
polishing our relationships.
To
liaise with Nelson City Council’s three Sister City Organisations
Nelson Miyazu Sister City Association
2.27 Neville
Hadfield, representing the Nelson Miyazu Sister City Association, attended the
SCNZ conference. Having another person from Nelson attend was useful and
supportive.
2.28 The association hosted a 39
member group from Kyoto in February. During the visit an “In
Friendship” concert was performed at the Nelson Centre of Musical Arts by
the Kyoto Festival Choir and the Nelson Festival Choir. The programme was sung
by both choirs in English and Japanese. The conductors, pianist and choirs were
exceptional. It was a great experience and a credit to Lyndal and the
Association for the high level organisation of this special return visit.
The group visited Abel Tasman National Park, Miyazu Gardens and attended
several functions while they were in Nelson It is estimated the
three day visit contributed in excess of $23.000 to the local economy.
2.29 The recent Autumn Imonikai
Festival, the harvest celebration, was held in the Miyazu Gardens. It was
a stunning Nelson day and the reflections on the ponds where spectacular.
2.30 The annual hugely popular
Cherry Blossom Festival is scheduled for Sunday 22 September 2019.
2.31 A Nelson secondary school baseball team,
who are in the initial stages of planning to go to Japan in 2020, have asked
for guidance to include Miyazu in their schedule. The request was passed
on to the office of both mayors to follow up.
New
Zealand China Friendship Society, Nelson (responsible for Yang Jiang and
Huangshi)
2.32 I attended the welcome to the eight
students and two teachers visiting from Guangdong Liangyang Senior High School
in March. This was a reciprocal visit following the successful
Nelson students visit in 2018. The group’s arrival coincided with
the first rain for 2 ½ months but fortunately the weather improved
quickly as many outdoor activities were included such as a Powhiri at the
Marae, a Waka experience, Abel Tasman National Park and Natureland.
2.33 Nelson Youth Councillors participated in
several activities including an overnight leadership camp at Marahau. Students
from Nayland, Garin and Waimea Colleges welcomed the visitors to classes and
joined many activities, ending with a picnic on the grass at Waimea College.
The group travelled to Lake Rotoiti to visit the small rural school and talk
with the students.
2.34 The farewell concert held at Nelson College
for Girls, organised by the students, was an outstanding success and it
appeared to me a young student with a powerful singing voice became the pinup
of the evening as feet were stamped and mobile phones flicked on and off during
his performance.
2.35 Again the organisation of this exchange was
exceptional because of the personnel involved in the society.
2.36 Bill Findlater reported Huangshi had a
new Mayor Wu Jin. He has extended an invitation for the Mayor of Nelson
to visit Huangshi.
2.37 The proposed visit in October to
Huangshi by members of the Nelson Branch of the New Zealand China Friendship
Society has been discussed with Zugui Xu, Vice President of Huangshi
People’s Association for Friendship with Foreign Countries. They have
offered to assist with the visit and asked if the group would consider
homestays with Huangshi residents.
Nelson-Eureka
Sister City Association (Emeritus)
2.38 Marilyn Gibbs
from the Association has informed Council that a group from the Eureka Nelson
Association have planned a visit for October. A visit to the Mayor’s
Office is being discussed.
General
2.39 The progress of the naming a laneway in
Washington Valley to recognise Appo Hocton has been reported to the Group, as
has finding a suitable and safe place to relocate the 25th anniversary
sculpture gifted by Miyazu city.
2.40 My appointment as the Sister
Cities Coordinator concludes in October and I am happy to be reappointed in
this role. However I suggest that there are other models that could be assessed
and used for Sister Cities coordination. Thank you for the opportunity
Author: Gail
Collingwood, Sister City Co-ordinator
Attachments
Nil
Item 9: Governance
Committee Quarterly Report to 31 March 2019
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Governance Committee
13 June 2019
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REPORT R10105
Governance
Committee Quarterly Report to 31 March 2019
1. Purpose
of Report
1.1 To
inform the Committee of the financial and non-financial results for the third
quarter for the activities under its delegated authority.
2. Recommendation
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That the Governance Committee
1. Receives
the report Governance Committee Quarterly Report to 31 March 2019 (R10105)
and its attachments (A2175596, A2181659 and A2181133).
|
3. Background
3.1 Quarterly
reports on performance are being provided to each Committee on the performance
and delivery of projects and activities within their areas of responsibility.
3.2 The financial reporting focuses on the year to date performance (1
July 2018 to 31 March 2019) compared with the year-to-date (YTD) approved
capital and operating budgets.
3.3 Unless
otherwise indicated, all information is against approved operating budget,
which is the 2018/19 Long Term Plan budget plus any carry forwards, plus or
minus any other additions or changes as approved by the Committee or
Council.
3.4 There
are four projects that fall under the Governance Committee that are included as
part of the quarterly reporting. These have been selected if their budget is at
least $250,000 for 2018/19, are multi-year projects with a budget over $1
million, or have been assessed to be of particular interest to the Committee.
4. Key
developments for the three months to 31 March 2019
4.1 The
Council adopted the Consultation Document for the 2019/20 Annual Plan/Community
Housing on 27 March 2019 for public consultation. The Consultation Document was
made available online, at Council’s Customer Service Centre and at each
library.
4.2 Council
also adopted the Consultation Document on the Potential Sale of Land for
Commercial Development in Wakatu Square at the same meeting.
4.3 The
Nelson Regional Development Agency Statement of Expectation 2019/20 was
confirmed by Council on 21 March 2019. A Workshop Policy was adopted by Council
at the same meeting.
4.4 Teams
supported the response to the Pigeon Valley fires, with consequential impacts
on other project work. See paragraph 9.1 for an update.
4.5 There
were 37 LGOIMA requests received between 1 January and 31 March 2019 and all
were responded to within the statutory timeframes.
5. Financial
Results
Other
Operating Revenue (excluding rates income)
Operating
Expenditure
5.1 Council
Publicity expenditure is less than budget by
$53,000. The LGNZ Excellence Programme expenditure is behind budget by
$14,000 year to date, because the assessment is now scheduled for the first
quarter of 2020. The full year budget of $19,000 will be deferred to the next
financial year. Our Nelson expenditure is behind budget by $15,000. Delivery
costs for Our Nelson is expected to increase over the remainder of the year,
and it is anticipated this budget will be spent before end of year. Print and
Radio Advertising expenditure is behind budget by $8,000.
5.2 Investment
Management revenue is greater than budget by
$2,198,000. Investment management received an unbudgeted special
dividend from Port Nelson of $750,000. Port Nelson also paid a dividend of
$750,000 in March, which was budgeted for $832,000 in April. This variance has
arisen due to the timing of the Port Nelson Statement of Corporate Intent not
being due before the Council’s Annual Plan is finalised. A dividend of
$375,000 was received from Nelson Airport in the current year but had been
budgeted in the last financial year. Interest income on short term investments
is ahead of budget by $377,000, as Council holds deposits (currently $10
million) to offset the pre-funding of debt which is maturing in 2019.
5.3 Civic
House revenue is greater than budget by $108,000.
Civic House has recorded greater rent recoveries YTD than budgeted. These are
internal recoveries so this will be offset by expenditure in other cost
centres. Civic House expenditure is less than
budget by $72,000. Programmed building maintenance is behind budget by
$25,000, due to interior and exterior paint works that are scheduled to be
completed within the paint season. Asbestos testing expenditure is behind
budget by $21,000. Depreciation is behind budget by $40,000 due to delays in
the capital expenditure programme relating to the floor one upgrade.
5.4 Rental
Properties revenue is less than budget by $44,000. Nursery
land rental income is behind budget by $47,000 due to the lease being
renegotiated and the rent reduced.
5.5 Forestry
revenue is less than budget by $566,000. Brook
/ York Valley Forest harvest income is $271,000 behind budget and Maitai Forest
harvest income is $1,192,000 behind budget, with no income being received from
either forest in the current year. Harvest costs are behind budget by $178,000
and $772,000 for the Brook / York Valley Forest and Maitai Forest respectively.
Land preparation costs are also $219,000 behind budget. Roding Forest harvest
income is $897,000 ahead of budget, and Roding Forest harvest costs are
$541,000 ahead of budget. Forestry expenditure is
less than budget by $649,000. Forestry budgets have now been grossed up
to reflect the actual income and expenditure.
5.6 Policy
expenditure is less than budget by $191,000. This
variance is due to the allocation of staff costs being less than budgeted as
well as less time coded to policy from capital projects, environment, parks
etc.
5.7 Emergency
Response Fund revenue is greater than budget by
$202,000. Revenue includes an unbudgeted insurance refund for the
February 2018 storm event of $300,000, which is partially offset by decreased
internal recoveries for infrastructure insurance of $99,000, due to increased
premiums.
5.8 Economic
Development expenditure is less than budget by
$18,000. Provincial Growth Fund project costs are behind $50,000 with no
expenditure to date, however it is anticipated this will be spent during the
year. Bay Dreams expenditure includes costs of $27,000 against a nil budget.
5.9 Civil
Defence expenditure is greater than budget by
$72,000. The allocation of staff costs is greater than budget by
$69,000, with at least $56,000 of this variance relating to the Pigeon Valley
Fire event.
Capital expenditure (including capital staff
costs)
6. Commentary
on capital projects
6.1 There
are three capital projects, within the Governance Committee delegations, that
are included as part of the quarterly reporting. All of these are over $250,000
for 2018/19.
6.2 Project
status is analysed based on three factors; quality, time and budget. From
the consideration of these three factors the project is summarised as being on
track (green), some issues/risks (yellow), or major issues/risks (red).
Projects that are within 5% of their budget are considered to be on track in
regards to the budget factor.
6.3 Of
those capital projects attached, all relate to Civic House improvements, and
are red as they are on hold.
7. Commentary
on operational projects
7.1 There
is one non-capital project, within the Governance Committee delegations, that
is included as part of the quarterly reporting. This project, the 2019/20
Annual Plan, has been selected for quarterly reporting as it makes an important
contribution to Council’s work programme. Its project sheet is appended
in Attachment 1.
8. Status
Reports
8.1 The
updated status report is included as Attachment 3 (A2181133).
9. Other
notable achievements, issues or matters of interest
Fire
Emergency
9.1 Several
of the Strategy and Communications business units, particularly the Governance,
Administration and Communications teams, were heavily involved in the delivery
of services at the Emergency Operations Centre during the response to the
Pigeon Valley fires. The teams contributed an estimated 530 hours during
the period of the emergency (66 days). This has resulted in accumulated
time in lieu (TOIL) of 60 days plus 26 days of special leave.
9.2 The
business units’ work programmes were affected during the emergency as a
result of staff secondments to Civil Defence, with fewer staff in the office,
and those staff who were not seconded taking on additional
responsibilities. Some staff cancelled leave to cover for those who were
seconded.
9.3 This
diversion of resource will have an ongoing impact on delivery of the
Group’s work programme for the remainder of 2019.
9.4 The
main effects on the Group’s work load are:
Governance
and Administration team work programme
· New LGOIMA processes, policy and website work has been
delayed.
· Condensed timelines have had to be applied to some
projects, for example elections and end of triennium preparation. Some business
as usual timeframes have had to be extended.
Communications
· The Communications and Engagement Strategy development
was delayed. Eelco Boswijk awards process and publicity was delayed.
· Water restrictions/drought communications were not as
comprehensive as they would have otherwise have been.
· Communications work on Nelson Tasman Future
Development Strategy, Coastal Hazards and, Inflow and Infiltration was delayed
or reduced.
Strategy
· Work on the Brook Reserve Classification and road
stopping process has been delayed.
· Project planning for the Long Term Plan 2021-2031 was
delayed.
9.5 All
teams were affected by delays in the performance review process and some staff
training was also delayed.
9.6 The
Group is continuing to work on reprioritisation and removal of some of the
planned work programme for Council in 2019.
Workshop Update
9.7 Annual
Plan workshops were held over the three days 12-14 February 2019 and assisted
to inform the Annual Plan 2019/20 Consultation Document.
9.8 The
workshop on the Communications and Engagement Strategy, scheduled for 7 March,
was deferred to 2 April 2019.
10. Key Performance Measures
10.1 As
part of the development of the Long Term Plan 2018-28 Council approved levels
of service, performance measures and targets for each activity. There are
ten performance measures that are within the Governance Committee’s delegations.
10.2 Final
results for each measure will be reported on through the Annual Report 2018/19,
however this report includes an indication of progress for those measures where
an assessment of current performance is available at this stage.
10.3 A
number of performance measures cannot be reported on until the end of the
financial year, accordingly the scale to report on the performance measures is
as follows:
· On
track
· Not
on track
· Achieved
· Not
achieved
· Not
measured yet
10.4 Attachment
2 lists all performance measures within the Governance Committee delegations,
their status and commentary for the quarter.
11. Quarterly
Review of Key Performance Indicators
11.1 Six
of the ten measures were on target as at the end of the third quarter of
2018/19.
11.2 The
results of four measures cannot be reported on yet. Some of this data comes
with a time lag, but it is expected this will be available for the final
quarterly report for this time period. Attachment 2 (A146963) lists all
performance measures, their status and commentary.
12. Conclusion
12.1 The
review of performance for the third quarter for the Governance Committee is
included in this report, with project sheets and performance measure updates
attached.
Author: Nicky
McDonald, Group Manager Strategy and Communications
Attachments
Attachment 1: A2175596
-Quarterly Report Project Sheets for Governance Committee Q3 - 31 March 2019 ⇩
Attachment 2: A2181659
- Performance Measure Summary for Governance Committee Q3 - 31 March 2019 ⇩
Attachment 3: A2181133
- Status Report for Governance Committee Q3 - 31 March 2019 ⇩
Item 9: Governance Committee Quarterly Report to 31 March 2019:
Attachment 1
Item 9: Governance
Committee Quarterly Report to 31 March 2019: Attachment 2
Item 9: Governance Committee Quarterly Report to 31 March 2019:
Attachment 3
Item 10: Communications
and Engagement Strategy
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|
Governance Committee
13 June 2019
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REPORT R10206
Communications
and Engagement Strategy
1. Purpose
of Report
1.1 To
recommend to Council the adoption of the Communications and Engagement Strategy
2. Summary
2.1 The
Communications and Engagement Strategy has been developed to guide
Council’s communications and engagement with residents, partners, and
stakeholders. The Strategy has had input from two workshops with elected
members.
3. Recommendation
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That the Governance Committee
1. Receives
the report Communications and Engagement Strategy (R10206) and its attachment (A2196740).
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Recommendation to Council
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That the Council
1. Adopts the Communications and
Engagement Strategy (A2196740).
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4. Background
4.1 Council’s
previous Communications Strategy was developed in 2017. This Strategy was
reviewed as part of the 2017 LGNZ Excellence assessment which recommended
governance direction in developing subsequent strategies.
4.2 At
its meeting of 15 November 2018 Council resolved:
Delegates
responsibility for development and implementation of a Communications and
Engagement Strategy to the Governance Committee; and
Updates
the Delegations Register to include the Governance Committee’s
responsibility for development and implementation of a Communications and
Engagement Strategy.
4.3 Workshops
were undertaken (11 December 2018 and 2 April 2019) to seek feedback from
elected members on the topics of Council “Communications” and
“Engagement”.
4.4 A
report summarising the outcomes of the workshops was presented to 18 April 2019
Governance Committee (R10206). A
contractor (Elizabeth Hughes) with expertise in local government strategy and
communications drew on the information from a number of sources, including
workshops and Committee discussions to develop the attached draft (Attachment
1).
5. Discussion
5.1 The
Strategy helps to direct Council’s communication and engagement with
residents, partners and stakeholders. It outlines the actions to achieve set
goals, while ensuring Nelson’s vision as the Smart Little City is
clearly articulated.
5.2 The
adoption of the Strategy provides direction for the actions to be taken, to
build on and develop relationships with the community. The results from the
actions will be reported on through quarterly reporting to the Governance
Committee.
5.3 Budgets
associated with Communications and Engagement will remain the same. Activities
will be assessed for cost effectiveness as part of the implementation plan.
6. Options
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Option 1: Recommends strategy
for adoption
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|
Advantages
|
· Enables
implementation to begin in the 2019/20 financial year.
· Provides
clear direction for operational development of Communications and Engagement
activities.
|
|
Risks and Disadvantages
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· No
risks or disadvantage identified for recommending Strategy for adoption.
|
|
Option 2: Does not recommend
for adoption
|
|
Advantages
|
· Allows
the Committee to consider the Strategy further
|
|
Risks and Disadvantages
|
· Lack
of governance direction for this area of work
|
7. Conclusion
7.1 The
Communications and Engagement Strategy will provide direction on Communications
and Engagement activities, to improve relationships with the community.
Author: Paul
Shattock, Manager Communications
Attachments
Attachment 1: A2196740
Draft Communications and Engagement Strategy ⇩
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Important considerations for decision making
|
|
1. Fit
with Purpose of Local Government
Adoption and implementation of the Communications
and Engagement Strategy will assist in informing the community about Council
activities and services and achieving broad input into Council’s
decision making.
|
|
2. Consistency
with Community Outcomes and Council Policy
The development of the strategy supports the
Community outcomes:
Our Council provides leadership and fosters
partnerships, a regional perspective, and community engagement.
|
|
3. Risk
There is minimal risk implementing the strategy. The
strategy seeks to improve relationships with the community, reducing
reputational risk.
|
|
4. Financial
impact
Work outlined in the strategy will be covered
through existing budgets.
|
|
5. Degree
of significance and level of engagement
This matter is of low significance as does not have
a financial impact, does not affect levels of service and is likely to be of
only general interest to most in the community. As a result no consultation
is planned.
|
|
6. Inclusion
of Māori in the decision making process
No engagement with Māori has been undertaken in
preparing this report.
|
|
7. Delegations
The Governance Committee has the delegations for the
development and implementation of the Communications and Engagement Strategy
and Powers to recommend: Development or review of policies and
strategies relating to areas of responsibility.
Only Council can approve the Communications and
Engagement Strategy.
|
Item 10: Communications and Engagement Strategy: Attachment 1
