document number: (insert objective document file a cross-council working group to develop the...

Document number A1794312 of 2

Item: 10.1 Meeting: COUNCIL - 24 NOVEMBER 2016 Name of Item: CHIEF EXECUTIVE OFFICER’S (ACTING) REPORT -

PERIOD: OCTOBER/NOVEMBER 2016 Author: Ian Robertson - Non Financial Reporting Officer

Date of report: 11 November 2016

Document number: A1794312

Executive Summary The purpose of the report is to present the Chief Executive Officer’s (Acting) Report - Period: October/November 2016 for Council’s consideration.

Recommendation: THAT the report entitled “Chief Executive Officer’s (Acting) Report - Period: October/November 2016” dated 11 November 2016 be noted.

1) Background The Chief Executive Officer’s (Acting) report builds on a month by month basis to deliver a chronological, comprehensive and transparent insight into Council that is easily understood by Elected Members and ratepayers alike. Emphasis is placed on relevant issues and pressures Council is experiencing whilst meeting its objectives to the community and covers an overview across all activities that Council undertakes.

The Chief Executive Officer’s (Acting) report is attached and covers a detailed overview of progress against Council’s activities. His Worship the Mayor and Councillors’ feedback is welcomed.

2) Discussion and options Feedback is encouraged in order to deliver a quality and meaningful report to Council and ratepayers.

3) Financial implications and budgetary provision There are no financial implications or budgetary provision needed as a result of this report.

4) Reason for the recommendation This report is for information only.

Manager: Colin Dale - Chief Executive Officer (Acting)

Attachment 1: Chief Executive Officer’s (Acting) Report - Period: October/November 2016. Document Number - A1796914

Document number A1794312 of 2

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.

Relationship with existing policies and Community outcomes.

Not applicable.

Possible implications for the relationship of Māori and their culture and traditions with their ancestral land, water, site, waahi tapu, valued flora and fauna, and other taonga.

Not applicable.

Views or preferences of persons likely to be affected by, or to have an interest in the matter, including persons with disabilities, children and older persons.

Not applicable.

Does the issue, proposal, decision or other matter have a high degree of significance or engagement as determined under the Council's Policy #2124?

Not applicable.

If the matter has a Community rather than a District wide relevance has the Community Board's views been sought?

Not applicable.

Financial Implications and Budgetary Provision.

Chief Financial Officer review.

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

The Management Information Manager has reviewed this report.

Document number A1796914 Page 1 of 19

CHIEF EXECUTIVE OFFICER’S (ACTING) REPORT TO COUNCIL

Period: October- November 2016

KEY WORK PLAN AREAS: Strategy and Policy Governance Compliance, Business and Finance People and Capability Customer Services Strategic Relationships Communications LGOIMA Community Wellbeing

Introduction Welcome to this CEO report, which provides an overview on the Council’s activities for the period October – November 2016.


Chief Executive Officer’s (Acting) Report Strategy and Policy Page 3

District Vision

Community and Social Issues Facing the District

Northland Strategic Collaboration and Shared Activities

Policies and By-Laws

Economic Development

Governance Page 8 Committee Structure

Workshop Delegations

Community Boards

Compliance Business and Finance Page 9 Annual Report 2015/16

Financial Report

People and Capability Page 12

Summary of Activity

People and Capability Metrics

Customer Services Page 14 Service Delivery and Contract Performance

Customer Culture

Administration Accommodation including Customer Services

Strategic Relationships Page 15 2016 Elections

Support to Council, Committees and Community Boards

Iwi, Hapu and Iwi CEO Consortium

Representation at Regional and National Forums

CEO Participation

Communications Page 16 Keeping Communities Informed

Better Online Information

LGOIMA Page 17 Monthly Statistics 2016

Community Wellbeing Page 18 Comparison of GDP Growth and Structure


Strategy and Policy District Vision • The Our Voices Our Vision reference group recently held a workshop to get guidance on

how to create a governance arrangement, that will be a catalyst for activity to achieve the vision. A business case will be presented to the December Council meeting.

• A cross-Council working group to develop the sustainable development strategy for the District has been instigated by staff. There will be workshops with both elected members and the stakeholder reference group, and engagement with wider stakeholders as we develop the strategy.

• Staff are analysing demographic trends and projections to develop an environmental scan and spatial plan, which will inform the sustainable development strategy. A workshop will be provided to share the research.

Community and Social Issues Facing the District • Community Safety in Kaitaia has been an issue again with adverse media. The focus

was on recent murders and a perceived lack of 24 hour policing.

A report was prepared for Council resulting in a letter being written and signed by the Mayor to the Minister of Police, the Hon Judith Collins. The Minister responded that four additional detectives have been allocated to Kaitaia to allow staff to have leave. The Minister has assured that these staff will remain in Kaitaia as permanent staff.

Additionally, the Minister has confirmed 6 positions for Whangaia Nga Pa Harakeke an initiate by the Regional Commander to support thriving children, strong families and resilient communities, based in Kaitaia. This project has been supported by Make It Happen Te Hiku and the Te Hiku Social Accord.

• Make it Happen Te Hiku have developed 2 feasibility studies. The first is ECE which found the there is a significant gap in quality between different service delivery channels which is attributed to lack of accessible training. The second is a Tertiary study that has identified YR 9 as the pivotal point to overlay the world of work with the world of skills and create informed and supported pathways to employment.

These 2 studies will be presented to the Northland Economic Action Plan (TTNEAP) Advisory Group and the NEAP Working Party along with the GROW programme developed by MSD that is focused on NEETs.

• The Karekare Community Plan made good progress before the elections and further intensive work is planned with these communities prior to the summer holiday period. Haitetai Marangai are integral to the planned development. The other required party is Carrington Estate, however, there has been no input as yaet, despite being invited to participate.

• The Russell Community Plan has been completed by the working party and is being socialised with the community for feedback.

Broadband Access • Access is inconsistent and where available is not “fit for purpose”. 3 Key messages have

been developed and were taken by the Hon. Mayor, John Carter to the Hon. Bill English. Council need to use these in as many influential audiences as possible. The messages are:

Our goal for the Far North District is 100% connectivity, 100% opportunity, no one left behind.

RBI2 needs to help us deliver our goal. It is not Council’s role to fund the last ‘extra bits’ of networks. Council’s role is to ensure this infrastructure is well used by our


communities and that they receive the economic and social benefits that come with digital connectivity (build local capability, Mayor’s Task Force for Jobs – skills, training, jobs).

The ‘easement problem’ is an issue. The Select Committee on November 7 considered a change the Electricity Act, to allow the use of powerlines for telecommunications use. We need lines companies to provide a fibre corridor, without this we cannot reach our goal. The Select Committee is expected to make its decision by 2 February 2017.

Moerewa recycling • A new recycling centre due to open in Moerewa 15 November which is intended to cut

illegal rubbish dumping and help reduce the community’s impact on the environment. • The idea of establishing a recycling centre in Moerewa was initiated by residents with He

Iwi Tatou Trust asking the Community Board to include the proposal in the Far North District Council’s Long Term and Annual plans.

• The Moerewa Community Recycling Centre will be officially opened with a waiata performed by local school children on Tuesday 15 November at 10am.

Northland Strategic Collaboration and Shared Activities • Eighteen projects that make up the Northland|Forward Together programme were

originally identified in early 2014, and assigned between the four Northland Councils.

• It is worth reflecting and recapping the purpose and the progress made over the last two and a half years, particularly for projects that are allocated to FNDC, as part of the overall Forward|Northland Together Plan.

Collaboration and Shared Activities Matrix

Collaboration Projects Shared Services Projects

FNDC Regional Advocacy – to address Northland “One Voice” issues

FNDC Contact centre operations

FNDC Iwi Relationships – single conduit and enhance Councils support for Maori development opportunities

FNDC ICT Architecture review

NRC FNDC

Northland strategy for economic development Regional connectivity Community Broadband

FNDC Libraries (Lower priority)

WDC Roads and Transport FNDC I-sites (Lower priority)

WDC Three Waters WDC Joint procurement

WDC Solid Waste FNDC (Originally KDC, then WDC)

Common building compliance accreditation

NRC Commercial property NRC GIS

WDC Policy development, By-laws and engineering standards

NRC/WDC Shared rating system

NRC Recreation, sport and cultural facilities

NRC Human resources – payroll, health and safety, terms and conditions, systems


Regional Advocacy Projects assigned to FNDC: Iwi Relationships

• Whanaketia te whenua, kia ora ai te tangata – Developing the land to benefit the people.

• The purpose of this project is for all Northland Council’s to work together collaboratively to enhance each individual organisation’s support for Māori land development across Te Taitokerau, for the benefit of Māori land owners and Māori generally. There are three sub-projects identified below:

Improving and Streamlining Council Service Delivery Rating of Māori Land Removing Barriers to Maori Land Development The project has reached the end of its scoping phase. A draft report outlining the

findings and recommendations has been developed and the report requires further engagement and consultation with the four Councils and agreement to the recommendations. The report is planned for presentation at the November CEO Forum.

Iwi CEOs (ILGACE) Terms of reference agreement is now developed and signed by Northland Councils CEO’s. The focus of ILGACE is for Iwi and Council CEOs to work closer together on strategic issues that bring mutual benefit to the Northland region. Examples of this are ratinf policies in relation to multiply owned Māori land, Councils policy framework relating to Māori issues and sustainable development.

• A work plan will be developed, with reference to the Te Tai Tokerau Economic Action Plan, and whether ILGACE will perform an advocacy or enablement role.

Community Broadband

• This project is under the regional connectivity project and being managed overall by Northland Inc. At present, FNDC is progressing with the community broadband initiative.

• 2Degrees, Vodafone and Spark all indicated an interest to be involved in providing coverage for Northland through the District Planning process. Spark has indicated support to the Te Hapua solution.

• The next phase will focus on:

further community engagement with identified communities; building a list of potential funders/partners to support implementation and funding

strategies; Conduct a needs analysis and feasibility study re: connectivity in Northland – a

crucial piece of work that needs to be completed before approaching funders. Northland Inc. has funding of $100K through NRC to progress.

• The communities are:

Waima Awanui Te Hapua Nukutawhiti

• A stock-take of known black spots was undertaken several years ago by the previous general manager and Telecom. The main areas of non-coverage are the Ngapipito and Horeke Rd areas.

• The stock-take and correspondence from Telecom will be reviewed in the coming months in regards to a future business case for coverage.


Contact Centre

• Joint procurement of “Contact Centre as a Service” purchased from Datacom, and in the process of being implemented. Both Councils will use the same configuration and standardise processes to benefit from the shared cost of implementation.

• There is an opportunity for WDC and NRC to join the procurement initiative, and share implementation costs.

ICT Architecture Review

• Completed. Next stage – Regional ICT Team to re-group and develop a programme of work from the foundation opportunities outlines in the report. Attention to the Transport Alliance and the resource, budget and commitment to undertake further work

Libraries

• Regional reference group in place meeting quarterly

i-SITES

• Regional reference group in place meeting quarterly

Common Building Accreditation Compliance • This initiative is over a one to two year timeframe, with the building teams from

Whangarei and Kaipara working together on a number of initiatives with MBIE and specific outputs.

Standardising Forms, Templates and Checklists One Website with consistent information and guidance Sharing knowledge and resources including group training Standardised quality management manual Electronic Applications through a single portal.

Northland Transport Alliance • The Acting Northland Transportation Alliance Manager and the HR managers from each

Council, have developed a plan to transition to a preferred structure for the Alliance over the course of the agreed 12 - 18 month transition period.

• All Councils are participating to develop a Northland Transportation Alliance Procurement Policy, incorporating the requirements of each Council and NZTA. Work is in progress and will be reported to Council in due course.

• The HR Managers and the Northland Transportation Alliance are reviewing the Northland Councils Health and Safety policies Health and Safety, to develop a policy for the Alliance.

• Risk Management and S17A service delivery requirements are also being progressed by the Alliance and FNDC management

• The Northland Transportation Alliance Update Report (Document No. A1772545) was presented to Council 29 September 2016.

Geographic Information System (GIS) • Following the CEO Forum on the 30th September 2016, executive and senior staff met

from NRC and FNDC to further progress the regional GIS report. This report is planned to be presented to the November CEO Forum and presents how GIS services can be future developed and utilised at a regional level.


Tai Tokerau Northland Economic Action Plan • The Tai Tokerau Northland Economic Action Plan (TTNEAP) working group has begun

reviewing the plan with the aim to produce an updated version by March 2017.

Northland|Forward Together Programme Governance • Malcom Nicolson, CEO Northland Regional Council, is the lead convenor for the overall

programme, building on the previous work completed by Dr Jill McPherson. The Lead Team together with the convenor are re-enforcing a framework that supports good decision making, effective prioritisation of projects and ensuring risk management and resource management is in place to ensure delivery of the programme.

Policies and Bylaws • The Dog Control bylaw and policy are being consulted on over 7 November to 16

December

• We are expecting to bring a statement of proposal for the Maritime facilities bylaw to Council in December

• We are currently consulting with the Community Boards on Easter Trading. A report will be provided to Council in December.

• We are working on the Trade waste and Waste water bylaws.

• We are working on amalgamating related policies, such as the various roading policies and the Reserves policies.

Economic Development

• Blah Blah Marketing was awarded the promotion of the Pou Herenga Cycle Trail. They are currently developing the marketing strategy, due at the end of November. They are keen to collaborate with all stakeholders to ensure we maximise our potential from the trail.

• The Warawara forest road project has appointed David Mules as Project Manager. He has identified the road is already recognised on the Maori land titles, so further legal investigation is underway.

• All events related contracts have been sent to the event holders. Most have been returned, and some funding has been awarded.


Governance Committee Structure • The following Committee structure for the 2016-2019 triennium was agreed at the

Council meeting on 25 October and at the subsequent workshop on 26 October.

• A simplified committee structure based around the four key components of the Council governance responsibilities has been agreed:

Strategy - strategic direction; statutory strategies, policies and plans; stakeholder relationship management; and policies impacting on communities;

Operations - set levels of service and monitor delivery; monitor asset condition; and monitor operating performance;

Corporate - monitor financial performance; risk and audit; investments; and monitor internal resources;

Governance - governance performance; governance administration and CEO performance.

• The Committees will be made up of the following membership (the mayor is ex-officio all committees and is not appointed to any and will not chair any committee):

Strategy - consisting of Councillor Prime - Chair, the Deputy Mayor and all the councillors, no Community Board Chairs will attend this committee. This structure will be reviewed after a few months to ensure the Committee has been able to function as a Committee.

Operations - consisting of Councillor Court - Chair and Councillors Foy, Macauley, Radich and Vujcich, plus the 3 Community Board Chairs

Corporate - consisting of Cllr Vujcich - Chair, plus Councillors Foy, Hookway, Kitchen and Macauley, no Community Board Chairs will attend this committee.

Governance - consisting of Councillor McInnes - Chair and Councillors Hookway, Kitchen, Prime and Vujcich, plus the 3 Community Board Chairs.

The 3 Community Board Chairs will have speaking rights but not voting rights at the committees they are appointed to.

Delegations • Delegations for the above Committees and three Community Boards were workshopped

with Councillors on the 10th November 2016. There will be a report for Council adoption on the 24th November 2016.

Community Boards • There are 3 Community Boards for the 2016-2019 triennium as agreed as part of the

representation review undertaken in 2014. These are:

Te Hiku Community Board; Kaikohe-Hokianga Community Board; and Bay of Islands-Whangaroa Community Board.


Compliance, Business and Finance Annual Report 2015/16

• Audit New Zealand has given the Far North District Council’s finances a clean bill of health, thus allowing the newly-elected Council to adopt the 2015-16 Annual Report.

• Adoption of the report was one of the first acts of the new Council, which met 25 October for the first time following the 8 October local body elections.

• The purpose of the Annual Report is to look at the Council’s accomplishments during the previous financial year and is the main way Council informs the community about its performance – both financial and non-financial. The Annual Report also outlines the major challenges facing the community in the months and years ahead.

Finance Report • This report provides an overview and evaluation of the current financial position and

performance of the Far North District Council as at 31 October 2016.

• Further details are reported to the Corporate Committee in the Council Financial Report 31 October 2016. Key graphs and commentary are shown below.

Net Operating Position • The net operating position for the year to date is a deficit of $18.8 million we anticipated

in the AP Budget as at 31 October for there to be a deficit of $1.5million. The variance of $17.3 million is due to the following:

Roading Asset Disposals of $20m, $19.3m of which is for the Mangakahia Road offset by: General Expenses, Contractor & Professional Fees and External service expenses

are less than budget timing.

78,5

00

05,000

10,00015,00020,00025,00030,000

Rates - general(excl water

supply rates)

Rates -penalties

Fees &charges (incwater supply

rates)

Central govtsubsidies -operational

Other income Central govtsubsidies -new works

Central govtsubsidies -renewals

Othercontributions

Developmentcontributions

RMAcontributions

Total Operating Income YTD Actual $000's YTD Budget $000's Total Annual Budget $000's

0

10,000

20,000

30,000

40,000

Payroll relatedcosts

Other staffingrelated costs

Generalexpenses

Rate remissions Contractor &professional fees

Grants anddonations

Allocations(direct and

indirect)

Interest costs Depreciationand other asset

costs

Total Operating Costs by Expenditure Type YTD Actual $000's YTD Budget $000's Total Annual Budget $000's


Capital Performance • Capital expenditure as at 31 October is $8.9m. Year to date this is a variance of $2.5m

against Annual Budget.

• Expenditure to date, represents 78% of the expected Capital programme delivery as at 31 October

• Variances are predominately due to:

Kerikeri Wastewater Treatment Plant project work is not progressing as timed in the budget

Paihia Switchboard rebuild project is progressing behind the project timing

offset by

Information Management projects being timed in Period 12 and this due to a change in workplan does not reflect the current activity

Roading works being of budget timing particularly in Minor Safety Works The purchase of the Butler Rd property as a Strategic Property purchase was

unbudgeted.

10,416

30,990

14,546

0 1,000 2,000 3,000 4,000 5,000 6,000 7,000

District Facilities

Environmental Management

Strategic Planning & Policy

Roading and Footpaths

Wastewater

Stormwater

Waste Management

Water Supply

Governance & Strategic Administration

Capital Performance by LTP Group Total Annual Budget $000's YTD Budget $000's YTD Actual $000's


Borrowing & Investments • Current Position

Total debt is $52.5m At 31 October Council drawdown on it’s banking facility was $6m and leaves $24m

headroom provided by the $30m facility that matures in November 2017. Council’s cash position is $2.3m in the General Fund bank account at month end.

• Compliance

Our liquidity ratio (access to funds) is at 165% compared to the policy minimum of 110%.

This means that Council is in a strong position to cover short term debt obligations. • From an operational perspective we remain in a sound position.

45

50

55

60

65

70

Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May June

Mill

ions

Public Debt

15/16 Actual 16/17 Actual 16/17 Forecast


People and Capability - Summary of Activity Performance Appraisals • Performance Appraisals process for FY16 has been completed in full. The focus for

FY17 is to close out the forward looking Goals and Key Performance Indicators for some employees; with the Development Plans being the continual focus for managers and employees as we move in to the second quarter of the performance appraisal year. The emphasis is on Managers and Employees to have quarterly performance conversations (check-ins) that are recorded and will inform the end of year appraisal in June 2017.

Leaders’ Forum • Two workshops have been completed since the last report and these have involved all

Tier 3 Managers, GM’s and the CEO. The focus is on strategic priorities, with the intent of the T3 managers focusing on three of the core priorities from the Business Plan. These priorities are:

High Performing Organisation Customer Services Strategy Digitisation

• The T3 Managers have formed three groups, with each group focusing on one of the above strategic priorities. Each group represents a cross section of the workforce to enable collaboration and clear understanding of the issues involved in achieving the strategic goals. These groups are currently working to develop an action plan and will reconvene for a third workshop on the 2 December 2016.

Accelerated Leadership Development Programme • The pilot programme is nearing completion and People & Capability from FNDC have

met with other council stakeholders in the Region and SOLGM, to review any changes that need to be made to the programme prior to the launch of the next series of cohorts.

Collective Union Negotiations • The Collective Employment Agreement (CEA) was successfully negotiated and signed

by FDNC and the PSA in September. The CEA will be back dated with effect from 1 July 2016 and continue in place until 30 June 2017.

People and Capability - Metrics Current Staffing Levels and Budget

Actual Head Count at 31 October

Actual FTE at 31 October

2016-17 Establishment FTE

348 317.78 338.46

Salaries Budget at 31 October

Actual salaries spend at 31 October

Actual vs Budget

Total FY17 Salaries budget

$ 8,587,290 $8,235,205 $ 352,085 $ 24,313,101


Vacancies • As at 31 October, there were 17 open vacancies being actively recruited for. In the

weeks since the previous report, that volume has continued to plateau.

Department Number of Open Vacancies

CEO/Communications/people & Capabilities 2

Corporate Services 5

District Services 7

Infrastructure & Asset Management 3

Strategic Planning & Policy 0

FNDC TOTAL 17

• Significant effort in the recruitment placement since the last report, has seen nine budgeted roles been filled, with those new employees to start in the month of November 2016.

Training Financial Performance

Financial Performance Current Year to 31 October 2016

2016 - 2017 Budget

Previous Financial Year (FY16)

Actual $224,261 N/A $431,525

Budget $287,084 $861,210 $593,981

Training Costs as % of Budgeted Salary Costs 0.93% 3.54%

NZ Local Government Average Training Budget (% of salary costs)

4.00%


Customer Services Service Delivery and Contract Performance • Customer Service Implementation Strategy – work is being completed by CTMA NZ Ltd

on a customer services audit. The audit results are expected in mid-November, these will inform the further shaping of the customer services strategy and implementation planning within Groups.

• The Resource Consents and Building Consents Departments continue to receive an unprecedented high volume of consent applications. Achieving the 20 days statutory timeframes is difficult with current staffing levels. An independent review - Consenting Processes Review Report - was completed by Peter Winder of McGredy Winder in September 2016. In response to the recommendations made in this report we are addressing our resourcing requirements.

• In the August – September 2016 period ALGIM undertook a mystery shop exercise (about dog registration) to evaluate the quality of the customer experience delivered via the telephone channel. The ALGIM Customer Experience Report indicates that FNDC scored 80% and was ranked in the upper quartile for all of the 78 councils surveyed. Positive feedback was received about this being a very good customer experience.

• A phased approach is being taken in order to provide reliable Contact Centre services.

Phase 1 is focused on providing reliable contact centre services in the short term. Contact centre software and hardware is being provided by Phoneplus, Council’s After-Hours service. While reporting is currently limited, the service has provided an improved level of stability i.e. minimal hardware/software faults causing outages.

Phase 2 is focusing on providing a medium term contact centre solution. Following an all of Government (AOG) procurement process, Datacom has been engaged as the successful vendor. The implementation of this project is being done in conjunction with Kaipara District Council with an estimated ‘Go Live’ in late January 2017.

Phase 3 will involve providing a long-term contact centre solution that supports Council’s customer service strategy and involves multiple channels; this phase would explore the possibility of shared services with other Northland Councils.

Customer Culture • Customer Service Implementation Strategy will focus on establishing a customer culture

within FNDC that supports a positive experience for customers. This will be done by using customer feedback from the CTMA NZ Ltd audit and other customer survey results.

• It is anticipated that all forms of communication with the customer (verbal and written) will receive attention as part of the customer service implementation across Council.

Accommodation Project • Requests for quotes for construction work on JBC’s Level 2 have been issued and the

much anticipated Level 2 refurbishment should be starting soon.

• Planning continues for the Kaikohe headquarters. The first stage of the works will commence in the new year, with some communal areas such as the courtyard and staff kitchen. After the archive space comes free in July, work will begin on office space and then, will be the individual and team work spaces.

• Initial designs and artists illustrations will be available for staff to view over the coming weeks.


Strategic Relationships

2016 Elections

• The 2016 local body elections have successfully concluded. The inaugural meeting of Council has occurred and the Mayor and Councillors have been sworn into office. Community Boards will be sworn in at their inaugural meetings occurring in mid November.

Support to Council, Committees and Community Boards

• An induction programme for incoming Councillors and Community Board members is underway to ensure members receive the professional development required to become fully effective in their roles. This is due to continue into early 2017. A suite of workshops on Council’s strategic direction have also been planned to the end of 2016.

Iwi, Hapu and Iwi CEO Consortium • The Iwi Chief Executives Forum and the Northland Council’s Chief Executives have met

in a collaborative forum for a number of years. As part of the continuing narrative about the working relationship it has been agreed that the time is right to express the purpose and intent of the relationship in a Terms of Reference.

• A draft Terms of Reference for the Iwi Local Government Agencies Chief Executive’s Forum (ILGACE) has been signed by FNDC, NRC, WDC & KDC Chief Executive’s. it is expected that at the upcoming November meeting that the Iwi Chief Executives will also endorse the ToRs.

• Input and/or participation has occurred at the following:

• Te Maata Marae regarding a return of the puna/spring which was acquired by Council in 1959 under the Public Works Act

• Attending Waitangi Tribunal Hearings held at Oromahoe, Kohukohu and the Turner Centre

• Te Oneroa-a-Tōhē Board meeting on the development of a Beach Management Plan

• Te Rῡnanga o NgāiTakoto regarding the rateability of Treaty Settlement assets

• The development and endorsement of a Memorandum of Understanding with Te Whiu Hapῡ

• Parahirahi C1 Trust and the potential development of the Ngawha Hot Springs.

• Council staff were invited to attend a 3 day Wananga with Ngati Kuri Iwi. This was a first step towards developing: a relationship, an Iwi Management Plan and opportunities for greater understanding of issues for Council’s District Plan and other strategic documents. Ngati Kuri intend another Wananga and will invite a wider representation by Council.

CEO Participation in Regional and National Forums • CEO Forum – Chair • NIF membership and attendance • Convenor – proposed tertiary centre for Ngapuhi • Liaison with Northland Inc. • Liaison with CEO Iwi Consortium • Interim Chair of Northland Transportation Alliance Leadership Group • Networking with government agencies at national level as required


Communications Keeping communities informed • The Communications Team will be rolling out a suite of newsletters this year and next to

inform communities and stakeholders about key projects and Council services, including and the District Plan Review.

• A quarterly newsletter tailored to the interests of Maori and called Te Aka Kumara will go out to stakeholders in November, as will a newsletter on the Kerikeri Wastewater Project. Also due before the Christmas break is a newsletter informing holiday cyclists about the Twin Coast Cycle Trail – Pou Herenga Tai, which is due to open in December.

• We are also giving the staff newsletter a much needed makeover and plan now to launch the new-look newsletter in February 2017. Designs for the bigger format, A-3-size newsletter are well advanced. The aim is to create a lighter, brighter, more people-focused newsletter that keeps staff informed and enthusiastic about the journey we are on.

• A major piece of work being undertaken with the District Services group will continue well into the New Year. This is an awareness campaign around the new Dog Control Bylaw and uses newspaper adverts, direct mail outs to dog owners and stakeholders, face-to-face contacts and signage to ensure that residents are aware of the Bylaw process and are motivated to submit.

Better online information • The Online Communications Officer, supported by the Communications Team, is

progressing with the long-overdue review of Council’s online information offering. Several sections have been edited, updated and given a more customer-friendly focus.

• This is a major project that is likely to take at least six months to complete. It is an opportunity to significantly improve the Council’s online information and will also lay significant groundwork informing design of a new website to be built in the future.


LGOIMA Monthly Statistics 2016 The latest statistics for official information requests processed by the organisation appear below. Statistics reflect end October 2016.

Month # Requests / Month

# Requests responded to

<20 days

# Requests responded to within

permitted time extension

# Requests not responded to within time

Ombudsman Investigations

(if any)

Jan 12 10 2 0 0

Feb 14 14 - 0 0

Mar 15 14 1 0 0

Apr 13 13 - 0 0

May 24 22 2 0 1

Jun 16 16 0 1

Jul 19 19 0 0

Aug 24 24 1 0 0

Sep 20 20 1 (1 day late) 1

Oct 24 14

(10 in progress)

0

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