World Indigenous Festival

AGENDA

STRATEGY AND GOVERNANCE

COMMITTEE MEETING

COUNCIL CHAMBER MEMORIAL AVENUE KAIKOHE

THURSDAY 25 AUGUST 2016

COMMENCING AT 1:00 PM

Committee Membership Chairperson Deputy Mayor Tania McInnes

His Worship the Mayor John Carter Councillors Ann Court Di Maxwell Sally Macauley John Vujcich

Document number A1759177 FAR NORTH DISTRICT COUNCIL STRATEGY AND GOVERNANCE COMMITTEE MEETING THURSDAY 25 AUGUST 2016 COMMENCING AT 1:00 PM IN THE COUNCIL CHAMBER, MEMORIAL AVE, KAIKOHE A G E N D A Item

1.0 APOLOGIES AND DECLARATIONS OF INTEREST Members need to stand aside from decision-making when a conflict arises between their role as a Member of the Committee and any private or other external interest they might have. This note is provided as a reminder to Members to review the matters on the agenda and assess and identify where they may have a pecuniary or other conflict of interest, or where there may be a perception of a conflict of interest. If a Member feels they do have a conflict of interest, they should publicly declare that at the start of the meeting or of the relevant item of business and refrain from participating in the discussion or voting on that item. If a Member thinks they may have a conflict of interest, they can seek advice from the Chief Executive Officer (Acting) or the Team Leader Governance Support (preferably before the meeting). It is noted that while Members can seek advice the final decision as to whether a conflict exists rests with the Member.

2.0 CONFIRMATION OF PREVIOUS MINUTES Document number A1759179

3.0 STRATEGIC POLICY AND PLANNING GROUP 3.1 Governance Relationships with Māori Document number A1757020 3.2 World Indigenous Festival 2019 Document number A1756595 3.3 Kaitaia Community Safety Document number A1756673 3.4 Te Whiu Hapu Memorandum of Understanding Document number A1756593 3.5 2050 Challenge Submission Document number A1752636

4.0 INFRASTRUCTURE AND ASSET MANAGEMENT GROUP 4.1 Community Facilities and Community Halls Policy Document number A1724049

5.0 CORPORATE SERVICES GROUP 5.1 Committee Information Reports Document number A1759546

6.0 CLOSE OF MEETING

Document number A1759178 Page 1 of 1 Item: 2.0 MEETING: STRATEGY AND GOVERNANCE COMMITTEE 25 AUGUST 2016 Name of item: CONFIRMATION OF PREVIOUS MINUTES Author: Aisha Huriwai - Meetings Administrator Date of report: 12 August 2016 Document number: A1759179 Executive Summary The minutes are attached to allow the Committee to confirm that the minutes are a true and correct record of the previous meeting. Recommendation THAT the minutes of the Strategy and Governance Committee meeting held Thursday 02 June 2016 be confirmed as a true and correct record.

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

2) Discussion and options The minutes of the meeting are attached. Far North District Council Standing Orders Section 3.17.3 states that no discussion shall arise on the substance of the minutes in any succeeding meeting, except as to their correctness.

3) Financial implications and budgetary provision There are no financial implications or the need for budgetary provision.

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

Manager: Caroline Wilson - Manager District Administration Services Attachment 1: Strategy and Governance Committee Minutes - 02 June 2016 - Document number A1729590

Document number A1759179 Page 1 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 Not applicable. Community outcomes.

Possible implications for the relationship None of Māori and their culture and traditions with their ancestral land, water, site, waahi tapu, valued flora and fauna, and other taonga.

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

Does the issue, proposal, decision or other No matter have a high degree of significance or engagement as determined under the Council's Policy #2124?

If the matter has a Community rather than Not applicable. a District wide relevance has the Community Board's views been sought?

Financial Implications and Budgetary There are no financial implications or the Provision. need for budgetary provision arising from this report.

Chief Financial Officer review. The Chief Financial Officer has not reviewed this report.

Document number A1759179 Page 2 of 2 UNCONFIRMED

MINUTES OF THE MEETING OF THE STRATEGY AND GOVERNANCE COMMITTEE HELD IN THE COUNCIL CHAMBER, MEMORIAL AVENUE, KAIKOHE ON THURSDAY 02 JUNE 2016 COMMENCING AT 1:30 PM PRESENT Chairperson Deputy Mayor Tania McInnes Members Councillors Ann Court Sally Macauley John Vujcich

IN ATTENDANCE Lawrie Atkinson Chairperson Te Hiku Community Board

STAFF PRESENT Colin Dale Chief Executive Officer (Acting) Kathryn Ross General Manager Strategic Planning and Policy Group Phil Grimshaw Manager Strategic Iwi Relationship (until 1:39 pm) Neil Miller Policy Advisor Colin Patterson Communications Officer 1.0 APOLOGIES AND DECLARATIONS OF INTEREST Reason for the resolution The Committee may grant leave of absence to a member from a meeting upon application by the member. If a member had not obtained a leave of absence an apology may be tendered on behalf of the members and the apology may be accepted or declined by the Council (Committee/Community Board). Acceptance of the apology shall be deemed to be granting of a leave of absence for that meeting. Resolved Deputy Mayor McInnes/Vujcich THAT the apologies from His Worship the Mayor and Councillor Di Maxwell be noted and accepted. Carried There were no declarations of interest. 2.0 CONFIRMATION OF PREVIOUS MINUTES Agenda item 2.0, document number A1723032, pages 1-8 refers. Reason for the resolution To confirm the minutes of the previous Strategy and Governance Committee meeting as a true and correct record. Resolved Deputy Mayor McInnes/Macauley THAT the minutes of the meeting of the Strategy and Governance Committee held on- 09 March 2016 be confirmed as a true and correct record. Carried

Document number A1729590 Page 1 of 4 UNCONFIRMED Strategy and Governance Committee Meeting 02 June 2016 3.0 STRATEGIC POLICY AND PLANNING GROUP 3.1. Supporting Marae and Hapū Relationships Agenda item 3.1, document number A1719794, pages 9-11 refers. Reason for the resolution The way we currently support marae and hapῡ is ad hoc in nature, therefore the development of a policy statement will provide a more strategic process that enables staff to support marae and hapῡ, especially those in their Claims negotiations process, and help facilitate better relationships and engagement with marae and hapῡ. Resolved Deputy Mayor McInnes/Macauley THAT the Strategy and Governance Committee makes the following recommendation to Council: THAT a policy be developed on providing support to marae and hapῡ participating in Treaty Settlement negotiations including in-kind services and financial contributions within budget. Carried 3.2. Ngātikahu ki Whangaroa Claims Settlement Bill Agenda item 3.2, document number A1722692, pages 13-25 refers. Reason for the resolution The Ngātikahu ki Whangaroa Claims Settlement Bill does not propose any functions that would either inhibit Council to undertake its day to day work, or devolve any functions to another entity. Therefore staff recommend that Council does not submit on the proposed Bill. Resolved Deputy Mayor McInnes/Vujcich THAT the Strategy and Governance Committee makes the following recommendation to Council: THAT Council does not submit on the proposed Ngātikahu ki Whangaroa Claims Settlement Bill. Carried 3.3. Policy Reviews Agenda item 3.3, document number A1718126, pages 27-85 refers. Reason for the resolution The Council has a number of policies that are no longer operational or have been superseded. Other policies require further review and consideration. Resolved Deputy Mayor McInnes/Macauley THAT the Strategy and Governance Committee makes the following recommendation to Council: THAT the following policies be rescinded: a) Māori Road Lines; b) Kerbing and Channelling; c) Properties Management & Development; d) Volunteers and the Health and Safety in Employment Act 1992; e) Sport and Recreation; f) Swimming Pools;

Document number A1729590 Page 2 of 4 UNCONFIRMED Strategy and Governance Committee Meeting 02 June 2016 g) Dog Registration - Waiver of Penalty Fee Withdrawal of Prosecution; h) Parking Enforcement - Waiver of Infringement Notice; i) Water Conservation - Dual Flush Cisterns; j) Northland River Management Policy; AND THAT the following policies be reviewed in 2016/17: a) Abandoned Land; b) Infrastructure Disaster Funding; c) Local Halls and Community Centres; d) Building Permits - Māori Land; e) Quarry Ownership and Management; f) Road Maintenance; g) Bulk Supply of Water - Commercial Operators; h) Private Roads and Rights of Way; i) Limits of Council Responsibility for Formation Maintenance of Roads; j) Rates Remission for Sports Clubs; AND THAT the following policies be considered at the same time as related Bylaws in 2016/17: a) Dog Policy; b) Grazing Leases / Management of Animals on Reserves; AND THAT a review of all other Council external policies be completed in 2016/17 to identify those that are no longer required and could be rescinded. Carried 3.4. Local Government Excellence Programme Agenda item 3.4, document number A1723390, pages 87-89 refers. The motion was defeated. The Committee were advised that the report would be submitted directly to Council without a recommendation from the Committee. 3.5. Elected Member Induction Agenda item 3.4, document number A1724833, pages 91-93 refers. Reason for the resolution To maintain momentum on the current suite of improvements and reap the benefits of improvements to the Programme that is likely to be made after the first iteration. Resolved Deputy Mayor McInnes/Court THAT the Strategy and Governance Committee makes the following recommend to Council: THAT an induction programme for all Elected Members comprised of Local Government New Zealand and in-house workshops be prepared for the new Council and Community Boards; AND THAT the induction programme for Council Elected Members culminates in an off-site overnight Elected Member team building and strategic direction setting session. Carried

Document number A1729590 Page 3 of 4 UNCONFIRMED Strategy and Governance Committee Meeting 02 June 2016 4.0 INFRASTRUCTURE AND ASSET MANAGEMENT GROUP 4.1. Trade Waste and Wastewater Bylaws Reference Group Agenda item 4.1, document number A1719420, pages 95-98 refers. Reason for the resolution Resolved Deputy Mayor McInnes/Macauley THAT the Strategy and Governance Committee makes the following recommendation to Council: THAT Council appoint Councillor John Vujcich to the Trade Waste and Wastewater Bylaws Reference Group. Carried 5.0 CORPORATE SERVICES GROUP 5.1. Committee Information Reports Agenda item 5.1, document number A1723102, pages 99-148 refers. Reason for the resolution Resolved Deputy Mayor McInnes/Vujcich THAT the following report and documents entitled and dated: “Te Oneroa-a-Tōhē Beach Board March 2016 update” 09 May 2016 “Our Voices-Our Vision Project Update” 05 May 2016 “Crime in Kaikohe and Kaitaia” 13 May 2016 “Fire and Emergency New Zealand” 09 May 2016 “Local Government Act Reform” 11 May 2016 be noted. Carried 6.0 CLOSE OF MEETING The meeting closed at 2:30 pm

Chairperson

____/____/____

Document number A1729590 Page 4 of 4

Item: 3.1 MEETING: STRATEGY AND GOVERNANCE COMMITTEE 25 AUGUST 2016 Name of item: GOVERNANCE RELATIONSHIPS WITH MĀORI Author: Phillip Grimshaw - Strategic Iwi Māori Relationships Manager Date of report: 08 August 2016 Document number: A1757020 Executive Summary The purpose of the report is to provide feedback to the Strategy and Governance Committee on the overarching position of elected members regarding identifying a preferred position on non-electoral Māori representation. The report also proposes that Council consider an alternate model in consultation with Iwi. Recommendation THAT the Strategy and Governance Committee makes the following recommendation to Council: THAT the Strategy and Governance Committee provide the governance structure to support each Memorandum of Understanding as a way of co- sharing / co-designing a process with Iwi on a case by case basis; AND THAT Council support the development of a Memorandum of Understanding with Te Kahu o Taonui / the Iwi Leaders Forum with a recommendation to Council by November / December 2016. AND THAT the incoming Council arrange a hui to meet with Te Kahu o Taonui / the Iwi Leaders Forum as a priority.

1) Background Council has been considering ways to progress non-electoral governance relationships with Māori. At a Māori Engagement Workshop in December 2015, a strategic framework for working with Māori was identified and the potential issues and options to engaging Māori in decision-making were considered but, no clear preference emerged. It was therefore agreed that elected members would be individually interviewed to seek their preferences as a way of identifying a likely overall preferred position. Feedback from the interviews identifies that there is insufficient support from elected members for models of Māori/ Local Government participation that directly engages Māori in Council’s decision-making (See Attachment 1).

2) Discussion and options Māori involvement in Council decision-making: Both the Resource Management Act 1991 (RMA) and Local Government Act 2002 (LGA) require Council to establish more formal, meaningful, and sustainable relationships with Māori. These relationships, guided by the Treaty of Waitangi, are intended to foster: • Opportunities for Māori to contribute to decision-making processes of Council.

Document number A1757020 Page 1 of 6

• The development of Māori capacity to contribute to the decision-making processes of Council. • The provision of information to Māori so they are enabled to contribute to the decision making processes of Council; and • Improved consultation with Māori. Council’s 2015-2025 Long Term Plan identifies a number of specific steps towards strengthening Māori capacity to be able to effectively participate and engage in Council decision-making. Council’s priorities include the following objectives: • To promote Māori Representation (i.e.) Council will continue to work with Māori on appropriate governance and representation arrangements to enable Māori participation in Council decision making • To develop effective Māori engagement by developing Memorandum of Understanding [or a similar document] with Iwi and hapū; and • To promote Māori Development by constructively participating in co- governance and co-management arrangements created by and/or arising from Treaty Settlements. Māori Engagement Workshop, December 2015: The original focus of the Council workshop was to develop a proposal and put into action a mechanism or process to bring Māori into a governance relationship with Council. This has been on the agenda for quite some time and has been given more attention since the option of direct Māori representation through Māori wards was deferred to a public referendum and subsequently rejected by voters. As a recap, the range of models or options identified at the workshop included the following: • Committee/forum that makes advisory recommendations to Council - these have no greater status other than advice • Committee/forum that makes advisory recommendations to Council, however these recommendations have greater status other than advice (e.g.) if Council members are part of the Committee they undertake to advocate for the committee decisions • Committee/forum with delegated responsibility for certain decisions (e.g.) management of reserves • Committee/forum that gives broad advice on topics at Council’s request and at its own discretion • Committee/forum that appoints members to sit on key Council committees; and/or • Committee/forum sets its own work programme vs. committee/forum responds to Council agenda. Summary of Elected Members Feedback: As part of the interview process, elected members were provided with background information that identified the various options for decision-making and resourcing (See Attachment 2). The elected members were then asked their opinions on the following questions: 1. What option(s) for participation in decision-making with or by Māori do you support?

Document number A1757020 Page 2 of 6

2. What option(s) for resourcing to support a governance level relationship with Māori do you support? The following is a summary of the findings from the interviews: • Council is committed to building effective strategic relationships with Māori to enable Council to meet its responsibilities • A range of options about how a governance relationship might be framed have been canvassed from committees with decision-making responsibilities to advisory groups, but there is no consensus amongst the elected members about these options • The key barriers to a governance level relationship are seen as:

o A view that Council is not well placed to identify those who it would engage with in this formal governance way

o A view that decision-making should sit solely with those who are elected

o A concern about any additional costs to ratepayers in setting up any new structures

o A view that these types of structures would not be effective given the complex web of Māori relationships in the district • There is a need and a strong desire to engage with Māori on a meaningful basis and Council wants to be sure of doing this right and of being sure of engaging with the right people - hapū and whānau as well as with iwi • Some elected members have relationships with Māori leaders while others do not so there needs to be effort and time put into building these relationships. The suggestion of a “Relationship Forum” was discussed with some elected members during the interviews. As a potential mechanism for building governor to governor relationships a Forum could enable Council and Māori leaders to come together to share information about each others’ priorities and issues. While this approach does not meet the original intention to bring Māori into Councils decision- making, it does acknowledge Māori leaders as governors in their own sphere. In this sense, it is more a meeting of equals rather than where Council invites Māori to sit at its table(s). Other actions: As a result of the interviews the following points were also noted: • That there was a strong desire to have a better understanding of the Māori cultural landscape • More clarity is required in order to understand how the Treaty relationship applies to Council; and • What are Council’s statutory obligations to Māori. It is therefore expected that workshops will be held with the new Council to capture the latest thinking of what Te Tiriti / the Treaty means and what best practice is currently occurring with regards to Council’s statutory obligations to Māori. Options: There are divergent views around what Māori representation might look like. On the one hand the majority of iwi and hapῡ would be happy with options that ranged from:

Document number A1757020 Page 3 of 6

1. A Committee similar to the Independent Māori Statutory Board that has some form of decision-making mandate 2. A Standing Committee 3. Representation on Council’s committees with voting rights; through to the least preferred 4. Representation on Council’s committees with non-voting rights. Council on the other hand has limited appetite for any of the above options and a “Relationship Forum” would be seen by Māori as tokenistic with little to no credibility regarding Māori input and participation into Council’s decision-making processes. From a management perspective there are a number of processes in place including a strategic working relationship framework between Northland Councils and the Iwi Chief Executives Consortium, with the opportunity to determine an appropriate work programme. Relationship Agreements: The opportunity of entering into relationship agreements is gaining momentum, and is seen by iwi and hapῡ as a strategic opportunity to codify a one to one relationship with Council at both the governance and operational levels. As an example, Council is working alongside Ngātihine where we are currently assessing and prioritising a collaborative work programme. There is also a clearly defined governance relationship associated with this Memorandum of Understanding (MoU). Relationship Agreements or an MoU is another link that is being actively pursued and endorsed by the Council and it is proposed to continue those processes of engagement with other iwi and hapῡ (e.g.) there is another item on this agenda that relates to Te Whiu Hapῡ. The elected member interview process indicated that there was no clear appetite for Māori involvement in decision-making through direct representation on Council or its committees. However this Council has been very supportive of concluding significant MoUs with Te Rarawa and Ngātihine which will include work plans on matters of mutual interest. This amounts to a strategic direction as an alternate process, therefore building on that position it is proposed that Council supports the concept of a MoU with iwi across the Far North. In relation to the initial Ngātihine MoU hui between Governance and staff, there was a clear agreement that the wider group including Governance would meet at least 2 times per year to review progress of an agreed work plan and to discuss issues relating to capacity and capability. At the governance level this relationship would be with the individual Iwi Chairs who will be also part of an MoU via Te Kahu o Taonui / the Iwi Leaders Forum. This links the individual chairs to an agreement with the wider Te Kahu o Taonui, ensuring that Council Governance/Iwi Governance is committed.

3) Financial implications and budgetary provision Budgetary provision has been provided for the facilitation of relationship agreements, however due to the uptake from iwi and hapῡ, the provision for building capacity and capability will be the subject of a report with the draft Annual Plan (AP) considerations. The Chief Executive Officer will report further in the AP processes regarding resourcing on capacity and capability in terms of fulfilling relationship agreements.

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4) Reason for the recommendation One the one hand, there is insufficient support from elected members to implement a representative / governance model of Māori/ Local Government participation that directly engages Māori in Councils decision-making. However, on the other hand, relationship agreements are actively being pursued and endorsed by Council. It is therefore recommended that Council explores the concept of developing a MoU with Iwi Leaders via Te Kahu o Taonui or the Iwi Leaders Forum.

Manager: Bill Lee - Acting General Manager Strategic Planning and Policy Group Attachment 1: J Hames Report - Document number A1759719 Attachment 2: Governance Relationship Options with Māori - Document number A1757023

Document number A1757020 Page 5 of 6

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 Maori 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 The opportunity to develop a relationship Community outcomes. agreement with Iwi Leaders will give effect to the relevant Community Outcomes identified within the LTP 2015-25.

Possible implications for the relationship The ability and opportunity to provide of Māori and their culture and traditions increased engagement opportunities will with their ancestral land, water, site, inevitably result in Māori having waahi tapu, valued flora and fauna, and increased input into Council’s decision- other taonga. making processes. This enhanced level of influence will place Māori in a better position to safeguard their culture, traditions and taonga.

Views or preferences of persons likely to There are no particular issues for the be affected by, or to have an interest in disabled community, children and older the matter, including persons with persons. disabilities, children and older persons.

Does the issue, proposal, decision or other This issue is considered to be of low matter have a high degree of significance significance. or engagement as determined under the Council's Policy #2124?

If the matter has a Community rather than The Community Board’s views have not a District wide relevance has the been sought. Community Board's views been sought?

Financial Implications and Budgetary Budgetary provision has been provided Provision. for. Chief Financial Officer review. The Chief Financial Officer has reviewed this report.

Document number A1757020 Page 6 of 6 NIKAU SOLUTIONS

Far North District Council – Governance Relationships with Māori

Joy Hames 24/6/2016

Document number A1759719 Page 1 of 10 Contents Far North District Council – Governance Relationships with Māori ...... 3 Background ...... 3 Elected member interviews ...... 4 Summary of Interview Themes ...... 4 Discussion ...... 5 Māori involvement in Council decision-making ...... 5 A suggested way forward ...... 6 Relationship Forum ...... 6 Other actions ...... 7 Attachment 1 - Notes for phone discussion - advancing the governance relationship with Māori ...... 8

Document number A1759719 Page 2 of 10 Far North District Council – Governance Relationships with Māori

Background

1. The Council has been considering ways to progress governance relationships with Māori.

2. In December 2015, a strategic framework for working with Māori and potential models of advancing some of the priorities in the framework were presented to a Council workshop. While not adopted as a separate document, the framework is fully contained within the Council’s 2015-2025 Long Term Plan. It is therefore a formal position of the Council.

3. A key part of the framework is the Council’s intention to improve relationships with Māori. The following extracts from the framework are most relevant to this discussion.

Extract 2015-2025 Long Term Plan

Principle Treaty of Waitangi As a foundation for engagement, Council is committed to building strategic relationships with Māori. Effective relationships and meaningful engagement will enable us to meet our responsibilities, will recognise the Te Tiriti o Waitangi / Treaty of Waitangi, and will result in more informed decision- making, more streamlined processes, and better quality outcomes.

Priority 1: Māori representation, engagement and strategic relationships

 Council will continue to work with Māori on appropriate governance and representation arrangements to enable Māori participation in Council decision making  Council will explore and enter into partnership arrangements, such as agreements and Memoranda of Understanding, with willing Iwi and Hapu to formalise joint commitments to work together to identify, develop, and achieve mutually beneficial outcomes  Council will constructively participate in co-governance and co- management arrangements created by and/or arising from Treaty Settlements.

Document number A1759719 Page 3 of 10 4. At the December 2015 workshop, potential issues and options to engaging Māori in decision-making were considered but, no clear preference emerged. It was therefore agreed that elected members would be interviewed to seek their preferences and to identify a likely overall preferred position.

Elected member interviews

5. The interviews with the Mayor and 10 Councillors and 3 Community Board chairs were completed in May 2016. A brief background paper (attached) was provided in advance of the interviews to assist with potential options.

6. The themes from the interviews are summarised in the following section. Summary of Interview Themes

7. There was little support for any of the structural options put forward.

8. Two people supported trialling option one but several expressed opposition to any formal structure or involvement in Council decision making from non- elected people. One person was supportive of Māori being engaged in Council decision-making so long as the people put forward were elected (by Māori). Several mentioned this as a controversial matter.

9. Whatever the preference of Council it needs to be couched as a proposal for discussion with Māori. This was raised by a number of respondents – “they will have their own ideas”.

10. The most often expressed idea was that Council needs to be working with the appropriate Māori groups at an issue by issue level – “need to talk and to the right people”. There was a need expressed for more support from within the council organisation to be sure council was talking to the right people. There was a strong sense of willingness to engage but a concern to do this correctly.

11. However, there was also a sense that, for some, the preference for issue-by- issue engagement was because engagement with Māori was seen as being a specific statutory responsibility (especially RMA related). This transactional approach may be because there is little understanding of what a Treaty based/ partnership relationship with Māori implies; or of how this is embedded in the Local Government and other key local government statutes.

12. Lastly, a related matter that came up several times, was that it was difficult to know who Council might engage with (at a governance level) in the North given the number of hapu who must be engaged depending on the issue. There was also a concern that council might be inappropriately drawn in to

Document number A1759719 Page 4 of 10 the matters of Māori representation that are playing out in this area in relation to treaty settlements.

13. One comment that built on the idea of more issues based engagement was that while it was potentially appropriate to do something at the iwi leadership level, this should be as well as developing relationships and working at the hapu (and sometimes whanau) level – “it needs to be as well as – not instead of”. The suggestion from this person was that priority should be given to the relationship agreements.

14. Several people commented on Māori being disconnected from governance and there was an acknowledgement that the current local government system was likely to change considerably going forward.

15. Most people were supportive of providing some resourcing such as meeting attendance fees if Māori were part of anything formal but the costs of any larger commitment was seen as a challenge (“small number of ratepayers/ high rates”).

16. The Community Board Chairs all noted that there was a potential comparison with their own positions as invited participants in the formal Council decision making.

17. As the interviews progressed and it became apparent there was little support for a formal structural option for the governance relationships, I posed an idea of a non-structural, relationship building approach to some of the interviewees. This was not explored in any detail but was touched on with some of those interviewed. Discussion Māori involvement in Council decision-making

18. The original focus of this work was to develop a proposal and put into action a mechanism or process to bring Māori into a governance discussion with Council. This has been on the agenda for quite some time and has been given more attention since the option of direct Māori representation through Māori wards was rejected by voters through a referendum. It is, however, clear that there is insufficient support for those models of Māori/ Local Government participation that directly engage Māori in Council decision-making.

19. From the interviews, this finding has four main drivers:  A view that Council is not well placed to identify those who it would engage with in this formal governance way  A view that decision-making should sit solely with those who are elected

Document number A1759719 Page 5 of 10  A concern about any additional costs to ratepayers in setting up any new structures  A view that these types of structures would not be effective given the complex web of Māori relationships in the district.

20. What was also clear though was that there was generally a strong desire to engage with Māori more appropriately and more meaningfully. This is consistent with the principle that council is committed to building strategic relationships with Māori as a foundation to meaningful engagement (Framework principle).

21. It appeared from the interviews that while some of the elected members have close relationships with many Māori leaders, this was not the case for others. It also appeared that there has not been a practice of engaging with Māori leaders at other than an individual issue level. That is not really consistent with the intentions expressed in the Council’s framework for working with Māori as this has a strong emphasis on relationships. Likewise, for Māori, relationships are paramount.

22. As Council progresses relationship agreements with iwi / hapu, the agreements set out an intention to have a governance level relationship. The process of reaching agreement is likely to assist in developing that relationship. But relationships are not built through a one-off agreement. There needs to be time spent to get to know one another to build a relationship. A suggested way forward

23. The suggestion discussed with some during the interviews was to develop a regular opportunity to build relationships between the council leaders and Māori leaders.

Relationship Forum

24. A ‘straw man’ for how this might look follows.

What: A meeting two or three times a year of senior Council personnel (elected members and staff) with senior Māori leaders (governance and staff).

Document number A1759719 Page 6 of 10 Purpose: To get to know each other by sharing information about each others’ priorities and issues as part of building towards a “governor to governor” relationship.

Where: Council to host the first gathering – then suggest alternating meetings between Council venues and marae.

Agenda: The agenda would be set by the host but include time to share the issues of the day for everyone participating and, most importantly, unstructured time to get to know one another.

25. While this approach does not meet the original intention to bring Māori into Council decision making, it does acknowledge Māori leaders as governors in their own sphere. In this sense, what is proposed is more a meeting of equals rather than where council invites Māori to sit at its table.

Other actions

26. There was a need identified by several of the elected members to understand who they should be working with at an issue by issue level and a strong desire to have a better understanding of the cultural landscape.

27. I recommend that workshops are commissioned to provide this information to the elected members. This may sit best alongside the development of relationship agreements as it would also assist the members to be appropriately prepared for relationship agreement discussions.

28. The other matter that was apparent from the interviews and the December workshop discussion was that some elected members do not understand how the Treaty relationship applies to the Council, or how the Council’s obligations to Māori and involving Māori in decision making are contained in several statutes.

29. I recommend that a training workshop is commissioned around this topic and can recommend suitable expert presenters should the council accept this proposal.

Document number A1759719 Page 7 of 10 Attachment 1 - Notes for phone discussion - advancing the governance relationship with Māori

Council has committed to this work and has explored a range of options. These have not yet advanced to the point where a solid proposal can be made.

Two of the barriers to advancing this kaupapa is about the level of influence that Māori will have and the resourcing for this work. Māori consider that the impact of Māori participation needs to be commensurate with the effort they put in and the costs of their participation need to be appropriately resourced.

This brief paper sets out potential options about these matters to stimulate discussion and, ultimately, provide guidance from Council on the level of input to decision making by Māori that could be proposed and the nature of the resourcing to support this commitment that Council would support.

An arrangement that is often cited as positive for Māori is the Independent Māori Statutory Board (IMSB) that is set up to advise Auckland Council about matters of significance to Māori in Tamaki Makaurau. Māori groups considering entering into governance arrangements with Councils also state that they want to have some delegated powers and/or resourcing that they are responsible for.

The IMSB model is not necessarily well understood by those who suggest it as an option. Some of the comment seems to stem from a view that the IMSB has delegations from the Council that give it more power than the Advisory or Standing Committees that other Councils have established. (“They don’t just wish to be an advisory group”).

The IMSB do not have any delegations from the Council – they are independent of the Council but, when they give Auckland Council advice, the legislation says it must be “taken into account”.

In terms of being directly part of the Council’s decision-making processes, the IMSB is required to appoint up to 2 persons to every committee of the Council that deals with the management of natural and physical resources. In practice, both the IMSB and Auckland Council have interpreted this requirement broadly and the IMSB has made appointments to most of the Council committees. IMSB appointees to Council committees are full committee members. This has proven to be a very influential, and direct input to decision making by Māori.

Auckland Council is required by legislation to resource the IMSB with staff and other resources to allow it to conduct an annual work programme. The level of resources to support the IMSB work programme is a matter for negotiation between the Council and the Board. The IMSB members are paid an honorarium as Board members as part of this resourcing.

Document number A1759719 Page 8 of 10 Decision making input - Options

The range of options Council might consider for decision making include: (note: some of these options are not mutually exclusive)

1. Committee/forum that makes advisory recommendations to Council – these have no greater status than other advice

2. Committee/ forum that makes advisory recommendations to Council – but these recommendations have greater status than other advice – e.g. if Council members are part of the Committee they undertake to advocate for the committee decisions

3. Committee/forum with delegated responsibility for certain decisions (e.g. management of reserves –note: this direct decision making would be tend to be narrow in scope – which is not really relevant to the wider discussion. )

4. Committee/forum that gives broad advice on topics at Council’s request and at its own discretion

5. Committee / forum that appoints members to sit on key Council committees

6. Committee/forum sets its own work programme vs. committee / forum responds to Council agenda

Resourcing Options

7. Administrative support only provided by Council

8. Committee/ forum empowered to commission advice on issues of mutual interest (from Council officers / from external experts)

9. Committee/ forum resourced to commission advice on issues of mutual interest (from external experts)

10. Committee / forum designs its own work programme and is resourced to commission advice on issues relevant to that work programme

11. Iwi/hapu members are supported by designated Council staff to develop positions/ advice to Council

12. Iwi / Hapu members are resourced to contract their own staff/ advice (sometimes sitting alongside the governance level forum as an officers forum – to engage with Council staff as well)

13. Committee members paid for meeting attendance

14. Iwi/hapu “bulk – funded” to participate in the Council governance processes (recognizes the work outside the meeting itself and acknowledges the Iwi/hapu rather than the individuals who are representing)

Document number A1759719 Page 9 of 10

Questions for phone discussion

1. What option(s) for participation in decision making with or by Māori do you support?

2. What option(s) for resourcing to support a governance level relationship with Māori do you support?

Document number A1759719 Page 10 of 10 Advancing the governance relationship with Māori

Council has committed to this work and has explored a range of options. These have not yet advanced to the point where a solid proposal can be made.

This brief paper sets out potential options about these matters to stimulate discussion and, ultimately, provide guidance from Council on the level of input to decision-making by Māori that could be proposed and the nature of the resourcing to support this commitment that Council would support.

An arrangement that is often cited as positive for Māori is the Independent Māori Statutory Board (IMSB) that is set up to advise Auckland Council about matters of significance to Māori in Tāmaki Makaurau. Māori groups considering entering into governance arrangements with Councils also state that they want to have some delegated powers and/or resourcing that they are responsible for.

The IMSB does not have any delegations from the Council – they are independent of the Council but, when they give Auckland Council advice, the legislation says it must be “taken into account”.

Decision making input – Options:

The range of options Council might consider for decision-making include: (note: some of these options are not mutually exclusive)

1. Committee/forum that makes advisory recommendations to Council – these have no greater status other than advice

2. Committee/forum that makes advisory recommendations to Council – but these recommendations have greater status other than advice (e.g. if Council

Document number A1757023 Page 1 of 2 members are part of the Committee they undertake to advocate for the committee decisions)

3. Committee/forum with delegated responsibility for certain decisions (e.g. management of reserves – note: this direct decision-making would tend to be narrow in scope – which is not really relevant to the wider discussion.)

4. Committee/forum that gives broad advice on topics at Council’s request and at its own discretion

5. Committee/forum that appoints members to sit on key Council committees

6. Committee/forum sets its own work programme vs. committee/forum that responds to a Council agenda.

Resourcing Options:

1. Administrative support only provided by Council

2. Committee/forum empowered to commission advice on issues of mutual interest (from Council officers / from external experts)

3. Committee/forum resourced to commission advice on issues of mutual interest (from external experts)

4. Committee/forum designs its own work programme and is resourced to commission advice on issues relevant to that work programme

5. Iwi/hapū members are supported by designated Council staff to develop positions/advice to Council

6. Iwi/hapū members are resourced to contract their own staff/advice (sometimes sitting alongside the governance level forum as an officers forum – to engage with Council staff as well)

7. Committee members paid for meeting attendance

8. Iwi/hapū “bulk – funded” to participate in the Council governance processes (recognises the work outside the meeting itself and acknowledges the iwi/hapū rather than the individuals who are representing).

Questions for phone discussion:

1. What option(s) for participation in decision-making with or by Māori do you support?

2. What option(s) for resourcing to support a governance level relationship with Māori do you support?

Document number A1757023 Page 2 of 2

Item: 3.2 MEETING: STRATEGY AND GOVERNANCE COMMITTEE 25 AUGUST 2016 Name of item: WORLD INDIGENOUS FESTIVAL 2019 Author: Phillip Grimshaw - Strategic Iwi Māori Relationships Manager Date of report: 05 August 2016 Document number: A1756595 Executive Summary The purpose of this report is for the Strategy and Governance Committee to recommend that Council support the concept of a World Indigenous Festival as there is an opportunity for the Festival to be regionally hosted in Northland in 2019. Recommendation THAT the Strategy and Governance Committee makes the following recommendations to Council: THAT the concept of the World Indigenous Festival be endorsed and recommended to Northland Inc for further consideration. AND THAT the Mayor, Deputy Mayor and Chief Executive Officer (Acting) continue dialogue with the organisers of the World Indigenous Festival to assist in determining how Council and the other Northland Councils could provide assistance and report back. AND THAT Council consider assisting the World Indigenous Festival through its annual planning processes, following receipt of a business case.

1) Background New Zealand will be hosting the 2019 World Indigenous Festival with the Waikato, Auckland and Northland1 areas being identified as potential regional hosts. In order to target and access Major Events funding from the Ministry of Business Innovation and Employment (MBIE), support is currently being secured by the festival organisers2 from relevant Councils3 and Iwi/Māori Organisations. Significant support and commitment is being provided by the Taitokerau Iwi Chief Executives Consortium and support from Northland Councils will provide a balanced and credible application to MBIE. While there is an opportunity for Councils to demonstrate support for Northlands inclusion, due to insufficient time, Council has been unable to progress the request to financially resource the development of a scoping report and feasibility study. It is therefore proposed that Council engage with Northland Inc. and other Councils, but consider assisting with facilitating the Far North location(s) of the Festival through its annual planning processes.

1 Whangarei and Waitangi. 2 World Indigenous Festival (NZ) Ltd. 3 For example Auckland Tourism, Events and Economic Development (ATEED) has allocated $75K towards the Festival.

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2) Discussion and options The opportunity to host the 2019 World Indigenous Festival arose as an outcome of an Auckland Tourism, Events and Economic Development (ATEED) delegation being invited to the World Indigenous Games in Palmas, Brazil in October 20154. The delegation observed the Games and concluded that the event could be expanded into a world class indigenous festival that celebrates the diverse cultures of the world alongside New Zealand Māori culture and enterprise. This expanded “festival” opportunity will also be supplemented with a World Indigenous Trade and Enterprise Summit, with the ultimate goal being the development of an ongoing trade body (World Indigenous Trade Organisation) to assist indigenous trade development and collaboration. The United Nations has officially supported the project through the United Nation Development Programme; and to date approximately 60 countries, represented through the Global Indigenous People's Organisations5, have enrolled their support. The Festival is aiming to attract up to 120 delegations which will provide a significant platform for trade potential and networks (See Attachment 1 for more information). 22 indigenous delegations went to Brazil. This equated to around 2000 persons staying in the area, touring and using food outlets. 60 delegations would mean around 5,500 persons. This would have significant economic benefit. Benefits to Northland In supporting this project, Councils will not only be supporting local and regional tourism, but other economic development benefits including: • Showcasing of regionally produced products at the World Indigenous Trade and Enterprise Summit • Showcasing Northland Investment • Direct promotion of tourist destinations • Alignment of the project to deliver on the Taitokerau Northland Economic Action Plan • Alignment of the project to deliver outcomes for the Iwi Māori Economic Development Plan - ‘He Tāngata, He Whenua, He Oranga’ • Potential alignment with the 2019 Sestercentennial Voyaging programme; and • Social and economic benefits across wider Far North communities through engaging with this project(s). There are significant benefits for Māori development, notwithstanding the constraints within the current system, however the Māori economy has a greater potential to expand by enabling entry into significant indigenous markets6. This project is fully endorsed by the Taitokerau Iwi Chief Executives Consortium and the Iwi Chairs Forum of which Haami Piripi (Te Rarawa) is Northland’s representative.

4 The Games involved over 2,000 participants from 21 Countries. 5 For example the International Treaty Council and Assembly of First Nations and the Asia Indigenous People’s Pact. 6 Anecdotal feedback suggests that as an example of access to the indigenous economy, Canada’s First Nations have an asset base in excess of $80 bn. In comparison, Ngāi Tahu and Tainui have a combined asset base of $2 bn.

Document number A1756595 Page 2 of 4

3) Financial implications and budgetary provision It is hoped that Northland Inc will consider being a major supporter of the Festival. However, from a Far North perspective, bearing in mind that Waitangi is being considered as one of the host venues, Council has an opportunity to endorse the concept of the World Indigenous Festival and to consider support through budgetary provision as part of Council’s annual planning processes, if Northland is designated as a regional venue for the Festival.

4) Reason for the recommendation The opportunity to regionally host an international festival that incorporates trade and enterprise opportunities will provide a platform for wider community development opportunities.

Manager: Bill Lee - Acting General Manager Strategic Planning and Policy Group Attachment 1: World Indigenous Festival Briefing Document July 2016 - Document number A1756596

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Relationship with existing policies and The opportunity to support a significant Community outcomes. community event will give effect to Councils Economic Development Action Plan.

Possible implications for the relationship The ability and opportunity to support of Māori and their culture and traditions Māori cultural, social and economic with their ancestral land, water, site, development initiatives will inevitably waahi tapu, valued flora and fauna, and result in Māori being in a better position other taonga. to safeguard their culture, traditions and taonga.

Does the issue, proposal, decision or other This issue is considered to be of low matter have a high degree of significance significance. or engagement as determined under the Council's Policy #2124?

If the matter has a Community rather than The Community Board’s views have not a District wide relevance has the been sought. Community Board's views been sought?

Financial Implications and Budgetary Budgetary provision has not been Provision. provided for. Chief Financial Officer review The Chief Financial Officer has reviewed this report.

Document number A1756595 Page 4 of 4 World Indigenous Festival

Aotearoa New Zealand May 2019 Collaborate Inspire Develop Share Nau mai haere mai ki Aotearoa!

TRADE & ENTERPRISE PERFORMANCE CULTURE SPORTS Short Project Briefing Document July 2016

Document number A1756596 Page 1 of 16 Supporters AOTEAROA NEW ZEALAND 2019

We would like to thank these organisations for their support and encouragement in the development of the World Indigenous Festival in New Zealand.

Document number A1756596 Page 2 of 16 The Concept AOTEAROA NEW ZEALAND 2019

A festival celebration of indigenous peoples and cultures from around the world. The central theme is realising indigenous potential and reducing poverty through the advancement of indigenous trade & collaboration. • Two weeks of activities in May, 2019 – in Northland, Auckland, Waikato & Rotorua regions. • 190 countries to be invited via a thorough outreach programme – * SIDS and least developed territories focus. • NZ Government multi agency development approach with partnership support from UNDP and other states. • Potential for international partnerships with key corporate and NGO partners.

3 key components: • World Indigenous Trade and Enterprise Summit – with a focus on economic and trade development between indigenous peoples. • Culture and Performance – cultural villages and cultural showcases and exchanges, traditional and contemporary performers and performances. • Sports and Games – traditional and contemporary sports nurturing pride, tradition and well-being.

Document number A1756596 Page 3 of 16 1 Current State AOTEAROA NEW ZEALAND 2019

Significant progress has been made at this early stage of the project. • Project build & design. • Completing the economic case – regional scoping, feasibility & budget build. • Social and cultural assessments – for New Zealand and for visiting delegations. • Cultural diplomacy & outreach – significant show of support at this early stage from regional & global indigenous organisations, such as Asia Indigenous Peoples Pact and International Indian Treaty Council. • Logistical assessment - completing venue plans etc. • Meetings with regional organisations & attendance to international indigenous forums. Paora Te Hurihanganui, GM Games, Tui Shortland, Director of Diplomacy Close to 60 countries already supporting the project. & Relations, Minister Carolyn • Bennett, Minister of Indigenous and Northern Affairs and Billy Te Kahika, CEO of WIFNZ

Billy Te Kahika, CEO WIFNZ with Many Jules, Chief Commissioner, UN support confirmed with endorsement from Administrator of the United Nations First Nations Tax Commission, Development Programme, Helen Clark Canada

2 Document number A1756596 Page 4 of 16 World Indigenous Trade & Enterprise Summit AOTEAROA NEW ZEALAND 2019

Developing business & trade opportunities in the indigenous business environment along with sharing trade knowledge, experiences and practices. Business development activities such as product & investment showcases, networking between businesses and entrepreneurs will be key components. Trade delegates will be invited to have display stalls in support of networking at a trade expo area that will have public access and closed sessions. • There will be no to little cost to emerging businesses for participation in the Summit or the Expo. • Develop an international indigenous framework for commercial international indigenous business, trade and support. • Spotlight outcomes will be identified and worked towards leading to finalization during the event. • Business resilience to overcome barriers to trade and investment. • Approaches to sustainable economic development in the context of climate change. • Successful indigenous women in business.

Document number A1756596 Page 5 of 16 3 Culture and Performace AOTEAROA NEW ZEALAND 2019

Culture A cultural village will be constructed at various locations in each destination whereby ethnic groups will have the opportunity to display traditional housing and ways of life. The opportunity for goods to be sold at this location will be made available offering commercial opportunities for international businesses attending the Trade & Enterprise Summit. Encouraging positive inter cultural engagement and fostering a greater understanding between peoples will be the aim of the cultural component of the festival.

Performance Concerts featuring performances from indigenous peoples will be held and will include contemporary and traditional items. The concerts will have a Traditional meets ‘WOMAD’ type feel led by Māori and Pasifika performances and performers from all around the world.

Sports & Games Traditional and ethnic games will be presented in a fun, competitive or display context. Mainstream sporting events such as wrestling, swimming, canoeing, rowing and archery will be included in the games roster.

4 Document number A1756596 Page 6 of 16 Participation and Media AOTEAROA NEW ZEALAND 2019

Festival numbers - projections. For the World Indigenous Festival New Zealand, we expect to host 120 delegations and anticipate a positive response to the invitation to attend, from the 190 countries invited. To date, interest and support has been high, with approximately 60 countries signed on to support via Indigenous Peoples Organisations prior to the launch of our official outreach campaign. It is anticipated that a public attendance number of well over 300,000 will attend this event over fourteen days. (Ref typical Auckland major events attract 160,000 over two days). Easy access to New Zealand and our good international reputation as a safe country ensures an enjoyable visit for festival guests.

Media • A focus on inviting leading TV houses (not limited to) such as CNN, Fox, Fox and BBC are targeted to be invited to the festival. • A sponsorship deal with Māori TV has been confirmed for support of the project through global broadcasting and archiving of the event. • Media hub and home for international visiting media. • A relationship with the National Geographic roving team has been made along with other international media. • A strong media and communications plan will underpin the festival’s global profile which will be supported by the project being in and supported by the UN system. • There is an opportunity to promote this event through the global travel sector.

Document number A1756596 Page 7 of 16 5 Business and Investment AOTEAROA NEW ZEALAND 2019

Business and investment in Aotearoa New Zealand – Māori economy There is no better time to do business with Māori in New Zealand Aotearoa. Throughout the regions of New Zealand, Māori are key stake holders in key sectors of business. Through the covenant between Māori and the Crown known as the Treaty of Waitangi that was signed in 1840, Māori have either maintained or gained back traditional land ownership and ownership rights to the accompanying land, water and coastal resources. Key industry sector areas where Māori are key players include: • Fisheries. • Agriculture – Red meat, dairy, forestry. • Aquaculture – Fisheries, shell fish. • Honey and Nutraceuticals (This is a young sector that is highly innovative, with new products constantly emerging. New Zealand produces a few nutraceuticals at scale; these include green lipped mussels, deer velvet and manuka honey, which is valued for its antibacterial properties). • Innovation – Digital innovation sector. • Tourism – Hospitality, adventure tourism, cultural tourism. In 2001 the asset base of the Māori economy was estimated to be worth $9.4 billion. This figure rose to $16.5 billion by 2006, and now Government estimates have it worth at least $40.9 billion in 2016. Aotearoa New Zealand Māori have access to incredible investment opportunities for those interested in investing in a stable and safe economy. The World Indigenous Festival Aotearoa 2019 Trade & Enterprise Team look forward to connecting enquiries to the right sector interests and to guiding and providing investment advice. For further information and/or any direct enquiries, please contact Billy Te Kahika: [email protected] or +64 21 138 7005

6 Document number A1756596 Page 8 of 16 Summary

AOTEAROA NEW ZEALAND 2019

A lot of great work has been done in gaining recognition and support for this event, nationally & internationally. • Demand & support from the international indigenous community is high for this project. • This project supports indigenous enterprise, culture and well being. • 60 countries representing 100’s indigenous nations are already engaged to support the project. • This project will be built in partnership with the global indigenous family and will be the first festival that will be delivered every three years on a rotation basis so that various regions can host this event. • Through the World Indigenous Trade & Enterprise Summit, an on going trade body will be developed to assist trade development and collaboration to enable indigenous communities to be self reliant and prevent poverty and exploitation.

I thank you for reading through this document and we look forward to working with you to bring your delegation to beautiful Aotearoa New Zealand for this inaugural global indigenous project. Please contact me to confirm how our hospitality support programme can support your attendance. Nga mihi - Best regards,

Billy Te Kahika CEO - World Indigenous Festival

Document number A1756596 Page 9 of 16 7 Letters of Support AOTEAROA NEW ZEALAND 2019

United Nations Development Programme Helen Clark

Waikato Tainui Chair, Rahui Papa

International Indian Treaty Council Roberto Borrero

Fundação Cultural de Palmas President, Hector Franco

Russian Federation Chair, Pavel Sulyzandziga

More letters of support are available upon request.

8 Document number A1756596 Page 10 of 16 Letters

AOTEAROA NEW ZEALAND 2019

Document number A1756596 Page 11 of 16 9 Letters

AOTEAROA NEW ZEALAND 2019

10 Document number A1756596 Page 12 of 16 Letters

AOTEAROA NEW ZEALAND 2019

International Indian Treaty Council 2940 16th Street, Suite 305, San Francisco, CA 94103-3664 Telephone: (415) 641-4482; Fax: (415) 641-1298 email to: [email protected]; [email protected] www.treatycouncil.org May 23, 2016

Ref: Letter of Support for the World Indigenous Festival New Zealand 2019

To whom t i may concern:

I trust this communication finds you well and in good spirit. The International Indian Treaty Council (IITC) is an organization of Indigenous Peoples from North, Central, South America, the Caribbean and the Pacific working for the Sovereignty and Self Determination of Indigenous Peoples and the recognition protection of Indigenous Rights, Treaties, Traditional Cultures and Sacred Lands. The IITC was founded in 1974 at a gathering on the Standing Rock Reservation, Lakota Nation Territory (South Dakota, USA) attended by more than 5000 representatives of 98 Indigenous Nations. The symbol of the sacred pipe uniting the hemisphere was chosen for IITC by the elders to represent the common bonds of spirituality, Indigenous ties to the land and respect for traditional culture and spirituality, which is common to all Peoples.

In 1977, IITC was the first Indigenous organization to receive Consultative Status with the UN Economic and Social Council (ECOSOC). In July 2011, IITC became the first Indigenous organization to be upgraded standing “General Consultative S tatus” by ECOSOC. This upgrade was made in recognition of IITC’s long-‐ and wide -‐ranging participation in the United Nations system representing the concerns of Indigenous Peoples and working for the development and implementation of international standards and mechanisms recognizing the rights of Indigenous Peoples.

As a representative for the International Indian ITC Treaty Council (I ), I met with Billy Te Kahika and his team at the 15th session of the United Nations Permanent Forum of Indigenous Issues in New York to discuss his Indigenous People’s global project, The World Indigenous Festival New Zealand 2019. As a multi-‐regional Organization (IPO), the IITC recognizes the potential benefits that an event of this sc ope offers Indigenous

Peoples in the areas economic of and social development, as well as cultural revitalization.

With this message, t he IITC confirms its support of the World Indigenous Festival New Zealand 2019 and welcomes the opportunity to be involved to help make this event . a success

We look forward to working with Billy and to visiting New Zealand for this event.

Please do not hesitate to contact me if you require any information about I ITC and our support of this project.

In solidarity, Roberto Múkaro Borrero, Roberto Múkaro Borrero, UN Programs and Communications Consultant

Document number A1756596 Page 13 of 16 11 Letters

AOTEAROA NEW ZEALAND 2019

Palmas, June 25, 2016 To Mr. Billy Te Kahika Chief Executive World Indigenous Festival Aotearoa New Zealand 2019 World Indigenous Trade & Enterprise Summit

The city of Palmas, capital of state of Tocantins, Brazil, hosted in 2015 the 1st World Indigenous Peoples Games, with delegations of 24 countries and more than 2.000 athlets in a sports and culture celebration that will be remembered for years to come.

History was made in the heart of Brazil, after a great effort to organize and mobilize the diferente levels of government, institutions, indigenous peoples organizations and governments around the world.

New Zealand and Maori people played an importante role in the 1st I- Games, bringing sports and cultural values , sharing love and understanding.

The announcement of the World Indigenous Festival Aotearoa New Zealand 2019 and World Indigenous Trade & Enterprise Summit is a fantastic news and we strongly believe that Auckland and New Zealand will be a great host destination.

Certain of your ability to manage and deliver this programme, we would like to offer our cooperation to work with your project team and with Auckland to promote the festival and assist with managing South American delegations to go to New Zealand.

Looking forward to hear from you ,

Best Regards

Hector Valente Franco President FCP – Fundação Cultural de Palmas

Área Verde 302 Sul, Av. Teotônio Segurado, s/n Espaço Cultural José Gomes Sobrinho CEP: 77.016-524 Palmas, Tocantins

12 Document number A1756596 Page 14 of 16 Letters

AOTEAROA NEW ZEALAND 2019

Международный фонд развития International Development Fund

коренных малочисленных народов Севера, for Indigenous Peoples of the North, Siberia

Сибири и Дальнего Востока РФ and the Far East of the Russian Federation “BATANI” «БАТАНИ»

02 /06/2016

TO WHOM IT MAKES CONCERN

On behalf of International Development Fund of Indigenous peoples of the North, Siberia and Far East of the Russian Federation I would like to express my sincere gratitude to the organizers of support for the World Indigenous Festival, Aotearoa, New Zealand 2019 and ensure my overall

this international initiative. I believe the Festival will strenthen the indigenous peoples' development and generate new possibilities of cooperation between indigenous peopels at globe in different areas including culture, business, trade, sport and provide support for traditional knowledge, values and spiritual heritage preservation. The Fund will provide any assistance and promotion of the Festival arrangement.

Sincerely yours,

Pavel Sulyandziga Chair of the Board

Deputy Chair UN Working Group on human rights and business

[email protected] 117342, г. Москва, ул. Бутлерова, д. 17Б, офис 303.; тел.: +7 (985) 751-36-36, e-mail: [email protected] Оffice 303, 17B, Butlerov Str., Моscow, 117342, Russia.; Tel: +7 (985) 751-36-36; e-mail:

Document number A1756596 Page 15 of 16 13 World Indigenous Festival

Aotearoa New Zealand May 2019 Collaborate Inspire Develop Share

CONTACTS

Billy Te Kahika Tui Shortland Chief Executive Officer Diplomacy and Relations Director M: +64 21 138 7005 E: [email protected] E: [email protected] E: [email protected] World Indigenous Festival (NZ) Limited 251 Mangahui Rd, RD 5 Whangarei 0175 New Zealand / Aotearoa

Document number A1756596 Page 16 of 16

Item: 3.3 MEETING: STRATEGY AND GOVERNANCE COMMITTEE 25 AUGUST 2016 Name of item: KAITAIA COMMUNITY SAFETY Author: Bill Lee - Acting General Manager Strategic Planning and Policy Group Date of report: 08 August 2016 Document number: A1756673 Executive Summary The purpose of the report is to provide the Strategy and Governance Committee with background information regarding the recent spate of murders in Kaitaia, high violence rates, police and community initiatives that are in place or being planned to reduce violent crime; and gives some practical suggestions for Council to support Community Safety in Kaitaia. Recommendation THAT the Strategy and Governance Committee makes the following recommendation to Council: THAT Council, through His Worship the Mayor, write to the Minister of Police, the Hon. Judith Collins, strongly urging additional police resources be placed into Kaitaia to ensure 24 hr coverage - not a redistribution that will reduce policing based on prevention. AND THAT the Council convenes a forum of all organisations with a focus on community safety in Te Hiku to develop a common strategy that identifies agreed priorities needing to be addressed in the community

1) Background As reported to the Strategy and Governance Committee at the meeting 2 June 2016, the Far North District has recently been highlighted nationally as having very low socio-economic statistics. On Thursday 05 May 2016, there was a TV3 item titled ‘Northland towns battle high violence rates’. This item asserted that low incomes and a lack of jobs are being blamed for the Far North featuring on a leader board of New Zealand's top 10 most violent small towns and revealed Kaikohe and Kaitaia were among the minor urban centres with the highest rates of assaults, sex attacks and robberies last year. It was reported there were 88 assaults and robberies in Kaitaia. Kaitaia is once again in the media spotlight with 5 murders so far this year and 20 homicides over the last 10 years. Additionally, in the whole of the Far North in the last two years, there have been 21 homicides and related offences like manslaughter and attempted murder. By contrast, the Rotorua and Taupo areas have similar sized populations, but have had 8 and 11 such crimes respectively in the same period.

2) Discussion and options As reported to the Strategy and Governance Committee in June 2016, Police have a focus on crime prevention: “Since Prevention First was implemented nationally in 2011, we have been placing more effort into preventing offenders and victimisation by identifying ways to address

Document number A1756673 Page 1 of 5

situations before we have calls for service. This is a fundamental philosophy behind Prevention First; ‘Prevention at the front of everything we do and victims are at the heart of everything we do”. Additionally, “the new positions created under the new structure will enhance service delivery to residents, businesses and visitors due to more police officers being freed from administrative tasks allowing them more time on the street”. However, while there are 32 police officers on patrol in Kaitaia, focused on policing for response and prevention, there is no 24 hour Kaitaia based policing. 6 additional officers have been allocated to the district but none have been based in Kaitaia. It is therefore recommended that His Worship the Mayor write to the Minister of Police, the Hon. Judith Collins, strongly urging additional resources be placed into Kaitaia to ensure 24 hr coverage - not a redistribution that will reduce policing based on prevention. Police in Kaitaia have won high praise for creating a collaborative approach to using CCTV for monitoring crime and deploying staff. Te Hiku o Te Ika Neighbourhood Police Team has won an award for basing a trust and community-owned security organisation in Kaitaia Police station. In addition, and in partnership with the Ministry of Social Development, the innovative approach has created nine local jobs for people who were considered long-term unemployed. The willingness for the Police and the Far North Safer Community Council (FNSCC) to work together meant the FNSCC could develop the social enterprise organisation Total Security Management. It monitors the CCTV camera system and deploys patrols to any identified risk areas. Police say, “There has been a 60 percent reduction in commercial burglaries. 40 fewer businesses have been broken into in the first six months since the initiative started in August 2015’. From a policing perspective, all of the above has led to a greater number of arrests and crime resolution leading to prosecutions. However, the full effects of the CCTV strategy will be seen once the 2016 year is complete. A side effect of increased monitoring of the CBD in Kaitaia, is that unwanted behaviour that leads to crime, is shifted from commercial burglaries to urban and increased rural burglary, as well as drug and alcohol activity shifting into urban areas. The community itself is fighting back about the focus of the media and a #ILoveKaitaia campaign at grassroots level is underway. So far there have been 232 likes and 371 shares posted on Facebook. The link to the Herald news article about the #ILoveKaitaia social media campaign can be accessed here. http://m.nzherald.co.nz/nz/news/article.cfm?c_id=1&objectid=11689998 It is suggested that Council and the Te Hiku Community Board support funding CCTV in key risk areas identified by Police and Total Security Management. In addition, that Council, where ever possible make its infrastructure available to mount CCTV and to ensure that the necessary network equipment can be mounted as well. Kaitaia police are well advanced in the setting up a well-resourced unit in partnership with a local Iwi. The aim of this unit will be focused on Family Violence reduction through early identification and intervention. As with other initiatives with community involved, there is a greater chance of success that will have an impact on crime rates. Council funds amenity lighting in the CBDs, often including police in the assessment, or considering the advice of police. Council funded a Crime Prevention through Environmental Design (CPTED) assessment of Kaikohe that led to a redevelopment of the Library Square area. Council, on localised infrastructure; such as playground

Document number A1756673 Page 2 of 5

development, skate parks, cycle trail, etc., considers the safety aspects of location through not creating spaces that allow criminal activity. No formal CPTED assessment has been made in Kaitaia. It is suggested that while Council does consider crime prevention as part of infrastructure provision, having staff trained in CPTED assessment and able to carry out audits would be a valuable initiative that Council could partner with police. There is potential for a staff member to become a trainer, so that CPTED is enhanced within the Far North. Ultimately, it is the people in communities that will lead long term change. Council should be supportive of this by ensuring that agencies, both responsible and funded for “all aspects of crime prevention/reduction, are engaging with community and helping them to build the capability to develop local solutions. It is noted that other community based activity are making change, such as Hone Harawira’s “Open the Curtains” in conjunction with the National Urban Maori Authority with a plan to visit every home in west Kaitaia in a bid to uplift whanau, who sit inside with their curtains drawn most days. The Trust - who have been part of the community since the 1980s - also wanted to get unemployed Maori men into work schemes so they were working every day to improve their skills. It is understood that significant progress has been made but enhancing the initiative cannot occur until the pilot programme is finished and evaluated. There is work in progress to open a “Mens’ Gym” in Kaitaia. Mens’ Gyms have been an effective tool to reduce anger in young men and give them a focus to expend energy, as well as a positive environment that espouses the values of society. While police may have staff that focuses on gangs, it is understood that there are very few community people who have the training to work with gangs. Police will never have the reach into gangs that whanau who are related to them can have. This is one area where resourcing can make a significant difference, either as a standalone unit or part of the proposed Police/Iwi unit. Another initiative is a Community Law Centre. These free services mean that people get good legal advice that allows them to make good decisions. These centre would offer all sorts of free legal help, from easy-to-read information, to community workshops, to one-on-one legal help. Far North Safer Community Council runs other programmes that focus on crime prevention such as Project Wheels (legal cars and licenses) and Streetmatz (keeping teenagers, particularly young women safe). It is recommended that Council convene a community safety forum with all organisation that have a stake in making Te Hiku/Kaitaia a safe town to identify key priorities and to develop a shared strategy and it is suggested that Council makes available one of the buildings owned by Far North Holding Limited in Kaitaia to be a Community Safety Centre and to forego the potential for that building to return a dividend to Council. This offer could be made if it is identified as a need during the forum or post the forum. If this initiative is acceptable then His Worship the Mayor to write to the Minister of Justice, the Hon. Amy Edwards, making the offer, and requesting the Minister funds the fit out of the building to house all organisations focused on reducing crime and making Kaitaia a safe community with a focus on Police/Community Partnerships.

Document number A1756673 Page 3 of 5

3) Financial implications and budgetary provision There are no financial implications or need for budgetary provision.

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

Manager: Bill Lee - Acting General Manager Strategic Planning and Policy Group

Document number A1756673 Page 4 of 5

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 He Whenua Rangatira Community outcomes. • He waka hourua: fit for purpose infrastructure underpinning success • Kokiri tahi: empowered communities, working collaboratively.

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

Views or preferences of persons likely to Crime affects a wide range of individuals be affected by, or to have an interest in and communities. the matter, including persons with disabilities, children and older persons.

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

If the matter has a Community rather than This report is focused to the community a District wide relevance has the level and Boards contribute through Community Board's views been sought? grants to crime prevention.

Financial Implications and Budgetary There are no financial implications or Provision. need for budgetary provision. Chief Financial Officer review. The Chief Financial Officer has reviewed this report.

Document number A1756673 Page 5 of 5

Item: 3.4 MEETING: STRATEGY AND GOVERNANCE COMMITTEE 25 AUGUST 2016 Name of item: TE WHIU HAPŪ MEMORANDUM OF UNDERSTANDING Author: Phillip Grimshaw - Strategic Iwi Māori Relationships Manager Date of report: 05 August 2016 Document number: A1756593 Executive Summary The purpose of this report is to provide the Strategy and Governance Committee with an understanding of a proposed Memorandum of Understanding between the Far North District Council and Te Whiu Hapῡ Incorporated. The Memorandum of Understanding provides the opportunity to formalise a commitment to work together to identify, develop and achieve mutually beneficial outcomes. This form of relationship will not only improve Council’s engagement with Te Whiu, but will lead to an ongoing relationship that will bring mutual benefits to both Council and Te Whiu. Recommendation THAT the Strategy and Governance Committee makes the following recommendation to Council: THAT Council agrees to enter into a Memorandum of Understanding with Te Whiu Hapῡ Incorporated.

1) Background As part of Council’s 2015-2025 LTP, the intent was signalled to develop relationship frameworks to take forward work on Māori development and engagement. Therefore, as a priority within the next three years, Council has identified that it will explore and enter into partnership arrangements, such as Memorandum of Understanding, with willing iwi and hapῡ to formalise joint commitments to work together to identify, develop and achieve mutually beneficial outcomes. As a result of a resource consent application located within the rohe of Te Whiu, Te Whiu felt aggrieved by Council’s process and subsequent decision and asserted that Council acted in contravention of the Resource Management Act (RMA). Te Whiu were disappointed and therefore sought to initiate judicial review proceedings on Council’s decision. Whilst legal proceedings were not the impetus to develop the attached draft Memorandum of Understanding (MoU), it was identified through a number of meetings by Te Whiu that it was always desirous to develop a relationship with Council as a way of working together on collaborative issues. From Te Whiu’s perspective, the RMA dispute merely highlighted a future opportunity of how both parties could develop a collaborative or custom built process that would work for both. Te Whiu have identified that they wish to develop an MoU that would firstly identify the principles of a relationship and at a later date work with Council staff on projects that would be of mutual benefit.

Document number A1756593 Page 1 of 3

2) Discussion and options The opportunity of entering into relationship agreements is gaining momentum, and is seen by iwi and hapῡ as a strategic opportunity to codify a one to one relationship with Council. While an appropriate evaluation process/framework is yet to be completed, Council’s relationship agreement with Te Rῡnanga o Ngāti Hine is currently being used to develop and test an evaluation and analysis framework. Recently a working party consisting of Council and Ngātihine representatives met which enabled Ngātihine to identify their areas of concern. These issues are currently being categorised, ranked and assessed against the resources/action required to resolve the issue where applicable. The draft MoU has been developed by Te Whiu. Its primary goal is for both parties to actively engage with one another on matters that occur within the rohe of Te Whiu and it also identifies principles for the relationship. The initial term of the MoU is suggested to be three years with an annual review. Staff have met and liaised with Te Whiu representatives over the specific content of the draft MoU (See Attachment 1). Following on from Council’s endorsement, Te Whiu will have the MoU ratified and their upcoming annual general meeting.

3) Financial implications and budgetary provision In the short term there will be limited financial implications as there is budgetary provision for MoUs. Dependent upon the nature and scope of resources required, issues could potentially arise should a number of iwi and hapū want to develop relationship agreements within the same financial cycle. Staff will monitor the uptake.

4) Reason for the recommendation A draft MoU has been developed in conjunction with Te Whiu Hapῡ Inc. There is an opportunity to enter into a high level relationship with Te Whiu. By the time Te Whiu are in a position to discuss projects, the evaluation and analysis framework will have been developed and tested with Ngātihine.

Manager: Bill Lee - Acting General Manager Strategic Planning and Policy Group Attachment 1: Draft Te Whiu Hapῡ Memorandum of Understanding - Document number A1756592

Document number A1756593 Page 2 of 3

Relationship with existing policies and Adoption of a relationship agreement will Community outcomes. give effect to the relevant Community Outcomes identified within the LTP 2015-25.

Possible implications for the relationship The ability and opportunity to provide of Māori and their culture and traditions increased engagement opportunities in with their ancestral land, water, site, conjunction with a formalised relationship waahi tapu, valued flora and fauna, and agreement will inevitably result in Te other taonga. Whiu having increased participation in Council processes. This enhanced level of participation will place Te Whiu in a better position to safeguard their culture, traditions and taonga.

Does the issue, proposal, decision or other This issue is considered to be of low matter have a high degree of significance significance. or engagement as determined under the Council's Policy #2124?

If the matter has a Community rather than The Community Board’s views have not a District wide relevance has the been sought. Community Board's views been sought?

Financial Implications and Budgetary Budgetary provision has been provided Provision. for. Chief Financial Officer review The Chief Financial Officer has reviewed this report.

Document number A1756593 Page 3 of 3 MEMORANDUM OF UNDERSTANDING

BETWEEN: TE WHIU HAPŪ through its duly authorised agent TE WHIU HAPŪ INCORPORATED (“Te Whiu”)

AND FAR NORTH DISTRICT COUNCIL (“the Council”) ______

1.0 PARTIES TO THIS AGREEMENT 1.1 Te Whiu Hapū Incorporated, is an Incorporated Society registered on 17 June 2011 (registration number 2549818) and the authority to represent Te Whiu and is recognised by Te Whiu as having the authority to do so. 1.2 The rohe of Te Whiu includes areas within Te Waimate, Rangaunu, Puketōtara, Mōkau, Pūngaere, Te Wīroa, Te Mamaku, Toa Toa, Mānginangina and Puketī. 1.3 The Far North District Council is the duly elected Territorial Authority for the Far North District whose boundaries are defined in the Local Government (Northland Region) Reorganisation Order 1989, Gazette 1989 page 2391. Council is represented by members of its elected Council. 2.0 BACKGROUND 2.1 This Memorandum of Understanding (or Agreement) arises out of the desire of both parties to develop a relationship in good faith as a way of working together on collaborative issues. 3.0 PURPOSE This Agreement will create clear and consistent expectations for how the relationship between the Council and Te Whiu will operate. The purpose of this Agreement is to record the mutual commitment of the parties: 3.1 To work together in good faith to safeguard and promote the mutual interests of the parties and to address any conflict or tension openly and constructively. 3.2 In particular, to work together on key objectives of mutual interest in the context of the: • Resource Management Act 1991; and • Local Government Act 2002. 3.3 To act in ways that enhances the mana of both parties. 4.0 BENEFITS It is envisaged that this partnership will afford each partner, and the communities they serve, a number of benefits and outcomes. These will include, but are not limited to: 4.1 Advancement of a hapū/Māori worldview within Council. 4.2 Enriching the activities of Council by fostering links with Te Whiu. 4.3 Improved service delivery to meet the needs of their respective communities. 5.0 GOALS The parties commit to the following goals for this Agreement: 5.1 To base interactions on trust, honesty, integrity, respect and goodwill, upholding the mana of both parties.

Document number A1756592 Page 1 of 5 5.2 Acknowledge, protect and enhance the strengths each partner brings, in order to: 5.2.1 Work collaboratively to facilitate positive outcomes. 5.2.2 To create and foster a high trust environment which allows the parties to work together while pursuing their own interest and priorities. 5.2.3 To provide an engagement framework for both parties to work together. The primary goal is to ensure that Te Whiu and Council are actively engaging with each other on matters that occur within the rohe of Te Whiu. 6.0 GENERAL PRINCIPLES The Parties recognise that this Agreement upholds the principles of: 6.1 Kotahitanga: Working together and building unity of purpose in good faith and cooperation recognising that there will be contributions made by each other when working towards mutually agreed objectives. 6.2 Whanaungatanga: Strengthening the connections with each other and maintaining honest and open dialogue which allows for transparency and no surprises. 6.3 Manaakitanga: Looking after each other, with mutual respect and reasonableness. 6.4 Kaitiakitanga: Taking responsibility for the environment. 6.5 Mana Whenua: The traditional or customary authority exercised by Te Whiu over their rohe. 6.6 Ahikā: Recognition of those that remain and reside on the whenua as kaitiaki for whānau. 6.7 Tino Rangatiratanga: To enable self-determination, Te Whiu has the autonomy to pursue and manage its own affairs. 6.8 Mātauranga: The value of knowledge and expertise of each party. 6.9 Tikanga: Doing things right. 7.0 REPRESENTATION 7.1 All Parties retain the right to choose their own nominated representatives depending on the nature of the discussion, level (governance or operational) or initiative that they are collectively working on. Both Te Whiu and Council recognise that those representatives are authorised to speak for their respective organisations. 7.2 In the case of Te Whiu the official representative contact person will be the Chair of Te Whiu Hapū Incorporated. Council’s official representative will be the Mayor of the Far North District Council. Day-to-day contact will be through such Council officers and Te Whiu representatives that the parties will identify from time to time. 8.0 PARTICIPATION 8.1 Council will develop, maintain and sustain an ongoing positive and effective working relationship with Te Whiu at both the governance and operational levels. 8.2 Council and Te Whiu agree to formally meet with each other on at least an annual basis to: 8.2.1 Discuss and agree on key and mutually agreeable objectives that can be progressed through to completion. 8.2.2 Evaluate and review the ongoing processes of engagement and work achieved. 8.2.3 Formally review the Memorandum of Understanding. 8.3 Te Whiu will exchange views, ideas and perspectives with Council. This includes providing cultural guidance and advice where considered appropriate. 9.0 CONSULTATION

Document number A1756592 Page 2 of 5 9.1 Both Parties will ensure that consultation will involve: 9.1.1 A genuine invitation to give advice and a genuine consideration of that advice. 9.1.2 The provision of sufficient information and time for the consulted Party to be adequately informed, to appraise the information and to make useful responses. 9.1.3 Recognition that consultation is not simply informing each other of impending actions. The duty is an active one. Council must consult early and in good faith. 10.0 CONFIDENTIALITY 10.1 Information shared between the Parties shall be treated with good faith. 10.2 Information received from consultation shall be used by the Parties for its intended purpose or with the express consent of the Parties. 10.3 Te Whiu will undertake to protect any sensitive or confidential information received from the Council. 10.4 Privileged or confidential information (including cultural knowledge) received by Council from Te Whiu will be protected and not passed onto any other party without expressed permission having been granted. 11.0 DISPUTES 11.1 Council and Te Whiu agree to meet to attempt to resolve any conflicts that may arise. 11.2 In the event of a dispute between the Parties, they will use their best efforts to informally resolve the dispute in good faith and through dialogue, clear communication, negotiation and a commitment to work towards acceptable solutions with honesty and respect. 11.3 If disputes cannot be resolved by discussion and negotiation, Parties may jointly agree on appointing a suitably qualified mediator. It is noted and acknowledged that this should be as a last resort. 11.4 Parties shall avoid recourse to alternative agencies including the media. 11.5 To assist in the ongoing development of a transparent and accountable relationship, Council and Te Whiu will inform each other as soon as practicable in writing of any situation or development which may jeopardise or compromise each partners commitment to this Agreement and their overall relationship with each other. 11.6 If any dispute is not resolved through the process defined in clauses 11.1 - 11.6, either party may terminate the Agreement at any time thereafter. 12.0 UNDERSTANDINGS 12.1 The term of this Agreement is for a period of three years initially, effective upon signing and may be extended upon written mutual agreement. It shall be reviewed annually to ensure that it is fulfilling its purpose and to make any necessary revisions. 12.2 The Parties to this Agreement are separate entities, retaining their own identity, autonomy, and distinctive characteristics. Each is responsible for its own financial affairs, and its own intellectual and physical resources. 13.0 DISCLOSURE 13.1 The Parties have the right to disclose the existence of this agreement to the public at large provided that any disclosure made is materially accurate and not misleading.

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Executed by:

______Mayor John Carter Te Rau Arena Far North District Council Chair, Te Whiu Hapῡ Incorporated

______Colin Dale Rukuwai Allen Chief Executive Officer (Acting) Secretary Far North District Council Te Whiu Hapῡ Incorporation

Date:______Date:______

Document number A1756592 Page 5 of 5 Item: 3.5 MEETING: STRATEGY AND GOVERNANCE COMMITTEE 25 AUGUST 2016 Name of item: 2050 CHALLENGE SUBMISSION Author: Joanne Field - Manager Strategic Planning and Projects and Kathryn Ross - General Manager Strategic Planning and Policy Date of report: 29 July 2016 Document number: A1752636 Executive Summary The purpose of this report is to introduce the Local Government New Zealand (LGNZ) Discussion Paper: The 2050 Challenge: future proofing our communities. The paper is asking for submissions by 23 September 2016. A draft submission is attached. Recommendation THAT the Strategy and Governance Committee makes the following recommendation to Council: THAT the submission on the Local Government 2050 Challenge: future proofing our communities be approved.

1) Background On 25 July 2016, LGNZ released a discussion paper titled The 2050 Challenge: future proofing our communities. This Discussion Paper seeks to highlight challenges that will be faced to 2050, and raises questions about how these challenges might be addressed. LGNZ are seeking input to the discussion and have posed a number of questions, with submissions due by 23 September 2016. The paper raises the notion of “shifts” - major changes which will have a lasting impact on who we are, where and how we will live and how we will earn our living. These are outlined below: • New Zealand’s population is expected to further concentrate in cities • New Zealand’s population is ageing • Stewardship of our natural environment • Responding to climate change • Automation is changing how we work • Our communities are increasingly moving away from ‘9 to 5’ permanent employment • On some measures inequality has worsened over the last 40 years • New Zealand’s ethnic composition is changing

2) Discussion and options The 2050 Discussion Document requests feedback on the identified major challenges and shifts taking place in New Zealand. The next step will be to understand the implications for local government and develop a series of position papers (and a range of policy and operational responses). The Discussion Document is therefore very much the start of the conversation and once the major challenges and shifts are agreed these will provide the platform for further work.

Document number A1752636 Page 1 of 3 The Council has two main options: A. Make a submission B. Don’t make a submission Staff have not identified challenges or shifts that are missing from the discussion document, nor have we identified information that suggests that the challenges or shifts identified are incorrect. Therefore it is not imperative that the council makes a submission. However • given this is only the starting point for future significant work and • the Far North’s social, economic, cultural and environmental context is significantly different from metropolitan and urban cities and many other districts • the district has some specific challenges (that may be unique) staff recommend that these differences should be highlighted nationally to inform the development of the sector’s future position papers. It is also important for the sector’s national body to hear that its members consider that its work is on the right track, rather than having to infer this from silence. On balance staff consider that the benefits of making a submission, supporting the identified shifts and challenges and highlighting our specific context and the impacts for the Far North of them, outweighs not making a submission. In particular provides an excellent opportunity for council to give a rural perspective to inform the future thinking for the next steps in the 2050 Challenge. This conclusion also supports Council’s long standing position that one size fits all solutions are unlikely to benefit rural communities (and councils) and it is important that our specific context is considered in national policy development. Staff have developed a draft submission (circulated under separate cover) for consideration and approval. In addition, the discussion paper is very relevant (as background information) to the strategic direction of Council, long term planning and the Our Voices-Our Vision work. It will be considered as part of developing strategies for both the District and Council. Staff and elected members, as well as external decision makers, will be very interested in tracking the progress of the work and the development of the future positions.

3) Financial implications and budgetary provision There are no financial implications

4) Reason for the recommendation Developing a submission on this paper provides Council with the opportunity to consider the challenges and to understand the implications for the Far North and convey the district’s context to LGNZ for consideration as part of the national picture and long term planning for community prosperity.

Manager: Kathryn Ross - General Manager Strategic Planning and Policy Group Attachment 1: LGNZ 2050 challenge discussion - Document number A1752669

Document number A1752636 Page 2 of 3 Attachment 2: FNDC draft submission to LGNZ 2050 Challenge - Document number A1758155 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 Forward planning and environmental Community outcomes. scanning is necessary to support community outcomes and develop robust strategies and policies. The discussion document, the draft response and the future work of LGNZ will assist future planning and decision making, including implementation, development and reviews of community outcomes, strategies and policies.

Possible implications for the relationship Not specifically at this point. The vision of Māori and their culture and traditions for community fits well with iwi and hapū with their ancestral land, water, site, (environmental) management plans and waahi tapu, valued flora and fauna, and strategies developed by Māori within the other taonga. region and district. The work may be of use for Māori in their planning.

Views or preferences of persons likely to Not applicable be affected by, or to have an interest in the matter, including persons with disabilities, children and older persons.

Does the issue, proposal, decision or other Not significant matter have a high degree of significance or engagement as determined under the Council's Policy #2124?

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

Financial Implications and Budgetary No financial implications Provision. Chief Financial Officer review

Document number A1752636 Page 3 of 3 The 2050 challenge: future proofing our communities A discussion paper July 2016

Document number A1752669 Page 1 of 48 Contents

Foreword p1

Executive summary p4

1> What future do we want for New Zealand? p8

2> A shared vision for our communities p11

3> The key shifts facing our communities p13

4> Impacts on decision-making p31

5> LGNZ Is taking this debate forward p37 Appendices Appendix A: References p40

Appendix B: Regional population projections p41

Appendix C: Projected changes in ethnic composition p44

A paper prepared for LGNZ by Castalia Strategic Advisors

2 Document number A1752669 Page 2 of 48 Foreword

Document number A1752669 The 2050 challenge: future proofingPage our communities 3 of 48 1 Foreword New Zealand is facing a period of uncertainty. How we manage these challenges and the decisions we make, will have a direct bearing on our quality of life in the future.

New Zealand, like nations throughout the world, is facing a period for the long-term prosperity of our communities and future work will of major uncertainty which is posing challenges for communities specifically consider the role councils can play in responding to these throughout the country. How we manage these challenges, and the shifts. Future work will also be needed to raise local awareness about decisions we make today, will have a direct bearing on our quality how the shifts discussed in this think piece are likely to play out for of life in the future. Our decision to publish this paper is to ensure each community. that decision-makers, at both the national and local level, are fully informed of the shifts driving these changes. The initiative is designed Decision-makers and thinkers from all different political perspectives to stimulate a conversation about the nature of the shifts, how they have contributed to this work. All agree that this conversation needs might impact on our communities and what we can do about them. to transcend partisan positions. I would like to thank the members of LGNZ young elected members’ group for taking the lead and suggesting that we undertake this initiative and for their contribution This paper focuses on shifts that pose to making it the quality paper that it is. enduring questions for our communities This paper is the starting point for a conversation – not the end of it. Some shifts are high-profile, while others, which may be just as important, struggle to find resonance. To have relevance to long- term strategic planning, this paper focuses on shifts that pose “enduring questions” – questions that will persist over time and are likely to have the greatest impact on achieving the vision that we share for our communities. This is not to say that other shifts are not important or deserving of attention, but rather emphasise that our Lawrence Yule shared vision cannot be achieved without directly confronting the President shifts discussed in this paper and the enduring questions they pose. Local Government New Zealand LGNZ is taking this debate forward We sees this paper as just the first step in a broader 2050 Challenge work stream. It reflects local government’s leadership in planning

2 Document number A1752669 Page 4 of 48 Future proofing our communities LGNZ 2050 is a framework for thinking about the future. What will our communities look like in 35 years, and what can we do between now and then to plan in the best interests of those future generations?

Too often in local government our energy is consumed by responding between now and then to plan in the best interests of those future to the issues of the day, which doesn’t always leave us with enough generations? How do we deal with climate change, reducing its capacity to give adequate thought to the future. However, due to the effects and dealing with its impacts? What does the future of very nature of our long term planning focus, councils are well placed work mean for the opportunities people have to make valuable to lead discussions on the strategic issues that matter for New contributions to their community? How do we plan for an ageing Zealand and our communities. population, and make the work we do reflective of, and relevant to, an Aotearoa New Zealand that is increasingly ethnically diverse? The genesis of the 2050 Challenge was a paper we wrote for National Council, outlining what the Young Elected Members saw This paper doesn’t provide all the answers, it simply asks the as local government’s biggest strategic hurdles. We saw the broad questions. Together, in the coming months and years, we will rise to issue being our sector’s capacity for longer term planning, not in the challenge it presents. It is a daunting task, but there is none more terms of ability or interest, but in terms of resourcing. Larger metro valuable or rewarding. councils may have strong policy and research units, but for many smaller councils this is a distant dream. We are better off working ’Ana Coffey and Aaron Hawkins together, co-ordinated by LGNZ, as we tackle our present and future Co-chairs challenges head on. Young Elected Members Committee

LGNZ 2050 is a framework for thinking about the future. What will our communities look like in 35 years, and what can we do

Document number A1752669 The 2050 challenge: future proofingPage our communities 5 of 48 3 Executive summary

4 Document number A1752669 Page 6 of 48 Executive summary It is a truism but communities that fail to adapt to change die. Given other community objectives? How can areas facing population that we live in a world experiencing unprecedented change making contraction decide whether, when, and how to invest in renewing necessary efforts to be prepared, whether by adaption or mitigation, long-lived public infrastructure, and how best to plan urban seems the better of the two options. LGNZ 2050 is designed to form, to meet the needs of an uncertain future population? highlight the choice and begin a conversation. Understanding the changes that communities are likely to face between now and 2050 New Zealand’s population is ageing is the first step in beginning to prepare for those changes. • The shift. By 2050, the working age population will need to support almost double the number of people aged 65+. In the Critical to our analysis is the notion of ‘shifts’. New Zealand is longer-term, it’s projected we will follow the rest of the western undergoing a series of major shifts that will have a lasting impact on world in facing a declining population. who we are, where and how we will live and how we will earn our living. The research and interviews undertaken for this paper suggest • Enduring questions. How can we support our changing that the most significant of these shifts involve the following: population to enable those aged over 65 to contribute to our communities and ensure decisions made and the share of • our pattern of settlement; burdens are fair on future generations? • economic activity;

• demographic makeup; and Stewardship of our natural environment • the natural environment. • The shift. Our natural environment continues to be under threat, despite efforts in many quarters to halt its degradation. Although we may have said something similar 30 years ago the way There are particularly concerning trends in the areas of in which these shifts are expected to play out over the coming 30 biodiversity and freshwater. Since human settlement in New years calls for fresh thinking if we are to achieve our shared vision for Zealand, nearly one third of native species have become extinct. New Zealand and our communities - fresh thinking to contribute to a In many places we are approaching limits to the quantity of fresh debate that will maximise opportunities and mitigate threats. water we are able to take sustainably. The quality of water in New As the starting point for a debate this paper identifies shifts in five key Zealand’s lakes, rivers, streams, and aquifers is variable, and areas and we discuss five ways that those shifts should change the depends mainly on the dominant land use in the catchment . way we make decisions. • Enduring questions. How can we build consensus as a society about bottom lines for environmental prosperity and the trade- Urbanisation, liveable cities and offs required to respect those bottom lines? How can we fairly apportion the cost of good environmental stewardship in which changing demographics all New Zealanders share? New Zealand’s population is expected to further concentrate in cities Responding to climate change • The shift. By 2050, 40 per cent of people will live in Auckland (compared to 30 per cent currently). Other major cities including We need to be adapting and mitigating concurrently Wellington and Christchurch are also expected to grow, while • The shift. Our climate is already changing and will continue significant population decline is projected for mid-sized towns to change, the extent to which it does depends on the global throughout many of the regions. We also face uncertainty emissions trajectory. Changes include: rising sea levels that in whether increased regional connectivity (enabled by will cause land loss through coastal erosion and storm events, technology), or other shifts, might reverse this trend. higher temperatures and changes to rainfall patterns that will affect economic activity and ecosystems, and more intense • Enduring questions. How can areas facing population tropical cyclones which increase the need for (and cost of) expansion expand infrastructure, housing and services to emergency response. Low carbon infrastructure and patterns of support denser populations in sustainable ways consistent with development are essential to future prosperity.

Document number A1752669 The 2050 challenge: future proofingPage our communities 7 of 48 5 • Enduring questions. How can we take decisive action to high social cohesion to an area of low social cohesion is as bad reduce our greenhouse gas emissions consistent with the Paris for personal health outcomes as taking up smoking. Agreement, achieving net zero carbon emissions by mid-late this century? How can we adapt to the impacts of climate change • Enduring questions. How can we build consensus on the in a way that shares the burdens fairly and provides the right appropriate balance between equality of opportunity and incentives for people to minimise the costs of climate change to equality of outcomes that we want in society? How can we our communities? respond to the other shifts our communities will face in consistent ways that achieve the kinds of equality we want? The future of work New Zealand’s ethnic composition is changing Automation is changing how we work • The shift. From a mix of natural population increase and net migration to New Zealand, the European population is expected • The shift. Automation holds the prospect of producing more to decrease by 12 per cent while all other ethnicities are expected with less—improving our nation’s overall prosperity. However, to increase (the Māori population by 25 per cent, the Asian achieving those benefits may require major structural changes population by 71 per cent, and the Pasifika population by 40 per in employment. Some have suggested that 46 per cent of New cent). Zealand jobs are at high risk of automation before 2050. In addition, the jobs of the future do not appear to be like many of • Enduring questions. How can we best embrace the changing the jobs of the past. face of New Zealand? How might we empower and enable communities to express and celebrate their diverse cultural • Enduring questions. How can we ensure the benefits of heritages, and respect the particular cultural significance of greater productivity achieved through automation are shared Māori as tangata whenua of New Zealand? by all in our communities? How can we enhance our education system to equip people with the skills needed for the jobs of tomorrow and help workers re-train? Impacts for decision-making Our communities are increasingly moving away The key shifts and enduring questions can be daunting, which from ‘9 to 5’ permanent employment creates the risk that decisions are simply “too hard” to make. But decisions need to be made across the public and private sector • The shift. One third of New Zealand’s working population now because failing to act will not create the prosperous communities we work in jobs that are not salaried full time employment. This strive to enjoy. Five common challenges we see are in: includes part-time, contracting and those working multiple jobs. This can be beneficial to the extent jobs are more flexible (for • Taking a ‘whole of systems’ approach to policy and example for those raising children). However, research suggests planning. Achieving the shared vision for prosperous around half of those in temporary work are not doing so out of communities relies on decision-makers taking a ‘whole of choice. systems’ approach when responding to the shifts. This approach must recognise the complex interactions between them. • Enduring questions. How can we ensure our policy settings Shifts can have cumulative or offsetting impacts, and we have preserve the freedom for people to work in the ways they the potential to respond to multiple shifts simultaneously. choose, while providing appropriate protection of worker rights, We can also design our responses to deliver co-benefits (for and supporting cohesive communities? example to public health from town planning) that strengthen the policy justification for interventions. Many councils have already developed (and are continuing to develop) new Equality and social cohesion models that support coordinated response. The scale of the On some measures inequality has worsened over the coordination needed, however, particularly between central last 40 years and local government, appears to be growing. We need to share experience to develop better models. • The shift. Inequality is difficult to measure, but looking at income levels and the concentration of wealth, inequality • Responding to unequal impacts. Almost all the shifts has worsened over the past 40 years. Research suggests that discussed in this think piece either have inherently unequal inequality reduces social cohesion—and moving from an area of impacts on communities or generations, or have the potential

6 Document number A1752669 Page 8 of 48 for unequal impacts depending on how we respond to them. The Treaty of Waitangi. We need to share thinking and develop Different regions are also expected to be affected in different new initiatives to increase voter turnout and civic participation, ways. We need to ensure that we recognise equality concerns and through that the representativeness of decision-making, that shifts present and make decisions consistent with our including across dimensions of age, ethnicity and gender. priorities. • Defining our communities in constructive ways. We need • Responding to uncertain and dynamic shifts. All of the to consider the way we define our communities in responding shifts discussed in this think piece are uncertain—and many to the shifts, because how we respond reveals much about what will occur over time. This uncertainty needs to be embedded we value, how we design interventions, and how we measure within dynamic processes that are receptive to, and capable of, success. This is particularly the case in the context of unequal incorporating an evolving evidence base. impacts. The definition can differ for different shifts. For some shifts, we define our communities more locally, while shifts like • Increasing the strength and legitimacy of public decisions climate change might be something defined across a number through greater civic participation. Decisions need to of scales and levels of interaction: simultaneously local, regional represent the diversity of our communities and reflect the and global. unique relationship between iwi and the crown established by

Document number A1752669 The 2050 challenge: future proofingPage our communities 9 of 48 7 1 What future do we want for New Zealand?

8 Document number A1752669 Page 10 of 48 New Zealanders want to live in vibrant, sustainable, and socially inclusive communities. But how we can achieve these outcomes—particularly in the face of the substantial long-term changes facing our communities? Through its 2050 Challenge work stream, Local Government New Zealand wants to stimulate an open conversation on the major “shifts” facing our communities.

What future do we want for New Zealand? By identifying and describing the shifts facing New Zealanders, this < There are key factors which I think will paper provides a basis for the critical discussions we need to have about how best to respond. By building a stronger understanding of fundamentally shape the future of New the kinds of shifts underway in our communities, and the potential Zealand, with many of them already trajectories of those shifts, we can turn our minds to how to influencing the current landscape. That maximise the opportunities and address the challenges that come with change. In some cases, we can also change the trajectory of includes increased migration, a dramatic rise shifts to achieve greater prosperity. in tourism and the ‘phenomenon’ of Auckland with its massive housing, infrastructure Understanding the role of local and related challenges. But fundamentally government comes next I feel optimistic - every one of these areas This paper is directed at a broad range of decision-makers – those in is an opportunity to create positive growth local government, central government, business, and those within sectors and, if we can invest intelligently and our communities. It considers impacts on communities first and foremost, as the decisions of all stakeholders need to be informed innovatively over the next 10 years, will shape by a shared understanding of the kinds of shifts our communities how New Zealand develops as an innovative are likely to face. No one party holds all the cards, and so we need to and sustainable country against the backdrop work together to respond to future challenges. of an uncertain world. > LGNZ sees this paper as the first step in a broader 2050 Challenge Anthony Healy, Managing Director and Chief Executive Officer, BNZ. work stream, reflecting the leadership role that local government plays in planning for the long-term prosperity of our communities. Future work in this area will specifically consider the role that local government can play in effectively responding to the shifts facing our communities.

This paper is the starting point for a conversation – not the end of it. Decision-makers and thinkers from all different political persuasions have contributed to this work. All agree that this conversation needs to transcend partisan positions. We welcome and encourage debate on the shifts discussed in this paper and what they mean for our communities.

Document number A1752669 The 2050 challenge: future proofingPage our communities 11 of 48 9 The remaining sections of this paper • Professor Peter Crampton, Pro-Vice Chancellor, Health Sciences, summarise the key shifts identified University of Otago and the enduring questions they • Lani Evans, Director, Thankyou Payroll pose • Anthony Healy, Managing Director and Chief Executive Officer, The remainder of this paper is set out as follows: BNZ

• Section 2 articulates the shared vision we have for our • Natalie Jackson, Director, Natalie Jackson Demographics, communities as the basis on which to analyse the impact of Adjunct Professor of Demography, School of People, shifts; Environment and Planning, Massey University

• Section 3 summarises perspectives on the key shifts that our • Dr Alexandra Macmillan, Public Health Physician and Senior communities will face out to 2050 and the enduring questions Lecturer, Environmental Health, Department of Preventive and they pose; Social Medicine, University of Otago

• Section 4 discusses what these shifts mean for how we make • Max Rashbrooke, Author, academic and journalist decisions that will drive the future shape of our communities; and • Caroline Saunders, Professor and Director, Agriculture Economics Research Unit, Lincoln University • Section 5 discusses how LGNZ plans to take the 2050 Challenge work stream forward. • Tā Mark Solomon, Kaiwhakahaere (Chair), Te Rūnanga o Ngāi Tahu Thought leaders and sector experts • Paul Spoonley FRSNZ, Distinguished Professor and Pro Vice- Chancellor, College of Humanities and Social Sciences, Massey have helped to identify the long- University term changes that will shape our communities • Dr Janet Stephenson, Director, Centre for Sustainability, University of Otago LGNZ has developed this paper through direct interviews with thought leaders and sector experts, and by synthesizing the wide • Sir Stephen Tindall, Founder and Non-Executive Director, The range of literature available on trends and challenges. Interviews Warehouse Group and literature reviewed spanned the full range of social, cultural, economic, and environmental areas of expertise and research – We also acknowledge the contributions of central government in providing a diverse range of perspectives to draw on in this work. this area. Cross-government and departmental initiatives, such as the Ministry of Transport Futures Project and the Treasury’s work on We extend our thanks to the interviewees who generously gave their living standards, have provided valuable insights into what the future time to contribute to this work and point us to valuable sources of may hold. knowledge on the topics discussed in this paper:

• Dr Marie Brown, Senior Policy Analyst, Environmental Defence Society

10 Document number A1752669 Page 12 of 48 2 A shared vision for our communities

Document number A1752669 The 2050 challenge: future proofingPage our communities 13 of 48 11 To understand the importance of the changes facing our communities, we need a clear understanding of how shifts are likely to influence the ability to achieve our shared objectives and interests. This understanding needs to extend across all of New Zealand’s communities: urban and rural, growing and shrinking, rich and poor, and of all ethnic and racial compositions.

A shared vision for our communities Acknowledging that the way in which communities live and work • Economic prosperity. We want to have a sustainable economy changes over time, this paper defines a shared vision that focuses with world-leading productivity in which all New Zealanders on the core attributes needed for prosperous communities. Drawing have the opportunity to contribute and succeed. Our economy on the ‘four wellbeings’ with their origin in the Local Government Act should support the living standards New Zealanders need to 2002, prosperity can be thought of as encompassing: lead happy, healthy lives.

• Social prosperity. We want our communities to be • Environmental prosperity. We want to nurture our natural characterised by equality, social cohesion and inclusiveness— resources and ecosystems as environmental stewards, with freedom from prejudice across all dimensions including promoting biodiversity and environmental sustainability – ethnicity, gender and religion. We also want our communities to embodying the concept of kaitiakitanga. We want our social, promote inter-generational equity—meeting the needs of the cultural and economic activities to be aligned with our goals for present population, without compromising the ability to meet the environment. the needs of future generations. While the emphasis within these dimensions may differ, we expect • Cultural prosperity. We want our communities to be a large degree of consensus on the core elements of this vision. The empowered and enabled to express and celebrate their remainder of this report identifies a range of shifts that will challenge diverse cultural heritages, and recognise the particular cultural the way we achieve this vision, and explains what these challenges significance of Māori as tangata whenua of New Zealand. might mean for decision-makers.

12 Document number A1752669 Page 14 of 48 3 The key shifts facing our communities

Document number A1752669 The 2050 challenge: future proofingPage our communities 15 of 48 13 The key shifts facing our communities New Zealand communities are faced with a raft of shifts that will < The twenty-first century is creating novel affect how we live. This section groups the key shifts that our communities may experience in the next 30-50 years under the challenges for those charged with managing following headings: communities in some way – and for those who live in them. One of the most significant • Urbanisation, liveable cities and changing demographics (section 3.1); challenges is the result of demographic change – structural ageing, sub-replacement • Stewardship of our natural environment (section 3.2); fertility, outmigration from some cities and • Responding to climate change (section 3.3); regions, immigration and enhanced diversity

• The future of work (section 3.4); and (‘superdiversity’) for others - with very different demographic futures for different communities. • Equality and social cohesion (section 3.5). For some, the challenge will be to manage These shifts raise broad challenges for the decisions we make that growth to ensure that social and economic affect our communities. The implications for decision-makers are values are preserved. For others, it will be to discussed in section 4. understand and then manage population and economic stagnation – or even decline. New 3.1 Urbanisation, liveable cities and thinking and new policies are essential. > changing demographics Paul Spoonley FRSNZ, Distinguished Professor and The shape and nature of our communities are determined by the Pro Vice-Chancellor, College of Humanities and Social Sciences, people that belong to them. Shifts in how and where people live Massey University and work pose enduring questions in how we can provide key infrastructure and services, and empower communities to respond to changes, in both growing and declining areas. By 2050, it is This concentration of population in cities is expected to come with a projected that: ‘hollowing-out’ of many mid-sized towns and rural areas across New • More New Zealanders will live in urban centres (Section 3.1.1); Zealand, which have previously served industries that have declined, and relocated, or are predicted to do so in the future.

• Our communities will face an increasingly ageing population Population growth and contraction is expected to differ (Section 3.1.2). significantly across the regions In many areas, Statistics New Zealand projects recent trends of growth 3.1.1 New Zealand’s population is expected to or decline to continue or strengthen. However, some areas that have further concentrate in cities experienced recent rapid growth (in per centage terms) are expected to slow down, such as Queenstown-Lakes and Selwyn. In addition, Driven by a mix of natural population increase and net immigration, reversals of recent trends are forecast in areas like the West Coast. The Auckland is projected to add 800,000 people by 2043, expanding existing understanding of these trends is shown in Figure 3.1. to 40 per cent of New Zealand’s population (currently 30 per cent).1 Outside of Auckland, cities like Wellington and Christchurch also are projected to grow. While these projections are Statistics New Zealand’s best estimate, other shifts could arrest or reverse them.

1 Statistics New Zealand ‘Population Projections Tables’, 2014.

14 Document number A1752669 Page 16 of 48 Figure 3.1: Annual average population growth rate for territorial authorities

Historic (1996 – 2015) Projected (2015 – 2043)

4% to 5%

3% to 4%

2% to 3%

1% to 2%

0% to 1%

-1% to 0%

-2% to -1%

Source: Schiff Consulting using data from Statistics New Zealand

Population changes are also not expected to be uniform within for the liveability of towns and cities, and for rural productivity, and regions. While Figure 3.1 indicates that South Wairarapa, Carterton and raise questions about sustainability. Significant sub-regional shifts in Masterton are expected to experience population growth, sub-regional population are projected across the country, highlighting the need trends suggest there may be significant changes at the local level. for interventions to change the demand trajectory, or local services Figure 3.2 takes a closer look at projections out to 2043 for these three and infrastructure to match new centres of demand. local councils. Each blue dot represents a person gained and each red dot represents a person no longer living in the neighbourhood.2 If Challenges arise from rapid population change—both current trends continue without intervention, modelling suggests: expansion and contraction Auckland and other areas expected to face population expansion • Significant changes in land use in town centres. The town centres will have different challenges to those experiencing contraction. of all cities and towns in the three councils (except Carterton) are Areas facing population expansion will need to expand services and expected to experience population loss, which may represent infrastructure to support larger populations. This must be done in conversion of residential to commercial property. sustainable ways consistent with other community objectives.

• Strong growth on the outskirts of central Masterton, and For example, urban planning rules will need to strike a balance dispersed population expansion outside of Masterton—perhaps between preserving the look and feel of communities while allowing with a greater demand for lifestyle blocks. for density to sustainably accommodate rising populations. That balance will be challenging to strike given it is likely to differ from • While the Wairarapa region’s population is set to grow overall, a neighbourhood to neighbourhood, will require innovative models of large part of Masterton District Council is expected to decline in engagement to create truly community-led decision-making, and population. will involve hard decisions in the face of unequal impacts. Urban planning rules will also need to accommodate public open and green These changes, whilst based on assumptions, provide scenarios to spaces in promoting community wellbeing and social cohesion. test and plan around. In some cases, they pose significant challenges

2 While the area of the dot generally aligns with where that person is from, the dots represent averages for each census area unit so the map incorporates some ‘averaging’.

Document number A1752669 The 2050 challenge: future proofingPage our communities 17 of 48 15 Figure 3.2: Resident population projections in the Wairarapa: 2013 to 2043

Population change between 2043 and 2013 • Additional resident • Lost resident

Source: Schiff Consulting using data from Statistics New Zealand

These decisions are further complicated by the question of who While projections give us a sense of the existing state of knowledge, should pay for these transformations to occur – with objectives of other shifts could arrest or reverse these projections affordable housing potentially conflicting with the need to ensure that growth is fully funded. Our communities choose to live and work in an area for many reasons, including family and cultural ties, lifestyle, and economic Areas facing population contraction face different challenges. These opportunities. These sum of these ‘decision-drivers’, plus others communities need to decide whether, when, and how to invest in identified shifts at play, could change the population dynamics in any renewing large-scale, long-lived public infrastructure to meet the given area. needs of an uncertain future population. Funding these investments sustainably is difficult, given that existing rate-based funding models Key interacting shifts in this space include the extent to which people are based on population. Opportunities to re-invigorate these embrace ‘localism’ over metropolitan lifestyles, the type of urban communities need to be identified and fostered – for example, form that is promoted and regulated through urban planning, the by maximising attractive lifestyle options enabled by mobile nature of communication and transport technology (including connectivity (particularly for ‘satellite towns’ serving major cities). automation) within and between regions, the potential influx of Employing planning frameworks to achieve long-term strategies will climate refugees, and immigration policy. also be critical, ensuring efforts to bolster population in the short term do not undermine the affordability of infrastructure provision and sustainability of urban form in the longer term.

16 Document number A1752669 Page 18 of 48 < We are starting to see quite different difference. Although this is influenced by factors including national immigration policy, Statistics NZ suggests there is a 1 in consumer expectations about mobility, such as 3 chance that this will be happening by 2068.4 The extent of the the perspective amongst many young people trend and the level at which population will settle is unclear.5 that car ownership no longer represents freedom but is a burden. The emergence of < New Zealand’s ageing population presents flexible options for personal mobility, such us with opportunities and challenges. The as shared vehicles, and (before long) smart opportunities lie in the positive capacity of older autonomous vehicles that can be available on people to contribute to family and community demand, may create a new mobility option life and wellbeing in new and expanded ways. that is neither public transport nor a private Capitalising on this will require a rethink of vehicle but something of each. If this proves to how we conduct the day-to-day business of be attractive, it will have major implications for living in communities. Challenges also lie in future levels of road use and provision of road providing care and support for older people infrastructure, as well as settlement patterns. > as they become less independent and more in need of health care. These opportunities and Dr Janet Stephenson, Director, Centre for Sustainability, University of Otago challenges are of course linked together. > Peter Crampton, Pro-Vice-Chancellor, Division of Health Sciences & 3.1.2 New Zealand’s population is ageing Dean, University of Otago Medical School To 2050 and beyond, Statistics New Zealand projects our communities will face an increasingly ageing population. Combining Figure 3.3 illustrates the combination of these two trends as graphs ageing with urbanisation is likely to create significant challenges for showing the proportion of New Zealand’s resident population that is all communities but particularly those smaller rural communities expected to fall within each 20-year age bracket through time. The that face both a decline in population and a greater proportion of proportion of total population in each year in a given age bracket is shown older people. on the vertical axis and time is shown on the horizontal axis. Reading from left to right allows us to trace the proportion of the population in each Statistics New Zealand’s projections incorporate two population age bracket through time (“baby boomers” are shown in red). While the trends: proportion of our population aged between 40-59 years is expected to remain steady, a clear decline is expected in younger age groups with a • The shorter-term dynamic of the baby boomer bulge. By clear increase expected across older age groups. 2050, the ‘dependency’ ratio of those aged 65+ to those aged between 15 and 64 is likely to almost double from 22 per 100 Ageing rates are also expected to be uneven across the regions. people (currently) to approximately 40 per 100 people.3 At the Figure 3.4 compares the expected age distribution of people living in same time, life expectancy is increasing—expanding the range Auckland versus Thames-Coromandel in 2013 and 2043. This is an of ways in which the elderly can contribute to our communities. example of a wider trend: rural populations tend to be older than the While this poses significant challenges, the baby boomer bulge New Zealand average, while Auckland and other cities have relatively will, by its nature, eventually dissipate. youthful populations.6

• The longer-term projection is for New Zealand’s population For a full set of graphs showing this dynamic for each territorial to peak and then decline, following the experience of many authority, see Appendix B. developed countries internationally. This decline is expected to be caused by births being below that necessary to maintain population levels and net migration not making up for the

3 Statistics New Zealand ‘National Population Projections: 2014 to 2068’, 28 November 2014. 4 Statistics New Zealand ‘National Population Projections: 2014 to 2068’, 28 November 2014. 5 See Statistics New Zealand ‘The Changing Face of New Zealand’s Population’. 6 Jackson, N. (2014). ‘Sub-National Depopulation in Search of a Theory – Towards a Diagnostic Framework’ New Zealand Population Review, 40:3-39.

Document number A1752669 The 2050 challenge: future proofingPage our communities 19 of 48 17 Figure 3.3: The age profile of New Zealand’s projected population

PeoplePeople aged aged 0−19 0-19 years years (percent (per of cent total of population) total population) Baby Boomers

0 1990 2000 2010 2016 2020 2030 2040 2050 2060 2070

PeoplePeople aged aged 20−39 20-39 years years (percent (per of cent total ofpopulation) total population)

0 1990 2000 2010 2016 2020 2030 2040 2050 2060 2070

PeoplePeople aged aged 40−59 40-59 years years (percent (per of cent total ofpopulation) total population)

0 1990 2000 2010 2016 2020 2030 2040 2050 2060 2070

PeoplePeople aged aged 60−79 60-79 years years (percent (per of cent total ofpopulation) total population)

0 1990 2000 2010 2016 2020 2030 2040 2050 2060 2070

PeoplePeople aged aged 80+ 80+ years years (percent (per of cent total ofpopulation) total population)

0 1990 2000 2010 2016 2020 2030 2040 2050 2060 2070 Source: Schiff Consulting using data from Statistics New Zealand

18 Document number A1752669 Page 20 of 48 Figure 3.4: Regional population ageing dynamics

Proportion of total population by age group (per cent)

Aged 0-24 years Aged 25-64 years Aged 65+ years

Auckland 100

Thames-Coromandel 100

0 2013 2018 2023 2028 2033 2038 2043

Source: Schiff Consulting using data from Statistics New Zealand

The enduring demographic question is how we support a < It is difficult, at this stage, to say exactly what changing population the implications will be of the transition from New Zealand’s population has changed in significant ways in the past 50 years, and further change is expected in the next 50 years. population growth to decline—or at least Urbanisation and the changing nature of our towns, as well as an to the ending of appreciable growth. Having aging population, mean that local services and infrastructure will more elderly than children, for example, is a need to adapt to meet future demands. very new phenomenon. However, two things Based on the available evidence, the baby boomer bulge will move are certain: population ageing will be played through the population, eventually dissipating and leaving in its wake a declining population. In that case, the enduring question may be in out at the local level, and local trends will not investing in infrastructure and services that can cater to the changing simply ‘net out’. > age composition of our communities. For example, the extent of Natalie Jackson, Director, Natalie Jackson Demographics, aged care infrastructure and services that will be needed to support Adjunct Professor of Demography, School of People, baby boomers may not be needed in the longer-term so adaptive Environment and Planning, Massey University measures which provide flexibility to re-purpose housing will be valuable.

Document number A1752669 The 2050 challenge: future proofingPage our communities 21 of 48 19 3.2 Stewardship of our natural and aquifers is variable, and depends mainly on the dominant land use in the catchment. Water quality is very good in areas with indigenous environment vegetation and less intensive use of land. Water quality is poorer where New Zealand is facing challenges in sustainably managing its natural there are pressures from urban and agricultural land use. Rivers in these environment. These challenges include declining quality of freshwater, areas have reduced water clarity and aquatic insect life, and higher and what some have described as a crisis in biodiversity. These are levels of nutrients (ie nitrogen and phosphorus) and E.coli bacteria13. results of both historical and ongoing economic and social activity, and raise enduring questions for communities around how we can promote Sustainable development should continue to underpin our social, economic and cultural prosperity in ways that align with our decision-making vision for environmental prosperity and our responsibilities as stewards Sustainability is embedded in New Zealand’s legislative and policy of our natural environment. framework through the Local Government Act 2002 and Resource Management Act 1991. This reflects the reality that our economy Our natural environment is being affected by human activity operates within certain environmental limits with finite resources. New Zealand is one of the most well-endowed countries in the world Ultimately, social and economic activity depends on natural resources in terms of its natural resources—estimated to be eighth out of 120 (directly or indirectly) and will only be sustainable as long as the countries and second in the OECD. Connected with this, our natural environment can support that activity in the future. Our environment resources play an important part in our economic wellbeing.7 However, also has intrinsic value, and our social fabric and cultural identity are many of our current approaches to harnessing this natural resource deeply rooted in it. The concept of kaitiakitanga—so central to Te Ao wealth are negatively impacting on ecosystems.8 Māori (the Māori world)—is embedded in our resource management legislation, acknowledging our role as guardians of natural resources < Managing the loss of natural capital in and ecosystems.

New Zealand relies on not only proactive We are yet to agree on how to align environmental and conservation, but on the sympathetic and economic goals effective exercise of statutory duties. Local The future of New Zealand’s economy needs to align with our government are key catalysts of environmental vision for environmental prosperity. However, we face an enduring challenge in building a consensus as a society about bottom lines for outcomes; the importance of their role can’t environmental prosperity and the trade-offs required to respect these: be understated.> • There are national economic benefits in environmental Marie Brown, Senior Policy Analyst, Environmental Defence Society stewardship, but the incidence of costs and benefits is not shared evenly across New Zealand. For example, most of New Many of New Zealand’s native species are threatened, with 32 per cent Zealand’s biodiverse and conservation-rich land is outside of indigenous land and freshwater birds having become extinct since of urban centres. While all New Zealanders contribute to the human settlement in New Zealand.9 Ongoing habitat modification and ongoing costs of conservation through national taxes, many human activity are, in many cases, continuing the circumstances which regions are ‘carrying the load’ of biodiversity and environmental have caused this loss, and threatening further loss.10 stewardship more broadly. These areas are restricted from Freshwater quality also is a key concern for New Zealand. The Ministry developing when they otherwise might do so. This suggests that for the Environment reports that in many places we are approaching funding models may need to emerge that take into account limits to the quantity of fresh water we are able to take sustainably.11 In the benefits of good environmental stewardship in which all some areas of New Zealand, declines in fresh water quality are creating New Zealanders share, while evolving to accommodate other conditions in which existing ecosystems cannot function in the way shifts like the demographic changes highlighted above. they have in the past. In the Waikato and Waipa rivers, for example, • Our international image can help us succeed by promoting New fresh water quality has been graded a “C+” by the Waikato River Zealand as a tourism destination and an attractive place to live, Authority.12 The quality of water in New Zealand’s lakes, rivers, streams, allowing our exporters to charge premium prices and enabling

7 New Zealand Treasury ‘Affording Our Future: Statement of New Zealand’s Long-Term Fiscal Position: Natural Resources’. 8 NIWA ‘How Clean Are Our Rivers?’ 22 July 2010. 9 M. Brown, R. Stephens, R. Peart & B. Fedder (April 2015) ‘Vanishing Nature: Facing New Zealand’s Biodiversity Crisis’ Environmental Defence Society and New Zealand Law Foundation. 10 Department of Conservation ‘Threatened Species Categories’. 11 Ministry for the Environment ‘Freshwater Quality and Availability’ September 2014. 12 Waikato River Authority ‘Report Card for the Waikato River and Waipa River’ February 2016. 13 Ministry for the Environment, Environment Aotearoa, 2015

20 Document number A1752669 Page 22 of 48 our employers to attract highly-skilled staff. However, while 3.3 Responding to climate change these outcomes can help to improve New Zealand’s economic prosperity and raise living standards, there are ‘feedback loops’ on < New Zealand is being affected by climate the environment. Tourist activity, for example, needs to be carefully managed to preserve the environment within which it operates. change and impacts are set to increase in magnitude and extent over time. > • We already have a range of regulations and laws that seek to protect the environment. We will need to examine how these Professor James Renwick, Chair, Royal Society of New Zealand regulations and laws interact and the outcomes they produce, Expert Panel on Climate Change: Implications for New Zealand alongside considering new tools to deliver the outcomes we want Climate change is already impacting how our communities live and for our environment (for example the use of uniform standards function, and these impacts are expected to increase in magnitude and locally-driven targeted environmental regulations, rates and and extent over time.15 We also know that the decisions made today charges). will affect how much our climate changes and our ability to respond • Implementing regulation that aligns economic activity with the in effective ways to a changing climate. vision we have for our environment will call for carefully planned Climate change is transforming our world strategies given the contribution of primary industries to New Zealand’s economy and the distribution of wealth within it. New Zealand is already being affected by climate change and this will Agriculture, for example, currently contributes approximately six continue to some extent, regardless of how much we (and the rest of per cent to national Gross Domestic Product (GDP).14 Addressing the world) reduce carbon emissions.16 More widespread outcomes the continued role of primary industries in our economy also will then depend on the global emissions trajectory. presents opportunities to consider whether and how alternative 17 approaches to current farming practices, and diversifying the The current predictions for New Zealand are for: current primary production mix, have the potential to deliver • Rising sea levels: New Zealand sea levels are expected to better environmental outcomes while still achieving economic continue rising to 2050 and continue rising for centuries in all prosperity and increasing living standards. emissions scenarios (just under 1 metre by late this century under a mid-range scenario); < New Zealanders are doing amazing things in developing alternative approaches to farming • Higher temperatures: Warming is expected to continue (0.8 degrees by 2090 in a low carbon emissions scenario; 3.5 degrees practices and exporting agricultural technology by 2090 in a high carbon scenario), with greater extremes in the that improves animal welfare, promotes temperatures observed; environmental sustainability, and demonstrates • Regional rainfall changes: Rainfall change is expected to be social responsibility. We know consumers strongly regional, with increased droughts in the east and north internationally value these outcomes, although of the North Island. Extreme rainfall is also expected to increase; we have yet to realise our potential in these and markets. Developing new ways to capture this • More intense tropical cyclones: New Zealand is expected to value creates the potential not only for economic experience stronger, but fewer, tropical cyclones. success but increased alignment between Future policy decisions will need to take into account the improving our agriculture sector and our goals for the evidence base as well as responding to the evolving global emissions environment including across fresh water quality trajectory. and responses to climate change. > Caroline Saunders, Professor and Director, Agriculture Economics Research Unit, Lincoln University

14 Statistics New Zealand ‘Gross Domestic Product’ March 2015. 15• Royal Society of New Zealand ‘Climate Change: Implications for New Zealand’ April 2016. 16 Royal Society of New Zealand ‘Climate Change: Implications for New Zealand’ April 2016, p.28. 17 See New Zealand Climate Change Centre ‘Climate Change: IPCC Fifth Assessment Report – New Zealand Findings’.

Document number A1752669 The 2050 challenge: future proofingPage our communities 23 of 48 21 Climate change will have complex and far-reaching impacts • Changing industry prevalence nationally and regionally for on our communities and industries agriculture and other industries directly and indirectly affected Some of the expected impacts of climate change include: by climate change.

• More frequent flooding of settled areas and areas of cultural and A strong theme in these impacts is the unequal ways our historic significance; communities will be directly affected. Sea level rise clearly affects coastal communities most (although impacts can flow inland along • The potential for an influx of climate-induced refugees from waterways and be felt through a rising water table) and agricultural neighbouring Pacific nations affected by sea level rise; regions will also be affected in different ways. Some of the direct impacts may be positive in some areas, while other areas will suffer • The need to respond more frequently to more damaging natural from reduced rainfall and prolonged drought. Figure 3.5 overlays the events including droughts, fires, floods, and tropical cyclones; expected impacts of climate change on rainfall patterns with the and current prevalence of agriculture throughout the regions.

Figure 3.5: Interaction between agriculture and expected rainfall change

Source: Schiff Consulting using data from NIWA18

18 Based on data from Fourth Assessment Report of the Intergovernmental Panel on Climate Change. NIWA will soon publish updated data based on the more recent Fifth Assessment Report.

22 Document number A1752669 Page 24 of 48 Action is needed both to mitigate greenhouse gas emissions, extent of climate change and the adaptation required. New Zealand and to adapt to a changing climate contributes approximately 0.2 per cent of global greenhouse gas We need to respond to climate change now by creating and emissions (largely through agriculture and transport). New Zealand implementing strategies to: can contribute to a global reduction through reductions it can make, exporting the technologies and techniques that will be developed • Reduce carbon emissions to help reduce the extent of climate in doing so, and the extent to which our actions can help influence change (often known as mitigation)—for example by other countries to reduce their emissions. decreasing our reliance on fossil fuels for transport (Section 3.3.1); and To achieve our goals in reducing emissions, we need to create strategies now • Reduce the impact of a changing climate on our prosperity The challenge for New Zealand is to develop strategies now that will (often known as adaptation)—for example by supporting or not only enable us to meet our international obligations but also in re-settling exposed coastal communities (Section 3.3.2). a way that achieves the shared vision we hold for our communities. Domestic climate change policy has made some progress in New Mitigation and adaptation will affect the way New Zealanders live. Zealand, including with the introduction of a partial emissions trading LGNZ is currently developing a position statement on the role LGNZ scheme (that currently excludes agriculture), but we also need new sees for local government in responding to climate change. policies and responses now if we are to meet the goals we have set. The infrastructure and other decisions we make now will chart the path 3.3.1 Mitigating emissions to promote the shared for our emissions later this century. There will also be many options for vision for our communities reducing carbon emissions and we face enduring questions in:

< We have the potential to make the transition • Deciding on which interventions to pursue as a collective since to a low-carbon economy within several some interventions will have different cost and benefit profiles, decades by taking mitigation actions. While and there will be ‘winners’ and ‘losers’; this will have costs, it will also bring benefits • Deciding the extent of intervention at national, regional, and and opportunities that need to be considered. local levels, and in the private sector, and the relative balance We can do it if individuals, households, between public-led and market-led solutions; communities, cities, industries, commercial • Playing New Zealand’s part in reducing carbon emissions while enterprises and land-users share aspirations maintaining international competitiveness and achieving our and take action. > vision for our communities; Professor Ralph Sims, Chair, Royal Society of New Zealand Expert • Taking advantage of opportunities for co-benefits alongside Panel on Climate Change: Mitigation Options for New Zealand emissions reduction, for example in public health by promoting cycling and walking for commuter transportation, and in New Zealand has committed to playing its part in reducing carbon economic development from the greater ability to market New emissions by signing the Paris Agreement on climate change.19 Zealand internationally as responsible environmental stewards; Under the Paris Agreement, countries including New Zealand are expected to agree to implement measures to achieve net zero • Ensuring incentives are set up right for people to pursue carbon emissions by mid-late this century, to hold the increase in the economic activities that are aligned with the shared vision we global average temperature to below 2°C. By 2030, New Zealand’s have for our communities; and stated goal is to reduce emissions to 30 per cent below 2005 levels.20 Strong targets are necessary if we are to avoid the worst predicted • Promoting inter-generational justice. The evidence suggests that impacts of climate change.21 reducing emissions more rapidly reduces the overall costs of climate change22. Whilst reducing emissions now may impact on The future will be influenced by the decisions made today – we can current generations, delaying action would result in higher costs help move the world on to a lower emissions trajectory, reducing the and the burden of those costs will fall on future generations.

19 Under the United Nations Framework Convention on Climate Change. Ministry of Foreign Affairs and Trade ‘Minister Bennett Signs Paris Agreement’ 23 April 2016. 20 Ministry for the Environment ‘New Zealand’s 2030 Climate Change Target’ 29 February 2016. 21 Royal Society of New Zealand ‘Climate Change: Implications for New Zealand’ April 2016. 22 Intergovernmental Panel on Climate Change ‘Assessment Report Five: Summary for Policymakers’ at p.12.

Document number A1752669 The 2050 challenge: future proofingPage our communities 25 of 48 23 < Local government responses to climate New Zealand also faces different challenges to other change in active transport, healthy and energy countries in reducing carbon emissions New Zealand’s most emissions-intensive industries are different to efficient housing, low carbon energy and many other developed countries, creating unique challenges for resilient, healthy food systems can all yield New Zealand in reducing emissions. Figure 3.6 shows emissions by significant win-wins for health. But these co- sector for New Zealand compared with ‘Annex 1’ countries—those considered by the United Nations to be developed countries. benefits won’t come automatically. Food, New Zealand has half the emissions from energy and six times the housing, transport and energy are all complex emissions from agriculture than the Annex 1 average. systems where unintended harms to health Our unique emissions profile should not be used as an excuse for and fairness are also a possible consequence failing to take action. While international experience with reducing of policy choices. This means that taking a emissions will be an important part of the evidence base for New Zealand’s strategy to reduce emissions and adaptation costs, systems approach and putting human health these data suggest that we will have to create strategies tailored to and fairness at the centre of decision-making our situation to achieve our vision for our communities. Reducing will be crucial for reaping the benefits and emissions at the national level involves reducing emissions at the local level. Some of our regions are already showing leadership avoiding the harms. > in creating strategies for mitigating emissions. We need to Dr Alexandra Macmillan, Public Health Physician and Senior acknowledge the contribution of these regions in charting a path Lecturer, Environmental Health, Department of Preventive and Social Medicine, University of Otago

Figure 3.6: New Zealand’s greenhouse gas emissions by sector v Annex 1 average

82%

New Zealand Annex 1 Countries

46% 42%

7% 7% 8% 5% 3%

Energy Industrial Processes Agriculture Waste

Source: United Nations ‘Greenhouse Gas Emissions Profiles for Annex 1 Parties’.

24 Document number A1752669 Page 26 of 48 toward a low carbon New Zealand, including those by Auckland,23 take the steps they can to lessen the impact of climate change on Wellington,24 Waipa,25 and Dunedin.26 We must also acknowledge the them and in turn, the resources required for adaptation. Support, contributions of central government, including through the Ministry therefore, needs to be carefully designed so that it does not of Transport’s work on the future of low-carbon transport.27 undermine this goal. For example, if coastal land occupiers are guaranteed full relocation at no cost, then people may not move 3.3.2 Carefully-planned strategies will be needed to away from the coast as quickly or at all. This principle also extends adapt to a changing climate far beyond coastal communities—for example into the changing viability of agricultural businesses affected by rainfall. We also face an enduring question in how we can achieve the vision for our communities while adapting to the impacts of a changing Enabling people to respond to incentives requires providing climate. Key facets of this problem are discussed below. information on how a changing climate will affect them. Public, academic, and private sector-led research efforts are Communities will be differently affected by climate change. underway (for example on the localised impacts of sea level rise), Some in our communities will be heavily affected, while others may but more work will be required to translate this information into the experience few direct effects at all. The stark differences in how our implications for individuals and to support them in the decisions they communities will be affected prompts questions around how the can make. burden of climate change adaptation will be shared and what the level and nature of national, regional and local support for affected Beyond information, there is a growing body of literature suggesting communities and neighbourhoods should be. that people’s behaviour and response to incentives can be different to what might be expected—and is significantly shaped by context.28 Should exposed coastal communities face the cost of damage to property and infrastructure and potential resettlement? What if We also need to ensure that interventions are designed to take into someone moved there when it was clear the area would no longer be account these behavioural insights. liveable? What about a farmer going out of business from drought? All the above challenges would arise even if we had perfect foresight These decisions need to be made in a consistent way—and with of what the impacts of climate change could be. An added challenge adaptation required right now, the future implications of ‘precedent- is, therefore, that we do not (and will not in the future) have full setting’ actions must be understood and taken into account. certainty on: People will also be differently affected through time with future • The evolving local and global carbon emissions trajectory that generations inheriting the world of their predecessors. The extent to will play a defining role in the extent of climatic impacts our which adaptation is financed through public debt, for example, will communities will face; and shift the burden onto future generations. • The precise climatic impacts and when they will occur given Adaptation will require large amounts of resources that need the complexity of predicting them. This is particularly so of to come from somewhere. If we approach adaptation with an ‘threshold’ effects and irreversible outcomes. ‘emergency’ mind-set, there are risks that we divert resources from other activities in ways that are inconsistent with the shared vision for Adapting to climate change will, therefore, call for decision-making our communities. frameworks that explicitly address uncertainty, and put emphasis on the value of having flexibility to adopt courses of action that can Public support for communities must be designed in ways evolve with new information. This is discussed further in Section 4.2. that support incentivising them to minimise their exposure and vulnerability to climate change. We want communities to

23 Auckland Council ‘Low Carbon Auckland: Auckland’s Energy Resilience and Carbon Action Plan’ July 2014. 24 Wellington City Council ‘Draft 2016 Low Carbon Capital Plan’. 25 Waipa District Council ‘Our Future Decided: The Path Ahead for Waipa – 10-year Plan 2015-2025. 26 Dunedin City Council ‘Emissions Management and Reduction Plan’, 17 February 2015. 27 Ministry of Transport ‘Transport Futures’. 28 See, for example, OECD ‘Behavioural Insights and New Approaches To Policy Design: The Views From the Field’ 23 January 2015.

Document number A1752669 The 2050 challenge: future proofingPage our communities 27 of 48 25 3.4 The future of work Automation clearly causes a loss of jobs in the task being replaced. However, automation increases jobs in the industry doing the We face the potential for significant changes in the types of work our automation. In the past 30 years, computers have replaced many communities do and the way they do it. Automation is a key potential functions, including the role of thousands of bank employees that catalyst for this change. Automation holds the prospect of producing manually processed banking transactions. However, the decline of more with less—improving our standard of living. While we should these kinds of jobs has come with a growing ICT sector that delivers embrace that change, it also raises enduring challenges in increasing and supports computers and computing services. The greater our economic prosperity in a way that aligns with our vision for social productivity from automation can also increase jobs in the wider prosperity, with all New Zealanders given the opportunity to prosper. economy.29

< Automation promises a brighter future for While the impacts of automation on labour markets are all of us in increasing our productivity and challenging to tease out, the skills needed to get a job are international competitiveness. Automation changing Advances in automation in the last 30 to 50 years have proceeded offers the potential to transform our forestry alongside the widespread market reforms of the 1980s, a series sector, for example, where in Gisborne it is of financial crises, major change in the global markets we supply, enabling us to compete internationally in among many other factors. Over this time, there does not appear to have been any overall trend in unemployment over this period the processing of raw logs into consumer (increasing or decreasing)—let alone one that can be attributed products. By moving us into the value-add to automation.³0 One thing that does seem clear, though, is that and using our kiwi ingenuity, automation automation is changing the skills that individuals need to find work. In addition, many of the skills needed now are not like those needed can help us capture more of the value chain in the past—creating challenges for workers to re-train. The ICT and improve our economic prosperity— sector as we now know it, for example, did not exist 50 years ago— particularly for our regions. This automation and it now reports the highest rates of job vacancy in New Zealand.31 would not be at the expense of jobs, in fact it There seems to be widespread agreement that automation will will add jobs. At present unprocessed logs are continue to change the skills we need. However, the extent of that change is the subject of greatly differing perspectives. Some have exported. Under automation these are sawn suggested that the pace of technological change now is ten times into smaller pieces and then glued together that experienced in the industrial revolution and that 46 per cent to make structural engineered timber which of New Zealand jobs are at high risk of automation in the next 20 years.³² Others caution that the pace of technological change has returns a much higher prices for our forest historically tended to be overstated and that the predictions of the investments. > past have yet to come true.³³ Stephen Tindall, Founder of The Warehouse and the Tindall It is clear that automation will continue (along with wider Foundation, Philanthropist and Investor technological change) and that it will continue to pose challenges Automation has had widespread impacts on how our for our communities. Automation raises the enduring question of communities work and live how we can ensure we have the right education systems in place to both help existing workers adapt to changes in skills required and to Automation is the replacement of human labour with machine ensure that future generations are equipped with the skills they need labour. We can think of this widely as including everything from the to lead happy, healthy lives. It also raises the question of how New mechanisation of manufacturing processes, the advent of transport Zealand communities can get the most from technology. Technology technologies like steam and fossil fuel-driven road and rail, right will play an important role in enabling our shared vision of prosperity through to computer processing. to be achieved through:

29 Autor, David H. 2015. “Why Are There Still So Many Jobs? The History and Future of Workplace Automation.” Journal of Economic Perspectives, 29(3): 3-30. 30 Statistics New Zealand in ‘Brian Easton. ‘Economic history - Government and market liberalisation’, Te Ara - the Encyclopedia of New Zealand, updated 27-Apr-16’. 31 Ministry of Business, Innovation and Employment ‘New Zealand Sector Report Series: ICT’, 2015, at p.37. 32 Chartered Accountants New Zealand and the New Zealand Institute of Economic Research ‘Future Inc: Disruptive Technologies, Risks and Opportunities—Can New Zealand Make The Most of Them?’. 33 Author, David H. 2015. “Why Are There Still So Many Jobs? The History and Future of Workplace Automation.” Journal of Economic Perspectives, 29(3): 3-30.

26 Document number A1752669 Page 28 of 48 • New ways to manage environmental impacts; 3.5 Equality and social cohesion • New ways to learn and access knowledge; < Diverse and pluralistic communities have • New opportunities to interact and increase civic awareness and to work harder to maintain a strong sense participation; and of social cohesion, especially in the face of social and economic forces, such as radically • New opportunities to communicate with each other – irrespective of socio-economic status. different work opportunities, that push communities apart. Nevertheless, social Beyond skills, changes in the way we work raise questions for social cohesion cohesion brings with it a sense of belonging New Zealanders also are reporting that they are changing the ways within and investment in one’s community that they work. While the decades since World War II saw an expansion of in turn pays dividends in terms of health and those in full-time employment, some have suggested that in the last social outcomes. > 30 years New Zealand has seen a de-standardisation of work.34 ‘De- standardisation’ refers to people moving into part-time, fixed term Peter Crampton, Pro-Vice Chancellor, Division of Health Sciences & or contracting jobs, or working multiple jobs. Statistics New Zealand Dean, University of Otago Medical School reports that one third of New Zealand’s working population now work in non-standard jobs.35 Shifts in equality and social cohesion primarily affect our achievement of social prosperity, although they are linked with The future trends for the way we work are unclear. However, we will achieving all aspects of the shared vision. The three shifts discussed need to monitor the way working arrangements develop and better in this section are: understand the issues that can raise. Non-standard jobs can create flexibility for both workers and the firms they work for. In some • Existing and potential trends in equality; cases, this can come with increasing social prosperity; for example, • Changes in ethnic composition; and the extent to which jobs are becoming more flexible for those raising children. However, there are also risks for equality and social • Inter-generational justice. cohesion where non-standard jobs are not taken out of choice. A survey undertaken by Statistics New Zealand found that around half 3.5.1 Current trends and potential drivers of of those in temporary work would have preferred being in full-time changes in equality employment.36 Inequality affects our ability to achieve the shared vision for While people should be free to work in the ways they choose, we our communities by producing a range of negative flow-on need to ensure that our policy settings, and the influence they have consequences. Inequality risks reducing social cohesion and on the job market, provide appropriate protection of worker rights. weakening social bonds.37 We need to define what type of equality we seek to achieve, and to better understand the available data and develop strategies to address the root causes of inequality.

What aspects of equality form part of our vision for social prosperity? Equality can mean different things and we need to build a consensus on what types of equality matter.38 Equality of outcomes ensures that all have the same level of resources regardless of the way they contribute to society. Equality of opportunity, on the other hand, ensures that people all have the same opportunities and are equally empowered to succeed. One of the consequences of rewarding

34 Spoonley, P, Dupuis, A, and de Bruin, A (eds) (2004). Work and Working in Twenty-First Century New Zealand. Palmerston North: Dunmore Press. 35 Spoonley, P, Dupuis, A, and de Bruin, A (eds) (2004). Work and Working in Twenty-First Century New Zealand. Palmerston North: Dunmore Press. 36 Statistics New Zealand ‘Flexibility and Security In Employment: Findings from the 2012 Survey of Working Life’, at p.13. 37 Max Rashbrooke ‘Inequality.Org: Understanding Inequality’. 38 Sen. A (1992), ‘Inequality Re-Examined’, Oxford University Press, New York.

Document number A1752669 The 2050 challenge: future proofingPage our communities 29 of 48 27 people for their contributions is at least some level of inequality in The future trend in inequality is unclear but the shifts discussed outcomes. On the spectrum between these two options there are in this report have significant potential to impact inequality middle-grounds which, for example, prioritise equality of opportunity Many of the shifts discussed in this report, and the way we respond but ensure all have a specified minimum level of income. It may to them, have the potential to make New Zealand more or less equal: be possible to aim for equality of outcomes in some areas while promoting equality of opportunity in others. • Māori and Pasifika communities are over-represented in many outcome-focused measures of inequality. They are also set to On the two most common measures, equality of outcomes grow as a percentage of New Zealand society. We need to ensure has decreased in the past 40 years the systems we have set up are tackling this ethnic dimension to < As Robert Putnam’s seminal work Bowling inequality, which has the potential to get worse; Alone shows, the effects of social ties and • Many coastal communities are wealthy, although not all are, bonds—especially in reducing stress—are so such as South Dunedin.44 Since coastal communities will be strong that moving from an area high in social some of the worst affected by climate change, climate change might exacerbate extreme poverty for those poorer coastal cohesion to one that is low in social cohesion is communities which do not have the financial resources required as bad for your health as taking up smoking. > to relocate; and Max Rashbrooke, author, academic and journalist • Many of the jobs considered to be at the greatest threat of automation are lower-skilled, lower-paid jobs. We face challenges in identifying what measures of equality are most useful, and the way inequality relates to outcomes like health and 3.5.2 Changes in ethnic composition education. Measures like income can be problematic. Those with the Ensuring that changing ethnic compositions are embraced calls for a lowest income represent both the poorest and richest in society – greater understanding of how we can retain cultural heritages while because of the way incomes are reported. More than 10 per cent of promoting broader social cohesion. people on the minimum wage also live in a household in the top 10 per cent of incomes.39 Statistics New Zealand expects the ethnic composition of our communities to change Leaving aside these challenges, the most-used measures of inequality are incomes and the concentration of wealth. On these By 2038, Statistics New Zealand project that national ethnic measures, inequality in New Zealand increased between the 1980s compositions are likely to change significantly—as shown in and 1990s, although it has either not significantly changed or Table 3.1. This is expected to come from migration (particularly to declined40 41 since then. Auckland) and through differing net birth rates by ethnicity.45

Ethnic dimensions of inequality need to be addressed These are at a highly aggregated level and include many diverse ethnicities. In addition, people can identify as more than one Analysing social and economic outcomes by ethnicity highlights an ethnicity. However, they suggest the face of New Zealand will change. even greater degree of inequality across New Zealand communities. Poverty and incarceration rates for Māori and Pasifika people are Sub-regional ethnic change is also expected. By 2038 the percentage significantly higher than national averages.42 Similar statistics are of people in Manurewa identifying as European is expected to drop observed across education pass rates43 and other key indicators of from 62 per cent to 17 per cent —largely replaced by those identifying prosperity and social mobility. We face an enduring question in how as Māori and Pasifika. Changes of a similar magnitude can also be we address this ethnic dimension to inequality. found in many other parts of the country – three parts of the Auckland region expecting significant change are shown in Figure 3.7.46

39 NZIER ‘Understanding Inequality: Dissecting the Dimensions, Data and Debate’ November 2013. 40 Rashbrooke, M. in Radio New Zealand ‘Opinions Mixed on Income Inequality’ 18 September 2014. 41 NZIER ‘Understanding Inequality: Dissecting the Dimensions, Data and Debate’ November 2013. 42 See Marriott, L and Sim, D. (2014). ‘Indicators of Inequality for Māori and Pacific People’ Victoria University Working Papers in Public Finance. 43 Ministry of Education ‘Māori Participation and Attainment in NCEA’ 44 South Dunedin has been identified by the Parliamentary Commissioner for the Environment as “the most troubling example” of high groundwater levels in the country. See: Parliamentary Commissioner for the Environment “Preparing New Zealand for Rising Seas: Certainty and Uncertainty” November 2015. 45 Statistics New Zealand ‘National Ethnic Population Projects: 2013 to 2038’, 21 May 2015. Note that people may identify with more than one ethnic group, so these compositions will not add to 100 per cent. 46 Statistics New Zealand ‘Subnational Ethnic Population Projects: 2013-2038’, 30 September 2015.

28 Document number A1752669 Page 30 of 48 Table 3.1: Projected National Changes in Ethnic Composition

2013 2038 Change (%) Māori 16% 20% 25% Asian 12% 21% 71% Pasifika 8% 11% 40% European and Other 75% 66% (12%) Source: Statistics New Zealand

Ethnic change of the nature predicted by Statistics New Zealand can is that the generations currently living have the power to affect the pose challenges in promoting social cohesion while enabling ethnic outcomes of future generations—but not the other way around. This groups to celebrate and express their cultural heritage. Some have creates risks of resentment and a decline in cohesion across age suggested that socioeconomic inequalities tend to negatively impact groups. Challenges in this area include: ethnic relations47—so, increasing ethnic diversity may increase the challenges of inequality discussed above. • Ensuring actions taken to mitigate and adapt to climate change take into account the importance of inter-generational justice; 3.5.3 Promotion of social cohesion across generations • Ensuring that urban planning rules are fair for future generations and sustainably accommodate projected population increases; Inter-generational justice is being brought into focus by ageing and populations, climate change, and population concentration in cities. Since decisions that achieve greater welfare overall may impose • Ensuring housing is affordable and that housing for elderly additional costs on those living now, there are tensions between the populations maximises the opportunity they have to contribute interests of different generations through time. An added challenge to our communities and be involved in their children’s lives.

47 Ward, C., & Liu, J. (2012). ‘Ethno-Cultural Conflict in Aotearoa/New Zealand: Balancing Indigenous Rights and Multicultural Responsibilities’.

Document number A1752669 The 2050 challenge: future proofingPage our communities 31 of 48 29 Figure 3.7: Auckland region resident populations identifying with major ethnicities

Source: Google; Schiff Consulting using data from Statistics New Zealand

Resident population identifying with major ethnicities (per cent): projections to 2038

Asian European or Other Maori Pacific

Kaipatiki Manurewa Maungakiekie-Tamaki

26 46 21 18 24 37

65 47 36 16 48 39

9 9 25 26 13 14

6 8 33 62 26 25

2013 2038 2013 2038 2013 2038

Source: Statistics New Zealand. Note that the graphics are not to scale.

30 Document number A1752669 Page 32 of 48 4 Impacts on decision-making

Document number A1752669 The 2050 challenge: future proofingPage our communities 33 of 48 31 Impacts on decision-making The key shifts and enduring questions identified in Section 3 can inequality, depending on how we respond to them. We need to be daunting, which creates the risk that decisions are simply “too identify the impacts shifts may have and consider how those hard” to make. But decisions need to be made across the public and impacts create greater challenges or offer potential solutions. private sector and failing to act will clearly not create the prosperous communities we want to create. • The potential to respond to multiple shifts simultaneously and avoid situations where ‘single-track’ responses reduce our One of the contributions of the 2050 Challenge work stream is to look ability to respond to other shifts effectively. While shifts differ, across the shifts and identify common challenges in how we make they can have common ‘sites’ of interaction. For example, decisions. In this section, we outline five common challenges we think urban planning rules are shaped by our responses to shifts the shifts identified in this report create for decision-makers of all types: including demographic change, climate change and inequality. If we change urban planning rules to respond to demographic • Taking a ‘whole of systems’ approach to policy and planning change, we should ensure these new rules are simultaneously (Section 4.1); responding to climate change and inequality.

• Responding to unequal impacts (Section 4.2). • Responses that deliver co-benefits across several dimensions of the shared vision for our communities. For • Responding to uncertain and dynamic shifts (Section 4.3); example, developing rules that improve the sustainability of • Creating buy-in and increasing civic participation (Section 4.4); denser housing can have public health benefits—both in the and quality of built environments and increasing walking and cycling. These co-benefits can further strengthen the policy justification • The need to define our communities in constructive ways for responding to shifts, helping to build consensus for action. (Section 4.5); • Responses to a shift may reduce our ability to respond to Section 5 then lays out LGNZ’s next steps for developing the debate other shifts and/or can create challenges in promoting other on what these shifts mean for local government and asks for your dimensions of the shared vision for our communities. While feedback on this Issues Paper. we should aspire to achieving the shared vision across all four dimensions of prosperity, we are likely to face trade-offs in specifically how we do so. We need to ensure that we make 4.1 Taking a ‘whole of systems’ those decisions through broad and inclusive civic participation approach to policy and planning (discussed in Section 4.4). The shifts discussed in this paper have diverse and complex interactions. Achieving the shared vision for prosperous communities We need to develop approaches that make these identified relies on all decision-makers (central and local government, interactions part of the conversation public and private sector) taking a ‘whole of systems’ approach to Developing ‘whole of systems’ approaches to responding to shifts will responding to the shifts that recognises these interactions. call for highly effective methods of cross-sectoral and local/national engagement and coordination. This includes: This is not a new concept – many councils have already developed and are continuing to develop new models of coordinated • Communication between stakeholders; approaches to strategy, policy, planning and governance. However, the scale of the coordination needed appears to be growing and we • Coordination between local and central government—and key need to share experience to develop better models. government agencies; and

Shifts have diverse and complex interactions • Coordination between public bodies and other stakeholders, To take a ‘whole of systems’ approach we need to develop a clear including community groups, interest groups, and the business picture of how the shifts interact. The main types of interaction community. between shifts can be grouped as follows: There are existing models of this kind of collaboration within • Changes that have cumulative or offsetting impacts. and between local councils already. We will also need to share Climate change adaptation and automation might both increase experiences of these models.

32 Document number A1752669 Page 34 of 48 4.2 Responding to unequal impacts Unequal impacts are the rule rather than the exception Almost all the shifts discussed in this paper either inherently have The story of the shifts discussed in this paper is one of unequal unequal impacts or can have unequal impacts depending on how we impacts. How we respond to these unequal impacts will significantly respond to them—analysed in Table 4.1. shape our identity and values—and reveal a lot about how we define our communities.

Table 4.1: The unequal impacts of shifts facing our communities

Dimensions with unequal impacts Urbanisation • Absolute population levels and projected growth and decline differ greatly throughout the regions • How areas of population growth accommodate population increases can affect relative living standards and the distribution of wealth — for example increasing tenant protections or re-zoning land • How areas of declining population fund infrastructure to the extent local rates are below the levels necessary to recover costs Ageing • How the burdens of supporting the elderly are shared: - Within communities - Across communities given ageing profiles are highly localised and in some cases are deliberately so — for example areas that market themselves as places to retire - Across successive generations Climate change adaptation • The effects of climate change can be highly regional — particularly sea-level rise (coastal communities), changes in rainfall, and the occurrence of natural disasters (drought, flood and tropical cyclone). They can be so unequal, in some ways, that some communities will experience some positive effects — for example in improving the viability of farming • The extent of private, local, regional and national sharing of the burdens of adapting to a changing climate Climate change mitigation • The differing opportunities and costs of reducing emissions in different sectors • The emission sources we choose to target in reducing emissions • The extent of private, local, regional and national sharing of the burdens of reducing emissions Automation • Some industries are at much higher risk of automation than others • Many of the industries at risk of automation tend to be those with lower-skilled, lower-paid jobs Non-standard jobs • Industry characteristics strongly affect the prevalence of non-standard jobs • Those in non-standard jobs include those valuing flexibility and running their own businesses, as well as poor and vulnerable members of society Equality • New Zealand is not equal in opportunity or outcome—and the relative significance of the two depends on our vision of social prosperity. Inequality also has ethnic, gender and religious dimensions Ethnic change • Ethnic change is expected to be strongly regional

Civic participation • Civic participation rates differ by age, gender and ethnicity

Māori co-governance • Differing models provide differing outcomes in the nature and extent of Māori involvement

Document number A1752669 The 2050 challenge: future proofingPage our communities 35 of 48 33 Responding to unequal impacts calls for inclusive and • Gather information to understand likely trajectories and consistent decision-making frameworks scenarios for outcomes, including concepts of risk management; To answer how we should respond to the unequal impacts that shifts • Understand the indicators that are likely to show which trajectory generate, we have to first know what our vision is for equality. This or scenario is playing out in practice; includes the types of equality (opportunities or outcomes) we want to prioritise. We then need to ensure that we recognise equality concerns • Identify options that specifically recognising the value of that shifts present and make decisions consistent with our priorities. flexibility in options to modify actions over time and respond to an evolving evidence base; We will need to review existing mechanisms and potentially design new ones to implement our responses to unequal • Evaluate those options and the ways they promote the shared impacts vision for our communities Many of the unequal impacts of shifts discussed in this Issues Paper will already be addressed in some way through existing mechanisms. • Formulate policy and implement decisions based on the best For example, the general ‘safety net’ of welfare benefits applies to available evidence and recognising the value of flexibility; and people experiencing the worst of shifts—like those who become ‘domestic climate refugees’. However, whilst these measures may • Monitor the indicators of how uncertainty is playing out and mitigate the worst impacts, they may not be fully consistent with our develop an ‘ongoing portfolio’ view of areas of uncertainty. vision for social prosperity. In addition, responding to some shifts may require new mechanisms—like a national biodiversity levy or a ‘Valuing-in’ the flexibility of options can mean making tough climate change levy that funds broad compensation tools for those decisions now for longer-term benefits. For example, building a sea affected by climate change. In developing strategies to respond wall with stronger foundations that can be extended later may be to these shifts, we will need to carry out a ‘regulatory stocktake’ to less costly than building a cheaper wall that would need to be fully identify ways the existing mechanisms need to be enhanced to align replaced. with the shared vision. The real challenge for decision-makers and their officials and advisors is then to integrate new information as it becomes available. 4.3 Responding to uncertain and This will allow us to make “no regrets” decisions – which may be larger projects that pre-emptively adapt to future consequences, dynamic shifts or incremental investments that preserve options for a future time All of the shifts discussed in this paper are uncertain—and many when better evidence is available. will occur over time. This uncertainty needs to be embedded within dynamic processes that are receptive to, and capable of, Incorporating dynamism into planning models incorporating an evolving evidence base. Even if we had perfect certainty on the shifts discussed in this paper, we would still face the challenge of responding to their gradual and Incorporating uncertainty into planning models evolving nature. For example, we cannot simply plan for population There are different forms of uncertainty. For example, predicting expansion out to a defined date in the absence of considering what outcomes in the context of evolving climate science is a challenge comes afterward. We need to consider how we make incremental in devising an agreed response to climate change. In contrast, decisions to maximise our achievement of the shared vision over getting agreement on the ‘measurement of the problem’ is difficult in time. This is also true of shifts like population ageing and climate understanding phenomena like social cohesion. change.

Of course, our communities already deal with uncertainty, so this is Technology is a major contributor to both uncertainty and not a new challenge. However, the extent of uncertainty highlighted dynamism in this paper suggests that we will need to reflect on whether there Technology has contributed to profound changes in the look, feel, are ways we can improve our approaches to making decisions under location and size of our communities. Early Pākehā settlement in uncertainty. LGNZ’s view is that decision-making frameworks that New Zealand was enabled by transport technology, and refrigeration manage uncertainty well do the following: technology heralded the expansion of our agricultural exports.

• Recognise uncertainty where it exists—including its extent and However, we can only expect technology to cause profound change significance in the context of the outcomes we want for our through its interaction with community desires—whether existing communities;

34 Document number A1752669 Page 36 of 48 or in response to technological possibilities. For example, New Civic participation is declining at both the national and local Zealand’s population has been concentrating in cities. Declining levels transport costs and increasing technological connectivity might have Despite the importance of involving all New Zealanders in these been expected to cause the opposite. decisions, we face challenges in ensuring that all New Zealanders are represented at both national and local levels. This extends In planning for technological uncertainty and dynamism, we need beyond turnout in elections to participation in the full range of ways to specifically consider how technology interacts with the diverse in which public bodies make decisions. As one measure, though, preferences of those in our communities. This includes behavioural voter turnout at the national level has steadily declined over the interactions with: past 12 elections—each election approximately 1 per cent less of the population have voted. In absolute terms, voter turnout in four of the • Ways we want to get from A to B. The relative degree last five national elections was below 80 per cent. The trend at the of preference for public versus personal or semi-personal local level is less conclusive, although in absolute terms, turnout in transport is still evolving, especially in response to technological 2013 in local authority elections ranged from 31.6 to 64 per cent.49 It shifts and associated new business models (like ride-sharing is unclear whether these trends will continue but we should clearly applications).48 This factor is essential for transport strategies strive for higher rates of voter turnout. and urban planning rules given it can significantly change what patterns of settlement better support community needs. Since Civic participation needs to reflect communities’ diversity public transport tends to work best in ‘hub and spoke’ models that can benefit from concentrated usage on ‘artery’ routes, Strategies aimed at increasing civic participation also need to urban development patterns promoting public transport (like increase the diversity of community members participating. New bus lines) look different to those promoting highly-utilised Zealand and international research has found that local government personal or semi-personal transport (which can be less ‘hub and engagement using conventional consultation models are unlikely spoke’). to capture representative input—particularly across youth, ethnic and gender dimensions.50 Since conventional systems do not seem • Where we want to live. While existing projections are to be achieving this goal, we need new strategies. This may include consistent with most people desiring a city life, the lifestyle civics education in schools.51 It may also include new methods of attraction of the regions combined with developments in community participation, for example neighbourhood-level outreach transport and communications technology have the potential on planning matters. Technology may also play a role in the future, to significantly change New Zealand’s pattern of settlement. for example in electronic voting. Some of these initiatives are already This has the potential to reduce or even reverse projections of underway and we encourage those exploring their use to share their urbanisation. experiences.

Diverse models for involving Māori in public decision-making 4.4 Creating buy-in and increasing are evolving civic participation We also face challenges in ensuring that all ethnic dimensions of New Zealand are involved in decision making—including Māori as Addressing the shifts identified must involve broad, inclusive civic tangata whenua of New Zealand. The increasing recognition of Māori participation. For example, developing strategies to respond to rights and rights to participation in public decision-making is a key climate change that recognise the need for intergenerational justice part of New Zealand’s identity, evolving as it is in the context of Treaty must involve youth in decision-making. The recent trend of Council Settlement processes and the crown seeking to redress past wrongs. amalgamations raises questions about how we maintain (and Against this context, models of co-governance and co-management enhance) people’s sense of belonging and connectedness with have been emerging.52 We need to build experience on how specific their representatives. Decision-making entities should represent models of co-governance are working and generate a conversation the diversity of our communities and reflect the unique relationship about the best ways to structure co-governance to achieve the between iwi and the crown established by The Treaty of Waitangi. shared vision for our communities.

48 This is part of the Ministry of Transport’s strategic policy programme through its work on Public Transport 2045. 49 Department of Internal Affairs ‘2013 Local Authority Election Statistics’. 50 Bloomberg, P. ‘Opportunities for Dialogue or Compliance with Legislation? An Investigation Into Representation and Satisfaction Levels of Submitters to the 2009 New Zealand Local Government LTCCP Consultations’ 2012, Masters Thesis, Massey University, New Zealand, para 6.3.2. 51 Constitutional Advisory Panel ‘New Zealand’s Constitution: A Report on a Conversation’, November 2013. 52 See LGNZ ‘Local Authorities and Māori: Case Studies of Local Arrangements’, February 2011.

Document number A1752669 The 2050 challenge: future proofingPage our communities 37 of 48 35 Some models appear to be working well and this experience or some dimension of it. A community means different things should also be shared. For example, in the Canterbury Earthquake depending on context – it can be highly local, regional, national Recovery Act 2011, Te Rūnanga o Ngāi Tahu were granted the right or global. So, for example, our community for the purposes of to have input into the development of the recovery plan for the parking policy might be the area in which we live and/or work. Our central business district. Other calls for greater Māori participation community for the purposes of public transport might be the city or in decision-making have been resisted – such as in the recent New region in which we live. Our community in responding to shifts like Plymouth referendum on creating a Māori ward. climate change might be something defined across scales and levels of interaction: simultaneously local, regional and global. < I was asked by Minister Gerry Brownlee to How we define our communities is changing over time. For example, attend a cabinet meeting held in Christchurch in much of New Zealand’s past, migrant groups coming to New in the months after the February 2011 Zealand were more assimilated into the general population. Potential earthquake. Prime Minister John Key asked me contributors to this outcome may have been the fact that some migrant groups were relatively small and transportation costs to how Ngāi Tahu felt communication with the return overseas were high. Tolerance for and acceptance of diversity Christchurch City Council and the Canterbury also plays a key role in social cohesion.53 These factors may have Earthquake Recovery Authority had been driven a greater need to adopt a new way of life. since the earthquakes and my specific words Strategic planning will be needed to embrace changes in ethnic were “I’m waiting for the sky to fall on me”. We composition in a way that strikes the right balance between broad and local social cohesion. Currently, individual neighbourhoods were very pleased to be included in the many can be very cohesive but they may rarely interact with other decisions being made at the time. > neighbourhoods. Is this cohesion, or is it actually creating a greater Tā Mark Solomon, former Kaiwhakahaere (Chair) of Ngāi Tahu number of divided communities? Conversations about how we define communities also need to 4.5 Defining our communities in include the diverse ways in which current regulatory and funding models shape the way we define our communities and how those constructive ways funding models may need to evolve to reflect the way we define Defining communities is important to ensure that we strike the our communities now and in the future. At the local level, the use balance between shared values (for example, at the national level as by many councils of rate-based models are underpinned by the New Zealanders) and other important decision drivers such as local philosophy that those living locally benefit from infrastructure so place-shaping. they should bear the costs of the infrastructure they use (for example through targeted rating policies). While that approach has clear merit This raises the question: what do we mean by communities? An in developing funding models, the shifts discussed in this paper raise overarching definition of community is the space within which we other considerations that should be taken into account. understand and perceive our achievement of the shared vision

53 Ministry of Social Development ‘Diverse Communities: Exploring the Migrant and Refugee Experience in New Zealand’, July 2008, at p.107.

36 Document number A1752669 Page 38 of 48 5 Next steps

Document number A1752669 The 2050 challenge: future proofingPage our communities 39 of 48 37 Next steps Local government is well-placed to contribute to the discussion on 5.2 Next steps for the 2050 how we can create sustainable, prosperous communities. Local government is charged with place-shaping responsibilities and the Challenge work stream delivery of local public services, and is explicitly required to take a The purpose of the 2050 work stream is to identify the major long-term view when carrying out its functions. challenges and shifts taking place in New Zealand in order to understand the implications for government, particularly local government, although many of the shifts will require a joined-up 5.1 Questions for consultation response with central government. Before turning to analyse what the shifts and enduring questions discussed in this report mean for local government in the next phase Following the analysis of submissions a series of position papers of work in the 2050 Challenge, LGNZ is interested to hear your views will be prepared looking at the implications for local government on the points raised in this paper. of each of the identified shifts and proposing a range of policy and operational responses. These will be used for: In addition to hearing your general views, and without wanting to limit the scope of your feedback, we are particularly keen to hear • Briefing incoming councils following the 2016 election; from you on the following: • Informing LGNZ’s medium and long term work programme; • Are there any additional changes or shifts that are not discussed • Providing a basis for joint central local government conversations in this paper that should be incorporated into the discussion? where either legislative change or central government action is • Do you have additional perspectives to share on the shifts required to address the impacts of the shifts; discussed in this paper? Have we identified the right enduring • Informing LGNZ’s ongoing advocacy programme; and questions from these shifts? Are there other enduring questions you think they will raise for our communities? • Developing the LGNZ 2017 parliamentary elections manifesto. • Is there additional useful evidence we should consider for the shifts discussed in this paper?

• What other challenges do you think the shifts raise for the decisions that are made for our communities?

• What do you think these shifts mean for the roles of different decision-makers, including local government?

• How do you think we should develop the 2050 Challenge work stream?

We intend to take your views into account as we develop our thinking on the shifts affecting our communities and what they might mean for local government. We encourage you to send your feedback to us at:

[email protected] Local Government New Zealand Level 1, 117 Lambton Quay Wellington

By: 5.00 pm Friday 23 September

If you have any queries please contact Mike Reid: mike.reid@lgnz. co.nz

38 Document number A1752669 Page 40 of 48 Appendices

Document number A1752669 The 2050 challenge: future proofingPage our communities 41 of 48 39 Appendix A: References

Auckland Council ‘Low Carbon Auckland: Auckland’s Energy Resilience Ministry of Education ‘Māori Participation and Attainment in NCEA’, and Carbon Action Plan’ July 2014, accessible at: http://www. accessible at https://www.educationcounts.govt.nz/statistics/ aucklandcouncil.govt.nz/EN/planspoliciesprojects/plansstrategies/ maori-education/maori-in-schooling/participation-and-attainment- theaucklandplan/Documents/lowcarbonauckactionplanfullversion. of-maori-students-in-national-certificate-of-educational- pdf achievement Autor, David H. 2015. “Why Are There Still So Many Jobs? The History Ministry of Foreign Affairs and Trade ‘Minister Bennett Signs Paris and Future of Workplace Automation.” Journal of Economic Agreement’ 23 April 2016, accessible at https://www.mfat.govt. Perspectives, 29(3): 3-30, accessible at https://www.aeaweb.org/ nz/en/media-and-resources/news/minister-bennett-signs-paris- articles?id=10.1257/jep.29.3.3 agreement/ Bloomberg, P. ‘Opportunities for Dialogue or Compliance with Ministry of Social Development ‘Diverse Communities: Exploring the Legislation? An Investigation Into Representation and Satisfaction Migrant and Refugee Experience in New Zealand’, July 2008, Levels of Submitters to the 2009 New Zealand Local Government accessible at https://www.msd.govt.nz/documents/about- LTCCP Consultations’ 2012, Masters Thesis, Massey University, New msd-and-our-work/publications-resources/research/diverse- Zealand communities-migrant-experience/migrant-experience-report.pdf Chartered Accountants New Zealand and the New Zealand Institute Ministry of Transport ‘Transport Futures’, accessible at http://www. of Economic Research ‘Future Inc: Disruptive Technologies, transport.govt.nz/futures/ Risks and Opportunities—Can New Zealand Make The Most New Zealand Climate Change Centre ‘Climate Change: IPCC Fifth of Them?’, accessible at https://nzier.org.nz/static/media/ Assessment Report – New Zealand Findings’, accessible at https:// filer_public/6d/6e/6d6ecf8b-032c-4551-b0a7-8cd0f39e2004/ www.niwa.co.nz/sites/niwa.co.nz/files/NZCCC%20Summary_ disruptive_technologies_for_caanz.pdf IPCC%20AR5%20NZ%20Findings_April%202014%20WEB.pdf Constitutional Advisory Panel ‘New Zealand’s Constitution: A Report New Zealand Government ‘Climate Change Information: Our on a Conversation’, November 2013, accessible at http://www. Responsibility’, accessible at this link ourconstitution.org.nz/store/doc/FR_Full_Report.pdf New Zealand Treasury ‘Affording Our Future: Statement of New Zealand’s Davies-Colley, R, National Institute of Water and Atmospheric Research Long-Term Fiscal Position: Natural Resources’, accessible at http:// ‘River Water Quality In New Zealand: An Introduction and Overview’ www.treasury.govt.nz/government/longterm/fiscalposition/2013/ in Dymond, J (ed) 2013. ‘Ecosystem Services in New Zealand’, affordingourfuture/30.htm/#ref107 Manaaki Whenua Press, accessible at http://www.landcareresearch. co.nz/publications/books/ecosystem-services-in-new-zealand NIWA ‘How Clean Are Our Rivers?’ 22 July 2010, accessible at https:// www.niwa.co.nz/publications/wa/water-atmosphere-1-july-2010/ Department of Conservation ‘Threatened Species Categories’, accessible how-clean-are-our-rivers at http://www.doc.govt.nz/nature/valuing-nature/threatened- species-categories/ NZIER ‘Understanding Inequality: Dissecting the Dimensions, Data and Debate’ November 2013, accessible at https://www.businessnz. Dunedin City Council ‘Emissions Management and Reduction Plan’, 17 org.nz/__data/assets/pdf_file/0004/85927/NZIER-Understanding- February 2015, accessible at http://www.dunedin.govt.nz/__data/ Inequality.pdf assets/pdf_file/0011/492563/DCC-Emissions-Management-and- Reduction-Plan-2015.pdf OECD ‘Behavioural Insights and New Approaches To Policy Design: The Views From the Field’ 23 January 2015, accessible at https://www. Intergovernmental Panel on Climate Change ‘Assessment Report Five: oecd.org/gov/behavioural-insights-summary-report-2015.pdf Summary for Policymakers’, accessible at http://www.ipcc.ch/ pdf/assessment-report/ar5/wg3/ipcc_wg3_ar5_summary-for- Parliamentary Commissioner for the Environment “Preparing New policymakers.pdf Zealand for Rising Seas: Certainty and Uncertainty” November 2015, accessible at http://www.pce.parliament.nz/media/1380/preparing- Jackson, N. (2014). ‘Sub-National Depopulation in Search of a Theory – nz-for-rising-seas-web-small.pdf Towards a Diagnostic Framework’ New Zealand Population Review, 40:3-39, accessible at http://population.org.nz/wp-content/ Rashbrooke, M. in Radio New Zealand ‘Opinions Mixed on Income uploads/2015/07/NZPR-Vol-40-_Jackson.pdf Inequality’ 18 September 2014, accessible at http://www.radionz. co.nz/news/political/254859/opinions-mixed-on-income-inequality LGNZ ‘Local Authorities and Māori: Case Studies of Local Arrangements’, February 2011, accessible at http://www.lgnz.co.nz/assets/Uploads/ Royal Society of New Zealand ‘Climate Change: Implications for New Local-Authorities-and-Maori.pdf Zealand’ April 2016, accessible at http://www.royalsociety.org.nz/ media/2016/05/Climate-change-implications-for-NZ-2016-report- M. Brown, R. Stephens, R. Peart & B. Fedder (April 2015) ‘Vanishing web.pdf Nature: Facing New Zealand’s Biodiversity Crisis’ Environmental Defence Society and New Zealand Law Foundation See Marriott, L and Sim, D. (2014). ‘Indicators of Inequality for Māori and Pacific People’ Victoria University Working Papers in Public Finance, Max Rashbrooke ‘Inequality.Org: Understanding Inequality’, accessible at accessible at http://www.victoria.ac.nz/sacl/centres-and-institutes/ http://www.inequality.org.nz/understand/ cpf/publications/pdfs/2015/WP09_2014_Indicators-of-Inequality. Ministry for the Environment ‘Freshwater Quality and Availability’ pdf September 2014, accessible at http://www.mfe.govt.nz/fresh-water/ Sen. A (1992), ‘Inequality Re-Examined’, Oxford University Press, New overview-fresh-water/quality-and-availability York Ministry for the Environment ‘New Zealand’s 2030 Climate Change Spoonley, P, Dupuis, A, and de Bruin, A (eds) (2004). Work and Working Target’ 29 February 2016 in Twenty-First Century New Zealand. Palmerston North: Dunmore Ministry of Business, Innovation and Employment ‘New Zealand Press Sector Report Series: ICT’, 2015, at p.37, accessible at http://www. Statistics New Zealand ‘Flexibility and Security In Employment: mbie.govt.nz/info-services/business/business-growth-agenda/ Findings from the 2012 Survey of Working Life’, accessible at t file:// sectors-reports-series/pdf-image-library/information-and- dc.hosted.lgnz.co.nz/Users$/milnesl/Downloads/flexibility-security- communications-technology-report/2015%20Information%20 employment%20(4).pdf and%20Communication%20Technology%20report.pdf

40 Document number A1752669 Page 42 of 48 Statistics New Zealand ‘Gross Domestic Product’ March 2015, accessible Statistics New Zealand in ‘Brian Easton. ‘Economic history - Government at http://www.stats.govt.nz/browse_for_stats/economic_indicators/ and market liberalisation’, Te Ara - the Encyclopedia of New Zealand, gdp/grossdomesticproduct_HOTPMar15qtr.aspx updated 27-Apr-16’, accessible at http://www.teara.govt.nz/en/ Statistics New Zealand ‘National Ethnic Population Projects: 2013 graph/24362/unemployment-1896-2006 to 2038’, 21 May 2015, accessible at http://www.stats.govt. Waikato River Authority ‘Report Card for the Waikato River and nz/browse_for_stats/population/estimates_and_projections/ Waipa River’ February 2016, accessible at http://versite. NationalEthnicPopulationProjections_HOTP2013-38.aspx co.nz/~2016/19099/ Statistics New Zealand ‘National Population Projections: 2014 to Waipa District Council ‘Our Future Decided: The Path Ahead for Waipa 2068’, 28 November 2014, accessible at http://www.stats.govt. – 10-year Plan 2015-2025, accessible at http://www.waipadc.govt. nz/browse_for_stats/population/estimates_and_projections/ nz/our-council/Documentsandpublications/10%20Year%20Plan/ NationalPopulationProjections_HOTP2014/Commentary.aspx Documents/10-Year%20Plan%202015-25.pdf Statistics New Zealand ‘Population Projections Tables’, 2014, accessible Ward, C., & Liu, J. (2012). ‘Ethno-Cultural Conflict in Aoteraoa/ at http://www.stats.govt.nz/tools_and_services/nzdotstat/tables- New Zealand: Balancing Indigenous Rights and Multicultural by-subject/population-projections-tables.aspx Responsibilities’, summary accessible at http://www.victoria.ac.nz/ Statistics New Zealand ‘Subnational Ethnic Population Projects: cacr/research/1-page-research-summaries/How-to-increase- 2013-2038’, 30 September 2015, accessible at https://www. social-cohesion-in-NZ.pdf documentcloud.org/documents/2504441-sub-national-ethnic- Wellington City Council ‘Draft 2016 Low Carbon Capital Plan’, accessible projections-statistics-new.html at http://wellington.govt.nz/services/environment-and-waste/ Statistics New Zealand ‘The Changing Face of New Zealand’s Population’, environment/climate-change/greenhouse-gas-emission-reduction- accessible at http://www.stats.govt.nz/browse_for_stats/ targets population/estimates_and_projections/changing-face-of-nzs- population.aspx

Appendix B: Regional population projections

Figure B: Regional population Ashburton Auckland Buller Carterton Central Hawke’s Bay by age group: projections to 2043 (per cent) 32 29 36 28 29 25 30 25 31 23 Aged 0-24

51 52 52 54 50 52 Aged 25-64 47 45 41 40

Aged 65+ 23 19 28 34 37 16 11 16 19 17

2013 2043 2013 2043 2013 2043 2013 2043 2013 2043

Central Otago Chatham Islands Christchurch Clutha Dunedin Far North Gisborne

27 21 31 27 33 27 32 26 38 34 34 28 38 31

52 42 57 46 52 48 52 44 47 41 48 41 48 44

21 36 12 27 15 24 16 30 15 25 17 31 13 28

2013 2043 2013 2043 2013 2043 2013 2043 2013 2043 2013 2043 2013 2043

Source: Statistics New Zealand. Note that the graphics are not to scale.

Document number A1752669 The 2050 challenge: future proofingPage our communities 43 of 48 41 Gore Greymouth Hamilton Hastings Hauraki Horowhenua Hurunui

32 26 32 27 39 33 36 29 31 22 31 23 29 25

49 40 52 42 49 48 49 42 47 37 46 38 51 44

19 33 16 31 11 19 15 29 22 40 23 39 18 31

2013 2043 2013 2043 2013 2043 2013 2043 2013 2043 2013 2043 2013 2043

Invercargill Kaikoura Kaipara Kapiti Coast Kawerau Lower Hutt Mackenzie Country

32 27 27 22 32 23 28 24 39 33 35 26 30 27

51 46 54 42 49 39 47 40 43 36 52 48 54 46

16 27 19 39 19 38 25 38 17 31 13 25 16 28

2013 2043 2013 2043 2013 2043 2013 2043 2013 2043 2013 2043 2013 2043

Manawatu Marlborough Masterton Matamata-Piako Napier Nelson New Plymouth

33 27 28 24 32 26 34 28 33 27 30 24 32 28

51 43 51 42 49 42 48 42 49 41 53 43 51 44

16 27 20 34 19 32 18 30 18 32 17 33 16 28

2013 2043 2013 2043 2013 2043 2013 2043 2013 2043 2013 2043 2013 2043

Opotiki Otorohanga Palmerston North Porirua Queenstown-Lakes Rangitikei Rotorua

36 27 36 32 38 33 38 30 29 26 33 27 37 28

47 41 50 42 48 46 51 45 60 51 49 42 48 44

17 33 13 26 13 20 10 25 11 23 17 31 13 28

2013 2043 2013 2043 2013 2043 2013 2043 2013 2043 2013 2043 2013 2043

Source: Statistics New Zealand. Note that the graphics are not to scale.

42 Document number A1752669 Page 44 of 48 Ruapehu Selwyn South Taranaki South Waikato South Wairarapa Southland Stratford

36 31 36 30 35 29 37 28 29 23 33 28 35 29

50 41 53 47 50 47 47 41 51 44 53 47 49 48

13 28 11 24 15 24 15 31 19 33 14 24 16 23

2013 2043 2013 2043 2013 2043 2013 2043 2013 2043 2013 2043 2013 2043

Tararua Tasman Taupo Tauranga Thames-Coromandel Timaru Upper Hutt

33 28 30 23 33 27 32 28 25 19 28 25 33 26

50 38 52 40 50 43 48 44 49 37 50 42 42 45

17 34 18 37 17 30 19 27 27 44 20 33 14 28

2013 2043 2013 2043 2013 2043 2013 2043 2013 2043 2013 2043 2013 2043

Waikato Waimakariri Waimate Waipa Wairoa Waitaki Waitomo

36 29 32 24 29 24 34 26 38 33 28 27 37 29

52 47 51 43 49 43 50 44 47 40 50 43 50 44

12 24 17 33 22 32 16 29 15 27 22 30 13 27

2013 2043 2013 2043 2013 2043 2013 2043 2013 2043 2013 2043 2013 2043

Wanganui Wellington Western Bay of Plenty Westland Whakatane Whangarei

33 27 35 30 31 25 29 23 35 27 34 29

48 41 55 51 50 43 55 46 49 43 48 41

19 32 10 17 19 32 15 30 15 30 17 30

2013 2043 2013 2043 2013 2043 2013 2043 2013 2043 2013 2043

Source: Statistics New Zealand. Note that the graphics are not to scale.

Document number A1752669 The 2050 challenge: future proofingPage our communities 45 of 48 43 Appendix C: Projected changes in ethnic composition

Figure C: Projected changes in ethnic composition by territorial authority: 2038 vs 2013 (per cent) Pacific Māori European or other Asian

Ashburton Auckland Buller Central Otago Carterton 11.0 6.0 4.9 4.4 6.6 3.3 4.9 6.4 2.4 1.4 2.6 3.7 2.4 1.2 0.6 -2.6 -6.6 -6.9 -10.3 -12.0

Central Hawke’s Bay Chatham Islands Christchurch Clutha Dunedin

8.1 8.5 7.3 6.6 6.0 2.0 4.3 3.8 3.1 4.4 2.9 2.5 2.3 2.1 2.2 1.4

-4.0 -10.3 -8.2 -8.1

Far North Gisborne Gore Greymouth Hamilton

10.2 11.9 9.0 6.0 6.0 6.6 6.2 8.9 3.0 4.0 4.6 2.4 2.6 1.1 2.2 2.5 -0.5 -1.9 -3.8 -11.2

Hastings Hauraki Horowhenua Hurunui Invercargill 12.5 12.8 8.5 7.3 6.4 6.0 3.6 6.6 3.2 4.7 4.7 3.1 3.3 2.7 1.6 -1.0 -3.3 -4.3 -5.8 -6.2

Kaikoura Kaipara Kapiti Coast Kawerau Lower Hutt 14.9 9.3 10.4 11.5 7.4 5.2 7.9 4.4 4.9 2.2 3.0 4.0 4.8 4.8 4.3 1.1 -0.2 -2.8 -7.9 -11.2

Matamata-Piako Mackenzie Country Manawatu Marlborough Masterton 12.0 7.8 7.0 8.6 7.4 2.0 4.0 2.1 3.3 3.7 5.9 2.6 2.8 1.9 0.1 1.8 0.9 -4.8 -7.0 -6.8

New Plymouth Napier Nelson Opotiki Otorohanga 11.8 10.4 10.4 9.8 8.1 8.5 9.5 4.9 3.2 5.3 6.8 5.0 1.9 2.6 1.3 2.3 2.8

-3.0 -5.8 -4.9

Source: Statistics New Zealand. Note that the graphics are not to scale.

44 Document number A1752669 Page 46 of 48 Palmerston North Porirua Queenstown-Lakes Rangitikei Rotorua 12.2 10.0 8.5 8.0 8.6 7.6 6.8 6.7 6.3 4.0 3.5 2.5 5.6 4.0 0.1 0.9 -5.1 -4.4 -10.2 -9.9

Ruapehu South Taranaki South Waikato South Wairarapa Selwyn 11.8 12.9 14.1 7.2 7.2 2.7 4.3 2.2 3.5 3.4 5.4 4.8 2.3 3.6 2.8 0.8 0.8 -1.3 -1.7 -2.8

Southland Stratford Tararua Tasman Taupo 13.8 9.1 6.0 6.7 5.3 3.5 3.9 4.8 5.8 1.7 1.6 1.8 1.6 1.8 0.1 0.1 -1.8 -5.7 -5.2 -4.8

Tauranga Thames Coromandel Timaru Upper Hutt Waikato

7.4 6.9 6.4 6.3 4.1 5.7 4.1 5.2 2.0 3.7 1.9 2.2 3.6 1.9 0.8 0.2 -0.5 -3.3 -3.8 -7.7

Waimakariri Waimate Waipa Wairoa Waitaki 13.9 7.1 3.5 4.7 4.2 4.2 6.4 6.7 1.2 3.2 2.6 3.7 3.8 0.4 1.3 0.5 -1.3 -5.8 -6.1 -7.3

Waitomo Wanganui Wellington Western Bay of Plenty Westland 12.4 11.8 8.8 7.8 6.6 7.6 6.6 3.3 2.7 4.9 2.0 3.3 2.3 4.5 -0.3 -2.6 -7.4 -7.1 -9.9 -10.1

Whakatane Whangarei 13.5

3.2 4.9 2.2 3.4 4.2 3.4

-5.9

Source: Statistics New Zealand. Note that the graphics are not to scale.

Document number A1752669 The 2050 challenge: future proofingPage our communities 47 of 48 45 PO Box 1214 Wellington 6140 New Zealand

P. 64 4 924 1200 www.lgnz.co.nz

We are.

Ashburton. Gisborne. Kaikoura. Otago. Southland Region. Waimate. Auckland. Gore. Kaipara. Otorohanga. Stratford. Waipa. Bay of Plenty. Greater Wellington. Kapiti Coast. Palmerston North. Taranaki. Wairoa. Buller. Grey. Kawerau. Porirua. Tararua. Waitaki. Canterbury. Hamilton. Mackenzie. Queenstown- Tasman. Waitomo. Carterton. Hastings. Manawatu. Lakes. Taupo. Wellington. Central Hauraki. Marlborough. Rangitikei. Tauranga. West Coast. Hawke’s Bay. Hawke’s Bay Masterton. Rotorua Lakes. Thames- Central Otago. Region. Matamata-Piako. Ruapehu. Coromandel. Western Bay Chatham Islands. Horizons. Napier. Selwyn. Timaru. of Plenty. Christchurch. Horowhenua. Nelson. South Taranaki. Upper Hutt. Westland. Clutha. Hurunui. New Plymouth. South Waikato. Waikato District. Whakatane. Dunedin. Hutt City. Northland. South Wairarapa. Waikato Region. Whanganui. Far North. Invercargill. Opotiki. Southland District. Waimakariri. Whangarei.

46 Document number A1752669 Page 48 of 48

10 August 2016

To: Local Government New Zealand

From: Far North District Council Private Bag 752 Memorial Drive Kaikohe 0440 0800 920 029 or 09 4015200

FAR NORTH DISTRICT COUNCIL Submission on “The 2050 Challenge: Future Proofing Our Communities”

1. The Far North District Council (FNDC) thanks Local Government New Zealand for taking the debate forward with this paper.

2. We support environmental scanning of the type provided by the paper.

3. We are firmly focused on the future as evidenced by our commitment to Te Manawatoopu - Our Voices, Our Vision, Our Journey – the delivery of the District Vision 2050 - He Whenua Rangatira - A District of Sustainable Prosperity and Wellbeing.

4. The District Vision is both long term and community derived. It was facilitated by FNDC, is supported by statements of community values and expectations and a stakeholder reference group. It is about the Far North’s future and the future of its communities out to 2050.

5. The discussion paper, its vision for communities, and its focus on identifying the changes within our communities so we can start the discussion and maximise the opportunities and respond to the challenges that come with change is welcomed and commended.

6. We did not identify any challenges or shifts that were not discussed in the paper. Our submission focuses on providing some perspectives on the shifts identified; and on articulating the potential impacts of some of these shifts for the Far North.

7. Given our own commitment to the Far North District’s communities and the 2050 Far North District Vision we wish to support and be closely involved in the development of the conversation - “The 2050 Challenge: Future Proofing Our Communities”.

Implications for the Far North

8. We note that there is moderate growth expected in the Far North concentrated in our small sized towns, however, we are expecting some of this growth to be at the expense of rural communities. There is a likelihood that growth in the Bay of Islands could be high, dependant on Auckland population shifts.

Document number A1758155 Page 1 of 3 9. Ageing population is likely to influence the Far North more than most territorial authorities. There has already been strong growth in the 65+ age group, as people are attracted to the region for retirement, concurrent with an outflow of the 15 to 29 age group leaving for college or employment. The 2013 Census showed 18% of the District’s population was aged over 65 and 14.8% aged 15 to 29; which is inverted nationally at 14.2% aged over 65 and 20% aged 15 to 29. This raises implications for future services and planning.

10. Sea–level rise could have a very significant impact upon our coastal communities where much of our population reside or holidays. Some re-settlement is probable. It is considered that the impact will be on a mixture of poorer and more affluent communities. The challenge will be how to mitigate the risks in a fair and equitable way.

11. Inequalities are geographically concentrated in the Far North with a number of poorer communities in economic decline with a reduction of 4 percentage points in full-time employment between the 2006 and 2013 Census. The ‘de-standardisation of work’ has had a negative impact in towns such as Kaikohe. The Council has a critical role to play in maintaining the viability and vibrancy of our rural communities. Community economic development is key to their future.

12. Diversity in the Far North has increased, but not to the extent that it has in the larger cities where the Asian population is concentrated. The 2013 Census shows only 2.0% of the population identified as Asian and 3.4% as Pacific People. The Māori descent population is 6th highest for territorial authorities at 40.6%.

Broader perspectives on the identified challenges

13. The shifts identified are based on current trends and forecasts. There are opportunities to turn these trends in other directions. For example, it is possible to incentivise people to choose to live and work in a rural area. Focusing in enablers such as digital technology and transport systems can make living outside cities more attractive.

14. The report notes that shifts have diverse and complex interactions and that is where further work is required. For example, the impacts of increased migration and movements inland due to climate change have yet to be explored. The poorest communities will have the least resilience to adapt to shifts.

15. Voter turnout is a concern, yet remains higher than in many other democracies. Voter turnout is not necessarily the best measure of civic participation. A lower turnout can be an indicator of satisfaction and a higher turnout may indicate dissatisfaction. The Far North has a high level of participation in public consultation.

16. The Department of Conservation holds a significant amount of land in the Far North and has a critical role in creating tourism opportunities. Council agrees that the cost and benefits of environmental stewardship are not shared evenly across the country. While the Far North District is fortunate to have large conservation areas, it is at the cost of productive, rateable land.

17. Central government needs to provide the necessary support for Councils to provide essential infrastructure. Otherwise the standard of living across New Zealand may be significantly lower in rural areas. For example, roads may not be sealed, water infrastructure not in place and the ability to benefit from tourism is limited by a lack of

Document number A1758155 Page 2 of 3 suitable facilities. In addition, if we are to turn the ‘urban drift’ we need to make rural communities an attractive place to live.

18. The role of local government to shape places is irreplaceable. New Zealand government continues to show centralising tendencies and could do more to embrace localism and regional diversity.

19. We need to move beyond a ‘Sector” approach to embrace the inter-dependencies which exist between the four wellbeings, and across community, local government, central government and business. Collaborative forms of co-governance and activity will continue to flourish; if not hindered by funding and procedural constraints.

20. It is important that LGNZ continue to engage the full range of Councils, even though the capacity to engage may be less in rural Councils. The Far North District Council wishes to contribute actively to further development of the 2050 Challenge: Future Proofing Our Communities.

Yours sincerely,

John Carter QSO Colin Dale Mayor Far North District Council Chief Executive Officer (Acting) [email protected] [email protected]

Document number A1758155 Page 3 of 3

Item: 4.1 MEETING: STRATEGY AND GOVERNANCE COMMITTEE 25 AUGUST 2016 Name of item: COMMUNITY FACILITIES AND COMMUNITY HALLS POLICY Author: Neil Miller - Policy Advisor Mark Osborne - Assets Manager Facilities, Infrastructure and Asset Management Date of report: 08 June 2016 Document number: A1724049 Executive Summary The purpose of the report is to adopt an updated Community Facilities and Community Halls Policy that is consistent with the adopted Far North District Council Community Halls Strategy 2015. A final edited version of this strategy for publication is attached, as the previous document was produced for the purposes of consultation. Recommendation THAT the Strategy and Governance Committee makes the following recommendation to Council: THAT the Policy #5003 Community Facilities and Community Halls be adopted. AND THAT the Far North District Council Community Halls Strategy 2015 be noted for publication.

1) Background On 05 June 2015, Council adopted the draft Halls and Facilities Strategy - May 2015 subject to any minor amendments to the District Vision, Council vision and Mission Statement as agreed by Council as part of the 2015-2025 Long Term Plan, or subsequently. The strategy implementation plan included the following actions: 1. Review Policy # 5003 - Community Facilities and Community Halls to align with the Halls and Facilities Strategy. 2. Develop a Schedule for inclusion in Policy # 5003 of halls of Local Importance, Local Significance and Facilities of District Importance and their funding sources. As at May 2016, there were 16 Council owned halls on Council land, 4 Council owned halls on Crown land and 2 community owned halls on Council land.

2) Discussion and options The proposed revised and aligned Policy # 5003 - Community Facilities and Community Halls is substantially different from the previous policy because: 1. issues addressed in the strategy are not repeated in the policy; 2. the updated objective and policy statements are identical to the strategy vison and principles; 3. the procedures for Hall Committees have been expanded for greater clarity;

Document number A1724049 Page 1 of 4

4. the policy includes a schedule of facilities to align with the strategic hierarchy; 5. the policy applies primarily to halls that the Council owns or that are on Council land. There is a clarification that the Council is responsible for renewals, as this is an area where there has been some lack of clarity. The table below is included as part of the policy to summarise the responsibilities of each party where there are Hall Committees reporting to Community Boards:

Council Community Board Hall Committee Responsibility Responsibility Responsibility Asset management Governance Operation Delegations Appointment of Committee AGM and appointment of Advisor Committee and Officers Renewals and upgrades Reporting of income, Bookings management planning and delivery expenditure and usage To maintain the external Internal maintenance of building envelope building and equipment Water and wastewater Replacement of internal infrastructure provision equipment and maintenance Insurance payments Water and wastewater rates Car park and grounds Services and utilities control, maintenance and payments upgrades Fences control, Cleaning maintenance and upgrades

The schedule in the policy does not include the various funding sources which are subject to change, whereas the policy itself is not usually reviewed more than once every five years. The changes to the strategy document are editorial - to read as an adopted final strategy rather than as a consultation document proposed for adoption. Option 1 - adopt the policy. The benefit of this is to give effect to the Far North District Council Community Halls Strategy 2015 and provide clear guidance to Council staff, Community Boards and Hall Committees about their relative roles and responsibilities. There is no identified disadvantage to the adoption of a policy. Option 2 - do not adopt the policy. There is no identified benefit to this option which would mean that there is no policy in place for Community Facilities and Halls. Option one is recommended by staff as the policy aligns to the Council’s strategic approach to this activity.

Document number A1724049 Page 2 of 4

3) Financial implications and budgetary provision There are no direct financial implications. However, the policy includes a clear statement that halls will not be acquired for the primary purpose of community use, unless it can be demonstrated that they are fit for purpose, affordable facilities to meet current and projected community needs. The Council is approached from time to time to purchase halls and buildings, which are perceived to be of heritage value, because there is a high cost to maintaining those buildings. However, if they do not meet community needs, they are not community halls and facilities but remain heritage buildings.

4) Reason for the recommendation To complete the process of adoption of an aligned Strategy and Policy for community halls and facilities as consulted for the 2015-25 Long Term Plan.

Manager: Jacqui Robson - General Manager Infrastructure and Asset Management Group Attachment 1: Draft Policy # 5003 - Community Facilities and Community Halls - Document number A1723435 Attachment 2: Far North District Council Community Halls Strategy 2015 - Final - Document number A1723436

Document number A1724049 Page 3 of 4

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 The policy gives effect to Far North Community outcomes. District Council Community Halls Strategy 2015.

Possible implications for the relationship There are no particular implications for of Māori and their culture and traditions Māori. with their ancestral land, water, site, waahi tapu, valued flora and fauna, and other taonga.

Views or preferences of persons likely to The views of the wider community have be affected by, or to have an interest in been sought through the 2015-2025 the matter, including persons with Long Term Plan process. disabilities, children and older persons.

Does the issue, proposal, decision or other No significant changes are proposed. matter have a high degree of significance or engagement as determined under the Council's Policy #2124?

If the matter has a Community rather than The Far North District Council a District wide relevance has the Community Halls Strategy 2015 was Community Board's views been sought? developed with the involvement of Community Boards. All three Community Boards received reports on June 2016 on the proposed policy.

Financial Implications and Budgetary There are no financial implications Provision. arising from the recommendation which supports the status quo. Chief Financial Officer review. The Chief Financial Officer has reviewed this report.

Document number A1724049 Page 4 of 4 DRAFT Policy # 5003 - Community Facilities and Community Halls Date adopted:

1. Background Each Community Board has delegated responsibility for community buildings that provide a space for social interaction. These facilities (hereafter referred to as ‘halls’) may be used for leisure, arts, cultural, educational, sporting and other community activities. They may accommodate community groups and organisations. The policy gives effect to the Far North District Council - Halls and Facilities Strategy 2015. It provides additional guidance on the management of community halls either owned by the Council or situated on Council land. As at May 2016, there were 16 Council owned halls on Council land, 4 Council owned halls on Crown land and 2 community owned halls on Council land. See Appendix 1 for a schedule of facilities. 2. Objective A network of fit for purpose affordable community facilities that connect and support resilient, healthy and vibrant communities. 3. Policy Statements 3.1 Ensure that communities’ current and future needs for halls or similar facilities are met. Council aims to have a network of community venues across the district so people can meet and participate in the life of their communities. The network consists of both Council and non-Council owned facilities. It is important that the community has access to a variety of spaces and venues. Who owns those facilities is secondary to their existence and function. Halls will not be acquired unless it can be demonstrated that they are fit for purpose, affordable facilities to meet current and projected community needs. 3.2 Ensure that communities take active roles in facilitating the provision of an appropriate number of accessible, safe and well maintained facilities. Community Boards support communities in achieving their goals for facilities by providing expertise, supporting establishment of a Community Trust and if appropriate, contribute funds. Ownership of new facilities may remain with the community, usually managed by a community not-for-profit entity. Council will actively encourage and support organisations to provide community access to existing venues, such as school halls and church meeting spaces. Council will consider innovative types of facilities in response to diverse community needs and to changing trends in community and leisure activities. These could include multi-purpose facilities and facilities as part of commercial, retail or residential developments. 3.3 Adopt preferred frameworks for the Council‘s involvement in community halls and for partnership arrangements. The Council leases land, buildings, or land and buildings to community groups for a wide range of activities. It may transfer ownership of a hall to a community not-for-profit organisation where the community wants to take a greater role.

Document number A1723435 Page 1 of 4 Council has a partnership approach to community facilities consistent with Policy #3210 - Community Facility and Services Partnerships. If Council is building a new facility or developing an existing facility, it will actively seek opportunities to do so in partnership with other organisations, such as schools or churches. Where no community organisation or committee can be formed within the community, the facility may be managed by the Community Board (or by the Council in exceptional instances such as the Kaikohe Memorial Hall). Community Boards through consultation with their community may retain ownership and have a Hall Committee under delegated authority to oversee the hall’s operation. 3.4 Encourage and enhance the capability of communities to improve their facilities. The Council will consider community empowered management and community led divestment. Communities will be encouraged to upgrade halls by their own resources, including though seeking external funding and voluntary work. 4. Procedures for Hall Committees When Community Boards have a Hall Committee under delegated authority to oversee the hall’s operation, the following procedures will apply: 1. The Committee will have a minimum of 5 elected members. In addition, a Community Board Member will be seconded to the committee to provide a liaison and advisory role, but shall not hold an office on the Committee. 2. The Committee will hold an Annual General Meeting every 12 months – this meeting must be publicly notified. Elections will take place at the Annual General Meeting. As Council’s financial year starts in July, this is the suggested month for elections. 3. The Committee will produce annual audited accounts and statistical information on the usage of the hall, income received and any investments made in the hall. 4. The Committee is responsible for all bookings, fee collections and resolving any operational issues. 5. The Committee is responsible for all operational expenditure, including water, pan charges, power, phone and cleaning. 6. Public halls owned by Council are non-rateable, except that they are still rateable for water and sewerage charges. 7. The Committee is responsible for internal maintenance, refurbishments and purchase of replacement equipment, but not for building renewals. 8. The Committee is responsible for insurance of the hall committee’s chattels, such as chairs, tables and crockery. Council will insure the facility, which will include fixtures such as stoves and zip water heaters. 9. Where fee income does not meet expenses, an approach can be made through the Community Board for a one off grant or for the Community Board to fund a specific shortfall each financial year. The Committee’s Community Board Member will advise if Fees may need to be increased or a hall may no longer meet the community’s needs. The table below gives a summary of the relative responsibilities of Council, Community Board and Hall Committee:

Document number A1723435 Page 2 of 4 Council Community Board Hall Committee Responsibility Responsibility Responsibility Asset management Governance Operation Delegations Appointment of Committee AGM & appointment of Advisor Committee and Officers Renewals and upgrades Reporting of income, Bookings management planning and delivery expenditure & usage To maintain the external Internal maintenance of building envelope building and equipment Water & wastewater Replacement of internal infrastructure provision equipment and maintenance Insurance payments Water & wastewater rates Car park & grounds Services & utilities control, maintenance and payments upgrades Fences control, Cleaning maintenance and upgrades

Document number A1723435 Page 3 of 4 APPENDIX 1: Schedule of Facilities A. Facilities of Local Importance - these facilities are local halls and facilities that are fit for purpose and serve a local community catchment: 1. Herekino 11. Paihia 2. Horeke 12. Rawene 3. Kaikohe Senior Citizens 13. Russell 4. Kaingaroa 14. South Hokianga 5. Lake Ohia 15. Taheke Community Centre 6. Mangonui 16. Totara North 7. Maromaku 17. Waipapa, 8. Moerewa 18. Whangaroa 9. Okaihau 19. Whatuwhiwhi 10. Oruru

B. Facilities of Local Significance - these local facilities are fit for purpose and are significant as they were either built as a war memorial or have heritage status: 1. Kaikohe War Memorial Hall 2. Kohukohu 3. Whangaroa Memorial Hall [Kaeo]

C. Facilities of District Importance - these are facilities that are multi-functional in nature and deliver a wider range of events that include regional events, events of a commercial nature as well as community events:

1. Te Ahu, Kaitaia 2. The Turner Centre, Kerikeri

Document number A1723435 Page 4 of 4

Far North District Council - Halls and Facilities Strategy

May 2015

Document number A1723436 Page 1 of 11

Contents

EXECUTIVE SUMMARY ...... 2 CURRENT SITUATION ...... 4 MAP ...... 5 GUIDING PRINCIPLES ...... 6 VISION FOR COMMUNITY HALLS ...... 7 STRATEGIC OBJECTIVES ...... 7 HOW DO WE GET THERE? SOLUTIONS ...... 7 IMPLEMENTATION PLAN, MONITORING AND EVALUATION ...... 11

EXECUTIVE SUMMARY

Council’s vision for community halls is:

“A network of fit for purpose affordable community facilities that connect and support resilient, healthy and vibrant communities “

The following principles of the strategy provide the foundation and a reference point for future decision making:

• Integrated Network • Efficient Use • Hierarchy • Affordability • Agreed Standard • Support Resilient Communities

The Council’s strategic objectives are to:

• Ensure that communities’ current and future needs for halls or similar facilities are met

• Ensure that communities take active roles in facilitating the provision of an appropriate number of accessible, safe and well maintained facilities

• Adopt preferred frameworks for the Council ‘s involvement in community halls and for partnership arrangements

• Encourage and enhance the capability of communities to improve their facilities.

Document number A1723436 Page 2 of 11

Integrated network and hierarchy

Council will recognises an integrated network and hierarchy of private, community and Council owned facilities providing a range of types, sizes and configurations. The network and hierarchy will guide Council’s decisions on the ownership, including divestment of management, governance and funding of existing and new facilities. The hierarchy is:

• Facilities of Local Importance - these facilities are local halls and facilities that are fit for purpose and serve a local community catchment • Facilities of Local Significance - War Memorial Halls/Heritage buildings – these local facilities are fit for purpose and are more significant as they were either built as a war memorial or have heritage status. • Facilities of District Importance – these are facilities of district importance that serve a larger catchment that will cross ward boundaries. They are multi-functional in nature and deliver a wider range of events that include regional events, events of a commercial nature as well as community events. These facilities provide economic benefit to the District by attracting visitors. These facilities must also provide affordable and accessible venue options for community use and are generally on Council land. Turner Centre and Te Ahu will be recognised as Facilities of District Importance.

Funding

Local facilities will be funded locally (through the community rate either directly or through grants from the Community Board).

Facilities of District Importance will be funded from the district wide general rate directly or indirectly through a Contract for Services and agreed Key Performance Indicators (KPIs).

Council will investigate further a contestable fund for works and operational subsidies for community owned facilities.

Ownership and Management models

The strategy sets out Council’s policy for managing Council owned halls that is an enhanced status quo. The strategy also provides alternative options that will be considered on a case by case basis that include:

1. Community empowered management (with a greater role in managing the facility including prioritising what repairs and maintenance or renewal work might be scheduled)

2. Community led divestment (effectively selling the building but not the land)

3. Council led divestment of non-strategic facilities

------

Document number A1723436 Page 3 of 11

CURRENT SITUATION

Activity Rationale

Council has traditionally had a role in the provision of community halls as they “recognise the importance to the community of providing a range of public spaces strategically located where they can meet exchange information and hold events.”

Council owned halls have generally been inherited from previous territorial authorities. The only exception is the Horeke hall that was transferred to Council from the community in 2000. Some halls were originally schools in small communities that were closed in the last 60 years. Some halls have historic and/or memorial value as well as providing places for the community to gather.

Council’s objective for this activity is:

“Council provides and supports a range of accessible, affordable, safe and well maintained community and civic buildings strategically located around the district”.

Ownership and Management

Ownership of the halls, the facilities and the land, is varied and complex which reflects historic circumstances.

Of the 32 community halls:

• 10 halls are community owned buildings on community owned land: Opua, Pakaraka, Ngawha, Waimamaku, Broadwood, Takahue, Fairburn, Umawera, Waiharara and Araiawa

• 2 halls are community owned on Council land: Whatuwhiwhi and Moerewa

• 16 are Council owned on Council land: Herekino, Kaikohe , Kohukohu, South Hokianga, Paihia, Russell, Whangaroa, Kaikohe Senior Citizens, Mangonui, Horeke, Okaihau, Oruru, Rawene, Totara North, Waipapa, Whangaroa Memorial Hall[Kaeo]

• 4 are Council owned on Crown land: Taheke Community Centre, Maromaku, Kaingaroa, and Lake Ohia

Council takes responsibility for the maintenance of the external envelope of the building, building compliance [BWOF], insurance, and maintenance of effluent fields, water supplies, car parks and fences of any halls that it owns.

Local hall committees take responsibility for the day-to-day management of the facility, the interior maintenance, interior refurbishments and purchase of replacement equipment such as stoves etc. The hall committee is also responsible for insurance of the hall committee’s chattels such as chairs, tables and crockery. This is generally funded from user fees, local fundraising or grant applications to community grants scheme or other funders.

The exception is the Kaikohe Memorial Hall which is booked directly through Council’s District Office, Kaikohe and Council officers manage the day to day issues. Council also employs a cleaner/custodian and this position is funded through the community rate.

Document number A1723436 Page 4 of 11

Council is embarking on proactive asset management to provide appropriately timed and suitably funded renewal programs based on the condition of the asset.

Document number A1723436 Page 5 of 11

GUIDING PRINCIPLES

The District Vision is

“HE WHENUA RANGATIRA - A DISTRICT OF PROSPERITY AND WELL BEING.”

Our hopes and expectations are:

• He wahi ataahua: a District of outstanding beauty • Oranga taiao, oranga tangata: nurturing the environment so it nourishes us • Oranga kainga: a thriving, sustainable local economy • Mana i te whenua: the role of tangata whenua is valued and respected • Te ira tangata: rich heritage and identities, respected and celebrated • Whanau: a great place to raise our families • Tangata whai ora: happy, healthy, and productive people • He waka hourua: fit for purpose infrastructure underpinning success • Kokiri tahi: empowered communities, working collaboratively

Council’s vision for itself is

“Council will be a capable, trusted, and innovative civic leader, serving and inspiring people, maximising opportunities to empower communities and meet their changing needs; while creating great places.”

Council’s mission statement is:

"Working together to enable culturally strong, healthy, vibrant, resilient, prosperous, connected people and communities."

The principles of this Halls and Facilities Strategy are:

Integrated network - Council owned facilities are only part of the network of halls, community centres and meeting spaces that are available to the community.

Hierarchy - Council will support a range of halls and community facilities in a community, district and regional context.

Agreed standard - Council owned facilities will be assessable to all members of the community regardless of age or physical ability, be well maintained and comply with building, fire and health regulations applicable to the community, district and regional context of the facility.

Efficient use - Council will encourage alternative management and ownership arrangements of Council owned halls that make more efficient use of existing facilities .

Affordable - Council will consult with communities to determine the level of support for funding up-grades of Council owned facilities.

Support resilient vibrant communities - Facilities should be retained where they are in the right place to support strong vibrant communities.

Document number A1723436 Page 6 of 11

VISION FOR COMMUNITY HALLS

Council’s vision for community halls is:

A network of fit for purpose affordable community facilities that connect and support resilient, healthy and vibrant communities.

STRATEGIC OBJECTIVES

The vision needs to be supported by strategic objectives as these define those things that need to be achieved to bring about our desired future.

The Council’s strategic objectives based on the agreed principles are to:

• Ensure that communities’ current and future needs for halls or similar facilities are met • Ensure that communities take active roles in facilitating the provision of an appropriate number of accessible, safe and well maintained facilities • Adopt preferred frameworks for the Council ‘s involvement and for flexible partnership arrangements • Encourage and enhance the capability of communities to improve their facilities

HOW DO WE GET THERE? SOLUTIONS

Council will achieve its vision for community halls by implementing the following:

Integrated Network and Hierarchy

Council will recognise an integrated network and hierarchy of private, community and Council district and local community facilities so that a range of facility types, sizes, configurations are available to meet the needs of the district’s communities. This network and hierarchy will be used to guide Council’s decisions on the ownership, management and governance and funding of existing and new facilities.

Facilities of Local Importance - these facilities are local halls and facilities that are fit for purpose and serve a local community catchment and provide opportunities for events or to provide local services.

Facilities of Local Significance - War Memorial Halls/Heritage buildings – these facilities are fit for purpose and are more significant as they were either built as a war memorial or have heritage status. These serve a local community catchment and provide opportunities for the community to hold events or provide local services.

Any change proposed to war memorials halls will need to be done in consultation with the Returned Services Association. Any changes to heritage buildings needs to recognise the constraints of the heritage status and will require input from Heritage New Zealand.

Facilities of District Importance – these are facilities of District importance that serve a larger catchment that will cross ward boundaries. They are multi-functional in nature and deliver a wider range of events that include regional events, events of a commercial nature

Document number A1723436 Page 7 of 11 as well as community events. These facilities provide economic benefit to the District by attracting visitors. These facilities must also provide affordable and accessible venue options for community use.

These are not always Council owned facilities although they are generally on Council land e.g. Turner Centre and Te Ahu. Getting the balance right between commercial return and community use is a challenge for these facility owners. These facilities often require Council support for them to be sustainable and provide for the care of their assets.

Council may invest in these facilities through a Contract for Service with agreed key performance indicators consistent with Policy #3213 - Community Assistance.

Council’s Funding Options

Facilities of Local Importance or Local Significance would be funded from the community rate either directly or through grants from the Community Board.

Facilities of District Importance will be funded from the district wide general rate directly or indirectly through a Contract for Services and agreed KPI’s. They could also apply to Community Board – Local grants to off set costs for providing for community use at non- commercial rate. The Community Board would consider the merits of any application.

Contestable Fund

Alternative management or ownership options would be made more attractive to the community if Council sets up a contestable fund in each ward.

Council will investigate further the establishment of a contestable fund for works and operational subsidies for community owned facilities.

This contestable fund would be consistent with the principles of Policy #3213 - Community Assistance to enhance access to facilities, to broaden the range of facilities, to enhance volunteer capability to provide services and supplement the resources of Council from external sources (a minimum of 50% funding for projects from sources other than Council).

The fund could be applied to for either work programs or for an operational subsidy.

Ownership and Management Options

Council’s policy on the management and operation of community halls is:

1. Council will take responsibility for the maintenance of the external envelope of the building, building compliance [BWOF], insurance, and maintenance of effluent fields, water supplies, car parks and fences of any halls that it owns. 2. Local hall committees take responsibility for the day-to-day management of the facility, the interior maintenance, interior refurbishments and purchase of replacement equipment such as stoves etc. 3. Local hall committees will be responsible for insurance of chattels such as chairs, tables and crockery. This will be funded from user fees, local fundraising or grant applications to community grants scheme or other funders.

Document number A1723436 Page 8 of 11

4. Hall committees will become not-for-profit legal entities or under the umbrella of one to ensure there is a high level of accountability and transparency and to maximise the opportunity to access external funding. 5. Hall Committees will report annually to Community Boards on the level of facility use, income received and any investment they may have made in the facility.

Council will consider on a case by case basis the ownership and management options below. When considering these proposals Council will need to consider Policy # 2124 – Significance and Engagement and determine which proposals and decisions are significant and Council’s community engagement strategy.

1. Community empowered management

Council would consider a proposal from the community to take on a greater role in managing their facility including prioritising repairs and maintenance, renewal work or re-development. This arrangement would be formalised through an agreement with Council. This would require a not-for-profit entity being established. The proposal may come from:

• A hall committee • A community group • A primary or main user

The agreement would require the following roles to be undertaken:

1. Determine the community’s current and future needs. 2. Provide the facility to meet the needs. 3. Ensure the building is compliant for its intended use. 4. Monitor and provide to Council usage records. 5. Manage income and expenditure and report to Council. 6. Put forward repairs and maintenance/renewal schedules for Council consideration. 7. Make applications for external funding for re-development.

The organisation would need to demonstrate to Council it had the skills and capacity to undertake this role. The organisation would be able to apply to external funders.

2. Community led divestment (effectively selling the building but not the land)

Council would consider proposals from the community to take on a greater role in managing and re-developing their facility. This would require a not-for-profit entity being established and the transfer of the ownership of a hall building[s] and a license to occupy for the land to:

• A community group • A primary or main user • Private entity

The transfer would be subject to entering into an agreement to undertake the following roles:

1. Determine the communities current and future needs 2. Provide the facility to meet the needs 3. Ensure the building is compliant for its intended use 4. Monitor and provide to Council usage records 5. Manage income and expenditure and report to Council 6. Put forward applications to the secure sufficient funding

Document number A1723436 Page 9 of 11

The organisation would need to demonstrate to Council it had the skills and capacity to undertake this role. They could apply to other funders such as Foundation North or Lotteries.

3. Council led divestment of non-strategic facilities

The following principles would be used to determine non-strategic facilities:

• Integrated network/Hierarchy – Determine if existing non-Council facilities are capable of meeting current and projected demand. The measure will be within 20 minutes driving distance to nearest similar facility. • Affordable/Agreed standard/Support resilient communities – A facility which has significant deferred maintenance or needs major up-grade to meet an agreed standard, and this work could not be justified because of the low level of use the building will not be retained. The measure may be usage verses cost to upgrade to agreed standard.

Non-strategic facilities will be divested to the community. This would be a Council led divestment process and if there is no identified community demand or likely future demand or community interest the properties would be made available for a non-community use or sold.

Developing New Facilities

If the community demand indicates the need for a new facility, further detailed analysis will be undertaken. This analysis will look at the community facility needs and opportunities in a particular geographical area (a local community or ward). It will take into account verified community needs and all potential opportunities for meeting those needs.

Community Boards will consider developing a new community facility when:

1. The community has demonstrated a need and demand. 2. A more detailed analysis of the criteria used for the level of provision confirms the local need for a new facility. 3. The supply of existing facilities (Council and non Council) is unable to meet local demand (current and projected demand). 4. A facility in a particular area is at the end of its useful life. This could be a Council or non-Council owned community facility. 5. Existing Council facilities are not fit for their intended purpose and are unsuitable for redevelopment. 6. No viable partnership or brokerage opportunities for meeting community demand have been identified.

If Council confirms there is an identified need for a new facility it may be included in a Long Term Plan for public feedback.

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IMPLEMENTATION PLAN, MONITORING AND EVALUATION

Actions

1. Policy # 5003 – Community Facilities /Community Halls reviewed to align with the strategic plan. 2. Schedule included in Policy # 5003 of halls of Local Importance, Local Significance and Facilities of District Importance and their funding sources. 3. Investigate further the contestable fund concept. 4. Work with Hall committees to assist them to become a not-for-profit legal entity, determine reporting requirements and provide opportunities to learn more about accessing non-Council funding sources. 5. Consider alternative ownership and/or management arrangements on a case by case basis.

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Item: 5.1 MEETING: STRATEGY AND GOVERNANCE COMMITTEE 25 AUGUST 2016 Name of item: COMMITTEE INFORMATION REPORTS Author: Aisha Huriwai - Meetings Administrator Date of report: 15 August 2016 Document number: A1759546 Executive Summary Council has resolved that meeting agendas should consist of reports that seek a decision for matters of substance. Reports that provide information only will be listed on this cover report in the agenda and also listed as attachments under separate cover. This will allow any matters arising from these reports to be discussed at the meeting if necessary. The attachments will be emailed to the Elected Members and included online in the electronic agenda. One copy of each report will be available at the meeting for reference. Where there is a need to disseminate the information to the wider public, the full information report will be included in the agenda as a separate item. Recommendation THAT the following report and documents entitled and dated: a) “Council Business Plan” 29 July 2016 b) “Local Government Reform Update” 02 August 2016 c) “Demographic Profile” 29 July 2016 d) “OVOV Progress Report” 02 August 2016 be noted.

1) Background At the Council meeting of 12 March 2015 it was resolved, as part of the resolution relating to wider Governance matters, that: “AND THAT meeting agendas consist of reports seeking decisions for matters of substance and that reports intended for information only be excluded from meeting agendas unless there is a need for broader community information dissemination;” This report is a cover report for the Information Reports to which this resolution applies and which are referred to as an Attachment to this report. While the attachment noted has been excluded from the hard copy agenda, the attachment will be emailed directly to Elected Members and will be electronically available to members of the public via the meeting agenda page on the Council’s website. At the Council meeting of 23 March 2016 a report was presented to Council to ask them to revisit the process for information reports to discuss how effectively it was working. As a result of that discussion Council passed the following resolution: “THAT Council confirm the decision of 12 March 2015 to exclude information reports from the printed meeting agenda, unless there is a need for broader community information dissemination, providing that the printed material is distributed at the request of members except for Committee

Document number A1759546 Page 1 of 3

members where information reports and information are to be included in the printed agenda.” The Committee agenda produced for the members of each committee will contain a printed copy of any information reports as an attachment to the cover report. The electronic copies and references will remain in the attached information at the end of this report to provide access to the electronic copies of each report on the website.

2) Discussion and options The attached report is an information only report. As such it meets the criteria set out in the 12 March 2015 Council resolution for exclusion from the meeting agenda. The attachment will be emailed to Council Members and will be available online with the electronic agenda, except for Committee meetings where members will receive a copy of information reports as part of their printed agenda. One copy will be at the meeting for reference.

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

4) Reason for the recommendation To provide the Committee with a list of information only reports as part of the agenda as provided for in the Council resolution of 12 March 2015 and 23 March 2016 thereby allowing matters arising from these reports to be discussed at the meeting if required.

Manager: Caroline Wilson - Manager District Administration Services

The following attachments are available on the Council’s website at: http://www.fndc.govt.nz/your-council/meetings/council-meetings-calendar/meetings- calendar-events/2016-08-251.30pm-strategy-and-governance-committee Attachment 1: Council Business Plan - Document number A1752662 Attachment 2: Local Government Reform Update - Document number A1754136 Attachment 3: Demographic Profile - Document number A1752631 Attachment 4: OVOV Progress Report - Document number A1754379

Document number A1759546 Page 2 of 3

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 Not applicable. Community outcomes.

Possible implications for the relationship Not applicable. of Māori and their culture and traditions with their ancestral land, water, site, waahi tapu, valued flora and fauna, and other taonga.

Views or preferences of persons likely to Not applicable. be affected by, or to have an interest in the matter, including persons with disabilities, children and older persons.

Does the issue, proposal, decision or other Not applicable. matter have a high degree of significance or engagement as determined under the Council's Policy #2124?

If the matter has a Community rather than Not applicable. a District wide relevance has the Community Board's views been sought?

Financial Implications and Budgetary There are no financial implications or the Provision. need for budgetary provision. Chief Financial Officer review. The Chief Financial Officer has not reviewed this report.

Document number A1759546 Page 3 of 3 Attachment Item: 5.1a MEETING: STRATEGY AND GOVERNANCE COMMITTEE 25 AUGUST 2016 Name of item: COUNCIL BUSINESS PLAN Author: Joanne Field - Manager Strategic Planning and Projects Date of report: 29 July 2016 Document number: A1752662 Executive Summary The purpose of this report is to introduce the Council Business Plan for 2016/17. This report is provided for information only.

1) Background Every year the organisation develops a Business Plan which outlines priority activities for the year. It takes into consideration the priorities outlined in the Long Term Plan and Annual Plan, and specific Chief Executive Officer priorities agreed with Council. The Business Plan is developed by the Chief Executive and the Strategic Management Team.

2) Discussion and options For this the 2016/17 year, it was agreed that a bottom-up approach would be taken to business planning. Tier three managers were required to identify the top 5 priorities for their teams. These were then combined to be a plan for each business group. The General Managers then identified their top five priorities for the group, which were incorporated into the organisation’s Business Plan.

The plan highlights a number of cross-organisation priority activities. Work is now underway to develop a reporting mechanism to support the business plan and align reporting with the CEO report and Long Term Plan KPIs.

Document number A1752662 Page 1 of 3

3) Financial implications and budgetary provision There are no financial implications

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

Manager: Bill Lee - Acting General Manager Strategic Planning and Policy Group

Attachment 1: FNDC 2016/17 Business Plan A1756552

Document number A1752662 Page 2 of 3 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 This work is informed by policies and Community outcomes. community outcomes

Possible implications for the relationship Some activities have implications for of Māori and their culture and traditions Māori, these will be managed with their ancestral land, water, site, individually. waahi tapu, valued flora and fauna, and other taonga.

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

Does the issue, proposal, decision or other Not significant. matter have a high degree of significance or engagement as determined under the Council's Policy #2124?

If the matter has a Community rather than District-wide relevance. Any activities a District wide relevance has the with Community relevance will be Community Board's views been sought? managed with Community Boards separately.

Financial Implications and Budgetary Budget allocation is the responsibility of Provision. each Manager for their activities. It is understood that priorities have been

budgeted for.

Chief Financial Officer review The Chief Financial Officer has not reviewed this report.

Document number A1752662 Page 3 of 3 Far North District Council Business Plan – 2016/2017

This is the business plan for staff for the 2016/17 financial year based on the LTP 2015 – 2025, the annual plan 2016/17 and corporate priorities set by the CEO (Acting) and SMT. It outlines the top five priorities for each business unit and cross-council priorities. Each business unit also has related plans for each department. This plan does not preclude business as usual activities. It forms the basis of the staff work programme and staff performance objectives for the 2016/17 year. It was adopted by SMT on 3 August 2016 It was presented to Strategy and Governance Committee on 28 August 2016

District vision: He Whenua Rangatira – A District of Sustainable Prosperity and Well-Being

Council’s vision: “Council will be a capable, trusted and innovative civic leader, serving and inspiring people, maximizing opportunities to empower communities and meet their changing needs; while creating great places.”

Our mission: “To work together to deliver on our goals and commitments and enable culturally strong, healthy, vibrant, resilient, prosperous, connected people and communities.”

Community Outcomes and Council Goals

Governance • Capable, credible, civic leadership that advocates for people and is trusted by the communities we serve • Our residents and ratepayers engage with us, understand and have confidence in our decision making. • Prudent financial management within long term strategic planning • Strong partnerships with Māori, communities, businesses, government, Northland councils, non-profit, voluntary groups and communities that improve quality of life and maximise community benefit. Prosperous people, communities and businesses in • Our environment is protected, enhanced and wisely managed sustainable places • Sustainable development of our local economy through partnerships, innovation, quality infrastructure and planning • Sustainable, affordable, equitable infrastructure that contributes to the economic progress and social wellbeing of the District. Māori development and Māoritanga are an inherent • Acknowledging Te Tiriti o Waitangi / The Treaty of Waitangi part of decision making and the way we operate • Enabling Māori Development.

Our strategic priorities from the Long Term Plan Agreed Organisational Key Result Areas for 2016/17 (CEOs) • Catch up on core infrastructure • Undertake new capital projects • District Vision/Council Strategic Direction • Budget • Address affordability • Address Council capacity and capability • Northland Strategic Collaboration and Shared • High Performance Organisation • Maintain levels of service • Empower Communities Activities • Health & Safety • Support to Council, Committees and • Customer Culture Community Boards • Iwi, Hapu and IWI CEO Consortium • District Infrastructure

Document number A1756552 Page 1 of 8

Alignment of Business Plan Priorities with Strategic Priorities

UNDERTAKE NEW CAPITAL CATCH UP ON CORE ADDRESS COUNCIL CAPACITY AND MAINTAIN LEVELS OF SERVICE ADDRESS AFFORDABILITY EMPOWERING COMMUNITIES PROJECTS INFRASTRUCTURE CAPABILITY

Annual and Long Term Plan

Development of Capital Works Programme High Performing Organisation Our Voices Our Vision

District of Independent Communities Elected Member Induction & Strategic Kerikeri/Paihia Wastewater Treatment Projects District Plan Analysis Direction Community Planning & Development IAMS Strategies and Business Cases (Communities and Community Boards) Maori Development - Northland Transportation Alliance Iwi/Hapu/Whanau

Cycle Trail Completion Customer Improvement Strategy & Implementation Programme

Northland Collaboration and Shared Services Election 2016

Compliance with new/changed legislation

Service efficiencies and Process improvement Digital Enablement

Customer Service initiatives (including Contact Centre Review)

Digitisation and Digital Transactions

Service Delivery Review

Better Communications Project

Accommodation Project - Kaikohe

Health and Safety

Build Workplace Capability

Infrastructure & Asset Management Page 6 Cross-Council Pages 3-4 Communications Page 7 Strategic Planning and Policy Page 5 Corporate Services Page 7 District Services Page 8

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2016/17 Business Plan – Cross- Council priority activities not captured elsewhere

ACTIVITY TITLE HIGH PERFORMING ORGANISATION ANNUAL PLAN AND LONG TERM PLAN ELECTED MEMBER INDUCTION & STRATEGIC DIGITAL ENABLEMENT DIRECTION

Jill Coyle Jo Field/Bill Lee ACTIVITY LEAD PERSON Sheryl Gavin Caroline Wilson/Jo Field SMT and the 3rd tier managers will work with People To develop the 2017/18 Annual To prepare and run an elected member induction To increase community access to high-speed internet. What is the activity? and Capability to identify and implement changes to Plan and prepare for the 2018-28 LTP programme (LGNZ workshops, elected member Activities will include: support becoming a high performing organisation. briefings - including environmental scan etc) that • Engaging with 2-3 communities to find and These will include: culminates in agreed strategic direction by 20 implement viable internet solutions (i.e. digital • Vision, Mission & Values – what behaviours December 2016. hubs) support them • Seeking ways to enhance Council’s digital • Understanding Council roles and interactions – capability leading to how we work together better • Reviewing Council digital services for ability to • Induction/Orientation and leaving processes share with local communities • Celebrating success • Wellbeing initiatives To ensure we achieve our goal of becoming a high The LTP is a legally required document which outlines It is important that new Elected members gain a good Increasingly digital access is becoming a core Why are we undertaking it? performing organisation what Council is trying to achieve, our work-programme understanding of the Far North District, and how infrastructure like power and telecommunications. Far and budget. It includes the 30 year infrastructure Council contributes. North residents have a need to access it just as much as strategy, financial strategy, and provides the basis for anywhere else. With telecommunications rating. organisations flagging the service not being cost- The AP outlines any material changes from the LTP. effective we need to find alternative solutions. Address Council capacity & capability These plans outline how Council contributes to the Contributes to Vision, Mission, and community Empowering communities How does it fit with our strategic vision and community outcomes. They provide the Outcomes. The key strategic priority is build Council direction? strategic priorities for the future. capacity and capability. To ensure we achieve our goal of becoming These documents provide Council direction and To allow elected members to get the understanding Council can no-longer wait for the Government’s digital Why is it a priority? a high performing organisation priorities. We are required to produce them within set they need to make good decisions as soon as possible. enablement plan to come to fruition. We need to start timeframes. We need to understand affordability into making changes in our communities or they will be left the future. behind QTR 1 – Develop a programme of improvements TBC Plan developed by mid-August 2016. TBC What are the expected critical-path QTR 2 - Implement New Council announced 8 October activities and dates for 2016/17? First Council meeting 20 October LGNZ induction workshop 22/23 November Council strategic workshop 2/3 December June 2017 Annual plan will be adopted prior to 30 June 2017. LTP 20 December 2016 TBC What is the expected completion will be adopted prior to 30 June 2018. date? Yes under the previous OD Plan The budget for the annual plan 17/18 and preparation No Is it in the 2015-25 LTP or 2016/17 for LTP. Annual Plan? Across Organisation The entire council is involved in the LTP process. Governance Strategic Planning & Policy group, IT, IAMs, Regulatory, Does it link with other groups? If so, Facilities. which?

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2016/17 Business Plan – Cross- Council priority activities not captured elsewhere

ACTIVITY TITLE CUSTOMER SERVICE IMPROVEMENT STRATEGY ACCOMMODATION PROJECT-KAIKOHE HEALTH & SAFETY NORTHLAND COLLABORATION & SHARED SERVICES

Dean Myburgh Jacqui Robson/ Mike Colebrook People & Capability/GMs & Managers ACTIVITY LEAD PERSON Vicki Begbie Complete Customer Service Improvement Strategy Complete Refurbishment of the Lockwood Building and Gap analysis To work with the four councils to identify opportunities What is the activity? Implementation of the Customer Service Strategy, the relocation of all groups within the same areas in Develop and progress Safety Action Plan to address for working closer together. The current priorities for using audit / review results aimed at becoming more the Kaikohe Complex gaps the programme are: customer-centric • establishment of the Northland Transportation Hub • increasing digital engagement, especially across remote and rural areas of Northland • shared back-of-house services where benefits are proven • improved baseline knowledge of the state of, and issues related to, our Four Waters infrastructure and ICT infrastructure.

To make all FNDC sites equitable as to staff Ensure Health Safety & Welfare of employees and The four councils have adopted a shared vision and Why are we undertaking it? Need to be more customer-centric in achieving a positive customer experience accommodation and space and working environment, contractors objectives, as documented in “Northland | Forward to accommodate projected staff numbers within the Ensure full compliance with OSH regulations Together; Tai Tokerau | Kokiri Ngatahi”, with a joint respective groups and locations Minimise liability for individuals and PCBU commitment to work together to “lift the overall wellbeing of our people and our place”.

Aligns with Council Mission, Vision and strategic Address Council capacity and capability Aligns with Council Mission, Vision and strategic How does it fit with our strategic priorities priorities direction? [See below] - Address affordability - Address affordability - Maintain levels of service - Maintain levels of service - Empowering Communities - Address Council capacity and capability - Address Council capacity and capability - Undertake new capital projects

Move to an organisation that is dedicated to meeting The well being of staff, is a top priority of SMT Current knowledge and procedures are inadequate or It is a commitment we have made to work with the Why is it a priority? the expectations and requirements of external unclear creating a risk other three councils. customers; gets first-hand customer information and uses it to make improvements in products and services; acts with customers in mind; establishes and maintains effective relationships and gains their trust and respect. Customer service Strategy completed by August 2016 TBC Clarify specific H&S requirements Initial ICT stocktake July 2016 What are the expected critical-path Carry our gap analysis Financial resources model for Northland Forward activities and dates for 2016/17? Develop action plan Together Project to CEO Forum in July 2016 Implement action Further work to be scoped. Dates as above TBC June 2017 Ongoing What is the expected completion date? 2015-25 LTP and 2016/17 AP. Yes Compliance with OSH regulations is an intrinsic Yes Is it in the 2015-25 LTP or 2016/17 requirement of Council activities Annual Plan? IT, Comms, Compliance / Building, QA This will have an impact on the entire organisation. All groups need to be involved Does it link with other groups? If so, SP&P teams which?

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2016/17 Business Plan – Strategic Planning & Policy priority activities

ACTIVITY TITLE OUR VOICES OUR VISION DISTRICT PLAN REVIEW COMMUNITY PLANNING & DEVELOPMENT MĀORI DEVELOPMENT – IWI/HAPU/WHANAU (COMMUNITIES & COMMUNITY BOARDS)

Greg Wilson Bill Lee Phil Grimshaw/Bill Lee ACTIVITY LEAD PERSON Jo Field Developing an entity that will have Consolidated review of the Far North District Plan Developing and implementing Community Board Developing and enhancing strategic relationships with What is the activity? guardianship/kaitiakitanga of the vision Strategic Plans iwi and hapū Providing a guideline for communities to contribute to Developing and implementing community plans Developing and implementing Iwi and Hapū the vision Working with communities on joint initiatives Management plans Spatial analysis of forecasted scenarios and development Assisting communities to access funding Developing a Te Tiriti o Waitangi Strategy of a spatial plan Increasing Māori engagement and participation in Developing a strategy for Council to contribute to the decision-making vision Whanaketia te Whenua kia ora ai te Tangata – Shared Services Project It is continuation of previous work to develop the district Section 79 of the Resource Management Act 1991 (the Community Boards, and communities need clear plans To build stronger partnerships with Maori that will Why are we undertaking it? vision. Now we have an obligation to find a way to Act) requires that a local authority must commence a for what they want to achieve in the future. Boards support better quality outcomes for Māori and the wider achieve the vision. review of a District plan if the plan has not been a need assistance to develop a governance model which community subject of a review during the previous 10 years. Whilst represents and advocates on behalf of their To increase the opportunities for Māori to be engaged in some elements of the plan have been subject to the communities. Longer term the plans should influence Council decision-making on matters of relevance to review – approximately 80% has not. the AP and LTP processes them To facilitate thriving local communities and economies, Working with the four Councils and Māori Land Court to empower and enable them to meet their needs, build improve how Council supports Māori to utilise and community cohesion, celebrate our communities and develop their land. district, and provide facilities and services that would not otherwise be possible. This is about achieving the district vision. It has the The District Plan has a key role in the integrated Empowering communities - Prosperous people, Empowering communities - Prosperous people, How does it fit with our strategic potential to contribute to all community outcomes and management of the affordable deployment and communities and businesses in sustainable places communities and businesses in sustainable places direction? [See below] the Council vision. The Council strategy will provide maintenance of infrastructure. Enabling Māori Development strategic context for Council’s next LTP. There is an expectation in the community; it is There is a statutory responsibility to undertake the To improve the decision making processes of the High percentage of Māori in the district; socio economic Why is it a priority? supported by Elected Members. It has potential to pull review. In addition, economic and other well being community boards so they improve quality of life and statistics; need to build relationships; to support and together many strands for a better Far North. issues can be promoted or otherwise addressed through maximise community benefit respect the principles of Te Tiriti/TOW; provide the review process. opportunities for Māori to contribute to decision making. Business case on new entity to Council by December Preliminary scoping of issues will be complete by June Report to Council recommending governance and What are the expected critical- Community plan programme developed & approved by 2016 2016 and associated analysis by July 2016. Iwi council August/Sept representation arrangements by Nov / Dec 2016 path activities and dates for Guides for communities to get involved developed by engagement will conclude initial discussion by December Recommendations on next steps for Whanaketia to the 2016/17? October 2016 2016 and a draft Policy Framework, Plan Structure and 3 community plans by 30 June 2017 CEO forum in August 2016, further milestones to be Spatial plan and Council strategy developed by Strategic Direction identified by March 2017. developed December 2016 and adopted in March 2017 Treaty and settlement strategy TBC Implementation Handover of guardianship to new entity and launch of Work Plan for existing Relationship Agreements by Jan vision by March 2017 2017 Iwi CEO Forum (ILGACE) 2016/17 Work Plan agreed within 2 months of the Terms of Reference being signed 2 IHMPs delivered 30 June 2017 Further development of the Māori Engagement Toolbox (v2) by Dec 2016 Handover to a new entity by March 2017. Council A “least change” proposed plan is expected to be Ongoing (but see above) Ongoing (but see above) What is the expected completion involvement will continue indefinitely. available by the end of 2017. More substantial changes date? may be a further year. Is it in the 2015-25 LTP or 2016/17 Yes Yes Yes Yes Annual Plan? This will have an impact across the whole Council. Infrastructure and Asset Management and District IAMs, District Services, Corporate Services (Especially IAMS, District Services Does it link with other groups? If Services. governance and finance) so, which?

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2016/17 Business Plan – Infrastructure & Asset Management priority activities

ACTIVITY TITLE DEVELOPMENT OF THE CAPITAL WORKS CYCLE TRAIL COMPLETION NORTHLAND TRANSPORTATION KERIKERI/PAIHIA WASTWATER DEVELOPMENT OF STRATEGIES AND PROGRAMME ALLIANCE TREATMENT PROJECTS BUSINESS CASES

Jim Brooks/Annelie Osborne Wil Pile Jacqui Robson Steve Little/Capital Works Manager (when Ruben Wylie ACTIVITY LEAD PERSON appointed) Provision of business cases for all new capital Design, RFT’s, assessments of tenders, Managing integration into the NTA. HR for Upgrade both Kerikeri and Paihia WwTPs Developing a comprehensive programme What is the activity? projects supervision and management of various additional staff, and activities as identified to and process for the preparation of New capital projects program based on cycle-trail projects. Applying all possible successfully operate alliance. infrastructure strategies and business cases Council priority NZTA and other funding streams. Requires extensive adjustments within each to ensure the budget within the 2018-2028 Provision of scoping plans for all capital & existing council to operate as and alliance. Long Term Plan is evidence based and renewals projects Roads, footpaths and the cycle trail will be supported by business cases. Renewals programs developed based on managed under this alliance. asset condition We need to maximise the utilisation of the NZTA subsidy. To ensure auditable justification for any new This is part of the National Cycle Trail This is part of the shared services work with Both plants are not meeting compliance Past budgets set out in long term plans by Why are we undertaking it? capital funding. To ensure risks to Council Initiative. It is hoped it will bring many other Northland Councils. It is a requirement requirements, and with increased population IAM have lacked supporting information are managed. To ensure existing assets are visitors to the Far North and create as part of converting Mangakahia Road into growth, will continue not to. around strategic fit and what outcome we replaced at the right time to maintain levels opportunities for locals. a state highway. are intending to achieve following project of service and efficiency. completion. This has led to poorly thought out project budgets and challenges during project delivery owing to lack of guidance for project managers. Moreover, the financial planning within the LTP lacks strategic direction and is often not evidence based, which can result is limited return on investments, or projects simply not being delivered due to lack of certainty around the problem we are attempting to fix. Catch up on core infrastructure Empower communities Strong partnerships Catch up on core infrastructure It will ensure consistent delivery of projects How does it fit with our strategic Address affordability Undertake new capital projects Addressing council capacity and capability Maintain Levels of Service that are aligned with Council’s strategic direction? [See below] Maintain levels of service Maintain levels of service direction. Undertake new capital projects The lack of good planning has previously has This has multiple funders, and an This is an ongoing commitment. As the Compliance failures will lead to abatement The work needs to be completed this Why is it a priority? previously had an impact on Council’s ability expectation from central government that it transition occurs it is imperative that our notices on Council financial year to ensure everything is lined to deliver of the capital/renewals program. will be completed. It will bring tourism current work programme continues and that Core infrastructure is failing to meet Levels up for the next LTP. opportunities to the mid-north. staff have minimum impact. of Service Community Commitments have been made through Council’s LTP and AP Scoping plans in place for 2016/17 program To be completed by end of November From 1 July 2016 These will be determined by each projects TBC. What are the expected critical- by 30/9/16. Attracted 95% of NZTA subsidy by end of program timelines path activities and dates for BC’s and scoping plans in place for 2017/18 financial year 2016/17? program by 30/12/16. To align with the Draft Annual Plan sign off in Ongoing Kerikeri should be substantially completed June 2017 What is the expected completion February 2017. by June 2017, and Paihia by June 2018 date? Yes Yes Yes Yes, Budget allowance has been made in the No. Is it in the 2015-25 LTP or AP 2016/17 Annual Plan? Finance team development of budgets and Strategic Planning & Policy manage the Corporate Services Strategic Planning & Policy Does it link with other groups? If rating proposals. marketing so, which? Strategic Planning as part of Annual Plan development process.

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2016/17 Business Plan - District Services priority activities

ACTIVITY TITLE COMPLIANCE WITH NEW/CHANGED EFFICIENCIES / PROCESS IMPROVEMENTS CUSTOMER SERVICES - CONTACT CENTRE BETTER COMMUNICATIONS PROJECT LEGISLATION REVIEW

GM-DS / Regulatory Managers GM-DS / DS Managers GM-DS / DS Managers Richard Edmondson ACTIVITY LEAD PERSON • Address systems and processes geared to • Service delivery reviews: i-Sites, Libraries as part of • Development of direct / indirect customer To establish a communications business unit What is the activity? legislative reform (RMA) the Council-wide programme channels to facilitate self-help for information and that provides effective advice, tools and • s.35 Complaints Register to be completed • Develop a program of process and practice guidance and to ensure reliable contact centre communications support to the organisation to • Transitioning Food premises to new Food Act improvement arrangements and choices for contacting Council allow it to achieve its business objectives. (2014) requirements (2016-2019) • Corrective Actions implemented (BCA – IANZ Audit • Relationship development with external • Host responsibility inspections / audits to ensure follow-up) stakeholders, including Iwi/hapu, building compliance with Sale and Supply of Alcohol Act • BWOF improvement implemented following MBIE practitioners, planning practitioners, MBIE, 2012 audit neighbouring Councils / other agencies • Promotion of safe dog ownership and reduction • Review of Contracts: DHB Environmental Health of reported dog attacks Services, Southern Dog Pound contract, future • Training programme to meet legislative arrangements with SPCA requirements of BA / BCA Accreditation • Fees / charges review • Planning for new Northern Dog Pound facility as part of the Capex programme (IAM) Ensure legislative compliance in the delivery of Ensure efficiencies are achieved through smarter ways Need to be more customer-centric in achieving a To improve the quality of communications and Why are we undertaking it? services of delivering services. To enable consistent, accurate, positive customer experience stakeholder engagement across the readily available reporting organisation. Aligns with Council Mission, Vision and strategic Aligns with Council Mission, Vision and strategic Aligns with Council Mission, Vision and strategic The Council is committed to engaging with How does it fit with our strategic priorities priorities priorities residents and ratepayers so they understand direction? - Address affordability - Address affordability - Address affordability and have confidence in its decision-making. - Maintain levels of service - Maintain levels of service - Maintain levels of service This activity also supports Council’s goal of - Empowering Communities - Empowering Communities - Empowering Communities becoming a capable and trusted civic leader. - Address Council capacity and capability - Address Council capacity and capability - Address Council capacity and capability Legislative compliance is a “must do”. Enhancing the delivery of services whilst remaining Move to an organisation that is dedicated to meeting The Council’s reputation and success of its Why is it a priority? compliant; enhancing decision-making through better the expectations and requirements of external projects depends on effective communications info.; customers; gets first-hand customer information and and stakeholder engagement. uses it to make improvements in products and services; acts with customers in mind; establishes and maintains effective relationships and gains their trust and respect. Priorities Communications New RMA legislation potentially enacted end of 2016, • Improved reporting framework for consenting • Contact Centre review / implementation in 3 The work programme and reporting milestones What are the expected critical- with a 6 month period for implementing the new mgt. decision-making by December 2016 phases from July 2016 to June 2018 will be developed and finalised before the end path activities and dates for processes. Therefore Jan-June 2017 will see updating • Process mapping, review and redesign from July of July 2016. 2016/17? and trialling to ensure readiness; 2016 – June 2017 Food Act changes over the 2016-2019 period (phased • Future state of I-Sites and Libraries reviewed and implementation with all licensed premises options for implementation developed by June transitioning to Food Control Plans by June 2017) 2017 30 June 2017 Dates as above Dates as above 16 December 2016 What is the expected s.35 Complaints Register to be completed by June completion date? 2017 Host responsibility inspections / audits completed by June 2017 2015-25 LTP and 2016/17 AP. 2015-25 LTP and 2016/17 AP. 2015-25 LTP and 2016/17 AP. No Is it in the 2015-25 LTP or Issuing consents within statutory timeframes is always 2016/17 Annual Plan? incorporated into the RC department’s goals. The reforms introduce new timeframes. District Plan Team, IT, Legal Services, Comms, District Plan Team, IT, Comms, QA, IAM IT, Comms, Compliance / Building, QA It will impact on every business unit in the Does it link with other groups? Compliance / Building, QA Strategic Planning & Policy group organisation If so, which?

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2016/17 Business Plan – Corporate Services priority activities

ACTIVITY TITLE DISTRICT OF INDEPENDENT COMMUNITIES DIGITISATION AND DIGITAL TRANSACTING BUILD WORKPLACE CAPABILITY ELECTION 2016 SERVICE DELIVERY REVIEW

Janice Smith Roger Ackers Jill Coyle and Caroline Wilson Caroline Wilson Vicki Begbie ACTIVITY LEAD PERSON Planning, rating and reporting on a Moving from a paper based records and A range of activities across the organisation Effective running of the local elections in Lead service delivery review across the What is the activity? community basis rather than a District basis transaction system to digital records and that will build skills, leadership and necessary October 2016 organisation transactions capabilities for a new environment.

Council has articulated a position that we are To improve customer experience in Organisational transformation so we have Statutory obligation to hold elections for Statutory obligation (S17A) and need to Why are we undertaking it? not one District, but a series of independent delivering information and transaction the skills to lead delivery of services to representatives each 3 years ensure cost effective delivery of services to communities services. communities the community

Empowering communities Affordability. This project has a rapid Affordability. Undertake capital projects. Empower communities Affordability How does it fit with our strategic payback. Capability and capacity. direction? [See below] Rates review as signalled in the LTP Enables the way we transact to be simplified To deliver the business plan. Statutory deadlines Statutory deadlines Why is it a priority? and costs taken out

Identify communities we are accounting at Council approval July Procurement – Q1 delivery Candidate evenings – July August Work programme for the year What are the expected critical- Breakdown of assets to community level Project commencement Q2 Project Management – Q2 delivery Nominations July – August Adopted by SMT 22 June path activities and dates for Establish thresholds for road network Process change Q3 Leadership capability – Q3 delivery Postal voting August – October To Council for adoption 28 July 2016. 2016/17? changes System change Q3 High performing culture – Q2 delivery New member induction and meetings – Develop community based reports – October - December operating and financial position. Develop community based FIS

Ongoing. Process objective. Delivery is ongoing Process objective. Delivery is on-going December 2016 new members are elected Key milestone at August 2017 What is the expected We need to be able to set out activity and processed completion date? statements by community in the 2018-28 LTP No funding in either for this work – it is in No funding in AP. Funding sources need to Yes embedded in existing GL codes and P&C Yes in both LTP and AP In some areas yes, in others, no. Is it in the 2015-25 LTP or addition to BAU and statutory requirements. be identified. training and capability. 2016/17 Annual Plan? Yes, links across all groups Yes, will impact systems and processes Yes, impacts people and capability across all Yes establishes governance for the Yes impacts services delivered across the Does it link with other groups? across all groups other groups. organisation. organisation. If so, which?

Document number A1756552 Page 8 of 8

Attachment Item: 5.1b MEETING: STRATEGY AND GOVERNANCE COMMITTEE 25 AUGUST 2016 Name of item: LOCAL GOVERNMENT REFORM UPDATE Author: Neil Miller - Policy Advisor Date of report: 02 August 2016 Document number: A1754136 Executive Summary The purpose of the report is to update the Strategy and Governance Committee on the current context of the Better Local Services Local Government reform programme, including the Local Government Act 2002 Amendment Bill (No.2) 2016 currently before the Local Government and Environment Select Committee.

1) Background Council has made a submission to the Local Government and Environment Select Committee on the Local Government Act 2002 Amendment Bill (No.2) 2016. Council will make an oral submission to the Select Committee, once a hearing date has been set. The Bill will have its second reading on 28 October 2016. Council shares the widespread concerns expressed across the local government sector about a potential loss of democratic control. In particular, a loss of local control of core infrastructure that could result if the Government establishes Council- Controlled Organisations without the agreement of Council(s) or a community poll.

2) Discussion and options At its recent 2016 annual conference, 97 per cent of Local Government New Zealand’s members voted in favour of a remit: That LGNZ is vigorously opposed to any measure in the Local Government Act 2002 Amendment Bill (No 2) that directly or indirectly removes the requirement for community consultation, demonstrable community support and direct local authority involvement in reorganisation investigations and local decision-making of councils or their assets. The Minister of Local Government stated: "Councils are beginning to work towards sharing of resources to provide better services. There is an urgent need for greater collaboration across regions for more effective planning for the next 30 years. New Zealand works best when there is a strong relationship between central and local government. We need to continue working together to find practical solutions to support communities.” The Minister encouraged the sector to work constructively with central government on the Better Local Services reforms. These reforms give councils new options for managing infrastructure and delivering services to their communities without needing to amalgamate. The reforms protect local democracy and encourage local decision making to meet local needs.” The Minister indicated that following strong representations from LGNZ and its members, he would write to the Select Committee to invite it to work with LGNZ to work through the issues together. However, the government has not changed its position which is that there are benefits in amalgamation and that meeting the cost of infrastructure to meet growth is a challenge that requires collaboration.

Document number A1754136 Page 1 of 3

Attachment 1 is a think piece presented at the July 2016 Northland CEO forum to provide context to Government’s Better Local Services reform programme from the academic research. The paper considers the international context and the role of Elected Representatives and decision-makers. The literature is not extensive on New Zealand local government and tends to be more descriptive than theoretical. The intention is provide context rather than be definitive. Each council has its own unique set of organisational practices, routines and role performances. Quantitative analysis cannot capture the complexity and diversity of council organisations. This research provides the context for where local government is headed. The LGA 2002 Amendment Bill (No.2) 2016 is the latest in a flurry of legislative changes. The Regulatory Impact Statement ‘Options for Improving Local Government Services’ released with the Bill by the DIA states that: “In 2015 three major amalgamation proposals were not implemented for lack of council and community support in Greater Wellington, Northland and Hawkes Bay. These communities demonstrated that they were opposed to large-scale amalgamations, especially if they thought it would lead to reduction of local representation. The public debate centred on perceived loss of representation rather than potential improvements to the governance and delivery of services for the future.” The Local Government Commission has confirmed that Northland Councils still have a ‘live’ reorganisation proposal and the question is what form it should take. If and when further roadblocks are encountered, the likelihood is that there will be more amendments designed to facilitate amalgamation and enhance service delivery. The paper suggests that structures may not count for as much as resources and relationships to enable a functioning local government sector. The tension between representation and efficient service delivery is likely to be resolved by Government in favour of improved efficiency. Yet the delivery of efficient and effective services is not so much impeded by local variation, as that local responsiveness enables the delivery of efficient and effective services. The Far North prefers an incremental approach to organisational change through shared service arrangements with other Northland Councils, with the support of the Local Government Commission; not imposed processes of governance structures.

3) Financial implications and budgetary provision There are no financial implications to this report.

4) Reason for the recommendation To update and inform the committee about current local government reform processes.

Manager: Kathryn Ross- General Manager Strategic Planning and Policy Group Attachment 1: The Context of Local Government Reform - Document number A1754207

Document number A1754136 Page 2 of 3

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 Long term plan 2015-25 assumes the Community outcomes. existing Council structure is unchanged.

Possible implications for the relationship A reorganisation of Council could impact of Māori and their culture and traditions significantly on Māori. with their ancestral land, water, site, waahi tapu, valued flora and fauna, and other taonga.

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

Does the issue, proposal, decision or other There are no significant proposals for the matter have a high degree of significance Far North District at present. or engagement as determined under the Council's Policy #2124?

If the matter has a Community rather than This is a District wide and Regional a District wide relevance has the matter. Community Board's views been sought?

Financial Implications and Budgetary There are no financial implications Provision. arising directly from the report. Chief Financial Officer review. The Chief Financial Officer has not reviewed this report.

Document number A1754136 Page 3 of 3 Attachment 2 - THE CONTEXT OF NEW ZEALAND LOCAL GOVERNMENT REFORM

New Zealand local government is unique in many respects. For many New Zealanders it remains a mystery. Local government is at times a convenient target for public frustration. Those who reach positions of leadership in local government are often confronted with realities that are not evident from the outside. These include a lack of resources to meet infrastructure demands and a gap between the theory of governance and the realities. At times there is a lack of trust and understanding between paid officials and elected members. Councils vary greatly in scale such that it can seem as if there is a divide between the provinces and the metropolitan cities. Yet the sector is characterised by collaboration and generally high performance.i

This paper gives a brief overview of what the academic literature says about local government in New Zealand in the context of local government in Western type democracies. Often the academics are at odds with the view of the majority of people both inside and outside of the local government sector. That is not because they don’t know what is really going on. The problem with New Zealand’s local government sector is that it is presumed there is an urgent problem with local government that needs to be fixed, regardless of the lack of supporting evidence. The literature points to the importance of people – how they relate to each other, how they organise themselves, what routines they act out and what roles they play. Yet central government seems determined to focus primarily on restructuring and secondly on measuring. Government should give more consideration on how to ensure the resources required for excellent services are available to local decision-makers.

Academics seek to carefully define terms. For example, the word governance is used as if public governance was the same thing as corporate governance. The public sector is distinct in its ability to raise taxes, to provide monopolistic essential services and to enforce regulations. If privatised, the opportunities for profit would be almost boundless. Perhaps this why good government is both democratic and derided.

1. Local government in NZ has remarkably limited capacity compared to overseas. • NZ has very centralised government. Central government employs c. 90% of public servantsii. • Government officials tend to have a weak understanding of local government, partly because the movement of officers between the two sectors is unusual. • Federalism is common elsewhere in the world and that includes small states (e.g. Switzerland). • Councils in NZ have fewer elected representatives per head of population than Europe.iii • NZ Local Government has not traditionally been engaged in social wellbeing functions, and, has very little central funding (mainly for roading). iv • A representative local body is required to implement legislation and to create local bylaws and policies, particularly given the disparities between urban and rural areas. • New localism and place-making have redefined local government (e.g. the Lyons Inquiry).v

2. The modern history of local government in NZ is one of amalgamation. • There has been an ongoing reduction in the number of local bodies, from road and harbour boards to the Auckland ‘Supercity.’vi • NZ has been imbued with a drive towards national conformity, limiting the capacity of both social and cultural distinctive rural regions like the Far North. • Central government finds it onerous working with too many smaller players.

Document number A1754207 Page 1 of 4 • The current model being promoted by government is the amalgamation of service delivery and reducing democratic control of regional infrastructure CCOs. • There is a significant difference between the urban and rural councils and government tends to be metropolitan in its focus, partly because general elections are won and lost in the big cities. • Recent and proposed LGA reform suggests Unitary Councils with Local Boards may replace existing Councils, but that there will be a wider range of options than wholesale amalgamations. • The Local Government Commission was over-whelmed with requests from communities after the 2014 amendments. The LGC has encouraged ‘voluntary amalgamations to increase public acceptability and get changes over the line (e.g. Porirua proposes to merge with Wellington). • In amalgamation debates there is confusion between democracy and subsidiarity (the principle of devolving responsibility to the lowest possible level). Everything run by the centre is still democratic as local government powers are devolved by Parliament. • In the public mind there is confusion between direct democracy (we do what the engaged say) and representative democracy (we take public views into account).

3. New Zealand has a ‘weak’ Mayor model compared to overseas but it is changing. • Mayors lack executive power or a veto, thus their power is largely symbolic.vii • The 1989 governance / management dichotomy was a contrivance of new public management creating a democratic deficit; elected representatives are not generally board members.viii • International comparative research has established the “complementarity” between the Mayor and the CEO. “Leadership in local government affairs is arises from a blending of political and administrative leadership;” no matter what the model or structureix • There is likely to be more organisational resilience where there is a leadership group of senior officials and elected members at the apex who operate interdependently. • The changes to the LGA in 2014 increased the powers of the mayor to include policy leadership. The implications of this have yet to be fully worked through in many councils.x • The implication is that the officials should first discuss policy with the mayor and who is then responsible for leading the councillors (presumably via some kind of a cabinet). That may require additional policy advice to the mayor.

4. Government may regard local authorities as an inefficient administrative tool. • Standardisation is beneficial if local circumstances justifying differences are also accommodated. • Central Government has tended to look to more standardisation (e.g. a national template for District Plan, template model Bylaws, National Policy Statements) and standardised performance monitoring. • Improvements in quality are hard to capture. However, the Shand report showed that Councils in NZ provide services at reasonable costs.xi • CCOs limit and constrain elected representatives. They may or may not be more efficient depending on the outcomes sought, alignment to land use and economies of scale. What CCOs can provide for is increased certainty with more consistency of direction. • Social legislation has seen the ‘dumping’ of moral or ‘wicked’ issues to councils with limited power to change anything (e.g. prostitution reform, gambling, psychoactive substances, freedom camping). This transference can dissipate opposition. The template is local government decides where an activity can take place, but can’t ban or control the activity.

Document number A1754207 Page 2 of 4 5. Local government in NZ has not traditionally been controlled by political parties. • Even though many Councillors are Party affiliated, most argue for Party political neutrality. • This apolitical stance means election to local government is seen more as a community service rather than a career, with less peer support for elected members. • The lack of party political involvement also means that local government has not gained a strong voice within the political parties who lead central government. • The lack of clear groups makes voting in the Chamber unpredictable as there is little mechanism to ‘whip’ or pre-agree an acceptable compromise. Fluidity can descend into indecision. • Low voter turnout may result as the public do not know what candidates stand for. • The trend is for more overt party politics (e.g. the Labour/Green agreement aims for more party ‘ticketed’ and branded Labour and Green candidates). The current competition on the ‘right’ in Auckland suggests that National may also have to consider party tickets.

6. Local government reorganisations are unlikely to result in lower costs, but that does not mean they have failed if there is an improvement in quality • A suggested benefit may be increased status and remuneration of Councillors (e.g. Auckland) • Auckland amalgamation appears to have led to more co-ordinated infrastructure and planning and has gained widespread public acceptance. Services continued relatively seamlessly. • There are problems (e.g. IT) but it has not been the failure that many predicted. • The problem for government has been that an amalgamated council has more political ‘weight’ and larger cities have tended to have an opposite leaning to the government of the day. • Australian studies indicate economies of scale (the cost advantage that arises with increased output) do not tend to result from amalgamation, indeed possibly the reverse. There are potentially economies of scope from broader functions (when the average total cost decreases as a result of increasing the number of different goods and services produced)xii • Research supports a more flexible approach with local and variable models responsive to circumstances. There is not a single optimal solution in terms of structure or size.

Conclusion

Local government is under-researched and under-valued, particularly in NZ. Commonly held views are more mythical than evidential. Relationships matter at least as much as structures. There is scant evidence to support further centralisation of NZ Local Government. The 1989 reforms and the lack of party politics have not supported strong local political leadership. Strengthening the role of the Mayor may address some of these issues. More attention to training and skills is required for elected members. Government should recall Aristotle’s dictum that democracy is not the best form of government; it is merely the least bad form of government. It may be inherently inefficient but that may be better than the alternatives. The Better Local Government reforms are overly simplistic: “The key issues that could redress the weaknesses identified – continued disconnection between local government and its citizens, and confusion over the roles of mayors and councillors – are ignored”xiii. Connecting people is as much a core role for local government as is connecting pipes.

Neil Miller, 12 July 2016

Document number A1754207 Page 3 of 4

i Better Local Services? Submission of the Society of Local Government Managers, July 2016

ii Pollitt and Bouckaert re-produce a table from the OECD in which NZ has the highest share of public employment by central government as 90.9% in 2002 and an almost identical figure of 90.1% in 1990. Only the Netherlands come close at around 74% and in the UK the figure is around 48%. Central government in Australia employed only around 12% of public servants in 1999 under the same analysis. Pollitt, C. and Bouckaert, G. (2004). Public Management Reform: A Comparative Analysis (2nd ed.)

iii Asquith, AR. (2012). The role, scope and scale of local Government in New Zealand: Its prospective future. Australian Journal of Public Administration. 71(1), 76-84

iv Boston, J., Martin, J., Pallot, J. , Walsh, W. (1996). Public Management: The New Zealand Model.

v Lyons, M. (2007). Place-shaping: a shared ambition for the future of local government.

vi Bush, G. (1995), Local Government & Politics in New Zealand, Auckland: Auckland University Press.

vii Cheyne, C. (2004). Changing local politicians leadership: the NZ Mayor in contemporary local governance. Political Science 56(2):51-64.

Cardow, A. (2005). Mayoral power and other common misconceptions. NZ Local Government 41(9):40

viii Drage, J. (2008). A balancing act: decision-making and representation in NZ local government.

ix Mouritzen, P.E. and Svara, J.H. (2002) Leadership at the apex: politicians and administrators in western local government.

x Local Government Act 2002 http://www.legislation.govt.nz/act/public/2002/0084/latest/DLM5679200.html

xi Shand, D. , Horsley, G. Cheyne, C. (2007). Funding local government: Local government rates enquiry. Department of Internal Affairs. https://www.dia.govt.nz/Pubforms.nsf/URL/RISummaryReport.pdf/$file/RISummaryReport.pdf

xii Dollery, B. , Crase, L(2004). Is bigger local government better? University of New England https://www.une.edu.au/__data/assets/pdf_file/0010/67933/econ-2004-04.pdf

xiii Asquith, A. (2012). Local government reforms ‘simplistic’, says academic http://www.massey.ac.nz/massey/about-massey/news/article.cfm?mnarticle_uuid=EF18CC2E-C45E- EB8F-1AAE-CEB1F6E9EC73

Document number A1754207 Page 4 of 4 Attachment Item: 5.1c MEETING: STRATEGY AND GOVERNANCE COMMITTEE 25 AUGUST 2016 Name of item: DEMOGRAPHIC PROFILE Author: Joanne Field - Manager Strategic Planning and Projects Date of report: 29 July 2016 Document number: A1752631 Executive Summary The purpose of this report is to introduce the Demographic Profile. This profile provides an insight into the people of the Far North compared with the Northland Region and New Zealand. The profile will aid Council’s strategic planning and decision-making. This report outlines the intended release to the public. Bound copies of the Demographic Profile will be provided at the Committee Meeting.

1) Background Over the last six months, Council staff have been working on gathering relevant statistics for the Far North. This is now presented as a Demographic Profile; parts of which were presented to the Economic Development Committee in April 2016. It has since been updated Most of the information is provided by Infometrics, which Council jointly subscribes to with the other Northland Councils and .ID who provide atlas analysis and forecasting of Census data on the FNDC website under “Our District/Community Profiles” or at http://profile.idnz.co.nz/far-north.

2) Discussion and options It is intended that this Demographic Profile will be further updated as other statistics are analysed. Because most data is Census related, a full review and update will not be undertaken until after the 2018 Census. It is proposed that the publication will released in the following ways: • Bound copies available in Council Service Centres • Electronic copy available on the Council Website and the OVOV website • Press release to media and load to Facebook directing people to the website • Offer presentations to NIF, NIF Strategic Forum and the OVOV Stakeholder Reference Group. Because of the size of the document, it is not suitable to provide as an electronic attachment. Bound copies will be provided under separate cover in advance of the meeting.

3) Financial implications and budgetary provision There is budget available in the Strategic Planning budget for printing the profile.

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

Document number A1752631 Page 1 of 2

Manager: Kathryn Ross - General Manager Strategic Planning and Policy Group

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 This work informs policies and Community outcomes. Community Outcomes

Possible implications for the relationship The profile will be of use for Māori in of Māori and their culture and traditions their planning. with their ancestral land, water, site, waahi tapu, valued flora and fauna, and other taonga.

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

Does the issue, proposal, decision or other Not significant matter have a high degree of significance or engagement as determined under the Council's Policy #2124?

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

Financial Implications and Budgetary No financial implications, budget is Provision. available for printing Chief Financial Officer review The Chief Financial Officer has not reviewed this report.

Document number A1752631 Page 2 of 2 Attachment Item: 5.1d MEETING: STRATEGY AND GOVERNANCE COMMITTEE 25 AUGUST 2016 Name of Item: PROGRESS REPORT: TE MANAWATOOPU - OUR VOICES, OUR VISION, OUR JOURNEY Author: Joanne Field - Manager Strategic Planning and Projects Date of Report: 02 August 2016 Document Number: A1754379 Executive Summary The purpose of this report is to provide an update on Te Manawatoopu - Our Voices, Our Vision, Our Journey project. It outlines project activities, timeframes and resourcing requirements until March 2017.

1) Background This progress report provides an update on Te Manawatoopu - Our Voices, Our Vision, Our Journey project (the Project) including project timeframes and resourcing requirements until March 2017.

2) Discussion and options Since the adoption of the District Vision and Statements of Kaupapa and Purpose in August 2015, Stage II has commenced and steady progress is being achieved. The Strategic Planning and Policy, Communications and Community Development Teams are supporting the work of the Stakeholder Reference Group (SRG) which includes the services of a contracted project manager. Outlined below is a summary of the projects key activities for 2016 which includes timeframes and ongoing resourcing requirements until March 2017. Current Governance Arrangements In April 2016 the SRG confirmed its ongoing support for the Project. The SRG has agreed to meet monthly and the key phases for 2016/2017 have been identified (see Attachment 1). Representation on the SRG includes members from tangata whenua, industry, community, industry, Council, arts and environment. In June 2016, the SRG agreed a framework and set of principles for project governance arrangements (see Attachment 2). In regards to project governance the SRG agreed their role is to 'explore, deliver and establish a model that takes responsibility for achieving the vision.’ The governance model is a practical structure for catalysing and coordinating delivery of actions. Future Governance Arrangements The SRG has been exploring options for an entity to have guardianship of the district vision (Attachment 2). In particular, the SRG agreed: • Governance arrangements will be finalised by or before the end of 2016; • The name for the governance entity as ‘Te Manawatoopu – Our Voices, Our Vision, Our Journey’ (Te Manawatoopu); • The governance entity should be independent of Council and representative of key stakeholders throughout the District;

Document number A1754379 Page 1 of 10 • A secretariat will provide day to day coordination and delivery of the work programme; • A technical working group will provide specialist advice as required to the governing entity; • The purpose of Te Manawatoopu is to: o promote the District Vision; o facilitate community groups and organisations in undertaking activities that will achieve it; and o monitor and report on progress. Until the governance entity is in a position to resource itself, support will be required to provide secretariat services by Council; either as a budget commitment or through council staff time, budget for specialist advice from technical adviser/s, and project infrastructure (meeting fees, project space and funds for projects). Suitable governance arrangements are still being explored, and once finalised resourcing implications will be defined and a business case developed for Council. Project Communications and Engagement The SRG identified project communications and engagement as important tasks to ensure communities and key stakeholders continue participating in Stage II activities and input into project governance arrangements. The SRG is working with the Council’ Communications Team to develop logo and branding options, as well as a website redesign. The Communications Team is also developing an electronic newsletter template so the SRG can keep stakeholders informed about the project in a cost-effective way. In regards to engagement the SRG has agreed that a soft vison/project launch is appropriate for Stage II and once project governance arrangements are finalised a full public launch will be undertaken. The soft launch will happen as part of the website redesign. Attachment three is a draft paper to support initial conversations about the vision, it is yet to be endorsed by the SRG. Below are two other initiatives to promote the vision: • Community Development Advisers Workshop Community Development Advisers are a key stakeholder in the design and delivery of the project. As part of Stage II the SRG has agreed to hold a workshop with Community Development Advisers from across a range of district organisations (local and central government, iwi/hapu, health providers, NGO’s, community, youth and environmental) to seek their input into project design, and delivery; and identify district initiatives that may be appropriate for project support. • Creative Northland Youth Initiative Creative Northland has engaged AKAU (a design and architecture studio based in Kaikohe that specialises in youth engagement) to deliver 3x2 day workshops in Kaikohe, Kaitaia and Kerikeri to explore the District Vision values, expectations and statements over September-November 2016. The body of work created during the workshops will be displayed around the district using 3D projection mapping which will be showcased during the April 2017 Northland Youth Summit. The Department of Conservation (as a member of the SRG) has made a financial contribution towards the project. FNDC Sustainable Development Strategy Staff continue to work on the development of a Sustainable Development Strategy to guide Council in its activities to achieve the District vision ‘He Whenua Rangatira - A

Document number A1754379 Page 2 of 10 District of Sustainable Prosperity and Wellbeing’ (see Attachment 3). The demographic modelling and forecasting which will produce a comprehensive base line data set and spatial plan to inform the Sustainable Development Strategy is near completion. This work will help inform a social and economic profile of the Far North District which is scheduled for publication by September 2016. Project Plan Revision Revision of the previous project plan has been made to align with changes to project focus and resourcing. The SRG agreed the ‘share an idea’ campaign to engage people on ideas for activities which could be undertaken to contribute to the vision, would be delayed until governance arrangements are finalised. This has also meant the decision-making framework focus groups which were scheduled for the same time have been postponed, although work continues on the framework, and some engagement continues. As previously mentioned, the focus of the SRG is the development of project governance arrangements, high level outline of the vision, and supporting research.

3) Financial implications and budgetary provision There is budget for the development of the Vision and Sustainable Development Strategy in 2016. Funding a new entity to be guardian of the Vision will require additional funding. This will be the subject of a business case later in 2016.

4) Reason for the recommendation This report provides an update on project progress including work plan changes, summary of project key activities for 2016/2017 and indicates project resourcing which will be the subject of a report at a later stage.

Manager: Bill Lee - Acting General Manager Strategic Planning and Policy Group

Appendix 1: OVOV Strategy development - Key phases for 2016/17

Appendix 2: Te Manawatoopu - Our Voices, Our Vision, Our Journey, Potential Governance Structure and Delivery Plan Discussion Paper Appendix 3: Our Vision: He Whenua Rangatira A District of Sustainable Prosperity and Wellbeing - Summary of 2015 District Consultation

Document number A1754379 Page 3 of 10 Compliance schedule: Full consideration has been given to the provisions of the Local Government Act 2002 S77 in relation to decision making, in particular: The decision-making process has sought to — a) identify all reasonably practicable options for the achievement of the objective of a decision; and b) assess those options by considering— i) the benefits and costs of each option in terms of the present and future interests of the district or region; and ii) the extent to which community outcomes would be promoted or achieved in an integrated and efficient manner by each option; and iii) the impact of each option on the local authority's capacity to meet present and future needs in relation to any statutory responsibility of the local authority; and iv) any other matters that, in the opinion of the local authority, are relevant; 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.

Relationship with existing policies and The Vision will inform Community Outcomes. Community outcomes. The Sustainable Development strategy will inform future policies.

Possible implications for the relationship of Māori need to be consulted as part of Māori and their culture and traditions with developing these strategies their ancestral land, water, site, waahi tapu, valued flora and fauna, and other taonga.

Views or preferences of persons likely to be Consultation will be required as the affected by, or to have an interest in the strategies are developed matter, including persons with disabilities, children and older persons.

Does the issue, proposal, decision or other Not at this stage. matter have a high degree of significance or engagement as determined under the Council's Policy #2124?

If the matter has a Community rather than a District-wide relevance. Community Boards District wide relevance has the Community will be engaged as part of the Sustainable Board's views been sought? Development Strategy.

Financial Implications and Budgetary Current work is budgeted for, future work Provision. will be the subject of a business case at a later stage. This is not currently budgeted Chief Financial Officer review. for.

Document number A1754379 Page 4 of 10 ATTACHMENT ONE:

OVOV Strategy development – Key phases for 2016/17

Develop Governance Launch Vision Community Engagement Research Support Activities FNDC Sustainable Development Arrangements Strategy & Spatial Plan Aim To develop and implement a To increase public awareness of, Through the website encourage Undertake research to support To develop a FNDC Sustainable governance arrangement that and buy-in to the district vision residents and organisations to provide strategy development Development Strategy (the Strategy) will support implementation of their best ideas of activities to help the and Spatial Plan (a layered GIS map the strategy to meet the district District reach its vision (based on depicting the current state of the vision. themes from OVOV submissions) district and potential future scenarios) to guide Council activities to achieve the District Vision Key Investigate options for Develop draft youth campaign brief Investigate asset-mapping methods by Stocktake research areas and Preliminary research for Strategy activities permanent governance such by 21 April (Creative Northland and June 2016 (to inform a District spatial sources by June 2016 June/August 2016 and as a Trust AKAU) plan) Undertake research over July- Commence drafting Strategy timeframe Present options and Stakeholder presentation and key Schedule small workshops to aid September 2016. This will include framework July/September 2016 recommendations to the SRG messages completed by November research over October/December 2016 demographic forecasting, sustainable Preliminary forecasting report in June 2016 2016 Media campaign to support the launch development research, consideration completed by June 2016 Undertake legal investigations Plan for engagement developed by of the governance entity in June 2017 of existing strategies, and gap Final forecasting report finished by over August/September 2016 27 May 2016 Engagement campaign over two analysis to reach the district goals. September 2016 Business Case to SMT by Creative Northland workshops with months post launch. Spatial Plan drafted by 2017 October 2016 and Council by young people over October 2016 Strategy completed by December February 2017 school holidays 2016 and adopted by March 2017 Aim to launch the new entity by or before June 2017 (to align with AP timeframes) Engagement Media/Social media Utilise community champions Small workshops with selected Small workshops with key methods Presentations to stakeholders Media/Social media stakeholders to prioritise ideas stakeholders as required Online forms including the Community Adviser Relevant Council teams Email address Workshop Community Development team Group workshops Suggested Northland Mayoral and CE forums Revisit a selection of groups from NIF Strategic Forum NIF Strategic Forum target Northland Intersectoral Forum phase one Nominated Iwi/hapu representatives Nominated Iwi representatives groups Iwi CEs and Chairs General public Community Boards Community Boards Community Boards Make It Happen Te Hiku & Te Hiku Make It Happen Te Hiku & Te Hiku Business development associations Social Accord Social Accord FNDC staff Community champions Community champions General public Elected members Elected members Begin call for community champions Young people for murals Notes Builds off recommendations Start getting advocacy and buy-in Community engagement will be and case studies from the by promoting to key groups ongoing and opportunities will be background paper. Engaging youth is a key focus area identified as the project progresses Important to develop the project as a district initiative, supported by communities.

Document number A1754379 Page 5 of 10 ATTACHMENT TWO: SRG June 2016, meeting paper which was agreed.

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Document number A1754379 Page 9 of 10 ATTACHMENT THREE:

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