President's Report

President’s Report

2002/2003

NEW ZEALAND SOCIETY OF LOCAL GOVERNMENT MANAGERS 8th Floor, Local Government Building, 114-118 Lambton Quay, PO Box 5538, Wellington Ph 04 494 6251, Fax 04 494 6259, Email [email protected] Website www.solgm.org.nz

Principal Sponsors

PRESIDENT’S REPORT

INTRODUCTION

When I present this report at the AGM on 8 September, I will have been President for just over two months. Accordingly, I must acknowledge and thank my predecessor, Warwick Bennett, for his excellent leadership and contribution as President during 2002/2003. I also need to thank the members of the former Executive Committee for their positive contribution to SOLGM’s governance during the past year:

• Tony Marryatt (Vice President) • Praful Rambhai (Northern Branch) • David Kelly (Midlands Branch) • Phillippa Wilson (Central Branch) • Wes ten Hove (Wellington Branch) • Bob Dickinson (Top of the South Branch) • Athol Stephens (45 South Branch)

I also welcome and look forward to working with the newcomers to the Executive Committee:

• Ross McLeod (Northern Branch) • Toby Hall (Central Branch) • Malcolm Thomas (Wellington Branch)

Relationship with Local Government New Zealand

I want to particularly compliment my predecessor, Warwick Bennett, for his work during his Presidency, to not only consolidate, but strengthen considerably the working relationship that SOLGM has with Local Government New Zealand.

During 2002/2003 the two organisations worked cooperatively on a number of issues. The Local Government KnowHow venture with Local Government New Zealand, the Department of Internal Affairs, and SOLGM, was perhaps the prime example of our collaborative work. This was a project which delivered considerable benefits to the sector in providing guidance on a wide range of topics relating to the implementation of the new Local Government Act 2002, and its companion Act, the Local Government (Rating) Act 2002. Through the Local Government KnowHow programme, SOLGM met the following KRA in the Annual Plan:

KRA 1: To successfully partner with Local Government New Zealand and the Department of Internal Affairs in undertaking the Legislative Implementation Programme.

There are also a number of other important areas where we worked, or are still working together. Some examples are:

• the Local Government Building Act Project team, convened by Local Government New Zealand, • the Strategic Plan for e-Local Government, convened by Local Government New Zealand, and involving SOLGM, ALGIM and Local Government Online, • the Dog Control Project team, chaired by Local Government New Zealand, • SOLGM’s Financial Management and Electoral Working Parties, upon which Local Government New Zealand is represented.

Other areas of joint cooperation with Local Government New Zealand include the Local Government Sector Training Needs Analysis Project, convened by LGITO, and the STV Steering Committee, and the Dog Control Working Party both convened by DIA.

Much of SOLGM’s work in the areas mentioned above, relate to our industry leadership work where we advocate and input into policy and legislative development and implementation issues affecting local government. Later in this report, the key outcomes of this work programme are covered, under the heading “Working Parties and Advocacy”. However, members will see, from the draft 2003/2004 Budget and Annual Plan, that SOLGM will undertake an industry good work programme, costing $73,750. This represents a very small increase in the cost over last year’s programme. I have advised Basil Morrison, President of Local Government New Zealand, of our work programme and I am very pleased Memorandum of to advise members of his positive support of it. Understanding soon to be signed between Given the collaborative and cooperative working Local Government New relationship with Local Government New Zealand, it Zealand and SOLGM appeared logical that some formal recognition of this relationship be developed. At a meeting between the two Presidential teams last April, Warwick Bennett proposed the development of a Memorandum of Understanding between the two organisations. A draft Memorandum was prepared and has been considered by both the SOLGM Executive Committee, and the National Council of Local Government New Zealand, and agreed to.

I am hopeful that the President of Local Government New Zealand, and I will be able to sign the Memorandum of Understanding at our Annual Conference. The Memorandum will underpin the collaboration, cooperation, and partnerships between SOLGM and Local Government New Zealand into the future. I am looking forward to entering into this Memorandum of Understanding, it will be the culmination of considerable relationship building work by both Darryl Griffin and Warwick Bennett during their Presidencies over the last four years.

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SOLGM’s Strategic Direction

In last year’s Annual Report, my predecessor outlined in-depth, the development of the Strategic Direction SOLGM had been following from 1997. He also advised of the success SOLGM was having in advancing that Strategic Direction, and that there was general agreement by the Executive Committee that it remained a relevant direction for SOLGM to focus on during the next two to three years.

Following examination of our continued progress against this Strategic Direction, in March this year, the Executive Committee considered it unnecessary to hold its annual strategy review day. Nonetheless, at its meetings of 21 March and 23 May, the Executive did discuss in-depth SOLGM’s role and functions. These discussions are reflected in the significant resolution, agreed at our 21 March meeting, setting out SOLGM’s position on a range of activities and roles. Aspects of this resolution form the foundation of the proposed Memorandum of Understanding between SOLGM and Local Government New Zealand and also the Key Result Areas in the Annual Plan and Budget for 2003/2004.

SOLGM PERFORMANCE AGAINST

2002/2003 ANNUAL PLAN

Financial

For the past three years, we have continued to set a Key Success Area for SOLGM regarding our financial surety. The measure is outlined below:

Key Success Area: To further develop a sound financial foundation for SOLGM through the establishment of a $150,000 Business Fluctuations Reserve by June 2004.

As the attached Audited Financial Statements show, SOLGM’s overall financial position has continued to improve with 2002/2003 being the third successive year a surplus has being returned. The surplus for the financial year was $76,574. Progress against the $150,000 Business Fluctuations Reserve at the end of the financial year is $126,227, being an increase of $22,968 during the year. The following chart shows this growth.

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Business Fluctutions Reserve Growth SOLGM’s financial basis further 150,000 126,227 strengthened 103,259 100,000 $ 51,726 50,000

0 2000/2001 2001/2002 2002/2003

Once again, a major contributor to SOLGM’s improving financial position was the financial performance of the SOLGM Opus Business School, which is covered later in this report. Also of significance, was the first year’s operation of SOLGM’s ‘Family of Sponsors’. The $164,000 received from this ‘Family’ enabled SOLGM to provide a wider range of services to members and also greatly relieved the Northern Branch Conference Organising Committee from the onerous task of raising significant sponsorship for our 2002 Annual Conference. The following pie chart also demonstrates the growing diversification of SOLGM’s revenue sources.

SOLGM Revenue Sources

Business School 1% Family of Sponsors 2% 1% Subscriptions 3% 1% Industry Good Contributions 6% Trading 8% Conference

Branches 14% 64% Awards

Interest

(Please note: revenue sources are listed in order, highest to lowest)

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Centre of Excellence

In 2002/2003, the main challenge for the Centre of Excellence Advisory Board was the following KRA:

KRA 2: To identify and promote examples of local government good practice management and to develop and contribute to the promotion of good practice guidelines and codes.

In pursuing this KRA, the Centre of Excellence undertook a range of activities. To assist us in this, SOLGM employed Don Day who has significant experience in senior local government management. Don has considerably increased our capability and capacity to develop tools and guidelines on managerial good practice. He has also contributed to the good practice work of both the Financial Management Working Party and the SOLGM Electoral Working Party.

The main areas of focus for the Centre of Excellence were as follows:

(a) Manager Exchanges

Exchanges for 2003 were awarded as follows:

• Civic Assurance, United States Exchange – Michael Ross, Chief Executive, Southland District Council, to exchange with David Osberg, City Administrator, City of Hastings, Minnesota

• Jardine Lloyd Thompson, United Kingdom Exchange – Peter Guerin, Chief Executive, Rotorua District Council, to exchange with William Saunders, Chief Executive, East Staffordshire Borough Council

• Jardine Lloyd Thompson Australian (Federal) Exchange – Malcolm Thomas, Manager, Community Services, Kapiti Coast District Council, to exchange with Brendan Dowd, Director Technical Services, Darwin City Council

• Jardine Lloyd Thompson New South Wales Exchange – Paul Lambert, City Promotion Manager, Upper Hutt City Council, to exchange with Jennifer Harvey, Property and Conveying Officer, Baulkham Hills Shire Council

• Jardine Lloyd Thompson Australian Queensland Exchange – John Sargeant, Promotion and Community Facilities Manager, South Taranaki District Council, to exchange with Phil Brumley, Director Corporate Services, Emerald Shire Council

Congratulations to all our manager exchangees. From the experience and comments of SOLGM members who have previously experienced an overseas exchange, I know that they will provide you all with a valuable learning opportunity and the chance to share managerial experiences with your exchange partner and other managers in your host country.

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I thank both Civic Assurance and Jardine Lloyd Thompson for their continued sponsorship of our overseas manager exchanges.

(b) Promotion of Good Management Practice

The New Zealand Post Management Excellence Awards are SOLGM’s premier showcase of the continued focus by local government managers on improving how services, functions, and roles are delivered and carried out on behalf of their communities.

In 2002 the Awards continued to receive strong support from local authorities with 28 entries. Through these Awards we have built a significant reservoir of examples of good practice management in local authorities, covering Process Management, Community Relationships, Technology Application, and Management of People. Minister praises It was especially pleasing to see the importance placed on these Awards by the Minister of Local New Zealand Post Government when he presented the Overall Award to Management New Plymouth District Council. I know that following Excellence Award last year’s Conference, the Minister also wrote winners personally to the winners of the Awards, commending them on their initiatives.

It is important to emphasise that these Awards are not just about winning. All entries for the Awards are winners in their own right. They reflect the managerial good practice initiatives within individual councils, for the betterment of their communities, and, most importantly, the initiatives are then shared with the sector at large.

I thank New Zealand Post for their continued sponsorship of the Awards, which would not be possible without their support and encouragement. It was most gratifying to see this continual sponsorship rewarded with increased entries in 2003. The Award winners are to be announced at our 2003 Annual Conference.

Members will recall that in 2001/2002, we SOLGM, ICMA, LGMA collaborated with ICMA and LGMA in organising to hold another the International ICMA Best Practices International Best Symposium in Sydney. This was a very Practices Symposium successful event, involving case studies from the in May 2004 USA, Australia, and New Zealand. Since then, the three organisations have agreed to hold another International Best Practices Symposium, in Melbourne on 21 to 22 May. Arrangements are now being made for that Symposium. There will be six case studies, with two of them coming from New Zealand. Proposals for the New Zealand case studies were sought in

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July, and these will be assessed over the next few weeks, to determine which case studies will be New Zealand’s contribution to the Symposium. I am confident that the Symposium will provide a valuable international forum to showcase best management practice in New Zealand local government.

The 2002/2003 Annual Plan provided for the transfer of the Legal Compliance Programme to SOLGM by 30 December 2002. Following discussions with Marlborough District Council, which has been managing the project, it was agreed that a more suitable date for transfer would be the start of the 2003/2004 financial year. This longer lead time has allowed us however, to better examine the project, and plan for its assimilation fully into SOLGM. It has also allowed us time to assess aspects of the project and explore particular ways whereby we will be able to deliver greater value to participating local authorities. At this stage I would like to thank all those 82 local authorities who participate in, and support, the programme.

Finally, in terms of identifying and promoting good management practice, I would like to once again to thank Bob Vine, Executive Director of Local Government Online, for his sterling work. Bob has continued to identify, compile and publicise articles, plans, policies, projects, and other items of good practice of interest to local government managers, through his weekly ‘What’s New’ column, and in the Resource Library of Local Government Online. In this regard I particularly mention the valuable contribution that the ‘LGA’ Implement Issues LISTSERV played in linking hundreds of officers as they went about implementing aspects of the new Local Government Act 2002.

Last year my predecessor advised of the Executive Committee’s decision to replace ‘The new electronic LEADERS with an electronic magazine, based mag is awesome.’ on a model developed by SOLACE, our sister Pulse reader organisation in the UK. This has been achieved, and you will all be aware of the new Pulse magazine, which we introduced in November 2002, and have to date published three editions.

The Executive Committee is very pleased with ‘I appreciated the wide the success of this initiative. It has also received considerable praise from many quarters, on its range of views, but I mode of delivery, presentation, and content. It is also think the method quite surprising where some of this praise of presentation, short comes from, which demonstrates that this articles, relevant and to electronic form of magazine is being widely sent the point, is the major by members to other people interested in local thing that make it so government management. This is great, and implements one of our aims for the new attractive’ magazine to raise the profile of our profession, Pulse reader with as wide an audience as possible.

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Finally, I would like to thank the Advisory Board members, Praful Rambhai, Wes ten Hove, David Kelly, and Clare Hadley for their contribution during the year, and also Don Day for his support services to the Board.

Local Government Online

The following KRA was set for SOLGM in relation to Local Government Online:

KRA 3: To work with and support Local Government Online in its mission: to help local government transform into e-local government through innovative leadership and by providing leading edge services and facilities.

The Executive Committee is very satisfied with the development and direction that Local Government Online is taking. There is little doubt that it is now the recognised internet portal for local government in New Zealand. The report below from the company Chairperson, Paddy Clifford, bears this out.

In terms of the KRA, SOLGM, in conjunction with Local Government New Zealand, ALGIM and Local Government Online, organised the very successful e-Local Government Forum held in August 2002. At this Forum the Local Government New Zealand convened draft Strategic Plan for e-Local Government was first discussed. The Strategy has now been finalised, and Local Government Online has responsibility for the implementation of a wide range of tasks under it.

As will be seen from the Chairperson’s report, the 40 plus LISTSERVS are one of the major services provided by Local Government Online to the sector. To further develop these LISTSERVS and their utility, investment is required in new software and licenses. To facilitate this, the SOLGM Executive Committee has approved a $10,000 loan to Local Government Online, for this purpose. Our co-shareholders, ALGIM, has likewise approved a similar loan. The loan is to be paid back by the end of the 2003/2004 financial year.

At this point, before referring to the Chairperson’s report, I would like to thank SOLGM’s appointed Directors on the Board of Local Government Online, Paddy Clifford and David Smith, for their contribution to the Company throughout the year.

Report by Paddy Clifford, Chairperson of Local Government Online Limited – www.localgovt.co.nz

The directors of the company in office as at the end of 2002/2003 were: Paddy Clifford, David Smith, Michael Harte, and Michael Manson

Vision

Local Government Online’s vision for the company is:

“To help local government transform into e-localgovt through innovative leadership and by providing leading-edge services and facilities”.

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Our 4 Key Missions are:

1 To provide easy on-line access to local government information and services to benefit our people

2 To provide innovative products and services to benefit our people

3 To ensure that our people’s participation in local government democracy will be higher than it is today

4 To ensure effective local government leadership of e-business initiatives for the benefit of the whole community

Local Government Online Performance

Local Government Online’s financial performance shows a very small net loss after tax of $907 for the year 2002-03. This result was mainly due to a drop in advertising revenue during the year. Even with this small loss, it has been an extremely busy year for Board members and the Executive Director, Bob Vine. The Board has achieved much for the sector and the following outlines the key developments this past year.

Local Government Online Website

In the last year we lifted from 2.2 million hits on our website to around 3.3 million. It must be noted however, that the 3.3 million hits on 2002/2003 statistics were affected through the year by the Local Government development of a new website incorporating the all Online important content management system. The statistics for July 2003 show a real growth spurt and we can confidently expect to come close to the 3.9 million hits mark in the new year. Probably the more important measure is visits. These are estimated at 240,000 for the new year as against 156,000 visits in the report year.

Once again, our Resource Library with over 2,000 items for sharing within the sector was a very popular facility.

Mailing Lists (LISTSERVS)

Local Government Online offers a very special service to the local government sector by providing Mailing 3,500 local authority Lists that provide a unique email communication tool officers connected for the sector’s different professional groups. Sharing through 44 LISTSERVS of information is one of our sector's greatest strengths creating 45,000 and the Mailing Lists provide this collaborative tool interactive emails per directly to sector staff. week

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The last year has seen the Lists go from strength to strength, with

• 3,500 local government staff subscribed to 44 individualised Mailing Lists

• a new List established for Mayors/Chairs

• around 45,000 interactive Mailing List emails a week – 80% increase since last year

The most successful Mailing List: “LGA-Implement-Issues” with 440 subscribers at times generated over 8,000 emails per week. This List provided invaluable assistance to managers coming to grips with the new Local Government Act. It has provided real savings for councils through the sharing of draft policies and procedures. Councils have also saved in staff time and reduced the use of consultants and lawyers.

The local government Mailing Lists have now expanded to include:

• Chief Executives • GIS Staff • Chief Finance Officers • Rating Officers • Personal Assistants • Communications' Managers • IT Managers • Information and Records Managers • Asset Managers • Emergency Management Managers • Planners • Napier Computer Systems Users • HR Managers • G9 Forum - Central North Island local • Committee Advisors authorities • Strategic/Corporate Planners • SOLGM Branch Secretaries • Policy Analysts • SOLGM Executive • Customer Services • SOLGM Branch Presidents • Property Managers • Community Online Users • Local Government Lawyers • Community Facilities' Managers • Electoral Officers • LOCALGOVT.PROCURE (7) • Women Managers • E -Local Government • Regulatory Managers/Officers • Web Managers • Building Control • Network Administrators • Animal Control • Wellington Rating Group • Parking Enforcement • Wellington Events Co-ordination • Community Development • Local Government Act • Mayors/Chairs Implementation

Local Government Online is willing to establish new List groups to meet the needs of the sector. An innovation this year has seen the creation of a Team Services mailing group for the Wellington Leaders’ Forum.

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Local Government Collaboration

Local Government Online worked closely with Local Government New Zealand, SOLGM, ALGIM, State Services Commission, Ministry of Economic Development and various local authorities in the development of the Strategic Plan for e-Local Government. We are also collaborating on the issue of "Broadband" to help improve awareness of this crucial infrastructural development in New Zealand.

Local Government Online is active in helping to implement the recently released Strategic Plan for e-Local Government.

The strategy has four key themes:

• Providing easy online access to information and services (Transforming services) • Developing innovative products and services • Enhancing people’s participation in local democracy (Renewing local democracy) • Providing community leadership on e-business initiatives (Promoting local economic viability)

E-local government is at the heart of the drive to modernise local government and enhance the quality of local services and the effectiveness of local democracy

LGOL.online Services

Local Government Online views attainment of Five modules covering forms, maturity in Internet-process integration as a three level progression. consultation, registration, personalisation, and workflow 1 Informational – which offers ability for under development the public to receive information via the Internet (this is where local government generally fits at the moment)

2 Transactional – which offers the facility for the public to use the Internet to complete transactions with Councils including consultation processes and payments

3 Transformational – the modern way of doing business, using the Internet predominantly to deliver services and engage with communities.

Each council will be at a different stage of this journey and regardless of which stage each council is at, Local Government Online is able to assist.

The Local Government Online Board decided to develop five modules to assist in the development of e-local government and work was commenced for offering these products in the coming year:

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Module Description “Forms” This module provides a set of tools for designing, building, and operating online forms. “Consultation” This module provides a set of tools and processes for the operation and management of online public consultations – ideal in the new Local Government Act environment. “Registration” This module provides a set of tools and processes for registering citizens for online services. “Personalisation” This module works in conjunction with the Registration module to provide citizens with the ability to personalise their experience of online services “Workflow” This module provides a simple workflow engine for routing online service forms and consultation submissions to council staff.

We have branded this product “LGOL.online Services” and we have commenced canvassing for expressions of interest in both acquiring modules and working collaboratively on development.

LGOL Procure

New Zealand is one of the first countries in the world to offer a full electronic procurement service to local government. Local Government Online has been able to do this by partnering with other companies.

Workplace Attitudes Study

Local Government Online teams with HR practitioners John Robertson and Associates to provide an online survey and benchmarking offered to the local government sector at discounted rates.

Legal Compliance Programme

Local Government Online will soon host the SOLGM “Legal Compliance” programme website.

Community Online (COL)

16 Councils are currently using the Community Online Council template website with only one council in New COL websites growing Zealand without a web presence. Five councils have in number and in been provided with a complimentary basic website development options using the Local Government Online website as a database.

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Community Online members include:

• Ashburton District Council - www.ashburtondc.govt.nz • Banks Peninsula District Council - www.bankspeninsula.com • Clutha District Council - www.clutha.govt.nz • Environment Southland - www.envirousouth.govt.nz • Grey District Council - www.greydc.govt.nz • Hastings District Council - www.hastingsdc.govt.nz • Hurunui District Council - www.hurunui.govt.nz • Matamata-Piako District Council - www.mpdc.govt.nz • Otorohanga District Council - www.otodc.govt.nz • Palmerston North City Council - www.pncc.govt.nz • Rodney District Council - www.rodney.govt.nz • Taupo District Council - www.taupodc.govt.nz • Thames Coromandel District Council - www.tcdc.govt.nz • Waitomo District Council - www.waitomo.govt.nz • West Coast Regional Council - www.wcrc.govt.nz • Western Bay Of Plenty District Council - www.wbopdc.govt.nz

An additional two councils will soon be online with COL sites. It is expected that another 5 councils will adopt the COL product through the next year.

The COL product now includes “Content Management”, essential in spreading the maintenance workload across an organisation rather than having responsibility vested in just one person or a few. Four councils now have Content Management, all new sites will incorporate the solution and several intend to move to the content management platform this year.

Another significant initiative is that Invercargill City Council and Hauraki District Council – non COL customers – are now hosted under the LGOL Plan.

“What’s New”

Our Executive Director, Bob Vine, produces a “What’s New” newsletter which is circulated each week to 3,500 local government staff. This has been upgraded to a new style.

Conclusion

Notwithstanding the above achievements and advances made during the financial year, for 2003/2004 we needed to increase the council subscription due to:

• increased costs of operation, • the need to expand resources, in particular, to meet Local Government Online’s obligations under the recently adopted Strategic Plan for e-Local Government , and • reduced sponsorship.

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This is the first increase of any substance in the 6 year history of Local Government Online.

The Board really appreciates the support it receives from local authorities, particularly in regard to continued subscription payments

The year ahead will see greater emphasis on maximising the revenue potential for the well established niche markets within the local government sector.

I would like to record my appreciation to the Board members for their major effort during this past year and in particular to Bob Vine for his significant contribution and dedication to Local Government Online.

Building on its considerable progress to date, and services provided, you can be assured that Local Government Online Limited will continue to work in the interests of and be the natural Internet portal for the local government sector.

SOLGM Opus Business School

The following KRA was set for the Business School in 2002/2003:

KRA 4: to maintain value (financial and non-financial) for members in the operation of the SOLGM Opus Business School.

This year the Business School continued to make a major contribution to SOLGM on several fronts. There is absolutely no doubt that it enabled SOLGM to considerably advance one of its objectives – ‘Providing services to members aimed at furthering their personal development’. Also, the range and calibre of its courses and the number of people from local government they attracted resulted in the Business School raising SOLGM’s profile. Finally, the Business School was very successful financially, in its operation. As members will see from the report below by the Chair of the Business School Advisory Board, Tony Marryatt, the above KRA 4 was well and truly met.

Report by Tony Marryatt, Chairperson of the SOLGM Opus Business School Advisory Board

I am pleased to report that the Business School achieved the above Key Result Area.

In 2002/2003 the Business School ran 15 seminars/forums. These events were attended by a total of 982 local government managers and officers, and in some cases, others with an interest in local government management. Also within the Business School’s operation was the New Zealand leg of the LGMA Management Challenge. Over the year the Business School created a surplus of $219,400. Much of this surplus contributed to other activities of SOLGM.

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Training and Development Seminars/Courses

The evaluation summaries from all SOLGM Opus Business School events were posted on the SOLGM website shortly after completion. The summaries show that in 2002/2003 all events were rated by the majority of participants, in terms of overall satisfaction, as ‘excellent’ or ‘very good’. Also, overall, comments on evaluation forms were very favourable and the seminars scored highly in terms of ‘value for money’ and ‘usefulness’. The following pie charts show the aggregated results.

Business School Events - Business School Events - Aggregated Value for Money Rating Aggregated Satisfaction Rating 0% 4% 4% 0% 15% 15% 29% 34%

47% 52%

Excellent Very Good Good Fair Poor

For the first time, in 2002/2003 the Business ‘This was the best School added two conferences to it’s schedule of events. In past years, the annual Local conference I have been to Government HR Conference had been run by as far as content was North Shore City Council, but was transferred to the concerned. Very realistic Business School in 2002. The attendees were delivery this year.” informed, updated, and entertained on many HR Conference evaluation aspects of human resources and given the chance to showcase their most successful HR projects and initiatives. This was an extremely successful and highly rated event which will become an annual fixture on the Business School’s calendar.

The second conference was run in response to a request from Western Bay of Plenty District Council. The Bay Roads Exposed Conference focused on the unique 10 year performance based contract that Western Bay has entered into with Transit New Zealand and Opus International Consultants. It was held in Rotorua and attended by 155 interested parties from both inside and outside local government. This conference attracted considerable sponsorship and was an overwhelming success in many ways, including raising the profile of the District Council, SOLGM and the Business School significantly. I would like to extend our thanks to the team at Western Bay of Plenty District Council and Opus International Consultants for giving us this opportunity and for their help and support.

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The registrations for the annual Chief Executives’ Forum increased once again this year, to 60 (although a few were unable to make it on the day). This event is now seen as one of the most significant of the year for local authority Chief Executives to network with their peers and discuss issues of significant managerial/organisational impact.

The other annual events listed below continue to be well attended and show excellent results: ‘I recommend this to all managers who need to • Team Leaders’ Course reframe, even if they don’t • Women in Local Government Management think they do. Thanks.” Forum Middle Tier Leadership • Financial Management Seminar Course evaluation • Communications Managers Seminar • Senior Personal Assistants/Executive Assistants’ Seminar • Leadership Course for Middle Tier Managers • Committee Secretaries/Advisors’ Seminar

Two Forums on electoral issues were held during the year. The first Forum in July addressed issues relating to the choice between STV and FPP voting. The second one in April dealt with the new Representation Review provisions inserted in the Local Electoral Act.

The third of our leadership courses, Transformational/Transactional Leadership for Chief Executives and Senior Managers is being reviewed, due mainly to low attendance. The Business School is committed to offering leadership training at this level, and is exploring other options.

The newly introduced competency based courses in the areas of Negotiation Skills and Policy Development continue to be very popular.

• The Negotiating and Managing Conflict course was not run in the 2002/2003 financial year as we moved it to August to distance it from the Leadership Course for Middle Tier Managers. However, significant development work was done on the course. We have added a second trainer, Colin McKenzie from Conflict Management NZ. Colin holds a Masters in Conflict Resolution from New York University and he is an accredited mediator who lecturers in Negotiation at Harvard Law School. This will add another dimension to Claire Baker’s considerable skills and local government knowledge.

• With the help of Dr Claudia Scott, Professor of Public Policy at Victoria University, we ‘Excellent seminar. enhanced the two programmes for our policy Practical tools and development seminars. The introductory techniques offered … course for those new to policy work, was, once looking forward to the again, held in June. It was presented by Advanced Programme.” experts from within the local government Policy Development Course sector, consultants and academics and evaluation received high praise from participants.

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The advanced seminar for experienced local government policy managers and analysts has been retitled ‘Strategic Policy Development’. Registrations have once again been high.

The support shown to the Business School by Opus continues to be invaluable. The additional input provided this year for the Bay Roads Exposed Conference made all the difference to the success of that event. The Opus presence was maintained at all Business School events. Profiles or other Opus publications were included in all handout packs, the Opus logo appeared on all programmes, folders/satchels, and name badges. The free-standing Opus banner was prominently displayed and a slide containing the logo was seen on the screen between presentations. Further exposure for Opus to our members comes via our monthly SOLGM Newsletter and e-magazine, Pulse, as well as a link from the SOLGM website to the Opus website.

Management Challenge

The Local Government Managers Australia (LGMA) Management Challenge continues to grow in strength Record entries from NZ in New Zealand. It’s potential as an important for 2003 LGMA development and training exercise based on real and Management Challenge practical local government managerial situations is now widely recognised. A record 21 entries were received for the 2003 Challenge, and, for the first time, it was necessary to run three New Zealand regional heats (Auckland, Wellington and Christchurch). The New Zealand winner for 2003 was Christchurch City’s Champion Challengers, who went on to be placed third (out of 80+ teams) in the Australasian final in Adelaide on 25 May. Congratulations Christchurch!

Lara Hutton, once again, very effectively coordinated the organisation of the New Zealand regional challenges. Thanks Lara, as always, an excellent job well done! Regular facilitator, Bob Vine was once again assisted by Kinsley Sampson and Sheryl Bryant. We recognise how much effort goes into making this event a success and all your efforts are much appreciated. In particular, as this was the last time that Bob will facilitate the Challenge, I convey our gratitude and thanks to him for all his time and effort in facilitating the Challenge in recent years.

Finally, I would like to express my thanks to members of the Business School Advisory Board, Phillippa Wilson, Sheryl Bryant Bob Dickinson and Athol Stephens for their input and assistance during the year. Also thanks to our Seminar Coordinator, Shayne Duncan, for her part in making this another very successful year for the SOLGM Opus Business School.

Working Parties and Advocacy

SOLGM, through its various Working Parties, undertook a considerable amount of work during the year. This work was primarily funded from the industry good contribution levied on Chief Executives. As I mentioned earlier, the Executive Committee is very appreciative of those 83 Chief Executives who supported our work in this area through the IGC.

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Implementation of the New Local Government Act and Rating Legislation

I have already touched upon SOLGM’s participation in the Local Government KnowHow programme. However, prior to the implementation phase of the new legislation, SOLGM was involved in the policy development phase of that legislation. This work was primarily undertaken in conjunction with Local Government New Zealand. It also involved meeting with the Minister’s Special Advisor on the Bill, and reiterating the key points of SOLGM’s submission to the Select Committee. This particularly related to the Chief Executive’s contracts issue, and the practicability of the then Parts 5 and Schedule 8 of the Bill relating to the financial planning and reporting. While we did not achieve the objective of our submission on the Chief Executive’s contract provisions, the outcome was at least some movement in that direction from what was initially contained in the Bill as introduced.

SOLGM Financial Management Working Party

As Chair of the Working Party, I believe that it made a valuable contribution to a range of financial, planning, reporting and accountability issues, which confronted the sector during the year. The Working Party comprises local authority Chief Executives and Chief Financial Officers and includes representatives from associated agencies, such as Local Government New Zealand, the Office of the Controller and Auditor-General, Audit New Zealand and the Department of Internal Affairs. The expertise that sits around the table ensures that there is a wide perspective of knowledge and experience injected into the work of the Working Party, and we really appreciate the cooperation and assistance of those agencies.

The key areas of focus during the year by the Working Party were as follows:

• monitoring of the Local Government Bill and the new rating legislation prior to enactment • peer reviewing the Local Government KnowHow guidelines on rating • evaluation of heritage assets • reviewing draft Standards Association guidelines on service delivery levels • international accounting standards • consideration of training and development needs for both financial and rating officers, and inputting into training events in these areas, run by the SOLGM Opus Business School • quadruple bottom line reporting – evaluation of MfE work, and the evaluation commissioned from MWH on that work • GST issues in relation to rates remissions, rates penalties, and development contributions

I have enjoyed my time as Chair of the Financial Management Working Party over the last few years. The Work of Financial Working Party, I believe, has played a significant role in Management Working dealing with a wide range of issues from a practical and Party recognised by professional perspective relating to financial planning, Auditor-General reporting and accountability matters. It has been exceptionally pleasing to see some of this work receive

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recognition in various reports from the Office of the Controller and Auditor-General. I wish my successor, Wes ten Hove, all the best in his new role as Chairperson of the Working Party.

SOLGM Electoral Working Party

This Working Party, chaired by Glenn Snelgrove, was exceptionally active during the year. As Glenn’s report below demonstrates, the Working Party has inputted into several initiatives, with particular emphasis on preparation for STV, and has also produced a number of guidelines to assist local authority electoral officers and other staff associated with elections and representation issues.

Report by Glenn Snelgrove, Chairperson of the SOLGM Electoral Working Party

The Working Party has dealt with several key challenges this year, largely around preparation for the 2004 local authority elections.

As members will be aware, all DHB elections in 2004 will be conducted under STV. Ten territorial authorities, along with some licencing trusts, will also use STV in the 2004 elections. Accordingly, the Working Party has committed considerable time and resources to assisting the sector prepare for STV. We have representation on the Department of Internal Affairs STV Implementation Steering Committee. This Committee is overseeing, from the Department’s perspective, its responsibilities for STV. I would like to record STV Calculator to on behalf of the local government sector, our appreciation of be freely available the excellent work the department has, and is still undertaking in relation to the development of an STV Calculator. This to local authorities calculator is essential to enable local authorities to operate STV under the Local Electoral Act. Furthermore, it was extremely pleasing to learn that the calculator will be made available free to local authorities.

The main areas of endeavour by the Working Party relating to STV were:

• the preparing for the Electoral Officers’ Forum on STV in July • the establishment of a Technical Reference Group to assist DIA with technical aspects of the calculator • input into draft STV regulations prepared by the Department • the development and promulgation of guidelines on STV polls • the establishment of focus groups to consider draft model STV voting documents

I expect that much of the Working Party’s work in 2003/2004 will likewise be devoted to preparing and facilitating the sector’s ability to operate STV elections.

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Other areas of work during the year by the Working Party related to:

• the new representation review provisions inserted into the Local Electoral Act via the new Local Government Act 2002. In this regard, through the SOLGM Opus Business School, we held a Forum on Representation Reviews, and following this, issued good practice guidelines on Representation Review Arrangements under the Local Electoral Act 2001. We also inputted into the Local Government Commission’s guidelines on representation review determinations.

• the preparation of a submission to the Justice and Electoral Committee on the review of the Electoral Act relating to national standards for electoral hoardings.

• reviewing the Code of Good Practice Elections and Polls Management with the aim it be completely updated and reviewed, and in place by the end of the 2003 calendar year.

The progress made by the Working Party in the above areas could not have been achieved without the considerable input of expertise and experience from members of the Working Party. This includes membership from the Department of Internal Affairs, Local Government New Zealand, and the Ministry of Health. Accordingly, I thank Dale Ofsoske, Max Robertson, Ross Bly, Jenny Bentley, Pauline James, Janice Bailey, Mike Reid, Gavin Beattie, Bruce Anderson, David Pannett, Graeme Cox and David Smith, for their valued contribution during the year to the Working Party’s outcomes.

Miscellaneous Advocacy and Other Industry Good Work

During the year we were also involved in a range of other issues relating to the sector. For example, Local Government New Zealand’s e-local government Strategy, the review of the Building Act, the Dangerous Dogs review, Climate Change, and draft reports of the Auditor Office. We were also involved in two other projects:

• the joint project with LGITO and Local Government New Zealand relating to the establishment of training needs throughout local government. This work being done and using Cadence Consultants, was progressed to the stage where a series of workshops were held for specific professional groups within local authorities. The outcomes of these workshops were fed back to local authorities for further input and we are now awaiting the final report of the consultants, which should be available very soon. This report should identify where the training needs/priorities are which will be of real importance to LGITO and the SOLGM Opus Business School.

• arising from a request by the Metropolitan Chief Executives Group, SOLGM undertook a survey of all its female members employed in local government, plus a cross section of male members, to ascertain any barriers to women attaining top management positions in local government. This survey was undertaken by Top Drawer Consultants and the final report should be available very shortly.

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2002 Annual Conference

On behalf of SOLGM I congratulate the Northern Branch and the Organising Committee, convened by Murray Smith, Nobel Peace Prize for the very successful and enjoyable Conference they winner is key organised in Auckland last September. 86 percent of the speaker at SOLGM evaluations returned said that they were either ‘very Conference satisfied’ or ‘satisfied’ with the Conference Programme. Financially, the Conference was also profitable, yielding the Branch and National Office a return of $27,263.

Overall, the Executive Committee was very pleased with the Conference, in particular, it felt that the Conference significantly raised the profile of SOLGM amongst members, our overseas sister organisations, and key stakeholders interested in local government. To be able to attract a speaker of world standing and the calibre of Dr Jose Ramos-Horta was a real coup for SOLGM.

As a result of Simpson Grierson’s sponsorship, it was very pleasing to be able to offer 12 17 SOLGM members awarded, SOLGM members Conference Attendance domestic and international Awards to attend our Auckland Conference. In Conference Attendance Awards the main, these members were attending their first SOLGM Conference.

International

SOLGM maintained contact with our international sister organisations throughout the year. At our SOLGM and LGMA enter Conference in Auckland we had the pleasure of into a Memorandum of welcoming and hosting Mike Pitt, President of Understanding SOLACE, UK; Trevor Starr and Jim Elvey, President and Chief Executive respectively of LGMA; and David Mora, President of ICMA.

My predecessor, Warwick Bennett, attended the ICMA Conference in Philadelphia last September, and in October he attended the SOLACE Conference in the UK. In May, I attended, on behalf of Warwick, the LGMA Congress in Adelaide, where it was my great pleasure to sign the Memorandum of Understanding between SOLGM and LGMA. The purpose of the MOU is to establish a beneficial alliance to underpin the increasing collaboration and cooperation between SOLGM and LGMA.

Vice President, Tony Marryatt, also attended the ICMA Conference. David Smith, Executive Director, attended both the ICMA Conference and the LGMA Congress.

Also, with the advent of the SOLGM/MWH International Conference Awards we were able to assist Jenny Bentley, Toby Hall, and Glenn Snelgrove attend the ICMA Conference, and Andrew Caseley and Jeanette Black attend the LGMA Congress.

As I mentioned earlier in this report, we are collaborating with ICMA and LGMA to hold a further Best Practices Symposium in Melbourne in May 2004.

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Finally, I would like to thank all our exchange managers and the recipients of the inaugural SOLGM/MWH International Conference Attendance Awards, for their role as ambassadors for SOLGM and the local government managerial profession in New Zealand, during their visits to the UK, USA and Australia.

SOLGM Branch Activities

The SOLGM Branches are a very important component of SOLGM. Despite the emergence of the electronic age and the growth of SOLGM Opus Business School events, the Branches provide real opportunities for SOLGM members to get together locally and network with their peers and discuss issues and challenges relating to local government management.

The following reports from Branch Presidents demonstrate that the majority of our Branches are providing a valuable vehicle for SOLGM membership activity. I would like to take this opportunity to thank all Branch Presidents, Secretaries and Treasurers for their leadership and work on behalf of their Branches during 2002/2003.

Northern Branch: Report from Ewen Hutchinson

The Northern Branch covers the Auckland and Northland regions, and has 100 members representing all 12 of the territorial and regional councils within the area.

Murray Smith, our Branch President, retired at the end of May, and is moving to sunny Queensland. Murray brought a wealth of experience to the executive, particularly in the organisation of the Auckland conference.

Due to the difficulty in convening Branch meetings, the executive is currently looking at moving the professional development programme to a breakfast or 4-5pm slot, linking into guest speakers already arranged by a particular local authority, tertiary institute or professional group etc. The reason for this refocus is due to a continuing low interest in planned seminars such as that arranged at Paihia in April. It is recognised, of course, that our members meet regularly in their work related capacity and that most are under ever increasing pressure here.

The Branch AGM is planned for November 2003.

Midlands Branch: Report from Sally Davis

The Midlands Branch has held three meetings over the last year. The first was a very enjoyable joint meeting in November in Taupo, with members of the Central Branch. This is the second year that we have held such an event, and it is proving a very successful way of attracting members to attend and provides great networking opportunities. We gather for lunch and then hold an afternoon workshop session, with a high-powered guest speaker. Last year the speaker was from Massey University

Professional Quality Leadership 23 and focused on marketing and customers. There is an evening dinner, attended by members and their partners, with an entertaining after-dinner speaker. The formula has proved so successful that we are repeating it again in November this year.

Our other two Branch meetings were in Hamilton in March and Rotorua in July. The feedback from participants was again very positive. In Hamilton we organised a morning Branch meeting, followed by an afternoon workshop, featuring two mad Australians from the medical profession on the theme of "You Won't Die Laughing" - how to manage your stress levels by having fun at work.

The Rotorua meeting focused on elements of the new Local Government Act and was very well supported with about 35 attendees. The AGM was also held at this meeting, and Branch President Sally Davis (Hamilton City Council) and Secretary Sue Arthur (South Waikato District Council) were re-elected unopposed.

Central Branch: Report by Peter Eathorne

The Central Branch has held three meetings in the last year, officers of the Branch were Chair – Toby Hall, Secretary Elaine Cooper, Treasurer Graham Teahan.

The Central Branch kicked off its year with a joint meeting in Wairakei in November 2002 with the Midlands Branch. The guest speaker was Robert Buchannan who is a recognised expert on Customer Services.

He kept the meeting of around 50 alive and excited about the opportunities for better customer services. He was so good he has made a significant amount in consulting fees from working with some of the councils involved. The meeting was concluded by an excellent evening meal and a good time was had by all.

The next meeting was held in New Plymouth in March. An outline was provided on the great Puke Ariki project that has been put together by the New Plymouth District Council. This was followed by an update on how customer services were delivered in New Plymouth. The keynote speaker was Ian Harper. He spent time detailing some of the psychological aspects of people and how they react to life around them.

The final meeting of the year was held in Palmerston North City in June, which was attended by 15 members. The first speaker was Ian Reid, Chief Executive of Vision Manawatu. He outlined the work that Vision was undertaking in the region. The second speaker was a presentation by George Rata of Palmerston North City Council. He demonstrated Council's new multi-media system that has been recently installed in the Civic Chamber. The third speaker was Kathy Gibson of Destination Manawatu. Kathy outlined the tourism initiatives that Destination were undertaking in the region. The final speaker was Karen Holland of SCHEMA. She ran a workshop on the key features of effective project management.

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Added to this the branch has spent the year planning and working to get this years SOLGM conference in Palmerston North up and running. This has been an exciting project to work on and has yet to come to fruition. We would like to thank all the branch members who have been part if this project team for all their hard work.

Wellington Branch: Report by Malcolm Thomas

The Wellington Branch has had another quiet year with little formal activity generated at the Branch level. As a new President I was keen to build more activity in the Branch. Unfortunately my plans ran into a number of realities, not the least being work commitments with a major project and then the preparation of our LTCCP and other new Local Government Act issues. The Branch Committee was also disrupted over the first half of the year with the temporary loss of our Branch Secretary.

During the year our national executive member Wes ten Hove reconsidered his role and decided not to stand for this position again. Instead I decided that this was a role I would like to take on and I was fortunate to be elected to this position. I would like to thank, on behalf of all of the Wellington Branch members, Wes for his years of service on the national executive. Wes will continue as the Chairperson of the SOLGM Financial Management Working Party.

A relatively small number of Wellington Branch members enjoyed a great few days at the 2003 Marlborough Retreat in January this year. This event was again a superbly organised one with interesting work sessions and some very enjoyable social activities.

The Wellington Branch has struggled for some time to attract local SOLGM members to attend Branch activities. This is partly due to the proximity to many conferences, training courses and access to a wide range of professional advice that Wellington Branch members enjoy. Secondly, most of the local SOLGM members are from medium to large sized local authorities that have the resources to send members to national conferences, and also to seek their own training and technical advice. Thirdly, the Wellington Branch has most of its members located within a relatively compact area where members from the different urban local authorities often meet with each other. The Wairarapa members also meet often in their area.

Over the next year the Branch will need to determine the role that the Branch members wish it to undertake. The Branch has significant funds at its disposal that could be used to hold social functions, professional or personal development programmes or a mixture of all three.

The AGM of the Branch will be held on 29 August. A presentation by Ernst Zollner from Auckland University on sustainable urban development will highlight our new responsibilities under the Local Government Act, as well as the challenges and opportunities in managing growth. Paul Desborough from Wellington City will give a short presentation on the joint Wellington Regional approach to sustainable urban development.

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I would like to thank our Branch Secretary and Treasurer Graham Sewell and also Frank McCarthy for his assistance. Hopefully the year ahead will be a more active one for our region.

Top of the South Branch: Report by Brian Lester

This year we have held meetings in Timaru (AGM), Hokitika, Blenheim and Christchurch. These have been well attended with on average 13 Councils being represented.

Given the Top of the South area is replicated by the Crusaders franchise area, it was fitting that the Christchurch meeting was held at Jade Stadium. The Crusaders’ training session was a small distraction, the theme was carried on through the day with an address by CRFU/Crusader Chief Executive Hamish Riach (formerly Selwyn District Chief Executive) and a tour of the new facilities including a run on to the hallowed turf via the players’ tunnel. At the same meeting, Owen Pickles provided a very interesting insight to local government life on the Chatham Islands.

The various Councils’ input into the branch affairs has been very much appreciated. Kaikoura gave a very interesting presentation at Hokitika on their “Journey Towards a Sustainable Future” and their Green Globe award. Their community’s target for a net zero environmental impact is laudable, even if Central Government won’t be giving them any credits. We had an insightful appraisal of the do’s and don’ts in economic development initiatives from Westland District.

January saw again a successful retreat to Blenheim. The retreat is a good balance between the working sessions and the networking opportunities. A highlight was the presentation from Mark Inglis, starting with his two week stay at the “hotel” at the top of Mt Cook, and his personal development from this experience. His wider community contribution is inspiring, and any one who has not heard him, take the opportunity if you get it. I must again thank Tony Quirk and the Marlborough team in putting together this event. I would also take the opportunity to acknowledge Denis Sheard (ex Buddle Findlay – now JAFA) for his and Buddle Findlay’s support of the retreat over the years. Our loss is certainly Waitakere’s gain.

There have been a number of membership changes during the year. On the Executive Committee, we had the resignations of Janice Bailey (ex Hurunui, now Melbourne) and Eddie Parker (ex Banks Peninsula). Both were long serving contributors to Branch activities. A number of Chief Executives have moved on during the year, Mike Richardson (Christchurch City), Ian Cumming (Environment Canterbury), Murray Johnson (Waimate District), and Justin Riley (Mackenzie District). Their work for the sector has been acknowledged.

The Branch recorded seven new members during the year. The Executive Committee appreciates the valuable contributions to meetings made by members during the year. It also appreciates the hospitality of those authorities who hosted our meetings. There are certainly significant challenges for the coming year, and cooperation within the industry, the sharing of experiences, problems and solutions does make the tasks more manageable.

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Finally, some important acknowledgements. Thanks for Bob Dickinson’s work on behalf of the branch on the SOLGM Executive Committee, and Roger Cave (Christchurch City) for his tremendous effort and support during the year as Secretary. I also must place on record  it has now been scientifically proven  Crusader Supporters have the Highest IQ!

45 South Branch: Report by Steve Parry

The 45 South Branch of SOLGM met on three occasions during the 2002/03 financial year. Attendances were a little disappointing and perhaps reflected high work loads for members working in an environment of significant legislative change.

The following is a brief précis of business discussed and conducted during the year under review.

9 August 2002

This meeting was hosted by the Dunedin City Council, with 12 members in attendance.

Discussion was held on Branch membership and initiatives that could be pursued to encourage new members.

The Dunedin City Chief Executive informed members about his involvement in a team looking at how the regional/territorial relationship would be implemented as part of the Local Government Bill.

The meeting featured a presentation from Dunedin City Council staff on the Council’s new records and document management system and the process used for its introduction into the organisation.

7 March 2003

This meeting was hosted by the Gore District Council and was attended by eight members.

The Branch received a positive report from Hilary Sutherland of the Southland District Council on an Otago/Southland PA seminar held in November 2002. Positive feedback from attendees was influential in the Branch deciding to hold the seminar every two years in the future.

The meeting also decided to organise a regional seminar for front line staff.

On the conference front, the Branch appointed an Organising Committee for the popular Wanaka Retreat, scheduled for February 2004. The Branch also determined that Dunedin would be the venue for the 2004 SOLGM Annual Conference.

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Branch President, Graeme Hall gave an informative presentation on his UK Exchange experience, undertaken in October 2002. 13 June 2003

This meeting was hosted by the Otago Regional Council and was attended by eight members.

Updates on the organisation of the Wanaka 2004 Retreat and the annual SOLGM Conference were provided.

The meeting was given a comprehensive update on current issues before the SOLGM Executive by the Branch’s representative, Athol Stephens. All Branch meetings held during the year received the benefits of informative reports from Athol on the latest developments with SOLGM issues at a national level.

Considerable discussion was also held on challenges and uncertainties experienced by members in meeting new obligations contained in the new Local Government Act 2002.

New Branch President and Secretary

During the latter part of the year, a change of Branch President and Secretary occurred with Graeme Hall and Megan Chilcott deciding to not continue in their respective roles of President and Secretary. As a consequence, Steve Parry and Susan Jones of the Gore District Council were elected and appointed to the positions of President and Secretary.

On behalf of all Branch members, I thank Graeme and Megan for their efforts in leading the Branch during a time of considerable change.

Conclusion

In summary, it was a relatively quiet year for the branch, with low attendances at Branch meetings. Increasing attendance at meetings will be a priority issue for improvement over the next 12 months. The active participation of Chief Executives in the region will be a key ingredient to achieving this objective.

SOLGM Profile and Branding

The Annual Plan contained the following KRA:

KRA 5: To effectively brand and market actions and successes to raise its profile with members and stakeholders.

Significant progress was made in 2002/2003 on a number of fronts, and there is no doubt that SOLGM’s profile has been significantly raised with members and stakeholders.

Under Outcome 36 in Appendix 1 to this Annual Report, there is a substantive list where SOLGM’s professionalism had been recognised and input sought on a range

Professional Quality Leadership 28 of local government managerial matters. In addition to this, we have used some of our own mechanisms and outputs to raise our profile. The key ones being as follows:

• the continued development of the SOLGM website, which is increasing in hits monthly • the introduction of the Pulse e-magazine, together with the continued issue on a monthly basis or our Newsletters • the issue of a number of good practice guidelines • the promotion and holding of the New Zealand Post Management Excellence Awards • the promotion of SOLGM through the activities of the SOLGM Opus Business School, and also the associated brochure about the School • the holding of one off Conferences, such as the Local Government HR Conference and the Bay Roads Exposed Conference

In summary, I believe the words of my predecessor, Warwick Bennett, in the July edition of Pulse, aptly sum up the situation when he said “SOLGM has developed in that time into a fully professional organisation with recognised capability and credibility, both within the local government sector and in the Wellington arena, never before experienced.”.

SOLGM Sponsorship

2002/2003 was the first year of the operation of the ‘Family of Sponsors’ concept. I can say that this was an unqualified ‘Family of success. Through the Family of Sponsors we received Sponsors’ enables $164,000. These funds enabled us to provide the SOLGM to extend Conference Organising Committee for our 2003 Conference, role and services with $80,000 towards the running of the Conference. The funds also enabled us to provide Conference Attendance Awards for 17 of our members – 12 to attend our own Conference, three to attend the ICMA Conference in Philadelphia, and two to attend the LGMA Congress in Adelaide. We continue to support five overseas manager exchanges, and also provide Local Government Online with funding for its continued development.

Finally, the sponsorship funds also enabled us to increase our capacity to undertake the promotion, development, and dissemination of good practice management work through the employment of a dedicated resource staff member.

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For the above advances I thank our Family of Sponsors

• Principal Sponsors • Supporting Sponsors

¾ Civic Assurance ¾ HP invent ¾ Hansen International ¾ KPMG Consulting Australasia ¾ Audit New Zealand ¾ MWH Ltd ¾ Works Infrastructure Ltd ¾ Simpson Grierson ¾ Waste Management New Zealand ¾ Datamail New Zealand Ltd ¾ CivicCorp Ltd ¾ GEAC New Zealand Ltd ¾ Beattie Rickman/Polson Higgs

All these sponsors, except HP invent, had committed to our Family of Sponsors for three years. There have been no indications that they unhappy with this arrangement and the privileges they receive through the sponsorship agreement. In the case of HP invent, who signed up for only one year, they have decided not to continue their sponsorship.

In addition to the above Family of Sponsors, we also have three valuable sponsors, which some mention has already been made in my report. These are:

• Opus International Consultants • Jardine Lloyd Thompson • New Zealand Post

The sponsorship of the Business School by Opus has been of significant benefit, and we have just finished the second of a three year sponsorship agreement. Jardine Lloyd Thompson continued to sponsor the 2003 manager exchanges to the UK and Australia. For the 2004 manager exchanges, we need to discuss ongoing sponsorship arrangements with them. Finally, without the valued sponsorship of New Zealand Post, the Management Excellence Awards would not take place, and the sector would be much the poorer for not being able to showcase the considerable innovation and good practice management that local authorities continually strive to demonstrate.

I thank all our sponsors for their valuable contribution to SOLGM in 2002/2003, and I encourage all members to seriously consider our sponsors when you need expertise or services in the area in which they specialise.

Other SOLGM Activities in the Annual Plan

At each meeting the Executive Committee closely monitored performance in progressing and 81% of outcomes ‘achieved’ achieving the outcomes in the 2002/2003 Annual or ‘achieved/ongoing’ and Plan. While I have already covered many of these 12% ‘partially achieved’

Professional Quality Leadership 30 outcomes in this report, Appendix A reports briefly on all outcomes, and from which the following summary table is derived:

Progress Status Outcomes (refer Appendix 1 for Percentage of Category descriptions) Total Outcomes (42) Achieved 3, 4, 9, 10 14, 16, 17, 18, 19, 21, 22, 27 29 Achieved/Ongoing 6, 7, 8, 11, 12, 13, 24, 25, 26, 28, 29, 30, 52 31, 32, 33, 36, 37, 38, 39(a), 39(b), 39(c), 39(d) Partially Achieved 1, 5, 15, 34, 35 12 In Progress 2, 20, 23 7 Non Commenced -

National Office

One thing I quickly learnt from my two years as a Vice President was that our Society could not operate at the professional level it now does without the skills and expertise of our staff. Chief Executive, David Smith has continued to have an enormous input into the Society’s work, particularly during the extremely intense period we have experienced over the past year or so with the legislative programme that has been before the sector. Similarly, the growth and success of the SOLGM Opus Business School, as outlined by Tony Marryatt in his report, is very much down to the achievements of Seminar Coordinator, Shayne Duncan. I mentioned earlier the appointment of long-time local government manager Don Day as Manager, Policy and Good Practice. Don joined us in October last year and has already contributed significantly to the “good practice” and professional work of the Centre of Excellence and the Financial Management and Electoral Working Parties. Personal Assistant, Lara Hutton, has continued her invaluable support to the Office and in ensuring top-level member services.

Our recognition as a professional quality organisation is enhanced by the skills that David and his team bring to the Society. Thanks to you all.

CONCLUSION

This report demonstrates that SOLGM continued to make significant advances during the year in terms of its Strategic Direction, through achieving highly against the set Key Success Area, and the six Key Result Areas, and the Outcomes in the Annual Plan.

The overall result is that SOLGM has:

(a) developed an excellent working relationship with Local Government New Zealand which will culminate in a Memorandum of Understanding between the two organisations.

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(b) participated in the successful Local Government KnowHow initiative with Local Government New Zealand and the Department of Internal Affairs.

(d) through the Family of Sponsors, extended the range of services to members and significantly assisted financially the organisation of the Annual Conference.

(e) improved the profile and financial basis of the SOLGM Opus Business School and increased its contribution to the professional development and training of local authority officers.

(f) increased its capacity to deliver on good practice initiatives.

(g) continued to promote and invest in Local Government Online to assist establish it as the e-portal to New Zealand local government.

(h) introduced the innovative Pulse e-magazine.

(i) made significant input into a range of policy and legislative development and implementation initiatives from a professional and practical managerial perspective.

(j) entered into a Memorandum of Understanding with LGMA.

The above activities, developments and successes have cumulatively raised the profile of SOLGM as a society for local government managers with members and other stakeholders. However, more importantly, they have added capability to our local government managerial profession and advanced our Vision – Professional quality leadership by the Society’s members producing better local government managers.

I consider that SOLGM is now very soundly positioned to build on its advances and successes in 2003/2004 for the further benefit of and growth of the profession and local government sector generally.

Finally, I thank all individual SOLGM members who have contributed to or supported the activities of SOLGM at either the Branch or National level during the year. Your involvement is much welcomed and appreciated by the Executive Committee and is crucial to the vibrancy and success of SOLGM. I encourage you again to play an active role in your Society as we move forward in 2003/2004.

Rod Titcombe President 22 August 2003

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