MURUPARA COMMUNITY BOARD MEETING MONDAY, 20 MARCH 2017 AGENDA
Meeting to be held in the Minginui Kokiri Centre,
63 Rimu Street, Minginui at 12:00 noon
Marty Grenfell CHIEF EXECUTIVE
10 March 2017
A403698
WHAKATĀNE DISTRICT COUNCIL MONDAY, 20 MARCH 2017 MURUPARA COMMUNITY BOARD - AGENDA
TABLE OF CONTENTS
ITEM SUBJECT PAGE NO
1 Membership ...... 4
2 Apologies ...... 4
3 Public Forum ...... 4
4 Confirmation of Minutes ...... 5
4.1 Minutes - Murupara Community Board 31 January 2017 ...... 5
5 Reports ...... 8
5.1 Activity Report to 28 February 2016 ...... 8
5.1.1 Appendix - Community Board Conference Programme ...... 15
5.2 Standing Orders for Community Boards ...... 16
5.3 Code of Conduct for Community Boards ...... 28
6 Chairperson and Subcommittee Reports ...... 42
6.1 Chairpersons Report to 12 March 2017 ...... 42
6.2 Murupara Community Board Goals and Objectives ...... 45
7 Other Items ...... 52
7.1 Minutes Combined Community Board 23 February 2017 ...... 52 WHAKATĀNE DISTRICT COUNCIL MONDAY, 20 MARCH 2017 MURUPARA COMMUNITY BOARD - AGENDA
1 Membership
Councillor A R Silcock - Chairperson
Board Member O K Hynes
Board Member B R Jenkins
Board Member M M N Jenner
Board Member P S McCarthy
Board Member Dr B R Rangiwai
Board Member J K Te Amo - Deputy Chairperson 2 Apologies
An apology has been received from Board Member Dr B W Rangiwai 3 Public Forum
The Board has set aside time for members of the public to speak in the public forum at the commencement of each meeting. Each speaker during the forum may speak for three minutes. Permission of the Chairperson is required for any person wishing to speak during the public forum. Applicants seeking funding from the Board are encouraged to speak in support of their application at this time.
Board Members may ask questions of the speaker but these should be confined to obtaining further information or clarification on matters raised by the speaker.
Page 4 WHAKATĀNE DISTRICT COUNCIL MONDAY, 20 MARCH 2017 MURUPARA COMMUNITY BOARD - AGENDA
4 Confirmation of Minutes
4 Confirmation of Minutes 4.1 Minutes - Murupara Community Board 31 January 2017
Details of MURUPARA COMMUNITY BOARD MEETING HELD IN THE Meeting: MURUPARA SERVICE CENTRE ON MONDAY, 31 JANUARY 2017 COMMENCING AT 12:05 PM
Present: Councillor A R Silcock (Chairperson), Board Members O K Hynes, B R Jenkins, M M N Jenner, B W Rangiwai and J K Te Amo
In Attendance: M Naude (Manager Places and Open Spaces), C Ball (Team Leader Strategic Policy) and H J Storey (Administration Officer Community)
Visitors: Nil
Apologies: Board Member P S McCarthy
1. MEMBERS DECLARATIONS
Board Member Rangiwai took the Declaration of Office.
2. CONFIRMATION OF MINUTES
2.1. Murupara Community Board 21 November 2016
Refer to pages 5-9 of the agenda.
Correction- reference to Taniwha Park in item 8.1 should be Aniwhenua Reserve
RESOLVED:
THAT, subject to the foregoing correction, the minutes of the Murupara Community Board meeting held on Monday, 21 November 2016 be confirmed as a true and correct record.
Te Amo/Jenner CARRIED
3. COMMUNITY VISION
Refer to page 10-12 of the agenda and page 12a of the tabled items.
The Team Leader Strategic Policy noted that the Community Vision was a districtwide project to engage with the whole community in a collaborative way to provide a vision to 2030 and beyond. She noted that the idea was to encourage participation from people who do not normally engage with the Council and continue to link with those already doing so, then move the ownership and emphasis away from the Council back to the community. Consultation would include attending community events during March, talking to as many people as possible and creating a coalition of groups and individuals wanting to work towards a shared vision.
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4.1 Minutes - Murupara Community Board 31 January 2017 (Cont.)
The Team Leader Strategic Policy noted that once information was gathered, it would be deciphered and analysed to work out what people wanted and be taken back to the community in May to form action plans identifying who would make it happen. She said that the plan would evolve over time and noted it was important that the Board were part of the process.
An invitation to participate in several workshops was tabled with the Chairperson and Board Members Jenner advising they would attend.
4. REPORTS
4.1. Activity Report to 31 December 2016
Refer to pages 13-18 of the agenda.
Additional items were discussed:
clarification was sought on whether the recyclable materials taken by residents to the transfer station were recycled or dumped street lights in the area would be progressively replaced with LED lighting the height of the boundary fences on sections adjoining the alleyways to be closed may need to be increased if they do not align with the new fence ownership of the Aniwhenua Reserve water supply would be transferred from the power company to the Council and as it was not a potable supply the house currently supplied would be discontinued and the boil water notices at the outlets on the reserve would remain positive comments had been received regarding the results being gained by the new animal control staff at Murupara. A query was raised as to whether the service would extend to the balance of the ward
RESOLVED:
THAT Board Member Jenner represent the Murupara Community Board at the NZ Community Board Conference at Methven.
Jenkins/Rangiwai CARRIED
It was noted that LGNZ were providing training for Community Board Chairpersons and Deputy Chairpersons at Taupo on 11 February 2017. The Chairperson and Board Member Te Amo would attend.
RESOLVED:
1. THAT the Activity Report to 31 December 2016 be received; and 2. THAT the Chairperson be appointed to represent the Murupara Community Board at Te Rūnanga o Ngāti Manawa’s regular monthly meetings and that Board Member Jenkins be appointed as the alternate representative.
Rangiwai/Jenner CARRIED
THE MEETING CLOSED AT 1.20 PM
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4.1 Minutes - Murupara Community Board 31 January 2017 (Cont.)
Confirmed this day of
CHAIRPERSON
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5 Reports
5 Reports 5.1 Activity Report to 28 February 2016
Subject: ACTIVITY REPORT TO 28 FEBRUARY 2017
To: MURUPARA COMMUNITY BOARD
Meeting Date: MONDAY, 20 MARCH 2017
Written by: MANAGER SOLID WASTE
File Reference: A1141381
1. REASON FOR THE REPORT
The reason for this report is to provide the Community Board with an activity update for the period ending 28 February 2017.
2. SOLID WASTE
Queries were received from Board Members as to whether the recycling dropped off at the Murupara Transfer Station (MTS) is being recycled. All recycling from the transfer station is added to the recycling from the Whakatāne Transfer Station and there has been no decrease in the amount of recycling. MTS is operated as per contract requirements.
Most of the recycling at the MTS is now collected by the kerbside collection trucks and this change in methodology may give the impression that there is less recycling occurring. This is not the case and this change has reduced handling requirements, removed the need for extra transport and reduced the overall costs.
A copy of a recent recycling and waste minimisation presentation given to Council will also be provided to the Community Board Members.
Comments were made at the previous meeting regarding staff at the MTS driving between Whakatāne and Murupara. Some of these comments are private employment issues on which the Council should not and cannot comment. However, Council is satisfied that the driving time is within health and safety requirements and much less than that done by kerbside collection truck drivers. Waste Management NZ Ltd (as the Council’s contractor) has been negotiating with a local party regarding the operation of the MTS and discussions are still underway.
3. TRANSPORTATION
3.1. Galatea Road Tree Removal
A significant number of trees have been removed from the roadside on Galatea Road, in an attempt to reduce frost and ice caused by shading. Further work is planned and staff are working with Hancock Forest Management, NZ Forest Managers and Trustpower to complete this work, from the MacDonald Road intersection through to Rangitāiki River Bridge #49, a length of approximately 15km.
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5.1 Activity Report to 28 February 2016 (Cont.)
3.2. Guardrail Installation
A separate contract will soon be tendered for a number of guardrail sites to be completed this financial year. Two areas on Galatea Road have been identified (1) the gantry crane at the Matahina Dam on Galatea Road; (2) the corner immediately west of the Matahina Dam on Galatea; both have been identified as potential crash areas/hazards and are to be fitted with protection for vehicles travelling east.
3.3. School Signage Improvements
New School Zone signage is being proposed to further emphasise the newly installed ‘approach threshold road marking’ for Waiohau School. Traffic Signs NZ have been awarded the supply and commission of the new electronic signs.
3.4. Accessways
A fencing contractor has been engaged to install the barriers on the accessways. Staff will monitor any issues occurring as a result of neighbouring properties having lower fence heights.
3.5. Pine Drive
The area along Pine Drive outside the bakery and Superette is being utilised by the community as a parking area which is destroying the grass. The following are options which may provide a solution to the issue:
Re-grass the area and bollard the edges to stop vehicles parking Pave the area Pave the area and install park benches and bins to stop vehicles parking on the area.
4. PLACES AND OPEN SPACES
4.1. Murupara Hall Site
The consultation process has now been completed and a development plan and rough order costs will be presented to the next meeting of the Board
4.2. Murupara CBD and Civic Gardens
Preparations for the winter annual plantings are scheduled for completion late March and the planning for winter amenity planting is currently underway.
4.3. River Reserve Upgrade
Following a meeting with TRoNM the earthworks for the track from Wingate Park to Taniwha Park is scheduled to commence in March/April.
4.4. Murupara Area School
A request has been received from the Principal of the Murupara Area School to adopt the lower field on Wingate Park for the establishment of a BMX and cycle track. Staff fully support this request as it is well-sited to the Rangitāiki Walkway development.
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5.1 Activity Report to 28 February 2016 (Cont.)
4.5. Minginui Playground
The Council have provided a $10,000 grant to the Minginui community for the development of a playground. Staff are currently meeting with Te Rūnanga o Ngāti Whare to finalise the concept plans.
4.6. Lake Aniwhenua Management Plan
Staff have been advised that BOPRC are commencing the preparation of a management plan for the lake water body and the esplanade reserves for the lake. This plan will not be a part of the current Lake Aniwhenua Reserve Management Plan. Nancy Willems Team Leader Eastern and Rangitāiki Catchments (BoPRC) will undertake extensive consultation with all stakeholders including the Murupara Community Board in the development of this plan.
5. COMMUNITY SERVICES
5.1. Murupara Pool and Surrounds
Pool staff have successfully implemented the first Aquacise programme resulting in good attendance levels. The pool has had 582 users this month which is 178 more than recorded last season.
All schools have been utilising the pool fully this season, with more bookings received for pool space than any other season to date. After school swimming lessons are continuing to provide children with an opportunity to learn to swim.
5.2. Road Safety
5.2.1. Social Media Campaign
Our social media presence has been increasing and strengthening over the past few months. The amount of followers continues to increase (eg the Facebook page gained 85 new likes this week alone) and staff have created a consistent and varied social media strategy. Eastern Bay Road Safety have just joined Instagram and Snapchat, in addition to our existing Facebook accounts, and look forward to engaging with our audience and monitoring our growth with these new mediums.
5.2.2. Social Media – Animation
In November 2016 the third of our animation episodes was released. The episode featured the character of Big Red and focused on drink driving. It was the most successful animation episode to date, and achieved 20k views, 324 likes, 185 shares and 179 comments. On the 25 January 2017 the fourth and final instalment of the series was released. This episode featured the female character of Dre Entrée and focused on driver distraction. This episode is also gaining traction. One day after its release it has already achieved 5.6k views, 115 likes, 58 shares and 28 comments. Staff are currently working on developing future promotional material that will capitalise on the success of this locally based series.
5.2.3. Enjoy the Ride
In early December 2016 the “Enjoy the Ride” campaign was released targeting speed, fatigue, and drink/drug driving. The purpose of this locally-focused campaign is to raise awareness of the importance of staying focused, sober, secure and keeping to a safe speed while driving in the bay. The “Enjoy the Ride” campaign was launched with 10,000 Road Trip Guides/Maps and over 100 A3 posters being distributed across the Eastern Bay. The guides and posters have been placed in cafes, camping grounds, accommodation, petrol stations, and other local attractions across the bay. The
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5.1 Activity Report to 28 February 2016 (Cont.)
Guides contain tips for planning the perfect road trip, safety advice, as well as deals and discount coupons to use at local businesses and attractions. The campaign has also being supported by a strong print and radio presence, with adverts featuring regularly in the Beacon and Eastern Bay Life, as well as Sun FM, Tumeke and 1XX. An evaluation of the campaign is taking place in March 2017.
5.2.4. Child Car Restraint Programme
The project team, which includes Eastbay REAP, Whakatōhea Family Start, Plunket and Bay of Plenty Regional Council, has scheduled a week of seven events. Murupara is scheduled for the 20 April 2017, 8.30am – 10.30am in the carpark outside the Budget Service, location yet to be confirmed.
5.2.5. Marae Based Repeat Drink/Drug Programme
The project team consists of the Eastern Bay Road Safety Programme, Corrections, Police, NASH Ngāti Awa and alcohol and drug community assessor/facilitator. The next 2-day marae based programme is scheduled for 4-5 April 2017. This is an incredibly successful programme with participants referred by corrections.
5.2.6. General
Senior driver programmes and learner licence with Marae, Hapū and Iwi are currently being progressed. No dates have been finalised.
5.3. Healthy Homes Project
Under the Year 1 programme, a total of 80 properties have been referred to Smart Energy Solutions for an insulation assessment. District Health Board high health needs and self-referrals have resulted in 20 properties being insulated/receiving a maintenance assessment. Other properties are currently being supported to make their financial contributions. Four Community Day/DIY workshops have been delivered. The Project Coordinator concluded her fixed term tenure.
Council, along with the Local Steering Group, is currently developing a combined project and funding proposal for Year 2 – Stage 1 and 2, which includes a further 25 homes insulated, maintenance assessments, quick fixes (where appropriate), community capacity/DIY and the Māori Housing Fund for essential repairs on 10 homes that have been insulated. The proposal is being reviewed following our meeting with Bay Trust and is likely to be submitted mid-year.
Within the BOP Regional Healthy Homes Forum, we are currently working on a range of tools and ways to improve community responsiveness. One of the key issues in Murupara is that many households cannot afford the costs of insulation and we are currently working on strategies to support these families, including documenting what has worked in other TLA areas including the ability to add the insulation costs to their rates.
5.4. Youth Development
5.4.1. Youth Council
The Whakatāne District Youth Council recruitment plan is currently underway and the Community Development Team is looking at ways to support the Murupara Youth Leadership Project. Kriscina Kerr, the new Youth Development Officer will be commencing on 23 March 2017. The first Youth Council meeting is tentatively scheduled for 28 March 2017.
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5.1 Activity Report to 28 February 2016 (Cont.)
5.4.2. Future Leaders
Through the Mayor’s Taskforce for Jobs, the Future Leaders programme with Inspiring Stories is currently being worked through to select six young people across the Eastern Bay. Future Leaders is a programme which supports youth leadership capability and social entrepreneurship, with national youth gatherings and support from whānau and local communities. The programme for 2017 has launched and in partnership it has been promoted. Two young people will be selected for the Whakatāne District and the shortlisting will occur over skype on 28 March 2017.
5.5. Library
24 new registered library members enrolled and over 990 books were borrowed and returned during January and February; an increase of 36% compared to the previous year. This has been due to the increased engagement by the staff with the community throughout the year and the increase in public programmes developed.
Tourists passing through Murupara during the summer holidays took advantage of our free APNK computers and WiFi to contact family members overseas before travelling on to Te Urewera National Park.
Murupara staff has been engaging in the monthly “Readers Advisory” sessions provided by Whakatāne staff to support the programmes and information needs of people in the community.
5.6. Public Programmes
The “Sail into Summer” reading programme was held from 6 – 29 January 2017 and had excellent attendance. There were 21 readers and 25 activity challengers. Staff and volunteers provided daily reading and activity challenges, and the children had a choice of either reading to each other as buddies, reading to the group, or solo reading.
The holiday programme finale day was held at the Murupara Pools. Participants had a boat race in the toddler pool and then we finished off with a sausage sizzle and prize giving.
A big thank you to our volunteers, parents and children who supported the “Sail into Summer” reading programme. The next school holiday programme will be held from 17 – 28 April 2017 with an Autumn Breeze theme. The survey to gauge interest for other programmes concluded on 3 March and results are being analysed. These will be reported to the Board in the next period.
6. ANIMAL CONTROL
The new animal control staff in Murupara are continuing to provide a good service. The service will remain within the Ngāti Manawa Iwi area but staff will be used to make situations safe - ie if there is stock on the road it will be moved into a nearby paddock. For animal control services outside the Ngāti Manawa area calls would be responded to by staff from Whakatāne. Council are open to approaches from other iwi to cover responsibilities within their own rohe.
7. THREE WATERS OPERATIONS
7.1. Aniwhenua Water Supply
Three Waters Operations have been approached by a Nova Energy water supply customer to provide details of the water tests taken from the supply to the camp site toilet block. This scheme may be transferred to Council when the non-potable supply is removed from the residential dwellings.
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5.1 Activity Report to 28 February 2016 (Cont.)
7.2. Murupara Wastewater Treatment
This site has been visited by Council and Bay of Plenty Regional Council staff as part of a biannual review with no negative commentary. Screen filter solids removal has been altered to improve sanitation and personal safety.
7.3. Waste Water Ponds
Murupara, Ōhope, Edgecumbe and Tāneatua were all visited by Council and Bay of Plenty Regional Council and were all deemed to be well maintained and performing well.
7.4. Water Advisory Board
A Water Advisory Board to the Executive has been established and held its first formal meeting on the 16 December 2016. The membership of the Board includes: Councillor RN Orr (Chairperson), T Krawczyk (General Manager, Infrastructure), E Grogan (General Manger, Regulatory Services, Bay of Plenty Regional Council), G Phillips (Manager, Three Waters Operations), J Finlay (Manager, Capital Projects), Manager, M van Tilburg (Three Waters Planning and Asset Management) and J Farrell (Manager, Strategic Projects).
8. CHRISTMAS LIGHTING
There has been discussion with a number of the communities that Christmas lighting was almost non-existent last year. The Council has suggested that the community boards apply early for funding to ensure there is funding available for this year.
9. OTHER ITEMS
9.1. Board Logos
The proposed new Board logos were provided to the Combined Community Board meeting on 23 February 2017. The outcome for that was to select Option B as the standard logo and to attempt to bring two colours into the design. The graphics team trialled various options to incorporate the two colours but the result would cause the image to become disjointed. One colour provides a much more cohesive look. The new logos will therefore be as illustrated below:
9.2. NZ Community Board Conference
At the 31 January 2017 meeting the Board resolved that Board Member Jenner attend the NZ Community Board Conference at Methven from 11-13 May 2017. The theme for the Conference is Making 1+1=3 and the programme is attached for the information of Members.
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5.1 Activity Report to 28 February 2016 (Cont.)
9.3. Facebook Page
Council staff are happy to assist with the ongoing overview Murupara Community Board facebook page and post items which are related to the area, but want a Member to take over the management of the site. Members will need to decide on how they wish to manage the site and provide the contact details to Public Affairs Officer – Social Media so that access can be granted and training given.
RECOMMENDATIONS:
1. THAT the Activity Report to 28 February 2017 be received; and
2. THAT the Board recommend the preferred option to improve the area along Pine Drive outside the bakery and Superette.
Attached to this report:
NZ Community Board Conference Programme
Report Authorisation
Report writer: Nigel Clarke Manager Solid Waste
First Approval: Tomasz Krawczyk General Manager Infrastructure
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5.1.1 Appendix - Community Board Conference Programme
5.1.1 Appendix - Community Board Conference Programme
THURSDAY
6.00pm Registration open | Welcome function
7.30pm Free evening
FRIDAY
8.00am Registration open | pre session tea and coffee
8.30am Conference Opening Mayor Donna Favel
8.45am Adequate housing: sustainable development and the new urban agenda David Rutherford
9.30am From the SVA until today Sam Johnson
10.15am Morning tea
10.45am Minister of Local Government Anne Tolley—TBC
11.15am How to think like an entrepreneur Eyal Halamish
12.00pm Lunch
1.00pm CEO of Local Government NZ Malcolm Alexander
1.30pm Reflections on Baxter’s Te Whiore o te Kuri: Connecting with communities in the 21st century Peter Biggs
2.15pm Zone meetings
3.00pm Afternoon tea
3.30pm Concurrent workshops: TacklingPovertyNZ Wendy McGuinness | Organisation + Engagement = Great Out- comes Darren Keenan, Ray Tye | Responding to community feedback: The art of risk communication Sam John- son and Eyal Halamish | Measuring value—is it really all about GDP? Hillmare Schulze
5.00pm Close
7.00pm Conference dinner and Best Practice Awards
SATURDAY
8.30am Registration open | pre session tea and coffee
9.00am Chair of NZ Community Boards Mick Lester
9.15am Nothing less than equal David Hammond
10.00am Morning tea
10.30am President of LGNZ Lawrence Yule
11.00am Labour Local Government Spokesperson Mika Whaitiri—TBC
11.15am How the local government commission can affect you Janie Annear
12.00pm Lunch
1.00pm Concurrent workshops: Start with a Smile Campaign John Hobbs, Michelle Hider, Vincie Billante | Organisation + Engagement = Great Outcomes Darren Keenan, Ray Tye | Responding to community feedback: The art of risk communication Eyal Halamish | Engaging youth into local government Ryan Jones, Melanie Coker
3.15pm Conference wind up Mike Reid
5.30pm Post conference dinner at Samuels Bar, Blue Pub
Page 15 WHAKATĀNE DISTRICT COUNCIL MONDAY, 20 MARCH 2017 MURUPARA COMMUNITY BOARD - AGENDA
5.2 Standing Orders for Community Boards
5.2 Standing Orders for Community Boards
Subject: STANDING ORDERS FOR COMMUNITY BOARDS
To: MURUPARA COMMUNITY BOARD
Meeting Date: MONDAY, 20 MARCH 2017
Written by: ADMINISTRATION OFFICER POLICY
File Reference: A1145270
1. REASON FOR THE REPORT
The report recommends that the Community Board adopt a set of Standing Orders, specifically designed for Community Boards by the Local Government New Zealand Working Party and also based on the Standing Orders adopted by the Council on 15 December 2016.
The report identifies the key areas of change from the previous Standing Orders, highlights the legislative updates and provides options for the way that motions and amendments are dealt with. It is recommended that Option B is chosen to be consistent with the Council’s Standing Orders.
Each Community Board is expected to adopt their own Standing orders and it is recommended that all Boards adopt the same set of Standing Orders as set out in Appendix 1.
2. BACKGROUND
2.1. Legislation
Each Community Board is expected to adopt their own Standing orders.
Section 54 of Local Government Act 2002 states
Clause 27 of Schedule 7 requires a local authority to adopt standing orders, therefore using the provision of Section 54 (which includes Clause 27 having application to a community board), the Board is required to adopt their own Standing Orders.
2.2. Current Standing Orders
The current Council Standing Orders were updated in 2013 to include the new Mayoral Powers, which came into force on 12 October 2013, relating to the appointment of the Deputy Mayor, the appointment of Committees and Chairpersons of Committees. The Standing Orders were further updated to include amendments to the Local Government Act 2002 (LGA 2002).
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5.2 Standing Orders for Community Boards (Cont.)
Standards NZ previously provided a Model Standing Order, which they copyrighted, but they had not updated these since 2002. It was left to individual councils to update them when legislative changes were made. Whakatāne District Council’s Standing Orders, while based on the Model Standing Orders, had been updated and amended to incorporate legislative changes.
The current Standing Orders remain in place until a new set of standing orders is adopted. Any change requires agreement of not less than 75% of the members present.
The Council and community board members discussed the template in a workshop/training session on 6 December 2016.
2.3. LGNZ Working Party
Following a growing demand from the sector for an updated version, LGNZ recognised that it was time for a well overdue review of the Model Standing Orders, to bring them up to date and make them easier to use.
A working party, facilitated by LGNZ, was set up in 2016 to update and review the Model Standing Orders. Steve McDowell and Coral Hair were members of that working party. The Council adopted the Standing Orders on 15 December 2016 based on the LGNZ template and opted for Option B in terms of motions and amendments.
The working party provided a template for community boards which was designed specifically for community boards and based substantially on the template for councils. Previously the Council’s Standing Orders applied to community boards. However, given that there is a template specifically developed for community boards it is recommended that community boards adopt this template. It is also recommended that the template be consistent with the Council’s Standing Orders.
3. WHAT ARE STANDING ORDERS AND WHY ARE THEY IMPORTANT?
Standing Orders are part of the framework of processes and procedures designed to ensure that the system of local democracy and in particular decision-making within local government is transparent and accountable. They are designed to give effect to the principles of good governance, which is set out in section 39 of the (LGA 2002).
Standing Orders are also a means of recording the Board's agreed principles of behaviour within meetings. Using Standing Orders as a guide to the way that the Board conducts its meetings helps to promote teamwork by:
allowing structured discussion of topics; ensuring respect for the opinions of others; ensuring tact and appropriate language is used in resolving conflict; promoting the use of persuasion and influencing skills to gain a team outcome
All Community Boards are required by Clause 27, Schedule 7 of the Local Government Act 2002 to adopt a set of Standing Orders that control the way the Board's meetings are conducted. The Standing Orders must not contravene the Local Government Act 2002, the Local Government Official Information and Meetings Act 1987 (LGOIMA) or any other Act.
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5.2 Standing Orders for Community Boards (Cont.)
4. WHAT HAS CHANGED?
4.1. Format
The LGNZ Standing Orders template has been structured in three parts:
Part 1 deals with general matters Part 2 deals with pre-meeting procedures Part 3 deals with meeting procedures Appendices
The Appendices provide templates and additional guidance, however, these are not part of the Standing orders themselves and can be amended without an agreement of 75% of the members present.
The Standing Orders combine statutory provisions with guidance on their application.
4.2. Meeting duration (Standing Order 4.2)
A meeting cannot continue more than six hours from when it starts (including any adjournments) or after 10.30pm, unless the meeting resolves to continue. If there is no such resolution any business on the agenda that has not been dealt with must be adjourned, transferred to the next meeting or transferred to an extraordinary meeting.
No meeting can sit for more than three hours continuously without a break of at least ten minutes unless the meeting resolves to extend the time before a break.
The Council confirmed these times (six hours/10.30pm/three hours – 10 minute break) as set out in Standing Order 4.2. It is recommended that the Board also confirm these times.
4.3. Webcasting Meetings (Standing Order 4.4)
Webcast meetings should be provided in accordance with the protocols contained in Appendix 5.
The Council retained these provisions on the basis that it is the Council’s intention to webcast in the future. It is recommended that the Board also retain these protocols.
4.4. Meeting cancellations (Standing Order 8.13)
The current standing orders are silent on how a meeting is cancelled. The LGNZ template has included a standing order to clarify this process.
Standing Order 8.13 sets out how to cancel meetings.
4.5. Process for raising matters for a decision (Standing Order 9.2 and 9.3)
An issue for many elected members, particularly those newly elected, is how to get matters onto the agenda of a meeting in order to achieve a decision. This issue is addressed in Standing Order 9.2 and Appendix 10. There was discussion at the workshop around “socialising” an idea with other members to determine interest and support.
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5.2 Standing Orders for Community Boards (Cont.)
Standing Order 9.3 does enable the Chief Executive to delay commissioning any reports that involve significant cost or are beyond the scope of the Board that made the request. The Chief Executive may also refuse a direct request from a member to prepare a report and in such cases must provide an explanation to the member.
Further information on this matter is included in the draft Code of Conduct.
4.6. Order of business (Standing Order 9.4)
At the meeting the business is to be dealt with in the order in which it stands on the agenda unless the Chairperson, or the meeting, decides otherwise. An example of a default order of business is set out in Appendix 9. The order of business for an extraordinary meeting must be limited to items that are relevant to the purpose for which the meeting has been called.
The Board has the opportunity to set the order of business. It can agree this by amending the standing orders or leaving the standing orders as they are above on the understanding that the relevant chair will work with the Chief Executive on the order of business using Appendix 9 as a guide.
The current order of business for the Board meetings is similar to that in Appendix 9 and Appendix 9 is to be used as a guide.
4.7. Quorum
4.7.1. Committees and subcommittees (Standing Order 10.2)
A Board sets the quorum for its committees and subcommittees, either by resolution or by stating the quorum in the terms of reference. Committees may set the quorums for their subcommittees by resolution provided that it is not less than two members.
In the case of subcommittees the quorum will be two members unless otherwise stated. In the case of committees at least one member of the quorum must be a member of the Board.
4.7.2. Meeting lapses where no quorum (Standing Order 10.5)
A meeting must lapse, and the Chairperson vacate the chair, if a quorum is not present within 30 minutes of the advertised start of the meeting. Where members are known to be travelling to the meeting, but are delayed due to extraordinary circumstance, the Chairperson has discretion to wait for a longer period.
No business may be conducted while waiting for the quorum to be reached. Minutes will record when a meeting lapses due to a lack of a quorum, along with the names of the members who attended.
The Council agreed with the period of 30 minutes, as set out in Standing Order 10.5, before a meeting must lapse for want of a quorum. It is recommended that the Board retains this time period.
4.8. Members attending meetings of which they are not members (Standing Order 12.1)
A common question involves the role of Board members who attend meetings of which they are not members and what their status at these meetings should be. The legislation and these standing orders are clear that members can attend any meetings unless they are “lawfully excluded”.
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5.2 Standing Orders for Community Boards (Cont.)
If Board members attend a meeting of which they are not an appointed member they may be granted additional speaking rights if permitted by the Chairperson but may not vote. If the meeting resolves to go into public excluded, any member of the Board may remain unless they are lawfully excluded.
This provision does not apply to any committee performing a judicial or quasi-judical function.
4.9. Leave of absence (Standing Order 12.3)
A community board may grant a member leave of absence following an application from that member.
In addition a community board may delegate the power to grant a leave of absence to the Chairperson in order to protect a member’s privacy. The Chairperson will advise all members of the community board whenever a member has been granted leave of absence under delegated authority. Meeting minutes will record that a member has leave of absence as an apology for that meeting.
It is recommended that the Board delegate the decision to grant a leave of absence to the Chairperson of the Community Board.
4.10. Attendance by audio/audio visual link (Standing Orders 12.7 to 12.16)
Clause 25A of Schedule 7 was inserted as from 8 August 2014 by s 71 of the Local Government Act 2002 Amendment Act 2014. Clause 27 (5) was also inserted by the same legislation which states:
Standing Orders provides the ability for a Board to adopt provision that enable a minority of members to participate in a meeting by audio or audio visual link.
Clause 25A of Schedule 7 states that the technology for the audio link or audio-visual link must be of suitable quality and the procedure for the use of that technology ensures that people can hear and be heard by each other and this does not reduce the accountability or accessibility of that person.
Clause 25A (3) (4) of Schedule 7 states that a member of the Board who is not physically present at the meeting is not to be counted as present for the purposes of establishing a quorum. The quorum must be formed by members physically present in the room.
However, the Member can vote because they are considered to be present in terms of Clause 24 of Schedule 7.
The issues to be considered therefore relate to the following:
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5.2 Standing Orders for Community Boards (Cont.)
a. Defining what technology is of suitable quality b. Establishing procedures for use of audio and audio-visual links in meetings c. Maintaining a quorum at a meeting
4.10.1. Definition of technology that is of suitable quality
Clause 27 (5) of Schedule 7 states that the Board can prescribe in its Standing Orders any method or technology of audio and audio-visual links. It is important that the technology is of a standard that enables the elected member or the person who is not an elected member to have the ability to fully participate in the meeting by being heard and seen by those who are present and to hear and see others in the meeting.
The Chairperson has the responsibility to ensure that the technology is of suitable quality for this to occur and that the technology does not reduce the accountability or accessibility of that member during the meeting. In order to ensure that the Chairperson can be satisfied that this is the case, certain technical standards would need to be met.
Standing Order 12.13 states that the Chairperson may direct that an electronic link can be terminated in certain circumstances and that the Board has no obligation to make the technology for an audio or audio-visual link available.
4.10.2. Establishing procedures for use of audio and audio-visual links in meetings
Clause 27 (5) of Schedule 7 states that the Board can include in its Standing Orders the types of meeting at which members may participate by way of audio or audio-visual link. It can include any other requirements that are considered appropriate to maintain public confidence in the transparency and integrity of decision-making processes and the conduct of members during these processes.
It also states that the Standing Orders can specify that any person wishing to participate in this manner must make prior arrangement. A discussion would be required with submitters regarding the level of their technology and whether it is of sufficient quality to be able to be used in a meeting. However it is envisaged that submitters from the southern part of the district could travel to the Murupara office to present their submissions via audio-visual link.
It is a decision for the Board whether to allow members to participate through this means.
In terms of Community Board meetings the determining factor would be whether the technology is available outside of the main Council offices at Whakatāne and Murupara.
The Board will also need to decide if the Chairperson of the meeting needs to be physically present. The Standing Orders state that if the Chairperson is attending by audio or audio visual link then chairing duties will be undertaken by the deputy chair or a member who is physically present.
If it the decision of the Board is not to allow this process to occur, the provisions can remain in the standing orders. Standing Orders 12.7 states:
“Provided the conditions in these standing orders are met members of the local authority or its committees have the right to attend meetings by means of an electronic link, unless they have been lawfully excluded.”
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5.2 Standing Orders for Community Boards (Cont.)
The Council could decide to agree to member’s attendance at meetings for the rest of the term using audio/audio visual links and if that is the case, the standing orders provide the mechanism to occur. It could also be a case by case decision for each meeting – again the standing orders are flexible for this option.
4.10.3. Recommendations:
It is recommended that, subject to the conditions in the standing orders being met, the Board:
a. agrees to members participating by way of audio or audio-visual link at Community Board meetings, excluding any meetings which are of a quasi-judiciary type. b. agrees that the use of audio or audio-visual link at community board meetings be determined by whether technology is available outside of the main Council offices at Whakatāne and Murupara. c. agrees that the Chairperson of a meeting needs to be physically present to chair the meeting and if the Chairperson is attending by audio or audio visual link then chairing duties will be undertaken by the deputy chair or a member who is physically present. d. agrees that a decision to agree to member’s attendance at meetings using audio or audio-visual links will be determined on a case by case basis for each meeting. e. agrees that a person who is not an elected member may present to the meeting using audio or audio-visual links
4.11. Chairperson’s rulings (Standing Order 13.4 and Appendix 6)
The role and powers of the Chairperson is set out clearly in these standing orders. Standing Order 13.4 states that the Chairperson will decide all procedural questions where insufficient provision is made by these standing orders and with regard to all points of order. Appendix 6 collates the various powers of the Chairperson from throughout the Standing Orders for ease of use.
Standing Order 13.4 has been included as it clarifies the Chairperson’s role to make decisions where there is insufficient provision in the standing orders.
4.12. Public Forums (Standing Orders 14)
Public forums are a defined period of time, usually at the start of a meeting, which, at the discretion of a meeting, is put aside for the purpose of public input. Public forums are designed to enable members of the public to bring matters to the attention of the local authority.
In the case of a community board, any issue, idea or matter raised in a public forum must also fall within the terms of reference of that meeting.
4.12.1. Time limits
A period of up to 30 minutes, or such longer time as the meeting may determine, will be available for the public forum at each scheduled local authority meeting. Requests must be made to the meeting secretary at least one clear day before the meeting; however this requirement may be waived by the Chairperson.
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Speakers can speak for up to 5 minutes. No more than two speakers can speak on behalf of an organisation during a public forum. Where the number of speakers presenting in the public forum exceeds 6 in total, the Chairperson has discretion to restrict the speaking time permitted for all presenters.
4.12.2. Restrictions
The Chairperson has the discretion to decline to hear a speaker or to terminate a presentation at any time where:
a speaker is repeating views presented by an earlier speaker at the same public forum; the speaker is criticising elected members and/or staff; the speaker is being repetitious, disrespectful or offensive; the speaker has previously spoken on the same issue; the matter is subject to legal proceedings; the matter is subject to a hearing, including the hearing of submissions where the local authority or committee sits in a quasi-judicial capacity.
4.12.3. Questions at public forums
At the conclusion of the presentation, with the permission of the Chairperson, elected members may ask questions of speakers. Questions are to be confined to obtaining information or clarification on matters raised by a speaker.
4.12.4. No resolutions
Following the public forum no debate or decisions will be made at the meeting on issues raised during the forum unless related to items already on the agenda.
4.12.5. Options and recommendation
Public Forum provisions continue to form part of the Standing Orders of the Council and it is recommended they continue to form part of the Community Boards Standing Orders. It is recommended that there is a time period of 30 minutes set aside at the beginning of each meeting and that each speaker be given 5 minutes to speak and that where possible the public forum is restricted to matters on the agenda, although this will be at the discretion of the Chairperson. Where the number of speakers presenting in the public forum exceeds six, the Chairperson has the discretion to restrict the speaking time for all presenter.
The Council’s current Standing Orders state that the permission of the Chairperson of the meeting is required for any person wishing to speak at the public forum. It is recommended that permission from the Chairperson continue to be a pre-requisite of a person speaking in a public forum.
4.13. Chairperson has a casting vote (Standing Order 18.3)
The Council’s current Standing Orders provide for a casting vote by the Chairperson.
The LGNZ template default is for a Mayor, Chairperson or any other person presiding at a meeting to have a deliberative vote and, in the case of an equality of votes, have a casting vote.
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5.2 Standing Orders for Community Boards (Cont.)
The Board needs to consider whether the casting vote provision continues. If the casting vote is to be permitted the Council may want to consider whether there should be any restriction e.g. that the casting vote be limited to statutory decisions that the council are required to make such as adopting an annual plan.
It is recommended that the Community Board continues to provide a casting vote by the Chairperson or any other person presiding at the meeting and that there be no restriction on when the casting vote can be used.
4.14. Conflicts of Interest (Standing Orders 19.7 and 19.8)
Conflicts of Interest are covered by the Local Authorities (Members Interest) Act 1968 (LAMIA). Members have been provided with information about the LAMIA at their Inaugural meetings by the Chief Executive and have been provided with the Office of the Auditor General’s publication titled “Guidance for members of local authorities about the Local Authorities (Members’ Interests) Act 1968” dated October 2010. This publication helps members understand the Act’s requirements and what they need to do to comply. The LAMIA helps protect the integrity of local authority decision-making by ensuring that people are not affected by personal motives when they participate in decision-making and cannot use their position to obtain preferential access to contracts.
Standing Orders 19.7 and 19.8 reflect the provisions of the LAMIA.
There is no legal requirement for a member to leave the room, although the LGNZ template makes it clear that in the case of a member declaring a financial interest in an item they should leave the room if the meeting is in public excluded business. For non-financial conflicts of interest the member must leave the table but does not need to leave the room.
It is recommended that the Community Board retains the current wording which is consistent with the LAMIA provisions and the Council’s Standing Orders.
4.15. Motions and Amendments (Standing Orders 21)
The Standing Orders provide for three options for motions and amendments.
The default position is that Option A applies unless, on the recommendation of the chairperson at the beginning of a meeting, the meeting resolves [by simple majority] to adopt either Option B or Option C for the meeting generally, or for any specified items on the agenda.
The Council considered the advantages and disadvantages of each option at the workshop on 6 December 2016. Refer to Appendix 2 for a table setting out a comparison of the options.
Option A is the default option and this option limits the ability of members to move amendments if they have previously spoken to a motion. Option B provides more flexibility by allowing any member, regardless of whether they have spoken to the original motion, to move or second an amendment. This option also “rewards” those who have successful amendments and enables them to continue to move amendments. However, those who lose amendments are unable to move a further amendment. Option C provides further much more flexibility and enables members to move and second amendments freely.
It is recommended that Option B be specified in standing orders as the preferred option for the term as this provides for some flexibility while maintaining a level of control and stays consistent with the Council’s Standing Orders.
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4.16. Where a Motion is lost (Standing Order 22.9)
A new provision has been added to make it clear that when a motion is lost it is possible to move an additional motion if it is necessary to provide guidance or direction. Standing Order 22.9 enables a meeting to submit a new motion if required to provide direction to management where this might be required following the defeat of a motion.
It is recommended that Standing Order 22.9 be included in the Standing Orders.
4.17. Ensuring decisions meet requirements of Part 6 LGA 2002 (Standing Order 26.2)
The Standing Orders highlight the importance of recommendations whether they are in a staff report or a Notice of Motion, complying with the decision-making requirements of Part 6 of LGA 2002.
Section 75 LGA 2002 specifies that every decision made by a community board must be in accordance with the provisions of sections 77, 78, 80, 81 and 82 of the LGA 2002 as are applicable. This requirement applies to all decisions to the degree appropriate. In some cases the impact of these provisions will require that a decision can only be made after consideration of options and related matters has taken place. What is required is some evidence that consideration has been given to the degree to which a decision is or should be subject to the matters specified in the relevant sections of Part 6.
The Standing Orders make provision within Standing Order 26.2 for a Chairperson to refuse to accept a Notice of Motion that fails to include sufficient information to satisfy the requirements of sections 77-82 of the LGA 2002.
It is recommended that the Board agrees with Standing Order 26.2 and accepts that the reasons listed in (a) to (f) are sufficient for a Chairperson to refuse to accept a notice of motion.
5. ASSESSMENT OF SIGNIFICANCE
The decisions or matters of this report are not considered significant in accordance with the Council’s Significance and Engagement Policy.
6. COMMUNITY INPUT
No community input is required.
7. FINANCIAL/BUDGET CONSIDERATIONS
There are no financial or budget implications.
8. POLICY AND PLANNING IMPLICATIONS
The adoption of an amended set of Standing Orders is not inconsistent with previous decisions.
9. RISKS
The Board is required to have adopted a set of Standing Orders. There is minimal risk in either keeping the current Standing Orders or amending them, as meetings must comply with the legislation.
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10. CONCLUSION
The current Standing Orders remain in place until a new set of standing orders is adopted. Any change requires agreement of not less than 75% of the members present. The proposed Standing Orders are based on best practice and have been specifically designed for community boards by the LGNZ Working Party. These are also consistent with the Council’s Standing Orders.
RECOMMENDATIONS:
1. THAT the report "Standing Orders for Community Boards" be received; and 2. THAT the Board adopt the Draft Standing Orders for Community Boards, Appendix 1, based on the LGNZ template for Community Boards and alignment with the Council’s Standing Orders and which includes the following decisions and/or amendments:
a. Standing Order 4.2 Meeting Duration - the Board confirms the times (six hours/10.30pm/three hours – 10 minute break) as set out in Standing Order 4.2. b. Standing Order 4.4 – Webcast meetings – the Board confirms that webcast meetings should be provided in accordance with the protocols contained in Appendix 5. c. Standing Order 8.13 - Meeting cancellations - The Board confirms that this standing order be included to clarify the process around cancelling meetings. d. Standing Orders 9.2 and 9.3 – Process for raising matters for a decision – the Council confirms that Standing Orders 9.2, 9.3 and Appendix 10 be included in the Standing Orders. e. Standing Order 9.4 – Order of Business – the Board notes that the current order of business for Board meetings is similar to that in Appendix 9 and this will be used as a guide. f. Standing Order 10.5 – Meeting lapses where no quorum - the Board agrees with the period of 30 minutes before a meeting must lapse for want of a quorum. g. Standing Order 12.1 - Members attending meetings of which they are not members – the Council confirms the inclusion of this standing order to provide clarification. h. Standing Order 12.3 - Leave of absence – the Board amends this standing order to state that the Chairperson of a Community Board be delegated the authority to approve applications for leave of absence and to advise the members when leave has been granted. i. Standing Orders 12.7 to 12.16 audio or audio-visual link the Board:
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10.1. Provided separately to this report:
Appendix 1 –Draft Community Boards Standing Orders Appendix 2 – Motions and Amendments Options A, B and C
Report Authorisation
Report writer: Coral Hair Administration Officer Policy
General Manager Planning, Regulatory and Corporate Final Approval: David Bewley Services
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5.3 Code of Conduct for Community Boards
5.3 Code of Conduct for Community Boards
Subject: CODE OF CONDUCT FOR COMMUNITY BOARDS
To: MURUPARA COMMUNITY BOARD
Meeting Date: MONDAY, 20 MARCH 2017
Written by: ADMINISTRATION OFFICER POLICY
File Reference: A1144939
1. REASON FOR THE REPORT
The report asks the Murupara Community Board Members to consider the feedback from the Combined Community Boards meeting on a draft Code of Conduct for Community Boards (refer to Appendix 1) that is based on the Council’s Code of Conduct. The report asks whether the Board wants to adopt the revised Code.
2. BACKGROUND
2.1. Community Boards Code of Conduct
The requirement to adopt a Code of Conduct applies only to Councils, rather than to Community Boards; however there is also nothing to prevent a Board from doing so.
All Community Boards previously adopted the current Code of Conduct for Community Boards which was based on the code of the Council and was revised to be relevant to the Boards roles and responsibilities.
2.2. How to change the Code of Conduct
The Code of Conduct stays in place until the Community Boards individually resolve by a 75% majority of those present to amend them. There is no statutory obligation to review the Code of Conduct at the commencement of a new Council Triennium, however it is good practice to do so. The Code of Conduct is intended to be of assistance to Members in their dealings with each other, staff, the public and the media.
2.3. Criticism of current Code of Conduct
The Council was criticised in December 2014 by Massey University Lecturer Catherine Strong, who presented research on New Zealand Codes of Conduct at the Journalism Education Association Conference. She expressed concern over a paragraph that appears in the Code of Conduct which she stated has the potential to lead to councillors being “muzzled”. She objected to the wording that elected members making public statements expressing their opinion “shall not criticise the conduct of the Council” and stated that this amounted to “gagging” councillors; and she went on to say that the public should be appalled by this statement. In response to Ms Strong, Mayor Bonne stated at the time that the Code of Conduct was outdated and would be reviewed by the incoming Council; however, he did not agree that the Councillors were in any way “muzzled”.
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3. WHY A CODE OF CONDUCT?
3.1. Four objectives of a Code of Conduct
LGNZ has developed a Code of Conduct template. In the Guidelines document accompanying the template, LGNZ states that Codes of Conduct are common features in local government systems in many parts of the world, and in New Zealand, the Code complements specific statutes, such as the Local Government Official Information and Meetings Act 1987, which are designed to ensure openness and transparency. LGNZ goes on to state that Codes are an important part of the framework for building citizen confidence in our governmental processes. The LGNZ template has four objectives:
to enhance the effectiveness of the local authority and the provision of good local government of the community or district; to promote effective decision-making and community engagement; to enhance the credibility and accountability of the local authority to its communities; and to develop a culture of mutual trust, respect and tolerance between the elected members of the local authority and between the elected members and management.
The four objectives highlight the importance of achieving ‘good local government’, effective and inclusive decision-making, strengthened community credibility, and a culture of trust and mutual respect within the local authority.
They also contribute to making the experience a more rewarding and satisfying one for elected members.
3.2. Minimum Requirements of a Code of Conduct
The minimum requirements of a Code of Conduct are set out in Clause 15, Schedule 7 of the LGA 2002 as follows:
3.3. What should be included in a Code of Conduct?
The LGNZ guidelines recommend that an effective Code of Conduct should include the following:
guidance for managing relationships and ensuring constructive behaviour, including processes for ensuring these are adhered to. This will ideally cover relationships with other members, staff, the media and relationships with the public;
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5.3 Code of Conduct for Community Boards (Cont.)
a statement of the different roles and responsibilities of governance and management. The Code should complement and reinforce the rules and statutory provisions set out in a council’s standing orders; provisions dealing with confidentiality of information received during the course of a members’ duties as well as situations when members are required to disclose information to the local authority and each other; provisions dealing with conflicts of interest; provisions dealing with ethical conduct, such as the way in which expenses may be claimed, and soliciting or accepting gifts, rewards, or benefits; an explanation of the importance of adhering to the Code of Conduct and details of the procedures for investigating and resolving alleged breaches; provisions designed to encourage courteous and constructive behaviours and so reduce the risk of poor behaviour and alleged breaches; details of penalties or sanctions, such as what they are, when they might be applied, and the processes for their application (where these processes are within the control of council); and provisions for the review of a code of conduct (both in terms of the statutory requirements and any processes the local authority has put in place).
3.4. Codes of Conduct are not a means of preventing elected members from expressing their views
LGNZ makes it clear that Codes of Conduct should promote effective working relationships within a local authority and between the local authority and its community. Among other things, a Code should promote free and frank debate which should in turn result in good decision-making. Codes of conduct should not be used in such a way as to stifle robust debate.
Provided that an elected member does not attempt to present a personal view as anything other than their own view (and does not contravene other parts of the Code), they should be able to do so. Codes of Conduct are ideally designed to provide rules of conduct that promote debate and make it clear that personal views, and the rights of all members to express personal views, are to be respected.
What a Code of Conduct does is set boundaries on standards of behaviour in expressing and promoting those views, and means of resolving situations when elected members breach those standards.
3.4.1. Office of the Auditor General –Good Practice for Managing Public Communications by Local Authorities
The Office of the Auditor General, in its publication titled “Good Practice for Managing Public Communications by Local Authorities” dated April 2004, set out the following principles:
3.4.1.1. Principle 4 - Communications on Council policies and decisions should reflect the collective position of the Council.
4.13 Wherever possible, the Council should "speak with one voice", and its communications should represent the corporate or collective position.
4.13 A communication by an authorised spokesperson appointed by the Council (whether that person is a Member or an employee) should identify that person in his or her official capacity (for example, as a Committee chairperson). The purpose of the communication should
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5.3 Code of Conduct for Community Boards (Cont.)
always be to meet the Council's, not the spokesperson's, communications objectives. The person responsible should be careful to ensure that what is being said is portrayed as the Council's position, not the personal views of the spokesperson.
4.15 Some Councils allow the Mayor to produce a regular "column" in a Council funded or other local publication, or to make regular broadcasts on local radio or television. The purpose of such communications should be to give voice to the Council's corporate position on its activities, through the elected leader.
4.16 Communication of a Member's personal perspective, views or opinions (including in a regular "column", broadcast, etc.) should be the exception rather than the rule, and should be subject to Principles 9 to 11 (see pages 19-21).
3.4.1.2. Principle 9 - Communications by Members
Principle 9 - If the Council's Communications Policy permits them, communications by Members of their personal perspective, views or opinions (as opposed to communication of Council matters in an official capacity) should:
be clearly identified as such; and be confined to matters that are relevant to the role of local authorities.
4.33 Members are collectively responsible for Council decisions. Communication of Council business to the community often falls to a designated spokesperson. See Principle 4 and paragraphs 4.13-4.15 on page 16.
4.34 But Members are also individually responsible to the communities that elected them. It is for the Council to decide whether and, if so, on what terms to make resources available to Members to communicate with constituents or the wider community in their capacity as individual Members.
4.35 An example of a communication that could involve a Member expressing personal views is a "Members' column" in a Council-funded newspaper or on a Council web site.
4.36 It is important that the Communications Policy, and the relevant part of the communications budget, also sets out clearly the limits in relation to such communications. The policy should say: What types of communications are permitted and in what circumstances, and the range of permitted subject matter; Whether the material can or should be subject to editing and, if so, by whom; What procedures apply in respect of authorisation, attribution, and editorial and quality control. These are for the Council to determine. However, whether or not material is edited, the Member must formally subscribe to what is being published.
4.37 Note, however, that a Member's freedom to talk about Council business is subject to confidentiality requirements (such as under Standing Orders) and the Council's Code of Conduct - especially as regards Members' conduct towards each other and their disclosure of Council information.
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3.5. Elected members should “own” the Code
LGNZ states that nothing is more likely to promote non-compliance with a Code than elected members being invited to “rubber stamp” a Code that others have prepared. They suggest an independent facilitator be used at a workshop to consider the draft Code of Conduct. Steve McDowell facilitated a workshop on the Roles and Responsibilities of Elected Members on the 6 December 2016 which was attended by both Councillors and Community Board Members.
4. COMMUNITY BOARD CODE OF CONDUCT
The requirement to adopt a Code of Conduct applies only to local authorities. All members of a local authority must abide by that local authority’s code of conduct. As members of community boards are not ‘technically’ members of the local authority, community boards are not required to either adopt their own code of conduct or comply with their council’s code. Although there is no requirement for Community Boards to adopt a code, there is nothing to prevent them from doing so. All Community Boards have adopted the Code of Conduct for Community Boards which was based on the code of the Council and adapted to reflect the Boards roles and responsibilities.
In the Community Board Good Governance Guide for Community Boards released by the Community Boards Executive Committee in December 2016 it states:
“The role of a community board differs from that of a governing body of a local authority to the extent that community boards cannot employ staff and thus, for example, are not directly responsible for meeting the good employer obligations. However, the behaviours of community board members may have a direct impact on such obligations - ensuring members behave ethically and in accordance with the expectations which also apply to councillors is consequently important. It will also help ensure the effective operation of community boards themselves.
Community boards often adopt the same code of conduct as adopted by their parent local authority. Not to do so creates a risk that different standards of behaviour will apply to members of community boards than apply to members of their governing bodies, such as when dealing with council staff.
Should a board decide not to adopt their governing body’s code of conduct, there is nothing to stop it developing designing and adopting its own version of the code.”
The main differences in the Codes relate to the emphasis on the roles and responsibilities of the Community Boards and the Board Members, while required to declare bankruptcy, are not required to complete a Register of Interest Form. This may be a point of debate and discussion among community board members.
The Board can determine whether to conduct a review of the Code of Conduct for Community Boards in conjunction with other Boards and whether they wish to base their Code of Conduct on the Whakatāne District Council Code, which in turn is based on the LGNZ template.
4.1. Discussion points
The following questions are designed to stimulate discussion:
1. Do you think the Code of Conduct for Community Boards should be the same as that of the Mayor and Councillors? 2. If not, then what sections should be included or excluded?
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5.3 Code of Conduct for Community Boards (Cont.)
3. Do you think the Code of Conduct for Community Boards should be the same for all Boards or should individual Boards amend the Code? 4. Do you think Community Board members should complete a Register of Interest form (section 9)? 5. Do you think Community Board members should undertake a self-assessment survey (Appendix D) on a regular basis to be used as a starting point for discussions on the overall performance of the Board?
To assist the Members to answer these questions, please refer to the sections below titled
What stays the same in the Council? What is new in the LGNZ template? Section 6.3 below specifically deals with the Register of Interest provisions in relation to Community Boards.
The Code of Conduct adopted by the Council on the 15 December 2016 has been written with the intention of it been applied to Community Board members and refers to generic “members” or “elected members” rather than “Councillor” or “Community Board member”. However, feedback from the Combined Community Board meeting suggested that the Code needed to become more focused on Community Board roles and responsibilities. Therefore changes have been made to ensure that the Code is relevant to Community Boards.
4.2. Recommended wording changes to Section 4
The following changes are recommended to be included in the Code of Conduct for Community Boards to specifically refer to the roles and responsibilities of Community Boards.
4.2.1. Roles and Responsibilities – Section 4
Section 4.1 of the Code has been amended to refer to the legislation that relates to Community Boards, specifically sections 49 and 52 of the Local Government Act 2002 (set out below)
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5.3 Code of Conduct for Community Boards (Cont.)
“4.1 Community Boards
Community Boards are constituted under section 49 of the Local Government Act 2002 (LGA 2002) and their role is detailed under section 52 of the LGA 2002 to:
Represent and act as advocates for the interests of their community; Consider and report on all matters referred to it by the Council or any matter of interest or concern to the Community Board; Make an annual submission to the Council on expenditure within the community; Maintain an overview of services provided by the Council within the community; Act as a channel of communication between the community and Council; Undertake any other responsibilities delegated by the Council.
General and specific delegations to Community Boards are contained in the Delegations Register.
Members, acting as the Board, are responsible for:
Input into Council policy; monitoring the performance of the Board against its stated objectives policies and identified community outcomes; prudent stewardship of the Boards resources; representing the interests of the residents and ratepayers of the Community Board Area; ensuring overall compliance with its obligations and responsibilities under the Local Government Act 2002 and all other legislation which prescribe statutory duties for territorial authorities; promoting good relationships with other Community Boards.
Members, as individuals, must comply with:
the requirements of the Code of Conduct. those enactments and other rules of law applicable to the conduct of members.
4.2 Board Chairpersons
A Board Chairperson exercises the same role as any other member but has responsibility to preside over all meetings of the relevant Board and to ensure that they act within the powers delegated to it by the Council (as set out in the Council’s Delegations Register).”
4.3. Community Board Chairperson and Members
There have been changes throughout the Code of Conduct to ensure that the Code refers to Community Board Chairpersons and Members rather than “Councillors”.
4.4. Procedures for Raising Policy Matters (Section 14.4)
This section has been amended to reflect the position of community boards providing recommendations to the Council in regard to policy matters.
Page 34 WHAKATĀNE DISTRICT COUNCIL MONDAY, 20 MARCH 2017 MURUPARA COMMUNITY BOARD - AGENDA
5.3 Code of Conduct for Community Boards (Cont.)
5. WHAT STAYS THE SAME IN THE COUNCIL?
Sections 1 to 5, section 7 Information, section 8 Conflicts of Interest and section 10.1 Undischarged bankrupt, of the LGNZ Code of Conduct template, generally have the same intent as those equivalent sections in the current Code of Conduct.
There is a new section titled “Ethical behaviour” in Section 10. This section is not dissimilar to the old section 6.1 “Accepting Gifts/Hospitality/Expenses”. It also sets out clearly the situation during the election campaign period and for personal use.
5.1. Appendix A – Legislation bearing on the role and conduct of elected members
Appendix A of the proposed new Code sets out legislation bearing on the role and conduct of elected members. This appendix equates to Appendix B “Legislative Responsibilities” in the current Code. The Health and Safety at Work Act 2015 and the Protected Disclosures Act 2000 (Whistle-Blower Protection) are additional Acts to those set out in the LGNZ template.
6. WHAT IS NEW IN THE LGNZ CODE OF CONDUCT TEMPLATE?
6.1. Contact with the Media
Section 6 of the LGNZ Code of Conduct deals with contact with the media. This is a refinement of section 5.5 of the current Code. Section 6.1 sets out who provides the official view on behalf of the Council or Community Board and 6.2 discusses media comment on a member’s own behalf and sets some rules to be observed when doing so. The language and the intent of 6.2 have been amended to ensure that there is no suggestion of “muzzling” elected members.
6.2. Promoting a supportive governance culture
LGNZ notes that one important difference between the new and old templates is the addition of commitments designed to promote a supportive and inclusive governing environment and strengthen relationships at the governance level.
LGNZ states that these provisions are intended to diminish the risk of conflict between members and between members and the public, and thereby avoid the likelihood of breaches. The new Code encourages members to review their collective performance and governance style in order to assess the degree to which their culture is both inclusive and supportive.
The reference to “equitable contribution” in the Values section 3 has been added to encourage members to take all reasonable steps to fulfil the duties and responsibilities of office, such as attending meetings and workshops, undertaking relevant reading, preparing for meetings and taking part in relevant training workshops or seminars.
The intention is to provide councils with leverage to encourage members to do ‘their fair share’ of the tasks necessary to provide effective governance and representation and take part in exercises designed to improve relationships and teamwork.
The key parts of section 11 “Creating a supportive and inclusive environment” are designed to encourage members to:
a. take part in council induction workshops;
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5.3 Code of Conduct for Community Boards (Cont.)
b. contribute to activities designed to seek agreement on vision, goals, objectives and operating values; c. participate in processes for assessing the governing body’s performance; and d. undertake, where necessary, training to improve their knowledge of how the council works and being an effective elected member.
The provisions require that members should take “all reasonable steps” to fulfil their responsibilities as elected members. As a result of these commitments, the possibility exists that a complaint could be laid against a member for having consistently refused to participate in council-organised activities designed to build a better culture.
LGNZ has provided a self-assessment survey form for the elected members to consider. It is intended to be used to determine the performance of elected members collectively. (This is included as Appendix D in the Proposed Code of Conduct).
It is recommended that a self-assessment survey be undertaken by community board members on a regular basis and that Appendix D be used as a guide.
6.3. Register of Interests
Section 9 of the new Code requires that members maintain a register of interests. LGNZ states that the register is limited to disclosures affecting members and their spouses or partners and has suggested a template register to be used (this is set out in Appendix E of the Proposed Code of Conduct). Section 7.2 of the current Register of Interest states that members make a written declaration of their personal and financial interests that “may at times conflict with their roles.” The LGNZ template is therefore an expansion of the current template, which has no specific headings.
The Community Board Members are asked to recommend whether they wish to include this section in the revised Code of Conduct for Community Boards. Previously this has been removed from the Code.
6.4. Breaches of the code
6.4.1. Current penalty provisions
The Whakatāne District Council developed its own version of dealing with alleged breaches of the Code. Section 8 of the current Code explains this process and there is a diagram that sets out the process for dealing with breaches. The subject of the complaint has a choice of either a Conduct Review Panel or an independent investigator to hear the complaint. The Panel consists of three elected members and there are also three other members appointed in order of priority who could replace any of the members if they were unavailable or involved in the alleged breach.
If the subject of a complaint chooses the Panel option, they have the opportunity to respond to the complaint and/or attend the Panel meeting. The Panel has the authority to make decisions will then report its findings and decisions to the Chief Executive who then advises the subject and the complainant and reports the findings to the Council. The Panel also has the option of forwarding the complaint to an independent investigator. If the subject chooses an independent investigator, the Chief Executive appoints a person from the Arbitrators and Mediators Institute of NZ to investigate the complaint. The subject also has the opportunity to respond to the complaint. The independent investigator then reports to the Council on his or her decision on the validity of the complaint and any action taken as a result of the investigation.
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5.3 Code of Conduct for Community Boards (Cont.)
Where it is determined that a breach has occurred, the Code sets out penalties to be imposed, and these vary depending on the nature of the breach. All decisions of the Panel and the independent investigator are reported in an open Council meeting, except where the breach relates to the misuse of confidential information, or would otherwise be exempt from public disclosure under LGOIMA.
6.5. Who can make a complaint?
The new Code is designed to be a self-regulatory instrument and as a result, complaints can only be made by members themselves and the Chief Executive. All complaints must be made in writing to the Chief Executive, who is obliged to forward them to an independent investigator for a preliminary assessment.
6.6. Non-material breaches
LGNZ states that applying a penalty or sanction under the Code should ideally be the last, rather than the first response, and that most situations can be resolved without the need for sanctions. Often something as simple as an apology will resolve the issue. LGNZ notes that the original code of conduct template created difficulties for some councils, as it provided little guidance on how to distinguish between minor and material breaches. The new template has been specifically designed to enable non-material breaches to be dealt with outside the formal process of a full investigation by the council or committee.
6.7. Determining materiality
The complaints procedure in the new Code is underpinned by the principle that councils (or committees) should only be involved in ruling on possible breaches of the Code when they are material. Consequently, a level of clarity is required about how materiality should be determined. In the case of non-statutory breaches, the Code states that a breach is material if:
“…it would, if proven, bring the council into disrepute or reflect adversely on the local authority if not addressed.”
The notion of disrepute involves the local authority’s reputation and the risk that specific behaviours will, in the mind of the public, undermine that reputation. Only if there is a real risk that reputation will be undermined should a breach be determined to be material.
Other factors that might be considered when determining the level of materiality include whether complaints are intended to:
1. intimidate or harass another member or employee;
2. damage another member’s reputation; 3. obtain a political advantage; 4. influence the council in the exercise of its functions or prevent or disrupt the exercise of those functions; 5. avoid disciplinary action under this Code; or 6. prevent or disrupt the effective administration of this code.
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5.3 Code of Conduct for Community Boards (Cont.)
Other factors include whether complaints are vexatious and have not been made in good faith. The investigator may take any actions needed to determine the materiality of a complaint, although investigations will need to be within whatever budgetary constraints have been set in the contract for service, or have been approved by the Chief Executive.
6.8. Process upon receiving a complaint
Having received a complaint in writing, the Chief Executive will:
notify the complainant and the respondent(s) that the complaint has been received, and the name of the selected investigator (including information on the process that will be followed); and provide ongoing updates to members on progress with the resolution of complaints received. This could be through a Mayoral or Chief Executive’s report.
LGNZ suggests that the Chief Executive prepare a list of investigators, either separately or with neighbouring councils, or contract with an agency capable of providing appropriate investigators, and that they do this shortly after the start of the triennium, in consultation with the Mayor.
6.9. Material breaches
LGNZ does highlight that the principles of natural justice must apply to the investigation, assessment and resolution of complaints made under the Code.
6.9.1. Process for managing material breaches
Where an investigator finds that a breach is material, the following steps will apply:
1. The investigator will inform the Chief Executive, who will in turn inform both the complainant and the respondent, that the breach has been determined as material and outline the process to be followed; 2. The investigator will undertake an investigation appropriate to the scale of the breach, which may include interviews with other affected parties, and prepare a report for the Chief Executive which will set out the rationale for the findings and may include recommendations for resolving the breach and/or appropriate penalties; 3. On receipt of a report, the Chief Executive will send a copy of the investigator’s findings to the complainant and the respondent(s), inviting them to reply in writing as to whether or not they agree to the findings and whether they wish to make a written submission for consideration by the council or committee; 4. The Chief Executive will then prepare a paper, including the investigator’s report and any submissions from affected parties, for a forthcoming meeting of the council, or committee with delegated responsibility, to consider complaints and determine penalties.
6.9.2. Hearing by Council or Committee
Where a complaint is found to be material, the investigator will provide a report to the Council setting out the reasons why the allegation has been upheld and is material. The Council needs to have a process in place for discussing and making a decision on the investigator’s recommendations. In some cases, the governing body, or some of its members, may be interested parties in the complaint and should therefore not take part in discussions on the matter, nor determine penalties.
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5.3 Code of Conduct for Community Boards (Cont.)
To avoid such situations, the Council might consider establishing a Code of Conduct Committee. The purpose of the Committee would be to consider any reports from an independent investigator and determine appropriate responses. LGNZ suggests that an appropriate Code of Conduct Committee might consist of three members – a member of the governing body and two community representatives chosen for their knowledge and experience, either by invitation, or as a result of a call for expressions of interest.
On receipt of the Chief Executive’s report, the Council or Committee will:
In considering a report from the Chief Executive, the Council or Committee may, if necessary, ask the investigator to provide a briefing on his or her findings and invite the complainant and/or respondent to speak to any submissions that might have been made; On consideration of the evidence, the Council or Committee will decide whether a material breach of the Code has occurred and what, if any, penalty or action should occur in response to the breach; The Council will inform the respondent and complainant of its decision in writing.
No member of the Council with an interest in the complaint may take part in the hearing or decision-making process, unless invited by the Council or Committee to speak to their submission.
Note: No appeal right is included in the Code, as all members are able to make use of the processes set out in standing orders for revoking council decisions. In addition, a council decision can be subject to a judicial review and a committee decision can be subject to an Ombudsman’s review.
The Council will need to decide whether the Code of Conduct Committee should have delegated decision-making powers or recommendatory powers.
The Council decided to defer this decision until the time that a breach occurs.
6.9.3. Possible penalties and actions in response to a material breach
The Code reflects an agreement between elected members about the behaviours they expect from each other and themselves. It is therefore heavily reliant on individual good will and the ability of the Council, as a collective body, to exert moral suasion to either prevent breaches of the Code or promote a positive and constructive culture. However, where there has been a material breach of the Code, the Council might consider the following penalties and actions where a material breach has been confirmed:
a letter of censure to the member; a request (made either privately or publicly) for an apology; a vote of no confidence in the member; removal of certain council-funded privileges (such as cell phones, or attendance at conferences); restricted entry to council offices, such as no access to staff areas (should no restrictions apply); limitation on any dealings with council staff so that they are confined to the chief executive only; suspension (rather than removal) from committees or other bodies; or an invitation for the member to consider resigning from the council.
A council or committee may decide that a penalty will not be imposed where a respondent agrees to one or more of the following:
Page 39 WHAKATĀNE DISTRICT COUNCIL MONDAY, 20 MARCH 2017 MURUPARA COMMUNITY BOARD - AGENDA
5.3 Code of Conduct for Community Boards (Cont.)
attend a relevant training course; and/or work with a mentor for a period of time; and/or participate in voluntary mediation (if the complaint involves a conflict between two members);and/or tender an apology.
Decisions to apply a non-statutory penalty for material breaches should be made in meetings open to the public, unless some aspect of the matter necessitates treating the matter “in committee”.
No additional breaches have been added to the Code of Conduct.
6.10. Process to be followed in the case of statutory breaches
Where an investigator finds, in response to a complaint, that a member has breached provisions set in statute, such as a breach of the Local Authorities (Members’ Interests) Act 1968, the Local Government Official Information and Meetings Act 1987 or the LGA 2002, they will immediately provide their findings to the Chief Executive who will inform the relevant agency, as well as the complainant and the respondent.
Although the local authority and its community will play a role in monitoring compliance with these provisions, outside agencies also have a role in monitoring compliance and more particularly, in dealing with breaches of law. Penalties that may apply, depending on the type of breach, are:
criminal prosecution, conviction, and the resulting consequences (for breaches of the Crimes Act, the Secret Commissions Act or the Securities Act); or prosecution by the Office of the Auditor General(1) under the Member’s Interests Act, which on conviction leads to the member’s ousting from office (where a member votes or discusses a matter in which he or she is deemed to have an interest); or inviting the Auditor General to prepare a report on any financial loss or damage suffered by a local authority as the result of a breach (which could potentially lead to the member having to personally make good the loss or damage); or sanctions made under the Privacy Act.
7. WHAT THE NEW LGNZ CODE OF CONDUCT TEMPLATE DOES NOT INCLUDE
The new LGNZ Code of Conduct template did not include the following sections under the heading “General Protocols”:
Dress Code Use of facilities Procedures for raising operational matters Procedures for raising policy matters Responding to ratepayer approaches regarding potential or actual litigation against the Council.
Following discussion at the workshop, the above sections, with some amendments to update them, was included in the new Code of Conduct document as these sections provide some guidance and are considered to still be relevant and useful.
1 The Audit Office is an avenue for making complaints about breaches of the Members’ Interests Act, but also functions as an advisor where there is doubt as to whether a particular course of action constitutes a breach, and can in certain circumstances give approval for members who might have an interest to participate in discussions and/or vote on a particular matter.
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5.3 Code of Conduct for Community Boards (Cont.)
The section relating to the Use of Facilities has been amended to relate to Community Board Members likely use of facilities.
The new Code does not include a section on Decision-making (section 4) or the current Appendix A – both of which cover LGA 2002 and decision-making, consultation, committees and delegations. However this information will be transferred into the new Delegations Register in a section titled “Governance Principles”. The information contained in the “Governance Principles” section was provided to the Council and Community Boards at their Inaugural meetings as an appendix to the Chief Executive’s report on Legislative Advice. The Delegations Register is seen as a more appropriate vehicle to house this type of information.
8. CONCLUSION
The report asks the Community Board Members to consider the feedback from the Combined Community Boards meeting on a draft Code of Conduct for Community Boards The report asks whether the Board wants to adopt the revised Code and whether to include section 9 Register of Interests and Appendix D Self-assessment template.
RECOMMENDATIONS:
1. THAT the report “Code of Conduct” be received; and 2. THAT the Murupara Community Board adopt the draft Code of Conduct for Community Boards February 2017 as set out in Appendix 1
a. Including or not including section 9 Register of Interests (and if not including section 9 then removing Appendix E) b. Including or not including Appendix D: Self-assessment template
Provided separate to this report:
Appendix 1 – Draft Code of Conduct for Community Boards – February 2017
Report Authorisation
Report writer: Coral Hair Administration Officer Policy
General Manager Planning, Regulatory and Corporate Final Approval: David Bewley Services
Page 41 WHAKATĀNE DISTRICT COUNCIL MONDAY, 20 MARCH 2017 MURUPARA COMMUNITY BOARD - AGENDA
6 Chairperson and Subcommittee Reports
6 Chairperson and Subcommittee Reports 6.1 Chairpersons Report to 12 March 2017
Page 42 WHAKATĀNE DISTRICT COUNCIL MONDAY, 20 MARCH 2017 MURUPARA COMMUNITY BOARD - AGENDA
6.1 Chairpersons Report to 12 March 2017 (Cont.)
Chairperson’s Report to 12 March 2017
Subject: CHAIRPERSON’S REPORT TO 12 MARCH 2017 To: MURUPARA COMMUNITY BOARD Meeting Date: MONDAY, 20 MARCH 2017 Written by: BOARD CHAIRPERSON
File Reference: A1145472
1 REASON FOR THE REPORT
The report is to provide Members with an overview of the activities that I have been involved with since the previous meeting.
2 COMMUNITY INPUT AND PUBLICITY
2.1 Attendance at various meetings and events
8 February 2017 Community Vision Workshop Facilitated by the Council’s Strategic Policy at Awakeri Team and attended by myself and Board Member Jenner who also attended a session on 9 February 2017 with Members of the Murupara Youth Leadership Team
11 February 2017 Community Board Chairperson Attended the training along with Board and Deputy Chairperson Deputy Chairperson Te Amo and M Hanna training at Taupō from the Whakatāne-Ōhope Community Board
18 February 2017 Ngāti Whare Whānau Hauora Board Member Te Amo and I attended the at Murumaranga Marae, Te event Whaiti
21 February 2017 Te Rūnanga o Ngāti Manawa Representatives from WDC, BOPRC, DOC and monthly meeting MCB – discussion and site visit on the Rangitāiki River Walkway to the Fire Station
21 February 2017 MCB meeting to discuss need Board draft Strategic Plan available for to profile Members review. Attended by Board Members Hynes, Jenkins and I with discussion to focus on one highly visible project – cleaning the litter around the town
3 March 2017 Peter Kenyon Workshop, Board Members Jenkins, Jenner, Rangiwai and Murupara Pavilion I attended along with 30 members of the public. Plenty of discussion of what is great about the area and the aspirations for the
A1145472 Page 1 of 2
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6.1 Chairpersons Report to 12 March 2017 (Cont.)
community. Follow up will be held this week.
15 March 2017 Discussion on school holiday I will attend this at the Service Centre programmes for Murupara
2.2 Next Meeting Mayor Tony Bonne has indicated that he would like to visit Ruatāhuna, hold a coffee morning and introduce the Māori Rates Officer who specialises in Māori Land Rates with him. It has been suggested that this coincide with the next Board Meeting however, both Tony and I will be on a visit to the Chatham Islands on 8 May 2017. It is suggested that the next Murupara Community Board meeting be brought forward a week and be held at Ruatāhuna on Monday, 1 May 2017 to coincide with the Mayoral Coffee morning and Māori Rates Officer visit.
RECOMMENDATIONS: 1. THAT the Chairperson’s report be received; and 2. THAT the next Murupara Community Board meeting be held on Monday, 8 May2017 at Ruatāhuna.
Alison Silcock Chairperson
A1145472 Page 2 of 2
Page 44 WHAKATĀNE DISTRICT COUNCIL MONDAY, 20 MARCH 2017 MURUPARA COMMUNITY BOARD - AGENDA
6.2 Murupara Community Board Goals and Objectives
6.2 Murupara Community Board Goals and Objectives
Date March 2017March Immediate/Ongoing Meeting Communications 2017) Team (Feb 2017 Publication March Monthly publications (Byron) Meeting Communications 2017) Team (Feb Ongoing following meeting (Jackie) Meeting Communications 2017) Team (Feb Discussions with radio stations (Jackie) Action/
7 of 1
Page
Iwi to attend Community Board Meetings Board Community attend to Iwi
Arrange a meeting of the Board and Local Iwi Local and the of Board meeting a Arrange Invite Send all Iwi a copy of Community Board Agenda Board of Community copy all Iwi a Send Initiate discussionswith WDC CommunicationsTeam and page face Councils book Provide for content website Initiate discussionswith WDC CommunicationsTeam Manawaand FM 1XX , Radio Utilise FM Sun Actively seek content seek Actively Develop and confirm a logo confirm Develop and Initiate discussionswith WDC CommunicationsTeam
• • • • • • • • • • 2019 -
How and otherand
RD ACTION PLAN 2016
Radio OA
Toengage with the widercommunity
that includes Communityevents, community MURUPARA COMMUNITY B - 1 Goal What Iwi local Engage Publishcommunity a newsletter ( achievements, community board news, council news agency agencies, other for slot messages, services) social (fire, police, Communicate through Social Media Engagecommunity the through media
1 A426915
Page 45 6.2 MURUP WHAKA Murupar T ARA ĀNE C a DIS OMMUNITY Community Conduct Open days and public forums • Conduct Community Board Meetings in all Arrange venues TRIC communities (Rotational with every alternate meeting Invite Community in Murupara) T
representation to public C
OUNCIL forum part of meeting.
BO (Janie) Boar ARD Seek invitations, be aware of • Attend important functions/celebrations in the d
important events. Goals community - A
(Board Members) GEND
and A
Objectiv es (Con t.) MOND A Y , 20
A426915 Page 2 of 7 MAR CH P ag 2017 e 46 6.2 MURUP WHAKA Murupar T ARA ĀNE C a DIS OMMUNITY Community
Goal 2 - To Encourage and Promote Community Pride TRIC What How Action/Date T
Clean-Up Campaign • Community Board to organize event September 2017 C OUNCIL • Establish a working party Seek advice from Manager Solid Waste and Waste BO Management Contractors June 2017 Boar ARD • Promote Event in collaboration with schools • Initiate a Recyclable Art Competition d Goals -
• Board sponsored refuse collection bags and gloves A Town Centre Refresh • Conduct a tour of inspection with Council staff to identify April 2017 GEND
improvements to footpaths, and gardens Roading and Places and Open and • Staff and Community Board members to commence Spaces Team
A
discussions with property/building owners regarding future Objectiv of derelict/abandoned shops and presentation • Promote and refresh civic murals within the Town Centre and on civic buildings Annual Garden Competition • Engage with Pride Whakatāne June 2017 es
• Board sponsored prizes (Con • Board representatives as judges
Recycling Initiatives • Work with Manager Solid Waste and Waste Management April 2017 t.) Contractors regarding facilities and education programmes • Promote recycling through local media National Events e.g. Arbor Day, Parks Day, Keep • Engage with Council staff on appropriate promotions Ongoing NZ Beautiful • Identify important promotion dates • Promote through schools and community Community success • Engage with media as per Goal 1 Ongoing
MOND A Y , 20
A426915 Page 3 of 7 MAR CH P ag 2017 e 47 6.2 MURUP WHAKA Murupar T ARA ĀNE C a DIS OMMUNITY Community TRIC Goal 3 - To Support Economic Growth and Development T
What How Action/Date C OUNCIL Immediate Iwi Economic Development initiatives • Co-ordinate a hui with all Iwi – meet and greet BO Boar • Engage with Iwi on economic and tourism promotion
Cllr Silcock appointed to ARD • Awareness of Iwi initiatives represent CB at monthly Ngāti Manawa Meetings d Goals -
Local Business Promotion • Board to arrange and coordinate a meeting of local business October 2017 A GEND owners including cottage industries. Annual • Board to engage with Councils Business Services Team and
• Establish a database of local business and service providers A Local Tourist Operator Promotion • Engage with Business Services Team Ongoing Objectiv • Promotion of local tourism opportunities through media • Work with Ngāti Whare in the promotion of the Whirinaki Mountain bike track es Investigate new walking tracks and cycling • Engage with EBOP Cycle Strategy Team Immediate (Con initiatives • Work with Ngāti Manawa in linking Kani Rangi Park to River Ongoing/underway walk and cycleway • Investigate options of future extensions to Thornton and January 2018 t.) Rotorua MOND A Y , 20
A426915 Page 4 of 7 MAR CH P ag 2017 e 48 6.2 MURUP WHAKA Murupar T ARA ĀNE C a DIS OMMUNITY Community
TRIC
T
Goal 4 - To Support and Promote Cultural, Sporting and Community Events C OUNCIL
BO Boar What How Action/Date ARD
Community events and promotions • Support Public Events Ongoing d Goals • Allocate funding through Discretionary fund - A GEND Local Sporting Tournament • Engage with Staff and Sport Bay of Plenty in promoting the April 2017
event and
• Coordinate an end of season Swimming Carnival February 2017/Annual A • Coordinate local sporting tournament that includes Touch, July 2017/Annual Objectiv Rugby and Netball Community Evening Event (including Local Kapa • Engage with local Kapa Haka Groups and Musicians March 2017 Haka groups, Musicians and Movie Night) • Arrange a community Movie night and picnic es (Con
t.) MOND A Y , 20
A426915 Page 5 of 7 MAR CH P ag 2017 e 49 6.2 MURUP WHAKA Murupar T ARA ĀNE C a DIS OMMUNITY Community
TRIC Goal 5 - To Promote a Safe Community T
What How Action/Date C OUNCIL
BO Engage with all Government Agencies • Invite NZ Police and other Government agencies to attend Immediate Boar
Community Board meetings ARD • Media releases community safety messages d
• Goals Road Safety Campaign Engage with Road Safety Co-ordinator and local police on Immediate -
road safety programmes and initiatives A GEND Improved Street lighting • Work with Transportation Team on street lighting Immediate
improvements and under-verandah lighting and
Support Accessway (Street to Street) closures • Promote support within the community Immediate A
• Assist with consulting to adjoining property owners Objectiv
es (Con
t.)
MOND
A Y , 20
A426915 Page 6 of 7 MAR CH P ag 2017 e 50 6.2 MURUP WHAKA Murupar T ARA ĀNE C a DIS OMMUNITY Community
TRIC MURUPARA COMMUNITY BOARD ACTION PLAN 2016-2019 T C 1 Our Vision OUNCIL BO Boar
To promote a vibrant, safe and active community ARD
(Keys words include authentic, representative, vibrant, active, healthy, safe, prosperous, economic development, generates employment) d Goals - A 2 Our Community GEND and Our Community resides in Murupara Township, Galatea rural area, and Waiohau, Minginui, Te Waiti and Ruatāhuna. (Residents of Kaiangaroa and Nmotu A
are also recognised as part of the wider community) Objectiv
3 Our Mission
• To engage with the wider community es
• To encourage and celebrate community pride and success (Con • To support economic growth and development
• To support and promote and promote cultural, sporting and community events t.) • To advocate and partner with the community and agencies to create a safe community
MOND A Y , 20
A426915 Page 7 of 7 MAR CH P ag 2017 e 51 WHAKATĀNE DISTRICT COUNCIL MONDAY, 20 MARCH 2017 MURUPARA COMMUNITY BOARD - AGENDA
7 Other Items
7 Other Items 7.1 Minutes Combined Community Board 23 February 2017
Details of COMBINED COMMUNITY BOARD MEETING HELD IN THE Meeting: COUNCIL CHAMBERS, CIVIC CENTRE, WHAKATĀNE ON THURSDAY, 23 FEBRUARY 2017 COMMENCING AT 4:00 PM
Present: Councillor A R Silcock (Chairperson), G E Bourk, A M Clark, C T Stevenson, O K Hynes, J K Te Amo, L J Knowles, H McLean, M A Robert, L A Ruiterman, D S Yalden, K Boreham, G P Casey, C Chambers, N T Delahunty, C L Hamill, M J Hanna, M Inman, J B Manning and Councillors G F van Beek and A V Iles
In Attendance: Councillor J A Turner, D Bewley (General Manager Planning, Regulatory and Corporate Services), C Ball (Team Leader Strategic Policy), C Haussler (Strategic Policy Analyst), J Caverhill (Manager Financial Accounting), J Finlay (Manager Capital Projects) and H J Storey (Administration Officer Community)
Visitors: Nil
Apologies: His Worship the Mayor A A Bonne, Board Members K M Byrne, E Harvey, G Dennis, P McCarthy and Councillors S Jarrett and M van der Boom
The meeting was opened with a Karakia by Board Member Te Amo
1. ANNUAL PLAN 2017/18
Refer to page 4-48 of the agenda and pages 48a- of the tabled items.
The Team Leader Strategic Policy provided a power point presentation of the Annual Plan 2017/18 and answered queries including the minor works roading programme budget, the range of works and how they were funded.
It was noted that external funding applications for Christmas lighting needed to be made earlier in the year to ensure that the lights were purchased and installed within the district’s communities by early December. It was noted that new streetlighting had been installed along Main Street in Edgecumbe and the installation of new brackets would be needed.
2. REPORTS
2.1. Code of Conduct for Community Boards
Refer to pages 49-93 of the agenda.
Page 52 WHAKATĀNE DISTRICT COUNCIL MONDAY, 20 MARCH 2017 MURUPARA COMMUNITY BOARD - AGENDA
7.1 Minutes Combined Community Board 23 February 2017 (Cont.)
It was considered that the document was too lengthy and parts of it were unnecessary. It was requested that Members provide feedback on any suggested amendments or changes prior to it being sent to individual boards for adoption.
RESOLVED:
1. THAT the report Code of Conduct report be received; and 2. THAT the Combined Community Board Members provide feedback on the draft Code of Conduct for Community Boards February 2017 as set out in Appendix 1; and 3. THAT the Members note that the Community Boards will be asked in 2017 whether they wish to review their Codes of Conduct and whether they wish to base their Code of Conduct on the Whakatāne District Council Code.
Chambers/Boreham CARRIED
2.2. Community Board Logos
Refer to pages 94-95 of the agenda.
It was requested that each of the logos incorporate two colours rather than one.
RESOLVED:
1. THAT the Community Board Logos report be received; and 2. THAT the new design of Option B be adopted as the logos for each of the Community Boards; and 3. THAT staff provide feedback on possibility of a mixture of one additional colour.
Chambers/Delahunty CARRIED
2.3. Bylaw Review
Refer to pages 96-104 of the agenda.
In response to a query on Easter Trading, the meeting was advised that the Council resolved not to introduce a bylaw this year as they wish to make an evidence based decision and currently there was no clear direction from the community on whether it was wanted. The meeting was advised that a decision would be made in time for Easter 2018 and as no decision had been made for this year the status quo would remain.
3. BOARD REPORTS
3.1. Tāneatua Community Board
Chairperson Yalden noted that the Board had recently supported the 2016 Tāneatua Christmas in the Park and a new community garden in Hughes Place. She noted that the Board had also supported both Olivia Daw and Leo Read who were both attending national events and had sought support to assist with their costs to attend.
Page 53 WHAKATĀNE DISTRICT COUNCIL MONDAY, 20 MARCH 2017 MURUPARA COMMUNITY BOARD - AGENDA
7.1 Minutes Combined Community Board 23 February 2017 (Cont.)
3.2. Whakatāne-Ōhope Community Board
Chairperson Chambers noted that the Board had held their inaugural meeting as a new board and had provided discretionary funding to a number of community organisation’s projects and local events. She noted that concerns had been raised with regards to freedom camping and the angst it had caused with some residents and users especially at the Port Ōhope boat ramp area. Chairperson Chambers said that the Government would not have envisaged the amount of concerns raised within communities when they introduced the legislation in time for the World Cup.
Chairperson Chambers advised that Bronwyn Donaldson, an adjoining neighbour to the Seascape subdivision, had spoken to the Board outlining problems she had encountered with the development of the area. She noted that Mrs Donaldson had raised three issues which the Board were seeking clarification from the Council on.
3.3. Rangitāiki Community Board
Chairperson Stevenson noted that the Board had recently supported the Matatā and Edgecumbe Christmas in the Park community events and had successfully lobbied Council to retain the boat ramp at Thornton. She noted that the 2016 Christmas lighting throughout the ward was not very prominent and only installed just prior to Christmas and said the Board would be working towards a much better display in 2017.
3.4. Murupara Community Board
Councillor Silcock advised that the Board had two new Members Ormond Hynes and Bruce Jenkins following the election. She noted that some Members had attended a training session run by Steve McDowell on Standing Orders and Code of Conduct and she and the Deputy Chairperson had attended a Chairpersons forum at Taupō recently.
Councillor Silcock noted that the Board had held a strategic planning session following the 31 January 2017 meeting and would be holding every second meeting at a different venue with the next one being held at Te Whāiti.
Attendance: Board Member G Casey left the meeting at 5.03 pm and Board Member McLean entered at 5.20 pm
4. COMMUNITY VISION WORKSHOP
A Whakatāne Ki Mua Community Vision update was provided by the Strategic Policy team. Members spent time in groups discussing the vision for their respective communities and the opportunities to provide a presence in their respective communities over the next six weeks to gather information and provide feedback on the vision.
5. OTHER ITEMS
Newly elected Board Member Hohepa McLean took his oath of office for the Tāneatua Community Board.
Page 54 WHAKATĀNE DISTRICT COUNCIL MONDAY, 20 MARCH 2017 MURUPARA COMMUNITY BOARD - AGENDA
7.1 Minutes Combined Community Board 23 February 2017 (Cont.)
THE MEETING FINISHED AT WITH A PRAYER FROM BOARD MEMBER MCLEAN AT 5.46 PM
Confirmed this day of
CHAIRPERSON
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