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CouncilMARK™ Prospectus

2019 - 2022

councilmark.co.nz < CouncilMARK™ rewards robust decision-making, promotes a more inclusive council culture, improved delivery of essential services and better communication and engagement. >

Toby Stevenson Chair, Independent Assessment Board

Contacts for further information For background information on the CouncilMARK™ Programme, For further information, please contact: please refer to the CouncilMARK™ website www.councilmark.co.nz. · Dan Henderson, CouncilMARK™ Programme Manager Email: [email protected], Telephone: 04 924 1200

CouncilMARK™

1> Foreword – our promise p2 2> The programme p5 3> CouncilMARK™ governance p12 4> Registration of interest p16 5> CouncilMARK™ ratings p19

CouncilMARK™ local government excellence programme 1 1>

2 CouncilMARK™ Thank you for reading the CouncilMARK™ programme prospectus for 2019-22 Triennium. This initiative is now into its second triennium and is building on a new era of local government sector performance designed to improve delivery of core infrastructure and services, and deliver value to our communities.

Drivers for change Programme driven by councils, for our Perceptions of low performance and reputation identified in communities the 2015 Local Government Survey undermine The independent assessment undertaken by a team of confidence in councils. This showed there is low awareness of the independent assessors reflects the unique circumstances facing wide range of services that councils deliver, and subsequently, each council and its communities. Each participating council these services tend to be undervalued. The sector needs to then determines how it responds to the assessment results, act across the board to provide better services and value to including how it engages with its communities on the findings and communities, and make them more aware of what the council what matters locally, and the actions it chooses to take to deliver does for them. essential services and value. Excellent performance from councils means leadership and innovation to support communities and to contribute locally, regionally and nationally. The CouncilMARK™ programme is an Progress towards excellence important part of the change required to improve reputation. I see the CouncilMARK™ programme driving a culture of excellence and continuous improvement in council performance. • The CouncilMARK™ programme establishes what matters to customers, where councils should focus, and how to keep the I encourage councils to register their interest to become a customer experience alive in all council decision- making and participating council in 2019/20. You will have the opportunity operations; to join other councils and together, lead the charge for lifting performance within the sector. The CouncilMARK™ local • CouncilMARK™ involves an independent assessment of a government excellence programme best determines the future council’s performance across four priority areas; of councils to support our communities. That is the change we all want, the highest reward of all. • Each participating council receives an overall CouncilMARK™ rating, a grade for each priority area, and commentary on how they are performing;

• CouncilMARK™ rewards robust decision-making, promotes a more inclusive council culture, improved delivery of essential services and better communication. It complements council Toby Stevenson plans and activities, and existing benchmarking initiatives; Chair, Independent Assessment Board

• CouncilMARK™ identifies areas for future focus and is not about fault finding. It is voluntary for councils; and

• The programme encourages councils to share good practice with each other. CouncilMARK™ aims to provide information on council performance and shared learning will be available to participating councils.

CouncilMARK™ local government excellence programme 3 < By joining CouncilMARK™ your council will be linking with other forward- looking councils to share and learn for the benefit of all. > Leadership Endorsements

Suzette van Aswegen, Chief Executive, David Ayers, John Carter, Mayor of Council District Council Council

< The Mackenzie District is changing fast < CouncilMARK™ provides extremely < We welcome the CouncilMARK™ initiative due to the exponential growth of tourism. valuable insight that can help councils as it provides independent scrutiny and CouncilMARK gave Council an exceptional with how they operate, what they’re oversight in all that we do. It also provides opportunity to assess its practices and get doing right and what they could put more the benchmark upon which our residents a holistic understanding of the changes effort and resources into. Furthermore, and visitors can judge the quality of our required to provide for this growth. The the programme gives communities the services. CouncilMARK™ has acted as an assessment was professionally conducted same information which provides them important catalyst for change. In essence, by independent assessors who quickly an independent opinion of the work their it has been a springboard for continuous determined the gaps in organisational local council is doing. Councils need to improvement. and governance performance, including consistently demonstrate and improve an understanding of the areas where the their performance. The CouncilMARK™ assessment acted as a organisation was at risk. call to arms in terms of our improvement CouncilMARK™ offers an excellent tool to agenda. Subsequently, we invited LGNZ to CouncilMARK gave Council the mandate communicate and share information about provide us with a shadow assessment, and for much needed change. Council focused how councils can improve performance again this was really helpful. As we look on the areas for improvement that were and value. By joining the CouncilMARK™ forward to our second formal assessment, raised in the report and Council developed local government excellence programme, we have requested that the two day a plan as to how we move the organisation your council will be linking with other visit be extended by an additional day, forward. We look forward to the next forward-looking councils to share and learn and we do this because of the immense CouncilMARK assessment in 2021! > for the benefit of all. > value the assessment offers. In summary CouncilMARK™ has really assisted Far North District Council in its quest for excellence, and I would encourage other councils to invite CouncilMARK™ to help them similarly. >

4 CouncilMARK™ 2>

CouncilMARK™ local government excellence programme 5 Introduction What is involved in the CouncilMARK™ local government excellence programme?

The CouncilMARK™ programme incorporates an independent, Based on experience gained, refinements were made and have robust and credible system of performance assessment. been applied to the assessment process.

LGNZ initially worked with Cameron Partners to develop the As at January 2020, 30 councils are participating in performance assessment system for CouncilMARK™. The system CouncilMARK™, with many more set to register their interest incorporates a set of performance measurement principles, an throughout the 2019-22 triennium. over-arching performance framework and underlying performance indicators that has been tailored for New Zealand councils. CouncilMARK™ is best described as a “system” of performance assessment and continuous improvement that assists councils to The performance system and underlying indicators were consulted deliver top service and value to their communities. The provision on with a number of stakeholders before being used by four pilot and communication of the performance assessment “rating” is not councils in 2016. the end-game, rather the focus is on continuous improvement, and a long-term lift in sector outcomes, performance and reputation.

The CouncilMARK™ performance measurement and improvement system:

6 CouncilMARK™ Performance Assessment Framework Preparing for the assessment The CouncilMARK™ performance assessment framework focuses Councils are responsible for adequately preparing for their on four priority areas that were derived from public and business assessment by ensuring that sufficient time is allocated, and feedback in the 2015 New Zealand Local Government Survey. staff and elected members are available for the assessment. The assessors rely on councils supplying them with the data and The system: information required in a timely manner. In terms of financial information, this includes the latest year-end financial data, plus • enables a current state and gap analysis assessment for any (unaudited) financial information that councils have. councils; All participating councils will be provided with guidance on the • provides a grading for each priority area; and level of information that should be made available prior to the assessment, and the key staff and elected members who are • leads to an overall publicly available rating from AAA to C. likely to be interviewed by the assessors. Councils also fill out the The four priority areas for CouncilMARK™ are: Performance Assessment Framework with their own perspective as a basis for discussion with the assessors. 1. Leading locally - Governance, leadership and strategy; New councils preparing for the assessment may also wish to seek 2. Investing money well - Financial decision-making and advice from councils have who completed the first year of the transparency; programme.

3. Delivering what’s important - Service delivery and asset It is recommended that each participating council provide management; and a principal point of contact. This person will be responsible for managing CouncilMARK™ internally with staff, the senior 4. Listening and responding - Communicating and engaging leadership team, elected members, with LGNZ, the assessors, and with the public and businesses. the IAB.

The detailed indicators, an indicator of "what good looks like", and the Performance Assessment Framework were developed Programme cost with detailed work from the Independent Assessment Board, the As a general principle, the CouncilMARK™ programme will run assessors, LGNZ and the pilot councils. on a cost-recovery basis, with participating councils paying a set fee for the independent assessment process and the resulting For each of the four priority areas, the underlying performance assessment report. indicators guide the independent assessors in their evaluation of council performance. Table 1: Indicative costing of performance assessment The overall assessment rating, and the grades for each of the four priority areas, are recommended by the independent Cost (excluding GST and Type assessors and them confirmed by the IAB. These results, along disbursement) with supporting commentary, provide an overview of council performance, providing independent insight for both the council 2 Day Assessment $18,500 and its community. There is no right of appeal but the IAB has 3 Day Assessment $26,000 developed a moderating process for particularly contentious situtations. * Councils will receive a detailed estimate as part of the pre-assessment planning stage which will include a breakdown of the programme fee structure. During this consultative stage we will also advise council on the required length of the assessment that best meets your councils assessment needs. ** Disbursements will be in addition to this estimate provided.

CouncilMARK™ local government excellence programme 7 The cost of an assessment covers: assessments are anticipated to involve updating the existing indicators and assessment ratings. The time put into seeking the • the cost of the assessors’ time undertaking pre-reading, first ratings should therefore be considered as an investment into confirming interview arrangements and the time on site at the programme each individual council; • the tasks involved with preparing each assessment report; Ratings • a de-brief workshop with an assessor; and The communication of the performance assessment rating is not the end-game, rather the focus is on continuous improvement, • the necessary disbursements for assessors travelling to each and a long-term lift in sector outcomes, performance and participating council. reputation.

Table 1 sets out the indicative cost for an assessment, with the The council’s overall rating across the priority areas is determined average cost expected to be in the range of $16,500 to $24,000 using a nine point scale from AAA to C: plus GST and disbursements.

There is a three day cap on the timeframe of an assessment. This will provide sufficient time for the independent assessors to cover Ratings the four priority areas of the Performance Assessment Framework and the set of performance indicators outlined in the Appendix. AAA Highest possible rating. Exemplary across all priority areas, a leader in the sector. A set timeframe incentivises councils to be well prepared for the Strongest capacity to meet its community’s assessment, ensuring that all documentation is ready for the needs and expectations. Innovative and assessors and all elected members and staff are made available. setting or exceeding best practice. Any assessor time spent over the three-day cap will be charged out at a per-day fee, established by the Independent Assessment AA Strong grades in most priority areas. Board. A Some clearly identifiable areas of strength For particularly large councils, or councils with specific and leadership. circumstances that may require a longer or varied assessment process, the Independent Assessment Board will confirm the BBB Some areas of strong performance and agreed approach (i.e. the number of assessors and days on site) competent generally. and the assessment cost, prior to commencement of any work. BB Competent in all priority areas or Additional moderation or review will incur any actual additional alternatively, performing very well in some costs. priority areas but underperforming in a number of other priorities. Good capacity to Councils are grouped according to their population size and type. meet its community’s needs. Balances short Unitary councils are grouped with the three territorial authority and long-term priorities. groups. This information helps the reader of the report understand the council’s context and setting. B Areas of improvement identified in one priority area. Frequency of assessment CCC Areas of improvement in two priority areas. The assessment of a council’s performance is undertaken on a three-yearly basis. This frequency aligns with the triennium of local CC Areas of improvement or underperforming authority elections, and takes into account the annual, biannual in more than two priority areas. and less frequent reporting and planning activities required of councils. C Underperforming across the board. Council not well aligned with community’s needs It is anticipated that the initial rating process may take more time and expectations. Lack of coordination than subsequent assessments, as this first assessment will provide between elected members and staff, and the baseline of council performance. The subsequent three-yearly misalignment across business units.

8 CouncilMARK™ This approach was adopted to provide the public with a ‘quick The performance indicators for CouncilMARK™ were developed glance’ rating system, where the community can quickly and easily as a guide for the independent assessors who undertake the understand how their council is performing. Similar approaches assessments. There is a mixture of qualitative and quantitative are used in a number of well-established assessment systems indicators for each of the priority areas. The independent across multiple sectors, including credit rating agencies such assessors make judgements on a council-by-council basis on the extent to which they would apply, as well as applying other as Moody’s, Fitch, and Standard and Poor’s. In addition, using a qualitative and quantitative indicators as they find appropriate. nine point scale provides sufficient opportunity for differentiation The set of indicators are not a definitive list. Based on the between councils’ performance levels and improvements in recommendation of the assessors, the IAB may develop new individual performance over time. indicators over time.

The team of independent assessors takes a methodical approach Priority area gradings in determining a recommended overall rating for each council. The The overall ratings, priority area gradings and commentary assessors take into account the grade for each of the four priority reports for each participating council are publicly available upon areas in determining an appropriate overall rating. The IAB makes completion, providing the public with a comprehensive view of the final determination. the council and its strengths and weaknesses. The reports are available on the CouncilMARK™ website and each council is encouraged to make the rating and supporting report available on their own website (and through other mediums), as part of their commitment to CouncilMARK™ and their communication with their communities.

The individual grades for each priority area are determined on the following scale:

Priority grading

Exemplary

Stand out

Performing well

Better than competent

Competent

Variable

Areas for improvement

Underperforming

Struggling

CouncilMARK™ local government excellence programme 9 Table 2: Council groups

Population Percentage of Type Councils size population4 100,000+ Council Hutt City Council 58% Large City Council City Council metro City Council City Council Hamilton City Council 30,000 – Council Lakes Council 33% Small 99,999 Far North District Council Council metro Council Council Council Council and large Council Taupō District Council City Council Council provincial Kāpiti Coast District Council City Council Marlborough District Council District Council Matamata-Piako District Council Council Napier City Council Council Nelson City Council Council Council Western Bay of Plenty District Council City Council Whakatāne District Council City Council Council Queenstown Lakes District Council Less than Council Ōpōtiki District Council 9% Small 30,000 Carterton District Council Otorohanga District Council provincial Central Hawke’s Bay District Council Council Council Council and rural Territory Council Council Council South Council Gore District Council Council Council Stratford District Council Council Council Council Thames-Coromandel District Council District Council Council Council Council District Council Council Mackenzie District Council Council Council Council District Council N/A Bay of Plenty Regional Council Northland Regional Council N/A Regional (Excludes Environment Canterbury Otago Regional Council Councils unitary Environment Southland Taranaki Regional Council councils) Greater Wellington Regional Council Waikato Regional Council Hawke’s Bay Regional Council West Coast Regional Council Horizons Regional Council

4 Based on 2015 estimated data from Councils in bold have opted into the programme at time of printing (February 2020).

10 CouncilMARK™ Responding to the performance assessment The awarding of a council’s assessment rating is not the final outcome of the CouncilMARK™ programme. Rather, it is the beginning of a journey, where councils engage with Developing an Action Plan their community on the results, develop an action plan to respond to the findings, and seek to lift and demonstrate performance over As CouncilMARK has been designed to support your continuous time. improvement strategy we provide a debrief workshop as part of the programme. On release of your report we will work with you to arrange a workshop with one of the assessors who will provide you Communicating the results with further insight assisting you with your action planning. When councils receive their draft report, they have the opportunity to correct any factual errors in the report. The assessment rating Support for addressing the results and and supporting report will then be finalised and sent to the respective Council to release it to its community, and it will be put lifting performance on the CouncilMARK™ website. It is expected that each participating council, with support from LGNZ and external agencies, will develop an action plan or strategy A key benefit of CouncilMARK™ and the assessment rating is that to address the areas for improvement identified in their individual it helps to inform council customers and communities of the value assessment report. being delivered by the council. Participating councils involved in CouncilMARK™ will be supported and encouraged to engage with This plan is driven and owned by the individual council, and by the public on the assessment results. Engagement will work best their elected members, management and staff, and should be when results are: developed to complement any existing work or council initiatives underway to lift performance (i.e. section 17A service reviews • Communicated proactively at an early stage; or the SOGLM Operational and Management Effectiveness Programme). LGNZ recommends that the action plan receives full • Explained as being independently assessed and valuable to council and senior management direction and, once developed, the council, its customers and its communities; the action plan is cascaded to staff.

• Placed in a context of transparency and being customer and Councils looking to lift their performance following the community focused; independent assessment have access to a wide range of existing professional development, training and consultancy services • Accompanied by the council’s action plan in response to through organisations such as EquiP (LGNZ’s Centre of Excellence), strengths and areas for improvement identified in the results; SOLGM, and external consultancy agencies. Over the coming year, • Discussed in terms of community and business input now and LGNZ will also be looking to develop further tools and services, during a continuous improvement process; where required, to help councils improve performance across the four priority areas. • Briefed to all local media by elected members and executives; CouncilMARK™ also promotes the sharing of good practice so • Briefed to local business and key stakeholders by elected that councils can be responsive to customer and community members and executives; and needs, sustaining a cycle of continuous improvement. LGNZ will be exploring existing and new ways that participating councils can • Communicated in a wide range of media channels, including capture and share learnings, and ways to ensure best practice social media, council newsletters and websites. from other sectors can be input into the programme.

Councils are encouraged to ensure that the release of CouncilMARK™ results also includes the council’s next steps (with timetable) to engage the community and business.

CouncilMARK™ local government excellence programme 11 3>

12 CouncilMARK™ Independent governance Skills of board members Establishment of the Independent Assessment Board • Have proven core governance experience; To support a robust and credible assessment system, the • Are independent of councils and LGNZ; programme has high calibre board members with strong governance skills who oversee the CouncilMARK™ programme and • Have proven experience in the sector or related industries; its assessment system. • Demonstrate independent and critical thinking; and The IAB has the following role: • Are familiar with assessment processes. • Responsibility for the independent assessment process for councils; Independent Assessors

• Selection and oversight of the independent assessors; The Board has recruited a team of Independent Assessors who are experienced in the four priority areas to: • Review, oversight and release of assessment reports; • Leadership, strategy and governance; • The grades and overall rating; • Financial decision-making and reporting; • Any moderations, follow-up matters and any issues arising from editorial control; • Service delivery and asset management; and

• Finalised report content; and • Communication and engagement.

• Any further process changes and refinements to the Assessors have relevant expertise and experience and fulfil the programme. following criteria:

These tasks are supported by LGNZ's Programme Manager and • Undertake assessment of councils against the process administration. determined by the independent assessment board;

The IAB refines and confirms the performance indicators in the • Recommend assessment ratings and commentary reports for system, oversees the independent assessors that undertake the participating councils to be reviewed and finalised by the IAB; assessments and is responsible for the awarding of assessment • Continue with the refinement of the performance indicators ratings and reports to councils. before they are finalised by the IAB; and

The Independent Assessment Board works to the • They are completely independent from Council. following set of guiding principles where it: 1. Ensures the assessments are based on accurate and Assessors understandable information from councils; Information about the assessors is available at councilmark.co.nz 2. Ensures a robust, defensible, independent process driven by a comprehensive framework;

3. Provides information in a form that allows non-expert residents and businesses to readily and easily assess the performance of a local authority; and

4. Provides information that is factually accurate in the case of quantitative indicators, or is the genuinely held, reasonable and professional view of an assessor in the case of qualitative indicators, in order to provide a demonstrably objective and independent judgement of the performance of local authorities.

CouncilMARK™ local government excellence programme 13 Independent Assessment Board Members

Toby Stevenson, Independent Albert Brantley, Independent Catherine Harland, Independent Assessment Board chair Assessment Board member Assessment Board member

Mr Stevenson is the inaugural chair of Mr Brantley has extensive worldwide Ms Harland has a deep understanding IAB. He is a Consulting Director with experience in infrastructure development. of local government and wider public economics consultancy Sapere where he sector developed over 30 years. She was focuses mainly on energy markets and He is a former chief executive of both a Watercare Services director for over 8 infrastructure businesses. Genesis Energy and Ōtākaro Limited, years and former elected Auckland local the Crown-owned company tasked with authority member for 15 years. She has Mr Stevenson is a Chartered Director and delivering Christchurch’s anchor projects. consultancy and work experience across a in his corporate career he established range of sectors (utilities-water, transport, the electricity trading function at Contact telecommunications, justice, education, Energy and previously worked in the environment, cultural, marketing, research) banking sector. and is a Chartered Fellow of the Institute of Directors.

14 CouncilMARK™ Roles of different parties

Figure 1 below sets out the roles of different parties within the CouncilMARK™ excellence programme.

Figure 1: Governance of the CouncilMARK™ excellence programme

Key stakeholders, local communities National Council and wider public

Local Government New Zealand

Local Authority Independent assessment board Performance Assessment Elected Members CE Reports Chairperson with board members

Management CE Review performance assessments Reporting Managers Staff Management and scheduling function Provide information Staff Assessors

Perform Performance assessments Stakeholders Assessments

CouncilMARK™ local government excellence programme 15 4>

16 CouncilMARK™ Registration of interest Purpose Confidentiality of information All councils interested in becoming a participating council for Each council’s registration of interest form and any supplementary the CouncilMARK™ local government excellence programme are information provided with this form will be used for the sole requested to fill out the registration of interest form enclosed in purpose of selecting participating councils and will be treated this prospectus. by LGNZ and the Independent Assessment Board as confidential information. LGNZ will seek approval from councils prior to Information provided on this form will be provided to the IAB who publicly releasing any information on their involvement in the will assess all registrations of interest against the criteria outlined programme. overleaf. If necessary, LGNZ will contact any council to seek further information or clarification after the registration of interest form is submitted. Selection of participating councils The selection criteria are as follows: All councils will be contacted by LGNZ to advise them of the selection panel’s decision prior to the public announcement of the • Full council support; participating councils in April 2019. • Information regarding CouncilMARK™ being prioritised in the Registering your Council’s interest council work plan; and To register your councils interest, please complete the Registration • Commitment to make staff available as necessary. of Interest form with supporting information and send to either: It is recommended that interested councils provide a joint letter Post: Local Government New Zealand of support from the Mayor/Chair and Chief Executive with their PO Box 1214 registration of interest form (see overleaf). In this letter, or by way Wellington 6140 of supporting information, councils may also wish to include: New Zealand • A council resolution noting commitment to join Email: [email protected] CouncilMARK™;

We will acknowledge receipt of all submissions electronically. • Information regarding CouncilMARK™ being prioritised in their council work plan for 2019 or 2020; Legal obligations • Details around allocated or indicative budget for the programme; Completion of this form does not create a binding agreement between the council and LGNZ or the CouncilMARK™ independent • Any information on how CouncilMARK™ will be communicated assessment board. to their staff and their community;

However, prior to commencement of the programme, all • Commitment to the induction and availability of elected successful participating councils will be required to sign a members or staff with the appropriate knowledge in the four Memorandum of Participation that will set out the conditions for priority areas; and participating in the CouncilMARK™ local government excellence programme and the specific obligations for undertaking an • Details on the staff and elected members that will lead independent assessment. CouncilMARK™ within the council.

Once an assessment is made the decision to release it publicly lies with the IAB.

CouncilMARK™ local government excellence programme 17 Registration of interest form

Name of council:

Contact person:

Contact details (phone and email):

Joint letter of support provided from Council Mayor/Chair and Chief Executive : Yes No

Registration of interest signed off by:

Mayor/Chair: Chief Executive:

Date: Date:

Supporting evidence provided with registration of interest: Yes No

List all supporting documents provided (see page 18 for examples):

Council resolution noting a commitment to join: Yes No

Preferred assessment year:

Preferred quarter :

January - March July - September

April - June October - December

18 CouncilMARK™ 5>

CouncilMARK™ local government excellence programme 19 CouncilMARK™ ratings

Investing money Delivering what's Listening and Participating council Overall grading Leading locally well important responding Better than Areas for Central Hawkes Bay District Council BB Variable Performing well competent improvement Better than Better than Dunedin City Council A Stand out Performing well competent competent Better than Better than Environment Canterbury BBB Performing well Competent competent competent Better than Far North District Council B Variable Competent Variable competent Better than Greater Wellington Regional Council AA Stand out Performing well Stand out competent Better than Better than Hastings District Council A Performing well Performing well competent competent

Hauraki District Council A Stand out Competent Performing well Stand out

Horowhenua District Council B Variable Competent Variable Competent

Mackenzie District Council B Variable Competent Variable Competent

Better than Council BBB Competent Competent Performing well competent

Masterton District Council BB Competent Competent Competent Competent

Better than Matamata-Piako District Council BBB Competent Performing well Competent competent Better than Better than Napier City Council A Performing well Performing well competent competent

Nelson City Council BB Variable Variable Competent Competent

20 CouncilMARK™ Investing money Delivering what's Listening and Participating council Overall grading Leading locally well important responding Better than Better than New Plymouth District Council BBB Competent Performing well competent competent Better than Porirua City Council BBB Competent Variable Performing well competent Better than Queenstown Lakes District Council BBB Competent Variable Performing well competent

Rangitikei District Council BB Competent Performing well Competent Competent

Areas for Better than Ruapehu District Council BB Variable Performing well improvement competent Better than Better than Better than South Taranaki District Council BBB Competent competent competent competent Better than Better than Tararua District Council BB Competent Competent competent competent Better than Better than Taupō District Council BBB Competent Competent competent competent

Upper Hutt City Council BB Competent Variable Competent Competent

Better than Better than Waikato Regional Council A Stand out Performing well competent competent Better than Waimakariri District Council AA Stand out Performing well Performing well competent Areas for Wairoa District Council CCC Variable Competent Competent improvement Better than Whakatane District Council BB Variable Competent Competent competent

CouncilMARK™ local government excellence programme 21 PO Box 1214 Wellington 6140 New Zealand

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

The CouncilMARK™ excellence programme is a proprietary programme operated by Local Government New Zealand using Independent Assessors. councilmark.co.nz 22 CouncilMARK™