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SECTION 3: Rodney Tomorrow Rodney Tomorrow LTCCP 2009 - 2019 Volume 1

Rodney’s Community Outcomes Vision Rodney is the map for the future of Rodney District over the next 20 to 30 years – it describes the outcomes Rodney’s communities value and desire for their district.

The fi rst Vision Rodney was developed and adopted in July 2003. It was created through people discussing the future of the district, what they thought the vision should be, and what they saw as important for the future.

Vision Rodney was reviewed in 2008 to refl ect the current views of the people and communities of Rodney and is an up-to-date description of the desired future. The process for reviewing Vision Rodney again involved people discussing what they thought was important for the future of the district.

Vision Rodney is a strategic vision of and for local communities and is used as the strategic framework for the Council. The Council will assist the communities of Rodney to achieve the outcomes in Vision Rodney whenever possible, and will use them as the basis for partnerships that the Council will enter into with and on behalf of Rodney’s communities.

In this section you will fi nd more information about:

• Rodney’s fi rst community outcomes • progress towards achieving the fi rst outcomes 40 • how we identifi ed the revised community outcomes • the revised community outcomes • how the Council will respond – partnering initiatives • how community outcomes relate to other strategic planning documents • how we will measure progress.

Rodney’s fi rst community outcomes Rodney’s fi rst community outcomes were developed through wide-ranging community consultation which identifi ed six things that the community intended to see happen. These were translated by the Council into six community outcomes.

Community intent: Community outcome 1. We will keep our country look and feel A country look and feel 2. We will not let our towns and villages sprawl Contained and distinctive towns and villages 3. We will maintain our lifestyles and look after the environment Maintained lifestyles and environmental care 4. We will take care of ourselves while working with others Safe and healthy communities 5. We will be able to make our living in Rodney Jobs and opportunity in Rodney 6. We will determine the future of our district Locally determined futures

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Progress towards achieving the fi rst outcomes The Council is required to report to the communities of Rodney on progress towards achieving the community outcomes. A monitoring framework was developed with input from partnering agencies and organisations, Council staff and members of the community. The full report on progress (Vision Rodney revisited : monitoring progress on the community outcomes) is available on the Council’s website, www.rodney.govt.nz. This summary table gives an indication of progress.

We will not let our We will maintain our We will take care We will be able to We will keep our We will determine the towns and villages lifestyles and look of ourselves while make our living in Indicators country look and feel future of our district sprawl after the environment working with others Rodney Proportion of land that is rural KK Residents’ satisfaction with the rural look and feel L Sense of community JJJ Contact with neighbours JJJ Volunteerism JJJ Pride in the area’s look and feel LL Preservation of the unique character of towns and villages L Satisfaction with the range of services and facilities in the nearest K town or village 41 Satisfaction with Rodney as a place to live JJJJJJ Access to the coastline and beaches J Perception of water pollution problems L Quality of rivers and stream water L Estuary sedimentation K Protection of natural habitats K Perceptions of safety J Crime statistics K Road safety J Rating of own health J Access to GPs J Local employment opportunities J Ability to live and work in Rodney K New businesses J Low achievement of school leavers J High achievement of school leavers J Industry training rate J Success in a range of community outcomes J Public infl uence on Council decision making J Confi dence in Council decision making L Review of key strategic partnerships Not yet available

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A good result is shown as J which may result from an improvement in the indicators, a good baseline result where there is no trend data available or no change but a good result anyway.

A bad result is shown as L which may result from a deterioration in performance, a poor baseline measure where there is no trend data available or no change from a poor result.

Indicators where we cannot say good or bad are shown as K which may indicate no change from an average performance or a baseline measure that is average.

Symbols appear under more than one outcome where the indicator contributes to the evaluation of different outcomes.

Why we now have new community outcomes Over time the view of the future changes – based on changed circumstances, new knowledge, and the views of people new to the district. The Local Government Act 2002 therefore requires the Council to facilitate a review of the communities’ outcomes at least once every six years. The Council facilitated the review in 2008 so that the new community outcomes could inform this LTCCP.

How we identifi ed the new community outcomes Between June and October 2008 the Council consulted a range of individuals, groups, organisations and agencies, covering rural and urban communities, from within Rodney and from outside the district, all of which contribute to the creation of the future of Rodney. We:

• held nine community meetings in Wellsford, Warkworth, Matakana, Helensville, Kumeu, Orewa and on the Whangaparaoa Peninsula 42 • met with the Student Council of a secondary school • solicited written submissions from the community • talked with a number of organisations such as the Ministry of Social Development, the Rodney Economic Development Trust, New Zealand Police • considered past input from individuals and from organisations such as Ngati Whatua Nga Rima o Kaipara. The results of these meetings and community input were turned into a preliminary set of community outcomes and these were distributed to those who had provided input. Changes were made to the draft to refl ect the feedback received and the fi nal document was developed.

The new community outcomes – Vision Rodney 2008 The full text of Vision Rodney is available on the Council’s website www.rodney.govt.nz and from any Council offi ce and library.

RODNEY DISTRICT COUNCIL LTCCP 2009 - 2019 Volume 1 Rodney Tomorrow

The new community outcomes are:

Community outcome Outcome statement 1. Prosperous We will have a growing and resilient economy based on a wide variety of businesses that fi t our character 2. Vibrant We will have a range of recreational and cultural facilities and events across the district and we will encourage creativity and diversity 3. Distinctive We will maintain and enhance the character of our townships and rural areas through excellent urban and rural planning and the intelligent management of growth 4. Connected We will have the infrastructure and services needed for our residents, businesses and visitors 5. Safe and healthy We will continue to have a sense of community and we will provide for the emotional and physical wellbeing of our people 6. Clean and green We will continue to value, protect and enjoy the natural environment

Underpinning these outcomes are two key concepts.

The fi rst of these concepts is Sustainability.

During this review of Vision Rodney the word “sustainable” was used many times by many individuals in many contexts. People wanted things as specifi c as individual businesses and as broad as the entire environment to be sustainable. For some it was an overriding concern; for others it was not in the forefront of their thinking at all. 43 We recognise here that sustainability is not an outcome of its own – rather it is an approach that underpins every decision and action. Yes, we want our environment to be managed sustainably; we also want our economy, our infrastructure, our farms, our townships, and our communities to be sustainable.

Sustainability therefore becomes a lens through which we see the world, a key factor in determining what actions we will take towards achieving our outcomes, and the long-term foundation upon which the outcomes we have identifi ed depend.

The second of these concepts is Collaboration.

The fi rst version of Vision Rodney had as one of our outcomes: We will determine the future of our District. During the review people talked of “making decisions that suit Rodney”, of “doing things the Rodney way”, and of “managing change to suit Rodney”. Like the use of the word “sustainable”, people applied this concept of self determination to everything from opting out from commercial power supplies to how we would decide on the future of our townships.

Alongside this determination for Rodney’s voices to be heard is the understanding that to achieve the future we have to work together. Individuals, organisations, agencies, businesses and communities – all need to support each other, work together and collaborate to make the desired futures real. By working together, by understanding that a solution that fi ts one place does not necessarily fi t another, by considering local situations and concerns, and by using Rodney’s community outcomes as a framework for action we can deliver the future desired by Rodney’s communities.

Collaboration needs to permeate whatever we do, to be part of our style, part of the way we achieve our outcomes.

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How we will measure progress towards achieving the community outcomes Because community outcomes are contributed to and worked towards by all who value the future of Rodney, progress needs to be measured by the work and results of many organisations and individuals. A framework to measure progress needs to be developed that takes into account the range of people and organisations making a difference to Rodney. This LTCCP includes measures that indicate the Council’s contribution to and progress towards achieving community outcomes. They focus on the level of service that the Council will provide, measuring progress of the activity. The Plan also indicates how an activity, at the group level, contributes to the community outcomes. It should be noted that this only refers to the Council’s contribution to achieving community outcomes and not the contribution of other organisations.

The Council measures its progress against identifi ed targets using a number of quantitative and qualitative tools including, for example:

• an annual survey of residents’ perceptions of Council services • internal records of Council activity, e.g., complaints, prosecutions, building consents, compliments • feedback from contractors’ and consultants’ research • public fora on specifi c issues, and • an organisational performance measurement tool (OPAL) that links individual performance to strategic goals and community outcomes. An outcome monitoring framework to measure the progress towards the community outcomes, whether the contribution was made by the Council, a public sector organisation, a community group, a business or 44 an individual, will be developed under the leadership of the Council and with input from partners and from the community. Interim reporting on progress towards achieving community outcomes will be included in the Council’s Annual Report and the more comprehensive three-yearly report will be produced as a stand-alone publication and will be available on the Council’s website.

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Likely areas in which progress indicators will be developed are indicated in Vision Rodney for each outcome as follows:

Outcome label Progress indicators 1. Prosperous • Local employment • Number and range of businesses • Achievement levels of school leavers • Availability of post secondary training and education in the district • Availability of business land • Economic growth 2. Vibrant • Population diversity • Recreational and cultural facilities • Events • Places and activities for young people • Heritage protection • Arts and cultural activities 3. Distinctive • Pride in the look and feel of areas • Satisfaction with urban and rural planning 45 • The protection of signifi cant and substantial plots of native trees • Green boundaries • Sense of community identity • Heritage protection 4. Connected • Broadband and telecommunications in the district • Public transport • Power generation and supply • Water supply and wastewater • The roading network 5. Safe and healthy • Perceptions of safety • Crime statistics • Road safety • Sense of community and of participation in community networks • Volunteering • Satisfaction with health care • Networks of walkways and cycleways 6. Clean and green • Access to the coastline and beaches • Water quality • Sedimentation in our estuaries • The protection of native fl ora and fauna • Waste management

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How Council’s activities link to community outcomes

Community Outcomes

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Group of Activities Activities Prosperous Vibrant Distinctive Connected Safe & Healthy Clean & Green Civic Leadership Governance and Democratic Processes ¸¸¸¸¸¸ Iwi ¸¸ ¸ District and Environmental Planning District Plan ¸¸¸¸¸¸ Future Planning ¸¸¸¸¸¸ Natural and Coastal Environment ¸¸¸¸¸¸ Urban and Rural Design ¸¸¸¸¸¸ Property Holdings ¸ ¸¸¸ Regulatory Services Animal Control ¸ ¸¸¸ Building Consents ¸¸¸¸¸¸ 46 Bylaws ¸ ¸¸¸ Health and Licensing ¸ ¸¸¸ Resource Consents and Monitoring ¸¸¸¸¸¸ Transportation Services Roading and Streetscape ¸¸¸¸¸ Transport Planning ¸¸¸ Water Services Wastewater ¸ ¸¸¸ Water Supply ¸¸¸¸¸ Environmental Services Landfi lls ¸ Stormwater ¸¸¸ ¸ Waste management ¸ Community Services Community Assets ¸ ¸¸¸ Holiday Parks ¸ ¸¸¸ Leisure Centres ¸¸¸¸¸¸ Libraries ¸¸¸¸ Public Open Space ¸¸¸¸¸¸ Economic Development Economic Advocacy and Facilitation ¸¸¸¸ Community Development Community Grants and Levies ¸¸¸ Community Policy, Planning and Action ¸¸ ¸¸ Fire and Emergencies ¸¸¸ Graffi ti Prevention and Removal ¸¸¸ Safety ¸¸¸

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How community outcomes relate to other strategic documents The Council has adopted the community outcomes of Vision Rodney as the high-level framework for its planning. All other Council plans, policies and processes are developed to refl ect the community outcomes. This cyclic process is illustrated in the following chart.

47

The Council’s response The Council is committed to doing what it can to assist Rodney’s communities to achieve their desired outcomes. To do this it will work collaboratively with a range of individuals, community groups, Maori, the business sector, other local authorities, agencies and government departments, and others.

The Council can play a variety of roles in achieving the community outcomes. It can be a:

• lead agency – taking a leading role as the principal decision-making, regulating or implementing authority • partner – participating in, funding or carrying out activities in formal partnering arrangements with other players • facilitator – encouraging others to be involved, bring parties together and playing an enabling role • advocate – promoting Rodney’s communities’ interests to other decision-making authorities and role players. The Council faces many challenges in delivering community outcomes. These challenges are highlighted throughout this LTCCP and include resourcing and funding constraints, legislative and regulatory obligations and constraints, balancing the needs of different sectors within communities, etc.

As well as this LTCCP, the Council has a variety of other strategic tools it uses to help deliver on the community outcomes. Key tools are briefl y described here.

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Auckland’s Sustainability Framework The Auckland Sustainability Framework is a joint project of the local authorities of the Auckland Region in collaboration with mana whenua, and a variety of central government agencies. It is a 100-year framework for responding to and proactively preparing for the challenges the region is and will be facing. The vision of the Auckland Sustainability Framework is:

“Auckland is an interconnected community, celebrating knowledge, diversity and opportunity, working within the ecological limits of the region to nurture social and economic prosperity, creating a region that will be enjoyed forever.”

Achieving this vision will improve Aucklanders’ quality of life by building on the region’s many unique and positive attributes. It will build further resilience and strength into the vital social and economic role that the Auckland region plays in New Zealand and the Pacifi c and it will establish the region as a world leader in sustainable development.

Auckland Sustainability Framework

The Framework is built around eight interrelated and long-term goals: The Framework’s contributors have identifi ed a number of major “shifts” that must occur: A fair and connected society Put people at the centre of our thinking and acting Pride in who we are Think in generations, not years A unique and outstanding environment Value Te Ao Maori 48 Prosperity through innovation Activate citizenship Te Puawaitanga a Te tangata self-sustaining Maori communities Create prosperity based on sustainable practices A quality, compact urban form Reduce our ecological footprint Resilient infrastructure Build a carbon neutral future Effective, collaborative leadership Integrate thinking, planning, investment and action

One of the fi rst steps in implementing the Auckland Sustainability Framework has been the creation of the One Plan for the Auckland Region.

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One Plan The intent of this plan is to provide a single strategic framework and plan of action for the region, working towards the vision of the Auckland Sustainability Framework. In the fi rst stages of developing the plan the emphasis is on delivering better on existing decisions and commitments and setting a clear direction for how the region will achieve sustainable development.

One Plan for the Auckland Region is also a joint project of the local authorities of the Auckland Region in collaboration with mana whenua, and a variety of central government agencies. The project envisages a series of plans that will be developed over a number of years. The fi rst version of One Plan for the Auckland Region was developed in 2007-2008 and has three main elements: • programmes of action • an infrastructure inventory • a set of further priority areas. The programmes of action are:

Improving Public Transport focusing on the electrifi cation of the Auckland Urban Rail Network, and connections with associated public transport and integrated land use initiatives Completing the Network completing the Western Ring Route, connecting with land use and transport initiatives which are intended to maximise the social and economic benefi ts of the motorway to surrounding communities and business Digital Auckland Region building on private sector investment to accelerate delivery of high speed open broadband access, thereby invigorating business and enriching people’s lives throughout the region 49 Destination Auckland Region ensuring that in preparing for, and hosting, the Rugby World Cup 2011 the region captures the full potential of that event to develop the region as a global destination and major events location CBD and Waterfront building on, and tying together, those projects and initiatives planned or underway in the CBD and waterfront area that will together contribute to the world class CBD and waterfront worthy of the Auckland region Building communities centring in the fi rst instance around the Tamaki Transformation Project and connections with the Tamaki Innovation Precinct and Auckland-Manukau Eastern Transport Initiative, to provide a focus on improving the social and economic wellbeing for people living in communities of need Growth Through Skills supporting the National Skills Strategy and evolving Regional Skills Action Plan to enhance our regional skill base

The infrastructure inventory is in its early stage and comprises current transport, water and energy priorities. Work has begun on the next stage – an integrated and coordinated regional infrastructure plan to ensure that future infrastructure decisions refl ect the direction and goals of the Auckland Sustainability Framework. It will promote integration across different forms of infrastructure to enable prioritisation and improved delivery.

The further priority areas are ones that could not be addressed in the fi rst version of One Plan for the Auckland Region and will be included in future versions.

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Planning Rodney In 2008 the Council formulated and adopted Planning Rodney as a guiding statement of intent for a future district.

Vision Rodney provides the context for Planning Rodney. Much of the vision contained in Vision Rodney is ultimately, though not exclusively, expressed in a physical manner – what we see and experience on the ground.

This vision has to be managed and planned for – it cannot simply be left to chance. Considering that the district’s population is expected to grow by more than 20,000 people over the next 12 years, it becomes even more important to manage and plan for the future. It is therefore crucial that the Council takes a strategic approach in focusing its efforts in a planned and integrated manner, and to prioritise and phase investments in the district towards achieving these long-term outcomes. The Council also needs to encourage its partners and other contributors towards the same outcomes. Planning Rodney represents the physical interpretation of Vision Rodney and sets a framework for how we should manage and plan for this future in a sustainable way.

Planning Rodney is defi ned as “a strategic, future focused ‘picture’ of the district based on known growth, economic, social, environmental and cultural factors, that indicates the direction we, as a district, are heading in. It provides focus and the staging by which we will get there.”

This ‘picture’ creates a future conceptual district of “distinctive towns and villages set in a stable rural landscape and well-protected natural environment”. In essence, this translates into:

• a dynamic rural area, essential to preserve for reasons of its economic potential, its natural qualities and its attractiveness as a place to live 50 • a much valued and protected natural environment – the very thing that makes Rodney special • a system of urban areas, from large towns to the smallest villages, each highly valued as home to existing communities who cherish their way and quality of life • good infrastructure and a transport system that improves accessibility for people and supports the local economy. Based on this concept, Planning Rodney identifi es seven strategic approaches to achieving communities’ desired future for each of the different spatial elements making up the district. The strategic approaches suggest:

1. Focusing growth management efforts and resources in seven selected primary urban centres 2. Taking a precautionary approach to growth in a number of towns under pressure before agreeing to commit major resources to these towns 3. Preserving and enhancing three green buffer areas that separate the more active and developed parts of the district 4. Facilitating economic prosperity and the functioning of the main agricultural production areas with appropriate infrastructure investment and by limiting their use for rural residential lifestyle and other non- farming activities 5. Facilitating and enhancing the use of three mixed rural activity belts, accepting that in parallel to their high usage, they can still be sought after, sustainable and attractive environments 6. Focusing resources in the villages and settlements in accordance with the role each plays in the community and the district 7. A short to medium-term focus on roading as the primary transport mode but with a fundamental shift occurring to other modes over time. Planning Rodney is one of the main ‘tools’ that the Council will use in its endeavour to deliver on Vision Rodney. It provides direction to and has relationships and linkages with various other Council strategies, plans and programmes, including LTCCPs and the District Plan. Planning Rodney also takes account of regional policies, plans and initiatives such as the Auckland Sustainability Framework, the Regional Growth Strategy, Regional Policy Statement and the Northern and Western Sector Agreement.

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The aim of Planning Rodney is to give communities, the Council and other players in the district a picture of where the district is heading in the long-term. The intention is that this picture will drive the Council’s actions and investment in the district, the actions and investment of others, and that it will be a basis upon which cooperation between the Council and the various sectors and stakeholders in the district can be forged. Working together in this way provides a greater chance of achieving the outcomes that communities want.

Giving effect to Planning Rodney will, however, require more than cooperative relationships. It needs to be given effect through the various means and tools at the Council’s disposal. Amongst others, Planning Rodney will be used to guide and inform:

• the Council’s participation in regional initiatives such as the Regional Growth Strategy and the Regional Policy Statement • Memoranda of Understanding the Council may enter into with partners and stakeholders • this LTCCP which uses Planning Rodney as one of its base assumptions • changes to the District Plan, subject to Resource Management Act provisions and processes • various Council planning initiatives, policies, bylaws and other documents that have a bearing on, and can contribute to, achieving the intentions set out in Planning Rodney. Planning Rodney is not a statutory document, but rather a broad concept and intent. A long-term vision such as this is not achieved overnight and the Council intends to support and adhere to this vision over the long-term.

Partnering initiatives 51 Many of the community outcomes identifi ed by Vision Rodney require contributions from other organisations and therefore we need to align our plans with the plans and programmes of these other organisations.

The Council has formal strategic relationships with iwi and with organisations in the public sector so that together we can provide more effective services to Rodney’s communities. We also have relationships with private sector and community organisations in order to achieve Rodney’s community outcomes. One tool we use to formalise our relationships is Memoranda of Understanding (MoU).

The purpose of each MoU is to:

• describe the ways in which the Council and the partnering organisation will collaboratively achieve community outcomes • align the strategic and business outcomes for each organisation • provide a platform from which service providers and others can work effectively and effi ciently to meet local needs and priorities. The MoU will:

• identify specifi c areas of collaborative action that are appropriate to each organisation • enable all parties to utilise planning and other resources wisely • state the priority areas that will be focused on • describe how the partnering agreement will be monitored. Monitoring the MoU forms part of the Council’s monitoring and reporting of progress towards achieving the community outcomes.

The Council has developed a Partnering Policy (see Volume 2) to guide it in deciding with whom to partner, and when and why we will develop partnering relationships with either the public or private sector.

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The following table shows with which organisations the Council has MoU. All of these MoU were created under the 2002-2003 version of Vision Rodney and most will therefore be reviewed now that Vision Rodney has been reviewed.

Organisation Purpose Accident Compensation Corporation To collaborate to ensure the safety of the people in Rodney Auckland Regional Triennial Agreement A commitment by all the local authorities in the region to working for the good governance of the cities, districts and the region as a whole by acting co-operatively and collaboratively Department of Conservation A commitment to working together to help achieve the outcomes identifi ed in Vision Rodney and in the Auckland Conservation Management Strategy Manuhiri Omaha Kaitiakitanga Ora Charitable Trust (MOKO Trust) To develop a relationship of mutual benefi t in the context of legislation affecting the Council and of the Treaty of Waitangi. Manuhiri Omaha Kaitiakitanga Ora Charitable Trust (MOKO Trust) and Council are working together to achieve sustainable development for the district Massey University A commitment to working co-operatively and collaboratively for the good of the communities that make up Rodney District Ministry of Education (Northern Region) To work together to ensure the provision of education facilities in the district and that the educational and economic outcomes of the district are achieved Ministry of Social Development (Auckland Region) A commitment to working together to take a long-term strategic focus on achieving the social, cultural and economic outcomes identifi ed in 52 Vision Rodney New Zealand Police A commitment to working co-operatively and collaboratively for the wellbeing of the communities of Rodney Ngati Whatua Nga Rima o Kaipara To develop a relationship of mutual benefi t in the context of legislation affecting the Council and of the Treaty of Waitangi. Ngati Whatua Nga Rima o Kaipara and Council are working together to achieve sustainable development for the district Te Uri o Hau Settlement Trust To develop a relationship of mutual benefi t in the context of legislation affecting the Council and of the Treaty of Waitangi. Te Uri o Hau and Council are working together to achieve sustainable development for the district Transit New Zealand (now NZTA) To facilitate communication and collaboration relating to all activities of Council which impact on the state highway network, and all transport activities that impact on the communities within Rodney District Waitemata District Health Board To work together to help achieve the social, cultural and economic outcomes identifi ed in Vision Rodney consistent with the role of the WDHB particularly in terms of aspects of community life and development that have a direct impact on health and wellbeing: poverty, income, deprivation, employment, education, housing, social cohesion and family and community development, and healthy lifestyles

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OPAL A performance management framework (OPAL) has been developed to enable performance information to be captured in terms of Community Outcomes and strategic goals, against activities and levels of service as specifi ed in the LTCCP. These are all underpinned by performance measures.

OPAL Community Outcomes & Common Purpose

53 Strategic goals Groups of Activities and objectives (LTCCP)

Significant Activities/Actions

Levels of Service LoS

Supporting Measures (SM)

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The way the Council works It is not only what the Council does that is important, how it carries out what it does is an important part of creating tomorrow’s Rodney. The Council has a philosophy for how it works and how it interacts with communities and others. This philosophy underpins all of the activities that it undertakes.

Collaborative approach We will, where possible and appropriate, form relationships with organisations, groups, individuals, businesses or agencies that can help to achieve the outcomes Rodney’s communities desire. We will also advocate on behalf of Rodney’s communities. Consultation, communication and research We will appropriately consult communities and affected parties. We will undertake specifi c Maori consultation in matters of particular interest to Maori in addition to our normal consultation processes which also include consultation with Maori. Consultation may take the form of research to ensure we are factually informed about issues. Customer focus We will aspire to achieve levels of customer service achieved by “best practice” organisations while ensuring that controls and regulatory roles are still achieved. Fairness We will always endeavour to be democratic, fair and consistent in our decision-making, and to listen to the voices of all sectors of the community. Future focus We will be future focused, we will embrace opportunities and we will address challenges, while taking care to preserve things that we value. Innovation We will explore new technologies and affordable approaches and implement these where they provide benefi ts to the community. Meeting legislative responsibilities We will not knowingly breach any legislation. Value for money We will always be fi scally prudent. We aim to provide Rodney’s ratepayers with the most effi cient and effective delivery of services. 54 Working with volunteers We will, where possible and appropriate, work with volunteers and volunteer organisations to achieve benefi ts for the community.

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