Mayors Taskforce for Jobs
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Wellington Region Civil Defence Emergency Management Group Plan
Wellington Region Civil Defence Emergency Management Group Plan EM_cover_FINAL.indd 1 21/4/05 10:51:51 AM Contents Foreword 5 Plan structure 6 1. Introduction 6 2. The Wellington Region 6 3. Strategic direction 6 4. Operational framework 6 5. Administrative arrangements 6 6. Monitoring and review 6 Part 1 - Introduction 7 1. What is this Plan? 7 2. Who is the Plan for? 7 2.1 Local Authorities 7 2.2 Other emergency management agencies 7 3. Duration of Plan and review 8 4. Relationship with the National CDEM Plan and the National CDEM Strategy 8 5. Requirement for local authority civil defence emergency management planning 8 6. How the Plan was prepared 8 7. Supporting documentation 9 8. Local procedures 9 Part 2 – The Wellington Region 10 9. Key characteristics of the Wellington Region 10 10. The Region’s people 11 11. Signifi cant emergency events in the Wellington Region 12 12. What does this mean for CDEM? 13 Part 3 - Strategic direction 15 13. Introduction 15 14. Strategic planning framework 15 15. Vision 16 16. Goals 16 16.1 Plan goals 16 16.2 Relationship to the National CDEM Strategy 16 Wellington Region Civil Defence Emergency 1 Management Group Plan 17. Summary of hazards 17 17.1 Earthquake 17 17.2 Tsunami 18 17.3 Volcanic hazards 19 17.4 Storms 19 17.5 Flooding 20 17.6 Landslides 21 17.7 Drought and extreme heat 21 17.8 Fire (Rural) 22 17.9 Fire (Urban) 22 17.10 Hazardous substances 23 17.11 Transportation accident (land, marine, air) 23 17.12 Biological and public health hazards 24 17.13 Agricultural hazards (animal diseases, biosecurity) 24 17.14 Disruption of infrastructure systems 25 17.15 Terrorism 25 18. -
Strategy 2002-2003
Strategy 2002-2003 (left to right) Sukhi Turner (Dunedin), Chris Lux (Thames-Coromandel), Basil Morrison (Hauraki), Graeme Ramsey (Kaipara) and Pat O’Dea (Buller). goals By 2005, no young person under 25 years will be out of work or training in our communities. By 2009, all people in our communities will have the opportunity to be in work or training. critical issues objectives The ability to : • influence real job creation • to provide a national focus of • apply longer-term thinking to the leadership on the jobs issue employment issue through co-operation between Mayors concerned about • devise programmes which are employment issues in their effective in addressing the Maori and Pacific Island unemployment in communities mission our communities • to share best practice on what we • halt the decline of rural and can achieve on employment at working towards the local level regional communities the “zero waste” • to create local and national • advocate for the re-building the forums which address the “big of New Zealanders not-for-profit and community sector picture” of trends on the issues of • develop a more active partnership income and work between local and central • to link with imaginative private government sector initiatives that are • encourage government addressing unemployment organisations to be flexible in the way they allocate resources at a local level • access local funding for projects and initiatives we believe that Mayors, irrespective of their different political persuasions, can work together for this common purpose -
Quality of Life Report 2007 Since the Last Report the Availability of Some Datasets Has Structure of the Report Improved
IN TWELVE OF NEW ZEALAND’S CITIES www.qualityofl ifeproject.govt.nz I Quality of Life in Twelve of New Zealand’s Cities 2007 The twelve cities Almost 56% of the total population of New Zealand resides in the cities of Rodney, North Shore, Waitakere, Auckland, Manukau, Hamilton, Tauranga, Porirua, Hutt, Wellington, Christchurch, Dunedin. This report uses 68 indicators to identify points for action aimed at ensuring sustainable development and quality of life in those cities. Rodney Tauranga Population: 89,562 Population: 103,629 h Shore Porirua Population: 205,614 Population: 48,537 Waitakere Hutt Population: 186,444 Population: 97,710 Auckland Wellington Population: 404,655 Population: 179,466 Manukau Christchurch Population: 328,980 Population: 348,435 Hamilton Dunedin Population: 129,255 Population: 118,686 Data source: Statistics New Zealand, Census 2006 I 1 A word from the mayors Quality of life has a major infl uence on where people choose going well and where improvements are required. This enables to live and what gives them a sense of pride in their city. us to evaluate our own planning, policies and decision making and to advocate, where appropriate, to central government, City life is appealing because of its diversity. Great cities offer non-governmental agencies and the private sector to address access to a wide range of cultural experiences, job opportunities the identifi ed needs. A better quality of life for all city residents and things to see and do. An increasing challenge for us all is will come about only if we work toward common outcomes to sustain and develop the cities we have created, in order to in partnership with each other, central government and our provide people the quality of life they desire. -
Strategy 2005 2006
STRATEGY 2005 2006 Mayor Tony Kokshoorn, Zane Smith Young Entrepreneur and Alice Cardwell, Youth Development Coordinator, Grey District Young Persons Development Trust Northland Cadets, Far North District Council vision A youth guarantee — that all young people under 25 years be in paid work, in training or education, or in useful activities in our communities. A job guarantee — that all adults who are longterm unemployed (registered for more than 12 months) have the opportunity and be encouraged to be in paid work, in training or education, or in useful activities in our communities. objectives strategies • to provide a national focus of • engage all members in the goals leadership on the jobs issue and actions to achieve local through cooperation between leadership Mayors concerned about • share best practice widely employment issues in their mission communities • advocate privately with government on issues that impact on youth • to share best practice on what we employment can achieve on employment at working towards the local level the “zero waste” • advocate for youth and job guarantees • to create local and national of New Zealanders forums which address the “big • drive relationships with government picture” of trends on the issues of agencies income and work • work with imaginative private • to link with imaginative private sector initiatives sector initiatives that are • develop mechanisms to encourage addressing unemployment participation of young people with the Taskforce • maintain a monitoring framework that measures -
Greater Wellington Regional Council 100 Cuba St, Te Aro, Wellington
Council 25 February 2021, Order paper - Front page If calling, please ask for Democratic Services Council Thursday 25 February 2021, 9.30am Council Chamber, Greater Wellington Regional Council 100 Cuba St, Te Aro, Wellington Members Cr Ponter (Chair) Cr Staples (Deputy Chair) Cr Blakeley Cr Brash Cr Connelly Cr Gaylor Cr Hughes Cr Kirk-Burnnand Cr Laban Cr Lamason Cr Lee Cr Nash Cr van Lier Recommendations in reports are not to be construed as Council policy until adopted by Council 1 Council 25 February 2021, Order paper - Agenda Council Thursday 25 February 2021, 9.30am Council Chamber, Greater Wellington Regional Council 100 Cuba St, Te Aro, Wellington Public Business No. Item Report Page 1. Apologies 2. Conflict of interest declarations 3. Public Participation 4. Confirmation of the public minutes of the Council 21.4 4 meeting on 10 December 2020 5. Confirmation of the public minutes of the Council 20.499 12 meeting on 17 December 2020 6. Update on progress of action items from previous 21.11 14 Council meetings – February 2021 Strategy/Policy/Major Issues 7. Belmont West grazing licence – one year extension 21.66 18 to 31 March 2022 8. Submission on the Water Services Bill 21.40 35 9. Application to the Low Carbon Acceleration Fund 21.46 47 10. Emission Unit management and Carbon offsetting 21.47 68 options Governance 11. Mid-term governance review – 2019-22 triennium 21.38 75 12. Review of the Code of Conduct for elected 21.58 90 members 13. Establishment of the Wellington Regional 21.21 116 Leadership Committee 14. -
E-Newsletter Kia Ora Malaysia 2018 High Commission of Malaysia, Wellington
e-Newsletter Kia Ora Malaysia 2018 High Commission of Malaysia, Wellington Greetings from the High Commissioner Salam Sejahtera and Kia Ora, I had officially assumed the post as High Commissioner of Malaysia to New Zealand after presented my credentials to the Rt. Hon. Dame Patsy Reddy, the Governor General of New Zealand on 1 February 2018. It is indeed a privilege and honour for me to serve as Malaysian High Commissioner. I will do my utmost to carry out this very important duty. High Commission of Malaysia New Zealand During my tenure as the High Commissioner, I hope to deepen the bilateral relations between Malaysia and New Zealand by expanding opportunities of Address: cooperation in various areas that will bring tangible benefits for both sides. 10, Washington Avenue, Brooklyn, Wellington, 6012 In pursuing these objectives, we at the High Commission are looking forward to engage and work closely with the Malaysian community residing all across Phone: New Zealand. I enjoyed every community outreach programme that encourage positive interactions among people from all walks of life. The +64 4 385 2439 sharing of ideas and views are very enriching and useful to improve our +64 4 801 5659 delivery performance. After Hours Contact The year has been eventful on many fronts. However, I am confident that Numbers: with continuous support and cooperation from members of the High Commission, the Government of New Zealand and Diplomatic Corps, the +64 21 0440188 Malaysian community as well as Friends of Malaysia, we can work together to elevate Malaysia-New Zealand relationship to a new stage. -
Mtfjobs Strategic Plan 2001-2002
MAYORS TASKFORCE forJOBS working towards the “zero waste” of New Zealanders Strategy 2001-2002 Core Group members of the Mayors Taskforce for Jobs Strategy Meeting at Local Government NZ Boardroom, Wellington, November 2000 MAYORS TASKFORCEforJOBS goals By 2005, no young person under 25 years will be out of work or training in our communities. By 2009, all people in our communities will have the opportunity to be in work or training. critical issues objectives The ability to : • to provide a national focus of • influence real job creation leadership on the jobs issue through co-operation between • apply longer-term thinking to the Mayors concerned about employment issue employment issues in their mission • devise programmes which are communities effective in addressing the Maori and Pacific Island unemployment in • to share best practice on what working towards our communities we can achieve on the “zero waste” • halt the decline of rural and regional employment at the local level of New Zealanders communities • to create local and national • advocate for the re-building the forums which address the not-for-profit and community sector “big picture” of trends on the • develop a more active partnership issues of income and work between local and central • to link with imaginative government private sector initiatives that • encourage government organisations are addressing unemployment to be flexible in the way they allocate resources at a local level • access local funding for projects and initiatives we believe that Mayors, irrespective -
Council Agenda
MASTERTON DISTRICT COUNCIL COUNCIL AGENDA WEDNESDAY 17 FEBRUARY 2021 3.00 PM MEMBERSHIP Her Worship (Chairperson) Cr G Caffell Cr B Gare Cr D Holmes Cr B Johnson Cr G McClymont Cr F Mailman Cr T Nelson Cr T Nixon Cr C Peterson Cr S Ryan Noce is given that a meeng of the Masterton District Council will be held at 3.00pm on Wednesday 17 February at Waiata House, 27 Lincoln Rd, Masterton. RECOMMENDATIONS IN REPORTS ARE NOT TO BE CONSTRUED AS COUNCIL POLICY UNTIL ADOPTED 12 February 2021 Values 1. Public interest: members will serve the best interests of the people within the Masterton district and discharge their duties conscientiously, to the best of their ability. 2. Public trust: members, in order to foster community confidence and trust in their Council, will work together constructively and uphold the values of honesty, integrity, accountability and transparency. 3. Ethical behaviour: members will not place themselves in situations where their honesty and integrity may be questioned, will not behave improperly and will avoid the appearance of any such behaviour. 4. Objectivity: members will make decisions on merit; including appointments, awarding contracts, and recommending individuals for rewards or benefits. 5. Respect for others: will treat people, including other members, with respect and courtesy, regardless of their ethnicity, age, religion, gender, sexual orientation, or disability. Members will respect the impartiality and integrity of Council staff. 6. Duty to uphold the law: members will comply with all legislative requirements applying to their role, abide by this Code, and act in accordance with the trust placed in them by the public. -
24 February 2021
COUNCIL 24 FEBRUARY 2021 ORDINARY MEETING OF WELLINGTON CITY COUNCIL AGENDA Time: 9:30am Date: Wednesday, 24 February 2021 Venue: Ngake (16.09) Level 16, Tahiwi 113 The Terrace Wellington MEMBERSHIP Mayor Foster Deputy Mayor Free Councillor Calvert Councillor Condie Councillor Day Councillor Fitzsimons Councillor Foon Councillor Matthews Councillor O'Neill Councillor Pannett Councillor Paul Councillor Rush Councillor Sparrow Councillor Woolf Councillor Young Have your say! You can make a short presentation to the Councillors at this meeting. Please let us know by noon the working day before the meeting. You can do this either by phoning 04-803-8334, emailing [email protected] or writing to Democracy Services, Wellington City Council, PO Box 2199, Wellington, giving your name, phone number, and the issue you would like to talk about. All Council and committee meetings are livestreamed on our YouTube page. This includes any public participation at the meeting. COUNCIL 24 FEBRUARY 2021 TABLE OF CONTENTS 24 FEBRUARY 2021 Business Page No. 1. Meeting Conduct 5 1.1 Karakia 5 1.2 Apologies 5 1.3 Announcements by the Mayor 5 1.4 Conflict of Interest Declarations 5 1.5 Confirmation of Minutes 5 1.6 Items not on the Agenda 5 1.7 Public Participation 6 2. General Business 7 2.1 Wellington Regional Leadership Committee – a new Joint Committee 7 Presented by Mayor Foster 2.2 Charles Plimmer Bequest Forward Programme and Taputeranga funds allocation 45 Presented by Councillor O’Neill 2.3 Reserves Naming Paper - Pukehuia Park, Newlands 65 Presented by Councillor Day 2.4 Proposed Road Closure 71 Presented by Councillor Condie Page 3 COUNCIL 24 FEBRUARY 2021 3. -
WELLINGTON PROJECT INITIATIVE an Assessment of the Feasibility of Establishing an IQP Center in Wellington, New Zealand
WELLINGTON PROJECT INITIATIVE An Assessment of the Feasibility of Establishing an IQP Center in Wellington, New Zealand. Interactive Qualifying Project Report completed in partial fulfillment of the Bachelor of Science degree at Worcester Polytechnic Institute, Worcester, MA Submitted to: Professor Michael B. Elmes In Cooperation With: Richard Vaz, Dean of IGSD Natalie Mello, Director of Global Operations Sponsoring Agency: WPI – Interdisciplinary and Global Studies Division Submitted By: Charles Fancher Rachel Heller Nathan Nesbitt Skyler Whorton Scott Woodnorth ___________________________ Advisor Signature Date: May 1st, 2009 [email protected] 0 AB Abstract This feasibility study, prepared for Worcester Polytechnic Institute, details how Wellington, New Zealand could serve the university as an international site for students to complete their Interactive Qualifying Project (IQP). We used preferences of faculty and students derived from survey results, guidelines provided by the university, and information about existing sites to outline qualities appropriate for a new IQP site. Through a literature review and on site investigation, we assessed Wellington‘s suitability and recommended that WPI establish the center. 1 TC Table of Contents TI Title Page ................................................................................................................................. 0 AB Abstract ................................................................................................................................... 1 TC Table of Contents -
Download This Issue As a PDF File
The Jobs Letter No. 234 5 July 2005 Essential Information on an Essential Issue • A group of Australian Mayors have decided to start an Australian Mayors KEY Taskforce for Jobs, focussing on political and cultural support for a job guarantee for all young Australians. The decision follows a visit to Newcastle, TASKFORCE MAYORS New South Wales, last month by Mayors involved in the New Zealand Taskforce for Jobs. The Newcastle meeting was hosted by the Lord Mayor of Newcastle, IN John Tate, and included many Mayors from throughout New South Wales. NEWCASTLE • At the meeting, NZ Taskforce chairman and Mayor of Christchurch Garry Moore detailed the history and progress of the NZ Taskforce. Taskforce Community Adviser Vivian Hutchinson then outlined the many partnerships and strategies which the Taskforce has undertaken which are now resulting in on-the-ground initiatives, particularly in skills-training. Mayor Moore reinforced the importance of the partnership the NZ Taskforce had forged with government, and in particular the Minister of Social Development, Steve Maharey, and the Minister of Economic Development, Jim DIARY Anderton. Moore: “When the Labour government gained office in 1999, they said they would forge a new relationship with local government. The Mayors 8 June 2005 Taskforce represents a tangible success in this regard. We have succeeded in getting substantial commitments of support from the government Ministers India’s universities are not turning out enough graduates with the and our major government departments. Our government has signed a appropriate skills to fill the memorandum of understanding with us that by 2007 all young people in New expected growth in its software and outsourcing industries, Zealand under the age of 20 will either be earning or learning. -
Wellington Regional Leadership Committee Wellington Regional Growth Framework Position Description
Wellington Regional Leadership Committee Wellington Regional Leadership Committee Wellington Regional Growth Framework Position Description Job title: Iwi Liaison Manager Wellington Regional Leadership Committee (WRLC) (Full time, 3-year fixed term contract) Responsible to WRLC Programme Director Other reporting lines Iwi WRLC members for reporting on programme Wellington Regional Leadership Committee for reporting on projects Te Matarau a Maui – for connections and joint reporting or programme delivery Employer (as Administrating Greater Wellington Regional Council Authority for the WRLC) PlaCe of work Greater Wellington Regional Council Note: it is expected that this role will have a main place of work but will be expected to spend time working in all WRLC member or partner organisations from time to time Responsibility for staff None Date July 2021 About the Wellington Regional Leadership Committee (WRLC) Ready to guide, shape and facilitate new collaborative outcomes for the Wellington- Wairarapa-Horowhenua region, and beyond? A new Joint Committee is bringing the region together to progress some of our biggest challenges and opportunities. They will have a capable and forward-looking Secretariat team to support them and help ensure the best decisions and outcomes are achieved. The WRLC will bring together key leaders across the region, from local government, central government, and designated iwi organisations. Spatial planning underpins economic development. The Joint Committee has three interdependent spheres of responsibility: The Wellington Regional Growth Framework, regional economic development, and regional economic recovery. 1 Wellington Regional Leadership Committee Role of the WRLC’s SeCretariat Team: The Secretariat team will work to ensure all WRLC’s considerations and decisions are well-informed, the right connections are made, and stakeholders, partners and others can benefit from outcomes and implementation actions.