Transcript Document

Waikato Strategic Planning Network
Louise Cole, Regional Manager Central
Local Government & Community Branch
Department of Internal Affairs
25th February 2010
Purpose
The Department of Internal Affairs serves and
connects citizens, communities and government
to build a strong safe nation
Outcomes
• Strong, sustainable communities/hapü/iwi
• Safer communities
• Trusted records of New Zealand identity
Our business groups
Office of Ethnic
Affairs
Executive
Government
Support
Identity Services
Regulation and
Compliance
Chief Executive
Brendan Boyle
Local Government
and Community
Ministry of Civil
Defence
and Emergency
Management
Office of the Chief
Executive
Business Services
Local Government and
Community Branch
Community Advisory Services
• Advice and assistance to communities
and groups on their community
development initiatives
• Broker relationships to support
community development initiatives
• Facilitation support
Local Government and
Community Branch
Community resources and information
Local Government and
Community Branch
• Administers community funding schemes
Lottery grants – including Community, Marae Heritage & Facilities, Significant
Projects, Environment & Heritage, Individuals with Disabilities, and Community
facilities
• Crown funds – including Community Development Scheme, Community
Internship Programme, Youth Worker Training Scheme and Community
Organisation Grants Scheme (COGS)
Local Government and
Community Branch
• Linking local and central
government
• Connecting local government
and community
• Working with local and
central government on issues
•Auckland Governance
•TAFM
•Dog Control and Safety
Local Government and
Community Branch
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Policy advice to Ministers
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Community and voluntary issues
Local government issues
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Administration of legislation
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Local Government Act 2002
Charities Act 2005
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Trust administration
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Chinese Poll Tax Heritage Trust
Norman Kirk Memorial Trust
Pacific Development and Conservation
Trust
Winston Churchill Memorial Trust
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New Zealand’s system
of local government
• Largely autonomous of central government
•power of general competence
•works in partnership with central government
•some activities required by central government
• High level of financial independence from central
government (central contribution approximately 13%)
• Councils are accountable to communities through a three
year local election cycle and other processes
The role of the
Minister of Local Government
• Responsible for the legislative framework within
which local government operates:
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Local Government Act 2002 – overall governance
Local Electoral Act 2001 – conduct of elections
Local Government (Rating) Act 2002 – primary funding
Local Government Act 1974 – residual provisions
• Not involved in day-to-day operations or decisions
• Limited powers of intervention,
mainly in cases of serious failure
or difficulty
• Inquiries
Department of Internal Affairs’ role
• Advises and supports the Minister of Local Government
and provides other Ministers with advice as required
• Administers the Local Government Act 2002
• Supports the Local Government Commission, and
undertakes, on the Minister’s behalf, territorial authority
functions for some offshore islands
Changes in community planning and
engagement
• Improving Transparency, Accountability and
Financial Management (TAFM)
• Auckland Governance Reforms
Structure
Current
November 2010
73 Territorial Authorities
67 Territorial Authorities
4 Unitary
 5 Unitary
12 Regional Councils
11 Regional Councils
Auckland governance
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Governance not working well, needs change
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New structure to ensure growth and prosperity for
the next 50 years
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Want civic leaders to think regionally, plan
strategically and act decisively.
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The new framework balances the need:
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need for strong regional governance
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local communities to have a strong voice on
issues closer to home
Auckland governance legislation
ACT 1
ACT 2
Bill 3
LOCAL GOVERNMENT [TAMAKI
MAKAURAU REORGANISATION]
ACT
LOCAL GOVERNMENT
(AUCKLAND COUNCIL) ACT
LOCAL GOVERNMENT
(AUCKLAND LAW REFORM)
BILL
INTRODUCED
MAY 09
ENACTED 23 MAY 09
INTRODUCED
MAY 09
ENACTED 22 SEPTEMBER 09
PROVIDES FOR
PROVIDES FOR
AUCKLAND TRANSITION AGENCY with
POWERS
UNITARY REPRESENTATION
INTRODUCED
DECEMBER 09
ENACTMENT - MAY 10
PROVIDES FOR
UNITARY AUCKLAND COUNCIL
WATER INTEGRATION
MAYOR with POWERS
LOCAL BOARDS
INTERIM OPERATION OF THE AUCKLAND
COUNCIL FROM 1 NOVEMBER 2010
ON-GOING GOVERNANCE
ARRANGEMENTS
COMPLETE TRANSITION PROVISIONS
LGC POWERS
BOUNDARIES
PASSED UNDER URGENCY WITHOUT
SELECT COMMITTEE PROCESS
COMPRESSED SELECT COMMITTEE
PROCESS
FULLER SELECT COMMITTEE
PROCESS
Auckland governance
Governing Body
Auckland Council
Mayoral Role
• One unitary Council for Auckland [Auckland Council]
• Articulate and promote vision for Auckland
with 20-30 local boards
• Provide leadership for purpose of achieving vision
• One Mayor, with powers, elected ‘at-large’ using FPP
• Lead development of plans, policies and budgets
• 20 Councillors elected from single-member or multimember wards, using FPP
• Ensure effective engagement with particular groups and
communities and generally with the people of Auckland
• 1 LTCCP
• 1 District Plan
• 1 rates bill
Mayoral Powers
• 1 IT system
• Appoint the Deputy Mayor
• Determine committee structure and appoint chairperson
of each Council committee
• 3 yearly term for elections
• Propose Auckland council budget and strategic direction
• Spatial plan
• Establish, maintain and staff a Mayoral office
• 1 Waterfront Development Agency
• 1 Regional Transport Authority
• 1water and wastewater provider
• Mayoral office assured budget of at least 0.2 % of
Council’s operating budget
• 1 rating system
Auckland governance
GOVERNING BODY
LOCAL BOARDS
• Role is to promote social, economic, environmental, and
cultural well-being within its district
• Role is to promote social, economic, environmental and
cultural well-being for their community on issues that are
locally significant
• Responsible for regional strategies, policies, plans and
bylaws, including district planning and the development
of any spatial plans
• Make decisions on the level of local services and
facilities needed in the local area to be provided by the
Auckland Council
• All Service delivery on its own behalf and on behalf of the
local boards; including contracting for services delivered
by third parties
• Provide input into the Auckland Council’s strategies and
policies etc
• Maintain the overall balance sheet for the region
• Recommend bylaws to the Auckland Council
• Responsible for regional infrastructure (e.g. parks, stadia,
museums, libraries and other recreational facilities
• Undertake any other activity delegated by the Auckland
Council
• Develops its own bylaws, and approves bylaws
recommended by local boards
• Make decisions that give effect to ‘place-shaping’
activities – support for a local community initiative such
as a youth at risk programme
• Meet all statutory regulatory requirements of local
authorities
• Can raise local revenue through targeted rates
• Responsible for civil defence and emergency
management and for rural fire
The council planning framework
Knowing the community
and what people want
Community
Outcomes
Knowing whether
the council did
what it said it
would do
Knowing the
environment people
live in
Annual Report
Long Term Council
Community Plan (LTCCP)
Knowing what
the council is
doing and why
Annual Plan
Knowing how it’s
going to be paid for
Community outcomes
• Desired state of affairs identified by communities at
least every six years
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Co-ordination and application of community
resources
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Guide activities of local authorities and others
• Council leads communities in development
• Collaborative process
• Informs LTCCP development
• Councils to monitor and report
TAFM package
Better control of costs, rates, and activities
• Pre-election report
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Draws information together in accessible
format
• Councils to focus on core services
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Must have “particular regard”
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List based on commonly held view of core
activities
TAFM package
Simpler long term plans
• LTCCP becomes “long-term plan”
• Content changes
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Financial strategy included
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Remove operational policies
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Streamline non-financial reporting
TAFM package
Plain English financial disclosures
• Plans and reports to show sources and application of
funds for whole council and groups of activity
• Improve inter-council comparisons
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Consistent financial information classification
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Standard groups of activities for infrastructural
services
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Standardise non-financial performance
measures for infrastructural services
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Asset management plans
TAFM package
Community outcomes
• Change the definition to those outcomes a local
authority aims to achieve to maintain and improve
the social, economic, environmental, and cultural
well-being of its district or region – putting the focus
on council outcomes
• No longer required to run separate process to
identify community outcomes or report on progress
• Long-term plan becomes main vehicle for debating
outcomes: prioritisation and affordability considered
in broader context
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TAFM package
Community outcomes –
What is required this year if community outcomes were
adopted under s91&92 LG02 in 2004?
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(a) requirement to produce the 3 yearly report
on progress to achieving outcomes and
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(b) carry out a consultation process to review
outcomes for the next six years.