David Hammond Director of Hammond Robertson Ltd M. +64 27 444 6368 hammondrobertson

1. Less Local Government; More Local Governance A New Way: The Community-led Council David Hammond Director of Hammond Robertson Ltd M. +64 27 444 6368 www.hammondrobertson.co.nz

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3. The place of community governance Waratah

4. My message in a nutshell • To build a New Way of Community-led councils, local governments will: • Move beyond seeing community as a stakeholder, a series of problems to fix or something needing to be ‘helped’ to the lead partner in the co-design of places • Acknowledge that community resilience, sustainability and leadership will be built by community solutions, community leading the dialogue and council supporting with its expertises • Move beyond good examples of partnership to a new Partnership Model Council • Base its relationship around 4 pillars: Enabling Community Leadership, Community Boards at the centre, Community Plans and Community Charters

5. Pillar 1: The right approach to Community Leadership Cormac Russell How the ABCD world translates to the council world

6. Resilient and sustainable communities Weakest Strongest Peter Kenyon

7. Taumarunui "If Taumarunui wishes to expand, it should look to its natural strengths rather than invent new ones or hanker after past glories.“ (Taumarunui resident)

8. Pillar 2: The Community Board • Local people appointed or elected to run local affairs in a geographic area or suburb • Scope of local affairs can be advisory but best leadership is developed when the local government devolves decision-making over local choices • Key role is leading place-shaping and a key platform is the Community Plan which captures all the areas local groups’ planning and projects and gives priority to them • Scope can mature into devolving of service delivery like on the Coromandel • The relationship with council is one of equals and formalised through a conversation to develop a Community Board Charter • Outcomes must be improvement in place-shaping, community engagement, public satisfaction in council and cost efficiencies

9. Coromandel Community Boards

10. TCDC Case Study found here:

11. https://www.youtube.com/watch?v=eLl-qrrMCog But can we risk it??

12. Coromandel Results 2016 Survey - Satisfaction in: • Council decision-making improved 15% since the 2012 change and is now 10% higher than the national average • Council decisions themselves increased by 20% • Rates spend improved 17% (up to 83%) • Confidence in their council increased by 18% • Council reduced rates in two successive years (-6%) • Council had the lowest operating cost per property of any local authority in the region • $43M was removed from ten-year capital budgets without degrading assets or reducing levels of service • Staff engagement post-restructure rose to higher levels than before restructure

13. Pillar 3: The Community Plan is the Community's Plan Thames Community Board, NZ T.U.D.S.

14. Pillar 4:The Community Charter is a conversation of equals

15. Repeating my message in a nutshell • It is my view that in future, local government’s relationship to community will: • Move beyond seeing community as a stakeholder, a series of problems to fix or something needing to be ‘helped’ to the lead partner in place-shaping • Acknowledge that community resilience, sustainability and leadership will be built by community solutions, community leading the dialogue and council supporting with its expertises • Need to move far, far beyond developing good partnership example projects to transforming the council operations and governance itself into a Council Partnership Model • Base its relationship around 4 pillars: Enabling Community Leadership, Community Boards at the centre, Community Plans and Community Charters

16. Less Local Government; More Local Governance A New Way: The Community-led Council Community Planning I Community Governance Structures I New Models of Council Citizen Engagement David Hammond Director of Hammond Robertson Ltd M. +64 27 444 6368 www.hammondrobertson.co.nz