1. Creating NEXT GENERATION Councils Contact: +64 27 444 6368 David Hammond: COUNCIL CHANGE SPECIALIST

2. Governance models adapted to the people Mixed outsourced services Cost efficient and rate-minimal Unlock the potential of communities Networked not silo-ed Customer and business focussed Professional internal systems Staff and management in partnership ‘Next Generation’ Council?

3. Creating NEXT GENERATION Councils 1. Unlock the potential of communities

4. Unlocking the potential of communities Naku te rourou Naku te rourou nau te rourou ka ora ai te iwi

5. Unlocking the potential of communities Naku te rourou nau te rourou ka ora ai te iwi

6. Creating NEXT GENERATION Councils 2. Governance Adaptation

8. (for)

10. Governance Adaptation

11. Staged Evolution: at a pace that matches both organisation and citizens Eddie the Eagle (Uncontrolled Fall): Council’s efforts are sincere but ineffective JOURNEY OF TRUST JOURNEY OF DISTRUST Gap of Public Trust Governance Adaptation

12. 2010 2012 Governance Adaptation Forced Intervention “When survival is at stake, change may have to be radical.” John Walker, CEO Richmond Valley Council: “When survival is at stake, change may have to be radical.” (MAV Conference 2015) Coromandel Case Study

13. Council Community Board Water, sewerage, stormwater Transport Refuse services District economic devt Regulation Civil Defence All other services with: Budgets and new staff Levels of service Strategy, policy and asset management Service delivery choices NEW GOVERNING BODY Community Boards taken up into the Governing Body with ‘equal’ power but different roles ParksLibrariesFacilitiesPools Local E.D. ToiletsCemet.I-Sites Governance Adaptation

14. Council decision-making improved 15% 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% Parks increased to 96% (under the Boards) Libraries increased to 99% (under the Boards) “ … very pleasing and show improvements for a significant majority of the topics targeted in the survey … (TCDC Report. April 2016) Public Satisfaction (2016) in: Governance Adaptation. Did we get it right?

15. Creating NEXT GENERATION Councils 3. Cost efficient and rate-minimal

16. Cost efficient and Rate-minimal. Methods used Imposed stretching rate limits voluntarily Service Delivery Review Line by line review of operational budgeting Council priorities shortened Business cases for capital and anchor projects Alternative revenue sought to offset rates Community project fundraising now required Staff and overhead review

17. Local (Devolved to community): 14 services Regional (11-Council) Shared Services: Insurance, Roading technical alliance, Valuation services, GIS, Bylaws Retained by council: District Economic Development, Planning, Governance, Support, Finance Outsourced commercially: Water, Sewerage, Stormwater, Transportation Multi (3-Council) Shared Services: Solid Waste, Civil Defence (plus a Cycleway project) Brought back in-house: Regulation services Council Controlled Organisation: Tourism Cost efficient and Rate-minimal. Service Delivery Review

18. Actual Rates (Property Taxes) Pre Post (Projected Rate Lines) RATES Results Intervention 2016 Survey: Public satisfaction in the rates spend improved 17% (up to 83%)

19. Actual Debt DEBT Results Pre Post: (Projected Debt Lines) Intervention

20. Council reduced rates in two successive years (-6%) Commercial and rural rates won’t return back up to higher 2010 levels for over 15 years After restructuring 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 I saved council 160 years of my salary in the first year Staff engagement post-restructure rose to higher levels than before restructure Community and council disciplines over approving capital and setting priorities vastly improved Cost efficient and Rates-minimal. Did we get it right?

21. 1.A new and lower operational level of costs was set for the council 2.Some cost savings put toward economic development projects 3.Crippling costs of funding three new sewerage plants entirely by the council were offset Where did the savings go?

22. Naku te rourou nau te rourou ka ora ai te iwi Creating NEXT GENERATION Councils

23. Mayor Glenn Leach says: "We have nothing but appreciation and respect for David's input on the Coromandel. We inherited a Council that had lost touch with its community Thank you! David Hammond Council Change Specialist +64 27 444 6368 www.hammondrobertson.co.nz www.hammondrobertson.co.nz and was crippled under high rates and debt. With David’s passion for Community Empowerment we have turned this around and what's been achieved is huge."