LTP Long Term Plan Strategic Framework PRESENTATION TO COUNCILLORS JUNE 2017

Transcription

1 1 LTP Long Term Plan Strategic Framework PRESENTATION TO COUNCILLORS JUNE 2017

2 FEEDBACK LAST TIME. Governance is about enduring aspirations, envisaging and providing strategic direction and guidance for implementation by staff Building resilience and resource allocation Long Term Plan resource allocation The vision needed to be more succinct and measurable. The vision should be about what the region wanted to achieve. The vision should be about behaviour. Council s philosophies should lead to vision. Many of Council s plans tended towards a green vision and environmental sustainability Need to be mindful of use of words so that clear message sent eg. Hawkes Bay s vision to be GE free stated their ethos which give business a direction to aim for. 2

3 Spatial Plan workshop. The unique lifestyle that Gisborne offers, in part owing to its splendid isolation, diverse offerings of its natural and built environment (eg space the quarter acre dream, fishing, diving, hunting, surfing, cycling, untouched coastline); Guardian of a relaxed Kiwi lifestyle The importance of agriculture, horticulture and food production, leveraging off very fertile soils to provide an economic base to support the unique Gisborne (traditional NZ) lifestyle; A sustainable primary producer and food supplier for NZ Gisborne s point of difference with respect to its culture and history; being the place of the first meeting between European and Maori in NZ; and its current high percentage of Maori population compared to other regions in NZ. First encounters 3

4 Our Vision Tairāwhiti Tairāwhiti Tāngata Tairāwhiti Taonga Tairāwhiti Wawata Tairāwhiti First First to see the light First choice for people and lifestyle First choice for enterprise and innovation First place for the environment, culture and heritage. Our vision speaks of our region of firsts; locally, nationally and globally. We are the first city in the world to see the rising sun. A place where people want to be and are proud to live. A place that is home to productive and innovative businesses and where our agriculture and natural resource strengths are leveraged into value added job rich opportunities. A place where we care for our environment as an integral part of our lifestyle. A place rich in history that celebrates and keeps alive its language, culture and traditions. 4

5 Our Values Tairāwhiti Piritahi kia mārama kia ngāwari kia ū Together Tairāwhiti make it smart make it easy make it happen Our values guide how we will work together to achieve our vision. The LTP shows how we will work smarter, spend smarter and showcase our district and its people through our work. 5

6 Our Community Outcomes TAIRĀWHITI TANGATA Our people TAIRĀWHITI TAONGA Our environment, culture and economy TAIRĀWHITI WAWATA Our aspirations realised Our three Community Outcomes reflect our vision. They present an overarching view of Council s activities that encourages integrated thinking and action across Council activities. They also keep us focused on what is important. Gisborne s greatest asset is its people. We are a cohesive, connected, culturally rich and creative community. We have access to and celebrate those things that foster our wellbeing including quality arts, recreational, cultural and educational opportunities; strong health; infrastructure and good jobs. 6

7 Our Community Outcomes TAIRĀWHITI TANGATA Our people TAIRĀWHITI TAONGA Our environment, culture and economy TAIRĀWHITI WAWATA Our aspirations realised Our three Community Outcomes reflect our vision. They present an overarching view of Council s activities that encourages integrated thinking and action across Council activities. They also keep us focused on what is important. Gisborne is blessed with many natural assets. Our rich coastline, fertile soils, warm climate and abundant freshwater are key to our community s well being and prosperity. Our unique cultural heritage is a source of enduring pride. We celebrate our dual heritage and collaborate for a healthy future. 7

8 Our Community Outcomes TAIRĀWHITI TANGATA Our people TAIRĀWHITI TAONGA Our environment, culture and economy TAIRĀWHITI WAWATA Our aspirations realised Our three Community Outcomes reflect our vision. They present an overarching view of Council s activities that encourages integrated thinking and action across Council activities. They also keep us focused on what is important. Gisborne is a district where we achieve our aspirations, not only locally, but nationally and globally. We are a district that leads and advocates for itself. Citizens are actively involved in community life and Council engages the community in its decision making to achieve our aspirations. 8

9 Strategic Priorities From - To 9 Tairawhiti Piritahi Building trust in the community in Council's leadership so they engage more effectively in decision making. Prosperous Tairawhiti Authentic economic development "enabler" by generating ideas, identifying opportunities, providing supportive community infrastructure (cycleways, walkways,townships) and being business friendly. Tairawhiti Piritahi Connect with our communities in different ways to involve them in decisions that affect them and deliver outcomes that reflect their needs and aspirations. Thrive Tairawhiti Create an environment for economy to develop and thrive, generating ideas and opportunities, providing supportive community infrastructure and easy consent processes.

10 Strategic Priorities From - To Wai Tairawhiti An integrated and sustainable water strategy for three waters (meeting future water needs) in order to support the economic, social, cultural and environmental wellbeing (and in particular protection of soils). Emergent strategy focus Plan now for the future opportunities and disrupters. Hold to being innovative and creative in the use of council resources now and in the future. Wai Tairawhiti Manage three waters resources and infrastructure with an integrated and sustainable strategy, and progress the wellbeing of our waterways, our coastline and in particular protection of soils. Early Adapters Be innovative and creative in the use of Council resources, and actively look for and welcome new ways of working and thinking. 10

11 Strategic Priorities From - To 11 Infrastructure management Reliable and intelligent infrastructure, including maintaining what we've got Money matters Being Fiscally responsible Mana Tairawhiti Embrace localism through developing regional solutions council contracting and employing locals and celebrating who we are uniquely Infrastructure management Invest in the existing and future needs for reliable, relevant and intelligent infrastructure Money matters Make sensible decisions on spending and borrowing, and get good quality value for our community s money Mana Tairawhiti: Embrace localism and celebrate our uniqueness. Use local skills and talent, and develop our own local solutions

12 Key changes and questions for discussion Shorter and more succinct statements more targeted Is there enough emphasis on environmental sustainability? Green city? Less reference to our cultural uniqueness? Prosperous Tairawhiti Is Council an ideas generator? 12

13 Making our strategic priorities happen. Tairawhiti Piritahi: Connect with our communities in different ways to involve them in decisions that affect them and deliver outcomes that reflect their needs and aspirations. 13 Customer and Communications Strategy and Tairawhiti Piritahi LTP Community Engagement (the right debate) Delivering on our commitments (from replying/responding to RFS to delivering our major projects) ) Increased Transparency and Accountability (continued improvements to performance reporting to Council) Resident Satisfaction Surveys and LGNZ Reputation Survey

14 Making our strategic priorities happen. Prosperous Tairawhiti: Create an environment for economy to develop and thrive, generating ideas and opportunities, providing supportive community infrastructure and easy consent processes. Community Facilities Strategy & community infrastructure projects Amalgamation of Economic Development Agencies Ridiculous Rules LTP Early Engagement Speaker Series 14

15 Making our strategic priorities happen. Wai Tairawhiti: Manage three waters resources and infrastructure with an integrated and sustainable strategy, and progress the wellbeing of our waterways, our coastline and in particular protection of soils. Water Plan Infrastructure Strategy / Financial Strategy / LTP Drainwise, Water Utilities Asset Management Plans and Catchment Management Plans 15

16 Making our strategic priorities happen. Early adapters: Be innovative and creative in the use of Council resources, and actively look for and welcome new ways of working and thinking. Strategic Planning Programme LTP Programme (environmental scan, strategic priority setting, early engagement and speaker series) Smarter Services Incorporating opportunities for innovation / creativity into community engagement, strategic planning, project management, business planning and asset management planning etc. 16

17 Making our strategic priorities happen. Infrastructure management: Invest in the existing and future needs for reliable, relevant and intelligent infrastructure. Infrastructure Strategy / Financial Strategy / LTP Smart Technology Asset Management Plans and Asset Transformation Programme Achieving our renewals programme 17

18 Responding to Councillor s strategic priority statements Money matters: Make sensible decisions on spending and borrowing, and get good quality value for our community s money. Infrastructure Strategy / Financial Strategy / LTP FBI Financial Business Intelligence (and financial literacy) Continued Improvements to performance reporting to Council Annual Reporting, Audit and Benchmarking, Service Delivery Reviews and improved procurement policy and procedures 18

19 Making our strategic priorities happen. Township Plans Mana Tairawhiti: Embrace localism and celebrate our uniqueness. Partnerships / collaboration / and supporting community led projects. Annual Reporting, Audit and Benchmarking, Service Delivery Reviews and improved procurement policy and procedures 19

20 Next steps Consolidate/calibrate with other workshop Paper to Council for approval 20