Report to COUNCIL for decision

Transcription

1 Title: Section: Prepared by: Long Term Plan- Tairāwhiti Piritahi Maori Policy Review and Consultation Transformation & Relationships Te Rina Whaanga (Policy Advisor) and Sarah Pohatu (Policy Advisor, Maori Focus) Meeting Date: 14 December 2017 Legal Financial Significance = Medium Report to COUNCIL for decision SUMMARY The purpose of this report is to present the draft Tairāwhiti Piritahi: Fostering Maori Participation in Council Decision-Making Policy (2018) for adoption. The Local Government Act 2002, section 14, requires all councils ensure there are specific opportunities for Maori to contribute to decision-making processes. Tairāwhiti Piritahi is this Council s framework and strategy for fostering Maori participation in Council decision making. At this time, the policy framework itself remains largely unchanged, with only minor amendments to its legislative and regional context, and recommendations regarding its effective implementation, required. The decisions or matters in this report are considered to be of Medium significance in accordance with the Council s Significance and Engagement Policy. RECOMMENDATION That the Council: 1. Notes the contents of this report. 2. Adopts the revised draft Tairāwhiti Piritahi: Fostering Maori Participation in Council Decision- Making Policy (2018). Authorised by: Reginald Proffit Manager Strategic Planning Keita Kohere Director Transformation & Relationships Keywords: Tairawhiti Piritahi, Iwi, Strategic Framework, Maori, Policy, LTP Page 1 of 14

2 BACKGROUND 1. The Local Government Act 2002 recognises and respects the Crown s obligations under the Treaty of Waitangi by placing specific obligations on councils. These are intended to facilitate participation by Maori in local authority s decision-making processes. The Act includes requirements for councils to: a. Ensure they provide opportunities for Maori to contribute to decision-making processes. b. Establish and maintain processes for Maori to contribute to decision-making. c. Consider ways in which they can foster the development of Maori capacity to contribute to decision-making processes. d. Provide relevant information to Maori. e. Take into account the relationship of Maori and their culture and traditions with their ancestral land, water, sites, waahi tapu, values flora and fauna and other taonga. 2. To deliver on these legislative requirements, and to have regard to the views of all our communities, Council adopted Tairāwhiti Piritahi: Fostering Maori Participation in Council Decision-Making (Tairāwhiti Piritahi) on 30 October Tairāwhiti Piritahi describes Council s commitment to Maori policy, engagement and outcomes. Its strategic framework provides a methodology to guide staff to deliver Council s commitment to effectively and consistently foster Maori participation in our planning and decision making processes. 4. Having a working knowledge and building effective relationships with Maori of Tairāwhiti helps us to perform the core Council role of leading and representing our communities. DISCUSSION 5. The powers and functions exercised by Council in its rates collection, regulatory and local public service functions have significant impact on Maori stakeholder experiences. Whanau, hapu and iwi expression of values and priorities are impacted by and often link specifically to policies, strategies and public realm projects. 6. Relationships between Council and Maori are strategically important for us both, and are based on a range of statutory and non-statutory instruments. This includes Tairāwhiti Piritahi (the policy). 7. Where Maori outcomes are better reflected in Council s planning and decision-making, the policy is useful because it outlines the way Council seeks to partner with Maori to achieve long term regional outcomes. 8. The revised policy is attached as a draft. At a high level, the Policy s strategic framework is largely unchanged from the 2014 version. We aim to: Improve participation by Maori in Council Decision-making Fulfil our statutory and relationship obligations Reflect our bi-cultural community and associated values. 9. The draft policy also continues to include the following four strategic objectives: a. Enable Te Tiriti o Waitangi - By supporting the spirit and implementation of our district s iwi Treaty settlements (which are now largely settled). Page 2 of 14

3 b. Be an empowered organisation that values Te Ao Maori - By acknowledging Maori values such as kaitiakitanga, tikanga, mana whenua, rangatiratanga, matauranga Maori and their role in solutions for our issues. c. Effect Maori participation in Council Democracy - By ensuring we are including the right people, at the right level, at the right time and on the right terms. d. Strengthen relationships and share decision-making with Maori - By including all of the relevant sections of the Council in engagement processes we will support codesigned and co-located projects and processes. 10. The changing context for Tairāwhiti Piritahi has been an important test of the policy s continued relevance. In particular, the actions and development Maori have taken in this period. These can be considered in several broad groupings: a. In the Economic Development space at a regional level, Maori developed Kimihia he Oranga, the Tairāwhiti Maori Economic Development Report; a regional economic strategy released in February of 2017 underlined by themes of Maori values systems, intergenerational outcomes and a collectivised approach to problem solving. b. At a kaitiaki level - From a whanau, hapu and iwi base, Maori as kaitiaki have been busy improving and caring for their taonga. For example, all four iwi have participated strongly in the Freshwater Plan development and submission process and, are seeking Crown recognition of their mana moana through the Marine and Coastal (Takutai Moana) Act Te reo Maori revitalisation in Tairāwhiti is also in full swing- all four iwi are either in development or have developed reo revitalisation strategies. c. Maori as land owners - Maori land owners spent considerable efforts responding to the Ture Whenua Maori Bill 1 and subsequent work designing a Maori land service. As of today, the status of this reform remains unclear with a new government, but it is clear that Maori land in Tairāwhiti (some of the largest concentrations of Maori freehold land in the country) is a unique feature in our region. d. Post-treaty settlement context - Settled iwi are working hard to achieve meaningful gains with and for their iwi members. Some have taken steps to embed their posttreaty settlement roles amongst their own iwi and in our community. By way of example, two iwi are undertaking their Trust deed reviews, a PSGE review mechanism expected five years into settlement. e. With Council - in the context of post settlement, Council has had a role in working with iwi to maintain their statutory rights in the natural and resource management space. This includes working with Te Runanganui o Ngati Porou to put in place a joint Management Arrangement for the Waiapu River catchment. Turanga iwi have also collaborated with Council to begin the Local Leadership Body, a co-governance forum to promote environmental, economic and social outcomes in the Turanga iwi rohe. 1 This is a bill to restate and reform the law relating to Maori land Page 3 of 14

4 Review findings 11. As it is, Tairāwhiti Piritahi requires no significant change. Included in the Long Term Plan (LTP) as Council s Maori Policy Statement, it has spearheaded Council s objective to Strengthen relationships and share decision making with Maori. It has successfully created a policy environment for new and updated co-governance and co-management arrangements with iwi and hapu over this period. 12. However, as we aim to move away from transactions into more relationship-based partnering, issues with implementation become clear. Resourcing Collaboration with Maori 13. In Council s 2017 Annual report 2 we listed five collaborative Council Maori projects. These were used as performance measures indicating a key change to our levels of service. To provide better implementation recommendations, the review included assessments to determine the time and resource Council provided for Maori to participate in those five projects We found there was minimal Council investment in Maori capacity in proportion to the projects budgets. Aside from one, which committed 14% of its budget to resource Maori capacity and engagement, the achievements have been heavily reliant on the generosity of Maori stakeholders to provide their own capacity and resource to participate in Council processes. Council s cultural capacity 15. An online survey of staff was conducted earlier this year to determine their contribution to Council s Maori outcomes. We found a mixed understanding of the strategic framework, and its implementation across respondents. The survey was followed by an invitation for all participants to meet and discuss their responses. It was evident that coordinating iwi participation in processes was a key concern for all staff, alongside accessing resources to increase cultural capacity. Next steps 16. While we have a strong policy framework combined with some good relationship basics, our implementation could be better supported through securing appropriate resource, better internal co-ordination and cultural capacity, and a generally more consistent approach. Making these changes would drive a truly transformational Maori strategy. 17. This guidance is being refined at an operational level, to provide for Maori participation in Council decision-making over the next 10 years. 18. The full final draft version of Tairāwhiti Piritahi: Fostering Maori Participation in Council Decision-Making will be appropriately formatted and presented as part of the Long Term Plan (LTP) in March annual Report Page 76 3 Local Leadership Body initiation 2017; Development of Joint Management Agreement with TRONPnui for Waiapu River 2016; Co-management with Ngati Oneone for Titirangi 2015; Waikanae to Waipaoa Land use Study; Drafting the Freshwater Plan. Page 4 of 14

5 ASSESSMENT OF SIGNIFICANCE Criteria This Report The Process Overall The effects on all or a large part of the Gisborne district Low Low The effects on individuals or specific communities Low Medium The level or history of public interest in the matter or issue Low Medium Inconsistency with Council s current strategy and policy Low Low Impacts on Council s delivery of its Financial Strategy and Long Term Plan. Low Low 19. The decisions or matters in this report are considered to be of low significance in accordance with Council s Significance and Engagement Policy. COMMUNITY ENGAGEMENT 20. Our community provided positive feedback on the adoption of Tairāwhiti Piritahi, once incorporated into the LTP. There has been no specific consultation to inform the review to date. 21. Input from Maori stakeholders will be coordinated in early There will be community consultation on the LTP process before the reviewed policy is finalised. CONSIDERATIONS Financial/Budget 22. No financial or budgetary considerations are required as a result of this report, nor are there any perceived impacts or changes to the Finance Strategy. 23. Resourcing the implementation of the final policy will be considered on a case by case basis as a part of responsible management. Legal 24. Tairāwhiti Piritahi provides for Council s obligations under the LGA (discussed under background information). 25. While the Local Government Act 2002 (LGA) and Resource Management Act (RMA) are the key legislative frameworks in Council, there are also obligations to Maori governing Treaty settlements, conservation, biosecurity, coastal management, flood management and transport legislation. The key principle which drives these obligations is the Treaty of Waitangi. POLICY and PLANNING IMPLICATIONS 26. Tairāwhiti Piritahi is a key Council policy. Its strategic framework guides staff in ensuring an effective and consistent approach to Maori participation in our planning and decisionmaking processes. RISKS 27. Implementation: managing expectations and securing resource to provide for the strategic frameworks objectives will require immediate planning consideration from Activity Managers. Page 5 of 14

6 NEXT STEPS Date Action/Milestone Comments Mar 2018 Community consultation via the Long Term Plan APPENDICES APPENDIX One: APPENDIX Two: Draft Tairāwhiti Piritahi: Fostering Maori participation in Council Decision- Making Policy (2018) Statutory obligations Page 6 of 14

7 APPENDIX 1: Draft Tairāwhiti Piritahi: Fostering Maori participation in Council Decision-Making Policy (2018) Introduction Council s vision articulates the connection of people to use their assets in order to fulfil their aspirations. Tangata whenua have a long historical settlement and connection to Tairāwhiti, and an equally long term role in the future planning and decision-making for the region. They are significant players in our community and Council has statutory and constituent obligations to empower Maori to participate in local government. 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 The powers and functions exercised by Council in its rates collection, regulatory and local public service functions has significant impact on Maori, specifically whanau, hapu and iwi experiences and how they collectively express their values, priorities and lives. Council acknowledges this relationship through its vision which articulates the connection of people to use their assets in order to fulfil their aspirations. Council has statutory, constituent and organisational obligations to Maori. This means Council has a three-pronged method to delivering on our responsibilities to Maori. The legal requirements are Council s minimum bottom line to deliver on our Maori outcomes. By meeting these obligations, there will be significant contributions by Maori to Council s own planning and decision making. The constituent obligations to our community includes Maori in our community as citizens with distinctive cultural aspirations should be understood and incorporated in all aspects of our work. This will result in service delivery which meets the needs and aspirations of Maori. Our organisational obligations are what we have promised to do with Maori: this includes our formal agreements and ensuring they are successful. This will result in partnerships with Maori that contribute to sustainable Tairāwhiti outcomes. Underpinning Maori and their long-term aspirations, plans and often inter-generational projects, is Councils committed contribution to Maori planning cycles, creating better outcomes for Tairāwhiti. Council therefore requires a working knowledge and effective relationships with Maori of Tairāwhiti in order to undertake its core role of leading and representing its communities. This policy outlines Council s approach and plans to achieving sustainable Tairāwhiti outcomes in partnership with Maori. Page 7 of 14

8 WHY ARE WE DOING THIS? Council s strategic objectives state we will: 1. ENABLE TE TIRITI O WAITANGI/TREATY OF WAITANGI: By supporting the spirit and implementation of our district s iwi Treaty settlements (which are now largely settled). Te Tiriti o Waitangi is the guiding document in the relationship between Maori and the Crown. 2. BE AN EMPOWERED ORGANISATION THAT VALUES TE AO MAORI (THE MAORI WORLD): By acknowledging Maori values such as kaitiakitanga, tikanga, mana whenua, rangatiratanga, matauranga Maori and their role in solutions for our issues. We will do this by supporting staff to build cultural knowledge about Maori through providing training opportunities such as Te Reo Maori me ona tikanga (basic and advanced courses) and networking and capability building opportunities to work with our Maori communities. Understanding and recognising Te Ao Maori (the Maori worldview), its values, tikanga and decision-making frameworks is an essential step when developing policy and decision-making in Tairāwhiti settings in order for successful implementation. Page 8 of 14

9 3. EFFECT MAORI PARTICIPATION IN COUNCIL DEMOCRACY: By ensuring we are including the right people, at the right level, at the right time and on the right terms. We will do this by allocating the time and resource Maori collectives require in order to make informed decisions about our processes. We will also make our information relevant and reflective of Maori audiences. In this way, Council recognises that Maori decision-making processes are collective in nature. We have less one off consultation and more collaborative partnerships and processes with agreed mutual outcomes. 4. STRENGTHEN RELATIONSHIPS and SHARE DECISION-MAKING WITH MAORI: By including all of the relevant sections of the Council in engagement processes we will support co-designed and co-located projects and processes. This will result in more Gisborne District Council projects that have mutually beneficial outcomes for both the Council and Maori. HOW WILL WE DO THIS? This will be implemented by Council having the following mechanisms in place or in development: POLICY: PROCESSES: PEOPLE: Formulation of effective policy that considers Maori needs and issues and partners early in our policy and strategy scope and development. Create and adhere to processes that ensure Maori needs/issues/concepts are considered and Maori are participating effectively throughout. Nurture and professionally develop staff so they have access to training that builds the organisations capability and capacity to be bicultural. WHAT WILL WE DO? Council aims to move away from transactions into more relationship-based partnering with Maori. This will result in longer term outcomes for the benefit of all Tairāwhiti. Some interactions with Maori are straight-forward customer service transactions, however Council s interactions with Maori collectives (eg. Whanau, hapu, marae, iwi, Maori as communities with cultural perspectives) can benefit from greater preparation, planning and co-ordination. All of this points to considerable opportunity for Council to improve its effectiveness in partnering with Maori by focusing on: Applying our strategic Maori Policy framework Tairāwhiti Piritahi to all of the work we do. This and its associated tools are evident in our planning and decision-making through Council reports, project plans, engagement plans and outcomes. Co-ordinate and resource iwi engagement forums with a consistent investment approach, resourced by valuing and recognising that our contribution to Maori time and capacity results in more sustainable outcomes. Build cultural capacity and capability of Council staff by improving staff s understanding and exposure to Maori values, relationships, language and projects in order to deliver on our Maori obligations and create Council-Maori outcomes. Page 9 of 14

10 Apply Tairawhiti Piritahi to our work How does Council work meet the strategic objectives? Co-ordinate and resource iwi engagement Consider and map your Maori stakeholders - co-ordinate and resource an engagement plan Build staff capability build our bicultural capability In using this approach, Council is open to opportunities for improved innovation. Additionally the following initiatives Council commits to actioning, and are considered business as usual: THE MENU OF INITIATIVES COUNCILS APPROACH What will we be doing in years 1-10? BUILD COUNCIL CAPABILITY Be an empowered organisation that values Te Ao Maori Develop and implement a training pathway aimed at supporting and improving cultural competencies of staff and leadership. Develop and implement a mentoring system for staff and leadership i.e. collegiate support for Council-Maori participation arrangements. Collaborate with Maori stakeholders to create a Council resource for successful engagement with Mana Whenua. Support and promote forums / wananga and networks which bring Maori and Council together. Develop and implement Bicultural Service Targets for the organisation i.e. a % of fluent staff, implement the te reo me ona tikanga policy, provide specific training. Develop and implement a Maori stakeholder communication strategy to utilize across the organisation. Develop and implement Maori Stakeholder satisfaction measures, beyond the annual survey. Introduce a social procurement clause (i.e. in tenders and contracts) and a social outcome measurement method. Establish and encourage internal forum for improved information and internal coordination for Maori customers on Maori issues; Enable iwi and hapu input into reporting and monitoring so that it also reflects the values and priorities that they hold; Provide a central hub for Maori engagement and related resources. Page 10 of 14

11 DRAFT PERFORMANCE MEASURE - % of job descriptions with cultural competency MEET STATUTORY OBLIGATIONS & CURRENT AGREEMENTS Implement and support the Local Leadership Body. Collaborate with iwi to develop and implement a process of providing for Resource Legislation Amendments 2017, in particular changes to Maori participation in the Resource Management Act This should address Clause 4A, Section 32, Section 34A (under Schedule 1) and Te Mana Whakahono a Rohe. Enable Treaty of Waitangi Consider and provide Councils response (processes, considerations, legal and legislative responsibilities, information management) to new protected and customary rights and customary title areas under the Marine and Coastal Act (Takutai Moana) Review planning work programme to identify areas of best focus to support the communities economic, social, cultural and environmental well-being. Regular joint Council-iwi/Maori issues and relationship development opportunities for staff. Implementing the Treaty Settlement provisions relating to local government such as Statutory Acknowledgments, Local Leadership Body. Council co-ordinates relationships and opportunities for iwi arising from the Statutory Acknowledgments. DRAFT PERFORMANCE MEASURE assessment of Council - Iwi shared planning processes, co-management, co-governance, joint outcomes in place. Review and provide for efficient management of existing and new matauranga Maori material provided by and with Maori stakeholders. Effective Maori participation in Council democracy Apply Maori planning and policy tools i.e. Policy, strategy and by-law reviews, Maori data in Population forecasts, preparing Council s Long Term plan, Annual Plan. Develop and implement mutual capacity building activities with a matched contributions approach. Support the provision of professional services for iwi and hapu projects and training, i.e. RMA training, development of Iwi Management or project plans, supporting iwi through the settlement process. Consider developing service level agreements with Te Runanganui o Ngati Porou and Turanga iwi. Implement regular resourced iwi engagement forums where mutual priorities are developed and implemented. Develop and implement relationship check-in measures to assess the level and effectiveness of Maori participation in Council processes. Provide opportunities for effective involvement on the scope and content of planning instruments early on in development. Joint committees and advisory boards to assist the process of informed Maori decision making. Regular relationship check-ins to assess level and effectiveness of participation. Page 11 of 14

12 Direct funding to support engagement in planning and consenting functions. Contestable funding to support iwi and hapu projects. In-Kind contributions such as making professional services available for iwi and hapu projects/secondments/using Council staff to deliver iwi and hapu relevant training. Making data and information freely available and relevant to Maori to support their decision making DRAFT PERFORMANCE MEASURE - Number and types of advisory boards with iwi and hapu representation and a qualitative of effectiveness/satisfaction. Strengthen relationships and share decision making with Maori Continue actions associated with the Joint Management Agreement (JMA) with Ngati Porou. Continue with actions associated with current co-management agreements, i.e. Kopututea, Waihirere, Ngati Oneone(for Titirangi and traditional rohe). Continue and complete Tairawhiti Navigations, Titirangi restoration and other major projects with iwi partnership approach. Find and explore ways to support Maori land productivity, through strategic partnering and service facilitation. Explore and implement iwi/hapu delegated decision-making opportunities such as RMA s transfer of powers, co-governance and co-management agreements. Council contribution (eg technical expertise) to Maori projects. Take heed of iwi management plans as these represent clear mandates and programmes of work. Work with iwi and hapu to ensure these recognise present day thinking and priorities. Up-to-date Maori stakeholder list with ongoing stakeholder analysis and knowledge of capacity and interests of those on the list. Staff have opportunities to work on mutual projects lead by Maori. Co-developed training opportunities with iwi. DRAFT PERFORMANCE MEASURE Number of, and outcomes from partnership agreements with Maori with shared outcomes/joint priorities* COUNCIL S AGREEMENTS Treaty partnerships: Memorandum of Understanding with Te Runanganui o Ngati Porou and Ministry of Primary Industries demonstrating a 100-year commitment to collaboratively work with landowners to address the health of the Waiapu River Catchment; Joint Management Agreement with Te Runanganui o Ngati Porou for the Waiapu River catchment; Local Leadership Body contribute to the sustainable management of the natural and physical resources in the LLB area for the use and enjoyment of present and future generations while recognising and providing for the traditional relationship of Ngai Tamanuhiri, Rongowhakaata, Te Aitanga a Mahaki with their ancestral lands, water, sites, wahi tapu and other taonga. Page 12 of 14

13 Current Relationship agreements: Council has relationship documents between Tangata Whenua, Maori and Council (and the private sector where appropriate). These relationship documents set out the protocols to enable effective working relationships with Tangata Whenua over specific sites or activities. These include: A Memorandum of Understanding (MOU) between Ngati Oneone and Gisborne District Council (GDC) for on-site earthworks for the extension of Hirini Street (2015). A protocol for the Heinz-Wattie site between the representatives of Te Whanau ā Iwi, Ngai Tāwhiri, Ngati Oneone, kaumatua, Gladiator Investments Limited and Gisborne District Council; MoU GDC, TROTAK and artist for the development of Ruapani (2014); MoU with GDC and TROTAK (2014) (incomplete); MoU with Whakarua Park Board (2015) to support the development of Whakarua Park; MoU with Tikitiki X Ahuwhenua Trust for Tikitiki Park (2017). Current Co-management agreements: Kopututea Trust and Gisborne District Council for Kopututea Blocks 1 & 2, more commonly known as the stretch of dune along Centennial Marine Drive (2012). Ngati Oneone for Titirangi Reserve (2016) (to be signed). Page 13 of 14

14 APPENDIX 2: Statutory obligations Council has statutory obligations to Maori. While the LGA and RMA are the key legislative frameworks in Council, there also obligations to Maori governing Treaty settlements, conservation, biosecurity, coastal management, flood management and transport legislation. The key principle which drives these obligations is the Treaty of Waitangi. Local Government Act 2002 (LGA) Local Government Act 2002 recognises and respects the Crown s obligations under the Treaty of Waitangi by placing specific obligations on Councils. These obligations are intended to facilitate participation by Maori in local authorities decision-making processes. The Act includes requirements for Councils to: ensure they provide opportunities for Māori to contribute to decision-making processes; establish and maintain processes for Māori to contribute to decision-making; consider ways in which they can foster the development of Māori capacity to contribute to decision-making processes; provide relevant information to Māori; take into account the relationship of Māori and their culture and traditions with their ancestral land, water, sites, waahi tapu, valued flora and fauna, and other taonga. The intent is for both local authorities and Maori to move beyond engaging on matters of environmental or cultural importance only towards mutually beneficial outcomes where Maori outcomes are better reflected in Council s planning and decision making. Resource Management Act 1991 (RMA) The RMA promotes the sustainable management of natural and physical resources in a way that enables communities to provide for their environmental, social, economic and cultural well-being. The Act recognises Maori interests in natural and physical resources and contains specific provisions for consulting and working with tangata whenua. Effective tangata whenua participation in local government decision-making on resource management matters is an essential element of the successful implementation of the RMA, and the achievement of good environmental outcomes. The key considerations in the LGA and RMA are: Local Government Act 1. To consider ways in which Council fosters the development of Maori capacity (time and resource) to contribute to Council decision-making processes. 2. Ensure there are opportunities and processes for Maori to contribute to Council decision-making processes. 3. Provide relevant information to Maori. 4. To take into account the relationship of Maori and their culture and traditions with their ancestral land, water, sites, waahi tapu, valued flora and fauna, and other taonga. Resource Management Act 1. Section 6: Recognises the national importance of the relationship of Maori and their culture and traditions and their ancestral lands, waters, sites, waahi tapu, other taonga and historic heritage. 2. Section 7: Requires that particular regard be given to kaitiakitanga and that the principles of the Treaty of Waitangi be taken into account. 3. Section 8: applies the same obligations to all persons exercising powers under the RMA to take into account the principles of the Treaty of Waitangi. 4 4 The RMA guarantees tangata whenua an opportunity to contribute to the preparation of plans and policies. Tangata whenua is defined to include iwi authorities, tribal runanga, iwi and hapu trust boards, land trusts or directly as representatives of whanau, hapu and iwi. The legislation does not provide the same guarantees in relation to individual resource consent applications, although it is accepted as good practice for resource consent applicants to consult with tangata whenua where their proposals affect matters covered by the RMA. Where tangata whenua have a legitimate interest in, or are affected by, an application they also have the right to have their views considered in the decision-making process. Page 14 of 14