Chief Executive Management Committee - A Summary Of The Council Workforce

Transcription

1 Chief Executive Management Committee Agenda Time: 8.00am Date: Tuesday 29 September 2015 Venue: Mayor s Office, Waipa District Council, 101 Bank Street, Te Awamutu INDEX PAGE NO. Agenda 29 September Minutes of Previous Meeting 10 February 2015 Chief Executive s for the 2014/15 year 2 (5 8) 3 (9 22) Resolution to Exclude the Public 4 Recruitment Process for Chief Executive 4-5 (circulated separately)

2 Chief Executive Management Committee Agenda AGENDA ITEMS 1 MEMBERS Chairperson His Worship the Mayor J Mylchreest Members B Thomas, GRP Webber 2 APOLOGIES 3 MINUTES OF PREVIOUS MEETING Pages 5-8 Recommendation That the minutes of the meeting held on 10 February 2015, as circulated, be confirmed as a true and accurate record of proceedings. 4 CHIEF EXECUTIVE (CE) KEY PERFORMANCE INDICATORS (KPI S) FOR THE 2014/15 YEAR Pages 9 22 A memorandum from the Chief Executive reporting on the 2014/15 year is included in the agenda. Recommendation The information be received. 5 RESOLUTION TO EXCLUDE THE PUBLIC File: (Section 48, Local Government Official Information and Meetings Act 1987) Page 2 of 4

3 Chief Executive Management Committee Agenda RECOMMENDATION That a) the public be excluded from the following part of the proceedings of this meeting. b) the general subject of the matter to be considered while the public is excluded, the reason for passing this resolution in relation to each matter and the specific grounds under section 48(1) of the Local Government Official Information and Meetings Act 1987 for the passing of this resolution are as follows: Minutes / Report of: General subject of each matter to be considered Greg Tims CE Recruitment Process Reason for passing this resolution in relation to each matter Good reason to withhold exists under section 7 Ground(s) under section 48(1) for the passing of this resolution Section 48(1)(a) c) that this resolution is made in reliance on section 48(1)(a) of the Local Government Official Information and Meetings Act 1987 and the particular interest or interests protected by section 6 or section 7 of that Act which would be prejudiced by the holding of the whole or relevant part of the proceedings of the meeting in public are as follows: i ii Protect the privacy of natural persons, including that of deceased natural persons Enable any local authority holding the information to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations) Section 7(2)(a) Section 7(2)(i) d) the Committee resolve that Greg Tims of Greg Tims & Associates be permitted to remain at this meeting, after the public has been excluded, because of his knowledge of the Chief Executive s recruitment process. This knowledge, which will be of assistance in relation to the matter to be discussed, is relevant to that matter because Mr Tims is contracted to facilitate this process. 4 RECRUITMENT PROCESS FOR CHIEF EXECUTIVE This matter will be discussed with the public excluded. For reference, the following delegation has been provided by Council for this item: Page 3 of 4

4 Chief Executive Management Committee Agenda a) That further to resolution number IC1/14/17 Council delegate to the Chief Executive Management Committee, the powers and functions required to work with Council s recruitment advisor in relation to the recruitment process for the appointment of a Chief Executive, assess applications and make recommendations to Council on a preferred candidate; and b) The delegation will apply solely for the purpose of the appointment of a Chief Executive in 2015 and after that has been completed, the delegation will be considered to be revoked. Page 4 of 4

5 Chief Executive Management Committee Minutes 5 Time: 8.00am Date: Tuesday 10 February 2015 Venue: 1 PRESENT Chairperson Mayor s Office, Waipa District Council, 101 Bank Street, Te Awamutu His Worship the Mayor J Mylchreest Members B Thomas In attendance Chief Executive G Dyet; Human Resources Consultant G Tims 2 APOLOGIES RESOLVED 16/15/01 That the apology from Cr Webber for non-attendance be received. Cr Thomas/Mayor Mylchreest 3 MINUTES OF PREVIOUS MEETING RESOLVED 16/15/02 That the minutes of the meeting held on 8 September 2014, as circulated, be confirmed as a true and accurate record of proceedings. Cr Thomas/Mayor Mylchreest 4 APPOINTMENT OF CHIEF EXECUTIVE The Chief Executive is the only member of staff appointed by Council. The power to appoint a Chief Executive must be made by Council, it cannot be delegated.

6 Chief Executive Management Committee Minutes 6 The current Chief Executive was appointed with a 5 year contract which has been extended for a further two years. The contract extension runs until August However, discussion shave been held with regard to an earlier recruitment process and Council passed a resolution IC1/14/17 in 2014 which provides for the position of Chief Executive to be re-advertised in early 2015 with a view to an appointment being confirmed before and a contract commencing on 1 July It is proposed that the Chief Executive Committee work with the recruitment advisor to advertise the position, to assess applications and undertake all parts of the recruitment process up until a preferred candidate has been identified. The Committee will then make a recommendation to Council with regard to their preferred candidate. The Chief Executive Committee has recommending status only and therefore a delegation is required to allow the Committee to undertake the recruitment process up until the point of choosing and appointing an applicant. RESOLVED 16/15/03 That a) The information be received; b) The Committee recommend to Council that further to resolution number IC1/14/17 Council delegate to the Chief Executive Review Committee, the powers and functions required to work with Council s recruitment advisor in relation to the recruitment process for the appointment of a Chief Executive, assess applications and make recommendations to Council on a preferred candidate; and c) The delegation will apply solely for the purpose of the appointment of a Chief Executive in 2015 and after that has been completed, the delegation will be considered to be revoked. Cr Thomas/Mayor Mylchreest 5 RESOLUTION TO EXCLUDE THE PUBLIC File: (Section 48, Local Government Official Information and Meetings Act 1987) Page 2 of 4

7 Chief Executive Management Committee Minutes 7 RECOMMENDATION That a) the public be excluded from the following part of the proceedings of this meeting. b) the general subject of the matter to be considered while the public is excluded, the reason for passing this resolution in relation to each matter and the specific grounds under section 48(1) of the Local Government Official Information and Meetings Act 1987 for the passing of this resolution are as follows: Minutes / Report of: General subject of each matter to be considered Reason for passing this resolution in relation to each matter Ground(s) under section 48(1) for the passing of this resolution Chief Executive Chief Executive s Quarterly Report on KPI s Good reason to withhold exists under section 7 Section 48(1)(a) c) that this resolution is made in reliance on section 48(1)(a) of the Local Government Official Information and Meetings Act 1987 and the particular interest or interests protected by section 6 or section 7 of that Act which would be prejudiced by the holding of the whole or relevant part of the proceedings of the meeting in public are as follows: i ii Protect the privacy of natural persons, including that of deceased natural persons Enable any local authority holding the information to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations) Section 7(2)(a) Section 7(2)(i) d) the Committee resolve that Greg Tims of Greg Tims & Associates be permitted to remain at this meeting, after the public has been excluded, because of his knowledge of the Chief Executive s performance criteria and reporting. This knowledge, which will be of assistance in relation to the matter to be discussed, is relevant to that matter because Mr Tims is contracted to facilitate this review. Cr Thomas/Mayor Mylchreest Page 3 of 4

8 Chief Executive Management Committee Minutes 8 6 CHIEF EXECUTIVES QUARTERLY REPORT ON KPI S This matter was taken with the public excluded. The public were readmitted at 8.40am There being no further business the meeting closed at 8.40am CONFIRMED AS A TRUE AND ACCURATE RECORD OF PROCEEDINGS CHAIRPERSON: DATE: Page 4 of 4

9 9 Internal Memo To: Chief Executive's Review Committee Cc: From: Garry Dyet Date: 10 September 2015 File Ref: /5/4 Subject: Chief Executive (CE) s (KPIs) for the 2014/15 year The key areas of focus for the year were on the continued delivery of the capital work programme and completion and adoption of the Year Plan. The adoption of the new 10-Year Plan was the result of a huge body of work from many teams across the Council and strong engagement from the community. While a challenge to create it addresses the direction for a number of strategic issues for Waipa. The annual National Research Bureau (NRB) Communitrak survey results showed high levels of satisfaction across most services; the exceptions being water supply and swimming pools. The Year Plan outlines clear strategies to address these areas. Financial performance The 2014/15 year ended with a pleasing financial result and Council in a very sound financial position. Council comfortably met all of the various benchmark limits showing that Council is prudently managing its revenues and expenses, its assets and its liabilities. For instance, the long-term plan allowed a 6.2 per cent average rates increase (after growth) in the 2014/15 year, this was kept to 2.9 per cent. Council ended the year with a general funds cash surplus of $448,000 after making provision for a small number of carry forward and other approved items. This is an important reference point with the focus on the cash income and expenditure related to our general rates and targeted ward rates. This cash surplus will be held in reserve as a potential contingency funding reserve for items in the 2015/16 year, but with any balance remaining to be used to benefit all ratepayers the next time Council sets its rates. As always, the aim is only to collect from the ratepayer what we need to meet our estimated net expenses after estimation of other revenue sources such as subsidies and fees and charges

10 10 Council is carrying a much lower external borrowings figure into the new year than expected. At balance date, the parent Council external debt was $13 million compared to the $24.3 million anticipated in the 2014/15 Annual Plan and the $42.5 million forecast for this balance date in the Long-term Plan. Cash balances are $11.5 million. Capital works Council completed 89 per cent of the capital works programme over the 2014/2015 year. Highlights included completion of the Te Awamutu water reservoir, the Empire and Duke Streets water infrastructure project, and the temporary roundabout at the SH1/Shakespeare Street intersection being made permanent. Work on the Cambridge section of the Waikato Expressway continued to make great progress. This project is an example of close collaboration between the NZ Transport Agency, HEB, Waipa District Council and the community. A concept for the new Te Awamutu library was developed and the contract for the construction of the library was tendered and awarded. To support delivery of the Year Plan the structure of the Service Delivery Unit was realigned and a dedicated Project Delivery team was established. The objective of the new unit is to efficiently deliver the complex projects from the new 10-Year Plan including the Te Awamutu Library, Cambridge Pool, Town Concept Plans, water supply and waste water treatment plant and reticulation upgrades to cater for expected growth. The quantum of money spent on consultancy as a percentage of the capital works program expenditure is reducing. Engagement Each year Council provides opportunities for the community to engage with us in a number of ways to help us make better decisions on their behalf. In November 2014, Council adopted the Significance and Engagement Policy. This policy aims to provide clarity about how and when communities can expect to be engaged with and to inform Council from the beginning of a decision-making process about the extent, form and type of engagement required. This year more emphasis was placed on online communication channels. For the Year Plan, more than 50 per cent of submissions were made online and for the 12 month period from 1 July June 2015, Waipa District Council s Facebook page followers increased from 300 to The engagement campaign Let s Get Engaged was extremely successful in providing new and innovative ways for the community to contribute to the 10-Year Plan discussions. The campaign ultimately won two national awards, the Fulton Hogan Excellence Award for Community Impact at the 2015 LGNZ Excellence Awards and the website used in the consultation phase won the ALGIM Web and Digital Project of the year award. Page 2 of 14

11 11 Building consents In the 2014 calendar year the number of dwellings and consents issued increased on previous years. The total value of consents issued increased by 27.8 percent over the 2013 year. From the results to date for 2015 end of year performance is expected to be similar to the 2014 year. Calendar year Total issued New dwellings Total value x $146, $152, $194, (Jan to Aug) $123,879 Continuous improvement Continuous improvement has been a focus under the Business Friendly Council internal working group; this work has concentrated on process improvements within Council to more quickly and efficiently respond to business needs and planning applications. Council s Leadership Team also developed an internal Corporate Plan to further support continuous improvement activity and ensure delivery of the 10-Year Plan is well supported. District Plan The Proposed District Plan was progressed in 2013/14 with approximately 300 submissions and further submissions being received. The final hearings on our Proposed District Plan were completed in November 2013 and decisions on the 309 submissions were notified in May A total of 28 appeals to the proposed District Plan decisions were received by the Environment Court by the closing date in July Over the past year Council has been working through the appeals with the majority now resolved. This brings the proposed Plan to the final stages before becoming fully operative. At the time of writing it is likely that just one appeal will proceed to the Environment Court for a hearing. Resolving Environment Court appeals through negotiations has required a lot of staff resources, but will result in considerable cost savings. Mayoral Forum and Spatial Plan Work continued as part of the Mayoral Forum around the four key areas of planning, water and wastewater, economic development and roading. This additional work is being absorbed by staff so that we can ensure the interests of Waipa ratepayers are to the fore. The past year saw a lot of work into the region s first spatial plan - The Waikato Plan. A large body of work that originally began at the Mayoral Forum was around water infrastructure. In May 2015, an independent recommendation was made to Waipa District Council, Waikato District Council and Hamilton City Council to form a Council-Controlled Organisation (CCO) to manage water and waste infrastructure. Discussions around a potential CCO are ongoing. Page 3 of 14

12 12 Resource consents for Council Infrastructure The CE has dedicated time to advocating for changes to the national and regional policy settings which govern water allocation and discharge consents. There has been a measure of positive feedback and if successful should result in considerable capital costs savings as we come to renew resource consents for the Te Awamutu and Hicks Road water supplies, and for the Cambridge sewage treatment plant. Page 4 of 14

13 13 Ad hoc work requests Below is an outline of additional work required of Council. This work was undertaken in addition to our agreed work programmes. Ad hoc work requests impact upon our ability to deliver agreed work programmes both in terms of people and dollars. Ad hoc work request Impact / update Budget Implications Shakespeare Street/SH1 Advocacy with NZTA to install a $500k roundabout (advocacy) roundabout at the Shakespeare Street/SH1 intersection along with bridge repairs to the Shakespeare Street bridge. This roundabout has now been made permanent. CTV Cameras for TA CBD Karapiro Weed Control Various court cases associated with access over 4GIV land at Maungatautari Community and Public Art Policy Staff have been working with the TA Community Board who will be advocating for financial assistance to install CTV cameras in TA s CBD. Pressure on Council to increase financial assistance in this area re: increase in recreational use and formal events. Outcomes of Working Group will inform level of future budgeting. Likely that Council will be called on to contribute to weed harvesting/mechanical removal. All legal actions to date have been determined in Council s favour. The District Court case is still to be resolved. Instruction is to continue to pursue Council s application for a permanent injunction against 4GIV. An 'Arts Strategy' for Council was requested by councillors. Staff have been working with a small group of councillors. As a first point of call, it has been agreed that an arts policy should be No funding was provided in the 10- Year Plan Staff are continuing to work with community groups to progress investigations. Pressure on Karapiro and Arapuni Lakes Project budget weed control deferring other works ($25k this year). $49.6k in legal costs for Environment Court and Maori Land Court cases (completed) and no appeals lodged; $17k estimated for forthcoming District Court case. Staff time and implications. Page 5 of 14

14 14 Ad hoc work request Impact / update Budget Implications established, which would reflect : 1. What Council currently does, and 2. Include some improvements (to reflect best practice) to what we do, and 3. Include some new initiatives (such as using Council buildings, public spaces and infrastructure more effectively for arts purposes in the future). The draft policy was adopted by Council in June Emergency works Work undertaken in direct response to an emergency situation is clearly not planned for within our work programmes. Emergency work and the impact upon our ability to deliver agreed work programmes both in terms of people and dollars is outlined below. Emergency works Impact Budget Implications Nil. Page 6 of 14

15 15 s Economically Progressive Affordability benchmarks Rates income complies with the limits set in the Council s financial strategy. We are committed to limiting rates levels to a maximum of 65 percent of our total revenue. The rates set per the 2014/15 Annual Plan is 62 percent of total revenue which complies with the financial strategy. The 2014/15 Annual Report confirms that the level of rates revenue in relation to total revenue is 56% which is in compliance with the financial strategy. Debt complies with the limits set in the Council s financial strategy. Our borrowing limits are based on our ability to service the cost of debt as set out in our Treasury Management Policy which states that gross interest expense will not exceed 10 percent of annual rates and fees and charges revenue. The interest expense in the Annual Report is $1.1 million which comfortably complies with the Policy. Sustainability benchmarks Revenue, excluding income from development and financial contributions, revaluations and vested assets, exceed operating expenditure. These financial prudence benchmarks are met as confirmed in the 2014/15 Annual Report. Capital expenditure on the five network infrastructure services equals or exceeds depreciation on those five services. These financial prudence benchmarks are met as confirmed in the 2014/15 Annual Report. Borrowing costs are less than 10 per cent of operating revenue (as defined in the balanced budget benchmark) for all local authorities, except those with projected growth at or above the New Zealand average. For those local authorities, the benchmark would be borrowing costs being less than 15 per cent of operating revenue. Page 7 of 14

16 16 These financial prudence benchmarks are met as confirmed in the 2014/15 Annual Report. Predictability benchmarks Net cash flow from operations equals or exceeds budget. These financial prudence benchmarks are met as confirmed in the 2014/15 Annual Report. Net debt is less than or equal to forecast net debt in the local authority s longterm plan. These financial prudence benchmarks are met as confirmed in the 2014/15 Annual Report. Other indicators That elected members are engaged in the development of key 10-Year Plan decisions, specifically levels of service, funding policy, and the proposed schedule of capital works. A comprehensive programme of workshops prior to the release of the consultation document ensured Councillors were fully engaged in the 10-Year Plan and associated policy development process. Workshops were also held during the consideration of submissions phase to ensure that Councillors were provided with sufficient information on policy options to make informed decisions. A draft LTP is prepared and available to Council to consider for adoption before 30 June The 10 Year Plan was adopted by Council on 30 June The Council is an active participant in the Mayoral Forum work-stream which is aimed at better alignment of Council bylaws and other regulations. Council remains active in all Mayoral forum work-streams and has taken leaderships roles in the Waikato Plan. Work will continue in 2015/16 to streamline policies and consider options for greater regulatory alignment between councils. Page 8 of 14

17 17 Council adopts a property management strategy that: Identifies and rationalises Council owned property; b) Reviews the Council s objectives for management of the pensioner housing estate; c) Identifies strategic opportunities for the use of Council endowment property and funds. A Western Arterial Property Strategy (acquisition, management, disposal) has been developed which assists in the objective of identifying and rationalising Council-owned property. The Pensioner Housing Working Group has reviewed and produced a new Pensioner Housing Policy which was subsequently adopted by Council. These matters, together with proposed work on reviewing Council s endowment property and funds, were summarised and included in a Property Management Strategy which was adopted by Council in June Environmental and Cultural Champions Environmental and cultural leadership Iwi Consultative Committee and NITOW are both active and constructive contributors to the Council s 10-Year Plan process. 10-Year Plan engagement was a key component on the Hui-a-iwi on 22nd October The Plan was also discussed at the Iwi Consultative Committee to seek early feedback. A comprehensive presentation of 10 Year plan proposals was made to the Iwi Consultative Committee and to the Nga Wai O Waipa (Maniapoto) JMA committee hearing. Submissions were received from Maniapoto and Waikato Tainui. Council has agreed the scope for the Te Awamutu Museum project through the Long Term Plan process. Two Council workshops have been held and an overall agreement to engage in a longer term fundraising strategy has been agreed. This was confirmed as part of the Long Term Plan process. Incremental reduction in Council s carbon footprint Council s overall carbon footprint emissions for 2014/15 have gone up 3.3% on the previous year. The main reason for the 3.3% increase is due to an operational change in heating the swimming pools in the Te Awamutu Events Centre. In February 2015 the electricity heat Page 9 of 14

18 18 pump compressor failed and was replaced with a gas fired boiler resulting in an energy load shift. Electricity consumption was reduced and gas consumption increased. The new gas fired boiler is a permanent fixture and will result an ongoing gas demand. Changes in the emissions from the following areas were: Carbon component Proportion of total footprint (%) Result (%) Electricity INCREASE Diesel INCREASE Petrol DECREASE Gas INCREASE Air miles INCREASE Energy management programme Martin Lynch (0800 Save Energy) has undertaken some preliminary analysis of likely energysaving projects. Martin will meet with key Waipa staff on 14 September to initiate project work and undertake site visits to key facilities. The Council has a close working relationship with Te Wananga O Aotearoa as it progresses plans associated with any future Museum development in Te Awamutu. Initial discussions have been held. Further engagement with the Wananga has been difficult during a change of leadership and restructure at the Wananga. It should begin again in the 2015/16 year. The Council adopts a Culture and Heritage policy to be developed in conjunction with Creative Waikato. The scope of the project has been confirmed and the policy renamed as the Arts Policy. A draft policy was adopted by 30 June 2015 to enable further discussions. The Council actively advocates for a programme to control the hornwort weed in Lake Karapiro. The planned hornwort control at Lake Karapiro has been completed. The Waikato Regional Council is now considering the longer term options for control. The long term funding arrangements for the Maungatautari Ecological Island Trust (MEIT) are agreed through the Long Term Plan process. Page 10 of 14

19 19 Commitment for funding has been secured from Waikato Regional Council for the next three years and from Council for ten years, however the Department of Conservation (DOC) has yet to advise of their commitment. DOC are still negotiating with Maungatautari Ecological Island Trust around providing operational resources, contributing to visitor centre costs and assistance with funding species introductions. Connecting with Communities Empowering and engaging communities Resident satisfaction with council staff, as identified through the 2015 Communitrak survey, to be 90% or greater. The survey was undertaken in May 2015 and resident satisfaction with staff remained at 96%. In reporting these results, we continue to remove don t know responses when calculating the overall percentage of residents who were fairly satisfied or very satisfied with Council services and facilities. Waipa s peer group was 93% and the national average was 86%. That community engagement is maximised through the development of an engagement strategy to be adopted by the Council and which is used as part of the LTP process. The pre-engagement plan was implemented and Council engaged with a wide number of people on some of the key issues affecting the direction for the next 10 years. The full consultation plan was implemented with the community and Council received excellent feedback on its engagement process, the fact that it listened and changed some ideas based on community input and that the result was a good outcome. The roles of the Senior Council, Youth Council and Community Boards is reviewed to ensure that they are enabled to proactively contribute to the Council s strategic planning processes. The Youth Council has been restructured and new ways of holding the Senior Council meetings have been put in place. Report six-monthly to the Finance and Corporate Committee, via the quarterly report, on the initiatives being pursued within the Council to encourage a Page 11 of 14

20 20 development enabling culture. This includes how the Council is complying with the six key principles detailed in the Business Friendly Council guidelines of LGNZ which are: Building excellent relationships and partnerships at the heart of a business friendly council; Context matters identify local challenges and local business needs; Provide certainty and clarity for business decision-making; Make every interaction with business count; Be proactive and look for opportunities to support businesses; and Respond rapidly and flexibly to business after major emergencies. A presentation delivered to the Finance and Corporate Committee providing an outline of the Business Friendly Council project objective. The objective is to align project and business development work with Local Government New Zealand s Business Friendly Council guidelines. Progress reports will be provided to the Committee on a six-monthly basis on activities to build an enabling business culture. A six monthly report was presented to Council by Steve Tritt in December 2014 and a full year report was presented on 16 June That all projects of significance (Water Story, Library, LTP, District Plan and Cambridge Roundabout) have a communications plan associated with them, to be approved by Council. Communications plans for projects of significance have been approved by Council including: the water story, Revenue and Finance Policy changes, rural stormwater, Waipuke Park, and cycleways. This an ongoing practice. Socially Responsible Workplace of choice That staff engagement as measured from time to time in the Kenexa Best Work Places Survey is maintained, or improved. The staff engagement survey was undertaken in November The survey confirms improved engagement with 29.9% compared to 28.6% in When benchmarked with other local government organisations Council was more engaged by 8.8% and less Page 12 of 14

21 21 disengaged by 8.2%. That Waipa secure tertiary ACC accreditation in 2015/16. Staff have worked to induct contractors onto the Approved Contractor List. A risk management component is being incorporated into the Health and Safety structure. Risk management training packages are being developed but are on hold due to the new legislation. Accreditation is on track to be completed in 2015/16. Business Development Continuous improvement Action plan developed and implemented to address opportunities for improvement identified in the 2013 Business Excellence assessment report. Business Excellence opportunities for improvement (OFIs) and associated actions were evaluated and prioritised in terms of being urgent, necessary or beneficial. The urgent actions such as building organisational capacity and capability to deliver the 10-Year plan capital works programme, and addressing Health and Safety OFIs have been addressed. Approximately half the actions in total have been implemented, with some still being implemented such as developing Council s emergency preparedness. Progress was made during the 2014/15 year with developing an Organisational Plan, with areas of focus. Some of these implement or pick up some of the OFIs and actions such as clear organisational goals, improving strategic planning and reporting, customer service, robust management and staff development/engagement. Audit requirements are met ensuring an unqualified audit opinion is received for the Annual Report 2013/14. An unqualified Audit opinion was received for the Annual Report 2013/14. Key Projects These projects are considered significant, over and above the key projects included in the 10-Year Plan Page 13 of 14

22 22 Maintain an active engagement with Mayoral forum activities, providing timely and appropriate updates to, and opportunities for discussion with, Council. A quarterly report was submitted to Council on the five workstreams including: spatial plan; roads (RATA); three waters; economic development; and, policies and bylaws rationalisation. Waipa staff are actively involved in all five workstreams. Mayor and Councillors understand the scope and potential impact of local government reform proposals, with the proposals being publicly communicated and Council s response provided in a timely manner. The push for local government amalgamations has now taken a back seat to looking at alternative means of service delivery under section 17a of the LGA. The first service to be reviewed involves Council s water, wastewater and stormwater functions. Staff are currently programming a review of all Council functions prior to the development of the LTP. Recommendation: That the Chief Executive s report for 2014/15 year against key performance indicators be received. Garry Dyet Chief Executive Page 14 of 14