Assessment of Wairarapa Local Government Options Summary - PowerPoint PPT Presentation

Assessment of Wairarapa Local Government Options Summary Presentation 3 June 2016

The approach 1. The assessment has been designed to provide robust information 2. It has been based on the 2015/25 Long Term Plans (including policies and strategy statements) of the four affected councils. These documents have been externally reviewed and publicly consulted on. 3. The assessment of the six options is both qualitative and quantitative 4. Where needed, the assumptions were agreed with the Project Control Group. The membership of this group was staff of the Local Government Commission and senior staff of the affected councils. Document status Ref Version Approving director Date 2165 FINAL for Local Government Commission Bruce Nicholson 3 June 2016 This summary is based on the presentations Morrison Low made to all four councils and their elected members. Care has been taken for it to faithfully reflect our full findings detailed in our report to the Local Government Commission. However it is recognised that this presentation is necessarily summarised and it is recommended that a reader should refer the full report for our complete assessment of the options. 2

Option A is the status quo, the remaining options require some reform of governance and management responsibility for local and regional activities Allocation of Governance and Management Responsibility Local activities Regional activities Local Regional Regional Public Resource Flood Land Government Transport Governance 2 Management 3 Transport Management Protection activities 1 Planning CDC, MDC and Option A GWRC SWDC Option B WDC GWRC Joint Committee Governance GWRC GWRC GWRC GWRC GWRC WDC/ GWRC Option C WDC Management GWRC GWRC/WDC 4 GWRC/WDC 4 GWRC/WDC 4 Governance GWRC GWRC GWRC Option D WDC Management GWRC Option E WDC GWRC GWRC GWRC WDC WDC WDC Option F WUC WUC 1. Local Activities include Roading, Utilities, Stormwater, Regulatory Services and Planning, Parks, Community Facilities and Activities, Social and Economic Development and Environment and Heritage 2. Regional governance includes Relationships with Iwi, Regional Strategy, Regional Initiatives, Emergency Management, Democratic Services and Climate Change 3. Land Management includes Biodiversity Management and Pest Management 4. Governance of these activities under Option D is by a standing committee of GWRC Note - Table excludes Regional Parks, Regional Water Supply and Harbor Management as these are not applicable to the Wairarapa 3

Representation under different options District Regional One District Councillor per MDC 2,123 people 1 Mayor and 10 Councillors Status Quo One District CDC Councillor per 915 people 1 Regional 1 Mayor and 8 Councillors Councillor One District SWDC Councillor per 952 people 12 Community Board 1 Mayor and 9 Councillors Members One District Options B to E Councillor per 3,162 people 1 Regional 21 Community Board 1 Mayor and 12 Councillors Councillor Members One Councillor No Regional Option F per 3,162 Councillor people 21 Community Board 1 Mayor and 12 Councillors Members 4

There are strategic opportunities in combining local activities into one Wairarapa Council under Options B-F Community Corporate/ Waste Roading Three Waters Facilities, Parks Regulatory and Planning Governance Management and Sports • • • • • • Shared GIS Jointly awarded Different Joint solid Joint library service Combined District Plan, platform Roading charging regimes waste contract (CDC/SWDC) selected policies, district Status Quo (Option A) • • Offices located Maintenance and levels of MDC has a licensing committee • close to Contracts. Aim to service waste Joint bylaws (MDC/SWDC) • customer produce a consistent minimisation Pooled building control • Knowledge of standard and to officer serving staff when required each district by reduce procurement the three staff costs communities • CDC roading professional services provided by MDC staff Service Delivery opportunities (Options B-F) • • • • • Increased Potential for savings Rationalisation No additional Potential for shared  Integrated decision making capability for on annual of services and cost savings or management of on all plans, policies, financial operational upgrades service community bylaws and consents and • planning expenditure through Improved delivery facilities, resulting greater consistency in • No reduction in collaboration resilience efficiency in increased interpretation of combined • customer between NZTA and Reduced gains specialisation of District Plan rules responsiveness Council and procurement facilities and better  Reduction in Building as service establishment of costs prioritisation of Control Authority centre numbers Council-based upgrades • are retained business unit Access to larger compliance costs and IT • • Potential Increased range of facilities upgrade costs • transitional loss specialisation of Potential for  Little opportunity for of staff and local resources rationalisation of strategic planning knowledge animal efficiencies as Councils through management already have combined organisational facilities District Plan restructure 5

Options C, D, E and F provide incrementally more Wairarapa influence over Regional Council activities Regional Leadership Public Transport Environment includes RMA and Land Flood Protection and Control Management     Status quo Status quo Status quo Status quo Options A and B     Status quo Status quo Combined Unitary Plan provides single set Status quo of rules for Wairarapa  Increased influence on Regional Plan given Option C shared decision making  Resource management policy delegated to a joint committee, although decision making remains with WDC/GWRC     Stronger Wairarapa Wairarapa influence Wairarapa influence over Regional Planning Increased Wairarapa influence influence over Wairarapa over transport decisions over flood protection decisions  related matters. decisions and Wairarapa influence over land management and investment , within Option D  No change to existing investment decisions and investment, within funding funding envelope set by GWRC decision making envelope set by GWRC responsibilities     GWRC retains regional Status quo Control over future investment decisions Direct management and  leadership function Risk of duplication of existing Regional Plan control of assets within district   Strong relationships and strategies Control over future investment  required with GWRC due Significant cost to Wairarapa to take over decisions Option E  to split of regional this activity Significant cost to Wairarapa to  activities Diseconomies of scale through split in take over this activity  GWRC Environmental Management Split in GWRC Flood Protection resources resources     WUC responsible for More influence over Control over future investment decisions Direct management and  leadership of Wairarapa investment decisions Risk of duplication of existing Regional Plan control of assets within district    Co-ordinated response to Significant cost to and strategies Control over future investment  all Wairarapa regional Wairarapa to take Significant cost to Wairarapa to take over decisions  issues over this activity this activity Significant cost to Wairarapa to Option F    Loss of wider Wellington Collaboration required Split in GWRC Environmental Management take over this activity  regional perspective to align fare levels and resources Split in GWRC Flood Protection make resources operational/service level decisions 6

Increased scale of the local council allows for strategic scale and capacity benefits from a Wairarapa perspective Key Elements of Strategic Capacity from Wairarapa Perspective Options A B C D E F 1. More robust revenue base and increased discretionary spending •      Council has increased financial capacity from rates and - charges to better fund debt servicing costs associated with a capital works program •      Identified efficiencies delivering ongoing annual savings - •      Improved procurement capability and compliance with - contract establishment and use of approved suppliers 2. Advanced strategic planning and policy development •      Provides for an integrated and simplified planning and - reporting framework 3. Resource to undertake additional functions and projects •      Increased capacity through revenue, capability and - partnerships to undertake increased functions and projects   •    Capability to cope with complex and unexpected change - 4. Organisational knowledge, creativity and innovation •      Increased ability to attract and retain a skilled workforce - •     Retention of intellectual capacity and capability - - 7