LTP 2018-2028 Long Term Plan Strategic Framework PRESENTATION TO - - PowerPoint PPT Presentation

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LTP 2018-2028 Long Term Plan Strategic Framework PRESENTATION TO - - PowerPoint PPT Presentation

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LTP 2018-2028 Long Term Plan Strategic Framework PRESENTATION TO COUNCILLORS JUNE 2017 1 FEEDBACK LAST TIME. Governance is about enduring aspirations, envisaging and providing strategic direction and guidance for implementation by staff

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LTP 2018-2028 Long Term Plan Strategic Framework

PRESENTATION TO COUNCILLORS JUNE 2017

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  • 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.

FEEDBACK LAST TIME….

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  • 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
  • ff 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

Spatial Plan workshop….

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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.

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

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5 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

  • ur vision. The LTP shows how we will work smarter,

spend smarter and showcase our district and its people through our work.

Our Values

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TAIRĀWHITI WAWATA – Our aspirations realised TAIRĀWHITI TAONGA – Our environment, culture and economy TAIRĀWHITI TANGATA – Our people

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

  • pportunities; strong health; infrastructure

and good jobs.

Our three Community Outcomes reflect our vision. They present an over‐ arching view of Council’s activities that encourages integrated thinking and action across Council

  • activities. They also keep us

focused on what is important.

Our Community Outcomes

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Gisborne is blessed with many natural

  • assets. Our rich coastline, fertile soils, warm

climate and abundant freshwater are key to

  • ur 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.

TAIRĀWHITI WAWATA – Our aspirations realised TAIRĀWHITI TAONGA – Our environment, culture and economy TAIRĀWHITI TANGATA – Our people

Our three Community Outcomes reflect our vision. They present an over‐ arching view of Council’s activities that encourages integrated thinking and action across Council

  • activities. They also keep us

focused on what is important.

Our Community Outcomes

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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.

TAIRĀWHITI WAWATA – Our aspirations realised TAIRĀWHITI TAONGA – Our environment, culture and economy TAIRĀWHITI TANGATA – Our people

Our three Community Outcomes reflect our vision. They present an over‐ arching view of Council’s activities that encourages integrated thinking and action across Council

  • activities. They also keep us

focused on what is important.

Our Community Outcomes

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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

  • pportunities, providing

supportive community infrastructure (cycleways, walkways,townships) and being business friendly.

Strategic Priorities From - To

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

  • pportunities, providing

supportive community infrastructure and easy consent processes.

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Wai Tairawhiti

  • An integrated and sustainable

water strategy for three waters (meeting future water needs) in

  • rder to support the economic,

social, cultural and environmental wellbeing (and in particular protection of soils). Emergent strategy focus

  • Plan now for the future
  • pportunities and disrupters.

Hold to being innovative and creative in the use of council resources now and in the future.

Strategic Priorities From - To

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.

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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

Strategic Priorities From - To

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
  • ur uniqueness. Use local skills

and talent, and develop our own local solutions

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  • 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?

Key changes and questions for discussion

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Making our strategic priorities happen.

Tairawhiti Piritahi: Connect with our communities in different ways to involve them in decisions that affect them and deliver

  • utcomes that

reflect their needs and aspirations. 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

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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

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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

  • f soils.

Water Plan Infrastructure Strategy / Financial Strategy / LTP Drainwise, Water Utilities Asset Management Plans and Catchment Management Plans

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Making our strategic priorities happen.

Early adapters: Be innovative and creative in the use

  • f Council

resources, and actively look for and welcome new ways

  • f 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.

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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

Making our strategic priorities happen.

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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

Responding to Councillor’s strategic priority statements

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

Making our strategic priorities happen.

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  • Consolidate/calibrate with other workshop
  • Paper to Council for approval

Next steps