Agenda of Te Whakaminenga o Kāpiti

Te Whakaminenga o Kāpiti Agenda

29 September 2020

MINUTES OF Kapiti Coast District Council
Te Whakaminenga o Kāpiti
HELD AT THE Council Chamber, Ground Floor, 175 Rimu Road, Paraparaumu
ON Tuesday, 11 August 2020 AT 9.30am

PRESENT: Mr Rupene Waaka, Mayor K Gurunathan, Cr James Cootes, Ms Naomi Solomon

IN ATTENDANCE: Natalia Repia (Ms), Don Te Maipi (Koro), Janice McDougall (Mrs), Morag Taimalietane (Ms), Samara Shaw (Mrs), Tanicka Mason (Mrs), Kahu Ropata (Mr), Ariana Reweti (Ms), Deanna Rudd (Ms), Grayson Rowse (Mr), Hamish McGillivray (Mr), Leeza Boyd (Ms), Leyanne Belcher (Mrs), Chris Pearce (Mr)

APOLOGIES: Kirsten Hapeta

LEAVE OF Nil

ABSENCE:

1 Karakia

The meeting commenced at 9.35am with a karakia by Koro Don Te Maipi.

2 Apologies

Apology

Committee Resolution 2020/17

Moved: Ms Naomi Solomon

Seconder: Mayor K Gurunathan

That the apologies received from Kirsten Hapeta and the Chief Executive be accepted. There was also an apology for lateness from Cr Cootes.

Carried

3 Public Speaking Time

There were none.

4 Additional Agenda Items

There were none.

5 Confirmation of Minutes

5.1 Confirmation of minutes

Committee Recommendation

Moved: Mayor K Gurunathan

Seconder: Mr Rupene Waaka

That the minutes of the Te Whakaminenga o Kāpiti meeting on 30 June 2020 be accepted as a true and accurate record of the meeting.

CARRIED

6 Updates

6.1 2021 Long Term Plan Process

Chris Pearce provided an introductory briefing on the Long Term Plan process. He provided an update on the long term plan, explaining the components of the plan, roles and responsibilities, community engagement and next steps.

Cr Cootes arrived to the meeting at 9.40am.

The main points from discussion were:

· Iwi stating that they should sit alongside the Mayor (in relation to the ‘Roles’ diagram in the presentation);

· that the role of Iwi is clearly signalled;

Mayor K Gurunathan left the meeting at 10.00am

Mayor K Gurunathan returned to the meeting at 10.02am

Natalia Repia arrived to the meeting at 10.03am.

· Mayor Gurunathan spoke about looking at more robust interface with Council and Iwi around the Long Term Plan, there is potential to put some level of resources that has never been seen before;

· to review the section Te moemoeā and look at changing the name of this to Ohonga which is translated to awakening;

· that it would be useful for Iwi to better understand the purpose of the Long term plan and what it actually does;

· that there will be items that Iwi would like but its not useful for the Council to enage with Iwi if its not the vehicle to use for this?

· over the next few months there will be a series of workshops with elected members looking at draft work programmes, Iwi will be invited to these sessions.

7 Reports

7.1 Consideration of the Establishment of a Maori Ward

Leyanne Belcher spoke to this report which seeks Te Whakaminenga O Kāpiti’s recommendation to Council with regard to consideration of the establishment of a Māori Ward.

Committee Recommendation

Moved: Mr Rupene Waaka

Seconder: Ms Naomi Solomon

That Te Whakaminenga o Kāpiti wishes to further consider the concept of a Māori Ward and to make a recommendation to Council at the next meeting of Te Whakaminenga o Kāpiti.

CARRIED

7.2 2018-2021 Policy Work Programme Update

Hamish McGillivray spoke to this report and provided a progress update on the 2018-2021 policy work programme.

Mayor K Gurunathan left the meeting at 10.42 am.

Mayor K Gurunathan returned to the meeting at 10.51 am.

Mr McGillivray provided an update on what activities had happened from the start of this year, highlighting the impact of COVID-19 on the work programme and specific projects.

Ms Natalia Repia left the meeting at 10.44 am.

Ms Natalia Repia returned to the meeting at 10.49 am.

Cr Cootes asked about the Local Alcohol Policy being on hold and what the timeframes would look like once work resumes? Mr McGillivray would come back to Cr Cootes around this query.

Committee Recommendation

Moved: Ms Natalia Repia

Seconder: Mayor K Gurunathan

It is recommended that Te Whakaminenga O Kāpiti receives this report and notes the updates to the Policy Work Programme, including the revised timeframes to thirteen existing policy projects and the addition of two new policy projects as agreed at the Strategy and Operations Committee on 16 July 2020.

7.3 Update on the 2009 Beach Bylaw Review

Leeza Boyd spoke to this report and provided an update on the project, which included the high level results from the Beach Bylaw survey.

The Chair spoke about Mana Whenua rights to access to the beach and providing manaakitanga to our manuhiri and keeping the Iwi partnerships team at Council informed around Customary harvesting.

The Chair discussed how the bylaw needs to clearly explain to the Community about mana whenua rights.

Leeza clarified around customary rights that are in the primary legislation that sits above the bylaw.

Committee Recommendation

Moved: Ms Naomi Solomon

Seconder: Ms Natalia Repia

That Te Whakaminenga O Kāpiti receives and notes this report, including Appendix 1 to this report.

CARRIED

The meeting adjourned at 11.09am and reconvened at 11.20am.

7.4 Understanding Implications of Te Ātiawa ki Whakarongotai Charitable Trust withdrawal from Te Whakaminenga o Kāpiti

Kahu Ropata spoke to this report. It provided an overview of the potential implications of Te Ātiawa ki Whakarongotai Charitable Trust withdrawal from Te Whakaminenga o Kāpiti.

The main points that emerged from discussions were:

· making sure all Council reports continue to reflect Te Ātiawa ki Whakarongotai Charitable Trust’s feedback and notes comment in the tangata whenua considerations;

· making sure that activities and discussions are communicated through to Te Ātiawa ki Whakarongotai Charitable Trust;

· looking at the quorum for the meeting with Te Ātiawa ki Whakarongotai Charitable Trust not sitting at the table anymore;

· Te Whakaminenga o Kāpiti welcomes continued discussions with Te Ātiawa ki Whakarongotai Charitable Trust.

Committee Recommendation

Moved: Mr Rupene Waaka

Seconder: Ms Naomi Solomon

That Te Whakaminenga o Kāpiti notes that the Council’s legal obligations to engage with Te Ātiawa ki Whakarongotai Charitable Trust as mana whenua remains, notwithstanding their withdrawal from Te Whakaminenga o Kāpiti.

CARRIED

Committee Resolution 2020/18

Moved: Ms Naomi Solomon

Seconder: Ms Natalia Repia

That Te Whakaminenga o Kāpiti notes the potential implication that Te Ātiawa ki Whakarongotai Charitable Trust’s decision to withdraw from Te Whakaminenga o Kāpiti may result in Te Ātiawa ki Whakarongotai Charitable Trust not remaining as informed about council activities discussed at Te Whakaminenga o Kāpiti.

Carried

A new motion was put in place of the recommendation 36 in the report.

Committee Resolution 2020/19

Moved: Ms Naomi Solomon

Seconder: Mr Rupene Waaka

That Ngati Toa Rangatira and Ngā Hapu o Ōtaki recognises ART Kotahitanga and Te Whakaminenga o Kāpiti resolves that Te Ātiawa Ki Whakarongotai Charitable Trust have an open invitation to return to the Te Whakaminenga o Kāpiti forum.

Carried

An additional motion was put.

Committee Resolution 2020/20

Moved: Mr Rupene Waaka

Seconder: Ms Natalia Repia

That Te Whakaminenga o Kāpiti requests the Iwi Partnerships Manager to prepare a letter on behalf of Te Whakaminenga o Kāpiti to the Chair of Ātiawa Ki Whakarongotai Charitable Trust that outlines Te Whakaminenga o Kāpiti support for:

1. Future conversations about strengthening and nurturing Council and Iwi partnerships on the Kapiti Coast;

2. Ensuring Te Ātiawa Ki Whakarongotai Charitable Trust remain informed about discussions at Te Whakaminenga o Kāpiti;

3. Te Ātiawa Ki Whakarongotai Charitable Trust continuing to share in the benefits of activities and funding within the Te Whakaminenga o Kāpiti annual work plan.

Carried

8 Matters Under Action

8.1 Matters Under Action

Mrs McDougall would send an email in regards to the matters under action.

9 Iwi Updates

This would be deffered to the next meeting.

10 Treaty Settlements – overview from each iwi

This would be deffered to the next meeting.

11 Council Update

Mrs McDougall wanted to confirm with Te Whakaminenga o Kāpiti about remote participation by video link and check that they are supportive of this for future meetings. The following motion was agreed.

Committee Resolution 2020/21

Moved: Mr Rupene Waaka

Seconder: Ms Natalia Repia

That Te Whakaminenga o Kāpiti agrees to allow remote participation by members, staff and the public at future meetings.

Carried

Mrs McDougall raised that an error had been found in the minutes that had been approved earlier in the meeting and under standing orders:

23.5 Revocation or alteration by resolution at same meeting - A meeting may revoke or alter a previous resolution made at the same meeting where, during the course of the meeting, it receives fresh facts or information concerning the resolution. In this situation 75 per cent of the members present and voting must agree to the revocation or alteration.

The chagne was under 6.2 Representation on the Strategy and Operations Committee and other opportunities in the second paragraph – Mrs McDougall confimed there was no limit on the number of Iwi representatives who could sit on the Committee, it should be who could sit on the panel.

Committee Resolution 2020/22

Moved: Mayor K Gurunathan

Seconder: Mr Rupene Waaka

That the minutes of the Te Whakaminenga o Kāpiti meeting on 30 June 2020 with one change be accepted as a true and accurate record of the meeting.

Carried

12 Correspondence

This would be deffered to the next meeting.

13 Future Agenda Requests

There was a query if there would be a Three Waters update at our next meeting?

Koro Don Te Maipi closed the meeting with a karakia.

Te Whakaminenga o Kāpiti closed at 12.35pm.

...................................................

CHAIRPERSON

Te Whakaminenga o Kāpiti Agenda

29 September 2020

7 Reports

7.1 Report on the Independent Organisational Review and Council Officers' Response

Author: Ariana Reweti, Iwi Partnerships Advisor

Authoriser: Janice McDougall, Group Manager People and Partnerships

Purpose of Report

1 The purpose of this report is for the Te Whakaminenga o Kāpiti committee (“the Committee”) to formally receive the recent Martin Jenkins Independent Organisational review (“the Review”) and to also note the Council’s response to the Review, particularly the actions that relate specifically to iwi.

Delegation

2 The Committee may consider this matter as the independent advisory forum for tangata whenua of the District.

Background

3 On 27 June 2019, the Council approved the commencement of the Review which included the following in its scope:

3.1 internal culture of the staff organisation, including staff satisfaction and turnover;

3.2 relationship and interface between governance and the staff organisation;

3.3 relationships with key stakeholders and the interface between the staff organisation and ratepayers;

3.4 the effective delivery of the Open for Business programme;

3.5 the capacity and capability of the staff organisation to deliver the Councils objectives in a cost effective and efficient manner.

4 At the same meeting, the Council further agreed to the immediate establishment of the Review Subcommittee (“the Subcommittee”) to oversee the review process including the appointment of the independent reviewer for approval by Council.

5 Council’s three iwi partners were represented by an ART Confederation representative – Mahina-a-rangi Baker.

6 The Subcommittee appointed the consultancy company Martin Jenkins as the independent reviewer (“the Reviewer”).

7 In June 2020 the Council received the findings of the Review completed by the Reviewer.

8 On 30 July 2020 the Council received a report that formally received the recommendations of the Review. This report acknowledged that Martin Jenkins had delivered a balanced, constructive and future-focussed report, which makes a point of acknowledging things that the Council does well, and especially it acknowledges that the Council has committed, hard-working staff who are doing their best for their community. The report also highlighted some areas where there are opportunities for improvement, specifically in relation to iwi.

9 On 27 August 2020 the Council received a further report that formally responded to the Review with a programme of work that responds to the Review recommendations.

THE ORGANISATIONAL REVIEW

Scope

10 As part of the review there were three key aims, approved in the Terms of Reference:

10.1 To obtain accurate information through targeted and insightful interaction with people within and outside KCDC to elicit feedback concerning the efficacy and preparedness of KCDC to perform its statutory obligations and its capability and capacity to implement the planned work streams in the Long Term Plan and Annual Plan and to achieve the long term interests of the community including through effective and responsive decision making by KCDC.

10.2 Concerning the Tiriti o Waitangi / Treaty of Waitangi Partnership, to confirm that mana whenua and KCDC have a living partnership which is exercised at all levels of their respective organisations

10.3 To assess from the information gathering exercise matters that create significant risks to optimal performance by KCDC.

11 The second aim is directly related to iwi and it sought to confirm that a living relationship existed at all levels between mana whenua and the Council.

Findings relating to iwi

12 The Review contained 29 specific recommendations overall, grouped together under a number of themes. A lot of the recommendations reinforce findings that the council has already made, and in many cases work is underway to address these findings already. The detail of the specific recommendations and key findings is attached at Appendix One.

13 In relation to Council’s relationship with mana whenua/iwi, the need for improvement has clearly been highlighted under the Review and is clearly reflected through the recommendations.

14 The iwi specific recommendations overall relate to strengthening the partnership relationship with mana whenua through:

14.1 Strengthening the ‘one house’ concept by taking this to levels below the Mayor, so that there is a perceived and actual working together in partnership on planning and operational activity;

14.2 Engaging with iwi directly and earlier more often than at present on operational planning and activity while maintaining the role for Te Whakaminenga o Kāpiti as a useful forum for higher level, more strategic discussions between Council representatives and iwi;

14.3 Allocating more funding to enable iwi to contribute as needed in terms of time and resources to working with Council management and staff through Te Whakaminenga o Kāpiti and in direct communications with the Council; and

14.4 Continuing to build and strengthen the Council’s understanding of Te Ao Māori and the value that these perspectives bring to the relationship with iwi.

COUNCIL OFFICERS’ RESPONSE TO REVIEW RECOMMENDATIONS

Scope

15 It is first important to note that since the Review was initiated, there have been a number of unexpected challenges presented to Council, including water reform announcements and the global COVID-19 pandemic. The pandemic has caused huge disruption and required a rapid response by Council to a unique situation which will continue to affect our district for some time.

16 On 27 August 2020, the Council received a report with a programme of work that responds to the Review recommendations.

17 The programme of work outlines a number of actions that relate to addressing the iwi-specific recommendations of the Review.

18 In the six weeks since receiving the Review report, officers have consolidated existing, planned and proposed actions that respond to the Review’s recommendations, and grouped these by Focus Area. Due to the impact of COVID-19, it has been considered appropriate to recognise that a constrained response is required at this time, which means the proposed actions are focused on what can be achieved with limited resources and time. Wider responses will be considered as part of the Long Term Plan.

19 Reporting of progress against actions will be contained within the quarterly activity reports.

Focus Areas

20 The complete programme of actions proposed in response to the Review recommendations is included as Appendix Two.

21 In responding to the Review recommendations, council officers have developed four focus areas. Each of the focus areas run across multiple Review themes and include a mix of actions the organisation is currently undertaking, planning or proposing to undertake as well as ongoing actions and some that require further consideration.

21.1 Focus Area 1: Strong and effective partnerships between Elected members, Iwi and Management

21.2 Focus Area 2: Building organisational capacity and capability

21.3 Focus Area 3: Business planning to provide clarity on our priorities

21.4 Focus Area 4: An increased focus on public participation/democratic participation.

22 Focus Area 1 is about the partnership between iwi and the Council, as well as the way elected members and management work together.

23 Council staff acknowledge that a crucial next step will be for Council and iwi to work together to explore the findings of the report in relation to our partnership and other areas of interest to iwi. Therefore, officers’ initial response to recommendations relating to our partnership with tangata whenua largely reflect current active conversations with iwi and our ongoing work to build organisational capability within the Council.

24 Listed below are the eleven actions that make up that response.

Action number	Action Type	Action
1.1	Planned	Include for consideration in upcoming Representation Review the option of establishing a Māori Ward to assist in meeting our communities' needs and expectations.
1.2	Proposed	Scope opportunities to broaden elected member training programme to provide more opportunities for governance training development – including for iwi representatives – to inform an LTP business case. Includes potential to review induction, training and mentoring opportunities for Councillors via LGHub.
1.5	Proposed	Investigate the potential for a secondment programme for Council and iwi
1.11	Proposed	Initiate a conversation with iwi partners on aspirations for partnership and opportunities to strengthen this. Consider the potential for joint ventures on specific initiatives e.g. housing, health, economic development.
1.12	Planned	Initiate a formal review of Te Whakaminenga o Kāpiti, with a 25 year view for what this looks like.
1.13	Proposed	Look for further opportunities for Involvement of iwi in project governance and design. The Kapiti Gateway project was a recent example of this.
1.14	Proposed	Consider procurement processes and the potential to look at adding weighting or other ways of supporting local iwi.
1.15	Proposed	Work with iwi partners to develop an approach to more appropriately resource iwi to participate in the work of Council, to inform a business case for the LTP.
1.16	Proposed	Scope capability development programme to build staff members’ understanding of Te Ao Maori and the Council's legislative and partnership obligations to iwi/Maori, to inform an LTP business case.
2.5	Planned	Continue to find opportunities to better reflect tikanga in the Council’s every day practice.
2.6	Proposed	Identify roles where understanding of Te Ao Maori and ability to work effectively with iwi is a core requirement and actively recruit for that capability when vacancies arise. For example, over time look to recruit Maori governance capability within the Democracy Services Team.

25 Several of the actions for the focus areas require a business case through the Long Term Plan or Annual Plan to obtain funding for new initiatives.

CONSIDERATIONS

Policy

26 There are no policy considerations at this time, however once a detailed action plan has been agreed to in response to the 29 recommendations, the implementation of the approved activities might create a need for new or amended policies

Legal considerations

27 There are no legal considerations at this time.

Financial considerations

28 Potential cost implications and associated funding options for actions proposed in this paper have not been prepared yet and will form part of the Long Term Plan process.

Tāngata whenua considerations

29 The three iwi may have a number of considerations with regard to the actions being proposed in response to the Review, particularly the actions which relate directly to iwi.

30 Council officers will work alongside each of our iwi partners to ensure the actions address the overall Review theme of strengthening the partnership between tangata whenua and Council.

Strategic considerations

31 The matters in this report do not contribute to the Council’s ten-year outcomes.

Significance and Engagement

Significance policy

32 This matter has a low level of significance under Council’s Significance and Engagement Policy.

Consultation already undertaken

33 There has been no public consultation on this matter.

Engagement planning

34 An engagement plan is not needed to implement this decision.

Publicity

35 A communications plan is not needed at this stage.

Recommendations

36 That Te Whakaminenga o Kāpiti notes the Review, as set out in Appendix One;

37 That Te Whakaminenga o Kāpiti notes the initial programme of activities developed by Council officers in response to the Review, as set out in Appendix Two;

38 That Te Whakaminenga o Kāpiti provides feedback to staff on the appropriate way to progress a conversation between iwi and the Council around the review report and recommendations.

Appendices

1. Appendix 1 - Report on the Independent Organisational Review ⇩

2. Appendix 2 - Response to the Independent Organisational Review ⇩

Te Whakaminenga o Kāpiti Agenda

29 September 2020

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Te Whakaminenga o Kāpiti Agenda

29 September 2020

Responding to the Independent Organisational Review

Author: Jennifer Allan, Strategic Advisor

Authoriser: Wayne Maxwell, Chief Executive

Purpose of Report

1 The purpose of this report is for the Council to formally respond to the Martin Jenkins Independent Organisational Review (“the Review”) with a programme of work that responds to the Review recommendations.

Delegation

2 The Council has the authority to consider this matter.

Background

3 In June 2020, the Council received the findings of the Independent Organisational Review completed by MartinJenkins. In July, the Council received a report that formally received the recommendations of the Review. This acknowledged that MartinJenkins has delivered a balanced, constructive and future-focussed report, which makes a point of acknowledging things that the Council does well, and especially it acknowledges that the Council has committed, hard-working staff who are doing their best for their community. The report also highlights some areas where there are opportunities for improvement.

4 The review contained 29 specific recommendations, grouped together under a number of themes. Many of the recommendations reinforce findings that the Council has already made, and in many cases work is already underway that responds to these findings. For other recommendations, new actions are planned or proposed.

DISCUSSION

5 This report provides an overview of the proposed programme of actions to respond to the Review’s recommendations.

Context

6 In the time since the Review was first initiated, a number of significant changes have occurred in the operating context for the Council, including water reform announcements and the global COVID-19 pandemic. The pandemic has required a rapid response by Council to a unique situation and will continue to affect our district for some time. Council efforts have shifted from response to recovery planning, while also being prepared to respond should a second wave of infection occur.

7 The Council’s top priorities for action from the Gallup Employee Engagement survey in 2019 were improving staff access to appropriate tools and resources, and increasing employees’ sense of connection to the purpose of the organisation. The rapid response by our ICT team to delivering infrastructure to enable staff to work from home during the pandemic meant a leap forward in providing tools to support collaborative and remote working. Workshops with all staff on the organisation’s purpose have been completed and a new purpose statement developed, so good progress has been made in response to Gallup findings. However, the interruption to business as usual caused by the COVID-19 pandemic has inhibited the ability to fully respond to other known opportunities for improvement. Combined with resource constraints and re-focusing of some priorities to keep our rates increase lower than planned has meant some of the improvement initiatives underway have needed to be delayed or extended.

8 Also within the timeframe of the Review, a new Council was elected with six new Elected Members. The Review acknowledges that it takes time for a new Council to get up to speed, supported by induction, training and on-the-job learning.

Council officers’ response to review recommendations

9 In the six weeks since receiving the Review report, officers have consolidated existing, planned and proposed actions that respond to the Review’s recommendations, and grouped these by Focus Area.

10 Due to the impact of COVID-19, it has been considered appropriate to recognise that a constrained response is required at this time. The proposed actions are accordingly focused on what can be achieved within limited resources. Wider responses will be considered as part of the Long Term Plan. Reporting of progress against actions will be contained within the quarterly activity reports.

11 Responding to the Review is an opportunity for Elected Members and management to work together for the best outcomes, while respecting the operational-governance split in our roles, which is an important underlying theme of the Review.

Focus Areas

12 Four Focus Areas have been developed for officers’ priorities in responding to the Review recommendations. Focus Areas run across multiple Review themes and include a mix of actions the organisation is doing or has planned or proposed, as well as ongoing actions and some that require further consideration. Several of the actions require a business case through the Long Term Plan or Annual Plan to obtain resources to deliver new initiatives.

12.1 Focus Area 1: Strong and effective partnerships between Elected Members, Iwi and Management

12.1.1 There have been good examples of collaboration between these partners, but we have room to improve and build stronger relationships.

12.1.2 Elected members need to be able to rely on Council leadership for strategy and policy advice to inform governance decision-making – requiring a relationship based on trust, open communication and a willingness to work together to solve problems. A number of actions are proposed to improve information flows to support robust decision-making, and provide opportunities for improving the understanding each has of the others’ roles and responsibilities.

12.1.3 Council’s relationship with iwi needs work to understand the most effective and efficient ways to move this relationship forward. One of the reasons for this, as noted in the Review, is that there have been different understandings of what ‘partnership’ means, and work needs to be done to explore aspirations for the partnership going forward.

12.2 Focus Area 2: Building organisational capacity and capability

12.2.1 There will always be a tension between having sufficient resources and the issue of rates affordability. This Focus Area is about ensuring appropriate resourcing to match our work programme and enable us to meet the community’s needs and expectations. This includes addressing some known areas where current resources are insufficient, as well as developing business cases to deliver new initiatives in response to this Review, and planning to ensure teams have sufficient resource to release staff for training.

12.2.2 This Focus Area is also about having the right tools and approaches to aid collaboration within the organisation.

12.3 Focus Area 3: Business planning to provide clarity on our priorities

12.3.1 As noted in the Review, there is potential to look at ways of strengthening communication of how the organisation’s high-level strategy flows through to execution of that strategy. While an Operating Model may contribute to increased clarity in this area, we believe there are a number of other actions that would also contribute to making this clearer. We have proposed completing initial scoping for an Operating Model alongside other actions such as business planning.

12.3.2 This Focus Area is also about using that increased clarity to ensure we are focused on executing our critical priorities, and avoiding distraction by supporting staff to say no to work requests that are not part our work programme.

12.4 Focus Area 4: An increased focus on public participation/ democratic participation

12.4.1 This Focus Area is based on the principle of aiming to always exceed the minimum requirements for consultation, so that our community understands what we do and why, and takes the opportunities available to be involved. Actions in this Area are about Council strengthening its communication to provide a more transparent, coordinated and consistent approach to keeping the community informed about what is happening at the Council and across the community, and opportunities to be involved.

13 The table below shows how these Focus Areas relate to the Review themes.

Focus Area	Review Themes	What success would look like
Strong and effective partnerships between Elected Members, Iwi and Management	B: Ensure that the community understands why the Council is planning and doing what it does C: Clarify and enable the respective roles between Councillors, Chief Executive, Council management and staff D: Foster a constructive relationship between Councillors and Council management and staff E: Leverage the opportunities that the Community Boards present F: Strengthen the partnership relationship with mana whenua.	For example: Shared ownership and responsibility for delivering on a shared vision for the district, making the most of our distinct roles and with respect for our unique perspectives.
Building organisational capacity and capability	A: Support Council managers and staff in their decision-making, setting of priorities and managing the workload B: Ensure that the community understands why the Council is planning and doing what it does F: Strengthen the partnership relationship with mana whenua G: Continue with fostering the values behind Council’s Open for Business initiative to guide staff attitudes to service quality and customer focus, but change the name H: Adopt a more strategic approach to workforce planning within the organization (managers supported by Organisational Development) I: Ensure that the organisation is resourced to support workforce planning and staff training and development J: Lift leaders’ and managers’ staff management skills where needed.	For example: Appropriate resourcing enables us to meet the community’s needs and expectations.
Business planning to provide clarity on our priorities	A: Support Council managers and staff in their decision-making, setting of priorities and managing the workload H: Adopt a more strategic approach to workforce planning within the organization (managers supported by Organisational Development).	For example: Clarity in our business planning and prioritising enables us to execute our critical priorities.
An increased focus on public participation/ democratic participation	B: Ensure that the community understands why the Council is planning and doing what it does E: Leverage the opportunities that the Community Boards present.	For example: Our community understands what we do and why, and takes the opportunities available to be involved.

14 The detail of specific actions, grouped by Focus Area, is attached at Appendix One.

Considerations

Policy considerations

15 There are no policy considerations at this time, however once a detailed action plan has been agreed in response to the 29 recommendations, the implementation of the approved activities might create a need for new or amended policies.

Legal considerations

16 Legal advice has been sought wherever appropriate throughout the Review process. There are no further legal considerations at this time.

Financial considerations

17 The previous report of 30 July 2020 provided details of Organisational Review costs.

18 There is no opportunity to implement new initiatives in the current year if new funding is required. However, a number of actions are included within existing programmes.

19 Potential cost implications and associated funding options for actions proposed in this paper have not been prepared yet and will form part of the Long Term Plan process.

Tāngata whenua considerations

20 Council’s three iwi partners were represented on the sub-committee that developed the terms of reference for the review by an ART Confederation representative. The Terms of Reference included exploration of matters relating to the partnership between the Council and iwi and, one of the key themes encompassing 4 of the 29 recommendations was on how the Council could strengthen the partnership relationship with mana whenua.

21 Implementation of a number of the actions proposed – especially those focused on Council relationships with iwi – will require significant iwi consultation and assistance from the Iwi Partnerships Team.

Strategic considerations

22 Actions proposed in this paper may contribute to improved results for council’s ten-year outcomes ‘Community satisfaction with Council services is maintained or improved’ and ‘Improved accessibility of Council services’. These will inform the development of the 2021-2041 Long Term Plan.

Significance and Engagement

Significance policy

23 This matter has a low level of significance under the Council’s Significance and Engagement Policy.

Consultation already undertaken

24 In preparing the Review report, MartinJenkins consulted with current and former Elected Members and staff, Community Board members, representatives from two of the three iwi in the District and representatives from external organisations, community groups and residents’ organisations.

25 No further consultation has taken place.

Engagement planning

26 An engagement plan is not needed to implement this decision.

Publicity

27 There may be public interest in this report and Elected Members and the Chief Executive may wish to consider issuing a statement.

Recommendations

28 That the Council notes the programme of activities developed in response to the MartinJenkins Review recommendations, as set out in Appendix One;

29 That the Council notes that a number of the actions will be subject to new initiatives within the Long Term Plan or Annual Plan being approved;

30 That the Council notes that thereafter, officers will report back quarterly on progress in implementing the programme of activities.

Appendices

1. Appendix 1: Collated Programme of Actions


AGENDA Te Whakaminenga o Kāpiti Tuesday, 29 September 2020
I hereby give notice that a Te Whakaminenga o Kāpiti meeting will be held on:
Date:	Tuesday, 29 September 2020
Time:	9.30am
Location:	Council Chamber Ground Floor, 175 Rimu Road Paraparaumu
Janice McDougall Group Manager People and Partnerships

Mr Rupene Waaka	Chair
Ms Kirsten Hapeta	Member
Ms Natalia Repia	Member
Mayor K Gurunathan	Member
Cr James Cootes	Member
Ms Naomi Solomon	Member