2016 Elected Members Induction 1 Session one: Welcome and - PowerPoint PPT Presentation

2016 Elected Members Induction 1

Session one: Welcome and introduction 2

Housekeeping  Emergency procedures  Bathrooms  Breaks – morning tea, lunch, afternoon tea  Learning journals  Evaluation form 3

Agenda 4

Workshop purpose  Local government role  Key support networks  Development 5

Your introductions  Name  Council  The key reason why they stood for council 6

Workshop expectations 7

Local Government New Zealand  Local Government New Zealand (LGNZ) represents the national interests of councils in New Zealand and leads best practice in the local government sector.  We provide advocacy and policy services, business support, advice and training to our members to assist them to build successful communities throughout New Zealand. 8

EquiP  EquiP is LGNZ’s Centre of Excellence.  It works directly with council staff, mayors and elected members to provide customised guidance and tools to drive efficiency and effect throughout local government to support governance and management excellence.  EquiP also provides professional development services through a variety of mediums, including workshops and webinars, that offer new insights into key areas of local government and will help you make the right decisions for your community. 9

Quiz 10

Skills matrix The start of a development journey 11

Session two: What’s it really like to be an elected member? 12

Session two: Outcomes By the end of this session you will be able to  Describe: – Others’ council experiences and their three top tips about how to succeed; – The LGEP expectations and the three suggestions for what you must do  Discuss with others: – What your new role entails and what you bring to it; – Your reflections about what you have heard  Share with others: – The tips you have been given about political success. 13

Local Government Excellence Programme 14

Drivers for the programme Lifting reputation and performance  2015 New Zealand Local Government survey  New Zealanders are seeking stronger leadership and performance from our sector than what they perceive us to currently provide 15

Local Government Excellence Programme  Councils demonstrate and deliver value to customers and communities  A continuous improvement programme for councils  21 Foundation councils in first year 16

Four priority areas  Centred around the sector lifting service and value  Communication and engagement underpins all priorities 17

Session Two: Outcomes By the end of this session you will be able to  Describe: – Others’ council experiences and their three top tips about how to succeed; – The LGEP expectations and the three suggestions for what you must do  Discuss with others: – What your new role entails and what you bring to it; – Your reflections about what you have heard  Share with others: – The tips you have been given about political success. 18

Session three: Your new job 19

Reflection – digital module 20

Session three: Outcomes By the end of this session, you will be able to:  Revisit what you have learned in the digital module to describe – governance and management partnership.  Describe how decisions are made  Recall that advocacy of particular interests should not override or undermine collective governance responsibilities or duties as elected members 21

Session three: Outcomes By the end of this session, you will be able to:  Revisit what you have learned in the digital module to describe – governance and management partnership.  Describe how decisions are made  Recall that advocacy of particular interests should not override or undermine collective governance responsibilities or duties as elected members 22

Session four: Governance & management 23

Session four: Outcomes By the end of this session you will be able to:  Explain the elected member governance role  Describe: – The council partnership with iwi; – The local government management/administrative role; – The key council staff roles  Use scenarios to differentiate between the two roles 24

Governance and management role Governance Management Set strategy and policy Advise on strategy and policy Direct the use of resources Plan to make and implement decisions Monitor performance Manage performance Effective, concepts, long term view Efficient, “here and now” Identify opportunities, Identify risks Employ the Chief Executive Employ the staff 25

Post-lunch reflection 26

Skills matrix and personal development plan The skills matrix is A skills matrix helps elected members plot what they know, and what they need to know. A personal development plan (PDP) is • An individually tailored action plan for developing specific competencies (and any knowledge and skills) that will improve your performance in your present position or will prepare you for new responsibilities Use it to inform your meetings with your mayor and chief executive to • estimate the resources needed for yours, and your council’s development solutions 27

Skills matrix The start of a development journey 28

Session four: Outcomes By the end of this session you will be able to:  Explain the elected member governance role  Describe: – The council partnership with iwi; – The local government management/administrative role; – The key council staff roles  Use scenarios to differentiate between the two roles 29

Session five: Governance, leadership, strategy 30

Session five: Outcomes By the end of this session you will be able to:  Define collective leadership and how it is represented in local government  Identify how elected members influence council culture and levels of risk  Consider the need for an effective strategy  Discuss how you will contribute and adhere to council strategy  Define how you will balance your representation and governance roles  Identify how a planning regime will support your outcomes 31

Group discussion 1. What are the characteristics of a well performing council? 2. Identify what a good culture looks like and how to get there 32

IoD’s first principles of good governance The Institute of Directors believes … creating and adding value must underpin all governance practice ... * The governing body adds value in four critical areas: 1. Determination of purpose 2. An effective governance culture 3. Holding to account 4. Effective compliance * IoD’s The Four Pillars of Governance Best Practice 33

IoD’s four pillars 34

Remaining tight as a governance group What strategies / actions / protocols could you put in place now as a new council to ensure you remain functional as a governance team for the council term? Report back. 35

IoD’s four pillars 36

Leadership  Leadership to the organisation  Political leadership  Community leadership 37

Strategy 38

Principles relating to local authorities  Transparent, accountable and efficient manner  Community’s diverse views  Using resources efficiently  Sustainable development approach 39

Statutory planning for councils Involves:  The Long Term Plan (S93 LGA)  A financial strategy supporting the LTP  Asset management plans  An audit of the LTP  The Annual Plan  The Annual Report  Other plans – District Plans, Regional Policy Statement etc 40

Determining your council’s purpose  Vision – for your current council term  Mission – how we achieve the vision  Values – what are our values? How are we going to work together?  What are the key strategic priorities we want to achieve this term?  Goals – what goals, targets, measures, timetable, and reporting do we want for each strategic priority? 41

Planning questions  What are your key priorities?  What are your values around the council / community board table?  What should you consider? Record in your learning journal. 42

Strategy tool & exercise VISION (What success looks like) MISSION (What we do) VALUES (What’s important to us/ what we stand for) STRATEGIC OBJECTIVES (what we need to achieve) GOALS AND TARGETS (what we are working for – success in each objective) STRATEGIC ACTIONS (What we are doing to achieve our objectives) STRATEGIC ENABLERS (Examples) MEASURES 43

Session five: Outcomes By the end of this session you will be able to:  Define collective leadership and how it is represented in local government  Identify how elected members influence council culture and levels of risk  Consider the need for an effective strategy  Discuss how you will contribute and adhere to council strategy  Define how you will balance your representation and governance roles  Identify how a planning regime will support your outcomes 44

Session six: Introduction to financial governance 45

Session six: Outcomes By the end of this session you will be able to:  Identify the three key things you need to know about finance, audit and risk;  Use a case study to define what you need to know about – Financial governance; – Annual plan; – Long term plan. 46