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

2016 Elected Members Induction

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Session one: Welcome and introduction

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Housekeeping

• Emergency procedures
• Bathrooms
• Breaks – morning tea, lunch, afternoon tea
• Learning journals
• Evaluation form

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Agenda

Workshop purpose

• Local government role
• Key support networks
• Development

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Your introductions

• Name
• Council
• The key reason why they stood for council

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Workshop expectations

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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.

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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.

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Quiz

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Skills matrix

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The start of a development journey

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

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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.

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Local Government Excellence Programme

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Drivers for the programme

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• 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

Lifting reputation and performance

Local Government Excellence Programme

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• Councils demonstrate and deliver value to

customers and communities

• A continuous improvement programme for

councils

• 21 Foundation councils in first year

Four priority areas

• Centred around the

sector lifting service and value

• Communication and

engagement underpins all priorities

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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.

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Session three: Your new job

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Reflection – digital module

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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

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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

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Session four: Governance & management

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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

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Governance and management role

Governance Management

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

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Post-lunch reflection

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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

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Skills matrix

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The start of a development journey

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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

Session five: Governance, leadership, strategy

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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

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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

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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

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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.

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IoD’s four pillars

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Leadership

• Leadership to the organisation
• Political leadership
• Community leadership

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Strategy

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Principles relating to local authorities

• Transparent, accountable and efficient manner
• Community’s diverse views
• Using resources efficiently
• Sustainable development approach

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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

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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?

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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.

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Strategy tool & exercise

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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

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

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Session six: Introduction to financial governance

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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.

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Questions -today and next week

Today

• What questions do you have about this topic?

– We will collate and send these for Philip Jones to answer within five working days; – They will be built into a FAQ document available via the EquiP website.

Next week

• Please add any questions you may have for Philip Jones to the question sheet

attached to today’s evaluation sheet

• EquiP will collate them and ask Philip to answer them during the FAQ webinar on

16 December

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Skills check and future training

Introduction to Financial Governance

• 25 November 2016 - Palmerston North City Council
• 29 November 2016 - Whangarei District Council
• 1 December 2016 - LGNZ, Wellington
• 12 December 2016 - Rotorua Lakes Council
• 15 December 2016 - Selwyn District Council

Please check our website http://www.lgnz.co.nz/home/ equip/ for more details of all

• ur training programmes.

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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.

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Session seven: First days at council

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Session seven: Outcomes

By the end of this session you will be able to:

• Define key meeting process
• Begin to develop meeting protocols
• Define your support networks

– This includes EquiP and people in your districts

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Good meeting process components

• Establish protocols
• Regular meeting review

– What worked well? – What didn’t work so well? – What can we do to improve our meetings for the future?

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Support networks

• Each other
• Own council
• Mayor, Chief Executive and senior staff
• EquiP professional development and consultancy services
• Local Government New Zealand

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Session seven: Outcomes

By the end of this session you will be able to:

• Define key meeting process
• Begin to develop meeting protocols
• Define your support networks

– This includes EquiP and people in your districts

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Session eight: Wrap up and review

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Session eight: Outcomes

By the end of this session you will be able to:

• Reflect on what has been learned
• Update your skills matrix
• Define future learning and networking opportunities to complete your

personal development plan

• Give feedback on today’s programme

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Programme overview

• What is it really like to be an elected member
• How council decisions are made
• Governance and management
• Governance, leadership and strategy
• Introduction to financial governance
• First days at council

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Skills matrix

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The start of a development journey

Workshop outcomes

• After today’s workshop you have:

– Defined your role and the skills and knowledge required to succeed; – Increased effectiveness from day one by learning from and interacting with knowledgeable speakers; – Built supportive networks; – Clarified how to contribute to the achievement of sector excellence; – Started your elected member professional development journey.

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Session nine: Networking and sharing

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Who’s looking after

• ur

communities’ future?

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