21 July 2013 Opening Ceremony

LGNZ President’s Speech

Kia ora koutou katoa

Welcome ladies and gentlemen. We are LGNZ.

Behind me is a new brand statement for Local Government New Zealand, endorsed by the National Council and the members of this organisation.

It’s important everyone understands this new brand is far more than a new look, feel and logo. It’s a touchstone for how we want to be seen by New Zealanders now and in the future.

And in presenting it to this conference, we’re signalling a new era for the local government sector and a new business model for Local Government New Zealand.

As I will outline today, the launch of our new brand is just the beginning. It’s only part of the local government story, a unifying vehicle to carry that story.

Over the next two days you will hear more about the changes that we are making, changes that will unite us into an even stronger, more responsive and more professional organisation and sector. Change we are making to a body determined to deliver better value to its members.

By us I mean the local government sector - the councils that provide such vital services for ratepayers and communities up and down New Zealand, all bound by our membership of this organisation - LGNZ.

This conference will be a watershed, I have no doubt. It marks a new beginning for this organisation to re-assert itself and to be more determined to show New Zealanders how we are building resilient communities and contributing hugely to the economy … and all the while lifting our game in terms of accountability and value to the people we serve.

So welcome to this conference! It’s going to be something you’ll not forget!

I especially welcome the speakers, invited observers, and members of the news media.

The conference theme is, “Transforming communities – building a successful New Zealand”.

There is constant thread running through the conference agenda of the imperative for us to respond to change being thrust upon us – changes in legislation that affect us.

Changes in expectations that others have of us…

Changes in the national landscape in which we must function...

And above all this noise and churn, we, the local government sector, have to be out there serving our communities every day to the highest standards we can. That is what we’re elected to do.

Over the past year we have taken a good hard look at ourselves – as councils, as a sector and as LGNZ.

We have asked ourselves these questions:

Are we delivering value to our communities?

Is LGNZ delivering value to members?

If not, why not?

How can we improve?

As a sector, while we are united by a commitment to local democracy, we need to make changes to ensure local government plays its full part and potential in building a successful New Zealand.

For example, are we all performing at the right level to build vibrant communities that make up our national achievement, confidence and character?

Are we accountable enough for our decisions to our communities?

Are we strong enough as a sector to put in place actions that avoid central government intervening?

To play our full part in a successful New Zealand we need optimal governance and operations. We need expertise and systems that are the envy of other sectors and that make us at least their equals.

And we must show value for money.

Ladies and gentlemen, regardless of all the reform debate, New Zealanders still demand local democracy. It’s a fundamental tenet of our community life.

We must respond to that demand by meeting the expectations and interests of our people, engaging them and delivering value to their communities.

This all means aspiring to higher standards of governance and transparency, and driving stronger performance and value in the services we deliver.

As well as expertise, effectiveness and transparency, we must increase participation in local decision making and the local democratic process.

As a sector if we want to progress economic and community vibrancy, we must work constructively with decision makers and leading sectors. We must be respected and valued.

If we want influence at the top table, we must sit there and advocate quality policy and thinking.

As the Productivity Commission has highlighted, Local Government must work more closely with Central government because we have an important contribution to make in the quest for a more productive New Zealand.

Central government cannot achieve its goals without assistance from local government. From trade through to daily living, local government is the closest tier of government to daily life, and to our communities we promote as places of endeavour, work and enjoyment.

This is a cross-over period for local government in New Zealand. We are changing from the acceptable to the exceptional.

Let’s make this our choice, our timing and our destiny.

But, and this is the political reality for all of us, we can only do this if we are strong, influential and effective.

This means we must be united as a sector…and we all perform to our best as parts of that sector.

Improving governance and operation performance forms a major component of this Conference. Lifting our game in these areas means lowering the risk for those we represent.

Part of this means telling our story better … we must promote ourselves to show how vital we are to our communities, and why our success matters to local people and communities and New Zealand.

It is all too easy for the media to point to our failures. It’s our job to talk up the many, many everyday successes that we, as councils up and down New Zealand, deliver every day.

We have been, and still remain easy pickings for a critical society facing harsh economic choices. We need some good solid runs on the board to buffer against shortcomings.

As a sector we rarely tell our story well. That must change.

Going back to the conference theme…. quite frankly, we cannot transform our communities unless we transform ourselves.

Our communities have a vision of the type of New Zealand they want to live in. We must do our best to ensure they have the best shot at it.

To achieve that, our councils need to be run as models of best practice organisations and today I want to give you all the confidence that we, your representatives at LGNZ are making a step change in the way we’ll plant to support our members and tell our stories.

Let’s highlight some of these developments.

Effective Governance.

Just like business, central government and the voluntary sector, there are well publicised examples in local government where governance needs to be improved.

Effective governance is essential to ensure effective delivery and transparent accountability.

I am pleased to announce today that LGNZ will sign a heads of agreement with the Institute of Directors to offer mayors and councillors the highest standards of professional development in governance. Courses will start early in 2014.

This is a major development. We have identified the need and joined forces with the leading governance organisation.

Other such partnerships are under development by LGNZ in areas of products and services and training. It's the most efficient way to get the best service from the best provider.

Value for money

If good governance is essential, value for money and cost effectiveness are fundamental.

LGNZ has studied approaches to value for money in other parts of the world such as the Local Government Association of Queensland.

We were impressed by savings that can be made and I am pleased to announce that LGNZ will partner with LGAQ to help accelerate our learning and develop new business opportunities here.

In addition, LGNZ is working on establishing a Centre of Excellence to provide the very best in expert advice and product services on a range of critical areas facing our sector and New Zealand.

A Centre of Excellence will augment the prioritised policy work done by LGNZ, particularly in complex areas such as water reform, where individual councils require expert advice.

Again, value for money actions will benefit the local government sector, and advance LGNZ as a vital player in providing top level policy and advice.

LGNZ

LGNZ has a business plan, a firm strategic direction and is now operating as a restructured, fit for purpose organisation.

The LGNZ team is developing new capability and we welcome Helen Mexted whose focus will be on advocacy, combining communications and policy expertise to increase our share of voice where it matters.

As I referred to earlier, LGNZ will develop a range of new business products and services and tools to deliver improved efficiency and effectiveness to members.

We welcome Scott Necklen who joined us last Monday, and who has wide international and local commercial experience, and who is heading up a new commercial business solutions team at LGNZ.

New Dialogue

LGNZ has reviewed its stakeholder relationships and put in place expertise to help us advance the best dialogue with those who contribute to our sector and to New Zealand.

LGNZ meets regularly with the Prime Minister and key Cabinet Ministers, including the Minister of Local Government.

We welcome the accessible approach displayed by the PM and his Ministers, and look forward to their comments to this Conference.

We have also established high level dialogue with Opposition parties, with business groups, with environmental groups, with community groups. Open and frank discussion on policy and issues is business as usual for LGNZ.

But what about looking a bit further over the horizon? Many of us were blindsided by the shocks and developments of the last two years. In hindsight, some we could have predicted better, others were acts beyond our control.

I am determined that we prepare ourselves better for the challenges that lie ahead for local government, because, believe me, there will be no let up.

So I am particularly pleased to announce an innovation developed by the management team that aims to ensure that in future we’re ahead of the game, and we have an understanding new issues and a plan to manage them.

Beginning later this year, LGNZ will begin hosting major issue seminars that will feature top speakers on topics that affect us all.

Two likely subjects are being covered at this conference: water infrastructure and heartland economic development. More detail will come.

More generally, LGNZ will consider ways to promote local government to our communities, from schools through to business to central government itself. We must tell our story better.

These changes and developments are essential to advance our interests in a changing environment.

Ladies and gentlemen, I have painted a picture of real progress. As a sector and as LGNZ we are well on our way to lifting our game. We are well positioned to transform communities and build a successful New Zealand.

LGNZ is you. We are LGNZ. Your contribution is essential to effective and respected local government in New Zealand.

I want to acknowledge the National Council who has been of enormous assistance to me and to all of us during this time of change.

Similarly, I want to thank you as members for your engagement and support. Over the past year you have listened and helped us all to grow from what was, a year ago, a far bleaker outlook.

To those mayors and councillors retiring at the elections, a special thank you for your contribution and service. Later in the Conference we will acknowledge your service again.

To those standing again, can I wish you well.

Whatever your future I want to harness your energy and support for local government and LGNZ.

I think you will agree we have begun our new era. We need to be even more brave and pro-active in this cross-over period. We aim to be the highest achievers for our communities and for New Zealand.

I am confident we are heading in the right direction. With your support, in one year’s time we will not dwell on Better Local Government, but hopefully report on our shared experiences of Great Local Government.

That’s when we will really transform our communities to build a successful New Zealand.

Can I now invite Margaret Devlin to join me here at the podium.

Margaret is here today in her capacity as Waikato Branch Chair of the Institute of Directors. As I said earlier, today LGNZ and the Institute are publically signing a Heads of Agreement signalling our joint intention to roll out best practice governance training to LGNZ’s members. This training will be supplemented by the governance tools that the Institute has developed and specifically tailored for the local government context.

LGNZ’s Business Plan is subtitled “Turning Ideas into Action.” This signing today demonstrates that we mean what we say.

Margaret I invite you to sign and then say a few words.

SIGNING OF HOA

Thank you Margaret.

Ladies and gentlemen, colleagues, I wish you all a very successful Conference.

ends

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