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Make your voice heard
Key points
- The Local Government Act 2002 heralds a fundamental change in local government activity. There is significant potential in these changes that should not be underemphasised - the changes recognise that effective decisions are best taken closest to where they are operationalised.
- Local Authorities have a statutory duty to take a well-being approach. Community outcomes processes are at the centre of this.
- The nature of the process of eliciting communities' preferences and desired outcomes is critical. Councils are required to adopt a process, but they don't need to lead this process.
- Councils need to think strategically about the process: who is best placed to lead, how best to get buy-in, gaining the agreement of other organisations and groups to the desired process. Getting the process right is critical: without good process the results of the community outcomes process may lack buy-in and credibility.
- Effective processes will be tailored and will help build relationships: i.e. not just form letters or town hall meetings, but other initiatives such as one on one meetings with key groups.
- As an example: bringing local tertiary education institutions and businesses into the process. These likely to be key partners to the progression of community outcomes, and as those who have expertise and local commitment, have a real role to play.
- Be prepared: business and councils need to better engage with each other. Business needs to re-engage with local authorities.
- Importance of a shared vision between council and the communities they serve. To help this happen, good information flows are needed. The best ideas come from the community, they aren't council driven, but councils need to listen and respond. Business very much part of this process.
- New Plymouth's LTCCP identified 7 key priorities - key to business interests here were those around the themes of prosperity, skills and connectedness. The articulation of these priorities gives the Mayor mandate to support business; it also allows business to hold the council to account.
- LGA processes help provide a means of formalising and clarifying processes for different community interests to get involved in key issues. LGA processes also supports reducing a silo mentality, as they allow shared outcomes to emerge.
- While it costs to consult with communities, the pay-off is significant.
- Key issues for EDAs:
- sustainable economic growth strategies are included in LTCCPs;
- there is an agreed implementation plan outside the LTCCP; and
- there is a positive relationship between EDAs, Councils and the business community.
- EDAs have a role in reflecting the business community's views over a range of issues such as roading, land use etc.
- EDAs have a role in ensuring business issues get on council and broader communities radars.
- Critical to develop a credible economic development strategy. The degree to which it is supported by council activities is key to achieving long term buy in from stakeholders.
- Process for coordination, implementation and monitoring of economic development strategies important - need to ensure that the process meets stakeholders expectations and that the outcomes are in fact being progressed.
- Real opportunity for business to get engaged - and if there is a poor process then business could justifiably be most unhappy.
- What is the key argument for business to get involved? For issues that matter to business groups, community outcomes processes can be an effective means of progressing those interests. Key to all of this is being clear that these processes can benefit business, and being able to communicate with business.
- What about affordability issues - can councils afford what communities want? Good strategic planning takes account of resources, and identifies the critical things that need to be delivered. Strategic thinking is not process driven, committee run, but allows creative thinking of solutions to be introduced.
- Substance over 'gloss' - needs to be more than a pretty document.
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