Community Consultation in New Zealand. Presentation Objectives. Fellowship Objective APWA Jennings Randolph International Fellowship

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1 Patricia Bugas-Schramm Presentation to APWA Congress 2007 San Antonio, Texas September 9, 2007 Community Consultation in New Zealand Level of Service, Risk & Stakeholder Tradeoffs 2006 APWA Jennings Randolph International Fellowship Presentation Objectives Fellowship purpose Why New Zealand? What I found Aussies Ingenium Conference LTCCP: New Zealand--national, regional, local Lessons learned Fellowship Objective Document New Zealand s method for assessing risk in funding public infrastructure needs and the calculated tradeoffs stakeholders would experience given various funding scenarios. 1

2 Three Part Fellowship Before the conference Far North District Council Four Councils in Auckland area The Ingenium Conference After the Conference National government (LTNZ) Regional government (ARTA) Private service provider s view of LOS & performance Benchmarking within New Zealand & Britain Why New Zealand? Not Asset just the Management Ring of Fire brings us together Portland, Oregon Auckland, New Zealand 2

3 Auckland-City of Sails 1.2 million population Four of Auckland s Local Government Councils Waikato Manukau Waitakere North Shore Population 40, , , ,000 Area (Km2) 3, Annual Budget $37M $219M $133M $199M Employees 160 1, Councilors Total Asset Value $404M $3,121M $1,496M $1,461M Auckland 1.2 million (same as Portland metro area) New Zealand 4 million (same as Oregon) Treaty of Waitangi 3

4 Local Government Act 2002 The Purpose Local Government Act 2002 imposes principlebased decision making obligations that local empowering New Zealanders authorities are embedding in their management within their local communities to processes, to give best effect to their purpose of promoting exercise long-term, ever sustainable greater well-being, control and over their lives and over the democratic decision-making and actions. Local environments in which they live. authorities also face risks if their decisions can be shown to be unreasonable, or if due process has not been observed. /local-govt/ /part7.htm Logical Flow in the Performance Framework Office of Auditor General lhttp:// htm The Planning Framework Knowing the community and what people want Knowing the environment people live in Confirm Community Outcomes (every 6 yrs) Community Outcomes Report (3 yearly) Knowing whether the council did what it said it Annual Report would do (every yr) Long Term Council Community Plan (every 3 yrs) Knowing what the council is doing and why Annual Plan (intervening yrs) Knowing how it s going to be paid for Waikato District 4

5 Elements of LGA 2002 Councils must consult and seek participation with the communities on decisions being made Must identify those decisions which are significant Information to be considered includes outcomes, options, costs and benefits, affected and interested parties, impacts on community well-being and on Council, and community opinion Policy on Significance (Section 90, LGA) If a decision is considered to be significant then the Council must follow a more rigorous consultation and decision-making process. Councils are required to have a Significance Policy that sets out how they will determine the significance of a decision. Significance Defined A significant issue, proposal, decision or any other matter which impacts the wellbeing and sustainable development of the community the persons likely to be affected by or with an interest in that decision the ability of the Council to achieve community outcomes, its strategic priorities or other outcomes identified in its Long Term Council Community Plan (LTCCP) Waitakere 5

6 Criteria for Significance The decision or proposal materially affects or may be perceived to affect the social, economic, environmental or cultural well being of all or a large portion of the community The financial implications of the decision on the Council s overall ability to deliver services is substantial Significance Thresholds & Criteria (triggers Council s impact assessment) The implications for the present and future social, economic, environmental and cultural well-being of the City the magnitude of the decision in terms of the net cost to the Council the effect on current levels of service the implications for identified community outcomes and strategic priorities the consistency with existing Council policies and strategic documents Waitakere Typical Choices & Options What service levels do you want supplied to you and the community? Are those in the LTCCP too high, too low? If the asset development program or debt levels are too high what project would you give a lower priority or eliminate for the LTCCP period? What projects in the Plan should be excluded? A new rating system is proposed. Do you agree with the principles and rationale outline? Are the funding policies sustainable? What are your priorities and options? 6

7 Asset management responsibilities are outlined in LGA 2002 Focus on Levels of Service Levels of Service are linked to the community outcomes Financial projections are well substantiated Advanced asset management practices AMP improvements address identified gaps in AM practices LOS Hierarchy Hierarchy Mechanism Focus Language General Perception Community Consultation Plan Community Plain English Programme to maintain and modify asset to meet perception Operational tatics to ensure assets operate to deliver programme Activity Management Plan Operational Plans Clear Translation Implementation of operational tatics through service delivery Detailed Asset and Task Specific Maintenance/Operations/Construction Contracts Practitioners Technical Long-Term Council Community Plan Shows how Council will achieve desired community outcomes Statutory requirement of the Local Government Act Produced at least every 3 years Extensive consultation requirements Sustainable long term view of Council activities, their impact on present and future communities (Minimum 10 year forward projections) Information audited

8 North Shore City Long Term Council Community Plan 8

9 What is an Activity Plan? Activity Plans are the business plans of the Council s activities. They provide comprehensive information regarding: The strategic justification for the activity Assets valuation, assessments and condition Operational issues Future demand and how this will be met Funding and other financial issues Performance measures for now and the future Key input to LTCCP Waitakere LTCCP Strategic Assets The roading network as a whole The storm water network as a whole Housing for the elderly The reserves network as a whole Shares in - Watercare Services Ltd. Manukau City Investments Ltd. Manukau Water Ltd. Tomorrow s Manukau Properties Ltd. 9

10 Activity (Asset Management) Plan 10

11 Transportation Services & Costs O & M 25% Current Service Level $72M Capital 56% Renewal 19% Service Level Options Reseal every road in asphalt concrete - Extra $52 per ratable property Total chemical weed control - $300k savings per year North Shore Waitakere Community Outcomes Process Council Strategic Platforms and Priorities (2003) Outcomes generated by two panels of residents (2004) Feedback from 13 community workshops (May -August 2005) Prior to consultation material by two panels --> Draft Community Outcomes Report (October 2005 issue of City News (included response form) --> 70% of respondents strongly agreed or agreed with outcomes -->Final Community Outcomes Report (January 2006) -->LTCCP (June 2006) Community Outcomes what does the community want to achieve over the next 10 years? Green network Access to Maori resources Maori leadership Strong communities Strong economy Sustainable integrated transport Sustainable environment Autonomy Healthy lifestyles Urban and rural villages Vibrant arts & culture Participation in society Working together Waitakere Council 11

12 Community Outcome Sustainable Integrated Transport Outcome Activities that support Outcome Waitakere Council Communicating Results Waitakere Waitakere s Current LOS 12

13 Level of Service Options Parks Waitakere Walking & Cycling Waitakere Services-Dog Catching & Library Hours 13

14 Waitakere Summary of LTCCP April 2006 Taupo How the LTCCP relates to Strategic Planning & Process 2006 Consultation in Taupo Phase I (early April) Series of Focus Groups 6 10 randomly selected people from the rating database for each 7 stakeholder geographic areas Purpose: Tell what services we are providing currently and how much it is costing per ratepayer. Ask them what they would like us to do more or less of. Phase II (June) Focus Groups II & Community Input- go back to the focus groups & solicit community input through newspaper supplement Purpose: Attach costs to what they wanted more and less of and to ask them whether they want it for that cost. Obtain general public feedback. Phase III (July-August) Feedback to Council & Public Purpose: Advise Council to on consultation outcomes Inform public of outcomes and how they will be used by displaying at Expo 14

15 Roading - What we do (current level of service) Taupo LTCCP Road Level of Service Measures - How Much We ll Do Service Maintenance 2-4 safety projects/year Good quality road network appropriate for its usage roughness <90NAASRA >80% inspected length >30mm rutting community satisfaction >75% for roads, sidewalks and bikepaths 7% reduction of crashes over next 10 years Taupo New and Renewal Capital Projects - Schedule & Funding Source Taupo 15

16 New bridge crossing - schedule & cost Taupo LTCCP Key actions ongoing (maintenance, renewal) & new projects Taupo LTCCP Key actions Taupo 16

17 Description of Service Reductions Reductions cycle strategy funding street amenities footpath maintenance heavy CBD cleaning street sweeping before events new traffic island landscaping Elimination new bus shelters Delayed CBD streetscape upgrades Traffic calming enhancements Wharewake road alignment Taupo LTCCP 10-Year Capital Plan Capital Expenditures- Renewals Growth Increase in level of Service Ten-Year View of Funded Investment Plan 17

18 10-Year Plan by Outcome Theme & Funding Source Taupo LTCCP Lessons Learned 1. Key to Level of Service is Cost, Location & Performance Asset management plans define activity cost by location AMPs are main input to the LTCCP 10 year plan to achieve LOS targets Addresses growth/capacity needs Includes maintenance and renewal needs Links to capital works contracts, where appropriate Cost allocation to every single LOS statement difficult 18

19 2. Sustainability is main issue worldwide Sustainability includes social, economic, environmental & cultural impacts for near and long term Sustainable Asset Plans include maintenance, asset renewal with new project needs Incorporates/funds depreciation in rates (LGA 2002 mandate) Based on forecast demand/growth projections Assumes 80% completion annually Development funds most of growth 3. Link community outcomes, activities, costs & performance Activity statements/los describe 10-year funded asset development plan & service changes Incorporate near and long term risks and costs (over life of asset or service) Aligned decisions means holding electeds & organization accountable 4. Consult to understand desired service level Only consult on activity LOS changes & costs (increases & decreased/eliminated services) Use variety of consultation methods & ensure community involvement & understanding focus groups define issues & refine language newspaper inserts to select LOS & outcomes annual reports through newsletters, websites Regular consultation is needed--you don t know what you don t know (e.g., public toilets in rural Waikato) 19

20 5. Stay Flexible--what you set out to do may not be what you learn Moving to activity plans away from asset plans Activity plans are business plans for all government services The People You Meet Make the Difference And you never know whom you ll meet... Richard Kirby, President, Ingenium & Bob Freudenthal, President, APWA Bob Freudenthal, President, APWA & Me 20

21 Questions? 21

22 Public Works Around the World Why the U.S. Public Works family and APWA should look for ideas beyond our borders? Julio Fuentes, Senior Traffic Engineer City of San Diego, California APWA International Congress, San Antonio, Texas September 9, 2007 Public Works Around the World Why the U.S. Public Works family and APWA should look for ideas beyond our borders? It is fun Innovation Globalization Jennings Randolph Fellowship Public works is a powerful instrument for understanding and peace. West Virginia Senator Jennings Randolph, , known as the Dean of Public Works Legislators ) 1

23 The Jennings Randolph International Fellowship Program was established at the Eisenhower World Affairs Institute in May of 1987 and is administered by the American Public Works Association. The APWA International Affairs Committee annually solicits and reviews proposals and makes a recommendation to the Eisenhower Institute for those fellowships to be awarded in any given year. Goals To provide an opportunity for APWA members to broaden their knowledge and exchange experiences and information on trends and advances in public works, through direct contact with our international partners. Goals To promote friendship and understanding among public works staff on an international basis. To provide a venue for the exchange of information between APWA and our international partner countries. Currently, these countries are: Australia, the Czech Republic, Mexico, New Zealand and the Slovak Republic. 2

24 Eligibility Individuals and corporate employees who are APWA members may apply Selection Criteria and Process APWA members will present public works/infrastructure related papers at APWA s international partnership countries public works related conferences; coupled with a one-week or more extended study tour of public works facilities in that country; and a paper regarding that tour presented at the next available APWA Congress and other professional organizations; And preparation of an article in the APWA Reporter. Examples Continuous Flow Intersections Desalination of Water Strategic Partnerships with other Organizations: ICMA, U.S. Department of Commerce, and others Asset Management What do we need the most to provide the services that our customers need? Resources, Money Documentation (very difficult) Change of culture (internal and external) Training, recruitment and retention Continuity of programs and projects Policies and procedures Equipment Communication and coordination Integration 3

25 Continuous Flow Intersection CFI is based on the fact that when you remove points of conflict at an intersection, through movements get more green time and intersection capacity rises. Since one of the biggest conflicts at many intersections occurs when left-turning vehicles cross oncoming traffic, modifying intersection geometry to eliminate the left-turn conflict can significantly reduce delay to through vehicles. Continuous Flow Intersection The objective of CFI is to move the leftturn conflict out of the main intersection. In a typical CFI intersection, this is accomplished with a signalized left-turn bay placed several hundred feet before the intersection. The left turn leg feeds a special CFI leg, which in turn empties into the cross street near the main signalized intersection. 4

26 Transportation Innovations Interconnection of traffic signals via aerial cables Re-setting of clocks at traffic controllers via commercial FM radio station 5

27 Desalination A border-area seawater desalination plant could increase local water supplies for residents of the South Bay and provide much-needed water to Baja California, according to a feasibility study by the San Diego County Water Authority. Desalination Engineers from Mexico attend APWA Congress in Denver Mexico Engineers express interest and establish contacts for Micro desalination Micro desalination plant is purchased from Spanish Company and shipped to Mexico Micro desalination plant is installed in Baja California serving a small coastal community near an electric power plant A large hotel and tourist complex purchases a micro desalination plant Large plant is built in Baja California Sur Desalination Two are in the South Bay, at the existing South Bay Power Plant site on the bayfront in Chula Vista and at the International Wastewater Treatment Plant in the Tijuana River Valley. The other two are in Mexico, at the power plant in Rosarito Beach and at a well near the beach farther south at La Mision. Piggy -backing on to another facility that already has water-intake pipes would be less expensive than building a water intake and outfall system from scratch, Simon said. A plant could produce up to 50 million gallons a day of fresh water, which could be shared by both countries, Simon said. 6

28 Strategic Partnerships APWA has partnered wit ICMA to provide technical assistance to Mexico on various public works areas APWA has partnered with the U.S. Department of Commerce and other Mexico organizations to assist U.S. Companies in exhibiting their products and services at Mexico construction trade shows Questions? 7

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