HBLASS - Collaboration Across Hawke's Bay

COLLABORATION ACROSS HAWKE’S BAY

WAIROA DISTRICT

HASTINGS DISTRICT NAPIER CITY

CENTRAL HAWKE’S BAY DISTRICT

HAWKE’S BAY REGIONAL COUNCIL

BACKGROUND The Hawke’s Bay Councils serve approximately 151,000 residents, in a geographic area of 14,111km2.

• $30.6M will be invested in four regional water security projects: - $2.5M for a high-resolution, aerial electromagnetic survey of Hawke’s Bay’s aquifers.

Our regional economy is growing and poised to expand further, but we have constraints and pressures that require urgent attention. The five councils have combined operating expenditures of $199 million for 2018/19 There is $1.5 billion of local government investment planned for the region and more recently an extra $68M from the Provincial Growth Fund (PGF) to invest in transport infrastructure, digital connectivity, water storage, skills and employment.

Working in collaboration to make the most of Hawke’s Bay’s competitive advantages is a key part of Hawke’s Bays regional economic strategy. Securing the PGF investment will accelerate a number of key projects which will provide significant infrastructure, pathways to employment and social inclusion across the entire region: • Central Hawkes Bay: $40M of which $20M will go towards upgrading Route 52 between Waipukurau and coastal township Porangahau, while $14.7M will be put towards the Tukituki water project, to enable development of a sustainable and reliable supply to existing users.

• Wairoa: $9.1M for digital connectivity, business expansion, roading and skills and employment initiatives. Funding will support connecting marae to reliable and fast broadband and $6.5M will go towards a Ngāti Pāhauwera horticulture, forestry and land enhancement project.

- $14.7M to develop ‘Managed Aquifer Recharge’ (MAR) in Central Hawke’s Bay. - $12.9M to investigate options for small-scale water storage options to supplement water flows in and across the Heretaunga Plains.

- $450,000 (to be matched by HBRC) to produce a regional freshwater assessment, including detailed analysis of the region’s freshwater requirements over the next 30 – 50 years •

In February 2018, $5M was allocated from the Provincial Growth Fund for the reinstatement of the Napier-Wairoa rail line for log freight to Napier Port.

• In April 2019, $1M was allocated from the Provincial Growth Fund as part of a regional elevation data capture project (LiDAR).

The Local Government Act 2002 requires local authorities to take a sustainable development approach, by taking into account the social, economic, environmental, and cultural wellbeing of people and communities, the need to maintain and enhance the quality of the environment, and the needs of future generations.

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Hawke’s Bay Region Triennial Agreement (from October 2016).

The Hawke’s Bay region Triennial Agreement provides the framework for regional collaboration for the current and future needs for our communities. This agreement entered into by our Mayors at the start of each term sets out the guiding principles that guide the way that the Councils will work together and provides the leadership commitment to ensure a positive difference for Hawke’s Bay.

• Investigate further opportunities for collaboration, co-operation, regional funding and shared services between local authorities of the Region in addition to those prescribed by statute or already being undertaken;

The principles of the Agreement are:

• Agree that collaborative or shared services opportunities may occur between two or more parties to this Agreement, but not in every case between all parties;

• Acknowledge that the communities within the region are diverse and encompass a range of desired outcomes and objectives; • Support the establishment of processes for communication and collaboration at both governance and management levels in ways that will enhance the overall performance and reputation of local government in the region; • Recognise that collaboration and co-operation between local authorities of the Region can bring efficiencies in terms of planning, administration costs and decision-making and consultation.

There is also the potential to increase available resources and promote co-operative approaches in making strategic choices;

• Will make every effort to accommodate, acknowledge, or at least fairly represent the views of all parties; and • Will show leadership to ensure the implementation of the Triennial Agreement makes a positive difference for Hawke’s Bay. A governance structure has been developed to support the collaboration framework for the agreement with a Mayors and Chair /Chief Executive Collaboration Forum. This monthly forum’s focus is to embed the collaboration approach in governance refreshing the framework for initiatives going forward.

HAWKE’S BAY LOCAL AUTHORITY SHARED SERVICES (HBLASS) Central Hawke’s Bay District Council, Hastings District Council, Hawke’s Bay Regional Council, Napier City Council and Wairoa District Council have been involved in shared initiatives for many years.

This was formalised in 2012 when HBLASS Ltd was incorporated as a legal entity to identify functions and analyse the opportunity for shared services and joint procurement across councils. Early in 2017 there was a recommitment to HBLASS efforts with Collaboration as an approach to improving Service and Value delivered

by Hawke’s Bay councils. HBLASS no longer operates as a company and governance is supported through the Chief Executives monthly collaboration forum setting the strategy and direction of collaboration initiatives.

A Programme Manager (a full time and permanent position) was employed in September 2018, with responsibility for developing strong and effective cross-council leadership to support the engagement, development and delivery of strategic regional collaboration and shared services change programmes.

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VISION AND GUIDING PRINCIPLES HBLASS has a Vision of Hawke’s Bay Councils delivering Service and Value through Collaboration.

Guiding Principles outline the way councils work together: THINK REGIONALLY AND ACT LOCALLY

BEST PRACTICES

The ability and capacity to think and plan across the region is essential, this includes delivering services in relevant ways for the people living in Hawke’s Bay. To enhance regional cohesion it is necessary to consider the diverse communities, industries and businesses, both urban and rural, and significant Maori, Pacifica and Asian communities; this approach can sustain regional harmony and productivity.

Pursuit of best practices in customer service, service models, collaboration and leading change obtains best value and minimises risk.

COLLABORATION Working towards a co-designed vision and shared goals through open, honest conversation where diverse knowledge and experience, information sharing, learning, diversity and creative thinking are valued.

JOINT PROCUREMENT Councils collectively buy goods and service amounting to millions each year. Joint Procurement within Hawke’s’ Bay and with other LASS organisations offers opportunities to improve service and reduce costs.

SHARED SERVICES Shared service models and policy improve consistency and reliability in delivery of services creating capacity, critical mass of expertise, opportunities for development, reduced costs, improved efficiency, innovation and/or increased value.

FIDUCIARY RESPONSIBILITY Ensure that initiatives are adequately resourced and investments in people, goods and services provide value.

PARTNERSHIPS Explore and develop opportunities with other Councils or organisations.

By stepping back and looking at the bigger picture for Hawke’s Bay solutions can be more creative and effective – supporting Councils to meet their regional collective objectives and deliver a positive impact on economic, environmental, social and cultural wellbeing for our communities.

Collaboration creates a cohesive direction and shared goals while supporting the delivery of services focused on local requirements and context. Collaboration leads to effective working relationships, alignment and more consistency in policy, standards and controls across councils.

Over many years Council leaders have developed relationships with their counterparts, exploring joint opportunities, sharing experience, learning from each other and supporting common goals.

The next section presents a selection of key initiatives (both completed and underway) focused on improving services across two or more councils to generate increased value through collaboration.

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THREE WATERS REVIEW

DRINKING WATER

PARTICIPANTS: Central Hawke’s Bay District Council Hastings District Council Hawke’s Bay Regional Council Napier City Council Wairoa District Council

THE INITIATIVE: Councils are working together to review the current and potential Three Waters service delivery options for Hawke’s Bay. We all share responsibility for ensuring our communities enjoy safe and reliable, resilient and efficient drinking waste and storm water services.

The investment and regulatory compliance required across Hawke’s Bay is significant, so understanding the scale of capital, operational and regulatory requirements for Three Waters across the whole region means we can evaluate the opportunities for us to work together. Option’s to consider a way forward will be provided to the Councils by our Chief Executives early 2020. It will then be for the Councils and their communities to decide the next steps.

KEY ACHIEVEMENTS: • Mayoral Memorandum of Understanding commitment to investigate service delivery options for the Hawke’s Bay Region • Current State Assessment of service delivery of Three Waters across five Councils and an options assessment review of potential service delivery models • Lobbying Central Government to develop a funding package for regions that voluntarily wish to investigate alternative three waters service delivery options.

STORMWATER

WASTEWATER

Drinking water from water treatment plant Wastewater to wastewater treatment facility Stormwater to nearest stream/waterway

THE BENEFITS: • A sustainable three waters system that operates in the long term interests of our communities, tangata whenua and Hawke’s Bay CREATES OPPORTUNITIES

• Enables a meaningful role for Maori

• Drinking Water is safe, acceptable (taste, colour and smell) and reliable

IMPROVES SERVICE

• Services are delivered in a way that is efficient, effective, resilient and accountable with transparent information about performance

• Improved environmental performance to realise aspirations of our communities

ADDS VALUE

• Addressing in a coordinated way eliminates duplication and develops strategic capacity and capability • The value of water is at the centre of any model

• Community affordability ECONOMIES OF SCALE

• Councils share common challenges with three waters

• Three Waters services are delivered with pricing that our communities can afford REDUCES COSTS

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HAWKE’S BAY LIDAR CAPTURE

THE BENEFITS:

- REQUEST FOR TENDER PARTICIPANTS:

CREATES OPPORTUNITIES

Central Hawke’s Bay District Council Hastings District Council Hawke’s Bay Regional Council Napier City Council Wairoa District Council

THE INITIATIVE:

IMPROVES SERVICE

High-quality elevation data is an enabling infrastructure that allows accurate mapping and digital recreation of our physical world, both built and natural.

LINZ has secured a funding contribution from the Provincial Growth Fund (PGF) within the Ministry of Business Innovation and Employment (MBIE) for the purposes of funding coordinated capture of provincial elevation data to support regional growth and resilience.

• Collecting a single coverage of LiDAR data for the whole region provides consistent data quality, to a single standard

• Existing datasets may be compared with this dataset for baseline

ADDS VALUE

The result will be a nationally consistent and open dataset covering the majority of New Zealand which will be used by Hawke’s Bay Councils and regional businesses for a range of high-value activities.

• The project provides a central data repository, from which data may readily be requested by the public/organisations • Participating in a national tender gives Hawke’s Bay access to the LINZ PGF co-funding

KEY ACHIEVEMENTS: • Collaboration across five councils to support, engage and evaluate the RFT proposals with the whole of region at the centre of any decisions vs individual region drivers

• Foundational data asset essential to decisions, with the potential to help drive regional economic growth and spur new investment

ECONOMIES OF SCALE

• 59% of cost up to a cap of $1M, for national base specification LiDAR data capture • Presents a significant cost reduction with PGF funding

• Securing up to $1M of funding via LINZ PGF fund.

REDUCES COSTS

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• Avoids duplication of costs that would occur with multiple surveys of the region

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JOINT WASTE MANAGEMENT & MINIMISATION PLAN (WMMP) PARTICIPANTS: Napier City Council, Hastings District Council 84000

THE INITIATIVE: Hastings District Council and Napier City Council jointly own the Omarunui Landfill, which received just over 84,000 tonnes of waste from the combined area in 2016/2017. This waste includes a significant amount of material that could have been recovered for better use.

Hastings District and Napier City Councils’ have agreed an overarching vision and action plan to deliver waste minimisation and resource recovery across Hastings District and Napier city working towards zero waste.

Initiatives that make up the joint WMMP include:

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2013/14

2014/15

2015/16

2016/17

KEY ACHIEVEMENTS:

• Engage closely with iwi to embed the principles of kaitiakitanga throughout the waste plan

• The Joint WMMP was publicly consulted upon in March 2018 across the entire Hastings and Napier regions. As a result, 6,165 submissions were received and considered by the Joint Waste Futures Project Steering Committee prior to amending and formalising the Joint WMMP document

• Forming one combined Napier and Hastings waste team

• Joint procurement process for refuse contracts – awarded October 2019

• Working with commercial, industrial and retail businesses to encourage waste minimisation

• Hazardous Waste collection – jointly planned, managed and resourced (annually).

• Consideration of a local waste levy to help pay for initiatives • Improve data collection and provide results to the public • Establishing a contestable fund to seed-fund waste reducing initiatives.

• Supporting successful community-run waste reducing initiatives • Investigate methods for better dealing with problem products • Continue to lobby central Government on the need to manage waste from the source (e.g. packaging and tyres) • Review each Councils bylaws to align with this Joint WMMP • Enhance the Council kerbside collections • Use available technology to collect data and investigate the introduction of a pay-as-you-throw service in the future.

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THE BENEFITS: CREATES OPPORTUNITIES

• A limited lifespan provides the ‘burning platform’ for change

• 20% increase recyclables diverted IMPROVES SERVICE

• 30% decrease organics to landfill

• Reduces the harmful effects of waste ADDS VALUE

• Community Education Programmes • Action Plan

• To reduce harmful effects ECONOMIES OF SCALE

• To improve efficiency

REDUCES COSTS

• Cost efficiency from a collaborative approach to plan, resourcing and management

• To improve community awareness

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GEOGRAPHIC INFORMATION SERVICES (GIS) PARTICIPANTS: Central Hawke’s Bay District Council Hastings District Council Hawke’s Bay Regional Council Napier City Council Wairoa District Council

Many technologies that underpin GIS have taken leaps forward, leading to dramatic improvements in the speed and capabilities of what and how we model and map.

With the Internet of Things (IOT) and an exponential expansion of sensors, alongside drones and satellitebased Earth observation, geographic data has become much more readily available, leading to live content from sensors and measurement systems from across a city, region, or even the globe.

THE BENEFITS: • Collaborative approach to review the different uses of GIS data to support the future needs of our region

THE INITIATIVE: A geographic information system (GIS) is a framework for gathering, managing, and analysing data. Rooted in the science of geography, GIS integrates many types of data. It analyses spatial location and organizes layers of information into visualizations using maps and 3D scenes. With this unique capability, GIS reveals deeper insights into data, such as patterns, relationships, and situations—helping users make smarter decisions.

The primary purpose of this initiative is to improve our Geographic Information Services to:

CREATES OPPORTUNITIES

• Manage and respond to events IMPROVES SERVICE

• Developed common data structures and infrastructure (storage)

ADDS VALUE

ECONOMIES OF SCALE

• Resourcing is shared across Councils to leverage capability

• Joint Procurement Savings: - LiDAR

• School Bus Route Application Pilot (Hastings and Napier area)

• PGF LiDAR Capture Request for Tender

• Information helps to set priorities based on spatial analysis

• Simplification

• Road Closure Application (Hastings and Napier area)

• Regional Urban Aerial Mapping Project

• Understands Trends

• Helps to gain insight into data that might be missing in a spreadsheet

• Test the future uses of GIS tools undertaking trials in new technologies (IOT) and big data.

KEY ACHIEVEMENTS:

• Problem forecasting

• Provide real time situational awareness

• Create better tools for the public to access, download and visualise data

• Build capability and extend the traditional uses of GIS to support our Councils and Hawke’s Bay region to deliver information and insights to support better decision making, create advantage and drive growth

• Create career pathways • Identifies problems & issues

• Develop region wide data sets accessible by councils and the public

• Educate users about available data, where to find it and how to use the visualisation tools

• Development of a GIS Centre of Excellence

- Aerial Mapping REDUCES COSTS

• Spark Sprint – collaboration group to review opportunities to develop information insights from IOT technology to support improved decision making and drive growth.

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- Software Licencing and maintenance

INFORMATION SERVICES (IS)

THE BENEFITS: • Enables opportunities that are not feasible within each council • Council staff, businesses and rate payers have information to manage, research, analyse plan and process

PARTICIPANTS: Central Hawke’s Bay District Council Hastings District Council Hawke’s Bay Regional Council Napier City Council Wairoa District Council

CREATES OPPORTUNITIES

• Leadership and technical capacity grow through development of shared services • Collaboration leverages expertise and technologies in IS

THE INITIATIVE: Information Services are central to all Council governance, management, services and operations as well as supporting our ratepayers and businesses directly. The Information Services collaboration group are well established and continue to develop, implement and explore possibilities through a partnership approach in the following areas:

IMPROVES SERVICE

• Providing current and reliable information and tools

• Shared roadmaps provide for better planning, capital investment and decision making

• Standardisation – investing in common standards and technology systems to support services focused on our people and residents • Selection – through an integrated & joint procurement approach to common solutions

• Common website interface simplifies use by customers and maintenance

ADDS VALUE

• Region wide thinking and planning strengthens services

• Expertise & Capability – pulling collective expertise and skills enabling better responsiveness to Council and our communities.

• Simplification

KEY ACHIEVEMENTS • Winner ALGIM 2019 Best Digital Project – Hawke’s Bay Shared Web Services

ECONOMIES OF SCALE

• Standardisation of Platforms: Network Services (SD WAN), Office 365, PABX Telephony systems, common tenancy, platform and application alignment (Isovist, IAAS, Web services),

• Resourcing is shared across Councils to leverage capability

• Shared Website Hosting

• Shared Procurement for Licencing, SD Wan, Printers, Mitel PABX roadmap, Aerial Mapping, LiDAR • Shared Capability & collaboration initiatives: HDC IT service desk support to CHBDC, NCC led web services to CHBDC, WDC, HDC & HBRC, HDC developing online forms for NCC, Smart City initiatives and trials, HBRC/HDC/NCC on EIT IT industry advisory board

REDUCES COSTS

• Capital Spend, Software Licencing, Platform & Application Savings

• Collaboration Toolsets: Rollout of Microsoft Teams –a collaboration portal enabling the Hawke’s Bay Councils to manage projects and initiatives across the physical and technical boundaries and shared Microsoft Calendar access across Councils to enable visibility of calendars for making appointments.

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PROCUREMENT PARTICIPANTS: Central Hawke’s Bay District Council Hastings District Council Hawke’s Bay Regional Council Napier City Council Wairoa District Council

THE INITIATIVE: The Councils have identified procurement and contract management as an opportunity to collaborate to support improvement activities and provide direction and consistency in the procurement and contract management approach across the region. To date there has been significant collaboration between the Councils which has mainly focused on activities where the strategic risk is low and there a range of suppliers.

Activities with a high strategic and technical risk have been managed within each Council.

This initiative is also focused on the development of a strategic procurement framework to support our regions objectives and delivers a positive impact on economic, environmental, social and cultural wellbeing for our communities. Specifically:

• Determine priority regional infrastructure projects to test strategic/alliance approach to deliver broader outcomes for region • Develop and implement a strategic and sustainable procurement framework to support the regional collective objectives • Establish the Council’s procurement function as a centre of leadership and expertise.

KEY ACHIEVEMENTS: • Shared procurement engagements for: - Insurance, Internal Audit, Refuse Collection, Recycling, Printers, Property Valuation, Electricity, Gas, Aerial Photography, IT Licencing, PABX Telephony, Telecommunications, Noise Control, Security Services, Parking, IT Network Services and Training.

• Recruitment of a Director Regional Strategic Procurement by the end of 2019

Looking to promote sustainable outcomes when possible

Reduced waste to landfill

ENVIRONMENT

Upskilling long-term unemployed

Making progress on diversity and gender balance

SOCIAL

Playing an active role in the community

ECONOMIC

Market development

Supporting regional growth/engagement in the local economy

Promoting small businesses CULTURAL

Alignment with Māori values

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Engaging with Pasifika businesses

THE BENEFITS: • Meets Councils demand for capital expenditure delivery CREATES OPPORTUNITIES

• Regional Procurement Centre of Excellence building team capabilities • Opportunity to work closely with the Infrastructure Transition Unit and provide linkages back to our regional needs and alignment with commission initiatives • Regional alignment for purchasing • Standardised framework, policies templates

IMPROVES SERVICE

• More effective and sustainable relationships with our partners for services • Best practice • A Strategic Sourcing Approach • Meet Matariki HBRDS and Govt Broader Outcomes for the Hawke’s Bay Region

ADDS VALUE

• Economic • Environmental • Social • Cultural Wellbeing • Time efficiencies

ECONOMIES OF SCALE

REDUCES COSTS

• Shared Capability • System Synergies • Hawke’s Bay Councils have a $1.5B of Capital Spend planned over next ten years • Procurement Savings through collaboration and reducing duplication

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CUSTOMER SERVICES

THE BENEFITS: • Understand our customers better with better systems to track and monitor

PARTICIPANTS: Central Hawke’s Bay District Council Hastings District Council Hawke’s Bay Regional Council Napier City Council Wairoa District Council

CREATES OPPORTUNITIES

• Improved customer experience

THE INITIATIVE: The collaboration group are working towards a co-designed vision and shared goals through open, honest conversation to provide experience, information sharing, learning, and creative thinking.

The Hawke’s Bay councils are at different stages of their customer services journey. This collaboration forum has seen our more mature Councils sharing their customer services journeys, supporting one another with sharing of experience, models and customer service knowledge bases. The teams are committed to aligning their technology roadmaps and platforms which will enable the opportunity to develop solutions that can be implemented on a regional basis.

IMPROVES SERVICE

• Councils leveraging procurement process to transition to common PABX system

• More effective teams with reduced handoffs to Council business units • Improves Councils image

• Allows Council teams to focus on core activity whilst Customer Services manage Level 1 requests ADDS VALUE

KEY ACHIEVEMENTS: • Napier customer services approach and learnings adopted by other (Confluence Knowledge Base)

• Provides pathway for staff to develop their capability to deal with a variety of areas

ECONOMIES OF SCALE

• Alignment of roadmaps for systems and processes allows future consideration of different models • Common systems and processes will enable opportunities in the future to support overflows when required • Procurement opportunities

• Councils support to commence trialling technology to support customer needs (e.g.: chatbots)

• Duplication or work in councils where experience and collateral can be shared

• Most Improved Customer Service Experience Award ALGIM 2019 – Wairoa District Council.

• Procurement advantages through regional collaboration

REDUCES COSTS

• Reduce costs by dealing with queries at 1st customer services contact • Alternative ways for customers to access information

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REGIONAL SERVICES Hawke’s Bay Councils and the following organisations collaborate and focus on the delivery of services and the betterment of our communities.

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MATARIKI – HAWKE’S BAY REGIONAL DEVELOPMENT STRATEGY FOR ECONOMIC AND INCLUSIVE GROWTH KEY ACHIEVEMENTS: • Research support and presence established by the University of Waikato

All Councils: Central Hawke’s Bay District Council Hastings District Council Napier City Council Hawke’s Bay Regional Council Wairoa District Council

• Project 1,000 close to 750 unemployed into jobs • Hawke’s Bay Business Hub activated • Initial access improvements to Port of Napier completed

Key Hawke’s Bay Anchor Institutions:

• Future Foods Conference held • EIT growth study research completed.

For a comprehensive list of achievements please view the Hawke’s Bay Regional Development Matariki Strategy and Action Plan (2016) Summary Document available at www.hbreds.nz.

Hawke’s Bay Regional Development Strategy Matariki Action Plan (MAP) Overview

Central Government: Ministry of Social Development, The Police, Ministry of Education, Ministry of Primary Industries, Ministry of Business, Innovation and Employment, Te Puni Kōkiri, Housing New Zealand (Kainga Ora), Oranga Tamariki.

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Through workforce development plans we will grow people to be work-ready and match them with employee-ready organisations who foster a spirit of lifelong learning across our collective workforce.

Every whānau and every household is actively engaged in growing a thriving Hawke’s Bay economy to support inclusive and connected communities and sustainable and resilient environments.

Pillar 5: Promoting Our Place Attracting visitors, talent, businesses and investment to strengthen and diversify our economy.

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Pillar 2: Employment, Skills and Capability

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Supporting our businesses and industries to grow, be innovative, sustainable and inclusive.

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Pillar 4: Economic Gardening

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15 • HBLASS • Collaboration across Hawke’s Bay - November 2019

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Over 2019 the actions have been refreshed to ensure they better reflect the region’s priorities and needs.

Under the revised Matariki Action Plan (MAP), five pillars of work guide the updated Strategy: Whānau Wellbeing, Employment Skills and Capability, Resilient Infrastructure, Economic Gardening and Promoting our Place. The final MAP will be released by late 2019.

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Creating a thriving society where everyone can participate and make a significant contribution to achieving greater economic growth and productivity for supporting whānau wellbeing.

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The Matariki Regional Development Strategy for economic and inclusive growth (the Strategy) is about working together, through co-design and partnership so every whānau and every household is actively engaged in growing a thriving Hawke’s Bay economy to support inclusive and connected communities and sustainable and resilient environments.

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Iwi and Hapū: Ngāti Kahungunu, Ngāti Pahauwera, Maungaharuru-Tangitū, Tātau o Te Wairoa, Mana Ahuriri Trust, Heretaunga Tamatea Settlement Trust, Ngāti Hineuru, Te Kāhui Ōhanga o Takitimu.

• Hawke’s Bay Māori Tourism network established

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Business Hawke’s Bay, Eastern Institute of Technology, Hawke’s Bay District Health Board, Te Taiwhenua o Heretaunga, Hawke’s Bay Tourism, Hawke’s Bay Airport, Napier Port.

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Hawke’s Bay Regional Development Strategy for economic and inclusive growth

THE BENEFITS:

CREATES OPPORTUNITIES

• Grow Māori participation at all levels across strategy, decision-making, planning and delivery

• The alignment across the region supports improved service from the resources available

• Grow people to be workready and match them with organisations who foster a spirit of life-long learning

• Working together to attract visitors, talent, businesses and investment to strengthen and diversity our economy ECONOMIES OF SCALE

• Strategic thinking and planning to better realise opportunities for the region (to grow our own and attract in) • Recognising the role that key agencies can play in reducing inequity in our region

• Efficiencies from a collaborative approach to resourcing and managing

• Improved collaboration of services within the region to be efficient and effective • Improved service through strengthening our infrastructure and communication channels across local and central Government IMPROVES SERVICE

• Increased focus on inclusive growth – growth that enables the widest range of people and places to be part of, contribute to and benefit from, a thriving region

• Reduced duplication of service(s) REDUCES COSTS

• Efficiencies from regional and social procurement

• Programme Management Services provided through Business Hawke’s Bay provides the opportunity for collaboration across the region • Shared knowledge and understanding; region-wide expertise and collaboration • Strengthens the enterprise support ecosystem across our region • Supports the innovation and entrepreneurship of Māori

ADDS VALUE

• Greater capability and capacity to support our businesses and industries to grow, be innovative, sustainable and inclusive • Focuses on strategic industry sectors to increase specialisation, competitiveness, productivity, innovation and sustainability

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BUSINESS HAWKE’S BAY PARTICIPANTS: Central Hawke’s Bay District Council Hastings District Council Napier City Council Hawke’s Bay Regional Council Wairoa District Council Other Strategic & Commercial Business Partners

THE INITIATIVE: Governed by an active volunteer board drawn from leading Hawke’s Bay organisations Business Hawke’s Bay (BHB) is a business-led economic development agency with a region-wide focus; providing business leadership and support for business and economic growth. BHB is funded by key partners; local councils, central government and the business community, and functions as an incorporated society.

Supporting the growth of the Hawke’s Bay’s economy and business, and also contributing as the programme manager for Matariki, Hawke’s Bay Regional Development Strategy and as a lead agency on the Matariki Action Plan economic development objectives.

BHB works to Attract, Build and Connect the business community.

KEY ACHIEVEMENTS: • Activation of Hawke’s Bay Business Hub to connect and engage businesses and host a range of business support agencies, with over 27,000 connections with the Business Hub to date • Future Foods Conference 2018 • Land Diversification Event 2019 • Partnering on the development of a regional skills attraction strategy for Hawke’s Bay • Bi-monthly e-pānui newsletter connecting the region, sharing news, successes and events • Matariki programme management, completion of the MAP refresh • Start-Up support ecosystem including SODA Inc partnership and facilitating the CO.STARTERS programme to support entrepreneurs, start-ups and new businesses • Regional Co-ordinator for TechWeekNZ • Business and talent relocation and ongoing connection and support • Governance Group of Hawke’s Bay Food Innovation Hub since inception.

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THE BENEFITS: • Brings a neutral region wide focus – to strategic opportunities for the region

• Hawke’s Bay Business Hub, Co-working space for business support agencies and collaboration with Hub members

• Helps Hawke’s Bay to compete more effectively in inwards investment, skills and business attraction activities

• Well-connected with the business community, councils, local and central government agencies

• Profiles our region on the national stage CREATES OPPORTUNITIES

• Works to eliminate duplication of services across regional economic development services • Lead agency in delivery of Matariki HBRDS economic pillars (4&5)

IMPROVES SERVICE

• Development and support for specific sectors – eg agribusiness, agritech, food & beverage Including land diversification and future foods), tech and digital, start-ups and new ventures ecosystems

• Programme management and secretariat for Matariki HBRDS ECONOMIES OF SCALE

• Convenor and co-ordinator of initiatives for the Think Hawke’s Bay group, including economic development Council leads, for attraction of business, talent and investment.

• National connections eg Economic Development NZ Board, Sheep & Goat Dairy National Working Group, Hemp Industry Collective

• Grow capability/capacity of businesses • Brings outside thinking to region to support key industries and innovation (e.g. Future Foods ‘18, Innovation and Entrepreneurship conference in November ’19) ADDS VALUE

• Strengthens the enterprise support ecosystem across the region • Great Things Grow Here stakeholder board

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REGIONAL TRANSPORT COMMITTEE PARTICIPANTS:

KEY ACHIEVEMENTS:

Central Hawke’s Bay District Council Hastings District Council Hawke’s Bay Regional Council Napier City Council Wairoa District Council New Zealand Transport Agency Napier Port NZ Police Other key transport partners as advisors

• Re-establishment of the Napier – Wairoa rail line

THE INITIATIVE: The Regional Transport Committee has been working together for more than 13 years to understand Hawke’s Bay transportation system and develop plans supporting the region’s economic development, population, social and environmental requirements.

Increasing scope and complexity, such as the growth in volume at Napier Port requires significant long term planning for efficient and safe transport around Hawke’s Bay. The group are now focused on the delivery of an integrated transport plan and one network operative plan for the region.

• The introduction of the walking and cycling network through iWay and regional cycling strategies • The Pakowhai-Links Intersection upgrade on the HB Expressway • The new Whakatu Arterial Link road – Te Ara Kahikatea • The Watchman Rd-Airport Roundabout intersection upgrade.

• Significant safety upgrades on SH2 (south and north) and improvements currently underway on HB Expressway - Completion of Meeanee and Kennedy Road Overbridges - Completion of Matahorua Gorge - Completion of Taihape Road Seal Extension - Completion of Prebensen Drive - Completion of Watchman Road Intersection Improvements - Implementation of HPMV Bridge Strengthening Programme (Ongoing) • Safety Improvements Projects and other Public Transport Initiatives • PGF funding to upgrade Route 52 between Waipukurau and Porangahau.

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THE BENEFITS: • To work together within Hawke’s Bay to ensure aligned, integrated planning and joint solutions to cross-district issues CREATES OPPORTUNITIES

• Ensures region works closely with neighbouring regions to ensure that issues are jointly managed

• The land transport system with Hawke’s Bay and beyond depends on safe and efficient linkages across regional and territorial boundaries ECONOMIES OF SCALE

• Considers region’s social, economic and environmental drivers from a transport perspective

IMPROVES SERVICE

• Aligned, integrated planning with the One Network Road Classification (ONRC) to ensure consistent standards across routes

REDUCES COSTS

• The Regional Transport Strategy ensures, as far as possible consistency of priorities and levels of service across the region

• One strategy serves the five councils and avoids the need for each Council to prepare its own document

• Develops priorities for the region’s transport needs and strong support for attracting partnership funding from NZTA

ADDS VALUE

• It tells “one story” for the region and reduces the potential for conflicting interests to override successful funding applications

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HAWKE’S BAY TOURISM KEY ACHIEVEMENTS: • Direct spending by visitors hit $664m year-end July 2019, tracking at 3.1% annual growth • An average 4.2% annual growth has been achieved over the last 3 years, resulting in a total of $78m new tourism spend over the last three years

PARTICIPANTS: Central Hawke’s Bay District Council Hastings District Council Napier City Council Wairoa District Council Hawke’s Bay Regional Council

THE INITIATIVE: Hawke’s Bay Tourism is an industry-led initiative that promotes the region of Hawke’s Bay as a destination first; then focuses on the attractions of each city/area.

The regional thinking, planning and marketing has proven highly effective with growth, in both numbers of tourists and the amount they spend, exceeding the national average.

Each council works with Hawke’s Bay Tourism on a day-to-day basis to communicate what is happening, what’s coming up and keeping everyone informed.

The Hawke’s Bay Tourism team works closely with councils to ensure marketing and management of infrastructure and services are aligned. With specific funding from CHBDC, Hawke’s Bay Tourism employs a Central Hawke’s Bay Tourism Coordinator as a champion for tourism marketing and development in the Central Hawke’s Bay region. Tourism spend in Central Hawke’s Bay has grown by 23% in the last 3 years, ahead of the regional growth rate of 13%.

Initiatives involving Hawke’s Bay Tourism include the continued development of the Spring Fling festival, the Little Easy cycle event at Easter, and the ongoing focus on developing and promoting travel trade-ready products which has recently included attendance

by Central Hawke’s Bay at the ‘Explore’ trade show in Auckland alongside other Hawke’s Bay tourism businesses. In Wairoa, council staff assist in the development of tourism.

• International visitors spent $172 million in the year to July 2019, 5.5% year-on-year growth • Approximately 8% of regional GDP is derived from tourism • An additional 420,000 visitor nights have been spent in Hawke’s Bay in the last three years across commercial accommodation and peer-to-peer channels • Jetstar flying to Hawke’s Bay led to increased air capacity from Air New Zealand and lower fares, resulting in a 37% increase in passenger movements through our airport • Tourism employs over 6,200 people in Hawke’s Bay • An additional 880 new jobs were generated in the 2 years to June 2018 which supports the key goal of Matariki Regional Economic Development Strategy • 550 new employees across the hospitality sector have been created – these are entry level jobs supporting school leavers and our young people.

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THE BENEFITS: • A region-wide view of what Hawke’s Bay has to offer attracts more diverse travellers.

CREATES OPPORTUNITIES

• Shared knowledge and understanding of tourists, tourism providers and councils’ services and infrastructure creates a cohesive offer for tourists

• A region-wide approach to marketing provides access to media, tradeshows and tourism industry opportunities that would be challenging for any one council • A cohesive long term vision and plan for Hawke’s Bay as a destination

• Development of comprehensive information about the region ADDS VALUE

• A collaborative approach to planning, decision-making, events, implementation and issues

• Tourists choose to see and experience all that Hawke’s Bay has to offer

IMPROVES SERVICE

• Development of industry leadership and marketing capacity

• Greater coordination and alignment between marketing and management of tourist experience

• The tourist spend has grown by 7% in the past year • The alignment across the region supports more and improved service from the resources available

ECONOMIES OF SCALE

• All areas of Hawke’s Bay benefit from the growth in tourist numbers and tourist spend • All areas of Hawke’s Bay have access to expertise and promotion • Effective use of funds to support growth in tourism vs duplication

REDUCES COSTS

• Efficiencies from regional procurement: e.g. media

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CIVIL DEFENCE EMERGENCY MANAGEMENT GROUP PARTICIPANTS:

KEY ACHIEVEMENTS

Napier City Council Hasting District Council Hawke’s Bay Regional Council Central Hawke’s Bay District Council Wairoa District Council

• Significant improvements in culture, leadership and capability verified through external monitoring and evaluation • Agreement to move to a single regional targeted rate which is the same for every ratepayer • Cost savings that allowed for increased capability and capacity across the spectrum of Civil Defence Emergency Management

THE INITIATIVE: Hawke’s Bay has a population of 160,000 residents in an area bounded by ocean to the east and mountain ranges to the west with numerous rivers flowing across the land. There are many challenges to consider in planning, preparing for, educating, and executing civil defence.

The nature of community expectations to emergency response is changing, and as a consequence from 201819, the Hawke’s Bay CDEM Group is now funded by a single regional rate. This completes that consolidation of CDEM Group as a shared service across all councils with in the Hawke’s Bay region which started in 2017 with the consolidation of all individual council staff in this area working in the same organisation under one manger. With savings from this approach, the focus is on strengthening civil defence capability with more focus on public education and information during an event along with building the resilience of individuals and communities to help themselves.

• The rebuild of the Hastings and Group Emergency Coordination Centre • Development of a regional CDEM Volunteer Strategy with consistent recruitment, training and roles across Hawke’s Bay • Community Resilience Planning and Education across Hawke’s Bay based on the risk faced by communities • Hikurangi Response Plan and Rapid Relief Projects utilising significant contestable external funding • Service Level Agreements with Group Members to clarify roles and responsibilities • An agreed and common operational response framework across all Hawke’s Bay councils • Common training and exercising for council employees allowing for greater interoperability between council in an emergency.

The coordination of personnel, communications, resources and activities is essential and these components are critical to minimise the impacts of an emergency. The new model allows our CDEM Group to operate a shared and cohesive service to national agencies and the emergency services to meet the responses to an emergency that may occur.

The new approach was driven by the Mayors and Chief Executives to help accomplish outstanding levels of service and response to emergencies.

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THE BENEFITS: • Increased trust, visibility and credibility allow for effectiveness within council relationships and with the public

• Bigger picture thinking allows for a five-year strategy and adaptability to change • Improved understanding of what comprises Civil Defence Emergency Management to give clarity to roles and responsibilities, enhancing the vision throughout all levels of the Councils CREATES OPPORTUNITIES

• More cohesion to create the opportunities to develop leadership and technical capacity; mentoring

• Region-wide access to technical expertise and shared knowledge

ADDS VALUE

• A collaborative approach to issue identification, planning, decision-making and decision implementation resulting in greater capability and capacity to prepare, educate, and respond

• Created a new team approach and environment where effective delivery of common training and exercises occurs • Improved interoperability between councils thereby increasing professional capability and capacity

• Increased efficiencies from a collaborative approach to resourcing and managing emergency responses

• Improved access to resources in supporting readiness and response to smaller communities IMPROVES SERVICE

• Unified vision about how the service will operate in an event, reducing risks where there would be significant consequences

• Civil Defence Emergency Management is working well and has established an excellent platform for future development

ECONOMIES OF SCALE

• Better purchasing for resources to be used across the region where these could not be afforded by individual councils • Increased ability to support Council BAU activities through combined regional resources

• Training provided to keep people informed, skilled, and current

• Less duplication of service and effort, and a stronger alignment across the region supports an improved service from the existing available resources

REDUCES COSTS

• Procurement for one regionwide group increases savings for reinvestment • Savings are reinvested in strengthening the capability and capacity of the service, technologies and tools and infrastructure

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CLIFTON TO TANGOIO COASTAL HAZARDS PARTICIPANTS:

KEY ACHIEVEMENTS:

Napier City Council Hasting District Council Hawke’s Bay Regional Council Groups representing mana whenua and/or tangata whenua through a joint committee

• Coastal inundation, coastal erosion and tsunami hazards and associated risks mapped and quantified for strategy area

THE INITIATIVE: The Clifton to Tangoio Coastal Hazards Strategy 2120 provides a framework to guide and direct the assessment and implementation of preferred options for the long term management of the coast between Clifton and Tangoio to ensure that “Coastal communities, businesses and critical infrastructure from Tangoio to Clifton are resilient to the effects of coastal hazards”.

The coastal hazards of erosion and inundation present increasing risks over time to public and private property, cultural sites and areas, recreational use, business and tourism and infrastructure services. This regional and cross-boundary approach supports community-specific responses within a broader aligned strategy to achieve greater resilience.

• Collaborative community-led process completed, with 100-year pathways defined for each priority unit of the coast • Successful Cross-Council and Iwi collaboration project • Improved engagement with affected communities, leading to greater understanding of coastal hazards risks and explained planning horizons, allowing for consideration of managed retreat as a response to increasing risks • National and international (profiled by the OECD) recognition for the project as an example of community-led planning for coastal hazards risks and the effects of climate change.

The scope of the strategy is to: • Assess coastal hazards risks between Clifton and Tangoio for the period 2016 to 2120; • Working collaboratively with affected communities and stakeholders, develop responses to those risks by identifying 100 year adaptive “pathways” for priority parts of the coastline; • Develop an implementation plan for the pathways to determine consenting issues, detailed cost and design, funding arrangements and other matters; • Implement the selected adaptation option(s) in a coordinated and planned manner that will provide the best overall outcome for the Hawke’s Bay community.

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THE BENEFITS: • A region-wide approach creates alignment across councils

• Solutions that may be used in multiple locations

• Bigger picture thinking

CREATES OPPORTUNITIES

• Coast and settlement-specific solutions that complement one another

• Efficiencies from a collaborative approach to resourcing and funding REDUCES COSTS

• Increased professional capability and capacity

• Coordinated investment in infrastructure

• Less duplication and repetition of effort

• Opportunity to further expand to a ‘Climate Adaptation’ programme

• Improved service

IMPROVES SERVICE

ECONOMIES OF SCALE

• Efficiencies from procurement for one region wide group

• Team approach and environment

• Shared knowledge, understanding and region-wide access to technical expertise • Increased trust, visibility and relationships ADDS VALUE

• A collaborative approach to planning, decision-making, implementation and issues • Opportunities to develop leadership and technical capacity

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HAWKE’S BAY DRINKING WATER GOVERNANCE JOINT COMMITTEE & WORKING GROUP PARTICIPANTS: Napier City Council Hasting District Council Hawke’s Bay Regional Council Central Hawke’s Bay District Council Wairoa District Council Hawke’s Bay District Health Board

THE BENEFITS:

CREATES OPPORTUNITIES

• Programmes and initiatives to protect and enhance drinking water quality, quantity, safety and reliability

THE INITIATIVE: The Committee was established to provide governance oversight of the Joint Working Group (JWG) following the Government’s Inquiry into the Havelock North Water Supply. The Joint Working Group (JWG) was tasked to implement the Inquiry’s 17 initial recommendations.

As this group has evolved it has become an ongoing forum for regional collaboration and decision making.

The Committee’s principal focus is on drinking water however this is not considered in isolation from other fresh water management issues

• Governance oversight to implement recommendations from Havelock North Inquiry IMPROVES SERVICE

• Improving and maintaining inter-agency working & collaboration

KEY ACHIEVEMENTS: • Secured Protection Zones in the TANK area

ADDS VALUE

• Water is taonga, the lifeblood of the land and people

• Development of a communications plan to outline how messages and information is shared consistently including the development of a hierarchy of emergencies • Havelock North reticulation and distribution systems assessment and risk mitigation plans • Monitoring and testing regime implemented • GNS report on water aging completed

ECONOMIES OF SCALE

• Water Safety plans completed by all four territorial authorities

• Less duplication and repetition of effort

• Tuki Tuki taskforce developed for Central Hawke’s Bay self supply issues • HBDHB six monthly updates on issues they are experiencing at implementation visits.

• Strategies, priorities and implementation monitoring for drinking water management

REDUCES COSTS

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• Efficiencies from a collaborative approach to resourcing and managing

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LOOKING FORWARD There is a renewed enthusiasm and momentum to continue building trust, relationships and to further explore opportunities that will improve service and value across the Hawke’s Bay. As the collaborative approach continues to develop and becomes the normal way of operating, co-creating a shared vision for Hawke’s Bay services emerges.

Our leader’s continued commitment to develop and embed a culture of collaboration is what does and will continue to set us apart from other regions. Developing our collective strategic capacity from available resources and achieving our strategies by working together, through co-design and partnership so every whānau and every household is actively engaged in growing a thriving Hawke’s Bay economy to support inclusive and connected communities and sustainable and resilient environments.

We continue to focus our initiatives to support: • A region wide view of our customers, service requirements and effective service delivery models • Shared and consistent policies, knowledge and understanding • Increased technical and strategic capacity from sharing professional and technical expertise • Development of leadership and expert knowledge and experience and mentorship • Collaborative planning, decision making, implementation, learning and problem solving • Delivering better strategic outcomes through joint procurement • Utilising smart technologies to better support community outcomes • Development of deeper insights into data, such as patterns, relationships, and situations – supporting our communities to make smarter decisions.

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