LAPA Strategic Plan - our future direction. Background From humble beginnings LAPA is a huge achievement for those founding members Successful in terms

LAPA Strategic Plan - our future direction

Background• From humble beginnings LAPA is a huge achievement for those founding

members

• Successful in terms of the vision in 2006

• Association based on member support

• Changing workplace and local government environments

• Challenge for LAPA is to remain dynamic and responsive to these changes

• Meeting the change needs of our members

• Survey of members

Today

• Sharing learning’s from the survey

• Re-focussed strategic issues

• Priorities over the next 12 - 24 months

Where does our vision come from.....

• Original Incorporated Society Rules– Feature aims, objectives and functions

• In 2010 a Strategic Plan was created with the executive driving the objectives and functions

• 2010 – 2013 years

• Greater clarity and priorities have been sought by the Executive to drive the future of the association

• Need to reconfirm these priorities

LOCAL AUTHORITY PROPERTY ASSOCIATION VISION

To provide a forum for co-operation and information sharing between all persons involved in Local Government Property and to

represent members’ professional interests

ATo promote the status of Local

Authority Property Activities

B To provide a

national perspective on Local Authority Property Issues

C To foster the

exchange and dissemination of information

amongst members

D To

establish liaison with appropriate

organisations

E

To promote and support

conferences, seminars and educational

opportunities for members

Strategies: to achieve our vision

Survey

• 89 responses

• Well rounded – good answers

• No real surprises

• Confirmed our understandings of members

ATo promote the status of Local Authority Property

Activities

LAPA’s profile is maintained and

strengthened within and outside of local

authorities, with a diverse membership

across local authorities and complementary

organisations.

LAPA’s professional integrity and quality of services are increased to legitimise the future

of LAPA

LAPA is recognised as the primary organisation

representing Local Authority Property

Professionals.


Outcomes: What our visions looks like

What did you tell us

• As an association we are doing well - nearly 50% good or great - nearly 50% thought we were doing ok or could do better- Feedback was constructive and positive

• We could do more (lots more)- Consistent with already proposed direction- Promotion- Promoting who LAPA is and what we do

• Future members, within Local Government and complementary organisations

Priorities next 12 – 24 months...

• Increased and structured communication process• Minimum quarterly updates• Focussed on national issues, legal updates, training

opportunities and organisations/industry updates

• More proactive promotion • Promotion in the industry• Developing opportunities for seeking new members within

organisations – making people aware we are here• Raising the profile

BTo provide a national perspective on Local Authority

Property issues

LAPA informs its members of key national issues that affect Local

Authority Property

Advocate and facilitate opportunities for Local Authority issues to be resolved/escalated to

complimentary organisations



What did you tell us..

• Over 90% of respondents confirmed this was LAPA’s role

• That you wanted regular updates on national issues, legal opinions and updates

• Greater use of members skills to provide feedback on legislation or standards reviews

• Communicating updates to members

• Establishment of Technical Advisory Group• Robert Cant

• Already working through issues• LINZ Best practice standards – Wendy O’Neill

• Feedback on issues to LAPA• Establishing communication process


CTo foster the exchange and dissemination of

information amongst members

Regional LAPA forums are active with members

strengthening relationships and

dispersing information to LAPA members

LAPA members promote LAPA activities

and LAPA builds internal capacity

through the use of its own members



What did you tell us..

• Overwhelming response for regional forums to occur

• Make greater use of list-serv to answer questions and share information

• Area for greater work

• Willing to get involved – work through how to progress. Contacting in new year

• Establishing support structures for Regional Forums to ensure success

• Administration support • Development of Regional Champions

• List-serv/ LG Connect• Lapa@lgconnect• Clarifying access and how to connect


DTo establish liaison with appropriate organisations

Developed relationships are

leveraged to increase LAPA’s profile and opportunities for members and organisation development

Partnerships are developed with complementary

organisation’s for opportunities for

collaboration, professional

development and efficiency to occur.



What did you tell us...

• Increased collaboration with complementary organisations- Training opportunities, information sharing

• Identified organisations for future discussions to occur- Follow up with members

• Focus on opportunities as they arise

• Family of Sponsors

• Focussing on education, professional development opportunities


ETo promote and support conferences, seminars and

educational opportunities for members

A programme of training opportunities, which seeks to promote the

benefits of LAPA membership and covers key property issues is developed for LAPA’s

members.

LAPA recognises members national

successes and industry best practice, with

complement LAPA’s aims and objectives.

An accreditation programme is

developed to increase the legitimacy of

LAPA membership and provide industry

recognition of personal

achievement.



What did you tell us...

• Training • More training opportunities, notification of and

opportunities for LAPA discounts

• Awards and recognition• As an industry we should be recognising best practice

and success of our members

• Accreditation• Industry recognition of skills and experience through

post nominals or an accreditation scheme

• Not reinventing the wheel• Already existing opportunities• Seeking benefits for LAPA members – eg discount• Programme of training opportunities

• Accreditation• Establishing a project team to further develop this over

the next 12 – 24 months


From here...

• Lots of opportunities

• Understanding what the real priorities are

• Time and resources

• Member support is integral for success

Looking for help...

1. Communications Group

2. Technical Advisory Group

3. Professional Development Group

4. Accreditation Development Group

Feedback...

In groups 5 – 6 discuss and summarise thoughts.

Have a note taker record your thoughts

LOCAL AUTHORITY PROPERTY ASSOCIATION VISION

To provide a forum for co-operation and information sharing between all persons involved in Local Government Property and to

represent members’ professional interests

ATo promote the status of Local

Authority Property Activities

B To provide a

national perspective on Local Authority Property Issues

C To foster the

exchange and dissemination of information

amongst members

D To

establish liaison with appropriate

organisations

E

To promote and support

conferences, seminars and educational

opportunities for members


Prize draw

Thank you

Documents

LAPA Strategic Plan - our future direction. Background From humble beginnings LAPA is a huge achievement for those founding members Successful in terms