LGMA Overseas Manager(s) Exchange Report 2009

Aotearoa (The Land of the Long White Cloud)

For: LGMA Board of Directors Submitted for Approval By: Allan Chabot (City of Fernie) and Cleo Corbett (Town of Golden) Date: December 26, 2009

Introduction The LGMA Overseas Manager Exchange Program, a partnership with the New Zealand Society of Local Government Managers, has been running for the past 3 years. The Program is a partnership designed to provide an opportunity for an LGMA member to enhance his or her skills, knowledge and experience by hosting a local government manager from New Zealand and then traveling to New Zealand to visit local governments there and attend the Society‟s annual conference. Because the program covers the cost of travel to New Zealand for a local government manager and their partner, Allan Chabot, CAO, City of Fernie and partner Cleo Corbett, Manager of Development Services, Town of Golden submitted their application as a “two for the price of one” deal. They were successfully chosen to participate in the 2009 Overseas Manager Exchange. The New Zealand Society of Local Government Managers selected Andrew Feierabend, Manager of Environmental Services from the Hurunui District of the South Island, New Zealand located north of Christchurch as the outbound candidate. This report focuses on the BC managers‟ trip to New Zealand and highlights the learning objectives for the exchange and outlines how they were fulfilled. Andrew and his wife Sally traveled to BC on May 29, 2009. They visited Fernie, Golden, Sparwood, Elkford, Banff and then Nanaimo for the 2009 LGMA Conference. The British Columbia portion of the exchange is described in Appendix 1 to this report. The packed itineraries for both trips were designed by both couples over email and the phone before the respective exchanges. Executive Summary The LGMA and SOLGM Exchange Program provided the Managers with an exceptional and professional learning experience. The Managers from both countries share passions surrounding the same issues. Intense and well planning itineraries were designed collectively to fulfill each parties learning objectives. The Exchange brought together a community of local government that showed how managers, communities and countries could learn from one another and seek new practices or solutions to common challenges. During the Exchange, the Managers met with representatives of the Hurunui, Waimakarari, and Kaikoura District Councils, Environment Canterbury, Hanmer Springs Village and Thermal Pools and Spa, TransWaste Canterbury, and Pegasus Town. The Managers‟ discussions covered a broad range of topics including: growth management and land development; tourism, solid waste and recycling; asset management; recruitment and retention and human resources; the environment and resource management; climate change adaptation; affordable housing; aboriginal relations; and council / staff relations. The formal part of the Exchange was concluded by attendance at the New Zealand Society of Local Government Managers‟ annual conference in Palmerston North. It was inspiring to meet Local Government Managers from across the world that were so passionate and dedicated to providing quality services to their communities. The following report will highlight the many of the places visited and lesson learned on the New Zealand Exchange. Learning Objectives Both BC managers currently work in small communities. Their workplace environments are ones where they are constantly faced with a wide variety of challenges and issues that require a broad range of skills and creativity to address in part due to the limited staff resources available in smaller

communities. These challenges and the range of issues that confront local government managers in small communities is a large part of what makes their work so rewarding. With practical experience working in local governments including Prince George, Invermere, Tofino, Ucluelet and more recently Fernie and Golden, Allan and Cleo have developed a special interest and skills and knowledge in regards to traditional resource-based communities that have evolved into resort communities and the issues that confront them. Being aware of the issues and opportunities that face BC resort communities, they were eager to learn how New Zealand local governments were addressing complex issues such as community sustainability, affordable housing, greenhouse gas reduction and climate change adaptation strategies, land use planning and growth management, economic development and intra-organizational issues such as council/staff relations, labour relations and recruitment and retention of staff. New requirements in BC respecting tangible capital assets and asset management were areas where the managers believed they could learn from current practice in New Zealand. The manager‟s described a long list of desired learning objectives in their Overseas Manager Exchange Application that included:

1. Sustainable planning initiatives; 2. Climate Change adaptation; 3. Aboriginal relations; 4. Land and resource management; 5. Labour relations; 6. Council/staff relations; 7. Affordable and attainable housing initiatives; 8. Tourism economies; 9. Local and regional economic development initiatives; 10. Taxation policy and revenue sources; 11. Infrastructure planning and Capital Asset Management; 12. Demographic trends; and 13. Staff recruitment and retention.

While in this report the Managers describe in detail what they learned during the exchange some of the benefits are less tangible and reside in their heads and hearts. The exchange, for them, has built a bridge within the global community of local government and inspired them to seek new solutions to old problems. Topics, such as asset management, that have been thoroughly covered in past Exchange reports and will only be briefly discussed in this report. Places Visited and Lessons Learned Hurunui District and Local Government in New Zealand In New Zealand, the Managers were hosted by Andrew Feierabend, Manager of Environmental Services for the Hurunui District Council, his wife Sally and their daughter Bridget. During the exchange they enjoyed many good conversations, outings and general merriment with the Feierabend family intermixed with a more than appropriate amount of learning. The Hurunui District, located on the East Coast of the South Island, New Zealand, has a land area comprising 8,646 square kilometres and is represented by a regional form of local government. Although the District is large in area it has the smallest population of a regional government area in New Zealand.

The District has 14 communities within it, represented by six representatives elected on a ward basis, with ward populations ranging from 930 to 3700 people, and one mayor elected at large. The land use is primarily rural and the climate ranges from unique coastal microclimates to alpine, a testament to its diverse landscape. While the District has only 10,800 people it is home to more than 1.6 million sheep, 200,000 cows, 34,000 deer and a number of various and sundry farmyard animals including chicken, swine and the ubiquitous Australian possum. Australian possum were brought to New Zealand to start a fur trade and soon became a major national nuisance due to the absence of natural predators (the only land-based mammal native to New Zealand is the bat). The highways are littered with roadkill possum and traps and poison set up for possum can even be found in national parks and scenic reserves.

The District is also home to agricultural activities including grape-growing (the most predominate agricultural industry), olives, hazelnuts, asparagus, barley and wheat. Forestry and fishing are also relatively large industries in the District. It is striking how intensively farmed or managed the landscape is not only in the District but in all of New Zealand. Outside of urban areas, parks and scenic reserves it seems as though almost every last piece of arable land is being put to use. Unlike forestry in BC, the entire forest in New Zealand seems to be under some intensive management regime including replanting, thinning and fertilisation. Tourism plays a major role in the District with its mountain passes, thermal

reserves and stunning coast line. After farming, agriculture and forestry, the tourism hospitality industry is the second largest employer, anchored by key attractions including Pacific Ocean beaches, recreational lakes and Hanmer Springs that has unprecedented growth in the tourism sector New Zealand wide. While New Zealand is a British Commonwealth country like Canada, its system of government has evolved in different ways. In 1867 the central government of New Zealand abolished provinces, leaving two levels of government there, central and local. Local governments in New Zealand have undergone a number of reforms with perhaps the most extensive overhaul occurring in 1989. Prior to 1989 there were more than 900 local government units (local councils and special purpose districts), after the reform their number was reduced to 741 comprised of thirteen regional governments and 61 urban municipalities. The 1989 reform, driven by central government, was to promote accountability and efficiency in the delivery of local government services. Because of the absence of provinces in New Zealand, local governments there have authority and responsibility for resources, environmental management, health and social programs that are not within the ambit of local governments in BC. While in BC we have provincial ministries for land,

1 The number of local governments continues to change as restructuring plans such as the Auckland Super-City reform continue today wherein eight local councils

will be amalgamated into one.

water and air protection, forests and health, in New Zealand the responsibility for those things resides with regional and large urban local government organizations. After attending a meeting of the Hurunui District Council the Managers came away feeling that the issues, challenges and opportunities faced by local government councils and staff in New Zealand were not that different than those faced here in BC. However, two agenda items stood out and are worth mentioning here. One was the affirmation that preceded the meeting and the other was the requirement to have adopted a significance policy that guides the council on whether or not an issue requires consultation with the community before a decision is made. The affirmation reminded Allan of the days when he was on a council (some time ago) where the meeting was preceded by a member offering an opening prayer. While they were most often non-denominational they gave council pause to reflect on the true meaning of the role they were elected to play. Following is the Hurunui agenda affirmation: ‘WE PLEDGE THAT WE WILL FAITHFULLY AND IMPARTIALLY USE OUR SKILLS, WISDOM AND JUDGEMENT THROUGHOUT THE DISCUSSIONS AND DELIBERATIONS AHEAD OF US TODAY IN ORDER TO MAKE RESPONSIBLE AND APPROPRIATE DECISIONS FOR THE BENEFIT OF HURUNUI DISTRICT AT LARGE. WE COMMIT INDIVIDUALLY AND AS COUNCIL TO THE PRINCIPLES OF INTEGRITY AND RESPECT, AND TO UPHOLDING THE VALUES THAT WE BELIEVE DISTINGUISH AND ENRICH OUR DISTRICT.’ In 2002, local governments in New Zealand were required to adopt „significance policies‟, that are intended to provide guidance to and direct local governments to a necessary and appropriate amount of consideration, disclosure, consultation and community involvement prior to making a decision on a matter. The following extract from the Hurunui District Council‟s significance policy appears on the inside front cover of every Council agenda package: The Council, in considering each matter, must be: a. Satisfied that it has sufficient information about the practicable options and their benefits, costs and impacts, bearing in mind the significance of the decisions b. Satisfied that it knows enough about and will give adequate consideration to the views and preferences of affected and interested parties bearing in mind the significance of the decisions to be made Questions a. Does Committee have sufficient information about the issue, proposal, decisions or other matter? b. Does the issue, proposal, decisions or other matter: – affect all or a large portion of the community in a far-reaching way? – have a potential impact or consequence on the affected persons (being a number of persons) that is substantial? – have financial implications on the Committee’s resources that would be substantial? – generate (or would be expected to generate) a high degree of controversy? – fail to flow logically or consequentially from a decision in the Hurunui Community Plan?

Evaluation Council officers preparing these reports will have regard to Council’s policy on significance. Council, Committee and Community Board members will make the final assessment on whether the subject under consideration is to be regarded as being significant or not. Unless Council a Committee or the Community Board explicitly determines that the subject under consideration is to be deemed significant then the subject will be deemed as not being significant. While each local government may adopt its own policy on significance, oversight is provided by the Office of the Auditor General who has concluded that they require improvement to serve their stated purpose of ensuring democratic local decision-making by and on behalf of communities. Because consultation can sometimes be regarded as onerous there has been a tendency to view many issues as not significant thereby bypassing opportunities for meaningful dialogue and contact with the communities elected councils are expected to serve. Another matter of interest to the Managers regarding local government in New Zealand was their ability to select from two electoral systems to elect local representatives. Since 2001, local governments in New Zealand can select from a „first past the post‟ or „single transferable vote‟ system for local elections. Once a selection has been made the chosen system must be used for at least the next two triennial general local elections. The Hurunui District continues to use the first past the post system of election. Under the Resource Management Act each district council in New Zealand must adopt a District Plan that sets out how a council will manage the district‟s natural, physical and built resources for now and the future fostering long-term sustainability. Along with that, they must also adopt Long Term Community Plans that consider social, environmental, economic and cultural wellbeing, an annual plan (budget) and an annual report. On the whole, these requirements are not that dissimilar from the requirements in BC for local governments to adopt an official community plan that includes environmental, social and economic sustainability elements, a five-year financial plan and an annual report. Local government reform in New Zealand has led to the granting of relatively new powers of „general competence‟ that are not unlike the „natural person powers‟ conveyed on BC local governments by the Community Charter in 2004. Recognizing that local government powers in New Zealand were too prescriptive the legislature granted them broad powers in order to work more flexibly and to be responsive to local community needs. One notable difference in these broad powers is the express requirement for contributions to decision-making by New Zealand‟s first nations‟ people. Not only must a local government “establish and maintain processes to provide opportunities for Maori to contribute to the decision-making processes of the local authority” and “Provide relevant information to Maori” but it must also make provision in its long-term council community plan to “set out any steps that the local authority intends to take, having considered ways in which it might foster the development of Maori capacity to contribute to the decision-making processes of the local authority”.2

2 Local Government Act 2000

New Zealand Society of Local Government Managers (SOLGM) 2009 Annual Conference – Palmerston North, September 6-8. After two nights in Wellington, New Zealand‟s capital, it was north to „Palmie‟ for the SOLGM Annual Conference. The Conference theme Leading in Challenging Times transcended international boundaries as many of us here in BC local governments are also adjusting to a changing world and challenging economic times. The Conference was kicked off with a traditional Maori „powhiri‟, a ceremony of welcome extended to visitors by New Zealand‟s indigenous people. A powhiri is intended to ward of evil spirits and unite both visitor and host in an environment of friendship and peace.

The word powhiri includes two important concepts to the Maori: Po can be translated as a venture into the "unknown" or a new experience, Whiri is derived from the term Whiriwhiri meaning the act or experience of exchanging information and knowledge. A perfect start to an exchange conference intended to broaden the Managers‟ knowledge, experience and skills in local government. Indeed, throughout the Conference most presenters offered a Maori greeting, honouring the native peoples or started with the traditional Haire mai, Haire mai, Haire mai (welcome, welcome, welcome). The Conference had as master of ceremonies the Topp Twins,

sisters Lynda and Jools Topp who added fun and frivolity to the proceedings despite the Conferences „challenging‟ theme. Famous for their yodeling, side shows and hosts of a popular television show at home, the Twins have had highly successful tours to Australia, Canada, the USA and Great Britain. They are dubbed as national treasures and the „country‟s finest artistic export since lamb cutlets.‟ After the powhiri and opening ceremonies, presentation of long service certificates and local government excellence awards the Managers attended the President‟s reception and got to know other local government managers from New Zealand and international delegates. The next day, after some introductory remarks, the Topp Twins introduced the Honourable Rodney Hide, Minister of Local Government, as only they know how. Delegates listened intently to Minister Hide speak about regulatory reform and local government accountability in New Zealand. The remainder of the next two days was chock full of first-rate speakers designed to enhance the delegate‟s understanding and knowledge of dealing with the rapid pace of change in the world and technology and equipping them with the necessary leadership skills to build common values, tolerance and vision to find the way forward. With a focus on „leadership‟ conference sessions included: non-linear thinking for a non-linear world; leadership and community; leading your emerging leaders; creative leadership; building a coaching culture; empowering you to lead; the spirit of leadership; and

leaders in action case studies (4). Other conference sessions focused on change, uncertainty and volatility and the effects of the global financial crisis. All in all, the conference provided an excellent learning opportunity and the chance to develop leadership skills that will enhance on the job performance. The ability to share experience and insights with local government managers from throughout New Zealand provided the Managers with inspiration and a renewed sense of purpose to serve their communities in the best way they can. They also made a lot of new friends. Growth Management and Environment Canterbury This regional agency is based out of Christchurch and has authority over a region of 42,200 square kilometres with 800 kilometres of coastline. Environment Canterbury has many of the statutory responsibilities of B.C.‟s Ministry of Environment including land, water and air management. The Managers had a stimulating and thought provoking meeting with Laurie McCallum, Programme Manager, Urban Development Strategy. The main topic of discussion was about land use, development and growth management. Because New Zealand governments have practised asset management for so much longer than the rest of the world, they seemed to have a much better understanding of the long-term cost of growth, in particular, the cost of sprawl. Mr. McCallum explained his frustrations with development approvals happening all over the region that seemed to ignore Smart Growth principals and exacerbate irresponsible land management. This is something societies around the world seem to struggle with, sacrificing future sustainability for current economic development opportunities. Mr. McCallum explained that the literature was out there and well known to support infill development in already established communities yet Councils, often against the advice of staff, were continuing to approve new development in rural areas across the region. Indeed this is a challenge faced in BC and a well known debate to both BC managers. Developments are spreading across the landscape in New Zealand and BC. With this growth comes increased demand on highways, water resources and added pressure on the environment. Many of the people living in these newly developed outlying rural areas work, shop and use services in urban centres. In the face of climate change it is puzzling why suburban patterns of development continue. The long-term maintenance costs of the required new infrastructure has the potential to be devastating for future generations and sustainability. Expectations of “home” should be addressed in order to manage demand, land use and the type of housing being built around the world. For staff at Environment Canterbury, Pegasus Town is a perplexing form of development that goes against current land use planning principles that are designed to address environmental, social and economic sustainability. Pegasus Town This 340 hectare development is comprised of 2000 residential properties, a town centre, a 14 hectare manmade lake and a championship golf course, Pegasus Town is a “New Town” being constructed in the North Canterbury region near Christchurch. The development is projected to accommodate a population of 7000 and presales started in February of 2006 using the largest scale model in the world to entice buyers and communicate the vision for the town to

the public. Developers spent approximately 10 years going through the approval process or as they call it in New Zealand, the resource consent process, which was clouded with both hope and controversy. The Managers met with a district planner from the Waimakariri District Council involved in the project who expressed awe with the sheer size of the endeavour and the entrepreneurial traits and drive exhibited by the developers. He touted the fact that even though the project was controversial and there were risks associated with it, that nothing unique or exceptional happens without those factors. The Managers toured the site and can agree that the project and its size is spectacular.

Other local government representatives that were consulted on the project outlined scepticism and disappointment in the approval of the project based on growth management principals and environmental values. There was concern that this development would create a commuting community and further clog already busy arterial highways in and out of Christchurch. The health concerns and pollution associated with this type of develop was expressed. And perhaps the greatest frustration outlined was that there were available lands within Christchurch city limits to build the same or a greater number of units where most of the residents are expected to work and shop. Concerns

were expressed that over the long-term local government would be taking over the infrastructure and maintaining it in perpetuity when most are already struggling to manage what they already have. Other social concerns included affordability of housing and where employees for the new Town would live. Where were the people going to live who will service the community? Another thought also included how does a town function when it has no history or sense of place to draw on? That being said, presales were extremely successful selling half the properties and the development is proceeding quickly despite the global economic crisis. The developer, Bob Robertson, was quoted as saying “to build a community is a hard thing, building a subdivision is dead easy”. Indeed controversial and receiving mixed reviews, only the future will tell if this new town will succeed. Kaikoura This picturesque small community on the East coast of the South Island is nestled between the beautiful blue Pacific Ocean and the Southern New Zealand Alps and can boast about a lot more than its good looks.

The community goes to great lengths trying to achieve its ambitious goal of being „Zero Waste‟. In 1998, Kaikoura adopted a policy of zero waste to landfill by 2015, only the second community in New Zealand to do this. Among initiatives such as becoming plastic bag free and a cloth nappy cash back program, the local landfill and recycling centre is truly unique. Site features and services include a re-use store, a worm composting centre, recycling centre and landfill. The District only provides curbside pickup of

recyclables and compost while residents must drop off their refuse at the Innovative Waste Kaikoura facility. This practice turns most BC waste management models on their head. The community can boast a 67% diversion of waste away from the landfill and they continue to work to increase the diversion rate even further. This town of 2200 people was the first community in the world to obtain „Green Globe‟ certification. This internationally recognized program was endorsed by the United Nations and is designed to enable travel and tourism industries to reduce their global environmental impact. Kaikoura measures: energy use; greenhouse gas emissions; solid waste production; air and water quality; water consumption; efficient resource use; biodiversity; and social well-being annually, believing that what is measured can be managed. Walking along the rocky coastline in town you can be surprised when what appears like rocks start moving, a closer look unveils a thriving seal colony. Being so close to so many of these sea mammals is truly amazing. The trail network around the town is extensive and accesses panoramic views. Kaikoura also has a rich Maori history and many Maori „pa‟ sites (usually an earthen fortress that the Maori would use to defend themselves from invaders) and heritage preservation areas.

Kaikoura is New Zealand‟s smallest local government district but does more that its share in striving for sustainability. A „Trees for Travelers‟ program allowed the Managers to buy a tree that will be planted, its location marked by GPS and the ability to contribute to restoring and enhancing the environment and feel a part of this small community‟s effort to make the world a better place. In addition to the Trees for Travelers, Fantastic – No Plastic, Green Globe and Zero Waste programs, Kaikoura also actively participates in: Communities for Climate Protection; Significant Natural Areas Program; and Public Places Recycling Bins.

Kate Valley Landfill Kate Valley Landfill is an example of a public-private partnership developed to address the need to effectively dispose of solid waste. While a „dump‟ is not necessarily considered desirable or an effective way today to deal with solid waste, Kate Valley is no ordinary landfill.

Transwaste Canterbury Limited is a joint venture company with 50% owned by Christchurch City, Hurunui, Waimakariri, Selwyn and Ashburton districts and the other 50% owned by Canterbury Waste Services. Kate Valley is comprised of 1000 hectares on the east coast of the South Island approximately 70 kilometres north of Christchurch. Eventually, 37 hectares will be used for the landfilling operation serving the majority of the population of the South Island for 35 years or more. The lower Kate Valley, 410 hectares, has been protected by a conservation covenant for native forest restoration and

wetland creating the „Tiramoana Bush‟ that provides schools and research institutions the opportunity to learn about native bio-diversity, bush restoration, wildlife and conservation. Other parts of the site include a working farm and forestry activities, and permit recreational access (non-motorized), educational use and scientific research. The Mt. Cass Walkway provides users with spectacular views of Pegasus Bay, Banks Peninsula, wetlands and coastal cliffs. Amenities provided were said to assist the development through the consent process. Despite everyone creating waste, no one wanted a landfill in their backyard. The concept proposal for the Kate Valley Landfill commenced a ten year effort to achieve the necessary resource consents to develop the landfill. Over that ten year period, the resource consent process received more than 6000 written submissions making arguments against the plan, some calling it environmental terrorism or commercial avarice. Prior to the establishment of the Kate Valley Landfill there were more than 50 old style dumps in the Canterbury region without liners, leachate management or gas collection systems. Most were located in convenient coulees and draws, many at the head of water supply aquifers or river systems. A new Resource Management Act forced the closure of many of these old dumps and a solution had to be found. Regional authorities looked at developing their own new engineered landfills but found that the costs were extremely high due to their small individual waste volumes. A joint committee was formed because it was determined that regional cooperation would allow one modern landfill that ensured the maximum environmental protection at a price that was relatively affordable to be developed. Waste management in New Zealand is highly visible and obviously a national priority. Its cities and towns are all very neat and tidy and recycling containers are almost everywhere. A commitment to the entire waste management process, including waste reduction, re-use and recycling and composting, has resulted in a 40% diversion rate for solid waste that is landfilled in the Canterbury region. Despite that success, the region‟s people still need to effectively dispose of 820 tonnes of solid waste per day. The portion of the Kate Valley designated for landfilling is well-suited geologically for that task. It is comprised of more than 200 meters of siltstone that ensures there is virtually no movement of ground water through the site. Additionally, there are no large aquifers underneath or adjacent to the site and so the potential to contaminate groundwater is virtually eliminated. The landfill was designed to manage the by-products of waste disposal, leachate and gas. The native siltstone has been shaped to form natural containment and then on top of that is laid a liner, consisting of three separate layers comprised of polyethylene and geosynthetic clay. On top of the liner is placed ½ a meter of sand or gravel to protect the liner and allow leachate to flow to the lowest point in the landfill. Leachate may then be re-circulated through the landfilled waste to accelerate the decomposition process or pumped into storage tanks with the excess liquid being taken to a sewage treatment plant for treatment and disposal.

As landfilling takes place, gas collection wells are installed in the landfill and the collected gas is piped to a gas processing facility. Initially, the produced gas is flared but eventually the landfill gas will be used in a gas to electric energy facility that is expected to generate enough power to serve 8,000 homes. In addition to operating the Kate Valley Landfill for its expected 35 year lifetime, Transwaste Canterbury is committed to a minimum 30 years of „aftercare‟ wherein ongoing management and monitoring of the site including leachate management and gas collection processes continue until decomposition within the landfill has finished and the waste is basically inert. Access to the landfill site is restricted to authorized bulk haul vehicles that are hauling waste from transfer stations in the region. All vehicles accessing the site must meet stringent emission and noise standards with most of them being partner Canterbury Waste Services‟ (CWS) own. The solid waste handling and transportation systems in place are state of the art and as the CWS trucks are the most visible part of the operation they‟re safe, clean, quiet and courteous operation are core priorities. Trucks that collect waste from the transfer station sites in the region never leave paved surfaces or enter the area where landfilling is occurring. Instead, the trucks, hauling compacted and weighed containers to ensure maximum payload per trip, deposit the full containers at the Kate Valley Landfill Transfer Station where specialized off road trucks deliver the waste to the landfill and the highway trucks pick up empty containers for the return trip. In addition to strict emission and noise control standards for the on highway trucks each is limited to a maximum speed of 90 km/h and outfitted with a GPS system that allows rural townships with low speed areas to „geo-fence‟ the township resulting in a computer report of a truck going more than 3 km/h above the posted speed limit being created. The truck mounted GPS units monitors vehicle and driver performance, location, speed, distance traveled, engine condition and is used to schedule trucks where they are needed and to avoid bottle-necks at the landfill and transfer station sites. The trucks have many other safety features not found on many other trucks including cab mounted cameras that record on road behaviour and the driver. Containers are fully sealed resulting in no on road leaks and are each outfitted with radio frequency identification tags so that their movements, irrespective of the trucks, can be tracked. The Landfill is so popular that they‟ve had to hire a full time tour guide. At the end of the Managers‟ tour of Kate Valley they had a cup of coffee made from water collected in a storm water system around the landfill site that is captured in dams downstream from the landfill! After the tour they couldn‟t decline. The Kate Valley Landfill is designed to meet and exceed international standards and it has won awards including the 2006 New Zealand Engineering Excellence Award. Kate Valley is no ordinary landfill. Hanmer Springs Village Hanmer Springs Village is a member community of the Hurunui District Council and elects one member to the District Council. Hanmer Springs has a community board comprised of its elected council member and 5 community members.

The community board‟s responsibilities include: Overseeing the operation of the village‟s water scheme; Recommending fees and charges for water use; Community trails and walkways; Village maintenance; Representing local concerns; Beautification; Streetlighting; Sewerage and drainage; and Hanmer Springs Reserve. Hanmer Springs Thermal Pools and Spa is owned by the Hurunui District Council and is considered to be one of New Zealand‟s premier alpine spas located in the mountains of the South Island. The pools and spa sit atop a massive aquifer of geo-thermally heated water that is acquired via bore holes. The Spa has operated for more than 125 years. The pool and spa complex consists of nine open-air thermal pools, three sulphur pools and four private thermal pools, as well as sauna and steam rooms. A freshwater heated pool and a popular family activity area complete with water slides, water toys and picnic area is also available. A newly completed spa complex is world-class with a large number of treatment rooms and broad range of treatments located directly adjacent to the Thermal Pools. The Thermal Pools and Spa operate as a successful commercial enterprise generating substantial profits for the Village and District each year. Because of this further expansion to the already large pool complex is underway. Regional jealousy because of the success of Hanmer Springs arises at the Council table and there is, from time to time, talk of selling the Pool and Spa complex and distributing the proceeds amongst the Hurunui ward communities. Fortunately, long term thinking has prevailed over the desire for short-term gain and this asset is preserved through legal instruments and provides needed revenue for the Village to provide the tourist programs, services and amenities expected in a resort community. After meeting with the Hanmer Springs ward representative and a member of the community board the Managers met with the Thermal Pools and Spa general manager and discussed the operation of this world-class complex. Coincidentally, in 2007, the general manager had done a tour of hot spring operations in Western Canada including Banff, Radium and Fairmont Hot Springs in the Kootenays near the Managers‟ home towns. The Managers completed their visit to Hanmer Springs with a tour of a former sanatorium and grounds first built in 1897 that used the thermal waters for treatment.

The sanatorium later became a defence department hospital to treat returning injured soldiers and then subsequently a department of health facility that treated patients with hyper-tension and anxiety disorders and ultimately a rehabilitation facility treating primarily alcoholics. The facility was closed in 2003 and put up for sale. In 2008 the Hurunui District Council bought the old Queen Mary Hospital and 6 hectares of land from the Crown and is developing plans for its restoration and use on a self-sustaining basis that is complimentary to the resort community it is found in.

Many similarities exist between this community and resort communities in BC, struggling to sustain identity while becoming an increasingly popular spot for both travelers and amenity migrants. It was also refreshing to see a community with a profit making facility that had the word „pool‟ associated with it. New Zealand Tourism Industry and National Parks When the exchange was over, the Managers left Andrew and Sally with a few tears and hit the road in a rental car and traveled around the North Island for two weeks. They couldn‟t go all that way and not take a bit of time to themselves! The Tourism industry in New Zealand is very impressive. Everywhere you go there are information centers with friendly helpful staff and they are all fully stocked with free promotional material that is very useful and easy to use. Each region they visited had free activity and accommodation guides. The Lonely Plant guide to New Zealand brought along for the trip was hardly used because there was so much good information available wherever they went. The available guides and brochures made choosing accommodation, attractions and activities, restaurants and places to visit very easy. Despite no planned itinerary the trip flowed effortlessly and many great experiences were had by the Managers. The National Parks visited were breathtaking, well managed and free. There are 14 National Parks in New Zealand but there are many other Historic, Scenic, Marine and Wildlife Reserves. With only 4 million people, much of the land is uninhabited. Being from regions surrounded by National and Provincial Parks, the Managers were interested in how these areas were managed and what the visitor experienced. One thing that surprised the Managers was the similarity between most park signage and some commercial operations. Once or twice they went to visit somewhere attracted by what looked like a parks sign and found themselves at a private business offering nature activities for a fee. All in all the Managers were very impressed with the tourism infrastructure and industry and their unplanned experiences in a rental car, driving on the „wrong‟ side of the road dodging possum was a blast! Conclusion The Managers are extremely grateful for the opportunity to have travelled to New Zealand through the LGMA Overseas Manager Exchange Program. Their New Zealand family were wonderful hosts and justifiably proud to show the Managers their fine country. It was comforting to know that the challenges, frustrations and rewards of working in local government are common experiences that transcend international boundaries. The Managers were impressed by the commitment and professionalism of local government staff in New Zealand and took away many new ideas and approaches to confront local issues. The evolution of local government in New Zealand was interesting to contrast against local government structure in BC and reminded the Managers that the world does not stand still and that embracing and pursuing change to better serve their communities now and in the future is a risk worth taking.

The Managers learned that at home and abroad local governments are full of dedicated, passionate people working for the good of community, doing their best amidst challenges and constraints to make their citizens lives better. The Managers were proud to represent BC local government and the LGMA in New Zealand. Sharing experiences with local government colleagues in another country reminded them of the important work that local government staff do every day and renewed their hope and optimism for the future of community. The LGMA Overseas Manager Exchange Program is an opportunity that LGMA members should strongly consider pursuing. The Managers hope that this report will help convince not only members to apply but the LGMA Board to continue the program. Allan and Cleo would like to express their deep appreciation to the LGMA Board and Staff for the opportunity to travel, learn and represent. Respectfully Submitted, Allan Chabot and Cleo Corbett Appendix 1- Part 1: NZ Manager‟s Exchange to BC Summary – Chapter 290 Article Appendix 2 - Part 2: BC Managers‟ Exchange to NZ Summary – Chapter 290 Article Appendix 3 - Resources and References Appendix 4 – Hangin‟ Out

Appendix 1 - 2009 LGMA Overseas Manager Exchange Program Part 1: Rocky Mountain High -Chapter 290 Article The LGMA Overseas Manager Exchange Program, a partnership with the New Zealand Society of Local Government Managers, has been running for the past 3 years. The Program is a partnership designed to provide an opportunity for an LGMA member to enhance his or her skills, knowledge and experience by hosting a local government manager from New Zealand and then traveling to New Zealand to visit local governments there and attend the Society‟s annual conference. Because the program covers the cost of travel to New Zealand for a local government manager and their partner, Allan Chabot, CAO, City of Fernie and partner Cleo Corbett, Manager of Development Services, Town of Golden submitted their application as a “two for the price of one” deal. They were successfully chosen to participate in the 2009 Overseas Manager Exchange. The New Zealand Society of Local Government Managers selected Andrew Feierabend, Manager of Environmental Services from the Hurunui District of the South Island, New Zealand located north of Christchurch as the outbound candidate. Andrew and his wife, Sally, arrived at the Canadian Rockies International Airport in Cranbrook on May 29th and headed off into the heart of the Canadian Rockies to Fernie to start their visit. Allan and Cleo traveled to New Zealand in August of 2009. This article describes highlights from the Manager‟s Exchange in BC that included attending the LGMA Conference in Nanaimo. Because of the time difference between New Zealand and British Columbia, Andrew and Sally arrived in Fernie before they had left New Zealand. That ensured they were „raring to go‟ on arrival, and Allan, Cleo, Andrew and Sally enjoyed getting acquainted and some truly fine spring weather in Rockies. It was amazing how easy it was to relate due to our interest and work in local government. The challenges, frustrations and achievements working in local government easily transcend international boundaries and were fodder for much reflection, philosophizing and camaraderie. While in Fernie, Andrew met with the senior management group to discuss, among other things, water and energy conservation initiatives, the City‟s commitment to being carbon neutral, the development of a liquid waste management plan, corporate and community greenhouse gas inventories and reduction strategies and land use, development and infrastructure planning. The next day, Andrew and Allan traveled to Sparwood and Elkford and met with local government representatives there to discuss sustainability planning, OCP reviews including compliance with Bill 27 and energy and environmental initiatives being pursued in those communities. A visit to Banff was on Andrew and Sally‟s wish list (what international visitor hasn‟t heard of Banff?) so we traveled there via the Columbia Valley and Kootenay National Park, spending a night in a mountain chalet at the foot of Castle Mountain in Banff National Park. From there, Andrew and Sally were “handed off” to Cleo and they traveled on the TransCanada Highway to Golden. Golden is located in the Southern Rocky Mountain Trench, in what is known as “Kicking Horse Country”. The community is flanked to the west by the Purcell Mountain Range and to the east by the Canadian Rockies; another perfect spot for the New Zealand exchange partners to experience the mountain living in BC.

Cleo participates in a Mountain Town Resort Planner‟s Network for planners from mountain communities in Alberta and BC. The Network meets twice a year to discuss challenges and their solutions and opportunities in Tourism driven communities. The timing was perfect and the bi-annual meeting was scheduled to coincide with the Exchange. Along with the fun-filled evening dinner and social, the meeting was a huge success attracting planners from various mountain towns in the central and southern reaches of BC and Alberta. This was seen as a great opportunity for Andrew and Sally to meet roughly 20 planners from the region, understand the communities and their Canadian colleagues better, and share their New Zealand experiences and knowledge with the group. Andrew commenced the meeting with a presentation on the Hurunui region, the arrangement of the Hurunui District Council, and the Council‟s District Plan. Council District Plans are very similar to Official Community Plans but also include the District financial plan. Andrew projected that the Hurunui region‟s rapid expansion of tourist activities was not dissimilar from Canadian mountain communities and required diligent planning in order to conserve the local resources, amenities and soul of these areas. Agenda items discussed at the meeting also included housing affordability, bylaw enforcement relating to planning matters, franchise development, public art and its administration, Green Building programs and incentives and sustainable community initiatives. After a couple of days in Golden it was off to the LGMA Conference in Nanaimo. Rather than fly to Vancouver Island it was decided that it would be better to “experience” more of BC with a road trip. A 1981 Dodge Campervan was loaded up, the trailer hooked up with the necessary camping accessories and a tent and we hit the road. Andrew saw less of the Province than the rest because he was often rocked to sleep by travel on mountain roads.

The trip to the Island lasted four days, traveling through the West Kootenay taking inland ferries, traversing the Thompson Okanogan, touring Harrison Hot Springs and finally experiencing the ferry ride to Nanaimo and the Conference. Highlights along the way included Halcyon and Harrison Hot Springs, Nakusp and its farmer‟s market, wineries in the Okanogan, Fintry Park and Okanagan Lake. After a couple of days at the Conference, Sally summed up the trip nicely when she said “I wish we were camping.” Maybe it was the earlier morning racket caused by seaplanes departing Nanaimo Harbour? The Conference was, as always, an excellent learning opportunity and provided good opportunities for networking and an exchange of ideas. The international

delegates were all recognized and Andrew and Sally felt truly welcomed and part of the community of local government. This was a fabulous experience for everyone and is an opportunity that LGMA members should consider for next year. In our next article we will summarize our fantastic trip to New Zealand. For a more detailed report on the entire exchange please refer to the Reference Materials Library on the LGMA Website. Allan Chabot and Cleo Corbett

Appendix 2 - 2009 LGMA Overseas Manager Exchange Program Part 2: Aotearoa (the land of the long white cloud) – Chapter 290 Article This article is part two of Allan Chabot‟s and Cleo Corbett‟s (CAO - City of Fernie and Manager of Development Services – Town of Golden, respectively) report on the 2009 LGMA Overseas Manager Exchange Program summarizing their trip and experiences in New Zealand. Their complete report on the Exchange can be found on the LGMA website under „manuals and publications.‟ The LGMA Overseas Manager Exchange Program, a partnership with the New Zealand Society of Local Government Managers, has been running for the past 3 years. The Program is a partnership designed to provide an opportunity for an LGMA member to enhance his or her skills, knowledge and experience by hosting a local government manager from New Zealand and then traveling to New Zealand to visit local governments there and attend the Society‟s annual conference. In New Zealand, the Managers were hosted by Andrew Feierabend, Manager of Environmental Services for the Hurunui District Council, his wife Sally and their daughter Bridget. During the exchange they enjoyed many good conversations, outings and general merriment with the Feierabend family intermixed with a more than appropriate amount of learning. With a desire to learn about local government practice and policies abroad Allan and Cleo were struck by the similarities between systems in New Zealand and BC and some rather significant differences. While New Zealand is a British Commonwealth country like Canada, its system of government has evolved in different ways. In 1867 the central government of New Zealand abolished provinces, leaving two levels of government there, central and local. Local governments in New Zealand have undergone a number of reforms with perhaps the most extensive overhaul occurring in 1989. Prior to 1989 there were more than 900 local government units (local councils and special purpose districts), after the reform their number was reduced to 743 comprised of thirteen regional governments and 61 large urban municipalities. The 1989 reform, driven by central government, was to promote accountability and efficiency in the delivery of local government services. The Managers felt that while this reform did indeed bring efficiencies to the delivery of services, the reform also produced a less personal form of government which may be seen as less “local”. Because of the absence of provinces in New Zealand, local governments there have authority and responsibility for resources, environmental management, health and social programs that are not within the ambit of local governments in BC. While in BC we have provincial government ministries for land, water and air protection and health in New Zealand responsibility for those things resides with regional and large urban local government organizations. In 2002, local governments in New Zealand were required to adopt „significance policies‟ that are intended to provide guidance to, and direct, local governments as to the necessary and

3 The number of local governments continues to change as restructuring plans such as the Auckland Super-City reform continue today wherein eight local councils

will be amalgamated into one.

appropriate amount of consideration, disclosure, consultation and community involvement prior to making a decision on a matter. While each local government may adopt its own policy on significance, oversight is provided by the Office of the Auditor General who has concluded that they require improvement to serve their stated purpose of ensuring democratic local decision-making by and on behalf of communities. Because consultation can sometimes be regarded as onerous there has been a tendency to view many issues as not significant thereby bypassing opportunities for meaningful dialogue and contact with the communities elected councils are expected to serve. Another matter of interest to the Managers regarding local government in New Zealand was their ability to select from two electoral systems to elect local representatives. Since 2001, local governments in New Zealand can select from a „first past the post‟ or „single transferable vote‟ system for local elections. Once a selection has been made the chosen system must be used for at least the next two triennial general local elections. During the exchange, the Managers met with representatives of the Hurunui, Waimakarari, and Kaikoura District Councils, Environment Canterbury, Hanmer Springs Village and Thermal Pools and Spa, TransWaste Canterbury, and Pegasus Town. The Managers‟ discussions covered a broad range of topics including: growth management and land development; tourism, solid waste and recycling; asset management; recruitment and retention and human resources; the environment and resource management; climate change adaptation; affordable housing; aboriginal relations; and council / staff relations. The formal part of the Exchange was concluded by attendance at the New Zealand Society of Local Government Managers‟ annual conference in Palmerston North. It was inspiring to meet Local Government Managers from across the world that were so passionate and dedicated to providing quality services to their communities.

The Managers were awe struck by the diverse New Zealand landscape, traveling throughout both the South and North Islands, its mountainous regions, stunning coastlines, thermal reserves, agricultural areas and wineries. While the Managers learned a lot about local government in New Zealand during the Exchange some of the benefits of the program are less tangible and reside in their heads and hearts. The exchange, for them, has built a bridge within the global community of local government and inspired them to seek new solutions to old problems. Allan Chabot and Cleo Corbett

Appendix 3 – Resources and References Department of Conservation www.doc.govt.nz/ Environment Canterbury http://ecan.govt.nz/pages/home.aspx Hanmer Springs http://www.hanmersprings.co.nz/ Hurunui District Council http://www.hurunui.govt.nz/ Kaikoura http://www.kaikoura.co.nz/ Kate Valley Landfill http://www.hurunui.govt.nz/Services/Planning/KateValley/ Local Government Act - New Zealand http://www.localcouncils.govt.nz/lgip.nsf/wpg_URL/About-Local-Government-Local-Government-Legislation-Local-Government-Act-2002?OpenDocument Ministry of Local Government http://www.localcouncils.govt.nz New Zealand Society of Local Government Managers (SOLGM) http://www.solgm.org.nz/ New Zealand Tourism www.newzealand.com Pegasustown http://www.pegasustown.com/ SOLGM 2009 Conference http://www.solgm.org.nz/site/News/2009_SOLGM_Annual_Conference.aspx

Appendix 4 – Hangin‟ Out