Infformattion sheet: De
ecision
n makin
ng the
Sm
martGrrowth way
w
Insttructions: Read the following.. Then ans
swer the questions pprovided att the
end
d of this infformation sheet.
s
SmartGrowth is being led by Bayy of Plenty
y Regional Council, T
Tauranga City
Cou
uncil, Wesstern Bay of
o Plenty D
District Cou
uncil and tangata whhenua working
with
h community groups and gove rnment ag
gencies, su
uch as the NZ Trans
sport
Age
ency. Each
h of these agencies
a
a
and groups
s represents a differeent commu
unity
and
d/or has a different agenda or manda
ate influenc
cing whatt they believe
sho
ould be do
one in resp
ponse to th
he sub-reg
gions pred
dicted popuulation gro
owth
and
d how.
The
e SmartGro
owth Way or approa ch to planning and im
mplementiing change
e for
Collaborattion is requ
our future relie
es on colla
aboration. C
uired betweeen those who
w
he sub-reg
gion (the elected coouncillors and
are involved in governance of th
anagementt and tech
hnical roles
s (typicallyy employed
d by
mayyors), thosse with ma
keyy local and
d sometime
es central governme
ent agencie
es) and thhe community.
The
e collabora
ation diagra
am below ssummarise
es how this
s approachh works.
Colla
aboration – the SmartGrowth
h Way
So
ource: Sma
artGrowth (2008)
(
pag
ge 6
The
ese groupss have wo
orked toge
ether to de
evelop the
e SmartGroowth Strattegy
205
51. The Sm
martGrowth
h Strategy 2051 is a 50 year plan that saays how future
grow
wth will be
b manag
ged in the
e western
n Bay of Plenty
P
subb-region. This
T
doccument alsso outlines
s methods for achieving the stated
s
goaals. These are
called implem
mentation methods.
m
SmartGrowth achieves
s and imp
plements the
t
SmarttGrowth S
Strategy 2051
2
ough a number of Committees
C
s, forums and group
ps that aree made up of
thro
representative
es from Ba
ay of Plentty Regiona
al Council, Taurangaa City Council,
Western Bay of Plenty District
D
Co
ouncil, tang
gata whenua and a rrange of other
o
com
mmunity grroups and governmen
nt agencie
es.
223
The SmartGrowth Implementation Committee is the governance group has
the main task of doing what is stated in the SmartGrowth Strategy 2051. This
committee is responsible for prioritising, reviewing and monitoring the
implementation of the Strategy. The membership of this committee includes
councillors from Tauranga City Council, Western Bay of Plenty District
Council, Bay of Plenty Regional Council, tangata whenua and SmartGrowth
(an Independent Chairman and an Implementation Advisor).
There is also a range of other groups, forums and sub-committees who are
responsible for implementing the SmartGrowth Strategy. These include:
x
x
x
x
x
x
Chief Executives Advisory Group (CEAG)
SmartGrowth Implementation Management Group (SGIMG)
Smart Transport Group (ST)
Combined Tangata Whenua Forum (CTWF)
Strategic Partners Forum (SPF)
Population Aging Technical Advisory Group (PATAG)
Information about each of these groups can be found on the SmartGrowth
website under the tab committees and forums.
Since the establishment of the SmartGrowth partnership in 2000 there has
been the development of the SmartGrowth “Way” of doing things. This
approach was used to develop the SmartGrowth Strategy – a 50 year plan for
the SmartGrowth region’s future.
The SmartGrowth way of decision making has involved the following:
x
x
x
x
x
x
x
x
x
x
x
Parties at all times seek a co-operative approach to addressing issues.
Action implementation occurs through co-operation and consensus (and
this does mean giving some things up or compromising).
Issues are considered in a measured, effective and timely manner.
There is a commitment to act in good faith.
Parties are prepared to be questioned and challenged on a particular view
or perspective.
Compromise and being prepared to give up something are important.
Focusing on the relevant issues and not personalities assist the process.
Taking a solutions-based approach when raising issues.
SmartGrowth is a coalition of the willing, between the regulators and the
regulated.
SmartGrowth is founded on the notion that a community needs to plan
together as a sub-region rather than as separate authorities.
A Memorandum of Understanding has helped resolve any conflict by an
agreement not to drive decisions through if any governance group
members were uncomfortable with them.
The SmartGrowth Strategy Development Process Model was used throughout
the process of creating the SmartGrowth Strategy. Where failures in decision
making occurred, they could usually be put down to a failure to work through
one part of this model (see the Development process model diagram).
224
So
ource: Sma
artGrowth (2008)
(
pag
ge 6
One
e interestin
ng aspect of SmartG
Growth is th
hat the Sm
martGrowthh Strategy was
devveloped with input frrom the co
ommunity by some whose
w
rolees continue to
exisst (such ass tangata whenua)
w
a
and others whose rolles have cceased or may
m
cea
ase (due to
t non re-election). This reflects the diffference bbetween sttatic
(succh as tang
gata whenu
ua) and dyynamic roles (such as
a the eleccted Mayor) in
deccision makiing.
Refferences
SmartGrowth website – www.sma
artgrowthbo
op.org.nz
SmartGrowth, 2008, The SmartGrrowth Way
y – A partn
nership andd collabora
ative
app
proach to growth ma
anagemen
nt with a strong
s
emphasis onn inter age
ency
imp
plementatio
on, commu
unity underrstanding and
a buy in. Novembeer 2008.
Qu
uestions / Ptai
1. Who are the four main partn
ners in Sm
martGrowth
h and how
w might their
nd perceptions on ma
anaging future growth differ?
values an
t
main document
d
nes how th
he sub-reggion plans to
2. What is the
that outlin
deal with projected population
n growth?
3. In your ow
wn words describe
d
th
he meaning
g of ‘implementation methods’.
ght happen
n if the cha
airman on the
t SmartG
Growth Impplementation
4. What mig
Committe
ee was no
ot independ
dent? How
w would th
his affect tthe decisio
onmaking process?
t
SmartG
Growth Me
emorandum
m of Unde
erstanding and how do
5. What is the
you thinkk this would have he
elped and hindered in the deciision making
process?
our own definition explaining
g the me
eaning off the term
ms
6. Write yo
Governan
nce and Co
ollaboratio
on.
w mean by
b ‘a solutiions-based
d approach
h’?
7. What do we
owth is fou
unded on tthe notion that a com
mmunity n eeds to plan
8. SmartGro
together as
a a sub-re
egion rathe
er than as separate authorities
a
s. What cou
uld
happen if we pla
anned forr the futu
ure indepe
endently aas separa
ate
authoritie
es?
t
exam
mples of p eople who
o have dyn
namic deciision making
9. Provide three
roles rela
ated to Sma
artGrowth..
0. The Sma
artGrowth Strategy was dev
veloped by
y some w
whose rolles
10
continue to exist (such
(
as ttangata wh
henua) an
nd others whose rolles
have cea
ased or may
m
cease
e to exist (due to non
n
re-ele ction). Wh
hat
implicatio
ons could this situatio
on have in the future of SmartG
Growth?
225