HRL provides management support for councils who are developing great partnership relationships with their communities and stakeholders. From David fulfilling Acting Chief Executive roles to completing project reviews, to restructuring advice, to mentoring and elected member support. David has personally transformed three local authorities with strong success in each.
- Developing partner culture
- Business Case development
- Project reviews and reports
- Acting CEO roles
- Code of Conduct external investigations
- Mentoring of CEOs or senior managers
- Advice to senior managers or CEOs on complex or confidential situations
- Leadership of complex projects such as Development Contribution reviews
- Review of restructure proposals
- Leadership of restructure proposals
- Development of council operating models which build community engagement
- Development of frameworks for economic development and tourism performance and structures in councils
Examples of Experience
1. Acting Chief Executive Nelson City Council June - December 2017
Nelson City Council is a unitary authority with regional council functions, with an annual budget of $99M, asset base of $1.5B and 240 staff. David was brought in to bring change the council’s operating style, clarify its priorities, be more strategic, and develop staff into a happier and more highly performing team. Key projects David directly led in the period were:
- Development of a new strategic approach to the development of the inner city with new leadership and a collaborative approach with developers and other commercial stakeholders in the $34.2M programme
- Review of the performance of Council Committees
- Developed a collaborative approach to homelessness in the inner city
- Led improvement project of capital project delivery
- Addressing longstanding issues including a 6-year inner city protest of Lewis Stanton (Hone ma Heke) which had cost council 3,100 staff hours valued at $375,000 before he arrived
- Led the development of staff culture into a partner-style of council which embraces partners around issues and local people in local projects
- Developed and introduced Nelson City's Freedom Camping Bylaw
- Led the development of iwi capability building in Council
Contact: Mayor Rachel Reese 027 246-7766
David brings an end to a longstanding six-year protest by Lewis Stanton against the Council on the main street of Nelson. Left to right: Cr Kate Fulton, David Hammond (Acting Chief Executive Nelson City Council), Hone ma Heke (Lewis Stanton) and Sean Thomas (Psychologist)
2. Stratford Code of Conduct Complaint 2017
HRL Director, David Hammond, was the external investigator for Stratford District Council in its Code of Conduct complaint providing services of investigation, analysis of the materiality of the breach and advice to council on actions taken.
3. Tourism advice to local government
HRL has provided several tourism 'Hot Reports' for councils to analyse their investment impact on the tourism industry for rate funding, comparing this to national and cohort figures. David's national report 'Value for Money?' reported on the national spend by the sector on tourism and was a platform for sector advocacy. HRL is the only company to know what expenditure on tourism was by councils in 2015/16 and compare their performance. This advisory role is offered to councils and RTOs.
4. Restructure of Thames-Coromandel District Council 2012-13
David led an extensive change programme which completely transformed this local authority with $1.3B assets and $75M operating revenue operating and governance model, and achieved the following outcomes:
- Overheads: David removed $43M of operational costs from the Ten Year Plan on appointment. Through restructuring he reduced 37 budgetted FTEs with Nil employment personal grievances.
- Average rate rise: 1.4%. David achieved a -5% property rate decline in 2013, and he pulled the Council back from a trajectory of 7% annual rates increase, to a Ten Year Plan average of 1.9%.
- Loan performance: David reduced council’s loan by $58M and has positioned TCDC to achieve Nil external loan within 10 years.
- Wages to opex: 16% (less than national benchmark 23%).
- Staff satisfaction: David raised staff engagement to levels higher than pre-restructure.
5. Restructure of Ruapehu District Council 2007-11
David led a change management programme to redevelop this $320M asset value organisation to create a more cost efficient and higher performing council. A collaborative culture was created with community, industry and iwi, and David put a lot of work into realigning the regulatory environment to reduce barriers to economic development. With strong financial results the council felt more confident to invest in lagging infrastructure and embarked on its biggest ever capex programme in 2009. Achievements:
- Overheads: Reduced overheads by 21% and staff by 23%.
- Average rate rise: 3.7%. Lower than the national average.
- Loan performance: Achieved biggest ever capex programme in the Council’s history for $4m less loan than planned, in 2009.
- Wages to opex: 14% (less than national benchmark 23%).
- Staff Satisfaction: 81% in 2011 post-restructure.