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CAMA has an active partnership with the following organizations:



CAMA is pleased to partner with its affiliate organizations from Australia (Local Government Professionals), New Zealand (Society of Local Government Managers) and the United Kingdom (Society of Local Authority Chief Executives) to present a broad range of local government issues in our respective countries.  Across the world and beyond we all share the same victories and challenges.  Please find below Discussion Papers outlining each country’s reaction to the following themes:

  • The relationship of local governments with senior levels of government in their respective country and the main services that their local governments deliver.
  • How local governments are funded (revenue sources) in comparison to senior levels of government.
  • The top three key pressures that local governments have been experiencing over the last five years and why.
  • The key pressures that local governments are likely to experience in the next five to ten years and what they have done (and will do) to address these demands.


Examining Approaches to Defining and Maintaining the Roles of Mayor, Council and the CAO in New Zealand:  Lessons for British Columbia

Rob Buchan, Chief Administrative Officer for the District of North Saanich, BC (and CAMA member) had the opportunity to participate in a research project undertaken through the Overseas Managers Exchange Program which is a partnership developed by the Local Government Management Association (LGMA) of British Columbia and the Society of Local Government Managers (SOLGM) of New Zealand (an affiliate partner of CAMA).

This visit took place from September 9-25, 2016  in the Bay of Plenty Region which was named by Captain James Cook during his 1769 to 1770 exploration.  The Maori name for the Bay of Plenty is Te Moana-a-Toi and it is located on the North East Coast of the North Island below Auckland.  Rob visited the City of Tauranga, Districts of Western Bay of Plenty, Kawerau, Whakatane and Opotiki, and the Bay of Plenty Regional Council.

The research objectives were to learn best practices, how our colleagues address matters of mutual interest, and to build relationships.  The project investigated how role clarity is achieved and maintained between elected officials and Chief Administrative Officers in New Zealand:  “What can we learn from the New Zealand experience that might improve role clarity and without cause CAO terminations?”  Interviews were conducted with Mayors, CAOs, and representatives of the organizations representing elected members (UBCM & Local Government New Zealand) and CAOs (LGMA & Society of Local Government Managers).  In addition to the interviews, legislation, policy documents, and best practices for establishing role separation and clarity of New Zealand local governments were reviewed.

The full report outlines all of the findings.  An executive summary is as follows:

  • Role Separation is not a major problem in New Zealand .  The tension is managed.
  • Due to significant legislative differences regarding the CAO, Mayor and Council roles and responsibilities, there are virtually no without cause CAO terminations in New Zealand. Work environments are far more stable than they are in Canaa.
  • The legislative differences in New Zealand are supported by a culture that embraces clear role separation.



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