Craig Carmody

Te Ōhanga Māori 2023—The Māori Economy 2023  I want to extend my sincere thanks to BERL and all members of the Steering Group (from Iwi Maori & Government Agencies), for which I've had the responsibility of chairing, and to the Working Group (from across a range of agencies) for their valuable contributions to this significant work. The full release will be in March 2025; here’s a preview of some key insights: The Māori economy is evolving, expanding beyond traditional sectors like agriculture, forestry, and fishing. In 2023, it contributed $30b to New Zealand’s GDP—8.4% of the total. The asset base has grown... rising from $69b in 2018 to $118b in 2023. Māori entrepreneurship continues to thrive- for the first time since 2006, more Māori workers are employed in high-skilled roles than in lower-skilled ones. The 2025 report, the fourth in this series, will deliver a comprehensive analysis of the Māori economy, featuring expanded data on Māori businesses, a deeper dive into collectives, and a new export-focused section with detailed sector breakdowns. We have come too far not to go further, we have done too much not to do more! Message me if you'd like to receive the launch details.

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What a farce the introduction of telehandler licensing in Victoria has become. From 1 July 2024 Victoria will be the only jurisdiction in Australia to require operators of telehandlers over three tonnes to hold a WorkSafe issued High Risk Work (HRW) License. The idea for HRW Licensing for telehandlers has been rejected multiple times at Safe Work Australia level yet Victoria has gone it alone. The unit of competency (UOC's) for telehandler licensing for Victoria has been created by WorkSafe, totally ignoring the fact that all other HRW licenses are aligned with national UOC's, which Registered Training Organisations (RTO's) would then aply to ASQA to have put onto their scope of registration to deliver. Instead training providers in Victoria will be approved by WorkSafe. The 3 day course includes crane skills that farmers will never use. WorkSafe completely ignored the fact that there was already an Agriculture industry specific national UOC, RIIHAN309F - Conduct telescopic materials handler operations, in existence. WorkSafe have been unlawfully pushing farmers to have the CN Non Slewing Crane class of license for years (no other jurisdiction has done so) for all telehandlers over three tonnes. Telehandlers are not non-slewing cranes, unless configured for use as a crane (i.e. jib and hook). And with just over four weeks to go until the requirement for farmers to hold the licenses comes into effect there are no training providers named and ready to service the regions of Victoria where telehandlers are predominantly used despite urging from industry that it was imperative that training should be made accessible and affordable, taking into account the additional cost burden that would be faced by farmers having to send their employees away with accommodation and travel costs, if the training could not be brought to them. As little as a week ago WorkSafe was still surveying farmers on their preferences for training, with just four weeks until the requirement to have licenses comes into effect. Industry should at the least be calling for the introduction of the licenses to be called off for at least another six months, and for a revisiting of the training so that it reduced to ensure that it meets the needs of the ag sector (i.e. adoption of the already established national UOC). Given no other State intends to mandate licenses for telehandlers the idea should arguably be abandoned entirely. And who wanted HRW licenses in Victoria, noting that they are also used in the construction industry? You surely could not make this stuff up.

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UWA Defence and Security Institute US-Australia Alliance Emerging Leaders Workshop Day 1 TOP 3 TAKEAWAYS: 1. Treaty alliances are rare, but meaningful. There is no higher relationship between two nations than to have agreed to shed blood for each other. 2. Modern concepts of trade are transactional only, but investment requires buy-in and trust from aligned actors. Notice the strategic difference between Australia's largest trading partner 🇨🇳 and its largest investor 🇺🇸 3. To navigate the modern geo-political circumstance, Australia must have the capability to deter real threats, have the credibility to follow through with that capability, and have the communication (signalling to adversaries) that we will use credible deterrence. Stay tuned for Day 2 ✌️

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Earlier today Deputy Prime Minister of Australia and Minister for Defence Richard Marles launched the national defence strategy and integrated investment programme.  The government will spend an extra $50 billion on defence over the next decade and will also re-prioritise $72.8 billion in planned spending with the focus on a "more amphibious" defence force Australia's projected defence spending will increase by another $50 billion over the next decade with the government unveiling an immediate boost of more than $1 billion to accelerate long-range missiles and targeting systems as well as lethal autonomous systems. Total government defence investment in the military is expected to reach $330 billion through to 2033-34, which includes initial costs for the massive AUKUS initiative to acquire nuclear-powered submarines. The strategy aims to put Australia's total defence spending at 2.4 per cent of GDP within 10 years. To view ABC report on today’s address to National Press Club of Australia address in Canberra: https://lnkd.in/gKesi9gK To download a copy of the minister’s speech: https://lnkd.in/gzAQ3m2B To view recording of the entire Press Club speech: https://lnkd.in/gCwWqY6v Or on Youtube: https://lnkd.in/gdA3h59x

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'While the security establishment is becoming increasingly worried about the nexus between climate change and such matters as national defence, warning about the consequences of neglecting it, the old titans of Australian industry, notably members of the commodity and mining sector, retain their ascendancy in the corridors of power.' #climatechange #nationalsecurity #defence #defense #auspol

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‘Let’s protect our environment’ early public consultation opens soon and runs from 25 October to 8 December, 2024. We have a current plan that guides how we protect our environment, which runs from 2020 – 2030. Since this was created, new threats to our natural environment have emerged. Creating our new plan is going to take several years, so we need to start now to ensure it is fit-for-purpose and ready for Tāmaki Makaurau / Auckland by 2030. We are seeking Aucklanders’ views on five key topics before we begin drafting the new plan. The topics we’re seeking feedback on at this stage are: ·        Cat management for threatened indigenous wildlife protection ·        Pest free islands and peninsulas and the regional journey towards Predator Free 2050 ·        Managing exotic caulerpa seaweed and other harmful marine species ·        Reducing the spread and impact of freshwater species that cause harm including freshwater gold clam ·        Addressing the impacts of climate change on our natural environment Aucklanders will also be welcome to let us know of anything else they think we should consider. Sign up for updates on www.akhaveyoursay.co.nz 🌿 🦉 📢

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There is no more critical mission for our country than delivering AUKUS. It is a multi-generational national endeavour to secure our sovereignty in a dangerous world. Terrific to catch up with HII on their visit to Australia to discuss the steps we need to take to deliver Virginia Class submarines. #aukus #defence #nationalsecurity

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There's a lot happening in the EM industry at the moment, with NSW Premier's Dept reviewing, updating and delivering a broad suite of EM products, plans, (sub-plans, supporting plans), guidelines, templates, and the LEMC handbook for members. Additionally, the inclusion of representatives from the EM sector at region and now local level, contributing to this review process, is unprecedented and welcomed by the industry. Whilst modernising the suite of EM training programs, both on-line and F2F, Premier's Dept has reached out to the NSW Emergency Management Officer Network (EMON) to engage Local Emergency Management Officers (LEMOs) in order to contribute to the development and evaluation, by way of conducting User Acceptance Testing, of the product and process. Thankyou to the Premier's Dept. EMON is partnered with the Australasian Institute of Emergency Services (AIES) to strengthen it's influence and support to the EM sector nationally. AIES is prepared to act in an ambassador capacity aiding EMON to enhance the Network and it's membership in order to support new initiatives in the sector. Thankyou to the AIES Team. Through it's membership, EMON is engaged in several new initiatives being rolled out by the NSW Reconstruction Authority (NSWRA), this includes grant funding opportunities for Supporting Spontaneous Volunteers Program (SSVP), this is a $5 million open competitive grant program established in response to the 2022 NSW Flood Inquiry's recommendation that the NSW Government create a program to support better coordination of community efforts to save life and property during a disaster. Additionally, EMON members will be evaluating the Draft NSW Disaster Adaptation Plan (DAP) Guidelines soon to be disseminated by the NSWRA. The Regional DAP's, are a biproduct of the NSW State Disaster Mitigation Plan 2024 – 2026, developed in accordance with the National Strategy for Disaster Resilience (the Strategy) in February 2011. Thankyou to the NSWRA. https://lnkd.in/gYQ3E9PU. Communications, collaboration, consultation, and engagement are key in developing systems and processes to modernise EM practice to benefit our communities, enhance disaster resilience at all levels, and adapt to change. The State Disaster Mitigation Plan (SDMP) and place-based Disaster Adaptation Plans (DAPs) will chart this course to a better prepared NSW. Further information is available @ https://lnkd.in/gYQ3E9PU.

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IPWEA IAMC2024 Canberra MoRUN balancing - so rationalisation and adaptation can be part of the Asset Planning. Kim Owen City of South Perth articulates the art of story telling - so scenarios that enable MoRUN decision choices are available to our elected members… “Maintenance Operation Renewal Upgrade and New are inter-related” Kim said and “Balancing MoRUN through scenario planning can enable rationalisation business cases”. So deliberative engagement at South Perth can truly happen… Strategic Asset Management now makes this so much simpler…

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How do we improve independent scrutiny during policy reform? Independent scrutiny is critical to sound public policy governance, but how do we get the most out of it? 1️⃣ Who commissions the review matters! 2️⃣ Choose truly independent consultants. 3️⃣ Ensure a direct line to decision-makers. 4️⃣ Protect confidentiality. ➡️ Learn how to fix your reviews for better policy-making in my latest article: https://lnkd.in/gGzy-4Xm #PublicPolicy #Governance #PolicyReview

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Strategic direction is vitally important for any organisation - it helps define the core purpose and keeps the focus when there is so much noise around us. One of the priorities in our Waikato Regional Council 2023 - 2025 Strategic Direction, is Community Connections, which is described as: vibrant communities that are well connected with each other and to services. A key enabler of this strategy is the Waikato Public Transport Business Improvement Review. This review began in 2021, and continues to be worked through today. One of the steps in this journey of providing good Public Transport (PT) to a growing and diverse region is simplifying how we rate for PT. As part of the 2024 - 2034 Long Term Plan our Council resolved to collect a regional rate for public transport. This regional rating enables our strategy to be realised with better connected communities across territorial boundaries. We are now looking for feedback from our communities as to what that regional rate could look like. https://lnkd.in/gighCEbd From 1 July 2025, we’re changing the way bus, community transport and Total Mobility services are rated for in the Waikato region. These services provide access to education, employment, recreation, healthcare and more, while also helping to cut congestion, improve road safety and reduce carbon emissions. The cost of providing public transport is covered through a mix of fares, central government funding and rates. Our staff have been developing three regional rating models in partnership with local councils, and we now want to test them with our communities to see if we’re on the right track. When developing these three options, we’ve kept six principles in mind. Public transport is a public good: Good public transport benefits everyone, so we all pay something, even if we don’t use it. Fairness: What people pay reflects the benefits, costs and affordability of rates. Efficiency: The rating model should be simple to administer. Transparency: People should be able to understand how their rates are calculated. Future-fit: The rating model should be able to adapt to future changes in the transport network. Boundary-less: Services should meet community needs, regardless of city and district boundaries. The feedback we receive here will be collated and shared with regional councillors during a workshop in December. We’ll then refine the rating model options ahead of formal consultation with our communities in April 2025, before moving to regional rating from 1 July 2025 The survey closes at 5pm on Wednesday, 27 November https://lnkd.in/gighCEbd

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MEDIA RELEASE | Corporate Plan Adopted Tablelands Regional Council (TRC) adopted its Corporate Plan 2025–30 at last week's ordinary Council meeting. The Corporate Plan shapes TRC’s strategic direction, presents focus for infrastructure, guides priorities and provides direction for services. In presenting the plan for adoption, Mayor Rod Marti explained how the Corporate Plan will provide direction for the development of strategies and plans, and influence the development of the budget and Operational Plan. ‘This Corporate Plan sets the strategic direction for the organisation for the next five years as we deliver critical infrastructure and services to meet the community’s needs. The plan links the Tablelands 2030+ Community Plan’s priorities with this Council’s commitment to deliver and facilitate outcomes. We will routinely report on progress towards achieving our vision through Operational Plans, Quarterly Reports, Annual Reports and Financial Reports, and will regularly communicate and engage with stakeholders and community. We value and respect all customer interactions and commit to being responsive and proactive in all dealings. Our dedicated staff take pride in activities and achievements that support our customers and add value to our community and its fabric. I commit to working with the Chief Executive Officer to provide the teamwork, leadership and support to my fellow Councillors and the broader organisation to ensure our community receives the best services and support that we can realistically provide,’ Mayor Marti said. Pictured: Mayor Rod Marti and Deputy Mayor Dave Bilney.

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here are my thoughts on how the various industry and lobby groups reacted to the Federal Budget...I emphasise the importance of strategic public messaging, highlighting its role in shaping future policy dialogue and fostering effective advocacy. https://lnkd.in/ehTK_7zF

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🚨🚨🚨 "Sweet oblivion" - my reflections in TheMJ on last Thursday's local elections and the implications going forward for local government: ❎political control and destiny 🧛 can there be life after death for Conservative local government? 🤝 future of central-regional relations the 12 metro mayors 💷 public finance considerations 👷‍♀️ direction of local economic strategy https://lnkd.in/e7AxqCjm #localelections24

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Today with the Mayor and fellow Councillors the Local Disaster Management Plan was approved. "This is a very important comprehensive document that will prepare the Douglas Shire for future events. We have learnt many lessons from past events which have influenced what will become our future approach." Cr Michael Joseph Rees EXECUTIVE SUMMARY via Council agenda Under the Disaster Management Act 2003 ("the Act"), a local government must prepare and approve a local disaster management plan (LDMP) for disaster management in the local government’s area. The previous plan was subject to a full review and was rewritten in 2023 before being approved by Council. The existing plan has recently been updated with new  information as a result of a review by the Local Disaster Coordinator. BACKGROUND Section 80 of the Act outlines the functions of a local government under the Act, and these are as follows: - (a) to ensure it has a disaster response capability; (b) to approve its local disaster management plan prepared under part 3; (c) to ensure information about an event or a disaster in its area is promptly given to the district disaster coordinator for the disaster district in which its area is situated; (d) to perform other functions given to the local government under this Act. Section 59 of the Act requires the LDMP to be reviewed annually More info here https://lnkd.in/eaphKcTX

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This article is brutal but worth a read. To supplement this, more than 50 parts of legislation set mandates for local government which are largely unfunded. So riddle me this: if NZers pay $39K in tax, $12K on GST, and $3k in rates p.a (on average); and local government is required to do certain things, then why is some of our GST intake not in part subsidising rates? Don’t want to read the article, here’s a sound bite: Many home owners have enjoyed super low rates increases, achieved by pushing out infrastructure renewals, whilst the value of their properties soared over at least the last 3 or 4 decades. That was a false economy that’s kicking us in the proverbial; and frankly poor fiscal prudence. Nationally, we are billions in the hole. Cutting 1% here or there isn’t going to fix this. A more sustainable model and top-up funding from Central government is now not optional but needed. https://lnkd.in/gkseCxTt

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