Local GovernmentFuture
Questions and answers

What councils ask us

New Zealand local government reform, what it means for the council workforce, and how we work.

31 questions · Last updated

LG Future is the dedicated local government practice of Capability Group, Added Insight and LSI Consulting. We work with New Zealand councils and CCOs on operating models, organisation design, optimised operations, transition planning, leadership, skills and talent. These are the questions councils put to us most often. Where an answer depends on legislation still going through Parliament, we say so, and every answer carries the references behind it.

Local government reform

What is a unitary authority?

A unitary authority is a single council that holds both the district or city council functions and the regional council functions for its area. Five already work this way: Auckland Council, Gisborne District Council, Marlborough District Council, Nelson City Council and Tasman District Council.

It matters now because the Government's stated expectation under the current reforms is broadly one unitary authority per region, with larger regions possibly having more than one. For a council, it means combining two sets of statutory responsibilities that have sat in separate organisations with separate cultures.

What was the Head Start pathway?

Head Start was the Government's window for city and district councils to propose their own reorganisation into unitary authorities. It was announced in May 2026 and closed on 9 August 2026. Regional councils could not submit a proposal, although regional functions sit inside any unitary model.

Councils that are not included in an accepted proposal move into the Backstop process instead.

What is the Backstop process?

The Backstop is the route for councils not covered by an accepted Head Start proposal: rather than the councils proposing an arrangement, the Government proposes it for them.

Environment Canterbury's summary of the reforms describes regional councillors being replaced at the 2028 elections by an interim body, such as a board of mayors, Crown commissioners or a mix of the two. Arrangements will vary by region and depend on the legislation, which has not been introduced.

When will amalgamated councils exist?

The published timetables point to new structures arriving only after the October 2028 local elections. Whangārei District Council has published a timeline showing a Cabinet decision from September 2026, consultation from October 2026 to March 2027, a final proposal in March 2027 and legislation in early 2028.

That is one council's published indication rather than a national schedule, and regions will differ. What they share is a long stretch in which the shape of the future organisation is unsettled, followed by a short one in which it has to work.

How many councils will there be after 2028?

Nobody can tell you yet, and anyone who gives you a number is guessing. There are 78 local authorities today: 11 regional councils and 67 territorial authorities. Cabinet has not published decisions on the Head Start proposals, the Backstop legislation has not been introduced, and no reorganisation has been confirmed.

The Government's expectation of broadly one unitary authority per region is a direction of travel, with no count attached. Larger regions may end up with more than one, and the final count depends on decisions still to be made.

What is the rates cap and when does it start?

The Local Government (Rates Capping) Amendment Bill would require councils to consider a target range of 2 to 4 percent for annual rates increases when preparing long term plans from 1 July 2027, with a maximum of 4 percent taking full effect from 1 July 2029.

It passed its first reading on 1 September 2026 and the select committee reports back in February 2027, so the settings may still change. Councils preparing the 2027 to 2037 long term plan are already modelling what the proposed settings could mean for them.

Can a council get an exemption from the rates cap?

The Bill as introduced provides for exemptions in exceptional circumstances, with an independent regulator monitoring compliance and assessing applications. The Government has given natural disasters as an example of the kind of circumstance it has in mind.

The detail sits with the select committee, which reports back in February 2027. Until then, treat the exemption route as a proposal rather than a plan, and model the capped range as your working assumption.

Does the rates cap apply to water charges?

No. The Government's proposal covers general rates, targeted rates and uniform annual charges, and excludes water services charges and other revenue that is not rates.

For councils that have moved water to a CCO, that means water charges are invoiced separately and sit outside the capped figure. It moves part of the cost off the rates bill and onto a separate one, so the pressure on households stays the same.

Can efficiency savings meet the rates cap?

Not on their own, in the councils that have published numbers. Hutt City Council has said it needs to save about $24 million a year by 2034 to meet the proposed 4 percent cap, and that savings of that size cannot be made without fundamental changes to the services it provides and a reduction in the assets it owns.

Process improvement still earns its place. It only counts toward a cap when a saving removes a cost the council pays, rather than releasing staff time that gets absorbed back into the same team. Those two things get confused often enough that finance teams are right to test every claimed saving against the budget line it is supposed to change.

What is the status of Local Water Done Well?

44 councils chose a council controlled water organisation and 23 chose an in-house model. 5 organisations began operating on 1 July 2026, and about 13 more were expected to follow within a year. Every council has to reach financially sustainable water services by 30 June 2028.

The transfer itself is the visible part. The question that follows it is whether the rest of the organisation still fits its revenue mix, its technical depth and its share of corporate overhead once water has gone.

When do the Planning and Natural Environment Bills become law?

The Government aims to pass both bills in 2026. They were introduced on 9 December 2025 and reported back by the select committee on 20 July 2026, and until they pass, the Resource Management Act still applies.

The staging matters more than the passing date. National direction is expected within nine months of enactment, with further standards through 2027, and more than 100 existing plans become 17 regional combined plans. A Planning Tribunal is expected in mid 2027.

What does the RMA replacement mean for consenting teams?

Officials estimate that up to 46 percent of consent and permit applications could no longer be required under the new system, between 15,000 and 22,000 a year on 2023/24 volumes. That is a national estimate of applications, made before the settings were final, and it is not a staffing number for any individual council.

A local result depends on the council's own application mix, the enacted legislation, national direction and the functions it performs. Model your own application types and the staff effort behind them before making any establishment decision.

Workforce, skills and leadership

What happens to our staff if our council amalgamates?

Nobody can answer that yet, and it is worth saying so plainly to your people rather than waiting. The employment arrangements will be set by legislation that has not been introduced, and the body that will run any transition, along with its powers, is not yet known.

What can be said now is which services the new organisation has to keep running from day one, which roles those services depend on, and when more will be known. Staff can live with an unanswered question on a schedule they trust. They struggle with silence.

Our structure is not settled. What workforce work can we usefully do now?

Build a service map: an account of what your council delivers and what each service depends on. That work holds up under any structural outcome, and it could give a later transition body a better starting point than several inventories that have to be reconciled first.

For each service in scope, record the accountable manager, the statutory obligations and service levels, the systems and data it runs on, the suppliers and contracts with their end dates, the roles it cannot operate without, and the delegations it relies on. Councils hold much of this already, across plans, contract registers and staff knowledge, and the work is in bringing it together against one definition of a service.

How do we keep people from leaving during the uncertainty?

Be clear about what is known, say when more will be known, and hold to that schedule. A council cannot remove retention risk by promising roles it has no authority to confirm, and staff can tell the difference between a real update and reassurance.

Then work out where a departure would hurt most. Identify the roles a priority service cannot operate without, make sure the knowledge in those roles is written down and shared, and decide how each would be covered. That is a shorter list than most executives expect.

What is a skills-based council, in practice?

A council that can answer three questions on demand: what skills do we have, what skills does the work need, and where is the gap widest. Job titles stay and teams stay. The change is in the information the organisation plans with.

In practice that means work described in skills rather than duties, recruitment that asks for skills rather than pedigree, learning spend aimed at the two or three gaps that carry service risk, and internal moves that can be judged on evidence. Start with two or three role families that carry the most risk. Councils that try to map every role at once tend to stall.

How do we protect critical roles when we cannot give everyone a deputy?

Build cover around the risk rather than duplicating specialists. Start with services, not the organisation chart, and ask what would stop, become unsafe, miss a statutory requirement or lose important history if the current role holder left on Friday.

Then document the decisions, contacts and exceptions that matter, give another person deliberate exposure through acting opportunities and paired decisions, and agree regional sharing arrangements before a vacancy occurs rather than after one.

Should we develop leaders now, or wait until the new structure is settled?

Some of it can start now, with a clear mandate and strict separation from any future appointment process. Leaders appointed to a new authority otherwise learn the unfamiliar parts of the job while the organisation is already running.

Two risks have to be managed rather than assumed away. A cohort working on live cross council services will generate views relevant to future design, and participation can be read as preselection. Use historical or fictional case material, produce no recommendations about current services, and have the records and information arrangements confirmed by employment advisers before anyone is invited.

Is AI going to reduce our headcount?

We do not have a number for you, and any provider offering one is guessing. What we see is council work changing shape rather than disappearing.

Drafting, searching and summarising get faster. Checking, interpreting and explaining get more important, because someone still has to recognise weak source material, protect personal information, spot a confident but wrong answer, and explain how a decision was reached. Whether AI helps a council depends on whether people can do that, not on which platform gets bought.

Should we keep recruiting while the structure is unsettled?

Yes for the roles your services cannot run without, and more carefully for everything else. A vacancy in a role that carries a statutory obligation is a live operational risk, and it does not become less of one because a reorganisation may be coming.

Where a role is genuinely discretionary, the useful test is whether the work behind it survives any of the plausible structures. If it does, recruit. If it only exists because of the current shape of the organisation, that is worth knowing before you advertise.

Working with LG Future

Who is LG Future?

LG Future is the dedicated local government practice of Capability Group, Added Insight and LSI Consulting, working with New Zealand councils and CCOs. Capability Group has spent more than forty years on leadership, organisation design and skills, and is a certified B Corporation. Added Insight is the organisational psychology practice behind the assessment and talent work. LSI Consulting, established in 1989, is the operational strategy practice and a New Zealand Government procurement panel provider.

Councils were buying this support in pieces: a leadership provider here, a restructure consultant there, an assessment tool somewhere else, and no single view of capability across any of it. LG Future brings it into one practice.

What does LG Future do?

Seven services, designed to work together: Operating Models, Organisation Design, Optimised Operations, Transition Planning, Leadership Development, Skills Development and Talent Management. Each can stand on its own, and most councils start with one.

The through line is capability. Reform is arriving at councils as a legal, structural and engineering problem, and every part of it lands on the people who have to keep services running while the organisation around them changes.

Which service should we start with?

Start with the pressure you can already name. If the organisation no longer fits the work, that is Operating Models or Organisation Design. If a structural change is already decided, that is Transition Planning. If demand is rising faster than budget, that is Optimised Operations. If your leaders are carrying the uncertainty, that is Leadership Development.

If none of those quite fits, tell us what is changing at your council and we will point you at one rather than all seven.

Do you only work with large councils?

No. We work with councils of every size, and a council of 90 people faces the same reform as a council of 900 on a very different budget.

Smaller councils tend to get the most out of work that is designed once for the sector and adopted, rather than built from scratch locally. That is the argument behind the LG Skills Framework.

Can neighbouring councils share a programme and the cost?

Yes, and for leadership development we recommend it. Our three regional leadership programmes are run that way by design, bringing together leaders from neighbouring councils so they build networks across boundaries and share the cost.

Regional delivery has a second benefit under reform. If councils in a region may end up in one organisation, the people in the room may be colleagues later, and those relationships are already built.

Can you work with our whole region rather than one council?

Yes. We regularly work with regional groupings of councils on shared programmes, and the sector-scale options are priced differently from a single council engagement.

Mention your grouping when you get in touch and we will bring those options to the first conversation.

Are you on a government procurement panel?

LSI Consulting, the operational strategy practice within LG Future, is a New Zealand Government procurement panel provider.

If your council's procurement rules affect how you can engage us, raise it early and we will work to them rather than around them.

Who will be in the room?

The people named on our About page. We do not sell with one team and deliver with another.

Directors Drew McGuire and Guy Chadwick lead the practice, alongside the practice leads and principal consultants for the service you engage.

What does it cost?

It depends on scope, and we will give you a figure before you commit to anything. What drives it is the size of your council, how many services are in scope, how much of the work your own people carry, and whether you are engaging alone or as part of a regional grouping.

Most engagements start with a short diagnostic rather than a full programme, which keeps the first commitment small and tells you what is worth doing next.

What happens after a first conversation?

We listen first. There are no pitch decks on the first conversation. Most engagements then start with a short diagnostic that tells you what to tackle first, rather than a proposal for everything at once.

You can email contact@lgfuture.nz or use the contact form, and someone will reply within one working day.

Do we own the frameworks and tools you build?

Yes. Frameworks, tools and internal facilitators stay with your team, and the goal is that you need us less each year.

We also share across the sector. What works in one council usually works in others, so our insights, frameworks and benchmarks are published.

Question not answered here?

Tell us what is changing at your council. We'll listen first.

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Local Government Reform FAQ | LG Future