I hereby give notice that an ordinary meeting of the Chief Executive Officer Review Committee will be held on:

Date:                       Time: Meeting Room: Venue:	Wednesday, 23 March 2016 9.30am Level 26 135 Albert Street Auckland
Chief Executive Officer Review Committee OPEN AGENDA

MEMBERSHIP

Chairperson	Hon Christine Fletcher, QSO
Deputy Chairperson	Mayor Len Brown, JP
Members	Cr Bill Cashmore
	Deputy Mayor Penny Hulse
	Cr Penny Webster
	Cr George Wood, CNZM

(Quorum 3 members)

Tam White

Democracy Advisor

22 March 2016

Contact Telephone: (09) 890 8156

Email: tam.white@aucklandcouncil.govt.nz

Website: www.aucklandcouncil.govt.nz

TERMS OF REFERENCE

Responsibilities

The Chief Executive Review Committee is established to review the Chief Executive’s performance and to recommend to the Governing Body the terms and conditions of the CE’s employment including any performance agreement measures and annual remuneration.

Powers

All powers necessary to perform the Committee’s responsibilities.

Except:

(a)     powers that the Governing Body cannot delegate or has retained to itself (see Governing Body responsibilities)

(b)        where the Committee’s responsibility is limited to making a recommendation only

Exclusion of the public – who needs to leave the meeting

Members of the public

All members of the public must leave the meeting when the public are excluded unless a resolution is passed permitting a person to remain because their knowledge will assist the meeting.

Those who are not members of the public

General principles

· Access to confidential information is managed on a “need to know” basis where access to the information is required in order for a person to perform their role.

· Those who are not members of the meeting (see list below) must leave unless it is necessary for them to remain and hear the debate in order to perform their role.

· Those who need to be present for one confidential item can remain only for that item and must leave the room for any other confidential items.

· In any case of doubt, the ruling of the chairperson is final.

Members of the meeting

· The members of the meeting remain (all Governing Body members if the meeting is a Governing Body meeting; all members of the committee if the meeting is a committee meeting).

· However, standing orders require that a councillor who has a pecuniary conflict of interest leave the room.

· All councillors have the right to attend any meeting of a committee and councillors who are not members of a committee may remain, subject to any limitations in standing orders.

Independent Māori Statutory Board

· Members of the Independent Māori Statutory Board who are appointed members of the committee remain.

· Independent Māori Statutory Board members and staff remain if this is necessary in order for them to perform their role.

Staff

· All staff supporting the meeting (administrative, senior management) remain.

· Other staff who need to because of their role may remain.

Local Board members

· Local Board members who need to hear the matter being discussed in order to perform their role may remain.  This will usually be if the matter affects, or is relevant to, a particular Local Board area.

Council Controlled Organisations

· Representatives of a Council Controlled Organisation can remain only if required to for discussion of a matter relevant to the Council Controlled Organisation.

Chief Executive Officer Review Committee 23 March 2016

ITEM   TABLE OF CONTENTS                                                                                        PAGE

1          Apologies                                                                                                                        7

2          Declaration of Interest                                                                                                   7

3          Confirmation of Minutes                                                                                               7

4          Petitions                                                                                                                          7

5          Public Input                                                                                                                    7

6          Local Board Input                                                                                                          7

7          Extraordinary Business                                                                                                7

8          Notices of Motion                                                                                                          8

9          Chief Executive Performance Discussion                                                                  9

10        Consideration of Extraordinary Items 

1          Apologies

At the close of the agenda no apologies had been received.

2          Declaration of Interest

Members are reminded of the need to be vigilant to stand aside from decision making when a conflict arises between their role as a member and any private or other external interest they might have.

3          Confirmation of Minutes

That the Chief Executive Officer Review Committee:

a) confirm the ordinary minutes of its meeting, held on Wednesday, 16 December 2015, including the confidential section, as a true and correct record.

4 Petitions

At the close of the agenda no requests to present petitions had been received.

5 Public Input

Standing Order 7.7 provides for Public Input.  Applications to speak must be made to the Democracy Advisor, in writing, no later than one (1) clear working day prior to the meeting and must include the subject matter.  The meeting Chairperson has the discretion to decline any application that does not meet the requirements of Standing Orders.  A maximum of thirty (30) minutes is allocated to the period for public input with five (5) minutes speaking time for each speaker.

At the close of the agenda no requests for public input had been received.

6 Local Board Input

Standing Order 6.2 provides for Local Board Input.  The Chairperson (or nominee of that Chairperson) is entitled to speak for up to five (5) minutes during this time.  The Chairperson of the Local Board (or nominee of that Chairperson) shall wherever practical, give one (1) day’s notice of their wish to speak.  The meeting Chairperson has the discretion to decline any application that does not meet the requirements of Standing Orders.

This right is in addition to the right under Standing Order 6.1 to speak to matters on the agenda.

At the close of the agenda no requests for local board input had been received.

7 Extraordinary Business

Section 46A(7) of the Local Government Official Information and Meetings Act 1987 (as amended) states:

“An item that is not on the agenda for a meeting may be dealt with at that meeting if-

(a)        The local  authority by resolution so decides; and

(b)        The presiding member explains at the meeting, at a time when it is open to the public,-

(i)         The reason why the item is not on the agenda; and

(ii)        The reason why the discussion of the item cannot be delayed until a subsequent meeting.”

Section 46A(7A) of the Local Government Official Information and Meetings Act 1987 (as amended) states:

“Where an item is not on the agenda for a meeting,-

(a)        That item may be discussed at that meeting if-

(i)         That item is a minor matter relating to the general business of the local authority; and

(ii)        the presiding member explains at the beginning of the meeting, at a time when it is open to the public, that the item will be discussed at the meeting; but

(b)        no resolution, decision or recommendation may be made in respect of that item except to refer that item to a subsequent meeting of the local authority for further discussion.”

8 Notices of Motion

At the close of the agenda no requests for notices of motion had been received.

Chief Executive Officer Review Committee 23 March 2016

Chief Executive Performance Discussion

File No.: CP2016/04818

Purpose

1.       To discuss the performance of the Chief Executive and/or the council organisation as it relates to the Chief Executive’s responsibilities.

Executive Summary

2.       Since the committee last met on 16 December 2015, the Chief Executive’s performance objectives were approved by the Governing Body (GB/2015/135 refers). The Chief Executive’s performance objectives leverage off the council’s new three year organisational strategy.

3.       Between October 2015 and January 2016, the Executive Leadership Team (ELT) reviewed strategic options for the council’s three year roadmap. Feedback from this committee, and the views of local boards and IMSB were included.

4.       ELT confirmed the three year organisational strategy on 29 January 2016 with the aim of developing a higher performing council, through:

·        Focusing on our customers.

·        Becoming an enabling and a transparent council which engages better with the communities we serve.

·        Delivering a more superior level of service and support to elected members, with a supporting infrastructure that is efficient and effective.

·        Becoming more efficient in the way we operate and ensuring we meet the Long Term Plan efficiency targets.

5.       Staff will present an overview of the organisational strategy and next steps in relation to its implementation.

6.       The committee chair has sought from committee members and councillors and any other areas for discussion. Any additional agenda items were pending at the time of writing this report.

Recommendation

That the Chief Executive Officer Review Committee:

a)      discuss the performance of the Chief Executive and/or the organisation as it relates to the Chief Executive’s responsibilities.

Consideration

Local Board views and implications

7.       The Chief Executive engages with Local Board Chairs through the Local Board Chairs Forum and their feedback is taken into consideration.

Māori impact statement

8.       Māori outcomes are influenced through the delivery of council outputs and the effectiveness of council’s operational capability and capacity.

Attachments

No.	Title	Page
aView	Briefing on Auckland Council Organisational Strategy	11
bView	Chief Executive Auckland Council Performance Objectives	23

Signatories

Author	Michael Quinn - Executive Officer
Authoriser	Christine Etherington - People & Capability Director

Chief Executive Officer Review Committee 23 March 2016

Chief Executive Officer Review Committee 23 March 2016

Chief Executive Auckland Council Performance Objectives
Time Period: 1 January 2016 - 31 December 2017
Performance Focus Area	Alignment with Auckland Council Strategy	Objectives	Key Performance Indicators
Sound financial stewardship of Auckland Council	Outcome 5 Rates burden decreases as non-rates revenue share of total revenue grows to x% (tbc) Outcome 6 Doing more with less without compromising the customer service and experience (cost savings target TBC)	Council's financial performance Long Term Plan key financial  indicators achieved Cost-savings & efficiency targets	- Deliver Budget, including Long Term Plan efficiency savings  - Targeted Group co-sourcing savings achieved - Increase Asset utilisation
Customer, Citizen and Community Satisfaction	Outcome 1 Our citizens have a strong voice and are key in shaping Auckland Outcome 2  We get the job done faster, more conveniently and at lower cost than before for Customer, Community and Citizens	Increased trust in Council Customer friendly & responsive services Effective local body election processes Cohesive strategic direction for broader community involvement, including volunteers	- Increase awareness of # of council services - Fit for purpose channels to engage & enable Auckland's diverse communities - Increased % of services are online (increase digitisation of council services)
Efficient and Effective Auckland Council	Outcome 4 Elected members are better supported to make high quality decisions for Auckland Outcome 6 Doing more with less without compromising the customer service and experience (cost savings target TBC)	Elected members satisfaction with governance support, quality advice, delivery of agreed, funded and resourced projects and the organisations support of the Governance model Improve high volume customer facing processes Auckland Plan refresh completed effectively Delivery of Annual & Unitary Plans achieved Demonstrated evidence of innovations and new approaches that improve the performance of  Council and the council family	- Auckland Plan refresh completed on time - Governing Body Approval of Plans - Reduced cycle time for high volume processes - Elected members satisfaction increases, including quality advice reflecting changing community demographics (evidence to include Pasifika community)
Vibrant organisation prepared for the growth of Auckland	Outcome 3 Our high performing and inclusive workforce effectively serves  a diverse and changing Auckland	Effective CCO relationships built and delivery of major collaborative initiatives Readiness for Auckland growth, including major project delivery High performance innovative & inclusive culture & high employee engagement Achieve Maori aspirations, aligned to Te Toa Takatini A safe and heathy work environment Auckland Council strategy endorsed	- Staff engagement score increases > 70% - Culture programme demonstrates progress towards high performance, including diversity and innovation - Councillor feedback on Council / CCO relationship and CCO outcomes - Evidence of Auckland growth related projects - LTIFR < 2.5  - Evidence of meeting Officers Health & Safety due diligence obligations - Evidence of delivery of Te Toa Takatini priorities