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Resolution number PPK/2016/198
MOVED
by Member B Catchpole, seconded by Member KJ Winn:
That the Papakura Local Board:
a)
provides the following feedback on the
proposed service specifications, local outcomes and the overall structure for
new Community Facilities maintenance contracts, including:
i.
A key outcome for the Papakura
Local Board is to enable “a skilled workforce for local jobs”,
recognising that this will support a more self-contained sub-regional economy
in south Auckland. The board advocates for a community empowerment
approach where local businesses, industry and communities are enabled to
access employment opportunities as a direct result of the way we procure
services. In this way the organisation and communities can benefit together.
Spending on locally owned businesses helps create a local multiplier effect,
generating local economic returns;
Geographic
Clusters
ii.
Supports the proposed approach
for the 2017 Parks and Building Maintenance contracts with the proviso that
the outcomes reflect local character, not one generic outcome across the
region;
iii.
Supports the proposed geographic
southern cluster (RIMA) for the 2017 Parks and Building Maintenance Contracts
as suitable for Papakura, dependent upon how contracts are administered,
managed and adjusted to reflect local requirements and investment;
iv.
Notwithstanding the above,
supports a “lotting” approach, which would mean breaking up
contracts into smaller contracts thereby mitigating an inbuilt bias towards
larger contractors and creating a competitive environment for small to medium
enterprises;
Service
specification feedback
v.
As part of the 2017 Parks and
Building Maintenance Contracts an independent auditing function be
established to assess the success of the ‘outcomes’ so local
boards do not need to rely solely on the community to monitor performance;
vi.
As part of an ongoing audit
fully utilise all tools within council such as the Customer Relationship
Management recording system to monitor service requests;
vii.
The proposed service
specifications outcomes for the 2017 parks and Building Maintenance Contracts
are reviewed to remove all subjective and value statements such as high-quality
and visually pleasing and replaced with definitive statements;
viii.
The length of the 2017 Parks and
Building Maintenance Contracts be a maximum of five years and that any rights
of renewal are made within each term and are based on pre-determined performance
criteria and Key Performance Indicators being achieved, which should be
agreed by local boards;
Procurement
Principles
ix.
Incorporate creative
opportunities and solutions, and build the community empowerment approach
into the 2017 parks and Building Maintenance Contracts, for example, a local
community group undertaking all the maintenance of a local park;
x.
Ensure that the 2017 Parks and
Building Maintenance Contract provide a sustainable procurement approach as
per the Council’s procurement policy, which includes “increased
local spend and enhanced local capability where appropriate”;
xi.
When considering the tenders for
the 2017 Parks and Building Maintenance Contracts give greater weight to
those which include a proportion of local suppliers above 70 per cent;
xii.
‘Local’ needs to be
further defined in the context of where the work is being carried out versus
the location of a primary contractor;
xiii.
Pursuant to the Council’s
procurement policy, ensure that local suppliers including Maori, both mana
whenua and mataawaka, are provided advice and support so they have a full and
fair opportunity to compete for the 2017 Parks and Building Maintenance
contracts. This is to include that the process, as to how the new approach is
conveyed to local suppliers and community groups allows for a single
integrated approach to procurement, service delivery and community
empowerment;
xiv.
Specifically target and support
local Maori suppliers and business development, both mana whenua and
mataawaka by providing advice and support that fully aligns with Tiriti o
Waitangi thereby enabling Iwi and Maori organisations to have full and fair
opportunity to compete for the 2017 Parks and Building Maintenance Contracts;
xv.
As part of the new 2017 Parks
and Building Maintenance Contracts include clauses that require successful
tenders ensure local sub-contractors such as community groups and small
businesses are paid a fair and reasonable rate;
xvi.
The 2017 Parks and Building
Maintenance Contracts embed flexibility to allow for community empowerment
opportunities to be increased on an annual basis as more local groups and
small businesses build capacity to deliver locally. This will help ensure
that the proposed tight timeframes for the new contracts will not preclude
these groups from participating for five or more years;
xvii.
Ensure that increases to levels
of service resulting from the planned growth for Auckland are built into the
2018-28 Long-term Plan to remove any organisational reliance on the local
board’s locally driven initiatives funding being required to cover a
potential shortfall in asset-based services funding;
xviii.
Simple and measurable Key
Performance Indicators and penalties for non-performance are included in the
2017 Parks and Building Maintenance Contracts;
xix.
The simple and measurable Key
Performance Indicators developed for the 2017 parks and Building Maintenance
Contracts are used to inform the measures for the 2018-28 Long-term Plan as
this will enable local boards to have better governance oversight of contract
delivery and performance;
Ongoing support,
reporting
xx.
All local boards are provided
with timely, relevant and high-quality advice during the annual planning
process which will enable local boards to make informed level of service
decisions following consultation with the community as part of the annual
planning process;
xxi.
Confirmation is required as to
how the new contracts will be managed by Community Facilities and how the
local boards will be supported by staff. This is to include confirmation that
resourcing will be sufficient to provide timely service and advice to local
boards, such as which staff will work with local boards at relevant meetings;
xxii.
As part of the new 2017 Parks
and Building Maintenance Contracts successful tenders in the RIMA cluster are
required to have a direct interface with the Southern Initiative to
strengthen opportunities to secure employment of local people through local
procurement contracts;
xxiii.
Create a mechanism, for bringing
small and medium sized and community enterprises together with big
contractors to broker partnering;
xxiv.
Provide contract clauses that
focus on creating a range of quality jobs with real career prospects,
opportunities and development plans alongside the apprenticeships and
cadetships. Do not limit employment options to entry level jobs with limited
progression pathways;
xxv.
Prior to implementing there is a
need to learn from the experience of other parts of the organisation about
the benefits of pre-employment support required from contractors to employ
people traditionally distanced from the labour market, for example, the Maori
and Pasifika Trades Training initiative supply of new recruits for the
Manukau Bus Interchange development and Project PETER’s support for Te
Auaunga Awa stormwater project;
xxvi. Requests that
Community Facilities staff work closely with the council-controlled organisations
and the rest of the council family to ensure that service delivery is collaborative
and integrated.
CARRIED
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