I hereby give notice that an ordinary
meeting of the Appointments and Performance Review Committee will be held on:
MEMBERSHIP
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Chairperson
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Hon Phil Goff, CNZM, JP
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Deputy Chairperson
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Cr Christine Fletcher, QSO
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Members
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Cr Josephine Bartley
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Cr Pippa Coom
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Cr Angela Dalton
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Cr Chris Darby
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Cr Alf Filipaina
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Cr Richard Hills
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IMSB Chair David Taipari
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Ex-officio
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Deputy Mayor Cr Bill Cashmore
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(Quorum 4 members)
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Duncan Glasgow
Kaitohutohu Mana Whakahaere /
Governance Advisor
23 September 2021
Contact Telephone: (09) 890 2656
Email: duncan.glasgow@aucklandcouncil.govt.nz
Website: www.aucklandcouncil.govt.nz
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Responsibilities
The Appointments and Performance Review Committee is
established to:
1.
review the chief executive’s performance and recommend to the
Governing Body the terms and conditions of the CE’s employment including
any performance agreement measures and annual remuneration
2.
make appointments to Council-Controlled Organisations (CCOs), Council
Organisations (COs) and exempt CCOs and COs, with the exception of Ports of
Auckland Limited and Auckland International Airport Limited
3.
receive updates on appointments to the council organisations, Ports of
Auckland Limited and Auckland International Airport Limited, as well as any
relevant updates on shareholder voting undertaken at Auckland International
Airport Limited annual general meetings
4. approve policies
relating to the appointment of directors and trustees to CCOs and COs.
Powers
All powers necessary to perform
the committee’s responsibilities.
Except:
(a) powers
that the Governing Body cannot delegate or has retained to itself (section 2)
(b) where
the committee’s responsibility is limited to making a recommendation only
(c) the power to
establish sub-committees.
Code of conduct
For information relating to Auckland
Council’s elected members code of conduct, please refer to this link on
the Auckland Council website - https://www.aucklandcouncil.govt.nz/about-auckland-council/how-auckland-council-works/elected-members-remuneration-declarations-interest/Pages/elected-members-code-conduct.aspx
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.
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Appointments
and Performance Review Committee
28 September
2021
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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 8
8 Update on the
board appointments programme for 2021 9
9 Open Process
Report for FY21 Chief Executive Performance Objectives 13
10 Appointments and
Performance Review Committee Forward Work Programme - 28 September 2021 19
11 Consideration of
Extraordinary Items
PUBLIC EXCLUDED
12 Procedural
Motion to Exclude the Public 25
C1 CONFIDENTIAL: Appointment of a
director to the board of Auckland Transport 25
C2 CONFIDENTIAL: Appointments to
the Auckland War Memorial Museum board 25
C3 CONFIDENTIAL: Appointment of
City Rail Link Limited Directors 26
C4 CONFIDENTIAL: Report on FY21
Chief Executive's Performance Objectives 26
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
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That the Appointments and Performance Review Committee:
a)
confirm the ordinary minutes of its meeting,
held on Tuesday, 31 August 2021, including the
confidential section, as a true and correct record.
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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
Governance 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.”
|
Appointments
and Performance Review Committee
28 September
2021
|
|
Update
on the board appointments programme for 2021
File No.: CP2021/00152
Te take mō te
pūrongo
Purpose of the report
1. To
provide updates on appointment processes that are currently in progress that
will be discussed in the confidential part of the meeting.
Whakarāpopototanga matua
Executive summary
2. Confidential
reports on this agenda seek the following decisions:
· approval
of one Auckland Transport director appointment
· appointment
of three board members to the Auckland War Memorial Museum
· appointment
of four board members to City Rail Link Limited.
3. These
appointments are made in line with the Appointment and Remuneration Policy for
Board Members of Council Organisations.
4. Auckland
Unlimited makes recommendations to Auckland Council for appointments to the
Auckland War Memorial Museum Board.
5. Appointments
to the board of City Rail Link Limited are made jointly by Auckland Council and
the Crown.
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Ngā tūtohunga
Recommendation/s
That the Appointments and
Performance Review Committee:
a) note
that reports on the confidential agenda of today’s meeting will
consider:
i) approval
of a director to the board of Auckland Transport
ii) approval
of board appointments to the Auckland War Memorial Museum
iii) appointment
of four board members to City Rail Link Limited
b) note
that the reports are confidential due to the personal information contained
in them.
|
Horopaki
Context
6. Appointments
made by Auckland Council are made in line with the Appointment and Remuneration
Policy for Council Organisations. The board appointment process is outlined in
Figure 1.
Figure 1: Board Appointment
Process
Appointment of a director to the board of Auckland Transport
7. Auckland
Council is in the process of appointing a director to the Auckland Transport
board to meet the brief approved by the committee on 30 March 2021 [APR/2021/24].
8. A
shortlist of candidates was approved for interview by the committee on 31
August 2021 [APR/2021/62].
9. The
report on the confidential agenda seeks approval to appoint the candidate
recommended by the selection panel.
Appointments
to the Auckland War Memorial Museum board
10. The Auckland
War Memorial Museum Act 1996 governs the board appointment process for the
museum.
11. Auckland
Council appoints five of the 10 board members. The remaining members are
appointed by the Auckland Museum Institute (four members) and Taumata-a-Iwi
(one member).
12. Terms of
appointment for museum board members are set at two years by the legislation.
13. Auckland
Unlimited provides recommendations on appointments to the museum board under
the Advisory and Management Agreement with Auckland Council.
14. Auckland
Unlimited follows a process that is in line with Auckland Council’s
Appointment and Remuneration Policy for Council Organisations.
15. The
report on the confidential agenda seeks approval of three candidates
recommended by staff and Auckland Unlimited.
Appointments
to the City Rail Link Limited board
16. The City Rail
Link Limited board currently consists of five members including the chair.
17. Auckland
Council and the Crown are jointly responsible for appointment of all members.
18. The Ministry
of Transport has made recommendations for four appointments to the board which
are considered in the confidential agenda.
Tātaritanga me ngā
tohutohu
Analysis and advice
19. It is the
role of this committee to make decisions on the appointments to CCO boards and
the appointment of chairs and deputy chairs of each board.
20. Council
appointments for three positions on the Auckland War Memorial Museum board end
on 30 September 2021.
21. The terms of
four directors of City Rail Link Limited expired on 30 June 2021, however the
City Rail Link Limited constitution provides that directors may continue as
directors until such time as they are reappointed or a successor is appointed.
Tauākī whakaaweawe
āhuarangi
Climate impact statement
22. The common
priorities for CCO director vacancy briefs include the requirement that
candidates demonstrate:
“Commitment to integrate
Te-Tāruke-ā-Tāwhiri: Auckland’s Climate Plan into the
strategies and operations of the Council-controlled organisations.”
23. Each CCO is
accountable for ensuring that their planning and decisions reflect the action
areas outlined in Te-Tāruke-ā-Tāwhiri.
24. The Auckland
War Memorial Museum is independent of Auckland Council, however actions within
their annual plan align with Te Tāruke-ā-Tāwhiri and support the
Environment and Cultural Heritage outcomes sought by the Auckland Plan 2050.
25. These
supporting actions include the Green Museum Sustainability Action plan and work
on the Environment and Human Impact Gallery which will help educate and inspire
the public to make informed decisions about their climate impact.
Ngā whakaaweawe me
ngā tirohanga a te rōpū Kaunihera
Council group impacts and views
26. The appointment of the best possible directors to the boards of CCOs
and entities that council funds will have a positive impact on the council
group.
Ngā whakaaweawe
ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board views
27. Board appointments to CCOs and the Auckland War Memorial Museum are
the role of the Governing Body. Local boards can participate in the nomination
process for each director vacancy. The nomination of a candidate requires the
consent of that candidate.
Tauākī whakaaweawe
Māori
Māori impact statement
28. An Independent Māori Statutory Board member is involved in the appointment process by being a member of the
selection panel for appointments to CCO boards. This ensures that a Māori
perspective informs the recommendations of the selection panel during the
shortlisting, interviewing and appointment processes.
29. At the 25 August 2020 meeting this committee agreed to strengthen
the focus areas in vacancy briefs by including the following statements in the
common priorities for all director vacancy briefs (advertisements):
Uphold the principles of the Treaty of Waitangi,
readiness to promote improved outcomes for Māori and knowledge of Te Ao
Māori established networks (APR/2020/10).
30. The Auckland War Memorial Museum board includes one member appointed
by Taumata-a-Iwi which is a committee established to ensure that the Museum
board’s policy aligns with Māori values. The Taumata-a-Iwi chair and
Auckland Unlimited’s General Manager Kaupapa Māori participated in
the panel interviews and provided advice to the selection panel.
31. The Independent Māori Statutory Board is also represented on
this committee. This ensures a Māori perspective is brought to the decision-making process,
and that the Independent Māori Statutory Board’s views are
considered by the committee.
Ngā ritenga
ā-pūtea
Financial implications
32. The costs associated with these appointments will be managed from
existing budgets.
Ngā raru tūpono me
ngā whakamaurutanga
Risks and mitigations
33. There are
risks associated with all board appointments including:
a) Reputational
risks: all candidates are appropriately screened to meet the skill requirements
for directors on boards such as these and have appropriate governance experience
especially within public-facing entities. To mitigate any potential risks
of disqualified directors or under-qualified candidates:
i) a
thorough due diligence process will be completed on all candidate applications
in line with the council’s appointment policy
ii) short-listed
candidates have completed the council’s director consent form prior to
interview which requires directors to confirm that there is nothing that would
disqualify them from being a director
iii) thorough
reference checks of candidates who are approved for appointment to the CCOs are
being conducted by Kerridge and Partners.
b) Governance:
the risk of an unbalanced board where a loss of institutional knowledge impacts
decision-making. Conversely, retaining board members for too long can
mean the board lack innovation and fresh thinking.
Ngā koringa ā-muri
Next steps
34. Following the
completion of appointment processes, staff will notify the candidates of the
committee’s decisions.
Ngā tāpirihanga
Attachments
There are no attachments for
this report.
Ngā kaihaina
Signatories
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Author
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James Stephens - Senior Advisor
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Authorisers
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Alastair Cameron - Manager - CCO Governance &
External Partnerships
Phil Wilson - Director, Governance & CCO Partnerships
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|
Appointments
and Performance Review Committee
28 September
2021
|
|
Open Process Report for FY21 Chief
Executive Performance Objectives
File No.: CP2021/14366
Te take mō te
pūrongo
Purpose of the report
1. To
report on the Chief Executive’s Performance Objectives (Objectives) for
the period July 2020 to 30 June 2021.
Whakarāpopototanga matua
Executive summary
2. On
1 September 2020, the chief executive, Jim Stabback commenced in his role.
3. In
November 2020, the Governing Body adopted an initial set of Objectives for the
financial year 1 July 2020 to June 2021. The start of the chief
executive’s tenure and adoption date of these Objectives limited the
chief executive’s ability to influence performance for some of the period
covered. These Objectives were also adopted against a backdrop of significant
disruptions due to COVID-19.
4. In
March 2021, the Appointments and Performance Review Committee received a report
on performance against the Objectives for the half year ending 31 December 2020
(CP2021/01413).
5. This
report provides a review of performance for the 12 months from July 2020 to 30
June 2021.
6. The
Objectives cover 10 focus areas that span Auckland Council’s delivery of:
· the implementation
of the council-controlled organisation (CCO) review
· Culture,
Leadership and Employee Wellbeing
· Water Strategy
· Achieve our
Emergency Budget
· Balance Sheet
Management
· Māori
Outcomes Framework Delivery
· Meeting the
needs of our customers and communities
· Te
Tāruke-ā-Tāwhiri: Auckland's Climate Plan delivery
· Major project
delivery developments
· 10-year Budget
(Long-term Plan) developments.
7. Despite
a period of significant disruption, the chief executive has led some significant
achievements, some of which are not included in the Objectives but should be
noted. These include:
· achievement of
the Emergency Budget including the $120m savings target
· development
and approval of the new 10-year Budget 2021-2031 (Recovery Budget)
· notable
improvement in the Auckland Council group wide relationships through strong
leadership
· engagement
with elected members and Ports of Auckland to drive improvements including the
delivery and implementation of the CHASNZ report
· leadership of an
organisational improved relationship with central government including:
o Ministry of Transport and Waka
Kotahi NZ Transport Agency through the Auckland Transport Alignment Project and
Auckland Light Rail discussions
o Department of Internal Affairs
through the Three Waters review
· lifting the
role of General Manager – Ngā Mātārae to a direct report
to the chief executive, reflecting the importance of the work this department
and the council does to deliver better outcomes for Māori
· employee
engagement remaining steady despite significant disruptions, organisational
change and challenges for our leaders and people
· the
recognition and leadership of our people’s wellbeing being a priority,
with the completion of the Wellbeing Review and the implementation of its
findings well underway
· increased
focus on Health and Safety by lifting the role to General Manager level and
increasing the Executive Leadership Team oversight to a stand-alone committee
that meets monthly to consider performance and progress
· introduction
of increased performance reporting to lift capability and drive service
improvement
· delivery of
phase one of a new operating model for the council which will address some
long-standing issues such as council service reviews and consideration of back
office shared services with CCOs.
8. While
the achievements above provide the broader context for performance, the 10
focus areas in the Objectives contain 41 measures within specific focus areas.
For the financial year, 27 of 41 measures (65.9 per cent) were on track or
achieved, eight were progressing well but with still some risks to delivery
(19.5 per cent), and six were not achieved (14.6 per cent).
9. To
comply with the council’s financial reporting obligations, some financial
results against these measures are required to remain confidential until after
the Governing Body has adopted the Auckland Council Group Annual Report for the
financial year ending 30 June 2021 (scheduled for 27 September
2021).
10. On the
recommendation of this committee, new Chief Executive Performance Objectives
for the financial year 2022-2024 were adopted by the Governing Body on 29 June
2021. The period for those objectives began in July 2021. Bi-annual update
reports will be provided to this committee, with the first being prepared for
March 2022.
11. Staff will
present a summary of performance against the Objectives, and the chief
executive will also provide reflections on the previous year that inform future
priorities.
Ngā tūtohunga
Recommendation/s
That the Appointments and
Performance Review Committee:
a) note
that there is a confidential report included in the agenda that provides the
full performance information on the Chief Executive’s Performance
Objectives for the financial year ending June 2021.
Horopaki
Context
12. The Local
Government Act 2002 Schedule 7 clause 34(2) provides that the local authority
and the chief executive must enter into a performance agreement. The chief
executive is responsible to the council for meeting their statutory obligations
under section 42(2), and their performance expectations under this performance
agreement.
13. The Governing
Body has delegated to the Appointments and Performance Review Committee the
responsibility to “review the Chief Executive’s performance and
to recommend to the Governing Body the terms and conditions of the Chief
Executive’s employment including any performance agreement measures and
annual remuneration”.
14. To this end,
the Governing Body adopted the Objectives for the financial year 2020/2021 on
26 November 2020, with six-monthly updates on performance to be provided. The
first update was provided in March 2021 (for the period to the end of December
2020). This report provides the second of these updates through until the
financial year ending 30 June 2021.
15. In the period from July 2020 to June 2021, council faced
significant disruptions, as follows:
a) Jim Stabback commenced in the role of chief executive on 1 September
2020, two months after the start of the financial year running July 2020 until
June 2021. This means that the Objectives for financial year 2020/21 cover a
short period when Mr Stabback was not in the role.
b) in addition, the late adoption of the objectives in November 2020
means some measures have been applied retrospectively (back to the start of his
employment on 1 September 2020), limiting Mr Stabback’s ability to
influence performance in these areas.
c) the Objectives also include the period from 12 August – 30
August 2020, 14 February – 17 February, and 28 February – 7 March
2021 when Auckland was in a COVID-19 lockdown at Alert Level 3.
Tātaritanga me ngā
tohutohu
Analysis and advice
16. COVID-19 continues to impact many aspects of our lives. Restrictions
have impacted businesses and communities, heavily restricted travel, and
required organisations (including Auckland Council), to
rethink service delivery models and adapt to the rapid uptake of virtual
working.
17. Despite these challenges, the chief executive and the council have
made significant progress with underlying core financial and operational
performance and have progressed a range of strategic priorities.
18. Of the 41 performance measures, 28 of 41 measures (65.9 per
cent) were on track or achieved, eight were progressing well but with still
some risks to delivery (19.5 per cent), and six were not achieved (14.6 per
cent). More detail is provided in the confidential report on today’s
agenda on performance in each of the focus areas.
Tauākī whakaaweawe
āhuarangi
Climate impact statement
19. The chief
executive has an important role in contributing to the delivery of Te
Tāruke-ā-Tāwhiri: Auckland's Climate Plan, and in demonstrating
leadership on issues impacting the climate, the environment, and
sustainability.
20. With a focus
on the core goals of reducing greenhouse gas emissions, and on adapting to the
impacts of climate change, our climate actions can deliver broader
environmental, economic, social and health benefits for all Aucklanders.
21. Performance
against our targets in this area has been strong in the financial year
2020/2021. A more comprehensive and ambitious set of measures is included in
the Chief Executive Performance Objectives for the financial year 2022-2024, as
council seeks to accelerate delivery of Te Tāruke-ā-Tāwhiri: Auckland's
Climate Plan in response to the previous declaration of a
climate emergency.
Ngā whakaaweawe me
ngā tirohanga a te rōpū Kaunihera
Council group impacts and views
22. The
Objectives relate to areas where the chief executive has direct control and
therefore focus on the council organisation.
23. However, the
chief executive’s leadership is critical in ensuring that Auckland
Council sets, applies and communicates the priorities, performance objectives
and values necessary to deliver high-quality outcomes for Aucklanders. The CCO
contribution will be achieved through the statement of intent process and
ongoing collaboration at various levels.
Ngā whakaaweawe
ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board views
24. Local Board
Chairs have not been consulted with directly for this update of performance
against the Objectives. However, where a performance objective is relevant to
local boards, for example the adoption of Local Board plans, the necessary
engagement has occurred to provide the update.
Tauākī whakaaweawe
Māori
Māori impact statement
25. The chief
executive has an important role in discharging Te Tiriti o Waitangi and
statutory obligations, as well as contributing to the Auckland Plan outcome of
Māori identity and wellbeing, the Independent Māori Statutory Board
Treaty Audit and Issues of Significance to Māori.
26. The
Objectives are a key mechanism for the delivery, implementation, and monitoring
of Kia Ora Tāmaki Makaurau, the Māori outcomes performance
measurement framework for the council group. They do this by identifying
measures focused on the delivery of the Māori Outcomes 10-year
Budget 2021-2031 (Recovery Budget) fund, the council’s response
programme to the Treaty of Waitangi Audit, and the delivery of directorate
Māori Responsiveness Plans. As part of the diversity and inclusion
targets, the Objectives also include increasing Māori representation at
senior leadership levels.
Ngā ritenga
ā-pūtea
Financial implications
27. There are no
financial implications from statements or decisions sought in this paper.
Ngā raru tūpono me
ngā whakamaurutanga
Risks and mitigations
28. As per Treaty
Audit Recommendations 6 and 7 and CCO Review Recommendations 36, 37 and 38,
Ngā Mātārae will continue to work with the remaining seven
directorates (and substantive CCOs) to develop and align existing Māori
Responsiveness Plans to Kia Ora Tāmaki Makaurau.
29. A focus on
health, safety and wellbeing, including cases being closed in risk manager,
remains a high priority. Ongoing initiatives are in place to make reporting
easier for people leaders to respond and close out incidents recorded on risk
manager. The Health, Safety and Wellbeing team are reviewing the reporting
process to identify common issues and find areas with good reporting behaviour
to provide mentoring and help the organisation achieve the 100 per cent target.
30. COVID-19 will
impact on the council’s capex programme and service delivery for some
time. Therefore, there is a risk that performance against the current set of
Objectives will be impacted for some time. This has been seen in several areas,
because of resourcing challenges and due to COVID-19 restrictions. To mitigate
this risk, activity is being reprioritised and the council’s operating
model is being reviewed to ensure we deliver our services in the most effective
and efficient way under the new restrictions that COVID-19 presents now and
into the future.
31. The
Objectives have a range of dependencies including the delivery of programmes
and capital works in time and on budget. Also, significant progress is
envisaged to be made in the internal organisational priorities like operating
model implementation, strategic workforce planning, implementation of the
Wellbeing Hauora Review and strengthening on the council culture. To manage
these dependencies, the Executive Leadership Team will be monitoring progress
via quarterly business review sessions. The scorecards of individual
Executive Leadership team members are also aligned to these measures.
32. The Chief
Executive Performance Objectives for the financial years 2022-2024 have
incorporated overall risks such as COVID-19 risks and other issues listed
above.
Ngā koringa ā-muri
Next steps
33. This is the
final report on the Chief Executive Performance Objectives for the financial
year 2020/2021. Bi-annual reports will now be provided to this committee
regarding for the Chief Executive Performance Objectives for the 2022-2024
financial years.
Ngā tāpirihanga
Attachments
There are no attachments for
this report.
Ngā kaihaina
Signatories
|
Authors
|
Shameel Sahib - General Manager Corporate Strategy
& Business Improvement
Rosa Kim - Strategy Analyst
|
|
Authorisers
|
Patricia Reade - Deputy Chief Executive
Phil Wilson - Director, Governance & CCO
Partnerships
|
|
Appointments
and Performance Review Committee
28 September
2021
|
|
|
Kōmiti
Mō Te Kopou Me Te Arotake Whakatutukitanga /
Appointments and Performance Review Committee
Forward Work Programme 2021
This committee deals with making
appointments and approving policies to Council-Controlled Organisations
(CCOs), Council Organisations (COs) and exempt CCOs and COs, with the
exception of Ports of Auckland Limited and Auckland International Airport
Limited. The committee also reviews and make recommendations to the
Governing Body in relation to the chief executive’s employment.
Additionally, the committee is also responsible for receiving updates to the
council organisations, POAL and AIAL. The full terms of reference can
be found here:
|
|
Area of work and Lead Department
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Reason for work
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Committee role
(decision and/or direction)
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Expected timeframes
Highlight the month(s) this is expected
to come to committee in 2021
|
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Jan
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Feb
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Mar
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Apr
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May
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Jun
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Jul
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Aug
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Sep
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Oct
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Nov
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Dec
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CCO Director Appointments and Reappointments
CCO Governance and External Partnerships
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In accordance with Auckland Council’s
Appointment and Remuneration Policy for Board Members of Council Organisations
(the policy – which is a requirement as per, Section 57(1) of the Local
Government Act 2002 (LGA)). The committee are to make appointments and
approve policies related to Council-Controlled Organisations.
|
To approve:
· appointment
· reappointment
· vacancy/skill set/
· panel members
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As and when required
|
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Director Appointments to CCO’s –
Auckland Transport
CCO Governance and External Partnerships
|
In accordance with Auckland Council’s
Appointment and Remuneration Policy for Board Members of Council
Organisations (the policy – which is a requirement as per, Section
57(1) of the Local Government Act 2002 (LGA)). The committee are to make
appointments and approve policies related to Council-Controlled
Organisations.
|
To approve:
· Approve AT Director
Brief – 30 March 2021
· Skills
· Panel members
Progress
to date:
Approval
of Auckland Transport Brief
Link to decision
Approval
of shortlist Link to decision
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Director Appointments to CCO’s –
Watercare
CCO Governance and External Partnerships
|
In accordance with Auckland Council’s
Appointment and Remuneration Policy for Board Members of Council
Organisations (the policy – which is a requirement as per, Section
57(1) of the Local Government Act 2002 (LGA)). The committee are to make
appointments and approve policies related to Council-Controlled
Organisations.
|
To approve (1 Director):
· vacancy/skill set/selection panel
· longlist
· shortlist
· Appointment/re appointment
Progress
to date:
Approval of Watercare Brief
Link to decision
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Review of board
remuneration appointment policy
CCO Governance and External
Partnerships
|
In accordance with Auckland Council’s
Appointment and Remuneration Policy for Board Members of Council
Organisations (the policy – which is a requirement as per, Section
57(1) of the Local Government Act 2002 (LGA)). The committee are to make
appointments and approve policies related to Council-Controlled
Organisations.
|
To approve the board appointment and remuneration
policy.
|
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Board intern programme
CCO Governance and External Partnerships
|
In 2013, Auckland Council approved a director intern
programme known as the board intern programme
|
To approve the appointment of five board interns for
CCO’s
Progress
to date:
Councillor
appointed to board intern selection panel Link to decision
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Auckland War Memorial Museum
CCO Governance and External Partnerships
|
Auckland Council makes five appointments to the AWMM
Board. The appointments are to replace or renew directors whose terms
are expiring.
|
Reappointments/new appointments
|
|
|
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CE Performance Objectives
Group Services
|
Setting CE Performance Objectives
CE review process
|
To approve the Chief Executives Performance Objectives
Progress
to date:
Link to decision
Link to decision
|
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Completed
|
Area of work
|
Committee Role
(decision and/or direction)
|
Decision
|
|
Tamaki Redevelopment Company
|
To approve
reappointments.
|
Decision on
director reappointments in confidential 2 March 2021, decision released
3 August 2021 Link to decision.
|
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Director Appointments to CCO’s – Panuku
|
To approve
director appointments.
|
Decision on
director appointments in confidential 4 May 2021, decision released
3 August 2021 Link to decision.
|
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Manukau Beautification Charitable Trust
|
To approve
director appointments
|
Decision on
director appointments in confidential 30 March 2021, decision released
3 August 2021 Link to decision.
|
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Auckland Regional Amenities Funding Board
|
To approve
director appointments.
|
Decision on
director appointments in confidential 15 June 2021, decision released
3 August 2021 Link to decision.
|
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Director Reappointments to CCOs
|
To
reappointment directors
|
Decision on
director reappointments in confidential 15 June 2021.
|
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Community Education Trust Auckland, Te Hononga
Akoranga (COMET)
|
To
reappoint trustees
|
Decision on
trustee reappointments in confidential 15 June 2021.
|
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Māngere Mountain Education Trust (MMET)
|
To reappoint
trustees
|
Decision on
trustee reappointments in confidential 15 June 2021.
|
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Director Appointments to CCO’s –
Auckland Unlimited
|
To approve
director appointments
|
Decision on
director appointments in confidential 15 June 2021, decision released
3 August 2021 Link to decision.
|
|
Appointments to the Contemporary Arts Foundation
|
To approve
trustee appointments to the Contemporary Arts Foundation.
|
Decision on
trustee appointments in confidential 3 August 2021.
|
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Museum of Transport and Technology (MOTAT)
|
To replace
or renew directors whose terms are expiring.
|
Decision on
appointments in confidential 31 August 2021.
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Appointments
and Performance Review Committee
28 September
2021
|
|
Exclusion of the Public: Local Government Official Information
and Meetings Act 1987
That the Appointments
and Performance Review Committee
a) exclude
the public from the following part(s) of the proceedings of this meeting.
The general
subject of each matter to be considered while the public is excluded, the
reason for passing this resolution in relation to each matter, and the specific
grounds under section 48(1) of the Local Government Official Information and
Meetings Act 1987 for the passing of this resolution follows.
This resolution
is made in reliance on section 48(1)(a) of the Local Government Official
Information and Meetings Act 1987 and the particular interest or interests
protected by section 6 or section 7 of that Act which would be prejudiced by
the holding of the whole or relevant part of the proceedings of the meeting in
public, as follows:
C1 CONFIDENTIAL:
Appointment of a director to the board of Auckland Transport
|
Reason for
passing this resolution in relation to each matter
|
Particular
interest(s) protected (where applicable)
|
Ground(s)
under section 48(1) for the passing of this resolution
|
|
The public
conduct of the part of the meeting would be likely to result in the
disclosure of information for which good reason for withholding exists under
section 7.
|
s7(2)(a) -
The withholding of the information is necessary to protect the privacy of
natural persons, including that of a deceased person.
In
particular, the report contains personal information regarding candidates.
|
s48(1)(a)
The public
conduct of the part of the meeting would be likely to result in the
disclosure of information for which good reason for withholding exists under
section 7.
|
C2 CONFIDENTIAL:
Appointments to the Auckland War Memorial Museum board
|
Reason for
passing this resolution in relation to each matter
|
Particular
interest(s) protected (where applicable)
|
Ground(s)
under section 48(1) for the passing of this resolution
|
|
The public
conduct of the part of the meeting would be likely to result in the
disclosure of information for which good reason for withholding exists under
section 7.
|
s7(2)(a) -
The withholding of the information is necessary to protect the privacy of
natural persons, including that of a deceased person.
In
particular, the report contains personal information regarding candidates and
legal advice.
s7(2)(g) -
The withholding of the information is necessary to maintain legal
professional privilege.
In
particular, the report contains personal information regarding candidates and
legal advice.
|
s48(1)(a)
The public
conduct of the part of the meeting would be likely to result in the
disclosure of information for which good reason for withholding exists under
section 7.
|
C3 CONFIDENTIAL:
Appointment of City Rail Link Limited Directors
|
Reason for
passing this resolution in relation to each matter
|
Particular
interest(s) protected (where applicable)
|
Ground(s)
under section 48(1) for the passing of this resolution
|
|
The public
conduct of the part of the meeting would be likely to result in the
disclosure of information for which good reason for withholding exists under
section 7.
|
s7(2)(a) -
The withholding of the information is necessary to protect the privacy of
natural persons, including that of a deceased person.
In particular,
the report contains personal information about directors of City Rail Link
Limited's Board
|
s48(1)(a)
The public
conduct of the part of the meeting would be likely to result in the
disclosure of information for which good reason for withholding exists under
section 7.
|
C4 CONFIDENTIAL:
Report on FY21 Chief Executive's Performance Objectives
|
Reason for
passing this resolution in relation to each matter
|
Particular
interest(s) protected (where applicable)
|
Ground(s)
under section 48(1) for the passing of this resolution
|
|
The public
conduct of the part of the meeting would be likely to result in the
disclosure of information for which good reason for withholding exists under
section 7.
|
s7(2)(h) -
The withholding of the information is necessary to enable the local authority
to carry out, without prejudice or disadvantage, commercial activities.
In
particular, the report contains information that may not be released to the
public until it is released to the NZX on 28 September 2021.
|
s48(1)(a)
The public
conduct of the part of the meeting would be likely to result in the
disclosure of information for which good reason for withholding exists under
section 7.
|
