I hereby give notice that an ordinary meeting of the Appointments and Performance Review Committee will be held on:

 

Date:

Time:

Meeting Room:

Venue:

 

Tuesday, 2 November 2021

2.00pm

This meeting will be held remotely and a recording of the meeting will be available on:

https://www.aucklandcouncil.govt.nz/about-auckland-council/how-auckland-council-works/meetings-council-bodies/Pages/webcasts-council-meetings.aspx

 

Kōmiti Mō Te Kopou Me Te Arotake

Whakatutukitanga / Appointments and

Performance Review Committee

OPEN AGENDA

 

 

MEMBERSHIP

 

Chairperson

Hon Phil Goff, CNZM, JP

 

Deputy Chairperson

Cr Christine Fletcher, QSO

 

Members

Cr Josephine Bartley

 

 

Cr Pippa Coom

 

 

Cr Angela Dalton

 

 

Cr Chris Darby

 

 

Cr Alf Filipaina

 

 

Cr Richard Hills

 

 

IMSB Chair David Taipari

 

Ex-officio

Deputy Mayor Cr Bill Cashmore

 

 

(Quorum 4 members)

 

 

Duncan Glasgow

Kaitohutohu Mana Whakahaere /

Governance Advisor

 

28 October 2021

 

Contact Telephone: (09) 890 2656

Email: duncan.glasgow@aucklandcouncil.govt.nz

Website: www.aucklandcouncil.govt.nz

 



Terms of Reference

 

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.

 

 


Appointments and Performance Review Committee

02 November 2021

 

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 Strategic Workforce Planning project                                               9

9          City Rail Link Limited appointments process and update on the 2021 board appointment programme                                                                                            17

10        Appointments and Performance Review Committee Forward Work Programme - 2 November 2021                                                                                                            23

11        Consideration of Extraordinary Items

PUBLIC EXCLUDED

12        Procedural Motion to Exclude the Public                                                                 27

C1       CONFIDENTIAL: Appointment of a director to Watercare Services - approval of shortlist candidates                                                                                                     27

C2       CONFIDENTIAL: Board intern programme appointments for 2022-2023             27

C3       CONFIDENTIAL: Chief Executive Remuneration Review                                       27


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 Appointments and Performance Review Committee:

a)         confirm the ordinary minutes of its meeting, held on Tuesday, 28 September 2021, 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 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

02 November 2021

 

Update on the Strategic Workforce Planning project

File No.: CP2021/15795

 

  

Te take mō te pūrongo

Purpose of the report

1.       To provide an update on the Strategic Workforce Planning project currently underway.

Whakarāpopototanga matua

Executive summary

2.       One of the initiatives in the ‘do the basics right’ programme in our Shaping our Future operating model review is a Strategic Workforce Planning project. The project aims to develop a methodology to provide insights on the workforce resourcing and capability required to meet customer demand. It will also provide a longer-term forecast of future workforce needs.

3.       The project has been undertaken with a ‘proof of concept’ approach. A proposed workforce planning methodology is being piloted with Regulatory Services and ICT. These areas were selected due to the significant increase in demand for Regulatory Services (which has created capacity pressures within the division), and the critical enabling role that ICT plays in finding more efficient ways to deliver services.

4.       The methodology considers workforce through a supply and demand lens. It will produce a baseline of customer demand and workforce supply. Future drivers of demand will then be mapped against this baseline, to show whether they are anticipated to increase, decrease, or change demand over three years. This will help to identify resource gaps.

5.       The methodology is one part of workforce management, which includes other resource planning elements (for example, operating model reviews, activity and process design, technology, and shift scheduling). Mapping strategic workforce planning alongside these elements will ensure a robust approach to workforce planning within Auckland Council. It will also help the current focus on staff numbers (full-time equivalents (FTEs)) shift towards resource planning initiatives, and how these will ensure the workforce effectively meets customer demand.

6.       Initial modelling of supply against demand has been undertaken in both Regulatory Services and ICT, as well as gap analyses. This information will support the next stage of the project, forecasting future workforce scenarios, which will conclude early in 2022.

7.       In June 2021, the Appointments and Performance Review Committee recommended that the Governing Body approve the 2022-20 chief executive’s performance objectives (resolution APR/2021/49). One of the performance objectives is to progress the Strategic Workforce Planning project, and staff agreed to provide the committee with a progress update by December 2021. This report provides that update.

8.       Recommendations arising from the project, including the proposed plan for further implementation across Auckland Council, will be presented for endorsement at the 1 March 2022 Appointments and Performance Review Committee meeting.

Ngā tūtohunga

Recommendations

That the Appointments and Performance Review Committee:

a)      note the update on the initial phase of the Strategic Workforce Planning project

b)      note that recommendations arising from the Strategic Workforce Planning project, including the proposed plan for further implementation across Auckland Council, will be provided at the 1 March 2022 Appointments and Performance Review Committee meeting.

Horopaki

Context

9.       In 2020, the Auckland Council Executive Leadership Team initiated an operating model review of Auckland Council. This review sought to identify how best to set the organisation up for success in the future, while ensuring we continue to deliver effectively and efficiently for Aucklanders.

10.     The review resulted in a recommendation that a series of initiatives be implemented to adapt the council’s operating model, with initiatives grouped into three broad programmes of work to ensure an integrated approach, those being:

·        optimise our service outcomes: an evaluation of whether we are providing the right services in the most effective and efficient way

·        organise ourselves better: looking at how our front and back offices are organised to ensure they’re set up to deliver better outcomes for Aucklanders

·        do the basics right: building on our foundations, such as workforce planning, asset management and ICT to deliver value for money and ensure our resources are allocated where they’re needed most.

11.     As part of the ‘do the basics right’ programme, a Strategic Workforce Planning project was initiated in July 2021. This project aims to develop a fit-for-purpose and internally sustainable methodology, providing insights for council business units on the following:

·        an operational view of resourcing to meet overall demand for the business unit’s operations and functions (where this has not been addressed already by the business unit themselves)

·        a strategic long-term view of future workforce needs, aligned with a plan of workforce interventions (taking into account market forces, attrition rates and skills).

12.     In June 2021, the Appointments and Performance Review Committee recommended that the Governing Body approve the 2022-2024 chief executive’s performance objectives (resolution APR/2021/49). One of the performance objectives is to progress the Strategic Workforce Planning project, and staff agreed to provide the committee with a progress update by December 2021. This report provides that update.

Tātaritanga me ngā tohutohu

Analysis and advice

13.     Since July 2021, Auckland Council has partnered with EY to develop a fit-for-purpose strategic workforce planning methodology, which is being undertaken as a pilot within the Regulatory Services division and the ICT department. These areas were selected due to the significant increase in demand for Regulatory Services (which has created capacity pressures within the division), and the critical enabling role that ICT plays in finding more efficient ways to deliver services.

14.     The project includes work to confirm how strategic workforce planning will be sustainably embedded within the organisation (including building internal capability to manage this beyond the initial project). This will help to ensure the organisation is able to effectively meet customer demand.

15.     There are six stages to the project, as detailed in Attachment A.

·        Stage one: undertake a strategic assessment of the pilot business areas, to understand legislative obligations, strategic goals, and current operating model.

·        Stage two: understand supply (i.e., the resourcing currently in place and allowed for), including number of people, contracted hours, salary cost, outsourced activity, attrition rates, and other workforce shifts such as retirement eligibility.

·        Stage three: understand customer demand (e.g., consent volumes) and organisational demand (e.g. ‘My Time’ performance conversations).

·        Stage four: model supply against demand and gap analysis to evaluate whether a business unit can expect to see capacity gaps in the future or whether there are missing capabilities.

·        Stage five: undertake future scenario forecasting, considering different “what if” scenarios.

·        Stage six: develop a plan, outlining necessary workforce interventions (e.g., build internal capability, redirect staff to alternative activity, automating processes).       

16.     The project team has now largely completed stage four and received Executive Leadership Team approval to proceed to steps five and six, which will be completed early in 2022.

17.     As part of these four stages, supply and demand information has been gathered from Regulatory Services and ICT. In addition, a tool has been produced to model supply versus demand. Staff are currently testing the validity of this modelling tool, and initial findings will be shared with the committee in March 2022.

18.     Although the project team continues to validate initial insights from stages one to four with the Regulatory Services and ICT lead teams, opportunities have been identified to better align resourcing with customer demand. Both lead teams have already incorporated these within their strategic and operational plans. For example:

·        For Regulatory Services, the project team considered the ratio of time spent on directly responding to customer demand versus on indirect work activity, noting that there appeared to be an opportunity to redesign some indirect activity. This validated Regulatory Services programme of work within the Kokiri Whakamua portfolio where automation of manual tasks (i.e. core process re-engineering and automation) has been included in the ‘Fit for Purpose Building Consent Programme’.

·        For ICT, the use of contractors to meet customer demand for project work (where ICT is requested to deliver a technology solution) was identified as an opportunity. By considering demand over a longer timeframe (verified by historical demand), alternative workforce solutions can be considered which would more effectively meet customer demand (at a lower cost). 

19.     Once the gap analyses are finalised, a workforce plan will be developed following stages five and six, which will outline recommended interventions (such as redirecting staff, building specific capabilities or automation) to help the organisation prepare its workforce to meet future customer demand and strategic goals.

20.     The strategic workforce planning methodology will then be implemented across other business units, considering the following:

·        the council’s strategic goals and legislative requirements

·        the current operating model and service design, along with any future changes anticipated to these

·        all demand on the workforce, including customer demand (such as building consent applications) and organisational demand (such as ‘My Time’ performance conversations)

·        current activity design (including process steps, sign-offs, and key activities) and future changes to activity design (automation)

·        current workforce dynamics (such as attrition and retirement rates).

 

 

21.     The project will enable more informed and targeted operational decisions in relation to workforce, where size and composition is aligned to customer demand. This will provide further confidence in management decisions around resourcing, as well as a broader approach to workforce decisions, where the focus is not solely on resource numbers but instead links workforce to customer demand.

22.     Talent attraction and retention issues continue to be a challenge across the majority of organisations and industries, both within New Zealand and globally.  This issue remains a top priority and focus for Auckland Council, with Regulatory Services and ICT being particularly affected by this.  Having a robust and planned approach to workforce planning will enable council to plan ahead more effectively for the skills and capabilities required in our workforce, and therefore tailor our attraction and recruitment initiatives to suit.

Tauākī whakaaweawe āhuarangi

Climate impact statement

23.     There are no specific climate impacts arising from the Strategic Workforce Planning project at this time. However, any recommended interventions will need to consider alignment to Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan.

24.     In particular, interventions may consider opportunities to adopt technology and solutions that accelerate the decarbonisation of Auckland, and the work will help Auckland Council to ensure it is sufficiently resourced to enable delivery on our commitments under Te Tāruke-ā-Tāwhiri, in order to respond to the climate emergency.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

25.     The Strategic Workforce Planning pilot is currently focused on Regulatory Services and ICT, with a view to apply the methodology in other council departments if successful. The methodology could also be used as a model to develop workforce plans across council-controlled organisations. 

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe

Local impacts and local board views

26.     No local board engagement has been undertaken as part of the project to date. However, if any recommended interventions arising from the project are likely to have localised impacts, engagement will be undertaken with affected local boards.

Tauākī whakaaweawe Māori

Māori impact statement

27.     There are no specific Māori impacts identified through this project at this time. However, any key recommendations or interventions arising from the methodology will need to consider impacts on Māori employment measures, as outlined in Auckland Council’s Māori Outcome Framework, Kia ora Tāmaki Makaurau.

28.     Kia ora Tāmaki Makaurau outlines the following measures in relation to Māori employment:

·        realising rangatahi potential – the number of Māori youth employed in permanent and fixed term roles across the council group

·        an empowered organisation - the percentage of council employees in fixed term and permanent roles who identify as Māori, and the percentage of council staff in senior leadership positions who identify as Māori.

Ngā ritenga ā-pūtea

Financial implications

29.     The strategic workforce planning project is funded within the Long-term Plan 2021-2031 and is tracking within budget. The objectives of strategic workforce planning include improving the effectiveness of workforce planning and efficiency of resourcing. Organisational savings may be identified in due course as the methodology is implemented across the organisation.

30.     Following completion of the pilots, further funding (to be found from existing budgets) may be required to embed the chosen (refined) methodology more widely across Auckland Council.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

31.     The main risk associated with the pilot project is around the accuracy of data used within modelling. Poor data could lead to inaccurate forecasting, which will reduce the credibility of the workforce planning model. This risk is being mitigated as much as possible by sense checking the data, assumptions, and modelling with senior managers and specialist staff within Regulatory Services and ICT.

32.     There is also a risk that the modelling tool is assumed to be ‘one size fits all’ model that can be applied to any department in future with minimal effort. This could result in the methodology not being implemented properly, meaning the benefits of undertaking the work are not realised. To minimise this risk, business units will receive guidance when applying the strategic workforce planning methodology, to ensure a tailored approach is adopted to meet the specific needs of that business unit and its customers.

Ngā koringa ā-muri

Next steps

33.     Future scenario forecasting (stage five) and planning for recommended workforce interventions (stage six) will continue in the pilot areas over the next two months. Following these stages, a plan for implementing this methodology more widely across Auckland Council will be developed (including any lessons learned during the pilot process).

34.     The Appointments and Performance Review Committee will receive a further update on progress of the Strategic Workforce Planning project on 1 March 2022. This will include the proposed plan for further implementation across Auckland Council for the committee’s endorsement.

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Strategic Workforce Planning process

15

      

Ngā kaihaina

Signatories

Authors

Shelley Lomas - Project Lead

Bronwyn Hall - General Manager People & Culture

Authorisers

Patricia Reade - Deputy Chief Executive

Phil Wilson - Director, Governance & CCO Partnerships

 


Appointments and Performance Review Committee

02 November 2021

 

PDF Creator


Appointments and Performance Review Committee

02 November 2021

 

City Rail Link Limited appointments process and update on the 2021 board appointment programme

File No.: CP2021/00153

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To approve delegations for decision making on Council’s input to the appointment of a new chair and one additional director to the City Rail Link Limited (CRLL) board.

2.       To provide an update report to the committee on the 2021 Board Appointment programme for Auckland’s council-controlled organisations (CCOs).

Whakarāpopototanga matua

Executive summary

City Rail Link appointment process

3.       Appointments to the CRLL board are made jointly between the Crown and Auckland Council as shareholders City Rail Link Limited.

4.       Recruitment is underway for two vacancies on the CRLL board, one of which is a new chair. Decisions on these vacancies will be made at the 1 March 2022 Appointments and Performance Review Committee meeting (and by Cabinet). 

5.       In order that this process can continue over the coming months, it is recommended that the responsibility for overseeing council’s input to the process is delegated to the mayor and deputy mayor. This includes council’s input to the candidate shortlist and determining council’s representation on the interview panel.

Confidential reports regarding appointments to Council Controlled Organisations

6.       Confidential reports on this agenda seek the following decisions:

·    approval of short-list candidates for one Watercare Services director

·    approval of appointments for council’s CCO board intern programme for 2022-2023.

7.       Appointments to CCO boards are made in line with the Appointment and Remuneration Policy for Board Members of Council Organisations.

8.       The board intern programme seeks to provide aspiring directors with governance experience.

 

Ngā tūtohunga

Recommendation/s

That the Appointments and Performance Review Committee:

a)      delegate to the mayor and deputy mayor responsibility for overseeing council’s input into the appointment process for two vacancies on the City Rail Link Limited board including:

i)        approval of the candidate shortlists

ii)       agreeing the composition of the selection panel and council’s representation on the selection panel

 

b)      note that reports on the confidential agenda of today’s meeting will consider:

i)        approval of a short-list of candidates for one vacancy on the board of Watercare Services Limited

ii)       appointment of board interns to participate in the programme for 2022-2023

c)      note that the reports are confidential due to the personal information contained in them.

 

Horopaki

Context

City Rail Link Limited appointments process

9.       Auckland Council is an equal partner with central government (Ministers of Finance and Transport) for the city rail link project, and a minority shareholder in the company established to deliver the project - CRLL. As an almost equal shareholder (the council holds 20 fewer shares than the Crown), council is required to formally endorse board appointments prior to Crown decision-making.

10.     The board currently has five members of the maximum six allowed by the CRLL constitution.

11.     Propero Consulting Limited conducted an evaluation of the CRLL board in early 2021 and has recommended that a sixth director be added to the board to provide additional expertise in rail systems integration, commissioning, construction and/or stakeholder expertise during the delivery phase of the project.

12.     In addition, the current chair has advised that he will be stepping down to meet his other governance commitments, creating two vacancies on the board.

13.     The two vacancies on the CRLL board were advertised in September 2021.

Appointments to Council Controlled Organisations

14.     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 for substantive CCOs

Approval of short-list for Watercare Services

15.     The committee approved a brief to fill two vacancies on the board of Watercare Services Limited at its August 2021 meeting [APR/2021/52]. The two vacancies seek directors who will bring different skill sets to the board as follows:

i)        stakeholder engagement and customer communications

ii)       engineering and infrastructure delivery.

16.     Recruitment for the first vacancy is underway and the report on the confidential agenda seeks approval of the committee for candidates shortlisted by the selection panel.

17.     Recruitment for the second vacancy will commence in 2022.

Appointment of board interns for 2022-2023

18.     The board intern programme seeks to support a diverse range of aspiring directors by providing a pathway to develop governance skills, knowledge, board room experience and the establishment of relationships and networks.

19.     The programme intends to benefit Auckland by increasing the number of potential candidates for governance roles across the council group as well as other organisations and companies across the region.

20.     The programme was advertised in August 2021 and council received 73 expressions of interest of which 11 were progressed to interview by the selection panel. The report on the confidential agenda seeks appointment of the candidates recommended by the panel.

Tātaritanga me ngā tohutohu

Analysis and advice

City Rail Link Limited Appointments process

21.     As this is an appointment that is made jointly with central government and council, there are some variations from the standard appointment process indicated in Figure 1.

22.     The timeframes proposed by the Ministry of Transport for these appointments are set out in Table 1.

Table 1: Proposed timeframe and process for CRLL appointments

Approximate timing

Process step

November 2021

Shortlisted candidates approved by shareholders.

November/December 2021

Interview of shortlisted candidates.

February/March 2022

Appointments approved by shareholders.

 

23.     The standard appointments process requires that the Appointments and Performance Review Committee nominate a member to participate in the selection panel and that the committee approves the shortlist of candidates for interview.

24.     The composition of the selection panel is yet to be agreed between the shareholders and to meet the proposed timeframes staff recommend that the committee delegate the following functions to the mayor and deputy mayor:

i)             approval of the candidate shortlist

ii)            to agree the composition of, and Council’s representation on the selection panel.

25.     Following the interviews, the Appointments and Performance Review Committee will consider the recommended candidates in the March 2022 meeting of the committee.

Appointments to Council Controlled Organisations

26.     It is the role of this committee to make decisions on appointments to CCO boards.

27.     Board appointments are made based on the skills, knowledge and experience that the board as a whole requires.

28.     By providing support to aspiring directors from diverse backgrounds the board intern programme supports Auckland Council’s commitment to building a diverse pool of experienced directors for Auckland organisations and companies.

Tauākī whakaaweawe āhuarangi

Climate impact statement

City Rail Link Limited Appointments

29.     As CRLL is a Crown Entity, Auckland Council cannot require its directors to be accountable for delivering on plans such as Te-Tārukue-ā-Tāwhiri.

30.     However, as a company, CRLL is aware of its obligations to ensure that construction practices should align with goals to reduce greenhouse gas emissions. CRL provides annual reports on its sustainability based on the Infrastructure Sustainability Council of Australia’s framework.

31.     Once completed, the City Rail Link will give Aucklanders better sustainable travel choices. Appointments to the CRLL board help to support the realisation of the project.

Appointments to Council Controlled Organisations

32.     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.”

33.     Each CCO is accountable for ensuring that their planning and decisions reflect the action areas outlined in Te-Tārukue-ā-Tāwhiri..

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

34.     The appointment of the best possible directors to the boards of CCOs and CRLL will have a positive impact on the council group.

35.     Each CCO has nominated a director to participate in the selection panel for the board intern programme.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe

Local impacts and local board views

36.     Board appointments 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

37.     An Independent Māori Statutory Board member is involved in the appointment process for CCOs by being a member of the selection panel. This ensures that a Māori perspective informs the recommendations of the selection panel during the shortlisting, interviewing and appointment processes.

38.     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

39.     The costs associated with these appointments will be managed from existing budgets.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

40.     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 are conducted of candidates who are approved for appointment.

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

41.     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

Authors

James Stephens - Senior Advisor

Edward Siddle - Principal Advisor

Authorisers

Alastair Cameron - Manager - CCO Governance & External Partnerships

Phil Wilson - Director, Governance & CCO Partnerships

 


Appointments and Performance Review Committee

02 November 2021

 

Appointments and Performance Review Committee Forward Work Programme - 2 November 2021

File No.: CP2021/15246

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To note the progress on the forward work programme appended as Attachment A.

Whakarāpopototanga matua

Executive summary

2.       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 (POAL) and Auckland International Airport Limited (AIAL).

3.       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.

4.       This forward work programme covers the period February 2021 to December 2021.

 

Ngā tūtohunga

Recommendation/s

That the Appointments and Performance Review Committee:

a)      note the progress on the forward work programme appended as Attachment A of the agenda report.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Forward Work Programme

25

     

Ngā kaihaina

Signatories

Author

Duncan Glasgow - Kaitohutohu Mana Whakahaere / Governance Advisor

Authoriser

Phil Wilson - Director, Governance & CCO Partnerships

 



Appointments and Performance Review Committee

02 November 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

Reason for work

Committee role

(decision and/or direction)

Expected timeframes

Highlight the month(s) this is expected to come to committee in 2021

Jan

Feb

Mar

Apr

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

CCO Director Appointments and Reappointments

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:

·    appointment

·    reappointment

·    vacancy/skill set/

·    panel members

As and when required

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

 

 

 

 

 

 

 

 

 

 

 

 

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.

 

 

 

 

 

 

 

 

 

 

 

 

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

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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.

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.

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.

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.

Director Reappointments to CCOs

To reappointment directors

Decision on director reappointments in confidential 15 June 2021.

Community Education Trust Auckland, Te Hononga Akoranga (COMET)

To reappoint trustees

Decision on trustee reappointments in confidential 15 June 2021.

Māngere Mountain Education Trust (MMET)

To reappoint trustees

Decision on trustee reappointments in confidential 15 June 2021.

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.

Museum of Transport and Technology (MOTAT)

To replace or renew directors whose terms are expiring.

Decision on appointments in confidential 31 August 2021.

Director Appointments to CCO’s – Auckland Transport

 

To approve director appointments.

Decision on appointments in confidential 28 September 2021.

Auckland War Memorial Museum

 

To replace or renew directors whose terms are expiring.

Decision on appointments in confidential 28 September 2021.

CE Performance Objectives

 

To approve the Chief Executives Performance Objectives

 

Decision on appointments in confidential 28 September 2021.

 

 


Appointments and Performance Review Committee

02 November 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 Watercare Services - approval of shortlist candidates

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 candidates for the role of Watercare Services director

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: Board intern programme appointments for 2022-2023

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 candidates for the Board Intern Programme

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: Chief Executive Remuneration Review

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 committee will discuss the performance and remuneration of the chief executive.

s7(2)(i) - The withholding of the information is necessary to enable the local authority to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations).

In particular, the committee will discuss the performance and remuneration of the chief executive.

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.