Agenda of Appointments and Performance Review Committee

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

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.

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, 1 March 2022, 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

05 April 2022

Update on FY2022-2024 chief executive's performance objectives for the financial year to 31 December 2021

File No.: CP2022/00105

Te take mō te pūrongo

Purpose of the report

1. To note the update on the FY2022-2024 chief executive’s performance objectives for the six months to 31 December 2021.

Whakarāpopototanga matua

Executive summary

2. As set out in the Governing Body terms of reference, the Appointments and Performance Review Committee is responsible for reviewing the chief executive’s performance and for recommending to the Governing Body the terms and conditions of the chief executive’s employment, including any performance agreement measures.

3. The Governing Body adopted the FY2022-2024 chief executive’s performance objectives (objectives) on 24 June 2021 based on the recommendation of this committee. This report provides the update for the six months to 31 December 2021.

4. The objectives cover five outcome areas that provide both a strategic (multi-year) and a delivery (annual) view of the chief executive’s performance. There are 40 performance measures within the five outcome areas.

5. The continued impact of COVID-19 and deteriorating economic conditions such as rising inflation, high-interest rates, and supply chain challenges have significantly impacted Auckland and the council. Despite these challenges, core service delivery has been maintained, alongside a prudent approach to budget management.

6. Most of the performance measures within the chief executive’s performance targets are on track with solid underlying results. Highlights for the six-month period are:

· within the area of strategic leadership, Auckland Council has an active voice on the appropriate forums in the Government’s legislative reform agenda

· Council-controlled organisation (CCO) Review recommendations are progressing as planned alongside strengthening relationships across the council group

· building consents customer satisfaction improved 11 points over the past six months to 71 per cent and by six points compared to the same period in 2020/2021

· Operating Model Portfolio Initiative – Optimise our Service Outcomes is progressing with the approval of the sale of Amenities and Infrastructure Maintenance Services (AIMS), and service prioritisation has been included in the consultation for the Annual Budget 2022/2023

· $71 million of the $90 million operating expenditure savings target has been met at the six-month mark, and all sensitive expenditure (salaries and wages, professional services, and travel – excluding Elected Member travel) remains under budget

· digital and self-service utilisation of our services and the overall customer satisfaction score remained strong and above target

· employee engagement results have gone up from 7.5 to 7.6 (out of 10) over the last six months. This is notable given the impacts of Omicron which impacted how we work and our response to changes to our health, safety and well-being policies.

7. Areas where results to date are unfavourable, and there is a risk to achievement of year-end targets as well include:

· actual spend in the Māori Outcomes fund was $8.4 million against a budget of $11.0 million (76 per cent). Compared to the financial year-end budget of $18.7 million, the spend is at 45 per cent and the forecast for June 2022 indicates an under-spend of 20 per cent

· under-spend in capital expenditure, which is mainly due to construction delays because of the COVID-19 lockdowns, supply chain issues and labour availability, including finding suitably skilled staff

· statutory timeliness on processing building and resource consents with increasing volumes and the complexity of multi-unit dwellings applications

· gender and ethnicity targets for senior management roles are being maintained rather than progressing.

8. The council’s statutory full-time equivalent (excluding externally funded roles) was 6386.1, which is within the target range set for 2021/2023. From quarter four in the current financial year, staff propose a decrease by 262 to 6,123 – 6,223, reflecting the divestment of Amenities and Infrastructure Maintenance Services.

9. Chief Executive Jim Stabback will provide a summary of performance against the objectives and key staff will be available to answer questions.

Ngā tūtohunga

Recommendation/s

That the Appointments and Performance Review Committee:

a) receive the report on the FY2022-2024 chief executive’s performance objectives for the six months to 31 December 2021 and refer the report to the Governing Body for information

b) note that the majority of the FY2022-2024 chief executive’s performance objectives remain on track to be met by June 2022

c) agree that the full-time equivalent target range is adjusted from 6385 – 6485 to 6123 – 6223 from quarter four of the current financial year, reflecting the divestment of Amenities and Infrastructure Maintenance Services.

Horopaki

Context

10. As set out in the Governing Body terms of reference, the Appointments and Performance Review Committee is responsible for reviewing the chief executive’s performance and for recommending to the Governing Body the terms and conditions of the chief executive’s employment, including any performance agreement measures.

11. Under the Local Government Act 2002, the council is responsible for appointing a chief executive and setting performance expectations. Under clause 34(2) of Schedule 7, the local authority and the chief executive must enter into a performance agreement. The chief executive is responsible to the council for meeting the statutory obligations under section 42(2) and performance expectations under the performance agreement.

12. The Governing Body adopted the chief executive’s performance objectives on 24 June 2021 (GB/2021/74) based on the recommendation of this committee. Officers provide six-monthly progress updates. This report provides the update for the six months to 31 December 2021.

Tātaritanga me ngā tohutohu

Analysis and advice

13. Attachment A provides a complete update against all objectives and measures for the six months to 31 December 2021.

14. During the six months to 31 December 2021, the council was challenged by the ongoing effects of the COVID-19 pandemic and unfavourable economic conditions such as rising inflation and interest rates. For 107 days in the reporting period, council was operating under COVID-19 Protection Framework settings of Red, Orange or Alert Level 3 and 4.

15. Despite these challenges, the council has had the resilience to continue to deliver services and progress critical investments for our city to support its recovery.

16. While the achievements above provide the broader context for performance, the five outcome areas in the objectives contain 40 performance measures. For the six months to 31 December 2021, 22 of 40 measures are on track or achieved, four are progressing well, but with some risks to delivery,13 are not achieved, and one will be reported at the end of the financial year.

Outcome 1: Strategic leadership

17. The chief executive and the chief of strategy actively represent Auckland’s interest by participating and influencing the government reforms, national policy changes and key leadership groups. These include, but are not limited to:

· Three Waters Reform – the chief of strategy is involved in national working groups, responds and assists the National Transition Unit and the Department of Internal Affairs (DIA). Council staff have engaged with DIA officials on the exposure draft of the Water Services Entities Bill. The general managers of CCO/External Partnerships and Healthy Waters are members of the Three Waters National Steering Group and Stormwater Technical Working Group.

· Resource Management Reform – the chief of strategy was appointed to the Local Government Resource Management Reform Steering Group in October 2021. The Steering Group provides an opportunity to contribute Auckland’s perspective to developing and implementing policy advice.

· Future for Local Government Review – staff from the Chief Planning Office and Chief Executive’s Office have proactively engaged with the Review Panel Secretariat to source material and information to support an elected member Local Government Review programme.

18. There is good progress on improving the alignment of Auckland Council Group strategy, accountability and collaboration. Twenty-six of the 64 CCO review recommendations are now fully implemented. Implementation of 33 recommendations are underway, and many are well advanced. Two recommendations need further work to establish scope and resources, and four recommendations are to be scoped, or no work is required at this stage.

19. For the six months to 31 December 2021, $8.4 million of the Māori Outcomes Long-term Plan fund was spent against a budget of $11.0 million. The latest forecast indicates a further erosion of position by year-end to approximately $15 million. COVID-19 restrictions continue to impact progress, leading to the 12-month postponement of Te Matatini and likely delays to the major capital programme for marae supported through the fund.

20. The council’s written reports are reviewed and scored by the New Zealand Institute for Economic Research for quality. Council’s reports scored an average of 7.52 out of 10, a lift from the 7.45 achieved in 2019, and was the highest achieved since introducing the annual assessment in 2012.

Outcome 2: Our commitments to Auckland

21. The ongoing COVID-19 lockdowns and restrictions have impacted our ability to deliver capital investments that we had planned. Delays resulting from COVID-19 Protection Framework requirements, supply chain challenges, and difficulties in finding suitably qualified staff have all disrupted the delivery of our capital programmes.

22. Despite these challenges, the council was still able to progress many important projects. This progress included completing innovative and ambitious work such as stage one of Kaipara Moana Remediation’s South Kaipara Stream project.

23. For the six months to 31 December 2021, capital expenditure was $115.5 million against a budget of $191.9 million.

24. Auckland’s emissions are not tracking in line with the target to reduce emissions by 50 per cent by 2030. Emissions in 2018 had increased by 2.5 per cent on 2016 levels. This gradual upwards trend in gross emissions continues. To take action to reduce emissions and adapt to climate change, the council will need to work with a broad range of external groups to encourage and facilitate action across all sectors of the economy and society.

25. A comprehensive performance report on the council’s quarterly performance was presented to the Finance and Performance Committee on 17 March 2022. The report included an update on capital programmes, climate action package, regulatory consenting, and noise control performance.

26. Good progress is being made across the first group of services reviewed under the Optimise our Service outcomes programme. An approach to prioritisation is being developed to select the next services to be reviewed.

Outcome 3: Connecting with Aucklanders

27. The digital uptake results across 22 service products improved to 72 per cent, with the main contributions from high volume areas such as booking building inspections, dog registration renewals and creating rates direct debit.

28. The overall customer satisfaction for the six months to 31 December 2021 was 76 per cent. This is slightly above the June 2021 score of 75 per cent.

29. Despite significant COVID-19 related disruptions to services, and the introduction of the council’s customer vaccination position, customer satisfaction remained high in libraries (95 per cent), local parks (86 per cent), community facilities (85 per cent), leisure centres and pools (82 per cent), and waste solutions (84 per cent).

Outcome 4: Long-term financial sustainability

30. The Recovery Budget levers are tracking well on:

· Meeting the $70 million asset recycling target with $22.1 million of unconditional sales completed and $5.1 million cash received. A further $75 million of properties have been approved for sale, are in negotiations or on the market, and $25 million being prepared for sale.

· Achieving $70.6 million towards the $90 million savings target. $19.5 million is one-off cuts of expenditure and $51.1 million is permanent cost reductions.

· Maintaining a stable outlook credit rating from Standard and Poor’s Global Ratings and Moody’s Investor Services.

31. In late 2021 the council issued green bonds of EURO 500 million, our first offshore green bond issuance. Another $ 300 million was raised in domestic green bonds. Council was the first entity in New Zealand to issue green bonds, with its initial issue in 2018 for which it received a Certificate of Recognition at the Climate Bonds Initiative 2019 Green Bond Pioneer Awards in London. In 2020 the council issued $500 million 30-year green bonds, the first 30-year senior bond issued in New Zealand, and the largest, with the longest tenor of any green bond issued in New Zealand. The green bond programme is certified by the Climate Bonds Initiative as meeting the criteria set out in the Climate Bonds Standard.

32. The ongoing COVID-19 lockdowns and restrictions have created a labour market shortage, and the council is facing workforce recruitment and retention challenges. The council is focusing on making Auckland Council an employer of choice by promoting our employer brand^{^[1]}.

33. For the six months to 31 December 2021, the council’s statutory full-time equivalent (excluding externally funded roles) was 6386.1, within the target range set for 2021/2023. From quarter four in the current financial year, we propose an adjustment to the target range will decrease by 262 to 6,123 – 6,223, reflecting the divestment of Amenities and Infrastructure Maintenance Services.

34. The Strategic Workforce Planning update will be reported to this committee at today’s meeting.

Outcome 5: Organisational culture and performance

35. Despite significant disruptions, organisational change and challenges for our leaders and people, the staff engagement score^{^[2]} improved, going from 7.5 in August 2021 to 7.6 (out of 10) in November 2021. The health and wellbeing score remained steady at 7.6. The scores reflect improvements in autonomy, freedom of opinion, growth, social wellbeing and overall support from management and peers.

36. The senior leadership diversity target for gender was not met with a drop in two female employees at the senior leadership level. The senior leadership diversity target for ethnicity remained unchanged with no change to the number of Māori, Pasifika, Asian & Middle Eastern, Latin American or African (MELAA) ethnicity groups.

37. The Diversity, Equity and Inclusion | FY2022 Mahi Plans will improve diversity, equity and inclusion and reflect the new environment, acknowledging the impacts that COVID has had on our ways of working. Some of the work programmes in the FY2022 MAHI plan are:

· leading certification for Gender Tick and Rainbow Tick, and investigating certification for Accessibility Tick

· supporting external diversity, ethnicity and inclusion initiatives and activities, including a review of Inclusive Auckland Framework

· supporting pay equity mahi – gender / ethnicity

· supporting diverse staff who are currently underrepresented (disability, older staff, sound and sight impaired, and neurodiverse).

Tauākī whakaaweawe āhuarangi

Climate impact statement

38. The chief executive has a vital 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.

39. The delivery of Te Tāruke-ā-Tāwhiri and the progress of actions impact on greenhouse gas emissions and the extent to which Auckland is impacted by climate change. Of the 179 actions in Te Tāruke-ā-Tāwhiri, the council has direct control of 111 actions, partial control of 30 actions and has an influencing role, including advocacy for 32 actions. Six actions are Māori-led.

40. Auckland’s current trajectory is still one of increasing emissions. Meeting our targets set in Te Tāruke-ā-Tāwhiri, and meeting commitments to the Paris Agreement, is therefore becoming harder. This means the emissions curve is getting steeper and the interventions required are becoming more drastic. There is also a need to consider adaptation to a changing climate and an example of this is the Shoreline Adaptation Plan pilot in Whangaparāoa.

41. To accelerate the council’s response, a Climate Change Targeted Rate was proposed in the Annual Budget 2022/2023. The Climate Action Targeted Rate will provide much greater access to efficient and reliable low-carbon public transport and safe, convenient and well-connected walking and cycling options for more Aucklanders. It will also invest in planting more trees in parks and on streets to prepare for a warmer future and reduce our vulnerability to extreme heat.

42. Auckland Council and Auckland Transport are developing a Transport Emissions Reduction Plan (TERP) to give effect to the commitments in Te Tāruke-ā-Tāwhiri.

43. In November 2021, the council submitted on the National Emission Plan Reduction document, supporting the overall intent, while advocating for prioritisation from government on climate mitigation and climate adaptation actions, a need for more ambitious budgets and actions to deliver on commitments to the Paris Agreement, and equitable and just transitions to a low emissions economy.

44. With a focus on the core goals of reducing greenhouse gas emissions and adapting to the impacts of climate change, our climate actions can deliver broader environmental, economic, social, and health benefits for all Aucklanders.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

45. The objectives relate to areas where the chief executive has direct control and therefore focus on the council organisation.

46. 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.

47. The chief executive leads a fortnightly Group Chief Executives Forum to advance shared worked programmes and tackle shared challenges.

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

Local impacts and local board views

48. Local board chairs have not been consulted directly for this performance update against the objectives. However, where a performance objective is relevant to local boards, the necessary engagement has occurred to provide the update.

Tauākī whakaaweawe Māori

Māori impact statement

49. The chief executive has a vital role in discharging Te Tiriti o Waitangi and statutory obligations and contributing to the Auckland Plan outcome of Māori identity and well-being, the Independent Māori Statutory Board Treaty Audit and Issues of Significance to Māori.

50. The objectives are a key mechanism for the delivery, implementation, and monitoring of Kia Ora Tāmaki Makaurau. The objectives identify 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 Achieving Māori Outcomes plans. As part of the diversity and inclusion targets, the objectives also include increasing Māori representation at senior leadership levels.

51. In August, the chief executive of the Independent Māori Statutory Board delivered He Waka Kōtuia – Te Tiriti Audit 2021 to council on behalf of the Independent Māori Statutory Board. He Waka Kōtuia was received at the Governing Body and Independent Māori Statutory Board Joint meeting on 20 September 2021, and the formal management response to the recommendations was received on 6 December 2021. The He Waka Kōtuia Work Programme 2021-2024 will be used as the basis to monitor progress in implementing the recommendations.

Ngā ritenga ā-pūtea

Financial implications

52. There are no financial implications from statements or decisions sought in this paper.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

53. The uncertainty and disruptions caused by COVID-19 and the unfavourable economic conditions will continue to pressure the council’s operations and finances.

Risk	Mitigation
COVID-19 impact on the council’s revenue and services	Continued monitoring of revenue and service impacts. Seeking to balance any losses with new opportunities. The Annual Budget 2022/2023 is open for public consultation until 28 March 2022. The budget proposal responds to the uncertainty created by COVID-19 and the unfavourable shifts in economic conditions
Unfavourable economic conditions including inflationary pressures, supply chain challenges increased interest rates impacting council services and capital programme deliver	This risk is being mitigated by the implementation of a new strategic procurement process, and early engagement with suppliers.
The ‘Great Resignation’ – record numbers of people leaving their jobs after the COVID-19 pandemic ends. Retention of staff and ensuring their wellbeing is becoming a priority.	Auckland Council management is implementing many measures to improve talent retention and attraction. The People and Culture department are focusing on making Auckland Council an employer of choice by: · promoting the employer brand · reviewing flexible working · adjusting salaries in some areas to ensure they are relative to the market Introducing employee benefits such as Oranga Day and further discounts at leisure facilities to support staff wellbeing
Diversity, Equity and Inclusion targets for senior management roles	The council is progressing the Diversity, Equity and Inclusion \| FY2022 Mahi Plans to reflect the new environment, acknowledging the impacts that COVID-19 has had on our ways of working.
Māori Outcomes Fund underspend	Ngā Mātārae is working on an Implementation Strategy and associated Intervention Logic mapping to improve the quality, stability and impact of the spend on the outcomes required by Kia Ora Tāmaki Makaurau.
Statutory timeliness on processing building and resource consents with increasing volumes and the complexity of multi-unit dwellings applications	Kōkiri Whakamua - Regulatory Services' Strategy 2024 is progressing to improve the efficiency of our processes, focusing on timeliness, simplification, end-to-end digital and customer satisfaction. Regulatory Services directorate was a pilot area for the Operating Model portfolio initiative – Strategic Workforce Planning. The initiative will ensure the directorate to have a workforce that is right size, and efficiently allocated to deliver on legislative requirements and to agreed service levels.

Ngā koringa ā-muri

Next steps

54. The next update will be provided to the Appointments and Performance Review Committee following the end of the financial year.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Table of FY2022-2024 chief executive’s performance objectives	17

Ngā kaihaina

Signatories

Author

Rosa Kim - Strategy Analyst

Authorisers

Shameel Sahib - General Manager Corporate Strategy & Business Improvement

Richard Jarrett - Director Group Services

Phil Wilson - Director, Governance & CCO Partnerships

Appointments and Performance Review Committee

05 April 2022

Strategic Workforce Planning update

File No.: CP2021/17347

Te take mō te pūrongo

Purpose of the report

1. To report back on progress relating to the chief executive performance objective to “deliver a strategic workforce plan that balances workforce against service delivery”. This paper outlines the findings of the Strategic Workforce Planning Pilot Project and provides an update on the planned next steps for wider implementation across Auckland Council.

Whakarāpopototanga matua

Executive summary

2. One of the FY2022-2024 chief executive performance objectives is to “deliver a strategic workforce plan that balances workforce against service delivery”.

3. Strategic workforce planning is also one of the initiatives in the ‘do the basics right’ programme in the Shaping our Future (operating model) portfolio of work.

4. The project will develop methodology to clarify the long-term workforce requirements necessary to meet customer demand, by capturing a future demand forecast and determining workforce needs.

5. In October and November 2021, a pilot was undertaken as a ‘proof of concept’, whereby the planning methodology was applied to workforce data in Regulatory Services and ICT teams.

6. The pilot was completed in December 2021 and the findings indicated there is value in undertaking strategic workforce planning for the organisation.

7. Council will now implement strategic workforce planning within the organisation, by establishing a small central team and following a programme of work that is aligned to the council’s organisational change forecast.

Ngā tūtohunga

Recommendation/s

That the Appointments and Performance Review Committee:

a) note this update on progress of the Strategic Workforce Planning Project

b) endorse the proposed strategic workforce planning approach for further implementation across the organisation.

Horopaki

Context

8. One of the FY2022-2024 chief executive performance objectives is to “deliver a strategic workforce plan that balances workforce against service delivery”. Strategic workforce planning is also one of the initiatives in the ‘do the basics right’ programme in the Shaping our Future (operating model) portfolio of work.

9. The Strategic Workforce Planning Project was initiated in July 2021. This project is about developing 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 (considering market forces, attrition rates and skills).

10. An update on the pilot progress was provided to this committee in November 2021, with a further update on organisation wide implementation to be provided in March 2022 (Resolution number APR/2021/76).

Tātaritanga me ngā tohutohu

Analysis and advice

11. Between July and December 2021, Auckland Council partnered with EY to introduce a fit-for-purpose strategic workforce planning methodology. It was 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.

12. The pilot was completed in December 2021. It involved a strategic assessment of the business areas to understand legislative obligations, strategic goals, and current operating model. Supply and demand data was gathered and analysed (i.e., the resourcing currently in place and allowed for, and customer and organisational demand). This was then modelled, and a gap analysis carried out to evaluate whether a business unit has any current capacity gaps or whether there are missing capabilities. It also included future scenario forecasting, and further gap analysis to establish whether the business unit can expect to see capacity or capability gaps in future, as well as the impact of applying different interventions on those scenarios.

13. For both Regulatory Services and ICT, the strategic workforce planning team reported that there are current gaps in parts of the workforce (leading to less optimal workforce selections) and that when the anticipated demand forecast is modelled, there are likely to be significant gaps in the workforce in future. This indicated that the pilot areas needed to consider, or to continue with, planned strategic responses to prepare for long-term demand increases.

14. Following completion of the pilot, findings indicate there is considerable value in undertaking strategic workforce planning for the following reasons:

· It delivers defined process and supporting tools which are logic-based and easy to use.

· It provides a structure / framework for long-term workforce planning (not previously available to senior leaders), which offers workforce insight, linked to demand.

· It delivers a scaleable, systems-based approach (incorporating all aspects of work delivery) and is data driven. It should therefore help the council move away from full time equivalent (“FTE”) numbers as a gauge of performance and productivity.

15. The approach for wider implementation across the council is that a small central team will partner with council business units to implement the strategic workforce planning methodology. This will align to the council’s organisational change forecast with an initial focus on areas where data is readily available to help build knowledge of the methodology. When implementing the methodology, the team will assess the appropriate scale for the particular business unit depending on the challenges that unit faces (noting if the process is detailed, it may take longer but more data will be collected leading to greater accuracy).

16. The purpose of strategic workforce planning is to ensure we have a workforce that is right sized, and efficiently allocated to deliver on legislative requirements and to agreed service levels. Decisions made as a result of this analysis may result in changes to the size and composition of our workforce.

17. Ultimately, strategic workforce planning enables 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.

Tauākī whakaaweawe āhuarangi

Climate impact statement

18. 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.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

19. The Strategic Workforce Planning Project initially focused on Regulatory Services and ICT; however, staff will now apply the methodology across other council business units. The methodology could also be used as a model to develop workforce plans across council-controlled organisations, which will be considered in due course.

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

Local impacts and local board views

20. 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

21. Key recommendations or interventions arising from the methodology will need to consider the impact and alignment to the council’s MAHI Māori Employment Strategy, and on Māori employment measures, as outlined in the council group’s Māori Outcomes Performance Measurement Framework, Kia ora Tāmaki Makaurau (the Framework). The Framework 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

22. Strategic workforce planning will be funded from existing budgets which may require reprioritisation of existing work programmes.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

23. One of the main risks associated with Strategic Workforce Planning Project is the accuracy of data used within modelling. Poor data could lead to inaccurate forecasting, which will reduce the credibility of the workforce planning model.

24. 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.

25. To minimise these risks, 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,

· ensure quality data is available to support the modelling

· include upfront briefings on the level of employee resource required to get the best out of the exercise prior to commencement.

Ngā koringa ā-muri

Next steps

26. Now that the pilot project has been completed, internal resources, support, and the required capability, are being brought on to operationalise strategic workforce planning for the organisation, and the next areas in which to apply the methodology.

27. This committee will be provided with a further update on implementation progress no later than November 2022 (as per the FY2022-2024 chief executive’s performance objectives).

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Jane Taylor - Operations Division Planning & Performance Manager

Bronwyn Hall - General Manager People & Culture

Authorisers

Richard Jarrett - Director Group Services

Phil Wilson - Director, Governance & CCO Partnerships

Appointments and Performance Review Committee

05 April 2022

Brief for appointment to the board of Auckland Regional Amenities Funding Board

File No.: CP2022/03641

Te take mō te pūrongo

Purpose of the report

1. To approve criteria for making one appointment to the board of the Auckland Regional Amenities Funding Board (Funding Board).

Whakarāpopototanga matua

Executive summary

2. The Funding Board was created by the Auckland Regional Amenities Funding Act 2008 and recommends a levy to council to fund amenities specified by the Act. Council appoints six of the 10 members of the Funding Board.

3. An extraordinary vacancy has arisen on the Funding Board due to the resignation of a member and council is required to fill the vacancy in line with the provisions of the Act.

4. To meet the requirements of the legislation, the vacancy must be filled by someone who is, in the opinion of the council, suitable to represent the interests of Māori in Tāmaki Makaurau.

5. Candidates should also be able to demonstrate other core competencies including governance experience, experience of the sectors of the amenities, commercial and financial expertise and understanding of the public sector

Ngā tūtohunga

Recommendation/s

That the Appointments and Performance Review Committee:

a) agree that a letter of thanks be sent to Precious Clark for her service on the Auckland Regional Amenities Funding Board

b) approve the following skills to be sought for a new member of the Auckland Regional Amenities Funding Board:

i) ability to represent the interests of Māori in Tāmaki Makaurau

ii) governance experience

iii) relevant industry experience (i.e. arts, education, rescue, community facilities)

iv) commercial and financial expertise

v) public sector expertise

c) nominate a member to represent the committee on the selection panel

d) note that the Independent Māori Statutory Board has been invited to nominate a member to be their representative on the selection panel.

Horopaki

Context

6. The Auckland Regional Amenities Funding Act 2008 established a model for funding specified regional amenities that contribute to the wellbeing of the region and making Auckland a vibrant and attractive place to live and visit.

7. The Funding Board considers funding applications from the eligible amenities and recommends a total levy to Auckland Council.

8. The Act established two administrative bodies, the Funding Board and Amenities Board. The Amenities Board is made up of representatives from the eligible amenities and appoints four of the Funding Board members as well as acting as a forum for the amenities to present collective issues to the Funding Board.

9. Council appoints six members to the Funding Board. The legislation specifies that one council appointee must, in the opinion of council, be suitable to represent the interests of Māori in Auckland.

10. The current board member appointed to represent the interests of Māori in Auckland, Precious Clark, has resigned. This creates an extraordinary vacancy on the board which the council is required to fill.

Tātaritanga me ngā tohutohu

Analysis and advice

11. In order to meet the legislative requirements, candidates must demonstrate that they are able to represent the interests of Māori in the Auckland region.

12. In addition, it is recommended that candidates should be able to demonstrate the following core skills:

· governance experience: experience on the board of a comparable organisation and understanding of sound governance principles

· relevant industry experience in relation to the amenities that the Funding Board determines funding for (i.e. arts, education, rescue, community facilities)

· commercial and financial expertise

· public sector experience, and an understanding of the relationship between council and the wider set of amenities which it funds.

13. These skills have been sought in previous Funding Board recruitments and are the core skills required of its members.

14. The selection panel for assessing candidates will be comprised of:

· a member of this committee

· a representative from the Independent Māori Statutory Board

· the chair of the Funding Board.

15. The appointment process, including advertising the role and compiling a list of potential candidates, will be supported by council’s internal recruitment team and CCO Governance and External Partnerships team staff.

Tauākī whakaaweawe āhuarangi

Climate impact statement

16. Auckland Council’s Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan was adopted in December 2020 setting out the priority action areas to deliver our goals to reduce emissions and adapt to the impacts of climate change.

17. While the Funding Board is independent of council, and its members are appointed to the board to make funding decisions, these decisions must be in accordance with the funding principles in the Act and any which have been subsequently specified by Auckland Council. One of these principles is to demonstrate how the amenities align with the Auckland Plan. In a general sense therefore, the amenities will increasingly need to demonstrate alignment with Auckland’s climate goals, though they are not bound to give specific effect to plans such as Te Tāruke-ā-Tāwhiri.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

18. There are no significant impacts on other parts of the council group from this appointment process.

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

Local impacts and local board views

19. Board appointments to region-wide entities are the role of the Governing Body. Local boards are able to participate in the nomination process for director vacancies. The nomination of a candidate requires the consent of that candidate.

Tauākī whakaaweawe Māori

Māori impact statement

20. The focus of this appointment is a member qualified to represent the interests of Māori in Tāmaki Makaurau. This supports the mahi objective of Kia Ora Tāmaki Makaurau that: “Mana whenua and Māori are active partners and participants at all levels of the council group’s decision making”.

21. The Independent Māori Statutory Board member is invited to nominate a member to participate as 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.

22. 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.

23. Council’s recruitment team will be supporting this appointment process. It will ensure that it uses council’s Māori networks in seeking appropriate nominations at the beginning of this process.

Ngā ritenga ā-pūtea

Financial implications

24. Costs for this recruitment will be met from existing budgets.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

25. There are risks common to all board appointments. These include:

· Reputational risk of appointing candidates without appropriate skills or governance experience. To mitigate this potential risk, a thorough due diligence process is in place.

26. This appointment carries with it an additional risk in that the legislation requires this specific appointment to be a person to represent the interests of all Māori in the region, which may be a challenging task given the diversity of interests in the region. This risk will be mitigated by careful and close discussions by those on the panel, including potential seeking additional advice if required.

Ngā koringa ā-muri

Next steps

27. If the criteria for appointment are approved by this committee, the vacancy will be advertised.

28. A letter of thanks will be sent to the outgoing board member.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

James Stephens - Senior Advisor

Authorisers

Alastair Cameron - Manager - CCO Governance & External Partnerships

Phil Wilson - Director, Governance & CCO Partnerships

Appointments and Performance Review Committee

05 April 2022

Approval of brief for the appointment of a director of Auckland Unlimited

File No.: CP2022/03097

Te take mō te pūrongo

Purpose of the report

1. To approve a brief for the appointment of a director to the board of Auckland Unlimited and appoint a committee representative for the selection panel.

Whakarāpopototanga matua

Executive summary

2. The Auckland Unlimited board will have a vacancy from 1 November 2022 due to the end of tenure of one of their directors.

3. A brief to guide the appointment of a new director to fill this vacancy has been developed and is provided as Attachment A.

4. The brief describes a director who, in addition to the core governance skills common to all directors of council-controlled organisations (CCOs) has strong commercial skillsets including and experience evaluating and negotiating commercial agreements.

Ngā tūtohunga

Recommendation/s

That the Appointments and Performance Review Committee:

a) approve the brief provided as Attachment A of the agenda report for the search for one director to the board of Auckland Unlimited Limited

b) appoint a member of this committee to the selection panel for assessing candidates to meet the requirements of this brief.

Horopaki

Context

5. A vacancy will arise on the board of Auckland Unlimited Limited from 1 November 2022 due to one board member ending their tenure in line with the Appointment and Remuneration Policy for Board Members of Council Organisations.

6. Approval of briefs are the first step in the appointments process for substantive council-controlled organisations (CCOs). The high-level process is outlined in Figure 1.

Figure 1: Appointment process

7. The selection panel for appointments is comprised of:

· A representative of this committee

· A representative of the Independent Māori Statutory Board (IMSB)

· The chair of the relevant CCO

· Auckland Council’s Chief Executive.

Tātaritanga me ngā tohutohu

Analysis and advice

8. The brief will guide the recruitment process and is therefore an important foundation for conducting the appointment process. The brief will provide direction for our recruitment partners Kerridge and Partners as they advertise, develop the long list of candidates for appointment, and provide the key guidance for interviewing and committee decisions as the process continues.

9. The appointment brief has been developed by council staff and Kerridge, in consultation with the chair of the Auckland Unlimited board.

10. All directors to substantive CCOs need to meet the following core competencies:

· uphold the principles of the Treaty of Waitangi and being ready to promote improved outcomes for Māori and knowledge of Te Ao Māori and established Māori networks

· demonstrate appropriate accountability and responsiveness to the Governing Body and the public and a commitment to a public sector ethos

· demonstrate financial accountability with close review of current and proposed activities to deliver value for money

· commitment to integrate Te-Tāruke-ā-Tawhiri: Auckland’s Climate Plan into the strategies and operations of the CCOs.

· driving appropriate leadership and cultural response to deliver the required outcomes (and/or deliver on targets identified)

· commitment to collaborate across the CCO family

· demonstrate inclusive and adaptive leadership to harness the benefits of diversity.

11. Auckland Unlimited faces the challenges of attracting skills and visitors to Auckland in the context of the broader economic situation and funding constraints. Candidates are therefore sought who are able to think strategically and contribute to significant commercial decisions that will be before the board. The brief includes the following specific priorities to be sought for this appointment:

· proven large-scale business leadership experience, in times of change and transformation

· highly commercial, with proven experience of investment, deal development, negotiation, transactions and financing

· experienced in evaluating strategic options and making critical commercial decisions

· experience of working in partnership with other entities to achieve economic, cultural and social outcomes

· understanding of the visitor economy and its contribution to a growing Tāmaki Makaurau.

12. Non-essential, but beneficial skills include international business experience and experience driving cultural change in complex organisations.

13. The search will also seek candidates who can demonstrate an understanding of and/or lived experience of Māori, Pasifika and other world views and strategic perspectives.

14. The IMSB has been asked to nominate a member to participate on the selection panel. This committee may also nominate a member to participate on the selection panel for this appointment.

Tauākī whakaaweawe āhuarangi

Climate impact statement

15. Auckland Council’s Te-Tāruke-ā-Tāwhiri: Auckland’s Climate Plan was adopted in July 2020 and sets out the priority action areas to deliver our goals to reduce emissions and adapt to the impacts of climate change.

16. CCOs are responsible for delivering services to Aucklanders. Each CCO is accountable for ensuring their planning and decisions reflect the action areas outlined in Te-Tāruke-ā-Tāwhiri.

17. Candidates seeking appointment need to demonstrate a commitment to integrate the action areas outlined in Te Tāruke-ā-Tāwhiri into the CCO’s activities.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

18. The Auckland Unlimited board chair has contributed to the development of this brief. The chair notes that the board has a high workload that requires a full complement of directors. A vacancy on the board would therefore likely impact on the decision making of the board.

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

Local impacts and local board views

19. Board appointments to CCOs are the role of the Governing Body and local board views have not been sought in the development of this brief.

Tauākī whakaaweawe Māori

Māori impact statement

20. The Independent Māori Statutory Board is invited to nominate a representative to the selection panel. This ensures that a Māori perspective informs the recommendations of the selection panel during the shortlisting, interviewing and appointment processes.

21. 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.

22. 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).

Ngā ritenga ā-pūtea

Financial implications

23. The appointment process is budgeted for from the contract council has with Kerridge and Partners. There are therefore no additional financial implications arising from the approval of this brief.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

24. There are risks common to all board appointments. These are:

· Reputational risk of appointing candidates without appropriate skills or governance experience. To mitigate this potential risk, a thorough due diligence process is in place.

· Governance risk of creating an unbalanced board where too many new members can cause a loss of institutional knowledge which impacts decision-making. Conversely, retaining board members for too long can mean the board lack innovation and fresh thinking. This risk is unlikely for this appointment as the board of Auckland Unlimited as there are a mix of tenures and appointments have been staggered.

Ngā koringa ā-muri

Next steps

25. On approval of the brief, the timeline for this appointment process is as follows in Table 1:

Table 1: Appointment timeline

Step	Dates
Brief Approval	5 April
Advertising campaign	6 April – 4 May
Selection panel (calibration) 90mins	week commencing 18 April
Selection panel (Longlist) meetings 90 mins	week commencing 16 May
Pre-interviews (Kerridge)	23 May – 1 June
Committee approve shortlist	21 June
Selection Panel Interviews	July (tbc)
Committee approve preferred candidates	16 August
Reference check and due diligence	22 August – 2 September

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Auckland Unlimited - Draft brief for director search 2022	47

Ngā kaihaina

Signatories

Author

James Stephens - Senior Advisor

Authorisers

Alastair Cameron - Manager - CCO Governance & External Partnerships

Phil Wilson - Director, Governance & CCO Partnerships

Appointments and Performance Review Committee

05 April 2022

Update on appointments to the boards of City Rail Link Limited and Tāmaki Redevelopment Company

File No.: CP2022/03539

Te take mō te pūrongo

Purpose of the report

1. To receive information about the processes to appoint directors to the boards of City Rail Link Limited and Tāmaki Redevelopment Company.

Whakarāpopototanga matua

Executive summary

2. Confidential reports on this agenda seek decisions regarding:

· candidates shortlisted for interview for City Rail Link Limited (CRLL) board positions

· reappointments to the board of Tāmaki Redevelopment Company (TRC) and criteria for recruiting new members.

3. Both CRLL and TRC are crown entities with appointments made jointly between council and the Crown.

Ngā tūtohunga

Recommendation/s

That the Appointments and Performance Review Committee:

a) note the information about the recruitment processes contained in this report

b) note that the report in the confidential section of the agenda seeks decisions regarding:

i) shortlisted candidates for interview for the City Rail Link Limited board

ii) reappointments to the Tamaki Redevelopment Company board

c) note that these reports are confidential due to the personal information that they contain.

Horopaki

Context

4. 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, council is required to formally endorse board appointments prior to Crown decision-making.

5. Auckland Council owns 41 per cent of the shares in TRC and the Crown owns the remaining 59 percent. TRC’s constitution provides that the Crown (Minister of Housing) and council independently appoint one director each, and jointly appoint the other directors.

6. The Appointments and Remuneration Policy for Board Members of Council Organisations is used as a guide for these appointments, however as these appointments are made jointly with other agencies, the policy is used as a reference rather than providing procedure for these appointments.

7. For these Crown entities, this committee makes decisions on behalf of council to:

· endorse shortlisted candidates

· nominate representatives to the interview panels

· approve final appointments.

Tātaritanga me ngā tohutohu

Analysis and advice

City Rail Link Limited

8. The CRLL board has five current members. An analysis of the skills on the board identified the need to recruit a board member with experience in rail systems integration. In addition, the chair of the board has indicated his intention to step down from the board. These positions were advertised in September 2021.

9. The report on the confidential agenda seeks endorsement of this committee for the shortlisted candidates to proceed to interview.

Tāmaki Redevelopment Company

10. TRC has five current members and may have a maximum of nine members.

11. The report on the confidential agenda seeks decisions about reappointments of board members whose terms end this year.

Tauākī whakaaweawe āhuarangi

Climate impact statement

12. As both TRC and CRLL are Crown entities, Auckland Council cannot require its directors to be accountable for delivering on Council plans such as Te Tāruke-ā-Tāwhiri.

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

14. 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.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

16. The appointment of the best possible directors to the CRLL and TRC boards 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

17. Board appointments to CRLL and TRC 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

18. The Independent Māori Statutory Board is 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

19. There are no direct financial implications from the decisions recommended in the confidential reports.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

20. There are risks common to all board appointments. These include:

· Reputational risk of appointing candidates without appropriate skills or governance experience. These risks are mitigated with a thorough due diligence process.

· Governance risk of creating an unbalanced board which either has too many new members and therefore insufficient institutional knowledge or conversely insufficient turnover of membership to allow fresh ideas to drive an organisation forward.

Ngā koringa ā-muri

Next steps

21. The committee’s decisions will be communicated to our central government partners to progress the appointment processes for TRC and CRLL.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

James Stephens - Senior Advisor

Authorisers

Alastair Cameron - Manager - CCO Governance & External Partnerships

Phil Wilson - Director, Governance & CCO Partnerships

No.	Title	Page
a ⇩	Forward Work Programme	55

Appointments and Performance Review Committee

05 April 2022

Kōmiti Mō Te Kopou Me Te Arotake Whakatutukitanga / Appointments and Performance Review Committee
Forward Work Programme 2022

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 2022
Area of work and Lead Department	Reason for work	Committee role (decision and/or direction)	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
Māngere Mountain Education Trust (MMET)	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 appointments
Manukau Beautification Charitable Trust	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 appointments
City Rail Link Limited (CRLL)	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 appointments
Museum of Transport and Technology (MOTAT)	Auckland Council makes 5 appointments to the AWMM Board and 6 appointments to the MOTAT Board. The appointments are to replace or renew directors whose terms are expiring.	To approve appointments
Auckland War Memorial Museum	Auckland Council makes 5 appointments to the AWMM Board and 6 appointments to the MOTAT Board. The appointments are to replace or renew directors whose terms are expiring.	To approve appointments
Tamaki Redevelopment Company	Auckland Council is a joint shareholder with the Crown. Council has one director it is responsible for appointment, and jointly appoints with the Crown the other directors.	To approve appointments
Community Education Trust Auckland, Te Hononga Akoranga (COMET)	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 appointments
CE Performance Objectives Group Services	CE review process	Half-yearly review of Chief Executives Performance Objectives.
Strategic Workforce Planning Group Services	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.	To endorse the proposed plan for further strategic workforce planning implementation across Auckland Council. Progress to date: Update provided in November 2021.

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, decision released 16 December 2021 Link to decision.
Community Education Trust Auckland, Te Hononga Akoranga (COMET)	To reappoint trustees	Decision on trustee reappointments in confidential 15 June 2021, decision released 16 December 2021 Link to decision.
Māngere Mountain Education Trust (MMET)	To reappoint trustees	Decision on trustee reappointments in confidential 15 June 2021, decision released 16 December 2021 Link to decision.
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, decision released 16 December 2021 Link to decision.
Museum of Transport and Technology (MOTAT)	To replace or renew directors whose terms are expiring.	Decision on appointments in confidential 31 August 2021, decision released 16 December 2021 Link to decision.
Director Appointments to CCO’s – Auckland Transport	To approve director appointments.	Decision on appointments in confidential 28 September 2021, decision released 16 December 2021 Link to decision.
Auckland War Memorial Museum	To replace or renew directors whose terms are expiring.	Decision on appointments in confidential 28 September 2021, decision released 16 December 2021 Link to decision.
Director Appointments to CCO’s – Watercare	To approve director appointments	Decision on appointments in confidential 2 November 2021.
Board intern programme	To approve the appointment of five board interns for CCO’s	Decision on appointments in confidential 2 November 2021, decision released 16 December 2021 Link to decision.
CE Performance Objectives	To approve the Chief Executives Performance Objectives	Decision in confidential 2 November 2021, to be released by Governing Body.
Director Reappointments to CCOs	To reappointment directors	Decision on director reappointments in confidential 1 March 2022.
Te Motu a Hiaroa Management Trust	To approve a council staff appointment.	Decision on appointment made on 1 March 2022, Link to decision.

[1] Two elements employer brand or proposition, a) why would I consider working at Auckland Council (linked to our unique purpose), and b) what is it like to work there (linked to the great reasons why I would join).

[2] From March 2021, the council moved to using Peakon, a staff engagement system that operates across corporate and public service organisations. Benefits of Peakon included the ability to survey four times per annum and gain richer data to develop insights and action to target and improve engagement

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, MNZM
	Cr Richard Hills
	Member David Taipari
Ex-officio	Deputy Mayor Cr Bill Cashmore

Author	Duncan Glasgow - Kaitohutohu Mana Whakahaere / Governance Advisor
Authoriser	Phil Wilson - Director, Governance & CCO Partnerships