Defining high performance Phil Wilson, Governance Director Auckland Council

1. Defining high performancePhil Wilson, Governance DirectorAuckland Council

2. Opening Remarks • We are not there yet, but we are on the right trajectory • Assessment of our performance is confused by: • Organisational complexity • Changing form • Transition matters • Rating changes • Poor understanding of our model and financial and governance literacy

3. Opening Remarks • A polemic exists in the reform debate • Reality is somewhere between two extremes • Wider context here includes: • Strategic reason for change • Cynicism and disengagement • Subsidiarity tensions • I will return to these later on

4. Auckland’s Amalgamation 8 Regional District and City councils $29bn in ratepayer equity 7 • Mayor • Shared decision making • Governing body and local boards • CCOs • Independent Maori Statutory Board • Planning framework • Regional vision • Rating system Mayors and 1 Chair 1 30 Community Boards 21 1 Governing Body Local Boards 261 170 Elected members Elected members 9,154 9,430 FTEs capex annual budget FTEs $3bn $1.7bn 2016 2010 opex annual budget (130, 000 in 5 years) Pop 1,439,600 Pop 1,569,900

5. Network Organisation Structure Multiple special purpose entities

6. A snapshot of Auckland Urban Auckland Rural Auckland Auckland 34% Of New Zealand’s population City Centre Wellington 3rd For the last 4 consecutive years in the Mercer Quality of Living Survey

7. What we value Our built environment Our blue environment Our green environment Our diversity Our people Our democracy Our arts and culture Our heritage

8. A typical week in Auckland last year 830 New residents 8 New teachers 17 Additional buses 200 Additional children 1 New doctor 3.5 Additional trains 350 New dwellings 400 New jobs required 400 Additional cars on our roads 60 New offences New street every three days

9. Urbanisation We need to grow… 220+ Ethnicities in Auckland 400,000 Houses needed in the next 30 years … and support it with the right infrastructure that meet our needs • 50% • Of New Zealand’s • growth in the last year. 4 Out of every 10 Kiwis will be living in Auckland by 2043

10. Our journey The world’s leading council Future proofing 2019 Defining and building our vision A high performance council 2014 Keep Auckland going Getting the basics right 2010

11. Driving what council does: our vision and our plans A 3-year roadmap of organisation-wide priorities to drive a high performing council

12. Our organisational strategy 1 Vision 6 Outcomes 4 Focus areas

13. What we will hear in 3 years “They are making the right decisions for Auckland and our voices are heard” “They work with our business to achieve our goals” “We get good value for our rates compared to other cities” “Our community is stronger because of council’s support” “Auckland Council is where I want to work” “We’ve experienced a huge improvement in how they support us” “They are efficient & easy to deal with, I can do most things myself”

14. The digital future for ratepayers and customers Customer centric not just property based

15. How we are leading • Revisiting the value proposition • Branding • Leadership capacity and behaviours • Measurement • Transparency/reporting • Combatting the tyranny of distance • My time • Rigour around staff performance and numbers • Prioritisation and investment disciplines

16. Key shifts for better decisions for Auckland • We are an exemplary public sector organisation that supports our decision-makers to make choices reflecting citizen value • Efficient and effectiveprocessesthat provide optimal service for our governance groups • Increased transparency and accessibility making it easy for our citizens and communities to be informed, hear back from us and participate • Resolve regional and local tensions to achieve the right balance • Community-centred thinking, behaviour and design • We are a leader in improving diversity outcomes in Auckland

17. Continuing to leverage our size We take a leadership rolewith central government to progress revenue streams We maximise opportunities for services that can be offered to others at a cost that leverage our scale Teams actively seek ways to reduce the rates burden through innovativeservice design and delivery Prudent financial stewardship and decision-makingwill deliver better value for money Share common back-office services across the council family

18. 10 challenges going forward 1 Diversity and inclusion – internal and external 2 • Disengagement and cynicism 3 • Fragmented community interaction 4 • Opinion lead news and the paying constituency for media • Customising local service levels and engineering flexibility into procurement contract management 5

19. 10 challenges going forward 6 Organisational understanding of the model and responsiveness to it 7 • Balancing regional/strategic imperatives with local needs and aspirations 8 • Funding toolbox limitations 9 • Aligning with government and others 10 • Pace & bureaucracy

20. Our story