Defining high performance Phil Wilson, Governance Director Auckland Council

 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 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 Opening Remarks

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

Network Organisation Structure Multiple special purpose entities

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

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

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

We need to grow… 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 Ethnicities in Auckland 4 Out of every 10 Kiwis will be living in Auckland by 2043 Urbanisation

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

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

1 Vision 6 Outcomes 4 Focus areas Our organisational strategy

What we will hear in 3 years

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

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 How we are leading

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 effective processes that 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

Continuing to leverage our size We take a leadership role with 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 innovative service design and delivery Prudent financial stewardship and decision-making will deliver better value for money Share common back-office services across the council family

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

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

Our story