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Part IV: People, engaging with our communities & sustainability PEOPLE, ENGAGING WITH OUR COMMUNITIES AND SUSTAINABILITY Our people 499 Engagement with our communities 505 Sustainability 524 Global reporting initiative 530 Auckland Council Annual Report 1 July 2011 to 30 June 2012 498 Part IV: People, engaging with our communities & sustainability PART IV PEOPLE, ENGAGING WITH OUR COMMUNITIES AND SUSTAINABILITY OUR PEOPLE INTRODUCTION We commenced the year with a full plan of work to continue the transition from eight organisations to the new council. Across the organisation, our employees have worked hard to deliver on the work plan and have made significant progress. Now that the bulk of this is behind us, we are able to focus on transforming our organisation to become the council that delivers on its promise of making Auckland the world’s most liveable city. PUTTING THE BUILDING BLOCKS IN PLACE Most of the activities within human resources over the first part of the year, focused on continuing to streamline and simplify the multiple processes and systems from the legacy councils. For example, by working with both employees and the unions represented at Auckland Council, we were able to reduce our annual payroll runs from 268 in our first year of operation, to 78 payroll runs a year. Creating a consistent approach to how we handle EMPLOYMENT RELATIONS remuneration across the organisation was a priority for the 2011/2012 year. The successful conclusion The 2011/2012 year saw significant process in Auckland of the negotiation with the PSA on the remuneration Council's industrial relations. In October 2011, Doug framework in April 2012 allowed us to put this in Mackay and Richard Wagstaff, National Secretary for the place for our remuneration review for this year. This Public Service Association (PSA), signed a Relationship framework, with a pay for performance focus, Agreement between Auckland Council and the PSA. The establishes an important mechanism that links PSA represents approximately 2700 employees across achievement of objectives to remuneration Auckland Council and the Agreement provides a strategic outcomes. framework to underpin the relationship. In October 2011, we put in place a new employee Two other significant developments in Auckland Council's benefits plan. The principles of the plan are that relationship with the PSA included the appointment in benefits will attract and retain quality people, be March 2012 of two full-time delegates. This initiative was simple to apply and understand, ensure value for established by the Relationship Agreement and is proving money, stand up to public scrutiny, are transparent, a great success. The other development has been the fair and consistent, and are simple to administer and agreement reached between Auckland Council and PSA cost effective. The benefits fall into three categories: members on a remuneration framework. The framework good employer initiatives, like flu shots, employee was the result of lengthy discussions between benefits, like financial wellbeing sessions, and representatives from Auckland Council, Auckland discount benefits. Transport and PSA. The framework has subsequently been adopted by the CCOs to apply to their employees In early 2012, we conducted our second employee covered by PSA collective agreements and individual Engagement Survey. It was pleasing to see our agreements that reflect those collective agreements. response rates increase from 69.1% in 2011 to 83.2%. The results show we are definitely moving in Auckland Council also has collective agreements with the the right direction, as our employees feel that we Amalgamated Workers Union New Zealand, the listen to them. During 2012/2013, we will be Engineering, Printing and Manufacturing Union and the incorporating their feedback into our human Service and Food Workers Union in particular parts of the resources planning and communication to organisation and collective agreements were concluded employees. with all these unions. We continue to work with them to ensure that matters of mutual concern are addressed constructively. Auckland Council Annual Report 1 July 2011 to 30 June 2012 499 Part IV: People, engaging with our communities & sustainability WE ARE AUCKLANDERS Our employees are from a diverse range of cultural, ethnic and religious backgrounds – reflecting the diversity that is now very much Auckland. Like our city, our organisation has embraced this diversity and we have actively supported the formation of a number of employee networks. For example, in September 2011 a survey was undertaken to identify Māori employees within Auckland Council and gauge interest in establishing a new Auckland Council Māori employee network. The survey results recorded 90% support towards the establishment of the network and an Establishment Working Party (EWP) was elected in December 2011 to set up the council’s Māori Staff Network. Key to the work of this network is advancing development priorities for Māori within Council policies and practices. Promoting the enjoyment of learning Te Reo Rangatira, Tikanga Māori and the positive experience of Whakawhanaungatanga are also benefits that the network is set to deliver. We currently have five other diversity networks and are supportive of other groups wanting to create similar networks. Alongside this, we support our employees in social activities that are part of Auckland’s vibrant activities schedule. For example, we funded a marquee at last year’s Auckland Marathon and a marquee at this year’s Round the Bays, which saw over 300 employees take part. While many of our employees were involved directly in major events over the year, like the Rugby World Cup, a large number take part voluntarily to support the council’s success in delivering such activities. Earlier this year, Auckland Council partnered with the Auckland Chamber of Commerce and Work and Income to provide work experience opportunities for young people starting their careers. These two-week work experience events enable young people to be better prepared for the world of work and give them some helpful skills and the confidence to assist them in their quest for employment. Already over 100 cadets have been through the programme as it grows from strength to strength. We have hosted these work experience cadets across many areas of the council and Council Controlled Organisations including the Botanical Gardens, City Parks, Leisure Centres, the Zoo and in office based roles. Some have gone on to undertake further work for the council in these areas. Feedback from cadets has been overwhelmingly positive and that it has been a valuable experience for them. TRANSFORMATION TO A HIGH PERFORMING TEAM Now that we’ve brought our employees together into one organisation, our aim is to become a high performing team. One that puts customers at the heart of our organisation, and delivers the Auckland Plan and value for money for ratepayers. Creating a single workforce with a common purpose will be key to our success. One of the critical elements that binds us is our values: innovation, respect, teamwork, pride, service and accountability. Over the past year, we’ve focused on consolidating our shared understanding of these values and begun to embed them in all we do. We worked with focus groups across the organisation to define a set of core behavioural competencies, which will define how we work as well as what we do. These form part of our performance development framework, which will be a major part of creating a high performing team over the next few years. This year, we have introduced Conversations with Leaders, which brings employees and leaders together to have conversations around priority projects and the topics that matter to our people. The format is based on feedback from our employee engagement survey, where employees said that more two-way communication with their leaders would build a sense of common purpose and engagement. Staff Numbers (Full-Time Equivalents/FTE) Auckland Council Auckland Council and Group 30 June 5,598 c. 8,040 2012 30 June 5,163 c. 7,200 2011 Auckland Council Annual Report 1 July 2011 to 30 June 2012 500 Part IV: People, engaging with our communities & sustainability OUR EXECUTIVE TEAM From left to right: Shelley Watson, Alan Brookbanks, Natalie Verdouw, Dr Roger Blakeley, Doug McKay, Clive Manley, Patricia Reade, Andrew McKenzie, Wendy Brandon, Grant Taylor Chief Executive: Doug McKay Chief Finance Officer: Andrew McKenzie Chief Operating Officer: Patricia Reade Chief Planning Officer: Dr Roger Blakeley Governance Director: Grant Taylor Civil Defence Emergency Management Manager: Clive Manley Communication and Public Affairs Manager : Shelley Watson General Counsel: Wendy Brandon Human Resources Director: Alan Brookbanks Risk and Assurance Manager: Natalie Verdouw THE ORGANISATION STRUCTURE Office of the Chief Executive Civil Defence Emergency Management Proactively manages civil defence emergency management, rural fire, hazards and crisis management using the principles of the 4 Rs: Reduction, Readiness, Response and Recovery. Communications and Public Affairs Manages internal and external communications, online content and channel strategy, the provision of brand and print design services, research, consultation. Human Resources Creates initiatives that support the development of a new organisational culture, promotes health and safety and supports the ongoing organisational redesign Legal Services Provides legal advice and services to the council that are professional,

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