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.
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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
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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, efficient, robust and practical.
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Office of the Chief Executive
Led by Chief Executive Doug McKay, the Office of the Chief Executive includes cross council corporate functions that support the continuity and security of services. Risk and Assurance
Assists council committees and the Chief Executive in exercising good governance by providing independent assurance on
risk management, internal control and governance processes
Finance
Accounting Services
Creates and maintains an efficient transaction management centre (including rates, accounts payable, debt management and collection) for Auckland Council, Local Boards and some CCOs. CCO Governance & Monitoring
Manages the CCO board governance and ensures that the CCO Statement of Intent contributes and aligns with the council’s strategic direction. City Parks Services
Provides a range of services to the council, including the maintenance of streetscapes and public spaces, the construction and maintenance of sports fields Finance
Ensures sound financial governance of the council as well as being the financial advisory service provider to the Local Boards and CCOs. Information Services
Manages a range of functions including enterprise architecture, security, applications, business information management, IS operations, IS programme office and customer relations Organisation Transformation and Integration
Manages enterprise wide transformational programs and projects and provides a centre of excellence for project management strategy and delivery for Auckland Council through the EPMO Property
Manages all council property, facilities and accommodation and provides leadership on property and land economy issues. Treasury
Performs an advisory role to the Chief Finance Officer and other stakeholders when considering matters such as fundraising
and management of council funds.
Governance
Democracy Services
Provides services that enable the mayor and councillors to perform their governance role effectively and the public to participate through elections and official information legislation. Local Board Services
Works with the council and CCOs to ensure local boards can carry out their role effectively and address the issues and aspirations of local communities. Te Waka Angamua - Māori Strategy and Relations
Supports the council to respond to its responsibilities under Te Tiriti o Waitangi/Treaty of Waitangi and statutory obligations to
Māori.
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Operations
Building Control
Provides the delivery of building processing and inspection services within the Auckland region. Community Development, Arts and Culture
Works with community development advisory services and community facilities. Also manages arts and culture services regionally and locally. Customer Services
Provides the first point of contact for customers across the four main customer channels: face-to-face, telephone, written correspondence, online. Infrastructure and Environmental Services
Manages regional stormwater and waste services, and maintains and enhances the quality of the region's natural, cultural, and built environments. Libraries and Information
Develops and delivers library and information services that are accessible, inclusive and responsive to the needs of Auckland's residents. Licensing and Compliance
Addresses environmental health, liquor harm, noise and animal management, and the enforcement of bylaws. Parks, Sports and Recreation
Responsible for the effective management of parks, sport and recreational facilities and services across the Auckland region. Resource Consents
Delivers consenting services which are consistent, easy to use and provide quality outcomes to customers and the
environment of the Auckland region.
Planning
Economic Development
Supports council and the CCOs during strategy, planning and policy development. Provides services that aid the transformation of the region's economic performance Environmental Strategy and Policy
Provides expertise in the areas of natural resource management, air quality, urban design and the built form, natural and cultural heritage and coastal management. Regional and Local Planning
Responsible for the new unitary plan, maintaining current operative district and regional plans, bylaw review and development, area spatial plans Regional Strategy, Community and Cultural Policy
Provides the institutional and governance framework to inform and shape the strategic direction of the city.
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AUCKLAND COUNCIL’S CODE OF CONDUCT
The purpose of this code is to provide the values, principles and beliefs that we share and stand for, when we work to deliver services and outcomes to Aucklanders. The code applies inside of work and outside of work where actions could adversely bring the image or reputation of Auckland Council/CCO into disrepute. It applies to all employees, contractors/consultants, casual staff, agency temporary staff, secondees and volunteers, at Auckland Council and Council Controlled Organisations (Auckland Council/CCO).
This policy does not apply to the elected representatives (mayor, councillors, and local board members) who are governed by a separate code of conduct.
Employees and representatives are expected to conduct themselves following these principles:
Professional, impartial, ethical and honest, including:
• following Auckland Council/CCO policies and procedures • acting lawfully and ethically in the best interests of Auckland Council/CCO and the community • being honest in all dealings with Auckland Council/CCO and the community • delivering the highest possible standard of service to all customers • disclosing personal interests that could conflict with those of Auckland Council/CCO. • ensuring personal hygiene, habits and dress meet the standard required for the job being performed and do not cause offence to others • maintaining political impartiality at all times.
Respectful and courteous, including:
• ensuring that language and behaviour are not threatening, offensive, abusive, harassing or bullying • ensuring that workplace relationships do not adversely affect the performance of official duties • protecting the privacy of individuals and maintaining confidentiality • valuing and accepting diversity and treating all people with equity and fairness.
Accountable, trustworthy and responsible custodians of Auckland’s assets and funds including:
• taking good care of property and funds and using them only for intended purposes • never misusing or misappropriating Council/CCO property or funds • considering the safety of others and the safety and security of Council/CCO property/resources • treating all information with care and using it only for authorised and appropriate purposes • declining any offers of cash, goods or services that are or could be seen as inducements or bribes.
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ENGAGEMENT WITH OUR COMMUNITIES
INTRODUCTION This section highlights how the council engages with various groups within the Auckland community. It looks at the important and growing role that the advisory panels have in representing a range of region-wide community groups. It then focuses on the council’s liaison with the Māori community in particular, through the council’s Māori Strategy and Relations department, Te Waka Angamua, as well as by means of engaging with the Independent Maori Statutory Board. Turning to the community as a whole, there is a section on OurAuckland, the council’s wide-reaching monthly newsletter, which is distributed in a number of versions. And finally, there is a section on the People’s Panel which aims to provide an opportunity for a representative sample of the whole community to give regular feedback on various topics by means of online surveys and through focus groups.
AUCKLAND COUNCIL’S ADVISORY PANELS
A number of advisory panels have been established to identify and communicate to the Auckland Council the interests and preferences of various groups. The advisory panels also advise the mayor, governing body and local boards on processes and mechanisms for engagement with their communities in Auckland. The advisory panels established are:
• Business Advisory Panel • Pacific Peoples Advisory Panel • Ethnic Peoples Advisory Panel • Rural Advisory Panel • Heritage Advisory Panel • Youth Advisory Panel • Disability Strategic Advisory Group.
BUSINESS ADVISORY PANEL
The council’s Business Advisory Panel (BAP) was established by the mayor to ensure that council policies, plans and strategies (particularly the Economic Development Strategy) accurately reflect business priorities and address the issues that are important to the business community of Auckland. The 34 member panel is chaired by Councillor Cameron Brewer and has met six times over this reporting period (4 July 2011, 12 September 2011, 21 November 2011, 9 February 2012, 2 April 2012, 11 June 2012).
During this time the panel has had the opportunity to act as a ‘sounding board’ on the development of a number of key strategic issues for Auckland including: the draft Auckland Economic Development Strategy; the council’s alternate transport funding proposal; development of an Innovation Plan for Auckland; Unitary Plan issues, opportunities and business activities; how the council can be more business friendly; how the council’s energy and climate change mitigation strategy can be implemented; the principles behind the council’s financial strategy; implications for debt and expenditure; rates (including business differentials and targeted rates), and wastewater charging.
Presentations have been received from council officers, panel members, industry leaders and economic development experts including: Greg Clark (international expert on towns and cities), Mayor Len Brown, Andrew McKenzie (Chief Finance Officer), David Warburton (Chief Executive, Auckland Transport), Connal Townsend (Chief Executive Auckland Property Council), Michael Barnett (Chief Executive, Auckland Chamber of Commerce), Russell Sinclair (Northern Regional Manager, New Zealand Retailers Association), Penny Pirrit (Manager Regional and Local Planning), John Roger (Senior Legal Counsel and Manager of Strategic Relationships, Vector), and Franceska Banga (Innovation Advisory Group Chair Auckland Tourism Events and Economic Development Agency).
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PACIFIC PEOPLES ADVISORY PANEL
The Pacific Peoples Advisory Panel (PPAP) was established in response to the requirement of the Local Government (Auckland Transitional Provisions) Act 2010 (section 86). Its membership is: Reverend Uesifili Unasa (Chairperson), Orchid Atimalala (Deputy chairperson), Dr Robert Woonton, Dr Monique Faleafa, Stephen Stehlin, Toleafoa Sina Aiolupotea-Aiono, Sione Tuitahi, Richard Pamatatau, Filemoni Timoteo, Sesalina Setu (North Shore Pasifika Forum representative), Tofa Fialauia Luatuanuu (Pacific Island Board Auckland City representative), Tupou Manapori (Pacific Island Advisory Council representative), Taha Fasi (Waitakere Pacific Board representative).
During the year, the PPAP was particularly active in holding fonos to engage with the Pacific communities on the draft Auckland Plan and other council strategies, policies and plans.
The PPAP also gave feedback and made submissions including on the draft Auckland Plan, the draft Economic Development Strategy, the draft local board plans and the draft Long-term Plan. In doing so, the PPAP emphasised that Pacific Peoples have a key part to play in the economic development of the city and performed a strong advocacy role on the need to include and recognise the role of Pacific Peoples in the long term vision for Auckland.
ETHNIC PEOPLES ADVISORY PANEL
This panel was established by the council in response to the same legislation as the Pacific Peoples Advisory Panel and has a very similar role but focuses specifically on ethnic peoples. The panel identifies and communicates the interests and preferences of ethnic peoples in Auckland to the council, in relation to: • the content of the strategies, policies, plans and bylaws of the council • any matter that the panel considers to be of particular interest or concern to ethnic peoples of Auckland • advising the Mayor, Governing Body and local boards of ways to engage with ethnic peoples and communities in Auckland. Members of the Ethnic Peoples Advisory Panel (EPAP) are: Dr Camille Nakhid (Chairperson), Rev Amail Habib (Deputy chairperson), Mr John Hong, Mrs Ann Pala QSM, Mr Jeet Suchdev QSM, JP, Miss Bevan Chuang, Mrs Sadiqa Hajee, Mr Kafeba P A Mundele, Mr Kudakwashe Tuwe, Ms Susan Zhu,Mrs Asoka Basnayake (Media spokesperson), and Ms Grace Ryu. Like the PPAP, the EPAP gave feedback and made submissions on several council strategies, policies and plans. The EPAP also made submissions on a number of government bills and proposals, including the Alcohol Reform Bill (2010), Local Government Amendment Bill (2012), the Ministry of Social Development’s Green Paper for Vulnerable Children (2012) and the government’s Report on the elimination of racial discrimination. The EPAP has also written and produced four issues of a quarterly community newsletter, titled The Voice. EPAP distributes the electronic newsletter to its own networks in the community and when there are opportunities, printed copies are circulated at suitable events, for example at the National Diversity Forum, and on Race Relations Day – 21 March 2012.
RURAL ADVISORY PANEL
The panel’s role is to represent the rural community, small communities,villages and local boards. Members: Councillor Des Morrison, Chairperson, Councillor Penny Webster, Bill Cashmore Franklin Local Board Member,Kristy McKay New Zealand Wine, Wendy Clark Federated Farmers, Richard Gardner Federated Farmers, Chris Keenan Horticulture New Zealand, Astrid Lambert Primary Focus, Roger Parton Rural Contractors New Zealand and Aggregate and Quarry Association, Chris Ross Equine Industry, Peter Spencer New Zealand Forest Owners
HERITAGE ADVISORY PANEL
Auckland Council’s 16-member Heritage Advisory Panel was established in October to provide independent advice on heritage issues as the council looks to strengthen its protection of the region’s historic heritage. More than 60
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expressions of interest were received from throughout Auckland from a wide variety of fields including architects, historians, planners, developers and the community. It will nominate people to serve on the Auckland Urban Design Panel when developments involving heritage are being considered. The panel meets on a monthly basis and is due to be reviewed twelve months after its establishment.
The panel is chaired by Councillor Sandra Coney, who also chairs the Parks, Recreation and Heritage Forum. "I was delighted at the calibre of people who applied and their enthusiasm for assisting the council," says Cr Coney. "It was very important to get a mix of professionals and community people, to cover the range of activities that fall under heritage, and provide geographical coverage of the entire Auckland region. The new council inherited quite patchy interest in heritage from the legacy councils so we are building from the ground up and the panel allows us to tap into the depth of knowledge that exists outside the new council," she says.
"This is another measure, along with our Built Heritage Fund, which demonstrates Auckland Council’s commitment to protecting our heritage," says Mayor Len Brown.
Members of the Auckland Council Heritage Advisory Panel are: Dr Ann McEwan, Jane Matthews, Elizabeth Aitken-Rose, Rachel de Lambert, John La Roche, Rob Enright, Michael Geale, Lorraine Wilson, Bill Rayner, Dr. Michelle Smith, Graeme Burgess, David Beamish, Graeme Murdoch, Allan Matson, Sherry Reynolds and David Veart.
YOUTH ADVISORY PANEL
As part of Youth Week 2012 (19-27 May), Auckland Council commenced establishing a Youth Advisory Panel. Nominations for the Youth Advisory Panel took place during Youth Week 2012 (19-27 May) and ten members were confirmed in June.
The panel enables young people to identify and communicate their interests and preferences on the council’s plans, strategies (especially the economic development strategy), policies, plans and bylaws, and to give any other feedback they may have. The panel can also advise the mayor, governing body and local boards on the council processes and mechanisms for engagement with the youth in Auckland and can engage with local boards on youth issues. When fully established in February 2013, the panel will consist of 21 young people aged between 12 and 24, representing each of the 21 local board areas. Members serve a two-year term.
The new panel replaced the Foundation Youth Advisory Panel, which was established in February 2011 and consisted of three representatives from each of the seven legacy youth councils and forums. These representatives were asked for their preferred model for engaging with the council, and this decided the new youth panel structure.
As part of the establishment of the Youth Advisory Panel, Auckland Council is investigating how to best engage with rangatahi (young Māori). In late 2011 the Rangatahi Māori Leaders Summit was held as part of Te Atamira - Creative Māori Arts Expo. This was a rangatahi-initiated and -led event, supported by Ngāti Whātua o Orākei and sponsored by Auckland Council. A key outcome of the summit was a submission to the council on the Auckland Plan. Another summit is planned to take place later this year.
Auckland Council released its first Children and Young People in Auckland Report during Youth Week 2012 to raise awareness of the key trends, opportunities and issues for children and young people in Auckland.
The current members of the Youth Advisory Panel are:
Flora Apulu Manurewa Local Board Janice Auva’a Henderson - Massey Local Board Ben Dowdle Howick Local Board Kristina Kim Devonport - Takapuna Local Board Vernon James Hibiscus and Bays Local Board Haley Magele Whau Local Board Jason Mareroa Papakura Local Board
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Sarah MacCormick Waitemata Local Board Palak Mehta Franklin Local Board Wairaka Mason Waitakere Ranges Local Board
DISABILITY STRATEGIC ADVISORY GROUP
The Disability Strategic Advisory Group (DSAG) was established by the Mayor in June 2011. Its purpose is to provide advice to the council on issues of access and inclusion from a disability perspective. The DSAG also advises the council on its engagement with Auckland’s diverse disability communities.
The DSAG’s members are appointed on the basis of their individual expertise and experience in strategic thinking, governance and communication skills, knowledge of disability and accessibility issues and connections with disability organisations and networks across Auckland. Members are: Dr Huhana Hickey (Chair), Colleen Brown (Deputy Chair), Clive Lansink, David Hughes, Don McKenzie, Ezekiel Robson, Sandra Budd, Susan Sherrard, Tania Kingi and Dr Terry O’Neill.
DSAG meetings normally take place on the third Monday of every month at the Civic Building, Auckland CBD. A public forum is held at the end of each meeting.
Over the last 12 months, DSAG has advised the council or made formal submissions on a number of issues, ranging from the draft Auckland Plan, draft Long-term Plan, and Auckland Transport’s Regional Land Transport Programme, through to Auckland Zoo’s Pricing Policy and the draft Events Policy. It has built relationships with a wide range of council teams such as Civil Defence and Emergency Management, and CCOs including Auckland Transport and Regional Facilities Auckland.
The DSAG also produced papers on their aspirations for the world’s most liveable, inclusive and accessible city, and the principles by which to achieve this. In June 2012, the DSAG, in partnership with CCS Disability Action Northern Region, took the Mayor, Deputy Mayor, the Chief Executive, and officers from the council and Auckland Transport on an ‘accessibility journey’ around the CBD. The DSAG showed the challenges persons with disabilities face, when trying to get around the city. Examples of good design, and how thisy enabled inclusion and access with dignity, were also shown. This event highlighted the importance of designing and developing a built environment fit for the world’s most liveable city working in partnership with persons with disabilities.
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LIAISON WITH THE MĀORI COMMUNITY
INTRODUCTION
This section describes, firstly, the work of Te Waka Angamua in relation to its liaison with Auckland’s Maori community concerning the council’s planning processes. For information about Te Waka Angamua’s wider role in the council, please refer to Part I, page xx.
Secondly, there is an overview of the Independent Māori Statutory Board Board and its work in advising the council on cultural, economic, environmental and social issues of significance for mana whenua groups and mataawaka of Tamaki Makaurau.
REPORT FROM TE WAKA ANGAMUA – THE COUNCIL’S MĀORI STRATEGY AND RELATIONS DEPARTMENT AUCKLAND PLAN
In the initial stage of the Auckland Plan process, Te Waka Angamua identified and confirmed issues of significance to Māori in the Discussion Document. It organised a series of engagement hui, including:
4 Mayoral led hui (2 Mana Whenua, 2 Mataawaka) 6 Subregional hui: 4 Mana Whenua; 2 Matawaaka held in May 2011 6 Workshops: 4 Mana Whenua; 2 Mataawaka held in June 2011 2 hui held in August 2011
Information derived from these hui confirmed the significant issues was incorporated with the analysis undertaken by the department.
Feedback was affected by timelines and the availability and capacity of Mana Whenua and Mataawaka organisations which constrained the opportunities for specific engagement with individual groups.
In recognition of the shortfalls of the current engagement process, Te Waka Angamua is proposing to introduce a more practical and feasible integrated policy and engagement strategy that will have reciprocal benefits for both the council and Māori.
Following publication of the draft Auckland Plan, two Mayoral hui were held in September 2011 followed by four sub- regional hui (two Mataawaka, two Mana Whenua). Further opportunities to engage with the council occurred through requests made by iwi.
In support of the engagement process, and as a means by which the council could contribute in a practical way to capacity building, a procurement framework was designed to assist iwi in the drafting of Iwi Values and Issues papers and submissions on the draft Auckland Plan.
UNITARY PLAN
Iwi Engagement Approach
Te Waka Angamua undertook targeted engagement with the 19 Mana Whenua groups in Auckland. Each group was resourced to provide for technical support.
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A team of planners from the Unitary Plan team with specialist expertise in planning implications for Māori, together with representatives from Te Waka Angamua attended a series of individual hui.
Specialist consultants were engaged to support the team in areas where new approaches are being considered to support the workshops (e.g. on Freshwater Management (Landcare Research) and on Maori Cultural Heritage (Boffa Miskell)).
Methodology
The approach for iwi engagement was developed by the Unitary Plan and Te Waka Angamua teams. The view is that the Unitary Plan is a long term project and will require iwi involvement at several levels over many years. It is important therefore to get the relationship between iwi and the council right from the outset.
The approach was one of sharing information and building the capacity and understanding of both iwi and council officers through the process.
Governance Hui
A governance hui was held on 12 December 2012 with Deputy Mayor Penny Hulse and governance representatives from Mana Whenua. The purpose was to provide an introduction to the Unitary Plan and to discuss a cooperative approach in developing it.
The work programme for the first stage of engagement with iwi on the Unitary Plan was outlined in the Statement of Works that was then sent to each of the 19 Mana Whenua groups in December 2011. A copy of the Statement of Works is included below.
Individual Hui
Individual hui then took place between key members of the Unitary Plan team and mandated technical representatives from each Mana Whenua group.
Workshops
A series of topic based Unitary Plan workshops then took place at the council Manukau offices. These workshops were an opportunity for iwi to meet with the wider Unitary Plan drafting team and with technical experts in order to develop approaches for how the Unitary Plan might respond to particular issues. Workshops were held on the following topics:-
Workshop 1 – Full Day (5 & 7 March 2012) • Freshwater Management • Coastal & Biodiversity
Workshop 2 – Full Day (12 & 14 March 2012) • Heritage • Growth
LONG TERM PLAN 2012 – 2024 (LTP)
Engagement took place during March 2012. Three hui were scheduled but due to the clash with the workshop process only two were held, in South Manukau, and at Auckland Town Hall.
The Auckland Plan, its directives and outcomes were presented as the principal drivers for the LTP. The hui were an opportunity to also provide feedback on how engagement with Māori was translated into the Auckland Plan and how the draft LTP would implement the strategic directions in the Auckland Plan. The hui covered:
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• Report back on the Auckland Plan Māori engagement • Discussion on the draft LTP with a view of how it contributes to the Māori elements of the Auckland Plan, • Council's contribution to Māori well-being/Māori outcomes, • Council's accountability and reporting through the Māori measures and how policies within the LTP are relevant to Māori. • Guidance on how to make a submission.
LTP Hearings
Hearings were scheduled for Tuesday, 1 May 1.30-5.00pm for Māori stakeholders. Each submitter was allocated 15 minutes to present to the regional hearings panel and to answer questions from panel members after their presentation. Area Plans
Engagement with Mana Whenua and Mataawaka was undertaken from February – June 2012. This involved the undertaking of individual and cluster hui with the mandated representatives from 11 iwi authorities who engaged with the Māngere-Ōtāhuhu Area Plan preparation process. Further information was obtained from earlier Unitary Plan consultation, Auckland Plan submissions, and Māori Issues and Values papers, the latter being particularly useful in terms of identifying local issues and aspirations.
The Area Plan engagement process provided an opportunity to recognise, protect and enhance the unique Māori identity of Māngere–Ōtāhuhu and to identify specific actions to uplift the wellbeing of Mana Whenua and the wider Māori community.
Mataawaka feedback also re-iterated the need for greater community ownership within Māngere-Ōtāhuhu and sought more inclusive governance models that facilitated greater community participation. Another key issue was the need for more equitable distribution of local government funds. There is a general sentiment that the area has been neglected with parks and roads in particular requiring significant investment to bring them up to the standard of higher decile areas.
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THE INDEPENDENT MĀORI STATUTORY BOARD
The Independent Māori Statutory Board is an independent board established by legislation to promote and advise the Auckland Council on cultural, economic, environmental and social issues of significance for mana whenua groups and mataawaka of Tamaki Makaurau. It also ensures that the Auckland Council acts in accordance with statutory provisions referring to the Treaty of Waitangi. The board appoints a maximum of two persons to sit on each of Auckland Council’s committees that deal with the management and stewardship of natural and physical resource.
To enable the board to achieve its purpose, it develops a list of current and prioritised issues that are significant to Māori in Auckland. This guides the board in developing its work programme. The board also gives advice to the council about issues that affect Māori in Auckland, and works with the council on the design and execution of suitable documents and processes to help the latter meet its statutory obligations to Māori in Auckland. For its part, the board must choose up to two people to sit on each of the council’s committees that deal with the management and stewardship of natural and physical resources. The council may also request that the board appoint a board member to sit on other council committees.
TE TIRITI O WAITANGI AUDIT In March 2012, a key part of the IMSB’s work programme contained in the 2011/2012 Funding Agreement between the board and the council was completed with the publication of the Te Tiriti o Waitangi Audit Report.
The aim of the audit was to support the board’s role in ensuring that the council acts in accordance with statutory provisions contained in the Treaty of Waitangi.
The audit contained a series of recommendations for strengthening the relationship between the council and Māori. The areas that the audit stated should be addressed as a matter of urgency include:
• the council’s knowledge of statutory obligations in relation to Māori and provisions relating to Te Tiriti o Waitangi
• policies to set established principles, rules and guidelines
• consultation and engagement with Māori
• the capacity of both Māori and the council.
The audit’s detailed report set out recommendations to address ways of improving the relationship between the council and Māori. The IMSB and the council have worked through these to develop a work program, and the Chief Executive has made the following comments about the audit and its recommendations:
The Te Tiriti o Waitangi Audit is one of two key projects in the Independent Māori Statutory Board’s (IMSB) work programme contained in the 2011/12 Funding Agreement between the Board and Auckland Council. It provides a basis by which the IMSB can fulfill its statutory obligation to assist the Auckland Council by ensuring the Council acts in accordance with statutory provisions referring to the Treaty of Waitangi. It also provides a baseline for the Council to understand its current state of compliance and to develop a forward work program. I expected at the outset of this project that many areas for improvement would be identified. This is a natural consequence of amalgamating 8 councils, all of whom had diff erent approaches and practices, and of the huge work program the Council has been committed to in its first 18 months of existence. I am pleased to note that some of the matters identified in the audit are
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already in the early stages of being addressed. However, the audit recommendations now provide a solid basis for a structured and prioritised work program to be developed and implemented, and for a reporting regime to be put in place to keep track of our progress against the program. I look forward to a continued constructive working relationship with the IMSB as the program of work is developed and implemented.
BOARD MEMBERS AND THEIR MEMBERSHIP OF COUNCIL COMMITTEES
David Taipari (Chairperson - Mr Taipari was selected by the Marutuahu Mana Whenua representatives)
• Hearings Committee, Strategy and Finance Committee, Unitary Plan Working Party
Patience Te Ao (Deputy chairperson - Ms Te Ao was selected by the Ngāti Wai Mana Whenua representatives)
• Accountability and Performance Committee, Regional Development and Operations Committee, Waste Minimisation Hearing Panel, Social and Community Development Forum
Anahera Morehu (Ms Morehu was selected by the Ngāti Whātua Mana Whenua representatives)
• Auckland Future Vision Committee, Parks, Recreation and Heritage Forum, Civil Defence and Emergency Management Committee
Glen Tupuhi (Mr Tupuhi was selected by the Marutuahu Mana Whenua representatives)
• Environment and Sustainability Forum, Auckland Future Vision Committee, Unitary Plan Working Party, Economic Development Strategy Hearings Panel (Committee Secretary), Economic Forum
James Brown (Mr Brown was selected by the Waiohua-Tāmaki Mana Whenua representatives)
• Parks, Recreation and Heritage Forum, Transport Committee, Environment and Sustainability Forum
Wayne Knox (Mr Knox was selected by the Waiohua-Tāmaki Mana Whenua representatives)
• Regulatory and Bylaws Committee, Regional Development and Operations Committee, Planning and Urban Design Forum, Culture, Arts and Events Forum
Glenn Wilcox (Mr Wilcox was selected by the Ngāti Whātua Mana Whenua representatives)
• Accountability and Performance Committee, Transport Committee, Regulatory and Bylaws Committee, Council Controlled Organisations Strategy Review Subcommittee, Hearings Committee, Dog Bylaw Hearings Panel, Community Safety Forum
Tony Kake (Mr Kake is a representative of Mataawaka)
• Planning and Urban Design Forum, Social and Community Development Forum
John Tamihere (Mr Tamihere is a representative of Mataawaka)
• Strategy and Finance Committee, Council Controlled Organisations Strategy Review Subcommittee
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OURAUCKLAND – OUR MONTHLY NEWSLETTER TO THE COMMUNITY
The creation of Auckland Council saw the end of news publications produced by the legacy councils such as Manukau Matters, ARC Regionwide, City Scene and Waitakere News.
To replace these and to fulfil ratepayers’ expectations to be informed about the work and decision-making of their new council (as per its obligations under the Local Government Act 2002), the Communications and Public Affairs department created OurAuckland in March 2011.
OurAuckland’s integrated communications strategy centres on providing Aucklanders with a range of communication channels, so that they are able to choose how to interact with council. The strategy was derived from “best in class”
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examples both overseas and elsewhere in New Zealand, and resulted in the adoption of a multi-channel strategy as the best way of engaging with Aucklanders.
The primary channels for OurAuckland are a printed monthly mini-magazine (available in 13 versions that reflect the 13 council wards), a dedicated web section on the Auckland Council website and a weekly events e-newsletter. These channels are complemented by social media, consultation and engagement. OurAuckland is a local government first in New Zealand in terms of its reach and multi-channel approach.
To ensure that OurAuckland is accessible to as many Aucklanders as possible, it is also available as a podcast (an audio file available monthly on itunes and via www.aucklandcouncil.govt.nz/ourauckland) and additionally is uploaded to the Royal New Zealand Foundation of the Blind’s telephone information service each month.
Critical to the creation and development of OurAuckland was focus group research and a survey to the council’s People’s Panel. This information has now been supplemented by two rounds of research – the latest of which was conducted in late May/June 2012 and which showed considerable improvements in how Aucklanders perceive the publication compared with results in the 2011 survey.
Mini-magazine
The monthly OurAuckland mini-magazine is distributed 11 times a year (a combined December/January edition is produced).
The mini-magazine has a circulation of approximately 537,000 copies, which are delivered across the Auckland region, including to Waiheke and Great Barrier islands. Distribution is currently to 96 per cent of households, PO Boxes and selected central city cafes, businesses (so visitors can find out about local events and activities) and Auckland ferries, as well as to libraries, service centres and local board offices.
Despite appearing online (see below), the print version has been retained since research1 has found that 17 per cent of New Zealanders (often poorer and/or older people)do not have access to the internet, and in addition our 2012 research found that only 16 per cent of OurAuckland readers regularly check the council’s website.
OurAuckland online
The OurAuckland online version (www.aucklandcouncil.govt.nz/ourauckland) is fully updated with extended coverage of the OurAuckland mini-magazine stories each month. In addition, stories are regularly updated and added to on a weekly basis.
Additionally, to keep residents abreast of the many events happening across the region each month, the council distributes an events e-newsletter, which people can sign up for via the council website.
OurAuckland 2012 research results – highlights
• Awareness of OurAuckland is 60 per cent and has increased significantly from the 2011 survey results (when it was 44 per cent) • Total readership rates have improved significantly from those reported in the 2011 survey, with 51 per cent having seen or read at least one of the past four editions (43 per cent in 2011) and 18 per cent (10 per cent last year) having read all four editions • More people are reading the whole mini-magazine rather than scanning through it and selecting interesting articles • An increasing number of people are keeping the mini-magazine in their house to use as a reference source • The overall rating of OurAuckland has improved significantly from last year (58 per cent of people rating either four or five out of five – last year this was 52 per cent).
Reader comments from 2012 research
“It is short, sweet, and to the point. It doesn't take long to get through so I can catch up quickly, and because it's only once a month it doesn't overwhelm. There's usually a link to find out more info if I want to within articles, so just the bare-bones basics provided is excellent. I look forward to seeing it each month, and it's always the first thing I pick out to look at when it comes.”
1 AUT World Internet Project – New Zealand (2009)
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“Good way of getting information about what is going on in Auckland. Like getting it in the mail, can read it when eating breakfast and don't have to look up things online.”
“Hard to improve it as far as I am concerned as I enjoy it so much already.”
Costs
OurAuckland is produced at a cost that is lower than the combined cost of the equivalent publications produced by the legacy councils – with far greater reach and regularity. Every effort has been made to ensure OurAuckland is produced cost effectively and it is produced well within budget.
Improvements
As well conducting regular yearly research to ensure the publication remains of use and interest to Aucklanders, we are constantly looking at ways to improve distribution of the mini-magazine across Auckland in a cost-effective manner.
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THE PEOPLE’S PANEL
The People’s Panel aims to provide a representative sample of the local population who are encouraged to get involved with a range of council issues, giving feedback by regularly completing online surveys and getting involved with focus groups and other activities as needed.
The panel supplements other research, consultation and engagement activities and is used to provide public perceptions to help inform decision‐making processes. Panellists are recruited to be ‘average’ members of the public – that is, they include members of the public who come from a range of backgrounds and a range of levels of involvement with the council.
There are currently over 8000 people registered with the panel, with representation from each local board area, age group and ethnicity. However, the People’s Panel is not yet representative of Auckland and further recruitment is under way to improve participation levels from particular areas, age groups and ethnicities.
PANEL REPORTS
AUCKLAND LIBRARY REGIONAL BORROWING SURVEY – JULY 2011
Number of responses: 2086
When the new Auckland Council was created in November 2011, a region-wide library service also was established, giving residents access to books, CDs and other items in all 56 library locations regardless of where they lived within the region.
This survey investigated how often panel members requested books from locations other than their nearest library.
• 86% of those who responded were library members and selected all but one of the Auckland Library's 56 different locations (including the mobile library) as their main library. • 58% had requested books or other items from another location since 1 November 2011.
Auckland Library will use these results when planning future services.
RESOURCE MANAGEMENT DOCUMENT SURVEY - AUGUST 2011
Number of responses: 2505
Feedback on the comprehensive resource management document and how panellists preferred to receive and respond to information about council plans.
• 60% preferred Auckland Resource Management Plan as the name for the new resource management document. • 92% wanted to know about any proposed changes that would affect them in their homes. • 71% wanted access information about council plans on the council website. 55% wanted key features of plans posted to all residents. 44% were interested in attending public meetings attending public meetings or other face-to-face activities to learn more about the plans • 95% wanted to be able to give feedback on draft plans online.
Auckland Council has used these and the other results in the survey when planning communication and consultation activities for council plans.
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Although panellists' preferred name was Auckland Resource Management Plan, existing familiarity of key stakeholders with the working title "The Unitary Plan” led to the name "Auckland Unitary Plan" being chosen for the resource management document.
ZOO MUSIC SURVEY - SEPTEMBER 2011
Number of responses: 2398
Auckland Zoo asked the People's Panel for feedback to assist planning of future series of Zoo Music - evening concerts at the zoo which have been held since 2004.
• 23% of panellists had attended a Zoo Music concert in the past. Reported attendance at concerts peaked at 31% in 2010, but dropped to 8% in 2011 • 86% of those who had attended a concert were satisfied or very satisfied with their Zoo Music experience
Panellists were mostly to come and see "Flight of the Conchords", the Wellington Ukulele Orchestra and Anika Moa
• 46% of panellists said they were likely to attend in future
The maximum entry price most panellists were willing to pay was $20 for adults and $10 for children.
This information, together with other research carried out by the zoo, enabled Auckland Zoo to determine whether it could proceed with a profitable series and the decision was made not to present Zoo Music concerts in 2012. Key contributing factors were the limited number of suitable artists that were interested, available and had not performed at the Zoo in recent years, and the costs associated with performances by those artists. Auckland Zoo has not ruled out Zoo Music or a similar event for future years.
LONG-TERM PLAN SURVEY - SEPTEMBER 2011 Number of responses: 2029
The Long Term Plan (LTP) is a ten year strategic plan, which describes the activities and priority projects that Auckland Council will undertake over the next 10 years and how these will be funded. Panellists' were asked for their views on how the council's activities should be funded.
• Opinion was divided on how to fund costs associated with Auckland's growth. 38% thought property developers should mainly fund the upgrades. 34% thought these costs should be shared between ratepayers and property developers and 13% thought they should be mainly funded by the users of services. • At least 60% of respondents thought general rates should fund services seen as benefitting the wider community, such as rubbish and recycling, libraries and park and beach management. 50% or more thought facilities and services benefiting specific members of the community such as sports and recreational facilities, the arts and events, should be funded either by a combination of rates and user fees or through user fees and charges alone. • At least 47% of respondents thought general rates should be used to fund improvements to existing community facilities and swimming pools, and parks and open spaces (both new and existing). • There was no clear preference how other new facilities such as swimming pools and sports facilities should be funded. General rates, targeted rates and development contributions or a combination all received support. • At least 53% of respondents thought user-fees should be used to fund information and monitoring for licensing, building consents and resource consents.
The People's Panel survey was part of a wider consultation process to ensure different perspectives were considered during the development of the draft Long Term Plan.
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AUCKLAND'S HISTORIC HERITAGE SURVEY - OCTOBER 2011
Number of responses: 1963
Auckland Council is working on a plan to provide a proactive approach to the management of historic heritage of the region. Panellists' views on historic heritage and its management in the Auckland region were sought to inform the drafting of this plan.
• 88% believe that protection of historic heritage is important • 78% have visited a historic heritage site in the last 6 months, 76% of those visits were to a museum • 54% think historic heritage is not well understood in their area • The highest ranking proposed council initiative was for giving historic heritage more protection in Auckland's plans, (includes scheduling more historic sites, structures, places and areas; archaeological sites; and, sites of significance to Maori). • The next most supported initiative was improving public access to historic heritage. • Most panellists believe the role for caring for historic heritage is the responsibility of a number of parties
Once completed, the Historic Heritage Plan will provide clear goals to maximise the potential of historic heritage in Auckland. There will be opportunities to give feedback on the draft plan when it is released in mid 2012.
AUCKLAND LIBRARIES’ WEBSITE SURVEY - OCTOBER 2011
Number of responses: 1871
The purpose of the survey was to develop a better understanding of current customer usage and attitudes towards the existing Auckland Libraries’ website, in order to inform development of the new website. The survey was completed by 1,742 members of the People’s Panel and 129 respondents contacted through Auckland Libraries social network sites.
• 86% of those who completed the survey were members of Auckland Libraries. • 49% visited the library between once a week and once or twice a month. • 68% were infrequent users of the Auckland Libraries’ website, or had never used it. • 92% spent 3 or more hours online a week. • 61% visit the Auckland Libraries’ website to search for books, check reviews and to see if books are available. • 43% find the Auckland Libraries’ website reliable, generally easy to use and to navigate. • 23% suggested making the Auckland Libraries’ website more user friendly with better navigation, less clutter (especially the home page), plain language and simple headings. • 75% are likely to recommend Auckland Libraries to others.
The results helped Libraries better understand how their customers are using the Libraries websites and have identified areas of strength and weakness. Auckland Libraries will seek further customer input as the new website project develops.
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COMMUNICATING WITH COUNCIL: CUSTOMER EXPERIENCE SURVEY - OCTOBER 2011
Number of responses: 2465
Auckland Council interacts with many thousands of customers each day by providing information, answering queries, completing requests for service, and receiving feedback. To help Auckland Council improve the service it provides to Auckland residents, People’s Panel members were asked about the experiences they have had interacting with council. 67% of panellists had interacted or contacted the Auckland Council in the last three months. Of the panellists who had interacted or contacted the Auckland Council in the last three months:
• 76% had interacted or contacted the council twice or more in the last three months. • Most common methods for contacting or interacting with the council:
o 59% - visiting the website
o 50% - ringing the call centre
o 33% - email
o 30% - phoning a specific department or council staff member
• 64% had contacted or interacted with the council to obtain some information. • 71% felt that their most recent interaction or contact with the council was relatively straightforward. • Over 80% were satisfied or more than satisfied with their most recent interaction with council. • 71% of panellists had used their preferred method to contact council. • Of those panellists who had not used their preferred method to contact council, 69% did so because the nature of the matter meant that they had to interact with council via this particular method. • Suggested areas for improvement were:
o council to give feedback and follow up
o a more user friendly and up-to-date website
o faster response times
• Single preferred method for contacting or interacting with council (all panellists)
o 26% - ringing the call centre
o 24% - email
o 21% - visiting the website
o 17% phoning a specific department or council staff member.
RUGBY WORLD CUP LIQUOR BAN SURVEY – NOVEMBER 2011
Number of responses: 1975
During the Rugby World Cup, temporary 24-hour liquor bans were in place on public transport, the park and ride facilities on the North Shore, in fan zones, at Britomart Transport Centre and along the Fan Trail.
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Liquor bans prohibit the consumption of alcohol in public places and enforcement is a police responsibility. Liquor bans do not prevent the consumption of alcohol purchased within licensed areas such as bars and licensed restaurants. Individuals found in breach of a liquor ban will have their alcohol seized and are subject to a fine of up to $20,000. The purpose of a liquor ban is to prevent disorderly behaviour and therefore contribute to the publics’ safety and perceptions of safety.
In this survey, People’s Panel members were asked whether or not they had noticed the liquor bans, how effective they perceived the bans to be, and how safe they felt on public transport, at park and ride facilities, in fan zones, at the Britomart Transport Centre and the on the Fan Trail during the Rugby World Cup.
• On all three modes of transport and across the fan zones, around half of respondents were aware of the liquor bans, but only around a third had seen the liquor ban signs.
• Ratings of how well the police enforced the liquor bans on public transport were more positive than negative.
• The majority of respondents were not aware of any disorderly behaviour relating to people drinking on public transport or at the fan zones. However, around one in five public transport and Britomart Transport Centre users did notice disorderly behaviour, as did a third of visitors to the waterfront.
• Those travelling or going to fan zones only during the day were less likely to notice disorderly behaviour than those who visited both before and after dark.
• Regardless of whether people noticed issues or thought the bans had worked, the vast majority of respondents felt safe using public transport and at the fan zones during the RWC.
END OF YEAR REVIEW - FEBRUARY 2011
Number of responses: 2017
To help monitor the effectiveness of the People’s Panel, and make it more useful for panellists, we asked the People’s Panel about the experiences they’ve had in completing surveys, reading reports and taking part in other consultation activities over the past year. Feedback from the report will be used to make ongoing improvements to the People’s Panel and the council’s wider consultation processes and practices.
• 64% of panellists felt satisfied with the way the panel has operated and 53% would be likely to recommend it to family and friends • Most think they receive the right number of survey invitations, however a quarter feel they don’t receive result updates often enough, and just under a third feel they don’t get sufficient information on other opportunities to participate • 67% would be interested in receiving invitations to take part in focus groups • Panellists say they like the panel because it provides an opportunity for people to have a voice, express their needs and perspectives and influence council’s decisions • Panellists would like more evidence that their views have been used to inform or change council’s ideas, plans or policies • Other suggested improvements were:
o providing more information and context about the projects and surveys
o making surveys simpler and shorter
o allowing more space for open ended comments
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o providing simpler more direct reports with better visuals, and
o making the panel more representative of Auckland’s diverse communities through further promotion / advertising and by providing financial incentives to take part
Regarding council’s consultation processes more generally:
• 46% had seen some form of newspaper or magazine coverage relating to the council’s planning documents and their associated consultation processes. A smaller proportion of panellists had seen or heard similar coverage and marketing activity online, through radio ads, social media, bus advertising and outdoor advertising. • 62% of panellists had provided feedback on one or more of the council’s plans - with the Auckland Plan and the Waste Management and Minimisation Plan receiving the most feedback. • 52% were satisfied with the opportunities Auckland Council provides to participate in decision-making processes, but only 20% felt confident that their input would influence council’s decisions.
Panellists’ comments that they would like survey results to be clearer and easier to access has led to key findings of each survey being included on the People’s Panel webpage, along with the full report. The overall findings will be used to guide further improvements to the People’s Panel and Auckland Council’s wider consultation processes and practices.
CRIMESTOPPERS SURVEY – APRIL 2012
Number of responses: 2901 Crimestoppers is an organisation which encourages people who are not comfortable contacting the police to share information about criminal or suspicious activity anonymously by calling the Crimestoppers freephone number or by completing an online form. Crimestoppers, with the support of the council, had been running a publicity campaign in Auckland, with advertisements, posters and other material displayed throughout the region. The campaign’s key message was “tell us what you know, not who you are” and it was designed to encourage people to contact Crimestoppers to report criminal or suspicious behaviour in their community.
This survey was designed to measure awareness of Crimestoppers and the campaign among People’s Panel members. In addition, it aimed to identify ways to improve the Crimestoppers service by understanding what panellists found most important about the service.
• 63% were aware of Crimestoppers – 43% had heard it advertised and 39% had seen it advertised • However only a small proportion (4% of the panel / 6% of those who were aware of Crimestoppers) could correctly recall the freephone number • 19% had seen the “Tell us what you know not who you are” campaign, with bus ads, library posters and newspaper communications being the most effective channels • 21% had heard the radio advertisement • 4% of panellists had contacted Crimestoppers in the past • The most important features of the Crimestoppers service were making it easy for people to leave information and providing a confidential service. Providing the ability to report suspicious behaviour and making the service anonymous were also important for many people. • 54% indicated they would be likely to use the freephone number to contact Crimestoppers and • 44% said they would be likely to use the website • From the comments received, some would prefer to contact the police, but others thought
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Crimestoppers sounded like a good, simple and effective service. The comments highlighted the importance of having both a freephone and web service as some panellists preferred one contact channel over the other • 61% were somewhat concerned about crime in their community.
COMMUNITY FUNDING POLICY CONSULTATION – MAY 2012
911 completed surveys were received.
The council provides grants to community groups, allowing them to carry out a range of activities, programmes and events. The region’s former councils administered a variety of different policies and schemes for community funding. Auckland Council is proposing a new, consistent way to allocate funding, which is designed to ensure that all groups across the region are treated equitably.
The draft Community Funding Policy proposes that funding is allocated based on the outcomes of a group’s proposed activities and their impact on the community. The policy will also introduce new measures to ensure that the way the council delivers community funding is open, transparent and accountable.
This survey was designed to capture People’s Panel members’ views on a number of key aspects of the draft Community Funding Policy. Survey responses, together with the results of other stakeholder consultation, will be used to help shape the final policy before it is adopted.
• 80% of respondents agreed with the types of community funding proposals included and excluded from the draft policy • 84% agreed with the proposal to align local funding to the priorities of local board plans • 79% agreed with the proposed approach for community funding applications that benefit multiple local board areas • 77% agreed with aligning regional funding to the priorities and outcomes of the Auckland Plan • 77% agreed that community funding should be provided based on the outcomes a group delivers • 82% agreed with the proposed assessment process for community funding applications • 90% agreed with the proposed accountability measures for community funding recipients • 65% agreed with the proposed number of funding rounds for both local and regional funding applications.
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AUCKLAND COUNCIL SUSTAINABILITY REPORT
Sustainability - meeting the needs of the present without endangering the ability of our children to meet their needs
INTRODUCTION
This is Auckland Council’s first sustainability report (although the previous Auckland City Council included a Global Reporting Initiative (GRI)2 index in several of its annual reports). Our commitment to sustainability includes being transparent, accountable and accurate in our reporting of the sustainability of our activities and the ways in which these contribute to a sustainable future for our community.
The sustainability report consists of an overview about the council’s Sustainability Team, located in the Property department, which is playing a key role in moving the council towards increasingly sustainable operations. It also includes a section on the achievements of the Sustainability Team during 2011/2012, and then indicates how reporting on sustainability issues is highlighted throughout the annual report. This is followed by four stories about specific projects which the council has introduced during the year in order to help both the council and the Auckland region embrace a sustainable future.
The first story highlights how the council is embedding sustainability throughout the organisation by adopting “ecoPortal” as a management and reporting tool. The second story focuses on the Auckland Solar Project, which aims to install solar hot water heating systems in homes and businesses. Next, there is a story that highlights the coucil’s initiatives to cut energy costs and greenhouse gas emissions at its own facilities. This leads on to the final story, which illustrates how the council measures its emissions of greenhouse gases, the sources of those emissions, and the quantities by source that are estimated to have been emitted during 2011/2012.
Finally, a GRI Index provides an easily accessible reference to sustainability reporting included in this annual report.
THE COUNCIL’S SUSTAINABILITY TEAM
Led by the Sustainability Manager, the Sustainability Team employs and advocates best practice sustainability approaches. The Team leads by example to assist the facilitation of this transformational journey in Auckland becoming a truly sustainable city. The Team’s work will involve collaborating with the council’s supply chain to achieve sustainable procurement for a whole-of-life approach, and best practice design for operating the council’s property portfolio. This type of sustainable development will bring Auckland to the forefront of sustainable cities and the transformational shift towards a green economy paradigm.
An idea of the size of the task in turning the council into a truly sustainable organisation can be gained by the following statistics: Auckland Council is the largest council in Australasia, employing (together with its CCOs) over 8,500 staff and procuring over $2 billion in goods and services per annum. The new council’s property portfolio has a value of $7.2 billion, and includes 10,860 properties, buildings and other interests, whilst generating $50 million per annum in income. It is one of the five largest property portfolios in New Zealand and it provides the platform for most of council's services. The largest part of the portfolio is made up of the council’s parks and reserves ($3.86 billion).
The Property department provides leadership on property and land economy issues, and supports excellence in all council activities and services. A key function is to ensure world-class performance - creating Auckland Council as a reference point for setting the standard of strategy, plans, people and portfolio performance for local government. The Property department is the building owner for all council property, facilities and accommodation.
2 The GRI is a network-based organisation that produces a comprehensive sustainability reporting framework that is widely used around the world.
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It is Auckland Council’s intention to demonstrate world’s best sustainability practice through its plans, policies and through leading by example.
ACHIEVEMENTS OF THE COUNCIL’S SUSTAINABILITY TEAM IN 2011/2012
• Maximising all opportunities for distributed renewable energy generation including using local solar, biomass and geothermal resources to help supply Auckland’s growth
o developing the Auckland Solar Project, which was launched on 1 May 2012 (see separate story, below)
• Representing the Property department on the following new builds and place shaping projects for the Auckland CBD and region in the Major Projects Design Review Panel:
o Governor Fitzroy Place
o Waiheke Library
o OAGS Building, Totara Avenue
o Daldy & Halsey Street o Tepid Baths
o Panmure Rail Station
o Westgate Library
o Great North Road
o Merchant Square
o Ranui Library
o Dominion Road
o Otahuhu Recreation Precinct
o O'Connell Street
o Shed 10, Queens Wharf
• Becoming competent and skilled in theory and practice with ISO14001, having met the professional training requirements
o implementing an ISO14001 approach across council business and facilities using ecoPortal as the council’s environmental management system (see separate story, below)
• Managing the councils’ regional energy contracts (which amount to 3,800 energy, water and waste accounts) valued at about $ 17 million annually
o managing the energy team to deliver the council’s energy management programme and deliver on a $1.4 million savings target for 2011-2012
• Managing the successful completion of the real time energy consumption monitoring project, costing $750,000 (with funding from the government’s Energy Efficiency and Conservation Authority worth $350,000)
• Monitoring installations for electricity, gas and water at various council locations across the region covering:
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o 55 sites o 218 meters
• Introducing a Greenhouse Gas (GHG) monitoring regime across the council (see separate story, below), including by consolidating the GHG monitoring regimes of the legacy councils
• Identifying $1,123,704 worth of energy savings for 2012 within 6 months (26/06/12), thereby exceeding expectations
• Planning and delivering an energy conservation campaign (as the first major campaign for the Sustainability Team) thereby gaining organisational support for delivery and growing the Property' department’s reputation within the council
• Contributing to developing Strategy and Asset Planning strategies and plans
• Assisting implementation of the Auckland Plan, Property Strategy, Annual Plan, and Environmental Sustainable Design (ESD) Benchmarks
• Devising a set of Sustainable Building Design Benchmarks for council new builds. This is currently under peer review by international experts in the field, and is an outcome based approach that removes the need for cumbersome guideline documentation since responsibility falls with the contractor to meet defined benchmarks. The Benchmarks are aligned with Property Strategy objectives and Auckland Plan directives, and they are the key tool in ensuring that new builds achieve maximum whole of life value
• Presenting Auckland’s vision for becoming a sustainable city by 2030 at the Rio+20 UN Earth Summit in June and at ICLEI (the International Council for Local Environmental Initiatives). The presentations (given by a delegation led by Councillor Wayne Walker and Sustainability Manager Paul Chambers) focused on the integrated approach that Auckland is taking to realize its vision, including its efforts to reduce its own environmental impact through the "Eco-Portal" online management system.
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STORY: AUCKLAND COUNCIL’S ECOPORTAL Embedding sustainability throughout the council organisation
The council wishes to embed sustainability into the organisation so that it becomes integrated with its day-to-day operations. While the Auckland Plan and the associated Economic Development Plan, CBD Masterplan and Waterfront Development Plan outline strategic environmental goals and objectives, actually achieving the targets set out in these plans is a challenging and ongoing task. The council is utilising “ecoPortal” (shown below) as a strategic tool to facilitate the implementation of sustainability within the organisation consistent with our overall vision to become the world’s most livable city by 2040 (www.the-ecoportal.com). Council staff and stakeholders can engage with the system by sharing their ideas, uploading content and completing tasks to help achieve the council’s ambitious targets.
The ecoPortal, highlighting Auckland Council’s ecoWheel stategy. Our sustainability vision and progress are represented in an ecoWheel (above). Auckland Council’s current position, future vision and progress towards that vision are represented through this image. This creates a common understanding across all areas of the organisation about what needs to be done to achieving sustainability.
To achieve the above vision, Auckland Council uses the tools and features of the ecoPortal to break down projects and assign targets so that individual activities can be achieved. Using the ecoPortal tool means that a wide range of activities can be coordinated in a strategic manner consistent with the overall vision.
The council’s very wide range of activities have different requirements and needs. To address this issue, customized ecoWheels have been developed to guide specific sustainability strategies for individual areas of the council’s activities. For instance, ecoWheels, referencing the overall Auckland Council ecoWheel, has been developed for corporate accommodation, Events Buildings, Libraries, Community Centers, Recreation facilities and Parks.
To report on the progress of all of the above actions the council utilises ecoPortal’s live reporting functionality. This ensures that the council is reporting on the right aspects of its operations in accordance with the Global Reporting Initiative (GRI). We are also developing a live GRI-compliant report which will move away from a static end of year report to one where people can continually track our progress on a range of GRI indices in real time.
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STORY: THE AUCKLAND SOLAR PROJECT
In an effort to create a more sustainable, resilient and liveable city, the mayor launched the Auckland Solar Project on 1 May 2012, which aims to install more than 250 solar hot water heating systems in homes and businesses across the super-city within twelve months.
As well as bringing environmental benefits, the system can save the average household $500 on their annual power bill. The council has streamlined the consent process and employed a solar energy expert to provide specifications for best-practice technology suited to Auckland’s environmental conditions.
Quality of solar water heating technology varies, so the scheme aligns best-practice technology with a range of financial options that make installation affordable while still saving money on the monthly power bill. The pilot scheme was endorsed earlier this year by the council’s environment and sustainability forum and will be managed by Auckland company Solar Group, which will handle everything from the consent application to installation.
Homeowners are also encouraged to consider council assistance to help improve their living environment.
So far, more than 1000 people have applied for assistance through the council’s Retrofit Your Home programme. Under this programme, eligible homeowners can apply for a free home sustainability assessment and personalised retrofit plan along with up to $5000 towards the cost of insulation and/or clean heating solutions. Repayments are added to their rates bill. Up to 400,000 houses in Auckland are estimated to have no or inadequate insulation.
STORY: AUCKLAND COUNCIL’S ENERGY-SAVING INITIATIVES Auckland Council has a range of initiatives to save energy at its own facilities.
Auckland Council has a programme aimed at reducing operational and energy costs and greenhouse gas emissions. Among the priorities identified are:
• establishing an energy and utilities data management service • installing metering systems in more than 50 council sites to provide real-time use data to site managers to help them increase efficiency of utility use • staff engagement, education and participation campaign
The council’s Business and Facilities Sustainability division believes that the improved information, in addition to expert advice and action by property managers and staff, could save electricity and gas costs by 10 percent over the next three years. The Energy Efficiency and Conservation Authority (EECA) will pay up to a 50 percent subsidy on the capital and installation costs of real-time meters to assist sites to achieve energy reductions.
“This is a significant target given the size of the council, with potential savings of over a million dollars a year,” says the chairperson of the Environment and Sustainability Forum, Councillor Wayne Walker. “If we are asking the community to make changes to be more energy efficient, as a council we need to take the lead, walk the talk so to speak. We are doing that through a range of ways including the retrofit your home programme but we are also empowering our own staff through our sustainable champions programme, which attracted more than 150 people.”
Auckland Council inherited around 1800 electricity and gas accounts from legacy councils (excluding CCOs).
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STORY: AUCKLAND COUNCIL’S GREENHOUSE GAS EMISSIONS MONITORING REGIME
Over the past year a greenhouse gas (GHG) emissions monitoring regime has been put in place across the council (excluding the CCOs, although it is intended to include them at a later date). The 2011-2012 financial year has been used to set the measurement baseline for GHG emissions. Measurement has involved data gathering from multiple sources within the council as well as from external contractors and service providers. A large portion of the data collected is of a satisfactory standard; however there are some significant gaps. Taking these into account, however, it is estimated that during the year a total of about 22,680 tonnes of CO2e (carbon dioxide equivalent) was emitted across the council (excluding CCOs).
The finer detail of the main emission categories making up the total is addressed below:
Stationary Combustion – about 6,398 tonnes of CO2e
The GHG emissions from stationary combustion take up a large proportion of the total figure, approximately 28 percent. These emissions are from natural gas and LPG consumption. Data on natural gas consumption is derived from the council’s energy management system, ‘Elserve’, but is not expected to be fully audited until early September and thus has to be treated with some caution at this stage. LPG (contributing 9.27 tonnes of CO2e) is supplied by ROCKGAS and consumption during the reporting period was particularly high due to a disruption in natural gas pipelines, resulting in a significant increase in LPG consumption in order to maintain use of the crematoria.
No coal is known to be combusted for council purposes. The use of heavy and light oils was investigated as part of the monitoring regime, but these were found to be disposed of by a third party and were thus not accounted for. Diesel is burnt on a routine basis to test backup generators; however, due to multiple contractors being involved, together with the lack of system in place to record running times, data was inaccessible.
Refrigerants – about 121 tonnes of CO2e
Data during the reporting period on emissions from refrigerants was limited, although research exposed that some potentially harmful CFCs are still being used.
Electricity – about 7,477 tonnes of CO2e
Electricity is provided to the council by multiple retailers, with consumption data being managed through the council’s energy management system, ‘Elserve’.
Transport – about 2,550 tonnes of CO2e
Emissions from transport come from multiple sources, including from the council’s vehicle fleet, taxis and air flights. Some of the data used to compile the estimated CO2e emissions total cannot be considered robust due to multiple and in some cases, overlapping, data recording systems.
Waste – about 216 tonnes of CO2e
The estimated total is based on data gathered from a waste audit conducted in December 2011 by ‘Waste Not Consulting’. Calculations were made in kilogrammes of waste per person over 251 working days for the total number of the council’s employees.
Agriculture and Forestry – about 4,260 tonnes of CO2e
The estimated total was calculated by AgResearch, the government-owned research and development organisation.
Landfills – about 1,658 tonnes of CO2e
The estimated total reflects emissions from the council’s only operating landfill, at Claris on Great Barrier Island. Data for emissions totals from closed landfills are currently unavailable.
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GLOBAL REPORTING INITIATIVE (GRI) INDEX
INTRODUCTION
The Global Reporting Initiative (GRI) is a non-profit organisation that works towards a sustainable global economy by providing sustainability reporting guidance. GRI has established a comprehensive sustainability reporting framework that is widely used around the world and which can be used to produce a sustainability report giving information about an organisation’s economic, environmental, social and governance performance. For companies and organisations, sustainability – the capacity to endure, or be maintained – is based on performance in these four key areas.
An increasing number of companies and organisations want to make their operations sustainable. Establishing a sustainability reporting process helps them to set goals, measure performance, and manage change. A sustainability report is the key platform for communicating positive and negative sustainability impacts both within an organisation and to key stakeholders.
The cornerstone of the sustainability reporting framework (which sets out the principles and performance measures used to measure and report on social, economic, cultural and environmental well-being) is the Sustainability Reporting Guidelines. The third version of the Guidelines - known as the G3 Guidelines - was published in 2006. The G3 Guidelines provide an internationally accepted protocol for sustainability reporting. Used fully with a commitment to transparent, accountable and accurate reporting, they facilitate organisations in undertaking an objective and comprehensive assessment of their performance, and encourage positive change.
The aim of Auckland Council in including a GRI Index is to provide a reference to sustainability reporting throughout our annual report. Our GRI Index also includes references to sustainability indexed against several of the GRI’s Sector Supplement for Public Agencies. The Sector Supplement, which is at a pilot stage and is still undergoing development, includes additional reporting disclosures and indicators specifically oriented to the activities of local government agencies.
The following GRI Index is the first compiled by Auckland Council. We intend to further develop the GRI Index in future annual reports.
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EXPLANATION ABOUT OUR GRI INDEX
The GRI sustainability profile disclosures listed in the index fall into three parts. These are identified as:
Standard Disclosures Part I (Profile Disclosures), which relate to our strategy (disclosures 1.1 and 1.2), organisational profile (disclosures 2.1 to 2.10), data about the report itself (the “report parameters”, disclosures 3.1 to 3.13), and our governance, commitment and engagement with our stakeholders (disclosures 4.1 to 4.17). All these standard disclosures are applicable to any organisation that carries out a sustainability report. But additionally, we include four disclosures that have been developed by GRI to specifically relate to public agencies. These are identified as PA1, PA2, PA3 and PA8 in the index.
Standard Disclosures Part II (Disclosures on Management Approach), which provide context for understanding how we arrived at the information presented in the performance indicators included in Part III. The Disclosures on Management Approach relate to each of the three dimensions (economic, environmental, social) covered in this sustainability report. They are identified in the index as DMA EC (economic); DMA EN (environmental); and DMA LA (labour practices and decent work), DMA HR (human rights), DMA SO (society), and DMA PR (product responsibility). Note that DMA LA, DMA HR, DMA SO and DMA PR together form the social dimension of this sustainability report.
Standard Disclosures Part III (Performance Indicators), which relate to our economic, environmental and social performance. The EC, EN, LA, HR, SO and PR designations are used to identify sets of indicators.
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GRI Index G3.1 AUCKLAND ANNUAL REPORT 2011/2012 CONTENT INDEX
Profile Concise requirement description Where reported Disclosure STANDARD DISCLOSURES PART I (Profile Disclosures) 1. Strategy and analysis 1.1 Statement from the most senior decision-maker of the organisation about the relevance of sustainability to the Mayoral Vision Statement organisation and its strategy.
1.2 Description of key impacts, risks, and opportunities. Throughout the report
PA2 Principles adopted to guide sustainable development policies. 14, 15, 533 PA3 Aspects for which sustainable development policies have been established. 533 2. Organisational profile 2.1 Name of the organisation. Throughout the report
2.2 Primary brands, products, and/or services. 9, 34-44, Part II Activity Statements, 225-378, 391-414
2.3 Operational structure of the organisation, including main divisions, operating companies, subsidiaries, and joint 23-28, 507-509. The allocation of ventures. responsibilities between the council’s governing body and the local boards is detailed at pp 227-237 2.4 Location of organisation’s headquarters. 582
2.5 Number of countries where the organisation operates, and names of countries with either major operations or that 11, 26 are specifically relevant to the sustainability issues covered in the report.
2.6 Nature of ownership and legal form. 23-25
2.7 Markets served (including geographic breakdown, sectors served, and types of customers/beneficiaries). 8, 11, 26
2.8 Scale of the reporting organisation. 8, 9, 23-28
2.9 Significant changes during the reporting period regarding size, structure, or ownership. No significant changes occurred in the council’s size, structure or ownership during the reporting period. The structure of the council is outlined at pp 501-503 2.10 Awards received in the reporting period. 65, 73, 89-90, 96-97, 107-108, 111 3. Report parameters Report Profile Auckland Council Report 1 July 2011 to 30 June 2012 532 Part IV: People, engaging with our communities & sustainability
3.1 Reporting period (e.g., fiscal/calendar year) for information provided. Front cover and elsewhere
3.2 Date of most recent previous report (if any). Auckland Council Annual Report 2010/2011 3.3 Reporting cycle (annual, biennial, etc.). Annual
3.4 Contact point for questions regarding the report or its contents. “Getting in Touch” section at pp 581-582 Report Scope and Boundary 3.5 Process for defining report content. 6, 7, 8
3.6 Boundary of the report (e.g., countries, divisions, subsidiaries, leased facilities, joint ventures, suppliers). 6
3.7 Specific limitations on the scope or boundary of the report. 6
3.8 Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations, and other entities that This year saw Auckland’s 21 can significantly affect comparability from period to period and/or between organisations. local boards adopting individual local board agreements with the governing body setting out areas of responsibility. They also established individual local board plans. We have included individual reports for each of the 21 local boards at pp 238-378
3.9 Data measurement techniques and the bases of calculations, including assumptions and techniques Throughout the report underlying estimations applied to the compilation of the Indicators and other information in the report.
3.10 Explanation of the effect of any re-statements of information provided in earlier reports, and the reasons for such There were no re-statements of re-statement. information provided in earlier reports 3.11 Significant changes from previous reporting periods in the scope, boundary, or measurement methods applied in We have included individual the report. reports for each of the 21 local boards at pp 238-378
GRI Content Index 3.12 Table identifying the location of the Standard Disclosures in the report. 538-549
Assurance 3.13 Policy and current practice with regard to seeking external assurance for the report. Audit report
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4. Governance, commitments and engagement Governance 4.1 Governance structure of the organisation, including committees under the highest governance body 23-28 responsible for specific tasks, such as setting strategy or organisational oversight.
4.2 Indication of whether the Chair of the highest governance body is also an executive officer. The Mayor is not an Executive Officer of Auckland Council. 4.3 For organisations that have a unitary board structure: state the number and gender of members of the highest Not relevant to Auckland Council governance body that are independent and/or non-executive members.
4.4 Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance 24-25; 505-511 body.
4.5 Linkage between compensation for members of the highest governance body, senior managers, and executives Compensation for executive (including departure arrangements), and the organisation’s performance (including social and environmental team members is linked to performance). performance against objectives agreed with the council or the CE 4.6 Processes in place for the highest governance body to ensure conflicts of interest are avoided. The council has procedures in place to enable disclosure of conflicts of interest 4.7 Process for determining the composition, qualifications, and expertise of the members of the highest governance The Local Government Act 2002, body and its committees, including any consideration of gender and other indicators of diversity. together with the Local Government (Auckland Council) Act 2009 and the Local Government (Auckland Transitional Provisions) Act 2010 set out the process for determining the composition, qualifications, and expertise of the members of the highest governance body and its committees, including any consideration of gender and other indicators of diversity
4.8 Internally developed statements of mission or values, codes of conduct, and principles relevant to economic, 13-14, 504 environmental, and social performance and the status of their implementation.
4.9 Procedures of the highest governance body for overseeing the organisation’s identification and management of The governing body is economic, environmental, and social performance, including relevant risks and opportunities, and adherence or responsible for: compliance with internationally agreed standards, codes of conduct, and principles. • preparing and adopting the Auckland Council Report 1 July 2011 to 30 June 2012 534 Part IV: People, engaging with our communities & sustainability
long-term plan, annual plan and annual report • financial and asset management • the governance of CCOs • monitoring and reviewing the performance of the organisation and managing its staff and resources. It carries out these tasks through its committees which are listed at pp 24-25
4.10 Processes for evaluating the highest governance body’s own performance, particularly with respect to economic, As a democratic body, Auckland environmental, and social performance. Council uses the first-past-the- post system by postal ballot for triennial elections both to the governing body and to the local boards PA1 Relationship to other governments or public authorities. The Local Government Act 2002, together with the Local Government (Auckland Council) Act 2009 establish the relationship between the central government and Auckland Council Commitments to External Initiatives 4.11 Explanation of whether and how the precautionary approach or principle is addressed by the organisation. Throughout the report, eg in (Includes explanations of how new processes have been introduced.) relation to the council’s planning processes
4.12 Externally developed economic, environmental, and social charters, principles, or other initiatives to which the As applicable, particularly in Part organisation subscribes or endorses. II - Activity Statements
4.13 Memberships in associations (such as industry associations) and/or national/international advocacy organizations. As applicable, particularly in Part II - Activity Statements Stakeholder Engagement 4.14 List of stakeholder groups engaged by the organisation. 8, 20-22, 225-378, 391-414, 517
4.15 Basis for identification and selection of stakeholders with whom to engage. Part II - Activity Statements
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4.16 Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group. Throughout report, eg at Part II - Activity Statements, 379-390, 505-511 4.17 Key topics and concerns that have been raised through stakeholder engagement, and how the organisation has Throughout report, eg at Part II responded to those key topics and concerns, including through its reporting. Activity Statements, 379-390, 505-511 STANDARD DISCLOSURES PART II (Disclosures on Management Approach) DMA EC Disclosure on Management Approach - Economic Performance Indicators 119-120
DMA EN Disclosure on Management Approach - Environmental Performance Indicators 147, 149, 152, 155, 158, 161, 164, 167, 173-174 DMA LA Disclosure on Management Approach - Social Performance Indicators (Labour Practices and Decent Work issues) 499-500, 504
DMA HR Disclosure on Management Approach - Social Performance Indicators (Human Rights issues) 499-500, 504
DMA SO Disclosure on Management Approach - Social Performance Indicators (Society issues) Part II – Activity Statements include numerous examples of how the council is working with community groups to improve infrastructure, safety, the health of local natural environments and other concerns DMA PR Disclosure on Management Approach - Social Performance Indicators (Product Responsibility issues) The council’s Code of Conduct (p. 504) sets out good governance guidelines to staff in carrying out their duties STANDARD DISCLOSURES PART III (Performance Indicators) Economic Economic performance EC1 Direct economic value generated and distributed, including revenues, operating costs, employee compensation, Financial Report donations and other community investments, retained earnings, and payments to capital providers and governments
EC3 Coverage of the organisation’s defined benefit plan obligations Financial Report
EC4 Significant financial assistance received from government Financial Report
PA8 Gross expenditures broken down by type of payment – disbursement of funds by grants Part II – Activity Statements and in Financial Report Indirect economic impacts EC8 Development and impact of infrastructure investments and services provided primarily for public benefit through Throughout report commercial, in-kind, or pro-bono engagement
Energy EN6 Initiatives to provide energy-efficient products and services 528
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Biodiversity EN13 Habitats protected or restored 146-171
EN14 Strategies, current actions, and future plans for managing impacts on biodiversity 146-171
Emissions, effluents and waste EN16 Total direct and indirect greenhouse gas emissions by weight 529
EN17 Other relevant indirect greenhouse gas emissions by weight 529
EN18 Initiatives to reduce greenhouse gas emissions and reductions achieved 528 - 529
EN22 Total weight of waste by type and disposal method 529
Products and services EN26 Initiatives to mitigate environmental impacts of products and services, and extent of impact mitigation 528-529
Compliance EN28 Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with No fines or sanctions were environmental laws and regulations received
Social: Labour practices and decent work Employment LA1 Total workforce by employment type, employment contract, and region, broken down by gender 499-500
Training and Education LA12 Percentage of employees receiving regular performance and career development reviews, by gender Staff receive regular performance and career development reviews Social: Human Rights Non-discrimination HR4 Total number of incidents of discrimination and corrective actions taken There were no incidents of discrimination Fredom of Association and collective bargaining HR5 Right to exercise freedom of association and collective bargaining, and actions taken to support these rights All staff have full rights to exercise freedom of association and collective bargaining Forced and compulsory labour HR7 Operations and significant suppliers identified as having significant risk for incidents of forced compulsory labour, Forced and compulsory labour is and measures to contribute to the elimination of all forms of forced or compulsory labour not condoned by Auckland Council, either in its own activities or in those of its suppliers Indigenous rights Auckland Council Report 1 July 2011 to 30 June 2012 537 Part IV: People, engaging with our communities & sustainability
HR9 Total number of incidents of violations involving rights of indigenous people and actions taken No incidents were reported. Auckland Council maintains a policy of equal employment opportunity Social: Society Local Community SO1 Nature, scope and effectiveness of programmes that manage the impacts of operations on communities Part II, Activity Statements
Public policy SO6 Total value of financial and in-kind contributions by political parties, politicians and related institutions by country Auckland Council did not receive any funding from political parties or from politicians or related institutions Compliance SO8 Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with laws and No fines or non-monetary regulations sanctions for non-compliance with laws and regulations were received
Social: Product responsibility Product and service labeling PR5 Practices related to customer satisfaction, including results of surveys measuring customer satisfaction Throughout report. Information on customer surveys at 379-390 Marketing communications PR6 Programmes for adherence to laws, standards and voluntary codes related to marketing communications, including Auckland Council’s policies advertising, promotion and sponsorship reflect the principles in the auditor-general’s Suggested Guidelines for Advertising and Publicity by Local Authorities. We also follow the Public Relations Institute of New Zealand’s code of ethics PR7 Total number of incidents of non-compliance with regulations and voluntary codes concerning marketing No incidents of non-compliance communications, including advertising, promotion, and sponsorship by type of outcomes were reported
Customer Privacy PR8 Total number of substantiated complaints regarding breaches of customer privacy and losses of customer data Nil Compliance PR9 Monetary value of significant fines for non-compliance with laws and regulations concerning the provision and use No significant fines for non- of products and services compliance with laws and regulations concerning the provision and use of products and services were recorded
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