Community Development and Safety Committee Workshop

Minutes Minutes of a workshop held on Level 26, Room1, 135 Albert Street on 20 July 2017 at 9.30am ______________________________________________________________________________ Attendees Chairperson Cr Dr Cathy Casey Deputy Chairperson Cr Fa’anana Efeso Collins Members Cr Alf Filipaina until 11.47am Cr Richard Hills Cr Daniel Newman, JP Cr Dick Quax Cr Desley Simpson, JP Cr Wayne Walker from 9.41am until 10.45am Cr John Watson from 9.41am Cr Sharon Stewart from 9.41m until 10.45am Cr Linda Cooper from 10.30 until 10.45am Apologies Cr Ross Clow Tony Kake Dennis Kirkwood Mayor Hon Phil Goff, JP Deputy Mayor Bill Cashmore

Minutes Page 1

CONTENTS TOPIC/PURPOSE

Staff from several council departments presented a range of diversity and inclusion initiatives that Council is working on, including developing policy advice for key strategies such as the Auckland Plan ‘belonging’ workstream, and leading change projects as part of council’s organisational strategy/performance plan. The notes below provide a summary of the discussion at the workshop. High level responses are in italics below.

1 Apologies were noted.

2 Declaration of Interest There were no declarations.

3 Policy work A presentation was provided on the Community and Social Policy team’s work programme – including the ‘Belonging’ theme of the Auckland Plan refresh and other key regional strategies that impact on social cohesion/diversity and inclusion. Brainstorm: Practical ideas for the policy programme to better support diversity and inclusion

• Suggest that staff research what other cities with a highly diverse population do:

o Lessons learnt o Success o case studies

• RIMU is able to do this research and we will include it within the policy advice workstreams.

• Get better at providing snapshots to elected members about diversity, inclusion, participation and social inequity. Focus on getting updated data where possible beyond 2013.There is a need for better information about current and future trends.

o Show if the problem is getting better or worse. o Have KPI + measures for achievement and progress against this o Put into a better cohesive picture for elected members.

• We use the most up to date census data and are exploring other data sources.

• Make thinking about diversity and inclusion automatically part of everything we do. Make it a line in every work stream. Improve by:

o Getting whole of organisation buy in o Cohesive instead of contradictory o Outcomes – re-align o Improve buy in, focus and implementation of Auckland Plan o Integrate into open space, community facilities, sports and recreation provision- need to

get a better picture of diversity and ‘future need’ not just historical need.

• The presentation that followed, on our Inclusive Auckland framework, set out how we plan to do this.

• Form strategic relationships with core government departments who have knowledge, experience and data to share. Increase resources available and the depth and breadth of council staff experience and advice by working closer with government organisations and

Minutes Page 2

specialist. Examples include:

o NZTA o DIA o Treasury o MSD

• This is an action within the Inclusive Auckland framework

4 Organisational strategy A presentation was provided on the Inclusive Auckland framework – an overview of Council’s diversity and inclusion framework. Approach:

• Strong focus on inclusion – based on principles of interculturalism and inclusion indices

• The ‘whole of organisation’ framework has change actions grouped into 4 areas:

1. Our people, our culture – tackling unconscious bias; creating an inclusive culture fostering inclusive leadership, being visible D&I champions

2. Ensuring our systems, processes and engagement activities reach and reflect the views of all Aucklanders

3. Taking strategic leadership to improve diversity and inclusion outcomes in Auckland 4. Supporting diverse and inclusive governance.

The framework was signed off by ELT in June. Implementation of the actions has started and we will report progress regularly.

5 Organisational strategy An online presentation was provided highlighting the Citizen Value and Engagement initiative. This initiative seeks to ensure better coordination of engagement activities across Council, and to establish a consistent standard of quality to be upheld whenever Council engages with the public. It will include the development of Auckland Council’s Engagement Performance Framework which will be presented for feedback to the Communications and Engagement Reference Group during October (TBC).

6 Organisational strategy A presentation was provided giving overview of the inclusive communications framework and the new translation guide.

The workshop finished at 12.05pm

Minutes Page 3

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AUCKLAND: THE WORLD’S MOST LIVEABLE CITY

AUCKLAND PLAN A 30-year plan for the whole of Auckland that

is delivered by Auckland Council, Central Government and external stakeholders

LONG TERM PLAN Auckland Council’s 10-year strategic plan

delivered by Council and its CCOs

LOCAL BOARD PLANS

3-year plans for each of our 21 Local Board areas, delivered by Council and its CCOs

ORGANISATIONAL STRATEGY A 3-year roadmap of organisation wide priorities

to drive a high performing council and deliver on the plans above

INCLUSIVE AUCKLAND FRAMEWORK Diversity is our Strength – together we are Auckland

Organisational Strategy

Outcomes

1. Our citizens have a strong

voice and are key in

shaping Auckland

2. Elected members are better

supported to make high

quality decisions for

Auckland

3. We get the job done faster,

more conveniently and at

lower cost for Customers,

Community and Citizens

4. Our high performing,

inclusive and safe and

workforce serves a diverse

and changing Auckland

5. Rates burden decreases as

non-rates revenue share of

total revenue grows

6. We do more with less

without compromising

service and the customer

experience

Auckland Plan outcomes

1. A fair, safe and healthy

Auckland

2. A green Auckland

3. A prosperous

Auckland

4. A well connected

Auckland

5. A beautiful Auckland

6. A culturally rich and

creative Auckland

7. A Māori identity that is

Auckland’s point of

difference

Measuring success

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targets

Long term Plan

targets

Local Board Plans’

targets;

Indicators

Levels of Service

Effective

implementation

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framework

Measuring success

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targets

Performance

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Quarterly reporting

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Processes, policies, plans and

services

Strategic leadership for an

inclusive Auckland

Supporting diverse and

Inclusive governance

Engaging and working

with all Aucklanders

Evidence based advice

Service delivery that

meets diverse needs

Disability action plan

Our People, Our culture

Diverse workforce, inclusive culture, leadership development

Leading the diversity and

inclusion discussion – internally

and externally

Working with central

government on diversity and

inclusion goals

Improve social equity outcomes

Elected members

Appointed members

Advisory Panels

Voter participation

PARTICIPATION EQUITY ACCESS

High performance culture

Engage and enable

communities

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