REGULARLY REVIEW PROGRESS AGAINST TARGETS AND ADOPT ACTIONS TO DELIVER THE PLAN.
AROTAKENGIA NGĀ KAUPAPA IA TE WĀ, Ā, WHAKARITEA HE ĀHUATANGA ANŌ kIA AHU WHAKAMUA TONU AI TE MAHERE.
841_ Effective monitoring and clear evaluation processes are critical to the successful implementation of the Auckland Plan. A robust monitoring and evaluation framework provides a mechanism for tracking progress towards the strategic directions and targets outlined in this Plan, and can inform appropriate policy development and response.
A process of measuring, monitoring and review will chart progress towards the outcomes and strategic directions outlined in this plan.
842_ The Auckland Plan identifies multiple issues and priorities, and its desired outcomes reach across broad social, economic, environmental and cultural domains. The outcomes are ambitious, broad, and many are interdependent. Some outcomes will be easier to achieve than others. Further, the success factors behind many of the desired outcomes are beyond the control of the business sector or the community, the Auckland Council, and in some cases are also beyond the control of central government. They will all be influenced by broader global forces, (technological, economic, societal and environmental), to varying degrees.
843_ Therefore, the development of a monitoring and evaluation system must have focus and flexibility built in. While we need to maintain a long-term view of progress, we also need to allow for adaptability and change.
844_ The following approach to measuring progress will be established and refined over time.
How will we measure progress?
845_ A process of measuring, monitoring and review will chart progress towards the outcomes and strategic directions outlined in this Plan. The key elements of this system are outlined below.
Actions: The Auckland Plan outlines specific actions to be undertaken within the 13 strategic directions. The progress of these actions will be reported annually in the Annual Implementation Update.
Targets: The Plan outlines a set of specific measurable targets within each strategic direction. These are presented in Table 15.3. There is some variation in their time frames, and some are more aspirational than others.
Targets will be rated against their progress over time;
As well as their achievability;
- on track
- within reach
- not reached
The Government announced in March 2012 its ‘Better Public Services’ (BPS) initiative which included 10 results with a commitment by the Government for each result to have a 5-year target. Seven of the result areas are similar to targets in the Auckland Plan. There appears to be good alignment in many areas between the Government’s BPS results and the Auckland Plan targets. There are also differences. The Government’s BPS targets are national and not specific to Auckland. At this stage results are high level with only one target announced for achievement of NCEA level 2. Government has commited to publish targets for each result by 30 June 2012.
When Auckland Council adopted the Auckland Plan in March 2012, it agreed that council officers continue to work with central government officials to seek further alignment between targets in the Auckland Plan and corresponding central government targets, and report any further recommended refinement of specific targets to the Auckland Plan Committee, as part of the first Annual Implementation Update.
Council confirmed that the existence of targets within the Auckland Plan does not imply that Auckland Council leads responsibility or commits significant resources to the achievement of targets that fall within the responsibility of central government.
Audit: The targets will be reviewed regularly to ascertain if they are still relevant. Progress towards the targets will be rated for achievability every three years, by an audit group involving Auckland Council and stakeholders from central government and other key institutions.
The audit group will:
- provide broad representation across key central government agencies and community organisations with strong influence in areas reflected in the Auckland Plan
- provide external, expert input into how the Plan is evaluated
- participate in the development of the Measuring Progress report by contributing to the discussion of key influences and drivers affecting results
- advise on the appropriateness of targets and measures and make recommendations for any changes to the monitoring framework.
Reporting: A ‘Measuring Progress’ report will be publicly available every three years. The broad nature of this report will be complemented and supported by the wider body of ongoing monitoring and evaluation activity in Auckland.
How will Auckland measure liveability?
846_ We will utilise a variety of approaches to measure liveability in Auckland. These include tracking how Auckland is faring within international and national benchmarking frameworks, and through monitoring a set of key indicators specific to liveability in Auckland.
847_ City benchmarking is increasingly used to compare the performance of cities and regions across the globe. A variety of benchmarking studies cater for different audiences and measure various aspects of city performance and function. These can be classified into four categories: liveability-oriented studies; business cost-oriented studies; performance-oriented studies and sectoral studies. Auckland features highly on the liveability-oriented studies, as shown below in Table 15.1.
848_ While international benchmarking exercises are an important and useful method for telling us how we rank against other cities and regions across the globe, we are also committed to understanding what makes Auckland a liveable place for its residents. We have identified eight elements of Auckland’s liveability that we aspire to, and have chosen a set of key indicators within each area (see Table 15.2)
849_ Council will report on these indicators regularly, primarily through the Auckland Council’s Monitor Auckland website. This will be complemented by ongoing monitoring of a wider range of social, economic, cultural and environmental indicators, including all those on the Monitor Auckland website, as well as other initiatives such as the Quality of Life in New Zealand’s largest cities project.
How will Auckland Council know if it’s making a difference?
850_ The amalgamation of local government in the Auckland region into a unitary body has created the opportunity for the Auckland Council to build a cohesive, integrated monitoring and evaluation system. This will allow the Council to link what it does, and the decisions it makes, with its contribution over time towards the attainment of Auckland’s vision, and outcomes which will lead to greater accountability and responsiveness.
851_ The monitoring systems behind the key Council strategies and the action plans that support them will be aligned with the Auckland Plan monitoring framework as much as possible: particularly the Council’s 2012-2022 Long Term Plan; the Unitary Plan, Local Board Plans; as illustrated in Figure 15.1; and the supporting strategies in the areas of economic development, transport, and social policy.
852_ This alignment between the Auckland Plan and the Auckland Council’s performance management framework will allow the Council to evaluate the extent to which its activities and programmes make a positive difference, as illustrated in Figures 15.1 and 15.2. This is part of our commitment to building a strong evidence base that supports and guides quality strategy.
Table 15.3 Targets and measures