I hereby give notice that an ordinary meeting of the Council Controlled Organisations Governance and Monitoring Committee will be held on:

 

Date:                      

Time:

Meeting Room:

Venue:

 

Tuesday, 14 April 2015

1.00pm

Reception Lounge, Level 2
Auckland Town Hall
301-305 Queen Street
Auckland

 

Council Controlled Organisations Governance and Monitoring Committee

 

OPEN AGENDA

 

 

MEMBERSHIP

 

Chairperson

Deputy Mayor Penny Hulse

 

Deputy Chairperson

Cr Calum Penrose

 

Members

Cr Anae Arthur Anae

 

 

Cr Cameron Brewer

 

 

Cr Dr Cathy Casey

 

 

Member Precious Clark

 

 

Cr Ross Clow

 

 

Cr Linda Cooper, JP

 

 

Cr Chris Darby

 

 

Cr Denise Krum

 

 

Cr Dick Quax

 

 

Cr Penny Webster

 

 

Member Glenn Wilcox

 

 

Cr George Wood, CNZM

 

Ex-officio

Mayor Len Brown, JP

 

 

(Quorum 7 members)

 

 

 

Jaimee Maha

Democracy Advisor

 

8 April 2015

 

Contact Telephone: (09) 890 8126

Email: jaimee.maha@aucklandcouncil.govt.nz

Website: www.aucklandcouncil.govt.nz


TERMS OF REFERENCE

 

 

Responsibilities

 

The committee will undertake the Auckland Council’s responsibilities for CCOs through:

 

·         Setting policy relating to CCO governance

·         Director appointments

·         Approving SOIs

·         Monitoring performance

·         The committee will also have responsibility for the over sight of, and making appointments to, Council Organisations and exempt CCOs and COs

 

Powers

 

(i)         All powers necessary to perform the committee’s responsibilities.

 

Except:

 

(a)          powers that the Governing Body cannot delegate or has retained to itself (see Governing Body responsibilities)

(b)          where the committee’s responsibility is limited to making a recommendation only

 

(ii)        Power to establish subcommittees.


EXCLUSION OF THE PUBLIC – WHO NEEDS TO LEAVE THE MEETING

 

Members of the public

 

All members of the public must leave the meeting when the public are excluded unless a resolution is passed permitting a person to remain because their knowledge will assist the meeting.

 

 

Those who are not members of the public

 

General principles

 

·         Access to confidential information is managed on a “need to know” basis where access to the information is required in order for a person to perform their role.

·         Those who are not members of the meeting (see list below) must leave unless it is necessary for them to remain and hear the debate in order to perform their role.

·         Those who need to be present for one confidential item can remain only for that item and must leave the room for any other confidential items.

·         In any case of doubt, the ruling of the chairperson is final.

 

Members of the meeting

 

·         The members of the meeting remain (all Governing Body members if the meeting is a Governing Body meeting; all members of the committee if the meeting is a committee meeting).

·         However, standing orders require that a councillor who has a pecuniary conflict of interest leave the room.

·         All councillors have the right to attend any meeting of a committee and councillors who are not members of a committee may remain, subject to any limitations in standing orders.

 

Staff

 

·         All staff supporting the meeting (administrative, senior management) remain.

·         Only staff who need to because of their role may remain.

 

Local Board members

 

·         Local Board members who need to hear the matter being discussed in order to perform their role may remain.  This will usually be if the matter affects, or is relevant to, a particular Local Board area.

 

IMSB

 

·         Members of the IMSB who are appointed members of the meeting remain.

·         Other IMSB members and IMSB staff remain if this is necessary in order for them to perform their role.

 

CCOs

 

Representatives of a CCO can remain only if required to for discussion of a matter relevant to the CCO.

 


Council Controlled Organisations Governance and Monitoring Committee

14 April 2015

 

ITEM   TABLE OF CONTENTS                                                                                        PAGE

1          Apologies                                                                                                                        7

2          Declaration of Interest                                                                                                   7

3          Confirmation of Minutes                                                                                               7

4          Petitions                                                                                                                          7  

5          Public Input                                                                                                                    7

6          Local Board Input                                                                                                          7

7          Extraordinary Business                                                                                                7

8          Notices of Motion                                                                                                          8

9          Auckland Council's Council Controlled Organisations (CCOs) - Board Observers Update                                                                                                                                          9

10        Auckland Transport Second Quarter Performance Report                                   13

11        Review of the Board Appointment Remuneration Policy : Appointment of councillors as directors and frequency of board-led performance reviews                                  35

12        Ports of Auckland Governance Framework

This report was not available when the agenda was compiled and will be distributed under an addendum agenda.

 

13        Substantive CCOs - Draft Statements of Intent 2015-2018                                     39

14        Legacy council controlled organisations (CCOs) half year report                        47

15        Legacy council controlled organisations (CCOs) - draft statements of intent    79  

16        Consideration of Extraordinary Items 

PUBLIC EXCLUDED

17        Procedural Motion to Exclude the Public                                                               113

C1       Board Appointments Tamaki Redevelopment Company Limited                       113

C2       Auckland Council's Council Controlled Organisations (CCOs): Board Appointments                                                                                                                                     113  

 


1          Apologies

 

Apologies from Cr AJ Anae and Cr LA Cooper have been received.

 

2          Declaration of Interest

 

Members are reminded of the need to be vigilant to stand aside from decision making when a conflict arises between their role as a member and any private or other external interest they might have.

 

3          Confirmation of Minutes

 

That the Council Controlled Organisations Governance and Monitoring Committee:

a)         confirm the ordinary minutes of its meeting, held on Tuesday, 3 March 2015, including the confidential section, as a true and correct record.

 

 

4          Petitions

 

At the close of the agenda no requests to present petitions had been received.

 

5          Public Input

 

Standing Order 3.21 provides for Public Input.  Applications to speak must be made to the Committee Secretary, in writing, no later than two (2) working days prior to the meeting and must include the subject matter.  The meeting Chairperson has the discretion to decline any application that does not meet the requirements of Standing Orders.  A maximum of thirty (30) minutes is allocated to the period for public input with five (5) minutes speaking time for each speaker.

 

At the close of the agenda no requests for public input had been received.

 

6          Local Board Input

 

Standing Order 3.22 provides for Local Board Input.  The Chairperson (or nominee of that Chairperson) is entitled to speak for up to five (5) minutes during this time.  The Chairperson of the Local Board (or nominee of that Chairperson) shall wherever practical, give two (2) days notice of their wish to speak.  The meeting Chairperson has the discretion to decline any application that does not meet the requirements of Standing Orders.

 

This right is in addition to the right under Standing Order 3.9.14 to speak to matters on the agenda.

 

7          Extraordinary Business

 

Section 46A(7) of the Local Government Official Information and Meetings Act 1987 (as amended) states:

 

“An item that is not on the agenda for a meeting may be dealt with at that meeting if-

 

(a)        The local  authority by resolution so decides; and

 

(b)        The presiding member explains at the meeting, at a time when it is open to the public,-

 

(i)         The reason why the item is not on the agenda; and

 

(ii)        The reason why the discussion of the item cannot be delayed until a subsequent meeting.”

 

Section 46A(7A) of the Local Government Official Information and Meetings Act 1987 (as amended) states:

 

“Where an item is not on the agenda for a meeting,-

 

(a)        That item may be discussed at that meeting if-

 

(i)         That item is a minor matter relating to the general business of the local authority; and

 

(ii)        the presiding member explains at the beginning of the meeting, at a time when it is open to the public, that the item will be discussed at the meeting; but

 

(b)        no resolution, decision or recommendation may be made in respect of that item except to refer that item to a subsequent meeting of the local authority for further discussion.”

 

8          Notices of Motion

 

At the close of the agenda no requests for notices of motion had been received.

 


Council Controlled Organisations Governance and Monitoring Committee

14 April 2015

 

Auckland Council's Council Controlled Organisations (CCOs) - Board Observers Update

 

File No.: CP2015/03325

 

  

Purpose

1.       To provide an update to the Committee on the Board Observer programme.

Executive Summary

2.       The Committee approved a Board Observer Programme and in 2014 candidates were appointed to Regional Facilities Auckland, Auckland Transport, Watercare Services Limited and Waterfront Auckland.

3.       Positive feedback has been received from the Chairs of each Council Controlled Organisation (CCO) and the Board Observers.

 

Recommendations

That the Council Controlled Organisations Governance and Monitoring Committee:

a)      approve changing the programme title from a Board Observer to the Board Intern Programme.

b)      thank the 2014 Board Observers Kylie Clegg and Sarah Mihinnick for their attendance at the meeting.

 

 

Comments

 

2014 Board Observer Programme

 

4.       The following four candidates were appointed to the CCOs:

·    Sarah Mihinnick appointed to Waterfront Auckland;

·    Kylie Clegg appointed to Auckland Transport;

·    Alex Delaney appointed to Watercare Services Limited; and

·    Sarah Beaman appointed to Regional Facilities Auckland Limited.

5.       The four candidates commenced a twelve month scholarship in February 2014 with a programme that included :

                        On the board

·    one-on-one mentoring with the Chair and Deputy Chair;

·    a mentor from the board;

·    an overview of management and senior-executive interaction with the board; and

·    attendance at 10 board meetings with agenda, reports and other information supplied.

 

 

 

 

Training

·    Institute of Director training (one week), 12-month membership of IoD and/or other appropriately recognised training;

·    12-month review with Board Observers,  CCO Governance & External Partnerships, guest speaker (Diana Puketapu - ACIL) and Councillor Webster; and

·    one-on-one mentoring with a governance advisor – director recruitment agency to develop a governance CV.

6.       The Chairs of each of the CCOs have provided very good, verbal feedback regarding the programme and the candidates appointed.  Of note, was the willingness from all four candidates to observe and participate in board discussions and activities. 

7.       Feedback from the Board Observers made note of gaining the opportunity to work alongside highly skilled Chairs and directors.  Two of the observers, Kylie Clegg and Sarah Mihinnick will attend the meeting and provide verbal feedback to the committee.

8.       The candidates discussed whether the term Board Observer appropriately describes the role and programme.  Staff recommend a name change from Board Observer to Board Intern Programme.   The name change removes any consideration that the Board is being monitored by the candidate.

9.       Given there are currently few programmes providing opportunities to develop governance experience, Auckland Council’s Board Observer programme provides a very good base of skills necessary for a future board member / directorship. 

10.     The programme provides the opportunity to shadow board-members, receive appropriate mentoring, experience high-level decision making that affects Auckland’s future, understand the nature of directorships on public facing entities such as CCOs, commercial confidentiality, attendance at the Institute of Directors week-long training, 12months membership of the IoD, and ability to develop a governance CV with a reputable recruitment agency. 

11.     Staff are aware that the success of this programme will ultimately be measured by the future appointment of our Board Observers to director positions.  As a result Council has put in place the Pathways Programme.

Pathways Programme

12.     The programme provides a potential pathway for board governance roles within the Auckland Council family including for Board Observers.  The programme was developed in February 2014. 

13.     The pathways programme is designed to widen the pool of candidates available to Auckland Council’s suite of governance opportunities specifically for youth (under 45), women, Maori, Pacific Island and other ethnicities. 

14.     The programme has been developed to ensure opportunities are available with appropriate training to enable candidates to develop a pathway for their governance aspirations.  The programme covers:

(a)  CV-Governance training for potential Board Observers

(b)  Board Observers : potential for drawing candidates from CV-Governance training programmes

(c)  Legacy CCOs : Board Observers can apply for a voluntary governance role to get an opportunity to put the scholarship training into practice and to fully understand the public service ethos

(d)  ARAFB, AWMM, Motat and other external organisations : mid-level governance roles

(e)  Substantive CCOs : high level governance roles

15.     The early stages (a-b) may potentially feed candidates into the wider pool requirements (c-e), although candidates are encouraged to apply across several types of organisations and institutions.

16.     This programme will also feed into a wider pool of potential candidates available to external entities (public and private) across NZ. 

Consideration

Local Board views and implications

17.     Local Boards are able to participate in the Expression of Interest Programme by nominating appropriately qualified candidates for all level of council’s board appointments.

Māori impact statement

18.     In the Schedule of Issues of Significance to Maori in Tamaki Makaurau, the IMSB has identified an action to “advocate and assist with the appointment of more Maori directors on boards of CCOs”.

19.     Auckland Council’s Maori Responsiveness Framework sets a goal of effective Maori participation in democracy.  This goal focuses on enabling Maori participation in council decision making processes.

20.     In recognition of these goals, Auckland Council has adopted a Board Appointment and Remuneration policy that looks to increase the diversity of thinking on the boards of our CCOs.  Board appointments are always an opportunity to improve board diversity, including increasing the number of Maori directors.

21.     The IMSB members are on the nomination and interview panels that select candidates for the CCO boards.  It is hoped that this will assist with increasing the number of Maori on CCO boards. 

22.     The IMSB members represented on the CCO Governance & Monitoring Committee collaborated to develop and implement the CV-Governance Training programme undertaken in 2014.   It is anticipated a similar programme will be delivered in 2015 expanding the programme to include candidates who represent Maori, Pacific Island and other ethnic communities.  

Implementation

23.     The Pathways Programme has been under development since February 2014 and is being incorporated into the annual board appointment programme for all entities within Auckland Council.

 

Attachments

There are no attachments for this report.     

Signatories

Authors

Josie Meuli - Senior Advisor

Authorisers

John Bishop - Treasurer  and Manager CCO Governance & External Partnerships

Stephen Town - Chief Executive

 


Council Controlled Organisations Governance and Monitoring Committee

14 April 2015

 

Auckland Transport Second Quarter Performance Report

 

File No.: CP2015/04056

 

  

Purpose

1.       To receive the performance report from Auckland Transport for the second quarter ending 31 December 2014.

Executive Summary

2.       This report is part of the regular quarterly performance reporting to the CCO Governance and Monitoring Committee by the substantive Council Controlled Organisations (CCOs).

3.       Due to a full agenda, Auckland Transport’s quarterly performance report and discussion was not included at the 3 March 2015 CCO Governance and Monitoring Committee where quarterly performance discussions were held with the other substantive CCOs.

4.       The attached Auckland Transport quarterly performance report provides an update on strategic issues, achievements, risks and performance.

5.       It also includes a section outlining any key Local Board issues and contribution to Māori outcomes including associated spend.

6.       In line with the current reporting obligations, it is the responsibility of the board of Auckland Transport to keep the committee, as the shareholder, informed of key risks and issues, and the status of the operating and financial performance.

 

Recommendation/s

That the Council Controlled Organisations Governance and Monitoring Committee:

a)      receive Auckland Transport’s quarterly performance report for the second quarter ending 31 December 2014.

 

 

Attachments

No.

Title

Page

aView

Auckland Transport performance report for the second quarter ending 31 December 2014

15

     

Signatories

Authors

Robert Irvine - Financial Planning Manager CCOs

Authorisers

Matthew Walker - Manager Financial Planning, Policy and Budgeting

Stephen Town - Chief Executive

 


Council Controlled Organisations Governance and Monitoring Committee

14 April 2015

 

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Council Controlled Organisations Governance and Monitoring Committee

14 April 2015

 

Review of the Board Appointment Remuneration Policy : Appointment of councillors as directors and frequency of board-led performance reviews

 

File No.: CP2015/02497

 

  

Purpose

1.       To consider and make decisions regarding the Board Appointments & Remuneration Policy, in particular regarding the process for appointment of elected members to the Board of Directors of Auckland Council’s Council Controlled Organisations (CCOs). 

Executive Summary

2.       A report to the CCO Governance & Monitoring Committee on 3 February 2015 considered various CCO Board Appointments & Remuneration Policy matters; and deferred one decision (regarding the appointment of elected members to the Board of Directors of CCOs) to a subsequent meeting.

3.       This report discusses the proposed updates to the Board Appointment and Remuneration policy:

·    It is recommended that the Board Appointments & Remuneration Policy is amended to state that any decisions regarding whether elected members should be appointed to the Board of Directors for Auckland Transport (and if so, how many and who) are most appropriately made following each triennial election; and

·    a board-led performance review to be undertaken by the Chair at least once every triennium.

 

 

Recommendation/s

That the Council Controlled Organisations Governance and Monitoring Committee:

a)      note that the Local Government (Auckland Council) Act 2009 prohibits Auckland Council from appointing elected members to the Board of Directors of its substantive CCOs, with the exception of Auckland Transport to which it may (but is not required to) appoint two directors.

b)      note that any decisions made by this council regarding the appointment of elected members to the Board of Directors of Auckland Transport may be amended by any further decisions of this or any future council.

c)      endorse the amendment of Sections 4.5.3, 4.8, and 4.14 of the Board Appointment and Remuneration Policy to state that any decisions regarding whether elected members should be appointed to the Board of Directors for Auckland Transport (and if so, how many and who) are most appropriately made following each triennial election, by the Governing Body.

d)      endorse that the process for appointment and remuneration of elected members to Auckland Transport would be determined following each triennial election.

e)      approve that a Board-led performance review is undertaken at least once every triennium.

 

 

 

 

 

 

Discussion

 

Background: 3 February 2015 report

4.       On 3 February 2015 as part of the CCO review, the CCO Governance & Monitoring Committee considered a review of the Board Appointment and Remuneration Policy for its substantive CCOs. 

5.       The review of the policy included the process for appointing new directors, fee-setting, cross-pollination of directors and the appointment of council staff and councillors to a CCO board.

6.       The committee resolved to make changes to the Board Appointment and Remuneration policy including:

a)      Amending Section 4.4.2: ‘New Appointments’ to include a Nomination Panel who will review applicant; the CCO Governance and Monitoring Committee who will approve a short-list; and the Interview Panel who will interview up to three candidates and recommend the preferred candidate to the CCO Governance and Monitoring Committee for approval.

b)      Amending Section 5.2 ‘Fee Setting’ as follows: Board members’ remuneration will be reviewed once per triennium, following council elections.

c)      Adding to Section 6.0 ‘Board Observers’ as follows: Incorporate a new section detailing the Board observer (future director) scholarship programme and the potential pathways for those successful candidates following completing of the programme.

7.       The committee also resolved to amend Section 6 ‘Board Performance Review’ of the new Governance Manual (formerly Shareholder Expectation Guide) as follows: a board-led review to be undertaken by the Chair, with notification on completion to the CCO Governance and Monitoring Committee. However the recommendation did not advise the frequency of the review.

8.       The committee asked that a report regarding elected members’ eligibility to serve as a director of a CCO be deferred to a subsequent meeting of the CCO Governance and Monitoring Committee.  This report responds to that request.

 

Appointment of elected members to a CCO Board of Directors

9.       Since amalgamation, council has developed and refined governance mechanisms that have effectively improved the ability for council to collaborate with CCOs and help align the strategic direction of council with the CCOs.  These mechanisms include the Letter of Expectation from Council to each CCO, the Statement of Intent for a CCO, Long Term and Annual planning processes, quarterly reporting by CCOs to council as well as workshops and additional committee reporting, as required. 

10.     In addition to those governance mechanisms, the Local Government (Auckland Council) Act 2009 allows council to appoint a maximum of two elected member directors to Auckland Transport[1]. (The Local Government (Auckland Council) Act 2009 otherwise prohibits the council from appointing elected members to the boards of its substantive CCOs[2].)

11.     Any decisions made by this council regarding the appointment and remuneration of elected members to the Board of Directors of Auckland Transport may be amended by any further decisions of this or any future council.

 

12.     Due to the timing of this report relative to the remaining term of this council, and following the committee feedback, this report recommends that any decisions regarding whether to appoint, or to decline to appoint elected members to the Board of Auckland Transport are made by the new council following triennial elections.

13.     If a new council decides to appoint elected members to the Board of Auckland Transport, the new council will also need to then consider how many elected members to appoint (maximum of two) and who those appointments should be.

14.     If the new council makes decisions about elected members’ appointments to the Board of Directors of Auckland Transport, some of the relevant considerations will be:

a)      the terms of the appointment and what council’s expectations will be of elected member appointments, given the flexible nature of the appointment power in the Local Government (Auckland Council) Act 2009.

b)      what skills, knowledge and experience are necessary for elected member appointments to the Board of Directors of Auckland Transport, and whether the criteria for elected members differ from other appointments.

c)      provision of guidance to elected member appointments on management of any conflicts of interest that might arise in relation to a particular matter or decision due to their role as both elected member board directors (as contemplated by and provided for in the Local Government (Auckland Council) Act 2009) and council elected members.

d)      CCO Board of Director governance best practice and general strategy and policy considerations.

Appropriate methodology for appointment and remuneration

15.     Council is required to adopt an objective and transparent policy for board appointment and remuneration of directors to a CCO[3], which is outlined in the Auckland Council Board Appointment and Remuneration Policy.

16.     If Council approves the appointment of (up to two) elected members to the Board of Directors of Auckland Transport, the appointment methodology would be determined following each triennial election.

17.     The methodology may include using either the board appointment process utilised for other board member appointments (Board Appointment and Remuneration Policy), or develop a separate process for the appointment of elected members to be approved by the appropriate committee.

18.     If council approves the appointment of any (maximum two) elected members to the Board of Directors of Auckland Transport, the decision to remunerate elected members (and if so how much) would be determined following each triennial election.

19.     The methodology for remuneration may include either the remuneration as approved for other Auckland Transport board members, or develop a separate remuneration for elected members to be approved by the appropriate committee.

 

Board-led Performance Review

20.     On 3 February 2015 the CCO Governance & Monitoring Committee approved for a board-led performance review to be undertaken by the Chair, with notification on completion to the CCO Governance and Monitoring Committee.

21.     Staff recommend including in the policy that the frequency for undertaking a board-led performance review would be at least once every triennium.

Consideration

Local Board Views and Implications

22.     The appointment of directors to substantive CCOs is the role of the Governing Body.

Maori Impact Statement

23.     The Board Appointment and Remuneration Policy encourages board member diversity.  Board appointments are always an opportunity to improve board diversity, including increasing the number of Maori directors.

24.     Staff from the CCO Governance team are continuing to work with the IMSB and Te Waka Angamua to find ways of increasing access and participation for Maori candidates. 

25.     The IMSB Issues of Significance refer to participation in decision-making.  Auckland Council offers the IMSB an opportunity to recommend appropriately skilled candidates through the Expression of Interest - Advertising programme.  

26.     The IMSB, through its membership on the CCO Governance & Monitoring Committee, may  participate in all aspects of board appointment programme for council’s legacy and substantive CCOs, including the decision to:

(i)         reappoint or retire directors from the council’s substantive CCOs;

(ii)        approve the shortlist candidates as recommended by the Nomination Panel;

(iii)       approve the preferred candidate as recommended by the Interview Panel;

(iv)    participate as a member of the Nomination Panel to review all candidate applications; and

(v)     participate as a member of the Interview Panel responsible for interviewing and recommending the preferred candidate.

General

27.     The decision to consider appointment of councillors to a CCO does not trigger the Significance and Engagement policy.

Implementation Issues

28.     There are no implementation issues for consideration.

 

Attachments

There are no attachments for this report.    

Signatories

Authors

Josie Meuli - Senior Advisor

Authorisers

John Bishop - Treasurer  and Manager CCO Governance & External Partnerships

Stephen Town - Chief Executive

 


Council Controlled Organisations Governance and Monitoring Committee

14 April 2015

 

Substantive CCOs - Draft Statements of Intent 2015-2018

 

File No.: CP2015/04068

 

  

Purpose

1.       To approve the proposed shareholder comments on the draft Statement on Intent (SOI) for the period 1 July 2015 through to 30 June 2018 for the substantive council controlled organisations (CCOs).

Executive Summary

2.       Each of the council’s substantive CCOs has submitted a draft SOI for the period 1 July 2015 to 30 June 2018 for shareholder review.

3.       If the council wishes to provide comments on the draft SOIs, this must be done in writing to the chair of the CCO by 30 April 2015.

4.       Subject matter experts across the council have reviewed the draft SOIs taking into account statutory requirements, Letters of Expectation, the Auckland Plan, the Long-term Plan 2015-2025 and other relevant strategies and policies of council. Their feedback has shaped the proposed shareholder comments.

5.       The Letter of Expectation sent to chairs in December 2014 provided direction on the development of the SOIs. A reconciliation of the Letter of Expectation’s direction with that of the content in the draft SOI has been undertaken (see Attachment A).

6.       The proposed shareholder comments have been split into general comments that will be applicable to all CCOs, and specific comments for each CCO. The comments are limited to those of substantive nature, and should avoid outlining direction which was included in the Letters of Expectation. Editorial and operational issues will be worked through separately with each CCO.

7.       Running parallel with the SOI process is the development of the Long-term Plan 2015-2025 (LTP). Where applicable, any decisions made as part of finalising the LTP will be included in the final SOI. This will also include alignment of content between the LTP and final SOIs.

8.       At the 7 October 2014 CCO Governance and Monitoring Committee changes were resolved on the CCO Accountability Framework. This included shifting the focus of SOIs towards strategic priorities and performance, with governance content moving to the new CCO Governance Manual.

9.       The draft SOIs received from all the CCOs reflect this change with governance content, such as engagement with the Governing Body, Local Boards and Independent Māori Statutory Board, now excluded.

10.     Governance content has been included in the CCO Governance Manual which will be reviewed by the CCO Governance and Monitoring Committee at a workshop in June prior to adoption by the committee in August. The final SOIs will be agreed at the same committee meeting.

 

Recommendation/s

That the Council Controlled Organisations Governance and Monitoring Committee:

a)      approve the proposed shareholder comments on the draft Statements of Intent 2015-2018 for the substantive CCOs

b)      agree that the Deputy Mayor may approve any further minor modifications to the shareholder comments.

 

 

Comments

 

SOI process

11.     After receiving the Letter of Expectation from the Mayor, under the Local Government Act 2002, each CCO is required to develop a draft SOI to:

a.  outline its intention and activities for the forthcoming year

b.  provide an opportunity for shareholders to influence the direction of the CCO

c.  provide a basis of accountability for the directors of the CCO to its shareholders.

12.     The draft SOIs were all received by 1 March 2015, and have been reviewed by subject matter experts across council to develop the proposed shareholder comments.

13.     The proposed shareholder comments have been split into general comments that will be applicable to all CCOs, and specific comments for each CCO. The comments are limited to those of substantive nature, and avoid outlining direction which was included in the Letters of Expectation. Before finalising the SOIs, council staff will work with the CCOs on any minor editorial and operational issues.

14.     Once the shareholder comments are agreed, they are required to be sent to the chairs of the CCOs by 30 April 2015.

15.     Substantive CCOs are required to consider the shareholder comments at a public board meeting, before submitting final SOIs to the council on or before 30 June 2015.

16.     Running parallel with the SOI process is the development of the Long-term Plan 2015-2025 (LTP). Where applicable, any decisions made as part of finalising the LTP will be included in the final SOI.

 

Changes to the CCO Accountability Framework

17.     At the 7 October 2014 CCO Governance and Monitoring Committee the following changes to the CCO Accountability Framework were agreed:

a.  changing the decision making on the Letters of Expectation from the CCO Governance and Monitoring Committee to the Budget Committee;

b.  the content of the Statement of Intent will focus primarily on outlining strategic priorities and performance instead of governance;

c.  the Statement of Intent governance content will move to a new CCO Governance Manual, which will replace the Shareholder Expectation Guide and any other policies that relate exclusively to CCOs;

d.  an annual chief executive to chief executive binding agreement will confirm the council approved Statement of Intent and CCO Governance Manual.

18.     The draft SOIs received from the CCOs reflects the 7 October 2014 resolution.

19.     The CCO Governance Manual is currently being developed and will be tabled at a CCO Governance and Monitoring workshop in June.

20.     The Governance Manual will be adopted in August 2015 by the CCO Governance and Monitoring Committee when the final SOIs are agreed.

21.     The Governance Manual will outline the approach to:

a.  the CCO accountability framework

b.  key relationships

c.  financial governance

d.  board governance

e.  plan, policies strategies and projects

f.   reporting and monitoring

g.  organisational governance.

22.     The Letter of Expectation included areas of importance to council. These are being documented in the CCO Governance Manual and will include shareholder requirements such as:

a.  CCOs to act in the best interest of the group to deliver quality advice and services for the benefit of Auckland and the council

b.  CCOs provide services in a manner that delivers the best, long-term value for money for Aucklanders. This implies that services will be delivered efficiently and effectively in a way that displays fiscal prudence to the public

c.  CCOs shall make decisions that are aligned with shareholder expectations and council’s plans and policies. All organisations will encourage a culture of service excellence and accountability

d.  CCOs and council act in a manner that promotes respectful relationships between all members of the group

e.  CCOs will have an open and honest approach to working with council, each other and the wider community.

 

Proposed shareholder comments applicable to all CCOs

23.     The following are the proposed shareholder comments that are applicable to all CCOs.

General

24.     [CCO] has worked well to support council’s objective to improve the quality and consistency of SOIs across all CCOs. We would like this to continue going forward as the 2015-2018 SOIs are finalised.

Long-term Plan 2015-2025 alignment with final SOI

25.     The final SOI must align to the decisions made as part of the council’s Long-term Plan 2015-2025 (LTP). This must ensure:

a.  information contained in the final SOI is consistent with the LTP

b.  financial information is provided for 2014/2015, and the first three years of the LTP

c.  agreed non-strategic asset sale targets are included

d.  performance measures and targets are worded exactly as in the LTP, and the SOI includes 2013/2014 actual performance, 2014/2015 target and the next three years’ targets.

Te Toa Takitini

26.     Te Toa Takitini – Māori Responsive High Performance Council has recently been established by the Executive Leadership Group. It will be led by this group with a top-down council family approach to significantly lift Māori social and economic well-being, strengthen the council’s effectiveness for Māori as part of a high performance council and maximise post-Treaty settlement opportunities for the benefit of mana whenua, Auckland Council and the wider public of Auckland.

27.     The final SOI should reflect the shift from “contributing to Māori well-being and Māori outcomes” to “Māori responsiveness – contributing to Māori well-being, organisational effectiveness, and post-Treaty settlement opportunities”. The SOI should also include activities, projects, programmes and expenditure over the next three years identified through the Long-term Plan 2015-2025 that support Auckland Council group’s Māori responsiveness.

 

Proposed shareholder comments: Auckland Council Investments Limited (ACIL)

28.     It is proposed that the following request be included in the shareholder comments to ACIL on its draft SOI 2015-2018 (see Attachment B):

a.  On 30 March 2015, the Auckland Council Chief Executive sent a letter setting out council’s expectation of the ACIL board in relation to Port of Auckland Limited (POAL). This mandate should be adequately reflected in your final SOI and should include items such as:

i. best endeavours to ensure the strategies adopted by POAL align to those of the Auckland Council, and any investments made by ports support such strategies. In particular, that no major capital investment on the footprint of the port is undertaken until the port’s study is completed

ii.     business cases for material spend or of high stakeholder interest are assessed, including review on returns, assumptions, risks and timing

iii.    adequate assurance to council that POAL’s budgets and capital investments support earning’s growth, whilst maintaining long-term financial sustainability and alignment with strategies

iv.    ACIL taking a pro-active role in advising its subsidiaries of council’s objectives, and encouraging those subsidiaries to contribute to the achievement of those objectives

v.     informing council about material transactions proposed by its subsidiaries

vi.    ensuring subsidiaries manage public goodwill with robust stakeholder plans.

b.  ACIL should include a commitment to work with POAL’s Board in the development of their Statement of Corporate Intent to ensure it reflects council’s strategies. This should also include working with the board to add a provision that POAL will exhibit a sense of social and environmental responsibility in the conduct of its business and in the interests of the community in which it operates.

 

Proposed shareholder comments: Auckland Council Property Limited (ACPL)

29.     It is proposed that the following requests be included in the shareholder comments to ACPL on its draft SOI 2015-2018 (see Attachment C):

a.  Within the Letter of Expectation, it was outlined that ACPL’s objective is to support the Auckland Plan Transformational shift, ‘radically improve the quality of urban living’. This is outlined in ACPL’s Strategic Objectives (section 4) and the three year work plan (section 5). However further comments should be added to support “quality built environment.” This is an important part of ACPL’s role.

b.  The Letter of Expectation also stated that many local boards have expressed an objective to re-vitalise their town centres, and where practical, ACPL should partner with local boards to provide support in helping them achieve their objectives. This is only partly reflected in the draft SOI (page 7) under the initiative “development opportunities within Council property and strengthening town centre planning” and wording should be strengthened to address the intent of the Letter of Expectation.

c.  The return on investment on properties maintains at a static state of between 2.1% and 2.2% across the term of the SOI. A commitment to improve this over the term of the SOI should be incorporated.

 

Proposed shareholder comments: Auckland Tourism, Events and Economic Development (ATEED)

30.     It is proposed that the following requests be included in the shareholder comments to ATEED on its draft SOI 2015-2018 (see Attachment D):

a.  ATEED should work with council staff relating to clarification and amendments to the final SOI where priorities are raised but there is no clear or specific initiatives supporting this. For example, the Southern Initiative developing as a leading regional development and urban regeneration programme driving investment, employment and income growth and in particular delivering on Maori economic development outcomes is referenced as a priority but there are no clear or specific projects supporting these in the initiatives section.

b.  In addition, ATEED should work with council staff on clarifications on the three year work plan. For example, under Sector Development in the SOI, the Economic Development Strategy has other sectors such as tourism, creative and health technologies that are not included in the SOI.

 

Proposed shareholder comments: Auckland Transport

31.     It is proposed that the following requests be included in the shareholder comments to Auckland Transport on its draft SOI 2015-2018 (see Attachment E):

a.  Outlined in the Letter of Expectation sent in December 2014, direction for the development of the 2015-2018 SOI was provided. In reviewing the draft SOI, selected direction has not been included or is not clearly identified. It is therefore expected the following is included when finalising the SOI:

i.   Quality urban living is an Auckland Plan Transformational shift which Auckland Transport plays an important part towards achieving the vision of the world’s most liveable city. Therefore, under the contribution to council strategy section in the SOI, Auckland Transport should be a primary contributor towards this transformational shift. Further comments on supporting a quality built environment should also be added.

ii.  Include comments supporting greenways plans under development of safe cycle ways and walk ways in the three year work plan.

iii.  The SOI should outline the rapid public transport patronage growth. It is expected there should be significant growth over the term of the SOI which should be reflective of our recent investment in projects such as electrification and integrated ticketing. It should also outline how we are on track towards 20 million annual boardings by 2020.

b.  The Letter of Expectation also outlined the importance of delivering on growth, geographic priorities and Special Housing Areas. In the final SOI, there should be stronger reference how Auckland Transport will plan for and support growth, with any budgets approved as part of the LTP clearly identified.

 

Proposed shareholder comments: Regional Facilities Auckland (RFA)

32.     It is proposed that the following requests be included in the shareholder comments to RFA on its draft SOI 2015-2018 (see Attachment F):

a.   In the section on specific expenditure on Māori outcomes, enhancing relationships with iwi and entering into business relationships to create meaningful engagement, committing to develop programmes to support Māori visibility at regional facilities, support Māori businesses to engage with RFA and support Māori cultural expression was identified. These initiatives are highly supported. A further tangible step could be to identify and include within the renewals process over the next 3 years, bi-lingual signage consistent with Auckland Council’s Te Reo Māori Framework. RFA owns facilities that are our international “face”. These facilities play an important role in showcasing Auckland and Te Reo to the world.

 

Proposed shareholder comments: Watercare Services Limited

33.     It is proposed that the following requests be included in the shareholder comments to Watercare on its draft SOI 2015-2018 (see Attachment G):

a.  As outlined in the Letter of Expectation, delivering on growth, geographic priorities and Special Housing Areas is extremely important for council. In the final SOI, there should be stronger reference how Watercare will plan for and support growth, particularly alongside other infrastructure providers and having regard to growth priorities. This should also be reflected in the three year work plan.

b.  Council supports the commitment that Watercare is working closely with Auckland Council to ensure that, where possible, water and wastewater infrastructure is available in the Special Housing Areas (SHAs).” In finalising the SOI, the three year work plan for Watercare should reflect this focus.

c.  One of the requests in the Letter of Expectation was that Watercare should demonstrate how it will contribute to infrastructure support and technical advice on marae development and papakāinga housing. There is nothing in the SOI that clearly articulates this. The inclusion of initiatives or projects should be included in the final SOI. An example could be a project that works with key stakeholders (Auckland Council, marae, and mana whenua) to understand how Watercare can contribute to the needs and aspirations of marae, and with mana whenua on papakāinga housing.

 

Proposed shareholder comments: Waterfront Auckland

34.     It is proposed that the following requests be included in the shareholder comments to Waterfront Auckland on its draft SOI 2015-2018 (see Attachment H):

a.  In table 1 of the SOI, Waterfront Auckland’s contribution to significantly lift Māori social and economic well-being is tagged as not applicable. The Waterfront Auckland project “iwi investment fund” suggests it can and does play a very positive role in Māori social and economic development and therefore, the contribution should be re-considered.

 

Consideration

Local Board views and implications

35.     The Governing Body is responsible for providing shareholder comments on the draft SOIs.

Māori impact statement

36.     The activities of CCOs have potential to impact Māori wellbeing and to influence the achievement of Auckland Plan and LTP outcomes relevant to Māori. The draft SOIs were separately reviewed by the Independent Māori Statutory Board (IMSB) and council’s Te Waka Angamua department.

Implementation

37.     The final SOIs must align with the Long-term Plan 2015-2025. Given the timing of decisions, some minor updates may be required post 30 June 2015.

 

 

 

 

 

 

 

 

Attachments

No.

Title

Page

aView

Draft SOI reconciliation to Letter of Expectation (Under Separate Cover)

 

bView

ACIL Draft SOI 2015-2018 (Under Separate Cover)

 

cView

ACPL Draft SOI 2015-2018 (Under Separate Cover)

 

dView

ATEED Draft SOI 2015-2018 (Under Separate Cover)

 

eView

Auckland Transport Draft SOI 2015-2018 (Under Separate Cover)

 

fView

RFA Draft SOI 2015-2018 (Under Separate Cover)

 

gView

Watercare Draft SOI 2015-2018 (Under Separate Cover)

 

hView

Waterfront Auckland Draft SOI 2015-2018 (Under Separate Cover)

 

     

Signatories

Authors

Robert Irvine - Financial Planning Manager CCOs

Authorisers

Matthew Walker - Manager Financial Planning, Policy and Budgeting

Stephen Town - Chief Executive

 


Council Controlled Organisations Governance and Monitoring Committee

14 April 2015

 

Legacy council controlled organisations (CCOs) half year report

 

File No.: CP2015/04700

 

  

Purpose

1.       To receive the half year reports for COMET Auckland and the Contemporary Art Foundation (CAF).

Executive Summary

2.       As legacy CCOs, COMET Auckland and CAF are required to submit a half-year report by 28 February each year. Officers have reviewed the reports covering the period from July – December 2014 and summarise the key points and issues in this report.

 

Recommendation/s

That the Council Controlled Organisations Governance and Monitoring Committee:

a)      receive the half year reports for COMET Auckland and the Contemporary Art Foundation.

 

 

Comments

3.       As the two remaining legacy CCOs that are not exempted from the requirement to provide a Statement of Intent (SOI) and its associated reporting, COMET Auckland and CAF present their half year reports covering the period from July – December 2014. Council staff have provided comments and the full reports are provided as Attachments A and B.

COMET Auckland

Financial

4.       COMET Auckland has reported a surplus of $18,571 for the six months ended 31 December 2014 on total income of $474,015 and total expense of $455,444. 

Non-financial

5.       COMET Auckland has achieved the majority of its targets for the half year period. The presentation of their targets and whether or not they have been achieved needs to be clearer – while the comments provide helpful context they should be provided in addition to a column showing direct results compared to the measures.

Highlights and issues

6.       In December 2014 COMET Auckland surveyed its key stakeholders on their views of COMET Auckland’s work and role. The most valuable functions were identified as:

·        bringing together working groups to plan and deliver collaborative action (89% rated very or highly valuable)

·        data reports and infographics (82%)

·        advocacy on key education and skills issues (80%).

They also asked whether stakeholders saw overlaps between COMET Auckland’s role and that of other education organisations. 34 per cent of respondents see its role as unique and a further 48 per cent say it fulfils an important function with some overlap but a valuable approach.

7.       The design phase of the Youth Employability Passport project is complete, with positive feedback from employers, schools and youth organisations. A number of organisations have expressed interest in trialling it.

8.       COMET Auckland’s family learning qualification, Whanau Ara Mua, achieved an 80 per cent graduation rate for adult students in 2014. Additional funding has been received for 2015 so the programme can be expanded to 220 students (from 150) across 14 sites (from 9).

Maori impact statement

9.       COMET Auckland has three workstreams focusing on Auckland’s Maori: Maori Education Forum, iwi education plans and Te Reo revitalisation. It has six performance measures relating to Matauranga Maori, all are on track to be achieved by the end of the year.

Contemporary Art Foundation

Financial

10.     CAF has a net operating deficit of $22,212 at 31 December 2014.  CAF had total income of $309,588.  The net loss of $22,212 (7% of revenue) is after a non-cash accounting entry for depreciation of $36,411, which would otherwise mean the trust showed a $14,199 profit (4.6% of revenue). 

Non-financial

11.     CAF has achieved its targets for the half year period and is on track to meet its full year objectives. CAF continues to build partnerships and has collaborated with AUT to present an exhibition in Taiwan during March 2015.

Highlights and issues

12.     CAF produced Unstuck in Time, an international exhibition featuring 22 artists from around the world. A project commissioned by CAF for its award-winning exhibition What do you mean, We?Mo-ui tukuhausia by Kalisolaite Uhila – has been selected for New Zealand’s premier art prize, the Walters Prize.

13.     The Auckland-Manukau Eastern Transport Initiative (AMETI) continues to be a concern for CAF, particularly its impact on parking for visitors to its facility. The trust continues to work with Auckland Transport on this issue. CAF is also seeking a variation of its lease to allow it to sublet a portion of the facility (10 per cent) to the Ministry of Education.

Maori impact statement

14.     Two exhibitions in the first half of this year have featured pieces by tangata whenua artists: Unstuck in Time (3 artists) and Other Waters (2 artists).

Consideration

Local Board views and implications

15.     The legacy CCOs’ half year reports are provided to local boards for their information via the Local Board Services department.

Māori impact statement

16.     Legacy CCOs work directly within the local community and alongside local iwi.  Specific information from each legacy CCO relating to Maori wellbeing is referenced under the Maori Impact Statement sections above.

Implementation

17.     Feedback from the CCO Governance & Monitoring Committee will be forwarded on to the legacy CCOs.

 

Attachments

No.

Title

Page

aView

COMET Auckland half year report

51

bView

Contemporary Art Foundation half year report

65

     

Signatories

Authors

Kirsty Colquhoun - Senior Advisor

Authorisers

John Bishop - Treasurer  and Manager CCO Governance & External Partnerships

Stephen Town - Chief Executive

 


Council Controlled Organisations Governance and Monitoring Committee

14 April 2015

 














Council Controlled Organisations Governance and Monitoring Committee

14 April 2015

 















Council Controlled Organisations Governance and Monitoring Committee

14 April 2015

 

Legacy council controlled organisations (CCOs) - draft statements of intent

 

File No.: CP2015/04709

 

  

 

 

Purpose

1.       To approve the shareholder comments on the draft 2015 – 2018 statements of intent (SOIs) from the legacy council controlled organisations (CCOs) COMET Auckland and the Contemporary Art Foundation (CAF).

Executive Summary

2.       Auckland Council’s legacy CCOs (COMET Auckland and CAF) have submitted draft SOIs covering the period 2015 – 2018 for shareholder review. If the council wishes to provide comments on the draft SOIs, it must do so by the end of April 2015.

3.       The CCO Governance and External Partnerships team has reviewed the draft SOIs, taking into account statutory requirements. Input was sought from other subject matter experts where relevant – from Community Development, Arts and Culture and Legal Services.

 

Recommendations

That the Council Controlled Organisations Governance and Monitoring Committee:

a)      approve the following proposed shareholder comment for the draft 2015 – 2018 Statement of Intent (SOI) provided by COMET Auckland:

i)        the final SOI must reflect Auckland Council’s adopted Long Term Plan

b)      approve the following proposed shareholder comments for the draft 2015 – 2018 Statement of Intent (SOI) provided by the Contemporary Art Foundation:

i)        the SOI performance targets should be amended to take into account both the previous year’s performance and anticipated growth

ii)       the SOI should contain financial information from 2014 – 2015, to allow comparison with future years.

 

 

Comments

4.       The Local Government Act 2002 (LGA) sets out the requirements for the contents of a CCO’s SOI. Council staff have checked the draft SOIs to ensure that the minimum statutory requirements for the SOI contents are met.

5.       While legacy CCOs are required to comply with the SOI requirements of the LGA, COMET Auckland and CAF also have funding contracts which are monitored by Auckland Council. These contracts are monitored on a regular basis, and are important accountability tools in their own right, meaning council does not rely solely on the SOI process for prioritising activities and monitoring performance of these CCOs.

6.       The draft SOIs provided by COMET Auckland and CAF are provided as Attachments A and B. Council staff have prepared comments on each SOI and these are provided below.

 

 

COMET Auckland

7.       Council staff from CCO Governance and External Partnerships have provided feedback for the shareholder comments on COMET Auckland’s 2015-2018 draft SOI. The activities outlined within the draft SOI generally align with the Auckland Plan’s transformational shifts, and the shared economic agenda.

8.       The draft LTP proposes to reduce COMET Auckland’s funding by $260,000 per annum.  COMET Auckland currently receives an annual grant of $583,000. Total revenue for 2014 - 2015 is estimated to be approximately $917,000. 

9.       COMET Auckland is of the view that the reduced level of funding would:

have implications for our staff and stakeholders and would severely challenge our ability to deliver our mission.  We are therefore unable to prepare a Statement of intent for the reduced funding level.

10.     COMET Auckland has therefore prepared the attached SOI to reflect a similar level of funding as it currently receives.

11.     Decisions regarding the level of funding that COMET Auckland will receive will be made as part of the LTP process.  Given the impact that these decisions will have on the activities and deliverables contained in the draft SOI, it is recommended that the following comment should be provided to COMET Auckland:

“The final SOI must reflect Auckland Council’s adopted Long Term Plan.”

Contemporary Art Foundation

12.     Council staff from CCO Governance and External Partnerships and Community Development, Arts and Culture (CDAC) have provided feedback for the shareholder comments on CAF’s 2015 – 2018 draft SOI. Suggested shareholder comments have been kept to a high level and are noted below.

13.     CAF’s performance targets remain the same as previous years, despite exceeding all targets last year (2013-2014) and being on track to do the same in the current year. The trust should be encouraged to amend its targets to reflect more challenging goals.

14.     The financial information provided is at a fairly high level. It would be helpful to include the current year’s budget for comparison.

Other CAF issues

15.     The Auckland-Manukau Eastern Transport Initiative (AMETI) remains a concern for CAF. Auckland Transport recently endorsed a change to the timing of AMETI projects. Updated studies have shown that the planned busway can operate through Pakuranga town centre without building the Reeves Road flyover first. The flyover construction has been deferred, with no current certainty on timing. Auckland Transport will provide an update on the likely timing for the flyover construction later this year, following further investigations. Additionally, Auckland Transport will also provide feedback from the public later this year on any change to the busway route.  

16.     CDAC have noted that they fully support CAF’s art outcomes but have concerns about alignment with other outcomes associated with the Memorandum of Lease held with council and CAF’s trust deed. Staff from CDAC and CCO Governance and External Partnerships will work with CAF to seek ways to improve alignment of these outcomes.

Consideration

Local Board views and implications

17.     CAF liaise with Howick Local Board and COMET Auckland also works closely with a number of local boards as part of their planning process.

Māori impact statement

18.     The legacy CCOs’ contributions to Maori outcomes are shown in their performance measures and reported on through their half-year and annual reports.

Implementation

19.     The legacy CCOs are required to have a public meeting to discuss the shareholder comments and agree their final SOI. The final SOIs must be provided to Auckland Council by 30 June 2015 and will be subsequently presented to the CCO Governance and Monitoring Committee.

 

Attachments

No.

Title

Page

aView

COMET Auckland draft Statement of Intent 2015 - 2018

83

bView

Contemporary Art Foundation draft Statement of Intent 2015 - 2018

101

     

Signatories

Authors

Kirsty Colquhoun - Senior Advisor

Authorisers

John Bishop - Treasurer  and Manager CCO Governance & External Partnerships

Stephen Town - Chief Executive

 


Council Controlled Organisations Governance and Monitoring Committee

14 April 2015

 


















Council Controlled Organisations Governance and Monitoring Committee

14 April 2015

 












     

 


Council Controlled Organisations Governance and Monitoring Committee

14 April 2015

 

Exclusion of the Public: Local Government Official Information and Meetings Act 1987

 

That the Council Controlled Organisations Governance and Monitoring Committee:

a)      exclude the public from the following part(s) of the proceedings of this meeting.

The general subject of each matter to be considered while the public is excluded, the reason for passing this resolution in relation to each matter, and the specific grounds under section 48(1) of the Local Government Official Information and Meetings Act 1987 for the passing of this resolution follows.

This resolution is made in reliance on section 48(1)(a) of the Local Government Official Information and Meetings Act 1987 and the particular interest or interests protected by section 6 or section 7 of that Act which would be prejudiced by the holding of the whole or relevant part of the proceedings of the meeting in public, as follows:

 

C1       Board Appointments Tamaki Redevelopment Company Limited

Reason for passing this resolution in relation to each matter

Particular interest(s) protected (where applicable)

Ground(s) under section 48(1) for the passing of this resolution

The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7.

s7(2)(a) - The withholding of the information is necessary to protect the privacy of natural persons, including that of a deceased person.

In particular, the report contains specific information about potential board appointments for the Tamaki Redevelopment Company and discusses  individual directors.

s48(1)(a)

The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7.

 

C2       Auckland Council's Council Controlled Organisations (CCOs): Board Appointments

Reason for passing this resolution in relation to each matter

Particular interest(s) protected (where applicable)

Ground(s) under section 48(1) for the passing of this resolution

The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7.

s7(2)(a) - The withholding of the information is necessary to protect the privacy of natural persons, including that of a deceased person.

In particular, the report contains information regarding the appointment of directors to Auckland Council's CCOs.

s48(1)(a)

The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7.

 

   



[1] Local Government (Auckland Council) Act 2009 Section 43.

[2] Local Government (Auckland Council) Act 2009 Section 93.

[3] Local Government Act 2002 Section 57(1) and (2).