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Council
Controlled Organisations Governance and Monitoring Committee
29 March 2016
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Non-substantive
Council-Controlled Organisations: Draft Statements of Intent 2016-2019
File No.: CP2016/04832
Purpose
1. To approve the shareholder
comments on the draft 2016 – 2019 statements of intent (SOIs) provided by the
non-substantive council-controlled organisations (CCOs): Contemporary Art
Foundation (CAF), Community Education Trust Auckland (COMET), and Mangere
Mountain Education Trust (MMET).
Executive
Summary
2. Auckland Council currently has
three non-exempt non-substantive CCOs – CAF, COMET and MMET. As per
legislation, these entities have submitted their draft SOIs covering the period
2016 – 2019 for shareholder review.
3. The CCO
Governance and External Partnerships team has reviewed the draft SOIs taking
into account statutory requirements (schedule 8, Local Government Act 2002).
Input was also sought from subject matter experts across council and the
relevant local boards.
4. This report is an opportunity to
consider the proposed shareholder comments to the entities, which, if approved,
must be provided in writing to the Chair of the CCO by the end of April 2016.
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Recommendation/s
That the Council Controlled
Organisations Governance and Monitoring Committee:
a) approve the following proposed
shareholder comment for the draft 2016 – 2019 Statement of Intent (SOI)
provided by Contemporary Art Foundation (CAF):
i) the final SOI should provide
clarity on the group structure, including a clear governance and service
delivery distinction between Contemporary Art Foundation, Te Tuhi
Contemporary Art Trust and Te Tuhi Art Gallery;
ii) the final SOI should provide
greater clarity on the nature and scope of planned actions to achieve a
financially sustainable and resilient organisation;
b) approve the following proposed
shareholder comment for the draft 2016 – 2019 Statement of Intent (SOI)
provided by Community Education Trust Auckland (COMET):
i) the final SOI should provide
greater clarity on which activities are dependent on non-council funding;
c) approve the following proposed
shareholder comment for the draft 2016 – 2019 Statement of Intent (SOI)
provided by Mangere Mountain Education Trust (MMET):
i) the final SOI should
articulate more clearly how the strategic objectives of MMET can contribute
to the Māngere-Ōtāhuhu Local Board
outcomes.
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Comments
5. Auckland Council currently has
three non-substantive CCOs that are required to provide SOIs – CAF, COMET and
MMET.
6. The purpose, process and content
requirements for the SOI are outlined by legislation (Schedule 8, Local
Government Act, 2002). Broadly, the SOI is a forward-looking strategic document
that offers an opportunity for the CCO and council to publicly outline the
nature and scope of key strategic objectives and related delivery mechanisms.
7. The SOI provides a basis for the
accountability of the CCO directors to their shareholder on the performance of
the organisation.
8. In addition to the SOI, the
three non-substantive CCOs also have funding agreements with Auckland Council
where more operational goals can be articulated. These contracts are also
important accountability tools in their own right and an additional mechanism
for prioritising activities and monitoring performance of these CCOs.
9. The draft SOIs provided by CAF,
COMET and MMET are attached and the proposed shareholder comments prepared by
council staff are outlined below. Given the strategic nature of the SOI, these
were kept to a high-level.
Proposed Shareholder
Comments
Contemporary Art Foundation
(CAF)
10. CAF’s draft SOI was reviewed by
council staff from the CCO Governance and External Partnerships and Arts,
Community and Events (ACE) teams.
11. In general, CAF’s draft SOI
covers the legislative requirements – it states the entity’s objectives, what
activities it will perform to achieve these and the performance targets that
will be used to measure the progress in relation to the objectives. It also
contains information on the alignment of CAF’s objectives with Auckland
Council’s diverse plans and strategies.
12. The key proposed shareholder
comments relate primarily to a need for greater clarity of the governance
structure and mechanisms of service delivery.
13. The draft SOI states that CAF
provides a grant to another entity – Te Tuhi Contemporary Art Trust – to
deliver on the funding agreement with council. The SOI should make a clear
distinction between these two entities, and whether all of CAF’s objectives and
activities are delivered through this mechanism. If some activities are
delivered through CAF, and others through other entities, the SOI should
include information on which services are delivered through each structure, and
what value of funding is applied to those services.
14. One of CAF’s key objectives
relates to financial sustainability and resilience. The SOI should provide
greater clarity on any specific actions in the three year work plan that
addresses this objective.
15. CAF remains concerned with the
impacts of Auckland-Manukau Eastern Transport Initiative (AMETI) on CAF’s
operations. The draft SOI articulates a commitment from CAF to maintain its
operations at the current Pakuranga location for “as long as viably possible”,
while noting that other options, including relocation of part or all of its
programmes, continue to be pursued.
Community Education Trust
Auckland (COMET)
16. COMET’s draft SOI was reviewed by
council staff from the CCO Governance and External Partnerships team. The
document covers the legislative requirements and articulates clearly COMET’s
strategic objectives, the planned activities of delivery and relevant
performance measures.
17. In general, the
activities outlined within the draft SOI align with the relevant Auckland Plan
transformational shifts. Following the 2015-2025 Long-term Plan
decisions to reduce COMET’s funding, the draft SOI also notes COMET’s desire to
develop strategies to achieve greater financial sustainability.
18. Given that some of COMET’s
activities depend on additional funding from sources other than council, the
recommended shareholder comment is that the SOI should provide greater clarity
on which projects and activities are dependent on funding. This will offer
greater understanding on which projects will be prioritised by COMET.
Mangere Mountain Education
Trust (MMET)
19. MMET’s draft SOI was reviewed by
council staff from the COO Governance and External Partnerships and Parks, Sports and Recreation teams and the Māngere-Ōtāhuhu Local Board. It covers the
majority of legislative requirements with the exception of the summary of
financials. The Trust is seeking to confirm details of this financial
information for the next three years and will be providing the complete
information with the final SOI.
20. The key
shareholder comments relate to the alignment of MMET’s strategic objectives
with Auckland Council plans, in particular at the local board level. The SOI
should articulate more clearly how the strategic objectives of the Trust align
with Māngere-Ōtāhuhu Local Board objectives, and which activities deliver on local
board outcomes.
Consideration
Local
Board views and implications
Howick Local Board
21. CAF has a role in contributing to
several Howick Local Board objectives, and these are articulated through the
SOI.
Māngere-Ōtāhuhu Local Board
22. Council funding to MMET is
provided through Māngere-Ōtāhuhu Local Board and the
Board’s shareholder comments are incorporated in paragraph 20 above.
23. The Māngere-Ōtāhuhu Local Board
previously requested greater visibility of MMET to ensure the trust’s work
aligns with the local board plan. The local board, through its Chair, has now
established a good working relationship with MMET, particularly on significant
strategic discussions, such as the SOI.
24. While the governance relationship
currently rests with the governing body through its CCO Governance and
Monitoring Committee, MMET articulate a strong understanding and commitment to
the relationship with the local board through the SOI.
25. The local board has oversight of
performance which is articulated through the funding agreement. However, the
local board continue to note a strong wish to have governance oversight of this
entity in the future.
Māori
impact statement
26. The strategic objectives and
planned activities of all three non-substantive SOIs discussed in this report
can be expected to benefit and contribute to Māori outcomes.
27. This expectation is based on the
fact that all three entities dedicate a significant amount of resources in
activities that focus on the expression of Māori identity and aim to
promote Māori well-being.
28. A few examples are the work that
promotes widespread learning of Te Reo Māori (COMET), the projects aiming
to connect young Māori to models of Māori success (COMET), the
activities that promote engagement of Māori children with the arts and
creative sector both as audiences but also participants (CAF), and the heritage
programmes developed to promote better understanding of the significance of Te
Pane o Matahoho to manawhenua (MMET).
29. Overall, each SOI articulates an
understanding of each entity’s role in contributing to Māori social and
economic well-being, and further details of specific contributions are outlined
in the attached SOIs.
Implementation
30. Following approval of the
proposed shareholder comments by the committee, these will be provided in
writing to the Chair of each CCO before the end of April. The CCO then has
until the 30 June 2016 to consider the shareholder comments and submit the final
SOI for approval.
Attachments
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No.
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Title
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Page
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aView
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Contemporary Art Foundation (CAF) draft 2016-2019
Statement of Intent
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15
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bView
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Community Education Trust Auckland (COMET) draft
2016-2019 Statement of Intent
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33
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cView
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Mangere Mountain Education trust (MMET) draft
2016-2019 Statement of Intent
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49
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Signatories
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Authors
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Rita Bento-Allpress - Senior Advisor, CCO Governance
and External Partnerships
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Authorisers
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Alastair Cameron - Manager CCO Governance and External
Partnerships
Phil Wilson - Governance Director
Stephen Town - Chief Executive
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Council Controlled
Organisations Governance and Monitoring Committee
29 March 2016
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Substantive CCOs - Draft Statements of Intent
2016-2019
File No.: CP2016/03926
Purpose
1. To approve the proposed
shareholder comments on the draft Statement of Intent (SOI) for the period 1 July
2016 through to 30 June 2019 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 2016 to 30
June 2019 for shareholder review.
3. Individual Letters of
Expectation (LOEs) sent to CCO board chairs in December 2015 provided direction
on the development of the 2016-2019 SOIs. A reconciliation of the direction
outlined in the LOEs with that of the content in the draft SOI has been
undertaken and is provided as Attachment A.
4. Subject matter experts (SMEs)
from across the council have reviewed the draft SOIs. Their feedback has shaped
the proposed shareholder comments. If council, as the shareholder, chooses to
make comments on the draft SOIs, these must be provided in writing to the chair
of the CCO board by 30 April 2016.
5. The proposed shareholder
comments contained in this report 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.
6. Running parallel with the SOI
process is the development of the Annual Plan 2016/2017 (AP). Where applicable,
any decisions made as part of finalising the AP will be included in the final
SOI.
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Recommendation/s
That the Council Controlled
Organisations Governance and Monitoring Committee:
a) approve the
proposed shareholder comments on the draft Statements of Intent 2016-2019 for
the substantive CCOs
b) agree that the
Chair and Deputy Chair may approve amendments to the shareholder comment,
provided that are in line with the resolutions of this committee or any other
approved council policy.
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Comments
SOI process
7. After receiving
the LOE 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.
8. The draft SOIs were all received
by 1 March 2016. SMEs from across the council have reviewed the draft SOIs
taking into account legislative requirements, LOEs, the Auckland Plan, the
Long-term Plan (LTP) 2015-2025 and other relevant strategies and policies of
council. Their feedback has shaped the proposed shareholder comments.
9. If council chooses to provide
shareholder comments, legislation requires that they are sent to the chairs of
the CCOs by 30 April 2016.
10. 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.
11. 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 2016.
12. Running parallel with the SOI
process is the development of the 2016/2017 AP. Where applicable, any decisions
made as part of finalising the AP will be included in the final SOI. This will
be included in the alignment of financial information and performance measures
and the inclusion of information required by legislation. Council and CCO staff
will work closely together on aligning these processes and information.
13. On 7 October 2014 the CCO
Governance and Monitoring Committee resolved to make changes to the CCO
Accountability Framework. These included shifting the focus of SOIs towards the
strategic priorities and performance for the next three years, with governance
content moving to the new CCO Governance Manual. The SOIs must now include a
statement that CCO boards can comply with the CCO Governance Manual.
Proposed
shareholder comments applicable to all CCOs
14. The following are the proposed
shareholder comments that are applicable to all CCOs.
Aligning the final 2016-2019 SOI with
the final 2016/2017 AP
15. The final SOI
must align to the decisions made as part of the council’s 2016/2017 AP and meet
legislative requirements. This must ensure that:
a. information
contained in the final SOI is consistent with the 2016/2017AP
b. financial
information is provided for 2015/2016 (current) year, and the three subsequent
years
c. agreed
non-strategic asset sale targets are included where appropriate
d. performance
measures and targets are worded exactly as in the LTP; and
e. the SOI
includes 2014/2015 actual performance, 2015/2016 (current year) targets and
targets for the 2016-2019 years.
16. Owing to
legislative timeframes, the AP/LTP is developed at the same time as the SOI
every year. Council and CCO staff must work to ensure that the legislative
requirements are met and that all financial and non-financial information is
well aligned between these documents as they are finalised.
Commitment to building a positive links
between ratepayers and CCO activity
17. Council expects
that signage and other forms of communications for CCO activities and projects
give recognition to the council and ratepayers. Co-branding principles and
examples are clearly outlined in the Auckland Council Identity Guidelines
(October 2013), the CCO logo guidelines (May 2013) and the Auckland Council
Signage Manual v3.2 (September 2014). A commitment to proactive and meaningful
engagement with the work of the Brand Navigation Group is required in the final
SOI.
Te Reo framework
18. Council is
developing a Te Reo framework which will guide future council and CCO bilingual
communication with the public. CCOs should continue to work with council on
this framework and make reference to it in their SOI.
Identification of Mataawaka and Mana
whenua activities
19. Because the
council and its CCOs need to be responsive to both mataawaka and mana whenua,
CCOs should make appropriate reference to each group in their final SOIs.
Proposed
shareholder comments for Auckland Council Investments Limited (ACIL)
20. It is proposed that the following
be included in the shareholder comments for ACIL on its draft SOI 2016-2019
(see Attachment B):
21. On 14 April 2015, the Council
Controlled Organisations Governance and Monitoring Committee resolved that all
CCOs including ACIL, must develop a service performance measure for their
engagement with mana whenua in consultation with the Independent Māori
Statutory Board (IMSB) (Resolution COU/2015/27). No such measure have been
included in this draft SOI, therefore council requires that this measure is
included in the final 2016-2019 SOI.
22. Financial information which
records activity towards Māori responsiveness must be included in the
final SOI. This could include the engagement programme with mana whenua or
other activity towards achieving Māori responsiveness which is developed
in the upcoming year.
23. In the 9 December 2015 LOE
council asked that the ACIL continue to drive value for money through increased
used of shared services and working with council on the Alternative Financing
Project. Council appreciates the work already going on in this regard but ask
that a commitment to these projects is explicitly stated in the final SOI.
24. Similarly, the LOE asked that
ACIL ensure that POAL has a stakeholder engagement plan in place. There is no
mention in the draft SOI of such a plan and it is important that a commitment
to one is included in the final SOI.
25. The CCO Governance Manual has
been reference but no commitment has been made to complying with it. This was
asked for in the LOE.
26. ACIL has a role in encouraging
POAL to fully participate in the Port Future Study and the SOI
should include a statement of ACIL’s expectations on this. This could be added
to the bullet points under POAL.
27. The 2015/2016 commitment for
Auckland International Airport Ltd to contribute to council’s Greenhouse Gas
Emissions target by 40 per cent has been removed and should be re-instated.
Proposed
shareholder comments for Development Auckland Limited (Panuku)
28. It is proposed that the following
be included in the shareholder comments for Panuku on its draft SOI 2016-2019
(see Attachment C):
29. The following matters, outlined
in the LOE, have not been included sufficiently in the SOI and require
amendment:
· a
commitment to driving value for money through the use of shared services and
commitment to working with council in the Alternative Financing Project
· commitment
to including a strategic perspective when undertaking rent reviews
· discussion
with council on any significant matters on the Housing for Older People
portfolio
· complying
with the brand identity guidelines and proactively contributing to the work of
the Brand Navigation Group including the expectations on signage. Council also
recommends a commitment to discussing any new brand developments with the
council first.
· integrated
planning with local boards on place-making initiatives (although maybe this is
implied on page 9).
30. The overall discussion of plans
and processes outlined in the draft SOI uses many different phrases (e.g. High
level project plans, Masterplans, Framework Plans). The suite of planning
processes need to be agreed with the council but must include a business case
for the redevelopment of each of these locations.
31. These processes will be led by
Panuku, but must include the parts of the council group that will be involved
and/or contribute resources to the redevelopment. Where these processes result
in a need to reprioritise, recycle or secure new funding or assets this will
need to be agreed by council through a business case. Business cases must be
approved via the normal LTP/AP processes.
32. The business case must also
contain analysis on financial and non-financial trade-offs described in the
draft SOI and performance measures for the redevelopment programme.
33. Council appreciates the
leadership Panuku has outlined in the development of the methodology for making
such trade-offs, and notes council management should be part of approving the
overall methodology.
34. In general, Panuku has produced a
draft SOI that makes commitment to Māori responsiveness which is
commended. Since Panuku will often create or renew public spaces, the final SOI
should articulate, how it will incorporate Māori identity and Te Aranga
design principles in these projects.
35. In the establishment SOI, Panuku
referred to developing a framework for working with the individual local boards
in ‘Transform’ and ‘Unlock’ locations. Council understood this to be in
addition to or an enhancement of a local board engagement plan required by the
CCO Governance Manual. This scale of redevelopment is likely to intersect with
local board decision-making (local place-shaping and strategic visioning) and
requires a greater level of engagement with a local board than would otherwise
be expected. Council appreciates the good work currently underway in this
matter.
Proposed
shareholder comments for Auckland Tourism, Events and Economic Development
(ATEED)
36. It is proposed that the following
requests be included in the shareholder comments for ATEED on its draft SOI
2016-2019 (see Attachment D):
37. The 9 December 2015 LOE outlined
a number of matters for inclusion in the SOI, all of which have been taken up.
However, two LOE matters which need to be outlined in more detail are:
· commitments
to a growth in external revenue and providing value for money. Whilst mention
is made of these, there should be more detail in the three-year work programme
on how ATEED will achieve these two things. In particular, there should be an
explicit commitment to working with council on shared services and the
Alternative Financing Project
· the Tamaki
Herenga Waka Festival description should describe a joined-up approach to
delivery of the festival by working with the council and its CCOs and mana
whenua, acknowledging the role that Panuku played in this year’s festival and
including how Regional Facilities Auckland (RFA) could be included.
38. Council
commends ATEED for its leadership role in the Whai Rawa (Māori economic
development) programme of Te Toa Takitini and for making
Māori social and economic wellbeing one of its primary contributions to
the Auckland Plan. The draft SOI is strong in this regard, helping the reader
and ratepayer to understand ATEEDs leadership role. A number of commitments to
Māori outcomes are made in the draft that could be strengthened further,
namely:
· leveraging major events to promote our Māori identity.
A statement such as “ATEED is committed to continuing to
develop programmes to support Māori visibility at regional events” should
be added
· World Masters Games is a wholly owned
subsidiary. Description should be added of how this event can showcase
Auckland’s Māori identity and whether there are economic opportunities
(including tourism opportunities) or focused outputs or activities
· ‘Growth and Diversification of the Māori Economy’ –
change “working in partnership with iwi and manu whenua” to “working in
partnership with Māori and champions of Māori business”
· the discussion on ‘Global Auckland’ should include
reference to “Māori identity as Auckland’s point of difference in the
world”
· the addition of financial information on the contribution
ATEED makes to Māori outcomes. This must be included for the final SOI.
39. Council also notes that two key
programmes of “Enabling education and talent” and “Grow a skilled workforce”
are now “Grow and attract skilled talent”. It is difficult to tell if there is
a loss of activity in this area. The final SOI should outline any change to previous
years activity. Also, it would be useful to highlight or include any work to
lift Māori outcomes in this key programme area.
Proposed
shareholder comments for Auckland Transport (AT)
40. It is proposed that the following
requests be included in the shareholder comments for Auckland Transport on its
draft SOI 2016-2019 (see Attachment E):
41. The following matters, outlined
in the LOE, have not been included sufficiently in the SOI and require
amendment:
· Auckland
Transport states that it is currently reviewing the CCO Governance Manual. It
should confirm its ability to comply with the CCO Governance Manual in the
final SOI, especially the expectations on co-branding and signage
(acknowledgement of ratepayer contribution)
· quarterly
(rather than annual) reporting of progress against the Accelerated Transport
Programme
· a
commitment to driving value for money through the use of shared services and
commitment to working with the council in the Alternative Financing Project.
42. In addition to proactively
working with the council on shared services, commitment should be made in the
SOI to working with other parts of the council group to improve the integration
of maintenance activities especially with regard to green spaces, footpaths and
lighting in the public realm – including the road reserve, parks and reserves.
43. The recommendations of the value
for money review should also be incorporated into the final SOI if timing
permits.
44. On 14 April 2015, the Council
Controlled Organisations Governance and Monitoring Committee resolved that all
CCOs including AT, must develop a service performance measure for their
engagement with mana whenua in consultation with the Independent Māori
Statutory Board (IMSB) (Resolution COU/2015/27). No such measure has been
included in this draft SOI, therefore the council requires that this measure is
included in the final 2016-2019 SOI.
45. We recommend a number of other
improvements to the draft SOI to reflect the investment outlined in the LTP,
namely:
· enabling
council to ensure that the investment in rail electrification leads to
increases in rail efficiencies. It is recommended that AT provides separate
rail boarding targets (from overall public transport boardings) so that the
council can continue to monitor the progress of rail patronage
· a
description of the programme of initiatives AT has to improve train travel
times
· an
increase the cycling target for 2017/2018. Through the Accelerated Transport
Programme, the council has provided an additional $110 million for walking and
cycling. ‘Stretch’ targets for this activity will require AT to focus resources
and try new initiatives
· continuation
of monitoring of cycling trips outside of the city centre to facilitate the
equitable distribution of cycling funding and resources
· visibility
of the freight network in the SOI. There are 10 performance measures that
relate to the freight network in the SOI (page 20). The link back to strategic
outcomes is described as “build network optimisation and resilience”. The use
of technical language such as this in the draft SOI makes it difficult for the
average reader or stakeholder group (e.g. freight operators) to monitor
investment in the freight network. Additional explanatory text in this part of
the SOI is recommended
· local
board member satisfaction performance measures and targets are included in the
draft SOI which the council commends. However the targets set are those that
were achieved from the 2014 elected member survey (43 per cent for satisfaction
with reporting and 55 per cent for consultation). Local Board Services and AT
staff should work together to agree a more appropriate satisfaction target,
sharing ideas on making the best use of the considerable resource AT have
applied to working with local boards.
46. Finally, as transport projects
often create or renew public spaces, AT should articulate in the final SOI, how
it will incorporate Māori identity and Te Aranga design principles in its
projects.
Proposed
shareholder comments for Regional Facilities Auckland (RFA)
47. It is proposed that the following
requests be included in the shareholder comments for RFA on its draft SOI
2016-2019 (see Attachment F):
48. The following matters, outlined
in the LOE, have not been included sufficiently in the SOI and require
amendment:
· a
commitment to driving value for money through the use of shared services
· complying
with the brand identity guidelines and proactively contributing to the work of
the Brand Navigation Group
· commitment
to Te Toa Takitini work programmes and the development of performance measures
relating to these.
49. Financial information which
records activity towards Māori responsiveness must be included in the
final SOI. This could include the engagement programme with mana whenua and
mataawaka or any other activity towards achieving Māori responsiveness
developed in the upcoming year.
50. There are
references in both the introduction under iwi engagement and RFA’s contribution
to “the world’s most livable city” to Te Waka Angamua. These references should
be removed.
51. Since the renewal of regional
facilities creates opportunities to incorporate Māori identity and Te
Aranga design principles in refreshed public spaces, RFA should articulate in
the final SOI a commitment to incorporating these considerations into design
options.
Proposed
shareholder comments for Watercare Services Limited (Watercare)
52. It is proposed that the following
requests be included in the shareholder comments for Watercare on its draft SOI
2016-2019 (see Attachment G):
53. The following matters, outlined
in the LOE, have not been included sufficiently in the SOI and require
amendment:
· a
commitment to driving value for money through the use of shared services and
commitment to working with council in the Alternative Financing Project
· proactively
contributing to the work of the Brand Navigation Group
· Commitment
to act in accordance with the CCO Governance Manual.
· description
of Watercare’s primary role in supporting the Transformational shift “Quality
urban living”. Watercare contributes to this by sequencing infrastructure
delivery to align with council growth priorities. It is recommended that following
wording (or similar) be included in the quality urban living section on page 5
“Watercare will provide effective and efficient water and wastewater networks
that support growth, including in Special Housing Areas (SHAs), Spatial
Priorities Areas (SPAs) and Future Urban Zones. Watercare will contribute to
this transformation shift by aligning the timing and sequencing of investment
in its networks to support the Auckland Council’s Future Urban Land Supply
Strategy”
· the
list of projects in the three-year work programme (section 5) is insufficient.
It is recommended that all projects listed in the LTP that are in progress
during the period of the SOI should be included. However, less detail on each
programme is required than has been included in the draft SOI.
54. In addition to the matters
outlined in the LOE, council considers that the SOI is insufficient in three
other areas, namely:
· the strategic framework section 3 should be expanded to refer to the
30-year Infrastructure Strategy the council adopted in 2015 as part of the LTP
· Watercare’s strategic priorities in section 4 should be expanded to
include and additional priority “Investing in infrastructure to support growth”
· measuring
tangible outcomes from the Kaitiaki Forum in relation to either a Māori
identity or Māori social and economic well-being rather than just
attendance at meetings.
Consideration
Local
Board views and implications
55. The Governing
Body is responsible for providing shareholder comments on the draft SOIs. The
Local Board Services team has contributed SME feedback in the drafting of this
report.
Māori
impact statement
56. 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 IMSB and the council’s Te Waka Angamua
department. Both provided SME feedback in the drafting of this report.
57. CCO Chief
Executives are part of the Te Toa Takitini executive leadership group and are
delivering on activities within Te Toa Takitini’s work
programme areas. Progress reports on Te Toa Takitini activities are
provided quarterly to the executive leadership group,
the joint IMSB/Governing Body meeting, and to the Finance and Performance
Committee. Information on Te Toa Takitini activities delivered by CCOs will
also be visible through CCOs’ reporting to the Council Controlled
Organisations Governance and Monitoring Committee.
58. Te Waka Angamua
has commented that in general, the Māori specific content of the draft
SOIs has improved year on year, and that this set of draft SOIs is a step up
again. Te Waka Angamua believe that both the CCO Governance Manual and Te Toa
Takitini membership has influenced this process.
Implementation
59. The final SOIs
must align with the 2016/2017 AP. Given the timing of decisions, some minor
updates may be required post 30 June 2016.
Attachments
|
No.
|
Title
|
Page
|
|
aView
|
2016-2019 Statements of Intent reconcilliation to LOEs
|
71
|
|
bView
|
ACIL Draft SOI 2016-19 (Under Separate Cover)
|
|
|
cView
|
Panuku Draft SOI 2016-19 (Under Separate Cover)
|
|
|
dView
|
ATEED Draft SOI 2016-19 (Under Separate Cover)
|
|
|
eView
|
Auckland Transport Draft SOI 2016-19 (Under
Separate Cover)
|
|
|
fView
|
RFA Draft SOI 2016-19 (Under Separate Cover)
|
|
|
gView
|
Watercare Draft SOI 2016-19 (Under Separate Cover)
|
|
Signatories
|
Authors
|
Rose Leonard - Principal Advisor
|
|
Authorisers
|
Alastair Cameron - Principal Advisor CCO Governance
and External Partnerships
Phil Wilson - Governance Director
Stephen Town - Chief Executive
|
