Agenda of Finance and Performance Committee

Finance and Performance Committee

16 April 2019

Ngāti Ōtara Multi-sport and Cultural Centre

File No.: CP2019/04759

Te take mō te pūrongo

Purpose of the report

1. To seek the allocation of $1.5M of One Local Initiative (OLI) funding to allow for the Ngāti Ōtara Multi-sport and Cultural Centre development to proceed.

Whakarāpopototanga matua

Executive summary

2. The One Local Initiative (OLI) programme is a programme of works established to enable each local board to prioritise one project to receive funding and support for priority delivery. OLIs at the strategic assessment and business case phase will seek approval from the Finance and Performance Committee for budget allocation as they move through the project governance gateways. This is the first approval for funding allocation being sought from the committee, outside of the decisions made as part of the 10-year Budget 2018-2028 process.

3. Redevelopment of existing facilities at Ngāti Ōtara Park has been nominated by the Ōtara-Papatoetoe Local Board as an alternative One Local Initiative (OLI). The first choice was assistance to remove or reduce the burden of the $280,000 opex annual charge for Colin Dale Motorsports Park (CDMP) that arose due to a change in Governing Body capital priorities in 2014.

4. Developed design is now complete for the Ngāti Ōtara Multi-sport and Cultural Centre (marae), and cost estimates have identified a $1.5M shortfall in the existing budget provision of $4.7M. Refer attachments:

§ A: Ngāti Ōtara Multi-sport facility preliminary design

§ B: Ngāti Ōtara Marae preliminary design floor plan

§ C: Ngāti Ōtara Proposed Site Plan

§ D: Ngāti Ōtara Multi-sport and Cultural Centre - Business Case

§ E: Ngāti Ōtara Multi-sport – memo to Ōtara-Papatoetoe Local Board

5. A total budget of $6.2M is required to complete the detailed design, consenting phase for both buildings and for the construction of the multi-sport facility.

6. The $1.5M shortfall is being sought from the OLI programme as an alternative OLI for the Ōtara-Papatoetoe Local Board.

7. External funding will be sought for the construction of the Marae.

Ngā tūtohunga

Recommendation

That the Finance and Performance Committee:

a) approve $1.5M allocation of funding in financial year 2020/2021 from the One Local Initiative (OLI) programme fund to the Ngāti Ōtara Multi-sport and Cultural Centre project and incorporate the project in the OLI programme from a governance perspective.

Horopaki

Context

8. The One Local Initiative (OLI) programme is a programme of works established to enable each local board to prioritise one project to receive additional funding and support for priority delivery. OLIs at the strategic assessment and business case phase will seek approval from the Finance and Performance Committee for budget allocation as they move through the project governance gateways. This is the first approval for funding allocation being sought from the committee, outside of the decisions made as part of the 10-year Budget 2018-2028 process.

9. The Ōtara-Papatoetoe Local Board initially nominated Colin Dale Park as its OLI. In 2014 a capex review reduced the funding of the final years of the CDMP project jeopardising its completion days before contracts were due to be signed. The board was left in a difficult position with $700,000 already sunk and a community expectation that the park would be built. The board determined they needed to demonstrate the council could be relied upon. The board agreed to fund the $280,000 annual commitment in perpetuity, in order to release capital of $2.8M for the completion of CDMP. Subsequently, the remaining debt of $1.4M was forgiven as part of the 10-year Budget 2018-2028 decisions and the $280,000 per year LDI opex was reinstated to the local board for allocation to community projects.

10. Redevelopment of existing facilities at Ngāti Ōtara Park is the board’s next highest priority.

11. Auckland Council Sport and Recreation and Community Facilities teams have been working jointly throughout 2017 and 2018 on the development at Ngāti Ōtara Park. The vision for the project is:

‘to develop fit-for-purpose multi-sport and marae facilities on Ngāti Ōtara Park, which meet community needs whilst being sustainable, and with an effective governance structure’.

12. In November 2017, the Ōtara-Papatoetoe Local Board passed a resolution (OP/2017/197) to proceed with design and consenting for both the multi-sport and marae facilities, and then to continue immediately into the construction phase for the multi-sports facility, making use of the capital budgets available for this project.

13. The marae would then have a consented design, allowing them to seek external funding for construction.

14. Final concept designs for both the multi-sport and the marae buildings were presented at a local board workshop on 13 March 2018. These designs were approved in principle by the board and subsequently approved formally at a business meeting on 15 May 2018.

15. At the time overall costs for the multi-sport facility were estimated to be $4M and were able to be accommodated within existing budgets.

16. The design of the marae was estimated to be around $6M, with the ability for it to be constructed in stages.

17. External funders confirmed they would be interested in helping fund the marae in a staged approach.

Tātaritanga me ngā tohutohu

Analysis and advice

18. Developed design for both the multi-sport facility and the marae are now in place. These have evolved to suit specific user needs and have the support of the respective groups.

19. The designs are informed by the 2017 Ngāti Ōtara Needs Assessment, along with input from stakeholders received at a number of workshops over the past 12 months.

20. A commercial laundry has been included in the multi-sport facility to enable the club to manage ongoing operational costs. This is considered to be an important component of the facility to ensure the club is financially independent, and will not require local board assistance with operational running costs.

21. The laundry will be used by sports teams, the marae and will also be available to the local community, providing a regular income to the multi-sport club.

22. The laundry fit-out is to be provided by an external commercial laundry operator, with these costs recouped through a ‘rent to buy’ scheme. This will allow the multi-sport club to use the income from the laundry to pay off the fit-out costs over time.

23. As the design has developed a number of additional costs have been identified as a result of the following key issues:

· ground investigations have detected the presence of methane gas emitting from the adjacent landfill, requiring underfloor ventilation and mitigation measures

· advice from a commercial laundry operator has led to an increase in the size of the laundry, to ensure it is large enough to be commercially viable

· storeroom provision has been increased to provide for current and future needs of the club.

24. Value engineering has been completed to remove any unnecessary items, and the current design is considered to be the minimum required to deliver a ‘fit for purpose’ facility, meeting current and future needs of the multi-sport club users.

25. Current funding of $4.7M is in place to allow for developed design, consenting of both facilities and construction of the multi-sport facility.

26. Due to the additional costs identified during the developed design phase, a further $1.5M is required to provide a total of $6.2M to complete this work to a satisfactory level.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

27. The proposed decision has no identified impacts on other parts of the council group. The views of council-controlled organisations were not required for the preparation of this report’s advice.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe

Local impacts and local board views

28. Development of the facilities at Ngāti Ōtara Park will significantly improve opportunities for community involvement and engagement in both sporting and cultural activities.

29. The existing facilities are below standard and in the case of the marae, which is located on a landfill, are likely to incur significant costs to council if not upgraded soon.

30. Local board views are set out in the context section of this report.

Tauākī whakaaweawe Māori

Māori impact statement

31. Ngāti Ōtara Marae contributes significantly to the cultural wellbeing of the community through delivery of a range of programmes and activities, as well as support systems based on traditional manaakitanga principles.

32. Redevelopment will raise the profile of the marae and enable the continued development of this facility as the cultural heart of Ōtara.

33. Development of a new multi-sport facility will allow the sporting clubs to grow and attract greater numbers of local Māori, along with other cultures to participate in active recreational activities.

Ngā ritenga ā-pūtea

Financial implications

34. Budget from multiple sources including Long-term Plan funding, Locally Driven Initiatives funding and renewals funding is indicated in the table below.

35. An additional $1.5M in financial year 2020/2021 is required to meet the total costs for developed design, consenting for both the multi-sport and cultural centre and also for the physical works phase of the multi-sport facility.

36. The capital shortfall is proposed to be funded from existing budgets by allocating OLI programme funding. Therefore, there is no impact on debt, interest or consequential opex as a result.

Funding source	FY18	FY19	FY20	Totals
LTP	75,000	377,640	3,262,857	3,715,497
LDI		500,000		500,000
Renewals		500,000		500,000
Existing budget				4,715,497
Budget shortfall				1,500,000
Total budget required				$6,215,497

Cost estimates
Developed design and consenting (Multi-sport)	800,000
Developed design and consenting (Marae)	630,000
Multi-Sport Facility Physical works	4,785,497
Total cost	$6,215,497

Marae Physical Works (to be funded through external funding sources)	$6,000,000

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

37. Delays in proceeding with design work will incur additional costs as construction prices continue to rise.

Ngā koringa ā-muri

Next steps

38. Subject to approval of required budget, resource consents will be lodged for both the multi-sport and marae facilities.

39. Detailed design will continue once consents are granted, followed by the physical works phase for the multi-sport facility. External funding applications for the marae will also be progressed.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Ngāti Ōtara Multi-sport facility - preliminary design	17
b ⇩	Ngāti Ōtara Marae - preliminary design floor plan	19
c ⇩	Ngāti Ōtara Proposed Site Plan	21
d ⇩	Ngāti Ōtara Multi-sport and Cultural Centre - Business Case	23
e ⇩	Ngāti Ōtara Multi-sport - Memo to Otara-Papatoetoe Local Board	45

Ngā kaihaina

Signatories

Author

Tim Keat - Senior Growth Development Specialist

Authorisers

Rod Sheridan - General Manager Community Facilities

Nicola Berghaus, Acting Group Chief Financial Officer

Finance and Performance Committee

16 April 2019

Proposed Shareholder Comments on Draft Council-Controlled Organisation 2019-2022 Statements of Intent

File No.: CP2019/02617

Te take mō te pūrongo

Purpose of the report

1. To approve shareholder feedback on the draft Statements of Intent (SOI) 2019/2020 – 2021/2022 of the substantive council-controlled organisations (CCOs).

Whakarāpopototanga matua

Executive summary

2. Auckland Council’s SOI process is shown in the diagram below.

3. All of the substantive CCOs have provided a draft SOI to the council (Attachments A – E). The three non-substantive CCOs, which are required to provide SOI to the council, have also done so (Attachments F – H).

4. In general, the draft SOI have mostly reflected the council’s priorities, but there are areas which could be clarified or more ambitious. Detailed messages for each CCO are set out in this report. The key themes for each CCO are in the box below.

Key feedback

ATEED: The draft 2019-2022 performance measures would benefit from clarification on scope, definitions for key terms and ability to segment results (for example, spatially). Three performance measures also require the establishment of benchmark data for the final SOI.

Auckland Transport: Auckland Transport needs to provide some additional detail about delivery of its work programmes and ensure its focus on engagement with the council group is expressed clearly.

Panuku: Auckland Council is leading the development of a Council Family Integrated Infrastructure Planning Platform. Panuku should contribute to this initiative, which may include, where required, sharing relevant data across the group subject to agreed protocols. Another key focus is supporting local boards with the service property optimisation approach and providing quality advice for local boards in relation to implementation of this approach.

Regional Facilities Auckland: RFA needs to ensure that its commitment to seeking council’s direction on its strategic investments is clear, and that these investments will be supported by strategic business cases that reflect council’s agreed directions.

Watercare: Watercare’s draft SOI responds well to council’s letter of expectation priorities but should include more detail on its commitment to value for money work programmes and more detail on the proposed Waikato District Council service provision.

5. The development of the Annual Budget 2019/2020 and proposed amendment to the 10-year budget regarding property transfers from Panuku to council is running parallel with the preparation of the SOI. Each CCO will need to reflect the council’s final decisions on the 2019/2020 Annual Budget in their final SOI.

6. Council staff will continue to work with CCOs to finalise the SOI over the next few months.

Ngā tūtohunga

Recommendation/s

That the Finance and Performance Committee:

a) note the recommended comments on the draft statements of intent 2019/2020 – 2021/2022 for the five substantive CCOs contained in this report

b) note that feedback at this stage of the statement of intent process is focussed on matters raised in the letters of expectation, statutory requirements, and any other council strategies which have not been adequately addressed in the draft statements of intent

c) agree that the Mayor and Chair of the Finance and Performance Committee will prepare letters to be sent to the five substantive council-controlled organisations containing the shareholder comments

d) agree that the content of the shareholder comment letters be based on the feedback in this report, with any deletions or additions based on feedback at the meeting

e) note that staff will record any feedback at the meeting which relates to performance or operational issues, and ensure it is raised with the relevant council-controlled organisations

f) delegate to the Manager, CCO Governance and External Partnerships, the authority to finalise the shareholder feedback on the draft statements of intent for Mangere Mountain Education Trust, Contemporary Art Foundation and Community Education Trust Auckland.

Horopaki

Statement of Intent process

7. Under the Local Government Act 2002 (LGA), each CCO was required to provide a draft SOI by 1 March 2018 to its shareholder to:

a) outline its intentions and activities for the forthcoming year

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

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

8. Auckland Council has adopted a practice of sending a ‘letter of expectation’ to signal the required direction of the SOI. This is not a statutory requirement.

9. Staff from the CCO Governance department and other relevant divisions have reviewed the draft SOI, taking into account statutory requirements, the letters of expectation, the Auckland Plan and other relevant strategies and policies of council.

10. If the council chooses to provide shareholder comments, the Local Government Act 2002 requires that these comments are sent to the chairs of each CCO by 30 April 2019. Each CCO is required to consider the shareholder comments at a public board meeting, before submitting a final SOI to council on or before 30 June 2019.

11. Any matters relating to performance or operational issues will be communicated separately to each CCO. These issues can be further followed up with the relevant chair and chief executive through their attendance at quarterly reporting meetings of the Finance and Performance Committee.

Tātaritanga me ngā tohutohu

Analysis and advice

General comments

12. In general, there has been a good effort by all of the CCOs to incorporate the messages in the letters of expectation within their draft SOI. While there are a number of feedback points in this report, they mostly relate to matters of detail and refinement, rather than fundamental issues of approach.

13. One area of particular interest is in the responses to climate change. While all the CCOs have reflected this to some degree, over time council will expect to see a more strategic response.

14. Another key focus for many of the CCOs, notably Panuku, Auckland Transport and Watercare, is working with the council group to unlock development land in the most effective and coordinated approach possible. To support this, Auckland Council is leading the development of a new initiative called the Council Family Integrated Infrastructure Planning Platform. Council requests that relevant CCOs commit to resourcing participation in this initiative.

15. Auckland Transport and Watercare should ensure that they commit enough resourcing for input into council’s resource consent processes within agreed timeframes.

16. The CCOs have adopted varying approaches to the provision of their financial information. In completing the final SOI, CCOs must ensure that the financial information is agreed with council staff and include the following:

i) 2017/2018 actual results

ii) 2018/2019 long-term plan (LTP) budget, updated for any carry-forwards from 2017/2018 and any other agreed changes

iii) 2019/2020 budget consistent with annual plan submission to council

iv) 2020/2021 and 2021/2022 LTP budget, updated for any changes agreed as part of the 2019/2020 Annual Plan

v) a breakdown by activity as LTP

vi) agreed non-strategic asset sales targets.

17. In addition, performance measures should align with the LTP. CCOs should ensure that in the final documents:

· LTP measures are clearly identified

· measures and targets are worded exactly as in the Annual Plan 2019/2020

· 2017/2018 actual performance is included, and 2018/2019 and the next three years’ targets. These should be updated for any changes agreed as part of the Annual Plan 2019/2020).

18. The CCOs should continue to work closely with Auckland Council staff on providing consistent and transparent financial and performance information.

19. The Local Government Act requires (Schedule 8, clause 9(1)(i)) that each CCO should include in its final SOI ‘the procedures to be followed before any member or the group subscribes for, purchases, or otherwise acquires shares in any company or other organisation.’ As a matter of procedure, this needs to be included in each of the final documents.

CCO specific comments

Auckland Tourism Events and Economic Development (ATEED)

Climate change

20. The draft refers to working with council on the Auckland Climate Action Plan but is largely silent on its response to the ambitions in this plan and in the Auckland Plan 2050. The final document should include any new ideas or approaches ATEED may apply or how it might contribute to reducing carbon emissions and ensuring resilience to climate change.

21. A focus of ATEED’s current SOI and now in the draft 2019-2022 SOI refers to working with other organisations (under the New Zealand Tourism Sustainability Commitment) to develop a set of sustainability measures and a framework for measuring and reporting these within the first year. Given this work has not progressed in 2018/2019, ATEED should accelerate this activity in 2019/2020 and confirm the measurement base year in the final SOI.

Performance measures

22. For the final SOI, the draft 2019/2020 performance measures require further refinement, clarification on scope, and for some (KPI 1, KPI 3 and KPI 5) the establishment of benchmark data.

· KPI 1 contribution to regional gross domestic product – this proposes to include facilities in the scope of its interventions. Staff suggest ATEED considers how this fits with the framework for how ATEED adds value, which includes transferring mature and established activities to capable owners where this is feasible.

· KPI 2 number of businesses - the target could be more ambitious given actual results for 2017/2018. ATEED should also clarify how ‘businesses that have benefitted from an ATEED intervention’ will be defined.

· KPI 2 contributory measure on Māori businesses – it is unclear how this relates to the delivery of the cross-cutting Māori economic theme. If no further specific measures are identified, ATEED should support the development of the council-family Māori Outcomes Performance Measurement Framework and contribute and report on agreed metrics when developed.

· KPI 3 number of new jobs created, safeguarded or retained - ATEED should clarify the definition of a new job and how this will be calculated. It is unclear what the difference is between a job ‘safeguarded’ and ‘retained’ and how this will be defined and measured. ATEED should also attempt to provide this data by sector, location and type of job.

· KPI 5 customer satisfaction - ATEED should clarify the extent of customer segmentation that will be available under this measure (e.g. by central government stakeholder, elected members, business associations etc).

· Wherever possible, ATEED’s performance measures should be able to be classified spatially (e.g. North, West, South) which will aid in building a picture of how these areas (and ATEED’s interventions in these areas) are performing.

Investment story

23. A focus of ATEED’s current SOI and now in the draft 2019-2022 SOI refers to the development of a shared Auckland Investment Story (action from the s17A review). Given it has not yet been completed, ATEED should accelerate this activity in 2019/2020 and confirm in the final SOI when it will be completed and rolled out.

24. The draft 2019-2022 SOI is also silent on the ongoing governance and reporting framework referred to in the letter of expectation and this should be included.

Accommodation Provider Targeted Rate (APTR)

25. ATEED has a strong programme of destination activity planned in its draft 2019-2022 SOI to implement Destination AKL 2025 but it is largely silent on the activity partly funded by the APTR. The 2018-2021 SOI contains a table which shows the budgeted expenditure on various activities from the rate. ATEED should reinstate this table in the final 2019-2022 SOI to provide greater transparency of the activities funded.

Māori Economic Growth

26. The draft 2019-2022 document states ATEED is completing a refresh of its Māori Economic Growth Strategy. Staff note this was developed a year ago and is already being refreshed. The strategy should move from draft to final and ATEED should ensure the final strategy provides more specifics on the initiatives/projects it has in place to deliver on the aspirations referenced in the SOI.

Clarity on ATEED contribution

27. There are some areas in the draft 2019-2022 SOI where more clarity and progress are required, namely:

· APEC 2021 (Asia-Pacific Economic Cooperation meeting)

· America’s Cup activity

· the ATEED Economic Development Plan

· a review of the governance model of GridAKL.

Auckland Transport

General comments on Auckland Transport’s SOI

28. Auckland Transport’s SOI is organised around a key set of themes that align with the Auckland Plan. This is a useful way of presenting the material, and we support the inclusion of additional sections about improving engagement with the council group and community, and Auckland Transport’s role in delivering the City Rail Link. In addition, it is good to see the passenger targets have been increased in line with recent strategic discussions about the need for a dramatic mode shift to public transport. Auckland Transport has also explicitly identified where it delivers against the Māori Outcomes in the 10-year Budget 2018-2028 and has also stated that it will support the Treaty Audit work programme and implement its Maori Responsiveness Plan.

29. There are several areas of importance to council where more detail and clarity is needed, specifically:

· vehicle kilometres travelled and how to decouple this from population growth

· how to improve ward councillor satisfaction through the Governance Framework Review

· the interventions Auckland Transport has planned (including level crossings) to improve safety on Auckland’s roads, including a commitment to more detailed quarterly reporting on this

· the walking and cycling programme (including the urban cycleways and the footpath programmes)

30. The SOI is meant to reflect a three-year work programme. Auckland Transport’s work programme in the SOI only covers one year, and in some key areas, there should be additional detail about what will be delivered and by when. For example:

· the cycling or bus priority programmes have very little detail about how many kilometres of new paths or where they will be delivered in 2019/2020, and no sense of what will be delivered in the second and third years of the SOI

· progress of the Integrated Corridor Delivery programme (such as number of corridors with completed business cases, and outlook for delivering integrated corridors), and note which bus priority measures are to be advanced

Make the best use of existing transport networks

31. As a general comment, this section has a significant focus on traffic flow, rather than capacity, which is the focus of the arterial productivity measures. It would be useful to include references to the programme of bus and high-occupancy vehicle lanes in the work programme section, because reprioritising road space is one of the most effective ways of making better use of existing networks in terms of people movement.

Managing the impacts of the transport system on the environment

32. The new emphasis on emissions reductions is positive and council supports the inclusion of the new measures. It is positive how Auckland Transport is working with other members of the council family to help develop and implement the Auckland Climate Action Plan and supporting water quality and environmental outcomes (both in renewals and new builds).

33. With respect to water quality outcomes, which is a major priority for council, we would welcome a discussion during 2019 about how best to measure Auckland Transport’s contribution to improved outcomes (e.g. output type measures of numbers of installed treatments for runoff in the most heavily trafficked and/or environmentally sensitive areas).

Panuku Development Auckland

Strategic frameworks

34. On page 10, 11 and 20 there are various versions of Panuku’s ‘Strategic Frameworks’ which would benefit from being simplified and aligned.

Working in partnership

35. There are several key comments relating to how Panuku works with other parties to achieve its goals.

· A key focus for Panuku is supporting local boards with the service property optimisation approach. It would be useful to see the SOI include content describing an intent to effectively engage with local boards, and to providing quality advice for local boards in relation to implementation of this approach.

· Working with the Crown: Crown is expected to introduce regulatory reform within the SOI time horizon to implement key aspects of its Urban Growth Agenda, including establishing an urban development agency that is likely to operate in some Auckland locations. Council would expect to see some reference to this in the SOI and to Panuku’s commitment to working with the council group to prepare for this reform.

Māori outcomes

36. The SOI could be strengthened by Panuku clearly identifying its role and contribution to delivering against the council-family Māori outcomes and priorities as identified in the 10-year Budget 2018-2028. Specific reference to initiatives/projects would be useful and would assist in understanding the performance measure ‘the number of significant Māori initiatives implemented or active per annum (LTP)’.

37. While there is specific mention of America’s Cup and APEC, there is no mention of how this relates to Māori and what Panuku is doing to enable Māori outcomes through this work. These are key projects that would benefit from a Māori outcome focus.

Performance Measurement

38. The first performance measure is that 90% or more of planned Transform and Unlock initiatives are completed/achieved. These initiatives will be taken from the business cases and agreed by the Board. As this is a key measure on Panuku’s delivery, visibility of what Panuku intends to deliver is important and should also be shared with Council.

39. Panuku should consider developing a performance measure relating to climate change.

40. Given the focus on measuring Māori initiatives, it would be good for the SOI to point out, as examples, what some of these initiatives are against the outcomes it has articulated, and against the priorities and outcomes the council group has agreed too.

Regional Facilities Auckland (RFA)

Climate change

41. While the listed actions are good, RFA could commit to developing a climate change performance target for inclusion in the SOI.

Working closely with council, especially on strategic development of assets

42. Page 16 of the draft SOI refers to council’s accountability policy and its expectation of working with council on strategic investments. The SOI should include a stronger commitment to recognising when it needs to discuss or work with council on strategic direction. This will ensure that strategic priorities supported by clear business cases will underpin RFA’s operational decision-making.

Other issues

43. A number of other minor issues should be addressed.

· Include performance targets for 2021/2022 for visitor numbers and net promoter score in the final SOI.

· Provide additional visibility in the final SOI to the important community and public good elements of RFA’s purpose. This can be descriptive, rather than reinstituting the community event days measure, but ensures this is recognised as an important part of RFA’s activities.

· Provide information about RFA’s engagement with local boards in the final document.

Watercare

Climate change

44. The draft SOI describes Watercare’s commitment to transition to be a low-carbon organisation that is resilient to climate impacts. The SOI would benefit from listing the key programmes and their timeframes from its Climate Strategy that will help Watercare to achieve this goal. Watercare should also consider including an appropriate performance measure so it can demonstrate tangible progress.

Work programmes arising from the value for money review

45. The draft 2019-2022 SOI contains a general commitment to support the ‘value for money’ reviews and implement the recommendations where required. The SOI includes a commitment to notify council of changes to its asset management plan. However, one of the specific actions which has come from the three waters review is a collaborative effort with Auckland Transport and Healthy Waters to align asset management frameworks through the Asset Management Coordination Group. This should be included the SOI and progress reported on regularly to council.

46. In addition, the value for money review noted that Watercare and Healthy Waters should be encouraged to participate in the 2020 Water Services Association of Australia Asset Management Benchmarking process. Watercare should include this in the SOI.

Performance measures

47. Almost all of the performance measures in the SOI are mandatory national measures, which the Government has signaled it will review as part of the Three Waters review. However, the average number of dry weather overflows has been significantly under the target of 10 (per 1000 connections to the wastewater system) for the last three financial years (between 0.3 and 0.5 average overflows). Watercare should consider whether the target for this measure could be more ambitious.

Māori outcomes

48. The draft 2019-2022 SOI describes how Watercare works to build and maintain effective relationships with Māori. However, there is no specific reference to the four Māori Outcomes Priorities agreed in the 10-year Budget 2018-2028 (the work programmes for these are currently under development). Watercare should include this in its SOI.

Waikato District Council service provision

49. The Governing Body is due to consider whether to endorse a proposed agreement between Watercare and the Waikato Water Governance Board on 2 May 2019. If the arrangement does progress, Watercare should include more detail around the arrangement in the 2019-2022 SOI. Under clause (9)(1)(j) of Schedule 8 of the Local Government Act 2002 (LGA), a CCO must include ‘any activities for which the board seeks compensation from any local authority’. This will also help to avoid the possible perception of any cross-subsidy from Aucklanders.

Non-substantive CCOs

50. Auckland Council has nine other CCOs which do not meet the test of being ‘substantive’ CCOs under the Local Government (Auckland Council) Act 2009. The focus of these CCOs is more local in nature than the substantive CCOs, though the Governing Body is still responsible for the governance of these CCOs.

51. Three of these CCOs must provide council with a SOI (the others are exempt from this requirement): Mangere Mountain Education Trust (MMET); Contemporary Art Foundation (Te Tuhi); and Community Education Trust Auckland (COMET Auckland). Their draft SOI are attached to this report.

52. Initial consideration of these three SOI indicates no major issues for the committee to consider.

53. Staff recommend that the Manager: CCO Governance and External Partnerships is delegated the authority to provide these three community-focussed CCOs with shareholder comment on behalf of the council, following consultation with the relevant local boards.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

54. This report relates directly to the role of CCOs. As part of developing the shareholder feedback, staff have contacted each of the CCOs to indicate the tenor of the comments. When the official letters with feedback are provided to the CCOs, staff will work with the CCOs to provide further detail on how best to incorporate the shareholder feedback. This will also include correcting minor errors of fact or incorrect references, which may not have been listed in this report.

55. Staff have sought and incorporated feedback from various department across council to ensure all council matters are considered.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe

Local impacts and local board views

56. The Finance and Performance Committee is responsible for providing shareholder comments on the draft SOI, and the practice to date has been not to seek direct feedback from each local board.

57. However, the Local Board Services department has contributed to the proposed comments, including how the CCOs have responded to the letters of expectation requirements about local boards, and their comments have been reflected in this report.

Tauākī whakaaweawe Māori

Māori impact statement

58. The activities of CCOs have significant potential to improve Māori wellbeing and to influence the achievement of the Auckland Plan and 10-year Budget 2018-2028 outcomes relevant to Māori. The draft SOI were separately provided to the Independent Māori Statutory Board and council’s Te Waka Anga Mua department, and their comments have been reflected in this report.

59. The chief executives of Panuku, Auckland Transport, ATEED and Watercare are part of the Te Toa Takitini executive leadership group and are responsible for delivering on activities within Te Toa Takitini’s work programme.

Ngā ritenga ā-pūtea

Financial implications

60. As noted in the general comments above, SOI financial sections need to be aligned with decisions in the Annual Plan 2019/2020 process and reflect statutory requirements in the Local Government Act 2002.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

61. There are no direct risks associated with the proposed shareholder comments. There is a risk that the CCOs may not adequately reflect the shareholder comments. This can be mitigated by working closely with the CCOs. Also, if the shareholder comments are not adequately reflected, the council can modify a SOI at any time.

Ngā koringa ā-muri

Next steps

62. If the committee agrees with the feedback contained in this report, staff will draft letters based on this feedback and any other matters directed to be included by the Committee. These will be sent by the mayor or the chair of the Finance and Performance Committee to the chair of each board. These must be sent by 30 April 2019.

63. The final SOI must align with the 2019/2020 Annual Budget. Each CCO will need to make changes to its final statement of intent when the 2019/20 Annual Budget is approved, and council staff will continue to work with CCOs as needed.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	ATEED Statement of Intent 2019/2020 - 2021/2022	57
b ⇩	Auckland Transport Statement of Intent 2019/2020 - 2021/2022	83
c ⇩	Panuku Development Auckland Limited Statement of Intent 2019/2020 - 2021/2022	115
d ⇩	Regional Facilities Auckland Statement of Intent 2019/2020 - 2021/2022	149
e ⇩	Watercare Services Limited Statement of Intent 2019/2020 - 2021/2022	177
f ⇩	Commuity Education Trust Statement of Intent 2019/2020 - 2021/2022	205
g ⇩	Contemporary Art Foundation (Te Tuhi) Statement of Intent 2019/2020 - 2021/2022	219
h ⇩	Mangere Mountain Education Trust Statement of Intent 2019/2020 - 2021/2022	235
i ⇩	Letter of Expectation ATEED 2018	261
j ⇩	Letter of Expectation Auckland Transport 2018	265
k ⇩	Letter of Expectation Panuku Development Auckland Limited 2018	269
l ⇩	Letter of Expectation Regional Facilities Auckland 2018	273
m ⇩	Letter of Expectation Watercare Services Limited 2018	277

Ngā kaihaina

Signatories

Authors

Sarah Johnstone-Smith - Principal Advisor

Claire Gomas - Principal Advisor

Sarah Holdem - Principal Advisor

Edward Siddle - Principal Advisor

Authorisers

Alastair Cameron - Manager - CCO Governance & External Partnerships

Phil Wilson - Governance Director

Nicola Berghaus, Acting Group Chief Financial Officer

Finance and Performance Committee

16 April 2019

Unlocking development at Redhills

File No.: CP2019/04719

Te take mō te pūrongo

Purpose of the report

1. To provide an update on development in the Redhills area and seek endorsement for work on funding options for infrastructure investment to support growth.

Whakarāpopototanga matua

Executive summary

2. Accelerating the delivery of housing is a strategic priority for Auckland Council and the government. The council has opened up large amounts of land for development and committed to substantial investments in infrastructure to support growth in the 10-Year Budget 2018-2028. The council’s work aligns with the government’s Urban Growth Agenda (UGA) that aims to support development and in particular address infrastructure funding and financing challenges.

3. Redhills is a new suburb west of Westgate/Massey in north-west Auckland. Redhills is one of the key areas for development with capacity to provide for up to 12,000 dwellings. Several developers in the area have indicated they are ready to proceed. Some developments are already underway, and consent has been granted for 324 dwellings.

4. The Unitary Plan requires transport upgrade works in the vicinity of the Fred Taylor Drive and Don Buck Road intersection (the transport works). These works would usually be funded by developers as part of mitigation. Auckland Transport (AT) and the council are working with developers to provide the internal arterial roads within Redhills which will be financed through capital provided by the Housing Infrastructure Fund (HIF).

5. NZTA and AT are developing a detailed business case for the investments required to support growth in the North-West including Fred Taylor Drive and Don Buck Road. This information is required to finalise analysis of the funding options. The business case is expected to be completed later in the year.

6. Land owners in the Redhills area have differing development timeframes and are unlikely to be able to reach agreement on how the transport works should be funded. Lack of timely agreement will delay development.

7. To assist with encouraging housing development, staff recommend that the council investigate options for investment in the transport works. This will overcome the delays inherent in securing agreement between land owners but requires a funding plan to recover the costs from them. The funding options include:

· development contributions (DCs)

· infrastructure funding agreements with developers

· growth infrastructure targeted rates.

8. Exploring the use of targeted rates aligns with one of the key pillars of the UGA to address infrastructure funding and financing, including appropriate cost recovery mechanisms. Council will continue to work with developers on transport solutions to enable development on their land.

9. Staff will report to the council later in the year on the financing and funding options for the transport works required to unlock housing development at Redhills. Development of this advice will require engagement with potentially affected land owners.

Ngā tūtohunga

Recommendation

That the Finance and Performance Committee:

a) endorse further work on council provision of the transport works required to support development in Redhills and options for funding this including a targeted rate.

Horopaki

Context

Auckland’s growth challenge

10. Auckland’s population has grown fast, placing increased demand on housing stock. Although Auckland’s growth challenges are not new the rate of recent growth has been significant.

11. The Auckland Plan sets the strategic direction on how the additional population will be accommodated in Auckland. The Auckland Unitary Plan enables capacity for approximately one million additional dwellings. To bridge the gap between housing demand and supply, the Council and its CCOs have been planning to provide for this growth. The 10-Year Budget commits over $7 billion for investment in infrastructure to support growth.

Redhills Precinct

12. The Redhills Precinct is a new suburb forming a significant part of the north-western extent of Auckland’s wider metropolitan area. Redhills encompasses 600 hectares of land to the west of Fred Taylor Drive and the Westgate / Massey North Metropolitan Centre (see Fig 1 below) with capacity for over 12,000 dwellings.

Figure 1: Proposed development Redhills Precinct

Land owner perspective

13. A number of land owners are keen to progress development in the area and have submitted applications for resource consent. Three individual resource consents, for 324 dwellings, have been granted as their impact on the transport network was considered negligible as a result of the location and/or timing of this development.

14. The council continues to work with other land owners who also wish to commence development of their land for housing. Where possible the council seeks to agree terms with these landowners that enable them to initiate development.

15. The Unitary Plan requires that some transport works are required to provide the future residents of Redhills with connections to neighbouring areas and the rest of Auckland. Some developments will not be able to occur until these transport upgrades are undertaken (see Attachment A) and this is assessed on a case by case basis at the time of resource consent.

Transport investment required for Redhills development

16. The transport infrastructure upgrade works in the vicinity of Fred Taylor Drive and Don Buck Road would provide for approximately 5400 dwellings. Preliminary estimates of the costs are in the order of $30 million, although this is highly dependent of the scope and timing of works identified in the related business case.

17. NZTA and AT are developing a detailed business case to identify the preferred long-term transport solution in the Redhills area as part of the Supporting Growth North West Business Case. The preferred option and cost information from that business case is required to finalise analysis of the funding options. The business case is expected to be completed by December 2019.

18. In addition to this, AT and the council are also working with developers on cost sharing on the internal arterial roads required through the precinct to provide connections Fred Taylor Drive to the proposed town centre in the heart of the Redhills Precinct and support the ongoing development of Redhills to the west. Auckland Transport will contribute to the delivery of the eastern sections of the Redhills arterial roads under the Housing Infrastructure Funding^{^[1]} (HIF) agreements.

Alignment with central government initiatives

19. Council and central government are both looking to use new sources of funding to underpin investment in infrastructure to support development. The council has amended its Revenue and financing policy to provide for the use of growth infrastructure targeted rates. The infrastructure funding and financing pillar of the UGA emphasises appropriate cost allocation. The recent agreement between the Crown, council and Fulton Hogan to develop Milldale is the first example of this new approach.

Tātaritanga me ngā tohutohu

Analysis and advice

20. To accelerate development at Redhills investment is required in the transport upgrade works in the vicinity of Fred Taylor Drive and Don Buck Road. Investments of this nature are sometimes considered part of developer mitigation and often required as part of gaining resource consent. However, if the need for an upgrade cannot be linked to a particular developer, and/or there are multiple landowners/stakeholders with limited cooperation, an alternative approach may be required to avoid delays.

21. Staff consider that there are three options for the financing and funding of these investments:

· work with developers to establish an agreed approach for the timing of investment and funding allocation

· wait for the government to enact its proposed HUDA and IFF initiatives and rely on these to progress investment

· council investigates providing the infrastructure with the costs recovered by one or more of a combination of:

o development contributions

o infrastructure funding agreements with developers

o growth infrastructure targeted rates.

22. Each of these options is discussed below. Implementation of all the options requires information on infrastructure delivery timeframes and costs. These will not be known until later in the year when NZTA and AT complete the detailed business case.

Facilitate developer agreed financing and funding

23. Council would facilitate discussions to secure agreement between land owners and developers on the timing of investment and the share of the costs each would pay. Some land owners have expressed a willingness to contribute towards the cost of transport upgrades, while others have advised they would not. This may make it difficult to secure their agreement.

24. Any agreement that could be reached may be limited resulting in piecemeal delivery of infrastructure losing the efficiencies associated with large scale and co-ordinated infrastructure delivery. This approach is likely to delay the provision of new housing and frustrate those developers keen to progress immediately.

25. The advantage with this approach is that it would not affect council’s debt position or require reprioritisation of the capital programme.

Wait for central government to take the lead

26. The council could wait and see how central government develops its new approach to financing and funding infrastructure including provision for growth infrastructure targeted rates. This approach would result in delays until the necessary legislative changes are in place and the new entities are established which may mean implementation might not be until 2021. It is possible that the new entities may not be interested in infrastructure provision in Redhills in which case one of the other options will still be required.

27. The advantage with this approach that it may not require any action from council and would not affect council’s debt position or require reprioritisation of the capital programme.

Council provides infrastructure

28. The council could step in, provide the infrastructure and seek to recover the costs from the land owners in the area. This approach requires investigation of transport upgrade options and funding options, and discussions with land owners on the impacts on their developments. If a suitable funding arrangement can be achieved this would speed up delivery of housing in the Redhills area.

29. The council has a range of funding options available, which can be used alone or in some combination, these include:

· Infrastructure Funding Agreement (IFA): the developer agrees to provide infrastructure as an alternative to paying all or part of a development contribution

· development contributions: paid by developers as part of gaining resource consent

· growth infrastructure targeted rates: paid by ratepayers in a specified area of benefit over a number of years (providing a secure revenue stream and an incentive for land owners to develop).

30. IFA’s and development contributions are all currently used by council to fund growth-related infrastructure. The Revenue and Financing Policy was amended in 2017/2018 to allow council to charge growth infrastructure targeted rates. The council currently does not charge growth infrastructure targeted rates.

Conclusion

31. To accelerate development at Redhills the council should provide the transport investments required to support development. Neither of the other alternatives provide any certainty for developers wishing to proceed now and are likely to add further delays. However, this approach is only appropriate if a suitable funding package can be developed.

32. Officers recommend that they further investigate council provision of the infrastructure to support growth infrastructure investment in the Redhills area and all the funding options set out above, including growth infrastructure targeted rates.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

33. This report has been prepared in consultation with officers in the Auckland Council group including the:

· Development Programme Office

· Auckland Transport

· Financial Strategy and Planning

· Urban Growth & Housing

34. Auckland Transport agrees with the recommendations in this report.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe

Local impacts and local board views

35. The Redhills area is partly located in the Henderson-Massey Local Board and partly located in the Rodney Local Board. Development in the Redhill areas will support population growth in both these local board areas.

36. Local board views have not yet been sought. Local boards will have an opportunity to provide their views on the impact on their local community prior to consultation on the potential funding options taking place. They will also have an opportunity to provide their views prior to decisions being made on funding options.

Tauākī whakaaweawe Māori

Māori impact statement

37. Undertaking further work on funding options to unlock the Redhills area will have no specific impact on Maori. Consideration of impacts on Maori will form part on any advice on funding options provided to the Finance and Performance Committee prior to potential decisions to consult on funding approaches.

Ngā ritenga ā-pūtea

Financial implications

38. There are no financial implications associated with the recommendations in this report. The scope of work envisaged will be funded from existing budgets.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

39. Further delays in provision of the next stage of transport infrastructure will restrict development in Redhills.

40. Some land owners may not agree with council’s preferred choice of funding mechanism despite the benefits a commitment to council provision of transport infrastructure will deliver for them.

Ngā koringa ā-muri

Next steps

41. Staff will investigate funding options over the next 6 to 8 months and report back to the Finance and Performance Committee with the findings in due course. Consultation on a recommended funding option will take place prior to adoption of any funding mechanism.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Auckland Unitary Plan - Redhills Precinct Transport Triggers	289

Ngā kaihaina

Signatories

Authors

Andrew Duncan - Manager Financial Policy

Aaron Matich - Principal Advisor – Financial Policy

Authorisers

Ross Tucker - General Manager, Financial Strategy and Planning

Nicola Berghaus, Acting Group Chief Financial Officer

No.	Title	Page
a ⇩	Finance and Performance Committee Work Programme to 30 June 2019	293
b	14 March 2019 - Annual Budget Regional Stakeholder Event (Under Separate Cover)
c	21 March 2019 Memo from Manager CCO Governance and External Partnerships - Accountability Review programme - progress report (Under Separate Cover)
d	2 April 2019 - Workshop (Infrastructure Governance) (Under Separate Cover)

Finance and Performance Committee

16 April 2019

Komiti ā Pūtea, ā Mahi Hoki
Finance and Performance Committee
FORWARD WORK PROGRAMME TO 30 JUNE 2019

The purpose of the Committee is to control and review expenditure across the Group to improve value for money; to monitor the overall financial management and performance of Auckland Council parent and Auckland Council Group; to make financial decisions required outside the annual budgeting processes and to perform the responsibilities of another committee, where it is necessary.

Detailed decisions are reported at the end of this document

Priorities for 2018/19 will be on initiatives which:

1. Planning and Funding

2. Reporting and Performance

3. Value for money

4. Operational

The work of the committee will:

1. approve the Annual Plan 2019/2020 including financial policy, the consultation document and supporting information for recommendation to the Governing Body

2. monitor achievement of financial and other measures of performance and services levels and recommend the Annual Report to the Governing Body

3. approve acquisition and disposal of property related to the Committee’s responsibilities.

4. review and approve financial policy and non-budgeted expenditure.

Lead	Area of work	Reason for work	Finance and Performance Committee role - decision or direction	Expected timeframes
				2019
				Q3 Jan-Mar 13 Feb 19 Feb 19 Mar 20 Mar	Q4 Apr-Jun 16 Apr 21 May 18 June 19 June		Q1 Jul-Sept 23 July 20 Aug 11 Sept 17 Sept	Q2 Oct-Dec TBA
Planning and Funding
GM Financial Strategy & Planning	Annual Budget (includes a decision on carry forwards for 2018/2019)	Statutory process	Decision to agree to the Consultation items (including Possible LTP amendment on transfer of legal ownership of properties within the council group) Adopt Consultation Document to consult with Public Consultation runs Hear feedback and deliberate budget scenarios Decisions made for Annual Budget Adopt final Annual Budget	13 Feb		Apr May June		Nov
GM Financial Strategy & Planning	Budget Update (as required). This includes significant unbudgeted one-off expenditure.	Financial management	Decision to agree recommended budget changes outside of AP/LTP budgeting cycle			May Jun	July Aug Sept
GM Financial Strategy & Planning	Development contributions policy	Statutory requirement to have a DC policy · Align capex figures from LTP	The GB has Adopted the Development Contribution policy (13 December 2018)
GM Financial Strategy & Planning	Rating Policy and process	Rating	Workshop on approach to rating religious properties Refer to this matter considered as part of the Annual Budget 2019/2020	13 Feb		May
GM Financial Strategy & Planning	Infrastructure funding and financing work with Treasury	Financial Management	Discuss ongoing work with central government on Crown Infrastructure Partners and Special Purpose Vehicles for major infrastructure projects – timing for committee as required
GM Financial Strategy & Planning and Treasurer and GM Financial Transactions	Treasury and debt management		Briefing on council debt	19 Mar				Nov/Dec
GM Corporate Finance and Property	Weathertightness issues and provision	To provide an update on changes implemented to reduce the future risk of weathertightness claims as well as a summary of how the liability is calculated for accounting purposes	Review information Workshop held 6 March 2019	Mar
Auckland Investment Office	Colin Dale Park	Report on progress of the investigation and negotiations for Speedway (run by Springs Promotions Ltd) to move from Western Springs to Colin Dale Park.	Endorse the Heads of Agreement and Approve to development costs. Note – Venue Development Strategy is being considered at the Planning Committee. Refer also to aspects of this matter being considered as part of the Annual Budget 2019/2020				May
Chief Financial Officer	Eden Park	Report on progress regarding the loan guarantee and grant funding	Review information and make decisions on the loan guarantee Progress update in July 2019	13 Feb 19 Mar			July
Chief Financial Officer	City Rail Link Limited	Update on financial matters relating to City Rail Link Limited	Review information and make decisions, as required Note – this item will be reported to the Governing Body	Feb		Apr
Te Waka Anga Mua ki Uta	Māori Transformational Activity and Expenditure Report Te Tiriti O Waitangi Audit Response Work Programme	To monitor progress on expenditure and delivery of Maori transformational activity (includes Te Toa Takitini) and on projects to deliver Māori outcomes. This reporting will be carried out bi-annually To monitor progress in responding to 3 yearly Te Tiriti O Waitangi audit	Receive generally no decisions			21 May		Nov/Dec

Lead	Area of work	Reason for work	Finance and Performance Committee role - decision or direction	Expected timeframes
				2019
				Q3 Jan-Mar 13 Feb 19 Feb 19 Mar 20 Mar	Q4 Apr-Jun 16 Apr 21 May 18 June 19 June	Q1 Jul-Sept 23 July 20 Aug 11 Sept 17 Sept	Q2 Oct-Dec TBA
Reporting and Performance
GM Corporate Finance and Property	Annual Report	· Statutory requirement · NZX Announcement and release · Draft annual report and Summary on Performance - Sept · Interim audit report – Feb	Receive Annual report Recommend to Governing Body for adoption Note: · NZX announcements are presented to the Audit and Risk Committee · There is a delegation from the Committee to Chair and Deputy Chair of Finance and Performance to recommend to the Mayor and CE to release the preliminary results to the NZ Stock Exchange so that Council can meet NZX reporting deadlines. · Formal adoption of annual report is by the Governing Body			Sept
GM Corporate Finance and Property	Half-yearly report	· NZX listing requirement	Receive Half-yearly report Approve for release Note: · NZX announcements are presented to the Audit and Risk Committee · There is a delegation from the Committee to Chair and Deputy Chair of Finance and Performance to recommend to the Mayor and CE to release the preliminary results to the NZ Stock Exchange so that Council can meet NZX reporting deadlines. · Document will be sent to committee members once it has been reported to the NZX on 28 February 2019	Feb 20 Mar
CCO/External Partnerships	Statements of Intent	· Shareholder feedback on draft SOIs –Aug · Letters of Expectation for 2019/2020 SOIs – Nov · Shareholder comments on draft 2019/2020 SOIs - Apr	Agree 2019/2010 Letters of Expectation Approve 2019/2020 Statements of Intent		Apr	Aug
Manager Corporate & Local Board Performance	Performance Reporting quarterly - parent	To monitor council parent financial and non-financial performance results	Receive generally no decisions	20 Mar	19 June	17 Sept	Nov/Dec
GM Financial Strategy & Planning	Performance Reporting quarterly – CCOs	To monitor CCO financial and non-financial performance results	Receive validate/challenge	20 Mar	19 June	17 Sept	Nov/Dec
GM Financial Strategy & Planning	Performance Reporting quarterly - group	To monitor Auckland Council group financial performance	Receive generally no decisions	20 Mar	19 June	17 Sept	Nov/Dec
Value for Money
GM Financial Strategy & Planning	Consideration and adoption of Group policy relating to Business Cases		Decision on whether to adopt a new policy		18 June
Operational
Panuku Development Auckland	Recommended disposals or acquisitions. These reports are as required, but generally monthly.	· Panuku is required through its SOI to identify and recommend to council properties that are surplus to requirements and can be considered for disposal. These include general disposals to fund LTP projects. · Panuku recommends properties for acquisition and disposal to the committee for approval where they are located within a priority development location.	Decision to proceed with recommended disposals or acquisitions.		May 18 June	July Aug Sept
GM Corporate Finance and Property	Property portfolio	To provide an update on progress of the Corporate Property Portfolio roll out and where required seek approval for any property transactions	Regular reporting	19 Mar	18 June
Engineering & Technical Services / Treasury & Financial Transactions / Procurement	Consideration and adoption of Group policies for Performance Bonds	Mayoral Office request	Decide whether to amend current policy			June
CCO/External Partnerships	Funding and Levies (including Auckland Regional Amenities, MOTAT and Auckland War Memorial Museum)	Statutory process · RFA respond to draft levy for MOTAT and AWMM (on behalf of council) · December F&P - approve council submission to draft ARAFB Funding Plan · March F&P – approve annual funding levies for ARAFB, MOTAT, AWMM · March F&P (G Body) – approve ARAFB draft · May F&P – approve annual IMSB funding. · May and June 2019 - nine amenities present to F&P committee	Decision to approve submission on draft Funding Plan Decision to approve levies	19 Mar	May 18 June
Parks, Sports and Recreation	Loan restructuring (committee dates as required)	Responding to proposals and recommendations	Decision to approve proposed restructuring

Detailed decisions - Komiti ā Pūtea, ā Mahi Hoki
Finance and Performance Committee
FORWARD WORK PROGRAMME TO 30 JUNE 2019

Lead	Area of work	Finance and Performance Committee role - decision or direction	Detailed decisions
Planning and Funding
GM Financial Strategy & Planning	Annual Budget	Decision to agree to the Consultation items Adopt Consultation Document to consult with Public Consultation runs Hear feedback and deliberate budget scenarios Decisions made for Annual Budget Adopt final Annual Budget	For information on the previous long-term/annual plan processes, please refer to the table at the end of this document.
GM Financial Strategy & Planning	Budget Update (as required). This includes significant unbudgeted one-off expenditure.	Decision to agree recommended budget changes outside of AP/LTP budgeting cycle	For information on previous decisions, please refer to the table at the end of this document.
GM Financial Strategy & Planning	Development contributions policy	Note that the Governing Body has agreed to consult on the proposed DC policy (18 October 2018). The GB has consulted on draft Development Contribution policy (19 October 2018 – 15 November 2018). The GB will adopt the Development Contribution policy (13 December 2018)	Reporting dates: 31/5/18 – Contributions Policy FIN/2018/90 Adopted by the Governing Body: 31/5/18 GB/2018/91 10/9/18 – Workshop on Development Contributions
GM Financial Strategy & Planning	Rating Policy and process	Workshop on approach to rating religious properties (Potentially move into Annual Plan process)	23/10/18 – Workshop on the rating of religious use premises Minutes 20/11/18 – Rating of religious use properties FIN/2018/177 13/2/19 – Amendments to the Revenue and Financing Policy and Rates Remission and Postponement Policy FIN/2019/4 Adopted by Governing Body GB/2019/6
GM Financial Strategy & Planning	Carry forwards for 2017/2018	Approving budget carry forwards for 2017/2018	17/10/18 – 2017/2018 Budget Carry Forwards
GM Financial Strategy & Planning	Infrastructure funding and financing work with Treasury	Discuss ongoing work with central government on Crown Infrastructure Partners and Special Purpose Vehicles for major infrastructure projects – timing for committee as required	11/4/17 - Responsible investment policy and Diversified Financial Asset Portfolio review Resolutions - FIN/2017/44, FIN/2017/45 and FIN/2017/46 20/06/17 - Review of the Diversified Financial Assets Portfolio FIN/2017/88 19/9/17 – Approval of Group Policies FIN/2017/121 11/12/17 – Approval of Treasury Management Policy FIN/2017/161 27/2/18 – Council’s debt funding strategy FIN/2018/10
GM Financial Strategy & Planning and Treasurer and GM Financial Transactions	Treasury and debt management	Briefing on council debt	21/11/18 – Workshop on Debt Management Strategy
Auckland Investment Office	Dividend reinvestment plan	Decision to agree required to approve Dividend Reinvestment Plan
GM Corporate Finance and Property	Weathertightness issues and provision	Review information	7/319 – Confidential workshop held
Executive Director, Auckland Investment Office	Colin Dale Park	Endorse the Heads of Agreement and Approve to development costs.	20/11/18 – Update on Speedway Relocation FIN/2018/184 and FIN/2018/185
Chief Financial Officer	Eden Park	Report on progress regarding the loan guarantee	13/2/19 – Confidential workshop held 19/3/19 – Eden Park Trust loan guarantee FIN/2019/26 and 27
Chief Financial Officer	City Rail Link Limited	Update on financial matters relating to City Rail Link Limited	19/2/19 – Confidential briefing held
Te Waka Anga Mua ki Uta	Māori Transformational Activity and Expenditure Report Te Tiriti O Waitangi Audit Response Work Programme	Receive generally no decisions	23/5/17 - 23/5/17 – Third Quarter of 2016/17 FIN/2017/63 13/12/17 - Te Toa Takitini - Quarter One Māori Responsiveness portfolio report FIN/2016/159 15/08/17 – 2016/2017 Year-End Report FIN/2017/112 12/12/17 – Quarter One Report for 2017/2018 financial year FIN/2017/202 20/03/18 – Quarter Two Report for 2017/2018 financial year FIN/20178/14 12/12/17 Report FIN/2017/291 12/3/18 Response Report FIN/2018/45 24/7/18 Te Tiriti o Waitangi Report 2018 FIN/2018/115 17/10/18 Update on the independent assessment of expenditure incurred by Auckland Council to deliver Māori outcomes 17/10/18 Auckland Council group – programmes and projects that have delivered Māori outcomes in 2017/2018 17/10/18 2018 Treaty Audit Response Programme 20/3/19 – Auckland Council Group and Auckland Council quarterly performance reports to 31 December 2018 FIN/2019/29

Lead		Area of work		Finance and Performance Committee role - decision or direction		Detailed decisions
Reporting and Performance
GM Corporate Finance and Property	Annual Report		Receive Annual report Recommend to Governing Body for adoption Note: · NZX announcements are presented to the Audit and Risk Committee · There is a delegation from the Committee to Chair and Deputy Chair of Finance and Performance to recommend to the Mayor and CE to release the preliminary results to the NZ Stock Exchange so that Council can meet NZX reporting deadlines. · Formal adoption of annual report is by the Governing Body		13/12/2016 - Delegation for approval of releasing interim and full year group results to New Zealand Stock Exchange FIN/2016/168 18/9/18 – Approval of and recommendation for adoption of the 2017/2018 Annual Report for Auckland Council and Group (confidential)
GM Corporate Finance and Property	Half-yearly report		Receive Half-yearly report Approve for release Note: · NZX announcements are presented to the Audit and Risk Committee · There is a delegation from the Committee to Chair and Deputy Chair of Finance and Performance to recommend to the Mayor and CE to release the preliminary results to the NZ Stock Exchange so that Council can meet NZX reporting deadlines.		20/3/19 – Auckland Council Group and Auckland Council quarterly performance reports to 31 December 2018 FIN/2019/29
CCO/External Partnerships	Statements of Intent		Agree 2019/2010 Letters of Expectation		15/8/17 – Approval of 2017/2020 Statements of Intent FIN/2017/111 19/9/17 – Approval of Watercare Services Limited Statement of Intent 2017-20 FIN/2017/122 12/12/17 - Letters of Expectation for Council-controlled Organisations, 2017-2018 FIN/2016/170 20/3/18 – Letters of Expectation for 2018-2021 17/4/18 – proposed shareholder comments on Draft Council-controlled organisation statements of intent FIN/2018/64 21/8/18 – Council-controlled Organisations – Approval of 2018-2021 Statements of Intent FIN/2018/118 21/8/18 – Ports of Auckland Limited – proposed shareholder feedback on the draft Statement of Corporate Intent FIN/2018/119 23/10/18 – Shareholder approval of Ports of Auckland Limited’s final statement of Corporate Intent 2018-2021 FIN/2018/156 23/10/18 – Workshop on Council Controlled Organisations letters of expectation, statements of intent and quarterly reporting. 22/11/18 - 22/11/18 – Proposed priorities for the 2019 letters of expectation to substantive council-controlled organisations FIN/2018/173 19/2/19 – Terms of Reference for Statement of Intent Review FIN/2019/9 19/2/19 – Letters of expectation – Auckland Transport; Auckland Tourism, Events and Economic Development Limited; Panuku Developments Limited; Regional Facilities Auckland; Watercare Services Limited FIN/2019/11
Manager Corporate & Local Board Performance	Performance Reporting quarterly - parent		Receive generally no decisions		13/12/16 - Auckland Council organisation report for the period 1 July 2016 to 30 September 2016 FIN/2016/160 21/2/17 - Auckland Council organisation performance report for the period 1 July 2016 to 31 December 2016 FIN/2017/9 26/5/17 - Auckland Council organisation performance report for the period 1 July 2016 to 31 March 2017 FIN/2017/68 21/09/17 - Organisation Performance 1 July 2016 – 30 June 2017 FIN/2017/133 24/11/17 - 1 July 2017 – 30 September 2017 FIN/2017/177 12/03/18 - 1 July 2017 – 31 December 2017 FIN/2018/34 6/6/18 – Auckland Council parent performance report for the period 1 January 2018 to 31 March 2018 FIN/2018/98 17/10/18 – Auckland Council parent performance report for the period 1 July 2017 to 30 June 2018 14/11/18 – Auckland Council Group, the Council entity and CCO quarterly performance reports to 30 September 2018 FIN/2018/169 20/3/19 – Auckland Council Group and Auckland Council quarterly performance reports to 31 December 2018 FIN/2019/29
GM Financial Strategy & Planning	Performance Reporting quarterly – CCOs		Receive validate/challenge		13/12/16 - Council-controlled organisations first quarter report for 30 September 2016 FIN/2016/158 11/4/17 – CCOs second quarter report for 31 December 2017 26/5/17 – Council-controlled organisations third quarter report for 31 March 2017 FIN/2017/69 21/09/17 - Fourth quarter report for 30 June 2017 (public excluded) FIN/2017/130 24/11/17 - First quarter report for 30 September 2017 FIN/2017/178 12/03/18 – Second quarter report ending 31 December 2017 FIN/2018/18 31/5/18 – Approval of council-controlled organisations accountability policy FIN/2018/91 6/6/18 – Council-controlled organisation third quarter report ending 31 March 2018 FIN/2018/96 and FIN/2018/97 17/10/18 – Council-controlled organisation fourth quarter report ending 30 June 2018 23/10/18 – Workshop on Council Controlled Organisations letters of expectation, statements of intent and quarterly reporting. 4/11/18 – Auckland Council Group, the Council entity and CCO quarterly performance reports to 30 September 2018 FIN/2018/169 20/3/19 – Auckland Council Group and Auckland Council quarterly performance reports to 31 December 2018 FIN/2019/29
GM Financial Strategy & Planning	Performance Reporting quarterly - group		Receive generally no decisions		13/12/16 - Auckland Council Group first quarter financial results to 30 September 2016 FIN/2016/161 21/3/17 - Auckland Council Group quarterly financial report and financial results to 31 December 2016 FIN/2017/28 26/5/17 - Auckland Council Group quarterly financial report and financial results to 31 March 2017 FIN/2017/70 21/09/17 – Report for adoption of the 2016/2017 Annual Report FIN/2017/132 24/11/17 - Quarterly financial report and financial results to 30 September 2017 FIN/2017/176 12/03/2018 - Six monthly financial results to 31 December 2017 FIN/2018/32 6/6/18 – Auckland Council Group quarterly financial report and financial reports to 31 March 2018 FIN/2018/95 17/10/18 – Auckland Council and group financial performance for the year ended 30 June 2018 20/3/19 – Auckland Council Group and Auckland Council quarterly performance reports to 31 December 2018 FIN/2019/29
Value for Money
GM Financial Strategy & Planning	Consideration and adoption of Group policy relating to Business Cases		Decision on whether to adopt a new policy		19/9/17 – Approval of Group Policies FIN/2017/121
Operational
Panuku Development Auckland	Recommended disposals or acquisitions. These reports are as required, but generally monthly.		Decision to proceed with recommended disposals or acquisitions.		Note: A full list of properties to be disposed or acquired is included at the end of this document.
GM Corporate Finance and Property	Property portfolio		Regular reporting		29/3/18 – Workshop on corporate property strategy 17/4/18 – Corporate Accommodation Disposal Recommendation, Corporate Property Portfolio Strategy FIN/2018/58 15/5/18 – Corporate Accommodation Disposal Recommendation, Corporate Property Portfolio Strategy FIN/2018/73 20/11/18 – Disposal of Corporate Accommodation, Corporate Property Portfolio Strategy FIN/2018/188 7/3/19 – Corporate Property Portfolio Strategy Quarterly Update
Engineering & Technical Services / Treasury & Financial Transactions / Procurement	Consideration and adoption of Group policies for Performance Bonds		Decide whether to amend current policy		12/3/18 – Green Bond Framework Establishment and Potential Green Bond Issuance FIN/2018/31\ 19/3/19 – Auckland Council Green Bond Activities and Green Bond Pledge FIN/2019/17
CCO/External Partnerships	Auckland Regional Amenities Levy MOTAT and Auckland War Memorial Museum Levy		Decision to approve submission on draft Funding Plan Decision to approve levies		21/2/17 – Presentations from amenities - New Zealand Opera, Auckland Theatre Company, Coastguard Northern Region, Watersafe Auckland and Surf Life Saving Northern Region FIN/2017/4 21/2/17 - Auckland Regional Amenities draft funding plan 2017-2018, proposed Auckland Council submission FIN/2017/5 21/3/17 – Presentations from amenities – Stardome Observatory and Planetarium; New Zealand Maritime Museum; Auckland Philharmonia Orchestra; Auckland Rescue Helicopter Trust; and Auckland Arts Festival FIN/2017/18 21/3/17 - Approval of Auckland Regional Amenities Funding Act levy 2017/2018 FIN/2071/19 27/2/18 - Presentations from amenities – Auckland Festival Trust; Surf Life Saving Northern Region; Auckland Theatre Company; and Stardome Observatory and Coastguard Northern Region FIN/2018/5 27/2/18 - Auckland Regional Amenities Draft Funding Plan 2018/2019 - proposed Auckland Council submission FIN/2018/6 20/3/18 - Integration of NZ Maritime Museum to Regional Facilities Auckland FIN/2018/37 20/3/18 - Presentations from amenities – NZ Opera: Auckland Philharmonia Orchestra; Auckland Rescue Helicopter; and Drowning Prevention Auckland/Watersafe Auckland Inc FIN/2018/38 17/4/18 – approval of Auckland Regional Amenities Funding Act levy FIN/2018/63 21/3/17 – AWMM – approval of 2017/2018 levy FIN/2017/20 21/3/17 – MOTAT – approval of 2017/2018 levy FIN/2017/21 23/5/18 – AWMM letter – approval of 2017/2018 levy 17/4/18 – MOTAT – approval of 2018/2019 levy FIN/2018/61 17/4/18 - AWMM – approval of 2018/2019 FIN/2018/62 11/12/18 - Auckland Regional Amenities Funding Board: Delegate approval of Auckland Council's submission to the 2019/2020 Levy FIN/2018/179 19/2/19 – Submission on ARAFA funding proposal FIN/2019/11 19/3/19 – Approval of Auckland Regional Amenities Funding Act levy 2019-2020 FIN/2019/18 19/3/19 – Approval of the Museum of Transport and Technology levy 2019/2020 FIN/2019/19 19/3/19 – Approval of Auckland War Memorial Museum levy, 2019-2020 FIN/2019/20
Parks, Sports and Recreation	Loan restructuring (committee dates as required)		Decision to approve proposed restructuring

Previous annual/long-term plan processes

Meeting Date	Subject
13/12/16	Annual Budget 2017/18 – Mayoral Proposal on items for Public Consultation FIN/2016/173
1/6/17	Annual Budget 2017/2018 - Overview to decision-making FIN/2017/73 Annual Budget 2017/2018 - Local Board budget update FIN/2017/74 Annual Budget 2017/2018 – Local Board Feedback FIN/2017/75 Final Annual Budget 2017/2018 – Mayoral Proposal resolutions - FIN/2017/76, FIN/2017/81, FIN/2017/83, and FIN/2017/85
31/5/18	*10-year Budget* 31/5/18 – 10-year Budget – 2018-2018 Mayor’s final proposal FIN/208/77-84 31/5/18 – Proposal for One Local Initiatives FIN/2018/85 Rodney Local Board Targeted Rate: Rodney Local Board Decision FIN/2018/87 31/5/18 – Fees, charges and other rating matters FIN/2018/89 31/5/18 – Adoption of the Rates Remission and Postponement Policy FIN/2018/92 31/5/18 – Contributions Policy FIN/2018/90 Adopted by the Governing Body: 31/5/18 GB/2018/91 Regional Fuel Tax GB/2018/90
13/2/19	Annual Budget 2019/2010 13/2/19 – Transfer of legal ownership of properties within the council group FIN/2019/2 Adopted by Governing Body GB/2019/1 13/2/19 – Adoption of Consultation Material: Annual Budget 2019/2020 FIN/2019/3 Adopted by Governing Body GB/2019/2-5 13/2/19 – Amendments to the Revenue and Financing Policy and Rates Remission and Postponement Policy FIN/2019/4 Adopted by Governing Body GB/2019/6 13/2/19 – Annual Budget 2019/2020 and Water Strategy Discussion Document – Engagement Approach FIN/2019/5 Adopted by Governing Body GB/2019/6

Panuku disposals/service property optimisation/land exchanges and acquisitions resolutions:

Meeting Date		Property Address	Resolution
13/12/16		Report Units 1-28/150 Mt Wellington Highway, Mt Wellington; and 1/16 Sarona Avenue, Glen Eden	FIN/2016/157
21/2/17		Report 523a Ellerslie-Panmure Highway, Mt Wellington; and 525-529 Ellerslie-Panmure Highway, Mt Wellington	FIN/2017/3
21/2/17		Report Land up to 9ha to NZTA for the Northern Corridor Improvements Project	FIN/2017/7
21/2/17		Report Statutory land exchange process – Rosedale Park	FIN/2017/8
21/3/17		Report Part of 770R Great South Road, Manukau	FIN/2017/25
11/4/17		Report 19 Anzac Road, Browns Bay (deferred); 6 Butler Avenue, Papatoetoe; part of 129R Bairds Road, Otara; 315A Glengarry Road, Glen Eden; Section 1 East Coast Road, Redvale; 78a Great South Road, Papakura; Section 1 493 State Highway 16, Kumeu; Allotment 137 Ahuroa Parish, Woodcocks Road, Woodcocks; Allotment 138 Ahuroa Parish, Woodcocks Road, Woodcocks; Allotment 139 Ahuroa Parish, Woodcocks Road, Woodcocks; Allotment 140 Ahuroa Parish, Woodcocks Road, Woodcocks; Allotment 141 Ahuroa Parish, Woodcocks Road, Woodcocks; and Allotment 147 Ahuroa Parish, Woodcocks Road, Woodcocks	Resolutions - FIN/2017/49, FIN/2017/50
23/5/17		Report 3 Memorial Drive, New Lynn	FIN/2017/57
26/7/17		Report 55a Alnwick Street, Warkworth; 45 Oraha Road, Huapai; 32 Harbourview Road, Te Atatu’ 145a West Tamaki Road, Glen Innes; 343 Swanson Road, Ranui; 24 Waipuna Road, Mt Wellington; 26 Waipuna Road, Mt Wellington; 27b Waipuna Road, Mt Wellington; 1/77 Waipuna Road, Mt Wellington; 93 Waipuna Road, Mt Wellington; 134a Waipuna Road, Mt Wellington; and 3/136b Waipuna Road, Mt Wellington	FIN/2017/97
17/4/18		Report – Unlock Panmure - 59 Mountain Road, Mount Wellington; 59a Mountain Road, Mount Wellington; 3 Mountwell Crescent, Mount Wellington; 7 Mountwell Crescent, Mount Wellington; 3 Kings Road, Panmure; 15 Forge Way, Mount Wellington; 7 and 9 Jellicoe Road, Mount Wellington; 30-34 Potaka Lane, Panmure; 486-492 Ellerslie-Panmure Highway, Mt Wellington; 516 Ellerslie-Panmure Highway, Mount Wellington; Former 528 Ellerslie-Panmure Highway, Mount Wellington; 530 Ellerslie-Panmure Highway, Mount Wellington; 532-534 Ellerslie-Panmure Highway, Mount Wellington; 535 Ellerslie-Panmure Highway, Mount Wellington; 536 Ellerslie-Panmure Highway, Mount Wellington; 7-11 Queens Road, Panmure; 39-41 Queens Road, Panmure; 11-13 Lagoon Drive, Panmure; 16 Lagoon Drive, Panmure; 20 Lagoon Drive, Panmure; 22 Lagoon Drive, Panmure; 26 Lagoon Drive, Panmure; 28 Lagoon Drive, Panmure; 30 Lagoon Drive, Panmure; 32-34 Lagoon Drive, Panmure; 1-19/10 Basin View Lane, Panmure; 23 Domain Road, Panmure; and 28-30 Pilkington Road, Mount Wellington.	FIN/2018/59
15/8/17		Report 187 Flat Bush School Road, Flat Bush;	FIN/2017/108
		Report Unlock Old Papatoetoe - 17 St George Street, Papatoetoe; part 27 St George Street, Papatoetoe; 104 St George Street, Papatoetoe; and 109 St George Street, Papatoetoe	FIN/2017/109
		Report 31-35 Mill Road, Helensville	FIN/2017/110
24/10/17		Report 19 Anzac Avenue, Browns Bay; 10 Felton Matthew Avenue, St Johns; and part Bombay Road, Bombay	Resolutions FIN/2017/144, FIN/2017/145
21/11/17		Report Unlock Avondale Unlock Avondale – 93-99 Rosebank Road, Avondale	FIN/2017/168
12/12/17		Report 80 Vincent Street, Howick (motion lost); 41 Cheshire Street, Parnell; 108 Hepburn Street, Freemans Bay; 9 Matama Street, Glen Eden; and 58/7 Rowlands Road, Mt Wellington	FIN/2017/204
12/12/17		Report Land exchange at Hillary Crescent, Belmont and Northboro Reserve – Recommendation from the Environment and Community Committee	FIN/2017/207
27/2/18		Report 61-117 Clark Road, Hobsonville; and Report 37 New Windsor Road, Avondale (SPO)	FIN/2018/8 FIN/2018/11
20/3/18		Report 3.8ha of reserve land in Upper Harbour Local Board for New Zealand Transport Agency Northern Corridor Improvements	FIN/2018/18
17/4/18		Report – 156 Blockhouse Bay, Avondale; 2a Stokes Road, Mt Eden; 570 Great South Road, Papatoetoe; 139 Kolmar Road, Papatoetoe; and 66R Hallberry Road, Mangere East	FIN/2018/60
	24/7/18	Report – 132 Green Lane East, Greenlane; 28 Lockwood Road, Papakura; Adjacent to 1/18 Edwin Freeman Place Ranui; and Adjacent 18 Parrs Cross Road, Henderson.	FIN/2018/113
	18/9/18	Report – 30R Birmingham Road, Otara; and 8 Hiwi Crescent, Stanmore Bay	FIN/2018/136
	20/11/18	Report – 34 Moore Street, Howick	FIN/2018/187
	11/12/18	Report – 26-32 O’Shannessey Street, Papakura; 36 Coles Crescent, Papakura; 22 and 28A Waipuna Road, Mt Wellington; and 5Z Butler Avenue, Papatoetoe	FIN/2018/178

Budget Update:

Date	Property address(es)	Resolution
13/12/16	Report Additional OPEX budget of up to $104,000 to conduct a by-election for a Howick Local Board Member; and release of $2.7m from existing budget for Putney Way streetscape upgrade, ahead of the Transform Manukau business case	FIN/2016/164
21/3/17	Report Additional CAPEX budget of $960,000 to complete Freyberg Place upgrade; new OPEX budget of $80,000 for Karangahape Road destination marketing; contribution of $300 to the city feature lighting project (led by Heart of the City) – both funded from the City Centre Targeted Rate reserve.	FIN/2017/29
20/6/17	Report Conversion of $3.1m CAPEX budget for multi-purpose community facility in Takanini	FIN/2017/90
26/7/17	Report Purchase of additional trains (rescinded 24/10/17 FIN/2017/189)	FIN/2017/98
19/9/2017	Report Release and allocate Takapuna off-street car park reserve fund $4,269611 to the Gasometer public car park project; release $6.1m form existing Transform Manukau $2.6 CAPEX and $2m OPEX and Transform Onehunga $1.5 OPEX.	FIN/2017/123
24/10/17	Report Approve procurement of 15 3-car electric multiple units of $133m; release of Franklin Parking Reserve Fund ($128,214) for upgrade of carpark at Kitchener Road, Waiuku; OPEX of $828,000 for two by-elections; OPEX budget of $115,400 for by-election for Waitemata Local Board.	FIN/2017/141
12/12/17	Report Update on the purchase of additional trains for Metro Rail	FIN/2017/205
27/2/18	Report Up to $3.2m CAPEX for fit-out for ATEED office and up to $0.8m OPEX for make good of current head office; $3.85m CAPEX for Rawene remedial works; updated city centre targeted rate-funded work programme; and property acquisitions at 155-167 Fanshawe Street and 100 Halsey Street, Auckland	Resolutions - FIN/2018/17, FIN/2018/18
17/4/18	Report Up to $740,000 of additional expenditure ($655,000 OPEX and $85,000 CAPEX) to manage kauri dieback; two additional FTE employees and out-sourced contractors to manage the closures and noting additional expenditure to be prioritised for kauri dieback work such as track improvements, upgrades, landowner support, hygiene station upgrades and washdown facilities.	FIN/2018/65
11/12/18	Confidential Budget Update report

[1] Council has entered into agreements to access the HIF to support infrastructure investment in the Redhills and Whenuapai areas. HIF funded infrastructure focuses on unlocking the highest housing density zones and will enable between 4,400 and 5,900 of the estimated potential 12,000 dwellings in the Redhills Precinct. Council was unable to access funding required to fully unlock these areas due to the limited funding available from HIF.

Chairperson	Cr Ross Clow
Deputy Chairperson	Cr Desley Simpson, JP
Members	Cr Josephine Bartley	Cr Penny Hulse
	Cr Dr Cathy Casey	Cr Mike Lee
	Deputy Mayor Cr Bill Cashmore	Cr Daniel Newman, JP
	Cr Fa’anana Efeso Collins	Cr Greg Sayers
	Cr Linda Cooper, JP	Cr Sharon Stewart, QSM
	Cr Chris Darby	IMSB Chair David Taipari
	Cr Alf Filipaina	Cr Sir John Walker, KNZM, CBE
	Cr Hon Christine Fletcher, QSO	Cr Wayne Walker
	Mayor Hon Phil Goff, CNZM, JP	Cr John Watson
	Cr Richard Hills	Cr Paul Young
	IMSB Member Terrence Hohneck

Author	Sandra Gordon - Senior Governance Advisor
Authoriser	Nicola Berghaus, Acting Group Chief Financial Officer