I hereby give notice that an ordinary meeting of the Finance and Performance Committee will be held on:

 

Date:

Time:

Meeting Room:

Venue:

 

Tuesday, 23 July 2019

9.30am

Reception Lounge
Auckland Town Hall
301-305 Queen Street
Auckland

 

Komiti ā Pūtea, ā Mahi Hoki /
Finance and Performance Committee

 

OPEN AGENDA

 

 

MEMBERSHIP

 

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

 

 

(Quorum 11 members)

 

 

 

Sandra Gordon

Senior Governance Advisor

 

17 July 2019

 

Contact Telephone: (09) 890 8150

Email: sandra.gordon@aucklandcouncil.govt.nz

Website: www.aucklandcouncil.govt.nz

 


 

Terms of Reference

 

Responsibilities

 

The purpose of the Committee is to:

(a)  control and review expenditure across the Auckland Council Group to improve value for money

(b)  monitor the overall financial management and performance of the council parent organisation and Auckland Council Group

(c)   make financial decisions required outside of the annual budgeting processes

 

Key responsibilities include:

·         Advising and supporting the mayor on the development of the Long Term Plan (LTP) and Annual Plan (AP) for consideration by the Governing Body including:

o   Local Board agreements

o   Financial policy related to the LTP and AP

o   Setting of rates

o   Preparation of the consultation documentation and supporting information, and the consultation process, for the LTP and AP

·         Monitoring the operational and capital expenditure of the council parent organisation and Auckland Council Group, and inquiring into any material discrepancies from planned expenditure

·         Monitoring the financial and non-financial performance targets, key performance indicators, and other measures of the council parent organisation and each Council Controlled Organisation (CCO)  to inform the Committee’s judgement about the performance of each organisation

·         Advising the mayor on the content of the annual Letters of Expectations (LoE) to CCOs

·         Exercising relevant powers under Schedule 8 of the Local Government Act 2002, which relate to the Statements of Intent of CCOs

·         Exercising Auckland Council’s powers as a shareholder or given under a trust deed, including but not limited to modification of constitutions and/or trust deeds, granting shareholder approval of major transactions where required, exempting CCOs, and approving policies relating to CCO and CO governance

·         Approving the financial policy of the Council parent organisation

·         Overseeing and making decisions relating to an ongoing programme of service delivery reviews, as  required under section17A of the Local Government Act 2002

·         Establishing and managing a structured approach to the approval of non-budgeted expenditure (including grants, loans or guarantees) that reinforces value for money and an expectation of tight expenditure control

·         Write-offs

·         Acquisition and disposal of property, in accordance with the long term plan

·         Recommending the Annual Report to the Governing Body

·         Te Toa Takatini

 

 

 

 

Powers

 

(a)  All powers necessary to perform the committee’s responsibilities, including:

a.    approval of a submission to an external body

b.    establishment of working parties or steering groups.

(b)  The committee has the powers to perform the responsibilities of another committee, where it is necessary to make a decision prior to the next meeting of that other committee.

(c)   The committee does not have:

a.    the power to establish subcommittees

b.    powers that the Governing Body cannot delegate or has retained to itself (section 2).

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Exclusion of the public – who needs to leave the meeting

 

Members of the public

 

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

 

Those who are not members of the public

 

General principles

 

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

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

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

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

 

Members of the meeting

 

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

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

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

 

Independent Māori Statutory Board

 

·           Members of the Independent Māori Statutory Board who are appointed members of the committee remain.

·           Independent Māori Statutory Board members and staff remain if this is necessary in order for them to perform their role.

 

Staff

 

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

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

 

Local Board members

 

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

 

Council Controlled Organisations

 

·           Representatives of a Council Controlled Organisation can remain only if required to for discussion of a matter relevant to the Council Controlled Organisation.

 


Finance and Performance Committee

23 July 2019

 

ITEM   TABLE OF CONTENTS                                                                                         PAGE

1          Apologies                                                                                                                        7

2          Declaration of Interest                                                                                                   7

3          Confirmation of Minutes                                                                                               7

4          Petitions                                                                                                                          7  

5          Public Input                                                                                                                    7

6          Local Board Input                                                                                                          7

6.1     Local Board Input - Upper Harbour Local Board regarding compensation funding for the loss of open space                                                                    8

7          Extraordinary Business                                                                                                9

8          Compensation funding for the loss of open space in Upper Harbour                  11

9          Council-controlled Organisations - Approval of 2019-2022 Statements of Intent 21

10        Group Business Case Policy                                                                                    219

11        Summary of Finance and Performance Committee information memorandum and briefings, including the Forward Work Programme - 23 July 2019                     225  

12        Consideration of Extraordinary Items 

 

 


1          Apologies

 

An apology from Cr C Casey has been received.

 

 

2          Declaration of Interest

 

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

 

 

3          Confirmation of Minutes

 

That the Finance and Performance Committee:

a)         confirm the ordinary minutes of its meeting, held on Tuesday, 18 June 2019, including the confidential section, and the extraordinary minutes of its meeting, held on Wednesday, 19 June 2019, as a true and correct record.

 

 

4          Petitions

 

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

 

 

5          Public Input

 

Standing Order 7.7 provides for Public Input.  Applications to speak must be made to the Governance Advisor, in writing, no later than one (1) clear working day prior to the meeting and must include the subject matter.  The meeting Chairperson has the discretion to decline any application that does not meet the requirements of Standing Orders.  A maximum of thirty (30) minutes is allocated to the period for public input with five (5) minutes speaking time for each speaker.

 

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

 

 

6          Local Board Input

 

Standing Order 6.2 provides for Local Board Input.  The Chairperson (or nominee of that Chairperson) is entitled to speak for up to five (5) minutes during this time.  The Chairperson of the Local Board (or nominee of that Chairperson) shall wherever practical, give one (1) day’s notice of their wish to speak.  The meeting Chairperson has the discretion to decline any application that does not meet the requirements of Standing Orders.

 

This right is in addition to the right under Standing Order 6.1 to speak to matters on the agenda.

 

 


 

 

6.1       Local Board Input - Upper Harbour Local Board regarding compensation funding for the loss of open space

Te take mō te pūrongo

Purpose of the report

1.       To make a presentation to the Finance and Performance Committee regarding compensation funding for the loss of open space in the Upper Harbour area.

Whakarāpopototanga matua

Executive summary

2.       Mrs Lisa Whyte, Deputy Chairperson of the Upper Harbour Local Board wishes to address the committee.

3.       The Upper Harbour Local Board met on 20 June 2019 and resolved the following:

Resolution number UH/2019/67

 

MOVED by Chairperson M Miles, seconded by Deputy Chairperson L Whyte:  

 

That the Upper Harbour Local Board:

a)       request that the Finance and Performance Committee allocate the compensation funding provided by the New Zealand Transport Agency (noting that this is currently $6.044 million but that further compensation in respect of Rook Reserve and Rosedale Landfill site is still under negotiation), following their compulsory acquisition of open space land in the Upper Harbour Local Board area, to fund the following park improvement projects, as these projects are already within advanced stages of planning and consenting:

i)       development of park assets, play spaces and supporting infrastructure at Caribbean sports field and Unsworth Reserve

ii)       development of walking and cycling trails (greenways) at Rosedale Park

iii)      development of Scott Point Sustainable Park, in the event there is any remaining funding, for the following reasons:

A)      the project meets two of the three criteria listed in the report: ‘identified in a local board strategic document; in an area facing significant population growth where no further land may be acquired for open space’

B)      the project will become both a regional and sub-regional facility which will be beneficial to residents from across the local board area, as well as neighbouring local boards.

b)       note that more accurate costings for these projects will be developed as they move through the Community Facilities asset development process.

c)       exercise the local board chairperson/deputy chairperson’s speaking rights at the Finance and Performance Committee meeting where this matter is considered, to provide input directly to the committee.

CARRIED

Ngā tūtohunga

Recommendation

That the Finance and Performance Committee:

a)      receive and thank Upper Harbour Local Board Deputy Chair for her presentation regarding compensation funding for the loss of open space in the Upper Harbour area.

 

7          Extraordinary Business

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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


Finance and Performance Committee

23 July 2019

 

Compensation funding for the loss of open space in Upper Harbour

File No.: CP2019/12928

 

  

Te take mō te pūrongo

Purpose of the report

1.       To seek approval for the allocation of compensation funding from the New Zealand Transport Agency to planned park improvement projects in the Upper Harbour Local Board area.

Whakarāpopototanga matua

Executive summary

2.       In 2018 the New Zealand Transport Agency (NZTA) compulsorily acquired approximately 3.8ha of open space in the Upper Harbour Local Board area for motorway improvements (Northern Corridor Improvements project).

3.       At its meeting on 20 March 2018, the Finance and Performance Committee agreed to consider providing funding to improve parks in the Upper Harbour Local Board area to offset the loss of open space. The service property optimisation approach has been used to guide the council’s decision-making.

4.       Projects that benefit from the reinvestment of capital must be identified in a strategic document.  Staff consider that the Upper Harbour Open Space Network Plan meets the requirements of the service optimisation approach.

5.       Four key principles have been developed to enable decision-making on the identification of unfunded/part funded park improvement projects that could be funded by compensation received from the NZTA.

6.       Staff recommend that the Finance and Performance Committee allocate funding for three unfunded/part-funded park improvement projects. They scored highly against the decision-making principles and are supported by the Upper Harbour Local Board (refers UH/2019/67):

·    development of walking and cycling trails (greenways) at Rosedale Park

·    development of park assets at: Caribbean Sportsfield/ Unsworth Reserve and Scott Point Sports Park.

7.       Taking this approach will provide new recreational opportunities in the Upper Harbour Local Board area to offset the loss of open space.

8.       No significant risks have been identified if the Finance and Performance Committee allocate this funding for parks development. The committee previously agreed to consider providing funding to improve existing parks in the Upper Harbour Local Board area to offset the loss of open space.

Ngā tūtohunga

Recommendation/s

That the Finance and Performance Committee:

a)      agree to update the capital budget for the allocation of $6.044 million of compensation funding provided by the New Zealand Transport Agency following their compulsory acquisition of open space land in the Upper Harbour Local Board area, to fund the following park improvement projects across 2019/2020, 2020/2021 and 2021/2022:

i)        development of walking and cycling trails (greenways) at Rosedale Park

ii)       development of park assets, including play spaces and supporting infrastructure at:

A)      Caribbean Sportsfield/Unsworth Reserve

B)      Scott Point Sustainable Sports Park.

 

Horopaki

Context

Open space was lost to the New Zealand Transport Agency for motorway improvements

9.       In 2018, the New Zealand Transport Agency (NZTA) compulsorily acquired approximately 3.8ha of reserve land for motorway improvements in the Upper Harbour Local Board area under the Public Works Act 1981. This land was required for the Northern Corridor Improvements project (NCI).

10.     The open space acquired by the NZTA covered Alexandra Stream, Arrenway, Bluebird, Centorian, Omega, Rook and Tawa Reserves as well as the Rosedale Landfill site (see Table 1 below).

11.     All of the above six reserves are service assets and help meet the active and passive recreation needs of the local communities they serve.[1]

Table 1: Area of open space land lost by park and suburb

Park

Suburb

Area of land loss (m2)

Alexandra Stream Reserve

Unsworth Heights

166

Arrenway Reserve

Rosedale

6596

Bluebird Reserve

Unsworth Heights

1294

Centorian Reserve

Windsor Park

345

Rook Reserve

Unsworth Heights

5919

Rosedale Landfill

Albany

17,209

Tawa Reserve

Albany

6151

Total land lost

 

3.768ha

Note:   Meadowood Reserve was identified in the Finance and Performance Committee report 20/03/2108 as having an area of permanent land loss. This land is no longer required by the NZTA.

Funding can be allocated by the Finance and Performance Committee to compensate for the lost open space

12.     Auckland Council received financial compensation of $6.044 million from the NZTA for some of the land lost.

13.     Additional compensation, to reflect the market value of the land at Rook Reserve and Rosedale Landfill, has yet to be agreed.

14.     At its meeting on 20 March 2018, the Finance and Performance Committee agreed to consider providing funding to improve existing parks in the Upper Harbour Local Board area.  This is to offset the loss of open space (resolution FIN/2018/42).

“c)     note the loss of reserve land and agree to consider funding be provided to improve existing parks in the Upper Harbour Local Board area, following a full business case.”

15.     To guide the Finance and Performance Committee’s consideration of the funding provision, staff have used the service property optimisation approach.

16.     The council’s service property optimisation approach was approved by the Finance and Performance Committee in 2015 (resolution FIN/2015/16). It provides for the reinvestment of any proceeds from the sale of service assets back into the applicable local board area to advance approved council projects or activities.

17.     The main requirement of this approach is that any of the projects or activities that benefit from the reinvestment of capital need to have been identified in a strategic document such as the:

·    long-term plan

·    local board plan

·    open space network plan.

18.     The Upper Harbour Local Board approved the Upper Harbour Open Space Network Plan in September 2018.  Staff consider that this meets the requirements of the service property optimisation approach.

Local boards have decision-making authority over park use and development

19.     The decision-making allocations for the development and use of parks and open space are set out in the allocation of decision-making for non-regulatory activities in the long-term plan. In summary, local boards are responsible for:

·    local park improvements and place shaping

·    the use of an activities programme within local parks, such as community events and community planting programmes

·    naming of parks.

Tātaritanga me ngā tohutohu

Analysis and advice

The Upper Harbour Open Space Network Plan is a strategic document, which identifies suitable projects for the allocation of compensation funding

20.     The Upper Harbour Open Space Network Plan, adopted in September 2018 (resolution UH/2018/119), provides the strategic framework for the allocation of compensation funding. This document sets out actions for the future development of the open space network over the next 10 years.

21.     The network plan is a key tool for implementing the Parks and Open Spaces Strategic Action Plan at the local board level. This strategic document meets the requirements of the council’s service property optimisation approach.

22.     The network plan identifies a number of prioritised actions, including to:

·    optimise existing open space and improve park visitor experience

·    provide a quality walking and cycling network to connect neighbourhoods

·    provide recreation opportunities that appeal to a diverse range of communities, ages and abilities.

23.    The network plan identifies a range of park improvement projects. It highlights parks that are currently undeveloped and requiring investment within the 10-year period. The plan also prioritises future investment in greenways and play provision.

Decision-making principles have been developed to enable the identification of unfunded park improvement projects

24.     Staff, in consultation with the local board, developed decision-making principles to enable the identification of suitable unfunded/part funded park improvement projects (refer to Figure 1):

·    The first principle is a requirement of the service property optimisation approach.

·    The second principle seeks to prioritise the areas impacted by the loss of land.

·    The third principle seeks to prioritise projects in growth areas where no further open space may be acquired[2]. Park development projects are an appropriate response to growth by providing new sport and recreation opportunities for local communities.

·    The fourth principle seeks to prioritise park improvement projects that could not proceed without the allocation of the compensation funding.

25.     These principles were discussed at local board workshops on 14 February and 7 March 2019.

Figure 1: Four decision-making principles have been identified

Park improvement projects that maximise a range of recreation opportunities in Upper Harbour that are:
1.	identified in a local board strategic document (for example, the open space network plan)
2.	accessible to, and/or benefit, residents where there was a loss of park land to NZTA
3.	in an area facing significant population growth where no further land may be acquired for open space 
4.	unfunded, positioned for delivery and will not attract growth funding.
 

 

 

 

 

 

 

 

 

 

 


A range of possible projects are identified for the allocation of compensation funding

26.     Fourteen unfunded/ part-funded improvement projects have been identified within the Upper Harbour Local Board area.

27.     Ten projects were identified that conformed to three or four of the decision-making principles (refer Table 2, below).

28.    Rosedale Landfill is not a service asset and has been discounted. The timeframe for bringing this asset into service is unknown.


 

 

Table 2: Summary of park improvement projects assessed against the decision-making principles

 

Staff recommend the allocation of compensation funding to three unfunded park development projects

29.     Six park improvement projects that scored highly against the decision-making principles and are considered suitable for compensation funding were recommended to the Upper Local Board at its 20 June 2019 meeting:

·    Caribbean Sportsfield/Unsworth Reserve

·    Centorian Reserve

·    Glen Bay Close Reserve

·    Hosking Reserve

·    Rosedale Park

·    Saunders Reserve.

30.     They are all identified in a local board strategic document and conform to three or four of the decision-making principles, including being accessible to and/or benefiting residents where there was a loss of park land to the NZTA.


 

31.     Scott Point Sustainable Sport Park was not included as it was only consistent with two of the decision-making principles. Planning is advanced for the delivery of park assets.  Staff recognise that the park will benefit residents across the Upper Harbour, including residents where there has been a loss of park land. 

32.     After considering the Upper Harbour Local Board’s views staff have reviewed the list of projects proposed to be allocated the NZTA’s compensation funding. The planning stages for projects recommended to the local board for funding varies.  Most of the projects are in the early planning stages.

33.     Scott Point Sustainable Sports Park is in the advanced planning stages. Currently there is insufficient funding in the approved three-year growth programme (FY20-22) to start this project. Allocating NZTA funding to this project would accelerate the delivery of new sports fields.

34.     Indicative costings for the projects prioritised by the local board confirm that funding allocated to three projects rather than six is more realistic for the successful delivery of park improvement projects.

35.     Indicative costings for the three recommended park improvement projects are summarised in Table 3.  Assumptions have been made due to limited information for the park improvement projects in Caribbean Sportsfield/Unsworth Reserve and Rosedale Park.

Table 3 Summary of indicative costs for park improvement projects

Indicative costs for park improvement projects

 

Indicative Total Project Cost

Allocated
funding
FY2019/2020 – FY2021/2022

Funding not yet allocated

Caribbean Sportsfield/Unsworth Reserve (park assets)

$5.460m

$0.185m

$5.275m

Rosedale Park (walking and cycling trails)*

$1.567m

$0

$1.567m

Scott Point Sustainable Sports Park (park assets – stage one)

$19.0m

$4.8m

$14.2m

*Funding has been allocated for the refreshed Greenways Plan.  The local board have not prioritised funding at this time as the plan has not been approved.

36.    Staff recommend that the Finance and Performance Committee allocate compensation funding for three park improvement projects. They scored highly against the decision-making principles, are priority projects for the local board and will provide a range of recreation opportunities:

·    Caribbean Sportsfield/Unsworth Reserve – new park assets. Currently being advanced through the planning stages.

·    Rosedale Park – walking and cycling trails. These will connect to the Northern Corridor shared path. There is an existing network of trails that need to be connected. 

·    Scott Point Sustainable Sports Park – new park assets. Currently being advanced through the planning stages.


 

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

37.     Customer and Community Services will work with the local board to implement the agreed projects if funding is allocated by the Finance and Performance Committee.

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

Local impacts and local board views

38.     Auckland Council seeks to provide new recreational opportunities in the Upper Harbour Local Board area to offset the loss of open space following compulsory acquisition by the NZTA.

39.     The Upper Harbour Local Board resolved at its 20 June 2019 meeting (refers UH/2019/67)

a)     request that the Finance and Performance Committee allocate the compensation funding provided by the New Zealand Transport Agency (noting that this is currently $6.044 million but that further compensation in respect of Rook Reserve and Rosedale Landfill site is still under negotiation), following their compulsory acquisition of open space land in the Upper Harbour Local Board area, to fund the following park improvement projects, as these projects are already within advanced stages of planning and consenting:

i)      development of park assets, play spaces and supporting infrastructure at Caribbean sports field and Unsworth Reserve

ii)     development of walking and cycling trails (greenways) at Rosedale Park

iii)    development of Scott Point Sustainable Park, in the event there is any remaining funding, for the following reasons:

A)    the project meets two of the three criteria listed in the report: ‘identified in a local board strategic document; in an area facing significant population growth where no further land may be acquired for open space’

B)    the project will become both a regional and sub-regional facility which will be beneficial to residents from across the local board area, as well as neighbouring local boards.

b)    note that more accurate costings for these projects will be developed as they move through the Community Facilities asset development process.

c)    exercise the local board chairperson/deputy chairperson’s speaking rights at the Finance and Performance Committee meeting where this matter is considered, to provide input directly to the committee.

Tauākī whakaaweawe Māori

Māori impact statement

40.     Approximately five per cent of the population in the Upper Harbour Local Board area are Māori.

41.     The provision of quality parks and open spaces has broad benefits for Māori, including:

·    facilitating participation in outdoor recreational activity

·    helping make Auckland a green, resilient and healthy environment consistent with the Māori world view of the natural world and their role as kaitiaki.

Ngā ritenga ā-pūtea

Financial implications

42.     Auckland Council has received compensation of $6.044 million from the NZTA for the loss of open space. This open space was service property and therefore the service property optimisation policy applies, which allows for the revenue received to be applied to the provision of further service property.

43.     Capital budgets for the appropriate departments would be increased by $6.044 million over the next three years for the three projects in the Upper Harbour Local Board area. The budget would be allocated more specifically as the detailed costs and project timings are determined.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

44.     No significant risks have been identified if the Finance and Performance Committee allocate this funding to the local board. The committee previously agreed to consider providing funding to improve existing parks in the Upper Harbour Local Board area to offset the loss of open space. The proposal also conforms with the service property optimisation approach.

Ngā koringa ā-muri

Next steps

45.     If approved, staff will implement the park improvement projects.

46.    Additional financial compensation will be provided by the NZTA once agreement has been reached on the market value of the land at Rook Reserve and Rosedale Landfill. Approval by the Finance and Performance Committee will be sought for the allocation of this additional compensation funding once it has been received from the NZTA.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Projects in the proposed work programme that have a funding shortfall for delivery FY2018/2019 - FY2021/2022

19

Ngā kaihaina

Signatories

Author

Wendy Rutherford - Principal Policy Analyst

Authorisers

Kataraina Maki – General Manager - Community & Social Policy

Matthew Walker - Group Chief Financial Officer

 


Finance and Performance Committee

23 July 2019

 


 


Finance and Performance Committee

23 July 2019

 

Council-controlled Organisations - Approval of 2019-2022 Statements of Intent

File No.: CP2019/10987

 

  

Te take mō te pūrongo

Purpose of the report

1.       To approve the statements of intent for Auckland Council’s five substantive council-controlled organisations, and three legacy council-controlled organisations (CCOs). 

Whakarāpopototanga matua

Executive summary

2.       This report recommends that the Finance and Performance Committee approve the statements of intent for council’s substantive CCOs – Auckland Transport, Watercare Services Limited, Auckland Tourism, Events and Economic Development Limited, Regional Facilities Auckland and Panuku Development Auckland Limited for 2019-2022.

3.       The statement of intent sets out the objectives and activities of each CCO for the next three years. Following the council’s letters of expectations in December 2018 and shareholder comments on the draft statements of intent in April 2019, the CCOs submitted their final statements of intent for 2019-2022 in June 2019.

4.       Staff have determined that the final statements of intent address the matters raised in the council’s shareholder feedback on the draft statements and recommend that they are approved.

5.       The council has also received statements of intent from two legacy CCOs. Staff recommend that the statements of intent for the Community Education Trust Auckland and the Contemporary Art Foundation are approved and that the Manager of CCO Governance and External Partnerships is delegated the authority to approve the final statement of intent for the Mangere Mountain Education Trust 2019-2022.

 

Ngā tūtohunga

Recommendation/s

That the Finance and Performance Committee:

a)      approve the statements of intent for Auckland Transport, Watercare Services Limited, Auckland Tourism, Events and Economic Development Limited, Regional Facilities Auckland, and Panuku Development Auckland Limited for 2019-2022

b)      note that the Auckland Tourism, Events and Economic Development Limited Board is currently finalising the targets and benchmarks for three of its performance measures in its 2019-2022 statement of intent

c)      delegate to the Chair and Deputy Chair of Finance and Performance committee the authority to comment and/or approve the final Auckland Tourism, Events and Economic Development Limited performance measures for inclusion in the 2019-2022 statement of intent

d)      approve the statements of intent for the Community Education Trust Auckland and the Contemporary Art Foundation for 2019-2022

e)      delegate to the Manager of CCO Governance and External Partnerships the authority to approve the final Mangere Mountain Education Trust 2019-2022 statement of intent.

 

Horopaki

Context

Substantive council-controlled organisations

6.       The statement of intent sets out the objectives and activities of each CCO for the next three years. It serves as a basis for accountability to the council, as the shareholder, and provides an opportunity for the council to influence each organisation’s direction. The requirements for statements of intent are set out in Schedule 8 of the Local Government Act 2002 (LGA).

7.       The council sent a letter of expectation to each of the five substantive CCOs in December 2019. Each of the CCOs provided draft statements of intent on 1 March 2019. The council considered these draft statements of intent on 16 April 2019 (FIN/2019/36) and the CCOs were advised of council’s shareholder comments.  On 30 June 2019 the CCOs provided council with their final board-approved statements of intent.

8.       Under the LGA, the council has the ability to modify a statement of intent to ensure it adequately reflects the council’s strategic priorities if it considers that is necessary.

Legacy council-controlled organisations

9.       The legacy CCOs also provided draft statements of intent to the council on 1 March 2019. The Community Education Trust Auckland (COMET Auckland) submitted a final statement of intent. The final statement of intent of the Contemporary Art Foundation remains unchanged from the draft statement of intent due to there being no substantive shareholder comments.

Tātaritanga me ngā tohutohu

Analysis and advice

Approval of Statements of Intent 2018-2021

10.     Staff have reconciled shareholder comments against the final statements of intent and the 10-year Budget 2018-2028 (LTP). This reconciliation is provided at Attachment A.

11.     Staff consider that no major modifications are required for the statements of intent.

12.     The statements of intent are provided in attachments B–F as follows: 

·   Auckland Transport (Attachment B)

·   Watercare Services Limited (Attachment C)

·   Panuku Development Auckland Limited (Attachment D)

·   Auckland Tourism, Events and Economic Development Limited (Attachment E)

·   Regional Facilities Auckland (Attachment F).

Auckland Transport

13.     The final Auckland Transport statement of intent addresses all the matters raised in the shareholder feedback and there are no issues for modification.

14.     In response to resolutions passed by the Finance and Performance Committee on 16 April 2019 (specifically FIN/2019/36 resolution (k)), a workshop was held with Auckland Transport on 24 June 2019 to address the issues raised.  The statement of intent reflects the outcomes of this workshop and provides for Auckland Transport to undertake ongoing improvements in its engagement approach (see page 11 of the final statement of intent).  This will support other related processes which Auckland Transport is also part of, such as the Governance Framework Review. 


 

15.     The statement of intent also includes three increased targets compared to their equivalents in the LTP as follows:

·     Public transport patronage targets are increased to reflect the growth in the last year (from 100.6m people to 103.6m people for 2019-2020).

·     Public transport punctuality targets have been increased from 95 per cent for the period 2018-2028 to 95.5 and 96.0 per cent for the 2020-2021 and 2021-2022 years.

·     Morning peak period lane productivity targets have been increased to reflect an Auckland Transport evaluation exercise to establish better targets.  The target has increased from 24,000 in the LTP to 27,500 in the final statement of intent (measured across 30 monitored sites: people per lane per hour x average speed).

16.     Quarterly reporting on these three targets will be against the statement of intent targets rather than the out-of-date LTP targets.

Watercare Services Limited

17.     The final Watercare Services Limited statement of intent addresses all the matters raised in the shareholder feedback and there are no issues for modification.  Changes of note to the final statement of intent are the inclusion of a summary of the proposed arrangement for Watercare to provide three waters services in Waikato district and the work programme for Watercare’s climate change strategy.

Panuku Development Auckland Limited (Panuku)

18.     The Panuku final statement of intent addresses all the matters raised in the shareholder feedback and there are no issues for modification.

19.     Changes to the final statement of intent of note include:

·       two new measures for climate change

·       amendments to the financial section to reflect the recent transfer of ownership of waterfront land from Panuku to Auckland Council

·       Panuku has been working closely with mana whenua to better understand how they can work together for mutual benefit. This is reflected in the statement of intent and explicitly aligns with council’s Maori Responsiveness Framework. Engagement and feedback from the Kaitiaki Forum has been incorporated.

Auckland Tourism, Events and Economic Development Limited (ATEED)

20.     The final ATEED statement of intent addresses all the matters raised in the shareholder feedback and there are no issues for modification.

21.     At the time of writing, the benchmark and target data for KPI1, KPI3 and KPI5 was not available for inclusion in the final 2019-22 statement of intent, as the methodology and data is currently being audited.  ATEED’s annual reporting for 2018/19 also requires this information and ATEED anticipate this being available from 30 July 2019. 

22.     Council has the ability to comment on the finalised performance measures.  It is recommended to delegate to the Chair and Deputy Chair of the Finance and Performance committee the ability to make any comment on the final performance measures, and to approve these on behalf of council.

23.     Changes to the final statement of intent of note include:

·       some refinement to the priority projects in ATEED’s strategic framework, which were; APEC, America’s Cup and Manukau.  The APEC and America’s Cup projects have been grouped under ‘Auckland 2021’, Manukau has been reframed as ‘South and West regeneration’ and a new priority project ‘InvestAKL’ has been included.  InvestAKL covers the Auckland investment story, including the associated governance and reporting framework (an action from the s17A review)

·       under the ‘Approach to Governance’ section, the reference to the FoodBowl (part of the New Zealand Food Innovation Network) has been removed.  Further to an information memorandum sent to the Governing Body in late June 2019, ATEED will be transferring its one third joint venture shareholding in the FoodBowl to Callaghan Innovation (which holds the remaining two-thirds).

Regional Facilities Auckland

24.     The final statement of intent addresses all the matters raised in the shareholder feedback and there are no issues for modification.

Community council-controlled organisations

25.     Staff have reviewed the final statements of intent of two of the legacy CCOs, the Contemporary Art Foundation (Attachment G) and COMET Auckland (Attachment H) and recommend that they are approved as they address the matters raised in the shareholder comments.

26.     Staff are working with the Mangere Mountain Education Trust (MMET) on its final statement of intent, however, there were no major issues with the draft provided by MMET in February 2019.  It is therefore recommended that the authority to approve the final MMET statement of intent is delegated to the Manager of CCO Governance and External Partnerships.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

27.     Council staff have advised the CCOs of the content of this report.

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

Local impacts and local board views

28.     The Governing Body has allocated responsibility for the governance of CCOs to the Finance and Performance Committee. 

29.     The reconciliation exercise between the final statements of intent and the shareholder comments ensured that issues relating to local boards were addressed as required in the shareholder comments. 

Tauākī whakaaweawe Māori

Māori impact statement

30.     The statements of intent contain each CCOs’ contribution to Māori outcomes. The performance of each CCO on these issues is reported on each quarter.

31.     The Independent Māori Statutory Board was consulted on the final statements of intent and has confirmed that the issues it raised in the shareholder comments have been addressed.

Ngā ritenga ā-pūtea

Financial implications

32.     There are no financial implications associated with these decisions.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

33.     There are no risks associated with approving the CCOs’ statements of intent. Council staff are undertaking a review of the statement of intent process, but this will not affect the timing of this approval and these statements of intent.

Ngā koringa ā-muri

Next steps

34.     If the committee approves the statements of intent, each of the substantive CCOs will report on their performance every quarter. The first quarterly performance reports will be presented to the relevant committee in December 2019. 

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Reconciliation table : CCO Statements of Intent with shareholder feedback

27

b

Auckland Transport, Statement of Intent 2019-2022

35

c

Watercare Services Limited Statement of Intent 2019-2022

71

d

Panuku Development Auckland Statement of Intent 2019-2022

101

e

Auckland Tourism, Events and Economic Development Statement of Intent 2019-2022

133

f

Regional Facilities Auckland Statement of Intent 2019-2022

159

g

Contemporary Art Foundation Statement of Intent 2019-2022

187

h

COMET Auckland Statement of Intent 2019-2022

203

     

Ngā kaihaina

Signatories

Authors

Claire Gomas - Principal Advisor

Sarah Holdem - Principal Advisor

Edward Siddle - Principal Advisor

Sarah Johnstone-Smith - Principal Advisor

Authorisers

Alastair Cameron - Manager - CCO Governance & External Partnerships

Phil Wilson - Governance Director

Matthew Walker - Group Chief Financial Officer

 


Finance and Performance Committee

23 July 2019

 


 


 


 


 


 


 


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23 July 2019

 

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23 July 2019

 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


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Finance and Performance Committee

23 July 2019

 

Group Business Case Policy

File No.: CP2019/11879

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To approve the group policy for business cases.

Whakarāpopototanga matua / Executive summary

2.       The last of five group financial policies to be developed in conjunction with the council-controlled organisations (CCOs) relates to business cases.  Good business case disciplines are important to achieve value for money and support effective decision-making. 

3.       A draft group business case policy has been prepared incorporating feedback from the management of each CCO but has yet to be considered at board level.

 

Ngā tūtohunga

Recommendation/s

That the Finance and Performance Committee:

a)      endorse the draft group business case policy in attachment A of this report.

b)      delegate approval of the final group business case policy to the Chair of the Finance and Performance Committee and the Group Chief Financial Officer following feedback from the council-controlled organisation boards.

c)      note that this is the last of the group financial policies to be developed as set out in Mayor Phil Goff’s letters of expectation addressed to the council-controlled organisations, dated 21 December 2016.

 

Horopaki

Context

4.       The group financial policies to be developed were set out in Mayor Phil Goff’s letters of expectation addressed to CCOs, dated 21 December 2016. The policies to be developed were business cases, procurement, treasury, insurance, and sensitive spending.

5.       All group policies have now been developed and approved except for the business case policy.

Tātaritanga me ngā tohutohu

Analysis and advice

6.       The purpose of this policy is to ensure consistent business case practice and governance is applied across the council group to achieve value for money in alignment with Auckland Council ‘Better Business Case’ standards, ten-year budget, and Auckland Plan outcomes.

7.       The principles of the policy are commitment to best practice project and programme management, transparency, promoting effective governance, efficient and effective processes that are fit for purpose, and good record keeping.


 

8.       Good business case practice and the use of business cases to inform investment decisions are necessary for effective decision making. The local government funding and financing draft report (2019) by the New Zealand Productivity Commission concluded that “Good information to support decision makers, including high-quality, comprehensive and transparent financial and risk reporting to councillors, and the use of business cases to inform investment decisions” is a success factor in supporting good decision making.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

9.       The protocol for the development of group financial policies was approved by the Governing Body on 27 April 2017.

10.     Council and CCOs have worked collaboratively in line with the protocol to develop the draft group policy on business cases.

11.     The attached draft policy incorporates feedback received from management of each CCO, however it is subject to approval from each of the CCO boards.

12.     It is recommended that the Chair of the Finance and Performance Committee and Group Chief Financial Officer approve the final policy following feedback from the CCO boards.

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

Local impacts and local board views

13.     Local boards were not consulted on this policy as this is a region-wide issue and not specific to a particular board.

Tauākī whakaaweawe Māori

Māori impact statement

14.     There would not be any particular impact on Maori, however following good business case practice will lead to better outcomes for all of our community.

Ngā ritenga ā-pūtea

Financial implications

15.     There is no direct financial implication from implementing this policy, however it may promote better informed financial investment decisions.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

16.     There are no direct risks of implementing this policy, however following good business case practice promotes early identification and management of project and programme risks.

Ngā koringa ā-muri

Next steps

17.     If the Finance and Performance Committee delegates approval of the final group business case policy to the Chair of the Finance and Performance Committee and Group CFO, they can approve the final policy, and any required amendments, once feedback is received from each CCO board at the next CCO board meetings.

18.     This is a policy that we expect to evolve over time. We intend to work with CCOs to further standardise the group approach to business cases and update this policy as required.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Draft Auckland Council Group Business Case Policy

223

     

Ngā kaihaina

Signatories

Author

Deanna Begg - Strategic Portfolio Analyst

Authorisers

Ross Tucker - General Manager, Financial Strategy and Planning

Matthew Walker - Group Chief Financial Officer

 


Finance and Performance Committee

23 July 2019

 

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Finance and Performance Committee

23 July 2019

 

Summary of Finance and Performance Committee information memorandum and briefings, including the Forward Work Programme - 23 July 2019

File No.: CP2019/11633

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To note the progress on the forward work programme appended in Attachment A.

Whakarāpopototanga matua

Executive summary

2.       This is a regular information-only report which aims to provide greater visibility of information circulated to committee members via memo-briefing or other means, where no decisions are required.

3.       The following memos were circulated to members:

Date

Subject

18/6/2019

Memo from Rod Aitken, Head of Corporate Property regarding the disposal of 35 Graham Street – Attachment B

4/7/2019

Memo from Ross Tucker, General Manager – Financial Strategy and Planning regarding the Productivity Commission inquiry into local government funding and financing: release of draft report and call for submissions – Attachment C

4.      The following workshops/briefings have taken place:

Date

Workshop/Briefing

23/5/2019

Insurance Renewal Strategy - Confidential Workshop – no attachment

12/6/2019

Unlock Northcote Programme Description and Indicative Financials (Joint workshop with Planning Committee) – Confidential workshop – no attachment

12/6/2019

Shareholder approval for ATEED transaction - Confidential Workshop - no attachment

5.      This document can be found on the Auckland Council website, at the following link:

http://infocouncil.aucklandcouncil.govt.nz/

at the top left of the page, select meeting/Te hui “Finance and Performance Committee” from the drop-down tab and click “View”;

under ‘Attachments’, select either the HTML or PDF version of the document entitled ‘Extra Attachments’.

6.       Note that, unlike an agenda report, staff will not be present to answer questions about the items referred to in this summary.  Committee members should direct any questions to the authors.

 


 

 

 

Ngā tūtohunga

Recommendation/s

That the Finance and Performance Committee:

a)      note the progress on the forward work programme

b)      receive the Summary of Finance and Performance Committee information memorandum and briefings – 18 June 2019.

 

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Finance and Performance Committee Work Programme 2019/2010

227

b

Memo from Rod Aitken, Head of Corporate Property regarding the disposal of 35 Graham Street (Under Separate Cover)

 

c

Memo from Ross Tucker, General Manager – Financial Strategy and Planning regarding the Productivity Commission inquiry into local government funding and financing: release of draft report and call for submissions (Under Separate Cover)

 

     

Ngā kaihaina

Signatories

Author

Sandra Gordon - Senior Governance Advisor

Authoriser

Matthew Walker - Group Chief Financial Officer

 


Finance and Performance Committee

23 July 2019

 

 

Komiti ā Pūtea, ā Mahi Hoki
Finance and Performance Committee
FORWARD WORK PROGRAMME TO 30 JUNE 2020

 

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 2019/20 are:

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 2020/2021 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

 

Q1
Jul-Sept
23 July
20 Aug
11 Sept
17 Sept

Q2
Oct-Dec
Dates TBA


Q3
Jan-Mar

Dates TBA


Q4
Apr-June

Dates TBA


 

Planning and Funding

 

GM Financial Strategy & Planning

Annual Budget

Statutory process

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

 

Nov
Dec

 

 

 

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

As required

 

GM Financial Strategy & Planning

Development contributions policy

Statutory requirement to have a DC policy

·     Review and update for adjustments to DC policy

·     Review for amendments to LGA regarding community wellbeing

The GB has Adopted the Development Contribution policy (13 December 2018)

 

 

 

 

 

GM Financial Strategy & Planning

Rating Policy and process

Rating

 

 

 

 

 

 

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

 

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 and now Completed

 

 

 

 

 

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.

Decisions relating to Colin Dale Park

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

 

TBA

 

 

 

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 memo in August 2019

Aug

 

 

 

 

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

 

Nov/Dec

 

 

 

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

 

 

 

 

Reporting and Performance

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

 

 

Mar

 

CCO/External Partnerships

CCO Statements of Intent and POAL Statement of Corporate Intent

·     Shareholder feedback on draft SOIs –Aug

·     Letters of Expectation for 2019/2020 SOIs – Nov

·     Shareholder comments on draft 2019/2020 SOIs – Apr

·     POAL draft Statement of Corporate Intent - Aug

Agree 2019/2010 Letters of Expectation

Approve 2019/2020 CCO Statements of Intent and POAL Statement of Corporate Intent

 

 

July
Aug



Nov




 

 

Manager Corporate & Local Board Performance

Performance Reporting quarterly - parent

To monitor council parent financial and non-financial performance results

Receive generally no decisions

 

17 Sept

Nov/Dec

 

 

GM Financial Strategy & Planning

Performance Reporting quarterly – CCOs

To monitor CCO financial and non-financial performance results, including CRLL

Receive validate/challenge

 

17 Sept

Nov/Dec

 

 

GM Financial Strategy & Planning

Performance Reporting quarterly - group

To monitor Auckland Council group financial performance

Receive generally no decisions

 

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

July

 

 

 

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.

 

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

 

 

 

 

 

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

 

 

 

 

 

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 – approve ARAFB draft

·     May and June 2019 - nine amenities present to F&P committee

Decision to approve submission on draft Funding Plan

Decision to approve levies

 

 

 

 

 

 

 

 

 

 

Parks, Sports and Recreation

Loan restructuring (committee dates as required)

Responding to proposals and recommendations

Decision to approve proposed restructuring

 

 

 

 

 

GM Financial Strategy & Planning

Local Government finance and funding

 

Approve submission to the Productivity Commission

Aug

 

 

 

 

 


 

 

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

16/5/19 – Memorandum on Venue Development Strategy, Western Springs Speedway and Colin Dale Park

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

18/6/19 - Update on the independent assessment of expenditure incurred by Auckland Council to deliver Māori outcomes   FIN/2019/66

19/6/19 – Auckland Council Group and Auckland Council quarterly performance reports to 31 March 2019   FIN/2019/71 and 73

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

 

16/4/19 – Proposed Shareholder Comments on Draft Council-Controlled Organisation 2019-2022 Statements of Intent   FIN/2019/37 – FIN/2019/44

Manager Corporate & Local Board Performance

Performance Reporting quarterly – Auckland Council

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

19/6/19 – Auckland Council Group and Auckland Council quarterly performance reports to 31 March 2019   FIN/2019/71 and 73

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

19/3/19 – Workshop related to Governance of community entities

19/6/19 – Auckland Council Group and Auckland Council quarterly performance reports to 31 March 2019   FIN/2019/71 and 73

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

19/6/19 – Auckland Council Group and Auckland Council quarterly performance reports to 31 March 2019   FIN/2019/71 and 73

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

30/4/19 – Memorandum relating to 35 Graham Street

6/7/19 – Memorandum relating to North/West hub EOI

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

21/5/19 – Presentations from the Auckland Regional Amenities Funding Board   FIN/2019/47

18/6/19 – Presentations from the Auckland Regional Amenities Funding Board   FIN/2019/59

Parks, Sports and Recreation

Loan restructuring (committee dates as required)

Decision to approve proposed restructuring

 

GM Financial Strategy & Planning

Local Government finance and funding

Approve submission to the Productivity Commission

19/2/19 – Submission to Productivity Commission on Local Government Funding and Financing    FIN/2019/10

20/5/19 – Memorandum regarding Local Government (Community Well-being) Amendment Act 2018

 

 

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 2019/2020

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

22/5/19 – Overview of decision making for the Annual Budget 2019/2020 and the proposed amendment to the 10-year Budget 2018-2028   FIN/2019/51
22/5/19 - Annual Budget 2019/2020 - local board feedback and advocacy   FIN/2019/52
22/5/19 - Annual Budget 2019/2020 - Mayor's final proposal   FIN/2019/53
22/5/19 – Land transfers within the council group   FIN/2019/54
22/5/19 – Rates and fee issues for Annual Budget 2019/2020   FIN/2019/55
22/5/19 - Adoption of the recommendations of the 22 May 2019 Finance and Performance Committee's Annual Budget 2019/2020 and the proposed amendment to the 10-year Budget 2018-2028   GB/2019/40

20/6/19

Annual Budget 2019/2020 (Adoption by Governing Body)

20/6/19 – Adoption of the Annual Budget 2019/2020 and the amendment to the 10-year Budget 2018-2028   GB/2019/54-56

20/6/19 – Rates setting 2019/2020  GB/2019/57

 

 

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

 

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

 

18/6/19

Report - Kia Puāwai/Unlock Pukekohe High Level Project Plan (Unlock Pukekohe)

FIN/2019/61

 

18/6/19

Report – 131 Clark Road, Hobsonville; 275 St Johns Road, St Johns and 303 Te Irirangi Drive, Clover Park

FIN/2019/63

 

18/6/19

Report – part of 2-4 and 6 Henderson Valley Road, Henderson

FIN/2019/64

 

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] Rosedale Landfill is not currently a service asset, but there are long-standing plans, dating back to the legacy North Shore City Council, to use the land to provide a range of recreational opportunities. Implementation of these plans has been delayed due to ongoing land instability and methane gas emissions.

[2] The population of the Upper Harbour Local Board area in 2018 was estimated at 67,148. Council growth models project that the Upper Harbour Local Board area will grow by 30,866 people, or 10,288 households (average of a 3-person household), by 2028. Data projections over the next 30 years, show the areas anticipated to have the most growth are Albany, Hobsonville corridor, Hobsonville Point, Scott Point and Whenuapai. Of these areas, Albany is the only area where council is not actively acquiring additional open space.