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Council
Controlled Organisation Direction and Oversight Committee
05 December
2022
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Quarter
one performance reports 2022/2023 for substantive council-controlled
organisations and Ports of Auckland Limited
File No.: CP2022/16183
Te take mō te
pūrongo
Purpose of the report
1. To
receive a high-level summary of the substantive
Council-Controlled Organisation (CCO) and Ports of Auckland Limited (POAL)
first quarter reports (period ending 30 September 2022).
Whakarāpopototanga matua
Executive summary
2. Under
Auckland Council’s accountability framework, each substantive CCO must
provide a quarterly report to the relevant committee. The reports for the first
quarter of 2022/2023 are contained in Attachments A to C and are measured
against the updated (previous) 10-year Budget and the 2022-2025 Statements of
Intent (SOIs).
3. Under
the Memorandum of Understanding between POAL and Auckland Council, and the
Statement of Corporate Intent, POAL is required to provide a quarterly report
to the council as shareholder. The report for the first quarter of 2022/2023 is
contained at Attachments D.
4. The
table below summarises the key matters for consideration from the quarter one
reports:
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CCO
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Key points from Q1
report
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Eke Panuku
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· Eke Panuku net operating budget was $4.3
million favourable to budget, driven by the favourable financial results from
the council property portfolio managed by Eke Panuku. Capital spend was $13
million (66 per cent against year-to-date budget).
· Eke Panuku noted they have had a solid start
to the year, reflected in their urban regeneration and property portfolio
business to date and progress on significant projects planned for the year.
· Eke Panuku has 12 performance measures of
which 9 are on track to meet their targets and 3 have not been measured this
quarter.
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Tātaki
Auckland Unlimited
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· Tātaki Auckland Unlimited had a net
direct expenditure of $26.4 million, which was $2.9 million favourable to
budget, due to changes in the timing of planned programming, with lower
expenditure and better than expected event revenues. Capital spend was $6.9
million (38 per cent against year-to-date budget).
· After COVID-19 related restrictions hampered
much of its operations over 2021/2022, TAU was finally able to operate at
full capacity and without any restrictions in quarter one of 2022/2023.
· TAU is looking forward to providing
Aucklanders and visitors an event-rich and vibrant summer season and local
businesses can finally welcome all international visitors.
· TAU has 11 SOI performance measures of which
eight are on track to being achieved and three have not been measured this
quarter.
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Watercare
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· Watercare’s direct revenue was $6.8
million lower than budgeted, reflecting lower revenue from development.
Direct expenditure was over budget by $4 million due to higher contractor
costs and additional maintenance costs after weather events. Capital spend was $176.4 million (98.7 per
cent against year-to-date budget).
· The Citizens Assembly deliberated and
reached a consensus to recommend recycled wastewater as the preferred future
water source to the Watercare board, and for Watercare to undertake
significant public education to address any concerns over water quality.
· Onehunga water treatment plant was closed in
October 2022 to ensure the new PFAS (per-and poly-fluorinated alkyl
substances) standards by the water quality regulator Te Arowai are
consistently met. The closure impacts negatively on water supply
diversity, a key shift highlighted in the Auckland Water Strategy.
· Watercare staff turnover stands at
18.7%. Attraction and retention of personnel is a key risk for
significant programmes like the Central Interceptor.
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Ports of Auckland
Limited
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· This is the first quarterly report after the
reset of the business under new leadership. Some tangible steps have been
taken to achieve performance improvements. Council will monitor the progress and results of the reset.
· Net profit after tax for the first quarter
is approximately $3 million more favourable than budget, primarily due to
higher container transport and storage revenue as well as breakbulk revenue.
· Capital delivery is currently below budget
due to timing differences between the plan and the actual spend. Full year
spend forecast is $49 million, in line with the latest Statement of Corporate
Intent projection.
· Key non-performance productivity measures
are behind target for quarter one due to unplanned staff absences, bad weather, and the poor
condition of some ships.
· POAL is making progress on a range of safety
and wellbeing initiatives post CHASNZ review.
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Ngā tūtohunga
Recommendation/s
That the Council Controlled
Organisation Direction and Oversight Committee:
a)
whiwhi / receive the
2022/2023 first quarter reports of the substantive Council-Controlled
Organisations and Ports of Auckland Limited, provided as Attachments A to D of
the agenda report.
Horopaki
Context
5. Each
substantive CCO must provide a quarterly report to the relevant committee. They
are required to:
· summarise
the CCO’s performance against the approved budget and agreed targets in
the 10-year Budget and SOI
· provide
a forecast of the CCO’s performance
· identify
the cause of major variances
· highlight
major achievements for the quarter
· signal
any potential or developing issues.
6. The
reports for the first quarter of 2022/2023 are contained in attachments A to C.
7. Under
the Memorandum of Understanding between POAL and Auckland Council, and the
Statement of Corporate Intent, POAL is to provide a quarterly report to the
council as shareholder. Council and POAL have agreed a format similar to the
quarterly report for substantive CCOs.The report for the first quarter of
2022/2023 is contained at attachment D.
Tātaritanga me ngā
tohutohu
Analysis and advice
Eke Panuku
Financial performance
8. Eke Panuku has been tracking well against its
net operating budget for the first quarter ($4.3 million favourable to budget),
driven by the favourable financial results from the council property portfolio
managed by Eke Panuku. Operating funding draw down from council was therefore
less than budgeted.
9. Direct revenue is slightly favourable to budget
largely due to additional rental income from tenancies (e.g. Bledisloe House
and some additional properties in Hobsonville and New Lynn) that have extended
their renting period for longer than anticipated when the budget was set.
10. Direct expenditure is $3.8 million favourable
compared to budget primarily due to timing delays in expenditure such as rates
expense, professional services and repair and maintenance cost. Most of these
costs are still expected to be incurred later this year with potential savings
to be assessed as the year progresses.
11. Capital expenditure is $13 million against a
year-to-date budget of $19.7 million (66 per cent). The delivery is behind
mainly due to a delay in acquisition that is going through public works
negotiation in Pukekohe. Timing differences between the actual spend and budget
phasing for construction works in Waiwharariki Anzac Square as well as delays
due to dependencies on Eke Panuku’s development partners in Avondale and
Ormiston also contributed to the lower than planned delivery.
Non-financial performance and other issues
12. Eke Panuku has 12 performance measures of which 5 are
10-year Budget measures. Nine of the 12 measures are tracked quarterly, two are
tracked annually (surveys) and one will not be measured this year.
13. Performance measures that are on track include the number
of net new dwellings built, square meters of public realm projects, capital
project milestones and asset sales. Managed portfolio and marina results are
also ahead of year-to-date budgets.
14. Due to programme changes following reforecasts, the target
that will not be measured this year is the completion of 1,000 square meters of
commercial / retail gross floor area (GFA) or net lettable area. This means no projects have been planned for completion this year. The reforecast relates to change in market conditions since the
10-year budget was set, affecting demand for retail and office space planned. This target is part of a wider 10-year Budget target of 30,000
square meters over the first three years of the 10-year Budget. Eke Panuku are evaluating whether this three-year target can be
met and will provide an update on this in quarter two reporting.
15. Urban regeneration highlights for the quarter include:
· completed
projects - Manukau’s Wiri walking and cycling bridge, additional
carparking spaces in Avondale and new safety balustrade in the Waterfront
· appointing
a design consortium to progress the Te Ara Tukutuku Plan (Wynyard Point).
The consortium will work on the public realm design of Wynyard Point.
· engagement
on the Pukekohe Masterplan with the Pukekohe community, supported by the
Franklin Local Board
· significant
community events were Haumi, a celebration of Wynyard Quarter’s 11th
anniversary and Matariki ki Uta in Manukau (led by iwi)
· updated selecting
development partners policy, which will support wider participation, innovation and revenue and provide greater clarity on
commercial opportunities for mana whenua.
16. Property portfolio management highlights for the quarter
include:
· West Haven Marina won the New Zealand Marina of
the Year Award and is the first New Zealand marina to receive Gold Anchor
accreditation.
Issues / risks
17. Eke
Panuku have noted the deterioration of the property
market, including lower confidence from the private sector on land sales. This
is due to significant cost increase for construction materials due to
inflation, increasing interest rates and weaker purchaser interest in residential
product given concerns over housing prices and availability of credit. A weakened property market will impact on Eke Panuku’ ability
to meet property sale, and housing and commercial development targets. Other risks include material supply, delays with statutory planning
processes and staff availability.
18. The Human Rights Review Tribunal hearing in
relation to the former Tavern Lane site development in Papatoetoe between
Auckland Council/Eke Panuku and Ngai Tai Waipareira Housing concluded in June
2022. The Tribunal findings are yet to be released.
Financial performance
19. Tātaki Auckland Unlimited had a net direct
expenditure of $26.4 million for the first quarter of this financial year,
which is $2.9 million favourable to budget. This favourable variance is
primarily due to changes in the timing of planned programming, which lead to
lower expenditure and better than expected event revenues.
20. Direct revenue is $13.4 million favourable to
budget due largely to the unbudgeted NZ Government Activate and Reactivate
Tāmaki Makaurau programme, alongside better than expected event revenues.
21. Direct expenditure is $10.5 million unfavourable
to budget, which is due to the corresponding unbudgeted Activate and Reactivate
Tāmaki Makaurau expenditure. This expenditure is fully covered by the
government grant revenue provided for the programme with a positive financial
benefit to TAU at the net programme level.
22. Capital spend is $6.9 million for the first
quarter of the year, against a September year-to-date budget of $18.3 million
(38 per cent). The lower capital delivery as noted by TAU is due to delays in
securing labour as a result of the abundance of work in the market. Material
and construction cost escalation has also led to extended business casing
period and delayed the commencement of capital works.
Non-financial performance and other issues
23. TAU has 11 SOI measures, of which 7 are 10-year Budget measures.
Eight of the 11 measures are tracked quarterly, one is a six-monthly measure and two are annual measures.
24. At the end of quarter one, eight performance measures are on track
to being achieved and three have not been measured. These three measures are:
· percentage of Auckland residents surveyed who consider that
Tātaki Auckland Unlimited programmes, events and exhibitions enrich their
lives (reported annually). The target for this measure is 70 per cent,
which TAU has met or exceeded for the past three years
· attributable value of private sector investment secured
during the year (reported six-monthly)
· percentage change in greenhouse gas emissions against
2018/19 baseline (reported annually).
25. Highlights for quarter one include:
· a steady increase in visitation numbers across all TAU venues
and events since the NZ borders were fully reopened on 31 July (including the
maritime border). The COVID-19 Protection Framework (traffic lights) was
removed on 13 September. TAU venues welcomed over 500,000 ticketed attendees
over the quarter.
· Auckland Stadiums enjoyed a busy return to event activity
throughout quarter one including four New Zealand Warriors matches and Listen
In at Mt Smart – as well as NPC rugby and Chatham Cup / Kate Shepherd Cup
football at North Harbour Stadium.
· TAU’s refurbishment of Te Pokapū Aotea Centre
was recognised at the Property Industry Awards by winning Merit in the Civic,
Health & Arts Category.
· 20 July marked one year to go until the opening match of
the FIFA Women's World Cup 2023 at Eden Park. To mark the milestone, city
landmarks lit up the night sky with imagery featuring in national and
international media.
· TAU supported the return to Auckland of the World Rally
Championship which kicked off on 29 September. Seventeen stages were hosted
across the region, including special stages at Auckland Domain and Jacks Ridge.
Issues / risks
26. Tātaki Auckland Unlimited has highlighted
that even though the borders have re-opened, some key
issues remain of concern, including hospitality staffing shortages, rising
costs, delays, and the slow burn return of tourism and associated revenue and
visitor numbers.
27. Auckland’s reputation as a screen friendly
city is a risk flagged again by TAU, as it becomes increasingly
difficult for location shoots
to take place due to permit regulations. TAU is seeking a Plan Change in the
Auckland Unitary Plan which will reflect the needs of all stakeholders.
Watercare
Financial performance
28. Watercare’s net direct revenue is $142.2
million, $10.8 million unfavourable to budget for the first quarter of the
year.
29. Direct revenue is $6.8 million unfavourable to
budget due mainly to lower than budgeted infrastructure growth charges
revenues, some of which was paid by developers in the last quarter of financial
year 2021/2022. Commercial water consumption is also lower than the plan for
the period, which is partially offset by the additional operating grant
received from Kāinga Ora for shovel ready projects.
30. Direct expenditure is unfavourable to budget by
around $4 million primarily due to higher than budgeted use of contracted
labour and unplanned spend on repair and maintenance in response to extreme
weather events in the first quarter.
31. Capital delivery is $176.4 million (98.7 per
cent) against a year-to-date budget of $178.7 million, the slight underspend is
driven by delays in material delivery for the Central Interceptor Project.
Watercare expect the delivery to catch up in the remaining months and forecast
the total spend for the year still to be in line with the annual budget.
Performance measures and other issues
32. Watercare
has a total of 33 SOI measures, including 14 that are also measures in the
10-year Budget (LTP).
33. The
four measures which target was not met or on track in the quarter were:
· response time for attendance for urgent call-outs (drinking
water) - 61 minutes year-to-date median compared with a target of less than 60
minutes
· response time for attendance at sewerage overflows - 78
minutes year-to-date median compared with a target of less than 60
minutes. This target has consistently not been met in recent years,
although the target for resolving overflows in under five hours has been met.
· the number of wet weather overflows - an average of 2.21
per discharge location compared within a target of less than two a year. This
was influenced by storms in July.
· the target total recordable injury frequency rate (TRIFR)
per million hours worked was lowered to less than ten
in 2022/23 but was 16.11 in the quarter. With a large capital programme
underway, health and safety remains a focus for Watercare.
34. Drinking
water quality measures have been consistently met by Watercare. Enhanced
monitoring of water quality by Taumata Arowai comes into effect on 14 November
2022 with new Drinking Water Standards, Drinking Water Quality Assurance Rules,
and Aesthetic Values.
35. Highlights
and key progress for quarter one include:
· high
rainfall in the quarter has
resulted in full dams prior to summer
· Hunua 4 watermain was completed and bought into service in
the quarter to cater for population growth and provide additional resilience to
the water supply network
· mediation with appellants to the Huia Water Treatment Plant
replacement has been held and is scheduled to continue to 2023
· Watercare opened a new training centre to support industry
training for staff and contractors.
36. The Citizens
Assembly deliberated and reached a consensus to recommend recycled wastewater
as the preferred future water source to the Watercare board. The assembly
also recommended Watercare undertake significant public education to address
any concerns over water quality. The work of the assembly supports the
Empowered Aucklanders shift of the Auckland Water Strategy and decisions on
future water sources is an area of high interest for the council.
37. Waikato-Tainui
has dropped its appeal against the Board of Inquiry decision to grant Watercare
consent to draw an additional 150 million litres of water a day from the
Waikato River. One of the conditions requires Watercare to establish an
executive committee or board to investigate and address options for the
reduction of reliance on the awa by Watercare, including identifying
alternative water sources, and invite representation from tangata whenua onto
that executive committee. Watercare are continuing discussions
with Te Whakakitenga o Waikato Inc and council should continue to closely
monitor progress in this area.
38. An update on
the government’s Finance and Expenditure Select Committee’s report
on the Water Services Entities Bill was provided in a memo to elected members
on 17 November 2022. Further legislation required to complete the three waters
reforms is expected before the end of the year.
Issues / risks
39. Settlement
of COVID-19 claims have resulted in a six-month delay to the Central
Interceptor wastewater tunnel with the completion date now extended to June
2026. The Central Interceptor programme remains within budget but inflationary
pressures are a key risk.
40. Health
and safety risks are significant and there was a serious incident at a Central
Interceptor site in September. Watercare management are working with the
contractor on the review of the investigation.
41. Watercare
staff turnover stands at 18.7 per cent. Attraction and retention of
personnel is a key risk for significant programmes like the Central
Interceptor.
42. Concerns
about council’s autonomy during transition to the new water entities have
not, in the main, been addressed in the Water Services Entities Bill, leaving
decisions on functions and assets to be transferred largely to the
establishment entities.
Ports of Auckland Limited
Business Reset Progress
43. This
is the first quarterly report after POAL’s reset of the business under their
new leadership. The reset includes a shift in the strategic direction to focus
on core business and delivery. POAL aim to fix container operations, simplify
the business operations and structure, and institute strong capital discipline
and fiscal prudence. This is all with the end goal of significantly improving
the previous poor performance and providing a better return to the council
shareholder. Performance reporting for this financial year will closely monitor
the progress and results of the reset.
44. POAL
note tangible steps towards the business reset with a company-wide restructure,
which resulted in 30 roles disestablished (mainly in the head office), the
introduction of a revised senior leadership team, and the creation of a Project
Management Office to meet a recommendation of the independent report into the
automation project.
45. A
key focus for POAL’s reset is on improving the performance of the
container business. Quarter one has produced results below targets which are
discussed below. Work is ongoing in this area and POAL confirm that improving
container terminal productivity remains a key focus.
46. A
key milestone that the council will be looking for is POAL’s aim to
recommence berth windows by March 2023. POAL have undertaken engagement with
container lines to identify preferred windows and exchange sizes and are
working with Ports of Tauranga, Napier, and Lyttelton.
Financial performance
47. POAL’s
operating revenue is ahead of budget with a favourable variance of $4 million
for the first quarter. This is largely driven by strong transport and storage
revenue and higher than budgeted breakbulk revenue, which more than offset
lower revenue from the container business.
48. Direct
operating expense is $3 million higher than budget primarily due to increased
costs to support the increased transport and storage revenue.
49. Net
profit after tax is approximately $3 million higher than budget by the end of
September 2022. The full-year forecast remains at $35 million per its Statement
of Corporate Intent 2022-2025 projection.
50. Capital
expenditure is $8.5 million for the three-month period, against a budget of
$15.8 million (54 per cent of delivery) mainly due to timing and phasing
differences between the plan and actual spend. Two large areas of capital spend
planned for the first quarter relate to replacement straddles and the electric
tug.
Non-financial performance
51. Several key performance targets relating to
the container business are not on track for Q1:
· percentage of ships turned on time was 30.3 per cent - well
below the target of 75 per cent
· crane rate (as measured by MOT) was 24.1 - just below the
target of 25
· ship rate (as measured by MOT) was 42.5 - below the target
of 50
· TEU (Twenty-foot Equivalent Unit) throughput (000’s) was 8.5 per cent below target for quarter one.
52. Crane
and ship rates are not on target leading to ongoing delays for ships and lower
container volumes (the “TEU” metric). Reasons for the poor
performance include continued unplanned staff absences, bad weather, and poor
conditions of some ships.
53. Key
targets that are on track include:
· Container Terminal – Truck turnaround time (% turned
at less than 30 minutes) - 83.3 per cent above the target of 75 per cent
· multi-cargo average car dwell time (days) - 1.87 better
than target of 2.1 days
· percentage of land-side moves on
rail - 15.5 per cent above target of 14 per cent
Benchmarking
54. As
requested by the council, benchmarking is a new reporting feature from POAL for
FY22/23. The benchmarking for quarter one shows POAL is behind Tauranga and
Lyttelton in the main performance metrics. This will be something to monitor in
the assessment of the business reset.
Health and Safety
55. POAL
is making progress on a range of safety and wellbeing initiatives post CHASNZ
review including fatigue risk management, identifying critical risk activities
and a set of “Life Savers” (non-negotiable controls) established
for each and working with port industry and unions on national safety
initiatives.
Other Matters
56. The
new electric tug “Sparky” is in commercial service and exceeding
expectations. Sparky was named as one of TIME Magazine’s Best Inventions
for 2022.
57. POAL
reached agreement with the two appellants against the capital dredging and sea
disposal consents. The appellants are withdrawing all appeals and in return
POAL will contribute money towards projects that will enhance the health of the
harbour and Hauraki Gulf.
58. The
Pacific Explorer berthed 12 August, the first international cruise ship in two
and a half years. POAL are on target for having cruise operations fully
reinstated in quarter two.
Issues / risks
59. POAL
identify congestion in the global supply chain as an ongoing issue. Overall
supply chain remains congested with ‘lumpiness of flow’ due to
wider disruptions offshore. Supply chain costs continue to rise and
inflationary pressure starting to bite which is expected to slow up the flow of
import volumes over the next 6 months.
60. Staffing
levels in the container terminal also remain as a predominant risk, however
further stevedoring recruitment and training are currently progressing well.
Tauākī whakaaweawe
āhuarangi
Climate impact statement
61. The quarterly performance reports are a key tool to monitor the
progress of each CCO in action on climate change. The CCOs quarterly reports
contain commentary on activities relating to climate change. Aspects of
note are discussed below.
62. Eke Panuku continue to implement
actions in their climate change strategy. Actions in the quarter include:
· finalising
the carbon emissions inventory for
FY22 as part of work on Task Force on Climate-related Financial Disclosures
(TCFD).
· completing research on the carbon benefits of living in
higher density homes in town centres. The modelling found that the carbon emissions from a household living in an apartment
in a town centre, compared to a typical Auckland household, are lower by 14 per
cent, saving 1.2t CO2/year/household (11 per cent reduction in travel related
emissions and 34 per cent reduction in household energy related emissions).
63. TAU
is now CarbonReduce certified for the second year,
and CarbonZero for the Zoo for the 7th year. The Climate Connect Aotearoa
website is near completion. The cost of ‘transition to low carbon
for Tāmaki Makaurau’ modelling work is complete. The report is to be
published in quarter two.
64. Watercare's
greenhouse gas emissions have increased five per cent annually to a total of
107,898 tCO2e, due to growth in wastewater volumes and water take from the
Waikato. This increase is broadly in line with projections, with
decreases in emissions expected after 2025 to meet council's emissions
reduction goal of 50 per cent by 2030. Watercare's annual emissions data was
verified by Toitu-Envirocare in July.
65. Watercare’s
proactive leak management programme has surveyed approximately 13,290 kms since
2020 and found 8,059 leaks. Fixing these leaks and minimising water loss helps
Auckland be prepared for future droughts.
66. One of
POAL’s sustainability pillars is a commitment to genuine harbour health.
POAL are developing a number of programmes to support this commitment in conjunction
with iwi and are currently focusing on installing living seawalls and mussel
habitat within the port. Initiatives are also underway to reduce staff waste to
landfill and review of waste to landfill from across the port.
67. POAL
has developed a 2050 carbon reduction roadmap based on reducing scope 1
emissions. They are continuing to assess their practicable ability to make
target reductions by 2030.
Ngā whakaaweawe me
ngā tirohanga a te rōpū Kaunihera
Council group impacts and views
68. Each CCOs quarterly report contains information on how they are
contributing to the council’s outcomes and objectives.
Ngā whakaaweawe
ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board views
69. The
governance of substantive CCOs is a responsibility delegated to the CCO
Oversight Committee. The views of local boards have not been sought. CCOs provide six-monthly progress and
performance reports to local boards. The quarterly reports also provide a
summary of the engagement that CCOs have carried out with local boards during
the quarter.
Tauākī whakaaweawe
Māori
Māori impact statement
70. Each CCO reports on their contribution towards achieving Māori
Outcomes in their quarterly report. Aspects of note are discussed below.
71. Eke Panuku have continued engagement with mana whenua
partners on projects across the business, including the biannual Rangatira ki
te Rangatira hui with mana whenua in September. Te Ara Tukutuku (the masterplan
for Wynyard Point) continues to be a significant project for Eke Panuku and
mana whenua, including engagement and design. Two properties have been
presented to mana whenua as commercial opportunities and the Eke Panuku board
have updated the selecting development partners policy, which will increase the
weighting of Māori outcomes.
72. Among
its many activities contributing to Māori outcomes, highlights include the
launch of Taki,
a TAU-developed Māori learning app. The app is the ultimate resource for
improving staff’s te reo journey and to build knowledge of tikanga. The
app can be downloaded through App Stores. A sold-out Tāmaki
Herenga Waka, Herenga Tāngata HAKAngahau 2022 took place on 30 July in
Spark Arena. More than 500 kapa haka performers took to the stage in the first
live kapa haka showcase in Tāmaki Makaurau since 2020. TAU co-ordinated
the event on behalf of the Council whānau.
73. Watercare
signed a partnership agreement with Te Kawerau ā
Maki committing to work together, which supports mana outcomes Kia Ora te
Hononga (Effective Māori Participation), Kia Hāngai te Kaunihera (An
Empowered Organisation) and Kia Ora te Taiao (Kaitiakitanga). Watercare
has nine relationship agreements with mana whenua in Tāmaki Makaurau and
Waikato.
74. Watercare's supply chain has 2.14 per cent of procurement
sourced through Māori owned businesses, exceeding the two per cent target.
Watercare are supporting the MSD Skills for Industry Programme, which aims to
help long-term unemployed jobseekers into full-time employment and has a focus
on supporting Māori and Pasifika businesses. This aligns to priorities
within Kia Ora te Rangatahi (Realising Rangatahi Potential) and Kia Ora te
Umanga (Māori Business, Tourism and Employment).
75. POAL’s Board approved the Taura Herenga Waka
(Māori Outcomes Framework) on 21 September. A Runanga has been formed to
support the achievement of the Whanaungatanga pillar of the Regaining our Mana
strategy and the delivery of the objectives of the Taura Herenga Waka. The
Runanga has a vision, purpose and structure developed through high
participation, designed to deliver the Taura Herenga Waka and embed its
function into Whanaungatanga. The structure of the Runanga is a Taumata
(leadership) and 4 Rōpū (working parties), each with clear
objectives:
· Promotion and
Ambassadorship
· Te Reo and Te Ao Guardianship and Education
· Māori Outcomes and Iwi Relations
· Embedding Whanaungatanga
Values and Principles.
76. The Taumata presented the Taura Herenga Waka to
the Independent Māori Statutory Board Secretariat in September. The Secretariat reported on this meeting and provided an update to
the Independent Māori
Statutory Board at their October meeting.
Ngā ritenga
ā-pūtea
Financial implications
77. Each of the
CCO’s quarterly reports contain information regarding their financial
performance.
Ngā raru tūpono me
ngā whakamaurutanga
Risks and mitigations
78. Each of the
CCOs quarterly reports contain information regarding their key risks and
issues. CCOs report separately to the Audit and Risk Committee. Where
these are particularly important to note, they are discussed above in the
individual CCO sections.
Ngā koringa ā-muri
Next steps
79. The quarter two reports (October to December 2022) will be provided
to this committee in February 2023.
Ngā tāpirihanga
Attachments
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No.
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Title
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Page
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a⇨
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Eke Panuku Quarter One Performance Report 2022-2023
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b⇨
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Tataki Auckland Unlimited Quarter One Performance
Report 2022-2023
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c⇨
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Watercare Quarter One Performance Report 2022-2023
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d⇨
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Ports of Auckland Limited Quarter One Shareholder
Report 2022-2023
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Ngā kaihaina
Signatories
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Authors
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Chris Levet - Principal Advisor
Rachel Wilson - Principal Advisor
Trudi Fava - CCO Programme Lead
Sarah Johnstone-Smith - Principal Advisor
Tracy Xu - Senior Analyst
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Authoriser
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Alastair Cameron - Manager - CCO Governance &
External Partnerships
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