I hereby give notice that an ordinary meeting of the CCO Direction and Oversight Committee will be held on:
Date: Time: Meeting Room: Venue:
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Tuesday, 11 February 2025 10.00am Room 1, Level
26 |
Komiti mō te Whakahaere Tikanga me te Aro ki te Pae Tawhiti mō ngā Whakahaere ka Whakahaerehia e te Kaunihera / Council Controlled Organisation Direction and Oversight Committee
OPEN AGENDA
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MEMBERSHIP
Chairperson |
Cr Shane Henderson |
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Deputy Chairperson |
Cr Kerrin Leoni |
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Members |
Cr Josephine Bartley |
Cr Richard Hills |
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Houkura Member Ngarimu Blair |
Cr Daniel Newman, JP |
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Cr Angela Dalton |
Cr Ken Turner |
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Cr Chris Darby |
Cr Wayne Walker |
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Houkura Member Hon Tau Henare |
Cr John Watson |
Ex-officio |
Mayor Wayne Brown |
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Deputy Mayor Desley Simpson, JP |
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(Quorum 6 members)
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Sonja Tomovska Kaitohutohu Mana Whakahaere Matua / Senior Governance Advisor
5 February 2025
Contact Telephone: +64 9 8902656 Email: duncan.glasgow@aucklandcouncil.govt.nz Website: www.aucklandcouncil.govt.nz |
Council Controlled Organisation Direction and Oversight Committee 11 February 2025 |
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ITEM TABLE OF CONTENTS PAGE
1 Ngā Tamōtanga | Apologies 5
2 Te Whakapuaki i te Whai Pānga | Declaration of Interest 5
3 Te Whakaū i ngā Āmiki | Confirmation of Minutes 5
4 Ngā Petihana | Petitions 5
5 Ngā Kōrero a te Marea | Public Input 5
6 Ngā Kōrero a te Poari ā-Rohe Pātata | Local Board Input 5
7 Ngā Pakihi Autaia | Extraordinary Business 5
8 Presentations from the Contemporary Arts Foundation and Te Taumata Toi-a-Iwi Arts Regional Trust 7
9 2025/2026 Letters of expectations to substantive council-controlled organisations 9
10 Summary of Council Controlled Organisation Direction and Oversight Committee information memoranda and briefings (including the forward work programme) – 11 February 2025 19
11 Te Whakaaro ki ngā Take Pūtea e Autaia ana | Consideration of Extraordinary Items
1 Ngā Tamōtanga | Apologies
2 Te Whakapuaki i te Whai Pānga | Declaration of Interest
3 Te Whakaū i ngā Āmiki | Confirmation of Minutes
Click the meeting date below to access the minutes.
That the Council Controlled Organisation Direction and Oversight Committee: a) whakaū / confirm the ordinary minutes of its meeting, held on Tuesday, 8 October 2024, as a true and correct record.
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4 Ngā Petihana | Petitions
5 Ngā Kōrero a te Marea | Public Input
6 Ngā Kōrero a te Poari ā-Rohe Pātata | Local Board Input
7 Ngā Pakihi Autaia | Extraordinary Business
Council Controlled Organisation Direction and Oversight Committee 11 February 2025 |
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Presentations from the Contemporary Arts Foundation and Te Taumata Toi-a-Iwi Arts Regional Trust
File No.: CP2025/00309
Te take mō te pūrongo
Purpose of the report
1. To receive presentations from the Contemporary Arts Foundation (CAF) and Te Taumata Toi-a-Iwi Arts Regional Trust (ART).
Whakarāpopototanga matua
Executive summary
2. Annual reports for CAF and ART were circulated to the committee by memorandum on 11 December. This memorandum is available on this agenda in the “Summary of Council Controlled Organisation Direction and Oversight Committee information memoranda and briefings (including the forward work programme) – 11 February 2025”.
3. Representatives of the CAF and ART will attend this meeting of the committee to present their annual reports.
Recommendation/s
That the Council Controlled Organisation Direction and Oversight Committee:
a) whiwhi / receive the presentation from the Contemporary Arts Foundation
b) whiwhi / receive the presentation from Te Taumata Toi-a-Iwi Arts Regional Trust
Attachments
There are no attachments for this report.
Ngā kaihaina
Signatories
Author |
James Stephens - Senior Advisor |
Authoriser |
Alastair Cameron - Manager CCO/External Partnerships team |
Council Controlled Organisation Direction and Oversight Committee 11 February 2025 |
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2025/2026 Letters of expectations to substantive council-controlled organisations
File No.: CP2025/00009
Te take mō te pūrongo
Purpose of the report
1. To approve content for inclusion in the 2025/2026 letters of expectations to substantive council-controlled organisations (CCOs).
Whakarāpopototanga matua
Executive summary
2. The letters of expectations are important documents that provide direction on:
i) The development of the substantive CCOs’ Statements of Intent (SOIs) for 2025-2028
ii) Other priorities and issues of importance for the council to inform CCO operations and service delivery.
Proposed content
3. The expectations have been informed by a drop-in session for councillors, local board chairs and deputy chairs in late January 2025, thirty-minute online sessions with the CCO Governance team as requested, the final mayoral proposal for the draft 2025/26 Annual Budget and decisions of the Budget Committee on 4 December and Governing Body on 12 December 2024.
4. Staff will provide a verbal summary of the main feedback points received at the drop-in and online sessions.
5. The letters of expectations contain two parts: i) general expectations for all CCOs and ii) specific expectations for each CCO. The general expectations centre largely on:
· focusing CCOs on delivery
· accelerating implementation of group shared services
· delivering year two of the Long-term Plan (LTP) 2024-2034 and alignment to final Annual Budget 2025/2026
· planning, delivery and paying for growth
· procurement and effective spending
· continue upholding Auckland Council Group’s Te Tiriti o Waitangi-derived obligations
· quality timely advice to Local Boards
· climate change
· compliance with Statement of Expectations of substantive CCOs
· asset management planning in preparation for the LTP 2027-2037.
6. The CCO-specific expectations for Tātaki Auckland Unlimited and Watercare are summarised later in this report.
Timings
7. Auckland Transport’s draft 2025/2026 letter of expectations will be considered at the 13 February 2025 meeting of the Transport, Resilience and Infrastructure Committee.
8. The letters of expectations for Tātaki Auckland Unlimited and Watercare will be finalised based on this Committee’s resolutions, under delegation by the Mayor, Chair of Committee and Lead Councillors. The letters of expectations will be issued to the board chair of these CCOs as soon as possible post this committee meeting.
9. Proposed content for the AFFTL letter of expectations will be considered at the Governing Body meeting on 27 February 2025. The letter of expectation will be issued to the board chair as soon as possible post the Governing Body meeting.
10. It is recommended that Tātaki Auckland Unlimited and Watercare are given a one-month extension of all statutory deadlines in the SOI process for 2025, as allowed for in the Local Government Act 2002. Given the CCO reform process, this will allow CCOs more time to align their work programmes with the agreed outcomes and final decisions of the 2025/2026 Annual Budget process.
11. Initial submission of draft SOIs will therefore be on or before 1 April 2025, and final submission on or before 31 July 2025.
Recommendations
That the Council Controlled Organisation Direction and Oversight Committee:
a) whakaae / approve the proposed content for inclusion in the 2025/2026 letters of expectations to Tātaki Auckland Limited and Watercare Services Limited as set out in this report and with any amendments requested by the Committee
b) tautapa / delegate authority to the Mayor, Chair of the Committee and Lead Councillors to finalise and issue the 2025/2026 letters of expectations to Tātaki Auckland Limited and Watercare Services Limited
c) whakaae / approve a one-month extension of statutory deadlines for Tātaki Auckland Unlimited and Watercare Services Limited statements of intent for 2025-2028, as provided for in the Local Government Act Schedule 8, section 4
d) pōwhiri/ invite the Chairs of Tātaki Auckland Unlimited and Watercare Services Limited to present their draft 2025-2028 statements of intent at the April 2025 meeting of this committee.
Horopaki
Context
13. However this year, given final decisions on the CCO reform process were made on 12 December 2024, it was determined it would be more appropriate to send letters of expectation in February 2025, which can reflect these decisions.
14. Given the CCO reform process, staff recommend that the Governing Body approves an extension of the statutory deadlines for all SOIs in 2025. This ability to extend deadlines by one month is provided for in the Local Government Act 2002 (schedule 8, section 4). It would extend:
· the date of submission of the draft SOIs to on or before 1 April 2025.
· the date when the boards must consider shareholder feedback to 1 June 2025, and
· the date for final submission of SOIs on or before 31 July 2025.
Tātaritanga me ngā tohutohu
Analysis and advice
Mayor’s proposal for the 2025/2026 Annual Budget
15. The council agreed items for consultation as part of the 2025/2026 Annual Budget process at the Governing Body meeting on 12 December 2024.
16. The Mayor’s expectation is that the draft 2025-2028 SOIs will be consistent with the relevant aspects of the Mayor’s Proposal for the 2025/2026 Annual Budget.
Letters of expectations
17. The letters of expectations will contain two parts:
i) general expectations for all CCOs
ii) specific expectations for each CCO
18. The content below summarises the key matters that will be expanded on in the final letters of expectations.
Expectations of all CCOs
19. Expectations proposed for all CCOs cover the key areas summarised below (noting these will be further summarised for AFFTL and some sections removed as not applicable to this entity):
Focusing CCOs on delivery
20. CCOs are expected to work positively and collaboratively with the council to effectively implement the structural and non-structural change decisions on CCO reform. CCOs are also expected to support and actively engage in any section 17A, value for money and other reviews council may commission.
21. In line with the overall desire to refocus CCOs on service delivery, CCOs are expected to provide greater attribution to the council as the policy maker and funder in their public facing services, assets, amenities, communications and branding.
Accelerate implementation of group shared services
22. CCOs are expected to actively support the Group Shared Services (GSS) board with accelerating the transition of functions to the GSS model. Council’s chief executive has been tasked with assessing the benefits (through business cases) for all eligible functions within Auckland Council and CCOs, with as many as possible to be completed by 1 July 2025. Thereafter, where business cases are favourable, the expectation is that all functions are shifted to GSS as soon as possible.
23. Demonstrable progress must be evidenced through the movement of functions to GSS through 2025, noting that, as part of the business case approval process, the operating model for these functions is agreed at the GSS Board.
24. The expectation is that no new technology platforms or arrangements will be introduced or entered in to by council or any CCO without the appropriate oversight and approval within GSS.
Delivering year two of the Long-term Plan 2024-2034 and alignment to final Annual Budget 2025/2026
25. CCOs are expected to focus on delivering year two of the LTP 2024-2034. This includes $47 million of savings, on top of other savings targets agreed through previous plans and decisions.
26. Council will commence public consultation on the draft Annual Budget 2025/2026 in late February 2025. Following consultation and deliberations, the final Annual Budget will be adopted in June 2025. Once this occurs, final SOIs (including financial information and performance measures) should be aligned with the final Annual Budget and the strategic priorities contained within.
Planning, delivery and paying for growth
27. As outlined in the Mayor’s Proposal for the draft Annual Budget 2025/2026, the council continues to face issues around planning, delivery and paying for growth. Council will be developing a framework to support decision-making on growth related issues which takes an integrated group approach. This framework will help to identify necessary trade-offs and prioritisation. CCOs are expected to actively support and contribute advice and expertise to the development of this framework and its associated implementation.
Procurement and effective spending
28. Improving how the council group procures and effectively spends ratepayers’ money (particularly on capital projects) is an area of focus in 2025/2026. To support improvements, CCOs are expected to align closely with a group approach to procurement where there are clear efficiencies and benefits to be gained, noting the existence of the group procurement function in GSS as an enabler for this.
29. Council’s chief executive has established a team to drive improvements and will report back to the Revenue and Expenditure Committee by March 2025. CCOs are expected to actively contribute to and implement these improvements once agreed.
Continue upholding Auckland Council Group’s Te Tiriti o Waitangi-derived obligations
30. Auckland Council Group is committed to upholding its obligations derived from Te Tiriti o Waitangi and to achieving better outcomes for Māori. CCOs are expected to share this commitment and contribute to its delivery, including through (but not limited to):
· reporting on the delivery of their Achieving Māori Outcomes (AMO) Plans as part of the Quarterly Performance Report. The reporting should include Key Performance Indicators (KPIs) to track progress over time.
· working with Ngā Mātārae regarding the review of the Māori Outcomes Fund and to implement the refreshed Kia Ora Tāmaki Makaurau framework and strategy. This includes contributing to the design of measures and preparing to align with the rest of the Auckland Council Group on AMO Plan development, monitoring and reporting for FY27 onwards.
· building strong partnerships with mana whenua and mataawaka. This includes aligning with Council’s Mana ki te Mana approach to Māori engagement, where relationships take precedence over issues or projects. This approach respects the unique mana motuhake of each iwi and mataawaka entity by prioritising their needs and aspirations.
· working collaboratively with Ngā Mātārae and other Māori Outcomes specialists across the Council Group to take a whole-of-Council-Group approach to delivering outcomes for Māori. This includes continuing to participate in Auckland Council-led activities and hui such as the Kia Ora Tāmaki Makaurau Programme Delivery Board.
Quality advice to Local Boards
31. CCOs should provide timely, delivery focused, quality, concise advice to local boards and ensure local boards are engaged early on projects and decisions directly impacting their local area. This supports the More Empowered Local Boards proposal, consistent with the council’s shared governance model.
Climate change
32. CCOs should continue to be guided by Te Tāruke-ā-Tāwhiri: Auckland's Climate Plan by incorporating climate change considerations (whole of life greenhouse gas emissions and resilience) into work programmes and decisions.
Compliance with Statement of Expectations of substantive CCOs
33. CCOs should adhere to the Statement of Expectations of substantive CCOs, which explains how CCOs should conduct their business and manage their relationships with the council and other interested groups (including matters such as the 'no surprises' principle). This document will be reviewed and updated in 2025 to reflect decisions on CCO reform.
Asset Management Planning in preparation for the LTP 2027-2037
34. CCOs are expected to deliver a draft asset management plan (AMP) covering existing and planned assets to inform the development of the LTP 2027-2037. The draft AMP should be available in February 2026 to contribute to the development of the LTP 2027-2037. CCOs are expected to work with Auckland Council’s Infrastructure Strategy and Asset Management System teams on the development of AMPs.
Tātaki Auckland Unlimited (Tātaki)
38. For Tātaki Auckland Unlimited we expect the following:
Destination and major events strategy and policy sits with the council
39. Structural change decisions on CCO reform agreed by the Governing Body on 12 December 2024 see the retention of the destination and major events function with Tātaki. However, the Governing Body was clear that strategy and policy for this function is a council responsibility, with clear priorities and metrics to be set for the delivery agency (Tātaki). As such any plans for Tātaki to lead a refresh of the current Destination AKL 2025 strategy or the Auckland Major Events Strategy 2015-2025 should be paused until further direction from the council. Tātaki’s expertise will be sought in any refresh of these documents.
Consolidation of events and activation activity
40. As part of the future operating model arising from CCO reform decisions, advice is sought from the council’s chief executive on the consolidation of all group events and major activation functions to remove any duplication and build a dedicated Auckland events delivery function within Tātaki. Tātaki is expected to actively support and contribute to the development of this advice and its associated implementation.
41. Options are also sought on how Aucklanders can be provided with greater clarity and focus on the council’s role as policymaker and funder of major events. This should include a potential name change for Tātaki, so that Aucklanders can better understand the work of Tātaki and its attribution to the council.
Evaluation of major events
42. Any refresh of the Auckland Major Events Strategy (led by the council) will need to consider key questions such as why the council seeks major events, the outcomes desired from them, how much risk council wishes to take and the measures and targets by which Tātaki should be held to account as the delivery agency.
43. Tātaki should focus on cost benefit analysis to evaluate decisions about major events funding on the basis of net regional benefits. This is a move away from traditional economic impact assessment approaches. Council notes that cost benefit analysis is also utilised by New Zealand Major Events to evaluate performance.
Funding of destination and major events activity
44. Without the introduction of a bed night visitor levy there will be a budget gap of $7 million for 2025/2026 for the funding of major events. Pending outcomes of the consultation process and decisions on the final Annual Budget 2025/2026, Tātaki may need to reduce its 2025/2026 major events portfolio and this will consequentially need to flow through into its final Statement of Intent 2025-2028.
Council oversight on stadiums
45. One of the non-structural initiatives outlined in the CCO reform staff advice was to provide strategic and policy direction in key areas where there are gaps. In the case of stadiums, it is important for the council to assume greater responsibility for strategic direction and stakeholder management.
46. In line with earlier resolutions of the Governing Body (30 October 2024), the council expects that any further decisions on the future of Western Springs (following the expression of interest process that Tātaki has conducted) come before the Governing Body and involve adequate engagement with the Governing Body.
47. Tātaki is expected to engage regularly with council staff on Go Media Stadium masterplanning and progress with the expression of interest process for operation of some or all of the activity at North Harbour Stadium and Domain Precinct.
Alliance of council-funded cultural organisations and Tātaki
48. On 26 September 2024 the Governing Body endorsed the recommendations of the Arts, Sports, Social, and Community Political Working Group. Amongst these recommendations, Tātaki was tasked with leading discussions with the relevant cultural organisation to agree shared key performance indicators (KPIs). This is to allow the council to understand how its funding is being utilised to achieve key outcomes, better measure impact and provide stronger accountability for the investment the council makes on behalf of ratepayers.
49. The Tātaki board is expected to report back to the council in time for the KPIs to be included in the cultural organisations’ Annual Plans 2025/2026.
Watercare Services Limited
50. For Watercare we expect the following:
Financial separation and compliance with interim economic regulation
51. The agreement with Government for an Auckland solution within the Local Water Done Well policy was based on the council’s proposal that enabled Watercare to remain a CCO and achieve balance sheet separation from the council so that Watercare can undertake the required investment in water and wastewater infrastructure and keep prices affordable to customers. This was enacted through the Local Government (Water Services Preliminary Arrangements) Act 2024.
52. Following financial separation of Watercare from the council on 1 July 2025, Watercare will take on debt in its own name. It is expected to successfully raise capital to fund the investment approved under the Watercare Charter and to meet repayment obligations of approximately $4.2 billion to the council over 2025-2030 which will be finalised in the Transitional Debt Facility Agreement between the council and Watercare.
53. Under interim economic regulation, Watercare is expected to meet the performance and reporting requirements of the Watercare Charter (Charter) which will be formalised through Order in Council early in 2025 and apply from 1 April 2025 to 30 June 2028.
54. The minimum service quality standards in the Charter are:
Water supply |
Median response time for resolution at urgent water callouts is ≤ 5 hours |
Median response time for resolution at non-urgent water callouts is ≤ 6 days |
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Unplanned water interruptions per 1,000 connections is ≤ 10 |
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Leakage from the network, with a target based on total volume of water loss currently being developed by the Department of Internal Affairs |
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Wastewater
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Dry-weather sewerage overflows per 1,000 connections is ≤ 5 |
Median sewer overflow resolution time is ≤ 5 hours |
55. Under the Charter Watercare is to maintain an investment grade credit rating and meet the annual maximum revenue cap set through the price path of 7.2 per cent increase in water and wastewater charges and a minimum 15.5 per cent increase in infrastructure growth charges in 2025/2026.
56. Watercare is expected to develop the following three performance plans required in the Charter in consultation with the council to meet the council’s objectives where possible and seek formal guidance from the council where appropriate.
Charter performance requirements |
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Plan for infrastructure growth charges
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A pricing reform roadmap on the proposed approach to review and implement a new methodology for determining infrastructure growth charges and the consequential implications for water and wastewater tariffs is to be submitted for the Crown Monitor’s review and comment by 30 September 2025. Following this a new infrastructure growth charging methodology would be finalised in 2026/27 for implementation by 1 July 2027. |
Plan for operating cost efficiencies
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A draft operating cost efficiency improvement plan to support Watercare’s four per cent annual operational efficiency target is to be provided by 31 December 2025 for the Crown Monitor’s feedback. Council expects that the Group Shared Services model to be reflected in this plan. |
Plan for capital delivery and planned asset management improvements |
Watercare is to develop a draft ‘capital delivery and asset management improvement plan’ by 31 August 2025, for the Crown Monitor’s feedback, and finalise the plan by 31 December 2025.
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57. Watercare should implement the requirements of the Local Government (Water Services) Bill when enacted in mid-2025. The Bill provides the new water services delivery system and the new enduring economic regulation and consumer protection regime for water services.
Implementation of the Auckland Water Strategy
58. Watercare should continue to collaborate with Auckland Council to implement the Auckland Water Strategy, including continuing to:
· proactively plan for climate change and diverse water supply, including wastewater reuse
· install smart meters and achieve per capita water use targets.
Delivery of capital programme
59. Watercare should continue its focus on the timely delivery of its capital programme, including the Central Interceptor.
Alignment of growth planning and delivery
60. Watercare should continue to build on recent improvements in the alignment with council’s position in relation to private plan changes that do not conform with the Future Development Strategy.Watercare’s input will be needed to the Housing and business development capacity assessment and update to Future Development Strategy.
Improved oversight and accountability of CCOs
61. While Watercare was out of scope of the structural elements of CCO reform, the expectation is that Watercare will work with the council constructively to implement the non-structural changes to improve oversight and accountability of CCOs which will be agreed by the council in early 2025. For Watercare, the aim is that the improvements will support and be aligned with the requirements associated with interim economic regulation and the new enduring planning and accountability requirements and economic regulation framework for water services established when the current Bill is enacted.
Adherence to no surprises
62. Watercare should ensure compliance with the council group's no surprises principle, including in the context of iwi relationships, government engagement, seasonal impacts on water supply and potential drought conditions, and as water reform is implemented to ensure the best outcome for Auckland.
Tauākī whakaaweawe āhuarangi
Climate impact statement
63. Addressing the challenges that climate change presents for Auckland continues to be a priority for the council group and this is reflected in the common expectations proposed in the letters of expectations.
64. The decision to approve proposed content for substantive CCO letters of expectations does not have a direct impact on greenhouse gas emissions.
Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera
Council group impacts and views
65. The letters of expectations are one part of an overall accountability framework for substantive CCOs. The expectations have been drafted based on the Mayor’s proposal for the 2025/2026 Annual Budget, decisions of the Budget Committee on 4 December and Governing Body on 12 December 2024 and with input from subject matter experts from across the council.
66. It is suggested that the letters include a closing paragraph which invites CCOs to contact the Manager CCO Governance and External Partnerships should they wish to discuss or clarify any aspects of the letter.
Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board views
67. The governance relationship between the substantive CCOs and the council sits with the Governing Body.
68. However, a drop-in session was offered to councillors, local board chairs and deputy chairs in late January 2025 (or alternatively a thirty-minute online session with the CCO Governance team as requested), to discuss topics for inclusion in the letters of expectations.
69. CCOs are asked in the letters to provide timely, delivery focused, quality, concise advice to local boards and ensure local boards are engaged early on projects and decisions directly impacting their local area.
Tauākī whakaaweawe Māori
Māori impact statement
70. Auckland Council Group is committed to upholding its obligations derived from Te Tiriti o Waitangi and to achieving better outcomes for Māori. This is reflected in the proposed common expectations for the letters of expectations and in specific expectations to individual CCOs.
Ngā ritenga ā-pūtea
Financial implications
71. Through the letters of expectations CCOs will be asked to ensure that final 2025-2028 SOIs (including financial information and performance measures) are aligned with the final 2025/2026 Annual Budget.
Ngā raru tūpono me ngā whakamaurutanga
Risks and mitigations
72. There is a risk that CCOs may misunderstand the expectations provided in the letters of expectations. However, there are additional opportunities for CCOs to clarify the expectations, whether by discussion with council staff or through Lead Councillors.
73. Additionally, the process of reviewing the draft SOIs after they are received on 1 April 2025 provides another opportunity to ensure that expectations in the letters of expectations are responded to appropriately.
Ngā koringa ā-muri
Next steps
74. The Mayor will issue the letters of expectations to Tātaki Auckland Unlimited and Watercare Services Limited based on the resolutions of this committee, as soon as possible after this meeting.The letters to Auckland Transport and AFFTL will be issued as soon as possible following the meetings of the Transport, Resilience and Infrastructure Committee (13 February) and Governing Body (27 February).
75. CCOs will submit their SOIs for submission to the council by 1 April 2025. It is proposed to invite the Chairs of Tātaki Auckland Unlimited and Watercare to present their draft 2025-2028 SOIs to the April 2025 meeting of this committee.
Attachments
There are no attachments for this report.
Ngā kaihaina
Signatories
Authors |
Sarah Johnstone-Smith - Principal Advisor Trudi Fava - Principal Advisor |
Authorisers |
Alastair Cameron - Manager CCO/External Partnerships team Anna Bray - General Manager Group Strategy, Transformation and Partnerships |
Council Controlled Organisation Direction and Oversight Committee 11 February 2025 |
|
Summary of Council Controlled Organisation Direction and Oversight Committee information memoranda and briefings (including the forward work programme) – 11 February 2025
File No.: CP2024/20559
Te take mō te pūrongo
Purpose of the report
1. To tuhi ā-taipitopito / note the progress on the Council Controlled Organisation Direction and Oversight Committee forward work programme appended as Attachment A.
2. To whiwhi / receive a summary and provide a public record of memoranda or briefing papers that have been distributed to the Council Controlled Organisation Direction and Oversight Committee.
Whakarāpopototanga matua
Executive summary
3. This is a regular information-only report which aims to provide greater visibility of information circulated to Council Controlled Organisation Direction and Oversight Committee members via memoranda/briefings or other means, where no decisions are required.
4. There were no workshops held.
5. The following memos or information were circulated to members of the Council Controlled Organisation Direction and Oversight Committee:
Subject |
|
11.12.24 |
Information Memorandum: 2024 Annual Reports for Tātaki Auckland Unlimited Limited, Tātaki Auckland Unlimited Trust, Eke Panuku Development Auckland Limited and Watercare Services Limited |
11.12.24 |
Information Memorandum: Annual reports - Tāmaki Regeneration Company TRC), Haumaru Housing, Contemporary Arts Foundation and Arts Regional Trust |
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 relevant staff.
Recommendation/s
That the Council Controlled Organisation Direction and Oversight Committee:
a) tuhi ā-taipitopito / note the progress on the forward work programme appended as Attachment A of the agenda report
b) whiwhi / receive the Summary of Council Controlled Organisation Direction and Oversight Committee information memoranda and briefings – 11 February 2025.
Attachments
No. |
Title |
Page |
a⇨ |
Forward Work Programme - 2025 (Under Separate Cover) |
|
b⇨ |
Information Memorandum: 2024 Annual Reports for Tātaki Auckland Unlimited Limited, Tātaki Auckland Unlimited Trust, Eke Panuku Development Auckland Limited and Watercare Services Limited (Under Separate Cover) |
|
c⇨ |
Information Memorandum: Annual reports - Tāmaki Regeneration Company TRC), Haumaru Housing, Contemporary Arts Foundation and Arts Regional Trust (Under Separate Cover) |
|
Ngā kaihaina
Signatories
Author |
Sonja Tomovska - Kaitohutohu Mana Whakahaere Matua / Senior Governance Advisor |
Authoriser |
Alastair Cameron - Manager CCO/External Partnerships team |