Finance and Performance Committee

I hereby give notice that an ordinary meeting of the Finance and Performance Committee will be
held on:
Date:
Time:
Meeting Room:
Venue:
Thursday, 19 November 2015

9.30am
Reception Lounge
Auckland Town Hall
301-305 Queen Street
Auckland
Finance and Performance Committee

OPEN AGENDA
MEMBERSHIP
Chairperson
Deputy Chairperson
Members
Cr Penny Webster
Cr Ross Clow
Cr Anae Arthur Anae
Cr Cameron Brewer
Mayor Len Brown, JP
Cr Dr Cathy Casey
Cr Bill Cashmore
Cr Linda Cooper, JP
Cr Chris Darby
Cr Alf Filipaina
Cr Hon Christine Fletcher, QSO
Deputy Mayor Penny Hulse
Cr Denise Krum
Cr Mike Lee
Cr Calum Penrose
Cr Dick Quax
Cr Sharon Stewart, QSM
Member David Taipari
Member John Tamihere
Cr Sir John Walker, KNZM, CBE
Cr Wayne Walker
Cr John Watson
Cr George Wood, CNZM
(Quorum 11 members)
Mike Giddey
Democracy Advisor
12 November 2015
Contact Telephone: (09) 890 8143
Email: mike.giddey@aucklandcouncil.govt.nz
Website: www.aucklandcouncil.govt.nz
Please note: Any attachments listed within this agenda as Under Separate Cover can be found
at the Auckland Council website http://infocouncil.aucklandcouncil.govt.nz/.
Note:
The reports contained within this agenda are for consideration and should not be construed as Council policy
unless and until adopted. Should Members require further information relating to any reports, please contact
the relevant manager, Chairperson or Deputy Chairperson.
TERMS OF REFERENCE
Responsibilities
This committee will be responsible for monitoring overall financial management and the
performance of the council parent organisation and the financial monitoring of the Auckland
Council Group. It will also make financial decisions required outside of the annual budgeting
processes. Key responsibilities include:
Financial management
Approval of non-budgeted expenditure
Write-offs
Acquisition and disposal of property relating to the Committees responsibilities
Monitoring achievement of financial and other measures of performance and service

levels
Recommending the Annual Report to the Governing Body
Development of the 2016/17 Annual Plan and amendments to the LTP including:
- Local Board agreements
- Financial Policy related to AP (recommendation to the Governing Body)
- Setting of rates (recommendation to the Governing Body)
- Preparation of the consultation document and supporting information for the LTP and
Annual Plan (recommendation to the Governing Body)
Financial policy outside the LTP and AP
Powers
(i)
All powers necessary to perform the committees responsibilities.

Except:
(a)
powers that the Governing Body cannot delegate or has retained to itself
(section 2)
(b)
where the committees responsibility is limited to making a recommendation
only
(ii)
Approval of a submission to an external body
(iii)
Powers belonging to another committee, where it is necessary to make a decision prior

to the next meeting of that other committee.
(iv)
Power to establish subcommittees.
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 Mori Statutory Board
Members of the Independent Mori Statutory Board who are appointed members of the
committee remain.
Independent Mori 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.

19 November 2015
ITEM TABLE OF CONTENTS
PAGE
Apologies
Declaration of Interest
Confirmation of Minutes
Petitions
Public Input
Local Board Input
Extraordinary Business
Notices of Motion
Auckland Council Performance Report for the period 1 July 2015 to 30

September 2015
Auckland Council Group first quarter financial results to 30 September

2015
41
Quarter one Mori transformational shift and co-governance activities

and expenditure
49
Implementing the New Food Act for Environmental Health (Food

Premises)
65
13
Reports Pending Status Update
85
14
Annual Plan 2016/17 - Update
93
15
Alternative Sources of Financing - Feedback
97
10
11
12
Please note: The attachments listed within this report as Under Separate Cover can be
found at the Auckland Council website http://infocouncil.aucklandcouncil.govt.nz/.
16
Consideration of Extraordinary Items
PUBLIC EXCLUDED
17
Procedural Motion to Exclude the Public
99
C1
Restoration of St James Theatre
99
Page 5

19 November 2015
1
Apologies
At the close of the agenda no apologies had been received.
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.
Confirmation of Minutes
That the Finance and Performance Committee:
a)
confirm the ordinary minutes of its meeting held on Wednesday, 28 October 2015 as
a true and correct record.
Petitions
At the close of the agenda no requests to present petitions had been received.
Public Input
Standing Order 7.7 provides for Public Input. Applications to speak must be made to the
Democracy 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.
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) days 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.
At the close of the agenda no requests for local board input had been received.
Page 7

19 November 2015
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)
(b)
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
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.
Notices of Motion
At the close of the agenda no requests for notices of motion had been received.
Page 8
Auckland Council Performance Report for the period 1 July 2015 to 30

September 2015
File No.: CP2015/22486
Purpose
1.
This report provides an overview of the Auckland Council parent performance results for the
period 1 July 2015 to 30 September 2015.
Executive Summary
2.
The performance results presented in this report are for the Auckland Council parent, not the
group. A separate report of the group financial results is included in this committees agenda
papers.
3.
The report includes an overview of the highlights and achievements in the key areas to
achieve organisational objectives. There was a range of highlights and achievements over
the quarter which includes council being recognised at award ceremonies as follows:
-
Wai Care programme at the LGNZ Excellence Awards,

Geospatial Future Mode of Operation programme awarded the Project Management
Institute NZ Public Sector project of the Year,
Devonport and Waiheke Libraries at the NZ Wood Resene Timber Design Awards.
This section of the report also includes information about the growth in demand for council
building control and resource consent services.
Performance measure results
4.
During the preparation of the Long-term Plan 2015-2025 (LTP) the levels of service and
associated performance measures were reviewed. There were some significant changes
which included a refocussing and reduction in the number of measures. This report provides
first quarter interim results on this new set of performance measures. Some of the measures
will only be reported on at year end, for example for those dependent on annual independent
surveys.
5.
Of the 40 measures reported on 67% achieved the targeted level set, 10% substantially
achieved the target and 23% did not achieve the target. The majority of measures which did
not achieve the target are within the regulatory activity, where the expectation is that
performance will improve, as a result of improvement programmes currently being
implemented.
6.
The regulatory business recognised the challenges faced by customers and its own
operation with unprecedented increases in demand for regulatory services and increased
leakage of technical staff to the private sector. The Consenting Made Easy programme was
implemented in Q3 of FY2015. This program included the rollout of mobile technology and
Active Workforce scheduling of inspections, Online Consenting and the implementation of a
Customer Enabled Consenting Process. Mobile technology has been rolled out to the
Central / South regions and the North / West regions rollout will go live early December. An
Online consenting pilot was launched with group home builders delivering significant
improvements in consent processing times and the quality of Consent applications. Phase 3
of this project goes live in early December and will be available to all building control
customers. Active workforce scheduling is planned for Q3 that will deliver a more efficient
utilisation of the inspection resource. The Customer Enabled Consenting process design has
been completed and it is expected that it will be rolled out in Q3 & Q4 of FY2016.
Auckland Council Performance Report for the period 1 July 2015 to 30 September 2015
Page 9
Item 9

19 November 2015

19 November 2015
Item 9
Financial performance results

7.
The financial performance results provide an indication of how the organisation is performing
against the budget and associated financial risks. The quarterly net operating financial
results are largely on track compared to budget, with a $5 million variance to budget. The
budget for the year includes a challenging target for efficiency gains for the council and there
are risks associated with achieving this.
8.
Capital delivery performance is on track with an $88 million investment completed this year.
9.
Treasury management performance is included in the report. Debt levels are on track
compared to budgeted levels and average funding costs are tracking below budgeted levels.
The Diversified Financial Assets portfolio performance for the year to date was a negative
2.7% compared to a benchmark of negative 2.1% which is mainly due to a downturn in the
market.
Recommendation/s
a) receive the Auckland Council Performance report for the period 1 July 2015 to 30
September 2015.
Comments
10.
This report provides an overview of the Auckland Council parent performance results for the
period 1 July 2015 to 30 September 2015. A separate report of the group financial results is
presented to this Committee.
Highlights and achievements

11.
An overview of key highlights and achievements for the first quarter are summarised here.
These are sorted by the service delivery themes as expressed in the Long-term Plan (LTP).
Auckland development
12.
Auckland Council is partnering with Community Housing Aotearoa and New Zealand Council
for Infrastructure Development on a website called "Making Affordable Homes Happen"
(http://www.makinghomeshappen.co.nz/), which was launched on 5 October. The purpose of
the website is to increase familiarity of developers around affordable/community housing
models and bring together information on current and proposed plans and programmes to
deliver on affordable housing in the Auckland region.
13.
Housing Project Office - 11 new Special Housing Areas within Tranche 7 were announced
taking the total number of SHA's to 97 with a potential yield of 47,000 sites and dwellings.
14.
'The Housing Wed Choose' study was completed, which is a comprehensive study into
Aucklanders housing choices and trade-offs. It provides an insight into the types of
dwellings that households would choose to buy or rent if a wider range of housing types and
sizes were available across Auckland.
15.
The Sustainability Hub was launched of the Auckland Design Manual. The manual was
launched two years ago and additional hubs are being added. We engaged with over 1,000
people at the Auckland Home Show on the manual.
16.
Te Waka Angamua and RIMU co-hosted a seminar on defining Mori business, as a first
step in developing an evidence base of Mori business in Tamaki Makaurau. This evidence
will be used to develop baseline data for Auckland Council, central government agencies,
businesses etc. to make well-informed decisions and direct investment to well-targeted
opportunities that can deliver Mori economic development return and benefit.
17.
We signed a collaboration agreement with Energy Efficiency & Conservation Authority.
Page 10
18.
The Property Maintenance and Nuisance bylaw was adopted in September. This was the
last major bylaw in the Bylaw Review Programme and signifies the conclusion of 5 year
Bylaw Review Programme project.
Economic and cultural development
19.
The Mayoral-led visit to Singapore and China included attending the LGNZ NZ-China
Mayoral Forum in Xiamen and visiting partner city Guangzhou.
20.
Positive investor roadshow to Asia, Australia and Europe on Auckland Council and its
treasury function.
Environmental management and regulation
21.
Demand for Building Control Services continue to grow strongly with first quarter lodged
consent volumes up 15% compared to the first quarter a year ago (this equates to average
increase of approximately 1,000 consents per month). Similarly inspection volumes are up
10% and sale of information is up 37% for first quarter compared to a year ago. Compliance
services are significantly up with a 312% increase in the issue of notice to fix directions as
a result of dangerous and non-compliant buildings. A number of key initiatives are in
progress to meet the surge in demand, and include the new consenting process design,
online consenting which is due to go live in December and roll out of mobile technology.
22.
Resource Consents Over the last two financial years we have registered a total increase in
resource consents of approximately 20% (17% in 2013/2014 and 3% in 2014/2015). The
number of resource consents received during the first three months of 2015/2016 has
increased by 12% compared to the same period last year. This indicates that the market is
continuing to grow and is likely to result in an increase in building consents.
23.
Auckland Council in conjunction with the New Zealand Institute of Environmental Health was
successful in winning the bid to hold the 15th World Congress on Environmental Health in
Auckland. The conference will be held in March 2018.
24.
The Hunua Pest Control Project was completed.
25.
The Wai Care programme, encouraging residents to take action for Aucklands local
waterways, received highly commended in the category Air New Zealand Excellence Award
for Local Environmental Impact at the LGNZ Excellence Awards.
26.
The Stormwater unit in association with Morphum recently won the IPENZ Arthur Mead Merit
Award for the Alexandra Stream enhancement project. This project was aimed at improving
water and habitat in the stream and incorporated a community designed cycle way.
27.
A conference paper on the results of the La Rosa Stream "Daylighting" project was
presented to the 57th Water NZ Conference held in Hamilton, where it won the award for
Best Paper.
Parks, community and lifestyle
28.
thuhus new recreational precinct Tia opened its doors to the public on 8 August. The
precinct includes pools, a library, outdoor play space and an indoor recreation centre.
29.
Mt Albert Aquatic Centre reopened its doors to the public on 12 September after a revamp
which included a new roof, repainting, refreshed hydro slide and changing rooms.
30.
Kapa Haka Super 12s were attended by over 8,000 people on 11 July 2015.
31.
NZ Wood Resene Timber Design Awards: Waiheke Library took the Resene Overall Winner
and the Commercial Architectural Excellence awards, whilst Devonport Library was highly
commended in the Interior Innovation and Commercial Architectural Excellence categories.
32.
Opening hours at many libraries have changed which includes several libraries now opening
on Sundays for the first time.
33.
The rollout of the new public computing hardware and software at libraries has commenced
and initial customer feedback is positive on the new functionality and faster response times.
Page 11
Item 9

19 November 2015
Item 9

19 November 2015
34.
The Reading Steps Project launched in September and is in response to customer feedback
to make it easier for parents to find books at a suitable reading age for their children.
35.
Matariki was celebrated at libraries with events including kapa haka, krero prkau with
mana whenua, Living Book sessions with Mori MPs, and Matariki star activities.
36.
Te Wiki o Te Reo Mori / Mori Language Week saw inspiring events and activities taking
place at libraries across Auckland.
37.
Sir George Grey Special Collection - Ptahitanga exhibition: A meeting of two worlds in the
North 1769-1842. The exhibition covered the history leading to the formation of Auckland.
38.
Family History Month was celebrated in August at libraries. Talks and workshops took place
across the region to help customers uncover their family tree and included a Family History
Expo.
Governance and support
39.
Geospatial Future Mode of Operation (GFMO) programme was awarded Project

Management Institute NZ Public Sector Project of the Year.
40.
The Group Annual Report was adopted by the Governing Body in September with an
unmodified audit opinion received from the auditors.
Performance measures
41.
For each of the activities delivered by the council, the LTP includes level of service
statements and associated performance measures. This section provides interim results
showing how we are tracking on the performance measures for the first quarter ended 30
September. The year-end performance results will be reported in the Annual Report and will
be audited. The quarterly results presented here are not audited.
42.
There is a significant change to the performance measures that are included in the new LTP.
The Business units are working to ensure robust systems and processes are in place to
ensure quality results are reported against performance measures. The number of measures
has reduced by over 50% compared to the previous year. The results presented here
represent the measures where the results are available to date. Some measures will only be
reported at year end, for example for those dependent on annual independent surveys.
43.
Summary of performance measure
results
4
10%
Achieved
9
23%
27
68%
Substantially
achieved
Not achieved
Out of 40 measures available for reporting at the end of this first quarter, 27 measures (67%)
achieved the targets set, 4 measures (10%) achieved a result close to target (termed
substantially achieved) and 9 were not achieved. The majority of measures that did not
achieve the targets are within the regulatory activity, where the expectation is that
performance will improve in future months, as a result of an improvements programme
currently being implemented.
Page 12
44.
The next graphs provide a summary of key performance measures for the quarter. Further
detailed information can be found in appendix 1.
45.
Percentage of urgent animal

management complaints such as dog
attacks responded to within one hour
98%
100%
46.
100%
95%
80%
96%
100%
FY15
FY16 Q1
FY15
FY16 Q1
Target
Result
Target
100%
60%
40%
Percentage of registered food

premises graded annually
98%
100%
48.
100%
88%
91%
FY15
FY16 Q1
100%
60%
81%
40%
Result
80%
No
result new KPI
77%
FY15
FY16 Q1
Result
FY15
Target
Percentage of noise complaints

responded to within 30 minutes for
urban areas or 60 minutes for rural
areas
100%
80%
60%
40%
20%
0%
95%
85%
80%
40%
49.
Percentage of D/E graded food

premises re-inspected within one
month
95%
80%
60%
88%
40%
Result
47.
100%
100%
80%
60%
Percentage of high risk alcohol

premises inspected annually
Result
50.
FY16 Q1
Target
Number of dwellings and sites

consented towards Auckland housing
targets
5,000
4,000
3,000
2,000
1,000
0
4,000
No
result new KPI
4,379
FY15
FY16 Q1
Target
Result
Target
Page 13
Item 9

19 November 2015
Item 9

19 November 2015
51.
Percentage of non-notified resource

consent applications processed within
20 working days
100%
100%
100%
52.
100%
80%
60%
Percentage of notified resource

consent applications processed within
70 working days
100%
100%
80%
95%
96%
60%
62%
40%
FY15
Result
53.
FY16 Q1
100%
FY15
54.
100%
160
60%
120
Result
FY16 Q1
152
152
FY15
FY16 Q1
56.
40%
20%
1.1
Target (Kg/per capita)
Percentage of threatened species

under active management
30%
No
result new KPI
0.5
Result
Target
The median response time to attend a

flooding event, from the time that
Auckland Council receives notification
to the time that service personnel
reach the site
160
100
FY15
1.5
150
140
97%
40%
55.
Target
Domestic kerbside refuse per capita

per annum
180
80%
98%
FY16 Q1
Result
Target
Percentage of building consent

applications processed within 20 days
100%
49%
40%
34%
29%
34%
34%
FY15
FY16 Q1
10%
0%
0
FY15
Result
FY16 Q1
Target (hours)
Result
Target
Page 14
57.
Facility utilisation utilisation at offpeak times for council managed

community centres and venues for hire
20%
10%
Facility utilisation utilisation at peak

times for council managed community
centres and venues for hire
58.
No
result new KPI
20%
10%
10%
FY15
Result
FY16 Q1
20%
60.
FY16 Q1
No
result new KPI
FY16 Q1
Result
Target
10
10
8
6
4
2
0
13%
FY15
8.3
2.2
FY15
62.
0.2
3.75
0.4
Target
4.0
3.9
0%
FY15 Q1
FY16 Q1
-5%
13.7%
10%
3.75
3.5
3.0
eIssues
FY16 Q1
Rolling 10-year return for diversified

assets portfolio, compared to reference
portfolio
15%
Physical Issues
1.8
Result
4.5
Target
Number of visits to library facilities per

capita
20%
Number of library items borrowed

(millions)
4.0
FY15
Result
0%
61.
29%
Target
Percentage of community facilities

bookings used for health and wellbeing
related activity
10%
No
result new KPI
0%
0%
59.
27%
30%
15%
5%
13.2%
-2.06%
-2.7%
FY15
Target
Result
FY16 Q1
Target
Page 15
Item 9

19 November 2015
Item 9

19 November 2015
Financial performance results

63. This next section provides an overview of the financial performance results for the council for
the three months ended 30 September 2015.
$millions
Operating revenue
Operating expenditure
Net operating expenditure
Rates revenue
YTD
Actual
YTD
Revised
Budget
YTD
Variance
(2)
9
7
(2)
FY
Revised
Budget
FY
Annual
Plan
121
535
414
1,575
123
544
421
1,577
518
2,032
1,514
1,584
513
2,027
1,514
1,584
1,161
1,156
70
70
156
25
(131)
275
275
1,005
1,131
(126)
(205)
(205)
Net operating surplus/(deficit)

Net non-operating
expenditure/(revenue)
Net surplus/(deficit)
64.
Year-to-date (YTD) results: The overall result shows a surplus of $1,005 million, which is
$126 million unfavourable compared to the YTD budget. The net operating result included in
this of $1,161 million is $5 million favourable compared to budget.
65.
The full rates generation income is recognised at the beginning of the year due to the
revenue recognition requirements of the current accounting standards (International Public
Sector Accounting Standards). This early revenue recognition of rates revenue results in a
large surplus at the beginning of the year which will reduce as the year progresses.
66.
Operating revenue: is $2 million (2%) unfavourable to budget. This is mainly due to losses
incurred on the Diversified Financial Assets (DFA) portfolio of $16 million (due to a downturn
in the market) offset by additional dividend income received together with favourable results
for user charges revenue and property income.
67.
Rates revenue: is slightly below budget mainly due to lower penalty income than budgeted.
68.
Operating expenditure: is $9 million (2%) favourable to budget. This is mainly due to

expenditure expecting to be incurred later than originally planned across a number of areas.
69.
Non-operating surplus/(deficit): is $131 million unfavourable compared to budget which is

mainly due to accounting(non-cash) adjustments related to fair value of treasury derivatives
portfolio of $131 million together with lower development contributions income than
budgeted of $8 million offset by unbudgeted vested assets revenue.
70.
Net operating performance results by theme

The next table provides a split of the net operating result by each of the LTP themes.
The net operating results presented by theme shows YTD underspends across all the
themes except for Governance and support. The underspends are largely due to
expenditure expected to be incurred later than planned. For Governance and support the
unfavourable variance of $7 million is largely due to organisational efficiency targets
budgeted for in the LTP which have not been achieved in the first quarter. The LTP includes
a challenging target for efficiency gains for the council for the year. Work is underway to
progress a range of initiatives to achieve this target, such as strategic procurement, fleet
management, shared services, workforce management etc.
Page 16
71.
Net operating result by theme

$million
YTD
Revised
Budget
YTD variance
FY
Revised
Budget
FY
Annual
Plan
37
40
8%
146
147
Economic and cultural development

Environmental management and
regulation
21
23
9%
92
91
71
76
8%
301
307
114
118
3%
478
476
Transport
97
97
0%
389
389
74
67
(7)
2%
109
105
Net operating expenditure
414
421
2%
1,515
1,515
Rates revenue
1,575
1,577
(2)
1,584
1,584
Net operating surplus
1,161
1,156
70
70
72.
YTD
Actual
1%
Capital delivery performance

$million
YTD
Actual
YTD
Revised
Budget
YTD variance
FY
Revised
Budget
FY
Annual
Plan
Environmental management and
regulation
18
31
13
42%
155
101
22
18
(4)
22%
102
112
31
30
(1)
3%
217
252
17
20
2%
98
89
Capital expenditure
88
99
11
11%
572
554
73.
Capital investment completed in the first quarter totals $88 million which is 15% of the full
programme approved for the year of $572 million.
74.
Capital delivery performance to date is largely on track and progressing well for all areas.
There are some delays in the Commercial property portfolio (part of the Auckland
development theme) where there have been delays mainly relating to timing of development
projects.
75.
Balance sheet performance

$million
Actual as at
Sept 2015
Projected per LTP

June 2016
Actual audited
June 2015
Assets
Property, plant and equipment
12,129
12,077
12,064
Other assets and investments
25,249
23,992
24,161
Borrowings
6,775
7,175
6,557
Other liabilities
1,327
1,175
1,396
29,276
27,719
28,272
Less Liabilities
Net assets (ratepayers equity)

76.
Property, plant and equipment - Asset revaluations at the year ended 30 June 2015 resulted
in asset values higher than projected in the LTP.
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77.
Other assets and investments the increase in this category for the first quarter is due to an
increase in Accounts Receivable category for rates, being the rates generation billing for the
full year which is expected to reduce as we reach rates instalment due dates.
78.
Total gross debt at the end of the quarter was $6.7 billion and forecast debt is expected to
be in line with the LTP.
Treasury management
79.
Treasury management information can be found in Appendix 3 - Treasury report. This report
includes treasury compliance information together with information about the performance of
treasury activities against benchmarks.
80.
The focus of the treasury team continues to be on minimising funding costs, managing
liquidity and interest rate risk, diversifying the investor base and lengthening the term of
debt.
81.
The council was fully compliant with all treasury management policy limits at 30 September
2015.
82.
Funding costs - the year to date average cost of funds was 5.1% which is below the
budgeted level of 5.6%.
83.
The DFA portfolio totaled $319 million at the end of the first quarter. The portfolio
performance for the year to date was a negative 2.7% compared to a benchmark of negative
2.06% which is mainly due to a downturn in the market.
84.
Further information available in the appendices to this report include:

Appendix 1 Performance measure information
Appendix 2 Auckland economic update
Appendix 3 Treasury report
Appendix 4 Professional services expenditure information
Appendix 5 LGOIMA information
Appendix 6 Customer service information.
Consideration
Local Board views and implications
85.
Local Boards receive their own reporting for their respective areas.
Mori impact statement

86.
The report details some high level activities delivered in the first quarter 2015/2016, of which
there are several initiatives with positive impacts on, or for, Mori. While this is not a
complete list, key activities with positive impacts on and for Mori include:
87.
Te Waka Angamua and RIMU co-hosted a seminar on defining Mori business, as a first
step in developing an evidence base of Mori business in Tamaki Makaurau. This evidence
will be used to develop baseline data for Auckland Council, central government agencies,
businesses etc. to make well-informed decisions and direct investment to well-targeted
opportunities that can deliver Mori economic development return and benefit.
88.
Matariki was celebrated at libraries with events including kapa haka, krero prkau with
mana whenua, Living Book sessions with Mori MPs, and Matariki star activities.
89.
Te Wiki o Te Reo Mori / Mori Language Week saw inspiring events and activities taking
place at libraries across Auckland.
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Implementation
90.
There are no financial or resourcing implications arising from receipt of this report.
91.
Quarterly reporting on performance is not a legal requirement and there are no legislative
implications from the receipt of this request.
Attachments
No.
Title
Performance report appendices September 2015
Page
21
Signatories
Author
Jenny Livschitz - Manager Corporate Performance and Reporting
Authorisers
Kevin Ramsay - General Manager Finance

Sue Tindal - Group Chief Financial Officer
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Auckland Council Group first quarter financial results to 30 September

2015
File No.: CP2015/14177
Purpose
1.
This report presents the financial performance results of the Group for the three months to
30 September 2015.
Executive Summary
2.
This report is part of the regular quarterly reporting to the Finance and Performance
Committee on the Auckland Council Groups financial performance for the year to date.
3.
The Council Controlled Organisations report their individual performance to the Council
Controlled Organisations Governance and Monitoring Committee.
4.
The Auckland Council parents performance will be reported to this Committee today.
5.
The results are in line with the phased budget and there are no significant items of concern.
Recommendation/s
a)
receive the Auckland Council Group first quarter financial results to 30 September
2015 report.
Comments
6.
The Auckland Council Group Financial Report 30 September 2015 attached to this report
compares the actual financial performance for the quarter against the phased three months
budget in the Long-term Plan.
7.
This report is not formally released to meet any other external reporting requirements, and is
simply for internal reporting on the performance of the group.
8.
The results of this quarters group consolidation are used to support the rolling over of
European Medium Term Notes (EMTN) programme. While the EMTN programme is subject
to an agreed-upon-procedures review, this result has not been reviewed or audited by Audit
New Zealand.
9.
The operating surplus before gains and losses is $1,183 million vs. budget of $1,235 million.
10.
Actual results are in line with the phased budget and there are no significant items of
concern.
11.
The group continues to manage financial performance prudently according to the Long-term
Plan.
Consideration
12.
This report is for the Council Group. Local Boards receive reports specific to their area.
Auckland Council Group first quarter financial results to 30 September 2015
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13.
The report is limited to financial performance. Councils contributions to Mori outcomes are
reported in the annual report.
Implementation
14.
There are no implementation issues.
Attachments
No.
Title
Auckland Council Group Quarterly Financial Report 30 September 2015
Page
43
Signatories
Author
Francis Caetano - Group Financial Controller
Authorisers
Kevin Ramsay - General Manager Finance

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Quarter one Mori transformational shift and co-governance activities

and expenditure
File No.: CP2015/21969
Purpose
1.
To report quarter one results for the 2015-16 Mori transformational shift activity and cogovernance and co-management activity budget.
Executive Summary
2.
In the 2015-2016 financial year, forty-four projects or activities with a combined budget of
$9,131,000 have been identified as Mori transformational shift activity and will contribute to
significantly lift Mori social and economic well-being. In addition, eight activities totaling
$6,036,000 have been identified as co-governance or co-management activities for
2015/2016. These activities are delivering on the priorities agreed in councils 2015-2025
Long-term Plan.
3.
Year to date (YTD) expenditure for the 2015-2016 first quarter Mori transformational shift
activity was $1074, 000 against an YTD budget of $1,934,000. This indicates a variance of
$860,000. A majority of the variance is attributable to programmes and projects yet to start
and grant payments yet to be allocated in the Whai Tiaki budgets. Expenditure will be
carefully monitored over the remaining quarters to ensure agreed priorities stay on track.
4.
YTD expenditure for the first quarter co-governance and co-management activity was
$540,000 against a YTD budget of $882,000. This indicates a variance of $342,000. The
majority of this relates to delays in the development of the Integrated Management Plan for
the Tpuna Maunga o Tmaki Makaurau Authority and some to delays in capital projects.
Expenditure will be carefully monitored over the remaining quarters to ensure agreed
priorities stay on track.
5.
Council-controlled Organisation (CCO) results include YTD expenditure and estimates of

YTD budgets. Finance staff will work with CCOs to ensure that actual phased YTD budgets
are included for the remaining 2015/16 Mori transformational shift activity reports.
6.
On 22 October, the Finance and Performance Committee agreed that as part of the Annual
Plan process, council would identify resources reallocated to new projects identified in Te
Toa Takitini portfolio for 2016/2017. Scoping work has identified other Mori
transformational activity proposals for potential inclusion in the 2015/2016 budget (year two
of the Long-term Plan) and staff will report back to the Finance and Performance Committee
in April 2016 on these.
7.
From quarter two onwards, staff will provide a consolidated Te Toa Takitini portfolio report
encompassing Mori transformational activity and expenditure; Co-governance/comanagement activity and expenditure; and Treaty of Waitangi Audit response work
programme.
Recommendation/s
a)
receive the quarter one Mori transformational shift and co-governance activities and
expenditure report.
b)
note that a consolidated Te Toa Takitini portfolio report, as outlined in paragraph

seven, will be provided for quarter two.
Quarter one Mori transformational shift and co-governance activities and expenditure
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Comments
2015/16 Mori Transformational Shift Activity overview
Te Toa Takitini
8.
Te Toa Takitini is councils strategic top-down council-family approach to Mori

responsiveness and prioritises activities that increase Mori responsiveness and contribute
to Mori outcomes. Te Toa Takitini encompasses five Mori transformational shift
programmes of action:
Whai Rawa Mori Economic Well-being

Whai
Painga Mori Social Well-being
Whai Tiaki Mori Cultural Well-being

Whai Tika Effectiveness for Mori
Whai Tahinga Treaty of Waitangi Settlements.
9.
This approach enables the identification and tracking of progress on activities and budget
that contribute to significantly lifting Mori, economic, social and cultural well-being,
strengthen councils effectiveness for Mori, and optimise post-Treaty settlement
opportunities for the benefit of mana whenua and the wider public of Auckland.
10.
In the 2015-2016 financial year, forty-four projects or activities totaling $9,131,000 have
been identified as Mori transformational shift activity and will contribute to significantly lift
Mori social and economic well-being. These activities are delivering on the priorities
agreed in Councils 2015-2025 Long-term Plan. Table one shows the Mori transformational
shift activity budgets in the whai-well-being portfolio areas.
Mori Transformational Shift Activity
Whai Rawa Economic Development
Opex
$000
1,125
Budget 2015/16
$000
1125
Whai Tiaki - Mori Cultural Well-Being
5,623
359
5,982
Whai Tika-Mori Effectiveness
644
644
Whai Painga - Mori Social Well-Being
1,330
1330
Whai Tahinga Treaty Settlement
50
50
8,772
359
9,131
GRAND TOTAL
Capex
$000
Table one
2015/16 Co-governance and co-management overview

11.
Auckland Council also partners with various mana whenua entities in delivering cogovernance and co-management activities. These activities also deliver on the priorities
agreed in Councils 2015-2025 Long-term Plan and are reported separately from Mori
transformational shift activity. Eight activities totaling $6,036,000 have been identified as cogovernance or co-management activities for 2015/2016, as shown in table 2.
Co- governance and co management
activity
Co-governance-co-management
Opex
Capex
3,371
2,665
GRAND TOTAL
Budget 2015/16
$000
6,036
6,036
Table two
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Summary of Quarter One Mori Transformational Shift Activity

12.
Year to date (YTD) expenditure for the 2015-2016 first quarter Mori transformational shift
activity was $1074, 000 against an YTD budget of $1,934,000. This indicates a variance of
$860,000. A majority of the variance is attributable to programmes and projects yet to start
and grant based payments such as papakainga and marae development funding yet to be
allocated. Payments based on contract deliverables yet to be completed have also
contributed to the variance. Expenditure will be carefully monitored over the remaining
quarters to ensure agreed priorities stay on track. Issues will be elevated to Te Toa Takitini
Executive Leadership Group for resolution if required.
13.
Table three provides a summary of the total expenditure for quarter one 2015/2016 across
the Mori transformational shift programmes of action for council.
Mori Transformational Shift
Activity
Activities
September YTD 2015/2016

$000
Budget
$000
Actuals
Variance
Mori Economic Well-being
300
144
156
Mori Social Well-being
325
174
151
1,158
681
477
144
75
69
1,844
978
866
CAPEX TOTAL
90
96
-6
GRAND TOTAL
1,934
1,074
860
Mori Cultural Well-being

Effectiveness for Mori
Treaty of Waitangi Settlements
OPEX TOTAL
Table three
Summary of Whai Rawa - Mori Economic Well-being activity

14.
The narrative below provides programme highlights from quarter one activity. Further detail
of activity and expenditure is located in A.
15.
Mori signature festival. Auckland Tourism, Events and Economic Development Limited
(ATEED will deliver a Mori Signature Festival during the 2016 Auckland Anniversary
weekend. The Tmaki Herenga Waka Festival will leverage off Aucklands strong nautical
heritage, focusing on traditional and contemporary Mori waka culture. ATEED are working
with mana whenua entities to deliver this event, which will be an annual event celebrating
the importance of Mori culture to Tmaki Makaurau.
16.
Waka development programme. The waka development programme, led by mana whenua
and supported by Te Waka Angamua, is established. The Tmaki Herenga Waka Trusts role
includes building, operating, and maintaining waka with the ultimate purpose of:
a. revitalising a vibrant waka culture throughout Tmaki Makaurau and associated harbours
b. promoting and supporting Mori participation and expression in cultural and sporting
activities in Tmaki Makaurau through the use of waka;
c. utilising waka culture to promote and support educational opportunities, including cultural
development, for Mori in Tmaki Makaurau; and
d. promoting and supporting any other matter which is beneficial to Mori in Tmaki
Makaurau, and the wider community more generally through the use of waka.
The first two waka built will support the Tmaki Herenga Waka Festival signature event.
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Mori Business Intelligence Forum. Te Waka Angamua with support from the Research,
Investigation and Monitoring Unit hosted a Mori business intelligence forum, which brought
together Mori business people, central government agencies, Independent Mori Statutory
Board (IMSB) representatives and council staff to develop metrics to measure Mori
business growth and development.
18.
Emerging Iwi Leaders Programme. ATEED is developing a programme to grow Auckland

mana whenua capability to participate in iwi board, land trust and iwi asset discussions. This
work is ongoing and will support skills and capability development for iwi.
19.
Mori-focused events at the waterfront- To showcase and support economic viability and
help preserve traditional Mori carving, Panuku Development Auckland (Panuku) have
arranged for Ng Whaotapu o Tmaki Makaurau (The Sacred Chisels of Tamaki Makaurau)
to use facilities at the Percy Vos boat yard, Wynyard Quarter for their projects.
Item 11
17.
Summary of Whai Painga - Mori Social Well-being activity

20.
The narrative below provides highlights from quarter one activity. Further detail of activity
and expenditure is located in appendix A.
21.
Whnau well-being-Whai Oranga Maori Sport and Recreation. As part of councils

contribution to Mori Social Well-being a draft Mori Sport and Recreation framework has
been developed, drawing on the Auckland Plan, Mori Plan, Auckland Sport and Recreation
Action Plan and Sport New Zealands He Oranga Poutama Strategic Policy. The framework
will inform decision-making on Mori wellbeing outcomes that can be achieved and delivered
through sport and recreation activity. The next steps include re-engagement with the
community and linking to other social well-being initiatives such as Healthy Families, Healthy
Auckland Together and Whnau Ora.
22.
Te Waka Angamua are working with Arts Communities and Events, Parks and iwi Ngai Tai,
to host the nationally recognised Iron Mori Triathlon event in Tmaki Makaurau in April,
2016. Te Waka Angamua has met internal and external stakeholders for this event which will
be held at Umupuia and the Duder Regional Park.
23.
Road safety programme - young Mori drivers and passengers. Statistics show that
young Mori drivers are disproportionately represented in transport offences leading to court
actions. Recognising this, Auckland Transport as part of a multi-agency approach with the
Mori Regional Police liaison teams, Ruapotaka Marae and a specialist drug and alcohol
health provider completed a pilot programme called Ready for the Road. The programme
aims to reduce offending through awareness and education. Another programme is
scheduled to be delivered in December with Ngti Whtua o rkei Marae.
24.
Mori wardens. Mori Wardens provide a customer service role on some of the Auckland
Transport train services as ambassadors.
Summary of Whai Tiaki- Mori Cultural Well-being activity

25.
and expenditure is located in appendix A.
26.
Kaitaiki Ranger Programme. Councils Southern Sector Regional Parks team in

partnership with the Department of Conservation and mana whenua have started a mana
whenua kaitiaki ranger trainee program, with four positions based at the Ardmore office.
Mana whenua entities across Auckland were invited to nominate candidates. Trainees will
learn all aspects of rangering including recreation and conservation land and asset
management, farming skills, and pest and weed management. Trainees will share Mori
environmental and conservation concepts with their ranger coaches and mentors.
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27.
The Environmental Services Unit has provided budget to operationalise the initiative. This
activity is well under way and $31,000 of budget now committed, including kaitiaki training,
track clearance, water quality monitoring, post operational monitoring of rodent numbers,
and ongoing co management of work programme.
28.
Watercare Mana whenua Kaitiaki Forum (MWKF) The Watercare Mana whenua Kaitiaki
Forum (MWKF) meets on regular basis to input into Watercare projects. In quarter one five
Watercare programmes were presented to the forum. These included, updates on Waikato
River Projects, Wai Ora Wai Mori, Watercare wastewater network strategy, Mangere
Wastewater Treatment Plant and discussions relating to the further development of the
MWKF. The MWKF function does not devolve Watercare of the responsibility to work with
individual iwi who identify their interest in any particular project. Watercare have provided
budget to service that provision as noted in appendix A.
29.
Kaitiakitanga for healthy waterways and harbours. To support mana whenua as

kaitiaki, Councils Infrastructure, Environments and Stormwater team have a funding
agreement ($45k) with Te Uri O Hau. The agreement supports a programme manager role
and wider work programme for the Integrated Kaipara Harbour Management Group. This
builds on previous agreements with mana whenua related to the Kaipara Harbour
Management Group.
30.
Mori sites of significance. Councils Plans and Places team lead this program to support
the protection of waahi tapu sites. Quarter one activity included consultancy work linked to
the hearing process for sites of significance selection process; the establishment of a
specialist team to support the Mori heritage programme; and engagement with mana
whenua stakeholders on the hearing process.
Summary of Whai Tika - Effectiveness for Mori activity

31.
and expenditure is located in Attachment A.
32.
Effectiveness for Mori. - Councils Treaty Audit response work programme for 2015/2016
was approved by the Finance and Performance Committee on 22nd October. The work
programme included detailed project level planning with business owners, ensuring that
increasing Mori responsiveness is a transformational change owned and supported by the
whole of council.
33.
A key Treaty Audit recommendation relates to progress with developing Mori

Responsiveness Plans (MRPs). Currently ten Mori Responsiveness Plan plans are
underway and four are completed. A MRP toolkit, outlining the methodology and framework
for developing these plans, has been developed and templates and process are being tested
for implementation with other council departments and CCOs.
34.
Council and IMSB secretariat staff have established a Waharoa gate group to ensure
alignment of Treaty Audit response project objectives with 2015 Treaty Audit
recommendations and to verify closure and acceptance of final deliverables.
35.
Ng Kete Akoranga. Learning and development activities that build council capability to
respond effectively to Mori are on-going, including: e-learning modules; group learning
workshops; and role-specific training for elected members, senior managers,
technical/professional roles, and Mori specialist roles. This has included te reo and waiata
training, tikanga and marae training and Treaty of Waitangi Workshops.
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Summary of Whai Tahinga -Treaty of Waitangi Settlements activity

36.
Treaty of Waitangi Settlement Programme. Mori transformational shift activity for quarter
one encompassed ongoing engagement with crown, collective mana whenua groups and
individual mana whenua on treaty settlement negotiations. This included attendance by
council representatives at Te Kawerau Maki Claims Settlement Bill third reading. No
specific expenditure beyond staff time was incurred. Activities, and expenditure, anticipated
for quarters two and three, include those relating to harbour negotiations and across-council
projects to enhance post-settlement engagement with mana whenua.
Summary of co-governance and co-management activity

37.
The narrative below provides highlights from quarter one activity from the Parks, Sport and
Recreation team. Further detail of activity and expenditure is located in Attachment B.
38.
A total of $540,000 was spent in quarter one. This included $472,000 opex and $ 68,000
capex. A majority of this related to Tpuna Maunga o Tmaki Makaurau Authority (Maunga
Authority) activities and the costs associated with the Whenua Rangatira, Ngti Whtua
rkei Reserves Board.
39.
Ngti Whtua rkei Reserves Board (opex) Orakei Marae hosted the 2015 Hi
Poutama on 11 October. This focused on providing career pathways and educational
outcomes for Mori. As a result of ongoing discussions with theNgti Whtua rkei
Reserves Board, a feasibility study for a Wharewaka (waka facility) at the eastern end of The
Landing, Tamaki Drive will commence in the next quarter.
40.
Tpuna Maunga o Tmaki Makaurau Authority (opex). Work on the Integrated

Management Plan for the maunga Work has commenced, with a completion date of June
2016. In November the Maunga Authority approved the planting of three Pohutukawa and
six Ttara trees on Maungakiekie to replace the tree that was felled in 2000 after sustaining
damage in 1994 and 1999.
Consideration
41.
Local boards through their advisors have been consulted in the identification of local board
Mori transformational shift activity. Local boards will be included in the business partnering
process to support the implementation of the monitoring and reporting system Mori
transformational activity.

42.
This report provides information on the quarter one activities for 2015/2016 identified as
Mori transformational shift activity. This report also provides information on the quarter one
identified as co-governance or co-management activities for 2015/2016. These activities are
delivering on the priorities agreed in councils 2015-2015 Long-term Plan.
Next steps
43.
Additional Mori transformational activity proposals have been identified for potential
inclusion in councils 2015/2016 budget. Decisions on these activities will be reported to the
Finance and Performance Committee in April 2016.
44.
Finance and Te Waka Angamua will work with CCOs to ensure that budget and expenditure
results are included in the remaining quarterly reports for the 2015-2016 financial year.
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No.
Title
Page
Mori Transformational Shift Activity
57
Co-governance and co-management activities
63
Signatories
Author
Shane Cook - Kaihautu Whakatuturu Puni - Senior Maori Effectiveness Advisor
Authorisers
Johnnie Freeland - Paearahi Matua - Manager

Phil Wilson - Governance Director
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Item 12
Implementing the New Food Act for Environmental Health (Food

Premises)
File No.: CP2015/23645
Purpose
1.
This report advises on the options for the establishment of new fees for environmental health
services (food premises) as a consequence of the Food Act 2014 that comes into force on 1
March 2016.
Executive Summary
2.
The Food Act 2014 introduces significant improvements to how food safety is addressed by
commercial establishments across New Zealand. The new Act places a greater emphasis on
the operator being responsible for food safety, and the regulator auditing and verifying that
their plan is adequate and being followed correctly.
3.
The new Act changes the way food premises are registered and managed by Council and a
range of businesses will register for the first time with Council.
4.
Changes are required to the way Council charges for the services it provides through
administering the Food Act; due to amendments to the registration process and the addition
of new verification, auditing and compliance services.
5.
This report recommends the adoption of a Statement of Proposal for consultation with the
public and food operators on the fixing of fees. It is proposed that operators will pay a fixed
(minimum) fee upfront with additional officer time charged on an hourly rate basis.
Recommendation/s
a)
adopt the statement of proposal to fix fees to recover the costs of the Councils
functions under the Food Act 2014.
b)
agree the process for consultation as set out in the report. Staff will report back on
submissions and the proposed fees to the Regulatory and Bylaws Committee in
2016.
c)
note that the December 2015 meeting of the Regulatory and Bylaws Committee will
appoint hearings panel members to consider the submissions.
Background
6.
The Food Act 2014 (The Act) was passed into law in June 2014, replacing the Food Act
1981. A three year transition starts on 1 March 2016. High risk food service businesses with
an alcohol on-licence such as hotels, restaurants, bars and cafes will be among the first to
transition to the new Act.
Implementing the New Food Act for Environmental Health (Food Premises)
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Existing premises will transition

7.
As at 30 June 2015, there were 8904 registered food premises in the region. The majority of
these fall into the following categories:
8.
A Grade High Risk premises (59%)

A Grade Medium Risk premises (19%)
A Grade Low Risk premises (14%) or
B Grade High Risk premises (6%)
Most of these premises are expected to register with Food Control Plans. Some lower risk
premises such as dairies and fruit and vegetable stores will register with National
Programmes. The new categories are as follows:
Food Control Plan Food Service Sector (Restaurants/Cafes)

National Programme 3 Dairies, Fruit and Vegetable Stores
National Programme 2 Early Childhood Education providers
National Programme 1 - Coffee Carts - Lowest Risk.
New types of businesses are now in scope

9.
An additional number of premises will be required to register with Council, estimated at
around 1400 - 2000 premises. They will be registered under different risk based measures:
10.
Food Control Plan premises - rest homes (150), schools (100), hospitals (35), prisons
(10), workplace cafeterias (200-600) and others.
National Programme premises Early Childhood Education providers (900).
A national food grading system is provided for in the new Act but is still some time away
from being developed and implemented. Auckland Council is currently reviewing its existing
grading system to ensure it is in accordance with the new Act. This will be part of a separate
review which will be reported to the Regulatory and Bylaws Committee.
Implementing the new Food Act

11.
A project team has been established to implement the Act; both the transition of the nearly
9000 premises and the addition of extra premises required to be registered.
12.
Mentoring sessions have been held with over 1000 operators. Currently, over 1500 early
adopters are using a Food Control Plan. These VIP operators (Voluntary Implementation
Programme) have provided valuable information to assist with the planning process, training
of staff, mentoring of operators and modelling of time to complete tasks. This has also
enabled the team to forecast staffing requirements and to better understand the new
requirements.
Principles for recovering costs under the new Food Act

13. Fees and charges are currently set under the Health Act 1956 and the Food Hygiene
Regulations 1974. Food premises subject to the requirements of the new Food Act have up
to three years to transition and, until they do, will be subject to the current charging regime.
14.
The new Food Act enables Council to fix fees to recover the direct and indirect costs of any
registration, verification, compliance and monitoring functions performed under the Act.
15.
The Ministry of Primary Industries has provided guidance on how fees and charges should
be determined. The Act states that fees must not recover more than the reasonable costs
and must satisfy the follow criteria:
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19 November 2015
Funding should come from the persons using or benefiting from the functions, power or
service.
16.
Staff advise it is equitable to recover the full costs of the Councils functions under the Act
from the direct beneficiaries. The beneficiaries are determined as the owners of food
premises to which these functions apply. Users of food premises receive an indirect benefit
from the functions performed by the Council under the Act. Conversely, it would not be
equitable to recover the costs arising from a complaint that did not result in the issuing of an
improvement notice. Rather a complaint service is of general benefit to the public and costs
should not be directly recovered from the food operator where a complaint is not justified.
Efficiency
Costs should be allocated and recovered so that maximum benefits are delivered at
minimum cost.
17.
Council is obliged to deliver its functions in the most efficient manner possible and to ensure
this efficiency is reflected in the costs to users.
Justifiable
Costs should be collected only to meet actual and reasonable costs (including indirect
costs).
18.
Fees and charged should be determined on the estimated time to process registration,
verification and compliance functions. The hourly rate reflects a careful analysis of direct
costs such as salary and operational expenditure, as well as indirect costs such as support
functions, IS and property costs. The indirect costs have been adjusted to be market related
where possible .i.e. property charges have been based on the Colliers Public Sector per
employee property cost.
Transparency
Costs should be identified and allocated to the tangible service provision for the recovery
period in which the service is provided.
19.
The proposed fees are based on a calculated hourly rate charge. These have been
determined, based on current timings, the associated time that is allocated to the individual
functions of registration, verification and compliance. Included in the calculated $155 per
hour charge are the direct, indirect and corporate support charges
20.
Registration includes the administration work such as providing basic advice to new
businesses, recording food premises details, processing licences and certificates.
21.
Verification includes auditing of food premises, including preparation (booking of

appointments, checking prior history), travel time, actual on-site time, completing reports and
recording system entries.
22.
All compliance and monitoring activity will be charged on a per hour basis in circumstances
where an improvement notice is issued.
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Item 12
Equity
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19 November 2015
Options considered for fixing fees and charges

23.
The Act provides options for fixing fees. These are presented below:
Option
Option 1:
Minimum fixed fee based
on average time, with
the ability to recover
additional costs as
required.
Option 2:
Subsidised cost recovery
with rates funding to
lower the hourly rate
Option 3:
Charging by the hour
only (no upfront fixed
fee)
Positives
Negatives
Risks
Rewards good
compliance &
behaviour
Recovers costs for
actual work performed
Minimum charge
removes risk of not
recovering full costs
Consistent with MPI
fees and charges
methodology
Provides customer
guidance on total fees
Some averaging for

some operators
More invoicing than
current approach
Not accurately
recording time spent
could see cost
recovery affected
Additional overheads
required with
explaining additional
hours
Keeps costs for

operators lower
Encourages use of
Council as preferred
verifier when
competition is
introduced
Increases costs to
ratepayers
Inconsistent with
Food Act principle of
equity, in that
although users of
food premises are
beneficiaries, the real
benefit of safe food
premises are the
business owners
Lower incentive for
operators to be
efficient
Ratepayers unhappy
subsidising food
businesses
Increased demand for
verification services
unable to be met
Subsidised services
could lead to business
competitor complaints
Possible perceived
lower charges by
customers
High administration
costs which havent
been factored into
costs
High transaction
volume
Uncertainty for
operators as to likely
total charges
Higher debt collection

costs
Overall lower revenue
and possibly not all
costs recovered
New systems
(Newcore) will not be
available initially
Very limited transition
period for staff to move
to full time based
recording
24.
Option 1 provides customers with certainty on how much a service would cost on average
through a fixed fee, and at the same time provides the ability to recover additional costs as
required through additional charges based on time spent.
25.
Option 3 provides the greatest flexibility to users.
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19 November 2015
26.
There will be a level of fluctuation in the revenue as we transition applicants across to the
new Food Act over three years. We expect the revenue to meet the projected budget
targets for the next two years but this will need to be reforecast for year 3 (2018/19) once the
regulations have bedded in . It is also important to note that the verification frequency for
high performing operators will extend to every eighteen months. By 2018/19 the verification
trends and bedding in of new processes will enable an accurate assessment of the projected
operating expenditure and revenue.
Special Consultative Procedure

27.
Prior to fixing fees, the Council is required to consult on the proposed fees using the special
consultative procedure as provided in section 83 of the Local Government Act 2002.
28.
To meet the requirements of section 83, this report seeks adoption of the statement of
proposal to be released for special consultative procedure. The Statement of Proposal is
included in attachment A of this report.
29.
Key steps for the consultation include:

a.
b.
c.
d.
e.
The consultation period will be from Friday 20 November to Monday 21 December.

Whilst this is not an ideal time to call for submissions the need to get the new fee
regime in place by March 2016 makes it unavoidable.
A Statement of Proposal will be published on the Shape Auckland website and
available at service centres
A public notice will be published
Current licensed premises and industry groups will be communicated with directly
Public hearings will be available for those wishing to present oral submissions
Table 1: Proposed fee schedule for administering the Food Act 2014
Function
Fee (inclusive of GST)

Registration
$310 (includes two hours of
processing of application)
Timing of Payment
$155 per hour for every extra

hour of registration activities
$155 (includes one hour of
Remainder payable on invoice
Application for renewal of

registration

$155 (includes one hour of
Application for amendment to

registration

$155 (includes one hour for
hour of processing the
application
Application for registration of

Food Control Plan (FCP) based
on a template or model issued by
MPI
Application for registration of a
business subject to a national
programme template
$310 payable on application
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Item 12
Projected Financial Implication
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19 November 2015
Verification of a food control plan
based on a template or model
issued by MPI

based on a National Programme
Three (NP3) template

based on a National Programme
Two or One (NP2 or NP1)
template
Issue of improvement notice
Application for review of issue of

improvement notice
All other Services for which a fee

may be set under the Food Act
Verification
$620 (includes four hours of
verification activities)
Payable at registration (if

verification due within next 12
months)

hour of verification activities
$465 (includes three hours of

$310 (includes two hours of

Compliance
$155 per notice (includes one
hour of improvement notice
activity)

hour of improvement notice
activity
$155 per application (includes
one hour of review activity)
hour of review activity
$155 per hour

months)

months)
Payable on invoice

Payable on invoice
Additional points to consider

30.
The initial verification fixed fee is based on an initial estimate of time. The actual officer time
will be subject to the size, complexity, level of compliance and the readiness of the business.
31.
The registration frequency for National Programmes is every two years.
32.
The verification frequency for high performing operators may extend to every eighteen
months, further reducing compliance costs for food operators. Verifications for businesses
on National Programmes may also be extended to twenty four months. Businesses on
National Programme One (businesses such as coffee carts) will only need to be verified
once.
33.
The Council may also grant an exemption from, or waive or refund, any fee or charge in
whole or in part. For example, under the current fee schedule, approximately 500 premises
such as clubs pay a nominal fee of approximately $300 to receive certificate of inspections.
A similar method of recognising not for profit type organisations will be adopted.
34.
Renewal of registration will be based on the annual anniversary date of registration under
the Food Act 2014.
35.
Food businesses transitioning from the Food Hygiene Regulations 1974 to the Food Act
2014 will be able to transfer fees on an annual pro-rata basis to the Food Act registration.
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19 November 2015
36.
37.
The new charges comprise registration, verifications and monitoring activity charges. The
new Act and fee structure will enable high performing premises to receive lower charges
through fewer verification site visits. Noted below is an example of what operators will be
charged based on option 1:
Most food premises are currently categorised as A Grade High Risk (59%) and are
currently being charged $1,048. Most of these will need to register with a Food
Control Plan and be verified on an annual basis. This will cost $930 in the first year,
and $775 in subsequent years. A proportion of these (estimated at up to 50%) will
require extra time to verify, and Council are required to recover the extra costs
associated with this time. As time goes on, and operators become familiar with their
requirements, some will become high performing and verifications will occur every 18
months. Effectively this means over three years they will be registered each year but
only be verified twice, therefore paying average annual fees of $568 (Yr1 $775 + Yr2
$775 + Yr3 $155).
For smaller, low risk businesses such as dairies and service stations, they currently
pay $407 or $542. Fees will reduce for these operators to $310 per year as they will
only need to register and be verified every two years unless they require additional
time to complete the verification process.
Table 2 provides a full comparative of existing and proposed fees, refer attachment B.
Consideration
38.
Local Boards views will be sought during the special consultative procedure and included in
the report following the analysis of responses.

39.
Food prepared and served on a marae for customary activities is outside the scope of the
Act and will not be regulated as the food is not sold or traded.
40.
Food businesses that operate from marae and sell food will be regulated under the Act in the
same way that food businesses operating elsewhere will be regulated.
41.
The Food Act Transition project team has engaged with mana whenua, the Independent
Mori Statutory Board and will be sharing information with Mataawaka on 11 Nov at the Te
Mahurehure Marae in Point Chevalier. This session includes representatives from Te Puni
Kokiri and based on the feedback from this hui further engagement will be scheduled for
next year.
42.
Marae that are raising funds for charitable, benevolent, or cultural purposes would not need
to operate with a Food Control Plan or under a National Programme provided the trading
takes place on no more than 20 occasions in any calendar year.
Implementation
43.
The new fees and charges are required to be in place by 1 March 2016. The special
consultation procedures described above enable Council to meet its obligations under the
Act, within the very tight timeframe prescribed by the Ministry of Primary Industry.
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Item 12
Fee comparatives between existing & proposed charges
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19 November 2015
Attachments
No.
Title
Page
Statement of Proposal (Setting fees under the Food Act)
73
Table 2: Fee Comparative (Current versus Proposed charges)
83
Signatories
Author
Mervyn Chetty Manager Environmental Health, Licensing and Compliance

Services
Authorisers
Grant Barnes - General Manager Licensing and Compliance Services

Penny Pirrit - Director Regulatory Services
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Attachment A
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Attachment A
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Attachment A
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Attachment A
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Attachment A
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Attachment B
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19 November 2015
Item 13

File No.: CP2015/24076
Purpose
1.
To update the committee on the status of Finance and Performance Committee resolutions
from July 2015 requiring follow-up reports.
Executive Summary
2.
This report is a new regular information only report that provides committee members with
greater visibility of committee resolutions requiring follow-up reports (Attachment A). It
updates the committee on the status of such resolutions. It covers committee resolutions
from July 2015 and will be updated for every regular meeting.
3.
This report covers open resolutions only. A separate report will be prepared in future
covering any confidential resolutions requiring follow-up reports.
4.
The committees Forward Work Programme 2015/2016 is also attached for information
(Attachment B).
Recommendation/s
a)
receive the Reports Pending Status Update report.
Attachments
No.
Title
Page
87
Forward Work Programme 2015/2016
89
Signatories
Author
Mike Giddey - Democracy Advisor
Authoriser
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Attachment A
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Attachment B
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Attachment B
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Attachment B
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Item 14

File No.: CP2015/24378
Purpose
1.
This report recaps the Annual Plan 2016/17 process to date and sets out the next steps
leading up to consultation with Aucklanders ahead of final decision making in May/June
2015.
Executive Summary
2.
During the development of the long-term plan a number of resolutions were passed
requesting further work be undertaken on selected issues as part of the Annual Plan
2016/17. In response, over the past 3 months workshops have been held with the Finance
and Performance Committee on financial policy changes and the budget for 2016/17.
3.
In October 2015 the Finance and Performance Committee agreed its preference to consult
on financial policy issues such as the quantum of the Uniform Annual General Charge and
the composition of the interim transport levy.
4.
During workshops, staff have provided information and analysis to assist understanding of
existing budgets, including six year revenue and expenditure trends and social and
economic spend analysis. This has not resulted in any significant proposed changes to
budgets at this stage.
5.
During this period local boards have also been undertaking a series of workshops to discuss
their budgets and priorities for 2016/17. In December 2015, local boards will be agreeing
their proposed content for annual plan consultation.
6.
The Mayoral proposal will be presented to the Finance and Performance Committee on 10
December 2015. Should it be required, time has been set aside to workshop the Mayoral
proposal ahead of agreeing the issues for consultation on 17 December 2015. The
consultation document and any supporting material will then be adopted on 10 February
2016. Public consultation will run from 15 February to 15 March 2016.
7.
Staff will be undertaking their standard annual review process across all council budgets for
the 2016/17 year in February March 2016. A briefing on the budget following this review
will be provided to the Finance and Performance Committee and local board chairs in April
2016.
8.
Following feedback from the community, final decisions will be made in May 2016 before
adopting the annual plan in June 2016.
Recommendation/s
a)
note the contents of this Annual Plan 2016/17 Update report.
Comments
Background
9.
All councils are required by legislation to adopt a long-term plan (LTP) and review it every
three years. Councils are also required to adopt an annual plan in each of the two
intervening years between each LTP.
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Item 14

19 November 2015
10.
Annual Plan 2016/17 budgets, priorities and funding envelopes have been set in the second
year of the current LTP. Any significant or material changes to the budget or service levels
from the LTP will require consultation.
11.
Auckland Council is also required to include local board agreements in its annual plan. The
proposed content of the local board agreement must also be included in annual plan
consultation.
Developing the AP 2016/17

12.
The process to develop councils Annual Plan 2016/17 began with a programme briefing to
the Finance and Performance Committee in August 2015. Workshops on financial policy
changes and the budget for 2016/17 have also been held in September, October, and
November 2015.
13.
In October 2015 the Finance and Performance Committee agreed its preference to consult
on the following financial policy issues:
the quantum of the Uniform Annual General Charge
increasing in the share of the interim transport levy met by businesses and sharing it
amongst business ratepayers based on capital value
14.
a proposal to reallocate rates from large farm/lifestyle properties over all other ratepayers
amending the Maori Freehold Land Remission and Postponement policy.
During these workshops staff also provided information and analysis to assist understanding
of the existing budgets. This included:
Draft three-year activity review programme

Six year revenue and expenditure trends
Social and economic spend analysis
Grants budgets for 2015/16
opportunities to discuss aspects of this analysis with representatives from ACE, ATEED,
AT and Governance.
This has not resulted in any significant proposed change to budgets at this stage.
Next steps
Preparing for consultation
15.
On 10 December 2015 the Finance and Performance Committee will receive the Mayoral
proposal for consultation on the annual plan. Should it be required, time has been set aside
to workshop the Mayoral proposal ahead of agreeing the issues for consultation on 17
December 2015.
16.
If consultation includes any proposal to amend the LTP then the consultation document will
also include an opinion from the Auditor-General confirming or amending the AuditorGenerals report made for the LTP. The audit process would need to be completed before
the consultation document is adopted by the Governing Body on 10 February 2016.
Annual budget review

17.
Staff will be undertaking their standard annual review process across all council budgets for
the 2016/17 year in February March 2016. This will include a review of cost pressures,
progress against savings targets and any changes to the capital programme. It will also
include an update on planning assumptions for key items such as inflation and dividend
expectations.
18.
A briefing on the budget following this review will be provided to combined Finance and
Performance Committee and local board chairs on 12 April 2016 ahead of final decision
making for the annual plan.
Page 94
Finalising the annual plan

19.
Consultation will run from 15 February to 15 March 2016. Following feedback from the
community final decisions will be made in May 2016 before adopting the annual plan in June
2016. The table below sets out the high level process to finalise the annual plan.
Table One: Finalising the AP following today

Phase
Local board workshops to discuss budgets and priorities for 2016/17
Local board meetings to agree advocacy and feedback on regional issues
F&P Committee meet with local boards to discuss priorities, advocacy and feedback on
regional issues
Mayoral proposal
Local board meetings to agree local consultation content
Governing Body workshop Mayoral proposal (if required)
Governing Body meets to agree consultation issues
Governing Body meets to adopt consultation document and supporting material
Public consultation
Budget review briefing
Finance and Performance Committee hold discussions with local boards
Finance and Performance Committee make final decisions for the annual plan
Local boards meet to adopt their local board agreements
Governing Body meet to adopt the final annual plan
Documentation will be published and made available to the public and information on the
decisions made will be shared with people who participated in the consultation process.
Timing
7 Oct 20 Nov
16 Nov 25 Nov
27 and 30 Nov
10 December
9 Dec 14 Dec
11 and 16 Dec
17 December
10 February
15 Feb- 15 Mar
12 April
28 April 1 May
16 May
6-16 June
30 June
July / August
Consideration
20.
Local board views were considered within each of the relevant Annual Plan 2016/17 reports
provided to the Finance and Performance Committee in October and November 2015.
21.
Local board members were also provided with a briefing on the Finance and Performance
Committee preferences for consultation on financial policy issues in cluster sessions held
between 2 and 5 November 2015.
22.
Local boards have a series of workshops scheduled between 7 October and 20 November
2015 to discuss their budgets and priorities for 2016/17.
23.
Local boards will meet with the Finance and Performance Committee on 27 and 30
November 2015 to discuss their priorities, advocacy and feedback on the financial policy
issues.
24.
A report will be provided to Governing Body when it considers the Mayoral proposal on 17
December 2015. The report will cover local board feedback and advocacy.

25.
The impact on Mori was considered within each of the relevant Annual Plan 2016/17
reports provided to the Finance and Performance Committee in October and November
2015.
26.
Targeted engagement with Mana Whenua will take place as consultation.
Implementation
27.
Decisions on the consultation issues are required by 17 December 2015. This is to enable
sufficient time for staff to prepare the necessary consultation materials in time for adoption
on 10 February 2016.
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19 November 2015
Item 14
Attachments
There are no attachments for this report.
Signatories
Author
Aaron Matich Acting Programme Director Annual Plan
Authorisers
Matthew Walker - General Manager Financial Strategy and Planning

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19 November 2015
Item 15

File No.: CP2015/23640
Purpose
1.
To submit the two independent reports from Ernst & Young and Cameron Partners on
alternative sources of financing available to Auckland Council.
Executive Summary
2.
The Budget Committee agreed on 8 May 2015:

to undertake a review of Auckland Councils mix of funding sources to inform the Annual
Plan 2016/2017, with the broad objectives of further reducing the proportion of council
revenue funded from rates, maximising the return on councils investments and exploring
alternative sources of funding, including from the optimisation of assets that are poorly
aligned with councils core business and the broader strategic growth priorities for
Auckland.
to direct the Chief Executive to commence the design of the review and its associated
processes, following the release of the Local Government New Zealand Funding Review
Final Report in June 2015.
to request that the terms of reference for the review be reported back to the July 2015
meeting of the Finance and Performance Committee.
3.
The Finance and Performance Committee agreed on 23 July 2015 :

to endorse managements approach and associated processes to review Auckland
Councils mix of alternative financing sources; and
that the reports would be provided back to Councillors for input and consideration into the
2016/2017 Annual Plan process.
4.
Cameron Partners and Ernst & Young were appointed to independently provide input and
thought expertise into the range of alternative financing options available to the council and
the criteria by which the council should evaluate these options. The full reports are attached
as Attachment A and B respectively.
5.
Both parties had access to council information and conducted interviews with a wide range
of senior management from across the wider council group. The process has been facilitated
by the Group Chief Financial Officer.
6.
Certain options identified by the report authors would require council to amend its Long-term
Plan prior to any final decision-making. An amendment process would require a full audit as
well as comprehensive community consultation.
Recommendation/s
a)
receive the reports from Cameron Partners and Ernst & Young.
Page 97
Item 15

19 November 2015
Attachments
No.
Title
Cameron Partners report (Under Separate Cover)
Ernst & Young report (Under Separate Cover)
Page
Signatories
Authors
Matthew Walker - General Manager Financial Strategy and Planning

John Bishop - Treasurer and General Manager Transaction Services
Authoriser
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19 November 2015
Exclusion of the Public: Local Government Official Information

and Meetings Act 1987
a)
exclude the public from the following part(s) of the proceedings of this meeting.
The general subject of each matter to be considered while the public is excluded, the reason for
passing this resolution in relation to each matter, and the specific grounds under section 48(1) of
the Local Government Official Information and Meetings Act 1987 for the passing of this resolution
follows.
This resolution is made in reliance on section 48(1)(a) of the Local Government Official
Information and Meetings Act 1987 and the particular interest or interests protected by section 6 or
section 7 of that Act which would be prejudiced by the holding of the whole or relevant part of the
proceedings of the meeting in public, as follows:
C1
Restoration of St James Theatre
Reason for passing this resolution

in relation to each matter
Particular interest(s) protected

(where applicable)
Ground(s) under section 48(1) for

the passing of this resolution
The public conduct of the part of

the meeting would be likely to result
in the disclosure of information for
which good reason for withholding
exists under section 7.
s7(2)(h) - The withholding of the

information is necessary to enable
the local authority to carry out,
without prejudice or disadvantage,
commercial activities.
s48(1)(a)
In particular, the report contains

commercially sensitive information.
Public Excluded
The public conduct of the part of

the meeting would be likely to result
in the disclosure of information for
which good reason for withholding
exists under section 7.
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I hereby give notice that an ordinary meeting of the Finance and Performance Committee will be

Thursday, 19 November 2015

Approval of non-budgeted expenditure

Acquisition and disposal of property relating to the Committees responsibilities

Monitoring achievement of financial and other measures of performance and service

Recommending the Annual Report to the Governing Body

Financial policy outside the LTP and AP

All powers necessary to perform the committees responsibilities.

Approval of a submission to an external body

Powers belonging to another committee, where it is necessary to make a decision prior

Power to establish subcommittees.

EXCLUSION OF THE PUBLIC WHO NEEDS TO LEAVE THE MEETING

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Representatives of a Council Controlled Organisation can remain only if required to for