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AGENDA
Audit and Risk Committee Meeting Friday, 4 June 2021
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Date: |
Friday, 4 June 2021 |
Time: |
9.30 am |
Location: |
Ngā Hau e Whā, William Fraser Building, 1 Dunorling Street, Alexandra |
(Unless Central Government changes COVID-19 meeting restrictions before then, in which case it will be held electronically using Microsoft Teams and livestreamed) Sanchia Jacobs Chief Executive Officer
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4 June 2021 |
Notice is hereby given that an Audit and Risk Committee meeting will be
held in Ngā Hau e Whā, William
Fraser Building, 1 Dunorling Street, Alexandra on
Friday, 4 June 2021 at 9.30 am
Audit and Risk Committee meeting Meeting - 24 February 2021
21.2.1 Declarations of Interest Register
21.2.2 Audit NZ and Internal Audit Update
21.2.3 Sensitive Expenditure Policy
21.2.4 An update on the preparation of the 2021-31 Long-term Plan
21.2.5 Audit NZ Interim Report on the audit of the 2021-31 Long-term Plan Consultation Document
21.2.7 Financial Reserves Policy
21.2.8 Fixed Asset and Disposal Policy
21.2.9 Financial Report for the period ending 31 March 2021
21.2.10 Policy and Strategy Register
21.2.11 Tourism operator compliance records
21.2.13 Roading Physical Works Contract (CON 05-2016-05) - Independent Audit Report November 2020
21.2.14 Private Swimming Pool Inspections
21.2.15 Audit and Risk Work Programme
21.2.16 Health, Safety and Wellbeing Report
21.2.17 June 2021 Chair's Report
10 Resolution to Exclude the Public
21.2.19 Audit New Zealand Report To the Council on the 30 June 2020 Annual Report
21.2.20 Deloitte Report on the Cash Handling Review
21.2.21 Infrastructure Staffing
21.2.22 Ombudsman Investigation Outcome
21.2.24 June 2021 Confidential Governance Report
Members Ms L Robertson (Chair), His Worship the Mayor T Cadogan, Cr N Gillespie, Cr S Jeffery, Cr N McKinlay,
In Attendance S Jacobs (Chief Executive Officer), L Macdonald (Executive Manager - Corporate Services), J Muir (Executive Manager - Infrastructure Services), L van der Voort (Executive Manager - Planning and Environment), S Righarts (Chief Advisor), G McFarlane (Business Risk and Procurement Manager), R Williams (Governance Manager)
An apology has been received from Cr Gillespie.
Audit and Risk Committee meeting - 24 February 2021
Audit and Risk Committee Agenda |
4 June 2021 |
MINUTES OF A MEETING OF THE Central Otago District Council’s Audit and Risk Committee, HELD IN Ngā Hau e Whā, William Fraser Building, 1 Dunorling Street, Alexandra ON Wednesday, 24 February 2021 AT 9.33 am
PRESENT: Ms L Robertson (Chair), Cr N Gillespie, Cr S Jeffery, Cr N McKinlay
IN ATTENDANCE: Cr T Paterson, S Jacobs (Chief Executive Officer), L Fleck (Executive Manager – People and Culture), L Macdonald (Executive Manager - Corporate Services), J Muir (Executive Manager - Infrastructure Services), L van der Voort (Executive Manager - Planning and Environment), S Righarts (Chief Advisor), G McFarlane (Business Risk and Procurement Manager), K McCulloch (Corporate Accountant), D McKewen (Accountant), E Aucherlonie (Project Manager) and R Williams (Governance Manager)
1 Apologies
Committee Resolution Moved: Robertson Seconded: Gillespie That apologies from His Worship the Mayor T Cadogan and Cr T Alley be received and accepted. Carried |
2 Public Forum
There was no public forum.
3 Confirmation of Minutes
Committee Resolution Moved: Robertson Seconded: Gillespie That the minutes of the Audit and Risk Committee meeting held on 14 December 2020 be confirmed as a true and correct record. Carried |
4 Declaration of Interest
Members were reminded of their obligations in respect of declaring any interests. There were no further declarations of interest.
5 Reports for Information
21.1.3 An update on the preparation of the 2021-31 Long-term Plan |
To provide an update on the progress in developing the 2021-31 Long-term Plan. |
Committee Resolution Moved: Robertson Seconded: Gillespie That the report be received. Carried |
21.1.4 Policy and Strategy Register |
To present an updated register of council’s policies and strategies. |
Committee Resolution Moved: Robertson Seconded: Gillespie That the report be received. Carried |
21.1.5 Audit NZ and Internal Audit Update |
To update the Committee on the status of the internal audit programme and any outstanding actions for completed internal and external audits. |
Committee Resolution Moved: Robertson Seconded: Gillespie That the Audit and Risk Committee receives the report. Carried |
21.1.6 Risk Management Update |
To consider the Risk Management update. |
Committee Resolution Moved: Robertson Seconded: Gillespie That the report be received. Carried |
21.1.7 Procurement Update |
To provide an update on procurement activities at Central Otago District Council. |
Committee Resolution Moved: Robertson Seconded: Gillespie That the report be received. Carried |
21.1.8 Financial Report for year ending 31 December 2020 |
To consider the financial performance for the period ending 31 December 2020. |
Committee Resolution Moved: Robertson Seconded: Gillespie That the report be received. Carried |
21.1.9 Health Safety and Well-being Report |
To provide information on key health and safety risks and the measures in place to mitigate those risks at the Central Otago District Council. |
Committee Resolution Moved: Robertson Seconded: Gillespie That the Committee receives the report. Carried |
6 Chair's Report
21.1.10 Chair's Report |
The Chair advised that she would be undertaking an evaluation of the performance of the Committee and would seek input from the members, observers and the executive team. A report back would be provided to the June meeting. |
Committee Resolution Moved: Robertson Seconded: Gillespie That the report be received. Carried |
7 Members' Reports
21.1.11 February Members' Reports |
It was noted that the June meeting would mark the midpoint of the triennium and that the two observers on the Committee would change from Crs Alley and Paterson to Crs Cooney and Laws. The Chair acknowledged Crs Alley and Paterson’s participation on the Committee. |
Committee Resolution Moved: Robertson Seconded: Gillespie That the reports be received. Carried |
8 Status Reports
21.1.12 February Governance Report |
To consider the legacy status reports from previous meetings. |
Committee Resolution Moved: Robertson Seconded: Gillespie That the report be received. Carried |
9 Date of The Next Meeting
The date of the next scheduled meeting is 4 June 2021. Cr Gillespie noted that he would be an apology for that meeting.
10 Resolution to Exclude the Public
Committee Resolution Moved: Robertson Seconded: Gillespie That the public be excluded from the following parts of the proceedings of this meeting. The general subject matter 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 of the Local Government Official Information and Meetings Act 1987 for the passing of this resolution are as follows:
Carried |
The public were excluded at 10.42 am and the meeting closed at 11.13am.
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21.2.1 Declarations of Interest Register
Doc ID: 532765
1. Purpose
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.
Appendix 1 - Declarations of
Interests ⇩
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21.2.2 Audit NZ and Internal Audit Update
Doc ID: 534574
1. Purpose of Report
To provide an update on the status of the internal audit programme and any outstanding actions for completed internal and external audits.
That the Audit and Risk Committee receives the report.
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2. Background
Council has a legislative requirement to complete external audits of annual reports through Audit New Zealand. Audit New Zealand complete a governance report on their findings and any recommendations for improvements. A schedule of actions is then created and allocated to staff to manage the completion of these recommendations. The 2019-2020 Audit New Zealand Management Report has been released, and once this has been presented to the Committee at the June Audit and Risk meeting, any outstanding actions will be transferred to the attached register.
The 2018-2019 Audit New Zealand Management Report has one remaining action item.
In addition to external audits, council carries out several internal audits a year to provide assurance over compliance and to mitigate business risks. The cash-handling audit has been completed and any outstanding actions will also be transferred to the attached resister. The GST audit has been completed and will be reported on once Deloitte’s have finalised their findings.
3. Discussion
Both internal and external audits result in recommendations where council can make improvements. Staff create a register of tasks associated with these recommendations and assign a staff member to manage the implementation. Appendix 1 and 2 list the outstanding tasks and any progress with these tasks. Once the Committee have viewed the completed tasks these are removed from the schedule.
Currently the internal audit schedule has five tasks remaining in progress and is on track to complete these within the scheduled timeframe.
The following attachments include a status update on the actions resulting from the auditors’ recommendations.
Appendix 1 - Audit New Zealand -
Audit Action Register ⇩
Appendix 2 - Internal Audit Action
Register ⇩
Report author: |
Reviewed and authorised by: |
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Gabi McFarlane |
Leanne Macdonald |
Risk and Procurement Manager |
Executive Manager - Corporate Services |
18/05/2021 |
25/05/2021 |
4 June 2021 |
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21.2.3 Sensitive Expenditure Policy
Doc ID: 534487
1. Purpose of Report
To review and recommend to Council the adoption of the Sensitive Expenditure Policy, the Travel Policy and the Credit Card Policy.
That the Audit and Risk Committee A. Receives the report and accepts the level of significance. B. Recommends to Council that they approve the Sensitive Expenditure Policy, the Travel Policy and the Credit Card Policy.
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2. Background
Council’s Sensitive Expenditure Policy has been reviewed following the updated good practice guide on controlling sensitive expenditure distributed by the Controller and Auditor-General.
As a result of this review, it was recommended that the policy be revised and expanded, informing the creation of the Travel Policy and the Credit Card Policy alongside the Sensitive Expenditure Policy.
Official Information Requests surrounding sensitive expenditure and gifts are regularly received by Council, with spending practices scrutinised by the public. Sensitive expenditure covers a broad range of topics and it is important that both staff and elected members have clarity and guidance surrounding these, often controversial, topics.
3. Discussion
The Controller and Auditor-General have provided updated guidance around best practice, reinforcing the importance of performing in a manner which stands up to public scrutiny. Issues of sensitive expenditure arise often, and it is important that guidelines are in place and sensitive expenditure is managed diligently and robustly.
The Sensitive Expenditure Policy, Travel Policy and Credit Card Policy all provide practical guidance on specific types of expenditure and outline principles for decision-making for situations which are not clear-cut. Managing sensitive expenditure, and perceived sensitive expenditure, requires good judgement, and these policies provide a guide from which to base decisions.
There will be greater scrutiny on Sensitive Expenditure in the coming years, and it is important that these documents are robust.
4. Options
Option 1 – (Recommended)
The Committee recommends to Council the adoption of the Sensitive Expenditure Policy, the Travel Policy and the Credit Card Policy.
Advantages:
· Protects Elected Members and Council staff by providing comprehensive guidance surrounding sensitive expenditure
· Protects Council’s reputation
· Reinforces Council’s approach to appropriately managing risk
· Generates awareness of the topic of Sensitive Expenditure
· Reinforces a financial prudence approach
Disadvantages:
· None.
Option 2
The Committee retains the existing Sensitive Expenditure Policy.
Advantages:
· None
Disadvantages:
· Lack of guidance on sensitive expenditure
· Heighten risk of public scrutiny on an item of importance
· Not meeting the Controller and Auditor-General’s recommended best practice
5. Compliance
Local Government Act 2002 Purpose Provisions |
This decision ensures the organisation conducts business in an open, transparent and democratically accountable manner. |
Financial implications – Is this decision consistent with proposed activities and budgets in long term plan/annual plan? |
Yes. The review of this policy, and consequential creation of additional policies, have been conducted in house and have not raised any financial implications. There are no costs associated with the recommendation to adopt these policies.
Adequate guidance around sensitive expenditure will reduce the likelihood of financial or reputational damage to Council. |
Decision consistent with other Council plans and policies? Such as the District Plan, Economic Development Strategy etc. |
Yes. The suite of policies are a revision of the Sensitive Expenditure Policy. The policies maintain consistency with other Council policies and processes.
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Considerations as to sustainability, the environment and climate change impacts |
There are no implications.
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Risks Analysis |
The existing policy is outdated. Before the draft of these policies there was no clear and comprehensive policy for travelling or the use of credit cards, which provides uncertainty and therefore ineptness, leaving many aspects open for scrutiny and creating a significant risk to the organisation. These policies reduce the risk to the organisation.
For the mitigation of risk, these policies are comprehensive, with the Travel Policy and Credit Card Policy being separated out into standalone policies for the purposes of transparency and simplicity.
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Significance, Consultation and Engagement (internal and external) |
No consultation is required as this is not significant under the Significance and Engagement Policy. |
6. Next Steps
The policy shall be taken to Council for adoption. Staff will then be notified of the updated policy through the Council intranet.
Appendix 1 - Sensitive Expenditure
Policy ⇩
Appendix 2 - Travel Policy ⇩
Appendix 3 - Credit Card Policy ⇩
Report author: |
Reviewed and authorised by: |
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Gabi McFarlane |
Leanne Macdonald |
Risk and Procurement Manager |
Executive Manager - Corporate Services |
18/05/2021 |
24/05/2021 |
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21.2.4 An update on the preparation of the 2021-31 Long-term Plan
Doc ID: 535176
1. Purpose
To provide an update on the progress in developing the 2021-31 Long-term Plan.
That the report be received.
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2. Discussion
Since the Committee’s last meeting on 24 February 2021, Council approved the consultation document and associated supporting documents for public consultation. Public consultation occurred between 26 March and 25 April 2021. 852 submissions were received on topics contained in the consultation document as well as other matters of interest to residents. The four community boards have held their deliberations and made recommendations to Council on matters pertaining to the respective wards. Council is considering these recommendations alongside the content of all submissions at their meeting on 1 and 2 June 2021. Audit New Zealand is due to be onsite from the 8 June 2021 to conduct the final audit. The programme remains on track for the final draft 2021-31 Long-term Plan to be presented at the 30 June 2021 Council meeting for adoption (see Appendix 1 for the 2021-31 Long-term Plan timeline).
The Committee has considered the 2021-31 Long-term Plan policies and strategies and provided feedback as they have been developed. At the request of the Committee and for the sake of completeness attached is the full suite of draft policies and strategies for the 2021-31 Long-term Plan (refer to Appendix 2). Note that some sections are highlighted at the time of writing as they may change depending on the outcome of Council’s deliberations on 2 June 2021 and to advise Audit New Zealand of changes since the February 2021 audit.
Appendix 1 - 2021-31 Long-term
Plan Project Timeline ⇩
Appendix 2 - Draft 2021-31
Long-term Plan Strategies and Policies.pdf ⇩
Report author: |
Reviewed and authorised by: |
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Saskia Righarts |
Sanchia Jacobs |
Chief Advisor |
Chief Executive Officer |
12/02/2021 |
15/02/2021 |
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21.2.5 Audit NZ Interim Report on the audit of the 2021-31 Long-term Plan Consultation Document
Doc ID: 533836
1. Purpose
To receive Audit NZ’s Report to Council on the audit of the 2021-31 Long-term Plan Consultation Document.
That the report be received.
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2. Discussion
Central Otago District Council is in the process of completing the 2021-31 Long-term Plan. The first stage is the preparation of the Consultation Document and the supporting information behind this. These documents are audited ahead of Council going out to consultation. A second audit will commence 8 June, in which Audit NZ audits the final 2021-31 Long-term Plan.
Audit NZ issued an unmodified audit report on 24 March 2021. This included an emphasis of a matter regarding the Government’s intention to make three waters reform decisions during 2021 and acknowledging the long term uncertainty of what this means to Council.
The report details the areas of focus and these can be found in section 3 and 4 of the report. There appeared to be no areas of concern raised by Audit New Zealand.
The next steps in the final audit of the 2021-31 Long-term Plan, is a tight turnaround of information as deliberations are proposed to end 3 June 2021, leaving two working days to complete the LTP book ahead of Audit NZ’s arrival on 8 June 2021. While council staff are forward-planning as much as possible, there is a possibility that the quality review ahead of 8 June audit commencement may be inadequate due to resourcing and time constraints. The final LTP will be reviewed by the executive team while Audit NZ is on site.
Appendix 1 - Audit NZ - Management
Report for LTP Consultation Document - July 21 to 30 June 31 ⇩
Report author: |
Reviewed and authorised by: |
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Leanne Macdonald |
Sanchia Jacobs |
Executive Manager - Corporate Services |
Chief Executive Officer |
12/05/2021 |
24/05/2021 |
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Doc ID: 534566
1. Purpose
To consider the Risk Management update.
That the report be received.
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2. Discussion
The Strategic Risk Register remains under development. Four workshops have been undertaken with the Executive Team, determining the top strategic risks which the organisation faces. It is expected that the completed Strategic Risk Register will be presented at the October 2021 Audit and Risk meeting.
Nil
Report author: |
Reviewed and authorised by: |
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Gabi McFarlane |
Leanne Macdonald |
Risk and Procurement Manager |
Executive Manager - Corporate Services |
18/05/2021 |
24/05/2021 |
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21.2.7 Financial Reserves Policy
Doc ID: 534573
1. Purpose of Report
To consider and provide feedback on the draft Financial Reserves Policy before submitting to Council for consideration at their 30 June meeting.
That the Audit and Risk Committee A. Receives the report and accepts the level of significance. B. Review and provide feedback on the draft Financial Reserves Policy. C. Note the Financial Reserves Policy will be considered at the Council 30 June meeting. |
2. Background
Council has a long record of managing financial reserves in a financially prudent manner that promotes and protects the current and future interests of the community.
Council is required to maintain a range of financial reserves and has chosen to create other financial reserves for the purpose of separately managing funds. Over time these funds have accumulated and now total significant sums. It is therefore important that they are managed consistently, accurately, and transparently.
A draft Financial Reserves Policy (refer appendix 1) has been created to provide guidance to council staff so they are able to manage reserves consistently, accurately and transparently with clearly defined parameters.
3. Discussion
Council staff seek to manage the reserves in a clear and transparent manner, to enable elected members comfort when authorising the use of these reserves. The reserves form part of the end of year annual report audits.
Reserves serve as a “rainy day fund” to lessen the impact on rates or to fund unplanned, additional, or delayed programmes of work as per Council or community board resolutions. Whether reserves have accumulated by way of under-spending of an activity in a specific year or collected for a specific targeted activity (such as an emergency event), the expectation applies that the use of the reserves is in a consistent manner that supports the initial intention behind the collection of the income relating to the activity it has originated from.
This policy will give staff guidance when seeking permission to use these funds to support operational and capital expenditure in the later years and ensure that the use of these funds reflects the intent behind the collection of these reserves, while offering transparency in the use of these funds.
4. Options
Option 1 – (Recommended)
The Committee shall provide feedback to be incorporated into the draft Financial Reserves Policy before its taken to Council for adoption.
Advantages:
· Maintain a consistent approach to the review of policies
· Complies with the Committee’s expectation of their role in policy overview
· Supports the intention to maintain transparency, consistency, and accurate management of reserve funds
· Protects Council reputation
· Supports the community’s expectation that council will use funds for the intention that they were collected for.
Disadvantages:
· None identified.
Option 2
Do not provide feedback and recommend to Council the Financial Reserves policy for adoption.
Advantages:
· None
Disadvantages:
· A lack of policy causes confusion at times when determining how and when to use reserves.
· A lack of understanding across Council as to when to use reserves and for which purpose when requiring additional support to fund for operational and capital expenditure in years when funding is not available.
· Inconsistencies in the recording of such reserves may not balance with the expectation of staff or elected members when seeking to use or when approving the use of specific reserves.
· Lack of guidance to council staff
· Staff may seek to rate unnecessarily for activities that have appropriate reserves.
5. Compliance
Local Government Act 2002 Purpose Provisions |
This decision enables democratic local decision making and action by, and on behalf of communities through the annual planning and reporting process.
AND
This decision promotes the economic well-being of communities, in the present and for the future by prudently managing the financial reserves of the Council on their behalf. |
Financial implications – Is this decision consistent with proposed activities and budgets in long term plan/annual plan? |
The financial implications of this new policy have been considered and is consistent with the proposed activities contained within the long-term and annual planning processes.
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Decision consistent with other Council plans and policies? Such as the District Plan, Economic Development Strategy etc. |
Other council policies and plans have been considered when creating this policy.
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Considerations as to sustainability, the environment and climate change impacts |
There are no implications.
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Risks Analysis |
Whilst there is no current policy to consider, this new policy supports best practice with no known risks.
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Significance, Consultation and Engagement (internal and external) |
No consultation is required in the creation of this policy.
There are no significant issues arising from this new policy and should not generate media or community interest. |
6. Next Steps
This policy will be taken to Council for adoption, with recommended amendments (if any). Staff will be notified of the update and uploaded on the Council website.
Appendix 1 - Financial Reserves
Policy ⇩
Report author: |
Reviewed and authorised by: |
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Leanne Macdonald |
Sanchia Jacobs |
Executive Manager - Corporate Services |
Chief Executive Officer |
21/05/2021 |
24/05/2021 |
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21.2.8 Fixed Asset and Disposal Policy
Doc ID: 535074
1. Purpose of Report
To consider and provide feedback on the draft Fixed Asset and Disposal Policy before requesting that the Chief Executive approves this policy for council staff use.
That the Audit and Risk Committee A. Receives the report and accepts the level of significance. B. Review and provide feedback on the draft Fixed Asset and Disposal policy. C. Note the draft policy, with any amendments, will be signed-off by the Chief Executive and issued to staff for implementation. |
2. Background
Council and staff have a requirement to manage all assets in a fiscally responsible manner that best protects the community’s interest.
Council assets make up a significant component of the council’s balance sheet. The value of these assets is audited on an annual basis. It is therefore important that they are managed consistently, accurately, and transparently.
A draft Fixed Asset and Disposal Policy (refer appendix 1) has been created to provide guidance to council staff, so they are able to appropriately manage assets with clearly defined parameters, particularly when disposing of assets.
3. Discussion
Council staff seek to manage and dispose of assets in a clear and transparent manner. Staff also aim to maximise the life of assets and minimise the cost to rate-payers for managing and disposing of these assets. It is important when disposing of assets to protect the reputation of staff and Council through a transparent, arms-length disposal process. This also gives the community an assurance that their assets are being managed to best protect their interests.
This policy seeks to provide assurance across a wide group of stakeholders.
4. Options
Option 1 – (Recommended)
The Committee provides feedback to be considered and incorporated into the draft Fixed Asset and Disposal Policy before Chief Executive sign-off.
Advantages:
· Maintain a consistent approach to the review of policies
· Complies with the Committee’s expectation of their role in policy overview
· Supports the intention to maintain transparency, consistency, and fiscally responsible management and disposal of council assets
· Protects Council and staff reputation
· Supports the community’s expectation that council will manage council assets on their behalf in a fiscally responsible and ethical manner
· Meets Audit New Zealand’s expectations and supports the annual reporting process.
Disadvantages:
· None identified.
Option 2
Do not recommend to the Chief Executive the Fixed Asset and Disposal Policy for sign-off.
Advantages:
· None
Disadvantages:
· Council assets may be disposed of in a manner that could cause reputational harm to council
· The selling of assets if not managed in a transparent manner, with the appropriate arm-length process could result in council receiving a lower price than the asset is worth
· A potential lack of confidence by the community and by Audit NZ
· Council staff do not meet the Committee’s expectations in the deliverance of a policy
· There is a risk that the management and subsequent disposal of council assets may not be consistent with best practice and council expectations
· Risk of reputational harm to council and staff
· Lack of guidance to council staff
· The rate-paying community may not have confidence in council’s management of rate-funded asset
· Challenges in meeting Audit New Zealand’s expectations and receiving an annual report clearance.
5. Compliance
Local Government Act 2002 Purpose Provisions |
This decision enables democratic local decision making and action by, and on behalf of communities through the annual planning and reporting process.
AND
This decision promotes the economic well-being of communities, in the present and for the future by prudently managing the assets of the Council on their behalf. |
Financial implications – Is this decision consistent with proposed activities and budgets in long term plan/annual plan? |
The financial implications of this new policy have been considered and is consistent with the proposed activities contained within the long-term and annual planning processes.
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Decision consistent with other Council plans and policies? Such as the District Plan, Economic Development Strategy etc. |
Other council policies and plans have been considered when creating this policy.
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Considerations as to sustainability, the environment and climate change impacts |
There are no implications, as the asset management plans consider the implications to sustainability, environment and climate change impacts.
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Risks Analysis |
This new policy supports best practice and through the policy mitigates the risk of reputational and fiscal harm to Council, staff and the community.
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Significance, Consultation and Engagement (internal and external) |
No consultation is required in the creation of this policy.
There are no significant issues arising from this new policy and should not generate media or community interest. |
6. Next Steps
This policy will be taken to Chief Executive for sign-off with recommended amendments (if any). Staff will be notified of the update and the policy will be uploaded on the Council intranet.
Appendix 1 - Draft Fixed Asset and
Disposal Policy ⇩
Report author: |
Reviewed and authorised by: |
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Leanne Macdonald |
Sanchia Jacobs |
Executive Manager - Corporate Services |
Chief Executive Officer |
21/05/2021 |
24/05/2021 |
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21.2.9 Financial Report for the period ending 31 March 2021
Doc ID: 531295
1. Purpose
To consider the financial performance for the period ending 31 March 2021.
That the report be received. |
2. Background
The Committee has requested regular financial updates.
3. Financial Reporting
March 2020-21 YTD operating surplus is $10.04M and is largely the result of external funding received for the Three Waters reform and land sales. The activity managers have reforecast their budgets in February 2021 based on year-to-date actuals as of 31 December 2020. This forecast was approved by Council in March and subsequently the revised budget has been updated to incorporate the forecast.
i. Land sales of $6.2M which relates to the Gair Avenue development and Cemetery Road/Harvest Road creating a $2.2M positive variance in income. This income is partly offset by $3.7M of costs that council has incurred including developer costs and profit-sharing costs.
ii. Funding received for the Three Waters reform is $4.73M.
iii. Expenditure is higher than budget by $112k attributed to a late settlement of Harvest Road from 2018 as well as refuse and recycling costs.
Attached to this report is the Council financial report presented in March 2021, which includes a variance analysis against the general ledger profit and loss statement, plus an activity level variance (Appendix 1).
The report also details the expenditure of the capital works programme across activities to enable oversight on progress of these projects.
4. Accounts
Receivable
As of 31 March 2021, council had $59k outstanding in accounts receivables greater than 90 days. Resource consents are the key contributors and include:
The Canyon Vineyard $13.3k (objections to fees heard by hearings panel)
M N Shaw $8.5k (awaiting payment options)
Other includes:
ZK – RMH Trust $10k (dispute relating to airport rental)
Top Shelf Productions $5.7k (agreement to fund people on Bikes Series 2)
Debt is actively managed and monitored and if a debtor is past our three-month threshold, their information is sent to our debt collection agency, Receivables Management Limited.
5. Investment
As at 31 March 2021, Council had cash balances of $13.5M, of which term deposits of $6M mature within 90 days.
Weighted average interest rates for all council term deposits is 1.02%.
6. Internal Loans
Forecast closing balance for 30 June 2021 is $4.270M.
7. External Community Loans
The total amount of external loans at the beginning of the financial year 2020-21 was $241k and as of 31 March 2021, the outstanding balance was $202k. Council has received $38k in principal payments and $9.3k in interest payments.
Owed By |
Original Loan |
1 July 2020 Actual Opening Balance |
Principal |
Interest |
31 Mar 2021 Actual |
Cromwell College |
400,000 |
164,184 |
24,877 |
6,711 |
139,306 |
Maniototo Curling |
160,000 |
48,743 |
9,750 |
1,666 |
38,993 |
Oturehua Water |
46,471 |
28,122 |
4,098 |
1,004 |
24,024 |
|
606,471 |
241,049 |
38,725 |
9,381 |
202,324 |
Appendix 1 - Financial Report for
the period ending March 2021 ⇩
Report author: |
Reviewed and authorised by: |
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Kim McCulloch |
Leanne Macdonald |
Corporate Accountant |
Executive Manager - Corporate Services |
14/05/2021 |
14/05/2021 |
4 June 2021 |
AUDIT & RISK COMMITTEE – FINANCIALS FOR THE PERIOD ENDING 31 MARCH 2021
This table has rounding (+/- 1)
The financials for March 2021 show an overall favourable variance of $1.26M. The main driver is in land sales at $2.2M being the delayed settlement of the Cemetery Road/Harvest Road land sale from 2018.
Overall income has a favourable variance against the revised budget of $1.3M. This relates to the above delayed settlement of Cemetery Road/Harvest Road.
Expenditure has an unfavourable variance of ($112k). The main drivers behind the unfavourable variance is the cost of sales related to the delayed settlement of Cemetery Road/Harvest Road, and refuse and recycling costs. Offsetting this is favourable variance are contracts, staff, professional fees, and other costs.
Income of $47.052M against the year-to-date budget of $45.673M
The main variances are:
· Development contributions has an unfavourable variance of ($794k). Lower than expected contributions are linked with the timing of developments in Cromwell and Alexandra with the balance in district roading. It should be noted that $417k has been received from two developments in April 2021.
· Government grants and subsidies revenue of $8.27M is ($756k) unfavourable against budget. The unfavourable variance is due the timing of the Waka Kotahi New Zealand Transport Agency (Waka Kotahi) roading subsidy. These subsidies are claimed based on the roading work programme. The capital roading work programme is running behind schedule largely due to the timing of the Clyde Heritage Precinct project.
· Interest and dividends revenue is favourable against budget by $131k. This is partly due to interest received from the delayed settlement of Cemetery Road offset by lower interest rates received on term deposit investments.
· Reserves contributions has a $161k favourable variance. These contributions are dependent on developers’ timeframes and therefore difficult to gauge when setting budgets.
· User fees and other of $5.8M is $258k favourable against budget. Contributing to the favourable variance is a Ministry of Business Innovation and Employment (MBIE) tourism grant for freedom camping, fencing and toilets of $48k, which is in addition to $95k received earlier in the financial year. Other areas with favourable variances include planning (regulatory) income of $98k and property rental and hire income of $44k from Murray Terrace.
Expenditure of $37M against the year-to-date budget of $36.89M
The main variances are:
· Costs of sales of $3.7M is above budget by ($1.9M). As mentioned earlier this relates to the delayed settlement of Cemetery Road/Harvest Road from 2018.
· Refuse and recycling costs of $2.66M has an unfavourable variance of ($273k). This is mainly due to the timing of the Central Otago District Council emission trading scheme contribution of ($277k), the budget is reflected in May 2021.
· Contracts of $6.15M is $471k favourable against budget. The main favourable variances are planned maintenance of $127k, district-wide un-subsidised roading work of $103k and subsidised roading work of $231k. As with income, the capital roading programme is running behind schedule due to the timing of the Clyde Heritage Precinct Project.
· Staff costs of $8.124M has a $486k favourable variance against budget. This relates to the timing of vacant positions and positions that are in the process of being recruited.
· Professional fees of $1.87M is $523k favourable against the budget. This is due to the timing of professional fees within the District Plan along with the timing of management consultant fees in water and wastewater.
Other costs breakdown is as below:
This table has rounding (+/- 1)
· Operating expenses are $88k favourable against budget. This is largely due to underspends in waste water operations.
· Advertising and office expenses are $128k favourable. This is largely due to underspends across the organisation.
· Administrative costs are $88k favourable. This is largely due to an underspend in weed control and compliance schedules.
· Projects are ($65k) unfavourable against budget. This variance is mainly due to Three Waters reactive maintenance expenses from the January 2021 flood of ($170k). This expense is still to be adjusted to reflect the resolution of 21.2.14, January 2021 Weather event – water report. In this resolution it was agreed to allow for an increase in expenditure as opposed to using the Emergency Event Reserve. This is offset by underspends in operating projects like the Community Development MBIE projects, Regional Identity Branding project and Road Safety projects.
Profit and Loss by Activity - 31 March 2021
This table has rounding (+/- 1)
* The funding activity has been removed as this is not an operational activity.
· Infrastructure – income has an unfavourable variance of ($775k). This variance is due to development contributions received being lower than budgeted. Lower than expected contributions are linked with the timing of subdivision developments in Cromwell and Alexandra. It is expected that development contribution income will remain lower than budget due to subdivision developments being pushed into the next financial year. Expenditure is over budget by $11k.
· Roading – income has an unfavourable variance of ($822k). This is predominately due to the Waka Kotahi subsidy, which moves in tandem with subsidised roading expenditure, which is favourable $421k. Both are due to the timing of the capital work programme which is running behind schedule largely due to the Clyde Heritage Precinct Project.
· Waste Management - income has a favourable variance of $25k. This is mainly due to the timing of green waste income. Expenditure has an unfavourable variance of ($282k). This is mainly due to the timing of the Central Otago District Council emission trading scheme contribution of ($277K).
· Parks and Recreation – the favourable income variance relates to the MBIE tourism grant of $48k received and updated in the revised budget. Expenditure has a favourable variance of $53k. This relates to a contestable grant for trail maintenance, that is subject to funding applications being received.
· Corporate Services – income has a favourable variance of $20k. This is due to profit on the sales of vehicle assets. Expenditure is $112k lower than budget mainly due to the timing of information services operating expenditure.
· People and Culture – income has a favourable variance of $20k driven by a grant received from New Zealand Libraries Partnership Programme. Expenditure has a favourable variance of $119k. Driving this favourable variance are underspends in Human Resources $46k, Health and Safety $42k and Administration $30k.
· CEO – Expenditure has a favourable variance of $251k which is mainly due to the Strategic Pay allocation which by end of year should be reflected in increased costs across the organisation, as the pay review impacts across the activities.
· Property – favourable income of $2.5M relates to the delayed settlement on Cemetery Road from 2018. Expenditure is unfavourable due to the costs associated with this delayed settlement.
· Governance and Community Engagement – income has a favourable variance of $27k due to grants received in tourism. Expenditure has a favourable variance of $408k. This is due to underspends in promotions and tourism $135k, governance $90k, economic development $81k, community development $63k, visitor centres $39k and regional identity $10k.
· Planning (Regulatory) – has a favourable income variance of $225k, this is mainly due to the recovery of costs incurred from external professionals related to resource consents and an increase in building permit revenue. The favourable expenditure variance of $481k is due to lower-than-expected staff costs and planning consultant (review) fees with further work required to progress the District Plan programme.
· Three Waters – income has an unfavourable variance of ($12k). This is due to lower revenue from septage fees. Expenditure has a favourable variance of $185k due to lower-than expected management consultants and operating costs.
Capital Expenditure
Year-to-date, 35% of the total capital spend against the full year’s revised capital budget, has been expensed.
Council Property and Facilities ($911k) unfavourable against budget:
This includes the purchase of Murray Terrace land approved by the Cromwell Ward in December 2020, which Council authorised as per resolution 20.40.3 in July 2020.
Waste Management ($195k) unfavourable against budget:
This variance is due to the progression of the glass crushing plant project, which Council authorised as per resolution 20.7.31 in August 2020.
Vehicle Fleet ($131k) unfavourable against budget:
Vehicle replacements are tracking well against the full year budget. At the end of April all vehicles have been purchased and should be delivered by the end of the year, and remain within the full-year budget.
Information Services ($14k) unfavourable against budget:
Records digitisation staff costs have been allocated to the project after the forecast creating an unfavourable variance, this will smooth out as the budget is released over the remainder of the year.
Libraries $20k favourable against budget:
Small favourable variance relating to the timing of library book and e-book purchases.
Parks and Recreation $42k favourable against budget:
Parks and recreation have a favourable variance due to projects in cemeteries where contracts have been awarded in April with completion date expected to be end of June.
Roading $1.3M favourable against budget:
Subsidised roading projects are behind, this is mainly due to delays to the capital programme. A month in the work programme has been lost due to the flooding event in January 2021.
Three Waters is $2.9M favourable against budget:
The favourable variance is due to the timing of construction projects. The main drivers include the Cromwell and Omakau water supply improvements and the Clyde wastewater reticulation network construction.
Internal Loans
Forecast closing balance for 30 June 2021 is $4.27M.
OWED BY |
Original Loan |
1 July 2020 Opening Balance |
30 June 2021 Forecast |
Public Toilets - Roxburgh & Cromwell |
670,000 |
513,510 |
491,239 |
Tarbert St Building |
25,868 |
14,502 |
13,067 |
Alexandra Town Centre |
94,420 |
54,766 |
49,759 |
Alexandra Town Centre |
186,398 |
101,720 |
91,041 |
Alexandra Town Centre |
290,600 |
170,912 |
155,412 |
Centennial Milkbar |
47,821 |
24,252 |
21,284 |
Vincent Grants |
95,000 |
28,500 |
19,000 |
Pioneer Store Naseby |
21,589 |
12,236 |
10,949 |
Roxburgh Water |
867,000 |
743,391 |
717,829 |
ANZ Bank Seismic Strengthening |
180,000 |
154,337 |
149,030 |
Molyneux Pool |
262,000 |
604,000 |
571,900 |
Maniototo Hospital |
1,873,000 |
1,824,913 |
1,775,142 |
Alexandra Airport |
218,000 |
211,407 |
204,485 |
Total |
4,831,696 |
4,458,446 |
4,270,137 |
External Loans
The total amount of external loans at the beginning of the financial year 2020-21 was $241k and as at 31 March 2021 the outstanding balance was $202k. Council has received $38k in principal payments and $9.3k in interest payments.
|
21.2.10 Policy and Strategy Register
Doc ID: 534537
1. Purpose of Report
To present an updated register of the Council’s policies and strategies.
That the Audit and Risk Committee A. Receives the report.
|
2. Background
The Register has been updated to be correct as at 26 May 2021.
Since the last meeting of the Committee, the Waste Management and Minimisation Bylaw and Community Development Strategy have been adopted.
The following changes have been made as a result of legislative complexity and prioritisation of workloads:
People and Culture
· Staff Interests Policy checked and still on track for July 2021. Is a soft refresh and won’t go to Committee
· Leave Management Policy is not due until December 2023 but is being updated early to reflect changes to legislation
· Performance Management Policy is in the final stages and expected to be completed in May 2021
Information Services
· Information Management Policy updated to June 2021
· Privacy Policy updated to October 2021
· LGOIMA Policy updated to October 2021
· Digital Strategy updated to June 2022
Parks and Property
· Molyneux Pool CCTV Policy updated to late 2021
Regulatory
· Enforcement Strategy delayed due to staff change. Currently assessing likely timeframe and will update at next meeting.
Environmental Engineering
· Water Bylaw changed from expected July 2021 to December 2022 due to Three Waters Review process
· Water Policy changed from expected July 2021 to December 2022 due to Three Waters Review process
· Sewer Lateral Policy will be reviewed with Three Waters work for December 2022.
Roading
· Speed Limit Bylaw expected in July 2021
Community and Engagement
· Museum Strategy stage one completion changed to June 2021. The final draft is currently with the sector for review.
Finance
· Asset Disposal Policy has been renamed Fixed Asset and Disposal Policy. It will be considered at this meeting.
· Protected Disclosures (Whisteblowing) Policy updated to October meeting.
General
· 30 Year Vision has been put on hold and staff workload reprioritised to focus on the Council vision/organisational strategy.
Appendix 1 - Policy and Strategy
Register ⇩
Report author: |
Reviewed and authorised by: |
|
|
Alix Crosbie |
Saskia Righarts |
Senior Strategy Advisor |
Chief Advisor |
26/05/2021 |
26/05/2021 |
Audit and Risk Committee meeting |
4 June 2021 |
Date Issued / Review Beginning |
Due for Review / Completion |
Responsibility |
|
People and Culture |
|
|
|
September-2017 |
September-2020 |
CEO |
|
December-2004 |
December-2007 |
CEO |
|
July-2020 |
July-2021 |
AR > CEO |
|
Working From Home Guidelines |
August-2020 |
August-2023 |
CEO |
Respect at Work Guidelines |
February-2020 |
February-2022 |
CEO |
Leave Management Policy |
December-2020 |
December-2023 |
CEO |
February-2020 |
February-2023 |
CEO |
|
Future Work Items |
|
|
|
Performance Management Policy |
|
May-2021 |
CEO |
|
|
|
|
Information Services |
|
|
|
March-2019 |
March-2022 |
Council |
|
October-2018 |
October-2021 |
AR > Council |
|
June-2019 |
October-2021 |
Council |
|
Future Work Items |
|
|
|
Digital Strategy |
|
June-2022 |
Council |
Privacy Policy |
|
October-2021 |
AR > CEO |
LGOIMA Policy |
|
October-2021 |
CEO |
|
|
|
|
Governance |
|
|
|
October-2019 |
October-2022 |
Council |
|
October-2019 |
October-2022 |
Council |
|
Delegations Register (incl. Audit and Risk Terms of Reference) |
August-2020 |
October-2022 |
Council |
October-2019 |
October-2022 |
Council |
|
October-2019 |
October-2022 |
Council |
|
|
|
|
|
Parks and Property |
|
|
|
May-2012 |
May-2017 |
Council |
|
March-2018 |
Late 2021 |
CEO |
|
June-2012 |
June-2022 |
Council |
|
July-2008 |
July-2011 |
Council |
|
Council-owned Earthquake-prone Buildings Policy |
June-2020 |
June-2023 |
Council |
Cemeteries Bylaw |
November-2020 |
November-2025 |
Council |
Community Leasing and Licensing Policy |
February-2021 |
February-2024 |
Council |
August-2020 |
February-2022 |
Council |
|
11x Reserve Management Plans |
Various |
Various |
Council |
Future Work Items |
|
|
|
Playground Strategy |
|
January-2022 |
Council |
Reserve Management Plans |
|
2019-2022 |
Council |
Reserve Naming Policy |
|
January-2022 |
Council |
Responsible Camping Strategy |
|
Hold pending government policy decison |
Council |
Plaques and Memorials Policy |
|
January-2022 |
Council |
Regulatory |
|
|
|
May-2019 |
May-2024 |
Council |
|
Dangerous and Insanitary Building Policy |
September-2013 |
September-2018 |
Council |
December-2020 |
December-2025 |
Council |
|
December-2020 |
December-2025 |
Council |
|
July-2018 |
July-2023 |
Council |
|
June-2020 |
June-2023 |
Council |
|
March-2019 |
March-2022 |
Council |
|
July-2019 |
July-2022 |
Council |
|
June-2019 |
June-2024 |
Council |
|
June-2018 |
June-2021 |
Council |
|
Future Work Items |
|
|
|
Enforcement Strategy |
|
Late 2021 |
Council |
|
|
|
|
Environmental Engineering |
|
|
|
September-2018 |
September-2021 |
Council |
|
September-2019 |
September-2024 |
Council |
|
April-2019 |
April-2024 |
Council |
|
June-2018 |
June-2023 |
Council |
|
Waste Management and Minimisation Bylaw |
March 2021 |
March 2026 |
Council |
Future Work Items |
|
|
|
|
|
|
|
|
|
|
|
Three Waters |
|
|
|
January-2012 |
January-2015 |
Council |
|
July-2016 |
July-2019 |
Council |
|
Drinking Water Quality Policy Statement |
March-2020 |
March-2023 |
Council |
June-2001 |
To be replaced by Water Bylaw |
Council |
|
May-2008 |
To be replaced by Water Bylaw |
Council |
|
Future Work Items |
|
|
|
Water Bylaw |
|
July-2021 |
Council |
Water Policy |
|
July-2021 |
Council |
|
|
|
|
Roading |
|
|
|
April-2018 |
April-2021 |
Council |
|
February-2018 |
February-2021 |
Council |
|
November-2020 |
November-2025 |
Council |
|
January-2016 |
January-2022 |
Council |
|
November-2007 |
July-2021 |
Council |
|
May-2020 |
May-2025 |
AR > Council |
|
|
|
|
|
Libraries |
|
|
|
July-2018 |
July-2021 |
CEO |
|
October-2018 |
October-2021 |
CEO |
|
March-2019 |
March-2022 |
CEO |
|
August-2018 |
August-2021 |
CEO |
|
May-2020 |
May-2023 |
CEO |
|
May-2019 |
May-2022 |
CEO |
|
|
|
|
|
Community and Engagement |
|
|
|
April-2013 |
April-2018 |
Community Owned |
|
14x Community Plans |
Various |
Various |
Community Owned |
August-2019 |
August-2022 |
Council |
|
April-2018 |
April-2023 |
Community Owned |
|
June-2018 |
June-2023 |
Council |
|
January-2020 |
January-2023 |
Council |
|
September-2018 |
Expected Completion: June-2021 |
AR > Council |
|
January-2020 |
January-2023 |
Council |
|
Community Development Strategy |
May 2021 |
May 2023 |
Council |
|
|
|
|
Future Work Items |
|
|
|
Museum Strategy |
|
Expected Completion: June-2021 |
Council |
Communications and Engagement Strategy |
|
Expected Completion: December-2021 |
Council |
|
|
|
|
Finance |
|
|
|
C:\docs\~D427817Fixed Asset and Disposal Policy |
January-2017 |
June 2021 |
AR > CEO |
May-2020 |
October-2021 |
AR > Council |
|
June-2020 |
June-2021 |
AR > Council |
|
June-2020 |
June-2021 |
AR > Council |
|
August-2020 |
October-2021 |
AR > Council |
|
Protected Disclosures (Whistleblowing) Policy |
May-2020 |
October-2021 |
AR > Council |
June-2020 |
June-2021 |
AR > Council |
|
June-2020 |
June-2021 |
AR > Council |
|
September-2018 |
June-2021 |
AR > Council |
|
August-2020 |
June-2021 |
AR > Council |
|
October-2019 |
October-2022 |
AR > Council |
|
Vehicle Procurement Maintenance and Disposal Policy |
Ocotber-2020 |
October-2023 |
CEO |
|
|
|
|
Future Work Items |
|
|
|
Staff Delegations Manual |
May-2021 |
June-2022 |
AR > Council |
Financial Reserves Policy |
June-2021 |
AR > Council |
|
|
|
|
|
Health and Safety |
|
|
|
September-2020 |
September-2021 |
CEO |
|
|
|
|
|
General |
|
|
|
June-2020 |
June-2021 |
Council |
|
February-2014 |
November 2021 |
AR > Council |
|
April-2008 |
April-2018 |
Council |
|
May-2019 |
May-2024 |
Council |
|
June-2018 |
June-2021 |
AR > Council |
|
September-2018 |
June-2021 |
Council |
|
June-2019 |
June-2024 |
Council |
|
Future Work Items |
|
|
|
Housing Strategy |
|
June-2021 |
Council |
|
21.2.11 Tourism operator compliance records
Doc ID: 535124
1. Purpose
To give an overview of a known new compliance issue and actions taken to remedy.
That the report be received.
|
2. Discussion
It has recently come to the attention of staff that council run i-SITEs had no mechanisms in place to ensure tourism operators they are on-selling have up to date compliance certifications.
The previous process had seen all businesses that paid to be promoted through a council run i-SITE required to supply evidence of their compliance relevant to their operation at the point of sign up. There was never a mechanism established to ensure that as certifications lapsed, the operator supplied updated documentation.
In the past this may have been acceptable given ultimate responsibility lies with the operator to be compliant and carry the correct certifications. However, in light Worksafe bringing charges against both the tourism operators and the third parties who sold tours to Whakaari (White Island), i-SITEs as a reseller also carry responsibility to ensure the products they are on-selling have relevant certifications.
In May 2021, staff contacted all partner tourism operators they sell and asked for evidence of compliance. That evidence will be catalogued and a date for follow up noted when certifications are due to expire. All businesses have been advised that after the 30th of June 2021 should i-SITEs not have received the requested evidence, council run i-SITEs will no longer be able to resell their product.
Staff will continue to assess the outcome of the Whakaari tragedy court proceedings and adjust future processes to align with the court’s findings.
Nil
Report author: |
Reviewed and authorised by: |
|
|
Dylan Rushbrook |
Sanchia Jacobs |
General Manager Tourism Central Otago |
Chief Executive Officer |
21/05/2021 |
24/05/2021 |
|
21.2.12 Update on progress of the Lake Dunstan Water Supply and Clyde Wastewater Reticulation Projects
Doc ID: 534575
1. Purpose
To provide an update on progress of the Lake Dunstan Water Supply Project and the Clyde Wastewater Reticulation Project.
That the report be received.
|
2. Background
The Lake Dunstan Water Supply Project involves extending the existing borefield above Clyde, constructing a new water treatment plant and piping treated water to the Alexandra Northern reservoir and the Clyde reservoir.
Construction of the pipeline between Alexandra and Clyde is complete.
Final design of the borefield extension, and treatment plant is underway which will then enable construction to commence. The finished project will meet the requirements of the New Zealand Drinking Water Standards.
The Clyde Wastewater Reticulation Project involves construction of a reticulated wastewater scheme in the Stage 1 area of Clyde, connection of over 200 properties and construction of a pump station and pipeline to the Alexandra wastewater treatment plant. The pipeline between Clyde and the Manuherekia River is complete.
Budgets
The budget for the remaining work on the Lake Dunstan Water Supply Project is t $9.2M. The budget for construction of Stage 1 of the Clyde Wastewater Reticulation is $8.5M.
Programme
More detail is provided in the appended project reports.
Lake Dunstan Water Supply:
Project Stage |
Expected Completion Date |
Agree contract terms |
May 2021 |
Detailed Design, updating estimate and creating delivery programme. |
June – October 2021 |
Review design estimate against Council budget. |
October 2021 |
Construction of Water Treatment Plant, balance rank and bore field |
November 2021 – June 2022 |
Commission new Lake Dunstan Water Supply Scheme |
Mid 2022 |
Clyde Wastewater Reticulation Stage 1:
Project Stage |
Expected Completion Date |
Construction commenced.
|
January 2021 |
Main pipelines |
January 2021 – February 2022 |
Laterals from mains to properties |
June 2021 – May 2022 |
“Winter Programme” for Clyde commercial area |
May - September 2021 |
Commissioning of Clyde Wastewater Reticulation Stage 1 |
June 2022 |
Risk Analysis
A high-level review of risks on the overall Lake Dunstan and Clyde wastewater schemes was undertaken as part of the development of the business cases for each of these projects. Individual risk registers have been prepared for both projects with input from the design consultants, contractors and Council major projects staff. The appended reports also outline the key project risks.
The COVID-19 pandemic has created unpredictability in the market for supply of materials and is also creating price volatility. The cost re-imbursement contract models being used enable regular review of cost inputs and changes to be made to working and supply methodologies.
There is high demand on limited contracting resources for the large volume of work underway in New Zealand. This is placing pressure on construction companies who need to upsize to meet increasing work demands.
While projects are being reviewed individually the other projects they interface with are also taken into account. This is to ensure as little broader impact is felt as possible when making individual project decisions.
Gateway Review
Current phase is stage 4 – Implementation
Appendix 1 - Monthly Project
Report Clyde Wastewater Reticulation Stage 1 ⇩
Appendix 2 - Monthly Project
Report Lake Dunstan Water Supply ⇩
Report author: |
Reviewed and authorised by: |
|
|
Patrick Keenan |
Julie Muir |
Capital Projects Programme Manager |
Executive Manager - Infrastructure Services |
19/05/2021 |
21/05/2021 |
Audit and Risk Committee meeting |
4 June 2021 |
Progress |
The current programme is:
Current Work
As per Council request a probity review of the procurement methodology was carried out. Morrison Low & Associates Ltd carried out the review and provided a letter in support of Council’s approach on the 30th of March 2021.
Council staff along with teams from Fulton Hogan, Stantec (designers), Switchbuild (telemetry), Pall Marshalls Water Consortium (membrane plant equipment) have started working together to optimise and finalise the design. Once complete Fulton Hogan will estimate the construction costs.
Council and Fulton Hogan are finalising the contract terms. Essentially it will be a two-stage process, as outlined above, with the first stage being Separable portion 1 and involves Fulton Hogan supplying an updated estimate, based on the final design which will then be reviewed against the budget. A detailed programme will also be delivered as part of Separable portion 1. The second stage, Separable portion 2 will commence upon acceptance of Separable portion 1 estimate and programme and includes the construction and commissioning. |
|
||||||||||||||
Spend to forecast: |
The capital cost budget for construction of the Lake Dunstan Water Supply Project from the budget approved by Council on 24 March 2021 is $9.2M. This will need to be reviewed once the detailed design estimate has been concluded. The contract will not move into construction phase until this review is complete. |
|
||||||||||||||
Value of Professional Services Work |
The overall life to date scheme investigation and design cost to March 2021 is $1.3M. As at March 2021 CODC have $120K of committed cost to Stantec for design of the water treatment plant and borefield up to handover point to the contractor. There will be more costs to optimise and finalise the design with further input from Fulton Hogan, Stantec (designers), Switchbuild (telemetry), Pall Marshalls Water Consortium (membrane plant equipment). The estimate for this portion of the design will be known in June 2021. |
|
||||||||||||||
Value of Physical Work |
No physical works are expected until November 2021. However, there will be greater clarity on this once Fulton Hogan start looking in detail at the programme. The budget approved by Council on 24 March 2021 is $9.2M. |
|
||||||||||||||
Value of Property Work |
At this stage the only anticipated easements or land crossing, other than on CODC land will be the backwash and overflow pipes from the water treatment plant to the Clutha. The design has not been initiated on that yet and therefore the route is not resolved. Once resolved an estimate can be put in place. |
|
||||||||||||||
Value of Consent Work & Approvals |
The costs associated with the resource consent application to convert the new bore into a water source are not confirmed. Comparable projects estimate for this work is approximately $25K.
|
|
||||||||||||||
Summary of Change Register |
We will establish a variation order register once the contract document is agreed.
|
|
||||||||||||||
Health and Safety |
There were no Health and Safety incidents during the term of this report.
|
|
||||||||||||||
Property |
Contact Energy agreed with plans to provide easements and to fence the bore sites as per the recommendations in the New Zealand Drinking Water Standards Guidelines. No further action is can be undertaken on easements until the detailed design approaches completion. |
|
||||||||||||||
Consents |
The resource consent for making the test bore a permanent water source is waiting for further processing by Otago Regional Council. This is being progressed by independent consultant Simon Beale. |
|
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Other Issues |
The project interfaces with the Clyde Wastewater project. Staff are investigating the opportunities for synergies between the two projects. |
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Risks |
The risk rating for the Lake Dunstan Water Supply Project is rated amber as the detailed project risk review has not been completed. However, the top 3 risks from the most recent (April) monthly report produced by Stantec are as follows: 1. Timeline for completion - What’s practically achievable based on current programme versus community/council expectations. 2. Management of backwash, Clean in Place bywash, overflow, bypass/drains and commissioning pipe provision. 3. No water take consent for the 20 mega litres per day(mega litre = 1M litres) design flow for 2048 in place with construction of the Water Treatment Plant a number of months away from starting. |
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Project Status Summary Field: |
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Progress |
Green. However, the sooner confirmation of final design and estimate the sooner a more detailed programme will be able to be put in place along with opportunities identified for programme advancement. |
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Review Cost |
Amber. A review of cost versus budget will be carried out once the detailed design has been estimated by Fulton Hogan |
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Review Risk |
Amber. A review of risk will be undertaken with the wider design team in June 2021. |
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Project Phase Field: |
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Current Phase |
Stage 4 - Implementation |
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Next Gateway Review Required: |
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Gate 4 – “Go Live” |
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4 June 2021 |
Progress |
The current programme is:
Current Work
As per Council request a probity review of the procurement methodology was carried out. Morrison Low & Associates Ltd carried out the review and provided a letter in support of Council’s approach on the 30th of March 2021.
Council staff along with teams from Fulton Hogan, Stantec (designers), Switchbuild (telemetry), Pall Marshalls Water Consortium (membrane plant equipment) have started working together to optimise and finalise the design. Once complete Fulton Hogan will estimate the construction costs.
Council and Fulton Hogan are finalising the contract terms. Essentially it will be a two-stage process, as outlined above, with the first stage being Separable portion 1 and involves Fulton Hogan supplying an updated estimate, based on the final design which will then be reviewed against the budget. A detailed programme will also be delivered as part of Separable portion 1. The second stage, Separable portion 2 will commence upon acceptance of Separable portion 1 estimate and programme and includes the construction and commissioning. |
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Spend to forecast: |
The capital cost budget for construction of the Lake Dunstan Water Supply Project from the budget approved by Council on 24 March 2021 is $9.2M. This will need to be reviewed once the detailed design estimate has been concluded. The contract will not move into construction phase until this review is complete. |
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Value of Professional Services Work |
The overall life to date scheme investigation and design cost to March 2021 is $1.3M. As at March 2021 CODC have $120K of committed cost to Stantec for design of the water treatment plant and borefield up to handover point to the contractor. There will be more costs to optimise and finalise the design with further input from Fulton Hogan, Stantec (designers), Switchbuild (telemetry), Pall Marshalls Water Consortium (membrane plant equipment). The estimate for this portion of the design will be known in June 2021. |
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Value of Physical Work |
No physical works are expected until November 2021. However, there will be greater clarity on this once Fulton Hogan start looking in detail at the programme. The budget approved by Council on 24 March 2021 is $9.2M. |
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Value of Property Work |
At this stage the only anticipated easements or land crossing, other than on CODC land will be the backwash and overflow pipes from the water treatment plant to the Clutha. The design has not been initiated on that yet and therefore the route is not resolved. Once resolved an estimate can be put in place. |
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Value of Consent Work & Approvals |
The costs associated with the resource consent application to convert the new bore into a water source are not confirmed. Comparable projects estimate for this work is approximately $25K.
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Summary of Change Register |
We will establish a variation order register once the contract document is agreed.
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Health and Safety |
There were no Health and Safety incidents during the term of this report.
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Property |
Contact Energy agreed with plans to provide easements and to fence the bore sites as per the recommendations in the New Zealand Drinking Water Standards Guidelines. No further action is can be undertaken on easements until the detailed design approaches completion. |
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Consents |
The resource consent for making the test bore a permanent water source is waiting for further processing by Otago Regional Council. This is being progressed by independent consultant Simon Beale. |
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Other Issues |
The project interfaces with the Clyde Wastewater project. Staff are investigating the opportunities for synergies between the two projects. |
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Risks |
The risk rating for the Lake Dunstan Water Supply Project is rated amber as the detailed project risk review has not been completed. However, the top 3 risks from the most recent (April) monthly report produced by Stantec are as follows: 1. Timeline for completion - What’s practically achievable based on current programme versus community/council expectations. 2. Management of backwash, Clean in Place bywash, overflow, bypass/drains and commissioning pipe provision. 3. No water take consent for the 20 mega litres per day(mega litre = 1M litres) design flow for 2048 in place with construction of the Water Treatment Plant a number of months away from starting. |
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Project Status Summary Field: |
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Progress |
Green. However, the sooner confirmation of final design and estimate the sooner a more detailed programme will be able to be put in place along with opportunities identified for programme advancement. |
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Review Cost |
Amber. A review of cost versus budget will be carried out once the detailed design has been estimated by Fulton Hogan |
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Review Risk |
Amber. A review of risk will be undertaken with the wider design team in June 2021. |
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Project Phase Field: |
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Current Phase |
Stage 4 - Implementation |
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Next Gateway Review Required: |
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Gate 4 – “Go Live” |
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21.2.13 Roading Physical Works Contract (CON 05-2016-05) - Independent Audit Report November 2020
Doc ID: 534854
1. Purpose
To report on the independent cost and overhead audit of the Roading Physical Works Contract undertaken by Deloitte.
That the report be received.
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2. Discussion
In November 2020 Deloitte were engaged to undertake a review of the contract between Fulton Hogan and the Central Otago District Council.
The Roading Physical Works Contract is required to be periodically audited to ensure the contractor is meeting contractual expectations for the following:
· Correctly establishing base costs
· Applying the correct overhead margins
· Applying the correct profit margins
The observations within the attached report relate to fieldwork that was completed in August 2020.
In summary:
· Base costs (direct, indirect and management costs) – assessed as compliant
· Changes to base costs – assessed as compliant, no material differences noted
· Overheads (i.e. no overheads being directly charged) – assessed as compliant
· Materials – assessed as compliant, confirmed to be getting lowest rate and best value for money on the material purchases that were audited
The review found overall compliance with contractual expectations, and no material differences were noted since the last review.
In October 2020 Waka Kotahi New Zealand Transport Agency completed an investment and procedural audit, and a technical audit on the Central Otago District Council’s roading network.
Council is yet to receive the final version of the investment and procedural audit report, and is still waiting to receive a draft of the technical audit report from Waka Kotahi. These are expected to be presented to the next Audit and Risk Committee meeting.
Appendix 1 - 202011 Fulton Hogan
Roading Contract Review - Final Report .pdf ⇩
Report author: |
Reviewed and authorised by: |
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James McCallum |
Julie Muir |
Roading Manager |
Executive Manager - Infrastructure Services |
20/05/2021 |
21/05/2021 |
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21.2.14 Private Swimming Pool Inspections
Doc ID: 535467
1. Purpose
To consider Council’s approach to complying with its legislative responsibility to inspect privately-owned swimming pools under the Building Act 2004 (as amended 1 January 2017).
That the report be received. |
2. Discussion
Background
On 26 March 2021, Central Otago District Council received a request under the Local Government Official Information and Meetings Act 1987, asking for the following information:
1. The number of residential swimming pools within Council boundaries as at 1st January 2014.
2. The number of residential swimming pools within Council boundaries as at 1st January 2017.
3. The number of residential swimming pools within Council boundaries as at 1st January 2020.
4. The number of residential swimming pools within Council boundaries that had a pool inspection conducted on them between 1st January 2014 and 31st December 2016.
5. The number of residential swimming pools within Council boundaries that did not have a pool inspection conducted on them between 1st January 2014 and 31st December 2016.
6. The number of residential swimming pools within Council boundaries that failed a pool inspection conducted on them between 1st January 2014 and 31st December 2016.
7. The number of residential swimming pools within Council boundaries that had a pool inspection conducted on them between 1st January 2017 and 31st December 2019.
8. The number of residential swimming pools within Council boundaries that did not have a pool inspection conducted on them between 1st January 2017 and 31st December 2019.
9. The number of residential swimming pools within Council boundaries that failed a pool inspection conducted on them between 1st January 2017 and 31st December 2019.
10. The number of residential swimming pools within Council boundaries that failed a pool inspection conducted on them between 1st January 2017 and 31st December 2019 that had passed the most recent previous pool inspection conducted prior to 2017.
11. For the residential swimming pools within Council boundaries that failed a pool inspection conducted on them between 1st January 2017 and 31st December 2019 that had passed a previous pool inspection conducted before 2017, provide the following additional information:
1. Number that had made consented changes to the circumstances of the pool
2. Number that had made unconsented changes to the circumstances of the pool
3. Number that had no changes to the circumstances of the pool
Council’s Regulatory Services Manager composed a response (Appendix 1) which was sent to the requestors. The requestors had sent the same request to other councils in New Zealand and compiled a review of their findings from the information they received.
A copy of their review was received by Council on 25 May 2021, having been sent by its authors (Appendix 2). This review graded councils according to the individuals’ perspective, and rated Central Otago District Council poorly.
This report to the Audit and Risk Committee is to address some of the matters raised in that review so that the committee can be accurately informed.
Relevant legislation
Previously, the Fencing of Swimming Pools Act 1987 required pools to be fenced, but also enabled councils to provide exemptions not to require fencing. Its purpose was to promote the safety of young children by requiring the fencing of certain swimming pools.
In 2016, that Act was repealed by the Building (Pools) Amendment Act 2016. In a residential context, its purpose was included into the Building Act 2004. The amendment took effect on 1 January 2017 through sections 162A-E of the Building Act 2004.
· The legislation’s purpose is to prevent drowning and injury to children under five years of age by restricting unsupervised access to residential pools (s.162A).
· It applies to swimming pools and spa pools with a maximum depth greater than 400mm (s. 162B)
· The compliance requirements for restricting access are outlined in s. 162C.
· Responsibility for regular inspections to ensure compliance is outlined in s. 162D.
o The inspections are to occur at least once every three years, but do not necessarily need to be undertaken by the territorial authority, as this section allows pool owners to use an independently qualified pool inspector to assess and confirm compliance.
· Section 162E relates to pool manufacturer and retailer compliance.
This legislation underpins Clause F9 the Building Code, which sets out the acceptable solutions to meets the requirements of restricting access to residential pools.
Complicating factors
While it is the territorial authority’s responsibility to ensure that residential pools are inspected periodically, this is not always straightforward to undertake. Awareness of private residential pools in the district is often challenging, where owners have not informed Council of a pool’s existence.
Furthermore, the legislation encompasses all above-ground pools, container pools, and inflatable pools over 400mm deep, and so these are also required to be fenced. The small size and sometimes temporary nature of these pools can present significant problems in attaining awareness of their existence.
However, small heated pools (e.g. spa pools) which have a safety cover (e.g. lid) are not required to be inspected, as self-compliance is determined through exemptions under the Building Act 2004.
Most commonly, Council becomes aware of residential pools through historical records, complaints, aerial photographs, and new building consents.
While officers are warranted to enter the property where the pool is located at any time during the day, staff are trying to work with pool owners to agree inspection dates and times for better customer service. This is challenging as pool owners do not necessarily want officers inspecting their pools, especially with the associated inspection fees and potential corrective works to be undertaken, which does cause some delays in the inspection programme.
There is also no legislative requirement to register a pool with Council under the current Building Act.
Current Situation
Councils must balance their territorial authority (TA) functions (e.g. residential swimming pool inspections) and their Building Consenting functions (e.g. processing building consents on a day-to-day basis).
The first three-year period following the implementation of the amendment to the legislation was January 2017 – January 2020.
Council staff met with the Ministry of Business, Innovation and Employment (MBIE) in April 2019 regarding its TA functions. At that meeting staff specifically discussed the plan regarding the inspection of residential swimming pool barriers in the coming three years, i.e. 2020 – 2023.
Additional resources and specific training have been provided since 2019 to undertake these inspections, as part of implementing this inspection programme.
We currently have 341 registered pools and spa pools, of which 153 residential pools have been inspected, and the remaining 185 to be inspected by 2023.
As part of our customer service, staff are contacting pool owners to firstly determine the status of the pool, to ascertain if the pool still requires an inspection, and if so to schedule this where appropriate. If it is instead determined that the pool is now exempt, staff are updating Council records to remove the pool from the inspection programme.
Where inspection is required, staff determine the legislative requirements for the pool in place at the time of its construction, as the current standards cannot be applied retroactively. However, the team do provide guidance to the pool owners of improvements that would meet current standards.
As a result of the inspection programme, the level of compliance is likely to be maintained, making future inspections of the pools less time-consuming and costly.
This planned approach is reflective of the strong senior and executive management leadership in meeting Council’s legislative obligations as discussed with MBIE, while balancing a positive customer experience for pool owners and minimising costs where possible.
Appendix 1 - Regulatory Services
Manager response to LGOIMA ⇩
Appendix 2 - Review report
authored by LGOIMA requestor ⇩
Report author: |
Reviewed and authorised by: |
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Lee Webster |
Louise van der Voort |
Regulatory Services Manager |
Executive Manager - Planning and Environment |
25/05/2021 |
26/05/2021 |
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21.2.15 Audit and Risk Work Programme
Doc ID: 532770
1. Purpose
To consider a draft work programme for the Audit and Risk Committee.
That the report be received.
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2. Discussion
A draft work programme for the Audit and Risk Committee has been prepared for the Committee’s consideration. Going forward, the work programme will be updated for each meeting and included with the Governance Reports.
Appendix 1 - Audit and Risk Draft
Work Programme ⇩
Report author: |
Reviewed and authorised by: |
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|
Rebecca Williams |
Sanchia Jacobs |
Governance Manager |
Chief Executive Officer |
1/05/2021 |
26/05/2021 |
A. Audit and Risk Committee meeting |
B. 4 June 2021 |
Forward Work Programme 2021 - 2022
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Reason for work |
Committee’s role (decision and/or direction) |
Expected timeframes Highlight the month(s) this is expected to come to Audit and Risk in 2021/22 |
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Jul |
Aug |
Sep |
Oct |
Nov |
Dec |
Jan |
Feb |
Mar |
Apr |
May |
Jun |
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Long-term Plan 2021/31 |
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Long-term Plan Chief Advisor/Executive Manager - Corporate Services |
Oversight of the preparation of the Long-term Plan. |
Direction required: Direction on timeline and progress. To make recommendations to Council on matters and proposals relevant to risk management and internal review practices. |
Not applicable until 2024/34 LTP is being prepared |
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Annual Report |
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Annual Report Executive Manager - Corporate Services |
Oversight of the preparation of the Annual Report. |
Direction required: For the Committee to recommend to Council that they adopt the 2020-2021 Annual Report subject to any changes the Committee may identify. |
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Governance Reports |
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Governance Reports Executive Manager - Corporate Services |
Oversight of governance reports post internal and external audits |
Direction required: Overseeing the progress of key recommendations arising from the audits. |
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Internal Audits |
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Internal Audits Executive Managers / Business Risk and Procurement Manager |
Reviewing the internal audit programme of work and the results arising from those audits. |
Direction required: Direction on timeline and progress. Identifying the key risks and actions arising from the audits. |
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Policy Reviews |
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Policy Reviews Senior Strategy Advisor |
Oversight of Council’s policy renewal schedule and reviewing relevant updated and new policies. |
Direction required: Provide feedback on policies and recommend for approval and implementation. Review policy schedule to ensure timelines are being achieved. |
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2022 Annual Plan |
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Executive Manager - Corporate Services |
Oversight of the preparation of the Annual Plan. |
Direction required: Direction on timeline and progress. To make recommendations to Council on matters and proposals relevant to risk management and internal review practices. |
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21.2.16 Health, Safety and Wellbeing Report
Doc ID: 535037
1. Purpose
To provide information on key health and safety risks and the measures in place to mitigate those risks at the Central Otago District Council.
That the report be received.
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2. Discussion
COVID-19
With the opening of the Travel Bubble, Council remains prepared to change levels at any time without notice. And has provided guidance to staff wishing to travel to Australia or the Cook Island.
Previous alert level 1 control measures are still in place.
COVID-19 Vaccination
In February 2021, the Ministry of Health began a roll out of COVID-19 vaccination. The COVID-19 vaccination is important to protecting the health and wellbeing of people in New Zealand. It is intended to help New Zealand’s social, economic and cultural recovery from the global pandemic.
New Zealand Government is asking employers to encourage and support their workers to get vaccinated by:
• Facilitating onsite vaccinations
• Allowing workers to get vaccinated during work hours without loss of pay
• Providing timely, relevant information to workers from the Ministry of Health about vaccination and its benefits
Council intends to undertake these actions as staff become eligible for vaccination in Groups 3 and 4 from May 2021.
Council has commenced engaging its workforce about the vaccination rollout in the workplace.
Human Resources and Health and Safety processes have been put in place to manage the vaccination rollout.
Council will maintain a vaccination register that will be kept confidential as per privacy guidelines.
Contractor Health and Safety
Sitewise
prequalification is one tool Council uses to support and manage our health and
safety duties relating to contractor management.
Sitewise has introduced a fourth tier to its standards. Previously, contractors were awarded Red, Amber, or Green ratings alongside a percentage score. A Gold standard has been introduced for contractors scoring 90% or higher.
63 contractors have been awarded Gold standards in the launch.
Council’s contractors continue to score above the national average and achieved a 2% increase in scores since September 2020.
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There were significantly more incidents reported in April 2021 compared to April 2020. However, April 2020 saw many Council staff working from home. When compared to April 2019, the reporting levels are more consistent.
Monitoring and review will be required to ensure that winter-related risks are being managed. This will help to avoid the “winter spike” that has been seen in previous years.
It is encouraging to note that the number of incidents in February fell this year.
During the current financial year to 30 April 2021, 149 incidents have been reported to council.
The following breakdown below:
· 59% of incidents involved the public
· 32% involved employees
· 3% involve contractors
· 61% occurred at the Aquatics facilities.
Cromwell and Alexandra Pools achieved their PoolSafe status for 2021/22.
There have been no notifiable incidents since the last Committee meeting. A status update has been provided for the notifiable incident that occurred on 24 May 2020.
Critical risks
Critical risks identified during this period remain the same: driving, working alone and psychosocial risks.
Health, safety well-being training and well-being initiatives
Internal training |
External training |
· Health and safety inductions conducted (8) · BWare software upgrade with training scheduled for June 2021 · Risk management training for the Health and Safety Committee |
· First Aid (new and refreshers) · Financial Wellbeing Training scheduled for July 2021 · Occupational Therapist visited May 2021 |
Nil
Report author: |
Reviewed and authorised by: |
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Rachel Ennis |
Louise Fleck |
Health, Safety and Wellbeing Officer |
Executive Manager - People and Culture |
11/05/2021 |
14/05/2021 |
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21.2.17 June 2021 Chair's Report
Doc ID: 532766
1. Purpose
To consider the June Chair’s report.
That the report be received.
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Doc ID: 532767
1. Purpose
To consider the June members’ reports.
That the reports be received.
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4 June 2021 |
The date of the next scheduled meeting is 1 October 2021.
4 June 2021 |
10 Resolution to Exclude the Public