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AGENDA
Audit and Risk Committee Meeting Friday, 1 October 2021
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Date: |
Friday, 1 October 2021 |
Time: |
9.30 am |
Location: |
Ngā Hau e Whā, William Fraser Building, 1 Dunorling Street, Alexandra
Due to COVID-19 restrictions and limitations of the physical space, public access will be available through the livestream and Microsoft Teams. The link to the livestream will be available on the Central Otago District Council’s website. |
Sanchia Jacobs Chief Executive Officer |
1 October 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, 1 October 2021 at 9.30 am
Due to COVID-19 restrictions and limitations of the physical space, public access will be available through the livestream and Microsoft Teams. The link to the livestream will be available on the Central Otago District Council’s website.
Audit and Risk Committee meeting Meeting - 4 June 2021
21.3.1 Declarations of Interest Register
21.3.3 Legislative Compliance Warrant of Fitness
21.3.4 Policy and strategy register
21.3.5 Audit NZ and Internal Audit Update
21.3.8 Cyber Security Plan 2018-2021 update
21.3.10 Health, Safety and Wellbeing Report
21.3.11 October 2021 Chair's Report
21.3.12 October Members' Reports
21.3.13 October Governance Report
10 Resolution to Exclude the Public
21.3.14 Review of the draft non-audited Annual Report 2020/21
21.3.15 August 2021 cyber security critical incidents.
21.3.18 Ombudsman Investigation Outcome
21.3.19 October 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)
Audit and Risk Committee meeting - 4 June 2021
Audit and Risk Committee Agenda |
1 October 2021 |
MINUTES
OF Central Otago District Council Audit and Risk Committee
HELD IN Ngā Hau e
Whā, William Fraser Building, 1 Dunorling Street, Alexandra ON
Friday, 4 June 2021 AT
9.32 am
PRESENT: Ms L Robertson (Chair), His Worship the Mayor T Cadogan, Cr S Jeffery, Cr N McKinlay
IN ATTENDANCE: Cr C Laws, 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), A McDowall (Finance Manager), G McFarlane (Business Risk and Procurement Manager), A Crosbie (Senior Strategy Advisor), A Mason (Media and Marketing Manager - Tourism Central Otago), K McCulloch (Corporate Accountant), L Webster (Regulatory Services Manager), R Ennis (Health, Safety and Wellbeing Advisor) and R Williams (Governance Manager)
Note: The Mayor assumed the Chair until Ms Robertson arrived at 9.42 am.
1 Apologies
Committee Resolution Moved: Cadogan Seconded: Jeffery That the apology from Cr N Gillespie and the apology for lateness from Ms L Robertson be received and accepted. Carried |
2 Public Forum
There was no public forum.
3 Confirmation of Minutes
Committee Resolution Moved: Jeffery Seconded: McKinlay That the public minutes of the Audit and Risk Committee Meeting held on 24 February 2021 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 Decisions
21.2.2 Audit NZ and Internal Audit Update |
To provide an update on the status of the internal audit programme and any outstanding actions for completed internal and external audits. |
Committee Resolution Moved: Cadogan Seconded: McKinlay That the Audit and Risk Committee receives the report. Carried |
Note: Ms Robertson arrived at 9.42 am and assumed the Chair.
21.2.3 Sensitive Expenditure Policy |
To review and recommend to Council the adoption of the Sensitive Expenditure Policy, the Travel Policy and the Credit Card Policy. During discussion the following changes were suggested: · The roles and responsibilities for domestic and international travel to be separated. · Ensure the one up principal is reflected in the elected members’ allowances and reimbursement policy, and that approval for travel reflects the elected members’ allowances and reimbursement policy. · The Gift and Hospitality register should be considered by the Audit and Risk Committee annually. · Both accepting and declining gifts and hospitality must be recorded in the register. |
Committee Resolution Moved: Robertson Seconded: McKinlay That the Audit and Risk Committee A. Receives the report and accepts the level of significance. B. Recommends to Council that they approve the amended Sensitive Expenditure Policy, the Travel Policy and the Credit Card Policy. Carried |
Note: The Mayor left the meeting at 10.02 am and returned at 10.12 am.
Note: Cr McKinlay left the meeting at 10.46 am and returned at 10.49 am.
21.2.4 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. During discussion a number of suggestions and clarifications were made. It was agreed that these would be updated before the final adoption on 30 June 2021. |
Committee Resolution Moved: Robertson Seconded: Cadogan That the report be received. Carried |
21.2.5 Audit NZ Interim Report on the audit of the 2021-31 Long-term Plan Consultation Document |
To receive Audit NZ’s Report to Council on the audit of the 2021-31 Long-term Plan Consultation Document. |
Committee Resolution Moved: Robertson Seconded: Cadogan That the report be received. Carried |
21.2.6 Risk Management Update |
To consider the Risk Management update. During discussion it was agreed that a copy of the risk register would be provided for the next meeting, even if it was still in draft format. |
Committee Resolution Moved: Robertson Seconded: Jeffery That the report be received. Carried |
21.2.7 Financial Reserves Policy |
To consider and provide feedback on the draft Financial Reserves Policy before submitting to Council for consideration at their 30 June meeting. A minor amendment was suggested for inclusion in the final document.
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Committee Resolution Moved: Robertson Seconded: Cadogan That the Audit and Risk Committee A. Receives the report and accepts the level of significance. B. Notes the Financial Reserves Policy will be considered at the Council 30 June meeting. Carried |
21.2.8 Fixed Asset and Disposal Policy |
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. During discussion minor amendments were suggested and it was agreed that the title of the policy would be amended to read “Fixed Asset Management and Disposal Policy.” |
Committee Resolution Moved: Robertson Seconded: McKinlay That the Audit and Risk Committee A. Receives the report and accepts the level of significance. B. Notes the draft policy, with any amendments, will be signed-off by the Chief Executive and issued to staff for implementation. Carried |
21.2.9 Financial Report for the period ending 31 March 2021 |
To consider the financial performance for the period ending 31 March 2021. The new Finance Manager was introduced to the Committee. |
Committee Resolution Moved: Robertson Seconded: Cadogan That the report be received. Carried |
21.2.10 Policy and Strategy Register |
To present an updated register of the Council’s policies and strategies. |
Committee Resolution Moved: Robertson Seconded: McKinlay That the Audit and Risk Committee receive the report. Carried |
6 Reports for Information
21.2.11 Tourism operator compliance records |
To give an overview of a known new compliance issue and actions taken to remedy. |
Committee Resolution Moved: Robertson Seconded: Jeffery That the report be received. Carried |
21.2.12 Update on progress of the Lake Dunstan Water Supply and Clyde Wastewater Reticulation Projects |
To provide an update on progress of the Lake Dunstan Water Supply Project and the Clyde Wastewater Reticulation Project. It was noted that the agenda had inadvertently included the Lake Dunstan Water Supply report twice and the Clyde Wastewater Reticulation Project report was tabled. |
Committee Resolution Moved: Robertson Seconded: McKinlay That the report be received. Carried |
21.2.13 Roading Physical Works Contract (CON 05-2016-05) - Independent Audit Report November 2020 |
To report on the independent cost and overhead audit of the Roading Physical Works Contract undertaken by Deloitte. |
Committee Resolution Moved: Robertson Seconded: Cadogan That the report be received. Carried |
21.2.14 Private Swimming Pool Inspections |
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). |
Committee Resolution Moved: Robertson Seconded: Cadogan That the report be received. Carried |
21.2.15 Audit and Risk Work Programme |
To consider a draft work programme for the Audit and Risk Committee. |
Committee Resolution Moved: Cadogan Seconded: Robertson That the report be received. Carried |
Note: The Mayor left the meeting at 11.51 am and returned at 11.53am.
21.2.16 Health, Safety and Wellbeing 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: Jeffery That the report be received. Carried |
7 Chair's Report
21.2.17 June 2021 Chair's Report |
There was no update from the Chair. |
8 Members' Reports
21.2.18 June Members' Reports |
There were no members’ updates. |
9 Date of The Next Meeting
The date of the next scheduled meeting is 1 October 2021.
10 Resolution to Exclude the Public
Committee Resolution Moved: Robertson Seconded: Cadogan 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 11.55 am and the meeting closed at 12.48 pm.
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21.3.1 Declarations of Interest Register
Doc ID: 553231
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 - Declaration of
Interests Register ⇩
Audit and Risk Committee meeting |
1 October 2021 |
Name |
Member’s Declared Interests |
Spouse/Partner’s Declared Interests |
Council Appointments |
Tim Cadogan |
Alexandra
Musical Society (member) |
Two Paddocks
(employee) |
Airport
Reference Group |
Neil Gillespie |
Contact
Energy (Specialist - Community Relations and Environment) |
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Lowburn Hall
Committee |
Stephen Jeffery |
G & S
Smith family Trust (Trustee) |
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Nigel McKinlay |
Transition
To Work Trust (Board member) |
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Doc ID: 552923
1. Purpose
To provide an overview on the status of Central Otago District Council insurances and the New Zealand insurance market.
That the report be received.
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2. Discussion
A number of insurances policies are held by Council as a result of the breadth of activities Council is involved in. Insurance provides a form of risk management which meets the needs of Council, across the different Council functions. Council’s portfolio of insurances is broad, ranging from legal liability insurances, material damages insurance, standing timber (forestry), cyber insurance, vehicle insurance, business interruption to name some of the portfolios.
Currently Council insurances are held through Aon NZ after going through a Local Authority Shared Service tender process in 2020. This process reduced the 2020/21 premiums significantly across the portfolio. The insurances portfolio is constantly being reviewed, ensuring the best and most appropriate fit for Council, with the best value for money being achieved.
The insurance market and the risk environment is evolving to meet New Zealand and worldwide demands, and the cost is often impacted by what is happening across the markets. A verbal update on market conditions, with particular emphasis on the current trends influencing market costs, will be presented by Aon representatives.
Nil
Report author: |
Reviewed and authorised by: |
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Gabi McFarlane |
Leanne Macdonald |
Risk and Procurement Manager |
Executive Manager - Corporate Services |
16/09/2021 |
16/09/2021 |
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21.3.3 Legislative Compliance Warrant of Fitness
Doc ID: 535564
1. Purpose
To receive the 2021 Legislative Compliance Warrant of Fitness.
That the report be received.
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The Legislative Compliance Warrant of Fitness is a framework to identify the key legislation with which the Council must comply. As the body of legislation is so large, priorities for attention have been established.
There are nearly 200 pieces of active legislation that either guide council or are relevant to a function in some way. Many of these pieces of legislation overlap across several parts of the organisation – some have a minor impact that is rarely felt, others have day to day implications.
Legislative responsibilities exist in the following capacities:
· as an employer
· as a landlord and owner or properties
· as a service provider and as a commercial operator
· as a governing body
· as a policy maker
· as a regulator
· and as an enforcer.
In addition to these functions, there are pieces of legislation, including local legislation acts, that relate to land acquisition, transfer, and disposal.
The methodology for the 2021 Warrant of Fitness included assessing the 2020 Warrant of Fitness and identifying any gaps or areas for further analysis then comparing that work against local government sector guidance provided by sector body Taituarā. The key areas identified were then taken to the various business units across Council and discussed with the relevant managers.
The Warrant of Fitness is attached. There are two pieces to the Legislative Compliance Warrant of Fitness:
· A high-level analysis of the key areas of focus and the related legislation [Attachment 1]
· A comprehensive list of legislation compiled and categorised in relation to the differing council functions [Attachment 2]
Areas for action identified in the previous Warrant of Fitness
The previous 2020 Warrant of Fitness identified two areas of potential non-compliance: a potential need for an internal copyright policy, and the decision – informed by discussions with Council – to review the District Plan behind statutory timeframes.
Action has taken place in both these areas: the Copyright Policy is now in place; and the District Plan Review is underway, the timeframes are as follows:
Table 1 District Plan review timeframes
Tasks |
Delivery Date |
Convert Planning Maps to GIS |
30 June 2021 |
Chapter review - Industrial |
30 June 2021 |
Cromwell Spatial Plan Implementation - Industrial Zone |
30 June 2021 |
Operative Plan in ePlan |
30 September 2021 * |
Chapter review – Residential |
20 December 2021 |
Cromwell Spatial Plan Implementation - Residential Zones |
20 December 2021 |
Chapter review – Rural |
20 December 2021 |
Heritage Building and Tree Register update |
31 March 2022 |
Designation Schedule Update |
31 March 2022 |
Chapter review – Commercial |
30 June 2022 |
Cromwell Spatial Plan Implementation - Commercial Zones |
30 June 2022 |
Naseby Dark Sky |
30 June 2022 |
Heritage Precinct Design Guidelines |
30 June 2022 |
Vincent Spatial Plan Implementation – Industrial, Residential & Commercial Zones |
30 June 2022 |
Heritage Building and Tree Register review and update (new items) |
20 December 2022 |
Teviot Valley Spatial Plan |
20 December 2022 |
* Dependant on supplier being able to support
2021 Review
The 2021 review has found that Council has systems in place to ensure that, to the best of its knowledge and abilities, relevant legislation is complied with.
Compliance is assured in a number of ways, including but not limited to:
• Subject matter experts who are familiar with legislation and its requirements
• External measures including statutory timeframes and auditing processes that council complies with
• Internal systems and procedures to review legislation and update bylaws and policies accordingly
• Memberships with organisations, such as Taituarā, to share information and resourcing
There are three policies in their final stages that are relevant to ensuring compliance in their respective areas: Privacy Policy, LGOIMA Policy, and the Child Protection Policy.
Areas of focus for the 2022 review
While Council complies with legislation, there are three areas of focus suggested for the 2022 review. These areas move beyond compliance, seeking to provide a higher degree of transparency and oversight:
1. Processes that capture changes to legislation
2. Further organisational understanding of legislative responsibilities
3. Provide further detail in key focus areas to increase transparency
Appendix 1 - 2021 Legislative
Compliance WOF: Legislative Overview ⇩
Appendix 2 - 2021 Legislative
Compliance Warrant of Fitness: Focus areas ⇩
Report author: |
Reviewed and authorised by: |
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Alix Crosbie |
Saskia Righarts |
Senior Strategy Advisor |
Chief Advisor |
20/09/2021 |
20/09/2021 |
Audit and Risk Committee meeting |
1 October 2021 |
Legislative Compliance 2021: Legislation relating to Central Otago District Council
Highlighted pieces of legislation are those with a greater level of responsibility or accountability.
Legislation |
Department legislation is primarily relevant to |
Function |
Comments |
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Employer |
Land, property, commercial, finance |
Governing body/ policy maker |
Regulator |
Historic |
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Accident Compensation Act 2001 |
People and Culture |
ü |
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Airport Authorities Act 1966 |
Planning and Environment |
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ü |
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ü |
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Local authorities may assist airport authorities |
Animal Welfare Act 1999 |
Planning and Environment |
|
ü |
|
ü |
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Anzac Day Act 1966 |
People and Culture |
ü |
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Anzac Day is a holiday |
Archives, Culture, and Heritage Reform Act 2000 |
Information Management |
|
ü |
ü |
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Arts Council of New Zealand Toi Aotearoa Act 2014 |
Community |
|
ü |
ü |
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A local authority can be designated as a community arts provider |
Bill of Rights 1688 |
People and Culture |
ü |
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Some electoral freedoms listed - very old and outdated piece of legislation |
Biosecurity Act 1993 |
Planning and Environment |
|
ü |
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ü |
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Building Act 2004 |
Planning and Environment |
|
ü |
|
ü |
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|
Building Research Levy Act 1969 |
Infrastructure |
|
ü |
|
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When building we may face levies under this act |
Burial and Cremation Act 1964 |
Planning and Environment |
ü |
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Bylaws Act 1910 |
Chief Executive |
|
|
ü |
|
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|
Cadastral Survey Act 2002 |
Planning and Environment, Infrastructure |
|
ü |
|
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Guidelines around surveyors for consenting etc |
Children's Act 2014 |
People and Culture |
ü |
|
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Employment checks on those working with children (i.e. Swimming pools) |
Citizenship Act 1977 |
People and Culture |
ü |
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Citizenship (Western Samoa) Act 1982 |
People and Culture |
ü |
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People born in Western Samoa before 1949 to be considered NZ citizens |
Civil and Criminal Justice Statute 1354 |
People and Culture |
ü |
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None shall be condemned without due process of Law |
Civil Aviation Act 1990 |
Planning and Environment |
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ü |
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ü |
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Civil Defence Emergency Management Act 2002 |
Infrastructure |
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ü |
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Climate Change Response Act 2002 |
Infrastructure, Planning and Environment, Chief Executive |
|
ü |
ü |
ü |
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Commerce Act 1986 |
Planning and Environment |
|
ü |
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Companies Act 1993 |
People and Culture |
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ü |
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Conservation Act 1987 |
Planning and Environment, Infrastructure |
|
ü |
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ü |
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Consumer Guarantees Act 1993 |
Planning and Environment |
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ü |
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Contract and Commercial Law Act 2017 |
All |
ü |
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Contributory Negligence Act 1947 |
People and Culture |
ü |
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Copyright Act 1994 |
Corporate Services |
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ü |
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COVID-19 Public Health Response Act 2020 |
Chief Executive |
ü |
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COVID-19 Recovery (Fast-track Consenting) Act 2020 |
Infrastructure |
|
ü |
|
ü |
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Crimes Act 1961 |
People and Culture |
ü |
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Criminal Records (Clean Slate) Act 2004 |
People and Culture |
ü |
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Crown Forest Assets Act 1989 |
Planning and Environment |
|
ü |
|
ü |
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Crown Grants Act 1908 |
Corporate Services |
|
ü |
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How land granted from crown is managed |
Crown Minerals Act 1991 |
Planning and Environment |
|
ü |
|
ü |
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Cultural Property (Protection in Armed Conflict) Act 2012 |
Chief Executive |
|
ü |
|
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Police right to search artifacts if suspected of crimes |
Deaths by Accidents Compensation Act 1952 |
People and Culture |
ü |
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Designs Act 1953 |
Corporate Services |
|
ü |
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Disability (United Nations Convention on the Rights of Persons with Disabilities) Act 2008 |
People and Culture |
ü |
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Amended Local Government Act 2002 |
Legislation |
Department legislation is primarily relevant to |
Employer |
Land, property, commercial, finance |
Governing body/ policy maker |
Regulator |
Historic |
Comments |
Disabled Persons Community Welfare Act 1975 |
People and Culture, Planning and Environment, Infrastructure |
ü |
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Provisions for disabled employees and tenants |
Disputes Tribunal Act 1988 |
People and Culture |
ü |
ü |
|
ü |
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Dog Control Act 1996 |
Planning and Environment |
|
|
ü |
ü |
|
Section 10A requires the Council to report on its dog control policies and practises for the financial year |
Domestic Violence – Victims’ Protection Act 2018 |
People and Culture |
|
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Electoral Act 1993 |
Governance |
|
|
ü |
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Electricity Act 1992 |
Infrastructure, Planning and Environment |
|
ü |
|
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Employment Relations Act 2000 |
People and Culture |
ü |
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Environment Act 1986 |
Infrastructure, Planning and Environment |
|
ü |
|
ü |
|
|
Environmental Protection Authority Act 2011 |
Infrastructure, Planning and Environment |
|
ü |
|
ü |
|
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Epidemic Preparedness Act 2006 |
People and Culture |
ü |
|
|
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No ongoing responsibilities, provides mechanisms for govt to make changes during pandemic |
Equal Pay Act 1972 |
People and Culture |
ü |
|
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Estate and Gift Duties Act 1968 |
People and Culture |
|
ü |
|
|
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Evidence Act 2006 |
Corporate Services |
ü |
|
|
|
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Fair Trading Act 1986 |
Corporate Services |
|
ü |
|
|
|
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Family Violence Act 2015 |
People and Culture |
ü |
|
|
|
|
|
Fencing Act 1978 |
Planning and Environment |
|
ü |
|
ü |
|
|
Fencing of Swimming Pools Act 1987 |
Planning and Environment |
|
ü |
|
ü |
|
|
Finance Act (various) |
Corporate Services |
|
ü |
|
|
|
|
Financial Markets Conduct Act 2013 |
Corporate Services |
|
ü |
|
|
|
|
Financial Reporting Act 2013 |
Corporate Services |
|
ü |
|
|
|
|
Fire and Emergency NZ Act 2017 |
Planning and Environment, Infrastructure |
|
ü |
|
ü |
|
|
Flags, Emblems, and Names Protection Act 1981 |
Chief Executive |
|
ü |
ü |
|
|
|
Food Act 2014 |
Planning and Environment |
|
ü |
|
ü |
|
|
Food Safety Law Reform Act 2018 |
Planning and Environment |
|
|
|
ü |
|
|
Forest and Rural Fires Act 1977 |
Planning and Environment |
|
ü |
|
|
|
|
Forestry Encouragement Act 1962 |
Infrastructure, Planning and Environment |
|
|
ü |
|
|
Minister may advance money to any local authority for the encouragement of forestry |
Forestry Rights Registration Act 1983 |
Infrastructure, Planning and Environment |
|
ü |
|
ü |
|
|
Forests Act 1949 |
Planning and Environment |
|
|
|
ü |
|
|
Fuel Industry Act 2020 |
Planning and Environment |
|
|
|
ü |
|
|
Gambling Act 2003 |
Planning and Environment |
|
|
|
ü |
|
|
Gas Act 1992 |
Planning and Environment |
|
|
|
ü |
|
|
Geographical Indications (Wine and Spirits) Registration Act 2006 |
Chief Executive |
|
ü |
|
|
|
|
Goods and Services Tax Act 1985 |
Corporate Services |
|
ü |
|
|
|
|
Government Roading Powers Act 1989 |
Infrastructure |
|
ü |
|
|
|
|
Haka Ka Mate Attribution Act 2014 |
Chief Executive |
|
ü |
|
|
|
Historical claim settlment relating to ownership and use of the haka Ka Mate |
Harassment Act 1997 |
People and Culture |
ü |
|
|
|
|
|
Harmful Digital Communications Act 2015 |
People and Culture |
ü |
|
|
|
|
|
Hazardous Substances and New Organisms Act 1996 |
People and Culture |
ü |
|
|
|
|
|
Health Act 1956 |
People and Culture |
ü |
|
|
ü |
|
|
Health and Safety at Work Act 2015 |
People and Culture |
ü |
|
|
|
|
|
Heritage New Zealand Pouhere Taonga Act 2014 |
Chief Executive |
|
ü |
|
|
|
|
Holidays Act 2003 |
People and Culture |
ü |
|
|
|
|
|
Housing Accords and Special Housing Areas Act 2013 |
Infrastructure, Planning and Environment |
|
ü |
|
ü |
|
|
Housing Act 1955 |
Planning and Environment |
|
ü |
|
|
|
|
Housing Assets Transfer Act 1993 |
Corporate Services |
|
|
ü |
|
|
14.2 has provisions removing crown liability for unpaid rates |
Human Rights Act 1933 |
People and Culture |
ü |
|
ü |
|
|
|
Human Tissue Act 2008 |
Chief Executive |
|
ü |
|
|
|
Applicable in relation to museum collections and displays |
Legislation |
Department legislation is primarily relevant to |
Employer |
Land, property, commercial, finance |
Governing body/ policy maker |
Regulator |
Historic |
Comments |
Identity Information Confirmation Act 2012 |
People and Culture |
ü |
ü |
|
|
|
|
Immigration Act 2009 |
People and Culture |
ü |
|
|
|
|
|
Impounding Act 1955 |
Planning and Environment |
|
|
|
ü |
|
|
Income Tax Act 2002 |
Corporate Services |
ü |
ü |
|
|
|
|
Infrastructure Funding and Financing Act 2020 |
Infrastructure, Planning and Environment |
|
ü |
ü |
|
|
|
Injury Prevent, Rehabilitation, and Compensation Act 2001 |
People and Culture |
ü |
ü |
|
|
|
|
Insolvency Act 2006 |
Corporate Services |
|
ü |
|
|
|
|
Insurance Law Reform Act 1977 |
Corporate Services |
|
ü |
|
|
|
|
Insurance (Prudential Supervision) Act 2010 |
Corporate Services |
|
ü |
|
|
|
|
Intelligence and Security Act 2017 |
People and Culture |
ü |
|
|
|
|
|
Interest on Money Claims Act 2016 |
Corporate Services |
|
ü |
|
|
|
|
Irrigation Schemes Act 1990 |
Infrastructure, Planning and Environment |
|
ü |
|
ü |
|
|
KiwiSaver Act 2006 |
People and Culture |
ü |
|
|
|
|
|
Land Act 1948 |
Planning and Environment |
|
ü |
|
ü |
|
|
Land Drainage Act 1908 |
Infrastructure, Planning and Environment |
|
ü |
|
ü |
|
|
Land Transfer Act 2017 |
Planning and Environment |
|
ü |
|
|
|
|
Land Transport Act 1998 |
Infrastructure |
ü |
ü |
ü |
ü |
|
|
Land Transport Management Act 2003 |
Planning and Environment |
|
|
|
ü |
|
|
Land Transport (Speed Limits Validation and Other Matters) Act 2015 |
Infrastructure |
|
ü |
ü |
ü |
|
|
Land Valuation Proceedings Act 1948 |
Corporate Services |
|
ü |
ü |
|
|
|
Law Reform Act 1936 and 1944 |
Corporate Services |
ü |
|
|
|
|
|
Layout Designs Act 1994 |
Chief Executive |
|
ü |
|
|
|
|
Libraries and Mechanics' Institute Act 1908 |
People and Culture |
|
|
|
|
|
|
Limitation Act 2010 |
Planning and Environment |
|
ü |
|
|
|
Land ownership and mining rights |
Litter Act 1979 |
Infrastructure |
|
ü |
|
ü |
|
|
Local Authorities (Members Interests) Act 1968 |
Governance |
|
|
ü |
|
|
|
Local Electoral Act 2001 |
Governance, Chief Executive |
|
|
ü |
|
|
|
Local Government (Rating) Act 2002 |
Corporate Services, Governance, Chief Executive |
|
|
ü |
|
|
|
Local Government Act 1974 |
Infrastructure, Planning and Environment |
|
ü |
|
ü |
|
Roading and drainage portions not entirely repealed |
Local Government Act 2002 |
Chief Executive |
|
ü |
ü |
ü |
|
|
Local Government Borrowing Act 2011 |
Corporate Services |
|
|
ü |
|
|
|
Local Government Official Information and Meetings Act 1987 |
Governance, Chief Executive |
|
|
ü |
|
|
|
Local Legislation Act 1926 |
Historic |
|
|
|
|
ü |
41 Otago Provincial, 65 Inclusion of Alexandra in Manuherikia Irrigation District |
Local Legislation Act 1927 |
Historic |
|
|
|
|
ü |
Maniototo and Vincent jubilees, Otago power boards |
Local Legislation Act 1928 |
Historic |
|
|
|
|
ü |
Alexandra Borough Council land |
Local Legislation Act 1930 |
Historic |
|
|
|
|
ü |
Vincent bylaws |
Local Legislation Act 1931 |
Historic |
|
|
|
|
ü |
Unsure if 41 River Boards Act portion relates to CO or not |
Local Legislation Act 1939 |
Historic |
|
|
|
|
ü |
Central Otago Power |
Local Legislation Act 1940 |
Historic |
|
|
|
|
ü |
Credit balances to Cromwell District Council |
Local Legislation Act 1943 |
Historic |
|
|
|
|
ü |
Otago Central Electrical Power Board loans |
Local Legislation Act 1948 |
Historic |
|
|
|
|
ü |
Otago Central Electrical Power Board elections |
Local Legislation Act 1949 |
Historic |
|
|
|
|
ü |
Vincent land transfer |
Local Legislation Act 1950 |
Historic |
|
|
|
|
ü |
Otago Central Power |
Local Legislation Act 1953 |
Historic |
|
ü |
|
|
ü |
Cromwell War Memorial donation, Clyde Athenaeum and Public Library and asset transfer |
Local Legislation Act 1954 |
Historic |
|
|
|
|
ü |
Cromwell Borough staff housing funding |
Local Legislation Act 1955 |
Historic |
|
|
|
|
ü |
Cromwell Borough Council special loan for housing |
Local Legislation Act 1957 |
Historic |
|
ü |
|
|
ü |
Cromwell Borough Council development work on endowment land |
Legislation |
Department legislation is primarily relevant to |
Employer |
Land, property, commercial, finance |
Governing body/ policy maker |
Regulator |
Historic |
Comments |
Local Legislation Act 1958 |
Historic |
|
|
|
|
ü |
Alexandra Borough Council land refund to District Fund Account, special rating purpose in Otago catchment (unsure if Central) |
Local Legislation Act 1959 |
Historic |
|
|
|
|
ü |
Roxburgh and Cromwell Borough Council expenditures |
Local Legislation Act 1961 |
Historic |
|
|
|
|
ü |
Vincent County Council refund, Cromwell centennial expenditure |
Local Legislation Act 1964 |
Historic |
|
|
|
|
ü |
Maniototo special loan and hopsital board land sale (also Vincent) |
Local Legislation Act 1966 |
Historic |
|
ü |
|
|
ü |
Vincent special rate, Clyde water supply, Alexandra centennial funding, |
Local Legislation Act 1967 |
Historic |
|
|
|
|
ü |
Roxburgh centenniel |
Local Legislation Act 1968 |
Historic |
|
|
|
|
ü |
Cromwell borough civic chamber |
Local Legislation Act 1972 |
Historic |
|
|
|
|
ü |
Cromwell fund transfer |
Local Legislation Act 1974 |
Historic |
|
|
|
|
ü |
Alexandra Borough Council loan guarantee |
Local Legislation Act 1975 |
Historic |
|
|
|
|
ü |
Alexandra Borough Council land sale |
Major Events Management Act 2007 |
Chief Executive |
|
|
ü |
|
|
Would give government powers over 'clean' zones, transport route, and periods |
Maori Fisheries Act 2004 |
Planning and Environment |
|
|
ü |
|
|
|
Te Ture mō Te Reo Māori 2016 Māori Language Act 2016 |
Chief Executive, People and Culture |
|
|
ü |
|
|
|
Maori Purposes Fund Act 1934–35 |
People and Culture |
|
|
ü |
|
|
Had provisions for how local authority can donate |
Minimum Wage Act 1983 |
People and Culture |
ü |
|
|
|
|
|
Misuse of Drugs Act 1975 |
People and Culture |
ü |
|
|
|
|
|
Molyneux Gold Dredging Company (Claims Amalgamation) Act 1936 |
Historic |
|
|
|
|
ü |
|
Museum of New Zealand Te Papa Tongarewa Act 1992 |
Chief Executive |
|
ü |
ü |
|
|
|
New Zealand Bill of Rights Act 1990 |
People and Culture |
ü |
|
|
|
|
|
New Zealand Library Association Act 1939 |
People and Culture |
|
ü |
|
|
|
|
New Zealand Maori Arts and Crafts Institute Act 1963 |
Chief Executive |
|
ü |
|
|
|
|
New Zealand Public Health and Disability Act 2000 |
People and Culture |
ü |
ü |
|
|
|
|
New Zealand Tourism Board Act 1991 |
Chief Executive |
|
ü |
|
|
|
|
Ngai Tahu Claims Settlement Act 1998 |
Chief Executive |
|
ü |
ü |
ü |
|
|
Ngai Tahu (Pounamu Vesting) Act 1997 |
Chief Executive |
|
ü |
|
ü |
|
|
Oaths and Declarations Act 1957 |
Governance |
|
|
ü |
|
|
|
Occupiers' Liability Act 1962 |
Planning and Environment |
|
ü |
|
|
|
|
Ombudsmen Act 1975 |
Chief Executive |
|
|
ü |
|
|
|
Otago Southland Flood Relief Committee Empowering Act 1980 |
Planning and Environment |
|
ü |
|
ü |
|
|
Ozone Layer Protection Act 1996 |
Planning and Environment, Infrastructure |
|
ü |
|
|
|
|
Parental Leave and Employment Protection Act 1987 |
People and Culture |
ü |
|
|
|
|
|
Plumbers, Gasfitters, and Drainlayers Act 2006 |
Chief Executive |
|
|
|
ü |
|
|
Privacy Act 1993 |
People and Culture, Chief Executive |
ü |
ü |
ü |
ü |
|
|
Property Law Act 1952 |
Planning and Environment, Infrastructure |
|
ü |
|
|
|
|
Prostitution Reform Act 2003 |
Chief Executive |
|
|
ü |
ü |
|
|
Protected Disclosures Act 2000 |
People and Culture |
ü |
|
|
|
|
|
Protected Objects Act 1975 |
Chief Executive |
|
ü |
|
|
|
|
Public Audit Act 2001 |
Corporate Services |
|
ü |
|
|
|
|
Public Bodies Contracts Act 1959 |
Planning and Environment |
|
ü |
|
|
|
|
Public Bodies Leases Act 1969 |
Planning and Environment |
|
ü |
|
|
|
|
Public Finance Act 1989 |
Corporate Services |
|
ü |
|
|
|
|
Public Works Act 1981 |
Infrastructure |
|
ü |
ü |
|
|
|
Rates Rebate Act 1973 |
Corporate Services |
|
|
ü |
|
|
|
Rating Valuations Act 1998 |
Corporate Services |
|
|
ü |
|
|
|
Remuneration Authority Act 1977 |
People and Culture |
ü |
|
|
|
|
|
Residential Tenancies Act 1986 |
Planning and Environment |
|
ü |
|
|
|
|
Legislation |
Department legislation is primarily relevant to |
Employer |
Land, property, commercial, finance |
Governing body/ policy maker |
Regulator |
Historic |
Comments |
Reserves Act 1977 |
Planning and Envrionment |
|
ü |
|
|
|
|
Reserves and Other Lands Disposal Act 1932–33 |
Historic |
|
|
|
|
ü |
Adjustment of Southland/Otago boundary |
Reserves and Other Lands Disposal Act 1974 |
Historic |
|
|
|
|
ü |
Part of Cromwell Racecourse designated Aerodrome |
Reserves and Other Lands Disposal Act 1977 |
Historic |
|
|
|
|
ü |
Cromwell Aerodrome |
Reserves and other Lands Disposal and Public Bodies Empowering Act 1907 |
Historic |
|
|
|
|
ü |
Lauder land sale |
Reserves and Other Lands Disposal and Public Bodies Empowering Act 1911 |
Historic |
|
|
|
|
ü |
Fraser Mining License conditions |
Reserves and Other Lands Disposal and Public Bodies Empowering Act 1913 |
Historic |
|
|
|
|
ü |
Several Cromwell, Alex, Otago |
Reserves and Other Lands Disposal and Public Bodies Empowering Act 1914 |
Historic |
|
|
|
|
ü |
Earnscleugh Station and water rights |
Reserves and Other Lands Disposal and Public Bodies Empowering Act 1915 |
Historic |
|
|
|
|
ü |
Earnscleugh Settlement, Cromwell Borough, Cromwell Racecourse |
Reserves and Other Lands Disposal and Public Bodies Empowering Act 1916 |
Historic |
|
|
|
|
ü |
Mining district leases |
Reserves and Other Lands Disposal and Public Bodies Empowering Act 1917 |
Historic |
|
|
|
|
ü |
Roxburgh Recreation Reserve |
Reserves and Other Lands Disposal and Public Bodies Empowering Act 1918 |
Historic |
|
|
|
|
ü |
Cancelling Crown grant of land in Town of Alexandra, Otago |
Reserves and Other Lands Disposal and Public Bodies Empowering Act 1922 |
Historic |
|
|
|
|
ü |
Land in Vincent |
Reserves and Other Lands Disposal and Public Bodies Empowering Act 1923 |
Historic |
|
|
|
|
ü |
Land in Bannockburn |
Reserves and other Lands Disposal and Public Bodies Empowering Act 1924 |
Historic |
|
|
|
|
ü |
Land in Cromwell |
Reserves and other Lands Disposal and Public Bodies Empowering Act 1925 |
Historic |
|
|
|
|
ü |
Cromwell development and water supply |
Reserves and other Lands Sale, Disposal, and Enabling and Public Bodies Empowering Act 1901 |
Historic |
|
|
|
|
ü |
Cromwell hospital land |
Resource Management Act 1991 |
Planning and Environment, Infrastructure |
|
ü |
ü |
ü |
|
|
Sale and Supply of Alcohol 2012 |
Planning and Environment |
|
|
|
ü |
|
|
Search and Surveillance Act 2012 |
People and Culture |
ü |
ü |
|
|
|
|
Secret Commissions Act 1910 |
People and Culture |
ü |
|
|
|
|
|
Serious Fraud Office Act 1990 |
People and Culture |
|
ü |
|
|
|
|
Smoke-free Environments Act 1990 |
People and Culture |
ü |
ü |
|
|
|
|
Smokefree Environments and Regulated Products Act 1990 |
People and Culture |
ü |
|
|
|
|
Vaping at work |
Soil Conservation and Rivers Control Act 1941 |
Planning and Environment, Infrastructure |
|
ü |
|
|
|
|
Sovereign's Birthday Observance Act 1952 |
People and Culture |
ü |
|
|
|
|
|
Summary Offences Act 1981 |
People and Culture |
ü |
|
|
|
|
|
Te Runanga o Ngai Tahu Act 1996 |
Chief Executive |
|
|
|
|
|
|
Te Ture Whenua Maori Act 1993 |
Chief Executive |
|
|
|
|
|
|
Trade Marks Act 2002 |
Chief Executive, Corporate Services |
|
ü |
|
|
|
|
Trade Unions Act 1908 |
People and Culture |
ü |
|
|
|
|
|
Transport Accident Investigation Commission Act 1990 |
Infrastructure |
ü |
|
|
|
|
|
Transport Act 1962 |
Infrastructure |
|
ü |
|
|
|
|
Treaty of Waitangi Act 1975 |
Chief Executive |
ü |
ü |
ü |
ü |
|
|
Treaty of Waitangi (Fisheries Claims) Settlement Act 1992 |
Planning and Environment |
|
|
|
|
|
|
Trespass Act 1980 |
People and Culture |
ü |
ü |
ü |
|
|
|
Unit Titles Act 2010 |
Planning and Environment |
|
|
|
ü |
|
|
Urban Development Act 2020 |
Planning and Environment |
|
|
|
ü |
|
|
Utilities Access Act 2010 |
Infrastructure |
|
ü |
|
|
|
|
Victims' Rights Act 2002 |
People and Culture |
ü |
|
|
|
|
|
Vincent County Empowering (Community Centres) Act 1970 |
Chief Executive |
|
|
ü |
|
|
|
Legislation |
Department legislation is primarily relevant to |
Employer |
Land, property, commercial, finance |
Governing body/ policy maker |
Regulator |
Historic |
Comments |
Volunteers Employment Protection Act 1973 |
People and Culture |
ü |
|
|
|
|
|
Wages Protection Act 1983 |
People and Culture |
ü |
|
|
|
|
|
Waitangi Day Act 1976 |
People and Culture |
ü |
|
|
|
|
|
Walking Access Act 2008 |
Infrastructure, Planning and Environment |
|
ü |
|
|
|
|
Waste Minimisation Act 2008 |
Planning and Environment, Infrastructure |
|
ü |
ü |
ü |
|
|
Weathertight Homes Resolution Services Act 2006 |
Planning and Environment, Infrastructure |
|
ü |
|
ü |
|
|
Weights and Measures Act 1987 |
Infrastructure |
|
ü |
|
|
|
|
Wild Animal Control Act 1977 |
Planning and Environment |
|
|
|
ü |
|
|
Wildlife Act 1953 |
Planning and Environment |
|
|
|
ü |
|
|
WorkSafe New Zealand Act 2013 |
People and Culture |
ü |
|
|
|
|
|
Otago Regional Council Bylaws, Plans, Policies, and Strategies
· Otago Regional Council Navigation Safety Bylaw 2020
· Otago Regional Council Flood Protection Management Bylaw 2012
· Otago Regional Council Regional Pest Management Plan
· ORC Regional Policy Statement
· ORC Strategies: Air Quality Strategy, Biodiversity Strategy and Action Plan, Urban and Rural Water Quality Strategy
· ORC Plans: Air, Coast, Waste, Water
· ORC Transport Plans
|
21.3.4 Policy and strategy register
Doc ID: 552152
1. Purpose
To receive the updated Policy and Strategy Register.
That the report be received.
|
2. Discussion
The following changes have been made to the Policy and Strategy register:
People and Culture
· Equal Employment Opportunity, Discrimination, Harassment and Bullying Policy completed
· Performance Management Policy completed
· Staff Interests Policy refresh delayed to December 2021
· Child Protection Policy added as a future work item
Information Services
· Cyber Security Policy has had a soft review, refer to separate paper for this meeting
· Copyright Policy completed
· LGOIMA Policy is nearing completion
· Privacy Policy is nearing completion
· Drone Policy has been added as a future work item
· CCTV Policy has been added as a future work item
Regulatory
· Smokefree Policy delayed from September to October 2021 due to work prioritisation
Roading
· Speed Limit Bylaw work is underway but delayed due to work prioritisation
Libraries
· Three policies were due for review in 2021: Cataloguing Policy, Collection Development Policy, Donations Policy
· These reviews are underway and will be completed by December 2021
Community and Engagement
· Grants Policy underwent a soft review, with a full review to come after this funding round
· Community Development Strategy review completed
· Communications and Engagement Strategy delayed from December 2021 to April 2022 due to work prioritisation
· Museum Strategy split into two portions.
o A sector-led strategy has been completed
o A further piece of work, the Council’s Museum Investment Strategy is underway
· Wellbeing Strategy has been added as a future work item
Finance
· The following policies were presented to the previous Audit and Risk Committee and subsequently adopted by Council:
o Credit Card Policy
o Financial Reserves Policy
o Fixed Asset and Disposal Policy
o Sensitive Expenditure Policy
o Travel Policy
o Staff Delegations Manual
· Fraud, Bribery, and Corruption policy and Protected Disclosures (Whistleblowing) Policy had internal soft reviews with no changes. Both are next due for soft review October 2022.
· Procurement Policy and Risk Management Policy read over by staff and soft reviews scheduled for June 2022.
· The following policies were reviewed and adopted through the Long-term plan process:
o Investment Policy
o Liability Management Policy
o Rates Remission Policy
o Rating Policy
o Revenue and Financing Policy
· The Health and Safety Policy Statement is near finalisation
· Health and Safety Framework added as a future work item
General
· Long-term Plan completed in June 2021
· Housing Strategy went to Council for input in June and now due December 2021
· Infrastructure Strategy and Development and Financial Contributions Policy approved in June as part of the Long-term plan process
Appendix 1 - Policy and Strategy
Register October 2021 ⇩
Report author: |
Reviewed and authorised by: |
|
|
Alix Crosbie |
Saskia Righarts |
Senior Strategy Advisor |
Chief Advisor |
13/09/2021 |
20/09/2021 |
Audit and Risk Committee meeting |
1 October 2021 |
Date Issued / Review Beginning |
Due for Review / Completion |
Responsibility |
|
|
|
|
|
September-2017 |
September-2020 |
CEO |
|
Equal Employment Opportunity (EEO), Discrimination, Harassment and Bullying Policy |
September 2021 |
September 2023 |
CEO |
Performance Management Policy |
August 2021 |
August 2023 |
CEO |
December-2004 |
December-2007 |
CEO |
|
July-2020 |
December-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 |
|
|
|
Child Protection Policy |
December 2021 |
CEO |
|
|
|
|
|
Information Services |
|
|
|
March-2019 |
March-2022 |
Council |
|
Copyright Policy |
September 2021 |
September-2024 |
CEO |
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 |
AR > CEO |
|
December 2021 |
CEO |
|
CCTV Policy |
|
December 2021 |
Council |
|
|
|
|
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 decision |
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 |
October-2021 |
Council |
|
Future Work Items |
|
|
|
Enforcement Strategy |
|
Late 2021 |
Council |
|
|
|
|
|
|
|
|
June-2021 |
June-2024 |
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 |
|
|
|
|
Three Waters |
|
|
|
June-2021 |
December-2023 |
Council |
|
July-2016 |
December 2022 |
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 |
|
December 2022 |
Council |
Water Policy |
|
December 2022 |
Council |
|
|
|
|
|
|
|
|
April-2018 |
April-2021 |
Council |
|
February-2018 |
February-2021 |
Council |
|
November-2020 |
November-2025 |
Council |
|
January-2016 |
January-2022 |
Council |
|
November-2007 |
December-2021 |
Council |
|
May-2020 |
May-2025 |
AR > Council |
|
|
|
|
|
Libraries |
|
|
|
July-2018 |
December-2021 |
CEO |
|
October-2018 |
December-2021 |
CEO |
|
March-2019 |
March-2022 |
CEO |
|
August-2018 |
December-2021 |
CEO |
|
May-2020 |
May-2023 |
CEO |
|
May-2019 |
May-2022 |
CEO |
|
|
|
|
|
|
|
|
|
April-2013 |
April-2018 |
Community Owned |
|
14x Community Plans |
Various |
Various |
Community Owned |
June 2021 |
August-2022 |
Council |
|
April-2018 |
April-2023 |
Community Owned |
|
June-2018 |
June-2023 |
Council |
|
January-2020 |
January-2023 |
Council |
|
Sector lead Museum Strategy |
August 2020 |
August 2025 |
Community Owned |
June-2021 |
December 2023 |
AR > Council |
|
January-2020 |
January-2023 |
Council |
|
Community Development Strategy |
March 2021 |
May 2023 |
Council |
|
|
|
|
Future Work Items |
|
|
|
Wellbeing Strategy |
|
Expected Completion: June-2022 |
CEO |
Communications and Engagement Strategy |
|
Expected Completion: April-2022 |
Council |
Council lead Museum Investment Strategy |
|
Expected Completion: June 2022 |
Council |
|
|
|
|
|
|
|
|
Credit Card Policy |
June 2021 |
June 2024 |
AR > CEO |
Financial Reserves Policy |
July 2021 |
June 2024 |
Council |
Financial Strategy* |
June-2021 |
December-2023 |
Council |
Fixed Asset and Disposal Policy |
June 2021 |
June 2024 |
AR > CEO |
October 2021 |
October-2022 |
AR > Council |
|
June-2021 |
December-2023 |
AR > Council |
|
June-2021 |
December-2023 |
AR > Council |
|
August-2020 |
June 2022 |
AR > Council |
|
Protected Disclosures (Whistleblowing) Policy |
May-2020 |
June 2022 |
AR > Council |
June-2021 |
December-2023 |
AR > Council |
|
June-2021 |
December-2023 |
AR > Council |
|
Revenue and Financing Policy* |
June-2021 |
December-2023 |
AR > Council |
August-2020 |
June-2022 |
AR > Council |
|
June 2021 |
June 2024 |
AR > Council |
|
Staff Delegations Manual |
June 2021 |
June 2024 |
AR > Council |
Travel Policy |
June 2021 |
June 2024 |
AR > Council |
Vehicle Procurement Maintenance and Disposal Policy |
Ocotber-2020 |
October-2023 |
CEO |
|
|
|
|
Future Work Items |
|
|
|
|
|
|
|
|
|
|
|
September-2020 |
September-2021 |
CEO |
|
Future Work Items |
|
|
|
Health and Safety Framework |
|
Expected Completion: December 2021 |
CEO |
|
|
|
|
General |
|
|
|
June-2021 |
June-2022 |
Council |
|
February-2014 |
November 2021 |
AR > Council |
|
April-2008 |
April-2018 |
Council |
|
May-2019 |
May-2024 |
Council |
|
June-2021 |
December-2023 |
AR > Council |
|
June-2019 |
June-2024 |
Council |
|
|
|
|
|
Housing Strategy |
|
Expected Completion: December 2021 |
Council |
*Updated through Long-term plan process
|
21.3.5 Audit NZ and Internal Audit Update
Doc ID: 552955
1. Purpose of Report
To provide an update on the status of the external and internal audit programme and any outstanding actions for completed internal and external audits.
That the Audit and Risk Committee receives the report.
|
2. Background
Council has a legislative requirement to complete external audits of annual reports and the long-term plan 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 was presented to Audit and Risk at the June 2021 meeting. The Audit New Zealand – Audit Action Register contains three outstanding actions from the previous year which remain in progress with one ongoing action. There are no urgent actions outstanding. There are eight new recommendations for improvements from the Audit New Zealand 2020 Management Report. Currently four of these have been completed.
As reported at the June meeting, Audit New Zealand issued an unmodified audit report on 24 March 2021 for the Consultation Document. There were no actions resulting from this audit.
An International Accreditation New Zealand (IANZ) audit was conducted in the Regulatory Services activity between 27-30 July 2021. A verbal update will be provided by the Regulatory Services Manager.
In addition to external audits, council carries out several internal audits annually to provide assurance over compliance and to mitigate business risks. Five recommendations remain in progress, in the payroll and Cyber Security areas. The cash-handling audit has been completed with Deloitte’s identifying two recommendations for improvement which have been completed, outlined in the attached register.
3. Discussion
Both internal and external audits result in recommendations where council can make improvements. 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.
The following attachments include a status update on the actions resulting from the auditors’ recommendations.
Appendix 1 - Audit New Zealand -
Audit Action Register .pdf ⇩
Appendix 2 - Internal Audit Action
Register .pdf ⇩
Report author: |
Reviewed and authorised by: |
|
|
Gabi McFarlane |
Leanne Macdonald |
Risk and Procurement Manager |
Executive Manager - Corporate Services |
20/09/2021 |
21/09/2021 |
|
Doc ID: 552756
1. Purpose
To consider an update on the Risk Register.
That the report be received.
|
2. Discussion
The Risk Register is a tool to identify key risks across the organisation. The register also includes opportunities for mitigation of these risks.
At the June 2021 meeting, the Committee requested the Strategic Risk Register be brought to the October meeting, in the draft form. The Risk Register is currently under development; progress so far includes identifying the key strategic risks and their description, the risk drivers to these and consequences of these risks as well as the current controls or treatment actions. The next step requires the Executive Team agree the mitigations to these risks, and determines the inherent and residual risk ratings.
The Risk Register information to date is attached.
Appendix 1 - Strategic Risk
Register - Dashboard .pdf ⇩
Report author: |
Reviewed and authorised by: |
|
|
Gabi McFarlane |
Leanne Macdonald |
Risk and Procurement Manager |
Executive Manager - Corporate Services |
16/09/2021 |
16/09/2021 |
|
21.3.7 Protection of Information and Information Systems (Cyber Security) Policy and Standards soft review
Doc ID: 551262
1. Purpose
To receive an update on the soft review carried out on the Protection of Information and Information Systems series of policies.
That the report be received.
|
It is standard procedure to carry out a soft review of new policies twelve months post implementation. As a result, a soft review has been carried out on the Protection of Information and Information Systems series of policies.
No changes are being recommend to the Cybersecurity Policy and Acceptable Use Standard. Both are applicable to all Council users. There are thirteen additional standards applicable to the operational management of information and information systems carried out by the Information Services Team.
The following table is a summary the series:
Protection of Information and Information Systems series: |
|
Cybersecurity Policy |
Overarching policy related to Cyber Security for information and information systems. |
Acceptable Use Standard |
Primary standard for user acceptable use. |
The following relate to the operational management of information and information systems carried out by the Information Services Team: |
|
Access Control Standard |
The purpose of this Standard is to ensure that access to assets and associated facilities is limited to authorised users, processes, or devices and to authorised activities and transactions. |
Anomalies and Event Identification Standard |
The purpose of this Standard is to ensure that anomalous activity is detected in a timely manner. |
Asset Management Standard |
The purpose of this Standard is to ensure that Assets are managed consistent with their relative importance to business objectives and the Council's risk strategy. |
Awareness and Training Standard |
The purpose of this Standard is to ensure that personnel and partners are provided cybersecurity awareness education and are adequately trained to perform their information security related duties and responsibilities consistent with related policies, standards, procedures, and agreements. |
Continuous Monitoring Standard |
The purpose of this Standard is to ensure that information systems and assets are monitored at discrete intervals to identify cyber security events and verify the effectiveness of protective measures. |
Data Security Standard |
The purpose of this Standard is to ensure that information systems and assets are monitored at discrete intervals to identify cyber security events and verify the effectiveness of protective measures. |
Governance Standard |
The purpose of this Standard is to ensure that Council's business environment is understood, and that policies, standards, procedures, and processes are established to manage and monitor performance so that activities are conducted in accordance with regulatory, legal, risk, environmental and operational requirements. Risks to business assets and individuals are understood and Council's priorities, constraints and risk tolerances are established, documented, and used to support operational risk decisions. |
Information Protection Standard |
The purpose of this Standard is to ensure that information, assets, and resources are protected through the implementation of effective procedures and processes. |
Maintenance Standard |
The purpose of this Standard is to ensure that information systems and industrial control systems are maintained to ensure continuity of operations. |
Protective Technology Standard |
The purpose of this Standard is to ensure that Technology is implemented and managed to ensure the security and resilience of systems and assets. |
Recovery Management Standard |
The purpose of this Standard is to ensure that Council has appropriate documentation, resources, and facilities to support an information systems recovery operation. |
Response Management Standard |
The purpose of this Standard is to ensure that Council has adequate documentation and resources available to successfully manage and mitigate a cybersecurity incident or event and that the incident response capability is subject to continuous improvement. |
Response Operations Standard |
The purpose of this Standard is to ensure that incidents are reported in a timely manner and internal and external stakeholders remain informed. Accurate analysis of an incident is carried out to ensure an appropriate response and remediation operations minimise the impact to Council. |
A Cyber Security Audit is schedule for first half of 2022, at which time a subsequent review of the series will occur, in addition to a new Cyber Security Plan.
Appendix 1 - Cybersecurity
Policy.pdf ⇩
Appendix 2 - Acceptable Use
Standard ⇩
Appendix 3 - Access Control
Standard ⇩
Appendix 4 - Anomalies and Event
Identification Standard ⇩
Appendix 5 - Asset Management
Standard ⇩
Appendix 6 - Awareness and
Training Standard ⇩
Appendix 7 - Continuous Monitoring
Standard ⇩
Appendix 8 - Data Security
Standard ⇩
Appendix 9 - Governance Standard ⇩
Appendix 10 - Information
Protection Standard ⇩
Appendix 11 - Maintenance
Standard ⇩
Appendix 12 - Protective
Technology Standard ⇩
Appendix 13 - Recovery
Management Standard ⇩
Appendix 14 - Response
Management Standard ⇩
Appendix 15 - Response
Operations Standard ⇩
Report author: |
Reviewed and authorised by: |
|
|
Nathan McLeod |
Leanne Macdonald |
IS Manager |
Executive Manager - Corporate Services |
31/08/2021 |
1/09/2021 |
|
21.3.8 Cyber Security Plan 2018-2021 update
Doc ID: 551475
1. Purpose
To consider an update on the 2018-2021 Cyber Security Plan.
That the report be received.
|
2. Discussion
The intent of this report is to start building a template for regular reporting on Cyber Security to Audit and Risk Committee and the Executive Team. We are seeking feedback on the information you would like to receive.
In this report, the following topics will be covered:
· Executive Summary
· What’s happening in New Zealand?
· What’s happening at Central Otago District Council?
· ALGIM Cyber Security Programme update
· Outstanding Key Recommendation Status Report (in the future, these key recommendations will be included in the ALGIM Cyber Security Programme update)
· Cyber Security programme of work
Executive Summary
A Cyber Security Audit is planned for the first half of 2022. This has been delayed due to delays with server, storage, back-up, and retention programme of work because of COVID-19 impacts.
Following this audit, a new cyber security plan will be prepared and brought to this Committee for input before being initiated.
Focus areas of Cyber Security since the last report have been on:
· User training and awareness programme, including preparation for October’s Cyber Security month to promote awareness
· Renewal and deployment of new protective technologies including managed threat response service
· Updating and reviewing actions related to the requirements and controls Association of Local Government Information Management (ALGIM) Cyber Security Programme framework
· Soft review of the Protection of Information and Information series including the cyber security policy and standards
What’s happening in New Zealand?
Council utilise Computer Emergency Response Team (CERT) as a resource for cyber security support. CERT NZ works to support businesses, organisations and individuals who are affected (or may be affected) by cyber security incidents. CERT provide trusted and authoritative information and advice, while also collating a profile of the threat landscape in New Zealand.
The following is a highlights quarter one 2021 cyber security incidents across New Zealand:
More details on the current threat landscape can be found on the CERT NZ Quarter One Report 2021: https://www.cert.govt.nz/about/quarterly-report/quarter-one-report-2021/
What’s happening at Central Otago District Council?
The following outlines what Council protective technologies are doing for the 15 August 2021 to 14 September 2021 period:
· Potentially unwanted applications (PUAs)
Managed Threat Response service over the last 30 days:
ALGIM Cyber Security Programme update
Association of Local Government Information Management (ALGIM) has defined a Cyber Security framework which is powered by SAM for Compliance giving councils the ability to manage and reduce organisational Cyber Security related risk. As part of the programme, councils that demonstrate defined levels of achievement and improvement will receive awards at the ALGIM annual conference.
The latest Management Status Report is attached for your information (Appendix 1).
The following details the current snapshot of how Council is preforming within this framework benchmarked against other Councils:
· The following shows that Council is 77.40% compliant with the framework controls:
· The following shows how Council is tracking against other councils within this framework over the last 12 months:
· The following is a summary of the controls by status:
Overall, we are regularly reviewing the framework once a month, updating controls and working on outstanding actions and improvements. Our next focus is on the nine not started controls and re-reviewing the exempted controls.
The following is summary of the improvements within each function:
Identify:
· Asset Management – we have reassessed and improved our inventory systems, created an inventory of software applications and services – this includes our cloud-based applications, what we refer to as services. Approval for new applications and services is required.
· Governance – we have undertaken a soft review of policy and standards. Also working through documenting our procedures and plans.
Manage:
· Access Control – improvements have been made to our controls and procedures around remote and physical access, such as minimising access to assets. Further work on remote access agreements with our contractors is being progressed.
· Information and Data Security – removing USB portable drives access is underway, along with further education using Council’s approved file sharing service. This service enables Council to manage all its information.
· Information Protection – new preventative maintenance tasks have been implemented to undertake regular checks of our restricted access across official information management systems.
· Maintenance – our maintenance is very mature, automated, and well managed which ensures we are as proactive as we can be. This is managed through our preventative maintenance procedures, with associated tasks reviewed annually, or as improvements are required.
Protect:
· Awareness and Training – this is currently the focus, with the release of Phriendly Phishing and onsite specialist training planned. Further details can be found under the Cyber security staff training initiative.
· Protective Technology – this is another focus area, the details of which can be found in the Cyber Security programme of work section.
Detect:
· Continuous Monitoring – Along with the new protective technologies that have been deployed, as per the Cyber Security programme of work section, Council has invested in Sophos Managed Threat Response service. This service has already provided excellent support to the Information Services team, enabling improved oversight through a global approach to threats. Additionally, with Security information and event management (SIEM) services being put on hold, we are investigating alternatives.
Respond:
· We have robust response undocumented procedures in place, so this has not been a focus area. Documentation of these procedures is underway, being the Incident and Problem Management Procedure, plus the above-mentioned managed threat response service has added value to this function.
· If a significant incident occurs, the Coordinated Incident Management System utilised for civil defence, can be applied.
Recover:
· Our ability to recover is robust, tested and documented as part of the Information and Communication Technology Disaster Recovery Plan. This plan has a focus on our digital space; hence we are preparing a Physical Records Disaster Recovery Plan to support of physical documents.
· Our Information and Communication Technology Disaster Recovery Plan is planned to be reviewed later this calendar year as we renew our server, storage, backup, and recovery systems. This environment is being replaced following a successful tender bid from The Information Management Group (TIMG). TIMG are providing the following:
o Infrastructure as a Services (IaaS) – Fully managed service that will reside in our Alexandra server room
o Back-up as a Service (BaaS) – Fully managed service that will reside in the TIMG Auckland datacentre. This will provide all our back-up requirements, including backing up critical cloud services such as Microsoft 365 and MAGIQ Cloud in the future
o Disaster Recovery as a Service (DRaaS) – Fully managed service that will reside in the TIMG Auckland datacentre. This will provide an improved recovery solution with geographical resilience and improved recovery times.
The following shows how Council is tracking by each function within the framework when compared to other councils:
The following shows the trend by each function over the last 12 months. Recover and Respond have not been our focus, as our ability to respond is well established. However, we have made improvements within manage, protect and detect due to our work around protective technologies and our people.
Outstanding Key Recommendation Status Report
Following the Cyber Security Audit in 2019 key recommendations were made. Please find attached an update on these recommendations (Appendix 2).
Cyber Security programme of work
The Cyber Security Plan has been supported by Cyber Security programme of work. This has progressed well over last few months, with several initiatives and projects being completed or getting underway.
Following the tender for Cyber Security services with a focus on protective technologies and people, Scientific Software and Systems Limited were selected as our primary Cyber Security partner.
The following is a summary of various initiative and projects:
Information Services Service Management procedures
These are our primary service management procedures, which have a relationship with the Protection of Information and Information Systems policy and standard series:
· Asset Management Procedure
· Change Management Procedure
· Incident and Problem Management Procedure, this includes the sub process of Critical Incident Management, which includes Critical Incident Reporting
· Knowledge Management Procedure
· Preventative Maintenance Management Procedure
· Project Management Procedure
· Service Desk and Services Management Procedure
These are currently all in draft and are expected to be completed before December 2021. All procedures are practised by the Information Services team and managed within our service management system. Project Management is being moved to the new Sentient Portfolio Program Management system in conjunction with Infrastructure Services. It’s expected that Sentient will provide improved project reporting and awareness, along with improved project process improvements.
Perimeter security and end point protection project
We have deployed the latest Sophos firewalls and end point protective technologies, with centralised cloud-based management and managed threat response services. This has provided Council with an improved one pane of glass view of the status of perimeter and end points across the Council ecosystem, along with a service that continually monitors our threat landscape.
Email protection project
Following the tender for Cyber Security services with a focus on protective technologies and people, SMX Limited was selected as our email protection provider. SMX are also an All of Government provider. SPAM and email protection services have improved, and we have recently released the ability for staff to report SPAM direct to SMX. SMX partner with CERT NZ.
Multi factor authentication and improved passwords project
It was decided to utilise the investment in Microsoft 365 multifactor authentication. This has been implemented across the organisation, and as new applications and services are released, Microsoft 365 multifactor authentication is utilised to maintain a high level of user security.
New password business rules have been released to the users. User training to encourage better password practices was also undertaken with limited success. Improvements still need to made and further recommendations from Audit New Zealand are pending.
Privileged access management project
With the upcoming project related to moving our key applications – MAGIQ Enterprise, MAGIQ Performance and MAGIQ Documents into the new MAGIQ Cloud platform, along with most other applications and services now being cloud delivered, it’s been decided to change this project to focus on identity management. Identity management combined with multifactor authentication will improve our user security and management. We are still investigating identity management solutions.
Cloud access and web protection project
With the release of the above-mentioned Sophos firewalls and end point protective technologies, this has provided us with suitable cloud access and web protection services. This combined with approved applications and services whitelisting and blacklisting which is currently is being deployed, is enabling us to monitor where all Council information resides and what information systems are being utilised to manage that information. It’s expected to take several months to get a full picture of activity across Council. Currently users are typically using approved applications and services.
Cyber security staff training initiative
Scientific Software and Systems have partnered with Association of Local Government Information Management (ALGIM) to provide a cyber security training programme, which we are currently undertaking.
Phriendly Phishing is being delivered to staff and elected members with some success. Phriendly Phishing is a digitally delivered solution that provides phishing simulation and cyber security training. During the recent lockdown, staff were again encouraged to undertake these 15-minute sessions to improve their cyber security practices, this has resulted in an improved uptake. Council will take advantage of Cyber Security month during October to promote good cyber security practices.
Additionally, three in person training sessions are planned to be delivered by a professional cyber security trainer from Scientific Software and Systems. This was planned for September, planning to be rescheduled for October/November. We are expecting these in person sessions to help improve the Phriendly Phishing uptake and improve of cyber security practices.
Training and awareness will be ongoing and will be adjusted to cater for different user learning wants and needs.
New Cyber Security Plan
As mentioned, this project is currently scheduled for first half of 2022, following the Cyber Security Audit.
Security information and event management (SIEM) project
This project has been put on hold. This has been discussed and agreed with this Committee that during this time of COVID-19, expenditure needs to managed well. The need for a SIEM will be discussed further with the cyber security auditor.
In the meantime, we are investigating and trailing better event management logging solutions to help establish patterns and trends. This will assist in further understand the need for more advanced Security information and event management solutions.
Appendix 1 - Management Status
Report ⇩
Appendix 2 - Information Security
Risk Review - Oustanding Key Recommendations Status Report ⇩
Report author: |
Reviewed and authorised by: |
|
|
Nathan McLeod |
Leanne Macdonald |
IS Manager |
Executive Manager - Corporate Services |
17/09/2021 |
17/09/2021 |
|
21.3.9 Waka Kotahi New Zealand Transport Agency Technical Investment Audit of Central Otago District Council
Doc ID: 551278
1. Purpose
To report on the Technical Investment Audit of the Central Otago District Council undertaken by Waka Kotahi New Zealand Transport Agency in October 2020.
That the report be received.
|
2. Discussion
In October 2020 Waka Kotahi New Zealand Transport Agency undertook a Technical Investment Audit of the Central Otago District Council roading activities. The audit report was received in mid-August, 10 months after the audit was undertaken. Council staff formally requested this audit report three times during this period, to enable the findings to be incorporated into the 2021 Land Transport Programme funding request.
The audit report outlines how Council are performing overall in areas such as:
§ Addressing previous audit issues (not applicable)
§ Network condition and management (some improvement needed)
§ Activity management planning (some improvement needed)
§ Data quality (effective)
§ Road safety (some improvement needed)
Performance against these criteria are rated using the following scale:
· Effective
· Some improvement needed
· Significant improvement needed
· Unsatisfactory
Waka Kotahi summarise their report with the following commentary:
Central Otago District Council takes a proactive and strategic approach to activity management planning and we were particularly impressed with Council’s management of customer expectations in regard to unsealed road condition, resulting in comparatively high customer satisfaction levels.
Taking a similarly strategic approach to management of the bridge stock, rural road delineation, footpath improvements and subdivision development would deliver improved outcomes in terms of tactical planning, value for money and road safety.
The Central Otago District road network is generally in good condition and well managed, despite an apparent backlog in the resurfacing programme. Unsealed roads provide a good ride, with leading edge maintenance practices. Footpaths, signage and delineation require greater attention.
The annual number of deaths and serious injuries (DSI’s), listed in New Zealand’s Crash Analysis System (CAS) as occurring in Central Otago District (state highways and local roads), has trended down since 2011/12, but the local road component shows a gradual increase. This has begun to reverse over the last 3-5 years, but Council needs to focus on common factors including driver behaviours (addressed through the Road Safety Promotion programme) and curves on rural roads.
The report had an overall rating assessment of some improvement needed.
Central Otago District Council was the second lowest funded network per km of road at the time of the audit, and limitations in meeting some of the auditors expectations within the low funding levels was discussed with the auditors at the time of the audit.
The funding request made to Waka Kotahi for the 2021 Land Transport Programme was increased on the recommendation of the auditors to enable the issues that were raised to be addressed.
For each recommendation listed, Waka Kotahi have outlined suggestions for Council’s consideration to meet their expectations. Council was initially given two weeks to review and respond to this draft report. Staff have advised Waka Kotahi that feedback will be provided after the Audit and Risk Committee meeting.
The proposed response to the individual audit recommendations is shown on the following table.
Audit Recommendation: |
Central Otago District Council Officer Response: |
Review resurfacing intervention approach
|
The planning and programming for resurfacing work aims to ensure the best surfacing type is being implemented to address known surfacing issues, and to minimise the whole of life cost within the funding constraints that are set by Waka Kotahi.
|
Ensuring traffic services are maintained and to current standards (signs, markings and other devices)
|
Increased focus is being provided to addressing sign defects. These will be prioritised to address defects on regulatory and warning signs, and by road classification within the Waka Kotahi funding constraints.
|
Bridge defects are dealt with in a timely manner to maximise their useful life
|
Increased focus is being provided to addressing bridge defects. These are required to be prioritised as there is insufficient funding to address all defects identified.
|
Prioritise the recruitment development and retention of roading/transportation staff
|
Council has always prioritised the recruitment, development and retention of roading staff within the Infrastructure Department.
As noted by Waka Kotahi in this report, there is a shortage of skilled engineers across all of New Zealand. This coupled with our Council being in a region that has a very competitive employment market has made recruitment a significant challenge.
The Senior Roading Engineer role that was vacant during the Audit has now been filled, but there is now a vacancy for an Asset Engineer. |
Review development standards to reduce variety and ensure quality of vested assets
|
Points raised by Waka Kotahi are generally issues that have come about as a result of environmental court and/or Commissioner hearings. These issues are often raised and supported by Council, but the outcome can be beyond Council control.
Council do undertake proactive early engagement with developers that can help address issues during the planning or early stages of development.
We recommend that Waka Kotahi provide input into the national review of development engineering standards and the Resource Management Act to provide support to safe standards for urban developments.
We recommend that Waka Kotahi provide technical assistance through the hearings process where developers are suggesting road standards that staff do not believe will provide safe outcomes.
|
Development of bridge management strategy
|
Council has now commenced work on a district wide bridge strategy.
This bridge strategy will aid prioritisation and decision making around Council’s bridge structures and will address the points raised by Waka Kotahi. Funding to implement the prioritised bridge renewal and replacement programme will be requested in the 2024 Land Transport Programme |
Development of rural road delineation strategy
|
Council has a rural road delineation strategy, and this will be re-circulated to staff and contractors to ensure compliance with the standard. This standard does not include delineation on low volume roads due to funding limitations. |
Development of footpath improvement/management plan
|
Footpath renewals and improvements continue to be a focus area for Councils roading team, however the recent funding request for the 2021-24 period did not see Waka Kotahi matching the allocations Council requested.
All new footpath and footpath renewal works conform with guidelines, but there are still some (20%) of existing footpaths with deficient kerb crossing points, width and condition.
Funding was included in the 2021 Land Transport Programme request to address the drop kerb crossing points, but this was not funded by Waka Kotahi. These will now be replaced over time as part of routine kerb renewal programmes. |
Compliance with Waka Kotahi funding rules regarding net present value analysis
|
The Central Otago District roading network does not have a high rate of road rehabilitation like other Councils, the few exceptions where a road rehabilitation is required are often many years apart which explains why there is a lack of NPV analysis for Waka Kotahi to comment on.
We will however ensure that NPV analysis is undertaken on any rehabilitation work that is undertaken, noting that all road rehabilitations that were programmed in the 2021- 24 period have been removed from the programme due to Waka Kotahi funding restrictions. |
Compliance with Waka Kotahi funding rules regarding undertaking condition rating surveys
|
Central Otago District undertakes condition rating and full roughness and High-Speed Data (HSD) surveys on its transportation network every three years. This is timed to align with the update of Council’s Activity Management Plan, Long Term Plan (LTP) and National Land Transport Programme cycles.
Waka Kotahi has had a long-standing requirement that visual condition rating and roughness surveys be undertaken at least every second year and annual condition rating surveys for all sealed roads carrying more than 2000 vehicles per day (AADT).
This requirement is seen an inefficient use of limited funding, given that the programme is set for a three year period and there is limited opportunity to change this on a two year cycle.
Visual condition rating is an outdated method for assessing the performance of the roading network, with more specialist high-tech, repeatable, and useful alternative surveys now available.
Council staff have previously raised its concerns informally with Waka Kotahi and the Road Efficiency Group.
Staff do not believe Waka Kotahi’s higher frequency requirement represents value for money for Central Otago District. We propose to raise this concern formally with both the Road Efficiency Group and Waka Kotahi, and request a review of this outdated rule. |
Compliance with Waka Kotahi funding rules regarding Road Safety Audits
|
In the past, Waka Kotahi funding constraints for network and asset management have limited the ability to undertake Road Safety Audits to the standard expected.
However, there is room to improve this going forward. We note that the non-compliant audit related to a project on a state highway (Clyde Underpass) that was funded through the Council roading programme, with ratepayer funding provided. |
1 October 2021 |
|
Appendix 1 - CODC (T) DRAFT2 Audit
Report 2020.docx ⇩
Report author: |
Reviewed and authorised by: |
|
|
James McCallum |
Julie Muir |
Roading Manager |
Executive Manager - Infrastructure Services |
19/09/2021 |
20/09/2021 |
1 October 2021 |
a. Technical Audit of Central Otago District Council
Monitoring Investment Performance
Report of the investment audit carried out under Section
95(1)(e)(ii) of the Land Transport Management Act 2003.
1. dawn shannon
2. 27 August 2020
3. DRAFT
1. Central Otago District Council |
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Waka Kotahi NZ Transport Agency Investment (2018 – 2021 NLTP): |
$ 14,702,300 (budgeted programme value) |
Date of Investment Audit: |
12-15 October 2020 |
Audit Team: |
Dawn Shannon - Senior Investment Auditor (Lead) Andrea Nicol - Team Leader - Land Transport, Ruapehu DC Gordon McDonald - Senior Investment Advisor Tony Lange - Senior Investment Auditor (Observer) |
Report No: |
2. RADST-2008 |
Prepared by: |
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Dawn Shannon, Senior Investment Auditor |
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Approved by: |
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Yuliya Gultekin, Practice Manager Audit & Assurance |
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Date |
While every effort has been made to ensure the accuracy of this report, the findings, opinions, and recommendations are based on an examination of a sample only and may not address all issues existing at the time of the audit. The report is made available strictly on the basis that anyone relying on it does so at their own risk, therefore readers are advised to seek advice on specific content. |
Central Otago District Council takes a proactive and strategic approach to activity management planning and we were particularly impressed with Council’s management of customer expectations in regard to unsealed road condition, resulting in comparatively high customer satisfaction levels. Taking a similarly strategic approach to management of the bridge stock, rural road delineation, footpath improvements and subdivision development would deliver improved outcomes in terms of tactical planning, value for money and road safety.
The Central Otago District road network is generally in good condition and well managed, despite an apparent backlog in the resurfacing programme. Unsealed roads provide a good ride, with leading edge maintenance practices. Footpaths, signage and delineation require greater attention.
The annual number of deaths and serious injuries (DSI’s), listed in New Zealand’s Crash Analysis System (CAS) as occurring in Central Otago District (state highways and local roads), has trended down since 2011/12, but the local road component shows a gradual increase. This has begun to reverse over the last 3-5 years, but Council needs to focus on common factors including driver behaviours (addressed through the Road Safety Promotion programme) and curves on rural roads.
Subject Areas |
Rating Assessment* |
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1 |
Previous Audit Issues |
N/A |
2 |
Network Condition and Management |
Some Improvement Needed |
3 |
Activity Management Planning |
Some Improvement Needed |
4 |
Data quality |
Effective |
5 |
Road Safety |
Some Improvement Needed |
Overall Rating |
Some Improvement Needed |
* Please see Introduction for Rating Assessment Classification Definitions
The table below captures the audit recommendations. Agreed dates are provided for the implementation of recommendations by the approved organisation.
We recommend that Central Otago District Council: |
Implementation Date |
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Reviews their resurfacing intervention approach, including surfacing data, modelling and the Forward Works Programme (maintenance and renewal), in order to manage the risk of premature road surface failure. |
AO |
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R2.2 |
Ensures that roadside signs, markers and other devices are maintained in a serviceable condition and to current standards. |
AO |
R2.3 |
Ensures that bridge defects are repaired in a timely manner to maximise their useful life. |
AO |
R3.1 |
Prioritises the recruitment, development and retention of staff to ensure continuity of level of service and resource. |
AO |
R3.2 |
Reviews development standards (technical specifications and detailed drawings) to reduce the variety and ensure the quality of asset types to be maintained by Council. |
AO |
R3.3 |
Develops and implements an integrated bridge management strategy to provide long term tactical management of bridge stock. |
AO |
R3.4 |
Develops and implements a rural road delineation strategy, with a strong focus on curve warning, to ensure a safe and consistent driving environment during both day and night. |
AO |
R3.5 |
Develops and implements a footpath improvement/ management plan to provide a safe and accessible footpath network. |
AO |
R3.6 |
Complies with Waka Kotahi funding rules that require Net Present Value analysis for relevant renewal and pavement rehabilitation projects and utilises local RAMM data as inputs. |
AO |
R4.1 |
Ensures compliance with Waka Kotahi funding rules regarding the undertaking of condition rating surveys. |
AO |
R5.1 |
Ensures ongoing full compliance with Waka Kotahi funding rules that require Road Safety Audits for renewal and improvement projects. |
AO |
1.1. Audit Objective
1.2. Assessment Ratings Definitions
Prior
to this report being approved, Central Otago District Council was invited to
comment on the auditors’ findings, recommendations and suggestions.
Where appropriate this report has been amended to reflect this dialogue.
Any additional auditee response comments are attached in the Appendices.
Our findings relating to each subject area are presented in the tables below. Where necessary, we have included recommendations and/or suggestions.
1. Previous Audit Issues |
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The last technical review of the Central Otago District Council was undertaken in March 2010. The report found that the network was in generally good condition, but that greater input was required in the areas of pre-reseal repairs, resealing, re-sheeting of unsealed pavements and bridge repairs and renewals. It was recommended that Council: 1. Adopt and act upon the findings of the RISA review (see below); 2. Review its staff establishment and resource in road asset management; 3. Establish a policy for permissible content and location of tourist signs at intersections; 4. Check that speed limits altered since 2003 fully comply with all relevant legislation; and 5. Investigate corridor management in other established and developing dairy farm areas and establish policies in light of the findings of those investigations. The Road Infrastructure Safety Assessment (RISA) (report dated July 2010) provided a comprehensive assessment of the state of the infrastructure associated with road safety on Central Otago District Council’s rural sealed roads and made the following recommendations: 1. Review the standard of shoulder width based on traffic volume and road hierarchy. Gradual improvement could be gained if appropriate widening was undertaken at the same time as pavement rehabilitation work. 2. Consider a programme of hazard removal or protection for; a. Power Poles b. Trees c. Ornamental and non-frangible letterboxes d. Drainage features (such as headwalls) 3. Review Council’s implementation of the NZ standard for advisory speed signage on curves, with a view to taking a more consistent approach to selecting advisory speeds. 4. Consider a programme of sealing sideroads and major entranceways, to address the problem of aggregate migration onto the main road. Due to the long intervening period since the undertaking of these previous audits, the findings were not specifically reviewed, but many of the findings noted in the RISA in particular were still found to be relevant (refer to Section 2 Network Condition and Management and Section 5 Road Safety). |
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Central Otago District Council’s comment |
AO |
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2. Network Condition and Management |
Some Improvement Needed |
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Performance Monitoring
Sealed road condition indices for 2019/20 are compared with the peer group councils (Rural Districts) in the graphs below, along with the Central Otago trends over 12 years. The trend data shows minimal movement in the indices over the past five years. However, while the Pavement Integrity Index (PII) and Smooth Travel Exposure (STE) compare well against peer councils, the Condition Index (CI) ranks at the lower end. CI indicates the prevalence of surface faults (alligator cracking, scabbing, potholes, pothole patches and flushing). The cost per km for maintenance, operations and renewals (excluding emergency works) as a three-year average (2018-2020) is $3,622/km, which is significantly less than the peer group average of $6,505/km. Compliance Council does not fully comply with the Planning & Investment Knowledge Base (PIKB) requirements. We observed that: · Bridge and structural inspections are generally undertaken in accordance with Waka Kotahi’s S6 Bridges and other significant highway structures inspection policy (leading practice guideline for councils). · Roughness recorded in RAMM complies with the requirements set in Waka Kotahi Knowledge Base. Surveys undertaken annually in recent years. · Condition Rating is not fully complying with PIKB (refer to Section 4 Data Quality). · Net present value (NPV) analysis is not undertaken routinely for improvement and rehabilitation projects (refer to Section 3 Activity Management Planning) as is required by PIKB. Carriageway Surfacing As noted above, the CI for Central Otago is relatively low (indicating a higher incidence of faults) when compared to peer councils. Our observations corroborated this and in particular we noted a prevalence of flushing and edge break. Edge break extending into traffic lanes can cause vehicles to lose control and crash. Flushing reduces the skid resistance available to vehicles and therefore also impacts on safety. Flushed surfaces may sometimes bleed, causing tracking (extending the loss of skid resistance) and potentially extensive damage to the seal (can lift from the pavement). Routine maintenance such as edge break repairs, water cutting and hot chip will address localised failures. With more extensive failures, Council needs to understand the mechanism of the failure and so select the most appropriate treatment, as well as incorporating any necessary changes into future seal designs.
Council’s current resurfacing rate of 4.35% of the sealed network per year (three-year average over 2017/18-2019/20) equates to an average seal life of an unsustainable 23 years. The RAMM database residual surface life data (graphed below) indicates that 48% of the existing surfacing is past due for renewal based on the entered expected life value. These values should be reviewed against the latest available data on locally achieved values and amended where they vary. If they are generally accurate, then there is a significant backlog of resurfacing to programme and manage. Anomalously, the achieved surface life data in RAMM indicates that seals are only achieving comparatively short lives. Single coat seals outperform all other seal types, but still only average a life of under 11 years on rural roads. Two coat seals average a little over eight years. Each surface type has its benefits and it is for Council to ensure the right surface type is selected to address the problem and minimise the whole of life cost. Signs and Markers Traffic signs are generally well used. However, we noted the following deficiencies: · Non-compliant and inconsistent use of edge marker posts · Inconsistent use of width markers and hazard markers · Outdated black and white regulatory and chevron signs (outdated signs are unlikely to meet reflectivity requirements and may not be sufficiently conspicuous) · Non-compliant signage on curves (primarily regarding use of chevrons) · Signs that are faded, incorrectly located or installed too low (underside of sign should be a minimum of 1.5m above ground). Examples of some sign issues are in photos below. The issues illustrated include (from left to right) single chevron used alone (road curves to the left), lack of obstacle markers on poles and one single black and white chevron to mark the curve, hump sign incorrectly located, outdated signs (unlikely to meet reflectivity requirements and may not be sufficiently conspicuous), short sign (this example is admittedly on a state highway intersection) and yellow striped edge marker post used on straight road. It is important that all traffic signs and delineation devices are installed in accordance with the relevant standards and are thereafter well maintained. Night inspections are not routinely undertaken. It is suggested that a regime of regular inspections be implemented and that they utilise a driver unfamiliar with the network (provide “fresh eyes”). It is best practice to ensure all roads are inspected at least annually at night to ensure the adequacy (reflectivity, legibility and effectiveness) of existing delineation (particularly on curves), hazard warning and regulatory signs. General Comments The standard of completed works was observed to be very good. In particular, the carriageway resurfacing projects that were inspected featured good quality surfacing finishes. Unsealed roads have good ride quality and well-formed cross-sectional shape, including shoulders and drainage channels. The crossfall is generally within the preferred range of 4-6%. Further to the national One Network Road Classifications (ONRC), Council has defined sub-categories for its very low volume unsealed roads (tracks), often with only seasonal access. This has facilitated the implementation of consistent and appropriate levels of service on these roads which optimise the available maintenance budgets. Some areas where room for improvement was noted are: · Footpath faults · Bridge maintenance (particularly bridge deck maintenance, sweeping and approach sight rails). · Very long grass growing in rural verges is dry and may be a fire hazard. Council avoids mowing during the summer season to mitigate the risk of sparks causing fire, but the wetter springs and hotter summers can only increase the fire risk. Now with climate change bringing increased temperatures (as indicated in the Bodeker Scientific report “The past, present and future climate of Central Otago: Implications for the District”), this is an emerging problem and council should start planning. · Evidence of rework and failed repairs were commonly seen. |
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We recommend that Council: R2.1 Reviews their resurfacing intervention approach, including surfacing data, modelling and the Forward Works Programme (maintenance and renewal), in order to manage the risk of premature road surface failure. R2.2 Ensures that roadside signs, markers and other devices are maintained in a serviceable condition and to current standards. R2.3 Ensures that bridge defects are repaired in a timely manner to maximise their useful life. |
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Suggestions |
We suggest that Council: S2.1 Considers and implements methodologies to prevent the high incidences (and recurrences) of edge break on rural sealed roads. |
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Central Otago District Council’s comment |
AO |
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3. Activity Management Planning |
Some Improvement Needed |
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Central Otago District Council takes a proactive and strategic approach to activity management planning and share their learnings generously with other roading authorities. The team was particularly impressed with Council’s management of customer expectations in regard to unsealed road condition, resulting in comparatively high customer satisfaction levels. Maintaining adequate staffing levels remains an area of risk for Council. Other challenges include managing the growth of residential developments, managing bridge stock maintenance and renewal, upgrading rural road delineation and providing a safe and accessible footpath network. Activity Management Plan Council has an active 2018 Activity Management Plan (AMP) that incorporates the programme business case for maintenance operations and renewals programmes of work. The key challenges faced relate to the cost of maintaining the unsealed road network, aging bridge stock, urbanisation pressures and a growing network. Council’s 2021 Activity Management Plan is currently in support of the 2021-24 NLTP bid. Since completion of the onsite audit, this AMP has been submitted to Waka Kotahi and has been positively reviewed by the Transport Services team. Their assessment summary was: “CODC's AMP shows very good alignment with ONRC and is in accordance with the business case approach. It has a great summary outlining what they do, what they need to do in the future. This is an exemplar of what a great AMP looks like. It has an extensive improvement plan and has recently appointed new staff to replace departures.” Council’s Infrastructure Services is proactively addressing the District’s problems. We particularly recognise the progress made in areas such as classification of low volume roads and management of customer expectations on unsealed roads. However, we are told that there is a historic and ongoing issue with staff recruitment. Qualified, experienced roading staff are in short supply throughout New Zealand and new graduates are in high demand. Unfilled vacancies will impede progress and will impact on the workloads of the current staff, with potential negative consequences to their physical and mental health. We encourage Council to prioritise filling these vacancies with suitably qualified and experienced people as soon as practicable. Succession planning is also recommended, ideally with a risk management approach. For example, building a pool of people with potential to undertake a particular type of key role may work better than grooming individuals. Staffing levels appeared to be light for the management of a network of nearly 2,000 km. The current organisation chart shows five dedicated roading staff. Asset management and capital project teams are separate. Development Standards Central Otago District is experiencing high growth in residential developments (Cromwell township, now officially the biggest town in Central Otago, has, for example, has experienced around 40% population growth in the last 10 years). During our field inspection we visited several new developments and noted many ‘as built’ features did not align with current best practice (e.g. mountable kerb (“Wanaka kerb”)) or with sustainable maintenance/renewal practice (e.g. decorative lamp posts, AC used on access / low volume streets). Other concerns included carriageway and verge widths, culvert headwalls, swales and rain gardens, street tree placement and speed treatments. The team was concerned that a lack of control of these design aspects will lead to a marked increase in compliance costs to meet and maintain standards (e.g. ongoing maintenance from poor drainage feature design; cost of adding or upgrading pedestrian facilities for accessibility). The photos below illustrate some of the issues, such as use of paving on carriageways and vehicle crossings, mountable kerbs encouraging vehicles to park on verge and obstruct footpaths, varied streetlight columns and luminaires and street trees planted where they will obstruct signs and streetlights. It is recommended that Council review their subdivision development standards and update as required, including strengthening linkages to the District Plan. At the time of this audit, a District Plan update process had commenced and there is was a proposal to incorporate design standards from NZS 4404:2010 Land development and subdivision infrastructure. The inclusion of a comprehensive review of asset design specifications and detailed drawings will facilitate cost effective maintenance/renewal and ensure best whole of life costs by standardising the asset specifications. Further to NZS 4404, extensive guidance is also available from Austroads.
With development beginning to increase on unsealed roads, it would be beneficial to enforce a more restrictive setback from the road adjacent property boundary to mitigate nuisance and health implications due to dust – noting that this may also impact on minimum lot size. For best outcomes in subdivision development, it is good practice is to involve the road maintenance team during the consent phase, to work alongside Council’s resource planners and traffic engineers to ensure new developments comply with the Council’s District Plan and meet appropriate standards and guidelines. During construction, there should be hold points where acceptance by roading or other qualified staff is required before continuing. Roading staff should also be included in defects inspections and the final handover inspection. Structures In their AMP, Council identifies that two bridges on the network (Green Bridge (Waipiata) and Paerau Bridge) prohibit access by High-Productivity Motor Vehicles (HPMV) and 50Max vehicles (affecting freight connections), 26 bridges are posted with load and/or speed restrictions and 72 bridges are expected to reach the end of their economic life within the next 30 years. It is clear that cost-effective and timely management of the ongoing maintenance and renewal of the bridge stock is vital for Central Otago. To facilitate this outcome, we suggest developing an integrated bridge management strategy combining asset inventory and capacity data with criticality (lifelines and economic demands), condition and maintenance management components to provide tactical oversight, management of performance and a forward programme of renewals. The strategy should incorporate Council’s current pragmatic approach to failing bridges which includes consideration of upgrading options, replacement with fords, wash over culverts or box culverts or even permanent removal. Where appropriate, subsequent divestment of ownership of the structure to adjacent landowners (generally for single property roads) is encouraged. A significant benefit of a district-wide bridge management strategy would be forward planning for future investment needs. This would allow for early warning of budget peaks as well for budget smoothing. Further, while funding may not be currently available, or the renewal may not yet qualify for funding assistance, it may be prudent for Council to, in discussion with the Investment Advisor, proceed with the renewal design of at-risk bridges. By having the design, consents and contract request for tender “in the drawer”, Council will be ready to take advantage of funds becoming available at short notice, or alternatively be ready to act in the event of a sudden failure of the structure. Reimbursement of design cost assistance is not assured but could be negotiated with the Investment Advisor. Even if not recovered, this remains a relatively small cost for a fast turnaround on the bridge renewal construction. With regard to the 26 posted bridges, we suggest a different approach to the process. Posting by public notice, issued under regulation 11 of the Heavy Motor Vehicle Regulations 1974, is most applicable to temporary restriction situations where the intention is to carry out strengthening works to reinstate the bridge to full loading capacity (usually within the year). Where the restriction is likely to be permanent (or semi-permanent), it is worth considering the alternative process of regulating the weight of vehicles using the bridge through a bylaw made under section 22AB(1)(zh) of the Land Transport Act 1998, pursuant to the process set out in the Local Government Act 2002. While this approach saves the costs of annually obtaining an engineer’s certificate for each bridge and the publication of the posting notification, it is strongly recommended that a programme of regular detailed inspections is continued for these structures. Curves on rural roads The audit team observed that both road delineation (edge marker posts, centrelines, edge lines) and curve warning signage on the rural network is inconsistently applied and often non-complying with standard guidance for implementation. Development and application of a rural road delineation strategy, based on ONRC classifications, would reinforce the consistent appearance of each road classification and thereby the level of service that can be expected. In particular such a strategy should focus strongly on curve warning. This includes ensuring that appropriate speed advisory values are implemented and that all out of context curves are appropriately signed. Central Otago has a high rate of crashes on curves on rural roads (refer to Section 5 Road Safety). A primary objective of ONRC is to ensure that roads of the same classification in different districts have the same safety features, so any policy regarding delineation would be enhanced by collaboration with neighbouring councils. Guidance on general delineation is provided in Part 5 of the Traffic Control Devices (TCD) manual[2]. Some network-specific guidance may also be found in the 2010 Road Infrastructure Safety Assessment (RISA) review of the rural network. Footpaths Many of the footpaths in Central Otago appear to be narrow, uneven, cracked, lack accessible pram crossings and do not safely provide for users’ requirements. As the maintenance and renewal of footpaths is now funded by Waka Kotahi, we expect this asset group to be managed like all other assets. This includes asset inventory, condition monitoring (Council has undertaken modelling based on RoadRoid data collected from a mobility scooter), targeted intervention criteria, maintenance activity and use management. Further, we remind Council that guidance on the design of footpaths (including width and crossfall), pedestrian cutdowns and vehicle crossings can be found in Waka Kotahi Pedestrian Planning and Design Guide[3]. We expect any renewals or new work to comply with this guide (renewals to a revised current standard are not considered improvement). The new update, Pedestrian Network Guidance 2021, will be issued later this year. Council’s Sustainability Strategy 2019-2024 identifies the need to “Improve infrastructure that supports walking and cycling” in order to contribute to a “safe and healthy community”. We suggest Council develops and documents a plan to deliver on this strategy in terms of a long-term programme for footpath upgrades and improvements. Road Maintenance Management Reliable sourcing of suitable, convenient and affordable aggregates for unsealed road maintenance and renewal is a challenge for Council. While prices remain relatively low in comparison to other districts, the recent increases in unit cost significantly impact budgets, due to the volumes of aggregate required to continuously maintain the District’s large unsealed network (1382 km – 72% of network length) at the current level of service. Council has initiated an assessment of historical aggregate sources and quantities along with residual availability and are investigating options including land purchase to secure pit access for the future. We support this approach and recommend that Council’s interest in the Paige-Green Index for aggregates be pursued to add more scope in formulating usable wearing courses. Sealed roads in the District were observed to be in good order with mainly surface defects as opposed to pavement defects (refer to Section 2 Network Condition and Management). A key factor in this is the generally high subgrade strength, minimising the need for pavement rehabilitation. However, we are concerned that net present value (NPV) analysis is not routinely undertaken for potential rehabilitation projects or is not producing effective results due to unreliable inputs. NPV is used to determine the difference between the present values of the various pavement treatment options available over a 30-year analysis period, i.e. it assesses which improvement option or treatment strategy provides the best return on investment (the standard forms for economic evaluation can be found in the Waka Kotahi Monetised Benefits and Costs Manual[4]). The use of actual local data from Central Otago’s RAMM database, rather than industry averages or the like, for inputs such as maintenance costs, traffic loadings and achievable seal life will produce more robust outcomes. |
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Recommendations |
We recommend that Council: R3.1 Prioritises the recruitment, development and retention of staff to ensure continuity of level of service and resource. R3.2 Reviews development standards (technical specifications and detailed drawings) to reduce the variety and ensure the quality of asset types to be maintained by Council. R3.3 Develops and implements an integrated bridge management strategy to provide long term tactical management of bridge stock. R3.4 Develops and implements a rural road delineation strategy, with a strong focus on curve warning, to ensure a safe and consistent driving environment during both day and night. R3.5 Develops and implements a footpath improvement/ management plan to provide a safe and accessible footpath network. R3.6 Complies with Waka Kotahi funding rules that require Net Present Value analysis for relevant renewal and pavement rehabilitation projects and utilises local RAMM data as inputs. |
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Suggestions |
We suggest that Council: S3.1 Considers developing a succession plan to assist in the development of staff and to ensure continuity of level of service. S3.2 Considers proceeding with the design of bridge renewal projects in readiness for construction funding assistance approval at a future date. S3.3 Considers the long-term restriction of heavy vehicles on vulnerable bridges by means of a Bylaw process. |
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Central Otago District Council’s comment |
AO |
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4. Data Quality |
Effective |
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Road Efficiency Group’s (REG) 2019/20 data quality report has scored Council with 76/100 (a score of 100 is achieved by having all metric results at the expected standard level). This is roughly the same as the 2018/19 score of 77. The One Network Road Classification (ONRC) Performance Measures Reporting Tool (PMRT) indicates (as at August 2020) that high importance areas for improvement (i.e. have major data issues) relate to: · Assignment of ONRC categories to new roads · Accuracy of pavement layer records · Timeliness of traffic count estimates, AC renewal as-builts and renewal treatment lengths. It is important that Council investigates, identifies and resolves these data gaps. Doing so will improve reporting at an individual level and allow Council to accurately compare its ONRC performance with its peers. Condition Rating Council has been undertaking condition rating surveys regularly on a three-yearly basis. This does not fully comply with the Waka Kotahi mandatory requirements which are outlined in our Knowledge Base[5]. Knowledge Base states “Roughness and condition rating surveys of all sealed roads must be undertaken at least every second year. Condition rating surveys of all sealed roads carrying more than 2000 vehicles per day are to be undertaken annually.” General
Further, queries run on RAMM involving maintenance costs highlighted anomalies in the data. No maintenance cost data was available for the financial years 2012/13 and 2013/14. Large lump sums were charged against minor roads – for example in 2018/19 some $433,966.87 of administration costs were charged to Jedburgh Street. Activities such as core maintenance relating to environment, surfacing, traffic facilities, etc, should be reasonably consistent from year to year, but the data showed large gaps in expenditure on these activities and an occasional unexplainable peak. It is likely that frequent staff changes and the coding of works are sources of some of these results and it is suggested that Council works closely with its contractors to ensure a consistent understanding and approach to the recording of maintenance cost data. Robust maintenance costs facilitate invaluable analysis of network expenditure trends by year, by kilometre, by classification and by road - the measure of the actions taken to maintain the network inventory. They also provide a network-specific maintenance cost history that can be used in NPV calculations to justify renewal activity. During the field inspection, it was noted that many of the counts and estimates viewed on the Mobile Road app appeared to be incorrect. Traffic count data is the basis for developing estimates[7] for the entire road network and this provides a key dataset for understanding the current and changing demands – an emerging area of significant interest for Central Otago. It is suggested that the improvement of traffic count data (with an emphasis on heavy commercial vehicle counts) be prioritised in Council’s data improvement plan. A high-level review of the annual number of deaths and serious injuries (DSI’s) for Central Otago’s local road network revealed discrepancies between the data in New Zealand’s Crash Analysis System (CAS) and the data uploaded by Council into the ONRC PMRT. The largest difference was in 2016/17 when CAS shows 11 DSIs while the PMRT shows 20. Similarly, in 2014/15 and 2015/16, PMRT has a higher number (by four DSIs in each year) than CAS. It appears that some SH crashes are being identified in RAMM as local road. An example is Crash #15540 (Dungannon St, CAS ID 201711653) which appears on the Council RAMM database, but is identified by CAS as a SH crash (this is also supported by the incident description). It is important that Council reviews its processes to ensure that crash data in RAMM is correct, relevant and complete in order to achieve robust reporting of results, and to have confidence in the comparative peer reporting. Council’s 2019/20 Annual Achievement submission was reviewed and was found to be of a good standard, with few inconsistencies. However, Council is reminded that in future closer scrutiny will be given to data accuracy in TIO annual achievement reporting and to the delivery of the forecast quantities within the approved budget. |
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We recommend that Council: R4.1 Ensures compliance with Waka Kotahi funding rules regarding the undertaking of condition rating surveys. |
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Suggestions |
We suggest that Council: S4.1 Considers reviewing the relevant processes to ensure that maintenance cost data added to the RAMM database is timely, accurate and complete. S4.2 Considers prioritising the improvement of traffic count data (with an emphasis on heavy commercial vehicle counts), and the supporting processes, in Council’s data improvement plan. S4.3 Considers reviewing quality assurance processes relating to the downloading of CAS crash data into RAMM and subsequent uploading into the ONRC PMRT. |
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Central Otago District Council’s comment |
AO |
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5. Road Safety |
Some Improvement Needed |
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Performance Monitoring
Levels of collective risk (crashes per km) generally align with the peer group averages (refer PMRT). Personal risk (crashes per VKT) aligns with peer group averages on the higher volume classifications but is significantly greater for rural Low Volume roads. The Communities at Risk Register 2019 notes young drivers and distraction as areas of high concern. (Note – the subsequent 2020 Register rates these two areas as medium concern). Over the last five years (2015/16 – 2019/20), CAS records show 46 crashes which resulted in 55 DSI’s. Of these, 44% of the crashes occurred at the weekend, 80% were midblock, 57% on a bend (loss of control or head-on), 72% in a 100 kph speed zone, 54% on unsealed roads (noting 72% of network is unsealed) and 33% involved motorcycles. Investigation is required to identify common factors in crashes and develop potential engineering solutions. Note that solutions can reduce the likelihood of a crash occurring or they can reduce/mitigate the consequences, if the crash is a result of non-roading factors. Road Safety Audits Council does carry out road safety audits on improvement projects but does not fully comply with the Agency’s requirements. Road safety audits must be undertaken at key stages of the “development of any improvement or renewal activity that involves vehicular traffic, and/or walking and/or cycling, proposed for funding assistance from the NLTP”[8]. If there is justification for not conducting a safety audit at a particular stage, then an exemption declaration for that stage must be completed and filed. Road Safety Promotion Road Safety Promotion provides Councils with the most effective tool for addressing the behavioural aspects of road safety. Specifically, young drivers and distraction have been identified as risks areas for Central Otago. Campaigns that focus on motorcyclist skills and driving on unsealed roads would also be beneficial. Staff advise that Council has experienced a relatively high turnover of road safety coordinators and struggles to maintain this resource. We suggest that Council prioritises recruitment in this role to ensure the consistent delivery of a programme that will support and promote the safe use of the District’s road network. Curves on Rural Roads Based on CAS data, nearly half (22 crashes or 48%) of the DSI crashes over the past 5 years occurred on bends on 100 kph open roads. And 70% of these (or 33% of the total DSI crashes) occurred on unsealed roads (including three crashes on each of Danseys Pass Road and Nevis Road). This high rate of crashes on curves on rural roads, and at night (12 crashes occurred at night/twilight), highlights the need for correct delineation and effective advisory signage on out of context curves. The audit team observed that both road delineation (edge marker posts, centrelines, edge lines) and curve warning signage on the rural network is inconsistently applied and often non-complying with standard guidance for implementation. Central Otago District faces the added challenge of a relatively high proportion of long straight rural roads leading into tight radius bends. Consistent curve advisory signage and supporting curve delineation are essential for traffic to safety navigate this type of route, particularly at night. We recommend a strategic approach to ensuring consistency across the network – refer to Section 3 Activity Management Planning.
In conjunction with delineation improvements, a review of curve geometry and surface condition might further enhance curve safety. Motorcyclists in particular are impacted by build-up of loose aggregate on unsealed roads and loose aggregate or seal joins (including patches) on sealed roads. The Motorcycle Safety Advisory Council’s Making Roads Motorcycle Friendly[9] provides some useful guidance for motorcyclist safety. A common occurrence on the Central Otago network is access driveways and side roads intersecting with a curve (see photos below). In these instances, there may be scope to consider a review of the layout or at least warning devices. Rehabilitation projects may provide an opportunity to improve the geometric design of curves (including horizontal and/or vertical alignment) where required, if this can be undertaken at acceptable costs. General Observations From our observations, Council is proactive in the incorporation of safety features in the design of capital projects and in the investigation, development and implementation of safety improvement projects. Examples range from the high proportion of intersection controls on access and low volume rural roads through to well-designed/constructed cycle network interfaces and connections.
· Inconspicuous intersections - an ‘avenue’ effect which draws the driver on, straight through the intersection, is seen in many intersections (refer to photo on right). This effect is compounded by trees and/or utility poles. The night-time effect can be even more pronounced. Low-cost treatments might include larger STOP/GIVE WAY signage, advance signage, gateway signs, etc. · · · Temporary traffic management - we noted some deficiencies with temporary traffic control on rural roadworks sites, including missing or obscured signs, faded/dirty devices and non-complying use of personal protective equipment (PPE). A temporary increase in site audits may deter any relaxing of standards on worksites and ensure compliance with the Code of Practice for Temporary Traffic Management (CoPTTM). While some work on the roads does not relate to Council activity, Council is responsible for ensuring compliance with the Code of Practice for Temporary Traffic Management (CoPTTM)[10]. |
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Recommendations |
We recommend that Council: R5.1 Ensures ongoing full compliance with Waka Kotahi funding rules that require Road Safety Audits for renewal and improvement projects. |
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Suggestions |
We suggest that Council: S5.1 Prioritises the retention of qualified road safety promotion staff to ensure the consistent delivery of a programme that will support and promote the safe use of the District’s road network. S5.3 Considers developing safety improvement strategies to: · Improve intersection conspicuity · Minimise gravel migration · Upgrade obstacle marking. S5.4 Considers increasing the number of temporary traffic management site audits to improve compliance. |
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Central Otago District Council’s comment |
AO |
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* * *
3.0 APPENDICES
APPENDIX A
Council Feedback
APPENDIX B
Network Field Inspections
APPENDIX C
Sample of Audit Photos
1,117 km (58%) of the Central Otago District road network is rural and is classified as Low Volume. Council has developed sub-categories and manages these roads to appropriate levels of service – the lowest being for back road tracks (440 km).
There is little pavement failure evident on the sealed network, but surfacing faults are prevalent – in particular flushing and edge break.
A large number of Central Otago bridges have been identified as potentially requiring replacement over the next 30 years. Closer attention to routine bridge maintenance will maximise their useful life.
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21.3.10 Health, Safety and Wellbeing Report
Doc ID: 552163
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
2.1 COVID-19 Lockdown
Council responded to the national COVID-19 alert level change on 18 August 2021. Council has complied with all requirements set out by the Ministry of Health. We are currently in alert level 2. Council workplaces and facilities are open for business.
All Council activities have operations plans in place. These plans are informed by guidance from the COVID-19 Local Government Response Unit which are adapted to the needs of our business.
New operational requirements include:
· Contact tracing record keeping is mandatory at all alert levels
· Masks are recommended anywhere physical distancing is difficult to maintain
· Physical distancing of 2 metres is required in public-facing areas such as libraries, pools, and customer service counters
2.2 COVID-19 vaccination
Council is communicating with staff about the benefits of COVID-19 vaccination based on guidance from the Ministry of Health.
The Ministry of Health invited expressions of interest for workplace vaccination in July 2021. Workplaces were required to meet all of the following criteria:
· Have delivered a vaccination programme onsite before
· Be able to provide staff to carry out support roles (e.g. booking management and logistics)
· Be able to offer a high volume of vaccinations (several hundred per day)
Council does not meet these criteria.
Council is supporting staff who wish to be vaccinated by providing flexibility to attend vaccination appointments.
2.3 Contractor management
Contractors were required to provide their Covid-19 Management Plans to Central Otago District Council.
The safety standards of Central Otago District Council contractors continues to
improve. Nine contractors improved their pre-qualification scores from SiteWise
green to gold between June and September 2021.
2.4 Incident statistics
The following is a summary of incidents in the financial year 1 July 2020 – 30 June 2021:
· Total incidents reported: 156
· 65% of incidents occurred at the aquatic facilities
· Top causes of incidents: Human or biological factors, trips and slips, and contact with substances or chemicals.
· These are common, low risk incidents that are typical of our working environments.
· Top nature of injuries: cuts and abrasions, strains and sprains, and nosebleeds
Affected person:
· 62% of incidents involved customers or members of the public
· 34% of incidents involved employees
· 3% of incidents involved a contractor carrying out work for CODC
There were no notifiable incidents during this period.
2.5 Critical risk
Critical risks arise from activities that could cause serious injury or death. These risks are reviewed quarterly to ensure they are actively managed.
Critical risk
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Existing controls |
New controls or preventive actions |
Driving |
· Vehicle User Policy 2020-23 · Adverse Weather Policy · E-Roads installed in fleet vehicles · 5-Star ANCAP rated vehicles · Licenced drivers |
· Provided chain fitting training with focus on new or inexperienced employees · Fleet inductions completed for new starters |
Remote or isolated working |
· Working from Home Policy 2020-21 · Panic buttons · Work planning · Buddy systems · Risk assessments |
· Planned procurement of Lone Worker software in Q4 2021-22 |
Psychosocial
e.g. workload, stress, violence and aggression, mental health, bullying |
· Employee Assistance Programme (EAP) provided by Workplace Support · Wellbeing programme · 1 to 1s between employees and managers · Flexible working guidelines · Glide time guidelines |
· Introduced the Equal Employment Opportunity (EEO), Discrimination, Harassment and Bullying Policy 2021-23 · Introduced the Performance Management Policy 2021-23 · Introduced a Fit for Work programme for employees returning from illness or injury · Increased the support provided by our Employee Assistance Programme provider · De-escalation training provided to aquatics and Alexandra customer services teams |
Biological hazards
e.g. tetanus, Hep A/B, Covid-19 |
· High-risk vaccinations programme · Engineering controls · PPE is provided |
· Water Services hazard management workshop is taking place in September 2021 · Facilitated Covid-19 vaccination for high-risk workers |
Hazardous chemicals
e.g. pool chemicals |
· Chemical register · Display safety data sheets · Appropriate storage · Quantities stored is kept at a minimum · Ventilation and circulation of air is monitored · PPE is provided for handling or working with chemicals · Records of training are maintained |
· Water Services hazard management workshop is taking place in September 2021 · Fire scheme chemical registers were updated with FENZ by the Property Team |
2.6 Training and initiatives
Internal training |
External training |
· Health and safety inductions · Incident reporting training · Covid-19 vaccination information sessions |
· First Aid (new and refreshers) · SiteSafe passports (new and refreshers) · Fire warden training (new and refreshers) · BNZ Financial Wellbeing Programme · Chain fitting · De-escalation training · Contractor management training (Infrastructure team). · Three health and safety representatives attended the SafeSkills conference in Dunedin on August 3, 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 |
10/09/2021 |
20/09/2021 |
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21.3.11 October 2021 Chair's Report
Doc ID: 553579
1. Purpose
To consider the October Chair’s report.
That the report be received.
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21.3.12 October Members' Reports
Doc ID: 553581
1. Purpose
To consider the October members’ reports.
That the reports be received.
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21.3.13 October Governance Report
Doc ID: 552960
1. Purpose
To report on items of general interest, consider the Audit and Risk Committee’s forward work programme and the current status report updates.
That the report be received.
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2. Discussion
Forward Work Programme
The Audit and Risk Committee’s forward work programme has been included for information.
Status Reports
The status report has been updated with any actions since the previous meeting.
Audit New Zealand’s Final Report on the 2021-31 Long-term Plan
Audit New Zealand’s final report on the 2021-31 Long-term Plan was received in July and was circulated to Audit and Risk at that time. It is included here to provide an opportunity to ask any further questions.
Appendix 1 - Forward Work
Programme ⇩
Appendix 2 - Status Update ⇩
Appendix 3 - Audit New Zealand's
Final Report on the 2021-31 Long-term Plan ⇩
Report author: |
Reviewed and authorised by: |
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|
Rebecca Williams |
Sanchia Jacobs |
Governance Manager |
Chief Executive Officer |
19/09/2021 |
22/09/2021 |
Audit and Risk Committee meeting |
1 October 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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R |
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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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R |
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R |
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R |
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R |
Internal Audits |
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Internal Audits Executive Managers / Business Risk and Procurement Manager |
Reviewing the internal audit programme of work (3 yearly) and the actions 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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R |
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R |
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R |
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R |
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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R |
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R |
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R |
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R |
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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R |
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R |
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Key – R = recommendation , U = update
1 October 2021 |
Report Title |
Resolution No |
Resolution |
Officer |
Status |
|
4/06/2021 |
Sensitive Expenditure Policy |
21.2.3 |
That the Audit and Risk Committee A. Receives the report and accepts the level of significance. B. Recommends to Council that they approve the amended Sensitive Expenditure Policy, the Travel Policy and the Credit Card Policy.
|
Risk and Procurement Manager |
10 Jun 2021 Action memo sent to officer 22 Jul 2021 The Sensitive Expenditure Policy, the Travel Policy and the Credit Card Policy have been uploaded to the council intranet for staff information. CLOSED |
4/06/2021 |
Financial Reserves Policy |
21.2.7 |
That the Audit and Risk Committee A. Receives the report and accepts the level of significance. B. Notes the Financial Reserves Policy will be considered at the Council 30 June meeting.
|
Executive Manager - Corporate Services |
10 Jun 2021 Action memo sent to officer 06 Jul 2021 Financial Reserves Policy has been uploaded to the website. CLOSED |
1 October 2021 |
The date of the next scheduled meeting is 3 December 2021.
1 October 2021 |
10 Resolution to Exclude the Public
[1] Refer to https://www.nzta.govt.nz/resources/traffic-control-devices-manual/sign-specifications/view/1025?category=%26subcategory1%3D%26subcategory2%3D%26subcategory3%3D%26term%3D&start=1080
[2] Refer to https://www.nzta.govt.nz/assets/resources/traffic-control-devices-manual/docs/part-5-traffic-control-devices-for-use-between-intersections.pdf
[5] Refer to https://www.nzta.govt.nz/planning-and-investment/planning-and-investment-knowledge-base/activity-classes-and-work-categories/road-maintenance/wc-151-network-and-asset-management-201821-nltp/
[6] Refer to https://www.nzta.govt.nz/assets/Road-Efficiency-Group/docs/practice-overviews/REG-practice-overview-maintenance-activity-data.pdf
[7] Refer to https://www.nzta.govt.nz/assets/Road-Efficiency-Group/docs/practice-overviews/REG-practice-overview-traffic-estimate-data.pdf
[8] Refer to https://www.nzta.govt.nz/planning-and-investment/planning-and-investment-knowledge-base/activity-classes-and-work-categories/road-improvements-other-road-related-funding-policies-guidance/road-safety-audit/