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AGENDA
Audit and Risk Committee Meeting Friday, 3 December 2021
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Date: |
Friday, 3 December 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 |
3 December 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, 3 December 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 - 1 October 2021
21.4.1 Declarations of Interest Register
21.4.4 The Staff Delegations Manual
21.4.6 Audit NZ and Internal Audit Update
21.4.7 Financial Report for the period ending 30 September 2021
21.4.8 Asset Management Policy
21.4.9 Infrastructure Construction Projects Update
21.4.10 Health, Safety and Wellbeing
21.4.11 December 2021 Chair's Report
21.4.12 December Members' Reports
21.4.13 December Governance Report
10 Resolution to Exclude the Public
21.4.15 Otago Regional Council Issue of Abatement Notices
21.4.16 December 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 - 1 October 2021
Audit and Risk Committee Agenda |
3 December 2021 |
MINUTES
OF Central Otago District
Council’s
Audit and Risk
Committee
HELD IN Ngā Hau e
Whā, William Fraser Building,
1 Dunorling Street, Alexandra
ON Friday, 1 October
2021 AT 9.31
am
PRESENT: Ms L Robertson (Chair), His Worship the Mayor T Cadogan, Cr N Gillespie (via Microsoft Teams), 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), L Fleck (Executive Manager People and Culture), S Righarts (Chief Advisor), A Crosbie (Senior Strategy Advisor), G Tetlow (Acting Information Services Manager), J McCallum (Roading Manager), A McDowall (Finance Manager), G McFarlane (Business Risk and Procurement Manager), R Williams (Governance Manager)
1 Apologies
An apology was received from Cr I Cooney.
2 Public Forum
There was no public forum.
3 Confirmation of Minutes
Committee Resolution Moved: Robertson Seconded: Jeffery That the public minutes of the Audit and Risk Committee Meeting held on 4 June 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 additional declarations of interest.
Note: The meeting adjourned at 9.37 am and reconvened at 9.46 am due to technical issues.
Note: Cr Gillespie joined the meeting at 9.46 am.
5 Reports for Information
Note: Matthew Wilson (National Council’s Regional Manager – Local Government Practice) and Deanna Macdonald (Operations Manager – Local Government Risk Practice) from Aon joined the meeting via Microsoft Teams for item 21.3.2.
Note: Cr Gillespie left the meeting at 9.59 am.
21.3.2 Insurance Update |
To provide an overview on the status of Central Otago District Council insurances and the New Zealand insurance market. The Business Risk and Procurement Manager, along with the representatives from Aon spoke to a presentation about Council’s insurance programme before responding to questions. |
Committee Resolution Moved: Robertson Seconded: Jeffery That the report be received. Carried |
21.3.3 Legislative Compliance Warrant of Fitness |
To receive the 2021 Legislative Compliance Warrant of Fitness. |
Committee Resolution Moved: Robertson Seconded: Jeffery That the report be received. Carried |
Note: Cr Gillespie returned to the meeting at 10.37 am.
21.3.4 Policy and strategy register |
To receive the updated Policy and Strategy Register. It was noted that the staff delegations manual had not been to the previous meeting as noted in the report and would be brought to the December meeting. It was noted that soft reviews of policies that Audit and Risk had the responsibility for should be brought to the Committee. |
Committee Resolution Moved: Robertson Seconded: Jeffery That the report be received. Carried |
21.3.5 Audit NZ and Internal Audit Update |
To provide an update on the status of the external and internal audit programme and any outstanding actions for completed internal and external audits. |
Committee Resolution Moved: Robertson Seconded: McKinlay That the Audit and Risk Committee receives the report. Carried |
21.3.6 Risk Register |
To consider an update on the Risk Register. |
Committee Resolution Moved: Robertson Seconded: Jeffery That the report be received. Carried |
21.3.7 Protection of Information and Information Systems (Cyber Security) Policy and Standards soft review |
To receive an update on the soft review carried out on the Protection of Information and Information Systems series of policies. |
Committee Resolution Moved: Robertson Seconded: Jeffery That the report be received. Carried |
21.3.8 Cyber Security Plan 2018-2021 update |
To consider an update on the 2018-2021 Cyber Security Plan.
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Committee Resolution Moved: Robertson Seconded: Jeffery That the report be received. Carried |
Note: Cr McKinlay left the meeting at 11.18 am and returned at 11.21 am.
21.3.9 Waka Kotahi New Zealand Transport Agency Technical Investment Audit of Central Otago District Council |
To report on the Technical Investment Audit of the Central Otago District Council undertaken by Waka Kotahi New Zealand Transport Agency in October 2020. |
Committee Resolution Moved: Robertson Seconded: Jeffery That the report be received. Carried |
21.3.10 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 |
6 Chair's Report
21.3.11 October 2021 Chair's Report |
There was no update from the Chair. |
7 Members' Reports
21.3.12 October Members' Reports |
The Mayor provided an update on the Three Waters Reform process to date and also suggested that summary of procurement activity was provided to the December meeting. |
Committee Resolution Moved: Robertson Seconded: Jeffery That the reports be received. Carried |
8 Status Reports
21.3.13 October Governance Report |
To report on items of general interest, consider the Audit and Risk Committee’s forward work programme and the current status report updates. |
Committee Resolution Moved: Robertson Seconded: Jeffery That the report be received. Carried |
9 Date of The Next Meeting
The date of the next scheduled meeting is 3 December 2021.
10 Resolution to Exclude the Public
Committee Resolution Moved: Robertson Seconded: Jeffery 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 11.39 am and the Meeting closed at 12.48 pm.
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21.4.1 Declarations of Interest Register
Doc ID: 559455
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 |
3 December 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) |
|
Lowburn Hall
Committee |
Stephen Jeffery |
G & S
Smith family Trust (Trustee) |
|
|
Nigel McKinlay |
Transition
To Work Trust (Board member) |
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Doc ID: 555872
1. Purpose
To consider the updated Policy and Strategy Register.
That the report be received.
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2. Discussion
The following updates were made to the register:
People and Culture
· Smoking Policy (for staff) to be rolled into future Drug and Alcohol Policy
· Adverse Weather Policy removed from register – will roll into the Leave Management Policy and Health and Safety Framework
· Staff Interests Policy review delayed until next meeting due to pressures on the Human Resources team workload.
Information Services
· Two policies delayed due to staff medical leave:
o LGOIMA Policy now delayed until the next Audit and Risk meeting
o Privacy Policy delayed until after completion of the LGOIMA Policy
Parks and Property
· Smokefree and Vapefree Policy has been updated and presented to Council on 3 November 2021. It was moved on the register from ‘Regulatory’ to ‘Parks and Property’
· Clutha River Mata-au Plan removed from register as not a council owned plan
· Public Toilet Strategy review has begun with new timeframe added for completion early next year.
· There are several pieces of future work listed in the Parks and Property department
· The timeframes will be reset following onboarding of new staff member currently under recruitment to assist in managing these projects.
Infrastructure
· Fingerboard Policy removed from register – to be part of Roading Policy
· Low Cost, Low Risk Roading Improvements Policy removed from register as no longer in operation
· Speed Limit Bylaw has been workshopped with all four community boards. The date has been updated to reflect consultative process timeframes
Community and Engagement
· Arts Strategy has been reviewed and updated by the arts community
Regulatory
· Dangerous and Insanitary Building Policy review underway and expecting completion early next year
General
· Asset Management Policy is on the agenda for this meeting
· District Plan timeframes updated to reflect work plan that has been approved by Council
Appendix 1 - Policy and Strategy
Register ⇩
Report author: |
Reviewed and authorised by: |
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Alix Crosbie |
Saskia Righarts |
Senior Strategy Advisor |
Chief Advisor |
19/11/2021 |
22/11/2021 |
Audit and Risk Committee meeting |
3 December 2021 |
Date Issued / Review Beginning |
Due for Review / Completion |
Responsibility |
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Equal Employment Opportunity (EEO), Discrimination, Harassment and Bullying Policy |
September 2021 |
September 2023 |
CEO |
Performance Management Policy |
August 2021 |
August 2023 |
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 |
|
Drug and Alcohol Policy |
|
2022 (second quarter) |
CEO |
|
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Information Services |
|
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|
March-2019 |
March-2022 |
Council |
|
Copyright Policy |
September 2021 |
September-2024 |
CEO |
August 2021 |
August 2024 |
AR > Council |
|
June-2019 |
October-2021 |
Council |
|
Future Work Items |
|
|
|
Digital Strategy |
|
June-2022 |
Council |
Privacy Policy |
|
May-2022 |
AR > CEO |
LGOIMA Policy |
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February-2022 |
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 |
|
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|
Parks and Property |
|
|
|
June-2012 |
June-2022 |
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 |
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Public Toilet Strategy |
July-2008 |
March-2022 |
Council |
11x Reserve Management Plans |
Various |
Various |
Council |
Smokefree and Vapefree Policy |
September-2021 |
September-2024 |
Council |
Future Work Items |
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|
Playground Strategy |
|
2022 |
Council |
Reserve Management Plans |
|
2022 |
Council |
Reserve Naming Policy |
|
2022 |
Council |
Responsible Camping Strategy |
|
Hold pending government policy decision |
Council |
Plaques and Memorials Policy |
|
2022 |
Council |
Overdue |
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Regulatory |
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|
May-2019 |
May-2024 |
Council |
|
Dangerous and Insanitary Building Policy |
September-2013 |
January 2022 |
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 |
|
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Enforcement Strategy |
|
Late 2021 |
Council |
|
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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 |
|
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Three Waters |
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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 |
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Water Bylaw |
|
December 2022 |
Council |
Water Policy |
|
December 2022 |
Council |
|
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November-2020 |
November-2025 |
Council |
|
January-2016 |
January-2022 |
Council |
|
November-2007 |
June-2022 |
Council |
|
May-2020 |
May-2025 |
AR > Council |
|
|
|
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Libraries |
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|
|
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 |
|
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April-2013 |
April-2024 |
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 |
|
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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 |
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Protected Disclosures (Whistleblowing) Policy |
May-2020 |
June 2022 |
AR > Council |
June-2021 |
December-2023 |
AR > Council |
|
June-2021 |
December-2023 |
AR > Council |
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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 |
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Future Work Items |
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September-2021 |
September-2022 |
CEO |
|
Future Work Items |
|
|
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Health and Safety Framework |
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Expected Completion: December 2021 |
CEO |
|
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General |
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June-2021 |
June-2022 |
Council |
|
February-2014 |
November 2021 |
AR > Council |
|
April-2008 |
December-2022 |
Council |
|
May-2019 |
May-2024 |
Council |
|
June-2021 |
December-2023 |
AR > Council |
|
June-2019 |
June-2024 |
Council |
|
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Housing Strategy |
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Expected Completion: December 2021 |
Council |
*Updated through Long-term plan process
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Doc ID: 555930
1. Purpose
To consider an update on the Risk Register.
That the report be received.
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2. Discussion
The Risk Register is a tool to identify key risks across the organisation. The register also includes mitigations for these risks.
At the October 2021 meeting, the Committee requested the Strategic Risk Register be brought to subsequent meetings as a standing item on the agenda. The Risk Register remains under development; progress so far includes the inclusion of risk drivers, current controls and treatments and related risks in a number of strategic risk areas. The next step requires the information within the dashboard to be completed, the risk owner to be identified and a workshop to be undertaken with the Executive Team to determine risk ratings.
The Risk Register information to date is attached.
Appendix 1 - Strategic Risk
Register - Dashboard ⇩
Appendix 2 - Risk Register - 2021
(under separate cover)
Report author: |
Reviewed and authorised by: |
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Gabi McFarlane |
Leanne Macdonald |
Risk and Procurement Manager |
Executive Manager - Corporate Services |
18/09/2021 |
18/09/2021 |
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21.4.4 The Staff Delegations Manual
Doc ID: 559444
1. Purpose
To receive the Staff Delegations Manual.
That the report be received.
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2. Discussion
The Register of Delegations to Community Boards, Portfolios, Committees, and the Chief Executive Officer (the Register of Delegations) was adopted by Council in January 2020. Council approved the extraction of the operational management of staff delegations to a standalone document, better reflecting organisational delegations.
A comprehensive review and rewrite of the Staff Delegations Manual (the Manual) has been undertaken to mitigate operational inefficiencies and ensure transparency. This Manual has been developed with consultation and input from a number of activity areas, and once completed, signed off by the Chief Executive.
The newly created Staff Delegations Manual aligns with, and fits under the Register of Delegations to Community Boards, Portfolios, Committees and the Chief Executive Officer. The redevelopment of the Manual ensures all aspects of organisational delegation have been covered, decreasing risk and more effectively managing workloads by ensuring delegations are at more appropriate levels.
The Manual shall be maintained as a living document, altering to reflect organisational and regulatory changes as and where required.
Appendix 1 - Staff Delegations
Manual.pdf ⇩
Report author: |
Reviewed and authorised by: |
|
|
Gabi McFarlane |
Leanne Macdonald |
Risk and Procurement Manager |
Executive Manager - Corporate Services |
15/11/2021 |
17/11/2021 |
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21.4.5 Soft review of the Fraud, Bribery and Corruption Policy and the Protected Disclosures (Whistle Blower) Policy
Doc ID: 559837
1. Purpose
To consider the findings of the soft review of the Fraud, Bribery and Corruption Policy and the Protected Disclosures (Whistle Blower) Policy.
That the report be received.
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2. Discussion
The Fraud, Bribery and Corruption Policy and the Protected Disclosures (Whistle Blower) Policy were adopted at the 18 May 2020 Council meeting. It was agreed to carry out a soft review in 2021 and present any changes to the Audit and Risk Committee for feedback.
The Office of the Auditor General and the Serious Fraud Office previously provided guidance on how to handle events of fraud, bribery, corruption and whistle blowing as well as requirements recommended to be contained within policy documents. The policy documents were compiled based on this guidance, which has not changed since the adoption of the Fraud, Bribery and Corruption Policy and the Protected Disclosures (Whistle Blower) Policy.
Consequently there have been no changes to either of these policies.
The policy documents will be updated as further guidance is released from the Office of Auditor General or the Serious Fraud Office, or as directed by Council.
Appendix 1 - Fraud Bribery and
Corruption Policy.pdf ⇩
Appendix 2 - Protected Disclosures
(Whistle Blowing) Policy.pdf ⇩
Report author: |
Reviewed and authorised by: |
|
|
Gabi McFarlane |
Leanne Macdonald |
Risk and Procurement Manager |
Executive Manager - Corporate Services |
17/11/2021 |
18/11/2021 |
|
21.4.6 Audit NZ and Internal Audit Update
Doc ID: 559561
1. Purpose
To consider an update on the status of the external and internal audit programme and any outstanding actions for completed internal and external audits.
That the report be received.
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2. Discussion
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. There were eight recommendations, of which four were already completed by June 2021, and four remained. The Audit Action Register contains the four remaining actions, of which three remain outstanding (pending Audit New Zealand signing off as part of the 2020-21 Management Report), plus one completed action. There are no urgent actions outstanding. There are four outstanding actions from the 2018-19 Management Report, which remain in progress.
In addition to external audits, council carries out several internal audits annually to provide assurance over compliance and to mitigate business risks. Two recommendations remain in progress in the payroll area. Three actions in the Cyber Security area have been completed.
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.
Appendix 1 - Audit New Zealand -
Audit Action Register ⇩
Appendix 2 - Internal Audit Action
Register ⇩
Report author: |
Reviewed and authorised by: |
|
|
Gabi McFarlane |
Leanne Macdonald |
Risk and Procurement Manager |
Executive Manager - Corporate Services |
22/11/2021 |
22/11/2021 |
|
21.4.7 Financial Report for the period ending 30 September 2021
Doc ID: 558827
1. Purpose
To consider the financial performance for the period ending 30 September 2021.
That the report be received. |
2. Background
The quarterly financial report is presented to the Committee as part of regular updates.
3. Financial Reporting
The operating surplus for September 2021 year-to-date is $2.22M and is largely the result of external funding received for the Three Waters reform and low operating expenditure. The activity managers have revised their budgets in September 2021 based on end of year carry-forwards as at 30 June 2021. This revised budget was approved by Council in September 2021 and subsequently the revised budget has been updated to incorporate the carry-forwards and any other changes signalled.
i. Funding received for the Three Waters reform of $1.9M has been carried forward from the 2020/21 financial year. This reflects the phasing of the activity.
ii. Land sales are lower than expected. This relates to land Council agreed to sell as part of the long-term planning process. This land is currently having preparation work carried out in order for it to be ready for sale. All other land sales from subdivisions will come through later in the financial year, when sold.
iii. User fees and other is lower than budget by ($450k). This is mainly due to the timing of the water billing function by ($321k). Extra external resources from our contractor are being committed to catchup on the meter reading as they are behind schedule.
iv. Expenditure is lower than budget by $1.416M. Operational expenditure is trending lower across all areas with no underlying variance of concern.
Attached to this report is the September 2021 Council financial report to be presented in December 2021, which includes a variance analysis against the general ledger profit and loss statement, plus an activity level variance (Appendix 1).
The report also details the expenditure of the capital works programme across activities to enable oversight on progress of these projects.
4. Accounts
Receivable
As at 30 September 2021, Council had $59k outstanding in accounts receivables greater than 90 days. Resource consents are the key contributors and include:
· The Canyon Vineyard $14k (objections to fees heard by hearings panel)
· M N Shaw $8.5k (awaiting payment options)
Other includes:
· Top Shelf Productions $5.7k (agreement to fund people on Bikes Series 2)
· Hillview Winery Limited $4.3k relating to rental Alexandra Airport
Type of Debtor |
Current |
30 Days |
60 Days |
> 90 Days |
Other |
$ 1,234,224 |
$ 16,716 |
$ 118,661 |
$ 18,006 |
Building Consents |
$ 7,076 |
$ 7,009 |
$ 4,680 |
$ 7,171 |
Resource Consents |
$ 33,782 |
$ 2,576 |
$ 2,892 |
$ 34,678 |
TOTAL |
$ 1,275,082 |
$ 26,300 |
$ 126,233 |
$ 59,855 |
Debt is actively managed and monitored and if a debtor is past our three-month threshold, their information is sent to our debt collection agency, Receivables Management Limited.
5. Investment
As at 30 September 2021, Council had cash balances of $17.3M, of which term deposits totalling $10.5M mature within 90 days.
Bank |
Amount |
Term (Month) |
Start Date |
End Date |
Fixed Rate |
BNZ |
4,500,000 |
9 |
2 Mar 2021 |
2 Dec 2021 |
0.96% |
KiwiBank |
1,000,000 |
1 |
2 Sep 2021 |
2 Oct 2021 |
0.30% |
KiwiBank |
2,000,000 |
3 |
2 Sep 2021 |
1 Dec 2021 |
0.55% |
KiwiBank |
3,000,000 |
6 |
31 May 2021 |
29 Nov 2021 |
1.10% |
Weighted average interest rates for all council term deposits is 0.86%.
3 December 2021 |
|
Forecast closing balance for 30 June 2022 is $4.075M.
OWED BY |
Original Loan |
1 July 2021 |
30 June 2022 Forecast |
Opening Balance |
Closing Balance |
||
Public Toilets |
670,000 |
491,239 |
468,048 |
Tarbert St Bldg |
25,868 |
13,067 |
11,574 |
Alex Town Centre |
94,420 |
49,759 |
44,545 |
Alex Town Centre |
186,398 |
91,041 |
79,921 |
Alex Town Centre |
290,600 |
155,412 |
139,137 |
Centennial Milkbar |
47,821 |
21,284 |
18,192 |
Vincent Grants |
95,000 |
19,000 |
9,500 |
Pioneer Store Naseby |
21,589 |
10,949 |
9,609 |
Water |
867,000 |
717,829 |
691,212 |
ANZ Bank Seismic Strengthening |
180,000 |
149,030 |
143,504 |
Molyneux Pool |
650,000 |
571,900 |
539,400 |
Maniototo Hospital |
1,873,000 |
1,775,142 |
1,723,630 |
Alexandra Airport |
218,000 |
204,485 |
197,216 |
Total |
5,219,695 |
4,270,138 |
4,075,488 |
7. External Community Loans
The total amount of external loans at the beginning of the financial year 2021-22 was $189k. As at 30 September 2021, the outstanding balance was $179k. Council has received $9.4k in principal payments and $1.8k in interest payments.
Owed By |
Original Loan |
1 July 2021 Opening Balance |
Principal |
Interest |
30 September 2021 |
Cromwell College |
400,000 |
130,770 |
5,761 |
1,259 |
125,009 |
Maniototo Curling |
160,000 |
35,662 |
2,244 |
292 |
33,418 |
Oturehua Water |
46,471 |
22,623 |
1,418 |
283 |
21,205 |
|
606,471 |
189,055 |
9,423 |
1,834 |
179,632 |
Appendix 1 - Council Report 08 Dec
2021 ⇩
Report author: |
Reviewed and authorised by: |
|
|
Ann McDowall |
Leanne Macdonald |
Finance Manager |
Executive Manager - Corporate Services |
17/11/2021 |
17/11/2021 |
|
21.4.8 Asset Management Policy
Doc ID: 553279
1. Purpose of Report
To review and recommend to Council that they approve the 2021 Asset Management Policy.
That the Audit and Risk Committee A. Receives the report. B. Recommends to Council that they approve the 2021 Asset Management Policy.
|
2. Background
Council’s current Asset Management Policy was adopted in 2014. The Asset Management Policy sets out key principles, responsibilities, and council’s approach to asset management.
The proposed policy has been aligned to the 2018 Asset Management Maturity Assessment and Council’s outcomes and priorities.
3. Discussion
The proposed 2021 Asset Management Policy (the Policy) has been updated in line with the Institute of Public Works Engineering Australasia’s International Infrastructure Management Manual and follows industry best practice. It is also aligned to the international asset management standard, ISO550.
This Policy applies to the following Council-owned assets and activities:
· Water Supply
· Wastewater
· Stormwater
· Transportation
· Parks and Aquatic Centres
· Property and Community Facilities
· Waste Management
The Policy provides the framework for Central Otago District Council to establish, maintain and improve its Asset Management System. It sets out Council’s commitment to managing its assets and asset-related services effectively and sustainably, to meet the needs of the community.
Figure 1 shows the scope of the planning documents in the Asset Management System (shaded) and how this interfaces with other key Council planning documents.
Figure 1: Scope of the Asset Management System (shaded)
The Policy sets out an improvement roadmap with key milestones identified through to December 2023. One of the key deliverables is development of draft activity management plans by June 2023 to support development of the infrastructure strategy and financial planning for the 2024-27 Long Term Plan and to support transition of three waters to a new entity.
4. Financial Considerations
Delivery of improvement road map can be accommodated within existing long term plan budgets.
5. Options
Option 1 – (Recommended)
The Committee recommends to Council the adoption of the 2021 Asset Management Policy.
Advantages:
· Assets are managed in a sustainable, safe, cost-effective manner.
· Lifecycle costs are minimised while delivering agreed and affordable levels of service.
· Asset management activities are funded and delivered in a transparent and equitable manner.
· Asset management decision making is transparent.
· Provides regular reporting on progress to the Audit and Risk Committee
· Meets Audit New Zealand’s expectations and supports the annual reporting process.
Disadvantages:
· None identified.
Option 2
The Committee does not recommend to Council the adoption of the 2021 Asset Management Policy.
Advantages:
· None
Disadvantages:
· The current policy is outdated and does not align to the 2018 Asset Management Maturity Assessment.
· Lack of collaboration between relevant staff.
· Lack of reporting to governance on achievement of improvement planning and development of the asset management plans
· Risk that the management may not be consistent with best practice and council expectations.
· Risk that asset management planning will not be undertaken in time to reliably inform the 2024 Long Term Plan, or support transition of three waters management to the new water entity.
· A potential lack of confidence by Audit New Zealand.
6. Compliance
Local Government Act 2002 Purpose Provisions |
This decision promotes the economic and environmental wellbeing of communities, in the present and for the future by actively managing the physical infrastructure of the Council on their behalf.
|
Financial implications – Is this decision consistent with proposed activities and budgets in long term plan/annual plan? |
The financial implications of this new policy have been considered and are consistent with the proposed activities contained within the long-term and annual planning processes.
|
Decision consistent with other Council plans and policies? Such as the District Plan, Economic Development Strategy etc. |
The Policy is a revision of the current Asset Management Policy. The Policy maintains consistency with other Council policies and processes.
|
Considerations as to sustainability, the environment and climate change impacts |
The asset management plans consider the implications to sustainability, environment and climate change impacts and enable these to be planned for.
|
Risks Analysis |
This new policy supports best practice and mitigates financial and reputational risk by enabling robust asset management.
|
Significance, Consultation and Engagement (internal and external) |
No consultation is required as this decision is procedural and is not significant under the Significance and Engagement Policy
|
7. Next Steps
The policy will be provided to Council for adoption. The Asset Management Working Group will be established in December and will begin working through the Improvement Roadmap in the Policy.
Appendix 1 - CODC AM Policy v1.0
Nov 2021.docx ⇩
Report author: |
Reviewed and authorised by: |
|
|
Quinton Penniall |
Julie Muir |
Environmental Engineering Manager |
Executive Manager - Infrastructure Services |
11/11/2021 |
15/11/2021 |
Audit and Risk Committee meeting |
3 December 2021 |
Department: |
Assets |
Document ID: |
<CentralDocs ID> |
Approved by: |
… |
Effective date: |
November 2021 |
Next review: |
November 2023 |
Purpose
This policy provides the framework for Central Otago District Council to establish, maintain and improve its Asset Management System. It sets out Council’s commitment to managing its assets and asset-related services effectively and sustainably, to meet the needs of the community.
Definitions
Asset Management: The systematic and coordinated activities and practices of an organisation, to deliver on its objectives optimally and sustainably through the cost-effective lifecycle management of assets.
Asset Management System: the set of inter-acting elements and processes of an organisation to achieve its Asset Management objectives.
Objectives
1. Council’s Asset Management System is improved to the target level of maturity, defined in Attachment A, by December 2023.
2. Council’s agreed Levels of Service are determined with consideration of Council’s strategic goals, customer (community) expectations and legislative and regulatory requirements.
3. Council’s Assets and Activities are managed to achieve agreed levels of service, in the most cost-effective manner, for current and future customers.
Principles
1. Council’s asset management system:
a. Complies with the requirements of the Local Government Act (2002) and other relevant legislation.
b. Follows the framework in the IPWEA International Infrastructure Management Manual
c. Is aligned to the international asset management standard, ISO 55001.
2. Council’s assets are managed in a sustainable, safe, cost-effective manner; minimising lifecycle costs while delivering agreed and affordable levels of service and managing risk.
3. Council’s asset management activities are funded and delivered in a transparent and equitable manner, fostering community and Council confidence.
4. Asset management decision making is transparent and supported by accessible, reliable, and current asset information where appropriate.
5. Investment decisions priorities are firstly to meet legislative requirements and renew existing assets, secondly to meeting growth requirements, and thirdly to address agreed level of service improvements.
6. Resource capacity is appropriate, capable, and available ahead of need.
7. There is strong collaboration between relevant staff, teams and service providers, effective working relationships and information-sharing.
Scope
Assets and Activities
This Policy applies to the following Council-owned assets and activities:
Water Supply
Wastewater
Stormwater
Transportation
Parks and Aquatic Centres
Property and Community Facilities
Waste Management
Scope of the Asset Management System
Figure 1 shows the scope of the planning documents in the Asset Management System (shaded) and the Council planning context that informs, and is informed by, Asset Management planning.
Figure 1: Scope of the Asset Management System (shaded)
Asset Management Requirements
To deliver Council’s Asset Management objectives, Council will:
Function |
Requirements |
Activity (Asset) Management Plans (AMP) |
Update AMPs in the year preceding the delivery of the council’s Long-Term Plan, aligned with latest information in Council planning and strategy documents (Fig 1). Seek Council approval of the AMP to provides the basis for the draft activity inputs and budgets for the LTP. Update AMPs to align with LTP, when adopted, or add preface to AMP explaining changes. |
Levels of Service and Performance Management |
Maintain a performance management framework linking community outcomes, council objectives, levels of service and performance measures for all core activities. Annual reporting and analysis of performance results for all performance measures in the Long-Term Plan and AMP. |
Demand Management |
Review activity demand forecasts, demand management strategies and asset growth investment strategies at least 3 yearly and incorporate in the AMP with stated source information, assumptions and confidence levels. |
Risk Management |
Update the activity risk registers annually, using Council’s risk management framework, and include a summary of extreme and high risks and proposed treatments in the AMPs. Document critical assets and management strategies (including spares management) in the AMP. Update the Infrastructure Resilience Plan and Emergency (Infrastructure Response Plan) three yearly. |
Information Management |
Maintain and improve asset registers with asset condition and performance information to the level of maturity defined in this Policy. Provide a fit-for-purpose Asset Management Information System to support the delivery of the requirements of this Policy. |
Operations and Maintenance |
Regularly develop, document and review ‘optimised’ O&M schedules, including condition and performance monitoring programmes, which prioritise high risk and criticality assets. Consider alternative service delivery options, risks and costs when major contracts are renewed. |
Capital Investment |
Develop risk, condition and performance-based renewal forecasts for major asset groups. Collate and prioritise investment projects from all planning sources (refer Fig 1), including renewals, and include forecasts in AMP with supporting assumptions and confidence levels. |
Financial Management |
Revalue assets in accordance with Accounting and Financial Reporting Standards. Prepare financial forecasts in the AMPs for a minimum of ten-year period and for the Infrastructure Strategy for a 30-year period; include detailed assumptions, source information and confidence levels. |
Improvement Planning |
Undertake tri-annual asset management maturity assessments using the IIMM Maturity Framework. Use the maturity assessment as the basis for development of updated Asset Management Improvement Plan which outlines tasks, deliverables, resources and timeframes. Annually report on the Improvement Plan to the Executive Team and Risk and Audit Committee. |
Table 1: Asset Management Requirements
Roles and Responsibilities
Party |
Responsibility |
Council |
Stewardship of Council’s assets, ensuring funds are resources are available to achieve the objectives in this Policy. Governance of this Asset Management Policy, through the Audit and Risk Committee. Provide strategic direction and priorities prior to the development of the infrastructure strategy and AMPs. Approve AMPs as the basis for the draft Long-Term Plan, including the investment decision criteria, levels of service, performance targets and budget forecasts. |
Chief Executive |
Establish an Asset Management Working Group with representatives from finance, information services and activity managers to oversee the implementation of this Policy and the Asset Management Improvement Programme. Act as leader and advocate of Asset Management with staff, the council and the community. Work with the Executive Team to foster a multi-discipline approach to Asset Management. |
Infrastructure Executive Manager |
Initiate tri-annual reviews of the asset management maturity assessment and improvement programme. Provide annual progress reports to the Audit and Risk Committee and Executive Team. Lead the Asset Management Working Group. |
Asset Management Working Group |
Lead, monitor and support the development and delivery of the Asset Management Improvement Programme and the tri-annual AMP updates. Develop and adopt processes for reporting Asset Management Improvement Plan progress to the Executive Team. Ensure that templates, tools, training and guidance are available to asset managers to enable them to enact their responsibilities in this Policy. Foster a multi-disciplinary approach to Asset Management noting some projects are led by, or have significant input to, teams other than the Assets team. Ensure that Asset Management Working Group members contribute the relevant inputs in time for Activity Management Plan development, including: o Population forecasts, growth forecasts and locations of new development. o Funding impacts of expenditure forecasts. o Leading community consultation around levels of service and costs. |
Asset / Activity Managers |
Deliver the requirements of this Policy for their activity. Provide appropriate representation and resourcing to the Asset Management Working Group and corporate asset management improvement projects. Work collaboratively with other departments to promote a multi-disciplinary approach. Support Asset Management activities across the council by making asset data and information accessible and reliable. Provide asset and cost information to support strategic and level of service decision making by Council and the community. Continually seek innovative ways to maintain asset information, manage assets and deliver services more effectively. Build the asset management capability and capacity of staff to support achievement of asset management maturity targets. |
Table 2: Asset Management Roles and Responsibilities
Improvement Roadmap
Key milestones in the Asset Management Improvement Plan include:
Timeframe |
Key Project and Initiatives |
Oct – Dec 2021 |
Approval of this Asset Management Policy Establish an Asset Management Working Group. |
Jan - Feb 2022 |
Develop a detailed AM improvement implementation plan. Confirm asset management information system and implementation strategy. Review / audit data capture processes by contractor and data quality / completeness. |
Mar - Sep 2022 |
Complete inspections and capture of asset information for above-ground 3-waters assets and development of renewal and upgrade programme. Finalise and implement project management framework. Develop / update Facilities and Parks strategies. Three-Waters and Roading Valuations* |
July – Dec 2022 |
Implement the capital projects database for all Council activities. Implement asset management information system (parks and property), including interface with contractor system. Update, if required, key planning documents and processes that will inform AMP and LTP including: § Renewal models (all major asset groups). § Demand forecasts. § Master Plans/growth plans. § Resilience Plan. § Risk registers. |
Jan – June 2023 |
Review strategic issues, priorities and options and levels of service with Council. Develop draft Infrastructure Strategy and AMPs. Property Revaluation* |
June – Dec 2023 |
External review AM Maturity Assessment. Review contract performance measures (aligned to revised levels of service). AMP / Infrastructure Strategy – Council consultation and revision for input to the 2024 Long Term Plan. |
Table 3: Asset Management Roadmap
* Revaluation Frequency:
Three Waters and Roading: annually by 31 May 2022.
Property: three yearly by 31 May 2023 (desktop assessment annually), commercial investment property annually.
Parks and Pools: five yearly by 31 May 2025 (desktop assessment annually).
Attachment A: Asset Management Maturity Targets
The asset management maturity targets shown Table 4 are based on the scoring system in Table 5. Maturity targets are assessed as being appropriate to the important and risk of Council assets and activities.
Further details on how these targets were derived and current status of maturity is included in the report Central Otago District Council Asset Management Maturity Assessment (Infrastructure Decisions, October 2018.)
Activity |
Transport |
Three Waters |
Property |
Parks and Aquatics |
Waste Management |
Strategic Direction |
Advanced (90) |
Intermediate (80) |
Core-Int (70) |
Core (60) |
Core (60) |
Levels of Service |
Advanced |
Intermediate |
Core-Int |
Core |
Core |
Demand Management |
Intermediate |
Intermediate |
Core-Int |
Core |
Core |
Asset Register Data |
Advanced |
Intermediate |
Core-Int |
Core |
Core |
Performance and Condition |
Intermediate |
Intermediate |
Core-Int |
Core |
Core |
Decision-Making |
Advanced |
Intermediate |
Core-Int |
Core |
Core |
Risk Management |
Intermediate |
Intermediate |
Core-Int |
Core |
Core |
Operational Planning |
Intermediate |
Intermediate |
Core-Int |
Core |
Core |
Capital Planning |
Intermediate |
Intermediate |
Core-Int |
Core |
Core |
Financial Planning |
Intermediate |
Intermediate |
Core-Int |
Core |
Core |
Leadership and Teams |
Intermediate |
Intermediate |
Core-Int |
Core |
Core |
Activity Management Plans |
Intermediate |
Intermediate |
Core-Int |
Core |
Core |
Quality Management |
Intermediate |
Intermediate |
Core-Int |
Core |
Core |
Information Systems |
Intermediate |
Intermediate |
Core-Int |
Core |
Core |
Service Delivery Models |
Advanced |
Intermediate |
Core-Int |
Core |
Core |
Improvement Planning |
Intermediate |
Intermediate |
Core-Int |
Core |
Core |
Table 4: Target Levels of Asset Management Maturity
·
Aware |
Basic |
Core |
Intermediate |
Advanced |
|||
2.1 AM Policy Development |
Corporate awareness of the benefits of AM. |
Corporate expectation expressed in relation to development of AM Plans and AM objectives. |
AM Policy and AM Objectives developed, aligned to corporate goals and strategic context. Strategic context described in SAMP or AMP. |
AM System scope is defined and documented. Strategic context (internal, external, customer environment) analysed and implications for the AM System documented in the SAMP or AMP. |
AM Policy and SAMP fully integrated into the organisation’s business processes and subject to defined audit, review and updating procedures. |
||
2.2 Levels of Service and Performance Management |
The organisation recognises the benefits of defining levels of service, but they are not yet documented or quantified. |
Basic levels of service have been defined and agreed and some basic performance measures being reported. Customer Groups have been defined and requirements are understood. |
Levels of service and performance measures in place covering a range of service attributes. Annual reporting against performance targets. Customer Group needs analysed and documented. |
Level of service and cost relationship understood and considered in determining performance targets. Customers are consulted on significant service levels and options. |
Customer communications plan in place. Levels of service are integral to decision making and business planning. |
||
2.3 Demand Forecasting |
Future demand requirements generally understood but not documented or quantified. |
Demand forecasts based on experienced staff predictions, with consideration of known past demand trends and likely future growth patterns. |
Demand Forecasts based on projection of a primary demand factor (eg: population) and extrapolation of historic trends. Risk associated with demand changes understood and documented. Demand management strategies considered. |
A range of demand scenarios is developed (eg: high/medium/low) Planning scenario selected considering factors such as risk, lead time. Demand management is considered in all strategy and project decisions. |
Demand forecasts based on mathematical analysis of past trends and primary demand factors. A range of demand scenarios is developed. Demand management is considered in all strategy and project decisions. |
||
2.4 Asset Register Data |
Asset information in combination of sources and formats. Awareness of need for centralised asset register. |
Basic physical information recorded in a spreadsheet or similar (e.g. location, size, type), but may be based on broad assumptions or not complete. |
Enough information to complete asset valuation (basis attributes, replacement cost and asset age/ life) and support prioritisation of programmes (criticality). Asset hierarchy, identification and attribute systems documented. Metadata held as appropriate. |
A reliable register of physical, financial and risk attributes recorded in an information system with data analysis and reporting functionality. Systematic and documented data management process in place. |
Systematic and fully optimised data collection programme with supporting metadata. Timely data updating processes are in place and regularly audited. |
||
2.5 Asset Condition and Performance |
Condition and performance understood but not quantified or documented. |
Adequate data and information to confirm current performance against AM objectives. |
Condition and performance information is suitable to be used to plan maintenance and renewals to meet over the short term. May be a mix of asset level and network level information. |
Future condition and performance information is modelled considering level of service and demand requirements. |
Information on work history, cost, condition and performance, recorded at component level ('maintenance management') level. The data collection programme is adapted to reflect the assets’ lifecycle stage and risk. |
||
3.1 Decision Making |
AM decisions based largely on staff judgement. |
Corporate priorities incorporated into decision making. |
Formal decision frameworks (eg: multi criteria analysis, net present value analysis), are applied to major projects and programmes. Decision criteria are based on the organisations’ AM objectives / levels of service. |
Options analysis and prioritisation techniques are applied to all operational and capital asset programmes. Critical assumptions and estimates are tested for sensitivity to results. |
Decision framework enables projects and programmes to be optimised across all activity areas considering benefits and costs of options. Formal risk-based sensitivity analysis is carried out. |
||
3.2 Risk Management |
Risk management is identified as a future improvement. |
Critical services and assets understood and considered by staff involved in maintenance / renewal decisions. Risk framework developed. |
Critical assets and high risks identified. Risk register in place. Documented risk management strategies for critical assets and high risks. Risk management policy in place. |
Systematic risk analysis to assist key decision-making. Risk register regularly monitored and reported. Risk managed and prioritised consistently across the organisation. Resilience level assessed and improvements identified. |
Resilience strategy and programme in place including defined levels of service for resilience. Risks are quantified and risk mitigation options evaluated. Risk is integrated into all aspects of decision making. |
||
3.3 Operational Planning |
Operational processes based on historical practices. |
Operating Procedures are available for critical processes. Operations structure in place and roles assigned. |
Documented procedures are available for all operational processes. Operational support requirements are in place. Improvement processes are in development (eg: 'root cause analysis). |
Operational objectives and intervention levels defined and implemented, aligned with organisational objectives. Evidence of optimisation of O&M programmes. O&M programmes monitored and audited. |
O&M programmes optimised, monitored and regularly audited. Continual improvement can be demonstrated for all operational processes (audit recommendations are monitored through to completion). |
||
3.4 Capital Works Planning |
Capital investment projects are identified during annual budget process. |
There is a schedule of proposed capital projects and associated costs for the next 3-5 years, based on staff judgement of future requirements. |
Projects have been collated from a wide range of sources and collated into a project register. Capital projects for the next three years are fully scoped and estimated. A prioritisation framework is in place to rank the importance of capital projects. |
Formal options analysis and business case development has been completed for major projects in the 3-5 year period. Major capital projects for the next 10-20 are conceptually identified and broad cost estimates are available. |
Long-term capital investment programmes are developed using advanced decision techniques such as predictive renewal modelling. |
||
3.5 Financial and Funding Strategies |
Financial planning is largely an annual budget process, but there is intention to develop longer term forecasts. The organisational focus is on the operating statement rather than the balance sheet. |
Assets are re-valued in accordance with financial reporting and accounting standards. Five to nine-year financial forecasts are based on extrapolation of past trends and broad assumptions about the future. |
Asset revaluations based on reliable asset data. Ten-year financial forecasts based on current comprehensive AMPs with detailed supporting assumptions/reliability factors. Significant assumptions are specific and well-reasoned. Expenditure captured at a level useful for AM analysis. |
Ten-year plus financial forecasts based on current comprehensive AMPs with detailed supporting assumptions/reliability factors and high confidence in accuracy. Funding sources are fully understood and matched with expenditure forecasts over the long term. Alternative funding sources have been fully explored. Asset expenditure information is linked with asset performance information. |
The organisation publishes reliable ten-year plus financial forecasts based on comprehensive, advanced AMPs with detailed underlying assumptions and high confidence in accuracy. Advanced financial modelling provides sensitivity analysis, evidence-based whole of life costs and cost analysis for level of service options. |
||
4.1 AM Teams |
The organisation recognises the benefits of an asset management function within the organisation but has yet to implement a structure to support it. |
Asset Management functions are performed by a small groups and roles reflect requirements. |
Position descriptions incorporate AM roles. AM co-ordination processes established. Ownership and support of AM by the leadership. Awareness of AM across most of the organisation. |
Organisational structure supports AM. Roles reflect AM resourcing requirements and reflected in position descriptions for key roles. Consistent approach to AM across the organisation. Internal communication plan established. |
Formal documented assessment of AM capability and capacity requirements to achieve AM objectives. Demonstrable alignment between AM objectives, AM systems and individual responsibilities. |
||
4.2 AMPs |
Stated intention to develop AM Plans |
AM Plans contains basic information on assets, service levels, planned works and financial forecasts (5-10 years) and future improvements. |
AM objectives are defined with consideration of strategic context. Approach to risk and critical assets described, top-down condition and performance assessment, future demand forecasts, description of supporting AM processes, 10-year financial forecasts, 3-year AM improvement plan. |
Analysis of asset condition and performance trends (past/future), customer engagement in setting levels of service, ODM/risk techniques applied to major programmes. Strategic context analysed with risks, issues and responses described. |
Evidence of programmes driven by comprehensive decision-making techniques, risk management programmes and level of service/cost trade-off analysis. Improvement programmes largely complete with focus on ongoing maintenance of current practice. |
||
4.3 Management Systems |
Awareness of need to formalize systems and processes. |
Simple process documentation in place for service-critical AM activities. |
Basic Quality Management System in place that covers all organisational activities. Critical AM processes are documented, monitored and subject to review. AM System meets the requirements of ISO 55001. |
Process documentation implemented in accordance with the AM System to appropriate level of detail. Internal management systems are aligned. |
ISO certification to multiple standards for large asset intensive organisations, including ISO 55001. Strong integration of all management systems within the organisation. |
||
4.4 Information Systems |
Intention to develop an electronic asset register / AMIS. |
Asset register can record core asset attributes – size, material, etc. Asset information reports can be manually generated for AM Plan input. |
Asset register enables hierarchical reporting (at component to facility level). Customer request tracking and planned maintenance functionality enabled. System enables manual reports to be generated for valuation, renewal forecasting. |
Spatial relationship capability. More automated analysis reporting on a wider range of information. |
Financial, asset and customer service systems are integrated, and all advanced AM functions are enabled. Asset optimisation analysis can be completed |
||
4.5 Service Delivery Mechanisms |
Asset management roles (owner and service delivery) are generally understood. |
Service delivery roles clearly allocated (internal and external), generally following historic approaches. |
Core functions defined. Procurement strategy/policy in place. Internal service level agreements in place with the primary internal service providers and contract for the primary external service providers. |
Risks, benefits and costs of various outsourcing options considered and determined. Competitive tendering practices applied with integrity and accountability. |
All potential service delivery mechanisms reviewed, and formal analysis carried out to identify best delivery mechanism. |
||
4.6 Improvement Planning |
The organisation recognises the benefits of improving asset management processes and practices but has yet to develop an improvement plan. |
Improvement actions identified and allocated to appropriate staff. |
Current and future AM performance assessed, and gaps used to drive the improvement actions. Improvement plans identify objectives, timeframes, deliverables, resource requirements and responsibilities |
Formal monitoring and reporting on the improvement programme to Executive Team. Project briefs developed for all key improvement actions. |
Improvement plans specify key performance indicators (KPIs) for monitoring AM improvement and these are routinely reported. |
||
Table 5: Asset Management Maturity Scoring System
|
21.4.9 Infrastructure Construction Projects Update
Doc ID: 559689
1. Purpose
To consider monthly status reports for Clyde Wastewater and Lake Dunstan Water Supply projects and to provide an update on the implementation of project management software.
That the report be received.
|
2. Discussion
Project management software solution (Sentient) is currently being implemented within the infrastructure and information services areas of council. This work has been funded from the water stimulus funding to enable improved record keeping and management of the three waters programme of work.
The project to implement the software has initially been focussed on the project management processes required to deliver construction and information services projects.
There is a significant program of capital work to deliver within the infrastructure department over the current three year Long Term Plan period. Our traditional processes for both project and financial management are not adequate for a program of work of this scale.
The following table provides a summary of the total capital programme for each infrastructure activity area. The stimulus funded projects are largely capital work but does include some operational projects.
Activity Area |
2021/22 |
2022/23 |
2023/24 |
Roading |
$8,185,076 |
$7,285,076 |
$6,287,506 |
Stormwater |
$380,000 |
$380,000 |
$380,000 |
Wastewater |
$13,172,486 |
$3,618,105 |
$3,867,359 |
Water capex |
$16,696,845 |
$8,006,560 |
$7,924,519 |
Water Stimulus funding |
$9,460,000 |
0 |
0 |
Environment Engineering |
$382,000 |
$400,000 |
0 |
Annual Total |
$48,276,407 |
$19,689,741 |
$18,459,384 |
Three Year Total |
$141 million |
There are currently 45 infrastructure construction projects entered into Sentient, which includes all water, wastewater, stimulus funded, and environmental engineering improvement projects. Roading improvement projects, and three waters renewal projects are still to be entered.
October was the first month in which sufficient project information was entered into the system to enable monthly reporting to be undertaken directly from Sentient. The November project reports for Clyde Wastewater and Lake Dunstan Water Supply projects are attached in the appendices.
The project detail report, and project brief for the Cromwell Pump Station Emergency Storage Upgrades are also attached to provide examples of the data that is provided for each project within the system. This project was already in construction when the system was implemented, so abbreviated background information and project goals and benefits were uploaded instead of what would be expected to be provided on future projects.
As well as providing project management capability, Sentient will enable regular updating of monthly cashflow forecasts to be undertaken by the project managers. The Sentient software will be integrated with the Magiq finance system during November to enable direct reporting of project budgets and expenditure to date from Magiq to Sentient on a monthly cycle. The attached reports for November therefore do not have complete financial information in them.
Project managers will be required to update the cashflow forecasts to the end of the project on all projects within the system once the Magiq integration is completed to enable complete financial reporting to be provided in the future.
The visibility of information through the reporting functions in Sentient has highlighted variability within the project management capabilities of the wider team. Further work is underway to re-write the project management manual to reflect the Sentient processes and support staff in more consistent project management. Business rules are also currently being developed for:
· project responsibilities at different project stages
· project phase approvals
· identification and assessment of risks and issues
· setting of dates for milestones
· budget change approval processes
· financial forecasting
· status reporting content
This work is expected to be completed by the end of December, and dashboard reporting will be provided to the Audit and Risk Committee for all infrastructure construction projects from February 2022.
Provision has been made for property construction projects to also be managed in Sentient. Property staff will be provided training on the system in November.
It is intended that Sentient will be developed further to enable the management of non-construction projects for the wider council organisation. Work has commenced on this and has been trialled within the infrastructure department. A number of issues need to be worked through before this can be rolled out more widely. This is due to the following reasons:
1. It is difficult to develop process workflows and checklists that meets the needs of many different types of projects.
2. The more flexibility that is provided in the system for project managers to develop project specific milestones and checklists, the less intuitive the system becomes.
3. Staff who have less project management experience are less adept at setting up project milestones and checklists in a more flexible environment.
Council expects to have largely addressed these issues by the end of December, with Sentient being used to manage and report on all non-construction projects in the infrastructure department by January 2022.
One of the key benefits that Council is already seeing from the first monthly reporting on infrastructure projects is the ability to identify where there are gaps or errors in project information. This is enabling Council to improve our business processes and also identify project management training needs.
Appendix 1 - Lake Dunstan Water
Supply Project Report - Status Report November ⇩
Appendix 2 - Clyde Wastewater
Reticulation Stage 1 - Status Report November ⇩
Appendix 3 - Clyde Wastewater Main
Pump Station - Status Report November ⇩
Appendix 4 - Cromwell Pump Station
Emergency Storage Upgrades - Project Details ⇩
Appendix 5 - Cromwell Pump Station
Emergency Storage Upgrades - Project Brief ⇩
Report author: |
Reviewed and authorised by: |
|
|
Julie Muir |
Louise van der Voort |
Executive Manager - Infrastructure Services |
Acting Chief Executive Officer |
22/11/2021 |
23/11/2021 |
3 December 2021 |
Project Details
1.
1. Infrastructure Project Details |
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2. Project Name (#) |
Cromwell Pump Station Emergency Storage Upgrades (7) |
3. Current Process Phase |
Construction Execution |
MAGIQ Project Code |
PJ21211 |
||
4. Description of Problem & Background |
Limited pumping and storage capacity to accommodate inflow during high flow, resulting in overflows. |
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5. Project Goals, Objectives & Potential Benefits |
Meet legal requirements. Complete work prior to water stimulus funding end date. Increased waste water storage to cope with growth. Prevent waste water overflows. |
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6. Key Project Deliverables |
Increase pump station storage capacity, aiming for around 8 hours storage 121m3 of wastewater storage 900m of pipe installed |
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7. Description of Project Constraints |
Project is stimulus funded so needs to be completed by 30 March 2022. Tanks need to be installed within the existing designation, high water tables limiting usable depth, consideration around existing assets. |
8. Project Assumptions |
Internal project management staff committed to project. Contractor designed and built. Technical support supplied by Stantec where required. Programme tension may occur with large volume of work occurring nationally & internationally. |
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9. CentralDocs URLs |
https://cdocs.codc.govt.nz/docs/~F48406 - https://cdocs.codc.govt.nz/docs/~F48406 |
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2. Project Complexity |
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10. $ Value |
$500,000 to $1,000,000 |
11. Technical Expertise |
Some external support required |
12. Operational Impact |
Delivered with a business unit |
13. Public Interest |
Inform - through normal communications |
14. Project Category |
Intermediate |
3. Categorisation |
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15. Department |
Infrastructure Services |
16. Activity Area(s) |
Wastewater |
17. Project Type |
Improvements |
18. Procurement Type |
Market Tender |
19. Parent Programme |
Water Stimulus |
20. Wards |
Cromwell |
21. Programme Category |
Water Stimulus |
22. Governance Boards |
Project Governance Group (PGG) |
23. Strategic Priorities |
Safe and healthy, Resilience and reliability, Sustainability |
24. Council Portfolio |
Three Waters and Waste Portfolio |
25. Strategic Drivers |
Meet legal requirements, Are integrated, consistent, and fit for purpose, Are environmentally conscious |
26. Key Contractors |
Fulton Hogan, Stantec |
4. People |
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27. Project Sponsor |
Julie Muir |
28. Programme Manager |
Patrick Keenan |
29. Project Owner |
Ian Evans |
30. Project Manager |
Josh Wight |
31. Project Team |
Patrick Keenan, Julie Muir, Adele Eyers, Ian Evans, Josh Wight |
32. Other Activities Impacted |
Infrastructure Services - Water Services |
5. High Level Estimates |
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33. Estimated Start |
18/Oct/2021 |
34. Estimate at Completion CAPEX ($) |
$1,020,000.00 |
35. Estimated Finish |
06/Dec/2021 |
36. Estimate at Completion OPEX ($) |
$ |
37. Estimated Duration |
7 week(s) |
38. Estimated at Completion Total ($) |
$ |
6. Financial Summary (Current FY) |
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39. |
Total Approved Annual (TAA) Budget |
Estimate at End of FY (EEFY) |
40. Actuals + Commitments |
Variance (TAA Budget – EEFY) |
41. CAPEX |
$920,000 |
$505,968 |
$2,069 |
$414,032 |
42. OPEX |
$0 |
$0 |
$0 |
$0 |
43. TOTAL |
$920,000 |
$505,968 |
$2,069 |
$414,032 |
44. Date Created |
07/Sep/2021 |
45. Created By |
System |
46. Last Updated |
12/Nov/2021 |
47. Last Updated By |
Patrick Keenan |
3 December 2021 |
Project Brief
48.
7. Project Name |
8. Cromwell Pump Station Emergency Storage Upgrades |
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9. Project Sponsor |
10. Julie Muir |
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11. Project Owner |
12. Ian Evans |
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13. Project Manager |
14. Josh Wight |
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15. Project Team Members |
16. Patrick Keenan, Julie Muir, Adele Eyers, Ian Evans, Josh Wight |
||
17. Estimated Start Date |
18. 18/Oct/2021 |
19. Sentient ID / MAGIQ ID |
20. 7 / PJ21211 |
1. Description of Problem and Background |
Limited pumping and storage capacity to accommodate inflow during high flow, resulting in overflows. |
2. Project Goals, Objectives & Potential Benefits |
Meet legal requirements. Complete work prior to water stimulus funding end date. Increased waste water storage to cope with growth. Prevent waste water overflows. |
3. Key Project Deliverables |
Increase pump station storage capacity, aiming for around 8 hours storage 121m3 of wastewater storage 900m of pipe installed |
4. Description of Project Constraints |
Project is stimulus funded so needs to be completed by 30 March 2022. Tanks need to be installed within the existing designation, high water tables limiting usable depth, consideration around existing assets. |
5. Project Stakeholders |
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Internal |
|
External |
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6. Estimated Project Cost (Include Order of Accuracy) |
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21. Financial Summary (Current FY) |
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|
Total Approved Annual (TAA) Budget |
Estimate at End of FY (EEFY) |
Actuals + Commitments |
Variance (TAA Budget – EEFY) |
49. CAPEX |
$920,000 |
$505,968 |
$2,069 |
$414,032 |
50. OPEX |
$0 |
$0 |
$0 |
$0 |
51. TOTAL |
$920,000 |
$505,968 |
$2,069 |
$414,032 |
52.
7. Project Governance Requirements |
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53.
8. Risk Management |
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54. Risk Name |
55. Description |
56. Owner |
57. Priority Score |
58. Status |
59. Flag |
Odour Control Requirements |
Odour control unit may need to be installed. HS2 monitoring currently being completed to confirm requirements.
|
Josh Wight |
1 |
Open |
Green - On Track |
Communications Cable In Tank Alignment |
2 x Chorus copper cables in tanks alignment.
|
Josh Wight |
2 |
Open |
Green - On Track |
Work needs to be completed by 30 June 2022 |
This project is funded under the Three Waters Stimulus. The end date for the funding agreement with the DIA is 31 March 2022. On 2 November 2021 CODC received notification from Crown Infrastructure Partners that the DIA have confirmed an extension for the completion of the programme from 31 March to 30 June 2022.
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0 |
Open |
Green - On Track |
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Rising material costs |
Rising material costs due to economic drivers outside of our control
|
Josh Wight |
9 |
Open |
Green - On Track |
60.
9. Project Category |
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61. $ Value |
$500,000 to $1,000,000 |
62. Technical Expertise |
Some external support required |
63. Operational Impact |
Delivered with a business unit |
64. Public Interest |
Inform - through normal communications |
65. Project Category |
Intermediate |
66.
10. Reporting Method |
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67.
11. Proposed Procurement Outline |
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68.
Project Sponsor |
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Error! Reference source not found. |
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Name
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Signature |
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Date |
Project Owner |
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Error! Reference source not found. |
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Name |
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Signature |
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Date |
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21.4.10 Health, Safety and Wellbeing
Doc ID: 559388
1. Purpose
To provide with information on health, safety and wellbeing risks and controls at Central Otago District Council.
That the report be received.
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2. Discussion
2.1 Covid-19 vaccination
On 26 October 2021, COVID-19 Public Health Response (Vaccinations) Amendment
Order (No 3) 2021 mandated vaccination for prisons, healthcare, and education
workers. This health order has a limited impact on Council with employees
working on school grounds are required be vaccinated for Covid-19. Employees at
Council facilities, such as pools and libraries, that schools visit, are not
included in this mandate.
Council is prepared for mandatory vaccination orders to change at any time.
2.1.1 Risk assessment
Council is undertaking risk assessments for all job roles to identify any that are at high-risk of transmission or exposure to COVID -19.
Council may consider mandatory vaccination for COVID -19 to meet its duties under the Health and Safety at Work Act 2015.
2.1.2 Risk assessment methodology
In addition to taking guidance from Council’s Risk Management Policy, the risk assessment for COVID-19 considers guidance from WorkSafe New Zealand that is specific to assessing mandatory vaccination in the workplace.
If the risk assessment process finds that a role needs to be performed by a vaccinated worker, a proposal will be put to employees for consultation.
2.2 Contractor management
Five preferred contractors improved their SiteWise scores from green to gold during the period September to November 2021.
The average contractor score improved from 87% to 88%.
Fig 1. SiteWise contractor scores November 11, 2021
2.3 Incident reports
This report covers the period 1 July to 30 September 2021, inclusive.
There were 30 incidents during the reporting period.
This report is presented in two sections: workers and public. This reporting change aims to provide a distinction between the health and safety risks affecting workers and those affecting service users (public).
2.3.1 Worker incidents
During the reporting period, there were nine incidents involving workers.
Workers include all employees, volunteers and contractors working at Council operated workplaces.
The incidents during this period cover a range of categories including minor injuries (non-treatment and first aid), customer aggression, near misses and two breaches of COVID-19 requirements.
Fig 2. Worker incidents YTD by rating
2.3.1a Workplace injuries
There were three work-related injuries/illnesses involving workers. No time was lost during this reporting period.
Reporting period |
Non-treatment injury |
FAI |
LTI |
MTI |
Fatality |
Total recordable injuries |
July-Sept 21 |
2 |
1 |
0 |
0 |
0 |
3 |
Table 1. Recordable injuries/illnesses for workers July-September 2021.
The following measure indicate the rate and severity of work-related injury/illness amongst workers:
LTIR (Lost time injury rate): 0
TRIR (Total recordable incident rate): 8.52 (injury incidents per 100 employees)
Severity rating: 0
2.3.2. Public incidents
There were 21 incidents involving members of the public between July – September 2021.
Bio-hazard and first aid injuries make up most of the incidents involving the public.
Fig 2. Public incidents YTD by rating
Incidents involving the public took place at aquatic centres, libraries and at our recreation facilities.
Fig 3. Public incidents YTD by business area
2.3.2a Public injuries
During the reporting period, there were nine injuries to members of the public.
Reporting period |
Non-treatment injury |
FAI |
MTI |
Fatality |
Total recordable injuries |
July-Sept 21 |
2 |
7 |
0 |
0 |
9 |
Table 3. Recordable injury/illness for the public July-September 2021.
2.4 Critical risks
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
|
Existing controls |
New or upcoming controls |
Driving |
· Vehicle User Policy · E-Roads installed in fleet vehicles · 5-Star ANCAP rated vehicles · Licenced drivers · Fleet inductions for new starters · Chain fitting training |
· Adverse Weather Policy has been reviewed and will become a guideline associated with the Leave Management and Vehicle User Policies |
Remote or isolated working |
· Working from Home Policy · Panic buttons · Work planning · Buddy systems · Risk assessments |
· Planned procurement of Lone Worker software in Q4 2021-22 |
Psychosocial hazards
|
· Employee Assistance Programme (EAP) · Wellbeing programme · Regular 1:1s · Flexible working · Equal Employment Opportunity (EEO), Discrimination, Harassment and Bullying Policy · Performance Management Policy · Fit for Work Programme |
· De-escalation training has been scheduled for Environmental Engineering · HR and Health and Safety delivering proactive intervention for staff · Mental Health training was trialled by members of the Health and Safety Committee |
Biological hazards
|
· High-risk vaccinations programme · Engineering controls · PPE is provided |
· Water Services safety workshop completed · Covid-19 vaccination risk assessments are in progress |
Hazardous 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 · Fire schemes updated with FENZ (chemical registers) · Qualified contractors |
· Water Services safety workshop completed · Waster Services provided an updated chemical list · Chemical storage at pools was inspected by an external consultant |
Table 5. CODC critical health and safety risks (November 2021).
2.5 Training and initiatives
· The Health, Safety and Wellbeing Committee began a project to review the wellbeing programme, beginning with staff feedback.
· Incident reporting software BWare will be upgraded to a new version between 20-22 January 2022
· Finance and library teams completed incident reporting training
· The following regular training was completed:
Training |
This period |
FYTD |
% required staff trained |
Target |
New staff inductions |
13 |
13 |
|
|
First aid certificates |
7 |
7 |
|
|
SiteSafe passports |
6 |
6 |
84% |
100% |
Fire safety warden |
25 |
25 |
|
|
Table 6. Regular training completed FTYD. Grey areas do not have a live target.
Nil
Report author: |
Reviewed and authorised by: |
|
|
Rachel Ennis |
Louise Fleck |
Health, Safety and Wellbeing Officer |
Executive Manager - People and Culture |
10/11/2021 |
16/11/2021 |
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21.4.11 December 2021 Chair's Report
Doc ID: 559441
1. Purpose
To consider the October Chair’s report.
That the report be received.
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21.4.12 December Members' Reports
Doc ID: 559440
1. Purpose
To consider the October members’ reports.
That the reports be received.
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21.4.13 December Governance Report
Doc ID: 559442
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.
Appendix 1 - Audit and Risk
Forward Work Programme ⇩
Report author: |
Reviewed and authorised by: |
|
|
Rebecca Williams |
Sanchia Jacobs |
Governance Manager |
Chief Executive Officer |
15/11/2021 |
30/11/2021 |
Audit and Risk Committee meeting |
3 December 2021 |
Forward Work Programme 2021 - 2022
|
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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Management Reports Executive Manager - Corporate Services |
Oversight of management reports post 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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3 December 2021 |
The date of the next scheduled meeting is 25 February 2022.
3 December 2021 |
10 Resolution to Exclude the Public
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:
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