Accountability and Performance Committee April 2012 Part One

I hereby give notice that an ordinary meeting of the Accountability and Performance Committee will be held on:
Date: Time: Meeting Room: Venue:
Wednesday 4 April 2012 9.00am Reception Lounge Level 2 Auckland Town Hall 301-305 Queen Street Auckland
Accountability and Performance Committee OPEN AGENDA

MEMBERSHIP Chairperson Deputy Chairperson Councillors Cr Richard Northey, ONZM Cr George Wood, CNZM Cr Anae Arthur Anae Cr Cameron Brewer Mayor Len Brown, JP Cr Dr Cathy Casey Cr Sandra Coney, QSO Cr Alf Filipaina Cr Hon Chris Fletcher, QSO Cr Michael Goudie Cr Ann Hartley, JP Deputy Mayor Penny Hulse Cr Mike Lee
Cr Des Morrison Cr Calum Penrose Cr Dick Quax Cr Noelene Raffills, JP Cr Sharon Stewart, QSM Mrs Patience Te Ao Cr Sir John Walker, KNZM, CBE Cr Wayne Walker Cr Penny Webster Mr Glenn Wilcox
(Quorum 12 members) Tam White Committee Secretary 29 March 2012 Contact Telephone: (09) 307 7253 Email: tam.white@aucklandcouncil.govt.nz Website: www.aucklandcouncil.govt.nz
Note:
The reports contained within this agenda are for consideration and should not be construed as Council policy unless and until adopted. Should Members require further information relating to any reports, please contact the relevant manager, Chairperson or Deputy Chairperson.
Accountability and Performance Committee 04 April 2012 ITEM TABLE OF CONTENTS 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Apologies Declaration of Interest Confirmation of Minutes Petitions Public Input Local Board Input Extraordinary Business Notices of Motion Performance Report for the eight months ending February 2012 CCO Accountability Regime New Zealand Local Government Funding Agency, Half-Year Report to 31 December 2011 Auckland Council Investments Limited, half-year report to 31 December 2011 Watercare Services Ltd half year report to 31 December 2011 Auckland Transport - Statement of Intent half year report to December 2011 Regional Facilities Auckland half-year report to 31 December 2011 Auckland Council Property Limited, Half-year report to 31 December 2011 181 ATEED Half-Yearly Report to 31 December 2011 Waterfront Auckland Half-Year Report to 31 December 2011 Progress on resolutions of the Accountability and Performance Committee Consideration of Extraordinary Items 217 255 277 PAGE 5 5 5 5 5 5 5 6 7 45 51 63 79 111 147
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Accountability and Performance Committee 04 April 2012 1 Apologies At the close of the agenda no apologies had been received. 2 Declaration of Interest Members are reminded of the need to be vigilant to stand aside from decision making when a conflict arises between their role as a member and any private or other external interest they might have. 3 Confirmation of Minutes That the minutes of the Accountability and Performance Committee held on Thursday, 15 March 2012, be confirmed as a true and correct record of the meeting. 4 Petitions At the close of the agenda no requests for petitions had been received. 5 Public Input Standing Order 3.21 provides for Public Input. Applications to speak must be made to the Committee Secretary, in writing, no later than two (2) working days prior to the meeting and must include the subject matter. The meeting Chairperson has the discretion to decline any application that does not meet the requirements of Standing Orders. A maximum of thirty (30) minutes is allocated to the period for public input with five (5) minutes speaking time for each speaker. At the close of the agenda no requests have been received for public input had been received. 6 Local Board Input Standing Order 3.22 provides for Local Board Input. The Chairperson (or nominee of that Chairperson) is entitled to speak for up to five (5) minutes during this time. The Chairperson of the Local Board (or nominee of that Chairperson) shall wherever practical, give two (2) days notice of their wish to speak. The meeting Chairperson has the discretion to decline any application that does not meet the requirements of Standing Orders. This right is in addition to the right under Standing Order 3.9.4 to speak to matters on the agenda. At the close of the agenda no requests for local board input had been received. 7 Extraordinary Business Section 46A(7) of the Local Government Official Information and Meetings Act 1987 (as amended) states: An item that is not on the agenda for a meeting may be dealt with at that meeting if(a) (b) The local authority by resolution so decides; and The presiding member explains at the meeting, at a time when it is open to the public,-
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Accountability and Performance Committee 04 April 2012 (i) (ii) The reason why the item is not on the agenda; and The reason why the discussion of the item cannot be delayed until a subsequent meeting.
Section 46A(7A) of the Local Government Official Information and Meetings Act 1987 (as amended) states: Where an item is not on the agenda for a meeting,(a) That item may be discussed at that meeting if(i) That item is a minor matter relating to the general business of the local authority; and the presiding member explains at the beginning of the meeting, at a time when it is open to the public, that the item will be discussed at the meeting; but
(ii)
(b)
no resolution, decision or recommendation may be made in respect of that item except to refer that item to a subsequent meeting of the local authority for further discussion.
At the close of the agenda no requests for extraordinary business had been received. 8 Notices of Motion At the close of the agenda no requests for notices of motion had been received.
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Accountability and Performance Committee 04 April 2012
File No.: CP2012/04574
Executive Summary
The content of this report focuses on the highlights and achievements of the organisation for the eight months ending February 2012 under the key areas the council carries out work in, to achieve organisational objectives. The financial overview for the eight months provides an indication of how the organisation is performing against the budget, associated financial risks and efficiencies.
Recommendation/s
a) b) That the report be received. That the Accountability and Performance Committee note the following financial performance results: i) That the underlying operational deficit variance of $9 million as at December has now been reduced to less than $3 million and the Chief Executive has initiatives underway to ensure that the organisation's underlying operational performance ends up within budget for the end of the financial year. That the Council is achieving the proposed savings of $81million for the financial year while continuing to invest substantial sums of money in improving Auckland. That this is being achieved within the 3.9% average rate increase, which is significantly lower then the original 9% as forecast by the legacy councils.
ii) iii) c)
That the Accountability and Performance Committee also note the following highlights and achievements over the past two months: i) Council's partnership with the Ministry of Social Development and Auckland Chamber of Commerce saw first cohort of 15 cadets enrolled with Council for a two-week work experience programme in Human Resources, Leisure Centres and Libraries. The newly refurbished Fickling Convention Centre & Mt Roskill Library building was officially opened by Mayor Len Brown on 25 February 2012, supported by elected representatives, dignitaries, council officers and community. Events delivered in February: Waitangi Day Music in the Parks, Henderson Park attended by approx 8,000 people; Weetbix Triathlon Training Day on the North Shore. Funded events included Howick Lions in the Park (600 performers and approx 9000 spectators) and the Portage from Okahu Bay to Mangere Bridge Reserve Waterfront (approx 1000 paddlers and 3000 attendance). Toi o Manukau Waitangi Family Celebrations 2012 were held at Barry Curtis Park, Flatbush. An estimated crowd of over 40,000 attended this year. Sculpture in the Gardens Event concluded with over 410,000 visitors and high levels of visitor satisfaction. Auckland Council was the winner in the Innovation category of the CFO Awards for Council's work on its first Annual Plan project. Mr Mark Butcher, Auckland Council Treasurer, has been named KangaNews New Zealand Treasurer of the Year. Award presented to Tuini Hakaraia-Tino (Community Development & Partnerships West) - Te Manaia Award recipient 2011 by Injury Prevention Network of Aotearoa NZ.
ii)
iii) iv)
v) vi) vii) viii) ix)
Performance Report for the eight months ending February 2012
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Item 9
Background
Item 9
This report is part of the regular monthly reporting to Accountability and Performance Committee on the Councils performance for the year to date. The performance report for the seven months ending January was previously circulated.
Decision Making
No decision required unless the committee indentifies any areas to be further investigated.
Significance of Decision
This report does not trigger any of the criteria or thresholds of the significance policy.
Maori Impact Statement

This is not a significant decision for Maori, and as is simply reporting back to Committee does not involve any consultation.
Consultation
No consultation is required for this item, as it is simply a reporting back to Committee.
Local Board Views

Local Boards receive their own reporting for their respective areas.
Financial and Resourcing Implications

There are no financial or resourcing implications arising from receipt of this report.
Legal and Legislative Implications

Monthly reporting is not a legal requirement and there are no legislative implications from the receipt of this request.
Implementation Issues
There are no implementations issues.
Attachments
No. A B Title Performance Report February 2012 Professional services expenditure July-Dec 2011 Page 9 43
Signatories
Authors Authorisers Nalar Mohamed, Manager, Business Performance and Reporting Kevin Ramsay, Manager Finance Andrew McKenzie, Chief Financial Officer
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Performance report February 2012
Movies by Moonlight, Tahaki Reserve, Mt Eden
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Attachment A
Item 9
Item 9 Attachment A
Contents
Highlights and achievements Performance measures Financial performance Operating revenue and expenditure Revenue by Activity Operating expenditure by Activity Capital expenditure by Activity Our priorities this year Appendix A. Capital projects over $1million by activity B. Economy and Finance monthly
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The following is an overview of key highlights and achievements.
Community
x x x x x x Council's partnership with the Ministry of Social Development and Auckland Chamber of Commerce saw first cohort of 15 cadets enrolled for a two-week work experience programme in Human Resources, Leisure Centres and Libraries. Supported the community during the Glen Eden Floods Completed to date 24 community and neighbourhood response plans Presented on hazards/risks at Auckland Welfare Advisory Group Community Economic Development information workshops were held during February with approximately 60 attending. A feedback summary is being prepared for the Mayor and staff will progress work on procurement policy, capacity building, and sustainability policy. Award presented to Tuini Hakaraia-Tino (CDP West) - Te Manaia Award recipient 2011 by Injury Prevention Network of Aotearoa NZ. "Tuini has competently shown that her leadership and influential skills operate at all levels of the injury prevention spectrum, to which many whanau and families have been benefactors within the West Auckland community. Foundation Youth Advisory Panel - Recommendations report presented to all local boards to seek feedback. Final report will be presented to the Regional Development and Operations Committee (RDOC) in March. The newly refurbished Fickling Convention Centre & Mt Roskill Library building was officially opened by Mayor Len Brown on 25 February 2012, supported by elected representatives, dignitaries, council officers and community. This project was part of an overall redevelopment of the Fickling Convention Centre and library. Graffiti vandalism prevention plan has now been endorsed by the Community Safety Forum and will be presented to RDOC in March. Emergency repairs to the Pt Resolution bridge are now completed following identification of structural failings. Central City Library was closed from Friday afternoon, February 24 through to Sunday February 26 as the result of a flooding incident caused by a burst fire sprinkler pipe. Damage was minimised due to staff preparedness. Some early newspaper volumes were affected with water damage but have now dried. No collection items were lost. The new Freegal Music service was launched in the last week of February. This allows library members to download music from the Sony catalogue. Even before customer promotion, 2420 songs were downloaded in February. An international band, the Dresden Dolls played an acoustic "Ninja Gig" in the Central City Library on Friday 27 January to around 300 people. This event was advertised solely on social media only a couple of days in advance as an experiment. Customer response was positive. A programme of more than 100 library activities for Pasifika was released. Design commenced on the research project that will inform the future direction of Libraries in terms of its commitment to Maori and the Treaty. Completion and sign off by Auckland Plan Oversight Group of Chapter Report for The Southern Initiative section of the Auckland Plan. Parks Recreational and Heritage Forum workshop held in relation to developing Open Space Strategy and Open Space Level of Provision targets Elected members were formally welcomed onto Hoani Waititi marae for discussion on the ongoing relationship and partnership between Auckland Council and the marae.
x x
x x x
x x x x x x x
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Attachment A
Item 9
Highlights and achievements
Item 9 Attachment A
Lifestyle and culture

x x x x x x x x x x x x x x x Music and Movies in Parks : More than 300,000 views of pages on the Music and Movies in Parks websites in February; Live cross for Breakfast TV on 23 February; Six media articles focusing on the events in February; Almost 1200 new facebook likes in February. Events delivered in February: Waitangi Day Music in the Parks, Henderson Park attended by approx 8,000 people; Weetbix Triathlon Training Day on the North Shore. Funded events included Howick Lions in the Park (600 performers and approx 9000 spectators) and the Portage from Okahu Bay to Mangere Bridge Reserve Waterfront (approx 1000 paddlers and 3000 attendance). The civic events team organised the Nixon Park Skate Park opening on 11 February 2012. The opening was attended by 500 people and opened by Margi Watson, Local Board Deputy Chair with the Mayor joining on the day. Silo Theatre presented Caryl Churchill's Top Girls at Q Theatre, the first play of its 2012 season. Reviews described the production as "a complex play that seems perfectly suited to the Q space". The Anatomy of Paradise exhibition presented in partnership with Tautai Contemporary Arts Trust achieved wide media attention. Ambrico Studio and Heritage Kiln project is underway and a preferred contractor has been selected for stage one of the Lopdell House project. Toi o Manukau Waitangi Family Celebrations 2012 were held at Barry Curtis Park, Flatbush. An estimated crowd of over 40,000 attended this year. Successful public art openings, great attendance at the dawn ceremony of the Triangle Road Pou Whenua project by Whare Thompson and the combined openings of Sturges road art bridge by Anthony Summich (deceased) and Opanuku Bridge by Jason Hall. Nixon park skatepark opened by the mayor and representative of Albert/Eden Local Board Sculpture in the Gardens Event concluded with over 410,000 visitors and high levels of visitor satisfaction (20% increase) Splore Music Festival Tapapakanga Regional Park - 8,000 participants Memorandum of Understanding Completed with the Hillary Family concerning use (Trademark) of Hillary Name for the Hillary Trail. Beveridge Trail - linking Titirangi to Arataki Visitor Centre and the Hillary Trail Results for Visitor Satisfaction for regional parks and Auckland Botanic Gardens > 95%
Economic development
x x x x x x x Submission to the Productivity Commission adopted. Commenced development of Economic Development Strategy implementation programme. Draft Digital Strategy has been compiled with project execution plan, Terms of reference and implementation memos to follow. Digital Leadership Forum is being prepared for launch on 15th March with Mayor Len Brown opening proceedings. Mayoral speech at Japan Day and welcoming Kakogawa disabled students. East Tamaki business precinct plan vision and objectives defined. Business Improvement District boundary expansion workshop held to educate business associations about the steps required to expand their area of operation.
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x x
x x x x x x x x x x x x x x x x x x x x x x x x
A strategic planning meeting was held with Police, District Health Board, and Alcohol Advisory Council senior managers to agree key joint actions regarding alcohol related harm initiatives for 2012 and beyond. Noise monitoring terminals have been installed in and around the Pukekohe racetrack to allow continuous noise monitoring with real time monitoring seven days a week. We can then provide immediate feedback to customers and use the data for input into a plan change for the facility. The Animal Adoption website has moved to the wire framing design stage with online channel, with a draft of the wireframes planned to be presented to Animal Management in mid March. The adoption website is tracking to go live May 2012 as planned. 94% of non-notified applications were processed within target timeframes (95% in January) A total of 667 non-notified applications were processed for the month (475 in January) 1706 monitoring inspections were undertaken in February (1338 in January) Monitoring of site work conditions in the Victoria Park Tunnel is progressing with targeted completion in March 2012. Auckland Manukau Eastern Transport Initiative - phase 1A works commenced 20 Feb 2012 Onehunga Foreshore - hearing closed 2 March. Decision pending. Waterview Connection - establishment works have commenced on the southern portal. The relocation of Waterview Kindergarten has been approved. 94% of building consents were processed within statutory timeframe. The volume of consents processed to date is 5% less than the same period the previous year. 1500 consents were lodged during February, 522 more than the previous month and 396 more than the same month of previous year. 93% of Code Compliance Certificates (CCC's) were processed within target timeframe. 8,935 inspections were undertaken. This is 2,409 more than January and 234 more than the same month the previous year. Pilot programme for the new swimming pool compliance processes completed in February. Preparations underway for the introduction of the Restricted Building Works / Licensed Building Practitioners legislation on 1 March 2012. The council's first ever draft Long-term Plan 2012-2022 was adopted on February 15 and received a clean opinion from the Auditor General. A summary document was prepared for the 21 Local Boards and delivered to 539,000 households. The summary was translated into Maori and is available on the Council's website. The Special Consultative Procedure period opened on 24 February and the Long-term plan team (LTP) has begun receiving submissions. We have received 219 submissions to date. Local Boards have all approved their draft Local Board agreements for consultation with the public as part of the draft LTP. Held mayoral forum on the Energy & Climate Change Mitigation strategy. The City Centre Masterplan implementation workstream has commenced with a prioritisation exercise underway based on the draft Long Term Plan 2012-22. Councils decision to include a separate Historic Heritage Chapter in the Auckland Plan has now become the focus of the Built & Cultural Heritage policy team work programme. Heritage & Built Environment staff are providing input into the City Rail Loop project. The internal officer design review process, the Major Projects Design Review Team has recently reviewed the following projects: Daldy Street (Wynyard Quarter), Waiheke Library, Westgate Town Square and Library, Great North Road (New Lynn), Oags Building (New Lynn), and Governor Fitzroy Place (City Centre). Auckland Conversations & Lunchtime Learning events held throughout February attracted 575 attendees.
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Attachment A
Item 9
Planning and regulation
Accountability and Performance Committee 04 April 2012 x x x x Dog control policy and bylaw out for public consultation. Phase 3 Aspiration and Outcomes workshops for Mangere-Otahuhu and Hisbiscus and Bays area plans underway and positive feedback received from attendees Iwi consultation on Unitary Plan underway with 15 of 19 first round hui completed. Appeals to Part 1 (Introduction) Part 2 (Resource Management Overview) and Part 3 (Strategic Management Areas) of the Hauraki Gulf Islands district plan section fully resolved with consent orders issued by the Court. These parts are now beyond challenge and can be made operative Tree Plan Changes submission period closed on 17 February. Submissions received for each of the plan changes includes 163 for the Isthmus; 8 for Papakura; 57 for Manukau; 48 Franklin; 26 Waitakere; 50 for Rodney. Summary of Submissions being prepared. Long Term Plan - draft local board agreements were signed off all boards, and Local Board summary documents were completed and distributed. Planning for local board engagement events on the LTP is underway. The design for the new Waiheke library has been approved by the local board.
Item 9 Attachment A
x x x
Environmental management
x Staff undertook activities to raise awareness of wetland biodiversity values as part of World Wetland Day celebrations. Biodiversity, stormwater and planning staff presented a series of wetland Lunchtime Learnings sessions for over 250 Auckland Council staff. A media release on the value of wetlands and suggested wetlands to visit in the region was picked up and run by five media outlets. Work continues with Ecomatters Trust with the Sustainable Living Centre hosting workshops and displays throughout the Ecofest month. The Eco Festival was launched and included the opening of a Sustainability Trail and E-waste drop off centre. The Mayor, Deputy Mayor, Cr Richard Northey and local board members were present. The month long programme has over 100 events advertised that are mainly happening in west Auckland area with a small number happening in Kaipatiki, Albert Eden and Puketapapa areas. Albert-Eden local board members toured the Meola Creek catchment with the St Lukes Environmental Society to identify the resources required to maintain and upgrade the creek and environs.
Solid waste
x x Continuing to advise and support the Waste Minimisation Plan (WMP) in several key aspects of this process. Hearings of submissions on the WMP commence this month. We continue to receive a number of LGOIMA requests in relation to the WMP process. The Southern Streetscape (litter, litterbins and illegal dumping) Procurement Plan has been approved and the Request for Proposals will be posted on Tenderlink in early March.
Transport
x Fort Street Shared Space Stage 2 consultation is completed, with support from stakeholders.
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A strong financial result for February, exceeding budgeted profit by more than the extra 2.2% savings required: x Revenue was $302k - ahead of budget by 7%; x YTD profit of $2,188k is ahead of budget by 30.4%" x 100% of Requests For Service (RFS) were completed on time for the fifth month. x 100% pass rate in Health & Safety audits (520 criteria checked)
Corporate
x x x x x x 282 media queries received and responded to. Managed media communications for : Long-term plan, dog bylaws and fees, Standard & Poors (AA) stable result, Glen Eden flooding The new Libraries Intranet Team site was launched at the beginning of February, providing a sophisticated interactive online place focused on libraries, to bring together all the information required to work together effectively. Work continued on the development of the Customer Service Strategy for Auckland Council. Phase 2 of the Strategy work - Mobilisation & Engagement will begin in early March. The Digital Strategy Terms of Reference is completed and selection of a vendor to help develop the strategy will begin in March. The Digital Strategy will sit as a project within the Transforming Customer Experience and Cost to serve programme. Project Consolidate, the project to consolidate all content on legacy websites and knowledgebases is on track. Usability of web and i-know completed. Microsoft office share point server training complete. Business engagement underway to prepare content for rationalisation. Change request needed to ensure search and navigation works for i-Know in October. Phase Two of the Asset Management and Property Maintenance project to consolidate Parks maintenance information into i-Know and integration with SAP Customer Relationship Management system (CRM). The project team has completed the local parks content and has started the audit on streetscapes. This projects go live date has been pushed back to 7 May. Standard & Poors confirmed Council credit rating of AA with a stable outlook Work on Council's half yearly reporting completed and lodged with New Zealand Stock Market (NZSX). Winner of the Innovation category at the CFO Awards for Council's work on its first Annual Plan project. Rates - Instalment 3 due date 28th February - accounts updated with payments with penalties to processed by 2nd March 2012. Rates LTP guide went live and responding to small volumes of queries. Installed organic waste separation and commercial worm bins at Graham St with a potential to divert 30% of waste.
x x x x x x
Governance
x x Advised the Working Party in relation to the Governing Body's resolution on Auckland Council's position in relation to the Maunga Treaty of Waitangi settlement. Treaty settlements continue to require a substantial level of resources and costs. Consulting and advising local boards affected by Treaty Settlements.
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Attachment A
Item 9
Commercial and Investment
Accountability and Performance Committee 04 April 2012 x x x x x x x x x Appointment of Board Members to Auckland Tourism, Events and Economic Development and Regional Facilities Auckland reported to the Council Controlled Organisation (CCO) Strategy Review subcommittee meeting 8 February for approval. Auckland Council Investments Ltd Annual Report presented to 9 February Accountability & Performance committee meeting and briefing on Ports of Auckland to Councillors. Legacy CCO half year reports have been received. Legacy CCO Draft 2012/2013 - 2015/2016 Statements of intent (SOIs) have been received. Substantive CCO Draft 2012/2013 - 2015/2016 SOIs have been received. Strategy and Finance Committee endorsed Property Strategy in February. Report for Tamaki Collective to Governing Body. Local Board Services and CCO Monitoring have developed a process for local boards to provide feedback on CCO draft Statements of Intent. Cluster workshops and briefings with local board members were held on rates policy options, the Mayor's Alternative Transport Funding Discussion paper, Development Contributions, Auckland Transport bylaws, Procurement Policy and the Draft Regional Land Transport Programme. The Puketapapa Local Board office was successfully relocated to the Fickling Centre, following the closure of the Three Kings building. The Great Barrier Environment Strategy Planning Committee held its first substantive workshop on 22 February to discuss marine protection. Kaipara Harbour joint governance with northern councils - Joint meeting held with Mayor, Rodney Local Board, Kaipara District, Whangarei District and Northland Regional Councils to agree a joint governance approach for the Kaipara Harbour. Independent Commissioner Pool review report approved by Hearings Committee. Regional hearings process approved with process commencing 1 April 2012. Waste minimisation submitters scheduled with hearings commencing 4 March 2012. Completed logging of 2080 Waste Management Plan submissions.
Item 9 Attachment A
x x x x x x x
Council Support
x x Securing cross-functional collaboration to ensure good outcomes to various treaty settlements affecting Auckland Council. Call Centre service level for February was 70% (down 11% on January) on 230,071 calls (up 19.5% on January). February also saw an increase in average handle time of 6 seconds per call. The increase can be attributed to managing customers in relation to rates, dog registration fees and the Long Term Plan (LTP), all of which have had significant media airtime in February. Auckland Plan Submissions and Collaboration Shared Workspace were delivered / signedoff
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This report is continuously being updated to include statistical information collected around the organisation as it becomes available. Where there are targets shown for 2011/2012, these reflect the targets as disclosed in the annual plan for 2011/2012. A separate report is included to illustrate the statistical information and trends.
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Attachment A
Item 9
Performance measures
Item 9
Performance measure trends

Number of Building Inspections completed
14,000 12,000 10,000 8,000 6,000 4,000 2,000 0 Feb Jan Jun Nov Dec M ay Jul A ug S ep M ar A pr Oct 12,073 9,090 10,226 8,410 5,511 6,526 8,701 8935 10,067 8,654 9,066 9,049 9,299 10,209 9,668 9,187
1 Nov 2011 to 29 Feb 2012
1 Nov 2010 to 31 Oct 2011
Attachment A
Number of Building consents received

2,000 1,800 1,600 1,400 1,200 1,000 800 600 400 200 0 Nov
1,758 1,604 1,373 1,398 978 764 1500 1,185
1,572
1,324
1,471
1,413
1,506
1,448 1,354 1,317
Feb
Jan
Jun
M ay
Dec
Jul
M ar
1 Nov 2011 to 29 Feb 2012
1 Nov 2010 to 31 Oct 2011
Number of resource consent applications completed

1,200 1,000 800 600 400 200 0 Feb Jan Jun Jul May Nov Dec Mar Aug Sep Apr Oct 985 864 743 689 482 618 1,027 888 681 665 873 795 743 830 766 853
1 Nov 2011 to 29 Feb 2012
1 Nov 2010 to 31 Oct 2011
Aug
Sep
Apr
Oct
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70 60 50 40 30 20 10 0 Feb Jan Jun Jul M ay Nov Dec Aug Sep M ar Apr Oct 32 27 28 7 25 14 50 60 52 40 44 39 34 22 43 34
1 Nov 2011 to 29 Feb 2012
1 Nov 2010 to 31 Oct 2011
Number of visitors to the Library (000)

1,600 1,400 1226 1,200 1127 1,000 800 600 400 200 0 Feb Jan M a Jun Jul Nov Dec Sep M ar Apr Oct Au 1280 1021 986 1020 1037 1100 1075 1190 1193 1161 1283 1274 1366 1191
1 Nov 2011 to 29 Feb 2012
1 Nov 2010 to 31 Oct 2011
Number of Library items borrowed & issued (000)

1,800 1,600 1,400 1,200 1,000 800 600 400 200 0 Jan Feb M a Jun Nov Dec Jul M ar Sep Apr Oct Au
1,299
1,382
1,376 1,366
1,368 1,392
1,502
1,486
1,477
1,454
1,583
1,490 1,411 1,484
1,383 1,371
1 Nov 2011 to 29 Feb 2012
1 Nov 2010 to 31 Oct 2011
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Attachment A
Item 9
Number of resource consent infringement notices issued
Item 9
Number of food license applications (new & renewals)

2,000 1,800 1,600 1,400 1,200 1,000 800 600 400 200 0 Nov
1,646 1,332
1,663
1,827
1,028
283 565 Dec
329 213
77 Feb Jan 91
138 120 Mar
98 Apr
155 May
132 Jun Jul Aug Sep Oct 991 900 Oct Oct
1 Nov 2011 to 29 Feb 2012
1 Nov 2010 to 31 Oct 2011
Attachment A
Number of liquor license applications (new & renewals) Including: GM cert, On-licence, Off-licence, CM cert, Club cert & Special cert
1,400 1,200 1,000 800 600 400 200 0 Feb Jan Jun May Nov Dec Jul Aug Sep Sep Mar Apr 1,237 1,008 843 618 745 731 847 992 1,107 954 1,099 1,127
883
1,011
1 Nov 2011 to 29 Feb 2012
1 Nov 2010 to 31 Oct 2011
Household refuse (tonnes)

18,000 16,000 14,000 12,000 10,000 Jan Feb Jun May Nov Dec Mar Jul 8,000 6,000 4,000 2,000 0 1 Nov 2011 to 29 Feb 2012 1 Nov 2010 to 31 Oct 2011 Aug Apr
15,846 17,047 16,652 15,908 16,718 16,372 16,370 16115 17,101 15,826 15,612 15,194 15,590 14,243 14,929 15,734
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Household recycling (tonnes)

14,000 12,000 10,000 8,000 6,000 Feb Jan Jun M ay Nov Dec Jul 4,000 2,000 0 A ug S ep M ar A pr Oct
11,043 11,134 12,480 10,863 11,093 10,681 10,996 11,511 10,686 10,364 10,120 9,108 9,766 10,287
11,899
9,725
1 Nov 2011 to 29 Feb 2012
1 Nov 2010 to 31 Oct 2011
Waste to landfill (tonnes)

30,000 25,000 20,000 15,000 10,000 5,000 0 Feb Jan Jun M ay Nov Dec Jul A ug S ep M ar A pr Oct
23,319 23,335 22,269 23,796 20,951 18,709 23,091 20,918 25,505 21,574 23,804 22,530 22,139 24,698 20,815 19,262
1 Nov 2011 to 29 Feb 2012
1 Nov 2010 to 31 Oct 2011
Number of calls received by Customer services

300,000 250,000 200,000 150,000 100,000 50,000 Feb Jan Jun 0 N ov D ec M ay Jul A ug S ep M ar A pr Oct
278,976 227,458 203,776
231,148 271,509 249,175 259,469 235,743 221,233 234,689 202,108 209,616 230,071 237,402 185,241 190,943
1 Nov 2011 to 29 Feb 2012
1 Nov 2010 to 31 Oct 2011
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Attachment A
Item 9
Item 9 Attachment A
Financial performance
The financial overview provides a summary of the year to date financial results for Auckland Council. It shows how financial resources have been used towards delivering on Councils goals for improving Auckland.
Financial Performance Overview

For year to date February 2012
Notes 1. Operating revenue includes direct user charges, interest income, dividend income, inter-entity revenue and property rental 2. Annualised average return on the movement in the value of the offshore investment portfolio (DFA) 3. Movement on market value of treasury swaps if sold rather than buy held to maturity.
For the eight months to 29 February 2012, Council has reported a $23.5m operating deficit compared to a budget deficit of $20.7m. Capital expenditure is $193m compared to a budget of $218m for the eight months to February 2012. This is 44% against the full year's budget of $438m. Initial projections indicate approximately $84m of this years budget will be deferred to future years. However, $12m of future years budget has been brought forward to current year.
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Accountability and Performance Committee 04 April 2012 Operating revenue Operating revenue is behind budget by $9.6m (unfavourable) for the year to date. The main contributor is from: x Direct user charges $7.1m (unfavourable) Reduced user charges continue partially due to market conditions resulting in lower consenting activity ($2m) as well as other activity fees and budgets requiring reclassification.
Rates revenue Rates revenue has a favourable variance of $3.8m for the 8 months to February 2012, mainly due to rate penalties net of remissions. Operating expenditure Operating expenditure is $3.8m under budget for the eight months to February 2012. The major movements in operating costs for February are: x Depreciation $16m (favourable) Less assets have been purchased and capitalised than planned for various reasons resulting in lower depreciation being processed. Office consumables $4m (favourable) Shared resources, increase use of paperless consumables and better contracts negotiated have resulted in the requirement for less consumables such as printing, paper, photocopying and distribution, and at lower cost. Occupancy and utilities $4m (favourable) Lower contract values have been negotiated with cleaning contractors and rates budgeted for properties not yet purchased have resulted in lower occupancy and utilities cost. Inter-entity funding $9m (favourable) Council controlled organisations (CCOs) have reported under spend in the operating expenditure from their budgets resulting in lower funding requirement from CCOs. Staff costs $5.2m (unfavourable) This is mainly from wages and salaries as a result of overtime costs and temporary staff required for additional activities such as dog licensing, rates assessments, Rugby World cup and Libraries evaluation. For the month of February, the cost incurred is in line with budget. Contractors $3.7 (unfavourable) Expenses incurred to date include street amenities cost which is shared with Auckland Transport (AT). Although some costs have already been recharged back to AT, further recharges are under negotiation which will be processed in coming months. Internal charges $10.5m (unfavourable) This variance is resulting from: o lower internal charges from City Parks which is offset by higher than planned operating external revenue recovered by City Parks, $2.9m o capitalisation of staff cost yet to be processed for work being carried out on system implementation and enhancement, $8m Funding expenses $14.6m (unfavourable) This variance is contributed by increased interest cost which will continue to report an adverse variance against budget due to an increased level in working capital. Other funding cost includes the amortisation of costs relating to debt issue ($1.4m).
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Attachment A
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Abnormal items x Bad debts written off and provision for doubtful debts total $3.1m. This relates to outstanding debtors from legacy council which are now deemed unrecoverable or are in dispute and under legal investigation. x $2.9m on prior year adjustment of finance leases to correct the opening balance for 1 November 2010 on accrued interest balances from legacy councils. Non operating revenue Development and financial contributions $39.4m (unfavourable) Revenue from development and financial contributions continue to be lower than budgeted, with applications for consents less than budgeted. While the building industry remains slow, contributions from development will remain lower than budgeted. At this stage, the slow economic growth is indicating there may not be any significant improvement on a recovery from this unfavourable variance in June 2012. Accounting adjustments Due to the nature of the investment markets, the valuation on investment assets is expected to vary from month to month depending on the conditions of the market. In order to provide certainty of future interest payments, Council has actively entered into both medium- and long-term interest rate swaps. Over the lives of the interest rate swaps, it is probable that any losses will be reversed. When the future floating rate rises above the swapped fixed rate, a gain will be recognised. Fluctuations on the market conditions of treasury related activities will continue to be reflected in the current book value of Councils financial derivative liabilities and swaps. This is a non-cash item with limited risks and is required to be recorded to meet accounting requirements. The net adjustment on these activities for the year to date has reduced the deficit balance to $18m for February 2012, following a favourable movement of $28m for the month. These activities are for the Electric Multiple units (EMU). These losses have been recognised in the profit and loss and are not in a hedge relationship. Debut offshore debt raising A Japanese life insurance company has agreed to lend to Council AUD100 million for a term of 10 years, and we will settle this transaction on the 22nd March. The AUD100 million will be swapped back into NZD (NZD129 million) to remove any currency risk and the fully hedged borrowing rate after all costs are met will be at least 0.10% less than what we can currently borrow from New Zealand investors. The transaction is a private placement rather than a public issue so there can be no publicity. The objective of establishing the offshore borrowing programme (and borrowing through the Local Government Funding Agency) was to x Diversify the investor base x Lengthen the term of our funding x Provide cost savings over the longer-term x Meet the additional debt requirements of council All of these objectives have been achieved with this initial debt issue. We have also borrowed NZD150 million at a 5-year term debt through the Local Government Funding Agency (LGFA) in February at lower rates than Council can currently borrow in its own name. A further borrowing of $150 million is expected over the next two months from the LGFA.
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Accountability and Performance Committee 04 April 2012 Areas for Focus The focus areas for the organisation remain as those highlighted in the January report, with initiatives as follows: x the shortfall in revenue in the regulatory activity is currently being addressed through initiatives such as streamlining internal processes to improve efficiencies and maximise available resources, monitoring billable hours to ensure chargeable time are invoiced, reassess the use of contractors and consultants and re-aligning staff requirements. x A project is currently underway monitoring staff costs through the management and reduction on the use of temporary staff and contractors filling permanent established positions. Examples of some of the initiatives deployed in the regulatory area include redeployment of permanent staff from areas where there is spare capacity to the areas of need, identifying activities consultants perform that in-house staff could do and offering permanent roles at reduced rates to some consultants whose services are essential to the business at possibly higher than the budgeted costs, and the efficient management of staff annual leave. x All departments across the organisation are working to ensure they perform to budget less 2% over the last four months of the financial year. [This report is still an ongoing improvement project and open to any comments and proposals for enhancement from its audience)
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Attachment A
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Revenue by Activity
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Operating expenditure by Activity

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Capital expenditure by Activity

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Capital expenditure by Activity

The total capital expenditure for the eight months to February 2012 is $24m behind its expected budget to date. As well as projected deferrals of $84m in capital programmes, a number of projects are behind budget for various reasons. The main ones are: x discretionary fund for local board projects yet to be fully committed, $4.4m x delay in various stormwater projects due to unpredictable weather conditions, the consenting process and procurement process. Projects being delayed include stormwater environmental improvement programmes in Flat Bush and Martin Wilson Reserve, pond de-silting works and forward design on ponds, flood alleviations on Ellerslie Racecourse project, $20m x the contract negotiated for the purchase of replacement vehicles is lower than budgeted However, there are purchases ahead of schedule including $8.7m on various park land and $8m for the Marine Industrial Precinct. The budgets for these expenditures, scheduled in future years are now brought forward to 2012. There are also accounting adjustments on the following assets: x prior year land purchase of Marine Industrial Precinct recognised this year, $7m (book adjustment) x transfer of land to Auckland Transport, $13m Although capital expenditure budget has been phased to reflect the timings of agreed programmes to be delivered, it is important to note that these timings are dependent on available resources and external conditions. It is important to note that while council fully utilises its capital budget each year to ensure it is delivering in accordance with the agreed programme, the increase in capital activity in line with the budgeted phasing needs to be an area of focus to ensure that resources are utilised efficiently.
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Attachment A
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Our priorities this year

1. Rugby World Cup - Meeting our commitment to deliver the Rugby World Cup 2011
x This event is now completed
2. Single rating system - Producing a single rates bill for 2011/2012 and starting work on the 2012/13 single rating system
x x x x x x x x Overall rating 2014 programme on track. Infor continues to assist with the migration of Franklin District Council (FDC) and Papakura District Council. FDC migration back on track testing continues Test cycle 1 continues for all sites except FDC which is due to commence this month FDC test cycle 1 to be undertaken in Ozone and Pathway as contingency Data cleansers completed 6494 property inspections Rates Guide Version 1 went live 24 February very low number of ratepayer queries Rates Guide Version 2 being developed to show detail of remission/smoothing options by rate account
Attachment A
3. Organisation wide learnings - Capturing organisation-wide learnings

x No update
4. Project Genesis - Continuing to look into ways to become more efficient and effective
x x x x Target savings being achieved Procurement programme going very well. The Parks Maintenance, Solid Waste and Facilities Management and Cleaning procurements are all ready for Supplier Recommendations with savings at or above target level. Focus for procurement on getting approvals, capturing learnings, and ensuring teams ready to move into implementation of new contracts.
5. Performance measures - Measuring financial performance, customer satisfaction and other activities
x In preparation for Long term plan (LTP) measure reporting and system implementation, we are engaging with businesses to ensure that measure metadata and data collection processes are complete and up-to-date. This process is not about redoing the measure selection process conducted earlier, but to ensure that the chosen measures meet LTP reporting requirements. All stakeholders have been included in this process. The performance system implementation so far: The business case and solution design has been submitted and is on agenda for Information Services Group meeting on Thursday 15th March. This is expected to be slated for approval by 26th March. The implementation should then begin and is intended for completion by 1st July.
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x x x x x x
7. Productive CCO relationships - Developing productive working relationships with our Council Controlled Organisations (CCOs) through the letters of expectation and the development of the statement of intent.
x x x x x ACIL Annual Report taken to committee. Board appointments short-listed for Regional Facilities Auckland & Auckland Tourism, Events and Economic Development. Auckland Transport Board appointments short-listed. Draft statements of intent (SOIs) received from the majority of the Substantive and Legacy CCOs. Draft SOIs circulated to Local Boards and Independent Maori Statutory Board for preliminary feedback, in advance of formal reporting to council.
8. The Auckland (spatial) and other plans - Supporting the development of all plans required for the Auckland Council (the Auckland Plan, area plans, local board plans, the Unitary Plan, Civil Defence Emergency Management Plan, the Long Term Plan and others as agreed)
x The Auckland Plan: The Auckland Future Vision committee deliberated on written and oral submissions on the Draft Auckland (Spatial) Plan during February. All chapters had been reviewed by the end of February. The recommended final Auckland Plan will be submitted to the Governing Body on 29 March 2012 for adoption. The Unitary Plan: Good progress has been made on the Unitary Plan, including working with the Political Steering Group on policy papers. An outcomes matrix is being finalised and a skeleton Unitary Plan is being produced. On track for completion of Draft Unitary Plan by December 2012. Iwi engagement process being rolled out. Visit during February
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Attachment A
During February local boards agreed their Local Board Agreements and these were included in the draft LTP approved by the Strategy and Finance Committee on 15th February for public consultation Local board agreement summary documents were completed and distributed to residents A programme of Local Board LTP engagement events was developed to take place throughout March A report has been developed for Local Boards requesting their input on CCO statement of intent documents during March Februarys local board chairs forum was well attended and a range of issues were discussed including; LTP, parks allocation, and community engagement. Doug McKay also attended and discussed key priorities for Council and local boards A number of cluster briefings took place covering key areas of work, including procurement policy, Regional Land Transport Programme (RLTP), transport bylaws, development contributions, rates transition management policy, and the Mayors alternative transport funding policy Local board business meetings and workshops took place during the month. February business meetings saw local boards receive reports on the Community Assistance Framework, Guidelines for Voluntary Safety Groups, Partnerships and Volunteers in Parks, Determining the Community Outcomes in the Long Term Plan, and the draft RLTP.
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6. Co-governance Putting in place the policies, systems and processes required to share decision-making between the governing body and local boards
Accountability and Performance Committee 04 April 2012 of Dr Ann McAfee, former Director of Planning, Vancouver, who will be the international peer reviewer of the Unitary Plan. Long Term Plan: Draft Long Term Plan released for public consultation on 24 February 2012. . Draft Local Board Agreements adopted for consultation. Extensive public engagement process during March. Submissions close 23 March 2012. Hearings will take place from 10 April to 7 May 2012. After deliberation, final LTP and Local Board agreements will be adopted in June 2012. Area Spatial Plans: Paper approved by Auckland Future Vision committee on 7 February 2012 on the sequence of programme of Area Spatial Plans across Auckland. Economic Development Strategy and City Centre Masterplan: Hearings are scheduled in March 2012 for those people who wish to be heard on their submissions on the Draft Economic Development Strategy and on the Draft City Centre Masterplan.
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x x
9. The Transport plan - Working with the Transport CCO to bring together the Transport Plan for the region.
x The final Transport chapter of the Auckland Plan was developed for a Council decision on 6 March. A workshop with Councillors is scheduled on 7 March to provide feedback on the draft Regional Land Transport Programme.
Attachment A
10. Building a strong and dynamic culture - Continuing to build our culture based on our purpose and values, putting in place appropriate policies, learning and development initiatives and systems
x HR Integrated Performance and Remuneration Programme A programme of work was established in February to integrate four projects performance management framework; remuneration framework; performance management system; compensation management system. Programme Governance was established during February. A project plan has been developed to align timeframes (where possible) for both the systems and the frameworks; and to achieve economies of scale by sharing resources required e.g. specialist roles to manage change and communications. Remuneration Framework: Auckland Council is committed to moving towards a performance-based remuneration framework. Discussions with the Public service association (PSA) about what this might look like continued in February. Some progress has been made on several points of disagreement, however, others remain. We have put Council's final key principles before the Delegates Group, who will decide whether to take the proposal to members for ratification. Performance Management Framework: Core design consultation is now complete, including rating scales for performance and behavioural competencies. Human Resources (HR) Lead Team are to validate the final version before user feedback groups begin in March. Behavioural Competency Framework: Direct dial (DDI) card sort analyst training completed 6 HR staff accredited, and so IP for the behavioural competencies is now owned by council. The first cut of role mapping (matching job roles to one of the four competency levels) has been completed. Workplace Survey: Successful launch of survey with 80% response rate achieved - an increase of 11% on 2011 final response rates. Final results will be known in March.
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Youth Experience Programme - The first group of 15 cadets were enrolled for a twoweek work experience programme in either HR, Leisure Centres or Libraries. Roles included front-line customer service and office-based administration. This valuable opportunity has enabled candidates to prove their competence in a role with responsibilities and to update their CVs with real workplace experience.. Local Leadership Teams Around 50 people were invited to act as representatives for Local Leadership Teams (LLTs) in the regional offices of Orewa, Takapuna, Henderson, Papakura and Pukekohe. The purpose of the LLTs is to assist in dealing with common site issues such as accommodation, staff facilities, Health & Safety, social club, etc. The first meeting on each site will be held during March and April. The existing LLT in Manukau will continue to operate in its current form. Employee Induction Civil Defence is now a feature on the agenda for this event. There are information stands at lunchtime where delegates can learn more about Learning and Development, PSA, Health & Safety and Staff benefits.
11. Strengthening our leadership teams - Continuing to develop relationships between the Executive Leadership Team and the Senior Leadership Team to strengthen organisation leadership
x x February Senior Leadership Team (SLT) meeting held, financial performance results and priorities for the year discussed. SLT members actively involved in delivering Long-term plan consultation and engagement program.
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Attachment A
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Capital projects over $1 million

(Sorted Alphabetically)
Appendix A
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Appendix B
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File No.: CP2012/04581
Executive Summary
This report considers whether the establishment of an Independent Auckland Services Performance Auditor (as recommended during the Royal Commission on Auckland Governance in 2009) is now desirable or necessary, within the context of existing legislation and the comprehensive governance and accountability programmes currently in place for Aucklands Council Controlled Organisations (CCOs). It is noted that a number of independent performance audits occur within the existing governance and monitoring regime: x CCO (and Council) performance targets undergo internal council review when the measures are set, in advance of independent audit of draft Long Term Plan (LTP). x CCOs produce Annual Reports against the statements of service performance and Key Performance Indicators in their Statements of Intent (SOIs), which are independently audited. The Auditor General has a statutory obligation to review the service performance of council and its CCOs, from time to time. To date, since the establishment of Auckland Council in November 2010: x Results from the 2011 review of water services in Auckland (Watercare) were positive. x The draft 2012-2022 LTP received a clean audit. The councillors are best able to address any concerns about the oversight of the CCOs by scrutinising and ensuring appropriate performance indicators through the draft LTP and draft SOI processes. Any specific concerns can also be raised directly with the CCOs when they present their quarterly results to Accountability and Performance Committee.
Recommendation/s
a) That the report be received.
Background
Substantive CCOs are subject to the legislative accountability requirements applying to all CCOs, as well as to specific provisions for Auckland Council CCOs. As detailed within the Auckland Council CCO Accountability Policy, the Shareholders Expectation Guide for CCOs and reporting on CCO Roles and Responsibilities, Auckland Council has implemented further measures and guidance in order to achieve continual improvement towards best practice governance and management. This report is provided in response to the following resolution of the 23 February 2012 Governing Body meeting (GB/2012/7): That the Chief Executive report to the Governing Body on the options for implementation of the recommendation from the report of the Royal Commission on Auckland Governance set out in chapter 32 (Achieving a high-performance Auckland Council) that the position of an Independent Auckland Services Performance Auditor be established around 12 months after the inception of the Auckland Council. The Government took account of this issue through section 104 in the Local Government (Auckland Council) Act 2009, which requires the Auditor General to review the service performance of the Council and each of its CCOs, from time to time.
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CCO Accountability Regime
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A range of council-led and independent auditing processes are currently in place to ensure CCOs are held to account in the delivery of quality and reliable services for the city, in a transparent, affordable and cost-effective manner. Existing CCO Accountability Regime Councils Long Term Plan, Annual Plan and Annual Report Council is held accountable for the performance of itself and its CCOs through monitoring of the LTP and Annual Plan. Auckland Council in turn holds the substantive CCOs accountable through the quarterly and annual reporting process. Auckland Council substantive CCOs are required to give effect to the LTP, as well as to act consistently with relevant aspects of other plans and strategies. This requirement is an Auckland specific provision and helps ensure alignment between their SOIs and the LTP. The LTP, which is a group LTP, contains a set of service levels, performance measures and targets for the groups of activities that CCOs deliver on behalf of Council (a performance framework). The LTP measures are developed with the CCOs, and they will provide the necessary information to report on them. Initially, these measures are subject to internal review, including assessment against standards informed by guidance from the Office of the Auditor General (OAG) and New Zealand Society of Local Government Administrators. Performance reporting is provided to the community via the Annual Report. Both the performance framework, and the reporting against that framework are subject to independent audit review. LTP performance measures are reviewed annually and are subject to a process of continuous improvement, as demonstrated within the current draft 2012-2022 LTP. Measures are more robust, baselines have been established, data collection systems have improved, and there are demonstrable relationships between the level of investment and performance targets (for example ATEEDs return on regional investment targets). Councils Performance Measurement and Evaluation Team is now working to establish a service review program which will include evaluation of the relevance, performance and improvement of council activities. This will be coordinated with other audit and evaluation activity. Statement of Intent (SOI) All CCOs are required to prepare a three-year SOI on an annual basis, and to consider shareholder comments before finalising their SOI. The SOI includes performance measures and targets, which the council uses to hold each CCO accountable. CCOs are requested to include in their SOI any LTP service level, performance measure and target they are responsible for. SOIs also include more detailed measures and targets negotiated through the process. Councillors influence the SOI performance measures through clear communication of service priorities (Letters of Expectation) and through formalised shareholder comments on the draft SOI. Draft 2012-2015 SOIs for substantive Auckland CCOs will be presented to the CCO Strategy Review Subcommittee, for consideration and shareholder comment, on 26 April 2012.
CCO Annual Report CCOs are required to produce an annual report which considers CCO performance against agreed SOI performance measures. This report must be independently audited in advance of further internal review and presentation to council. Audit includes both financial and non-financial measures. Councils initial Annual Plan, Annual Report and now the draft 2012-2022 LTP have all been reported to the Strategy and Finance Committee, providing councillors with the opportunity for direct input into the governance and monitoring regimes for CCOs.
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Accountability and Performance Committee 04 April 2012 Enhanced Communication and Interaction In accordance with councils Accountability Policy for CCOs, substantive CCOs are required to report against their SOI objectives on a quarterly basis (rather than legislative requirement of sixmonthly). In addition, this reporting is to be supported by a formal presentation by the Chairman of the Board and Chief Executive, providing the councillors with the opportunity to seek clarity on any developing areas of concern regarding performance. The Accountability Policy also requires that CCOs follow councils asset management planning framework (or obtain approval for an alternative framework). Council has recently established asset management improvement plans for each of its asset groups and an enhanced monitoring programme will require regular CCOs reporting to the Asset Management Steering Team. The Council has undertaken further work to clarify roles and responsibilities of CCOs and enhance accountability through the development of a Shareholder Expectation Guide and associated reporting to council on CCO roles and responsibilities. This work included development of a set of funding principles which allow CCOs with flexibility to allocate or reallocate funding at the subactivity level, provided that certain criteria are met (i.e. remaining within an overall funding envelope, delivering on performance measures/targets, and not exposing the ratepayer to risk). Council is responsible for appointing CCO Board members (providing further ability to influence leadership of these entities) and requires an annual review of Board performance, which is led, on alternate years, by either the Board itself or council. The first board-led review was completed in 2011 and a shareholder-led review is scheduled for 2012. In addition to all of the formal governance and performance monitoring mechanisms, there are a number of informal mechanisms to facilitate effective communication between council and the CCOs, providing opportunities for any areas of concern or clarification to be discussed early. These informal mechanisms arrangements include: x CCO chairs and chief executives attend six-weekly meetings with the Mayor/CCO Strategy Review subcommittee members and chief executive of the Auckland Council. x CCO Chief Finance Officers (CFO) attend monthly meeting with the Auckland Council CFO. x Additional functions and workshops between councillors and CCO Board members. x The Finance team has also recently completed successful work on procurement with the CCOs.
Decision Making
On the basis of the track record for the performance management framework currently in place for Aucklands CCOs, the establishment of an additional independent auditor is not considered necessary. x x The Government elected to impose a statutory obligation on the OAG to review the service performance of the Council and each of its CCOs. Service levels, performance measures and targets for Council and the CCOs are included in the draft LTP. The LTP is a group document, so includes budget and performance measures for the CCOs. These include explicit efficiency/savings targets that have the effect of maintaining tension around savings and continuous organisational improvement. The draft 2012-2022 LTP, including the service levels and performance targets for CCOs has received a clean audit assessment by the OAG. Auckland Councils Annual Report, which includes group reporting on the performance of council and the CCOs against the service levels and performance targets in the LTP, is independently audited (clean audit report for 2010/2011). The separate annual reports produced by CCOs, in relation to their specific statements of service performance, are independently audited (and each CCO received a clean audit report for 2010/2011).
x x
Council has prepared its first interim group report. This is a new process, which reports the unaudited financial performance of the group to 31 December 2011 and it is reported elsewhere
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on this agenda. This report indicates that there is nothing unusual from a trading point of view (there have been market related loses experienced on derivates by Council, Watercare and Transport). Additional assurance on fiscal accountability can also be taken from the fact that Standard & Poor has recently affirmed Auckland Councils AA credit rating. The assessment was based, in part, on the strong council financial management demonstrated within the draft 2012-2022 draft LTP, which extends to the CCOs. Extensive review on the appropriateness and robustness of the financial and non-financial performance targets for CCOs currently occurs, CCO reporting against those targets undergoes independent audit. Measures are also in place to ensure the protection of consumer interests in terms of the reliability and affordability of council services (i.e. OAG audit on Watercare in 2011). The OAG has completed an independent audit on the management of Auckland water services (Watercare), with specific focus on: x Standard of customer services; x Planning to meet future demand for water; x Asset management planning; and x Funding and pricing arrangements for water and wastewater services. The OAG stated that the formal governance and accountability structures meet expectations, that the governance arrangements are clear and seem both efficient and effective. It was recommended that Council periodically review those governance arrangements to ensure that they continue to work as designed. Once the council has completed its first LTP and bedded in its governance and performance frameworks, the OAG will look to incorporate the service performance review in to its work programme.
This does not trigger Auckland Councils significance policy.

The existing reporting and accountability regime within which Aucklands CCOs operate provides opportunities for maori influence and input. CCOs are required to take account of the Independent Maori Statutory Boards (IMSB) schedule of issues of significance and any statutory Treaty of Waitangi provisions that are relevant to its activities (and, where appropriate, engage with the board directly on these matters). Members of the IMSB have representation on those committees with specific governance roles in relation to CCO performance (Strategy & Finance, Accountability and Performance and the CCO Strategy Review Subcommittee). Under current processes, the IMSB is also provided with an opportunity to comment on the draft SOIs for CCOs (feedback currently underway for the draft 2012-2015 SOIs). It is acknowledged that there is room for improvement in CCO reporting on the contribution of their activities towards Maori wellbeing and the CCO Governance and Monitoring team is working to ensure further improvements in future monitoring reporting regimes.
Consultation
No additional consultation was required.
Local Board Views

Local Board priorities are reflected within council budget planning processes and are also presented to CCOs through councils annual Letters of Expectation. Local Boards also provide comment on the draft SOIs for CCOs (feedback currently underway for the draft 2012 - 2015

There are no additional financial or resourcing implications associated with it.

The Royal Commission on Auckland Governance has been implemented through the Local Government (Auckland Council) Act 2009. Council and its CCOs are currently operating within legislative requirements and frameworks and there are no legal implications associated with this report.
There are no recommended implementation actions or issues associated with this report.
Attachments
There are no attachments for this report.
Signatories
Authors Authorisers Alastair Cameron, Principal Advisor, CCO Governance & Monitoring Jaine Lovell-Gadd, Manager, CCO Governance & Monitoring Andrew McKenzie, Chief Finance Officer
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SOIs). Under existing governance frameworks, all CCOs are also required to prepare and implement Local Board Engagement Plans, outlining their activities and projects, to provide for direct communication and accountability at a local area level.
File No.: CP2012/04585
Executive Summary
In accordance with the New Zealand Local Government Funding Agency Limiteds (LGFAs) Statement of Intent (SOI), LGFA is required to submit a half-year report. Officers have reviewed the report and key matters outlined within it are now presented for the further information and consideration of the Accountability and Performance Committee. Auckland Council is a Principal Shareholding Local Authority of LGFA (currently holding approximately 8.9% shares), which has been established to optimise debt funding terms and conditions for participating local authorities. The LGFA operates by issuing bonds to investors and on-lending the funds raised to participating local authorities, to help them meet their funding needs. This pooled approach is intended to help local authorities borrow money at lower interest rates than they are currently able to. LGFA was incorporated on 1 December 2011 and commenced borrowing and lending operations on 15 February 2012. No substantive activity took place during the period covered by the halfyear report. Whilst financial status update and commentary is provided within the half-year report, it primarily relates to the strong result for the inaugural bond tender in February 2012 (third quarter performance). At this stage, there can be no meaningful reporting against LGFA objectives and performance targets. The February 2012 Bond Tender raised $300 million, of which $150 million was provided to Auckland Council. Bonds were offered with two maturity dates, 15 April 2015 ($50 Million) and 15 December 2017 ($250 million). Mark Butcher, in his role as a Non-Independent Director of LGFA, will be available to answer any questions the committee may have.
Recommendation/s
a) b) That the report be received. That the Committee receives the half-year report of New Zealand Local Government Funding Agency Limited (LGFA) noting that: i) ii) c) LGFA commenced borrowing and lending operations on 15 February 2012, with a strong tender result for its inaugural bond tender More detailed reporting against LGFA objectives and performance targets will be provided in subsequent reporting.
That the Committee thanks Mr Mark Butcher, Auckland Councils Non-Independent Director of the New Zealand Local Government Funding Agency, for his attendance.
Background
In accordance with LGFAs SOI and the Local Government Act 2002, LGFA is required to submit a half-year report. The half-year report for LGFA, for the period ending 31 December 2011 can be found at Attachment A.
New Zealand Local Government Funding Agency, Half-Year Report to 31 December 2011
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New Zealand Local Government Funding Agency, HalfYear Report to 31 December 2011
Accountability and Performance Committee 04 April 2012 The primary objective of the LGFA is to optimise the debt funding terms and conditions for Participating Local Authorities (PLAs) by raising debt funding either domestically and/or offshore, either in NZ dollars or foreign currency. Among other things, this includes: x Providing debt to PLAs at the lowest possible interest rates commensurate with the relevant maturity. x Making longer-term borrowings available to PLAs. x Enhancing the certainty of access to debt markets for PLAs, subject always to operating in accordance with sound business practice. Auckland Council is a Principal Shareholding Local Authority of LGFA (currently holding approximately 8.9% shares, with the remainder of shares in the ownership of central government and the other 17 participating local councils). LGFA was incorporated on 1 December 2011 and commenced borrowing and lending operations on 15 February 2012. However, this is outside the period covered by the half-year report. Whilst a financial status update is provided, commentary within the report primarily relates to the result of the strong tender result for the inaugural bond tender in February 2012 (third quarter performance). The February 2012 Bond Tender raised $300 million, of which $150 million was provided to Auckland Council. Bonds were offered with two maturity dates, 15 April 2015 ($50 Million) and 15 December 2017 ($250 million). Auckland Council picked up these funds at a cheaper rate than it could have achieved directly. Financial performance More meaningful reporting against the SOI financial forecasts (based on the supporting LGFA business case) will be provided in subsequent results. LGFAs financial results for the half-year are as follows:
Statement of Financial Position As at 31 December 2011 Actuals YTD 000s Assets Investments (Government Bonds) Total non-current assets Cash and cash equivalents Investments (short term deposits) Total current assets Total assets Equity Called Share Capital Retained earnings Total equity Liabilities Trade and other payables (Directors Fees) Total liabilities Total equity and liabilities 10,902 10,902 1,102 9,024 10,126 21,028
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25,000 (3,990) 21,010
18 18 21,028
It is noted that the pre-establishment expenses incurred by LGFA were funded by advanced equity contributions.
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Accountability and Performance Committee 04 April 2012 Performance measures Current SOI performance targets relate to: x LGFAs average cost of funds relative to the average cost of funds for New Zealand Government Securities (less that 0.5% higher, for the period to 30 June 2012). x The average margin above LGFAs cost of funds charged to the highest rated PLAs (no more than 0.40%). x Annualised operating overheads (less that $3 million). x Total lending to PLAs (at least $500 million by 30 June 2012) x Total number of PLA Shareholders (30 September 2012 growth targets). At this early stage of operation, there can be no meaningful reporting against LGFA objectives and performance targets. Degree of Alignment with Auckland Council The funds made available by LGFA are to be used to support the strategic priorities of the respective PLAs. As a Council Controlled Organisation (CCO), LGFA is required to operate in accordance with requirements of the Local Government Act 2002. However, as reported to the 8 February 2012 CCO Strategy Review Subcommittee, it is worth noting that the accountability mechanisms for LGFA differ from those of Auckland Councils other CCOs, as LGFA is not wholly owned by Auckland Council.
Decision Making
Not applicable.
Not applicable.

It is noted that the governance of LGFA has an indirect rather than direct impact on Maori wellbeing. Funds made available by LGFA can be used by the council to deliver services and programmes, including services and programmes of particular benefit to Maori.
Consultation
No consultation required.
Local Board Views

The half year report has been provided to local boards for their information via the Local Board Services Department.

Not applicable.

Not applicable.
Not applicable.
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No. A
Title Half-year report of LGFA for the period ended 31 December 2011
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Authors Authorisers Alastair Cameron, Principal Advisor, CCO Governance and Monitoring Jaine Lovell-Gadd, Manager CCO Governance and Monitoring Andrew McKenzie, Chief Financial Officer
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File No.: CP2012/04588
Executive Summary
In accordance with Auckland Council Investments (ACILs) statement of intent (SOI) and the Local Government Act 2002, ACIL is required to submit a half-year report. Officers have reviewed ACILs half-year report for the period ending 31 December 2011. Key points from ACILs half-year report are:
x x
ACIL achieved an operating surplus of $15.5 million for the year-to-date, which was 18% ahead of budget. This is mainly due to lower than expected operating expenditure. ACILs current forecast for annual operating surplus is $30 million, which is $5.8 million ahead of the SOI target, and the forecast for dividend to the Auckland Council is $30 million, which is $5.6 million ahead of the target. New measures of Ports of Auckland Limited (POAL) productivity have slipped slightly since the first quarter report but the June targets are still expected to be met. The annualised ROE for the year to date is 9.1%; however, ACIL has signalled that the June target may not be met because of the loss of business due to the industrial dispute. A number of one-off factors, such as an increase in cruise ship numbers during RWC 2011, have favourably affected the performance of POAL during the first half of the year. The industrial action and loss of business will affect POAL results in the second half of the year, with POAL dividends for next year likely to be lower1.
The chair of ACILs board, Mr Simon Allen, and the chief executive ACIL, Mr Gary Swift will make a presentation to the meeting and will answer any questions that the committee may have. Other board members will also attend.
ACIL receives dividends from POAL in August and February each year. The August 2012 dividend payment will be affected by the industrial action and loss of business.
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Auckland Council Investments Limited, half-year report to 31 December 2011
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Recommendation/s
a) b) That the report be received. That the Committee receives the half-year report of Auckland Council Investments Limited noting that: i) Auckland Council Investments Limited has achieved an operating surplus of $15.5 million for the year-to-date, which is 18% ahead of budget however, mainly due to lower than expected operating expenditure. Auckland Council Investments Limiteds current forecast for annual operating surplus is $30 million, which is $5.8 million ahead of the statement of intent target, and the forecast for Auckland Council Investment Limiteds dividend to the Auckland Council is $30 million, which is $5.6 million ahead of the target. A number of one-off factors, such as an increase in cruise ship numbers during RWC 2011, have favourably affected the performance of Ports of Auckland Limited (POAL) during the first half of the year. The industrial action and loss of business will affect POAL results in the second half of the year, with POAL dividends for next year likely to be lower.
ii)
iii)
c)
That the Committee thanks the Chair of the Board of Auckland Council Investments Limited, Mr Simon Allen, and the Chief Executive of Auckland Council Investments Limited, Mr Gary Swift, for their attendance.
Background
In accordance with ACILs SOI and the Local Government Act 2002, ACIL is required to submit a half-year report. ACIL has submitted the half-year report for the period ending 31 December 2011, attached as attachment A. ACILs results and financial position are prepared on a semi-consolidated basis for quarterly and half-year reports, and a fully consolidated basis for the annual report2. ACIL s report includes year-to-date as well as second quarter (1 October to 31 December) results while the commentary focuses primarily on the second quarter because ACIL has already provided commentary on the first quarter. This officers report, however comments on performance for the half-year, which covers two quarters. This should explain any apparent differences between the two reports. Financial performance ACILs financial results for the half-year are as follows: Statement of Financial Performance
For half-year to 31 December 2011 Actuals YTD $000 Budget YTD $000 Variance Actuals to budget $000 %
ACILs quarterly reports include the market value of the shares in Auckland International Airport and dividends received but not the equity accounting of the financial results for the period. The reports include dividends received but not include the results and financial position of Ports of Auckland Limited (POAL), or Auckland Film Studios Limited (AFSL). The benefits of preparing fully consolidated reports on a quarterly basis would not justify the considerable time and cost involved.
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55 5 21,536 21,596 6,139 15,457 15,457 3,156 3,156 18,613 52 21,368 21,420 8,335 13,085 13,085 13,085 3 5 168 176 2,196 2,372 2,372 3,156 3,156 5,528 6 1 1 26 18 18 42
Total Operating Expenditure Operating surplus / (deficit) before tax Taxation Operating surplus / (deficit) after tax Non-operating income Other gains/(losses) Total non-operating income Total surplus/(deficit)
ACILs operating income for the six-month period is slightly ahead of budget. Operating expenditure has continued to track below budget due interest rates on loans from Auckland Council, being lower than budgeted. ACIL produced an operating surplus before and after tax of $15.46 million, which was 18% higher than budget. As reported last quarter ACIL recorded non-operating income of $3.2 million during the first quarter, due to a gain on investment in AFSL following acquisition of the remaining 56.6% share. The gain is the difference between the fair value of AFSL ($8 million, based on a valuation from Darroch) and the total cost of investment of $4.8 million. Under International Financial Reporting Standards (IFRS), the gain is required to be recorded as non-operating income. AIALs share price increase from $2.225 per share to $2.52 for the year-to-date, has resulted in an increase in comprehensive income of $79.8 million for ACIL for the half-year. Under IFRS, this income is treated differently from the gain in investment in AFSL. It is recorded directly in equity rather than in non-operating income, and so does not appear in the statement of financial performance. Performance measures Section 2.3 of ACILs half-year report shows its performance against financial targets, and section 2.2 shows progress against all SOI performance measures. ACIL has an SOI target to achieve an operating surplus of $24.2 million for the 2011/2012 year, and is currently forecasting an operating surplus of $30.0 million. Consequently, the projected dividend to the Council is now $30 million, $5.6 million ahead of the SOI target. The dividend will be paid in one lump sum in June 2012. The forecast reflects lower operating expenditure. Dividends from POAL are expected to be close to budget for 2011/2012. , despite the industrial dispute. POAL has signalled uncertain expectations for the second half of the trading year... During the year, ACIL lends all surplus cash to the council on an interest-free basis. ACIL is also on track to achieve its three-year targets for operating surplus and dividend distribution, based on the half-year result. ACILs half-year projections of full-year operating surplus and full-year dividend payments to the Auckland Council are also ahead of ACILs budget forecasts. The budget forecasts were finalised after the SOI targets were developed and are higher than the SOI targets.
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Operating Income Revenue from services Finance income Dividend income Total Operating Income
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The year-to-date return from the Diversified Assets Portfolio (DFA) was 1.64%, which exceeded the benchmark by 0.63%. This represents an increase in value of $4.6 for the year to date (the gain in the second quarter was $7.1 million, but the portfolio lost value in the first quarter while still exceeding the benchmark return.) In the first quarter, ACIL reported that it was on track to meet all of its performance targets in relation to POAL. The half-year report signals that the crane rate and vessel rate productivity measures are still on track to achieve June 2012 targets, although they have slipped slightly from first quarter results. Profitability has been influenced by a number of temporary or one-off factors including a record number of cruise ships during RWC, and a 14% increase in vehicle imports influenced by the Japan earthquake. These factors are explained in section 5.1 of ACILs report. The annualised rate of return on equity is currently 9.1% for the year to date, a small improvement on the last quarter; however, it is now possible that the June target will not be met because of the loss of business due to the industrial dispute. Degree of Alignment with Auckland Council ACIL continued to make presentations to Local Boards and Advisory Panels on the purpose and function of the company. Other key issues
x
Auckland International Airport AIAL has performed strongly in the year to date with reported profit after tax up 5.5% on the same period last year and underlying profit after tax up 15%.
AFLS AFSL is being used for filming Emperor. ACILs report notes that Gary Swift, Chief Executive of ACIL, was appointed as a director of AFSL pending the more extensive assessment of director appointments.
Decision Making
Not applicable.
Not applicable.

ACIL is different to other CCOs in that its governance of strategic assets has an indirect rather than direct impact on Maori well-being. ACIL notes that its management of strategic assets provides financial returns to the Auckland Council, which can be used by the council to deliver services and programmes, including services and programmes of particular benefit to Maori.
Consultation
No consultation required.
Local Board Views

The quarterly reports of all CCOs and Watercare are provided to local boards for their information via the Local Boards Services Department.

Not applicable.

Not applicable.
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Attachments
No. A Title Half-year report of ACIL for the period ended 31 December 2011 Page 69
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Authors Authorisers Catherine Syme, Principal Advisor Jaine Lovell-Gadd, Manager CCO Governance and Monitoring Andrew McKenzie, Chief Financial Officer
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File No.: CP2012/04590
Executive Summary
In accordance with their Statement of Corporate Intent (SCI), Watercare Services Ltd (WSL) has submitted its half year report3 for the period ended 31 December 2011. Officers have reviewed the report and issues raised in this report have been discussed with WSL. Answers have been incorporated into this report. Key matters outlined within the report are now presented for the further information and consideration of the Accountability and Performance Committee. This report contains progress for second quarter from 1 October 2011 to 31 December 2011 and also the half year to 31 December 2011. Key points from WSLs half year report are: x x x Total capital expenditure of $106.57 million against a budget of $109.55 million is $2.98 million (3%) under-spent. WSLs contribution (net operating surplus) before revaluation of derivatives of $1.12 million, against a budget net operating deficit of $5.67 million is a favourable variance of $6.79 million. Total assets for the half year are reported as $7,914 million which was $37 million higher than budget, and total liabilities are $2,367.3 million which was $120.4 million higher than budget. The total net borrowing was $1,277.8 million, which was $16.5 million higher than budget. 24 of the 27 non-financial performance targets in the SCI were achieved, with three measures nominally behind targets for the half year. There is strong engagement with Local Boards and communities on projects of local interest. WSL have reported on the scale and scope of submission processes that the organisation is involved in. There is opportunity to work more closely together with Council on preparing joint submissions on matters of interest to both parties as per the Shareholder Expectation Guidelines.
x x x
The Chair of the WSL Board, Mr Ross Keenan, and the Chief Executive Mr Mark Ford will make a presentation to the meeting and will answer any questions that the committee may have.
WSL have entitled their report as a second quarter report. However, the requirements for a half year report have been met with the information that has been provided.
Watercare Services Ltd half year report to 31 December 2011 Page 79
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Watercare Services Ltd half year report to 31 December 2011
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Recommendation/s
a) b) That the report be received. That the Accountability and Performance Committee receive the report of Watercare Services Limited noting that half year results show that: i) ii) Total capital expenditure of $106.57 million against a budget of $109.55 million is $2.98 million (3%) under-spent. WSLs contribution (net operating surplus) before revaluation of derivatives of $1.12 million, against a budget net operating deficit of $5.67 million is a favourable variance of $6.79 million.
iii) Total assets for the half year are reported as $7,914 million which was $37 million higher than budget, and total liabilities are $2,367.3 million which was $120.4 million higher than budget. The total net borrowing was $1,277.8 million, which was $16.5 million higher than budget. iv) 24 of the 27 non-financial performance targets in the SCI were achieved, with three measures nominally behind targets for the half year. v) There is strong engagement with Local Boards and communities on projects of local interest.
vi) WSL have reported on the scale and scope of submission processes that the organisation is involved in. There is opportunity to work more closely together with Council on preparing joint submissions on matters of interest to both parties as per the Shareholder Expectation Guidelines. c) That the Accountability and Performance Committee thank the Chair of the Board of Watercare Services Limited, Mr Ross Keenan and the Chief Executive, Mr Mark Ford, for their attendance. That the Accountability and Performance Committee requests WSL to report on progress towards joint submission preparation on matters of interest to both Council and WSL in the next quarter.
d)
Background
WSLs report includes half-year as well as second quarter (1 October to 31 December) results. Their commentary focuses primarily on the second quarter because WSL has already provided commentary on the first quarter results. This officer report however, focuses on performance for the half-year. This explains any apparent differences between the two reports. WSL is a wholly owned subsidiary of the Auckland Council and will become a Council Controlled Organisation (CCO) on 1 July 2012. The companys obligations to deliver water and wastewater services for Auckland are formally established under the Local Government (Auckland Council) Act 2009. WSL aims to provide outstanding and affordable water services for all the people of Auckland and it identifies six key goal areas of focus to deliver on its responsibilities:
1. 2. 3. 4. 5. 6.
Safe and reliable water supply Healthy waterways Sound financial management Effective asset management Engaged people Satisfied customers and stakeholders
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Accountability and Performance Committee 04 April 2012 WSL has submitted a second quarter report for the period ending 31 December 2011 (refer Attachment 1). WSL has effective and comprehensive monitoring and reporting systems in place the 27 Key Performance Indicators (KPIs) identified within the current SCI have well defined targets, which are grouped to demonstrate how the entity will deliver on the Mayors vision and strategic council priorities, as incorporated within the six key goal areas listed above. The WSL report includes a broad overview on the following business performance matters: x water storage and metropolitan water production volumes (section 2.1 and 2.2); x significant capital works projects over $10m with total forecast cost, annual budget and year to date actual figures (section 2.3.1); x an update on regulatory and planning matters (section 2.3.2); x general operational performance (section 2.4); x financial performance and financial position (section 3); x alignment to shareholder expectations and strategic documents (section 4); and x quarterly performance against SCI key performance indicators and updates on major initiatives such as the wastewater tariff review and establishment of the Water Utilities Customer Assistance Trust (section 5). Financial Performance WSLs statement of financial performance for the second quarter and half year (year to date) against budget is shown in the table below (refer Attachment 1 section 3 and appendix 1).
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Accountability and Performance Committee 04 April 2012 WSL report that a (non cash) accounting revaluation of derivative financial instruments resulted in a net deficit before tax of $48.8 million compared with the budget of $5.7 million caused by downward movements in interest rates over the quarter. Due to the nature of investment markets, the valuation on investment assets is expected to vary from quarter to quarter depending on the conditions of the market. In order to provide certainty of future interest payments, Council and some of its entities have actively entered into both medium and long term interest rate swaps. Over the lives of the interest rate swaps, it is probable that losses will be reversed. When the future floating rate rises above the swapped fixed rate, a gain will be recognised. This is a non cash item with limited risks and is required to be recorded to meet accounting requirements. The contribution (net operating surplus) before revaluation of derivatives for the half year of $1.12 million against a budget net operating deficit of $5.67 million is a favourable variance of $6.79 million. This was made up of: x an unfavourable variance of $5.2 million in revenue from activities for the half year due to lower retail water revenue reflecting lower water usage and lower infrastructure growth charges, an unfavourable variance of $1million of other revenue, a favourable variance of $5.2 million in operating expenditure primarily due to lower professional services, overheads and asset operating costs, a favourable variance of $3.7 million due to low interest rates, and a favourable variance of $4.1 million in depreciation expense.
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x x x x
Financial position WSL report that total assets of $7,914 million were $37 million higher than budget of $7,877 million due to $50 million of medium term borrowing being placed on short term deposit. This was partially offset by lower unbilled revenue accrual and lower accounts receivable than budgeted. Total liabilities are $2,367.3 million which was $120.4 million higher than budget. This was primarily due to an increase in gross debt and financial liabilities, partially offset by a reduction in deferred tax liability. Total net borrowing was $1,277.8 million which was $16.5 million higher than budget, mainly due to the audit adjustment at 30 June 2011, resulting in recognition of additional borrowing from Council of $18.7 million. Borrowings were spread over the short, medium and long term. Capex programme
Actual YTD ($000) Total capital expenditure 106,574 Budget YTD Variance Actual to ($000) Budget ($000) (%) 109,554 -2.7% (2,980)
WSL have reported progress on five significant capital projects for the period in section 2.3.1. The report states that overall capital expenditure is 4% behind budget for the second quarter. Additional information supplied by WSL (appendix 2) reports on a further ten key capital projects and shows that the total capital expenditure is 3% under-spent for the half year to 31 December. Regulatory and Planning Watercare have reported active involvement in 15 submissions, ranging from:
x x x x
National policy and code initiatives such as Building Act Amendment No 3 and No 4 and the Code of Practice for Utilities Access for Transport Corridors, Regional Policy and Planning initiatives such as Auckland Regional Policy Statement Plan change 8 (outstanding natural landscapes), Waikato Regional Policy Statement, and Auckland operative plan changes - Whitford, Clevedon, Kingseat plan changes WSL Resource consent applications to Auckland Council and Waikato Regional Council.
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Accountability and Performance Committee 04 April 2012 Councils Shareholders Expectation Guide4 notes that there is an expectation on council officers to include CCOs (including WSL) when making submissions to other agencies that affect CCOs and WSL. Conversely, there is also an expectation on CCOs and WSL to discuss with Council any submission they intend to make. Council can then determine whether the submission relates to an issue that it has an interest in. With respect to the plan changes and resource consent applications, WSL and council officers coordinate and work through issues well. Co-ordination of policy positions towards national and regional level initiatives is also important. Often, submissions require both operational and policy/strategy perspectives and it is likely that there is much to be gained by preparing joint positions on the matters to be addressed. There are a range of ways to provide joined up advice to other agencies without compromising operational and policy perspectives of WSL and council. Officers from council will work through this matter with WSL and report back in the third quarter on progress so that the processes and resources for the development of future submissions are clear on both sides Non financial performance WSL report that the metropolitan water and wastewater networks performed strongly during the period. The performance measures identified within the current SCI for WSL outline the levels of service it intends to provide and seek to demonstrate how the entity is delivering on statutory, shareholder and stakeholder/consumer expectations. There are 27 key performance indicators which monitor WSL performance against these measures and the report results show that 24 targets have been met for the half year and 22 targets have been met for the second quarter. The targets which are not met for the half year are: x x x the annual staff turnover slightly higher than target 10-12% at 12.1% (annualised), the ratio of external to internal appointments targeted at less than 1.6:1 at present tracking at 1.77:1 (higher than targeted ratio of external appointments),
the number of water quality complaints targeted at less than 5 per 1,000 connections at present tracking at 6 per 1,000 connections mainly from the Franklin area. The completion of the replacement of the Pukekohe water supply and the new water membrane filtration equipment (due to become operational in February 2012) should result in fewer complaints due to improved water quality. Two targets which have been met for the half year and are therefore still on track to meet end of year targets (but are not met for the second quarter) are: x percentage of calls answered in less than 20 seconds (target 80%). Whilst over the half year the average rate was 81.3%; the second quarter average was 78.9%. x percentage of complaints and enquiries being closed within 10 working days (target 95%). Whilst the average for the half year was 95.8%; the second quarter was 93.3%.
Decision Making
Not applicable.
Not applicable.
Which covers all CCOs and WSL.

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The operation, planning and performance of WSL is of high interest to Maori communities. No Maori wellbeing measures are included in the existing SCI, so no performance against Maori wellbeing can be tracked at present. However the report notes the continued consultation with Iwi ahead of consent lodgement for the Hunua No 4 Trunk water main for the route between Campbell Rd and Campbell Crescent. It is recognised that reporting on Maori wellbeing could improve across CCOs, where relevant, and within Council. In order to facilitate better planning and delivery for the outcomes that CCOs contribute to, the following actions will be taken. x CCO Governance and Monitoring unit of council has recently updated the Quarterly Report template for CCO reporting which will include contribution to Maori wellbeing. This will result in a better picture of CCO progress against Maori outcomes and will be reflected in the Third Quarter Report and all subsequent reports by CCOs. The Maori Strategy & Relations team have provided strategic direction for Maori Wellbeing outcomes into council's Auckland Plan, Long Term Plan and Unitary Plan, this work will be used as the basis for officer comments on ways in which CCOs SOI for 2012 - 2015 could be improved.
The CCO governance and monitoring team will continue to work with Independent Maori Statutory Board and others on a monitoring framework which could be applied to CCOs with respect to Maori wellbeing.
Consultation
No consultation is required.
Local Board Views

WSL reports a significant programme of local board engagement in the second quarter. A draft local board engagement plan was circulated to local boards for comment in the second quarter (this has subsequently been finalised).

Not applicable.

Not applicable.
Not applicable.
Attachments
No. A B Title Watercare Services Ltd Report to Auckland Council for the half year ending 31 December 2011 Watercare Services Ltd Summary of Key Capital Projects for the half year to 31 December 2011 Page 87 109
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Authors Authorisers Rose Leonard; Principal Advisor CCO Governance and Monitoring Jaine Lovell-Gadd, Manager CCO Governance and Monitoring Andrew McKenzie, Chief Financial Officer
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File No.: CP2012/04599
Executive Summary
In accordance with their Statement of Intent (SOI), Auckland Transport (AT) is required to submit a half-year report by 28 February 2012. Officers have reviewed ATs half-year report for the period ending 31 December 2011. Issues raised by this report have been discussed with AT and answers have been incorporated into this officers report. This report covers the period 1 July 2011 to 31 December 2011. Key points from the AT half-year report are: x In the first quarter report AT advised that a more realistic capital expenditure fiscal envelope for 2011-2012 was $496.2 million compared to a budget of $546.2 million. This downward reforecast was primarily because of NZTA funding availability and Rugby World Cup impacts. In this reporting period AT advise that they have further updated their forecast for annual capital expenditure to $586.3 million. Of the $90.1 million increase, $88.1 million was added to the previously revised capital expenditure figure of $496.2 million primarily because of the addition of expenditure of $87.3 million for the Electric Multiple Units (EMUs). Capital expenditure for the period of $237 million, against the updated forecast of $267.2 million, is an under-spend of $30.2 million. This was primarily due to under-spending in land acquisition in the first quarter and under-spending in various road capital and renewal projects in the second quarter. Budget and status updates on capital expenditure projects over $2 million and of high interest are reported. Operating expenditure for the full year is now forecast at $786.6 million which is $6.2 million less than the budget of $792.8million. This is due to the removal of $8.2m of costs for the EMU leasing option and partly offset by $2.7million for EMU financing costs. AT reported a total deficit after tax of $61.8m, which is $44.7m unfavourable to the updated forecast net operating deficit of $17.1 million for the year to date. $32 million of this was due to the lower Funding Assistance Rate (FAR) agreed with the New Zealand Transport Agency in the second quarter. AT reports positive progress against its range of non-financial performance measures, noting that 22 out of 26 of current targets were met or exceeded. Some of these were targets that will need the full year to achieve, but are on track. The four that were not met related to road works and the impacts of Rugby World Cup.
x x x
The Chief Executive Dr David Warburton and Chair Mr Mark Ford of Auckland Transport will attend and make a presentation to the meeting. They will answer any questions the committee may have.
Auckland Transport - Statement of Intent half year report to December 2011
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Recommendation/s
a) b) That the report be received. That the committee receives the half year report quarter report of Auckland Transport noting that: i) In the first quarter report AT advised that a more realistic capital expenditure fiscal envelope for 2011-2012 was $496.2 million compared to a budget of $546.2 million. This downward reforecast was primarily because of NZTA funding availability and Rugby World Cup impacts. In this reporting period AT advise that they have further updated their forecast for annual capital expenditure to $586.3 million. Of the $90.1 million increase, $88.1 million was added to the previously revised capital expenditure figure of $496.2 million primarily because of the addition of expenditure of $87.3 million for the Electric Multiple Units (EMUs). Capital expenditure for the period of $237 million, against the updated forecast of $267.2 million, is an under-spend of $30.2 million. This was primarily due to underspending in land acquisition in the first quarter and under-spending in various road capital and renewal projects in the second quarter.
ii)
iii) Budget and status updates on capital expenditure projects over $2 million and of high interest are reported. iv) Operating expenditure for the full year is now forecast at $786.6 million which is $6.2 million less than the budget of $792.8million. This is due to the removal of $8.2m of costs for the EMU leasing option and partly offset by $2.7million for EMU financing costs. v) AT reported a total deficit after tax of $61.8m, which is $44.7m unfavourable to the updated forecast net operating deficit of $17.1 million for the year to date. $32 million of this was due to the lower Funding Assistance Rate (FAR) agreed with the New Zealand Transport Agency in the second quarter.
vi) AT reports positive progress against its range of non-financial performance measures, noting that 22 out of 26 of current targets were met or exceeded. Some of these were targets that will need the full year to achieve, but are on track. The four that were not met related to road works and the impacts of Rugby World Cup. c) That the Committee thanks the Chair Mr. Mark Ford and the Chief Executive Dr David Warburton for their attendance.
Background
AT aims to provide an effective and efficient transport system that enables Aucklanders to make smarter transport choices it seeks to provide this through four key areas of impact. 1. A properly connected and maintained arterial road network that is integrated with the state highways network and move people and good efficiently and safely. 2. An integrated and connected public transport network of rapid high-quality and local connector services that is attractive to customers. 3. Effective infrastructure and services for walking, cycling and ridesharing that help reduce car dependency. 4. Customer satisfaction with the infrastructure and services provided by AT. ATs current SOI includes a combination of financial and non-financial performance measures, which are monitored and reported on monthly or annually against baseline data from previous annual performance where this is available. In accordance with their current statement of intent (SOI), AT has submitted a half year report by 28 February 2012. Officers have reviewed ATs half year report for the period ending 31 December 2011. Issues raised by this report have been discussed with AT and answers have been incorporated into the officers report.
Auckland Transport - Statement of Intent half year report to December 2011 Page 112
Accountability and Performance Committee 04 April 2012 ATs report includes half-year as well as second quarter (1 October to 31 December) results against financial and non-financial targets. Their commentary focuses primarily on the second quarter because AT has already provided commentary on the first quarter. This officers report however, focuses on analysis of performance for the half-year, in line with legislation. This explains any apparent differences between the two reports. In this half year, AT have reported against reforecast figures, as opposed to budgeted figures. Although this is not normally the case in ATs reporting to council, the reasons for the reforecast are clear and reasons have been reported to council at other stages of the period (e.g. EMU funding). Further information has been supplied to officers so that variances are understood and explained. AT also provides status updates on its Programme of Action (POA) which comprises a package of activities and initiatives to be undertaken over the three-year term of the SOI in order to deliver on ATs intended outcomes and impacts, and on the strategic priorities identified by council. Capital expenditure In addition to the status update on projects within the POA, the half year report includes a budget and status update for the current (2011-2012) capital works programme (refer attachment 3 within attachment 1 of this report: Finance Summary of Key Capital Projects as at 31 December 2011). This table lists projects that are either more than $2 million or of high interest. Projects under this threshold are aggregated and added to give totals of forecast capital expenditure and actual figures for the year to date. In the first quarter, AT reported to this committee that they had reviewed the capital projects programme, which was originally budgeted at $546.2 million. Their review showed that a more realistic capital expenditure fiscal envelope for 2011-2012 should be $496.2 million. Several developments have occurred since then which have further affected the forecast for the full year, which is now reported as $586.3 million ($90.1 million higher than the first quarter reviewed value). AT officers advise that the addition of the EMUs to forecast expenditure accounts for $87.3 million of this change. ATs total capital expenditure for the half year is shown below.
Capital expenditure Total project > $2m or of high interest Total other project < $2m Total capital expenditure Actual YTD 190,775 46,238 237,013 Forecast YTD 211,030 56,195 267,225 Variance Actual to Forecast $000 20,255 9,957 30,212 Variance Actual to Forecast % 10% 18% 11% Forecast Full Year 433,032 153,290 586,322
$237 million was spent on capital projects in the half-year period ($30.2 million below the updated forecast spend). A number of factors have contributed towards this, including delays associated with land acquisition and a number of timing differences in the first quarter and under-spending in various road capital and renewal projects in the second. There is always movement within the final work programme delivered by AT and this is recognised in the funding model with council and the NZTA. Agreed funding caps provide AT with the necessary flexibility to pursue alternative projects of high priority, if funding or delivery impediments arise for some projects. The key determinants for the total fiscal envelope approved by council are the availability of NZTA subsidy and the mix of projects to be delivered. As previously reported, the prioritisation layers that are used to determine and review the AT work programme include an assessment of the following factors:
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x
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x x x x x x
Meet legal commitments (e.g. existing contracts, Auckland Council agreements) Support and enable Auckland Plan (e.g. building passenger transport capability in projected growth areas). Priority rating index (strategic fit, transport effectiveness, economic efficiency). Optimising available NZTA funds (Category allocation, spread of activity by funding class). Balancing contract size and allocation (few large contracts, limits spread of work and limits regional balance). Integrating other work (Kiwirail electrification, NZTA Waterview) Special interest requirements (multiple requests).
Financial performance ATs statement of financial performance for the six months ending 31 December 2011 are shown in the table below (refer attachment 1 (section 4 and attachment 1) for further details).
Statement of Financial Performance

for six months ending 31 December 2011
Actual Forecast Variance Actual to Forecast Quarterly $000 % Actual YTD $000 Forecast YTD $000 Variance Actual to Forecast YTD $000 % Forecast Budget Full Year Full Year $000 $000
Quarterly Quarterly $000 Operating Incom e Opex funding from Auckland Council Revenue from services Finance income Dividend Income Other gains/(losses) Total operating incom e Operating Expenditure Operating surplus/(deficit) Taxation Operating surplus/(deficit) Non-operating Incom e Capex funding from Auckland Council Other revenue to fund capital expenditure Revenue from vested assets Total non-operating incom e Total surplus/(deficit) $000
55,643 94,086 18 215 149,962 202,082 (52,120) 4,452 (56,572)
55,643 86,131
7,955 18 215 8,188 (9,929) (1,741) (4,452)
0% 9%
111,287 166,151 41 215 277,694 379,933
111,287 166,594
(443) 41 215 (187) (1,037) (1,224) (4,452) (5,676)
0% 0%
222,574 349,585
222,574 347,243
141,774 192,153 (50,379)
6% 5%
277,881 378,896
0% 0%
572,159 786,650
569,817 792,779
3% (102,239) (101,015) 4,452 12% (106,691) (101,015)
1% (214,491) (222,962)
(50,379)
(6,193)
6% (214,491) (222,962)
13,661 6,122 658 20,441 (36,131)
13,661 32,774 (26,652) 658 46,435 (25,994) (3,944) (32,187)
0% 81%
27,321 16,901 658 44,880 (61,811)
27,321 56,577 (39,676) 658 83,898 (39,018) (17,117) (44,694)
0% 70%
54,641 144,186
54,641 151,185
56% 816%
47% 261%
198,827 (15,664)
205,826 (17,136)
This shows a total deficit after tax of $61.8 million, which was $44.7million unfavourable to the updated forecast for the year to date of $17.1 million. This was made up of:
x
operating income of $277.69 million, against a forecast of $277.88 million showing an unfavourable variance of $0.19 million operating expenditure of $379.93 million, against a forecast of $378.9 million showing an unfavourable variance of $1.04million,
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x
an unforecast tax expense of $4.45m.
Non Financial Performance The non-financial performance measures identified within the current SOI for AT outline the levels of service it intends to provide and seek to demonstrate how the entity is providing effective interventions and value for money. Whilst some targets (such as travel times along identified arterial and freight routes) can be measured and reported on quarterly, other targets (such as customer satisfaction and impacts of travel planning) are surveyed/measured on an annual basis. Available results for the six months ending December 2011 (refer Attachment 1 Section 3.2) show how AT is tracking to meet these targets in various ways such as:
x x x x
Stand-alone quarterly averages (i.e. travel times along identified strategic routes); Quarterly average against a rolling annual total (public transport boardings); Progress towards an end-goal (i.e. proportion of arterial road networks with real time travel information or signal optimisation in place). Annual measures for which programmed delivery or performance data is not available at the half year mark.
AT has met or exceeded targets on 22 of the 26 performance measures that can be reported against during this half year. Explanations are provided for those targets that were not met in this period and the ability of AT to meet the targets by the end of the SOI period. The Rugby World Cup event hosted in September and October 2011 had an impact on performance for the period. Some targets will need the full year to be achieved. The measures that cannot be reported at the half year mark are: x Percentage of public transport users satisfied with their public transport service, x Increased number of travel plans, x Morning peak (7am-9am) care trips avoided through travel planning initiatives, x Percentage of residents satisfied with the quality of roads in the Auckland Region, x Percentage of residents satisfied with the surface for all sealed roads in the Auckland Region (excluding motorways), x Percentage of residents satisfied with the quality of footpaths in their local area, and x Percentage of residents satisfied with the quality of footpaths in the Auckland Region. General status updates on projects are provided in sections 3.1 with variances on project expenditure shown in the summary of key capital projects table. During the first six months period, AT have continued to make presentations to the council in relation to the capital works programme and has listed some highlights.
Decision Making
Not applicable.
Not applicable.
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non-operating income of $44.88 million, against a forecast of $83.90 million, showing an unfavourable variance of $39.02 million. It should be noted that AT has agreed with NZTA to a lower Funding Assistance Rate (FAR) for delivery of ATs local road renewals programme in the 2011/2012 financial year. This accounts for $32m of the variance, and the balance is due to the timing of the capital programme, and
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The planning and operations of Auckland Transport are of interest to Maori communities. The report notes that Maori stakeholder engagement is being progressed with all the major construction projects, particularly AMETI and the Parnell Rail Station and that demand for this service is high. AT is currently in the process of developing a Maori Engagement Framework to ensure effective communication and contribution to the well-being of people and the environment. At project level, it is proposed that this includes engagement with iwi authorities as kaitiaki (guardians) of the land and appropriate input and mitigation for capital works. At an operation level, maintenance and upgrades of roads and footpaths improves the safety and accessibility of the city for all Maori residents and ratepayers. It is recognised that reporting on Maori wellbeing could improve across CCOs, where relevant, and within Council. In order to facilitate better planning and delivery for the outcomes that CCOs contribute to, the following actions will be taken. x The CCO Governance and Monitoring team have recently updated the Quarterly Report template for CCO reporting which will include contribution to Maori wellbeing. This will result in a better picture of CCO progress against Maori outcomes and will be reflected in the Third Quarter Report and all subsequent reports by CCOs. The Maori Strategy & Relations have provided strategic direction for Maori Wellbeing outcomes into council's Auckland Plan, Long Term Plan and Unitary Plan, this work will be used as the basis for officer comments on ways in which CCOs SOI for 2012 - 2015 could be improved.
The CCO governance and monitoring team will continue to work with Independent Maori Statutory Board and others on a monitoring framework which could be applied to CCOs with respect to Maori wellbeing.
Consultation
Not applicable.
Local Board Views

The quarterly and half-yearly reports of all CCOs are provided to local boards for their information via the Local Board Services Department.

Not applicable.

Not applicable.
Not applicable.
Attachments
No. A Title Auckland Transport Statement of Intent Half Year Report to December 2011 Page 119
Page 116
Signatories
Authors Authorisers Rose Leonard, Principal Advisor CCO Governance and Monitoring Jaine Lovell-Gadd, Manager CCO Governance and Monitoring Andrew McKenzie, Chief Financial Officer
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Accountability and Performance Committee April 2012 Part One

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Accountability and Performance Committee April 2012 Part One

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I hereby give notice that an ordinary meeting of the Accountability and Performance Committee will be held on:

Date: Time: Meeting Room: Venue:

Accountability and Performance Committee OPEN AGENDA

Accountability and Performance Committee 04 April 2012

File No.: CP2012/04574

v) vi) vii) viii) ix)

Performance Report for the eight months ending February 2012

Performance Report for the eight months ending February 2012

Accountability and Performance Committee 04 April 2012

Maori Impact Statement

Local Board Views

Financial and Resourcing Implications

Legal and Legislative Implications

Performance Report for the eight months ending February 2012

Accountability and Performance Committee 04 April 2012

Performance report February 2012

Movies by Moonlight, Tahaki Reserve, Mt Eden

Performance Report for the eight months ending February 2012

Accountability and Performance Committee 04 April 2012

Performance Report for the eight months ending February 2012

Accountability and Performance Committee 04 April 2012

The following is an overview of key highlights and achievements.

Performance Report for the eight months ending February 2012

Highlights and achievements

Accountability and Performance Committee 04 April 2012

Lifestyle and culture

Performance Report for the eight months ending February 2012

Accountability and Performance Committee 04 April 2012

Performance Report for the eight months ending February 2012

Planning and regulation

Performance Report for the eight months ending February 2012

Accountability and Performance Committee 04 April 2012

Performance Report for the eight months ending February 2012

Commercial and Investment

Performance Report for the eight months ending February 2012

Accountability and Performance Committee 04 April 2012

Performance Report for the eight months ending February 2012

Accountability and Performance Committee 04 April 2012

Performance measure trends

1 Nov 2011 to 29 Feb 2012

1 Nov 2010 to 31 Oct 2011

Number of Building consents received

1,758 1,604 1,373 1,398 978 764 1500 1,185

1,448 1,354 1,317

1 Nov 2011 to 29 Feb 2012

1 Nov 2010 to 31 Oct 2011

Number of resource consent applications completed

1 Nov 2011 to 29 Feb 2012

1 Nov 2010 to 31 Oct 2011

Performance Report for the eight months ending February 2012

Accountability and Performance Committee 04 April 2012

1 Nov 2011 to 29 Feb 2012

1 Nov 2010 to 31 Oct 2011

Number of visitors to the Library (000)

1 Nov 2011 to 29 Feb 2012

1 Nov 2010 to 31 Oct 2011

Number of Library items borrowed & issued (000)

1,490 1,411 1,484

1 Nov 2011 to 29 Feb 2012

1 Nov 2010 to 31 Oct 2011

Performance Report for the eight months ending February 2012

Number of resource consent infringement notices issued

Accountability and Performance Committee 04 April 2012