Agenda of Audit, Risk, and Finance Committee Meeting

Audit, Risk, and Finance Committee Meeting Agenda

25 July 2019

AUDIT, RISK AND FINANCE COMMITTEE - MEMBERS REGISTER OF INTERESTS

Name	Responsibility (i.e. Chairperson etc)	Declaration of Interests	Nature of Potential Interest	Member's Proposed Management Plan
Hon John Carter QSO	Board Member of the Local Government Protection Programme	Board Member of the Local Government Protection Program
Hon John Carter QSO	Carter Family Trust
Felicity Foy	Director - Northland Planning & Development	I am the director of a planning and development consultancy that is based in the Far North and have two employees. Property owner of Commerce Street, Kaitaia		I will abstain from any debate and voting on proposed plan change items for the Far North District Plan.
				I will declare a conflict of interest with any planning matters that relate to resource consent processing, and the management of the resource consents planning team.
				I will not enter into any contracts with Council for over $25,000 per year. I have previously contracted to Council to process resource consents as consultant planner.
	Flick Trustee Ltd	I am the director of this company that is the company trustee of Flick Family Trust that owns properties on Weber Place, Seaview Road, and Allen Bell Drive.
	Elbury Holdings Limited	This company is directed by my parents Fiona and Kevin King.	This company owns several dairy and beef farms, and also dwellings on these farms. The Farms and dwellings are located in the Far North at Kaimaumau, Bird Road/Sandhills Rd, Wireless Road/ Puckey Road/Bell Road, the Awanui Straight and Allen Bell Drive.
	Foy Farms partnership	Owner and partner in Foy Farms - a farm in three titles on Church Road, Kaingaroa
	Foy Farms Rentals	Owner and rental manager of Foy Farms Rentals for 6 dwellings on Church Road, Kaingaroa and 2 dwelling on Allen Bell Drive, Kaitaia, and 1 property on North Road, Kaitaia
	King Family Trust	This trust owns several titles/properties at Cable Bay, Seaview Rd/State Highway 10 and Ahipara - Panorama Lane.	These trusts own properties in the Far North.
	Previous employment at FNDC 2007-16	I consider the staff members at FNDC to be my friends
Partner Felicity Foy	Employed by Justaplumber Taipa
Partner Felicity Foy	Friends with some FNDC employees
Colin Kitchen	No form received
Tania McInnes	Director – GBT Ventures Ltd	Company not currently operational		Will notify Council if company becomes operational.
	Member of Northland Conservation Board		Conservation matters not aligned with Council policy.	Will notify Council should a perceived conflict arise.
	Trustee – Northland Youth Education Trust		No perceived conflicts	Will notify Council should a perceived conflict arise.
	Founder – Bay of Islands Women’s Nexus	No perceived conflicts. An informal organisation
	Own a section on Seaview Road, Paihia 0200
	Having worked within the organisation in the early 2000’s, I know a number of staff, none of which I am close with.
John Vujcich	Board Member	Ngati Hine Health Trust	Matters pertaining to property or decisions that may impact of their health services	Declare interest and abstain
	Board Member	Pioneer Village	Matters relating to funding and assets	Declare interest and abstain
	Director	Waitukupata Forest Ltd	Potential for council activity to directly affect its assets	Declare interest and abstain
	Director	Rural Service Solutions Ltd	Matters where council regulatory function impact of company services	Declare interest and abstain
	Director	Kaikohe (Rau Marama) Community Trust	Potential funder	Declare interest and abstain
	Partner	MJ & EMJ Vujcich	Matters where council regulatory function impacts on partnership owned assets	Declare interest and abstain
	Member	Kaikohe Rotary Club	Potential funder, or impact on Rotary projects	Declare interest and abstain
	Member	New Zealand Institute of Directors	Potential provider of training to Council	Declare a Conflict of Interest
	Member	Institute of IT Professionals	Unlikely, but possible provider of services to Council	Declare a Conflict of Interest
	Member	Kaikohe Business Association	Possible funding provider	Declare a Conflict of Interest
Ann Court	Waipapa Business Association	Member
	Warren Pattinson Limited	Shareholder	Building company. FNDC is a regulator and enforcer	No FNDC Controls
	Kerikeri Irrigation	Supplies my water		No EM intervention in disputes
	Top Energy	Supplies my power		No other interest greater than the publics
	District Licensing	N/A	N/A	N/A
	Top Energy Consumer Trust	Trustee	Crossover in regulatory functions, consenting economic development and contracts such as street lighting.	Declare interest and abstain from voting.
	Ann Court Trust	Private	Private	N/A
	Waipapa Rotary	Honorary member	Potential community funding submitter	Declare interest and abstain from voting.
	Properties on Onekura Road, Waipapa	Owner Shareholder	Any proposed FNDC Capital works or policy change which may have a direct impact (positive/adverse)	Declare interest and abstain from voting.
	Property on Daroux Dr, Waipapa	Financial interest
	Flowers (I get flowers occasionally)	Ratepayer 'Thankyou'	Bias/ Pre-determination?	Declare to Governance
	Coffee and food	Ratepayers sometimes 'shout' food and beverage	Bias or pre-determination	Case by case
	Consider all staff my friends	N/A	Suggestion of not being impartial or pre-determined!	Be professional, due diligence, weigh the evidence. Be thorough, thoughtful, considered impartial and balanced. Be fair.
		My husband is a builder and may do work for Council staff
Warren Pattinson (Husband)	Warren Pattinson Limited	Director	Building Company. FNDC is a regulator	Remain at arm’s length
	Air NZ	shareholder	None	None
	Warren Pattinson Limited	Builder	FNDC is the consent authority, regulator and enforcer.	Apply arm’s length rules
	Kurbside Rod and Custom Club (unlikely)	President NZ Hot Rod Association	Potential to be linked to a funding applicant and my wife is on the decision making committee.	unlikely to materialise but would absent myself from any process as would Ann.
	Property on Onekura Road, Waipapa	Owner	Any proposed FNDC capital work in the vicinity or rural plan change. Maybe a link to policy development.	Would not submit. Rest on a case by case basis.
Sally Macauley	Chairman	Northland District Health Board	Matters pertaining to health issues re Fluoride and freshwater as an example.	Declare a perceived conflict.
	Chairman	Oranga Tamaraki - Ministry of Vulnerable Children- Northland Community Response Forum	Matters pertaining to this ministry	Declare a perceived conflict.
	Judicial Justice of the Peace	Visitations to Ngawha Prison	Matters pertaining to Judicial Issues re Ngawha Prison	Declare a perceived Interest
	The Turner Centre	FNDC Representative	Observer, acknowledging FNDC financial contribution.	Note FNDC partnership
	Trustee	Kaikohe Education Trust	Providing students laptops - possible request for written support to funders	Declare a conflict
	Executive member	Kaikohe Business Association	Matters pertaining to request for written support to funders.
	Chairman	Bay of Islands Arts Festival Trust	Issues pertaining to the application of support funds	Declare a conflict of interests
	Trustee	Bay of Islands Radio Marine	Issues pertaining to the application of support funds	Declare a conflict of interests
	Secretary/Trustee	Kerikeri International Piano Competition	Issues pertaining to the application of support funds	Declare a conflict of interests
	Trustee/Director	Kaikohe Community and Youth Trust	Possible application of support funding	Declare a conflict of interests
	Commercial	Palmer Macauley Offices- Kerikeri and Kaikohe	Infrastructural matters with FNDC	Declare a conflict
	Private property of which there would not be any conflict.
	Paihia, Kerikeri, Kaikohe
Peter Macauley (Husband)	Senior Partner	Palmer Macauley
	Peter Macualey	Barristers and Solicitors- Kerikeri, Kaikohe and Mangonui	Legal matters with FNDC
	Director/Trustee
	St John NZ Priory Chapter	St John Priory Chapter	Legal matters with FNDC	Declare a conflict
	Senior Partner	Peter Macauley- Palmer Macauley Barristers and Solicitors Kaikohe, Kerikeri AND Mangonui	Legal matters with FNDC	Declare a conflict
	St John NZ	Priory Trust Board	Writing of policies and legal matters as an example	Note Interests
	Lions Club of Kaikohe	Director	Legal matters etc	Note Interests
	Kaikohe Rugby Club	Patron	Legal Matters
	Viking Rugby Club, Whangarei	Life Member	Legal Matters
	Private Property
	Kerikeri, Paihia - no contents.
Bruce Robertson	No interests to declare
Mike Edmonds	Chair	Kaikohe Mechanical and Historic Trust	Council Funding	Decide at the time
Mike Edmonds	Committee member	Kaikohe Rugby Football and Sports Club	Council Funding	Withdraw and abstain
Adele Gardner	N/A - FNDC Honorarium
	The Far North 20/20, ICT Trust	Trustee
	Te Ahu Charitable Trust	Trustee
	ST Johns Kaitaia Branch	Trustee/ Committee Member
	I know many FNDC staff members as I was an FNDC staff member from 1994-2008.
Partner of Adele Gardner	N/A as Retired
Terry Greening	Greening Family Trust	Beneficiary		Highly unlikely to interface with FNDC
	Bay of Islands Walking Weekend Trust		Potential of seeking funds	Step aside from any requests or decisions regarding requests
	Russell 2000 Trust (Chairman)			Trust is about to wind up.
	Russell Centennial Trust (Chairman)	Manages Russell Museum	Seeks funds from council	Step aside from any requests or decisions regarding requests
	Residence at Kaha Place, Russell	Nil	Nil	N/A
Terry Greening (Wife)	Greening Family Trust	Beneficiary	N/A	N/A
Terry Greening (Wife)	Residence at Kaha Place, Russell
Cr Kelly Stratford	Office manager at Kinghans.
	Denture assistant at Kawakawa denture Services self-employed as book keeper Kelly@ksbookkeeoing.net	None	None
	KS Bookkeeping and Administration	Business owner, bookkeeping and development of environment management plans for clients.	None perceived	I’d step aside from decisions that arise, that may have conflicts.
	Kinghans Accounting	Office Administration	None perceived	Step aside from decisions that arise, that may have conflicts.
	Waikare Marae Trustees	Trustee	May be perceived conflicts	Case by case basis
	Kawakawa Business & Community Association	Committee member/newsletter editor and printer	None perceived	If there was a perceived conflict, I will step aside from decision making
	Bay of Islands College	Parent elected trustee	None perceived	If there was a perceived conflict, I will step aside from decision making
	Karetu School Bay Cosmos Soccer	Parent elected trustee. Committee member and coach	None perceived	If there was a perceived conflict, I will step aside from decision making
	Property in Waikare and Moerewa			If there was a perceived conflict, I will step aside from decision making
	Coffee and food	Ratepayers sometimes 'shout' food and beverage	Bias or pre-determination	Case by case
Kelly Stratford (Husband)	Property in Moerewa		N/A	N/A

Audit, Risk, and Finance Committee Meeting Agenda

25 July 2019

3 Confirmation of Previous Minutes

3.1 Confirmation of Previous Minutes

File Number: A2497689

Author: Melissa Wood, Meetings Administrator

Authoriser: Aisha Huriwai, Team Leader Governance Support

Purpose of the Report

The minutes of the previous Audit, Risk, and Finance Committee meeting are attached to allow the Committee to confirm that the minutes are a true and correct record

Recommendation

That the Audit, Risk, and Finance Committee confirm that the minutes of the meeting of the Committee held 30 May 2019 are a true and correct record.

1) Background

Local Government Act 2002 Schedule 7 clause 28 states that a local authority must keep minutes of its proceedings. The minutes of these proceedings duly entered and authenticated as prescribed by a local authority are prima facie evidence of those meetings.

2) Discussion and Options

The minutes of the meeting are attached. Far North District Council Standing Orders Section 27.3 states that no discussion shall arise on the substance of the minutes in any succeeding meeting, except as to their correctness.

Reason for the recommendation

The reason for the recommendation is to confirm the minutes are a true and correct record of the previous meeting

3) Financial Implications and Budgetary Provision

There are no financial implications or the need for budgetary provision as a result of this report.

Attachments

1. Audit, Risk, and Finance Committee Unconfirmed Minutes - 30 May 2019 - A2491687 ⇩

Compliance schedule:

Full consideration has been given to the provisions of the Local Government Act 2002 S77 in relation to decision making, in particular:

1. A Local authority must, in the course of the decision-making process,

a) Seek to identify all reasonably practicable options for the achievement of the objective of a decision; and

b) Assess the options in terms of their advantages and disadvantages; and

c) If any of the options identified under paragraph (a) involves a significant decision in relation to land or a body of water, take into account the relationship of Māori and their culture and traditions with their ancestral land, water sites, waahi tapu, valued flora and fauna and other taonga.

2. This section is subject to Section 79 - Compliance with procedures in relation to decisions.

Compliance requirement	Staff assessment
State the level of significance (high or low) of the issue or proposal as determined by the Council’s Significance and Engagement Policy	This is a matter of low significance
State the relevant Council policies (external or internal), legislation, and/or community outcomes (as stated in the LTP) that relate to this decision.	This report complies with the Local Government Act 2002 Schedule 7 Section 28.
State whether this issue or proposal has a District wide relevance and, if not, the ways in which the appropriate Community Board’s views have been sought.	It is the responsibility of each meeting to confirm their minutes therefore the views of another meeting are not relevant.
State the possible implications for Māori and how Māori have been provided with an opportunity to contribute to decision making if this decision is significant and relates to land and/or any body of water.	There are no implications on Māori in confirming minutes from a previous meeting. Any implications on Māori arising from matters included in meeting minutes should be considered as part of the relevant report.
Identify persons likely to be affected by or have an interest in the matter, and how you have given consideration to their views or preferences.	This report is asking for the minutes to be confirmed as true and correct record, any interests that affect other people should be considered as part of the individual reports.
State the financial implications and where budgetary provisions have been made to support this decision.	There are no financial implications or the need for budgetary provision arising from this report.
Chief Financial Officer review.	The Chief Financial Officer has not reviewed this report.

Audit, Risk, and Finance Committee Meeting Agenda

25 July 2019

MINUTES OF Far North District Council
Audit, Risk, and Finance Committee Meeting
HELD AT THE Council Chamber, Memorial Avenue, Kaikohe
ON Thursday, 30 May 2019 AT 12:45 PM

PRESENT: Cr John Vujcich, Mayor John Carter (HWTM), Cr Tania McInnes (Deputy Mayor), Cr Felicity Foy (video conference), Cr Colin (Toss) Kitchen, Cr Sally Macauley, Cr Kelly Stratford, Member Bruce Robertson, Member Adele Gardner, Member Mike Edmonds, Member Terry Greening

IN ATTENDANCE: Cr Dave Hookway

STAFF PRESENT: Shaun Clarke - Chief Executive Officer, Janice Smith - General Manager Corporate Services (Acting), Dean Myburgh - General Manager District Services, Jaime Dyhrberg - Executive Officer, David Clamp - Manager Infrastructure Project Delivery, Darren Edwards - Manager Environmental Services, Sheryl Gavin - Manager Corporate Planning & Engagement, Matt Bell - Manager Risk & Improvement, Glenn Rainham - Manager Infrastructure Operations, Roger Ackers - Manager Strategy Development, George Swanepoel - In House Counsel, Angie Thomas - Chief Financial Officer (Acting), Ken Lewis - Senior Communications Advisor

1 Apology

Committee Resolution 2019/6

Moved: Mayor John Carter

Seconded: Member Terry Greening

That the apology received from Cr Court be accepted and leave of absence granted.

Carried

2 Deputation

There were no deputations

3 Deputation

3.1 Major Item not on the Agenda

Committee Resolution 2019/7

Moved: Cr Kelly Stratford

Seconded: Cr John Vujcich

That the matter of ‘Rating Relief Policy Consultation – Hearings Panel’ be considered by the Audit, Risk and Finance Committee as a matter for urgent consideration as provided for in Section 46A(7) of the Local Government Official Information and Meetings Act 1987 on the grounds that consultation on the matter concluded the day before this meeting. Two submitters have asked to speak to their submissions and cannot be delayed until a later date because the latest opportunity to adopt the amendments is at the next Council meeting scheduled for 27 June 2019.

Carried

4 Confirmation of Previous Minutes

4.1 Confirmation of Previous Minutes

Agenda item 3.1 document number A2422994, pages 12 - 13 refers

Committee Resolution 2019/8

Moved: Member Adele Gardner

Seconded: Cr Colin (Toss) Kitchen

That the Audit, Risk, and Finance Committee confirm that the minutes of the meeting of the Committee held 28 March 2019 are a true and correct record.

Carried

5 Corporate Services Group

5.1 Far North District Council Data Governance

Agenda item 4.1 document number A2478655, pages 19 - 21 refers

Committee Resolution 2019/9

Moved: Member Mike Edmonds

Seconded: Cr John Vujcich

That the Committee form a subcommittee of the Audit, Risk, and Finance Committee with staff, including setting the terms of reference and any other recommendations with respect to data governance, the elected members to be on the subcommittee are Cr John Vujcich, Cr Dave Hookway, Member Mike Edmonds and Member Bruce Robertson.

Carried

5.2 Rating Relief Policy Consultation - Hearings Panel

Committee Resolution 2019/10

Moved: Cr Kelly Stratford

Seconded: Cr John Vujcich

That the Audit, Risk and Finance Committee establish a panel to hear submissions on the 2019 amendments to the Rating Relief Policies.

Carried

5.3 Risk Management Report - April / May 2019

Agenda item 4.2 document number A2457349, pages 22 - 24 refers

Committee Resolution 2019/11

Moved: Cr Tania McInnes

Seconded: Member Terry Greening

That the Audit, Risk, and Finance Committee receive and approve the Organisational Top 12 Risks Dashboard.

Carried

6 Information Reports

6.1 Audit Management Report for June 2018

Agenda item 5.2 document number A2479614, pages 35 - 35 refers

Committee Resolution 2019/12

Moved: Cr Kelly Stratford

Seconded: Member Bruce Robertson

That the Audit, Risk, and Finance Committee receive the report “Audit Management Report for June 2018”.

Carried

6.2 External Audit arrangements for 2018-2019

Agenda item 5.3 document number A2473423, pages 72 - 73 refers

Committee Resolution 2019/13

Moved: Cr Tania McInnes

Seconded: Cr Sally Macauley

That the Audit, Risk, and Finance Committee receive the report External Audit arrangements for 2018-2019.

Carried

6.3 Level of Service KPI Quarter 3 Performance Report

Agenda item 5.4 document number A2476462, pages 110 - 110 refers

Committee Resolution 2019/14

Moved: Cr Felicity Foy

Seconded: Cr Kelly Stratford

That the Audit, Risk, and Finance Committee receive the report “Level of Service KPI Quarter 3 Performance Report .

Carried

At 2:22 pm, Member Terry Greening left the meeting. At 2:24 pm, Member Terry Greening returned to the meeting.

6.4 Revenue Recovery Report - March 2019

Agenda item 5.5 document number A2479959, pages 135 - 136 refers

Committee Resolution 2019/15

Moved: Cr Tania McInnes

Seconded: Cr Kelly Stratford

That the Audit, Risk, and Finance Committee receive the report “Revenue Recovery Report - March 2019”.

Carried

6.5 Council Financial Report as at 30 April 2019

Agenda item 5.6 document number A2480294, pages 140 - 140 refers

Committee Resolution 2019/16

Moved: Cr Kelly Stratford

Seconded: Cr John Vujcich

That the Audit, Risk, and Finance Committee receive the report “Council Financial Report as at 30 April 2019”.

Carried

6.6 Capital Programme 2018/2019

Agenda item 5.7 document number A2480371, pages 158 - 159 refers

Committee Resolution 2019/17

Moved: Mayor John Carter

Seconded: Cr Felicity Foy

That the Audit, Risk, and Finance Committee receive the report Capital Programme 2018/2019.

Carried

6.7 Update on Risk Treatment Plan for risk related to maintaining Building Consent Authority IANZ Accreditation in October 2019.

Agenda item 5.1 document number A2473943, pages 29 - 31 refers

Committee Resolution 2019/18

Moved: Cr Kelly Stratford

Seconded: Mayor John Carter

That the Audit, Risk, and Finance Committee receive the report “Update on Risk Treatment Plan for risk related to maintaining Building Consent Authority IANZ Accreditation in October 2019.

Carried

At 2:44 pm, Cr Tania McInnes left the meeting.

At 3:01 pm, Mayor John Carter left the meeting. At 3:05 pm, Mayor John Carter returned to the meeting.

7 Public Excluded

RESOLUTION TO EXCLUDE THE PUBLIC

Committee Resolution 2019/19

Moved: Cr Colin (Toss) Kitchen

Seconded: Cr Kelly Stratford

That the public be excluded from the following parts of the proceedings of this meeting.

The general subject matter of each matter to be considered while the public is excluded, the reason for passing this resolution in relation to each matter, and the specific grounds under section 48 of the Local Government Official Information and Meetings Act 1987 for the passing of this resolution are as follows:

General subject of each matter to be considered	Reason for passing this resolution in relation to each matter	Ground(s) under section 48 for the passing of this resolution
6.1 - Confirmation of Previous Minutes (Public Excluded)	s7(2)(b)(ii) - the withholding of the information is necessary to protect information where the making available of the information would be likely unreasonably to prejudice the commercial position of the person who supplied or who is the subject of the information s7(2)(g) - the withholding of the information is necessary to maintain legal professional privilege s7(2)(h) - the withholding of the information is necessary to enable Council to carry out, without prejudice or disadvantage, commercial activities	s48(1)(a)(i) - the public conduct of the relevant part of the proceedings of the meeting would be likely to result in the disclosure of information for which good reason for withholding would exist under section 6 or section 7
6.2 - Abandoned Land Legal Proceedings	s7(2)(a) - the withholding of the information is necessary to protect the privacy of natural persons, including that of deceased natural persons s7(2)(h) - the withholding of the information is necessary to enable Council to carry out, without prejudice or disadvantage, commercial activities	s48(1)(a)(i) - the public conduct of the relevant part of the proceedings of the meeting would be likely to result in the disclosure of information for which good reason for withholding would exist under section 6 or section 7
6.3 - FNDC Current Legal Action and Potential Liability Claims	s7(2)(g) - the withholding of the information is necessary to maintain legal professional privilege	s48(1)(a)(i) - the public conduct of the relevant part of the proceedings of the meeting would be likely to result in the disclosure of information for which good reason for withholding would exist under section 6 or section 7
6.4 - Internal Audit and Assurance Report	s7(2)(h) - the withholding of the information is necessary to enable Council to carry out, without prejudice or disadvantage, commercial activities s7(2)(i) - the withholding of the information is necessary to enable Council to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations)	s48(1)(a)(i) - the public conduct of the relevant part of the proceedings of the meeting would be likely to result in the disclosure of information for which good reason for withholding would exist under section 6 or section 7

Carried

7 Confirmation of Information and Decisions in Open Meeting.

Committee Resolution 2019/20

Moved: Cr John Vujcich

Seconded: Member Terry Greening

That the Audit, Risk, and Finance Committee confirms that the information and decisions contained in the part of the meeting held with the public excluded are not to be restated in public meeting.

Carried

8 Meeting Close

The Meeting closed at 3:35 pm.

The minutes of this meeting were confirmed at the Audit, Risk, and Finance Committee Meeting held on 25 July 2019.

...................................................

CHAIRPERSON

Audit, Risk, and Finance Committee Meeting Agenda

25 July 2019

4 Strategic Planning and Policy Group

4.1 Risk Management Policy

File Number: A2541869

Author: Manawa Johnson, Strategic Planner

Authoriser: Sheryl Gavin, General Manager - Strategic Planning and Policy (Acting)

Purpose of the Report

To seek approval for the Risk Management Policy 2019.

Executive Summary

· The Council’s Risk Management Policy was developed and implemented in 2014 and was due to be reviewed in 2017. Council has not had the capacity to review the policy until 2019.

· The Risk Management Policy has been reviewed and updated in accordance with the Council’s commitment to improve its performance and responsiveness to the community. Council is aiming for excellence and updating the risk management policy supports a cohesive approach to improve in the area of financial decision making and transparency.

· This report provides the Committee with three options to consider including adopt the recent review; maintain the status quo; or defer the review until a later date. Council recommends endorsing the review to enable implementation of the policy.

Recommendation

That the Audit, Risk, and Finance Committee recommend that Council adopt the 2019 Risk Management Policy.

1) Background

Council has statutory obligations to deliver services to the community. These services are required to be efficient, effective and appropriate to current and future circumstances. The Council risk management policy has been developed to meet demanding requirements and aid organisational resilience.

The Council risk management policy was originally developed and implemented in 2014 and was due to be reviewed in 2017. The 2014 policy was circular in nature, educational and included operational procedures and processes. The risk management policy has been reviewed to be a core policy document to guide management and staff on risk management expectations.

The risk management policy 2019 addresses the following issues identified in the 2014 policy;

- the readability and circular referencing causing confusion

- lack of acknowledgement of risks as opportunities

- ensuring monitoring and compliance can be applied in practice

2) Discussion and Options

Option One: do nothing

Under Option One the 2014 policy will remain in force to manage risk and guide staff on risk management expectations. While the 2014 policy represents good practice, the policy does not acknowledge recent developments within the organisation since the policies implementation and adoption in 2014.

If this option is adopted then Council loses the opportunity to support staff and management to improve performance in the areas of financial decision making and transparency through an updated and reviewed risk management policy.

Option Two: Adopt the 2019 Risk Management Policy (recommended option)

Option two proposes an approach to support recent developments by the Council to improve its risk management processes while maintaining good practice expectations. Approving the 2019 policy and allowing for a period of implementation provides Council with an opportunity for a further review in three years to determine its level of compliance and recognise other developments in the risk management area.

If this option is adopted Council will have an updated risk management policy that reflects the current climate.

Option Three: Address the policy review once the new Council is formed

Option three proposes reviewing the policy once the new Council has been formed post the elections in October 2019. Option three would see the risk management policy being considered at the first Committee meeting.

If this option is adopted then reviewing the policy will be delayed. The 2014 risk management policy was due to be reviewed in 2017. The review date has already been missed and Council runs the risk of continuing with a pattern of missing review dates in coming years. This option is therefore not recommended.

Reason for the recommendation

Option two is recommended for the following reasons:

1. it addresses the issue of the 2017 review date lapse;

2. it adopts a best practice approach to risk management;

3. it supports the move towards a cohesive approach to improve financial decision making and transparency.

3) Financial Implications and Budgetary Provision

The financial implications of the recommended option can be accommodated in the current budgets.

Attachments

1. Risk Management Policy - A2538315 ⇩

Compliance schedule:

Full consideration has been given to the provisions of the Local Government Act 2002 S77 in relation to decision making, in particular:

1. A Local authority must, in the course of the decision-making process,

a) Seek to identify all reasonably practicable options for the achievement of the objective of a decision; and

b) Assess the options in terms of their advantages and disadvantages; and

2. This section is subject to Section 79 - Compliance with procedures in relation to decisions.

Compliance requirement	Staff assessment
State the level of significance (high or low) of the issue or proposal as determined by the Council’s Significance and Engagement Policy	The recommendation in itself contained in this report does not meet the thresholds as set in the Council’s Significance and Engagement Policy.
State the relevant Council policies (external or internal), legislation, and/or community outcomes (as stated in the LTP) that relate to this decision.	The recommendation in this report is aimed at complying with Part 6 – Planning, Decision Making and Accountability of the Local Government Act.
State whether this issue or proposal has a District wide relevance and, if not, the ways in which the appropriate Community Board’s views have been sought.	Reviewing a policy has District wide relevance and therefore does not require involvement from the Community Boards.
State the possible implications for Māori and how Māori have been provided with an opportunity to contribute to decision making if this decision is significant and relates to land and/or any body of water.	The recommendation in this report has no direct impact on Maori.
Identify persons likely to be affected by or have an interest in the matter, and how you have given consideration to their views or preferences.	The recommendation has no direct impact on any particular interested party or individual.
State the financial implications and where budgetary provisions have been made to support this decision.	There is no requirement for additional capital of operational budget to be requested beyond what is already budgeted for.
Chief Financial Officer review.	The Chief Financial Officer has not reviewed this report.

Audit, Risk, and Finance Committee Meeting Agenda

25 July 2019

www.fndc.govt.nz
Memorial Ave, Kaikohe 0440
Private Bag 752, Kaikohe 0440

askus@fndc.govt.nz
Phone 0800 920 029
¬¬¬¬¬
,Risk Management Policy,Adopted:
Reviewed:

1. Objective

Far North District Council (FNDC) is committed to improving decision making through effective risk management. FNDC will ensure so far as reasonably practicable, an effective integrated process for managing risk is implemented to guide management and staff on risk management expectations.

2. Policy Statement

FNDC is committed to ensuring sustainable and effective management of risks at all levels:

Communication

· Develop a risk communication strategy to encourage accountability and ownership of risk

· Ensure regular discussion on risk management in staff forums to ensure appropriate awareness and understanding of risk

· Communicate with the community on risks and build confidence in the activities of Council.

Reporting

· Actively encourage ownership of risk through regular risk reports

· Identify emerging, changing and decreasing risks of potential impact to the achievement of Council objectives

· Updating relevant agencies on compliance with regulatory requirements.

Monitoring

· Systematic assessment of the key risks for Council

· Measure risk treatment and reporting frequency

· Monitor the application and effectiveness of risk management to ensure relevance and alignment with Council expectations.

Compliance

· Measure the treatment and frequency of risk

· Design improvements where the risk treatment is not operating effectively or efficiently

· Identify the controls for treating the risk and ensure the control is implemented.

Consultation

· Encourage consultation and participation of staff in all matters relating to risk, risk issues and treatment of risk

· Support managers and staff on the controls and activities for treating risk in general and the specific risks that are their responsibility to manage

· Actively encourage continuous improvement of sustainable and effective risk management.

Responsibilities

FNDC requires active participation from all staff to ensure sustainable and effective risk management. FNDC shall where reasonably practicable, take responsibility as follows:

· be actively involved in promoting a positive risk management culture

· have an understanding of the risks relevant to the area of responsibility

· develop and maintain a level of risk management competency

· take responsibility and accountability for treating and controlling risk

· identify risk, assess inherent and residual risk, and determine treatment of risk

· share relevant risk management information at team meetings

· engage in risk management discussions

· ensure access to the right information on effective risk management

· escalate in a timely manner any risk management issues or concerns when they arise

· follow all policies, procedures and processes that are applicable

· report all risks in a timely manner in the Councils risk management reporting system

3. Relevant Policies and Procedures

AS/NZS ISO 31000:2009

Risk Management – Principles and Guidelines

Council Policies and Procedures

All FNDC policies and processes serve to manage risk by specifying and forming the controls that manage specific risks

4. Definitions

–Term		Definition
AS/NZS ISO 31000:2009		Joint Australian New Zealand International Standard which provides principles and generic guidelines on risk management; and can be applied to any type of risk. FNDC Risk Management Policy embraces the principles and guidelines articulated in this document.
Compliance		Managing adherence to laws, regulations, guidelines and specifications relevant to FNDC.
Control		Measure that modifies effect of uncertainty on objectives.
Inherent		Impact of risk prior to treatment.
Monitor		Continual review of status of risk to identify change from the performance level required or expected.
Review		Activity, such as internal audit, taken to determine suitability, adequacy and effectiveness of control(s) to achieve objective.
Risk		Effect of uncertainty on objectives.
Risk management		Co-ordinated activities to direct and control FNDC with regard to risk.
Risk Assessment		A systematic and disciplined process of evaluating the uncertainty that may be involved in an activity.
Risk Management Policy		FNDC statement of overall intentions and direction related to risk management; captures good practice expectations.
Reporting system		Currently the system FNDC use is IDEATE, a tool which provides a disciplined approach to identifying, analysing and treating uncertainties.
Residual		Risk remaining after risk treatment.
Treat		Risk treatment creates a control (in descending order of preference): • Avoid the risk by deciding not to start or continue the activity that gives rise to the risk • Taking or increasing the risk in order to pursue an opportunity • Removing the source • Changing the probability/likelihood • Changing the impact/consequence • Sharing the risk with another party(s) • Retaining the risk by informed decision

5. Approval

4. This policy has been approved and will be reviewed every three years.

6. Signed by Far North District Council – Chief Executive Officer

10.

11.

12.

13.

14.

15. _________________________________________________

16.

Date:

Audit, Risk, and Finance Committee Meeting Agenda

25 July 2019

6 Information Reports

6.1 Revenue Recovery Report - June 2019

File Number: A2550617

Author: Margriet Veenstra, Manager - Transaction Services

Authoriser: William J Taylor MBE, General Manager - Corporate Services

Purpose of the Report

The purpose of this report is to provide quarterly reporting to the Far North District Council Audit, Risk, and Finance Committee.

Executive Summary

This is the fourth report for the financial year 2018/19 and provides information on action taken to collect the current and arrears balances for rates, water and Sundry Debt, and to provide information on how collection is tracking against targets.

Recommendation

That the Audit, Risk, and Finance Committee receive the report “Revenue Recovery Report - June 2019”.

Background

This document has been prepared to outline current and arrears balances for rates, water and Sundry as at 30 June 2019 and the actions taken by the Debt Management Team for the collection of the General Title rates and Water and Sundry Debt.

This information is part of the standing items reported to the Committee on a regular basis.

Discussion and Next Steps

The information has been identified for General Title rates and water accounts as well as Maori Freehold Land rates and water accounts. Sundry debtors, which are other fee generating areas of council, are shown in a separate table.

The General Title rates arrears balance has been reduced by $567k quarter on quarter and water arrears by $124k. Statute Barred Write-off for General Title rates was processed this quarter for $6.3k.

Maori Freehold Land rates arrears balance has been reduced by $39k quarter on quarter and water arrears by $10k. Statute Barred Write-off for Maori Freehold Land rates and water was processed this quarter for $49k.

Below were the actions and focus areas for the fourth quarter for the Debt Management Team for the collection of the General Title rates and water and Sundry Debt.

· Instructions to initiate legal action for the recovery of rates have been submitted with external law firm and letters have been sent to all property owners.

o Files for Group 1 Residential Single Units - Single Ownership (14 properties) have been submitted to the courts.

§ One property owner has paid the full balance of $33,000. One other property owner has cleared $3,000 and is due to sign a Deed of Settlement to pay the remainder.

o Files for Group 2 Residential Single Units - Multiple Owners (16 properties) are in the process of being prepared to be submitted to the courts.

§ One property owner has paid the full balance of $11,289 and two others have paid a total of $8,000 and are due to sign a Deed of Settlement to pay the remainder

· The first tranche of properties to commence Abandoned Land procedures were approved at last Committee meeting.

o Step one of the process to commence in the first quarter of the new rating year.

· 100% external collection agency accounts have been taken back to Council.

o First and second letters have been sent as part of the Urgent Demand process.

o These will be passed to Law Firm if no contact is received in the first quarter of the new rating year

· Balance to be collected by other means has been reduced by $549k quarter on quarter. Of the balance remaining, the following actions have been commenced:

o $193k with external law firm, letters sent and legal proceedings imminent.

o $905k with external law firm to proceed once first group completed

o $690k at Stage 2 of Final Demand process

· Continuous audit of existing Arrangements to Pay to ensure the agreements are being met.

o Focussed on changing customers from an Arrangement to Pay to a variable Direct Debit to reduce workload.

· The ongoing promotion of the Internal Affairs Rates Rebates Scheme in day to day communications with customers and regular meetings with relevant community organisations is another key focus.

Additional focus areas quarter four:

· Sundry Debtors review

o Small Bad Debt and Credit Write-off journals prepared and approved

o Monthly meetings with Environmental Services commenced.

o Environmental Services audit of all aged debt in progress.

o Collaboration with Legal team to ensure the Law is interpreted correctly and communicated to customers.

Financial Implications and Budgetary Provision

Provision is made annually for doubtful debts in relation to the arrears owed to council. A higher provision for Maori Freehold land rates and water is made in comparison to General Title rates and water due to the difference in collection options available to Council.

Attachments

1. 2019-07-25 ARF Revenue recovery Report attachment - A2550566 ⇩

Audit, Risk, and Finance Committee Meeting Agenda

25 July 2019

Description of risk and impact

· Full Asset Life Cycle Asset Management requires a “system thinking” integrated approach to optimizing the whole life cycle of our assets. This ensures fit for purpose, cost effective assets are designed, constructed, maintained and disposed of in a sustainable manner, to the benefit of our communities, ensuring kaitiakanga and enduring resilience.

· FNDC asset management processes are currently compromised by:

• No current Asset Management Information System

• Resulting in Piecemeal asset information (including number of assets)

• Incomplete condition assessment information

• Informal Asset Management Plans

• Under resourced in asset management and project scoping / business casing.

• Resulting in poor forecasting, business casing, project planning for critical assets

• A financial model based on a depreciation schedule, reporting on total value of spend

• The current renewals programme is typically based on age rather than condition.

• Affordability challenges with increasing maintenance costs

• Lack of integrated performance and reliability data from operations

• Operating run to failure of assets rather than programmed maintenance based on:

• Asset class

• Failure mode

• Life cycle cost modelling

• Predictive, preventative, risk based maintenance

• The lack of integration of asset growth impacts when considering asset renewal. (we need to operate in a “systems” approach.

• Lack of a robust project management frame work covering:

• Long term plan

• Project Concept

• Project Initiation

• Project planning and design

• Delivery and monitoring

• Handover and closeout

Existing Treatments

· High level treatment plan:

• Implementation of a New Asset Management Information System (Infor IPS) – in progress

• Asset condition assessment program - planned

• Integration of operational performance and reliability data from operations – being developed

• Establishing a project management frame work – in progress

• Creating Asset Management Plans for all asset classes, (LAMP) – being developed

• Projects identified within CouncilMark Improvements:

• 18. Asset Management Improvement

• 19. Three Waters Alliance Improvement

• 34. Process Management Framework Improvement

• 29. Capital Project Life Report Improvement

Where are the gaps? / what more could we be doing?

Thorough planning, analysis and timely execution to allow appropriate data-driven decision-making to occur and enable life cycle asset management to deliver:

· Optimised operating and maintenance strategies

· Organisational structure and Staffing requirements

· Reliability engineering processes

· Work control/planning and scheduling processes

· Equipment criticality and hierarchy (in the Asset Management Information System)

· Obsolescence and decommissioning plans

· Long term program of identified sustaining capital Projects and consents renewals life cycle allowing for the full project lifecycle to be completed (including consents, consultation, Iwi liaison, district growth impacts, new technologies and innovation) pulling from and informing the LAMP and ultimately the LTP.

· Robust Long Term Plans, funding and rating impacts trajectory .

EM information and data visibility: IAM need to be able to clearly articulate the tranche of projects into the future complete with costs, risks, controls, contingencies, mitigation and consequences of inaction. This will enable informed discussions and robust prioritization when finalizing financial commitments within the LTP.

Consultation:

Our open and transparent policy for consultation with all stakeholder particularly Iwi, impacts the time it takes to renew consents and implement projects. This risk needs to be reflected in all project timelines particularly within our LTP commitments. In the past this time and resource commitment has been significantly underestimated.

Inherent Risk:	Trend	Residual Risk:	Accountable:	CEO	Date raised:	29/11/18	Report frequency:
	–		Responsible:	GM IAMs	Date accepted:	30/05/19	Six monthly

Audit, Risk, and Finance Committee Meeting Agenda

25 July 2019

Description of risk and impact

· Economic delivery is the financial ability to deliver Council services, strategies and initiatives to the community at affordable levels.

· Affordability of services is acknowledged as one of FNs key challenges. With a small rating base, diverse socio-economic factors and large distributed infrastructure base and service requirement, this will get worse over time without intervention.

· Ageing infrastructure and the forecast impacts of climate change and natural hazards present further delivery challenges. We do not fully understand our assets – location, condition, capacity, long-range requirements. Unbudgeted costs emerge frequently as a result of under-estimation and poor understanding of requirements.

· The affordability of delivery relates predominantly to core infrastructure assets, although services such as enforcement cannot be excluded as an area of risk.

· Central government’s productivity commission enquiry acknowledges affordability as an issue for many councils, particularly for those without funding sources beyond rates and charges.

Existing Treatments

· FNDC has a traditional financial model of budgeting for endorsed plans and strategies such as the Long Term Plan, infrastructure and district plans including Council resource and capability to deliver on these plans and core service base.

· These plans and services are funded by mainly rating revenue, complemented by a small return on some assets such as pensioner housing, and Councils CCO, Far North Holdings Ltd, who provides a shareholder dividend back to council.

· A revenue and rating review is underway looking at aspects such as Land value vs. Capital value to see if additional revenue can be derived from a more equitable rating system for the district.

· This review is also planned in the near term to look at sources of revenue and investigate new opportunities to grow and improve the funding base and potential.

· Planned enhancements such as; planning quality, business casing, project support, asset condition and management and contract management will all assist with managing costs, however it will take time for the cumulative benefits from these initiatives to flow down to accurate budgeting and forecasting processes.

· FNDC has joined regional alliances such as the Northern Transport Alliance to share costs and opportunities and the regional shared services model is one that will be utilized more frequently.

· Longer term strategy work such as the "Far North 2100” initiative is underway to assist with forecasting future services and costs.

· High level treatment plan:

1. CouncilMark:

18. Asset Management Improvement

29. Capital Project Life Report Improvement

16. Long Term Asset Funding Improvement

2. Knowing where new assets will be required and when, including:

• Location, timing and quantum of potential growth/decline

• Current capacity of assets and likely future demand

• The future/agreed strategy for the asset class

• Where change (unforeseen and/or uncontrollable) may force action.

3. Accurate and process-driven options assessment, with realistic budgets and timelines (taking the guess-work out of corporate planning (LTP and Annual Plans).

4. Ensuring that work practices across Council are free of waste, keeping the rates requirement as low as possible.

5. Building a rating system that is as fair and equitable as possible.

Where are the gaps? / what more could we be doing?

Inherent Risk:	Trend	Residual Risk:	Accountable:	CEO	Date raised:	29/11/18	Report frequency:
	–		Responsible:	GM SPP	Date accepted:	30/05/19	Six monthly

Audit, Risk, and Finance Committee Meeting Agenda

25 July 2019

6.3 Internal Audit and Assurance

File Number: A2542003

Author: Lisa Huria, Audit and Assurance Specialist

Authoriser: William J Taylor MBE, General Manager - Corporate Services

Purpose of the Report

The purpose of this report is to provide the Audit, Risk, and Finance Committee an update on work completed within the FNDC Assurance Programme 2019.

Executive Summary

· The Audit, Risk, and Finance Committee approved the FNDC Assurance Programme 2019 at its March 2019 meeting.

· This report provides an update to the Audit, Risk, and Finance Committee on work completed within the FNDC Assurance Programme 2019.

· The Assurance Programme included the development and implementation of a Legislative Compliance Framework.

Recommendation

That the Audit, Risk, and Finance Committee receive the report “Internal Audit and Assurance”.

1) Background

At the Audit, Risk, and Finance Committee March 2019 meeting the Committee approved the FNDC Assurance Programme 2019. This programme consisted of a number of areas requiring assurance such as Legislative Compliance, Conflict of Interest Management and a review of our Three Waters Interim Alliance Agreement with Broadspectrum Ltd. The Three Waters Interim Alliance Review Agreement report was provided to the committee at its May 2019 meeting.

Our newly appointed Audit and Assurance Specialist is now in the process of developing a Legislative Compliance Framework.

2) Discussion and Options

The following report is for information only and provides an update to the Audit, Risk, and Finance Committee on the development of a Legislative Compliance Framework. It also explains what a Legislative Compliance Framework is and the importance of this operating effectively within Council.

Legislative Compliance Framework

The June 2018 report from Audit New Zealand made the following recommendation with a priority rating of ‘necessary’:

Legislative Compliance System:

We recommend that a mechanism for monitoring compliance with legislative
requirements is put in place as part of the Council’s overall risk management strategies.

Audit New Zealand did not specifically provide any guidance on how they would like FNDC to undertake this recommendation, but the current practice of factoring legislative compliance into risk assessments and audits is not enough to satisfy their requirements.

What is a Legislative Compliance Framework?

A Legislative Compliance Framework is an essential part of managing risk in any organisation. It enables Council to carry out its statutory functions and duties by establishing and maintaining a system for monitoring and reporting on compliance with key legislation.

The community, Elected Members and staff have an expectation that Council will comply with applicable legislation and will take all appropriate measures to ensure that expectation is met. The ability to comply with legal requirements supports our organisation in achieving its vision, strategies and goals.

Why do we need a Legislative Compliance Framework?

Council has an obligation to ensure that we are fully compliant with our legislative requirements. Currently each individual business group is aware of their own legislative requirements and it is their responsibility to meet these. Management have no single view across the whole organisation as to what legislation we need to adhere to, and which roles are responsible for compliance.

A Legislative Compliance Framework will prevent, and where necessary, identify and respond to breaches of laws, regulations, codes or standards occurring in the organisation. It will promote a culture of compliance within the organisation and assist Council in achieving the highest standards of governance.

Its purpose is also to protect staff from inadvertent or accidental breaches of the law. Council and its staff could face severe penalties for failing to comply with legislation with consequences that may include:

· Negative publicity and damage to reputation

· Loss of trust and reduced public regard

· Loss of accreditation

· Loss of revenue

· Financial penalties

· Legal action arising from non-compliance

· Personal liabilities of staff.

How will we develop a Legislative Compliance Framework?

The Legislative Compliance Framework will be implemented in a phased approach with the first step being the planning and design phase.

The next step will be to develop and implement the framework. This will include identifying the relevant legislation that applies to Council’s activities using a ‘Legislative Compliance Register’. The register will include details of the key acts and other legal obligations or requirements, and will specify the assigned roles and responsibilities to ensure legislative and regulatory obligations are met.

We will then provide training and guidance for the relevant staff on their role, responsibilities and legislative requirements.

Once the Legislative Compliance Framework is implemented, we will need to provide the resources to remain current with new or amended legislation, conduct audits to ensure there is continued compliance and establish a mechanism for reporting non-compliance. We will also review accidents, incidents, complaints and other situations where there may have been non-compliance to assess how the systems of compliance can be improved.

Reason for the recommendation

This report is for Information only

3) Financial Implications and Budgetary Provision

This report is for information only.

Attachments

Nil

Audit, Risk, and Finance Committee Meeting Agenda

25 July 2019

6.4 Update on Risk Treatment Plan - Maintaining Building Consent Authority IANZ Accreditation in October 2019.

File Number: A2551082

Author: Trent Blakeman, Manager - Building Services

Authoriser: Dean Myburgh, General Manager - District Services

Purpose of the Report

To update the Audit, Risk and Finance Committee on steps being taken to address the risk associated with the Building Consent Authority (BCA) Accreditation identified as part of the Top 12 Council risks.

Executive Summary

This report is part of a series of proposed regular updates to the Audit, Risk and Finance Committee on progress against achieving compliance with the Building (Accreditation of Building Consent Authorities) Regulations 2006.

Following an out-of-audit-cycle visit by IANZ at the end of May 2019, a report was received detailing a number of non-compliance areas that require further attention prior to the scheduled IANZ audit (30 September to 4 October 2019). These non-compliance areas were included in the preliminary Work Schedule to establish a consolidated Work Schedule (refer to Attachment 1).

The consolidated Work Schedule forms the basis upon which the risk associated with not maintaining Far North District Council’s (FNDC’s) BCA Accreditation is being addressed. It is Regulations-driven, incorporating and addressing all of the non-compliances with the Regulations. The Work Schedule also addresses the minimum policies, procedures and systems a BCA must have and consistently and effectively implement to gain accreditation.

Mitigation of the risk involves addressing each of the Regulations and sub-categories in the Schedule. Detail regarding the extent of compliance with and adherence to the 20 working day timeframe is covered in the body of the report.

Recommendation

That the Audit, Risk, and Finance Committee receive the report “Update on Risk Treatment Plan - Maintaining Building Consent Authority IANZ Accreditation in October 2019.

Background

For some time Building Consent Authorities (BCAs) within Councils throughout New Zealand have experienced the pressures of high volumes of consent applications that have arisen due to the building boom. The Ministry of Building Innovation and Employment (MBIE) and BRANZ reports indicate that the high volumes of building consents may continue until 2023, depending upon economic cycles. The BCA has addressed a number of process improvements during the July 2018 to April 2019 period that have brought their own pressures to bear on the Department.

An update on progress in preparation for the October IANZ audit is included below and in Attachments 1 and 2. These attachments are up to date at the time of writing this report, but a copy of the updated Work Schedule will be provided at the Committee Meeting.

Discussion and Next Steps

1. FNDC’s preparation for the IANZ audit in September / October 2019

Further work has been completed with the assistance of two experienced independent assessors (and members of the IANZ BCA Professional Advisory Committee) to advise on the level of compliance and any areas of non-compliance.

Rose McLaughlan (NZ Building Inspections and Training Ltd) will undertake a last independent audit in mid-August, six weeks prior to the IANZ audit to ensure that any final preparations are completed in good time.

During July, additional inspectors are being sourced from elsewhere in New Zealand to assist with a backlog of inspections that is being experienced.

Council officers are reviewing progress on a weekly basis and providing fortnightly updates on progress to the Chief Executive. These updates, together with further reporting to Elected Members on progress (as part of the CEO Report to Council, reports to the Audit, Risk, and Finance Committee and any other (more frequent) progress updates that may be required) will ensure that the Far North District Council BCA can have confidence in the preparation and measures being taken to mitigate the risk.

2. Progress against the Consolidated Work Schedule

Pre-IANZ visit Post IANZ visit Post IANZ visit

17 June 2019 21 June 2019 4 July 2019

(Archived)

* Note: The remaining 45 incomplete tasks from the Pre-IANZ work schedule have been inserted into the Post - IANZ work schedule which accounts for 42% of the overall scheduled items

3. 20-day compliance: applications issued within 20 days

As at 28 June 2019 Compliance FY 2018/19

4. Current unissued building consents (20-day compliance)

As at 28 June 2019 As at 4 July 2019

Clearing backlogs of consents (red traffic light) is being addressed and will significantly impact compliance percentages in the coming weeks.

Financial Implications and Budgetary Provision

All initiatives undertaken to address identified non-compliances will be undertaken within existing budgets or within CEO delegations.

In the event that any financial decisions are required by Elected Members, reports will be prepared for the appropriate Committees or Council.

Attachments

1. Accreditation Work Schedule 2019_090719 - A2558137 ⇩