Agenda of Audit and Risk Subcommittee - Wednesday, 24 November 2021

Audit and Risk Subcommittee

24 November 2021

Audit and Risk Subcommittee Agenda

Meeting to be held in the Council Chamber

36 Water Street, Whangārei

on Wednesday 24 November 2021, commencing at 10.00am

Recommendations contained in the agenda are NOT decisions of the meeting. Please refer to minutes for resolutions.

MEMBERSHIP OF THE Audit and Risk Subcommittee

Chairperson, Colin Kitchen

Councillor Amy Macdonald	Councillor Joce Yeoman	Councillor Rick Stolwerk
Ex-Officio Penny Smart	Independent Audit & Risk Advisor Danny Tuato'o	Independent Advisor Stuart Henderson

KARAKIA / WHAKATAU

RĪMITI (ITEM) Page

1.0 Ngā Mahi Whakapai/Housekeeping

2.0 Ngā Whakapahā/apologies

3.0 Ngā Whakapuakanga/declarations of conflicts of interest

4.0 Ngā Whakaae Miniti (Confirmation of Minutes)

4.1 Confirmation of Minutes - 29 September 2021 4

5.0 Receipt of Action Sheet

5.1 Receipt of Action Sheet 9

6.0 Reports

6.1 Observations on Local Government Risk Management Practices 12

6.2 Risk Management Activity Update 50

6.3 Health and Safety update 97

6.4 Internal Audit Schedule 104

6.5 FNDC Rates Audit Findings Response 106

6.6 Covid 19 Impacts on 2021/22 Work Programmes 126

6.7 Kaipara Moana Remediation - Agreed Procedures Report 131

6.8 Regional Projects Reserve - Proposed criteria and procedures for the allocation of funding 163

7.0 Kaupapa ā Roto (Business with the Public Excluded) 168

7.1 Telfer Young Annual Valuation of Council Properties

7.2 Recruitment/Retention of Specialist staff- Risk Deep Dive

Audit and Risk Subcommittee item: 6.1

24 November 2021

TITLE:	Observations on Local Government Risk Management Practices
From:	Bruce Howse, Pou Taumatua – Group Manager Corporate Services
Authorised by Group Manager/s:	Bruce Howse, Pou Taumatua – Group Manager Corporate Services, on 12 November 2021

Whakarāpopototanga / Executive summary

In October 2021 the Auditor General published a report entitled ‘Observations on Local Government Risk Management’ (refer Attachment 1).

The observations in the report are based on:

• Office of the Auditor General (OAG) observations of how Auckland Council, Waipā District Council, Environment Canterbury Regional Council, and Queenstown-Lakes District Council manage risk;

• the results of a survey OAG sent to all councils (except the four councils listed above);

• discussions OAG had with select audit and risk committee chairpersons; and

• the knowledge OAG have developed through their work, which includes their audit

work and discussions with council staff and elected members.

Table 1 shows the recommendations from the report and NRC management commentary in relation to NRC’s risk management approach based on these recommendations.

Table 1.

OAG Recommendation	NRC Risk Management Framework Commentary
Prioritise putting in place a formal risk management framework if they do not have one.	Framework in place, this is updated and reviewed on an ongoing basis.
Ensure that elected members get the training and support that they need to carry out their risk management roles and responsibilities.	Training sessions and risk workshops have been held with elected members.
Consider using more sophisticated techniques for identifying and managing risks on key programmes of work, such as quantitative risk assessments, given that the assessments that many councils make, particularly on the delivery of their capital expenditure programmes, need a high level of judgement.	Risk management considerations are included in contract management, project management and procurement policies and procedures, we also have risk as a consideration in our council agenda template
Assess their desired level of risk management maturity and prepare a clear plan to achieve this. Regular formal reviews of their risk management practices should be carried out to inform progress and identify areas for improvement.	Risk management maturity assessment has been undertaken. Currently at a maturity level 2, working towards maturity level 3.

Staff have also noted several areas for improvement to NRC’s risk management framework based on commentary in the OAG report, including:

· Our application of the risk management framework throughout all areas of business is variable and we could improve in this area, based on commentary in the OAG report.

· We also consider that the culture of risk management could be improved throughout the organisation and need to work on this as we progress with our risk management maturity assessment improvement programme.

Laura Cannon, from the Office of the Auditor General, will briefly present to the subcommittee on the Auditor General’s report.

Ngā mahi tūtohutia / Recommendation

That the report ‘Observations on Local Government Risk Management Practices’ by Bruce Howse, Pou Taumatua – Group Manager Corporate Services and dated 2 November 2021, be received.

Attachments/Ngā tapirihanga

Attachment 1: OAG Risk Management Report ⇩

Audit and Risk Subcommittee item: 6.2

24 November 2021

TITLE:	Risk Management Activity Update
From:	Kym Ace, Corporate Systems Champion
Authorised by Group Manager/s:	Bruce Howse, Pou Taumatua – Group Manager Corporate Services, on

Whakarāpopototanga / Executive summary

The Risk Management Activity Update Report outlines the summary of Council’s progress in risk

management related activities including updates on Corporate, Fraud, Dishonesty and Corruption Risks.

Ngā mahi tūtohutia / Recommendation

That the report ‘Risk Management Activity Update’ by Kym Ace, Corporate Systems Champion and dated 29 October 2021, be received.

Background/Tuhinga

Risks Register

1. The corporate, fraud, dishonesty and corruption risk registers have been refreshed following the Council workshop session and leadership review.

2. The risks and their treatment/s (mitigation action/s) are being managed by staff through the Promapp risk module. Risk reporting will be provided quarterly to the Audit and Risk Subcommittee. The monitoring of the corporate and fraud dishonesty and corruption risk registers is performed by the Corporate Systems Champion on a monthly basis.

3. The top ten corporate risks, their pre-control (inherent) and post control (residual) rating and trending (traffic light) are summarised in Table 1.

4. The corporate, fraud, dishonesty and corruption risks, their risk types, pre-control (inherent) and post control (residual rating) are summarised in Attachment 1.

5. The detailed corporate, fraud, dishonesty and corruption risk register including treatments and signoff details are reported in Attachment 2.

6. Key changes and additions from this quarter’s review are identified in Table 2. Some top risks which were retained through the review have been expanded or narrowed, and this is reflected in the relevant risk descriptors within the full document.

Table 1. Top ten corporate risk

Key – Risk rating
Extreme	High	Moderate	Low
Key - Trend	Increasing	Decreasing	Static

#	Risk Statement	Inherent Rating	Residual Rating	Trend
244	Failure to respond to COVID-19 Impact	25	16
221	Workload	20	16
245	Failure to prepare for future of local government review/reforms and its impacts	20	16
246	Recruitment and retention of specialist staff	20	16
015	Core IT applications/system are not designed and/or implemented to support all organisational processes, or applications will stop working	20	15
080	Changes in legislation and central government policy impacting council’s resources, budgets and activities.	20	15
014	Cyber security attack	20	12
136	Capability and operational capacity to manage events and directives	20	12
131	Treaty settlements	16	12
230	Climate change response	15	12

Table 2. Key Top Risks changes and additions through the review Top Risk

Key
New specific risk		Increase rating	Decrease rating		Treatment added risk rating remains static
Status	Description			Commentary
	Covid			Specific risk identified in the top risk list
	Local Government reform			Specific reform identified in the top risk list
	Recruitment and retention of specialist staff			Specific risk identified in the top risk list
	Investment Portfolio financial risk			Residual risk likelihood decreased from often to likely as we have diversified the portfolio based in SIPO
	Policies and protocols not clearly documented and followed			Residual risk likelihood decreased from often to likely as we have: · Improved accessibility on policies from a hub on the express · Providing training to managers · Planning audit review of policy adherence
	Climate Change response			Loss of key operational staff and recruitment difficulties is recognised as an impact on this risk.
	Access issues to field sites			Residual risk likelihood increased from often to likely as a landowner was proposing to withhold access to allow works to proceed on the Awanui Flood scheme. This issue has been resolved for the time being.
	Legal Risk			Residual risk likelihood increased from rare to possible as we have a hapu claim against Council regarding the Poriti Springs.
	Organisation Culture			Inherent likelihood from possible to likely and consequence from minor to moderate. Residual risk likelihood increased from rare to likely as we need to consider how we maintain culture as we grow so rapidly.

Deep Dives

The Corporate System Champion facilitates risk owners to provide deep dives into each corporate accordance with the following schedule (Table 3), initially focussing on the corporate risk with the highest pre-controls risk rating or where specifically requested due to increasing risk ratings/. The deep dive on recruitment and retention of specialist staff is included as a separate agenda item.

Table 3. Risk deep dive schedule.

#	Corporate Risk	November 2021	1^st meeting 2022	2^nd meeting 2022
1	Recruitment and Retention of Specialised Staff	√
2	Workload		√
3	Capability and operational capacity to manage events and directives		√
4	Changes in legislation & central government policy impacting council’s resources, budgets, and activities.			√
5	Cyber security			√

Response to COVID-19 Resurgence – Delta Variant

Council’s Crisis Management Team (CMT) was activated in response to the announcement by the Government that New Zealand would move to Alert Level 4 at 18 August. The role of Council’s CMT is to lead Council’s internal response, ensure Council’s essential services remain operational, manage the changes to Council’s operations and service as required, and support staff well-being and safety during the crisis.

Following the announcement, Council’s Pandemic Plan, COVID Alert Levels, and Communication Plan were activated, and staff began the necessary preparations across Council’s facilities and services to move to level 4. All council buildings were closed to the public, and non-essential staff began working remotely from 18 August.

The transitions have been managed smoothly and with resilience by staff. The updated plans and implementation of lessons learnt from previous responses supported these smooth transitions. Regular communications have been issued to staff with ongoing external communications managed through Council’s website and social media channels. Health and safety protocols were frequently reviewed and updated as specific advice regarding the Delta variant were received.

The Emergency Management readiness and response to the COVID-19 resurgence was to reactivate the GEOC as per their Covid Response Plan and assessed resourcing needs to respond to any community needs. Communication to the community was achieved through the Civil Defence Emergency Management pages.

Covid 19 disruptions are predicted to have unfavourable impacts on a number of 2021/22 work programmes, resulting in the potential for non-achievement of some levels of service.

At the time of writing this report the CMT remains activate, proactively managing the response as Council prepares for and moves alert levels and for the Protection Framework (Traffic Light System). Significant focus is on supporting the mental and physical well-being of staff throughout this time.

Attachments/Ngā tapirihanga

Attachment 1: Top ten summary corporate risks ⇩

Attachment 2: Detailed Corporate and Fraud Dishonesty and Corruption Risk Register ⇩

Audit and Risk Subcommittee item: 6.3

24 November 2021

TITLE:	Health and Safety update
From:	Kelcie Mills, Health and Safety Advisor
Authorised by Group Manager/s:	Bruce Howse, Pou Taumatua – Group Manager Corporate Services, on 03 November 2021

Whakarāpopototanga / Executive summary

This report is to inform the audit and risk subcommittee of the activities related to health and safety. A summary of the activities include:

· A list of the current health and safety priorities.

· An update on the key tasks associated with the COVID-19 response.

· An update on the highest health and safety risks.

· An outline of the health and safety strategy outcomes, action plans and tracking.

Ngā mahi tūtohutia / Recommendation

That the report ‘Health and Safety update’ by Kelcie Mills, Health and Safety Advisor and dated 28 September 2021, be received.

Background/Tuhinga

1. Health and safety priorities

The key priorities in health and safety at the present time are:

1. Regularly reviewing and updating the COVID-19 response. See section 2 below for details.

2. Managing and monitoring staff workload, stress and mental wellbeing.

o The focus task for this priority is the stress survey which we are undertaking in mid-November to identify the key stressors for staff and wider teams. This data will be used to undertake a deep dive and develop targeted plans to address issues.

3. Ensuring all new staff are inducted and trained in a timely manner.

o The focus task for this is streamlining our induction process by ensuring all health and safety representatives who will be undertaking inductions are notified a week before the new staff member starts, and that trainings are identified for the staff member within the first week so that scheduling can take place.

2. COVID-19 response

The focus areas in the COVID-19 response for health and safety are:

1. Undertaking risk assessments for roles and consulting with workers, managers and health and safety representatives on the risk assessments.

2. Working through what roles are affected by the vaccination mandate for education sector and seeking evidence of vaccination status of those affected.

3. Gathering information on the new ‘traffic light’ protection framework and the effects it has on existing protocols and standard operating procedures.

4. Working through the impacts of staff travelling to higher alert level areas for exempted activities (such as medical or caregiver reasons). We are providing information on an advisory bases to ensure all staff receive most current information.

5. Working through the impacts of vaccination requirements for contractors, and the travel restrictions which are affecting work due to contractors who are from higher alert level areas.

6. Supporting the wellbeing of staff through the changing COVID-19 landscape.

3. Top health and safety risks

Table 1: Top health and safety risks and focus mitigations

Note: The risk score is out of 25. The red (high risk) score range is from 8 to 14.

The scores listed above represent the residual scores for each of these risks. This means that after all controls are in place, these nine risks have a high residual risk score. The focus area for mitigation column is what we are currently doing or looking into doing in order to further bring these scores down to their lowest possible point. The mitigations listed are not the current controls in place.

4. Health and safety strategy priority outcomes

The health and safety committee have outlined the following five outcomes as key priorities to begin with. Each has an action plan established.

1. Our leaders actively model and encourage health and safety excellence. This has been combined with all our people understanding that they are responsible for their own health and safety.

2. Near misses and incidents are triaged as soon as possible, but within 48 hours.

3. The organisation’s culture supports wellbeing.

4. Work related stress and mental health factors are identified and managed.

5. Annual health monitoring is undertaken.

See attachment 1 for action plans for each out these key outcomes. Note that the timeframes on these outcomes have not been adjusted to include the COVID-19 workload, and as such some will be delayed.

Guide to strategy reporting

The operational status of the strategy items are displayed using traffic light colours (green, yellow, red). The meaning of each status is defined below. See attachment 2 for the health and safety performance towards the strategy.

Attachments/Ngā tapirihanga

Attachment 1: Health and safety Strategy Action plans ⇩

Attachment 2: Health and safety performance towards strategy ⇩

Audit and Risk Subcommittee item: 6.4

24 November 2021

TITLE:	Internal Audit Schedule
From:	Bruce Howse, Pou Taumatua – Group Manager Corporate Services
Authorised by Group Manager/s:	Bruce Howse, Pou Taumatua – Group Manager Corporate Services, on 12 November 2021

Whakarāpopototanga / Executive summary

The internal audit schedule, as adopted by the Subcommittee, is provided in Table 1.

The schedule shows the timing for each internal audit item and a status update on progress.

All items scheduled for 2020/21 have been completed and work is in progress and on track for all items scheduled for 2021/22.

The annual budget for the internal audit programme is $56k.

Ngā mahi tūtohutia / Recommendation

That the report ‘Internal Audit Schedule ’ by Bruce Howse, Pou Taumatua – Group Manager Corporate Services and dated 27 October 2021, be received.

Table 1. Internal audit schedule.

Key
Complete		Underway	Deferred		Not Started
Year	Item			Status
2020/21	FNDC rates collection, audit to confirm robustness of collection of NRC rate revenue and general title arrears recovery process.			Audit complete. Findings reported to Subcommittee in June 2021. FNDC working on implementing audit recommendations – refer to item on agenda.
2020/21	Human resources procedures.			Audit complete. Findings reported to Subcommittee in September 2021. Findings will be implemented through Human Resources work programme.
2020/21	Fraud control environment (counter-fraud gap analysis).			Audit complete. Findings reported to Subcommittee in June 2021. Additional work underway to strengthen control environment.
2020/21	Insurance – AON insurable risk review.			Audit complete. Findings presented to Subcommittee in December 2020. Insurance renewals due November 2021.
2021/22	WDC rates collection, audit to confirm robustness of collection of NRC rate revenue and general title arrears recovery process.			Audit about to commence. Findings to be reported to Subcommittee in mid-2022.
2021/22	Property management.			Work in progress. Findings to be reported to Subcommittee in mid-2022.
2021/22	Risk management.			Deferred. Replaced with ‘Fraud and Corruption Risk Assessment’ as reported to Subcommittee in June 2021.
2021/22	Procurement.			Deferred. Replaced with ‘Strengthen the Management of Third parties’ as reported to Subcommittee in June 2021.
2021/22	Fraud and Corruption Risk Assessment.			Work in progress. Completion date schedule for 23 December 2021, with a view of presenting the findings to the subcommittee in Feb/March 2022.
2021/22	Strengthen the Management of Third parties.			Work in progress. Completion date schedule for 23 December 2021, with a view of presenting the findings to the subcommittee in Feb/March 2022.
2022/23	KDC rates collection, audit to confirm robustness of collection of NRC rate revenue and general title arrears recovery process.			Work to commence in 2022/23.
2022/23	Externally managed funds – SIPO, governance, reporting, treasury management.			Work to commence in 2022/23.
2022/23	Legislative compliance.			Work to commence in 2022/23.

Attachments/Ngā tapirihanga

Nil

Audit and Risk Subcommittee item: 6.5

24 November 2021

TITLE:	FNDC Rates Audit Findings Response
From:	Bruce Howse, Pou Taumatua – Group Manager Corporate Services
Authorised by Group Manager/s:	Bruce Howse, Pou Taumatua – Group Manager Corporate Services, on 12 November 2021

Executive summary/Whakarāpopototanga

As reported to the June 2021 subcommittee meeting, Deloitte performed a review of the FNDC rating process to test the controls and identify any improvements in respect to:

· user access to, and maintenance of, the Rating Information Database (RID),

· compliance with NRC authority,

· application, collection, and allocation of rating transactions,

· and the process and preparation of the reporting provided to NRC.

Three key improvements were identified as a high priority to strengthen the rating process at FNDC.

FNDC has reported back with an action plan (attached) for implementing these improvements.

The key improvement and FNDC progress with actions is summarised in the following:

Key Improvement	Progress Summary
User access rights to the Rates Maintenance function should be comprehensively reviewed and revised to ensure appropriate access levels.	Action partially complete, further work to be completed by December 2021.
The procedure guiding the preparation of the quarterly rates reconciliation should be documented by FNDC.	Action complete.
The Payment Allocation sequence should be agreed upon and documented within the Annual Rating Services Agreement.	Require support from technology providers to action, deadline 30 June 2022. NRC to engage Simpson Grierson to draft up a variation to the current rating services agreement (or policy as required) to document the agreed process to allocate a part payment of a rates assessment. Aim to complete prior to 23 December 2021.

Recommendation(s)

1. That the report ‘FNDC Rates Audit Findings Response ’ by Bruce Howse, Pou Taumatua – Group Manager Corporate Services and dated 1 October 2021, be received.

Background/Tuhinga

Attachments/Ngā tapirihanga

Attachment 1: Action plan ⇩

Attachment 2: The Daily NRC Reconciliation ⇩

Attachment 3: Rates access workbook ⇩

Audit and Risk Subcommittee item: 6.6

24 November 2021

TITLE:	Covid 19 Impacts on 2021/22 Work Programmes
From:	Bruce Howse, Pou Taumatua – Group Manager Corporate Services
Authorised by Group Manager/s:	Bruce Howse, Pou Taumatua – Group Manager Corporate Services, on 12 November 2021

Whakarāpopototanga / Executive summary

Covid 19 disruptions are likely to result in the non-achievement of levels of service for some 2021/22 work programmes.

The year-end impacts are unknown at present. At this stage five levels of service targets (out of a total of 31) have been highlighted at risk of non-achievement due to the impacts of Covid 19. These include:

· Monitoring of environmental networks

· Number of plants provided through Coastcare

· Number of lakes under active management

· Community pest control areas

· Monitoring of resource consents

Ngā mahi tūtohutia / Recommendation

That the report ‘Covid 19 Impacts on 2021/22 Work Programmes’ by Bruce Howse, Pou Taumatua – Group Manager Corporate Services and dated 22 October 2021, be received.

Background/Tuhinga

Covid 19 disruptions are likely to result in the non-achievement of levels of service for some 2021/22 work programmes.

Table 1 shows the levels of service that are likely to be impacted, the potential impact, impact to budget and mitigation options.

Table 1. Levels of service impacted.

Level of service	Potential impact	Potential impact to budget	Mitigation Options
1.1 Percentage of NRC environmental networks monitored for water quality and quantity, and ecology, with results made available to the community (target 100%)	For Oct 2020-Sep 2021, reporting shows some monitoring visits down at 75% of target, covid impact is minimal over last 12 months, some monitoring at 100% completion rate. Target is 100%, over August 2021 under L3 alert restrictions some water quality & coastal sites were not visited.	Potential underspend in the Laboratory sampling budget, this will be minimal under 5%.	Monitoring is set to a schedule; site visits are restricted by L3 & L4 guidelines. Not a lot of scope to mitigate this risk.
1.3 Number of plants provided through Coastcare programme (target 14,000 in 2021/22)	May not achieve target due to inability to hold public and school planting days and get enough volunteers.	Potential underspend at Level 4 however if planting contractors can be used or small planting days held levels of service can be achieved within budget.	Most planting days now pushed out till May/June 2022. Plants will be stored in NRC nursery over summer. Smaller planting days/time periods with small groups and social distancing can be organised. Use of planting contractors if necessary.
1.3 Number of lakes identified in Northland Lakes Strategy that are under active management (target 20 lakes)	May not achieve target as some outputs already delayed. Management and Lakes Ecological survey may not occur.	Potential underspend if events, hui, sediment mitigation and pest fish and weed control cannot go ahead.	So far staff are keeping project agile and moving by delivering priority work with contractors when able. Lakes survey planned for 10 day period in autumn but cant be pushed out further than this. Events, pest fish work and hui on hold and dependant on covid situation from new year.
1.4 Increase in hectares of land under Community Pest Control Area Plans (CPCAs) per annum (target increases by 5000 hectares or more)	May not achieve this target due to restrictions with close contact with landowners and other stakeholders to negotiate and implement plans.	Potential underspend in partnerships budget should community contact be severely restricted.	Focus early on high priority community pest plans and establishing alterative lines of communication via teams.
1.7 Percentage of consents that are monitored as per the council’s monitoring programme (target 90% or more)	May not achieve target, as under level 3 compliance field work had to be prioritised (e.g. WWTP, FDE, industrial sites). Also impacted by contracted laboratory remaining in level 4 reduced capacity – we could only send a limited number of samples.	Reduced revenue as consent holders are only charged for compliance site visits which are undertaken.	Will focus on the highest priority monitoring first and then will try to catch up with outstanding monitoring under level 2 (or 1) restrictions.

A high‐level scan has also been undertaken of the potential impacts of covid on the nonachievement

on all levels of service. Attachment 1 shows the results of the scan and a potential

impact rating from high to low of the impact of covid on achievement of performance measures

based on current understanding.

Attachments/Ngā tapirihanga

Attachment 1: Attachment 1 ⇩

Audit and Risk Subcommittee item: 6.8

24 November 2021

TITLE:	Regional Projects Reserve - Proposed criteria and procedures for the allocation of funding
From:	Darryl Jones, Economist and Simon Crabb, Finance Manager
Authorised by Group Manager/s:	Bruce Howse, Pou Taumatua – Group Manager Corporate Services, on 12 November 2021

Whakarāpopototanga / Executive summary

In its Long Term Plan 2021-2031 (LTP), council renamed the Infrastructure Investment Fund (IIF) Reserve as the Regional Projects Reserve (RPR) and broadened its purpose. In the LTP deliberation report of 19 May 2021, it was recommended that criteria be developed for the RPR before any funding is allocated from it (Attachment One).

This item provides a draft criteria and procedures for the allocation of funding from the RPR for discussion by the Subcommittee (Attachment 2). There are several numeric aspects of the criteria, highlighted in yellow, that are open to debate.

Importantly, it should be noted that the criteria have been prepared on the basis that the income earned on the RPR when held in council’s long-term investment fund must be covered to maintain its financial contribution to covering council’ s operational expenditure, refer specifically to clauses 4c and 7.

This raises the significant issue as to whether council wishes to increase rates to cover the income earned by the RPR and potentially its investments in general. If rates were raised, then the requirement in the criteria that projects provide a return on investment (clauses 4c and 7) can be deleted. Staff consider that the principal repayment requirement (clause 4b) should remain to provide an on-going reserve of funds that can accessed for project funding.

Ngā mahi tūtohutia / Recommendation

That the report ‘Regional Projects Reserve - Proposed criteria and procedures for the allocation of funding’ by Darryl Jones, Economist and Simon Crabb, Finance Manager and dated 8 November 2021, be received.

Background/Tuhinga

Not applicable.

Attachments/Ngā tapirihanga

Attachment 1: Relevant pages from the LTP 2021-2031 deliberation report May 2021 ⇩

Attachment 2: Regional Projects Reserve - Draft criteria and procedures for allocation ⇩

Audit and Risk Subcommittee ITEM: 7.0

24 November 2021

TITLE:

Business with the Public Excluded

Whakarāpopototanga / Executive Summary

The purpose of this report is to recommend that the public be excluded from the proceedings of this meeting to consider the confidential matters detailed below for the reasons given.

Ngā mahi tūtohutia / Recommendations

1. That the public be excluded from the proceedings of this meeting to consider confidential matters.

2. That the general subject of the matters to be considered whilst the public is excluded, the reasons for passing this resolution in relation to this matter, and the specific grounds under the Local Government Official Information and Meetings Act 1987 for the passing of this resolution, are as follows:

Item No.	Item Issue	Reasons/Grounds
7.1	Telfer Young Annual Valuation of Council Properties	The public conduct of the proceedings would be likely to result in disclosure of information, the withholding of which 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)(b)(ii) and the withholding of which is necessary to enable council to carry out, without prejudice or disadvantage, commercial activities s7(2)(h).
7.2	Recruitment/Retention of Specialist staff- Risk Deep Dive	The public conduct of the proceedings would be likely to result in disclosure of information, the withholding of which is necessary to protect the privacy of natural persons, including that of deceased natural persons s7(2)(a).

3. That the Independent Financial Advisors be permitted to stay during business with the public excluded.

Considerations

1. Options

Not applicable. This is an administrative procedure.

2. Significance and Engagement

This is a procedural matter required by law. Hence when assessed against council policy is deemed to be of low significance.

3. Policy and Legislative Compliance

The report complies with the provisions to exclude the public from the whole or any part of the proceedings of any meeting as detailed in sections 47 and 48 of the Local Government Official Information Act 1987.

4. Other Considerations

Being a purely administrative matter; Community Views, Māori Impact Statement, Financial Implications, and Implementation Issues are not applicable.

TITLE:	Confirmation of Minutes - 29 September 2021
From:	Judith Graham, Corporate Excellence P/A
Authorised by Group Manager/s:	Bruce Howse, Pou Taumatua – Group Manager Corporate Services, on

TITLE:	Receipt of Action Sheet
From:	Judith Graham, Corporate Excellence P/A
Authorised by Group Manager/s:	Bruce Howse, Pou Taumatua – Group Manager Corporate Services, on

TITLE:	Kaipara Moana Remediation - Agreed Procedures Report
From:	Bruce Howse, Pou Taumatua – Group Manager Corporate Services
Authorised by Group Manager/s:	Bruce Howse, Pou Taumatua – Group Manager Corporate Services, on 12 November 2021